Food Fight

The Strategies Food Banks Employ to Obtain an Abundance of Donated Food

In recent times, a notable shift has emerged in the operations of food banks across the nation. The financial landscape for these critical community support systems has evolved, particularly in their approach to stocking their shelves. While it’s evident that the majority of food banks have increased their expenditure on purchasing food, a select few remain outliers, remarkably spending little to nothing on food procurement.

This change in strategy became particularly pronounced during the Covid – 19 pandemic. Faced with a scarcity of donated goods and an unprecedented surge in demand, almost all food banks pivoted towards purchasing more food. This shift was further facilitated by an influx of government funding and donated cash, temporarily easing the financial burden.

Even as the acute phase of the pandemic has waned, these elevated purchasing budgets have persisted. Food banks continue to grapple with the dual challenge of high demand and diminished government support, making the need to buy food more acute than ever before.

Some food banks have adopted a different philosophy. Steering clear of food purchases, these organizations view the acquisition of donated food as a more sustainable model. They argue that focusing solely on donations enables them to amass greater quantities of food compared to what they could achieve through purchasing. These food banks often operate under unique geographic or economic conditions that necessitate a strict reliance on donated food, underscoring the diverse strategies employed in the fight against hunger. In El Paso, a city grappling with a significant food crisis, the local food bank is adopting innovative strategies to maximize its resources. According to a survey by the University of Texas at El Paso released in May, a staggering 35% of El Pasoans are facing food insecurity. “We are in a low-resource, high-need area,” remarked Tom Cihonski, the food bank’s Chief Operating Officer, highlighting the urgency of the situation.

Faced with these challenges, the El Paso food bank is stretching every dollar to its limit. Cihonski illustrates this with a compelling example: with $100,000, the bank could either buy four truckloads of rice or transport 20 truckloads of donated rice. The choice for the food bank is clear. “We could have a purchasing budget, but we would serve a lot less people,” explained Cihonski. “And the need here in El Paso is such that we cannot justify doing that.”

To enhance its capacity to handle more donated food, the El Paso food bank has taken several internal steps. This includes investing in an “over the road” trucking fleet, allowing drivers to cover longer distances without hotel stays. Cihonski notes that currently, there are 17 such trucks actively contributing to this effort. Furthermore, the food bank actively collaborates with fellow food banks to source surplus food, demonstrating a robust and resourceful response to the pressing food insecurity in the region.

In a move to further enhance its capabilities, El Paso’s food bank is making significant investments in infrastructure, specifically in the realm of clean rooms. The bank is adding three new clean rooms to the three it already operates. These specialized, tightly controlled environments enable the food bank to process and handle food items that may not be typically accepted by other banks. This includes large quantities of frozen meat, pasta, or even 2,000-pound boxes of bulk beans.

The financial commitment to this expansion is substantial. Approximately $2.5 million is allocated for the construction of the clean rooms, with an additional $2.5 million or more earmarked for automation. This automation will include high-speed processing and other advanced equipment. Furthermore, the operation of these rooms will require a dedicated team of eight to ten full-time employees. “Once you put the automation in, you cannot run those with volunteers,” observed Tom Cihonski, underscoring the shift from volunteer-based operations.

This investment aligns with the food bank’s strategy of focusing on high-volume donations. “It means taking less desirable foods and investing in the resources to take food that is harder to work with,” explained Cihonski. This approach not only maximizes the food bank’s reach but also exemplifies its commitment to tackling the challenge of food insecurity in innovative and effective ways.

The San Antonio Food Bank is setting ambitious goals in its mission to combat food insecurity, with a keen focus on sourcing only donated food. This year, the food bank aims to acquire 80 million pounds of food, a figure that closely approaches the record 91 million pounds obtained during the height of Covid – 19. During that period, the food bank also benefited from $27 million in government aid. “It’s a very high goal,” acknowledged Chad Chittenden, Director of Food Industry Partnerships.

A notable aspect of the San Antonio Food Bank’s strategy is its avoidance of purchasing food. “This food bank has never truly had a purchase budget for general use products,” Chittenden stated. He further explained that relying on fundraising to buy food is not seen as a sustainable approach by the organization.

The food bank’s three person sourcing team is strategically focused. One member concentrates on government relationships, manufacturers, and wholesalers; another on retail partnerships; and the third on sourcing produce. Thanks to the region’s year-round growing season, the food bank is less dependent on external sources like Feeding Texas’ Collaborative for Fresh Produce. “We do a lot of our own sourcing, so we don’t really use CFP,” Chittenden noted.

In a unique initiative to supplement their protein sources, the food bank has invested in a state-of-the-art processing facility for deer and venison. Through its Hunters for the Hungry program, the food bank invites local hunters, processors, and landowners to contribute their wild game. This is facilitated through the food bank’s Casa Venado (Deer House) or via approximately 25 participating meat processors. Additionally, to assist donors, the food bank offers a refrigerated trailer at no cost.

The landscape of food bank operations is undergoing a notable transformation, as seen in the strategies adopted by Texas and Florida food banks, with a strong emphasis on donated food. Florida’s independent food bank, Farm Share, presents a case in point. Before the pandemic, Farm Share exclusively relied on donated food, a practice that shifted only when government funding became available for food purchases. However, with the cessation of federal funding, Farm Share is encountering challenges in managing donor expectations, which have evolved to anticipate payments. “A new market has been created for food banks to buy food directly,” said Stephen Shelley, the CEO of Farm Share, highlighting the significant change in operations.

In response to the changing dynamics, and with the state of Florida now allocating funds for food banks to purchase directly from local growers and producers, Farm Share is adopting a strategic approach to its spending. The food bank is proposing deals where it agrees to purchase one truckload of food on the condition that the producer donates two or three truckloads. Shelley emphasized the importance of this strategy: “We don’t want to shoot ourselves in the foot by creating a market in which we’re buying more than we’re getting donated.” This approach reflects a cautious yet innovative method to maintain a balance between purchased and donated food, ensuring sustainability in their operations amidst evolving market conditions.

Midwest Food Bank, like many of its counterparts, places a significant emphasis on donated food in its operational model. One key strategy the bank employs to keep costs low is the use of volunteer truck drivers holding commercial driver licenses. Eric Hodel, the CEO, revealed that the food bank boasts over 100 volunteer truck drivers. Additionally, a local trucking company also contributes to the effort by hauling food on a volunteer basis, particularly when their trucks are en route back to their headquarters, conveniently located near one of Midwest’s major warehouses. Hodel highlighted the synergy between the values of the trucking company, which centers around faith and family, and those of the food bank.

While a purchasing budget in many food banks enables the acquisition of more nutritious or culturally appropriate food, El Pasoans Fighting Hunger takes a different approach. The food bank utilizes its The Emergency Food Assistance Program (TEFAP) allotment exclusively for beans and brown rice, which not only forms a complete protein but is also culturally significant in the region. “Without those USDA resources, that donation model by itself would not work to give an adequate diet to people,” said Tom Cihonski. He emphasized the critical role of these resources in the food bank’s success.

Furthermore, El Pasoans Fighting Hunger benefits immensely from its strong relationships with other food banks that understand its specific needs. “El Paso has a lot of friends across the country,” Cihonski commented. “Without all those close friendships and people helping us, this would be a lot more difficult.” These relationships are pivotal in supporting the food bank’s mission and enhancing its effectiveness in addressing food insecurity.

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