Strategic Plan 2009-2012

Visitors to St. Edward Food and Wellness Center on Branch Avenue in Providence select items through the client-choice center.

The Rhode Island Community Food Bank must adjust to a rapidly changing environment and stay true to its mission: Ensuring that no one in Rhode Island goes hungry.  After 27 years, the Food Bank is more important than ever as the current economic recession has left thousands of Rhode Island families in financial crisis.  While the demand for food assistance escalates, the Food Bank faces shortages of surplus food donations due to intense competition in the food industry and tighter inventory controls.     

The political environment has also changed.  The state’s budget deficit has resulted in cuts to many social service programs, including state funding for the Food Bank.  Yet, as state money constricts, the federal possibilities increase.  The Obama Administration promises to expand the federal nutrition programs that are a crucial component of any long-term solution for the problem of hunger.  As we adjust to meet new goals and objectives with programs and activities reflective of these broad changes in our society, we keep certain principles in mind:

• Community:  The Food Bank is successful because of broad public support and a sturdy network of Member Agencies.  We can never take the public trust for granted, and we have to ensure the network remains strong, even in tough economic times.

• Quality:  The Food Bank must feed people well because good nutrition is critical to good health.  We strive to offer the most nutritious food possible to those in need.  Helping people obtain access to the federal nutrition programs and encouraging them to shop and cook wisely will have positive long-term consequences on public health, well-being and quality of life.

• Sustainability:  The crucial work of the Food Bank will go on far beyond the three years mapped out by this strategic plan.  We have to operate the Food Bank as efficiently as possible and build on-going support for all of our programs.  This means attracting new donors, new volunteers and advocates to our cause, even as we deepen the commitment of our current supporters.

The three principles stated above have guided us through the strategic planning process, and we have examined all of our programs and services in light of these tenets.  The goals and objectives presented in our Strategic Plan are the product of this careful assessment and re-evaluation of our work.  We believe this strategic plan gives us an exciting and useful map for the Food Bank through 2012.

Goal One: Optimize operations and systems to ensure maximum efficiency in product acquisition and distribution as well as in our direct service programs.
With less surplus food available for donation to the Food Bank, we have to use donated dollars to purchase food and ensure high quality goods efficiently reach people most in need.

Goal Two: Increase public awareness of the federal nutrition programs and increase utilization of these programs among eligible individuals.

In order to strengthen Rhode Island's nutrition safety net, we want to ensure that eligible households participate in federal nutrition programs. We should attempt to ease the stigma attached to food stamps and school breakfast and to educate the public about the far-reaching economic benefits of these programs for individuals, their neighborhoods and for the entire state of Rhode Island.

Goal Three: Build on the reputation and history of the Food Bank to increase community participation and support.

Over the past 27 years, the Food Bank has built a loyal base made up of thousands of supporters. In the future, our success will depend on having a well-informed and involved Board of Directors, new donors and volunteers, and a renewed commitment from our most generous supporters.

Goal Four: Support Member Agencies in their efforts to meet our shared mission and vision.

The Food Bank's most important stakeholders are its Member Agencies. Through better customer service and by promoting best practices, we hope to strengthen our entire network. 

To read our entire Strategic Plan, please click here.