Progress 06/01/23 to 05/31/24

Outputs
Target Audience:Impact Area The project was anticipated to have a substantial positive impact on low-income communities in the Greater Philadelphia Area; from as West as Chester, as North as Elkins Park, as South as FDR Park, and as East as Camden County. Sharing Excess provided food donations to area food banks and hundreds of community organizations across 66 zip codes, all serving low-income neighborhoods with limited access to fresh, free, and healthy food. We serviced all of the zip codes in the Keystone Opportunity Zones and our top service areas included West Philadelphia and North Philadelphia neighborhoods. The median income for our top five zip codes served (19131, 19120,19104,19140, and 19143) was $41,764 per household. [3] Based on EPA EJScreen analysis, we know that these zip codes and the surrounding areas were low-income and had low life expectancy rates in the 80th-100th percentiles based on national averages. Target Population Our target population for this project was individuals and families living on the socioeconomic margins. Over the project period, our service areas maintained a 15.2% food insecurity rate (compared to the national rate of 11.8%), with 67% of whom did not qualify for SNAP benefits. [1] In the areas we served this first year, people of color were most at risk of food insecurity, with 23% of Black residents and 25% of Latinx residents facing food insecurity. Furthermore, 30.9% of children within our service areas were food insecure, 23% of which did not qualify for federal nutrition programs. Years of systemic racism and geographic discrimination have dictated that communities of color bear the brunt of food insecurity, and this is especially true in Philadelphia. According to a recent census analysis, Philadelphia is one of America's most diverse cities -- and one of the most divided. [2] Just over two miles apart are zip codes with very different demographics and social outcomes. For example, in Strawberry Mansion in North Philadelphia, where stores with fresh produce are few and far between, the life expectancy is 68. Mere miles away in Old City, upscale grocery stores are in abundance and the life expectancy is 88. Research shows that these vast inequalities are rooted in several causes, especially health disparities caused by inadequate access to nutritious food. [2] Distressed Areas and Linkages to Food Insecurity, Homelessness, and Poverty Despite having a place to live, many individuals and families in Philadelphia still faced severe food insecurity. In the areas we served over the project period, high rates of poverty and unemployment contributed to the distress. For many households, the cost of housing consumed a significant portion of their income, leaving insufficient funds for other essentials, particularly food. In Philadelphia, 26% of residents lived below the poverty line, and an alarming number of families found themselves in a precarious position where they earned too much to qualify for federal assistance but too little to afford a nutritious diet. [3] This situation has been exacerbated by rising housing costs and stagnant wages, leading to a cycle of poverty that is difficult to break. Furthermore, homelessness remained a critical issue in the city. While some individuals were without any form of shelter, many others lived in temporary or unstable housing conditions, including overcrowded apartments or shelters. These individuals often lacked access to adequate kitchen facilities, which made it even more challenging to prepare healthy meals. Food pantries, community kitchens and food programs became their lifeline, providing essential nutrition that they could not otherwise afford. The neighborhoods we served during this reporting period, such as West Philadelphia and North Philadelphia, are characterized by high levels of blight and abandoned properties. These conditions contribute to a sense of instability and insecurity, further compounding the difficulties faced by residents. By ensuring access to fresh and healthy food through direct distribution to individuals and support via community partners, we helped mitigate some of the adverse effects of these distressed living conditions. Reliable access to nutritious food not only improves physical health but also supports mental well-being, providing a foundation for individuals to pursue opportunities that can lead to greater economic stability and improved quality of life. References Hunger & Poverty in Philadelphia County, Pennsylvania: Map the meal gap. Overall (all ages) Hunger & Poverty in the United States. (n.d.). https://map.feedingamerica.org/county/2022/overall/pennsylvania/county/philadelphia Bookman, T. (2016, April 7). A few miles and a world of difference as study finds wide disparity in Philly Life Expectancies. WHYY. https://whyy.org/articles/a-few-miles-and-a-world-of-difference-as-study-finds-wide-disparity-in-philly-life-expectancies/ United States Census Bureau. (n.d.). Explore US census data. Explore Census Data. https://data.census.gov/ Changes/Problems: Nothing Reported What opportunities for training and professional development has the project provided?At Sharing Excess, we place a strong emphasis on workforce development and professional growth, ensuring that every individual involved in our project has access to meaningful training and development opportunities. Sharing Excess is committed to diversity, equity, and inclusion both internally and externally and firmly believes in the importance of creating an environment where everyone feels like they belong. This commitment is intentional and evident in the way we operate as an organization. We have intentionally built a team that reflects our mission and the communities we serve. We are an equal-opportunity employer and encourage applicants from all backgrounds, especially those underrepresented in the nonprofit sector, to apply for roles within our organization. We have made this a top priority during this reporting period. Our team is diverse, encompassing individuals from a wide range of backgrounds, including recent high school graduates, retirees, and those with deep roots in the Philadelphia region. We are committed to empowering individuals from all walks of life to get involved in tackling innovative solutions to food waste and food insecurity. This diversity enriches our work, as we bring together a variety of perspectives and experiences to tackle the challenges of food waste and food insecurity. Training and Mentorship: We are committed to empowering our team members by providing them with the tools and knowledge they need to excel. Our team members' backgrounds are wide-ranging--from recent high school graduates to retirees--and the majority grew up or attended schools in the Philadelphia region. Our approach this year has included one-on-one mentorship, where experienced professionals guide newer team members, helping them develop greater proficiency in their roles. This mentorship was tailored to each individual's needs, focusing on building skills that are directly applicable to their work within the organization. All Sharing Excess employees and volunteers are food safety trained prior to handling any food, and we have implemented signage with clear visual examples in our sorting space to demonstrate what kinds of visual defects are acceptable when sorting produce. We also have a zero-tolerance policy for harassment of any kind, and employee onboarding includes DEI training and signed sexual harassment policies. Professional Development: We recognize that ongoing professional development is crucial for maintaining and expanding expertise. To this end, we offer our team members opportunities to participate in a range of workshops and conferences. These activities are designed to deepen their knowledge and enhance their skills in areas such as community engagement, food distribution logistics, and nonprofit management. For example, during this year, team members participated in conferences like the ReFED conference and the Food Rescue Hero Conference, where they gained insights into the latest trends and strategies in food rescue and redistribution. Community Engagement and Empowerment: Our commitment to professional development extends beyond our internal team to include the communities we serve. We engage with local organizations to host farmers-market-style food distributions, which not only provide access to nutritious food but also foster a sense of community and empowerment. These events are designed to encourage community members to take an active role in addressing food insecurity, thereby building stronger, more resilient neighborhoods. Through our partnerships with local schools and pediatric clinics, we ensure that children have access to the nutrition they need to support their growth and learning. This approach not only addresses immediate needs but also contributes to the long-term well-being of the community by empowering families to make informed choices about their health and nutrition. Commitment to Diversity, Equity, and Inclusion: Sharing Excess is deeply committed to diversity, equity, and inclusion, both within our organization and in our interactions with the community. We believe that creating an environment where everyone feels valued and included is essential to our mission. Our recruitment practices reflect this commitment, as we actively seek to build a team that mirrors the diversity of the communities we serve. By encouraging applicants from underrepresented backgrounds to join our organization, we ensure that our work is informed by a broad range of experiences and perspectives. Throughout this grant reporting period, the opportunities for training and professional development at Sharing Excess have remained integral to our mission. Whether through formal training programs, hands-on mentorship, or participation in industry conferences, we are dedicated to fostering the growth of our team members and the communities we serve. This commitment not only enhances the effectiveness of our work but also empowers individuals to become leaders in their own right, driving innovative solutions to food waste and food insecurity. How have the results been disseminated to communities of interest?Our dissemination efforts have been multifaceted, focusing on reaching both traditional and non-traditional audiences to enhance public understanding and foster interest in food rescue. Firstly, we submitted a blog post to the USDA NIFA team to highlight the impact and background of one of our key drivers. This post was crafted to be accessible to a broad audience, aiming to highlight the story of one of our food rescue drivers hired thanks to this grant. The blog post showcases real-world applications of our work of increasing food security by redistributing resources that would otherwise be wasted, and will be published in September 2024. We have also actively engaged with the communities we serve through focus groups and surveys, connecting with our community partners to collect feedback data. To ensure successful partnerships, we regularly conducted satisfaction surveys and scheduled regular site visits to our recipient organizations. Additionally, we are participating in the Pew Evaluation Capacity Building Initiative (ECBI) with ImpactEd, where with their help, we are conducting focus groups to better grasp our community partners' experiences and needs. These sessions not only informed our work but also empowered participants by involving them directly in the evaluation process. These surveys were integral to informing our current programming, ensuring that our initiatives are aligned with the evolving needs of the communities we serve. By actively involving community members in the feedback process, we are empowering them to take ownership of the solutions, allowing them to make decisions about their specific needs. These surveys served as more than just a tool for gathering information--they are a vehicle for change. The insights we gathered enabled us to adapt our programs to address shifting priorities and challenges within the community. This collaborative approach not only enhanced the relevance and effectiveness of our work but also fostered a sense of shared responsibility and partnership in achieving our goals. Our distribution team leveraged data collected, such as the number of zip codes served and pounds of food distributed, to identify gaps in service areas and design targeted interventions that address specific community needs. For example, we were able to identify high-need zip codes receiving less food than other zip codes and were able to proactively connect with community partners to increase capacity for food distribution via Sharing Excess deliveries. Also, our Distribution Director utilized ongoing communications with community partners to assess programmatic needs. Weekly check-in texts and phone calls allowed for real-time updates and adjustments as needed. During the implementation of our food rescue programs, real-time data allowed for dynamic adjustments. For example, tracking the pounds distributed to each organization and zip code weekly allowed us to respond promptly to fluctuating community demands. This ensured we could maximize reach and efficiency of our food distributions, particularly in areas with high health disparities. In terms of outreach, our team members have been proactive in sharing our work through various speaking engagements. Over the past year, our CEO and Founder, Evan Ehlers, has spoken at several high-profile conferences, including the ReFED conference, the Food Rescue Hero Conference, and the Spur Impact Mill Summit. These opportunities have allowed us to reach diverse audiences, including industry professionals, academics, and the general public. Additionally, we have made significant strides in education and chapter growth. Our Director of Development, Nourhan Ibrahim, recently delivered a guest lecture at the University of Pennsylvania MPH Program further contributing to our educational outreach. Our work with chapter education has expanded significantly in the past year, fostering a deeper understanding of our initiatives and encouraging active participation in the communities we serve. These combined efforts reflect our commitment to not only advancing knowledge about food rescue, but also making it accessible and engaging to a wide range of audiences. What do you plan to do during the next reporting period to accomplish the goals?As we move into the next reporting period, our focus is on building upon the successes of the past year while addressing any challenges that emerged. Below are the specific actions we plan to take to accomplish our goals and objectives: 1. Increase the Percentage of Fresh Produce Rescued Expand Partnerships: We will work to secure additional partnerships with local farms, produce wholesalers, and grocery stores to increase the proportion of fresh produce in our food rescue operations. We also want to make sure to continue exploring opportunities to provide partners with non-produce items to create well-rounded meals via Sharing Excess food deliveries. Strengthen Existing Relationships: We will deepen our engagement with current partners, encouraging them to prioritize the donation of fresh produce and providing increased value through impact reporting and optimized logistics. We will utilize regular communication and site visits to deepen our understanding of the unique needs of all of our partners distributing the food. Enhanced Sorting and Distribution: We plan to refine our sorting processes at the Philadelphia Wholesale Produce Market (PWPM) to maximize the quality and quantity of produce available for distribution. 2. Increase Number of Recipient Partners by 240 Over the 4-Year Project Community Engagement: We will continue our outreach to community organizations, focusing on areas with high levels of food insecurity. This will include hosting informational sessions and workshops to raise awareness about our services and the benefits of becoming a recipient partner. Onboarding Process Improvements: We will streamline our onboarding process for new recipient partners to ensure a smooth and efficient integration into our network. This will involve creating more user-friendly materials and offering additional support during the initial stages of the partnership, building off focus group feedback. 3. Enhance Data Collection and Reporting Develop a Comprehensive Data Collection Framework: Building on the data collection framework established during the current period, we will further refine our methods to capture more detailed data at the coalition, organization, and individual levels. This will include piloting new data collection tools and software to improve accuracy and ease of use. Regular Data Reviews: We have implemented regular data review sessions to assess progress toward our goals and make necessary adjustments. This ensures that we remain on track to meet or exceed our targets throughout the project period. 4. Increase Food Distribution to Existing Partners by 20% Logistics Optimization: We will analyze our current logistics and distribution processes to identify opportunities for improvement. This may include adopting new technologies or adjusting delivery schedules to better meet the needs of our partners. Partner Needs Assessment: We will continue to conduct comprehensive needs assessments with our existing partners to understand their capacity and how we can adjust our distribution strategies to increase the volume of food we provide. 5. Foster Human Connection, Cultural Understanding, and Education Host Additional Pop-Up Events: Building on the success of our previous Pop-Up events, we will organize more events across different neighborhoods. These events will focus on not only distributing food but also fostering community connections and cultural exchange. Educational Programs: We plan to develop and implement educational programs that focus on food justice, sustainability, and nutrition. These programs will be integrated into our Pop-Up events and other community engagement activities. 6. Improve Internal Capacity Staff Training and Development: We will invest in staff training to improve their skills in areas such as logistics, community engagement, and data management. This will enhance our overall capacity to meet project goals. Technology Upgrades: We will evaluate and potentially upgrade our technology infrastructure to support more efficient operations and data management. This could include new software for tracking food donations and distributions or enhanced communication tools for coordinating with partners. 7. Sustainability and Long-Term Planning Develop a Sustainability Plan: We will start developing a sustainability plan to ensure the long-term viability of our food rescue and distribution efforts beyond the current project period. This will involve exploring new funding opportunities, strengthening partnerships, and continuing to build our organizational capacity. Community-Based Initiatives: We will explore opportunities to empower communities to take on more active roles in food rescue and distribution, potentially creating self-sustaining models that can operate with minimal external support. 8. Addressing Unmet Goals Focus on Produce Distribution: Although we narrowly missed our target for produce distribution in the first year, we will focus our efforts to achieve this goal in the next period. This will involve the strategies outlined above, including expanding partnerships and optimizing our operations. Continued Expansion: We remain committed to expanding our network of partners and recipients to meet our ambitious goals for the remainder of the project. Any shortfalls in partner onboarding or recipient engagement will be addressed through intensified outreach and support efforts. By implementing these strategies, we are confident that we can continue to make significant progress toward our goals in the next reporting period. Our focus on scalability, community engagement, and continuous improvement will ensure that we not only meet but exceed the expectations set out in this project.

Impacts
What was accomplished under these goals? Background: The Problem The most pressing need within the communities we served over the project period is not just food--it's access to fresh, nutritious food without barriers. This requirement is both a response to the alarming rates of food insecurity and an essential step towards addressing the epidemic of diet-related diseases, such as diabetes, that disproportionately affect low-income areas. Food insecurity correlates to life expectancy and is tied to increased risk for mental health disorders and chronic health conditions like diabetes and heart disease. Simultaneously, the U.S. is wasting more than double the amount of food needed to theoretically end food insecurity. This is due to a wide range of logistical barriers in the supply chain, including limited storage for fresh foods, unpredictable market and weather patterns, aesthetic imperfections in produce, and the time-intensive nature of sorting through perishable food donations. [5] With persistently high food prices, we are poised to see both food surplus and insecurity increase, heightening the need for our services. To address the critical issues of food waste and food insecurity, this project has supported the expansion of Sharing Excess's retail and wholesale redistribution operations, allowing us to maximize the amount of surplus food we can rescue and redistribute to communities. Audience: Population Served Our work primarily served marginalized communities throughout the greater Philadelphia area, including low-income families, seniors, and individuals facing food insecurity. By redistributing surplus food to grassroots organizations, food banks, and community centers, we ensured that these organizations could address the immediate dietary needs of their community members, contributing to improved health outcomes and reduced food insecurity. To address the identified need and serve this population, we have made significant strides in the following key project goals. Goal 1: Create a More Sustainable and Equitable Food System Key Objectives: Further expand retail & wholesale food rescue and distribution by 20 new partners over the 4-year project period. Outcome: We exceeded our entire four-year goal and established 27 new food donor partnerships in the first year of the grant period. Increase the number of recipient partners by 5 per month over the 4-year project period (240). Outcome: In Year 1, we onboarded 79 new community partners, so this goal is well on track for the four year project. Increase the quantity of food we are able to distribute to existing community partners, by 20% over the 4-year project period. Outcome: We also surpassed this goal in Year 1. The data showed a marked increase in the amount of food distributed to our existing partners (75%), aligning with our goal of deepening our impact within communities we already serve. Major Activities: We focused on redistributing at least 1.5 million pounds of food per year throughout the 4-year project period. This was achieved by expanding our retail and wholesale rescue efforts. Data Collected: Over the first year of the project, we successfully rescued and redistributed 13,821,421 pounds of food, surpassing our annual goal by 791%. We have accomplished more than double the impact we set out to achieve over four years in the first year of the reporting period alone. Summary Statistics and Results: The sheer volume of food rescued and redistributed highlights the effectiveness of our approach. By intercepting surplus food early in the supply chain at the Philadelphia Wholesale Produce Market (PWPM), we not only reduced food waste but also provided consistent access to nutritious food for communities in need. This achievement reflects our ability to scale our operations significantly within the first year, laying a strong foundation for continued success in subsequent years of the project. Goal 2: Expand Food Choice in Philadelphia Key Objective: Ensure 80% or more of food rescued through the 4-year project is classified as produce. Major Activities: By focusing on fresh produce, we aimed to increase the availability of nutritious food options for those in need, ensuring a high quality of food distributed through our programs. Data Collected: In the first year, we achieved a distribution rate of 77.4% fresh produce out of the total food rescued, narrowly missing our target of 80%. Despite falling slightly short of our goal, this outcome reflects a strong emphasis on fresh produce, which continues to be a priority in our food distribution strategy. The composition of the diverted surplus food in the first year were: 1.73% meat, 7.66% dairy, 2.21% grains, 77.42% produce and 11% other which included prepared frozen and non-perishables. Summary, Statistics, and Results: Nearly 80% of food distributed was produce, so we are on track to meet our goal. We also learned through dialogue with partners that some non-produce staples provided through Retail Rescue are critical food items for community members, and want to make sure to provide a diverse range of food options to create well-rounded meals. We want to maintain 75-80% produce over the course of the project period. Goal 3: Develop a Long-term Data Collection Framework Key Objective: Develop internal capacity to expand data collection efforts on the donor, recipient organization, and individual level by the end of the 1st year of this project. Major Activities: We developed a comprehensive long-term data collection framework designed to track food rescue metrics at various levels, including coalition, organization, and individual. This framework was intended to enhance our ability to monitor the effectiveness of our food rescue efforts and ensure data-driven decision-making. We also worked on equitable evaluation with focus groups and survey collection with community partners. Data Collected: The data collection framework was successfully established during this period, enabling more detailed and accurate tracking of food rescue activities and outcomes. Our multifaceted web-based app has been refined to better help us understand our impact, analyze food donation trends, and ensure our distribution efforts are equitable and reliable. We analyzed survey data to inform decision making for our distribution team. Summary Statistics and Results: We are going to continue to develop the technology to ensure successful data collection and continuous improvement and transparency. We have also developed equitable evaluation capacity, allowing for more qualitative evaluation in future years. Conclusion: Key Outcomes Throughout this reporting period, Sharing Excess has been able to improve the variety and quantity of food available to our network of partner organizations. Increasing the variety of produce and nonperishables has enabled us to support improved access to dietary, nutritional, and cultural needs. We have also been able to strengthen our food rescue capacity, significantly expanding both our food donor and recipient organization network. By increasing the quantity of food distributed in this region, we are sustainably increasing partner capacity-building and supporting a more sustainable, equitable food system.

Publications