A Strategic Plan to Guide Our Work

A Changing Environment

Girl at a table. 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. The economic recession has left thousands of Rhode Island families in a financial crisis unprecedented in the Food Bank’s 30-year history. 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.

Key Principals

The political environment has also changed. The state’s budget deficit has resulted in cuts to many social service programs, including those of 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 the Food Bank adjusts to broad political and economic change, it is mindful of the following:

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 must ensure the network remains strong, even in tough economic times.
Quality: The Food Bank recognizes that good nutrition is critical to good health. We strive to offer the most nutritious food possible to those in need. Helping people access 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 extend 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, even as we work to deepen the commitment of our current supporters.

Strategic Goals 2009 - 2012

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.

Our Goals

Streamline our operations processes to ensure maximum efficiency in food acquisition and distribution.
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.
Increase public awareness and use of federal nutrition programs by those in need.
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.
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 renewed commitment from our most generous supporters.
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 providing programmatic support, we hope to strengthen our entire network of emergency food providers.