Lead and educate the community through deliberate collaboration with community partners to increase visibility, educate and engage our community inclusive of all Food Bank’s services.

Metrics:

• Communication plan developed and shared internally/externally
• Number of presentations/public speaking engagements
• Number of new community partners
• Number of referrals provided 

Become a resource bridge between community organizations and partner agencies developing strategies to reduce food insecurity in collaboration with the individuals we serve. 

Metrics:

• Number of presentations/workshops and speaking engagements
• Number of focus groups held within the communities we serve
• The number of individuals referred to translation services
• Community educated about hunger and food insecurity as an issue that needs the full support of the community for solutions
• Call center volume increase

Develop and execute a community-wide strategy, driven by advocacy and agency partnerships, to increase food security for the region. 

Metrics:

• Advocacy Index Score
• Number of GrassTopEncounters/Visits
• Number of Advocacy Visits with Legislators

Have a ready-to-use, easily accessible database that will contain internal and external data used to make operational decisions and improve our grant proposals, government relations, agency relations, marketing material, and donor communications. 

Metrics:

• Full-time data management role to be filled by 6/30/2023
• The database is live

Have a simple, easily accessible platform that allows end-recipients (both partner agencies and program guests) to quickly and qualitatively provide feedback on the foods received, the distribution locations, the distribution methods, and cultural perspectives of the process. This data will inform the Food Bank's operational decisions, enhance agency relations, and improve the end-recipient experience. 

Metrics:

• Number of completed surveys/questionnaires
• Number of pivots or adjustments made to address ongoing data from surveys (i.e., new locations, new foods added to inventory, etc.)
• Percent of distributions to end-users will result in qualitative feedback related to the above mentioned aspects of the process
• Food Bank able to identify need for new programs/offerings/distribution methods to meet end-user expectations
• Food Bank able to address overall agency satisfaction/needs in a format unrelated to annual site monitor visits

Establish a data-driven culture that informs all decision-making and maximizes efficiency of resources under our control.

Metrics:

• Cycle Count Reports
• Inventory Turn Rate
• Item Cost Trends
• Worker Utilization Rate/Pick Rate
• Driver Efficiency and Safety Reports
• RPA Statistics/Donor Reports
• Facility Utilization Rate
• Fuel/Energy Efficiency Report 

Increase procurement and distribution of culturally appropriate foods by a minimum of 25%, over current cultural food inventory. 

Metrics:

• Tools/framework to collect data will be built by 2023
• Data collection collected and analyzed by 2024
• Procurement of cultural foods for order by partner programs for distribution begins 2025
• Advocacy for culturally appropriate foods from government agencies begins 2023
• Updated food donation policy to include cultural food preferences 2024 

Center client and community voices to ensure that Food Bank programming and services are appropriately serving current and future needs by providing increased opportunities for community input at all levels of our work.

Metrics:

• Creation of a director of diversity, equity and inclusion position by 2023
• Inclusion of individuals with lived experience as part of FBCNY community governance by 2024
• Acquisition of language interpretation services with an increase in outreach and connection with non-English speaking community members by 2023

Develop a culture of inclusion and belonging and utilize data to staff all Food Bank programs in a way that recognizes and evaluates employees’ unique contributions, skills and abilities and provides opportunities for professional development.

Metrics:

• Number of completed stay interviews
• Assess information from employee profiles to support other strategic goals
• Employee roster populated with knowledge, skills, and experience evaluations of each individual by 1/1/23
• Employee survey to gauge interest in working outside original role to add to food security innovation within the Food Bank
• Annual evaluations of employee roster performed by leadership team

Ensure a robust and secure food system that meets the needs of the community, as measured by Map the Meal gap and internal benchmarks.

Metrics:

• Strengthen existing food sourcing partnerships (Acquired, pounds, F2E, Donor/item statistics, Donor visit report)

Identify, source and provide food products that reduce food insecurity among recipients and help achieve desired health outcomes. 

Metrics:

• Create sustainable information/feedback pathway to determine client wants & needs. (Agency/item distribution reports-by category, F2E)
• Evaluate food access points and support complementary distribution methods to provide all communities with varied options. (Item distribution by category, Service numbers, MFP needs assessment.)

Support Partner Agency Network’s ability to sustain, serve, and expand capacity.

Metrics:

• Identify Agency Site Needs
• Support With Equipment
• Support With Technology
• Invest In Developing End User Experience
• Maintain Culture Of Service/Flexibility To Our Agencies’ Needs (Agency Site Visits)
• Identify Agency Personnel Needs
• Agency Identified Staff & Volunteer Time
• Incentivize and support expanded capacity-hours, distribution options, food selection, including tracking hours of service, lbs./meals served, service numbers

Create seamless alignment between technology systems used by stakeholders of the organization, including its agencies and customers. 

Metrics:

• Inventory of software and hardware completed annually
• Stakeholder survey completed and analyzed
• Through mapping, system gaps identified and solutions recommended 

Build technology knowledge capacity and depth across the organization to support a culture of innovation through technology use. 

Metrics:

• Organizational staffing structure and budget confirmed for IT responsibilities
• Key IT positions identified and hired
• Internal user group established and functional 

Ensure that technology serves the relevant and efficient collection of data in a secure manner across stakeholder systems to support the data analysis required to achieve strategic goals. 

Metrics:

• Data is accessed securely with security infractions reflect industry standard (less than .O55% )
• Training schedule for 100% internal and 50% external stakeholders confirmed
• Appropriate state of the art software and hardware solutions identified and included in budget

Appropriately monitor, modify and staff the organization’s hardware and software systems effectively to reflect industry best practices, regulatory requirements, agency and Feeding America policies and requirements and stakeholder capacity.

Metrics:

• Policy documented and distributed
• Migration from FA to FBCNY completed with less than 20% disruption
• Annual budget line items added to reflect acquisitions for technology goals 

Over the next five years, raise $180 million in food and funds to advance the mission and strategic goals of the organization.

Metrics:

• 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