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Funding Request by Rise and Shine Worship Ministries - New Zealand Good Shepherd Foodbank Feeding Auckland’s Ethnic Hungry Program

Acknowledgements

Completion of Good Shepherd Foodbank’s project & Strategic Plan FY 2021 – 2024 would not have been possible without the hard work of dozens of staff, board members and community stakeholders.

Steering Committee

Cyrus Leonard Rose
Nauman Sarfraz
Monica Rose
Khalid Yaqoob

Staff leads for Strategic Objective Sub-committees

Shannon Coffin – Programs
David DiPerri, Bob Dodd – Sustainable Organization
Zeeshan Nasri – Distribution
Nicole Nadeau – Preferred Organization
Clara McConnell Whitney – Advocacy
Nancy Perry, Mary Crockett – Sourcing

The nonpartisan RNSWMNZ & Charitable Trust Org and we believe “To feed the hunger all you need is love. But a Food Parcel now and then doesn’t hurt”. present project, projects, and Counselling workshops on timely topics worthy of public consideration. The views expressed are those of the authors and should not be attributed to, its trustees, or its funders. Information presented here is derived in part from the Work & income New Zealand and Transfer Income Model, Version 3 (WINZ & TRIM3) and associated databases. WINZ & TRIM3 requires users to input assumptions and/or interpretations about economic behavior and the rules governing Auckland Regional programs. 

Therefore, the conclusions presented here are attributable only to the authors of this project.

Executive Summary

History

Good Shepherd Foodbank was started in 2019 by Cyrus Leonard Rose, during a time of Covid-19 when most foodbanks around the Auckland were formed. Good Shepherd foodbank and its network of agency partners (We would like to thank Auckland Council, Countdown, Kiwi Harvest, Fair Food, Auckland City Mission, Tasti, Sanitarium, Asaleo Care, Henderson-Massey Local Board and the local Henderson and Te Atatu Community) including food pantries and meal sites continue to operate to meet increased need during the pandemic. (in the pandemic child nutrition programs such as the school lunch program) were creating a growing problem of food insecurity. At the same time, the grocery industry was consolidating; independent grocers were being replaced with large, regional chains like Pak’nSave & Countdown.These retailers centralized inventory purchasing and warehousing and built distribution centers from which they would direct inventory to stores and reclaim unwanted inventory. This unwanted inventory was usually thrown away, at a cost to the retailer. Community leaders like Cyrus Leonard Rose saw how much food was being wasted. There was an obvious solution – connect with the food retailers, ask for their surplus food (most of which was still quality food), and distribute this salvaged food to people in need.

The movement took off and foodbanks around the Ethnic Community of Auckland grew, thrived, and served their mission. Many of these foodbanks, like Good Shepherd Foodbank, were started by people who were driven to this work by their faith and the fundamental belief that no one should go hungry. That underlying passion is still what drives this organization today.

Our Aim is for the next twenty years, Good Shepherd Foodbank grew to become the largest hunger relief organization serving the entire country, thanks to its partnership with Pak’nSave & Countdown and their shared commitment. As many as Auckland Council, Countdown, Kiwi Harvest, Fair Food, Auckland City Mission, Tasti, Sanitarium, Asaleo Care, Henderson-Massey Local Board and the local Henderson and Te Atatu Community each week delivered food to the Foodbank. Staff and volunteers would receive, inspect, and warehouse the food; food pantries would come to the Foodbank to grab food of the Foodbank

Changes in Food Sourcing Increases Cost

But times have changed. With the rapid advancement in inventory technology, supermarkets now can order and receive items exactly as they run out of the product. This has resulted in less and less salvaged food available for food pantries. The Foodbank now averages for 100 – 135 registered families under financial Freedom program each week with salvage product and it is one of the last foodbanks in the Auckland to receive any such food deliveries. Since 2019 (the earliest data available), because of Covid-19 pandemic Units received from the partners salvage program has declined 70%.

In response, Good Shepherd Foodbank, like all our foodbank partners across the Auckland, now employs several strategies for getting food. Donated food from retail stories still makes up the largest source of food, but the model has changed. Retailers do not have enough food to warrant their delivery to us, therefore the Foodbank must drive to retail stores to pick up whatever they have on hand. Not only has the quantity of donated food declined, but the quality has as well. The Foodbank does not receive enough “staples” that food pantries rely on such as canned fruits and vegetables, canned soup, and shelf stable protein such as tuna fish and peanut butter. In response, the Foodbank uses its purchasing power to buy food at reduced prices and then sells that food to the pantries at much lower prices than what they can get at retail; however even the reduced price is still higher than many pantries can afford.

The Foodbank began administering the NZDA food programs, The Emergency Food Assistance Program (TEFAP) and The Commodity Surplus Food Program (CSFP). These regionally funded programs were created to provide food to those in need fulfil the food needs of those immigrant families who are facing difficulties in fulfilling their dietary needs due to various reasons. Utilizing warehousing infrastructure and existing network of partner agencies, the NZDA can efficiently distribute food without having to create its own distribution channel. The volume from this program is dependent on many factors all outside the Foodbank’s control including commodity prices, national poverty data, and political appetite.

These new strategies have proven successful and the Foodbank sources as much food as it ever has before. However, these new strategies cost significantly more than a pulling up directly to our foodbank door. The Foodbank’s total cost to secure each Unit has risen 255 percent since 2019 (the earliest data available). In response, the Foodbank will increase its fundraising programs such that in 2021 relatively steady at $0.14/Unit

Emphasis on Equity and Nutrition

In addition to procuring more food, the Foodbank also began to recognize the need to ensure equitable distribution. This means that regardless of where you live in Auckland Region, if you are in need, you should have the same access to food. The data below highlights that the Foodbank is clearly not equitably serving the Ethnic Communities of Auckland. Currently, people that live closest to the Foodbank have better access to food and those living in North, South and eastern area of Auckland are at a disadvantage.

*PPIP: Units per person in poverty the number of Units of food NZDA distributed to the Ethnic Communities Auckland per number of peopleliving in poverty.

Part of this problem is pure logistics it costs more money and is more difficult to move food longer distances. Another issue is food pantry capacity communities that support their food pantries with volunteers and funds are more successful at accessing food. And lastly, the Foodbank is realizing that the traditional food pantry model is not effective at reaching all people in need, most notably children whose parents are not willing or able to go to a food pantry.

In response to these challenges, the Foodbank started programs to improve equity in food distribution and reach Auckland Region’s most vulnerable citizens. In 2020, the Food Mobile program began bringing 6,00 – 7,00 Units of food to targeted areas where need has surpassed the capacity of the food pantry. In 2019, the Foodbank started its Backpack program that provides food over the weekend for children who rely on the school lunch program during the week for a regular, nutritious meal. Similarly, in 2020, the Foodbank became a site sponsor for the regional Food Program that provides lunches for the ethnic community’s children who rely on the school lunch program. And in 2021, NZDA launch edits first School Pantry at Portland High School for students in need. But all these programs come at a cost and the Foodbank has recognized that it needs to be conscious of identifying the most cost-effective ways to serve people in need.

Another trend impacting the Foodbank is the recognition that hunger, and obesity are now an interrelated problem. The reason is simple: when you have limited resources to spend on food and you do not know when you will have more money to spend, you buy as much food as you can as inexpensively as you can. All too often this leads to purchases of quick carbohydrates white bread, pasta, ramen noodles, and soda which are calorie dense and void of nutrients, leaving us with a generation of people who are overweight and undernourished. Not surprisingly then, these people also have higher rates of type II diabetes, high blood pressure and heart disease. Poor health causes people to miss work, not be able to care for their children, have less money to spend on necessities because their health care costs are so high. All these factors contribute to the continuing vicious cycle of poverty.

Good Shepherd Foodbank, like most all foodbanks across the Auckland region, recognizes the need to focus on ensuring that ethnic community’s people in need do not just get access to food, but access to the nutritious food they need to thrive. Most ethnic communities’ people in need in the Auckland do not require access to calories; they need access to proper nutrition. Feeding New Zealand (the national umbrella organization for foodbanks) now organizes produce purchases through large scale growers. However, Good Shepherd Foodbank has been unable to take advantage of this system because the transportation charges make the purchases cost prohibitive. Therefore, in 2019, the Foodbank started its Auckland Regions Feeding Auckland Regions program which connects low-income families.

A barrier in getting clients to use the healthier food is that they oftentimes do not know how to cook it. Therefore, the Foodbank launched its Cooking Matters program in 2021 which teaches families how to cook healthy food on a limited budget. This program also provides healthy recipes and other resources to the food pantries to encourage more consumption of healthier foods.

An Ever-Growing Need

Despite all the innovation in programs, and even though the Foodbank is securing more food than ever before, the problem of hunger persists and, in fact, continues to grow. Since COVID-19 (Coronavirus), the number of people facing food insecurity in Auckland Region has grown 50%. 1 This significant increase in demand has been particularly felt by our partner agencies, which were already operating on scarce budgets. The size of the problem sheds light on the fact that the food banking system alone cannot solve hunger. Foodbanks rely on government programs to do their part and the foodbanks fill the gap. These government programs include the Supplemental Nutrition Assistance Program (SNAP, better known as “food stamps”), Ethnic communities Women Infants and Children Program, Child Nutrition Programs(school breakfast, school lunch, and food), Child and Adult Care Food Program and the previously mentioned NZDA programs, CSFP and TEFAP. Rather than be an alternative to government supported assistance, foodbanks are realizing that they are partners with these programs and should work to encourage eligible clients to utilize the government programs when necessary

In addition, foodbanks can play a role in ensuring that these vital programs are maintained. Indeed, it is in their interest to make sure the government safety net remains intact because when programs are cut, the need does not go away. Reducing government assistance merely shifts the need from regional dollars to the foodbanks and their partner agencies. Regional nutrition programs provide approximately $7 million worth of food to low-income citizens; all the foodbanks in the Auckland provide $4 million.2 Even a 5 percent cut to these programs would represent a 100 percent increase onto the food banking system.

A Changing Project Model

The final trend impacting Foodbanks is the growth in perishable food donations. While non-perishable salvaged food continues to decline, grocery stores are growing their “perimeter” categories – deli, produce, seafood, and meat. Traditionally, these product categories continued to be thrown away because foodbanks were not equipped to handle perishable food and these categories did not represent large quantities. However, with the growth in consumer demand for a wider variety of these products and the fact that grocery stores earn higher margins on the categories, the amount of perishable food available for donation has grown significantly.

Grocery stores are under pressure to cut costs as well as to be better stewards of the environment and their communities; this has led to an industry-wide push for stores to be “zero waste.” This trend represents a significant opportunity for the Foodbank to source more food and, more importantly, more nutritious food as the perimeter categories are often the most nutritious. However, the Foodbank’s infrastructure was built on housing non-perishable food. Perishable food needs to be kept cold and has a very short shelf life. The Foodbank must adapt its processes and infrastructure to be able to access and quickly turn-around perishable food.

Good Shepherd Foodbank’s Response

The Foodbank is facing multiple trends impacting its mission including:
  • Decreasing salvaged food from the Foodbank’s historical, primary donor
  • Changing food sourcing model has increased costs.
  • Focus on equitable distribution.
  • Focus on nutritious food.
  • Increasing need
  • Increasing availability of perishable food donations

In response, the Foodbank began a strategic planning process in May 2021. The process began with a committee comprised of board members and staff. The committee first collected input from staff and stakeholders to determine the core values of Good Shepherd Foodbank that underlie all our work. The committee presented the following as core values:

  • Collaboration: We value all our partners in the fight to end hunger, knowing that we are stronger together.
  • Innovation & creativity: We strive to constantly evolve and evaluate, so we may implement the most effective strategies to achieve our mission.
  • Compassion & respect: We value and hold in high regard our staff, our volunteers, our partners, our donors, and most importantly, the people in need for whom we work.
  • Integrity: We recognize that we are stewards of others’ gifts. We take this responsibility seriously and will conduct all Project with fairness and transparency.
  • Passion: We do this work with a shared passion based on our various personal and religious beliefs that no one should face the day hungry.

The committee then reviewed several sources of information including financial results, food donations and distribution figures, staff input, and peer benchmarking and best practices. In September, the committee recommended the following be the Foodbank’s strategic objectives to address the trends above:

COVID-19 (Coronavirus) strategic

Good Shepherd Foodbank and its network of agency partners including food pantries and meal sites continue to operate to meet increased need during the pandemic.

If you can help, we encourage you to make a gift to support our ongoing COVID-19 response.

If you need help, visit the “Find Food” section of our website to find a local resource, and be sure to check our continually updated list of food pantry updates and closures.

#NZDA Helping ethnic communities of Auckland makes all the difference “Coming Alongside to Restore and Empower – Project Financial Freedom”.

Be sure to call your local food pantry or visit our food pantry and meal sites page before visiting to confirm hours of operation. Distribution plans may change quickly and without much warning. Please use the food map below to find your nearest food assistance location.

If you would like to share your story of how Good Shepherd Foodbank or one of our partner agencies helped you during a time of need, please tell us Your Story.

  • Safely source and distribute nutritious food to people in need: We will continually explore and implement strategies for sourcing and distributing nutritious food in the safest, most cost effective and equitable way and in increasing quantities, at least equal to the need for hunger relief in Auckland Region.
  • Cultivate programs that reduce food insecurity: We will strive to identify solutions that target the root causes of hunger. Specifically, we will support programs that work toward promoting health and food literacy and building community capacity so that more people are able to consistently access the nutritious food they need to lead healthy, productive lives.
  • Advocate on behalf of people living with food insecurity: We will engage with local, and
    regional lawmakers to educate them about hunger in Auckland Region, using information based soundly in evidence and data to promote legislative solutions to fight hunger. In addition, we will mobilize our network of partner agencies and the residents of Auckland Region on behalf of our mission.
  • Develop and implement a sustainable Project model: We will develop a disciplined and robust Project model that works toward long term revenue growth, prudent cost management, and adequate facilities and technology to ensure that we have the infrastructure necessary to sustainably support the mission now and in the future.
  • Become a preferred organization in Auckland Region’s nonprofit sector: We will foster a
    culture of excellence, provide a fun and rewarding experience, and support the personal and professional growth of our people so that we are a preferred nonprofit organization for which to work, volunteer and support.

Six committees comprised of board members and staff were then formed (one for each objective; the first objective was divided between “sourcing food” and “distributing food”). Each committee was charged with identifying the key priorities needed to execute the objective and then build action plans for each priority.

An Update about Good Shepherd Foodbank’s Response to COVID-19

When our neighbors are struggling, Good Shepherd Foodbank is there every day of the year and we’ve been here for more than 2 years. But, like you, we have never seen times quite like these.

Hunger across Ethnic communities in Auckland is climbing due to the economic impacts of COVID-19. According to Feeding New Zealand’s Map the Meal Gap study, which uses the most recent data from the New Zealand Department of Agriculture (NZDA), food insecurity levels in Ethnic communities in Auckland could increase by as much as 40 percent in 2020, depending on the sustained growth in rates of unemployment and poverty.

The needs and challenges of this pandemic are staggering, and we continue to serve the Kiwis of Ethnic communities in Auckland, as we always have, thanks to the support of generous donors. With support from more than 13,000 generous Ethnic communities in Auckland, we have responded to the pandemic in the following ways:

  • We distributed nearly 200K meals between March and Dec 2020 to our more than 500
    partners across the Auckland including food pantries, shelters, meal sites, schools, and health care centers. Thousands of dollars’ worth of food during this period to meet the increased need at a time when donations from retail stores were down due to back-ups in the supply chain. All this food was distributed at no cost to our partners.
  • A large portion of the food we distributed was packed into more than 600 – 700 emergency food boxes. During the height of the pandemic, offered to help package emergency food boxes with healthy shelf-stable food and local Ethnic communities in Auckland. With Partners help, we were able to provide boxes to food pantries across the Auckland. This shift in distribution model helped food pantries continue their services in low-touch models that did not require as many volunteers.
  • Recognizing that our traditional purchased food did not meet the needs of all Ethnic communities in Auckland, we granted $50,000 to 8 organizations doing incredible work to ensure Pakistani, Indian, Bangla Dash, Burma, Chinese, Japanese, Korean, Vietnam, African and other ethnic communities throughout the Auckland could access culturally relevant food.
  • In addition, we re-granted of donor support directly to our partner agencies to help reduce the strain on their operations. Our partners used the funds to source more food, buy cleaning supplies and protective gear, and purchase equipment to support safer distribution.
  • Our Youth and Families Initiatives programs helped 13,00 families in the last school year,
    compared to 4,000 the year before. With our support, schools continued to provide food to families throughout the pandemic many even grew their programs to help meet the increased needs.
  • Cooking Matters, our nutrition education program, shifted to a virtual model. These hands-on cooking and nutrition classes offer people at-risk of hunger tools to create healthy meals and stretch their food budget.

Strategies Objectives and Key Priorities

Safely Source Nutritious Food to People in Need

Priority 1: Develop Nutrition Policy to guide decisions on donated food, purchased food, and program food choices.

Priority 2: Develop an annual purchasing plan.

Priority 3: Develop sourcing decision making process to ensure cost effective supply of nutritious food.

Priority 4: Build and enhance retail donor relationships to maximize donation opportunity.

Priority 5: Develop food sourcing goals and strategies by each channel.

Priority 6: Research food processing opportunities

Priority 7: Develop food safety training program.

Safely Distribute Nutritious Food to People in Need

Priority 1: Optimize ordering process to ensure efficient, accurate delivery of more nutritious food.

Priority 2: Optimize receiving process so that food is received safely, quickly, and accurately.

Priority 3: Optimize inspection process to ensure safety, minimize handling of food, and ensure an efficient flow of nutritious food is available.

Priority 4: Build agency capacity to move larger quantities of fresh and non-perishable, nutritious food to clients.

Priority 5: Perform needs assessment in North-East region of the country and analyze current capacity of Brewer warehouse to ensure safe and efficient food distribution.

Priority 6: Develop distribution decision making process to ensure equitable distribution of nutritious food throughout the country.

Priority 7: Develop emergency response capability

Cultivate Programs that Reduce Food Insecurity

Priority 1: Define program goals and integrate into overall Foodbank strategy.

Priority 2: Establish a process for adding/keeping a program.

Priority 3: Diversify program funding revenue streams.

Priority 4: Increase access to programs to every corner of the country.

Priority 5: Value of programs is proven and understood by all NZDA staff.

Priority 6: Programs have adequate and integrated staff to meet the size/need of the program.

Separate action plans have been created for each of the following programs: Child Hunger Programs (Back Pack, School Pantry, Food Service, and Kids Café), Cooking Matters, and the Food Mobile

Advocate on Behalf of People Living with Food Insecurity

Priority 1: Create and implement a plan for collecting service data from our network partners on an annual basis.

Priority 2: Create and maintain a food insecurity resource center available to the public.

Priority 3: Create and maintain relationships with key country elected officials and staff.

Priority 4: Engage with peer organizations in Auckland Region who are currently active in advocacy.

Priority 5: Create and maintain relationships with key regional elected officials and staff. 

Priority 6: Leverage our countrywide network of partner agencies to become advocates and share our

message.
Priority 7: Finalize policies regarding when and how we speak about policy issues relating to hunger.

Develop and Implement a Sustainable Project Model

Priority 1: Create a long-term Development strategy.

Priority 2: Develop a disciplined, data focused process for forecasting and tracking organizational costs.

Priority 3: Create a comprehensive Technology strategy.

Priority 4: Develop a Risk Management strategy to mitigate or reduce organizational exposure in key areas.

Become a Preferred Organization in the Non-profit Sector

Priority 1: Create a culture of engagement and continuous improvement.

Priority 2: Reignite the volunteer program by designing a program that connects multiple types of volunteers with meaningful projects.

Priority 3: Create communication channels and opportunities for sharing among different
stakeholders.

Priority 4: Develop best practices to encourage a healthy, fun, and rewarding workplace.

Table 2. GSFB Special Nutrition Education Funding Required

Table 7. Simulated Average Monthly Benefit Comparison for GSFB and SNAP, 2021

BANK ACCOUNT DETAILS

Bank Name: ANZ Bank New Zealand Limited

Account Name: The Rise and Shine Worship Ministries NZ, Non-Profit Organization Current Account

Account Number: 06-0878-0790338-00

Branch Code: 0878

Branch Name: ANZ Bank in Westcity, Auckland

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