mission: to reduce hunger by engaging our community to

Mission: To reduce hunger by engaging our community to create access to food

Vision: To end hunger in Lane County

FOOD for Lane County Board Meeting

Virtual Meeting May 14, 2020 – 6:00-7:30 p.m. We will use Microsoft Teams for this meeting. To participate:

• Click on the “Zoom” link in the calendar invitation you received (I will also send out this link in a separate email)

• If using a laptop or desktop computer (one with microphone/speaker), after clicking on the first link, you can click on the “Join using a web browser” option and you don’t have to download anything

• If using a smartphone or other mobile device, download the free Zoom app before the meeting (works well) • Sign on at 5:45 p.m., so we can try to iron out any technical issues by 6:00

6:00 Call to Order- Chair, Mike Drennan • Introductions • Changes/additions to agenda • Public comment- 3 mins each person, max time 10 mins

6:10 Action Items and Presentations

• Action item: Approve April 2020 minutes • Action item: March financial reports – Dan Temmesfeld • Action item: Approve resumption of construction loan repayment

6:30 Reports

• Warehouse & Operations update – John Ross • Executive Director Report – Tom Mulhern

o COVID-19 Emergency Response Update o Capital campaign solicitation temporarily suspended

• Equity and Human Resources Report – Meghan Wudtke o Equity Task Force update o Personnel changes

7:00 Committee Reports

• Executive – Mike Drennan • Advocacy- Katharine Ryan

o Advocacy update- Kara Smith (in transition) • Budget and Finance – Keri Garcia/Dan Temmesfeld • Development – Charlie Stanton/Sally Dougherty • Programs, Education and Services – Jossi Stokes/Carrie Copeland & Roz Fox • Policy and Planning Committee-Rachel Ulrich • Nominating Committee- Diana Bray

o Board officers for 2020/2021– Linda Eaton 7:30 Adjourn regular meeting

FOOD for Lane County Board of Directors

2. Board_Roster_ May 2020

NOTE: Board Members may serve two consecutive three-year terms. After a minimum of one-year as a non-Board Member, a former Director my serve again if elected. Officers of the Board may serve a term of one-year.

OFFICERS

Mike Drennan, Chair Retired (formerly Vice President, Sr. Commercial Relationship Officer at Home Federal Bank) 2574 W 28th Avenue Eugene, OR 97405 Cell (541) 953-8617 Home (541) 683-7166 [email protected] Committees: Budget & Finance, CC Steering, Leadership Succession, Executive 2nd Board Term Expires: February 2021 Linda Eaton, Past Chair Retired (formerly from Health & Human Svs Dept. of Lane Co Government 85954 Cherokee Drive Eugene, OR 97402 Cell (541) 521-9811 [email protected] Committees: Executive, Program & Svs, Nominating, Leadership Succession 2nd Board Term Expires: June 2020 Keri Garcia, Treasurer CPA, Moss Adams 975 Oak St, Suite 500 Eugene, OR 97401 [email protected] Work (541) 686-1040 Committees: Budget and Finance, 1st Board term expires: Feb 2021

Rachel Ulrich, Vice chair HR & Business Consultant RU Talking Consultants 1632 Westfall Ct. Cell (541) 221-6206 [email protected] Committees: Policy & Planning Chair, Advocacy, Executive 2nd Board Term Expires: December 2021 Diana Bray, Secretary Broker, C.W. Walker Commercial Real Estate Work (541) 484-4422 Cell (541) 543-0207 [email protected] Committees: Development, Executive 2nd Board term Expires: February 2023 Benj Epstein, Development Chair Principal, Epstein + Associates 2845 Highland Oaks Drive Eugene, OR 97405 [email protected] (541) 729-1492 Committees: Development Chair, Advocacy, Nominating, CC Steering 2nd Board Term Expires: April 2023

mailto:[email protected]





MEMBERS Ashley Espinoza Sector Strategy Director Lane Workforce Partnerships 1401 Willamette Street, Second Floor Eugene, OR 97401 [email protected] Work (541) 913-2284 Committee: Development 1st Board term expires: June 2022 Greg Hazarabedian Retired (former criminal defense lawyer) PO Box 218 Creswell, OR 97426 [email protected] Cell (541) 206-4318 Committees: Advocacy, Policy & Planning 2nd Board Term Expires: June 2020 Justin King Sales Manager and Co-Owner, King Estate Winery 61 West 31st Ave Eugene, OR 97405 (home) [email protected] (personal) (541) 554-1887 Committees: Development, CC Steering 1st Board term expires: July 2020 Tiffany Mellow CPA/ABV/Business Valuation Manager Perkins & Company 1211 SW 5th, Suite1000 Portland OR 97204 [email protected] 541-520-1500 Committee: Budget & Finance 1st Board term expires: April 2022





Michelle Thurston 925 West Main Street #204 Cottage Grove OR 97424 [email protected] 541-953-7163 Committees: Advocacy 1st Board Term expires: September 2022


FOOD FOR LANE COUNTY - BOARD OF DIRECTORS MEETING

April 9, 2020

FFLC Board Meeting Minutes-- April 9, 2020 Page 1

The meeting was conducted as a virtual online meeting because of the COVID-19 stay home order. Board of Members Present: Mike Drennan, Chair; Rachel Ulrich, Vice Chair; Diana Bray, Secretary; Benj Epstein; Jossi Stokes; Sarah Stapleton; Charlie Stanton; Justin King; Tiffany Mellow; Keri Garcia, Treasurer; Michelle Thurston and Katherine Ryan. Absent: Linda Eaton, Past Chair; Greg Hazarabedian and Ashley Espinoza. Staff Present: Tom Mulhern, Executive Director; Dan Temmesfeld, Director of Finance; Sally Dougherty, Director of Development; Carrie Copeland, Programs and Education Director; John Ross, Operations Director; Rozlyn Fox, Programs & Services Director; Kara Smith, Food Resource Manager; Dawn Marie Woodward, Events and Media Relations Coordinator; and Lydia Flores, Recorder. CALL TO ORDER Mike Drennan called the meeting to order at 6:04 pm Action Item - Approval of Minutes

● Diana Bray moved to approve the March 2020 minutes, second by Tiffany Mellow, passed unanimously.

Action Item - February Financial Reports Presented by Dan T.

● Report in Packet. ● Michelle Thurston moved to accept the financial statements, second by Diana Bray,

passed unanimously. Action Item - Community Exposure Pay Plan Presented by Tom M.

● Staff members who are working on-site or in the community will receive a temporary $2.00 per hour increase in pay during the “Stay Home” order or until canceled by FFLC.

● Sarah Stapleton moved approval, second by Charlie Stanton, passed unanimously. REPORTS Warehouse Update Presented by John R.

● Report in board packet. Calendar Update Presented by Tom M.


April 9, 2020


● No calendar update this month. Executive Director Report Presented by Tom M.

● Report in board packet. Equity & Human Resources Update Presented by Meghan

● Report in Board Packet. ● Currently hiring for Meals on Wheels, Partner Agency Services and Summer Food

Program. Hiring for Civic Engagement and Advocacy Coordinator position has been put on hold due to limited staff hiring and training capacity during COVID-19.

COMMITTEE REPORTS Executive Committee Presented by Mike D.

● No report. Advocacy Committee Presented by Katherine R. and Kara S.

● Report in Packet. Budget & Finance Committee Presented by Keri G.

● Dan T. provided three insurance proposals including Insurance Partners, Ward and Great Basin. It was decided to switch over to Ward Insurance for all non-employee benefits-related insurance.

Development Committee Presented by Sally D. Dawn M.W. and Charlie S.

● Report in packet. ● Dawn has reached out to a few restaurants about alternative ideas to Chef’s Night

Out and it has been very well received. Brainstorming will continue as to how or if to proceed with the event.

P. E.A.S. Committee Presented by Jossi S. and Roz F.

● No meeting this month. ● Roz spoke about the mobile pantry which has expanded to four locations including

Eugene, Cottage Grove, Springfield and Oakridge. Hours of operation are in the


April 9, 2020


evening of 4:30-6:30pm for folks who have conflicting schedules during the day and morning when our pantries are open.

● Carrie also shared that Ted Purdy advocated for the plant sales to continue as they are a food resource for folks. The response was very positive and came very close to the $20,000 sales goal.

Policy and Planning Committee Presented by Rachel U

● No report. Nominating Committee Presented by Diana B.

● Committee meeting will be held April 23rd with a goal to present officers for the upcoming year to the executive committee on May 5th. This group of officers will be presented to the board on May 9th for a vote in June.

The meeting was adjourned at 7:30 pm. Minutes submitted by Lydia Flores.

March 2020 Cumulative Financial Recap~ Big Ticket Items: We were awarded $ 7k more FEMA phase 36 funds from another agency who couldn’t spend their allotment. We used it for food purchases. We started receiving a large wave of COVID-related donations in mid-March. We can’t specifically identify donors’ intent on unrestricted donations, but we had a $ 100k donor-advised fund noted as for COVID relief where it was most needed. Other development areas were all significantly up compared to the same time last year: Direct Mail ($ 106k vs $ 35k), Major/Monthly ($ 129k vs $ 27k), and Grants ($ 161k vs $ 43k). We made the 3rd of six $ 75k payments on the Broadway construction loan, but the remaining $ 225k repayments are currently on hold by the Board (to revisit at a later meeting). “Balance Sheet” commentary: Total Assets for March 2020 compared to prior year-end is up $ 2.4M, and down $ 305k from last month. Month-over-month, key changes include:

• Operating cash in the bank is $ 1.5M (down $ 94k from last month). • Investments: The Schwab & Vanguard accounts’ fair market values took major hits (down $ 102k). The

OCF quasi-endowment also took a major hit of $ 90k (one-month lag). Our goals for all of these funds are long-term, and this is non-operational activity.

• Fixed Assets: We’ve had cash CapEx additions of $ 1.2M YTD, which is largely Broadway-related. We’ve had $ 172k of non-cash YTD Capital Asset additions (donated to us).

• Inventory dropped from the prior month (-163,000 pounds). We’re at 1,340,000 pounds on hand, representing approximately 8.0 weeks. We were at 1,503,000 pounds in February 2020 (last month), 951,000 pounds in March 2019 (same month prior year), and 800,000 pounds in June 2019 (prior fiscal year end).

Total Liabilities decreased $ 85k from last month (but up $ 192k from the prior year-end). The net decrease (month) and net increase (YTD) is primarily due to activity on the construction loan. Other activity was normal operational activity (accrued payroll, vacation, payables, etc). Net Assets: The Board Designation of $ 600k for future Gardens’ use impacted our Liquid Unrestricted Net Assets (“LUNA”) earlier in the fiscal year – essentially moving cash from operating activities and applying it for a Board-restricted use. This might pinch net positive LUNA calculations and potentially liquidity ratios in times of lower cash (summer months).

Overall, March 2020's Balance Sheet remains strong with total assets at $ 16.8M. Key Performance Indicators (“KPIs”) from the Balance Sheet:

• Our liquidity ratios remain ahead of goals. • Our leverage ratio is higher than the Feeding America benchmark of 25%. This should dip back below 25%

if we pay off the remaining approved ~$225k on the construction loan by fiscal year-end. • We are at $ 678,000 in our Opportunity Reserve. We were at $305,000 last March 2019.

Reminder: the Board had designated $440,000 funds from operations for use in the capital campaign ($250k in June 2018 and $190k in Oct 2018).

Cash Flow commentary: YTD Cash from operating activities is positive $ 1.3M, which does include some temporarily restricted donations (capital campaign, program-specific grants, etc). If we strip out effects from the Capital Campaign, YTD Cash from operating activities is still a positive $ 411k.

$ 1.7M has been used in investment activities (i.e.- driven by Broadway building renovations and buying $ 550k in 18- & 24-month certificates of deposit).

$ 891k has been provided by financing activities (i.e.- new draws on the construction loan less principal payments on the original Umpqua mortgage). We have not dipped into the Line of Credit, and we’ve paid $ 80k in interest on our Umpqua loans, year-to-date. “Income Statement” commentary: Revenues: YTD revenue from operations is up $ 657k (+16.0%) from YTD Budget and also up $ 912k (+23.6%) from prior year (same month YTD). Items of interest include:

1) Governmental is up $ 132k (net). Summer Food Program (calendar 2019) was down from Budget, but other areas like USDA TEFAP, USDA Trade Mitigation, Meals on Wheels, and OHRF are up due to either unexpected additional funding or conservative budgeting.

2) Development (not including capital campaign) was at 271% of the month’s budget, and remains high at 118% of YTD Budget ($ 3.46M actual vs $ 2.94M budget). All Development categories are now over budget: Events (+$ 50k), Bequests (+$ 102k), Major Donors (+$ 243k), Monthly Donors (+$ 10k), Direct Mail (+$ 23k) & Grants (+$ 88k). COVID-reactive donations have been strong since mid-March. Almost all of these donations have been unrestricted in nature.

3) Capital Campaign: We’ve brought in $ 1.37M this year (-$ 845k under budget). Budget was simply spreading $2.9M at an even rate per month in FY20. Since we’ve extended the campaign, this simply means we’ll have longer to start Phase 2 at Bailey Hill.

Expenses: Operating expenses are $ 88k under budget. Personnel is under budget by $ 148k due to many unplanned transitions. Some areas will have permanent savings from budget (not backfilling positions: warehouse & delays in planned Jan 2020 hiring of Equity Coordinator and the Advocacy vacancy), some areas will have timing differences with both permanent and temporary savings (gap months of unfilled positions: development, warehouse), and some other areas are planning to be a wash with respect to budget (trading out some positions for other budgeted positions: warehouse, development, programs & services). We will also have a permanent savings on benefits due to the transitions. We had planned for upwards of 51 active health insurance participants at this stage. We’re at 44 participants in March. Other operational expenses were $ 60k over budget. Fundraising (-$ 19k) is down primarily to Event costs being down (offset some by increased Direct Mail expense). Another major variance is in Depreciation (+$ 52k). Budget comparison: Operational Revenue to Budget = +$ 657k, combined with Operating Expense net savings of $ 88k = Net Surplus from Operations to Budget of +$ 745k. With -$ 122k less than budget investments, -$ 726k less than budgeted Capital Campaign, and a +$ 508k Donated Food/In-kind results in +$ 405k to YTD Budget. Prior year comparison: Operational Revenue is over the prior year +$ 912k, Operating Expense is up $ 363k = Net negative change of +$ 549k from prior year's Operations. After a change of -$ 173k in investment activity, +$ 354k net Capital Campaign activity, and a +$ 186k Donated Food/In-kind, FY20 YTD is up +$ 916k from prior year. Current Year-to-Date Net Surplus: +$ 475k Net Surplus from Operations, +$ 2.2M Net Surplus after non-operational activity.

Statement of Functional Expenses & “KPIs” from the Income Statement: • Our revenue split remained 26% governmental, 70% development department, and 4% program-related.

• We’re at a breakdown of 92.0% programmatic expenses versus 5.5% development and 2.5% admin

expenses, in line with our normal functional spend ratios.

• For every $1 spent on development, we bring in $ 5.51 of development revenue ($ 19.32 if you include development revenue and donated food). We are in a high to high-mid range benchmarks.

• For every $1 spent on official FFLC events, we’ve brought in $ 3.58 of event revenue.

• For every $1 spent on the Capital Campaign, we’ve brought in $ 43.19 of pledges (this year’s data only).

Personnel Costs vs Budget by Category

Actual % of Total Budget % of Budget Actual % of Total Budget % of Budget

Revenue by Source (13‐rolling Quarters ) Salaries, wages & temp labor 212,970$ 73.7% 227,334$ 93.7% 2,000,441$ 77.7% 2,085,243$ 95.9%Taxes, unemployment & W/C 19,868 6.9% 22,117 89.8% 171,762 6.7% 178,374 96.3%COVID‐related labor & tax 1,410 0.5% ‐ n/a 1,410 0.1% ‐ n/aHealth & other insurance 40,762 14.1% 48,582 83.9% 351,751 13.7% 414,631 84.8%Simple IRA Match 4,557 1.6% 4,604 99.0% 39,792 1.5% 43,738 91.0%Accrued vacation adj 9,530 3.3% ‐ n/a 8,162 0.3% ‐ n/a

TOTAL 289,097$ 100.0% 302,637$ 95.5% 2,573,318$ 100.0% 2,721,986$ 94.5%

Employee hours 9,945 avg cost*/hour: 29.07$ 96,916 avg cost*/hour: 26.55$ avg FTEs 56.5 61.5 VOL hours 2,832 MTD Estimated Value of 49,896 YTD Estimated Value ofavg VOL FTEs 16.1 VOL Labor: 82,000$ 31.7 VOL Labor: 1,325,000$

*fully loaded cost = wage + tax + benefits)

Quarterly Liquidity Trend Sep 18 Dec 18 Mar 19 Jun 19 Sep 19 Dec 19 Mar 20

Cash + S/T investment 2,611,605$ 3,121,722$ 2,700,583$ 2,393,199$ 2,887,967$ 3,713,911$ 3,282,507$ +/‐ net capital campaign (1,016,640) (1,027,597) (950,514) (68,765) (169,739) (661,166) (662,959)

Accounts receivable 242,276 167,348 365,793 1,051,979 225,783 455,090 497,282 less current liabilities (330,578) (384,368) (388,571) (1,045,643) (772,396) (334,083) (348,490) Quick liquidity metric 1,506,663$ 1,877,105$ 1,727,291$ 2,330,770$ 2,171,615$ 3,173,752$ 2,768,340$

red dot = max in period

Food Received vs Food Distributed (3‐year trend, monthly rolling) & EOM Inventory Distributed Food, Pounds OUT by Category (12‐month rolling trend) Capital Campaign Summary

GOAL 8,500,000$

Results to DateReceived:Cash 3,853,972$ In‐Kind 300,624

4,154,596$

Pledged:FY20 332,219$

FY21 287,800 FY22 508,000 FY23+ 10,000

Total Raised 5,292,615$ Prior 12‐months Dry: 41% Cold Stored: 55% Waste: 4% to Date 62.3%

Custom Debt Service Coverage Ratio (1.25 is req'd by Umpqua Bank)

Change in Net Assets* + Depr/Amort + Interest + 10% (Unrestr.** Cash + Invest) = 20.66 Inventory on hand, month‐end: 1,541,505$ In LBS: 1,340,000 Scheduled Principal & Interest due in the Measured Period ($8,420.80 x # mos) Weeks on hand, based on prior 3‐mos avg distributed: 8.0 *‐ changes from non ‐donated rev & exp **‐donor restricted (not board or mgmt restricted) 16.5 x

(note: distributed pounds includes waste) avg turns, prior 12‐mos 7.6

Trend vs 4 Qtr Avg

MTD YTDas of March 31, 2020

Financial Dashboard

500,000

600,000

700,000

800,000

900,000

1,000,000

1,100,000

1,200,000

1,300,000

1,400,000

1,500,000

Mar17

May17

Jul 17 Sep17

Nov17

Jan 18 Mar18

May18

Jul 18 Sep18

Nov18

Jan 19 Mar19

May19

Jul 19 Sep19

Nov19

Jan 20 Mar20

Lbs. Received Lbs. Distributed+waste Inventory at EOM (LB)

‐

300,000

600,000

900,000

Shelf Stable Cold Stored Fresh Produce Non food Waste

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

Government Grants & United Way Development Other Program COVID‐related Capital Campaign

same quarter in prior years

FOOD for Lane CountyStatements of Financial Position (Balance Sheet) ‐ SummaryAs of March 31, 2020

Prior FYE6/30/2019

Last Month2/29/2020

Current Month3/31/20

PY Same Month3/31/19 Change from Prior FYE

Change fromLast Month

Change fromPY Same Month

ASSETSCash‐Operating 1,000,055$ 1,589,848$ 1,495,888$ 1,340,820$ 495,833$ (93,960)$ 155,068$ Certificates of Deposit ‐ 553,070 553,784 ‐ 553,784 714 553,784 S/T investments‐Operating & CapEx Reserves 1,393,144 1,334,998 1,232,835 1,359,763 (160,309) (102,163) (126,928) CASH & SHORT‐TERM INVESTMENTS 2,393,199 3,477,916 3,282,507 2,700,583 889,308 (195,409) 581,924

ACCOUNTS RECEIVABLE 1,051,979 318,250 497,282 365,793 (554,697) 179,032 131,489 PLEDGES ‐ MAJOR 675,003 1,188,548 1,138,020 750,587 463,017 (50,528) 387,433 INVENTORY 1,019,533 1,676,685 1,541,505 1,195,811 521,972 (135,180) 345,694 TOTAL CURRENT ASSETS 5,139,714 6,661,399 6,459,314 5,012,774 1,319,600 (202,085) 1,446,540

OTHER ASSETS 52,093 67,617 59,898 60,847 7,805 (7,719) (949) BENEFICIAL INTEREST in OCF ENDOWMENTS 1,583,341 1,660,631 1,570,747 1,543,813 (12,594) (89,884) 26,934

FIXED ASSETSGross Book Value 9,916,872 11,207,219 11,238,887 7,772,128 1,322,015 31,668 3,466,759 Accumulated Depreciation (2,350,058) (2,518,056) (2,555,126) (2,298,886) (205,068) (37,070) (256,240) TOTAL FIXED ASSETS 7,566,814 8,689,163 8,683,761 5,473,242 1,116,947 (5,402) 3,210,519

TOTAL ASSETS 14,341,962$ 17,078,810$ 16,773,720$ 12,090,676$ 2,431,758$ (305,090)$ 4,683,044$

LIABILITIES & NET ASSETS

ACCOUNTS PAYABLE & ACCRUED EXPENSES 809,963$ 96,746$ 64,507$ 92,709$ (745,456)$ (32,239)$ (28,202)$ ACCRUED PERSONNEL (PAYROLL, TAX, VAC.) 179,500 211,948 238,243 252,022 58,743 26,295 (13,779) LINE OF CREDIT & OTHER CURRENT DEBT 39,300 40,200 40,800 38,900 1,500 600 1,900 DEFERRED REVENUES & OTHER LIABS. 16,880 4,940 4,940 4,940 (11,940) ‐ ‐ TOTAL CURRENT LIABILITIES 1,045,643 353,834 348,490 388,571 (697,153) (5,344) (40,081)

LONG TERM LIABILITIES 1,735,808 2,704,345 2,625,154 1,473,686 889,346 (79,191) 1,151,468

TOTAL LIABILITIES 2,781,451$ 3,058,179$ 2,973,644$ 1,862,257$ 192,193$ (84,535)$ 1,111,387$

NET ASSETSWithout Donor Restrictions 9,573,146$ 11,548,159$ 11,714,949$ 7,514,080$ With Donor Restrictions, Purpose Restricted 1,939,348 2,424,455 2,037,110 2,666,322 With Donor Restrictions, Perpetual in Nature 48,017 48,017 48,017 48,017 TOTAL NET ASSETS 11,560,511$ 14,020,631$ 13,800,076$ 10,228,419$ 2,239,565$ (220,555)$ 3,571,657$

TOTAL LIABILITIES & NET ASSETS 14,341,962$ 17,078,810$ 16,773,720$ 12,090,676$ 2,431,758$ (305,090)$ 4,683,044$ - - - - - - -

Statements of Financial Position - Key Performance IndicatorsCurrent Ratio (Liquidity) FA goal 2.0+ 4.9 18.8 18.5 c 12.9 current assets to current liabilities

Quick Ratio (Liquidity) FA goal 2.0+ 3.3 10.7 10.8 c 7.9 cash & receivables only to current liabilities

Debt Ratio (Leverage) FA goal < 25% 29.1% 26.5% 25.4% 24.8% total liabilities to unrestricted net assets

Cash & Investments vs. Immediate Needs 1,608,000 1,946,000 1,957,000 s 1,671,000 surplus vs. 3mo Operating, doesn't incl. restricted

Months of Cash on Hand FA goal 2 mos+ 2.5 3.7 3.5 3.7 actual cash (doesn't include available investments)

Operating Surplus / Reserve FA goal > $ -0- 68,000 423,000 678,000 305,000 includes other liquidity & adjusted donor restrictions

Liquid Unrestricted Net Assets FA goal 3 mos+ 4.7 6.7 7.1 U 5.7 Unrestricted less CapAssets / Monthly Oper. Exp

FA = Feeding America

Commentary:

Variance: Increases (Decrease)

Total Assets for March 2020 compared to prior year‐end is up $ 2.4M, and down $ 305k from last month.

Month‐over‐month, key changes include:• Operating cash in the bank is $ 1.5M (down $ 94k from last month). • Investments: The Schwab & Vanguard accounts’ fair market values took major hits (down $ 102k). The OCF quasi‐endowment also took a major hit of $ 90k (one‐month lag). Our goals for all of these funds are long‐term, and this is non‐operational activity.• Fixed Assets: We’ve had cash CapEx additions of $ 1.2M YTD, which is largely Broadway‐related. We’ve had $ 172k of non‐cash YTD Capital Asset additions (donated to us).• Inventory dropped from the prior month (‐163,000 pounds). We’re at 1,340,000 pounds on hand, representing approximately 8.0 weeks. We were at 1,503,000 pounds in February 2020 (last month), 951,000 pounds in March 2019 (same month prior year), and 800,000 pounds in June 2019 (prior fiscal year end).

Total Liabilities decreased $ 85k from last month (but up $ 192k from the prior year‐end). The net decrease (month) and net increase (YTD) is primarily due to activity on the construction loan. Other activity was normal operational activity (accrued payroll, vacation, payables, etc).

Net Assets: The Board Designation of $ 600k for future Gardens’ use impacted our Liquid Unrestricted Net Assets (“LUNA”) earlier in the fiscal year – essentially moving cash from operating activities and applying it for a Board‐restricted use. This might pinch net positive LUNA calculations and potentially liquidity ratios in times of lower cash (summer months).

Overall, March 2020's Balance Sheet remains strong with total assets at $ 16.8M.

FOOD for Lane CountyFinancial Position (Balance Sheet) by Category ‐ Historical and Graphical

Assets by Category ‐‐ historical by quarter Liabilities by Category ‐‐ historical by quarter

The Makeup of Our Net Assets ‐‐ historical by quarter Net Assets With Donor Restrictions ‐‐ at current balance sheet date

Our base of both assets and liabilities didn't change much until July 2017, when we purchased the warehouse at 2345 W Broadway, and again from Feb to Sept 2019 with Broadway renovations.This impacted our Capital Asset levels, kicked off the Capital Campaign pledges, and was also financed 75% ($1.5M) with new debt from Umpqua Bank plus the renovation loan (net $1.2M drawn).

As of March 31, 2020

A nonprofit's Net Assets are similar to "Retained Earnings" in a for‐profit company. For our Net Assets Without Donor Restrictions (Designated) , those reflect Board designations. They currently represent:(1) the OCF quasi‐endowment and (2) the FY19 bequest designated for Gardens use

Larger restrictions are tracked monthly (Inventory, Capital Campaign & Meals on Wheels ).Other restrictions are tracked quarterly (Greg Webster Fund & other program/project restrictions ).

‐

2,500,000

5,000,000

7,500,000

10,000,000

12,500,000

15,000,000

17,500,000

FYE 17 1QFY18

2QFY18

3QFY18

FYE 18 1QFY19

2QFY19

3QFY19

FYE 19 1QFY20

2QFY20

3QFY20

Cash & InvestmentsReceivablesInventoryOCF Quasi‐endowmentCapital Campaign PledgesOther AssetsCapital Assets, net

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

FYE 17 1QFY18

2QFY18

3QFY18

FYE 18 1QFY19

2QFY19

3QFY19

FYE 19 1QFY20

2QFY20

3QFY20

Payables, Accrued & Other

Personnel‐related

Current Debt

Long‐term Debt

‐

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

1Q FY19 2Q FY19 3Q FY19 FYE 19 1Q FY20 2Q FY20 3Q FY20

With Restrictions, Perpetual With Restrictions, PurposeWithout Restrictions, Capital Assets Without Restrictions, DesignatedWithout Restrictions

Inventory, $1,541,505 , 73.9%

Meals on Wheels, $349,315 , 16.8%

Snack Pack, $99,577 , … Other programs or projects, $42,757 , 2.1%

Greg Webster Fund, $51,973 , 2.5%

"LUNA"Liquidunrestricted

PurposeRestricted

Unrestricted,but tiedup as

Capital Assets

FOOD for Lane CountyStatements of Cash FlowsFor the periods ending…

9‐mos ended 1‐mo ended 9‐mos endedMar 31, 2020 Mar 31, 2020 Mar 31, 2019

Operating Activities:Net change in Net Assets ‐ surplus (deficit) 902,253$ (218,149)$ 340,670$ Net of activity from the P&L statement

[non‐capital campaign]

Capital Campaign‐relatedCapital Campaign ‐ Net surplus (deficit) 1,337,533 (2,406) 983,095 Pulled out for internal informational purposes onlyDecrease (Increase) in Pledges receivable ‐ capital campaign (463,017) 50,528 (261,424) Unconditional pledges, not in working capital

Non‐cash adjustments to reconcile change in net assets:Depreciation and amortization 301,276 37,070 167,701 Non‐cash additions to capital assets (172,008) ‐ (89,585) (Gain) loss on disposal of capital assets (600) ‐ 548 Realized & unrealized (gains) losses on investments 132,089 111,999 15,735 Schwab (FFLC & MOW) & VanguardNet change in beneficial interest in the assets of OCF (19,501) 57,789 (31,910) OCF change (positive) negative ‐ in total (fees incl.)Contribution of investments (61,233) (2,049) (63,747) Moving donations from operations to investingDecrease (Increase) in Donated inventory (507,362) 59,039 (214,039)

Changes in operating assets and liabilities:Decrease (Increase) in Accounts receivable 554,697 (179,032) (102,862) Grants, billings, and other misc timingDecrease (Increase) in Purchased inventory (14,610) 76,141 ‐ Decrease (Increase) in Prepaid assets (7,805) 7,719 (8,506) Unemployment trust & other prepaids

Increase (Decrease) in Accounts payable & accrued expenses (745,456) (27,564) (69,420) Increase (Decrease) in Payroll‐related 58,743 26,295 53,648 Accrued payroll, vacation, benefitsIncrease (Decrease) in Deferred revenue (9,042) ‐ (21,428) YE accruals, Deferred Revenue for EB Auction

Net cash provided from (used by) Operating Activities 1,285,957$ (2,620)$ 698,476$ YTD Net Working Capital change = $‐163473

Investing ActivitiesProceeds from beneficial interest in assets of OCF 32,095$ 32,095$ 31,682$ Proceeds from sale of donated investments 61,165 2,201 63,584 Schwab FFLCProceeds from sale of investments ‐ ‐ ‐ Schwab ‐ our own activity (not donors)Net purchases of investments 21,385 (7,147) (140,493) Schwab FFLC/MOW & Vanguard ‐ reinvested div & intNet purchases of certificates of deposit (550,000) ‐ ‐ Proceeds from sale of capital assets 600 ‐ 150 Additions to property, plant & equipment ‐ regular (339,146) (38,983) (130,618) Additions to property, plant & equipment ‐ capital campaign (886,919) (315) (554,645) Broadway‐related & RSA Design Phase billingsAdditions to intangibles (20,150) ‐ (6,600)

Net cash provided from (used by) Investing Activities (1,680,970)$ (12,149)$ (736,940)$

Financing ActivitiesProceeds from long‐term debt 920,593$ (75,000)$ ‐$ Principal payments on long‐term debt (29,747) (4,191) (28,718)

Net cash provided from (used by) Financing Activities 890,846$ (79,191)$ (28,718)$

Net increase (decrease) in Cash 495,833$ (93,960)$ (67,182)$

Cash and cash equivalents, beginning 1,000,055 1,589,848 1,408,002 Cash and cash equivalents, ending 1,495,888 1,495,888 1,340,820 Net change in cash and cash equivalents 495,833$ (93,960)$ (67,182)$

with some of the interest being capitalized (during construction).7. Net borrowing on the Construction Loan = $ 921k YTD. Net borrowing on Line of Credit = $‐0‐ YTD. We have paid $ 80k in interest expense on our Umpqua loans YTD;

Commentary & Supplemental Non‐cash Information:1. Our cash & equivalents position has increased by $ 496k since the beginning of the fiscal year. 2. YTD net surplus from (GAAP) operations, adjusted for non‐cash expenses, investment and donated inventory activity, increased cash & equivalents by $ 575k.

5. Cash YTD CapEx additions have consumed $ 1.2M, driven by the Broadway renovations.6. We have $ 172k in non‐cash YTD CapEx additions (primarily the Pape Electric forklifts and Broadway Subcontractors).

4. YTD operational cash flows from non‐capital campaign activities increased cash & equivalents by $ 411k. This is not GAAP presentation; so hasn't been noted above.

3. Working capital changes (A/R, A/P, payroll accruals, etc) have used $ 163k (net). With capital campaign cashflow activity of +$ 875k, we have YTD operational cash flows of $ 1.3M. The capital campaign pledges/grants have $ 463k in new pledges (net) since the prior fiscal year end.

FOOD For Lane CountyStatements of Activity: Summary Level I A B C D E F G H J K

For the 9‐months ended March 31, 2020 = C ÷ A = E ÷ A = E ‐ G = E ‐ C = J ÷ C

$% ofRev $

% ofRev

% of FYBudget $

% ofRev

% of FYBudget $

% ofRev $ Var % Var

Variance ExplanationRev: if +/‐ $10k and 10% Exp: if +/‐ $5k and 5%

Revenues from Operations

Government Grants & Programs 1,325,930$ 25.1% 1,041,373$ 25.3% 78.5% 1,173,387$ 24.6% 88.5% 1,002,093$ 26.0% 171,294$ 132,014$ 12.7% SFP down (perm until EOY), USDA up (TEFAP & Trade Mitig.), OHRF upGrants & United Way 1,111,000 21.0% 851,677 20.7% 76.7% 940,153 19.7% 84.6% 681,769 17.7% 258,384 88,476 10.4% tracking well in FY20, we will continue to monitorOther Program Revenues 306,100 5.8% 135,587 3.3% 44.3% 143,578 3.0% 46.9% 142,314 3.7% 1,264 7,991 5.9% Direct Mail & Other Solicitation 817,100 15.5% 695,371 16.9% 85.1% 718,277 15.1% 87.9% 645,402 16.7% 72,875 22,906 3.3% Direct Mail rebounded in March (COVID wave of donations)Events & Other Drives 986,100 18.7% 789,107 19.2% 80.0% 838,982 17.6% 85.1% 727,571 18.8% 111,412 49,875 6.3% FFLC Events down offset by strong Fund DrivesOther Development (Monthly, Major, Bequests) 736,800 13.9% 602,430 14.6% 81.8% 957,910 20.1% 130.0% 661,499 17.1% 296,411 355,480 59.0% monthly, major & bequests all up

Total Revenues from Operations 5,283,030$ 100.0% 4,115,545$ 100.0% 77.9% 4,772,287$ 100.0% 90.3% 3,860,647$ 100.0% 911,640$ 656,742$ 16.0%

Operating Expenses

Personnel Wages & Benefits 3,680,000$ 69.7% 2,721,986$ 66.1% 74.0% 2,573,318$ 53.9% 69.9% 2,495,397$ 64.6% 77,921$ (148,668)$ ‐5.5%

Food Distribution is down for a variety of reasons, Development also down due to vacancies. other departments are within Budget (+/‐). Taxes are DOWN, W/C rates UP. Health insurance down (participation rate), will sustain @ lower.

Outside Contractual Services 165,100 3.1% 116,732 2.8% 70.7% 122,203 2.6% 74.0% 112,688 2.9% 9,515 5,471 4.7% Food & Supplies 914,150 17.3% 707,123 17.2% 77.4% 724,178 15.2% 79.2% 657,297 17.0% 66,881 17,055 2.4% Food purchases now up slightly, Gardens programs expenses upStaff, Board & Miscellaneous 59,300 1.1% 44,191 1.1% 74.5% 42,758 0.9% 72.1% 36,422 0.9% 6,336 (1,433) ‐3.2% Equipment Expenses 62,000 1.2% 45,321 1.1% 73.1% 39,326 0.8% 63.4% 33,458 0.9% 5,869 (5,995) ‐13.2% lower equipment R&M than expected, will continue to monitorFacility Expenses 640,150 12.1% 460,640 11.2% 72.0% 521,276 10.9% 81.4% 314,509 8.1% 206,767 60,636 13.2% Depreciation timing, will sustain through remainder of yearVehicle Expenses 90,500 1.7% 66,313 1.6% 73.3% 70,130 1.5% 77.5% 66,397 1.7% 3,733 3,817 5.8% Fundraising Expenses 273,430 5.2% 223,586 5.4% 81.8% 204,105 4.3% 74.6% 218,273 5.7% (14,168) (19,481) ‐8.7% will continue to monitor, driven by 2 prospect mailings (vs 1)Total Expenses: Non‐Personnel 2,204,630$ 41.7% 1,663,906$ 40.4% 75.5% 1,723,975$ 36.1% 78.2% 1,439,043$ 37.3% 284,932$ 60,069$ 3.6%

Total Operating Expenses 5,884,630$ 111.4% 4,385,892$ 106.6% 74.5% 4,297,293$ 90.0% 73.0% 3,934,440$ 101.9% 362,853$ (88,599)$ ‐2.0%

Net Surplus (Deficit) from Operations (601,600)$ (270,347)$ 474,994$ (73,793)$ 548,787$ 745,341$

Investment activity, net 85,400 66,338 77.7% (56,018) ‐65.6% 80,749 (136,768) (122,356) ‐184.4% adjusted FMV (monthly) Other Income (Expense), net (44,500) (28,433) 63.9% (24,567) 55.2% 11,348 (35,915) 423 ‐1.5%

Other Income (Expense) ‐ non‐operational 40,900$ 37,905$ (80,585)$ 92,097$ (172,682)$ (121,934)$ ‐321.7%

Capital campaign revenues 2,900,000 2,214,200 76.4% 1,369,238 47.2% 1,021,845 347,393 (844,962) ‐38.2% budget spread was based on spreading evenly by monthless: Capital campaign consulting, materials, and other expenses (200,000) (149,994) 75.0% (31,706) 15.9% (38,615) 6,909 118,288 ‐78.9%

Capital campaign activities 2,700,000$ 2,064,206$ 1,337,533$ 983,230$ 354,302$ (726,673)$ ‐35.2%

Donated Food Value from OFB and USDA, In‐kind revenues ‐ ‐ 8,664,032 9,077,333 (413,300) 8,664,032 less: Distributed Food Value, In‐kind expenses ‐ ‐ (8,156,187) (8,755,102) 598,915 (8,156,187) Net food donation (distribution) & In‐kind activity ‐$ ‐$ 507,845$ 322,231$ 185,615$ 507,845$

CHANGE IN NET ASSETS ‐ Surplus (Deficit) 2,139,300$ 1,831,764$ 2,239,786$ 1,323,765$ 916,022$ 404,579$

Other Budget Info: internal use onlyUnemployment Trust Fund Transfers, net (20,000) (15,000) (17,349) (3,597) (2,349) OCF endowment distributions 64,000 32,000 32,095 31,682 95 Directional Arrow LegendCapital expense ‐ including Broadway acquisition & renovation (1,900,000) (1,800,000) (1,246,215) (691,864) 553,785 relatively flat (+/‐ $1,000)Proceeds from Umpqua loan on Broadway 1,000,000 1,000,000 920,593 ‐ (79,407) Revenues down (red = unfavorable)Non Cash Expenditure‐Depreciation & Loss on Disposal 351,000 249,036 301,876 167,153 52,840 Revenues up (green = favorable)Remove Unrealized fluctuations in FMV of investments & endowment ‐ ‐ (129,513) 13,509 (129,513) Expenses down (green = favorable)(Addition) Release from Gardens Board Designation 50,000 33,300 28,592 ‐ (4,708) Expenses up (red = unfavorable)(Addition) Release from Temp Restricted Assets (programs), net 85,000 56,700 217,089 (54,672) 160,389 (Addition) Release from Temp Restricted Assets (capital campaign), net (2,000,000) (1,333,300) (140,946) (48,081) 1,192,354 (Addition) Release from Temp Restricted Assets (other development), net 270,000 (133,333) 193,080 18,666 326,413 ADJUSTED CHANGE DUE TO OTHER BUDGET INFO 39,300$ 0.7% (78,833)$ ‐1.9% 2,399,088$ 50.3% 756,561$ 19.6% 2,474,478$

Commentary:

Actual: Prior YearYTD thru 3/31/19

Revenues: YTD revenue from operations is up $ 657k (+16.0%) from YTD Budget and also up $ 912k (+23.6%) from prior year (same month YTD).

Items of interest include: 1) Governmental is up $ 132k (net). Summer Food Program (calendar 2019) was down from Budget, but other areas like USDA TEFAP, USDA Trade Mitigation, Meals on Wheels, and OHRF are up due to either unexpected additional funding or conservative budgeting. 2) Development (not including capital campaign) was at 271% of the month’s budget, and remains high at 118% of YTD Budget ($ 3.46M actual vs $ 2.94M budget). All Development categories are now over budget: Events (+$ 50k), Bequests (+$ 102k), Major Donors (+$ 243k), Monthly Donors (+$ 10k), Direct Mail (+$ 23k) & Grants (+$ 88k). COVID‐reactive donations have been strong since mid‐March. Almost all of these donations have been unrestricted in nature. 3) Capital Campaign: We’ve brought in $ 1.37M this year (‐$ 845k under budget). Budget was simply spreading $2.9M at an even rate per month in FY20. Since we’ve extended the campaign, this simply means we’ll have longer to start Phase 2 at Bailey Hill.

Expenses: Operating expenses are $ 88k under budget. Personnel is under budget by $ 148k due to many unplanned transitions. Some areas will have permanent savings from budget (not backfilling positions: warehouse & delays in planned Jan 2020 hiring of Equity Coordinator and the Advocacy vacancy), some areas will have timing differences with both permanent and temporary savings (gap months of unfilled positions: development, warehouse), and some other areas are planning to be a wash with respect to budget (trading out some positions for other budgeted positions: warehouse, development, programs & services). We will also have a permanent savings on benefits due to the transitions. We had planned for upwards of 51 active health insurance participants at this stage. We’re at 44 participants in March. Other operational expenses were $ 60k over budget. Fundraising (‐$ 19k) is down primarily to Event costs being down (offset some by increased Direct Mail expense). Another major variance is in Depreciation (+$ 52k).

Budget comparison: Operational Revenue to Budget = +$ 657k, combined with Operating Expense net savings of $ 88k = Net Surplus from Operations to Budget of +$ 745k. With ‐$ 122k less than budget investments, ‐$ 726k less than budgeted Capital Campaign, and a +$ 508k Donated Food/In‐kind results in +$ 405k to YTD Budget.

Prior year comparison: Operational Revenue is over the prior year +$ 912k, Operating Expense is up $ 363k = Net negative change of +$ 549k from prior year's Operations. After a change of ‐$ 173k in investment activity, +$ 354k net Capital Campaign activity, and a +$ 186k Donated Food/In‐kind, FY20 YTD is up +$ 916k from prior year.

Current Year‐to‐Date Net Surplus: +$ 475k Net Surplus from Operations, +$ 2.2M Net Surplus after non‐operational activity.

FY19, the assessed value was $1.68/lb based on Feeding America values & mix compared with FFLC 's mix. In FY20, the new amount is $1.66/lb.

Change from PY

YTD Actual vs YTD BudgetYTD thru 3/31/207/1/19‐6/30/20

Actual: Current YearYTD thru 3/31/20

BudgetYTD thru 3/31/20

Budget: Full Year

FOOD for Lane County FY20 Operational Revenues by Category ‐‐ compared to Budget & Prior YearOperating Activities compared to Budget & Prior Year ‐ GraphicalFor the 9‐months ended March 31, 2020

FY20 Operational Revenues ‐‐ compared to Budget & Prior Year

Development only…

FY20 Operational Expenses ‐‐ compared to Budget & Prior Year FY20 Operational Expenses by Category ‐‐ compared to Budget & Prior Year

Operational revenues are OVER YTD budget (+$ 657k) and UP from the prior year (+$ 912k).All Operational revenue areas are now OVER Budget (Governmental, Grants, Direct Mail,

Events, Major, Monthly, and Bequests).

Operational expenses are UNDER YTD budget (‐$ 88k) and UP from prior year (+$ 363k). The increase in costs compared to the PY, is led by personnel, IT & facility (Depreciation). We will continue to monitor.

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

5,000,000

1Q 2Q 3Q

Actual QTD Budget QTD

Actual YTD Budget YTD

Prior Year YTD

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

1Q 2Q 3Q

Actual QTD Budget QTD

Actual YTD Budget YTD

Prior Year YTD

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

Government Grants & Programs Development Revenues Other Program Revenues

ActualYTD BudgetPrior Year

‐

250,000

500,000

750,000

1,000,000

Grants Direct Mail Events Other

Actual

YTD Budget

Prior Year

‐

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Personnel OutsideServices

Food &Supplies

Staff &Board Exp

Equipment Facility Vehicle Fundraising

Actual

YTD Budget

Prior Year

‐

500,000

1,000,000

1,500,000

2,000,000

Salaries & Wages Taxes,unemployment, and

worker'scompensation

All Other Benefits

Personnel only Actual

YTD Budget

Prior Year

includes $100,000 in COVID‐related revenue YTD

Actual includes ~$8k in COVID‐related expenses YTD

FOOD For Lane CountyStatements of Functional ExpensesFor the 9‐months ended March 31, 2020

Food & Hunger Programs

Resource Development

Management & Administration TOTAL EXPENSES

Food & Hunger Programs

Resource Development

Management & Administration TOTAL EXPENSES

Expenses by CategoryPERSONNEL 1,957,081$ 340,302$ 275,935$ 2,573,318$ 1,847,933$ 368,217$ 279,246$ 2,495,397$

OUTSIDE SERVICES 81,203 18,982 22,018 122,203 68,426 17,212 27,051 112,688

FOOD, PROGRAM & OFFICE EXPENSES 714,790 5,539 3,849 724,178 649,279 4,376 3,642 657,297

STAFF & BOARD DEVELOPMENT 27,805 6,190 8,763 42,758 25,603 1,973 8,845 36,422

EQUIPMENT 7,906 31,706 (285) 39,326 29,275 2,896 1,287 33,458

FACILITY EXPENSES 508,251 3,016 10,008 521,276 289,044 13,463 12,002 314,509

VEHICLE EXPENSES 52,665 17,446 18 70,130 66,385 ‐ 12 66,397

FUNDRAISING EXPENSES (15) 204,120 ‐ 204,105 ‐ 218,273 ‐ 218,273

Total Operating Expenses 3,349,686$ 627,301$ 320,306$ 4,297,293$ 2,975,945$ 626,410$ 332,086$ 3,934,440$ 77.9% 14.6% 7.5% 75.6% 15.9% 8.4%

* *CAPITAL CAMPAIGN EXPENSES ‐ no in kind ‐ 31,706 ‐ 31,706 ‐ 38,615 ‐ 38,615

DONATED INVENTORY DISTRIBUTED 8,076,959 25,705 ‐ 8,102,665 8,755,102 ‐ ‐ 8,755,102

OTHER EXPENSES 74,873 ‐ (600) 74,273 47,069 ‐ 548 47,617

Total Expenses 11,555,041$ 684,712$ 319,706$ 12,559,459$ 11,778,116$ 665,024$ 332,634$ 12,775,774$ 92.0% 5.5% 2.5% 92.2% 5.2% 2.6%

* ** * ***‐ Feeding America (FA) benchmark > 70%; Charity Navigator benchmark is 75%+ and their top tier goal is 92%+.**‐ Charity Navigator top tier goal is < 5%.

Statement of Activities - Key Performance Indicators

FY20 TotalBudget

YTD FY20 Budget

YTD thru 3/31/20

YTD thru 3/31/19

Where Our Money Comes From…Governmental Revenue Ratio - mostly restricted use 25.1% 25.3% 24.6% 26.0% FA goal is < 50% gov'tDevelopment Revenue Ratio - mostly unrestricted use 69.1% 71.4% 72.4% 70.4%Programs Revenue Ratio - sales & fees for services 5.8% 3.3% 3.0% 3.7%

EfficiencyFundraising Efficiency ("ROI") - All Development (no food) 4.29$ 4.48$ 5.51$ 4.34$ every $1.00 spent on fundraising = $ X.XX of development revenueFundraising Efficiency ("ROI") - Development (with donated food & operational in-kind revenues) CN top tier goal is $33+; high-mid tier goal is $10 to $33

19.32$ 18.83$

Fundraising Efficiency ("ROI") - Events only Industry benchmark is $2+ 3.28$ 2.95$ 3.58$ 2.95$ every $1.00 spent on events = $ X.XX of event revenueFundraising Efficiency ("ROI") - Capital Campaign*** Industry benchmark is 10-15% (i.e.- $6.67 to $10) 14.50$ 14.76$ 43.19$ 26.46$ every $1.00 spent on capital campaign = $ X.XX of revenue******‐ capital campaign expenses are external expenses only and do not include internal labor efforts (Executive Director, Development Director, Admin)

YTD thru 3/31/20 YTD thru 3/31/19Expense Breakdown ‐ Current Year Expense Breakdown ‐ Prior Year

every $1.00 spent on fundraising = $ X.XX of development revenue and donated food/in‐kind revenues (note: does not include Gov't or Program revenues)

FA goal is > 50% other

Executive Director’s Report, May 2020 pg. 1 of 15

EXECUTIVE DIRECTOR’S REPORT

May 14, 2020

ADMINISTRATION

FFLC continues to operate in COVID-19 emergency response mode. The weekly email updates provide an ongoing summary of related actions and initiatives.

For the program reports this month, there are a combination of year-to-date statistical reports and brief narrative updates. Reporting will get back to a more consistent monthly presentation when we have returned to more typical working conditions.


ADVOCACY

USDA/TEFAP

On April 17th the USDA announced a new program- the CFAP Truck to Trunk program, now Farms to Families program. This is a new program to help farmers offset their losses during the pandemic, and fill in the gaps in the food supply due to the July date for increased TEFAP food from the USDA. More info about this in the operations and food supply report.

COVID-19 Stimulus packages

The timing is uncertain on the next stimulus package, although it is likely the House will take up the legislation faster than the Senate. There are many marker bills in the cue related to hunger and food insecurity. The Feeding America network of food banks is asking for $500 million more for TEFAP and $500 million for TEFAP Storage and Distribution, as well as increases in SNAP benefits

SNAP updates

May is SNAP action month to hopefully get an increase in SNAP benefits in the next stimulus package. We are advocating for a 15% increase in SNAP benefits for as long as the economy is weak and to push against an economic downturn. The increase would impact seniors by increasing the minimum benefit level from $16 to $30 dollars per month. We are also advocating to suspend all SNAP rules that would stop or cut benefits.

The School/Pandemic EBT was approved in 22 states including Oregon, and will be issued to families with children enrolled in Free and Reduced-Price Lunch (FRPL). The program will offer close to $6 per child per school day to families who are enrolled in FRPL to help offset costs in increased meals that students would have received if they were still in school.

State level advocacy/policy

The state of Oregon released $8 million (75% FEMA/25% State Investment) in mid-April to help fill in the gaps in food supply, and to respond to increased need for food banks across Oregon. The funding allows regional food banks to purchase local product. One million will be released each week for 8 weeks and allocated among the regional food banks. The funding must be spent within each week it is allocated, and does not roll over to the next week.

Local collaborations

FOOD for Lane County and Willamette Farm and Food Coalition are teaming up to help source product from local farms impacted by the pandemic. Many local farms sell at farmer’s markets, restaurants or to schools through Farm To School and have been negatively impacted with contracts pending. We have allocated a portion of the emergency funding from the state devoted to purchasing weekly from our local farms through early June.


Additionally, FFLC has created a temporary partnership with the City of Eugene and Lane County to help provide food to people experiencing homelessness during this unprecedented time. We are sourcing food to help create to go lunches for city and county staff to distribute to unhoused community members due to our inability to safely allow for meal sites and congregate feeding at this time.


DEVELOPMENT & VOLUNTEERS

April 2020 Development financials will be complete after the submission date of this report, but unofficial numbers indicate a very significant increase in donation revenue – largely due to generous support from the community during the COVID-19 crisis. Notable gifts received in April include two six-figure gifts in the amount of $100,000 and $250,000, both of which are unrestricted (yet prompted by COVID-19).

Food/Fund Drives - We are thrilled to share that we did not entirely lose major food/fund drives as predicted. Trillium, UO Athletics, and KVAL quickly adapted to “virtual food drives” and helped raise over $114,000 combined.

• Trillium raised $15,000 • KVAL Can Do on April 15th raised $73,000. It involved on-air promotion of a telethon all day.

Stefani Roybal did a fantastic job organizing and leading the Development Team for success on the day of the event.

o Dawn Marie interfaced with KVAL throughout the day. Katie Dettman created the dedicated online donation form. Denise Wendt designed promotional graphics and answered calls from donors. Jennifer Ziegler provided donation updates as needed to activate challenge gifts and answered calls during the telethon. Eduardo Ortiz also processed gifts.

• The UO Spring Game raised $26,000. This virtual drive later inspired student athletes to organize a food drive on May 1st, which generated just under 6,200 pounds of food and $600 in cash gifts.

Events - We are still planning an alternative for Chef’s Night Out with the goal of encouraging ticket holders to help reignite the businesses of the participating restaurants and beverage purveyors once they can fully re-open. Dawn Marie Woodward is in communication with restaurants to determine their interest and confirm their commitment. However, we cannot move forward until we know when restaurants will be able to fully reopen.

Grants – Two notable grants received last month include 1) The United Way of Lane County for $2,500 to fund handwashing stations for the Dining room and staffing at the Sunday Interfaith breakfast and 2) a $15,000 grant to add clients to Meals on Wheels who had been on the waiting list since COVID-19 hit. Grants from all sources (including donor advised funds, two of which were mentioned at the beginning of this report) totaled $681,506 from 69 grants.

Revenue Actual YTD Budget YTD Budget FY % to goal FY

7.1.19 – 3.31.20 $3,455,322 $2,938,585 $3,651,000 95%

7.1.18 –3.31.19 $2,716,240 $2,663,226 $3,246,400 84%


The report below is current through April 2020. COVID-19 has drastically decreased volunteer participation. In April 2020, we had 266 volunteer shifts totaling 899 service hours. By comparison, in April 2019, we had 2680 volunteer shifts totaling 6942 service hours (representing a 90% loss in volunteer shifts and 87% decline in service hours). The decrease in volunteer activity has allowed Dan Budd and team to deep-clean the kitchen, implement and monitor increased sanitation protocols, support mobile pantry, and make progress with our volunteer management software program.

Volunteer Report Calendar YTD Totals

# Participants # Hours 2020 2019 Diff PY % PY 2020 2019 Diff PY % PY

Warehouse 290 588 (298) -50.7%

781.75 1438 (656.25) -46%

FREX 969 1806 (837) -46.3%

2,143.50 3613 (1469.50) -41%

Day Kitchen 393 459 (66) -14.4%

1,178.75 1364 (185.25) -14%

Dining Room 978 1672 (694) -41.5%

1,848.50 3096.75 (1248.25) -40%

Fresh Alliance 83 275 (192) -69.8%

123.75 767 (643.25) -84%

Meals on Wheels 1361 1717 (356) -20.7%

3,014.25 3654.5 (640.25) -18%

Youth Farm 268 486 (218) -44.9%

1,138.50 1736.25 (597.75) -34%

GrassRoots 704 1405 (701) -49.9%

2,500.25 4771.25 (2271.00) -48%

Board 25 25 0 0.0%

183.25 216.75 (33.50) -15%

Senior Grocery 21 14 7 50.0%

41.50 29 12.50 43%

Office 87 169 (82) -48.5%

277.50 464.75 (187.25) -40%

Nutrition Ed 23 31 (8) -25.8%

127.00 98 29.00 30% Nutrition Ed - Spanish 5 0 5 #DIV/0!

203.75 0 203.75 #DIV/0!

Snack Pack 38 90 (52) -57.8%

53.50 168.5 (115.00) -68%

Events 25 70 (45) -64.3%

104.00 248.25 (144.25) -58%

Totals 5270 8807 (3537) -40.2%

13,719.75 21666 (7946.25) -37%


OPERATIONS AND FOOD RESOURCING

Current Fiscal YTD Compared to Previous Fiscal YTD Current Fiscal YTD Report Period Ending: April 2020

ALL FOOD SOURCES Current

Fiscal YTD

Previous Fiscal YTD

Over/Under PY %

Over/Under PY %

% of Total

Receipts

USDA product 3,003,874 1,647,142 82% 1,356,732 43% OFB Donated Product 1,236,323 1,814,320 -32% -577,997 18% Food Drives 218,364 262,421 -17% -44,057 3% Local Grocery Recovery 1,065,973 1,291,627 -17% -225,654 15% Other Local Donations 958,597 1,545,082 -38% -586,485 14% Purchases 336,301 52,965 535% 283,336 5% CSFP 201,995 133,020 52% 68,975 3% Total Receipts 7,021,427 6,746,577 4% 274,850

Total Pounds Distributed 6,961,355 6,905,666 1% 55,689 99%

Local Food Percentage of Total Food Received YTD: 29% Scrap/Trash Percentage of Total Food Distributed YTD: 4% Produce Percentage of Total Food Received YTD: 25% Weeks of Inventory on Hand End of Month: 7.57 Lbs. on allocation at OFB 156,355 (OFB has narrowed the expiration window on allocations to two weeks in order to keep more product available to all RFBs which has in turn lowered the total amount of lbs. on allocation at any given point in time. Despite this, the total USDA volumes coming through the system continue to remain high) Operations: We have established Safety Compliance Officers at each location for the purpose of ensuring Staff are observing the most recent CDC recommendations regarding Social Distancing and general best practices in the current COVID-19 environment. Moreover in an effort to safeguard operations, we’ve established a policy designed to reduce contact between facilities. With minimal exceptions, each crew member will remain at a single facility. In the event someone should become ill, we could in theory quarantine all other Staff at that facility, while the other unaffected location(s) can remain in operation. The affected facility would then be professionally disinfected, and Staff could return once they recover. Currently, the bulk of food boxes for Mobile Pantry distributions are built at Bailey Hill while the produce bags are assembled at W. Broadway. An additional measure we’ve taken to mitigate the effects of potential Staff illness is to maintain roughly three weeks’ supply of food boxes at all times. Because we’ve suspended Partner Agency shopping at W. Broadway, the crew there are building produce and perishable pallets for select agencies. This combined with increased USDA and purchased


food coming in keeps everyone busy, but the Team has risen to the challenge and is doing a great job—all Teams are in fact, as is evidenced by the YTD and prior YTD distribution numbers being nearly equal. This is significant given the degree to which we’ve had to transform operations into a dramatically different model while at the same time continuing to manage large influxes of food from non-traditional source streams, i.e., purchasing from private companies. Food supply: USDA Trade Mitigation commodity volumes remain high as expected and continue to comprise nearly half of the total food received while OFB donated food holds at about 18% of receipts. Due the large allocations, we’ve temporarily increased from two truckloads a week to three. OFB has begun purchasing food and will add these purchases to allocations. The purchases are currently in process, so the products haven’t become available yet. Because we will receive COVID-19 State Emergency Food funds and we’ve needed to supplement the gaps in supply from the suspension of FREX, grocery recovery, and food drives, we’ve been purchasing products from local suppliers, wholesalers, and producers. Among these are Bigfoot Beverages, WinCo Foods, US Foods, Sysco, TYR Foods, and various local farms. Regarding the local farms specifically, we’re in the process of executing a short-term agreement with Willamette Farm and Food Coalition (WFFC) to aid us in sourcing from local food producers who may have surplus. In short, WFFC proposes to support FFLC by serving as a connection point and agent who can collect information about, vet for fit, make introductions, and coordinate the logistics of product purchases. WFFC has begun by reaching out to some of our current partners and we’ve already made some purchases. As mentioned, this is a short-term agreement tentatively ending in early June with the option to extend. One other potential source stream for food could come through the Farm to Family Distribution Program. More information can be found here: https://www.usda.gov/media/press-releases/2020/04/17/usda-announces-coronavirus-food-assistance-program. While the details are slim, this USDA program is designed to aid the agricultural sector through direct payments and purchases for products to be distributed through food banks and other non-profits. The products include dairy, meat, and produce and would come in the form of variety boxes. The onus is on the producer to submit an RFP to the USDA—the first deadline for submission was last Friday. The only requirement for non-profits receiving these products is the food must be given away for free. Also, there are no eligibility requirements for the end-receiver. We’ve been approached by a number of local producers for this program and have committed to three produce suppliers and one dairy—more to come on this as the situation evolves.

https://www.usda.gov/media/press-releases/2020/04/17/usda-announces-coronavirus-food-assistance-program

https://www.usda.gov/media/press-releases/2020/04/17/usda-announces-coronavirus-food-assistance-program


PROGRAMS AND SERVICES

Senior Food Programs Current Fiscal YTD Compared to Previous Fiscal YTD

Current Fiscal YTD Report Period Ending: April 30, 2020

SENIOR FOOD PROGRAMS Current Fiscal

YTD Previous

Fiscal YTD Percentage

Change Meals On Wheels: Delivery Routes 24 17 41% Hot meals delivered 50,292 53,154 -5% Frozen meals delivered 24,570 15,039 63% Total meals delivered 75,813 68,193 11% Senior Grocery Program: Participants enrolled (current month) 461 453 1.8% Food boxes/bags delivered or picked up (YTD) 4,530 4,293 5.5% Pounds of food delivered 197,251 178,396 10.6%

Narrative Updates, Descriptions, Stories: Things are moving along well in both Senior Nutrition Programs. Meals on Wheels welcomed new MOW Coordinator Sharlene Chiong in April as current coordinator Debbie Moore scales back her responsibilities and prepares for retirement. We will be sad to see Debbie go but are excited to have Sharlene join the team. MOW is still operating a weekly frozen meal delivery model. We have been able to secure extra funds (both grant and governmental) due to the COVID crisis and are working to supply meals to all clients on our waiting list during this pandemic.

One new recipient sent in a note of appreciation, “I thank you very much for your work in getting meals to me. It is very much appreciated – and enjoyable eating. Best wishes for what is happening in our world right now.”

Senior Grocery has been receiving similar feedback from many clients that they’re very thankful and grateful that we’re continuing to bring them food and doing so in a way that keeps everyone as safe and healthy as possible (i.e. no-contact, deliveries to their door, wearing face coverings/wearing gloves, carrying hand sanitizer, etc…). Senior Grocery Coordinator Carly reports that people who have returned various food items back to her in the past because they already had some on their shelves are now taking the entire food box, which is really underscoring just how important this service is right now.


Partner Agency Services Current Fiscal YTD Compared to Previous Fiscal YTD Current Fiscal YTD Report Period Ending: March 2020

PARTNER AGENCIES SERVICE STATS Current Fiscal YTD

Previous Fiscal YTD

Percentage Change

Percent of Total (Current Yr)

PANTRY PARTNER AGENCIES (SEE BELOW FOR FFLC’S COVID-19 MOBILE PANTRY)

# of Pantries (end of period) 33 34 -3%

People served (duplicated) 175,732 162,916 8%

Households served (duplicated) 81,499 75,052 9%

Pounds distributed 4,254,960 4,100,532 4% 75%

MEAL SITES AND SHELTERS

# of Meal Sites and Shelters (end of period) 21 21 0%

Pounds distributed 381,208 441,671 -14% 7%

SUPPLEMENTAL PARTNER AGENCIES

# of Supplemental Partner Agencies (end of period)

41 40 3%

Pounds distributed (2A, 2B, 2C) 450,677 347,361 30% 8%

Total Partner Agencies: 96 94 2%

Additional Distribution Sites: 30 29 3%

Extra Helping Program Current Fiscal YTD

Previous Fiscal YTD

Percentage change

Percent of Total (Current yr)

# of Extra Helping sites (end of period) 42 41 2%

People served (duplicated) 20,579 22,339 -8%

Households served (duplicated) 9,633 10,080 -4%

Pounds distributed 228,548 239,055 -4% 4%


Trillium Produce Plus Current Fiscal YTD

Previous Fiscal YTD

Percentage change

Percent of Total (Current yr)

# of Trillium Produce Plus sites (end of period) 20 14 43%

People served (duplicated) 48,433 85,889 -44% Households served (duplicated) 21,716 24,284 -11%

Pounds distributed 322,815 311,437 4% 6% Total Pounds Distributed to PA’s: 5,638,208 5,440,056 3.6%

Narrative Updates, Descriptions, Stories: March and April were certainly erratic months in most sectors of society, and the local emergency food distribution scene did not prove to be any different. As the response to the COVID-19 pandemic grew in March, FFLC’s partner agency pantries shared stories of record-breaking distribution days at their pantries. As March pantry reports trickled in, we expected to see very high service numbers at pantries, but instead we saw the opposite: March’s overall pantry service numbers (of duplicated people served) were lower when compared to both the prior month and prior year. Despite the anticipated acute food insecurity for the thousands of Lane County residents who had recently lost work, people overall visited pantries less often than usual. We speculate a decline in participation due to fear of being in public spaces during the pandemic. Looking forward, we expect to see even lower pantry service numbers for April as pantry managers have mentioned clients are not visiting as often due to increases in SNAP benefits, unemployment benefits, and the Economic Impact Payment “stimulus checks”. April distribution trends will be presented in the June Executive Director’s report. Overall, FFLC’s distribution of food to the entire partner agency network remains steady. Most pantry managers increased the size of their orders in March, as did the Episcopal Campus Ministry (ECM), which runs the UO Student Food Pantry. ECM increased its distribution in response to the pandemic, and that increase is reflected in the pounds distributed to Supplemental Partner Agencies. Looking forward, we expect to see a drop in pounds distributed in April as all Extra Helping and Trillium Produce Plus sites were temporarily paused (with the exception of the Trillium Produce Plus site at the Bethel Farm). As mentioned in last month’s Executive Director’s report, our pantry network demonstrated remarkable resilience in response to the COVID-19 pandemic, with only one pantry choosing to temporarily close its doors. Several pantries have added additional distribution days to meet the food need in their community. By now, all pantries have moved to pre-assembled distribution models and have implemented rigorous cleaning and social distancing practices. Partner Agency Services Manager Nathan Keffer holds biweekly video calls with the pantry manager cohort to check in and provide support as needed. The majority of our Meal Site/Shelter and Supplemental Partner Agencies also remain open with altered distribution methods to help protect their staff, volunteers, and clients. FOOD for Lane County launched a mobile pantry program in March, distributing food from the Historic Mims House in partnership with the Eugene-Springfield NAACP. We later added a “drive-through” option using the City of Eugene’s Campbell Center as a staging area for vehicles. In the five mobile pantry distributions in March, FFLC served 1,345 individuals from 436 households. Additionally, 167 households answered an optional question of “Have you visited a local pantry before?” Of the households who responded, 52% indicated they had not visited a local pantry before. In April, FFLC launched additional mobile pantry distributions in Springfield, Cottage Grove, and Oakridge. Those distribution numbers will be presented in the June Executive Director’s report.


Dining Room Current Fiscal YTD Compared to Previous Fiscal YTD

Current Fiscal YTD Report Period Ending: April 2020

DINING ROOM STATISTICS Current Fiscal YTD

Previous Fiscal YTD

Over/under PY %

Meals served 32,800 29,433 11% Average number of meals served per day open 202 201 .50% Number of days serving 250+ meals 20 12 69% Number of days open 162 146 11%

The Dining Room continues to serve grab-and-go meals Monday through Thursday. Despite COVID 19 we continue to serve about 200 people/day on average, which is close to the norm.

We are serving hot meals Mondays and Tuesdays, and to-go sack lunches on Wednesdays and Thursdays. To do so safely we have ramped up safety practices: Diners space out by six feet in the parking lot, and come to grab their meal one at a time before leaving the property. Staff wear masks and maintain six foot distancing indoors and out. We practice food safety standards endorsed by Lane County and the CDC, sanitizing frequently and minimizing the number of people in contact with the food. We have split the staff into two teams so that if one team gets sick we can slide the other team over to continue service. A crew at Bailey Hill makes 1600 sandwiches per week, the crew at the Dining Room builds the bagged side dishes, and distributes to Diners.

In addition to our own operations, the Dining Room and FOOD for Lane County are supporting other services for the unhoused:

• We make 1050 sandwiches each for the City of Eugene to distribute at their homeless shelters, and to deliver to homeless camps by City outreach staff in an effort to help the unhoused shelter in place.

• Whitebird distributes another 300 sandwiches each week to unhoused community members who access their COVID distribution centers in Eugene and Springfield.

• NAACP distributes 50 sandwiches each week to deliver along with school supplies to families of color who are food insecure and sheltering in place

• Burrito Brigade is using the Dining Room at no cost to support making and distributing their Sunday burritos, which they distribute to drop off points across the City of Eugene.

Dining Room volunteers have dropped off all sorts of donations: home baked or bakery purchased desserts, water, socks, protein bars, and monetary gifts. Their dedication and generosity never cease to amaze and humble us!


GrassRoots Garden Current Calendar YTD Compared to Previous Calendar YTD GrassRoots Garden is a 2.5 acre educational garden with strong Master Gardener support and a large number of regular and occasional volunteers. Volunteers and interns help prepare lunch each day in the outdoor kitchen, and during the season, it’s not unusual to have upwards of 100 people participating. Current Calendar YTD Report Period Ending: April 30, 2020

GRASSROOTS GARDEN STATISTICS Current YDT Previous Calendar YTD Over/Under PY% Lbs. Food distributed to FFLC 123 Educational Activities 0 due to COVID Tracked differently Number Meals Served 0 due to COVID Not tracked

Total Participants 0 due to COVID Tracked in volunteer numbers

Total Individual Volunteers 0 due to COVID 283 Staff have completely restructured activities at GrassRoots due to the pandemic including the closing of the garden to volunteers. Usually April is a bustling month with school groups booked every day, large adult volunteer groups on Saturdays and sometimes during the week, and staff and volunteers preparing nutritious lunches and teaching cooking and gardening skills. Currently, just staff and a few interns are working hard to safely maintain the garden. Priorities have changed, with the focus of the work to keep the garden thriving enough to have an appropriate educational and service site when it can re-open to the wider community. A large number of people experiencing homelessness are illegally camping at the site and on the St. Thomas property. On a daily basis, staff have to ask campers to leave, and then have to clean-up related garbage, often unsanitary, sometimes large quantities. The garden has also experienced possibly related theft and vandalism. FFLC and St. Thomas Church are paying for security two times a night to rouse the campers. Police have been notified and are stepping up their surveillance of the area. We are also taking steps to further secure the garden, including more lighting, better locks, boarding up of areas, and possibly adding surveillance cameras. The Spring Plant Sale, a big fundraiser for the Gardens Program is usually a one-day event at GrassRoots in April. This year, we converted the sale to a pre-order online event with scheduled pick-ups at the Youth Farm. GrassRoots staff assisted with the sale, but it was not held on-site.


Youth Farm Current Calendar YTD Compared to Previous Calendar YTD The Youth Farm is a 6-acre educational farm, where staff provide job training and skills development to low-income youth, an agricultural internship for adults, and market approximately half the produce grown through a 135 member CSA and 2 produce stands.

Current Calendar YTD Report Period Ending:

YOUTH FARM STATISTICS Current YDT Previous Calendar YTD Over/Under PY% Lbs. Food distributed to FFLC 5,622 Total Educational Activities Tracked differently in previous years

Classes/Workshops 9 n/a Demonstrations 20 n/a

Tours 6 n/a Total Activities 35 n/a Total Participants 154 n/a Total Individual Volunteers 0 138

We have also adjusted activities at the Youth Farm due to the pandemic, including physical distancing, single-use tools and sanitization of tools, and the closure of the program to volunteers. We changed both the summer and spring plant sales to be pre-order, pre-packaged online events with scheduled on-site pick-ups to keep the events safe as we distribute healthy starts to our community. Both sales have been widely successful in terms of revenue raised, breaking records over previous sales: about $20,000 sold during the Spring plant sale, and over $40,000 sold at the time of this writing for the Summer sale. The added labor to run the sales has been quite an adjustment, affecting other farm activities.

A small but mighty crew of interns, staff and youth farmers are maintaining the Youth Farm. We are not doing our traditional Youth Farm crew, instead we are rehiring crew members from the previous year. At this point, no Youth Farm members have been hired. Interns, staff and youth farmers are working staggered shifts, so not too many are on the farm site at any one time. As at GrassRoots, everyone is maintaining social Youth Farm distancing, wearing masks and sanitizing all surfaces and tools frequently.

We've decided not to run either produce stand in June. We do not have the capacity at this time to do so safely. We hope to open a produce stand at the Youth Farm in July. We will not run a produce stand at the hospital this year. All CSA members who usually pickup at the produce stands are now scheduled to pick-up a pre-packaged box on Wednesdays or Fridays starting in June.


Job Training Current Fiscal YTD Compared to Previous Fiscal YTD Current Fiscal YTD Report Period Ending: June 30, 2020

JOB TRAINING STATS Current Fiscal YTD

(2019-2020) Previous Fiscal YTD

(2018-2019) Over/under

PY % Warehouse Trainees – Started Program 22 16 38% Warehouse Trainees – Completed Program 14 (65% retention rate*) 11 (67% retention rate) 27% Food Service Trainees – Started Program 1 3 -66% Food Service Trainees – Completed Program 1 3 -66% Employment Rate 73% 78% -6%

The Job Training program continues to pause during the COVID 19 outbreak and FFLC’s response, which changes outcomes tracking this quarter. Additionally, changes relating to running the program between two warehouses also impact outcomes:

• We were able to roster two additional trainees in the winter cohort (January through April 3), scheduling eight trainees out between both warehouses, and between morning and afternoon shifts. This allowed for consistent training and staffing schedules, and gave trainees lots of one on one time with staff at each warehouse. It also increased the number of enrollees in this current FY.

• * When the COVID outbreak hit, four (of seven) trainees paused the program related to health concerns. We have been in contact with each of them, and anticipate that three will return to complete the program once it is safe to do so. Due to this pause, our completion numbers appear low this FY. We anticipate improvement, as the remaining trainees graduate.

• Three trainees did stay with the program and graduated on April 3. At this time, two have already secured jobs, and the third is interviewing for multiple positions.

Staff submitted the application to the state for next year’s STEP Program funding for the Warehouse Training program. We have also created a job description for a longer-term training program at the Dining Room utilizing the JOBS Plus program with DHS. This will afford us a full time “staff” in training, who will learn all aspects of the program including culinary, hospitality and safety, table service and volunteer management. We believe that a longer, more broadly focused training will not only enhance learning outcomes for the trainee, but will address relief staffing needs at the Dining Room. Our goal is to hire someone to start in late June/early July.


Nutrition Education/Emergency Food Box Home Delivery Programs April 2020 Emergency Food Box Delivery Program

March April Boxes Delivered 62 73

Average/day (Does not count weekends) 7 (tracking started on March 23) 3.5

The Emergency Food Box Delivery Program delivered food boxes to 73 households throughout the month of April. We were lucky to have a volunteer come forward, who recently retired from Senior and Disabled Services, with a passion to serve people in rural communities. With her efforts, we have expanded our delivery services beyond the Eugene/Springfield metro area. In the past month, we have delivered to Oakridge, Veneta, Westfir and the outskirts of Fall Creek.

One rural food box recipient mentioned that he had no way of leaving his rural property and hadn’t eaten fresh fruit in over a year. We were able to deliver him food and connect him to social service programs that can provide him resources to meet his basic needs.

Our ultimate goal is to link those receiving food assistance with referrals, that help establish a long-term path to increased stability.

Nutrition Education Program

The FFLC Nutrition Education Program is working with OSU Extension Nutrition Education Program, to provide an online version of the Cooking Matters at the Store grocery store tour. The first class is scheduled to be taught in May.

A University of Oregon Duck Nest volunteer created a short video for their social media pages, using content of one of our classes. She chose to teach about freezing food and several viewers mentioned that they learned some food preservation skills as a result of the online video lesson vignette.

We are working on several additional class topics for later instruction

• Celebrating cultural food traditions: geared specifically for Spanish speaking participants, this class emphasizes the nutrient-dense traditional foods of our participant’s cultures. It includes information on how to shop for some of the commonly eaten food that may be hard to find in the US while on a budget, and shares some easy substitution ideas that can make recipes even healthier.

• Healthy Microwave Cooking: for those who do not have access to a stovetop, it focuses on using unprocessed ingredients and minimal cooking equipment.

• Celebrating Fruits and Vegetables: How to easily add nutrient-density to some commonly eaten convenience entrees by adding produce. It’s focused on meeting busy participants where they are, and enhancing the balance and flavor of a meal, when frozen pizzas, boxed mac and cheese, canned or ramen soup are what’s on hand. It can be easy, fun and a great first step into the world of cooking.

mission: to reduce hunger by engaging our community to

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