Loudoun Hunger Relief, Inc.
Loudoun Hunger Relief, Inc.
EIN: 54-1591635
as of September 2023
as of September 18, 2023
Mission
The mission of Loudoun Hunger Relief, Inc. is to feed the hungry in Loudoun County.
Notes from the nonprofit
Loudoun Hunger Relief envisions a community in which everyone has access to sufficient, nutritious food. We are grateful to everyone who helps us move toward this goal. We are able to
Ruling year
1992
Executive Director
Ms. Jennifer Montgomery
Main address
750 Miller Drive, Suite A-1
Leesburg, VA 20175 USA
EIN
54-1591635
Food aid
Food banks
Population served
Adults
Low-income people
NTEE code
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
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Since 1991, we have been working to address hunger in our community. We work to provide access to adequate, nutritious food for members of our community.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Emergency Food Distribution Program
Our largest program is the Emergency Food Distribution program. The Emergency Food Distribution program provides at least a 3 day emergency supply of food to prepare 3 nutritious and well balanced meals for any size family. In fiscal year 2020 (ending June 30, 2020) we supplied food for more than 13,000 individuals through more than 73,000 pantry visits. 2 million pounds of food--enough for about 1.7 million meals--was distributed. Since then, we've been seeing increased need due to COVID-19, and we have increased our service times and locations to help as many people as possible have enough to eat.
Our only requirement for service is Loudoun County Virginia residency. Our service is appointment based to allow for social distancing. We encourage families to use the online appointment system to tell us what foods and grocery items they most need, and to inform us of any special circumstances.
About 400 dedicated and caring volunteers support our mission each year. Volunteers serve on our Board of Directors. Volunteers also pack orders, drive throughout the community picking up donated food from local grocery stores and restaurants and sort and stock our food. We are completely dependent upon on the generosity of the community.
Without the support of our community, we simply could not exsist. In 2009, we received 800,000 pounds of donated food and countless hours of volunteer time. We account for these gifts in kind as money in our operating budget and on our taxes. Last year,we received a value of $1.2 million of donated food and donated time. Our monetary needs support our operating expenses - keeping our doors open.
Where we work
Awards
Human Profession Award 1993
Loudoun Human Services Network
Best NonProfit in Loudoun County, Virginia 2009
Loudoun Chamber of Commerce
Finalist: Best Small Business of the Year 2012
Loudoun Chamber of Commerce
Non Profit of the Year 2014
Loudoun Chamber of Commerce
Non Profit Executive of the Year 2020
Loudoun Chamber of Commerce
Affiliations & memberships
Feeding America 2017
Good Food Organization 2020
External reviews
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Average number of service recipients per month
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Seniors, Families
Related Program
Emergency Food Distribution Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Unduplicated individuals receiving emergency food services annually.
Average pounds of fresh produce distributed per year
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors, Families, Economically disadvantaged people
Related Program
Emergency Food Distribution Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
LHR is actively transforming our supply of food so that more fresh and whole foods are available. Fresh produce now comprises more than 25% of foods available for selection.
Number of client visits to the pantry to recieve food per year
This metric is no longer tracked.Totals By Year
Population(s) Served
Seniors, Families, Economically disadvantaged people
Related Program
Emergency Food Distribution Program
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
Related Program
Emergency Food Distribution Program
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Estimated dollar value of food donations distributed to community feedings programs
This metric is no longer tracked.Totals By Year
Related Program
Emergency Food Distribution Program
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
Our goal to provide emergency food assistance to every family seeking our service. The food options we provide will be healthful, fresh and varied. Families will have as much choice in the foods they can select as we are able to provide.
What are the organization's key strategies for making this happen?
We work with our grocery store partners, farm and farmers market partners, food drive volunteers to provide the nutritious, fresh foods that lead to better health.
We work with our foundation, corporate, and individual funders to foster an understanding of the need in our community and ways to better meet the needs of the food insecure. We are working daily to secure funds needed to purchase fresh food.
We view better food choices at the pantry as the beginning of a path from hunger into health. Access to sufficient, nutritious food is a basic need of all human beings. Providing this access reduces chronic, toxic stress as well as supplies a primary need.
What are the organization's capabilities for doing this?
Our solid 25 year history of providing food to people in need in Loudoun County, while running a fiscally prudent and sound operation, places us in a unique position of trust in our community. We are viewed with trust by both our funders and the community we serve. Our staff is experienced and expert in providing strong social services to a community in need. Our organizational funding has grown steadily over the last several years to meet the need in our community, and improve our quality of service.
We have just completed a strategic planning processes that focuses on incremental improvements to our services while remaining focused on our core mission of feeding the hungry.
What have they accomplished so far and what's next?
In 30 years, we have never turned away a single person in need of food.
In the last six years, our fresh produce distributed has increased from about 30,000 pounds to over 500,000 pounds. We continued to focus on fresh, whole food availability even through the COVID-19 crisis, when our demand for services increased 350%. We acquired a dedicated walk in refrigerator for produce and an auxiliary produce dedicated refrigeration unit that sits in our parking lot due to lack of interior space. During the increased demand caused by COVID, which has extended into 2021, we also were forced to add a second refrigeration unit that sits in our parking lot to house the fresh dairy we must have on hand each week.
Two new refrigerated vans and a refrigerated box truck have been purchased through grant funding and private donations in the last four years in order to increase our ability to pick up and transport fresh foods, including dairy and produce.
We continue to seek feedback from our served families to determine what foods they most want to have. By far the largest percentage of requests is for fresh produce. We have a fresh produce rescue program with our local grocery store donors, with teams of volunteers who sort through the produce donations and save what is of acceptable quality. About 10% of our produce is grown specifically for us by donation only farms. This has much longer shelf life, and the offerings are customized each year as the farms plant what our client families want to have. We purchase produce as well to ensure that our supply is meeting the demand.
We are continuing to educate our donors in an attempt to shift giving patterns away from high sodium, high fat, low nutrient shelf-stable foods. We request donations of fresh, whole foods, whole grain pasta and cereals, and funds to buy what isn't donated. This is a real shift away from "clean out your pantry" food drives.
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 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 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, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
62.58
Months of cash in 2022 info
6.5
Fringe rate in 2022 info
15%
Funding sources info
Assets & liabilities info
Financial data
Loudoun Hunger Relief, Inc.
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 Loudoun Hunger Relief, 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 | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $180,821 | $22,691 | $1,297,409 | $1,689,214 | $291,484 |
| As % of expenses | 5.2% | 0.6% | 26.9% | 27.0% | 5.1% |
| Unrestricted surplus (deficit) after depreciation | $148,307 | -$9,579 | $1,259,608 | $1,625,480 | $224,745 |
| As % of expenses | 4.2% | -0.3% | 25.9% | 25.7% | 3.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,673,813 | $3,955,394 | $6,068,045 | $7,985,527 | $6,272,637 |
| Total revenue, % change over prior year | 8.2% | 7.7% | 53.4% | 31.6% | -21.4% |
| 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% | 0.2% | 0.1% | 0.1% |
| Government grants | 1.6% | 2.8% | 5.7% | 10.1% | 4.1% |
| All other grants and contributions | 98.3% | 97.0% | 94.2% | 89.8% | 95.9% |
| Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $3,498,870 | $3,796,510 | $4,820,650 | $6,262,648 | $5,713,270 |
| Total expenses, % change over prior year | 8.2% | 8.5% | 27.0% | 29.9% | -8.8% |
| Personnel | 16.1% | 16.7% | 18.2% | 16.9% | 18.8% |
| Professional fees | 1.2% | 1.4% | 1.2% | 1.0% | 2.7% |
| Occupancy | 0.4% | 0.5% | 0.3% | 0.3% | 0.3% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 82.3% | 81.5% | 80.2% | 81.9% | 78.2% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $3,531,384 | $3,828,780 | $4,858,451 | $6,326,382 | $5,780,009 |
| One month of savings | $291,573 | $316,376 | $401,721 | $521,887 | $476,106 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $49,943 | $0 | $204,599 | $138,002 | $0 |
| Total full costs (estimated) | $3,872,900 | $4,145,156 | $5,464,771 | $6,986,271 | $6,256,115 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 2.7 | 3.3 | 5.0 | 6.4 | 6.5 |
| Months of cash and investments | 2.7 | 3.3 | 5.0 | 6.4 | 8.3 |
| Months of estimated liquid unrestricted net assets | 3.3 | 3.1 | 5.2 | 6.9 | 8.2 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $791,546 | $1,033,185 | $2,008,277 | $3,362,316 | $3,089,647 |
| Investments | $0 | $0 | $0 | $0 | $863,752 |
| Receivables | $40,836 | $22,920 | $90,313 | $37,708 | $81,426 |
| Gross land, buildings, equipment (LBE) | $373,051 | $390,796 | $575,027 | $713,030 | $712,178 |
| Accumulated depreciation (as a % of LBE) | 63.1% | 68.5% | 49.6% | 48.9% | 57.7% |
| Liabilities (as a % of assets) | 1.9% | 3.0% | 6.0% | 2.3% | 1.4% |
| Unrestricted net assets | $1,111,100 | $1,101,521 | $2,361,129 | $3,986,609 | $4,211,354 |
| Temporarily restricted net assets | $44,057 | $180,250 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $44,057 | $180,250 | $130,236 | $163,901 | $295,536 |
| Total net assets | $1,155,157 | $1,281,771 | $2,491,365 | $4,150,510 | $4,506,890 |
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
Ms. Jennifer Montgomery
Jennifer Montgomery is a Loudoun native that has worked in nonprofits for more than 10 years. Montgomery received a degree in family and community services from East Carolina University and a Masters degree from Griffith University in Brisbane, Australia. Prior to her coming to LHR, Jennifer served as Executive Director of the Loudoun Free Clinic and Operations Director at Loudoun Cares. She feels strongly that great communities are built through collaboration and helping others in need. Jennifer is very excited to be a part of an organization that helps so many people in her community. LHR is a thriving organization that is supported by many outstanding volunteers, organizations, businesses and other funders.
Number of employees
Source: IRS Form 990
Loudoun Hunger Relief, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Loudoun Hunger Relief, Inc.
Board of directorsas of 02/02/2023
Board of directors data
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John Rowell
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Andrea Winey
Loudoun Chamber of Commerce
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? No
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
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 04/21/2021GuideStar 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 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.
- 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
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