Pounds of Food Distributed
Meals Provided to Neighbors in Need
Pounds of Produce and Dairy Distributed
Pounds of Food Rescued from 146 Retail Partners
Pounds of Hygiene & Household Items Distributed
An estimated 187,030 people are food insecure in the Food Bank’s 11-county service area. Food insecurity affects children in our schools, seniors with limited resources, working families, and individuals struggling to make ends meet. In our region, 1 in 7 people, and 1 in 5 kids, do not have safe, reliable access to nutritious foods needed to live a healthy lifestyle.
In addition to being a proud member of the national Feeding America and statewide Feeding New York State networks, the Food Bank works locally with community partners to serve the counties of Cayuga, Chenango, Cortland, Herkimer, Jefferson, Lewis, Madison, Oneida, Onondaga, Oswego, and St. Lawrence, connecting food, hygiene items, and other essential resources to neighbors in need.
In Neighborhoods
We engage directly with local communities to understand their unique needs and strengths. Through neighbor surveys and conversations, community events, and outreach programs, we ensure our services are accessible, culturally relevant, and designed to empower neighborhoods while addressing food insecurity.
Within the Food Bank
Our team continuously evaluates and improves operations to serve our community more efficiently. With data-driven strategies, innovative programming, and staff collaboration, we streamline distribution, reduce waste, and maximize the impact of every donation.
With Community Partners
We strengthen our impact by collaborating with local pantries and soup kitchens, schools, healthcare providers, and other organizations. These partnerships expand our reach, combine resources, and coordinate efforts, creating a more unified and effective response to hunger across our region.
In Policy & Advocacy
The Food Bank actively works to influence policies that affect nutrition and anti-hunger programs. By engaging with lawmakers and mobilizing community members, we advocate for systemic solutions that address the root causes of food insecurity and promote long-term change.
- Goal 1
- Goal 2
- Goal 3
- Goal 4
- Goal 5
- Goal 6
Over the next five years, the Food Bank of Central New York will raise $180 million in food and funds to advance the mission and strategic goals of the organization.
- Fundraising: $23,000,000
- Grants: $2,500,000
- Investments: $270,000
- Government: $39,000,000
- Program Revenue: $8,000,000
- Food: $102,230,000
- Capital & Strategic Goals: $5,000,000
- TOTAL: $180,000,000
Lead and educate the community through collaboration with community partners to increase visibility, educate, and engage our community, inclusive of all Food Bank’s services.
- Develop a comprehensive communications plan
- Networking/engagement opportunities for partner agencies
- New community partnerships
Develop and execute a community-wide strategy, driven by advocacy and agency partnerships, to increase food security for the region.
- Advocacy visits/contacts with elected officials
- Calls-to-Action targeted at grasstop supporters
- Advocacy Index Score
Increase procurement and distribution of culturally appropriate foods.
- Collect and analyze data from recipient households
- Percentage of cultural foods available in inventory
- Percentage of partner agencies that order cultural foods from Food Bank
- Update the food donation policy to include cultural food preferences
Center client and community voices to ensure that Food Bank programming and services are appropriately serving current and future needs.
- Contracted interpretation services
- Inclusion of individuals with lived experience as part of Food Bank community governance
- New activities in underserved areas
- Focus groups with emergency food program recipients
- Decrease in food insecurity rates due to the positive impact on the root causes of hunger
Ensure the organizational budget supports the necessary staffing to fully implement Food Bank programs employing staff in a way that recognizes and utilizes employees’ unique contributions, skills, and abilities.
- Market analysis completed for Food Bank positions
- Staff retention rate for 12 months
- Stay interviews completed with staff
- Complete an organizational asset map
Develop a culture of inclusion and belonging that provides opportunities for professional development.
- Create and fill the Director of Diversity, Equity, and Inclusion position
- Diversity, Equity, and Inclusion trainings
- Paid professional development training completed by staff
- Employee Engagement Survey response rate
Ensure a robust and secure food system by identifying, sourcing, and distributing food products that increase food security, contribute to desired health outcomes, and meet the needs of the community.
- Retail Partnership Program pounds distributed
- New food sourcing relationships
- Increase physical capacity to distribute product
- Total pounds distributed
Support Partner Agency Network’s ability to sustain, serve, and expand capacity.
- Capacity support provided to partner agencies
- Percentage of partner agencies using a full client choice model
- Activities to improve end-user experience
Establish a data-driven culture that informs all decision-making, maximizes efficiency of our resources, and improves the end-recipient experience.
- Service gaps identified and solutions implemented
- Agencies/sites that fully implemented Service Insights
- Transportation cost/pound
- Warehouse selection accuracy
- Facility utilization rate
- Create a secure central database for Food Bank staff
- Communicate data trends internally and externally
- Programs and services are evaluated annually
Create alignment between technology systems used by stakeholders to ensure relevant, efficient, and secure data collection.
- Complete inventory of software and hardware
- Complete and analyze stakeholder survey
- Evaluate IT investments to facilitate efficient collection and sharing of data
- Develop comprehensive cyber policies to support system-wide data security
Build technology knowledge capacity and depth across the organization to support a culture of innovation through technology use.
- Key IT positions identified and hired
- Internal user group established and functional
