1. Shared Infrastructure: New Operational Models for Achieving Greater Efficiency, Effectiveness and Sustainability Presented by: Áine Duggan Food Bank For New York City May 22, 2006 New York

2. About the Food Bank For New York City  The mission of the Food Bank For New York City is to end hunger by organizing food, information and support for community survival and dignity  Founded in 1983 in response to growing hunger problem to coordinate the procurement and distribution of food from manufacturers, wholesalers, retailers and government agencies to groups providing free food to New Yorkers in need  Provides over 67 million pounds of food annually to more than 1,200 emergency and community food programs citywide  Supplies food for over 250,000 meals a day for New Yorkers at risk of hunger  Serves as a resource center for member agencies, legislators, the media and the public  In addition to providing food, the Food Bank offers agencies ongoing support, services and education About Hunger  Approximately 2 million New Yorkers at risk of hunger  1.2 million relying on emergency food programs  Most vulnerable populations to hunger include the elderly, the disabled, women and children and the working poor

3. Network Overview  Member of America’s Second Harvest: The Nation’s Food Bank Network  Food Bank For New York City Network comprised of more than 1,200 programs: Emergency Food Programs – Soup Kitchens, Food Pantries & Shelters Community Food Programs – Senior Centers, Daycare Centers, Kids Café, Rehab Programs Benefits Outreach Centers  Food Bank members are independent organizations, no membership cost but groups must meet membership criteria  Membership Benefits – access to government, donated and wholesale food, agency services & support and network participation in research/policy initiatives  Food Bank infrastructure and food management (office and warehouse locations, size and function, government contracts, private donations and partners, ordering and delivery system)

4. Strength of the Network  Trainings, networking and technical assistance have strengthened network – grant administration, gift-in-kind program, networking, nutrition workshops, management roundtables, newsletter, volunteer referral program  Research has allowed network to become more efficient and target services accordingly – Hunger Safety Net 2004: Measuring Gaps in Food Assistance in New York City  Public policy and community development work has engaged network in initiatives focused on long-term solutions to hunger – Borough Hunger Task Forces, network collaborations and government relations  Food Bank’s representation of network in wider hunger community and public education agent for legislators and community leaders  Challenges – flat and reduced government funding, member funding and staffing, increased need among populations at risk of hunger

5. Next Steps  Framing network as partners and mobilizing network to play stronger leadership role in articulating the need and informing public policy – development of hunger policy platform  Leadership training for member program staff, volunteers and participants – local meetings with elected officials and participation in hearings and lobbying days  Ongoing work with funders and elected officials to reduce the number of people at risk of hunger who are not accessing services  Looking beyond emergency food – expansion of benefits outreach, coordinating community responses and developing self-sufficiency initiatives