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Wayside Food Programs Springboard

Wayside Food Programs Springboard. Wayside Food Programs: Springboard 2012. The question. How can Wayside best identify, evaluate and implement new revenue opportunities created by a new commercial kitchen, while taking into account Wayside’s overall mission and staffing limitations.

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Wayside Food Programs Springboard

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  1. Wayside Food ProgramsSpringboard Wayside Food Programs: Springboard 2012

  2. The question How can Wayside best identify, evaluate and implement new revenue opportunities created by a new commercial kitchen, while taking into account Wayside’s overall mission and staffing limitations.

  3. Our mission To increase access to food for those in need in Southern Maine by providing a system for community based volunteers who serve prepared meals where such meals are needed and by collaborating with other hunger agencies in developing an efficient network for the collection and equitable distribution of food.

  4. Our vision All people should have access to the food they need.

  5. Who we are Our Board • 11 members • 7-person advisory board • Meets monthly Our Volunteers • 12,000 volunteer hours in 2011 • Our Staff • 4 full-time, 2 part-time, 1 National Able Network.

  6. What we do • Food Rescue • Community Meals • Mobile Food pantries • Food distribution agency • Community Gardens • Snacks for kids

  7. In 2012 Wayside collected and distributed food to Cumberland County residents most in-need. By the numbers (as of Sept. 1): • 18,061 Community Meals • 48,408 meals • 600,000 lbs. • 15,000 volunteer hours

  8. Our history Wayside Evening Soup Kitchen • 1986:Begins by serving three meals a week at Immanuel Baptist Church in Portland. Wayside Soup Kitchen • 1994:Helps establish Community Resource Center at Preble Street and expands to seven nights a week. • 1999: Food Rescue started. • 2002:Adds weekday lunches. • Wayside Food Programs • 2009:Leaves Preble Street. Moves away from soup kitchen model. Starts Community Meals. • 2011: Changes name to Wayside Food Programs. • 2012:Brings operations under one roof.

  9. Income – 2012 budget $370,380 (excludes Capital Campaign)

  10. Expenses – 2012 budget $420,616 (excludes consolidation expenses)

  11. The opportunity • Completion of the Elinor & Dan Redmond Kitchen. • The new kitchen was built to: • Consolidate facilities • Aid flexibility • Improve capacity

  12. Kitchen capabilities A well-equipped facility, featuring: • Five-gallon kettle • Commercial steamer • 10-burner range • Two convection ovens • 830 square feet • Four work stations • Available evenings/weekend

  13. What success looks like • Provides additional revenue, supporting growth • Doesn’t interfere with current programs or mission • Minimizes burden on staff

  14. The question How can Wayside best identify, evaluate and implement new revenue opportunities created by a new commercial kitchen, while taking into account Wayside’s overall mission and staffing limitations.

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