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NIFB Business Plan for FY 2011

NIFB Business Plan for FY 2011. Transformations… Extending Our Winning Streak. TOP PRIORITY…Fiscal 2011. Complete Capital Project Move into NEW Food Distribution & Community Nutrition Center. Key Priorities…Fiscal 2011. More Food to More People…Safely

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NIFB Business Plan for FY 2011

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  1. NIFB Business Plan for FY 2011 Transformations… Extending Our Winning Streak

  2. TOP PRIORITY…Fiscal 2011 • Complete Capital Project • Move into NEW • Food Distribution & • Community Nutrition Center

  3. Key Priorities…Fiscal 2011 • More Food to More People…Safely • Organizational Learning & Continuous Improvement • Inter-functional Coordination • Transportation & Logistics

  4. Key Priorities…Fiscal 2011 • Focus on Technology • Upgrade CERES to newest version • Website re-design • Maximize UPS Roadnet • Ensure we maximize our resources • Partner with Feeding America

  5. Strategic Directive # OneDevelop the Right Programs • Launch Nutrition Center Program • Search has begun for Director • Develop Nutrition Program • Advocate at all government levels • Educate clients on good nutrition

  6. Strategic Directive # Onecontinued • School Based Pantry Model • NIFB will pilot two school based pantries in schools with high number of low income students • Provide food assistance directly to families of the pilot school communities

  7. Strategic Directive # Onecontinued • School Based Pantry Model • NIFB • Will “build” Pantry • Develop volunteer base • Work to create sustainability

  8. Strategic Directive # Onecontinued • NIFB will Continue These Programs • SNAP Outreach in four regions • Express Stamps at 10 sites • Backpacks • Afterschool Snack and Suppers • Summer Food Service • Emergency and Senior Boxes

  9. Strategic Directive # TwoGrow Customer Base • Increase Agency Capacity & Sustainability • Incent to provide more food, be open more frequently • Provide resource development and management training including volunteers and funds • Continue to offer capacity building grant opportunities

  10. Strategic Directive # ThreeMake Food Easily Accessible • Add Mobile Pantry to increase reach to underserved or un-served areas • Increase Mobile Pantry visits to 364 • Increase pounds provided to 3,166,800

  11. Strategic Directive # Threecontinued • Address Transportation Challenges…a High Number of Stops Per Week • 171 Food Recovery Stops • 116 Agency Deliveries • 32 Non-Retail Donor Stops • 25 Agency pick-ups at LCB • 30 Agency pick-ups at Rockford

  12. Strategic Directive # Threecontinued • Address Transportation Challenges…Food Recovery Costs are Higher per Pound • $0.12 per pound to get product • $0.08 per pound to deliver product

  13. Strategic Directive # Threecontinued • We Will Conduct Deep Dive Transportation Study to Identify Obstacles and Develop Solutions • Transportation is the engine that drives NIFB’s Food Programs

  14. Strategic Directive # FourDevelop the Right Organization • The Right Board • Examine Governance approach • Update By-laws to match Board needs • Review Board Development practices to ensure that process is working

  15. Strategic Directive # FourDevelop the Right Organization • The Right Staff • Make sure NIFB structure, staffing levels and skills match organizational needs • Invest in people by providing skills training and on-the-job experiences • Ensure that “talent” has opportunity to shine

  16. Strategic Directive # Fourcontinued Add New Positions • Fleet Manager—upgraded role • Senior Distribution/Logistics Analyst • Production Manager • Mobile Pantry Driver – B • Class A Driver • Development Associate • Director of Nutrition

  17. Strategic Directive # Five Increase Awareness • Maximize Food Bank of the Year • Honor and Construction of New Facility with Aggressive Communication Effort • Establish Communication Action team • Develop comprehensive plan to build awareness of and support for NIFB. • Confirm messaging strategy • Introduce Engagement calendar • Website Re-design • More Social Media • More Advocacy

  18. Strategic Directive # Fivecontinued • Maximize Food Bank of the Year • Honor and Construction of New Facility with Aggressive Communication Effort • Establish Website enhancement team as part of overall Communications Team • Utilize more social media • More advocacy

  19. Strategic Directive # SixGrow Resources—Food and Funds • NIFB Fundraising TEAM Will Raise • $4.8 Million for Operations • $3.0 Million or more for Capital

  20. Strategic Directive # SixGrow Resources—Food and Funds • NIFB Fundraising TEAM strategies • Expanded Donor engagement • Expand focus on Leadership gifts • Expand and increase Donor cultivation

  21. Strategic Directive # Sixcontinued • HOW ? • INCREASE Fundraising staff • UPGRADE professionalism • USE outside counsel to shape effort • CONTINUE TO INVEST IN DIRECT MAIL

  22. Strategic Directive # Sixcontinued • FOOD…HOW ? • Continue Food Recovery Store Touch Program • Expand Non-Retail Solicitation by providing more “In-House” support • Stay engaged in food industry

  23. NIFB Business Plan for FY 2011 Preliminary Operating Budget May 20, 2010

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