CALGARY FOOD BANK Sector

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CALGARY FOOD BANK 5000 11 Street SE Calgary, AB T2H 2Y5 CEO: James McAra Board Chair: Paul Morissette Sector: Food Banks (Distributor) Website: www.calgaryfoodbank.com Operating Charity Charitable Reg. #: 13016 7349 RR0001

About Calgary Food Bank: The Calgary Food Bank (CFB) is an emergency food distribution Financial Transparency hub that shares food with individuals and families, as well as with other service providers who work with low-income Calgarians. Audited financial statements for current CFB has developed a series of food distribution programs to deal with the diverse needs and previous years available on the of individuals and families, by providing multiple food hamper programs. The Emergency charity's website Food Hamper provides approximately a week's worth of nutritionally-balanced food and Program Cost Coverage follows Canada's Food Guide. CFB has a strict policy of referring their clients to appropriate social service agencies within three visits. They also offer Specialty Hampers to meet a variety of nutritional needs for pregnant women, individuals with special dietary needs, and homeless Calgarians. CFB also shares food with other local agencies, and even transports it beyond Calgary's city limits to other food banks who can't meet the demands of their community. Financial Review: Administrative costs were 12% of revenues in F2011 and fundraising Funding Program costs were 2% of donations. Funding reserves declined to $4.7m, which cover 114% of Reserves Costs annual program costs, excluding the cost of donated food or 9% of total program costs. Spending Breakdown Financial Ratios Fiscal year ending August 31st 2011 2010 2009 Administrative costs as % of revenues 12.0% 12.3% 11.5% Fundraising costs as % of donations 2.1% 3.1% 3.0% Program cost coverage (%) 114.0% 140.9% 134.5%

Summary Financial Statements All figures in $000s 2011 2010 2009 Donations 5,722 5,399 4,927 Goods in kind 45,930 25,475 24,837 Full-time Staff # 35 Government funding 103 161 73 Avg. Compensation $69,095 Special events & other 135 87 204 Top 10 Staff Salary Range Investment income 184 248 293 $350k + Total revenues 52,075 31,370 30,333 $300k-$350k $250k-$300k Program costs 50,069 29,444 28,384 $200k-$250k Administrative costs 736 721 602 $160k-$200k Fundraising costs 280 191 170 $120k-$160k 1 Cash flow from operations 989 1,013 1,177 $80k-$120k Funding reserves 4,717 5,594 4,771 $40k-$80k 9 < $40k Note: Ci has excluded a gain from the disposal of PPE in F2010 and F2011 and excluded a legal settlment in F2009. Ci has also reversed deferred revenue and counted all donations received during the year as revenue. The net effect of these Information from most recent CRA adjustments is an increase in revenue of $94k in F2011, an increase in revenue of $6k in F2010 and a decrease in revenue Charities Directorate filings for F2011 of $81k in F2009.

The information in this report was prepared by Charity Intelligence Canada and its independent analysts. Factual material information is obtained from the charitable agency and reliable sources. Information may be available to Charity Intelligence Canada or its analysts that is not reflected in this report. Charity Intelligence Canada and its analysts have made endeavours to ensure that the data in this report is accurate and complete, but accept no liability. 37

CALGARY FOOD BANK History: In the winter of 1982, a Year ending August 31st volunteer initiative, with the assis- Program Data 2011 2010 2009 tance of the Calgary Inter-Faith Program costs 4,138,779 3,969,325 3,547,555 Community Action Association, Total volunteers 4,379 4,346 4,074 created the Food Bank to aid Calgar- Volunteer hours 112,330 95,948 93,201 ians affected by the fall of the oil and Value of Food Distributed 43,480,238 36,114,450 34,872,300 gas industry. CFB has since grown ($2.5/lb) from a small charity in a church base- Waste (%) 5% 9% 11% ment with four volunteers to a Program costs / 9.5% 11.0% 10.2% million-dollar organization. Value of food dist Food Purchases 986,091 1,068,112 768,636 Management: The leadership team Food Value / $ Donated $7.42 $6.58 $6.80 at CFB has diverse experiences in accounting, HR, communications, logistics and healthcare, with the Charity Analysis 2011 2010 2009 CEO in place for over five years. They Revenues (less interest income) 6,129,473 5,882,405 5,220,470 use leadership training and stretch Value of volunteer time 1,684,950 1,439,220 1,398,015 activities as part of their formal Donated goods and services 45,929,888 25,475,103 24,836,685 succession planning process. Charity value 53,744,311 32,796,728 31,455,170 Administrative costs 1% 2% 2% (as % of charity value) Local support ($) 53,508,387 32,488,508 31,437,275 Community size (population) 1,096,833 1,074,324 1,052,276 Community ownership $48.78 $30.24 $29.88 (local support $ / pop.)

Social Results: The Emergency Food Hamper program delivered 56,338 hampers in F2011, which represents an increase of 3% from F2010. CFB distributed over 17 million pounds of food, which was 20% higher than in F2010. Waste figures were down to 5% in F2011, from 9% in F2010, owing to composting, as CFB is one of the three largest composters in Calgary. Community Need: In F2011, CFB served 146,947 clients, up 5% from the previous year. CFB reported that, as the economy improves, demand increases initially as government services dry up on an expected economic recovery. Funding Need: Last year CFB purchased a building for $5.2m and plans on paying it off in 5-7 years. Investment Highlights: CFB distributed 100% more food than the next highest food bank studied in our survey. The leverage factor (food distributed/$ donated) ranks high on a relative basis at $7.42. The program costs/value of food distributed ratio decreased slightly to 9.5% – another strong relative figure and indicative of an efficiently-run distribution system. CFB maintains very strong community support with local ownership at $48.95, resulting from large volumes of donated food and strong volunteer support. CFB recently shifted more of its focus to referrals to address the root cause of poverty to decrease reliance of clients on food banks. CFB conducted a study that showed an average of 81% of clients used the program 10 times or less from 2000 to 2009. In 2011, 85% of clients used the program three times or less. Investment Risks: CFB is well funded, relative to other food banks studied. However, they are continuing to deliver strong relative operational results.

Indi Gopinathan ([email protected]), Zain Jafry ([email protected]) July 5, 2012

EDMONTON'S FOOD BANK 11508-120 Street Edmonton, AB T5M 4B5 Executive Director: Marjorie Bencz Chairperson: Anne Smith Sector: Food Banks (Distributor) Website: www.edmontonsfoodbank.com Operating Charity Charitable Reg. #: 12918 5310 RR0001

About Edmonton's Food Bank: Canada's first food bank was originally incorporated as Financial Transparency Edmonton Gleaners Association, aptly named because to "glean" means "to gather by patient harvest". Since 1981, Edmonton's Food Bank's mission has been to collect food Audited financial statements available and provide it to those in need within their city. only upon request

EFB collects food such as bread, pastries, fruits, vegetables and near-dated dairy products Program Cost Coverage from grocery stores, food producers and warehouses. This food is edible, but not market- able for a variety of reasons, such as label or branding changes. Approximately 70% of EFB's supplies are collected from the local industry, but they also receive food from farmers and local growers. EFB works collaboratively with over 190 charitable organizations, churches, and food depots throughout Edmonton. Financial Review: Administrative costs are 3% of revenues (excluding food donations) and fundraising costs are 2% of donations (excluding corporate food donations). Excluding the Funding Program cost of donated food, funding reserves of $2.9m cover 133% of program costs. Including Reserves Costs the cost of food, the program cost overage falls to 15%. Spending Breakdown Financial Ratios Fiscal year ending December 31st 2011 2010 2009 Administrative costs as % of revenues 3.4% 3.8% 4.6% Fundraising costs as % of donations 2.0% 1.8% 1.6% Program cost coverage (%) 133.1% 135.9% 147.9%

Summary Financial Statements All figures in $000s 2011 2010 2009 Donations 2,382 2,172 2,351 Goods in kind 16,754 18,724 17,637 Full-time Staff # 27 Government funding 0 25 42 Avg. Compensation $30,896 Investment income 146 159 126 Top 10 Staff Salary Range Total revenues 19,281 21,080 20,155 $350k + Program costs 18,907 20,759 19,513 $300k-$350k Administrative costs 81 83 111 $250k-$300k Fundraising costs 125 96 97 $200k-$250k Cash flow from operations 168 141 435 $160k-$200k $120k-$160k Funding reserves 2,866 2,765 2,775 $80k-$120k 1 $40k-$80k 3 < $40k 6 Information from most recent CRA Charities Directorate filings for F2011

EDMONTON’S FOOD BANK History: The origin of Canada’s first Year ending December 31st food bank was in the Sacred Heart Program Data 2011 2010 2009 Church, in April 1980. In 1981, the Program costs 2,152,681 2,035,590 1,875,654 organization was formally named Total volunteers 2,965 2,950 3,463 Edmonton Gleaners Association and Volunteer hours 40,810 41,243 35,900 meant to bridge the gap between Value of Food Distributed 16,754,085 18,723,828 17,636,960 the growing need for food amongst ($2.5/lb) the poor and the waste created by Waste (%) 2% 2% 2% surplus production within the food Program costs / 12.8% 10.9% 10.6% industry. While initially it only Value of food dist salvaged excess food, by 1983 it also Food Purchases 598,399 $585,283 $493,513 began distributing food hampers on Food Value / $ Donated $7.03 $8.62 $7.50 the front lines. Management: The team encom- Charity Analysis 2011 2010 2009 passes not-for-profit, nutrition, and Revenues (less interest income 2,381,735 2,197,378 2,392,889 & value of donated food) logistics experience. The Executive Value of volunteer time 612,150 618,645 538,500 Director has received the Order of Donated goods and services 16,754,085 18,723,828 17,636,960 Canada. EFB believes the team is lean Charity value 19,747,970 21,539,851 20,568,349 and plans to expand. The Board of Directors is diverse, with legal, Administrative costs 0.4% 0.4% 1% (as % of charity value) health, and social service expertise. Local support ($) 19,754,465 21,539,851 20,568,349 Community size (population) 812,201 795,133 778,423 Community ownership $24.31 $27.09 $26.42 (local support $ / pop.)

Social Results: Edmonton’s Food Bank delivered $16.8m worth of food to partner agencies in F2011, down 10% from F2010. In F2011, EFB served more than 15,500 clients per month through the hamper program, slightly down from the previous year. Community Need: EFB reports that over 40% of its clients are under the age of 18. Funding Need: Program cost coverage continues to be sector leading at 133%, indicating stronger than average funding levels. EFB will require around $60k-70k to replace an old truck and to maintain its 10-truck fleet. In F2011, EFB did not receive any government funding and relied completely on donations. Investment Highlights: EFB’s program costs/value of food distributed of 12.8% increased by 18% from F2010. The increase in program costs per dollar of food distributed is partly due to an increase in additional staffing costs and partly due to a decrease in pounds of food distributed. EFB’s leverage factor of $7.03 was down 18% from F2010. Both the leverage factor and program costs/value of food distributed rank in the middle tiers of the food banks evaluated. EFB’s community support of $24.31 was among the highest in the survey – the net result of 40,810 volunteer hours logged, monetary donations of $2.4m and $16.8m in food collected/distributed. Investment Risks: While EFB's efficiency and leverage factor metrics remain strong, they have both dropped from 2010 to 2011 and should be monitored.

Indi Gopinathan ([email protected]), Zain Jafry ([email protected]) July 13, 2012

Food for Life Canada Box 52121 Oakville, ON L6J 7N5 Executive Director: Charlotte Redekop-Young Board Chair: Blair Richardson

Sector: Food Banks (Distributor) Website: www.foodforlife.ca Operating Charity Charitable Reg. #: 89094 3772 RR0001

About Food For Life Canada: Food for Life (FFL) is a food recovery organization that was Financial Transparency founded in 1995. Seven days a week, FFL collects surplus perishable food (baked goods, fruit and vegetables, prepared foods, dairy and meat) from grocery stores, restaurants Most recent audited financial statements and the corporate food sector in the Halton region. They deliver this food the same day to available on the charity's website over 50 community social service organizations and to 36 outreach programs in low- income neighbourhoods in Oakville, Burlington, Milton, Georgetown and Acton. FFL Program Cost Coverage bridges the gap between social assistance and living costs by providing nutritious perishable food to families on a weekly basis, and helps over 20,000 individuals per month in the Halton Region. In 2008, FFL established ReFresh Foods, which is a food logistics and redistribution program for Halton Region. ReFresh Foods collects surplus perishable (including fresh & frozen) and non-perishable food products from the corporate sector for redistribution to local food banks and social service agencies. Funding Program Reserves Costs Financial Review: Administrative costs are 10% of revenues and fundraising costs are 1% of donations. FFL has funding reserves of $280k, which cover 76% of annual program Spending Breakdown costs, excluding the cost of donated food; however, including the cost of food, it falls to 3%.

Financial Ratios Fiscal year ending September 30th 2011 2010 2009 Administrative costs as % of revenues 9.8% 5.0% 14.0% Fundraising costs as % of donations 1.1% 3.0% 4.9% Program cost coverage (%) 75.7% 93.7% 74.4%

Summary Financial Statements Full-time Staff # 6 All figures in $s 2011 2010 2009 Avg. Compensation $37,255 Donations 229,210 223,590 148,212 Top 10 Staff Salary Range Goods in kind 2,540,000 2,265,220 862,500 $350k + Government funding 205,706 390,750 125,854 $300k-$350k Fees for service 27,249 19,650 1,181 $250k-$300k Other income 6,639 4,675 4,314 $200k-$250k Total revenues 3,008,804 2,903,885 1,142,061 $160k-$200k Program costs 2,908,973 2,555,928 1,087,833 $120k-$160k Administrative costs 46,209 32,294 39,111 $80k-$120k Fundraising costs 2,609 6,751 7,303 $40k-$80k 2 Cash flow from operations 51,013 308,912 7,814 < $40k 4 Information from most recent CRA Funding reserves 279,192 272,396 167,681 Charities Directorate filings for F2011

Note: Ci has included deferred donations and deferred donations related to capital assets in revenue decreasing revenue by $17k in F2011, increasing revenue by $218k in F2010 and decreasing revenue by $29k in F2009 .

FOOD FOR LIFE History: On his way home from work, Year ending September 30th George Bagaco would fill his trunk Program Data 2011 2010 2009 with baked goods. He distributed the Program costs 368,973 290,708 225,333 surplus goods to needy families in his Total volunteers 305 299 100 neighbourhood. Food for Life Canada Volunteer hours 21,212 9,800 8,439 has grown over the years, with help Value of Food Distributed 2,540,000 2,265,220 862,500 from Rotary Clubs, which donated a ($2.5/lb) vehicle, and Kerr Street Ministries, Waste (%) 2% 1.7% n/a which provides warehouse space. Program costs / 14.5% 12.8% 26.1% FFL was incorporated in 2003. Value of food dist Food Purchases 0 0 0 Management: With six staff members Food Value / $ Donated $10.77 $9.92 $5.65 experienced in not-for-profit, logistics, business, and agronomy, the team has grown from four years ago, Charity Analysis 2011 2010 2009 when it was composed of the ED and Revenues (less interest income) 473,804 643,665 279,561 one staff member. Value of volunteer time 318,180 147,000 126,585 Donated goods and services 2,540,000 2,265,220 862,500 Charity value 3,331,984 3,055,885 1,268,646 Administrative costs 1% 1% 3% (as % of charity value) Local support ($) 3,245,278 2,723,301 1,238,331 Community size (population) 501,669 488,503 475,683 Community ownership $6.47 $5.57 $2.60 (local support $ / pop.)

Social Results: In F2011, FFL delivered over one million pounds of food through the Food for Life food recovery program and the ReFresh Distribution hub, which resulted in serving over 20,000 clients per month, including 6,000 school children. While volunteer numbers were up only 2%, total volunteer hours doubled to over 20,000 hours. FFL works collaboratively with the Mississauga Food Bank and Second Harvest, as well as the Ontario Association of Food Banks and Food Banks Canada’s National Food Sharing System on food distribution. Community Need: There are currently 42 outreach program clients compared to 36 in F2011 and 10 five years ago. In F2011, the board cancelled membership fee structure charged to ReFresh member agencies, partly resulting in a 46% increase in member agencies to 22. Clients served declined slightly to 20,842 in F2011, from 22,885 in F2010. Funding Need: FFL has two refrigerated trucks in its fleet and has already raised $106,000 to add a third truck. FFL currently has 76,000 pounds of food inventory that will be distributed within one month. Investment Highlights: The leverage factor doubled in F2011 and was the highest in the survey; for every dollar donated $10.77 of food was distributed by FFL to its partner agencies. However, program costs/value of food distributed was 14.5% in F2011, a slight increase from 12.8% in F2010. Waste is 2%, which is on the lower end of the range. Investment Risks: FFL’s program costs/value of food distributed was on the higher end of food banks surveyed.

Indi Gopinathan ([email protected]), Zain Jafry ([email protected]) July 20, 2012

FORT YORK FOOD BANK 797 Dundas Street W Toronto, ON M6J 1V2 President & Board Chair: Ravi Sreedharan Board Vice-Chair: Devi Arasanayagam Sector: Food Banks (Multi-Service) Website: www.fyfb.com Operating Charity Charitable Reg. #: 86714 7464 RR0001

About Fort York Food Bank: Fort York Food Bank (FYFB) was founded in 1998, and is a Financial Transparency grassroots charitable organization that directly assists families and individuals in need who live in downtown Toronto. It is volunteer-driven, with only one paid staff member. Audited financial statements for current Being a local organization, FYFB staff and volunteers take the time to speak with every and previous years available on the client that comes through their door. Each client contact is an opportunity to establish charity's website trust and identify core needs beyond the immediacy of food. Most clients live off less than Program Cost Coverage $3 a day after occupancy costs, and FYFB is a vital service that can help prevent homeless- ness within this vulnerable population. FYFB goes beyond distributing food to really reconnecting clients with their community through a holistic group of services. They help them get back on track through counselling, training, and advocacy so they can find jobs, safe housing, and appropriate social/ community programs.

Financial Review: Administrative costs to revenues were 2% with fundraising costs at 0.2% Funding Program of donations for F2012. Funding reserves of $61k cover 44% of annual program costs, Reserves Costs excluding the cost of donated food, and 5% including the cost of food. Spending Breakdown Financial Ratios Fiscal year ending March 31st 2012 2011 2010 Administrative costs as % of revenues 2.2% 3.3% 2.6% Fundraising costs as % of donations 0.2% 0.3% 0.3% Program cost coverage (%) 43.8% 14.2% 48.6%

Summary Financial Statements All figures in $s 2012 2011 2010 Donations 186,632 136,051 185,572 Goods in kind 1,007,232 989,945 871,935 Full-time Staff # 1 Total revenues 1,193,864 1,125,996 1,057,507 Avg. Compensation n/a Top 10 Staff Salary Range Program costs 1,146,323 1,151,155 996,358 $350k + Administrative costs 4,184 4,527 4,863 $300k-$350k Fundraising costs 2,698 3,868 2,940 $250k-$300k Cash flow from operations 40,659 (33,554) 53,346 $200k-$250k $160k-$200k Funding reserves 60,941 22,929 60,516 $120k-$160k Note: Fundraising costs taken as a percentage of monetary donations, special events revenue, and non-corporate food $80k-$120k donations. $40k-$80k < $40k 1 Information from most recent CRA Charities Directorate filings for F2011

FORT YORK FOOD BANK History: Fort York Food Bank was Year ending March 31st founded in 1998 to serve an area in Program Data 2012 2011 2010 downtown Toronto previously Program costs 139,091 161,210 124,423 served by the Daily Bread Food Bank, Total volunteers 82 75 85 which moved its operations to the Volunteer hours 28,751 29,726 29,211 suburbs. FYFB originally focused on Volunteer turnover rate (%) 39% 42% 34% providing emergency supplies, but Clients served 4,534 4,767 4,708 has evolved based on the changing Counselling 2,665 2,248 2,360 needs of its clients. It now provides Referrals 55 78 213 an integrated set of services including % Clients Referred/Counselling 60% 4 9 % 55% counselling and advocacy, commu- Program costs / client 31 34 26 nity drop-in centre, and community Value of Food Distributed ($) 1,023,054 1,031,663 880,902 vitality programs. Waste (%) 5 5 5 Management: FYFB is governed by a Program costs / 14% 16% 14% dedicated voluntary Board of Direc- Value of food dist tors, including a President and a Vice Food Value / $ Donated $226 $216 $187 Chair, who have been involved since FYFB’s inception. One paid staff Charity Analysis 2012 2011 2010 member works with the Board to Revenues (less interest income) 186,632 136,051 185,572 drive the day-to-day operations and Value of volunteer time 617,897 445,890 438,165 to coordinate efforts of volunteers in Donated goods and services (1) 1,032,766 1,050,348 911,682 delivering programs. Charity value 1,650,663 1,632,289 1,535,419 Administrative costs 0.3% 0.3% 0.3% (as % of charity value) Local support ($) 1,650,663 1,632,289 1,535,419 Community size (population) 119,418 117,685 115,977 Community ownership $13.82 $13.87 $13.24 (local support $ / pop.) (1) Includes non-food gifts in kind of $26k, $60k, and $40k, in F2012, F2011, and F2010 respectively.

Social Results: FYFB delivered 24,168 food hampers (each containing three days of food) to downtown Toronto clients in F2012, a decrease of 1% from the prior year. The number of unique clients declined to 4,534 in F2012, down 5% compared to F2011. FYFB provided 55 external referrals to agency partners and 2,665 counselling sessions. In addition, FYFB served 36,763 meals in F2012 in their Community Kitchen, an 8% increase over F2011 numbers. Community Need: FYFB covers a significant portion of downtown Toronto, an area which has expanded over the past 10 years as other agencies closed. FYFB has already recognized ethnic diversity by adding multilingual volunteers. FYFB aims to drive adaptation of its programs through annual client surveys. Funding Need: FYFB requires funding to maintain its operations and to continue to provide its advocacy and counselling programs. Investment Highlights: 60% of FYFB clients access other services through referrals or counselling, up from 49% in F2011. This is consistent with the organization following its mission of helping to get people back on track. FYFB has increased the value of food distributed to its clients as Food Value/Client increased by 5% to $226 while efficiently lowering its Program Costs/Client by 9% to $31. Investment Risks: FYFB is in the early stages of its social enterprise venture that will rent its kitchen to catering during off-hours to companies in order to generate additional revenue. Potential Conflict: One of Ci’s Food Bank analysts, Chris Murphy, is a board member of FYFB. The analysis of FYFB has been independently reviewed.

Indi Gopinathan ([email protected]), Zain Jafry ([email protected]) August 9, 2012 The information in this report was prepared by Charity Intelligence Canada and its independent analysts. Factual material information is obtained from the charitable agency and reliable sources. Information may be available to Charity Intelligence Canada or its analysts that is not reflected in this report. Charity Intelligence Canada and its analysts have made endeavours to ensure that the data in this report is accurate and complete, but accept no liability. 44

INNER CITY HOME OF SUDBURY 251 Elm Street W. Sudbury, ON P3C 1V5 Executive Director: Mary Ali Board President: Ron Didone Sector: Food Banks (Multi-Service) Website: www.innercityhomesudbury.ca Operating Charity Charitable Reg. #: 89126 0184 RR0001

About Inner City Home of Sudbury: Inner City Home of Sudbury (ICHS) maintains a Financial Transparency personal approach to caring for the poor. ICHS operates as a food bank, and also deals with the underlying issues of food insecurity by providing valued counselling for crisis Audited financial statements available needs, workshops, and referral services to its clients. only upon request

With minimal resources and paid staff, ICHS relies heavily on the 120 volunteers to run the Program Cost Coverage programs and services. ICHS clients can access the food bank once a month; however, given the local economy, they are temporarily allowing clients to make additional visits. The effec- tiveness of ICHS is recognized by the countless referrals made to them from other social service agencies, as ICHS is often the "agency of last resort." ICHS has a main downtown location and one in the north-east end of town, about 10% the size of the main location. Financial Review: Administrative costs are 7% of revenues and fundraising costs are 3% of donations. ICHS has funding reserves of $126k, which cover 126% of annual program Funding Program costs, excluding the cost of donated food, or 46% including the cost of food. Reserves Costs

Financial Ratios Spending Breakdown Fiscal year ending December 31st 2011 2010 2009 Administrative costs as % of revenues 7.4% 10.5% 8.5% Fundraising costs as % of donations 2.7% 3.0% 2.4% Program cost coverage (%) 126.4% 93.9% 96.1%

Summary Financial Statements All figures in $s 2011 2010 2009 Donations 118,115 93,094 133,415 Goods in kind 173,182 216,552 184,310 Special events 32,942 39,272 22,585 Full-time Staff # 0 Total revenues 324,239 349,668 340,310 Avg. Compensation $0 Program costs 273,073 323,320 287,203 Top 10 Staff Salary Range Administrative costs 11,243 13,898 13,214 $350k + Fundraising costs 8,618 10,337 8,245 $300k-$350k Bank And Other Charges 574 699 760 $250k-$300k Cash flow from operations 30,731 1,414 30,888 $200k-$250k $160k-$200k Funding reserves 126,215 100,265 98,869 $120k-$160k $80k-$120k Note: Fundraising costs taken as a percentage of monetary donations, special events revenue, and non-corporate food donations. $40k-$80k < $40k Information from most recent CRA Charities Directorate filings for F2011

INNER CITY HOME OF SUDBURY History: Sudbury’s desperate citizens Year ending December 31st used to knock on the rectory door of Program Data 2011 2010 2009 Father Don McMillan for a sandwich Program costs 99,891 106,768 102,893 and someone to hear their story. Total volunteers 123 119 123 After the death of one who “fell Volunteer hours 11,059 10,627 9,285 through the cracks”, Father McMillan Volunteer turnover rate (%) 4% 5% 11% rallied the parish to open a centre Clients served 9,419 10,498 8,970 where people could be treated with Counselling / Referrals 523 416 581 dignity, have their story heard, and % Clients Referred 6% 4% 6% access basic necessities and counsel- Program costs / client $11 $10 $11 ling. ICHS was founded in 1986 in a Value of Food Distributed 173,182 216,552 184,310 downtown Sudbury century home. Waste (%) 2% 2% 2% Management: Management at ICHS Program costs / 57.7% 49.3% 55.8% has been working together for over Value of food dist 10 years, with the ED and President Food Value / $ Donated $18.39 $21.63 $20.55 working together since 1988. Along with the Program Director, they are Charity Analysis 2011 2010 2009 responsible for guiding 120 volun- Revenues (less interest income) 151,057 132,366 156,000 teers. Succession planning and the Value of volunteer time 165,878 159,405 139,275 hiring of another part-time program Donated goods and services 173,182 216,552 184,310 coordinator is targeted for the next Charity value 490,117 508,323 479,585 five years. Administrative costs 2% 3% 3% (as % of charity value) Local support ($) 490,117 508,323 479,585 Community size (population) 107,068 107,023 106,977 Community ownership $4.58 $4.75 $4.48 (local support $ / pop.)

Social Results: In F2011, ICHS fed 9,419 individuals in Sudbury, which represents a 10% decrease from F2010. Waste remains low at 2%. This decline comes after three prior years of massive growth, including a 14% spike in clients in the prior year due to the CVRD Inco (mining) strike. Community Need: ICHS reports that there is currently a two-year wait for subsidized housing in Sudbury. Funding Need: ICHS is relatively highly funded, as funding reserves cover 126% of annual program costs. In the fall, ICHS will re-build a walk-in refrigerator, which will require $10,000. Outside of core services, further funding is applied to the Compassion Fund, a fund used to assist individuals with an immediate need for funds. Investment Highlights: According to Ci’s analysis, the value of food provided to each client has declined by 14% to $18 in F2011. In addition, program costs per client have increased slightly to $11. Even though clients decreased by 10%, the number of clients referred increased by 25% to 523 referrals in F2011. ICHS expects this number to increase as the program coordinator took a leave of absence last year. Investment Risks: Ci believes the biggest risk is personnel, given the tenure of management and dependence on a small day-to-day management team.

Indi Gopinathan ([email protected]), Zain Jafry ([email protected]) July 9, 2012

OTTAWA FOOD BANK 1317B Michael Street Ottawa, ON K1B 3M9 Executive Director: Peter Tilley Board Chair: Michael Adams Sector: Food Banks (Distributor) Website: www.ottawafoodbank.ca Operating Charity Charitable Reg. #: 10808 2363 RR0001

About Ottawa Food Bank: Ottawa Food Bank (OFB) was founded in 1984 and supports Financial Transparency over 140 food programs throughout the National Capital Region. These programs include community food banks, meal programs, emergency food cupboard programs, school Audited financial statements available breakfast and snack programs, as well as women's and men's shelters. only upon request

A 21,000 sq. ft. warehouse distributes perishable and non-perishable food to partner Program Cost Coverage agencies using seven trucks (including five refrigerated) across the Ottawa region. As well, a driver sweeps major grocery stores every day for fresh items (meat, produce) that are delivered the same day to local soup kitchens and retirement homes. OFB feeds approximately 45,000 people per month, 37% of whom are children. Financial Review: Administrative costs are 4% of revenues and fundraising costs represent 2% of donations. Funding reserves of $721k (including $29k in donor-endowed funds) cover 26% of program costs, excluding the cost of donated food. Including the cost of Funding Program food, it falls to 3%. Reserves Costs

Financial Ratios Spending Breakdown Fiscal year ending September 30th 2011 2010 2009 Administrative costs as % of revenues 3.9% 4.2% 3.2% Fundraising costs as % of donations 2.2% 2.7% 2.6% Program cost coverage (%) 25.7% 28.5% 29.6%

Summary Financial Statements All figures in $000s 2011 2010 2009 Donations 3,031 3,047 3,192 Goods in kind 20,433 16,159 17,501 Government funding 467 342 306 Full-time Staff # 22 Investment income 12 10 9 Avg. Compensation $51,879 Total revenues 23,942 19,558 21,009 Top 10 Staff Salary Range Program costs 23,244 18,800 19,754 $350k + Administrative costs 136 142 113 $300k-$350k Fundraising costs 392 342 361 $250k-$300k Bank And Other Charges 24 19 23 $200k-$250k Cash flow from operations 147 254 758 $160k-$200k $120k-$160k Funding reserves 721 753 668 $80k-$120k 1 $40k-$80k 9 Note: Fundraising costs taken as a percentage of monetary donations, special events revenue, and non-corporate food donations. < $40k Information from most recent CRA Charities Directorate filings for F2011

OTTAWA FOOD BANK History: Ottawa Food Bank was Year ending September 30th founded in 1984 (the country’s third Program Data 2011 2010 2009 food bank), with the vision that a Program costs 2,811,788 2,641,650 2,253,111 centralized distributor for the region Total volunteers 3,000 2,700 2,400 could do more to fight hunger. OFB Volunteer hours 24,690 23,461 20,685 has expanded to support areas as far Value of Food Distributed 20,432,723 17,756,618 19,231,493 as Alfred, Stittsville, and Greely. ($2.5/lb) Management: Peter Tilley, the Exec- Waste (%) 4% 4% 4% utive Director, was a former driver Program costs / 13.8% 14.9% 11.7% Value of food dist for OFB. Management indicates that Food Drives and Food Purchases 1,185,721 1,147,334 1,233,962 they have bench strength on its Food Value / $ Donated $6.74 $5.83 $6.02 team. Board terms are six years. The board sets goals, including keeping salaries and contracts within 30% of Charity Analysis 2011 2010 2009 operating costs. Revenues (less interest income) 3,497,110 3,389,481 3,498,503 Value of volunteer time 370,350 351,915 310,275 Donated goods and services 20,432,500 16,158,522 17,500,658 Charity value 24,299,960 19,899,918 21,309,436 Administrative costs 1% 1% 1% (as % of charity value) Local support ($) 24,299,960 19,899,918 21,309,436 Community size (population) 1,244,909 1,228,649 1,212,600 Community ownership $19.48 $16.20 $17.57 (local support $ / pop.)

Social Results: OFB distributed 8.1 million pounds of food in F2011, up 15% from F2010. The Food Aid program distributed 189,586 pounds of ground beef to its member agencies. The newest initiative, the Community Harvest, under which excess fresh produce is collected from local farms, delivered 57,435 pounds of fresh produce to families and individuals in F2011. Client composition consists of 19% working poor, 25% on social assistance and 37% supporting children, with the balance unemployed individuals. Community Need: The Ottawa Food Bank supports over 140 food programs throughout the National Capital Region and serves 45,000 people per month, up 5% from F2010. Funding Need: OFB requires $150k to purchase capital items such as trucks to replace its aging fleet and to cover unfore- seen costs of its recent warehouse expansion. OFB spends 35% of its total budget on wages, and has recently added two positions, including a Community Harvest Coordinator, resulting in an additional 50,000 pounds of fresh produce donations. Program cost coverage decreased to 26% and suggests a funding need. Investment Highlights: For every dollar donated, $6.74 of food is distributed by OFB, up 16% from F2010. The leverage factor increased as the amount of food distributed increased. OFB’s program costs/value of food distributed is 13.8%, an 8% decrease from F2010. Both the leverage factor and program costs/value of food distributed rank among the middle tier of food banks evaluated. Community support for OFB is very strong, with an ownership figure of $19.48. Investment Risks: Program cost coverage is the lowest of all food banks surveyed.

Indi Gopinathan ([email protected]), Zain Jafry ([email protected]) August 9, 2012

SECOND HARVEST 1450 Lodestar Road, Unit 18 Toronto, ON M3J 3C1 Executive-Director: Jo-Anne Sobie President: Joe Chesham Sector: Food Banks (Distributor) Website: www.secondharvest.ca Operating Charity Charitable Reg. #: 133686 5477 RR0001

About Second Harvest: Second Harvest (SH) is a food rescue organization that feeds thousands Financial Transparency every day with surplus food that would otherwise have gone to waste. Thanks to partner- ships with grocery stores and other food industry donors, currently SH operates a Audited financial statements for current distribution network that delivers perishable food to over 215 member agencies oper- and previous years available on the ating over 300 different meal programs and food banks across Toronto. Using eight charity's website refrigerated trucks and a system that delivers perishables in less than 24 hours, SH makes Program Cost Coverage sure that good food does not go to waste as people go hungry. SH has also partnered with four local culinary training programs to create Harvest Kitchens for underemployed individuals. SH delivers food to these Harvest Kitchens locations where it is prepared by trainees. The food is then picked up by SH for delivery to agencies that do not have food preparation facilities. Financial Review: Second Harvest had total revenues of $20.1m in F2011, including $17.1m in donated food. Administrative costs are 3% of revenues and fundraising costs are 30% of Funding Program total donations. In F2011, Second Harvest had funding reserves of $611k, which cover 44% Reserves Costs of annual program costs, excluding the cost of donated food, or 4% of total program costs. Spending Breakdown Financial Ratios Fiscal year ending August 31st 2011 2010 2009 Administrative costs as % of revenues 2.8% 2.5% 2.9% Fundraising costs as % of donations 29.7% 26.9% 28.6% Program cost coverage (%) 44.0% 56.3% 45.5%

Summary Financial Statements All figures in $000s 2011 2010 2009 Donations 1,479 1,625 1,405 Goods in kind 17,143 16,075 14,388 Full-time Staff # 25 Special events 1,451 1,228 1,034 Avg. Compensation $50,976 Investment income 6 23 13 Top 10 Staff Salary Range Total revenues 20,079 18,951 16,839 $350k + $300k-$350k Program costs 18,530 17,404 15,570 $250k-$300k Administrative costs 565 480 493 $200k-$250k Fundraising costs 1,052 898 800 $160k-$200k Cash flow from operations (68) 169 (24) $120k-$160k 1 Funding reserves 611 748 539 $80k-$120k 1 $40k-$80k 8 Note: Ci has recognized deferred grants as donations, decreasing revenues by $211k in F2011, $149k in F2010, and $36k in F2009. Ci has also reversed the gain on sale of property and equipment, $26k in F2011 and $25k in F2009. Program cost < $40k coverage based on program costs excluding cost of donated food. Information from most recent CRA Charities Directorate filings for F2011

SECOND HARVEST History: 25 years ago, when food Year ending August 31st banks were still scarce and meant to Program Data 2011 2010 2009 be a temporary measure for dealing Program costs 1,387,070 1,329,138 1,182,448 with hunger, Ina Andre and Joan Total volunteers 1,479 1,195 1,373 Clayton noticed something was not Volunteer hours 15,781 13,812 14,173 right. Literally tonnes of food were Value of Food Distributed 17,142,857 16,075,000 14,387,500 going to waste as the poor were ($2.5/lb) going hungry. SH thus began as a Waste (%) 1%* 5% 5% collection service of perishable foods Program costs / 8.1% 8.3% 8.2% that would have been disposed of by Value of food dist restaurants and grocers. Most food Food Purchases - - - is distributed within 24 hours to char- Food Value / $ Donated $5.85 $5.63 $5.90 itable agencies across Toronto. Management: The new Executive Charity Analysis 2011 2010 2009 Director, hired in 2011, has 12 years Revenues (less interest income) 2,929,802 2,853,586 2,438,189 of experience as ED of two major Value of volunteer time 236,715 207,180 212,595 Canadian charities. With the strength Donated goods and services 17,142,857 16,075,000 14,387,500 of the new ED, the board has transi- Charity value 20,309,374 19,135,766 17,038,284 tioned this year from a management Administrative costs 3% 3% 3% board to a governance board. (as % of charity value) Local support ($) 20,309,374 19,135,766 17,038,284 Community size (population) 2,615,060 2,592,312 2,569,762 Community ownership $7.77 $7.38 $6.63 (local support $ / pop.) Note: Waste figure for F2011 is based on SH operations while prior years’ figures are based on partner agency waste. F2011 partner agency waste was up to 7%.

Social Results: SH delivered over 6.8 million pounds of food to over 200 social service agencies in F2011, an increase of 7% over F2010. This translated into 18,000 meals being delivered on a daily basis to people in need. The Feeding our Future program supplied over 35,000 meals to summer camps for inner-city kids who are eligible for subsidized lunches during school. SH saves member agencies on average $67k per year on food costs – savings that can be used to pay for a counsellor or social worker to help their clients get back on track. The approximately 118 Harvest Kitchen students have a 90% completion rate for the program and 70% found employment within three months of completion of their program. Community Need: In F2011, SH partnered with over 215 agencies in the Toronto and Durham area with 47 additional agencies on its waitlist, up from 40 agencies in F2010. SH was able to remove only 12 agencies from its waitlist over the past year. Funding Need: SH expects to increase volume of food to 7.5 million by 2014, and is looking to bring in a food traceability system to replace its current manual system. SH requires further funds to support this growth and to fund current operations including its annual truck purchase of approximately $140,000. Investment Highlights: For every dollar donated, $7.77 of food was delivered by SH to its partner agencies in F2011. Effi- ciency of program costs/value of food distributed is 8.1%, the lowest out of the food distributors analyzed. Effective strategic decisions have also kept food waste low at 1% while partner waste was also low but up to 7%. Investment Risks: Fundraising costs as a percentage of donations are higher than the sector average.

Greg Thomson ([email protected]), Zain Jafry ([email protected]) August 15, 2012