MIDWEST FOOD BANK

Strategic Plan Proposal

Prepared by: Ryan Musleh, Clarisa Heredia, Brandon Squeo,

Regina Frederick & Jacob Vander Zanden
Midwest Food Bank Executive Team
Ryan & Co., Inc.

April 2, 2021
Table of Contents
Executive Summary…………………………………………………………………………...
1.0 Organization Background………………………………………………………………….
1.1 Business Definition………………………………………………………………...
1.2 Vision……………………………………………………………………………….
1.3 Mission…………………………………………………………………………….
1.4 Value Proposition…………………………………………………………………..
1.5 Organization Structure……………………………………………………………..
1.6 History and Culture………………………………………………………………...
2.0 Situation and Analysis……………………………………………………………………...
2.1 Definition and Scope of Situation………………………………………………….
2.2 Stakeholders Affected………………………………………………………………
2.3 Competition…………………………………………………………………………
2.3.1 Community Service……………………………………………………………….
2.3.2 Disaster Relief………………………………………………………………….....
2.3.3 Non-Profit Organizations………………………………………………………….
2.4 SWOT Analysis…………………………………………………………………….
2.5 Market Position……………………………………………………………………..
3.0 Plan………………………………………………………………………………………….
3.1 Objectives, Strategies, and Tactics………………………………………………….
3.2 Critical Success Factors……………………………………………………………..
3.3 Key Performance Indicators………………………………………………………...
3.4 Budget and Resource Allocations…………………………………………………...
3.5 Timeline……………………………………………………………………………...
3.6 Evaluation Method and Anticipated Results…………………………………………
Appendices……………………………………………………………………………………….
A. Midwest Food Bank 2020 Budget………………………………………………………..
B. Proposed 2021 Budget……………………………………………………………………
C. Proposed 2021 Timeline………………………………………………………………….
References………………………………………………………………………………………...
Executive Summary

Midwest Food Bank is a faith-based organization located in Normal, Illinois seeking to

alleviate hunger and malnutrition locally. Midwest Food Bank strives to be a self-sustaining
faith-based organization by improving internal communication discrepancies between volunteers
and employees and increasing annual revenue. These are the actions that are needed to be able to
establish priorities and achieve targeted goals.

This paper presents a strategic plan for the 2021 fiscal year to improve internal
communication discrepancies between volunteers and employees and increase annual revenue.
We will be able to execute this plan by increasing volunteer satisfaction, increasing formal
interactions, increasing employee satisfaction, increasing volunteer acquisition, and increasing
fundraising from retirees with an interest in food security. The information obtained for this
strategic plan came from a preliminary conference held with MFB’s management and volunteers.
(Volunteer Coordinator, Shelby Moore, 16 March. 2021). As stated above, the objectives for this
plan include:

● Increase volunteer satisfaction with “Golden” to 90% by July 1st, 2021.

● Increase formal interactions between employees and volunteers by 4 times a month by
May 31st.
● Increase employee satisfaction with workload by 5% by August 1st.
● Increase volunteer acquisition by 15% from average in the next 6 months - (October 1st,
2021).
● Increase fundraising from retirees with an interest in food security by 5% by October 1st,
2021.

With this plan being completed, Midwest Food Bank should see an increase in each of
the proposed objectives. Following our proposed timeline that is allocated some flexibility will
give MFB a plan to stay on track with each objective and tactic. Benchmarks have been
established by executive management at MFB. Upon each objective being completed, there
should be a ripple effect of increase with each subsequent objective. Beginning with a goal to
increase volunteer satisfaction with Golden software, the objective should be completed to
satisfactory results. Continuing with regular formal interactions between management and
volunteers will aid in solving any issues quickly and in turn increase overall volunteer
satisfaction. When these two objectives are completed, we move onto the third: increase
employee satisfaction with workload. If there is open communication between all levels,
workload concerning volunteer coordination will decrease resulting in an increase in employee
satisfaction. Once both volunteers and employees are satisfied, volunteer acquisition and
retention rate will increase due to a pleasant experience. Finally, with the previous four
objectives completed, there will be an increase in fundraising from retirees with an interest in
food security.

1.0| Organization Background

This section explores the core business of Midwest Food Bank (MFB) Bloomington -
Normal. It will define the type of business operated at MFB Bloomington - Normal, its vision, its
mission, its organizational structure, and its history and culture.

1.1| Business Definition

Midwest Food Bank Bloomington-Normal is a non-profit organization that provides
families across Illinois with food sufficient for a healthy lifestyle. As a faith-based organization,
MFB operates a little differently than other food banks and food pantries. The main difference is
that the pantries that associate and work with MFB are supplied free of charge. Most other food
banks and food pantries pay a membership fee or dues to a larger organization, such as Feeding
America, for access to their resources. Thus, the only money that Midwest Food Bank receives is
in the form of government aid (not substantial) or donations and fundraisers.

The organization began as two brothers, the Keisers, who had come to find that there
were food shortages in the local food pantries. Since its humble beginning in 2003, Midwest
Food Bank has thrived and expanded - creating the second largest network of food banks and
pantries in the country. Not only that, but Midwest Food Bank has opened two international
locations: one in Haiti, and the other in East Africa. Now, Midwest Food Bank is one of the
premier food distribution networks, and Bloomington-Normal is their corporate headquarters.

Midwest Food Bank primarily gets their food from manufacturers and grocery stores
when food slips through the cracks, however, they have never failed to get creative to bring in
more food. There have been instances where MFB has gotten food from flipped semi-trucks and
food orders that were rejected. It is the initiative that MFB demonstrates which drives their
success. Thanks to the hard-working folks at MFB and their donors, their network distributes
over $23 million worth of food to over 2,000 non-profit organizations each month. Regardless of
what Midwest Food Bank can provide physically or tangibly, they feel it is most important to
make their clientele feel supported. As an organization, they strive to make the biggest
difference, not in food, but in people’s hopes and feelings.

1.2| Vision
Their vision is to provide industry-leading food relief to those in need while feeding them
spiritually.
1.3| Mission
As a faith-based organization, it is the mission of Midwest Food Bank to share the love of
Christ by alleviating hunger and malnutrition locally and throughout the world and providing
disaster relief; all without discrimination.

1.4| Organization Structure

The Midwest Food Bank structure adheres to the traditional hierarchy, which consists of
four full-time employees, one part-time employee, and more than 200 weekly volunteers. The
Midwest Food Bank is not government funded and is a nonprofit 503(c)(3) that relies heavily on
the generous donations of community members, local farmers, food manufacturers, and several
annual fundraising events.

The following list contains the Midwest Food Banks full-time positions and the names of
the individuals who currently occupy these roles. The organization is also currently searching for
an individual to fill one part-time job opening.

- Debi Petrillo: Agency Coordinator and Office Administrator

- Shelby Moore: Volunteer Coordinator
- Jeni Hanson: Operations Manager
- Tara Ingham: Executive Director
- Open Position: Part-Time Warehouse Manager

1.5| History & Culture

Midwest Food Bank was first established by the Kieser brothers in 2003 in Bloomington-
Normal. They heard there was a need for food and, being farmers, figured they could grow extra
food supply and pick up extra food from stores. In doing so, they transformed one of their barns
into a food distribution center supplying 14 pantries across Illinois. It started with those pantries,
but quickly grew. They began extending outside McLean County and Central Illinois. When
Hurricane Katrina hit the southern states, Midwest Food Bank already had efficient distribution
methods and teams in place and were called down to aid in disaster relief. By 2005, the first
Midwest Food Bank was officially located in Bloomington-Normal.

Bloomington-Normal Midwest Food Bank was created for the community and offers
completely unique opportunities for group volunteering. Today, they serve over 377 agency
partners across 50 counties throughout Central and Eastern Illinois. MFB also provides food to
agency partners in Kentucky and Tennessee, as well. With a growing need for assistance
throughout the Midwest, MFB moved their location to a more expansive warehouse in Normal.
 The Midwest Food Bank believes in supporting a wide range of services, including food
for non-profits to distribute food to those in need, disaster relief programs where help is provided
to people or areas that are hit by a disaster, tender mercies program where MFB enables
nutritious meals to be produced and distributed, and hope packs where they help children who
are struggling with food insecurity. These services are all offered in a safe environment for their
volunteers, guests, and any people who visit their facility. The MFB values its volunteers, they
are the people behind the curtain and the heart of the operation. Volunteers play a huge role in
everything they do, and they are fundamental to the success of their organization. These
volunteers collect, sort, pack, and distribute food and disaster relief donations. MFB has had over
32,018 volunteers put in 309,000 hours of service in 2019, which is equivalent to over 154 full-
time employees. MFB provides its volunteers with personal growth, increased sense of purpose,
recognition, and social opportunities.

Speaking to the volunteers they were able to tell us how Midwest Food Bank fosters a
good volunteering environment and does a great job of welcoming everyone. The volunteers feel
safe at MFB and their check-in process involves a screening process, providing gloves or masks
if need be, and more. Every person who chooses to volunteer for Midwest Food Bank
experiences benefits such as: making a difference, learning new skills, building community, and
boosting their resume. Being a faith-based organization has helped MFB meet the spiritual,
social, and cultural needs of their volunteers.

2.0| Situation Analysis

Analysis of MFB’s operations and will provide the basis for taking action to resolve
current issues or challenges. Midwest Food Bank’s volunteer workforce overall is having issues;
specifically with the new volunteer management software and crossing expected boundaries on-
site. A new volunteer management software called Golden is being implemented at MFB and a
large portion of their volunteer workforce is having some degree of difficulty navigating it. As a
result, MFB cannot properly manage their volunteers and their shifts. While volunteering, some
volunteers feel a sense of entitlement to the status of employee. This creates disorder culturally
and productively during day-to-day operations. This section discusses several topics that can
direct MFB’s efforts to more effectively overcome their challenges, and become a stronger
organization.

2.1| Definition & Scope of Situation

Midwest Food Bank (MFB) Bloomington-Normal is a non-profit food collection and
distribution center. MFB operates solely off of donations, fundraisers, some government funding,
and a consistently potent volunteer workforce. In turn, MFB provides its services free of charge
to those in need. Through MFB’s efforts, approximately 49,000 tons of food were distributed to
1,975 organizations both locally and nationwide, fueled by over 309,000 hours of volunteer time.
 Nevertheless, MFB encounters disruptive organizational issues daily. While volunteers
have been an indispensable cog in MFB’s organizational processes, the dichotomy between
“employee” and “volunteer” is becoming increasingly distorted. Most notably, MFB identified
an issue where volunteers who have been a part of MFB for an extended period of time or
volunteers who commit their time consistently often build a sense of entitlement due to their
tenure.

This could be caused by volunteers feeling that some tasks are “unreasonable.”
According to our interviews that were conducted on-site, volunteers that have been regularly
working at MFB for longer than most employees feel that they know the correct “way of doing
things.” As a result, some of MFB’s most valuable stakeholders are resistant to change. Thus, if
they are resistant to change, they may be resistant to positive change. According to Volunteer
Coordinator, Shelby Moore, volunteers could also feel frustrated with rigid organizational
practices that make volunteering “better organized but too much like paid work,” (Paine,
Ockenden, & Stuart, 2010, p. 101). Volunteers viewing themselves as employees of an
organization is a problem because it can lead to communicative disruptions, such as volunteers
erroneously directing other volunteers. This type of behavior undoubtedly hinders the efficiency
of MFB’s current distribution plan. Therefore, a change must be made to remedy this disconnect.

Often, volunteers offer their assistance out of intrinsic motivation (meaning they are
compelled by inner-motivation to volunteer). So when a volunteering experience feels more like
a “paid work environment,” volunteers can feel a loss of this intrinsic motivation. Volunteers,
especially those who have been volunteering at MFB for an extended period of time, reconcile
their feeling of professionalism by adopting employee-like behaviors; especially when they feel
their opinions are or should be more or just as valuable than those who are employed by MFB.

Moreover, it appears that the volunteers who exhibit professionalism-type behaviors are
seeking further involvement or recognition rather than “just taking orders.” In which case,
volunteering incentive programs for consistent volunteers such as “volunteer of the month”
awards could increase order and productivity while discouraging boundary-crossing. Another
effective alternative may be adding volunteer roles. This allows for volunteers to strive for a
given position, role, or responsibility rather than assuming those behaviors without authorization.
Regardless, it appears that injecting professionalism into the existing volunteer structure could
mitigate the volunteerism/professionalism disconnect.

Another major issue that challenges MFB is the implementation of their new volunteer
management software called “Golden.” Before adopting this software, MFB’s employees would
have to manually enter and track volunteer hours by using a traditional pen and paper, sign-in-
and-out system. This created a hefty, time-consuming workload on the backend for MFB’s
employees. Thus, the implementation of Golden was necessary.
 However, MFB’s volunteer workforce is mostly composed of older, rural citizens;
usually retirees over the age of 60. In MFB’s experience, these same volunteers that are over the
age of 60 very generally do not possess a basic or intermediate-level understanding of
technology. Hence, many of their volunteers are unable to use the primary method of scheduling
shifts.

MFB has already tried to host a virtual seminar on how to use Golden. MFB also
recorded the seminar and made it available on their website. It seems that this has helped the
situation somewhat, yet it remains a top concern. The reason that the previous attempts at
mitigation were not effective could be because of the technological savviness needed just to
access those seminars. Two alternative tactics that could prove useful are (1) hosting in-person
seminars on-site before or after volunteers’ shifts or (2) designing a printed hand out instructing
how to use Golden step-by-step.

Overall, it appears MFB’s greatest strength - its volunteer workforce - presents unique
challenges. These challenges, however, do not necessarily represent weakness. They offer an
opportunity to grow as an organization.

2.2| Stakeholders Affected

The Midwest Food Bank provides food for many hungry families on a daily basis in the
Bloomington-Normal area and other surrounding communities. These stakeholders serve an
essential function to the success or failure of the Midwest Food Bank.

External stakeholders include the many food pantries that they serve. These pantries rely on the
deliveries of food from the Midwest Food Bank, which then gets distributed to food “receivers.”
Without Midwest Food Bank’s distribution, many pantries across Illinois would feel the effect.
Financially, the Midwest Food Bank relies on private donors and granting organizations for
funding. These groups may redirect funding to other agencies if the Midwest Food Bank does not
put the funds to proper usage. Additional external stakeholders are food manufacturing plants
and private food donors who supply the Midwest Food Bank with food to distribute to people in
need.

Internal stakeholders include employees and volunteers. The Midwest Food Bank relies heavily
on its four employees, who sustain all operations of the organization. These employee
responsibilities range from managing the warehouse to coordinating with volunteers and various
different agencies. Volunteers are relied on heavily by the Midwest Food Bank because they are
a non-profit organization and can only financially support a small staff. Volunteers account for
70,000 hours of work each year.

2.3| Competition
Being a non-profit, one might initially dismiss the notion that the Midwest Food Bank
experiences competition. This is a mistake. It is true of all organizations that they experience
competition, and the Midwest food bank is no exception. The Midwest Food Bank must compete
with other Illinois food banks and service organizations for the same resources (mostly food), the
same volunteers, and the same donations/funding to effectively provide their services. Those
service organizations with which the Midwest Food Bank must compete can be broken down
into the following types: community service, disaster relief, and non-profits.

Of those organizations with which the Midwest Food Bank must compete, some are more
competitive than others. Below, those competing organizations are graded on a scale of (1) to
(3).
Organizations graded with a (1) are low competitors and are unlikely to provide a similar type(s)
and quality of service to the MFB. Level (2) organizations are moderate competitors. They have
the potential to truly compete with the MFB, should they decide to provide services more similar
to those which the MFB already provides. Finally, level (3) organizations are high competitors.
These organizations provide very similar services to the MFB just as or more effectively than the
MFB does. Level (3) organizations are the most legitimate threat to the Midwest Food Bank.

2.3.1 Community Service

● Center for Hope Food Pantry(3): The Center for Hope Food Pantry is an organization
that serves the Mclean County community by helping families and individuals break and
avoid cycles of poverty. The Center for Hope Food Pantry also offers educational and job
readiness workshops. While these non-profits don’t necessarily “compete” with each
other because their goals are to help people in need, The Center for Hope Food Pantry is
another option for private donors and volunteers to allocate their resources to.
● The Baby Fold(2): The Baby Fold is an organization that serves children and families
across 28 counties in Central Illinois. With their organization being located in Normal,
they may be a higher level “competitor” for volunteers and resources which makes them
another option for individuals to give to.
● Home Sweet Home Ministries(1): Home Sweet Home Ministries is an organization that
supports the homeless and hungry with necessities such as shelter, hot meals, clothing,
and job training in Bloomington. The HSHM relies on donations of food, clothing, local
grants, and volunteers which makes them a competitor for much-needed resources.

2.3.2 Disaster Relief

● Emergency Management Agency(1): The EMA is a social services agency located in
Bloomington that prepares and carries out disaster response and recovery actions to
prevent, minimize, prepare and alleviate injury and damage from natural, man-made, or
nuclear disasters (Emergency Management Agency). Midwest Food Bank works with
 multiple agencies to send disaster relief packages that include hygiene products, food
packs, and cleaning supplies to those in need.
● Bloomington City Township Services(1): The Bloomington City Township Services is a
government agency that specializes in two types of aid: general assistance and emergency
assistance. General assistance can provide help with food, rent, utilities, and/or
household/personal essentials. Emergency assistance can provide help with legal eviction
notices, utility disconnect notices, or any Covid-19 related emergency (BCT-General
Assistance-Emergency Assistance). When disaster strikes, MFB prepares packages with
personal products and food packs similar to what Bloomington City Township Services
provides with its general assistance program.
● Ready Illinois(1): Ready Illinois is a government-funded program under IEMA through
which constituents of Illinois can rely on for extreme preparedness. On their website,
they have every question possible answered in order to be prepared for a disaster and rely
on them to help during the aftermath (Ready Illinois//IEMA). While Ready Illinois is a
disaster preparedness website, Midwest Food Bank’s disaster relief page also discusses
disaster preparedness as well as providing disaster relief care when needed.

2.3.3 Non-Profit Organizations

● St. Vincent de Paul Society:(3) St. Vincent de Paul Society is the largest social assistance
program located in Bloomington, Illinois. Their mission emphasizes fairness, kindness,
thoughtfulness, and dignity. They provide food and clothes pantries for those in need.
Being in Mclean County makes this non-profit organization a big competitor because
they receive donations from a variety of suppliers including farmers, grocery stores, and
individuals. As a non-profit organization the services that MFB offer are food for non-
profits to distribute food to those in need, disaster relief programs where help is provided
to people or areas that are hit by a disaster, tender mercies program where MFB enables
nutritious meals to be produced and distributed, and hope packs where they help children
who are struggling with food insecurity. These services are very similar to what St.
Vincent de Paul Society provides.
● United Way:(1) United way is a non-profit organization located in Bloomington, Illinois.
This non-profit organization is improving lives in their community by bringing together
local partners such as donors, volunteers, government, non-profits, and businesses to
create sustainable solutions, which then makes them a competitor. MFB and United Way
have the same target audience when it comes to donors and volunteers and they are in
competition for these services.
● Habitat For Humanity of McLean County:(1) Habitat for Humanity of McLean County
(HFHMC) is a non-profit organization that helps people in their communities build and
improve places to call home. Habitat for Humanity is bringing people together to build
homes, communities, and hope. These homes are being built using volunteer labor which
 can be seen as competition. With an increasing number of non-profit organizations, the
need for volunteers has never been greater. MFB and Habitat for Humanity of McLean
County have the same target audience when it comes to their volunteers which is why
they are in competition with each other.

2.4 SWOT Analysis

The SWOT analysis is a strategic planning technique that is used to analyze Midwest Food
Bank’s strengths, weaknesses, opportunities, and threats. This analysis is used to help
organizations develop a full awareness of all the different factors that are involved when it comes
to making a business decision. Every SWOT aspect is stated (i.e., “aspect”), what it entails for
the company (i.e., “implications”), how it may benefit the company in the future (i.e., “possible
actions”).

Aspects Implications Possible Actions

Strengths Serves multiple Diverse knowledge Younger generations

generations can help the older
generations with new
Passionate and large Positive word of technology
volunteer and donor mouth and promotion Spoken impact to
base influence others to
volunteer/donate
Sixteen years of Vast history and Grow and expand
expertise experience serving (more employees,
the community larger location, more
trucks, etc.)

Weaknesses Lack of external Lack of volunteer Possible technology

communication understanding with classes, powerpoint to
new technology(for put on website and
Low number of full- sign-ups) socials, pre-/post-
time staff Heavy workload volunteering class
Volunteer surveys,
Volunteer/donor Inconsistent; need performance
dependence better communication interviews

Covid-19 Fundraiser turning

virtual now

Opportunities Non-profit Qualified to receive Use additional

Organization financial donations income to feed more
and grants families
 Installing a volunteer
software Manage volunteer A volunteer software
relationships while would help find and
saving time retain volunteers

Threats Aging volunteer and Less volunteers and Recruit new

donor base donors volunteers and donors
through existing
Over 1,091 nonprofit relationships
organizations in the Less donation money
Bloomington, Illinois Promote recurring
area. giving

Need for food banks

Covid-19 has been taken to Fundraise online/Set
unprecedented levels fundraising goals

2.5 Market Position

The Midwest Food Bank is a faith-based organization that believes in sharing “the love of Christ
by alleviating hunger and malnutrition.”Resultantly, the MFB distributes food to food pantries
across Illinois, while too aiding in disaster relief and being a place where central Illinois
residents can serve their community. Midwest Food Bank has been enormously successful thus
far, recording approximately 10,000 yearly volunteers. However, many of those 10,000
volunteers are older, and they find it difficult to sign in and use the software MFB uses to track
volunteer data.

The Midwest Food Bank has an outstanding reputation, not unlike its competitors. Most of
MFB’s competitors are other food banks, community service organizations, disaster relief
organizations, and nonprofits (see section 2.3 for more). MFB distinguishes itself from these
competing organizations through its effectiveness and scope of food distribution, despite
operating with fewer full-time employees.

Midwest Food Bank doesn’t quite fit any of the Market Positions which Smudde identified.
They’re not exactly a challenger, “the perceived next-best option in a market, right behind the
dominator'' (Smudde, pg. 183). The two other food banks in central Illinois, Central Illinois
Foodbank and Eastern Illinois Foodbank, are both older than MFB. However, I wouldn’t say
either of them are the market leaders. The three put up very similar numbers and have similar
name recognition. Becoming the market leader is ideal, but remaining competitive is necessary.
3.0| Plan

In this section, we will present a polished and specified plan of action for Midwest Food Bank as
it pertains to their two main obstacles: the implementation of Golden and the disconnect between
tenured volunteers and employees. Thus, this section will discuss the topics introduced in the
previous sections. Moreover, this section is intended to primarily provide suggestions to MFB
regarding the necessary improvements to best combat issues they are facing. The following
subsections include objectives, strategies, and tactics; critical success factors; key performance
indicators; budget and resource allocations; an implementation timeline; and the final evaluation
method and anticipated results.

3.1 Objectives, Strategies, and Tactics

The following table is composed of objectives, strategies, and tactics that are necessary for this
plan to succeed. The objectives focus on measurable steps that let us determine whether we are
making any progress or not. Objectives are accompanied by rationales and benchmarks.
Rationales support the need for the objective by stating why the goal makes sense for their
organization, and benchmarks give a point of comparison for the goal. The strategy is the plan
that will help achieve the goals. The tactics are specific activities that will be implemented to
meet the objectives and execute the strategies.

Objectives Strategies Tactics

1. Increase volunteer satisfaction with Training Administer 200 + surveys to

“Golden” to 90% by July 1st, 2021. volunteers and staff regarding
Engagement the ease of use of the
(Benchmark: Volunteer satisfaction is a “Golden” volunteer sign-up
a reported 75% with Golden) Seek Feedback software.

2. Increase formal interactions between Training Training session meetings to

employees and volunteers by 4 times a ensure that volunteers
month by May 31st. Engagement understand “Golden” sign-up
software.
Seek feedback
(Rational: Volunteers have raised Meeting up weekly can make
concerns regarding the use of the Two-way goal setting easier and allows
“Golden” volunteer sign-up software. communication the staff and volunteers to
Weekly meetings will ensure that discuss news goals and better
volunteers understand how to navigate ways to achieve current
the software. “Core” Volunteers often objectives.
express doubt about organizational
actions.) Ensure that volunteers are
provided with clear
information about expected
(Benchmark: Employees only formally responsibilities with volunteer
meet with volunteers 1-2 times a roles.
month.)

Satisfaction surveys

3. Increase employee satisfaction with Seek feedback and Install employee of the month
workload by 5% by August 1st. transparency from incentives.
employees.
Brainstorm what the most
(Rationale: Increasing volunteer Establish strengths efficient methods to complete
satisfaction will ensure that the a given project are.
volunteers stay motivated.) Set priorities
Employee retreats
(Benchmark: Employee satisfaction is a
reported 90%.) Showing appreciation

4. Increase volunteer acquisition of Social media Newsletters

college students by 15% from average
in the next 6 months - (October 1st, Maximize audience Facebook
2021). engagement
Flyers throughout the
Traditional word- community
(Rationale: Increasing the amount of of-mouth
volunteer sign-ups would help Encourage volunteers to bring
tremendously to fill a key role in ISU Newsletters their friends and family to
running the organization, handling day- events and offer incentives for
to-day tasks, and raising funds.) Incentives. anyone they can recruit.

Fraternity & Sorority

(Benchmark: A reported 5-10% community hours.
increase from average in the past 6 six
months.) Communicate with Registered
Student Organization Exec
Boards. Volunteering at MFB
is a team-building experience

5. Increase fundraising from retirees Ask for recurring Golf Course partners
with an interest in food security by 5 donations.
percent by October 1st, 2021. Hy-Vee
 Establish
(Rationale: Increasing the total public partnerships to Newspaper
support and revenue amount would reach a new
audience. Retirement communities
make a significant impact on the
community.)
Ask media outlets
to advocate for
(Benchmark: Retirees from Central MFB.
Illinois contribute about $500,000. Prior
employers also match donations from Hold benefit
retirees.) events/online
fundraisers.

3.2 Critical Success Factors

The following chart will identify positive and negative factors, divided up into four categories,
that have the potential to affect MFB in pursuit of its objectives.
● Opportunities are situations that provide MFB with the environment to capitalize; to
either build their community image or strengthen volunteer relations.
● Barriers are beliefs, values, or attitudes currently held by both external and internal
stakeholders that damage or oppose MFB.
● Environment includes internal and external factors that have the potential to affect MFB’s
ability to reach objectives
● Resources include the capital MFB has at its disposal to reach objectives.

Objectives Opportunities Barriers Environment Resources

1. Increase Improve Participants Volunteers enjoy Volunteer

volunteer attitudes might not being included Coordinator to
satisfaction with towards accurately and heard. prepare,
“Golden” to 90% Golden. express their true disburse, collect
by July 1st, 2021. beliefs and Easily accessing and analyze the
Increase attitudes towards and employing results.
volunteer Golden or the the software is
scheduling rationale. ideal for both Either Google
efficiency. volunteers and Spreadsheets or
Volunteers employees. Microsoft Excel
Decrease require access to to enter the data.
employee the internet.
 workload. Printing.

2. Increase formal Understand Volunteers may Volunteers are An adequate and

interactions points of choose not to invested and available
between frustration attend. have skin in the meeting space
employees and pertaining to game. (Mostly that is fit for
volunteers by 4 volunteering, Consumes time, time) conferences or
responsibilities and therefore presentations.
times a month by
, and money. Staff is flexible,
May 31st. accountability. lenient, and Presentation
Cannot include hospitable. materials.
Increase everyone.
volunteer Volunteers and Probing
engagement. Volunteers staff alike want questions (for
and/or staff may MFB to be volunteers)
Decrease not express their better.
negative concerns. Meeting minutes.
volunteer
attitudes or
beliefs.

Collaboration
between
volunteers and
staff at a
conceptual
level.

3. Increase Decrease Tremendous Employees at Monthly awards

employee negative amount of work MFB are for employees.
satisfaction with employee and stress arises
dedicated and
workload by 5% attitudes. out of volunteer
loyal, but that Hiring help?
by August 1st. coordination. does not always
Decrease stress translate to Employee
on full-time Golden may “happy” or meetings to
employees. continue to cause “satisfied” identify
overall unnecessary
Improve dissatisfaction. Employees seem stressors.
MFB’s image to care a lot
by improving Employees seem about MFB.
its employees’ to have hefty
 attitudes. responsibilities. Volunteers
recognize the
Ideally, work done by
increase employees.
productivity
and efficiency
through a
higher overall
level of
satisfaction.

4. Increase Increased Covid-19 Covid-19 Social Media

volunteer productivity provides more
acquisition of and efficiency. May have opportunities for Newspaper Ads
college students already MFB to
by 15% from Donation exhausted the contribute to the Community
opportunities pool of potential community at a service
average in the next
created by volunteers, or town, state, connections
6 months - expanded more national, and
(October 1st, networking specifically, international Volunteer word
2021). through retirees. level. of mouth.
Golden.
Covid-19 has Golden
More the restricted the
merrier. amount of
people they can
have in the
warehouse at
once, and also
dissuaded people
from
volunteering in a
high-traffic
environment.

It is easier to
engage older or
retired
volunteers, as
they generally
have more time.

5. Increase Improve Covid-19 has MFB already has Social Media

fundraising from community impacted most a solid and
retirees with an image. organizations impressive base
interest in food negatively, of consistent
security by 5 Improve brand especially in donors and
percent. reputation. terms of finance. sponsors.

Expand Competition
donation from other food
networks pantries or food
banks.
Enlist more
volunteers.

3.3 Key Performance Indicators (KPI)

KPI’s are measurable steps for the Midwest Food Bank to take throughout the plan in order to
ensure they have a rewarding outcome. Administrative employees at the Midwest Food Bank in
the Bloomington-Normal location should regularly use the suggested measurements and compare
them to the benchmark.

● Objective 1- Increase volunteer satisfaction with “Golden” to 90% by July 1st, 2021.
○ Benchmark - Volunteer satisfaction is a reported 75% with Golden
○ KPI- Set a deadline for surveys to be completed 1 week after initial distribution
and ensure all employees and volunteers have completed.
■ Analyze this data and communicate with volunteers who have rated less
than 6 on their exit slip.
● Objective 2- Increase formal interactions between employees and volunteers by 4 times a
month by May 31st.
○ Benchmark- Need to have consistent check-ups on volunteers who may be
becoming disgruntled/resistant to change.
○ KPI- Distribute exit slips with 1-10 ratings of satisfaction at the end of each
volunteer’s work week.
■ Analyze this data and communicate with volunteers who have rated less
than 6 on their exit slip.
● Objective 3- Increase employee satisfaction with workload by 5% by August 1st.
○ Benchmark- Employee satisfaction with workload is a reported 90%
○ KPI - Hold bi-weekly meetings to establish points of frustration and record
employee satisfaction with workload.
■ Absorb the data and information, seek remedies when available. Hiring
another staff member would probably relieve pressure on current
employees.
● Objective 4- Increase volunteer acquisition of college students by 15% from average by
October 1st, 2021.
○ Benchmark - A reported 5-10% increase from average in the past 6 six months.
○ KPI- Monthly analysis of signups to increase by ~ 2.5 percent each month.
■ Increase or decrease volunteer acquisition efforts based on the findings
 ● Objective 5- Increase fundraising from retirees with an interest in food security by 5%.
○ Benchmark- The current total public support and revenue is 419,202,677.
○ KPI- The monthly total public support and revenue should be 36,680,234.
■ Analyze these numbers monthly and adjust fundraising efforts
accordingly.

3.4 Budget and Resource Allocations

The budget for this plan includes Midwest Food Bank’s external income from the 2020 fiscal
year (see Appendix A for the 2020 budget). This budget includes MFB’s expenses as well as
expenses from the proposed plan’s tactics for each objective. The expense numbers are based on
research from Midwest Food Bank’s website and annual fiscal records. These numbers are
subject to change as expenses may be different in the 2021 fiscal year. The total proposed
expenses for the 2021 fiscal year will approximately be $726. The expenses will apply to
Objective 1, Objective 2, Objective 4, and Objective 5. There are no foreseen expenses for
Objective 3. Some of the expenses are high due to unforeseen additional costs and may be less
than proposed.

See Appendix B for proposed 2021 budget.

3.5 Implementation Timeline

With our proposed timeline beginning March 25 for a bit of development before implementing
each tactic, this should give Midwest Food Bank adequate time to begin executing each tactic.
The timeline will give MFB a concrete document to follow for completing each objective and
their given tactics. Our proposed timeline gives Midwest Food Bank executive employees color-
coded instructions for what objectives and tactics need to be completed given a specific deadline
which is different for each objective. The five objectives are given a distinct color and their
following tactics are given a different shade of that color in association to the objective they are
tied to. There is some flexibility with the timeline, but if followed rigorously each goal will be
satisfied. There are multiple overlaps that will need to be paid close attention to. All in all, the
executive employees and volunteer coordinators will decide the timeline of each tactic and the
timeline is subject to change based upon those decisions.

See Appendix C for proposed 2021 timeline.

3.6 Final Evaluation and Anticipated Results

To evaluate if a campaign has either succeeded or failed, we must first clearly define measurable
objectives for that campaign. Those objectives, ultimately, lay out what the campaign’s function
actually is. If those campaign objectives are either met or exceeded, then the campaign was a
success; the campaign accomplished what it set out to (and maybe even a little more). However,
if the campaign comes up short of its objectives, then the campaign has failed (although it’s
important to keep in mind that not all failures are the same). For example, if it’s a campaign’s
objective to raise revenue by 15%, but it only manages to raise revenue by 11%, then the
campaign has failed. However, we can’t say that the campaign was a complete failure as revenue
was still raised by 11%. This is why objectives must be clearly defined and measurable
(incorporate numbers). If that hypothetical example were instead to merely “raise revenue,” then
any increase would be considered a success. The specific objectives for this campaign were first
laid out in Section 3.1. Those objectives, and what constitutes success or failure, are listed below.

Objective 1- Increase volunteer satisfaction with “Golden” to 90% by July 1st, 2021.
○ If survey data indicates that volunteer satisfaction increased to 90% by July 1st,
2021, then the objective was successfully met.
○ If the data indicates that “Golden” satisfaction has not increased to 90% by July
1st, 2021, reevaluate how volunteers are instructed to use “Golden” and resurvey
over the next few months.
Objective 2- Increase formal interactions between employees and volunteers by 4 times a month
by May 31st.
○ If employees and volunteers have 4 more formal interactions a month than they
do currently by May 31st, then this objective was successfully met.
○ If this objective was not successfully met then incentivize volunteers to attend
Golden training meetings with free food and/or giveaways.
Objective 3- Increase employee satisfaction with workload by 5% by August 1st.
○ If the data from satisfaction surveys show that employee satisfaction with
workload has increased by 5% from now to August 1st, then this objective was
successfully met.
○ If this is unsuccessful, start an anonymous suggestion box and implement those
suggestions, which are feasible, over the following months.
Objective 4- Increase volunteer acquisition by 15% from average in the next 6 months.
○ If over the next 6 months volunteer acquisition increases by 15% from today’s
figure, then the objective was successfully met.
○ If this is unsuccessful, announce a giveaway wherein the volunteers who bring the
most amount of guest volunteers are eligible to win prizes.
Objective 5- Increase fundraising from retirees with an interest in food security by 5 percent.
○ If donations from retirees increases by 5%, then this objective was successfully
met.
○ If this is unsuccessful, then expand targeted locations to include churches, garden
centers, and other grocery store chains.
Appendices

A. MFB 2020 Budget

B. Proposed 2021 Budget
C. Proposed 2021 Timeline

https://www.midwestfoodbank.org

https://www.mcleancountyil.gov/85/Emergency-Management-Agency

https://www.toi.org/township/mclean-county-bloomington-city-township/mclean-county-
bloomington-city-township-general-assistance/

https://www2.illinois.gov/ready/Pages/default.aspx

https://www.thebabyfold.org

https://cfhoutreachprograms.org

https://ssvpusa.org/

https://hshministries.org

https://uwmclean.org/resources/?
gclid=CjwKCAjw3pWDBhB3EiwAV1c5rCU78apbprStjmd2c8_3ngldqsRZShNoBWL6LtGtD
AvTNjvTTDyfoBoCU00QAvD_BwE

https://habitatmclean.org/