Oregon Food Bank 2003-2007 strategic plan

Adopted by the Board of Directors - 1/29/03

GOAL 1: Expand the privately donated food and grocery products supply available to feed hungry people in Oregon and Clark County, Washington.

Objectives

1.1: Increase the volume of privately donated food and grocery products coming into the OFB network by 10 percent per year.

1.2: Increase the average number of pounds of food distributed per eligible person in OFB’s service area by 10 percent per year.

1.3: Become the non-profit of choice for major food company donors.

1.4: Expand participation in federal nutrition programs, maximizing the return of federal dollars to Oregon to expand these programs.

Strategies

1.1: Work with America’s Second Harvest Network to share surplus local resources and acquire food from other areas.

1.2: Work with USDA to maximize Oregon’s allocation of TEFAP commodities.

1.3: Supplement the donated food supply with purchased foods.

1.4: Support local and statewide food drives.

1.5: Target food needs of emergency services programs and supplemental programs serving low-income people.

1.6: Monitor federal food and nutrition programs supporting low-income people to identify any barriers to service and advocate positive change.

GOAL 2: Improve the nutritional quality of food supplied by Oregon Food Bank to the OFB statewide network.

Objectives

2.1: Work with retail food industry to increase meat, dairy, fresh fruits, and vegetables available through emergency food programs by 20 percent.

2.2: Target food distribution to emergency food programs to assist in providing clients with a nutritionally balanced supply of food.

2.3: When organizationally and financially feasible, process and package high-quality foods needed to supply balanced nutrition, and provide these foods in a form that is easy for emergency food agencies and their clients to handle.

Strategies

2.1: Analyze samples of emergency food box content statewide, and determine nutritional needs at direct service level.

2.2: Analyze OFB product receipts and distribution annually to determine types of food to target in OFB annual food resource development efforts.

2.3: Target food solicitation, USDA orders, and purchases to types of foods needed to achieve balanced nutrition.

2.4: Develop criteria for OFB moving into food production and processing.

2.5: Investigate new opportunities for better meeting nutritional needs, including food production and processing. Research possibilities and bring these to the Board on a case-by-case basis, implementing those consistent with the criteria.

GOAL 3: In cooperation with the OFB Network of agencies, improve the structure and capacity of the Network to provide food to low-income people.

Objectives

3.1: Improve the distribution system’s ability to provide cost-effective food delivery to hungry people when they need it, and in a form they can use.

3.2: Increase the number of pounds of food per eligible person in targeted areas, while ensuring the pounds per person in highest performing areas keep pace with increases in food from OFB.

3.3: Assist regional and local agencies in improving local capacity and local support for services.

Strategies

3.1: Assess the effectiveness and efficiency of the current distribution system, determine where changes need to be made, and implement changes.

3.2: Assess which service areas have significant potential to improve service, then determine how OFB can help each develop improved capacity.

3.3: Target improvements first to service areas with the lowest ratio of food per eligible person.

3.4: Help agencies develop their capacity to do more relationship-building, fundraising, food distribution, and board and volunteer development.

3.5: Facilitate the development and implementation of new standards for network agencies.

3.6: In cases where it is feasible and will help hungry people, bring outside organizations now distributing food into the network.

3.7: Initiate Board discussion and decision on share contribution – whether it should stay the same, be replaced, eliminated, or computed differently.

GOAL 4: Reduce the underlying causes of hunger and food insecurity by advocating and developing programs, policies, and private-sector actions that bring about long-term change.

Objectives

4.1: Build a coalition of leaders from business, government, private funders, and non-profit organizations to develop strategies and policies for reducing hunger and its underlying causes.

4.2: Work in a coalition with a broad base of organizations, OFB stakekholders, businesses, and low-income people to advocate policies and programs to improve Oregon’s ranking, as measured by USDA hunger and food insecurity data included in the U.S. populations survey, from #1 to #10.

4.3: Make informed decisions on public positions to ensure positive impacts on people served by the OFB network.

4.4: Effectively communicate with OFB stakeholders major public positions adopted by the OFB Board and the underlying rationale.

4.5: Increase community food security by expanding access to local, non-emergency sources of food.

4.6: Support the development and retention of Oregon’s food growers, processors, retailers, and distributors.

4.7: Support the development and retention of businesses that provide family-wage jobs.

Strategies

4.1: Recruit 10 highly influential leaders within Oregon to develop and assure implementation of strategies and policies to reduce hunger and its underlying causes.

4.2: Lobby for key local, state, and federal policies that help eliminate the underlying causes of hunger, and are consistent with OFB Board Public Policy Priorities.

4.3: Build the capacity of low-income people to educate the public about the causes and conditions of hunger, and advocate effective change through citizen action.

4.4: Assist local agencies in increasing their participation in OFB advocacy work.

4.5: Assess potential short- and long-term impacts of OFB’s potential and actual public positions on important relationships, financial and food donations, and jobs.

4.6: Convene conversations and educational forums with policymakers and the business community to create win-win policies on hunger, jobs, and economic development.

4.7: Utilize an annual Board review of the impact of policies on which OFB took a position to develop increasingly effective plans to address the root causes of hunger.

4.8: Develop Board and staff abilities and opportunities to articulate the full range of OFB advocacy efforts and their value.

4.9: Monitor programs supporting low-income people to identify any barriers to service, and advocate positive change.

4.10: Participate in local, state, and national community food security discussions, ensuring non-emergency access to a nutritious, adequate diet by low-income people is included in policy and program recommendations.

4.11: Work with agencies to develop new channels for distributing food, including community baskets, community gardens, gleaning, and other innovative approaches.

4.12: Facilitate increased opportunities, through demonstration projects and educational activities, for people served by the OFB network to grow a portion of their own food.

4.13: Increase nutrition and food preparation education provided to the OFB network and their clients by OFB and its partners.

4.14: Promote increased access of low-income people to farmers’ markets and other locally grown fresh food outlets.

GOAL 5: Strengthen relationships that result in increased, new, and stable sources of funds, volunteers, capital equipment, and in-kind donations to support OFB programs.

Objectives

5.1: Determine the feasibility of launching a $10 million endowment campaign within this five-year strategic planning period, and take next steps as appropriate.

5.2: With Board leadership, raise 20 percent of the annual fund through the major gift program.

5.3: Solidify OFB’s emerging role as a leader among non-profits in Oregon by managing potential partnerships with corporations, foundations, individuals, and the public sector, as well as recognizing risks.

5.4: Increase the number of volunteer hours in OFB operations by 100 percent over 2001-02 levels.

Strategies

5.1: Build a case for and complete a feasibility study by June 30, 2004, to determine if the community will support an endowment campaign.

5.2: If feasible, build the leadership base required to develop and implement the campaign, begin to expand outreach to professional groups through OFB web site, and commit resources to OFB’s planned giving program.

5.3: Implement and maintain a Board annual giving campaign with 100 percent participation that is managed by the Board Chair.

5.4: Expand OFB public relations program to support OFB’s heightened profile in the community, deepen community awareness of the issue of hunger, and support the expanded needs for funds, food, and volunteers.

GOAL 6: The Board of Directors will lead and govern effectively to fulfill the mission, purpose and goals of Oregon Food Bank.

Objectives

6.1: Develop the Board’s leadership role in fundraising by establishing their responsibility for raising 20 percent of OFB’s annual fund.

6.2: Implement and maintain a Board annual giving campaign with 100 percent participation that is led by the Board Chairman.

6.3: Develop and renew a diverse and active board capable of fulfilling its policy-setting, fundraising, oversight-consulting, communication, and networking roles.

6.4: Ensure the Executive Director and staff have the moral, professional, and financial support needed to further the goals and objectives of OFB.

6.5: Ensure that OFB’s resources are managed effectively, and that OFB remains accountable to the public and OFB stakeholders.

6.6: Develop OFB Board membership to reflect the diversity of the community.

Strategies

6.1: Recruit Board members with specific expertise in fundraising.

6.2: Utilize Board and staff expertise to increase the fundraising capabilities and success of the entire Board.

6.3: Ensure the Board’s understanding of annual work plans for OFB, support in implementing the plans as appropriate, and participation in an annual review of the results that support OFB’s mission and strategic plan.

6.4: Adopt annual budgets that support OFB’s mission and strategic plan.

6.5: Conduct a rigorous review of OFB Board responsibilities, policies, procedures, and practices; and implement changes required to support OFB’s annual and strategic plan goals and objectives.

6.6: Engage the Board and executive staff in periodic assessments of the Board’s performance in fulfilling its responsibilities.

6.7: Work with minority communities to find candidates for the Board.

GOAL 7: Support a work environment that values diversity, productive employees, progressive employment practices and employee development, and rewards excellence and long-term commitment to the organization.

Objectives

7.1: No employment barriers will exist based on race, color, sex, national origin, age, religion, marital status, sexual orientation, gender identity, gender expression, veteran status, disability, or any other factors that are not job related.

7.2: Continue to offer a competitive compensation package that is sensitive to market conditions and OFB financial resources.

7.3: Develop and implement a compensation plan and other management tools that reward leadership and acknowledge longevity; and facilitate the recruitment and retention of the talents, knowledge, and skills required to meet our goals.

7.4: Develop a stronger culture of mentoring, coaching, and training of staff to support staff development and smooth transitions of key staff positions.

7.5: Revise the organizational structure as needed and as feasible to implement the strategic plan as effectively as possible.

Strategies

7.1: Annually track and review OFB’s recruitment, hiring, training, promotions, transfers, and terminations to continually ensure we are a diverse organization.

7.2: Conduct periodic reviews of the wages and benefits of selected businesses and non-profit organizations in the Portland market, and adjust our compensation package accordingly.

7.3: Implement personnel policies that reflect best practices in the industry, as evidenced by a review conducted by independent professionals every two years.

7.4: Identify key competencies required to fulfill our mission; and develop coaching, mentoring, and training programs for employees to achieve these competencies.