Saluda Pop-Up Pantry
Strategic Plan FY 21-22, 22-23, 23-24
Executive Summary
History: The Pop-Up Pantry opened in July 2019 as an initiative of the Church of the Transfiguration Outreach Committee, designed to allow client choice of fresh produce, meat, staples, dairy and canned goods. It was an expansion of an existing monthly program of the church which provided bags of groceries to area residents. The Pantry adopted a weekly food distribution on Tuesdays from 4:00-6:00pm to allow clients who worked to have access on a weekly basis. Located first on the porch of the Apple Mill on Ozone Drive, the Pantry moved to the Fellowship Hall of the Saluda Presbyterian Church in October 2019, which allowed indoor space to set up for shopping and to store groceries. In spring 2020, responding to the safety issues of the Covid 19 pandemic, the Pantry changed to a drive through pickup of prepacked boxes of groceries.
Organizational Dynamics: The Pop-Up Pantry is a 501(c)3 non-profit organization which is licensed in the state of North Carolina. It has a nine-member Board of Directors which is responsible for ensuring that all 501(c)3 requirements are met. The Board sets policy, provides guidance, and oversees all financial matters of the Pantry.
Programs:
The Pantry partners with MANNA Food Bank of Western North Carolina, which is affiliated with Feeding America, to purchase free or low-cost food. The Pantry distributes nutritious supplementary food each week to individuals who indicate a need by showing up. Fresh produce, meat, staples, dairy, and canned goods are available for our guests. Following CDC guidelines in place for the Covid 19 Pandemic, the Operating Committee designs the best method for distributing the food, either having guests choose their own groceries, pick up pre-packed boxes, or a combination of the two.
A Winter Closet provides coats, blankets, hats, scarves, and socks to guests from October to March. Most of these items are donated, but when needed, specific clothing items may be purchased for our guests.
Performance: The Pantry regularly serves approximately 60 households in the Saluda area, averaging 45 to 55 households each week. The first day the Pantry opened in July 2019, 18 households came to shop. Attendance steadily grew, reaching a high number of 72 households for two weeks in November 2020. During 2020, the Pantry distributed over 96,000 pounds of foodwhich according to MANNA and Feeding America estimates, provided over 80,000 meals. After the Pantry moved to a drive-through distribution of boxes, the number of cars picking up larger numbers of boxes for friends and neighbors increased.
Strategic Direction
Vision: to eliminate hunger and improve the well-being of all in our community
Mission:
To provide nutritious, supplementary food to our neighbors experiencing food insecurity
To provide warm winter clothes for those in need
To raise community awareness of the consequences of hunger and poor nutrition
Core Values: Integrity, Respect, Accountability, Teamwork
SWOT Analysis
Strength – volunteers, relationships, commitment, community support, flexibility, adequate finances, dynamic leadership team, enthusiasm
Weaknesses – age of volunteers, physical location limitations which could limit growth, dependence on drivers to pick up food at MANNA, communication methods to reach those who would benefit from services, ability to serve people in need of food but don’t have transportation, diversity in volunteers and those we serve; need for male volunteers
Opportunities – finding ways to connect with those who need food unable to travel (mobile distribution); community awareness of need in surrounding area; working with ASAP to support local farmers and provide nutritious food; dietary education; providing a directory of services to those in need; providing public service notices (such as vaccinations); employ someone locally as General Manager of pantry; recruiting high school students as volunteers; employ those with special needs as volunteers
Threats – donations diminish; food supply chains are threatened; inflation of food costs; volunteer and leadership burn out; volunteer accidents/injury; limited space which impedes ability to grow; age of volunteers.
Strategic Plan Goals
Saluda Pop-Up Pantry
Spring 2021
Goal #1: To create an effective delivery model of food distribution
Action Steps Responsibility 21-22 22-23 23-24
Assess guest needs by designing and administering a a guest survey Operating Com X X X
Design and implement a guest choice shopping option. Operating Com X X X
Offer option of prepacked boxes of groceries for pick-up Operating Com X X X
Analyze the need and feasibility for mobile distribution Operating Com X X
Explore strategies to engage the Latinx community Communications/Operating Com X X X
Goal #2: To enhance the operation of the Winter Closet
Action Steps Responsibility 21-22 22-23 23-24
Establish a place of operation Operating Com X X X
for the Winter Closet
Organize a committee to staff Winter Closet Chair X X X
and make policies
Goal #3: To create a facilities requirement plan
Action Steps Responsibility 21-22 22-23 23-24
Maintain compliance with Operating Com X X X
MANNA requirements
Analyze the current and future Operating Com X X X
services needed
Assess future facilities
requirements Operating Com X X
Goal #4: To create awareness of food insecurity and provide community health education
Action Steps Responsibility 21-22 22-23 23-24
Educate the community about Communications X X X
food insecurity in our area Committee
Inform community about Communications X X X
Pantry services Committee
Provide info relating to good Wellness Com X X X
nutrition, food preparation
Provide directory of community Wellness Com X X X
services that enhance health and
well-being
Develop presence on social media Communications X X X
Committee
Goal #5: To operate with sound financial strategies
Action Steps Responsibility 21-22 22-23 23-24
Meet all 501(c)3 regulatory and Financial Oversight X X X
financial obligations Committee
Develop and maintain annual Financial Oversight X X X
budget with monthly updates Committee
Develop comprehensive revenue Financial Oversight X X X
development plan. Committee
Goal #6: To create an organization and staffing plan
Action Steps Responsibility 21-22 22-23 23-24
Develop, implement Operating Com X X X
volunteer training orientation
stressing core values
Recruit volunteers able to lift Operating Com X X X
heavy food boxes
Engage local businesses in Operating Com X X X
operation Communications Com
Utilize volunteer grant writer Board X X X
Hire part time General Manager Board X X
to oversee operations
Goal #7: To partner with local farms to source fresh produce and food
Action Steps Responsibility 21-22 22-23 23-24
Coordinate with local farms and Farms Committee X X X
ASAP to purchase products
Identify funding sources Farms Committee X X X
Goal #8: To rebrand the Pantry with a more inclusive name and program
Action Steps Responsibility 21-22 22-23 23-24
Appoint committee to study Board X
and make recommendations
Explore working with other Board X X
community non-profits to
coordinate services