Serving Up Food Justice at School: How to Design an Emergency Feeding Program and Build Community Food Security

Serving Up Justice
How to Design an Emergency Feeding
Program And Build Community Food Security

Serving Up Justice
How to Design an Emergency Feeding
Program And Build Community Food Security
By Caroline Fanning and Lani M’cleod
Contributors and Editors: Priscilla Ramos, Christina Schiavoni, Noreen Springstead, Peter Mann,
Bill Ayres, and Lisa Ann Batitto
Photos by Diane Bondareff, pages 16, 17, 28, 30, 32, 40, 43, cover insets
Copyright © 2006 by World Hunger Year. All rights reserved.
WHY (World Hunger Year)
505 Eighth Ave., Suite 2100
New York, NY 10018-6582
Tel: 212-629-8850
Fax: 212-465-9274
nhc@worldhungeryear.org
www.worldungeryear.org
World Hunger Year

How to Design an Emergency Feeding Program and Build Community Food Security
I. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
WHY (WORLD HUNGER YEAR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
NATIONAL HUNGER CLEARINGHOUSE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
II. Community Food Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
III. Emergency Food Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Part 1: Community Food Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Community Food Assessment Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Part 2: Designing Your Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
1. OBTAINING FOOD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2. TARGET POPULATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Nutrition Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
3. PRIORITIZING NUTRITIOUS FOODS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4. LOCATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
5. HOURS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
6. VOLUNTEERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Volunteer Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
7. COMMUNICATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
8. COMPLIANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
9. MANAGEMENT RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Management Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Part 3: Funding & Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
1. GOVERNMENT PROGRAMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
2. GRANT FUNDING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Government Grant Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Private Grant Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3. COMMUNITY SUPPORT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4. FOOD BANKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
5. NONPROFIT STATUS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Table of Contents — Page 3
Table of Contents

WHY — World Hunger Year
IV. Beyond Emergency Food . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Part 1: Referrals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
1. GOVERNMENT PROGRAMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
2. SOCIAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Social Service Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Part 2: Education Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
1. FOOD BUDGETING & NUTRITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Nutrition Education Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
2. JOB TRAINING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Part 3: Agricultural Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
1. FARMERS’ MARKETS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
2. COMMUNITY GARDENS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
3. CSAS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Part 4: Local Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Part 5: Food Policy Councils . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Part 6: Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Part 7: Model Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
V. Evaluating Your Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
1. PURPOSE OF EVALUATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
2. TYPE OF EVALUATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3. AUDIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
4. INFORMATION COLLECTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
5. INFORMED CONSENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Appendix A: How to Organize a Successful Food Drive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Appendix B: Community Food Security Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Appendix C: USDA Food & Nutrition Service Regional Offices . . . . . . . . . . . . . . . . . . . . . . . . 55
Appendix D: Overview of Collection Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Page 4 — Table of Contents

I. Introduction — Page 5
Introduction
The purpose of this guide is to serve as a manual and resource tool for individuals, organizations, and
communities looking to establish emergency food distribution programs. It can also be used by those
looking to improve or expand existing programs. The first half outlines the logistics of designing and
managing an emergency food program. The second discusses the various avenues through which
emergency food providers can promote self-reliance among clients. Intended for a national audience,
the guide covers a broad range of topics and does not address all the issues that might arise along the
way. Rather, it is meant to provide a strong foundation upon which to build programs that are care-fully
tailored to the specific needs of the communities they serve.
WHY (WORLD HUNGER YEAR)
WHY is a leading advocate for innovative, community-based solutions to hunger and pover-ty.
WHY challenges society to confront these problems by advancing models that create
self-reliance, economic justice, and equal access to nutritious and affordable food.
Founded in 1975, WHY is a 501(c)(3) nonprofit that envisions a world without hunger and poverty. It
believes solutions to hunger and poverty can be found at the grassroots level through programs and
policies that promote self-reliance, economic justice, and community food security.
WHY sees itself as a bridge connecting the traditional anti-hunger movement and the nascent commu-nity
food security movement. It works to transform the charitable model through which social servic-es
are delivered by incorporating a long-term vision of community food security into the work of anti-hunger
organizations. To achieve that vision, WHY encourages communication between organizations,
connections with funding and the media, and grassroots activism on issues affecting the food system.
National Hunger Clearinghouse
Facilitating the exchange of information, resources, and ideas
among organizations fighting hunger and poverty.
The National Hunger Clearinghouse (NHC) is a USDA-funded program of WHY. In accordance with
WHY’s vision of building a bridge between the nation’s anti-hunger and community food security
movements, NHC serves as a gateway for organizations unfamiliar with the community food security
concept. It recognizes the importance of the anti-hunger organizations addressing the immediate needs
of those in poverty, and it seeks to broaden their impact by facilitating the exchange of information,
resources, and ideas. Organizations that join the Clearinghouse benefit from the following services:

National Hunger Database
The nation’s only centralized database of organizations working on food, nutrition, agricul-ture,
and poverty issues, the National Hunger Database (available online) makes it easy for
organizations to learn about and connect with other agencies, programs, coalitions, etc.
National Hunger Hotline
1-866-3-HUNGRY
Each year, the National Hunger Hotline fields hundreds of calls from organizations, donors,
and volunteers looking for information on emergency food distribution, gleaning, government
programs, nutrition, funding sources, and other related topics. The Hotline also refers thou-sands
of needy individuals to emergency food providers, government assistance programs,
and various social services.
Clearinghouse Connection
This monthly newsletter provides information on upcoming conferences, policy initiatives,
and funding opportunities. It is designed to keep even the busiest individuals abreast of new
developments in the movement to end hunger and poverty.
By exposing community-based organizations to the ideas and activities of the community food secu-rity
movement, NHC facilitates a transition from food charity to food justice.
Page 6 — I. Introduction

II. Food Security — Page 7
Community Food Security
It is not often that we hear about Americans
starving to death, yet each day there are mil-lions
of people—both children and adults—
who experience hunger and/or food insecuri-ty,
the condition of not knowing where one’s
next meal is coming from. Food insecurity is a
precursor to hunger, and the accompanying
undernourishment has far-reaching physical,
emotional, and psychological effects. It also
undermines the economic foundation and
social fabric that holds communities together.
While food insecurity may be a new concept
for many Americans, hunger itself is not.
Indeed, the soup kitchens and food pantries
that epitomize American charity can trace their
roots as far back as the Great Depression. In
the decades that followed the Depression,
these emergency food providers assumed
responsibility for addressing the immediate
needs of those who had fallen upon unexpect-ed
hardship. Given the economic prosperity
that flourished in the wake of World War II, as
well as Lyndon Johnson’s War on Poverty in
the 1960s, this was a performable task. In the
1980s, however, economic recession and
sweeping cuts in both federal and state spend-ing
pushed millions of Americans into pover-ty.
Thus, the number of soup kitchens and
food pantries skyrocketed, and many providers
found that far from helping people pull
through emergency situations, they had instead
replaced government–sponsored programs for
those living in a continuous state of poverty.
To make matters worse, this institutionaliza-tion
of the emergency feeding system effec-tively
precluded a national response to the
underlying issue. That is, the system’s ability to
ensure that no one died of hunger meant that
there was no impetus to address poverty as the
source of hunger and food insecurity. Yet the
demand for services rose faster than the abili-ty
of many to keep pace, and it soon became
apparent that the prevailing system of “emer-gency
food” was no longer adequate or sus-tainable.
By the mid-1990s, a long-term vision of food
security had taken shape. Defined as the abil-ity
of all people to access enough food at all
times, food security was embraced by anti-hunger
advocates who recognized the need to
end dependence on emergency food. Their
efforts to advance the food security vision cen-tered
on—but were not limited to—three
basic approaches: 1) federal nutrition pro-grams
that supplement the food budgets of
low-income people, 2) local programs that
facilitate food access in underserved commu-nities,
and 3) community-based programs that
promote self-reliance. While each approach
involves a unique set of perspectives and agen-das,
together they provide the framework for a
multilateral alternative to the institutionalized
emergency feeding system.
Coinciding with the development of the food
security concept was the emergence of a more
holistic community food security move-ment.
Community food security refers to the
ability of all people to access a safe, culturally
acceptable, nutritionally adequate diet through

a sustainable food system that maximizes com-munity
self-reliance and social justice. It is
unique in its focus on the entire food system—
from the farms where food is grown to the
homes where it is eaten. Thus, it views institu-tionalized
dependence on emergency food as
just one of many issues facing the larger sys-tem.
Equally prominent among the move-ment’s
concerns are the loss of family farms,
the rise in obesity and diet-related illness, the
exploitation of farm workers, environmental
degradation, and the consolidation of corpo-rate
control of the food system. Though
Americans have been mobilizing around these
individual issues for years, the community
food security movement broke new ground
when it brought different groups together
through its focus on food. Such a simple but
fundamental focus endowed the movement
with broad appeal and strategically positioned
it to confront not just food insecurity and
dependence on emergency food, but the prob-lems
facing the entire food system. The fol-lowing
is a brief description of the food sys-tem’s
various players and their connection to
the community food security movement:
Page 8 — II. Food Security
FARMERS AND
FARM WORKERS
Because they produce the food we eat, farmers
and farm workers are the backbone of our
nation’s food system. Small and mid-sized
farmers are especially important because they
can address the specific needs of the commu-nities
and/or regions they serve. If, for exam-ple,
a community or region had an exception-ally
high demand for Asian cabbage, that
demand could be better accommodated by a
local farmer than by a large, industrial farm
hundreds or thousands of miles away. Small
and mid-sized farms also stimulate local
economies by providing both jobs and markets
for related industries, such as farm supplies,
tractor repair, food canning, etc. With the rise
of industrial agriculture, however, many of
these farms have been driven into foreclosure,
greatly exacerbating the long-standing prob-lem
of rural poverty. Furthermore, those
farmers who have not lost their land cannot
easily withstand the economic pressure to
trade long-term sustainability for short-term
productivity. The net result is a scarcity of

fresh, local produce in communities across the
U.S. and environmental degradation through
exploitative agricultural practices. Yet despite
the immense pressure to “get big or get out,”
many small and mid-sized farmers have begun
to challenge industrial agriculture. By organiz-ing
themselves, and by promoting viable alter-natives
to industrial agriculture, they have cul-tivated
widespread support for a food system
that prioritizes community food security over
windfall profit.
CONSUMERS
Consumers are vulnerable to swings in a mar-ket’s
supply. Thus, as fresh produce becomes
increasingly scarce, it also becomes increasing-ly
unaffordable for many consumers. Take, for
example, a low-income family presented with
the choice between five $1 hamburgers and
one $5 salad; if they don’t want to go to bed
hungry, they’ll probably choose the hamburg-ers.
Furthermore, fast food franchises and cor-ner
grocery stores stocked with nutritionally
inferior foods are often the only options avail-able
in low-income neighborhoods. This
means that even if a low-income consumer
were to prioritize fresh produce, he/she would
have to travel a significant distance to access it.
These trends have helped to create a national
epidemic in obesity and diet-related illnesses—
a serious concern, given that those most likely
to be affected are also the least likely to be able
to afford adequate health care. Nevertheless,
while consumers are certainly vulnerable to
market forces, they are far from helpless.
Indeed, as consumers have become increasing-ly
concerned with the fate of the nation’s food
system, they have also become increasingly
organized. Through grassroots campaigns of
various shapes and sizes, they have begun to
demand adequate access to nutritious food.
EMERGENCY FOOD
PROVIDERS (EFPS)
Food pantries, soup kitchens, and other organ-izations
that provide food to low-income indi-viduals
are known as emergency food
providers (EFPs). As the backbone of the
institutionalized emergency feeding system,
EFPs are responsible for preventing the food
insecure from going without any food at all.
Needless to say, their role is absolutely critical,
as they are often a person’s last defense against
hunger. However, it is important to under-stand
that EFPs only provide a quick fix to a
recurring problem. That is, they address the
symptoms of food insecurity but not the
cause. Nevertheless, while EFPs have faced
occasional criticism for their focus on emer-gency
assistance, rather than long-term solu-tions,
they are actually in a strategic position to
advance community food security. Years of
dedicated service have endowed many EFPs
with the trust and respect of their communi-ties.
Thus, they are able to command a certain
degree of influence within the service sector
and can advance the community food security
agenda more effectively than some other, less
well-known groups. Furthermore, they also
enjoy broad appeal among the nation’s volun-teers.
To the extent that service-minded volun-teers
are largely an untapped resource, in terms
of activism and social change, this appeal is
especially important. Yet while many EFPs
have already adopted the community food

security vision, others remain focused on
emergency food alone. However, rising
demand and shrinking government support
has made it a matter of survival that EFPs see
themselves as part of the broader community
food security movement. The “Beyond
Emergency Food” section of this guide pro-vides
a detailed discussion of how EFPs can
incorporate community food security meas-ures
into their work.
COMMUNITY-BASED
ORGANIZATIONS (CBOS)
CBOs are (generally) nonprofit, grassroots
organizations that work to improve a commu-nity’s
well-being. Like EFPs, CBOs have felt
the effects of rising demand and shrinking
government support. However, because they
generally engage in more than emergency
assistance alone, CBOs have been able to
adopt long-term perspectives and holistic solu-tions
that take into account the source—not
just the symptoms—of their communities’
problems. With regard to the community food
security movement, CBO involvement has
been as varied as the CBOs themselves. There
are numerous examples of gardening clubs,
job training agencies, day care cooperatives,
etc., that have found innovative ways of pro-moting
community food security.
ADVOCACY GROUPS
Advocacy groups mobilize civil action around
issues of public concern, usually with the goal
of influencing government policy. Like CBOs,
their involvement in the community food
Page 10 — II. Food Security
security movement is widely varied. The previ-ously-
mentioned loss of family farms, rise in
obesity and diet-related illness, exploitation of
migrant farm workers, environmental degrada-tion
via industrial agriculture, and consolida-tion
of corporate control of the food system
have all been rallying cries for various advoca-cy
groups.
As you embark upon the task of creating or
improving an emergency food distribution
program, you should keep the above-men-tioned
perspectives in mind. A program whose
sole mission is to distribute food to those in
need may provide a critical service, but it will
not address the underlying forces that oblige
people to rely on emergency food. A program
whose mission espouses a broader vision of
food security will be in a better position to
confront the source of institutionalized
dependence on emergency food, but even this
perspective focuses on just one aspect of the
food system. A holistic vision of community
food security, however, will take the entire
food system into account, thus enabling a pro-gram
to consider the larger forces that con-tribute
to institutionalized dependence on
emergency food. Though it would be unrea-sonable
to expect a program with limited
resources to mobilize against every single one
of these forces, an awareness of their exis-tence
and significance is important. Only with
such an awareness can a program fully under-stand
its own role within the food system, as
well as how to make the most of that role.
For a more detailed discussion of the commu-nity
food security movement, visit WHY’s
Food Security Learning Center at
www.worldhungeryear.org/fslc

Emergency Food Distribution
Community Food Assessment Resources:
Page 12 — III. Emergency Food Distribution
The Design And Management of an
Emergency Food Distribution Program
Part 1:
Community Food Assessment
As you prepare to design your program, you should determine whether or not a Community Food
Assessment has been conducted in your area. A Community Food Assessment is an evaluation of the
issues facing a given food system. The assessment team, which often includes residents, activists, aca-demics,
and other civic leaders, compiles facts, examples, and perspectives to build a composite pic-ture
of the food system.
Each Community Food Assessment is unique, but most share three common characteristics. First,
they seek to understand a food system’s strengths and resources, as well as its flaws. Second, they
engage community residents not only in research, but in the developing of recommendations and the
setting of priorities as well. Third, they are action-oriented; many include specific action plans to
implement the recommended changes.
Across the nation, Community Food Assessments have led to new food policy councils, nutrition task
forces, farmers’ markets, community gardens, and other improvements. Furthermore, they are gaining
prestige as a practical yet innovative approach to addressing local, food-related issues. If an assessment
does not exist for your targeted area, you should consider initiating one.
If a Community Food Assessment does not exist for your area and you do not have the means to ini-tiate
one, you should nevertheless devote an adequate amount of time to familiarizing yourself with
the area’s resources and needs. Not only will this help guide you through the design of your program,
it will help maximize efficiency as well.
Community food security Assessment Toolkit from the Economic Research Service
www.ers.usda.gov/publications/efan02013
Guide to Measuring Household Community Food Security from the Food and Nutrition
Service
www.fns.usda.gov/fsec/FILES/FSGuide.pdf
Introduction to Community Food Assessments from WHY’s Food Security Learning Center
www.worldhungeryear.org/fslc/faqs/ria_080.asp?section=7&click=1

III. Emergency Food Distribution — Page 13
Part 2:
Designing Your Program
There are many types of emergency food distribution programs. When choosing your program’s type, you
should consider what the community already has, what it needs, and what you will be able to provide. This
guide is prepared with the two most common EFPs
in mind—soup kitchens and food pantries. Soup
kitchens provide hot meals. They require cooking
facilities and are labor-intensive. Food pantries
provide groceries. They usually require a facility
with shelves, refrigerators, and freezers. Some pro-grams
pre-bag food. Others arrange shelves like a
store and allow clients to choose their own gro-ceries.
This method, also known as “client choice,”
is preferable because it empowers people to make
their own decisions. It also reduces waste, as people
will only take food they will use. A food pantry may
not be as labor intensive as a soup kitchen, but col-lection
and distribution does require careful coordi-nation.
To learn more about soup kitchens and
food pantries in your area, contact the National
Hunger Clearinghouse at 1-866-3-HUNGRY.
1. OBTAINING FOOD
The nature of your program will determine the kind of foods you will need. Items necessary at a soup
kitchen (flour, oil, vinegar, etc.), for example, may not be as important at a food pantry. The foods you
need will then determine where and how you will obtain it.
Common Sources of Food
There are many sources from which EFPs obtain food, and a single EFP will generally rely on
more than just one. A Minnesota food pantry that receives lettuce from a local farm during
the summer will have to look to other sources during the fall and winter months. The follow-ing
are several common food sources, though the list is far from exhaustive:
• Cafeterias
• Farms
• Hospitals
• Hotels
• Restaurants
• Supermarkets

A legitimate fear of lawsuits can sometimes prevent individuals, businesses, and other groups
from donating to EFPs. The Bill Emerson Good Samaritan Food Donation Act, however,
protects those who donate in good faith from lawsuits. To view the act, visit:
www.usda.gov/news/pubs/gleaning/appc.htm
Methods of Collection
There are various ways through which EFPs collect food. The following examples are among
the most common.
• Food Rescue
Refers to the collection of perishable or prepared foods from wholesale and/or retail
sources, such as supermarkets and restaurants.
• Field Gleaning
Refers to the recovery of abandoned crops that would otherwise be left to rot in the fields.
• Basic Collection
Refers to the collection of nonperishable foods. Food drives and “wish lists” of needed
items (as advertised in an agency newsletter) are two ways of collecting nonperishable
foods. See “How to Organize a Successful Food Drive,” Appendix A, page 46.
Food Safety
Food safety is important when handling collected foods, especially if they are perishable. The
following are some basic tips:
• Food that is rescued or gleaned should generally be used the day of collection.
• Check expiration dates.
• Dispose of food that does not look safe.
• Remind donors of food safety requirements. They may not realize that the same standards
that apply in the for-profit food industry apply to EFPs as well.
Contact your local health department to learn about local food safety regulations. For federal
food safety information, visit www.foodsafety.gov, or call the USDA’s Meat and Poultry
Hotline, which can answer any food-related question, at 1-888-674-6854.
2. TARGET POPULATION
Your program’s mission and/or the community’s needs may lead you to limit your services to a par-ticular
group of people. If, for example, your community has a high percentage of low-income sen-iors,
you may decide to serve only them. The following are examples of possible target populations:
• Children
• Disabled
• Geographic (within certain geographical boundaries)
• Homeless
• Men
• Seniors
• Women
• Veterans
If you institute eligibility requirements, ensure that they are well-advertised and consistently applied.
Clients will be distrustful and speak poorly of an EFP whose practices they view as unfair. This could
tarnish your program’s reputation and hamper your ability to develop relationships with other CBOs.

Nutrition Resources:
Safe Food for the Hungry
Provides nutrition and food safety information specifically for EFPs and other CBOs.
Safe Food for the Hungry
Purdue University, Department of Foods and Nutrition
700 West State Street, West Lafayette, IN 47907-2059
(765) 496-6569
www.cfs.purdue.edu/safefood/sfhungry.html
From the Wholesaler to the Hungry
Helps establish programs that channel large donations of fresh produce to EFPs and
other CBOs.
1540 Alcazar Street, CHP 208
Los Angeles, CA 90033
The “Agricultural Programs” category of the “Community Support” section of
this guide (page 25) provides further recommendations for connecting with local
sources of fresh produce.
3. PRIORITIZING NUTRITIOUS FOODS
As much as your resources allow, you should prioritize nutritious foods. You should also consider the
specific needs of your target population. If, for example, you serve a large number of infants and chil-dren,
you should prioritize formula and milk. If, however, your clients suffer from high blood pres-sure,
low-sodium foods might be more important.
4. LOCATION
Your program will need a consistent location. This will facilitate smooth operation and reduce confu-sion
among clients. Church basements and other religious buildings are common EFP sites. When
scouting possible locations, you should consider the following:
How far will your clients have to travel?
Many of your clients—especially the elderly and disabled—will not have a reliable mode of
transportation. Therefore, it is critical that your facility be accessible to them.
Is it accessible by public transportation?
Many EFP patrons—especially those in urban and suburban areas—rely on public transporta-tion.
You can make your facility more accessible by choosing a location that is close to a
major bus or subway stop.

What other services are in the area?
If a neighborhood already has several EFPs, you should consider another neighborhood
where the need is greater. If, however, a neighborhood has a food stamp office, a drug rehab
center, a job-training agency, but no EFPs, your program could fill a critical gap.
5. HOURS
When determining your program’s hours, you should refer to your local Community Food Assessment
or consult with local EFPs to determine when the need is greatest. If, for example, another food
pantry is open every first and third Saturday morning of the month, you might consider opening every
second and fourth Tuesday evening. You should also keep in mind that the demand may spike when
food stamp recipients run out of food stamps (this often happens at then end of the month). Finally,
you should strive to keep the hours as consistent as possible.

6. VOLUNTEERS
Volunteers are the backbone of most EFPs. If trained properly, they can be highly cost-effective.
Their recruitment and supervision, therefore, should rank highly among your program’s priorities. The
Citizen’s Guide to Food Recovery (USDA, 1999) advises that volunteers be “recruited, trained, supervised,
thanked, motivated, and thanked again.”
The following organizations/associations are good sources of volunteers (contact information for
AmeriCorps*VISTA, the National Student Food Salvage Program, and SeniorCorps can be found in
Appendix B, page 48).
• AmeriCorps*VISTA
• Boy Scouts/Girl Scouts
• church groups
• college community service clubs
• National Student Food Salvage Program
• SeniorCorps
• sororities/fraternities
Finally, there are both local and national organizations that match people with volunteer opportuni-ties.
Visit www.volunteermatch.com or www.idealist.org for more information.

Volunteer Resources:
University of Nevada Cooperative Extension
Motivating Volunteers fact sheet highlights basic considerations for volunteer
management.
www.unce.unr.edu/publications/FS00/FS0030.pdf
ServiceLeader.org
Website provides resources for both volunteers and volunteer managers.
www.serviceleader.org
Energize, Inc.
An international training, consulting, and publishing firm specializing in the
recruitment and management of volunteers.
www.energizeinc.com
Nonprofit Risk Management
Website includes a comprehensive guide to the laws pertaining to volunteer
management.
www.nonprofitrisk.org/csb/csb_mgv.htm
7. COMMUNICATION
Publicizing your program’s events and achievements will generate public support. It can also strength-en
your efforts to develop relationships with other CBOs. When designing your program, you should
incorporate a communications strategy. Consider partnering with an organization that provides pub-lic
relations assistance. The WHY Media Guide addresses various strategies CBOs might employ to
attract media attention. To obtain a copy, contact:
World Hunger Year
505 Eighth Avenue, Suite 2100
New York, NY 10018
(212) 629-8850
www.worldhungeryear.org
ria@worldhungeryear.org
8. COMPLIANCE
Your program must comply with all applicable safety codes (fire, health, etc.). Soup kitchens and sand-wich
programs must hold a permit from the local health department. Contact the local health depart-ment
for specifics before starting your program. Health department inspectors may visit your site unan-nounced
and issue citations for violations.

9. MANAGEMENT RESOURCES
Many organizations provide pro bono or low-cost management assistance for CBOs.
Management Resources:
The Congressional Hunger Center
An anti-hunger organization that strengthens grassroots efforts and national policy-making
by developing leaders and sponsoring national and community service pro-grams.
It also provides technical assistance on transportation issues related to
food recovery and gleaning.
The Congressional Hunger Center
229 Pennsylvania Avenue SE, Washington, D.C. 20003
(202) 547-7022
www.hungercenter.org
Support Center for Nonprofit Management
Provides management consultation and training, distributes information and other
resources, and works to build strategic alliances.
Support Center for Nonprofit Management
305 Seventh Avenue, 11th Floor, New York, NY 10001
(212) 924 6744
www.supportctr.org
National Executive Service Corps
Provides inexpensive consultation for various aspects of nonprofit business manage-ment.
120 Wall Street, 16th Floor, New York, New York 10005
(212) 269-1234
www.nesc.org

Part 3:
Funding & Support
When managing an EFP, it is easy to become frustrated by your program’s limitations, especially when your
clients’ needs are so great. Limitations are inevitable, and it’s important to learn how to cope with them.
At the same time, however, you may not be as limited as you think. Many sources of funding and support
exist, and the more you identify and take advantage of them, the better your program will be. Though
fundraising and networking can be a job unto itself, the benefits are often worth it. Some general rules to
follow when identifying potential donors and/or partners:
• Try not to compete with existing CBOs
While you should certainly take advantage of all available resources, your program’s success
should not come at the expense of another. This will inhibit your ability to build trusted
partnerships later on.
• Contact potential donors/partners personally
Most people are more responsive to personal correspondence than they are to mass mail-ings
and email. Once established, a personal relationship should be carefully maintained; if
you take your donors/partners for granted, you might lose them.
• Be prepared with answers to frequently asked questions
Being caught off-guard by a seemingly simple question could reflect poorly on your pro-gram.
At the very least, it could suggest that you are not up to the task of using donated
funds wisely.
• Diversify your funding sources
Relying on one source of funding can be dangerous—if that source falls through, your
entire program can fall through with it. Furthermore, a diversity of funding sources will
give your program flexibility. If, for example, you receive a government grant to serve hot
meals to disabled veterans, you will need other sources of funding if you wish to serve
other groups as well.
This section outlines various sources of funding and support.
1. GOVERNMENT PROGRAMS
The federal government has implemented several food and nutrition programs, which it administers
through the USDA’s Food and Nutrition Service (FNS). These programs can be divided into two cat-egories:
1) programs in which assistance is channeled through EFPs and other CBOs, and 2) programs
in which assistance is given directly to individuals. This section addresses the first category. The sec-ond
will be discussed in the “Beyond Emergency Food” section on page 30. Of the programs listed
below, only The Emergency Food Assistance Program (TEFAP) applies directly to food pantries and
soup kitchens. Nevertheless, it is important to be familiar with the others, should your program
expand to include other services.

The Emergency Food Assistance Program (TEFAP)
Distributes USDA food commodities to low-income individuals through EFPs (in certain
cases, individuals can receive the commodities directly). To qualify for TEFAP, food pantries
and soup kitchens must adhere to USDA guidelines.
To find your state’s TEFAP office, visit the USDA website at
www.fns.usda.gov/fdd/contacts/sdacontacts.htm.
Summer Food Service Program (SFSP)
Provides funding to any institution serving free, nutritious meals and snacks to low-income
children (age 18 and younger) or disabled persons during the summer months.
To find your state’s SFSP office, visit the USDA website at
Child & Adult Care Food Program (CACFP)
Provides funding to child care, after school, and adult programs serving free, nutritious meals
and snacks to low-income children (age 18 and younger) or disabled persons.
To find your state’s CACFP office, visit the USDA website at
Special Milk Program
Provides milk to low-income children in schools, camps, and child care centers that have no
federal meal programs.
To find your state’s CACFP office, visit the USDA website at
www.fns.usda.gov/cnd/Contacts/StateDirectory.htm.
For more information on federal food/nutrition programs, contact FNS at:
FNS National Office
Food and Nutrition Service - USDA
Food Distribution Division
3101 Park Center Drive - Room 504
Alexandria, VA 22302
(703) 305-2888
www.fns.usda.gov
To learn more about food banks in your area, contact the National Hunger Clearinghouse at
1-866-3-HUNGRY.

2. GRANT FUNDING
A grant is a monetary award advanced to an organization or institution in return for specified work.
They are often competitive and require written proposals. They can fund anything from AIDS
research to art exhibits to community food security measures.
WHY’s Reinvesting in America program provides weekly email updates on grant opportunities
through its Growing Justice listserv (email discussion group, see page 38 for more details). To join the
listserv, send an email message to growing_justice-subscribe@topica.com. If you wish to receive
funding updates but do not want to join the listserv, send an email message to
ria@worldhungeryear.org.
Government Grants
Federal, state, and local governments offer grants to CBOs working to improve public wel-fare.
Work that is considered political, however, is not eligible for public funding.
Private Grants
Private foundations distribute millions in grant funding each year. They are generally selective in the
organizations they fund. You should, therefore, ensure that your program’s mission is closely matched
with the specifications of the grant itself.

Government Grant Resources:
Grants.gov
Allows agencies to apply electronically for grants from any of the federal govern-ment’s
26 grant-making agencies.
www.grants.gov
Nutrition.gov
Website provides listing of nutrition-related grant opportunities.
www.nutrition.gov
Cooperative State Research, Education, and Extension Service
Website provides information on government grants relating to community food
security. The Community Food Project Grant, which awards agencies that promote
community food security in their local communities, is particularly relevant to EFPs.
Visit the CSREES website or contact your local office for more information.
www.csrees.usda.gov/fo/funding.cfm
Private Grant Resources:
MAZON: A Jewish Response to Hunger
Allocates donations from the national Jewish community to nonprofits providing
food, help, and hope to hungry people of all faiths and backgrounds.
1990 S. Bundy Drive, Suite 260, Los Angeles, CA 90025-5232
(310) 442-0020
www.mazon.org
The Foundation Center
Works to strengthen the nonprofit sector by advancing knowledge of U.S. philan-thropy.
Website includes a national database of giving institutions, foundations, and
grant opportunities. It also conducts research on philanthropic trends and provides
education and training for the grant application process.
The Foundation Center
79 Fifth Avenue, New York, NY 10003-3076
(212) 620-4230; 1-800-424-9836
www.fdncenter.org
The Nonprofit Guides
Designed to guide organizations through the grant writing process. Website
includes step-by-step guides and sample proposals.
www.npguides.org
Presbyterian Hunger Program
Provides grants to programs addressing food insecurity through direct food relief,
development assistance, advocacy, life-style integrity, and education.
www.pcusa.org/hunger
Share Our Strength
Raises funds for anti-hunger and anti-poverty organizations in varied and innovative
ways.
www.strength.org

3. COMMUNITY SUPPORT
Changes in the nation’s economy and political climate will affect—both positively and negatively—
your ability to secure government and institutional funding. It is, therefore, essential that you build a
base of community support that is relatively immune to negative trends. Given the nation’s long-stand-ing
tradition of charitable giving, EFPs are in an especially strategic position to secure donations,
reduced-price goods and services, and other forms of local assistance.
Personal Donors
There are many ways to solicit the financial sup-port
of individual community members. The fol-lowing
is a list of several fundraising methods you
might utilize:
• Mass Mailings
Mass mailings can be expensive, but they are
an effective way of educating donors and
reaching new ones.
• Personal Letters
Personal letters are appropriate for contact-ing
individuals with whom you wish to
develop a close relationship. You should
begin with the contacts you already have—
ask staff, volunteers, and other supporters to
write to their contacts explaining why they
support your EFP and why the contact
should as well.
• Face-to-Face Appeals
A face-to-face appeal is the most effective
way of securing a donation, especially if the
potential donor knows the person making the solicitation. When making face-to-face
appeals, you should be passionate and persuasive, but not aggressive.
• Electronic Donations
Electronic donations are becoming increasingly popular among nonprofits. While the imple-mentation
of an electronic donations system requires a significant amount of resources, it
can also save you much time—an invaluable resource in itself. If you choose to receive
donations through the internet, be sure that your server is secure and that your potential
donors are computer-savvy.
• Special Events
As with direct mailings, special events can be expensive, but they can also produce high
returns. Benefit performances by local artists, colleges, or high schools are an attractive
option for small EFPs because everyone wins; your EFP receives funds, the performers
access a wider audience, and the local community is provided with cultural enrichment.

Businesses
Local businesses have a stake in the economic health of the communities they serve, and
many are happy to provide assistance to EFPs and other CBOs.
• Food Service Providers
Food service providers, such as restaurants and supermarkets, can assist with food rescue
efforts. Though it can take a considerable amount of resources to implement an efficient
food rescue system, your program would benefit from a steady supply of free, fresh food.
A local bakery, for example, could provide your EFP with bread, while a diner could pro-vide
soup.
• Corporate Sponsors
Corporate sponsorships come in many shapes and forms. Financial donations, technical
support, free advertising, and company food drives are several ways in which corporate
sponsors can support your EFP. Sponsorships are attractive options for businesses because
they contribute to a positive public image.
Agricultural Programs
Partnerships with local farmers and agricultural programs can guarantee a
seasonal supply of fresh produce, providing better nutrition for your clients.
• Farmers’ Markets
Farmers’ markets are places (usually outdoors) where local farmers can sell their produce
and other goods directly to the public. If you are looking to establish a gleaning program or
any other partnership with local farmers, these markets provide great networking opportu-nities
because they bring many people together in one place. For more information, or to
locate a farmers’ market near you, contact:
Northeast-Midwest Alliance
Resources for Farmers’ Markets
218 D Street SE
Washington, D.C. 20003-1900
(202) 544-5200
www.nemw.org/farmersmarkets/index.html

• Community Gardens
Community gardens are public gardens that can either be communal or divided into sub-plots
and leased to individuals. As they are often planted to improve a community’s quality
of life, their members are generally supportive of EFPs and may be willing to provide
donations. Resources:
The American Community Gardening Association
Facilitates communication among gardening associations and provides support to local
gardens.
American Community Gardening Association
c/o Council on the Environment of NYC
51 Chambers Street, Suite 228
New York, NY 10007
(212) 275-2242
1-877-275-2242
www.communitygarden.org
Plant a Row for the Hungry
Encourages gardeners to plant an extra row of crops for EFPs.
Plant a Row for the Hungry
Garden Writers Association
10210 Leatherleaf Court
Manassas, VA 20111
(703) 257-1037
www.gardenwriters.org/par/
• Community Supported Agriculture (CSAs)
CSAs are farm cooperatives whose members pledge support to a local farmer by agreeing
to share the costs, risks, and benefits of production. Membership fees, which are collected
before the season begins, guarantee the farmer enough capital to make it through the sea-son
without having to take out loans. In return, members are provided with weekly shares
of fresh, local, and (almost always) organic produce. Many CSAs donate surplus crops to
EFPs, while many others provide discounted shares. For more information, or to locate a
CSA near you, contact:
Robyn Van En Center for CSA Resources
Wilson College
Fulton Center for Sustainable Living
1015 Philadelphia Avenue
Chambersburg, PA 17201
(717) 264-4141 ext. 3352
www.csacenter.org
• Gleaning Programs
As with food recovery, it takes a considerable amount of resources to implement an effi-cient
gleaning program (for a definition of gleaning, see page 13). However, the rewards
can make it well worth it. Connecting with an independent gleaning program can eliminate
much of the legwork for you. For more information, or to locate a gleaning program near
you, contact:
The Society of St. Andrew
3383 Sweet Hollow Road
Big Island, VA 24526
(434) 299-5956
1-800-333-4597
www.endhunger.org

To obtain a national listing of farmers’ markets, community gardens, CSAs, gleanings pro-grams,
and other sources of local produce, contact:
Local Harvest
Santa Cruz, CA
Phone: (831) 475-8150
www.localharvest.org
Cooperative Extensions
The USDA’s Cooperative State Research, Education, and Extension Service (CSREES) pro-motes
research, education, and extension (the extending of government resources to the pub-lic)
in the areas of agriculture, environment, human health, and community well-being. It does
this through partnerships with various organizations and institutions, specifically through
land-grant colleges and universities (institutions that have been designated by their state legis-latures
to receive special federal funding). Not only are cooperative extensions a potential
source of funding and support, but their offices can provide a clearinghouse of information
on local resources. For more information, or to locate your county’s CSREES office, contact:
USDA Cooperative State Research, Education, and Extension Service
1400 Independence Avenue SW, Stop 2201
(202) 720-7441
www.csrees.usda.gov

4. FOOD BANKS
Food banks receive USDA commodities and other large donations of food and redistribute them to
smaller EFPs and CBOs. Many charge small service fees, but as you will not always be able to rely on
rescued/gleaned/collected food, a partnership with your regional food bank would be in your pro-gram’s
best economic interest.
America’s Second Harvest is the nation’s largest food bank network. It includes more than 200 food
banks and serves every county in the U.S. For more information, or to locate the Second Harvest food
bank near you, contact:
America’s Second Harvest
35 East Wacker Drive, #2000
Chicago, IL 60601
(312) 263-2303
1-800-771-2303
www.secondharvest.org
5. NONPROFIT STATUS
The nonprofit status exempts organizations from most federal, state, and local taxes. It also makes
them eligible for participation in certain government programs and grants. Food pantries and soup
kitchens fall into the “Charitable Organizations” category and must adhere to the standards outlined
in section 501(c)(3) of the Internal Revenue Code.
For information on regulations, or to apply, visit the IRS website at:
www.irs.gov/charities/charitable/index.html. Additional resource:
Network for Good
Web page provides answers to and resources for frequently asked questions regarding
nonprofit status.
www.networkforgood.org/npo/nporesources/start.aspx

Beyond Emergency Food
For many years, EFPs measured their success by the number of people served. However, if a soup
kitchen or food pantry is to make a lasting contribution to community food security, it must imple-ment
measures that move people away from dependence on emergency food and towards self-reliance.
Such measures require time and resources, but even a small program can find ways of expanding the
long-term impact of its services. This section outlines several avenues through which EFPs might
achieve that end. It revisits several previously-discussed topics, such as government and agricultural
programs, and illustrates how these sources of organizational funding and support can contribute to
self-reliance and community food security as well.
IV. Beyond Emergency Food — Page 31
Part 1: Referrals
Providing clients with referrals to outside programs and services is the easiest way to expand the scope
of your own program. It is fairly simple to provide information on nearby health clinics, job training
programs, day care centers, etc., but it can make all the difference in the world to someone who needs
but is unaware of those services.
1. GOVERNMENT PROGRAMS
As discussed on page 20, the federal government has implemented various food and nutrition pro-grams
which it administers through FNS. This section addresses the programs in which assistance,
based on income, is given directly to individuals. By providing for a person’s basic survival, they enable
him or her to attend to less critical but equally important needs, such as education and job training.
Food Stamps
The food stamp program provides low-income individuals with a monthly food allowance. All
states administer the program through Electronic Benefits Transfer (EBT) cards, which work
like debit cards. While the food stamp program is separate from the Temporary Assistance to
Needy Families (welfare) program, it often provides critical support to people transitioning
from welfare. Of all of the government’s nutrition programs, it is the most extensive and
widely-known.
To locate your local food stamp office, visit the USDA website at
www.fns.usda.gov/fsp/outreach/coalition/map.htm. You can also view the USDA’s
online prescreening tool for food stamp eligibility at
www.foodstamps-step1.usda.gov.
Women, Infants, & Children (WIC)
The WIC program provides supplemental food vouchers and/or EBT cards, nutrition infor-mation,
and medical referrals to low-income pregnant, breastfeeding, and postpartum women,

as well as to children up to age five. To qualify, applicants must be at nutritional risk.
To find a state WIC office, visit the USDA website at
www.fns.usda.gov/wic/contacts/statealpha.htm.
WIC Farmers’ Market Nutrition Program (FMNP)
Participants in the WIC program are automatically eligible to participate in the FMNP, which
provides coupons redeemable at approved farms, farmers’ markets, and roadside produce
stands. FMNP also collaborates with the WIC program to provide nutrition education.
For more information, visit the USDA website at
www.fns.usda.gov/wic/FMNP/FMNPfaqs.htm.
The Emergency Food Assistance Program (TEFAP)
As discussed on page 21, TEFAP generally distributes USDA commodities to low-income
individuals through EFPs. In certain cases, however, individuals can receive the commodities
directly.
To find a state TEFAP contact, visit the USDA website at
Commodity Supplemental Food Program (CSFP)
Similar to WIC, CSFP addresses the nutritional needs of low-income pregnant, breastfeeding,
and postpartum women, as well as children up to age six (WIC only serves children as old as
five). Women and children participating in WIC cannot participate in CSFP. CSFP also serves
low-income seniors. The program is only available within certain counties of certain states.
To find a state CSFP contact, visit the USDA website at
www.fns.usda.gov/fdd/contacts/sdacontacts.htm, or the CSFP website at
www.csfpcentral.org.
Senior Farmers’ Market Nutrition Program (SFMNP)
Similar to the WIC FMNP, the SFMNP facilitates senior access to fresh produce through
coupons redeemable at approved farms, farmers’ markets, and roadside produce stands.
To find a state SFMNP contact, visit the USDA website at
www.fns.usda.gov/wic/SeniorFMNP/SFMNPmenu.htm.
Page 32 — IV. Beyond Emergency Food

Earned Income Tax Credit (EITC)
Though not a USDA nutrition program, the EITC is nevertheless important for low-income
workers. It is a tax credit that can amount to refunds as high as $5,000. These refunds can be
put towards tuition, a car, or any other item difficult to incorporate into a monthly budget.
The Volunteer Income Tax Assistance (VITA) program is an IRS program that offers free tax
preparation for low-income workers. The IRS also offers Publication 596, which explains the
eligibility requirements of the EITC. For more information, visit the IRS website at
www.irs.gov, or call 1-800-829-1040. Additional resource:
The National Community Tax Coalition
A project of the Center for Economic Progress (www.centerforprogress.org), the coali-tion
leads a national, grassroots movement to connect working families with tax bene-fits.
For more information, contact:
The National Community Tax Coalition
29 E. Madison, Suite 910
Chicago, IL 60602
(312) 252-0280
www.tax-coalition.org
Individual Development Accounts (IDAs)
Individual Development Accounts (IDAs) help low-income families build assets and enter the
financial mainstream. Drawing from a variety of public and private sources, they provide
matching funds to families saving to buy their first home, pay for post-secondary education,
or start a small business. For more information, contact:
The CFED
777 N Capitol Street NE, Suite 800
Washington DC 20002
(202) 408-9788
www.idanetwork.org
While steady participation in government programs is preferable to an often erratic dependen-cy
on EFPs, it is important to understand that government programs alone do not provide a
final solution. Rather, they are part of a broader approach that involves private social services,
education initiatives, grassroots organizing, and policy change.

2. SOCIAL SERVICES
Broadly speaking, social services promote social-well being. They can range from something as
basic as a food pantry to something as sophisticated as an in-patient drug rehabilitation program.
Furthermore, many agencies provide more than one service. By providing referrals to such serv-ice
providers, an EFP can significantly expand the breadth of services available to its clients. You
might consider inviting social workers onsite to provide health screenings, job referrals, and coun-seling,
and to generally match clients with appropriate services.
Social Service Resources:
United Way
The United Way is a national organization with local offices throughout the country. It
does not provide direct services, but it does work in partnership with local CBOs. It
is a good source of local information and referrals. For more information, or to locate
a United Way office near you, contact:
The United Way
701 North Fair fax Street, Alexandria, VA 22314
(703) 836-7112
www.national.unitedway.org
Catholic Charities USA
Catholic Charities USA is another national organization with local offices throughout the
country. It provides individuals with direct services, regardless of religious affiliation.
For more information, or to locate a Catholic Charities USA office near you, contact:
1731 King Street, Alexandria, VA 22314
(703) 549-1390
www.catholiccharitiesusa.org
Community Action Agencies
Community Action Agencies (CAAs) were established under the Economic Opportunity
Act of 1964 to help individuals achieve self-sufficiency. They provide direct services,
are governed locally, and usually work in partnership with other CBOs. The
Community Action Partnership is a national forum that oversees the nation’s 1,000
CAAs. For more information, or to locate a CAA near you, contact:
Community Action Partnership
1100 17th Street NW, Suite 500, Washington, D.C., 20036
Phone: (202) 265-7546
www.communityactionpartnership.com
Other CBOs
CBOs come in all shapes and sizes. They may not have the visibility of a national
network such as the United Way or Catholic Charities USA, but they are an invaluable
resource nonetheless.

Part 2:
Education Programs
Education programs are attractive options for small EFPs because they require relatively few
resources. All that is needed is a facility (many service sites can double as classrooms), a qualified and
dedicated teacher, and educational materials. The following are two common education programs.
1. FOOD BUDGETING & NUTRITION
Proper food budgeting and nutrition can contribute to self-reliance because it reduces the likelihood
that one will suffer from diet-related illness—an important consideration given the high cost of health
care in the U.S. EFPs are in an especially strategic position to promote good food budgeting and nutri-tion
among low-income groups because food is at the center of their work.
Nutrition Education Resources:
Food and Nutrition Information Center (USDA)
Website provides a directory of nutrition education resources and printable education
materials.
Food and Nutrition Information Center
Agricultural Research Center, USDA
10301 Baltimore Avenue, Beltsville, MD 20705-2351
(301) 504-5719
www.nal.usda.gov/fnic
Center for Nutrition Policy and Promotion (USDA)
Website provides nutrition information. Its Preparing Nutritious Meals at Minimal
Cost publication provides, as the title indicates, information on preparing nutritious
meals on a limited budget.
Center for Nutrition Policy and Promotion
3101 Park Center Drive, Room 1034, Alexandria, VA 22302-1594
(703) 305-7600
www.usda.gov/cnpp
Nutrition Information and Resource Center
Website provides nutrition links for organizations with limited resources.
www.nirc.cas.psu.edu/nirclib.cfm?area=700
Cooperative State Research, Education, and Extension Service (USDA)
A potential source of funding and/or support for the implementation of a nutrition
education program. For more information, see page 27.
United States Department of Agriculture
Cooperative State Research, Education, and Extension Service
1400 Independence Avenue SW, Stop 2201, Washington, D.C. 20250-2201
(202) 720-7441
www.csrees.usda.gov

2. JOB TRAINING
An on-site job training program is likely to require more resources than a food budgeting and nutri-tion
program, but by providing people with the means to secure consistent employment, it can make
great strides in promoting self-reliance. When planning a job training program, it is important to take
advantage of your available resources. Many EFPs, for example, have found it lucrative to launch culi-nary
arts programs, given that their services already focus on food. Furthermore, it is important to
remember the context in which you operate—to teach skills for which there is a market. If, for exam-ple,
your community is in need of administrative assistants, you should consider implementing a cler-ical
training program. Resource:
DC Central Kitchen
Provides resources for soup kitchens and other CBOs looking to establish culinary arts
training programs.
DC Central Kitchen
425 2nd Street NW
Washington, D.C. 20001
(202) 234-0707
www.dccentralkitchen.org

Part 3:
Agricultural Programs
Many concerned farmers and other proponents of local agriculture recognize the connection between
small farms unable to compete in the current system of industrial agriculture and low-income groups
unable to afford and/or access fresh produce. Thus, this bloc supports farmers’ markets, community
gardens, CSAs, and other agricultural programs that facilitate direct exchange between small farmers
and low-income consumers. These markets eliminate the need for expensive middlemen and allow for
prices that are both fair to the farmer and affordable for the consumer. You should, therefore, be
familiar with such agricultural programs in your own area and encourage your clients to participate
when appropriate.
1. FARMERS’ MARKETS
Farmers’ markets have been around for thousands of years, but with the advent of the com-munity
food security movement, their role within the food system has changed (for a defini-tion
of farmers’ markets, see page 25). CBOs and local governments now seek to establish
markets in low-income neighborhoods where access to fresh produce is limited. The federal
government has initiated nutrition programs that encourage low-income mothers and seniors
to shop at farmers’ markets (for more details on these programs, see page 31), and many mar-kets
have adopted wireless technology so that they can accept EBT (food stamp) cards.
Indeed, because farmers’ markets provide a relatively simple way of reconnecting small farm-ers
with low-income consumers, they have skyrocketed in popularity. For resources on farm-ers’
markets, see page 25.

2. COMMUNITY GARDENS
Community gardens have also undergone a miniature revolution in recent years (for a defini-tion
of community gardens, see page 26). Whereas they once served as places to simply grow
food, many now include education and outreach programs that target low-income groups.
Not only do these programs teach individuals how to grow their own food—ultimately con-tributing
to self-reliance—but they cultivate a respect for the importance of local agriculture
as well. Many EFPs have even planted their own gardens. Of course, managing such an oper-ation
certainly requires a significant amount of time and resources, yet these EFPs have found
the benefits well worth the effort. For resources on community gardens, see page 26.
3. CSAS
Unlike farmers’ markets and community gardens, CSAs are a new development in the agricul-tural
sector (for a definition of CSA, see page 26). While CSAs vary from community to com-munity,
many strive to include low-income groups and promote self-reliance through sliding
scale membership fees (fees adjusted for income), youth empowerment initiatives, gardening
workshops, and other education programs. For resources on CSAs, see page 26.

Part 4:
Local Partnerships
As discussed on page 24, your local community can be a generous source of funding and support.
Equally important, however, it can be a source of dynamic partnerships with other CBOs. This can
dramatically increase the effectiveness of your EFP and its partners. Local partnerships allow CBOs
to learn from each others’ experiences, to increase program efficiency, and to ultimately improve the
breadth and quality of services provided.
• Partnerships allow organizations to identify where services are duplicated and to divide
responsibility accordingly. This, in turn, allows organizations to specialize in given services.
• Partnerships allow organizations to streamline and improve administrative and other, non-programmatic
activities. Publishing a collective newsletter, for example, can save both time
and resources, enhance the quality of content, and expand the target audience.
• Partnerships facilitate the sharing of resources. This can range from service sites, to volun-teer
networks, to databases, etc.
• Some foundations are more likely to provide grant funding to a coalition of partner CBOs
than they are to a single organization.
• There is strength in numbers. Organizations looking to exert influence within their local
communities are more likely to experience success if they act as part of a broad coalition
rather than if they were to act alone.
While much of the attention paid to partnerships focuses on the local level, a key objective of the
community food security movement is to develop a nationwide network of community food security
advocates. As part of that effort, WHY’s Reinvesting in America program has launched the Growing
Justice listserv (email discussion group), which promotes active dialogue and a sense of community
among CBOs. To join the listserv, send an email message to growing_justice-subscribe@topica.com.
For more information, contact:
Reinvesting in America
World Hunger Year
505 Eighth Avenue, Suite 2100
New York, NY 10018
(212) 629-8850
www.worldhungeryear.org

Part 5:
Food Policy Councils
A Food Policy Council (FPC) examines the issues facing a local food system and provides recommen-dations
for change. FPCs are comprised of stakeholders from various segments of a food system and
can either be a grassroots effort or officially sanctioned by a state or local government. FPCs are often
in a strategic position to conduct Community Food Assessments (for a definition of Community Food
Assessment, see page 11).
FPCs can benefit EFPs with their knowledge of what does and doesn’t work within a given food sys-tem.
This reduces, for the EFP, both guesswork and the propensity to learn through trial-and-error.
More importantly, such collaboration adds strength to the community food security movement. For
more information, contact:
Drake University Agricultural Law Center
2507 University Avenue
Des Moines, IA 50311
(515) 271-4956
www.statefoodpolicy.org

Part 6:
Advocacy
Advocacy is the act of speaking out on issues of concern or on behalf of a person or group affected
by a public policy and/or economic trend. As the director/manager/employee of an EFP, you will
witness firsthand how such policies and trends affect your clients. Though these forces may often
seem beyond your control, even a small EFP can make a difference through strategic advocacy efforts.
Most importantly, you will be addressing the source—not just the symptom—of your clients’ prob-lems.
Your EFP can participate in advocacy at the local, state, and/or federal levels. You must first identify
the underlying issues that force your clients to rely on emergency food, as well as the barriers they face
in overcoming those issues. Then, inform your elected officials of those issues and make recommen-dations
for change. In that regard, it is important to know who your representatives are at each level
of government.
As with anything else, your resources will determine the extent to which you are able to incorporate
advocacy into your EFP’s activities. The more limited the resources, the more imperative it is that you
have a clearly-defined goal and strategy for achieving it. An EFP, for example, might be more effec-tive
as an advocate of food stamp benefits than as an advocate of farm workers’ rights. At the same
time, however, it is important to remember the ways in which farm workers’ rights and other issues
are connected, however indirectly, to the interests of your EFP. Welfare benefits, affordable housing,
a living wage, and voter registration are causes around which EFPs and other CBOs frequently rally.
The following are some common advocacy tools:
Sign-on letters
Express a group’s concerns regarding a specific policy issue. They are generally written by an
organization whose work addresses issue directly and are signed onto by organizations whose
work address the issue directly or indirectly. They are generally sent to elected officials.
Action alerts
Can be used to notify people and organizations of events and legislation affecting your
clients. They are generally sent via email and solicit support for or opposition to certain policy
initiatives through specified actions (calls or letters to elected officials, participation at a
demonstration, etc.).
Petitions
Similar to sign-on letters in that they can be used to express a community’s concern regarding
a specific policy issue. They are signed not only by organizations, but by community residents
as well.

Demonstrations
An effective way of making your organization and its policy concerns visible to the broader
public.
Media partners
Can often be relied upon to report on policy issues affecting your clients.
The National Association of Hunger Organizations
The National Association of Hunger Organizations (NAHO) is an association of independ-ent
organizations that track legislation affecting low-income groups. Though NAHO does not
have a centralized website, the websites of its member agencies provide information regarding
the various policy initiatives of the community food security movement. More importantly,
NAHO provides, on a national scale, a model for EFPs and CBOs looking to collectively
affect policies within their local communities. Contact information for NAHO members is
included in Appendix B, page 48:
• America’s Second Harvest
• Bread for the World
• Center on Budget and Policy Priorities
• Center on Hunger and Poverty
• Community Food Security Coalition
• End Hunger Network
• Food Research and Action Center
• MAZON: A Jewish Response to Hunger
• National Interfaith Hunger Directors
• RESULTS
• Share Our Strength
• World Hunger Year
If your EFP becomes a 501(c)(3) organization, it must abide by the federal regulations for
political lobbying. For more information, visit the IRS website at
www.irs.gov/charities/charitable/article/0,,id=120703,00.html.

Part 7:
Model Programs
The following programs began as simple EFPs and gradually expanded to include a wide
range of services, most of which emphasize education and self-reliance. Their examples
might lend you ideas, guidance, and inspiration. However, they represent a small sampling and
do not cover all the innovative work being done. For a more extensive listing of model pro-grams,
visit WHY’s Reinvesting in America program (www.worldhungeryear.org/
comm_conn/grassroots_networking.asp) or the Food Security Learning Center
(www.worldhungeryear.org/fslc).
Elijah’s Promise
Elijah’s Promise was founded by three soup kitchens in New Brunswick, NJ, in 1989, when
economic recession brought about a surge in the number of people relying on emergency
food. These kitchens pooled their resources and expertise, learned from each other’s experi-ence,
and used incremental achievements to access a broader audience of clients, donors, and
partners. In addition to emergency food assistance, the agency now offers on-site counseling,
referrals to outside programs, and various services through partner CBOs. It has also imple-mented
training programs in culinary arts, the catering business, and micro-enterprises. It is
funded by contributions from individuals, businesses, and congregations, as well as by public
and private grants. Its success lies in its ability to build effective partnerships. For more infor-mation,
contact:
Elijah’s Promise
18 Neilson Street
New Brunswick, NJ 08901
Phone: (732) 545-9002
www.elijahspromise.org
Sisters of the Road
The Sisters of the Road Café in Portland, OR, was founded in 1979 as an alternative to the
traditional soup kitchen. It began with two social workers whose interviews with hundreds of
homeless EFP patrons underscored the need for a safe place where people could dine with
dignity. Thus, Sisters of the Road partnered with a Portland CBO which, in return for admin-istering
their Meals on Wheels program once a week, provided a site for the Café. Nutritious
café meals cost $1.25 and can be paid in cash, food stamps, or labor. The agency keeps a high
profile through its newsletter, website, press releases, and community events, and personal
donations account for 60% of its budget. Sisters of the Road has also undertaken several

advocacy initiatives. Six hundred homeless individuals were interviewed for the Crossroads
Community Organizing Project, and the results—analyzed in partnership with the University
of Washington—are being made available to policymakers. The Photovoice Project provided
homeless clients with disposable cameras so that they might photograph their daily lives. The
photos were compiled into a traveling exhibit and are currently being made into a coffee table
book which will be marketed to the public. The focus on advocacy emphasizes the impor-tance
of addressing the source—not just the symptoms—of homelessness. For more infor-mation,
contact:
Sisters of the Road
133 NW 6th Avenue
Portland, OR 97209
(503) 222-5694
www.sistersoftheroad.org
Mother Hubbard’s Cupboard
This Bloomington, IN, food pantry was founded in 1998 by two young mothers who had
been recipients of emergency food themselves and who wished to serve people in a manner
that was both dignified and empowering. With proper nutrition as one of its guiding princi-ples,
Mother Hubbard’s launched a successful nutrition education and community gardening
program. It also cultivated a broad base of community support, which it has found to be
more reliable than grant funding. Space for both the pantry and community gardens, as well
as seeds and supplies for the latter, are donated. Though the organization now has two paid
staff and a seven member board, it is run mostly by volunteers, 80% of which are clients
themselves. Mother Hubbard’s owes much of its success to slow, controlled growth and to
community support. For more information, contact:
Mother Hubbard’s Cupboard
1010 South Walnut Street
Bloomington, IN 47401
(812) 355-6843
www.bloomington.in.us/~mhc/
Project MANA
Project MANA (Making Adequate Nutrition Accessible) was launched in 1991 when a student
at Sierra Nevada College began distributing donated soup out of a garage in Incline Village,
NV. Soon after, she joined the regional food bank and secured funding from private founda-tions,
thus enabling the organization to expand. Project MANA’s programs now include food
rescue; delivery to the homebound; nutrition education at local elementary schools; lunches
during the holidays for children receiving free school meals; safety, sanitation, and nutrition
education for “latch key” kids; food budgeting classes; and two community gardens. It is also
part of two regional collaborations. Though it currently has only two paid staff, Project
MANA benefits from a steady and enthusiastic supply of AmeriCorps*VISTA volunteers.
Its success can be largely attributed to an efficient use of resources. For more information,
contact:
Project MANA
948 Incline Way
Incline Village, NV 89451
(775) 298-0101
www.projectmana.org

Evaluating Your Program
Program evaluations are an essential part of any organization. They can be conducted in many ways
and for many reasons, and they can range from simple to complex. This section discusses three types
of evaluations in their most basic form.
V. Evaluating Your Program — Page 45
1. PURPOSE OF EVALUATION
You must first decide what it is that you want the evaluation to accomplish, as it will help you deter-mine
which research methods are best suited to your needs. The following are among the most com-mon
reasons for conducting an evaluation:
To assess a program’s cost efficiency
An organization should, regardless of its budget, strive to ensure that its resources (time,
money, volunteers, media opportunities, etc.) are being used efficiently. Identifying and reduc-ing
the inefficient use of resources can greatly improve the services of any program.
To understand the impact of services on clients’ lives
Not only should a program strive to deliver its services efficiently, but it should also ensure
that those services are positively impacting clients’ lives. If, for example, a culinary arts pro-gram
used its resources efficiently but was unable to help participants secure jobs, it may not
necessarily be considered successful.
To verify whether a program is working towards its stated mission
A program may be launched with a specific objective in mind and later discover that its work,
while successful in terms of cost-efficiency and improving clients’ lives, has nevertheless veered
from the original mission. When that happens, a reevaluation of the program’s mission is in order.
2. TYPE OF EVALUATION
While there are many types of evaluations, the following (which correspond with the purposes listed
above) are among the most common:
Process-Based Evaluation
Assesses how a program produces the results that it does. It is especially geared towards
determining a program’s cost effectiveness.
Outcomes-Based Evaluation
Assesses the actual impact of a program’s services on clients’ lives.
Goals-Based Evaluation
Assesses the extent to which a program is achieving its stated mission.

3. AUDIENCE
Program managers and staff are not the only people for whom evaluations are conducted. Board
members, donors, and clients can also benefit from program evaluations. You should, therefore, keep
the intended audience in mind when planning an evaluation.
4. INFORMATION COLLECTION
Your resources will determine the level of sophistication in the collection of information.
Additionally, there is often a trade-off between the breadth and depth of information one can get,
especially when resources are limited. Thus, it is important to know what kind of information is most
relevant to your evaluation, as well as from where and how it should be collected.
What Kind of Information is Needed?
The purpose and type of your evaluation will determine what kind of information is needed.
• Process-Based Evaluation
Information should focus on the nuts and bolts of a program’s operations—how time and
funding are translated into service, how efficiently volunteers are managed, how well a pro-gram
advertises itself in the media, etc.
• Outcomes-Based Evaluation
Information should focus on clients’ lives, rather than the program itself. A comparison of
clients’ lives before and after participation in the program is a relatively simple way of
obtaining this kind of information.
• Goals-Based Evaluation
Information should focus on the program’s impact on clients’ lives and how it compares
with its stated mission.
From Where Should Information be Collected?
Information can be collected from a variety of sources: staff, clients, program documentation,
donors, etc.
How Should Information be Collected?
Information can also be collected in a variety of ways. Questionnaires, interviews, documenta-tion
review, client observation, focus groups, and case studies are among the most common.
For a detailed description of these methods, as well as a listing of their advantages and chal-lenges,
see Appendix D, page 56.
5. INFORMED CONSENT
If you wish to include personal/sensitive information in your evaluation, you must first obtain the
consent of those involved. They should understand the nature of the evaluation, as well as how the
information will be reported. People should not feel pressured to participate. Those who do partici-pate
should sign an informed consent form.
Page 46 — V. Evaluating Your Program

Appendix A: How to Organize a Successful Food Drive
1. EDUCATE THE POPULATION ABOUT HUNGER
– Invite CBOs involved in community food security to speak at an event.
– Plan a “Hunger Awareness” week.
– If you have a newsletter, publish information about food insecurity in the community.
Appendix A: How to Organize a Successful Food Drive — Page 47
2. PLAN AHEAD
– Select a food drive coordinator. Having one person to oversee everything will reduce ineffi-ciency
and confusion.
– Establish a theme. Visual displays on posters and collection bins will promote brand recog-nition
for the drive.
– Determine length of drive. This will bring closure to the drive and contribute to a sense of
achievement.
– Set a goal. Determine which foods are most important and in what quantity.
– Determine where collection bins will be placed, when and how often food will be picked
up, and where it will be stored.
3. PUBLICITY & PROMOTION
Build awareness and visibility.
– Publicize in as many places as possible, including community, school, church, and corporate
newsletters.
– Invite participants to tour your facility.
Make it fun and easy to participate.
– Provide people in the community with grocery bags to fill and return with donated foods.
– Hold an event/meeting where admission is a can of food.
– Have a car wash where the price is a food item.
– Have a raffle. Each bag of donated groceries can earn a raffle ticket.
– Sponsor a canned food sculpture contest. Give prizes for creativity or for the greatest
amount of food collected.
– Create categories—largest individual donation, most protein-rich foods, most local foods,
etc.
– Have participants match their weight with pounds of food.
– Have Macaroni Mondays, Tuna Tuesdays, etc. to encourage specific donations.
– Encourage schools, churches, businesses, etc. to challenge each other to a competition.

Get Local Business Executives Involved
– Encourage local business executives to show their support by sending emails, voicemails, or
letters.
– Encourage executives to match employee donations (e.g. $1 for each pound of food raised).
– Organize a day for executives and their families to volunteer at your facility.
– Challenge an executive to perform an outrageous activity if the employees meet a certain
goal.
– Encourage financial contributions.
– Set a financial goal independent of the food goal.
– Order and distribute donation envelopes.
– If your program has a website, arrange for electronic donations.
4. FORMALLY CLOSE THE FOOD DRIVE
CAMPAIGN
– Document and publicize your success.
– Celebrate your success! Host a recognition party for participants.
Page 48 — Appendix A: How to Organize a Successful Food Drive

Appendix B: Community Food Security Resources
The nation’s largest food bank network; it has
more than 200 food banks and serves every
county in the U.S.
Appendix B: Community Food Security Resources — Page 49
35 East Wacker Drive, #2000
Chicago, IL 60601
(312) 263-2303
www.secondharvest.org
American Community
Gardening Association
An association of professionals, volunteers,
and other supporters of community greening
in urban and rural areas.
American Community Gardening
Association
C/O Council on the Environment of NYC
51 Chambers Street, Suite 228
New York, NY 10007
(212) 275-2242
1-877-275-2242
www.communitygarden.org
AmeriCorps*VISTA
Administered by the Corporation for
National and Community Service,
AmeriCorps is a network of national pro-grams
that engage Americans in intensive
service to meet critical needs in education,
public safety, health, and the environment.
VISTA members serve full-time for a year in
nonprofits, public agencies, and faith-based
groups.
AmeriCorps*VISTA
Corporation for National and
Community Service
1201 New York Avenue, NW
(202) 606-5000
1-800-833-3722
www.americorps.org
Boy Scouts of America
Promotes character development in young
boys through values-based leadership training.
Boy Scouts of America
National Council
P.O. Box 152079
Irving, TX 75015-2079
www.scouting.org
Bread for the World
A nonpartisan citizens’ movement that helps
the hungry by lobbying the nation’s decision-makers
on legislation that addresses food
insecurity both in the U.S. and around the
world.
Bread for the World
50 F Street, NW, Suite 500
(202)-639-9400
1-800-822-7323
www.bread.org
A national network of agencies providing
services to people in need, regardless of reli-gious
affiliation.
1731 King Street
(703) 549-1390
www.catholiccharitiesusa.org
Center for Nutrition Policy and
Promotion (USDA)
Website links scientific research with the
nutrition needs of consumers.
www.usda.gov/cnpp/

Center on Budget and Policy Priorities
Works at the federal and state levels on fiscal
policy and public programs that affect low-and
moderate-income families and individuals.
Center on Budget and Policy
Priorities
820 1st Street NE, #510
(202) 408-1080
www.cbpp.org
Center on Hunger and Poverty
Promotes policies that improve the lives of
low-income children and families.
Center on Hunger and Poverty
The Heller School for Social Policy
and Management
Brandeis University, Mailstop 077
Waltham, MA 02454-9110
(781) 736-8885
www.centeronhunger.org
CFED
Works to expand economic opportunity for
low-income families. Web pages on Individual
Development Accounts (IDA) provide com-prehensive
overview of the agencies, individ-uals,
and ideas shaping the IDA field.
CFED
777 N. Capitol Street NE, Suite 800
www.cfed.org
www.idanetwork.org
Community Action Agencies/Programs
Nonprofit private and public organizations
that promote self-sufficiency among low-income
groups. The nation’s 1,000+ agencies
are overseen by the Community Action
Partnership.
Community Action Partnership
1100 17th Street NW, Suite 500
(202) 265-7546
www.communityactionpartnership.com
Community Food Security Coalition
A coalition of 300+ organizations working to
promote community food security.
Page 50 — Appendix B: Community Food Security Resources
Community food security Coalition
P.O. Box 209
Venice, CA 90294
(310) 822-5410
www.foodsecurity.org
Congressional Hunger Center
Trains future leaders in the fight against
hunger, both nationally and internationally.
Congressional Hunger Center
229 Pennsylvania Avenue SE
(202) 547-7022
www.hungercenter.org
Cooperative State Research, Education,
and Extension Service (UDSA)
Promotes research, education, and extension
(the extending of resources to the public) in
the areas of agriculture, environment, human
health, and community well-being.
Cooperative State Research,
Education, and Extension Service
1400 Independence Avenue SW
Stop 2201
(202) 720-7441
www.csrees.usda.gov
DC Central Kitchen
A gleaning organization that incorporates a
culinary arts training program. Provides
resources for CBOs looking to start similar
programs and operates a national network of
community-, campus-, and school-based
training kitchens.
DC Central Kitchen
425 2nd Street NW
(202) 234-0707
www.dccentralkitchen.org

Drake University Agricultural Law Center
Website includes a clearinghouse of informa-tion
Appendix B: Community Food Security Resources — Page 51
on the development of food policy
councils and features education and outreach
materials, reports, and publications.
Drake University Agricultural Law
Center
2507 University Avenue
Des Moines, IA 50311
(515) 271-4956
www.statefoodpolicy.org
End Hunger Network
Works with the entertainment community to
encourage, stimulate and support media initia-tives
aimed at involving people in ending
childhood hunger.
End Hunger
P.O. Box 3032
Santa Monica, CA 90408
(310) 454-3716
www.endhunger.com
Energize, Inc.
Training, consulting and publishing firm spe-cializing
in volunteerism. Provides resources
for managing volunteer programs and engag-ing
volunteers.
Energize, Inc.
5450 Wissahickon Ave.
Philadelphia, PA 19144
(215) 438-8342
www.energizeinc.com
Food and Nutrition Service (USDA)
Administers the USDA’s food and nutrition
programs.
Food and Nutrition Service
USDA
3101 Park Center Drive, Room #926
(703) 305-2062
www.fns.usda.gov
Food Research and Action Center
A nonprofit, nonpartisan research and public
policy center serving as the hub of a national,
anti-hunger network that includes thousands
of agencies and individuals.
Food Research and Action Center
1875 Connecticut Avenue NW
Suite 540
(202) 986-2200
www.frac.org
Helps establish programs that channel large
donations of fresh produce to EFPs and
other CBOs.
Susan Evans Institute for Health
Promotion and Disease Prevention
University of Southern California
School of Medicine
1540 Alcazar Street, CHP 208
Los Angeles, CA 90033
Foundation Center
Strengthens the nonprofit sector by advanc-ing
knowledge of U.S. philanthropy.
Foundation Center
79 5th Avenue
New York, NY 10003-3076
(212) 620-4230
1-800-424-9836
www.fdncenter.org
Girl Scouts of the USA
Helps girls build character and gain skills for
success.
Girl Scouts of the USA
420 5th Avenue
New York, NY 10018-2798
(212) 852-8000
1-800-478-7248
www.girlscouts.org
Grants.gov
Website allows agencies and individuals to
apply electronically for competitive grants
from any of the federal government’s twenty-six
grant-making agencies.
www.grants.gov

Grassroots Fundraising Journal
Offers practical, “how-to” instruction on
fundraising.
Grassroots Fundraising Journal
3781 Broadway
Oakland, CA 94611
(510) 596-8160
1-888-458-8588
www.grassrootsfundraising.org
Idealist.org
Website allows organizations to post volun-teer
opportunities.
www.idealist.org
Local Harvest
Website provides a national listing of small
farms, farmers’ markets, community gardens,
and other sources of local produce.
Local Harvest
Santa Cruz, CA
(813) 475-8150
www.localharvest.org
Local Initiatives Support Corporation
Provides grants, loans, and equity investments
to CBOs for neighborhood revelopment.
Local Initiatives Support Corporation
501 7th Avenue
New York, NY 10018
(212) 455-9800
www.lisc.org
Allocates donations from the national Jewish
community to nonprofits providing food,
help, and hope to hungry people of all faiths
and backgrounds.
MAZON: A Jewish Response to
Hunger
1990 S. Bundy Drive, Suite 260
Los Angeles, CA 90025-5232
(310) 442-0020
www.mazon.org
National Anti-Hunger Organizations
(NAHO)
An association of national anti-hunger organ-izations:
Page 52 — Appendix B: Community Food Security Resources
America’s Second Harvest, Bread for
the World, Center on Budget and Policy
Priorities, Center on Hunger and Poverty,
Community Food Security Coalition,
Congressional Hunger Center, End Hunger
Network, Food Research and Action Center,
MAZON: A Jewish Response to Hunger,
National Interfaith Hunger Directors,
RESULTS, Share Our Strength, and WHY.
National Community Tax Coalition
A project of the Center for Economic
Progress (www.centerforprogress.org), the
coalition leads a national, grassroots move-ment
connecting working families with tax
benefits.
National Community Tax Coalition
29 E. Madison, Suite 910
Chicago, IL 60602
(312) 252-0280
www.tax-coalition.org
Provides inexpensive consultation for various
aspects of nonprofit management.
120 Wall Street, 16th Floor
New York, NY 10005
(212) 269-1234
www.nesc.org
National Interfaith Hunger Directors
A coalition of Presbyterian ministers and lay
people dedicated to fighting hunger.
National Interfaith Hunger Directors
100 Witherspoon Street
Louisville, KY 40202

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Serving Up Food Justice at School: How to Design an Emergency Feeding Program and Build Community Food Security