Harry Chapin Food Bank of Southwest Florida, Inc.
3760 Fowler Street
Fort Myers FL 33901
To overcome hunger in Charlotte, Collier, Glades, Hendry and Lee counties through education and by working in a cooperative effort with partner agencies in the procurement and distribution of food, equitably and without discrimination.
CEO/Executive Director Richard LeBer
Board Chair Keith Scoggins Jr.
Board Chair Affiliation Retired, attorney, General Counsel Farm Credit System
General Info
Organization DBA
Supported Organization
Former Names
Lee County Food Cooperative
Tax Exempt Status Public Supported Charity
Incorporation Year 1983
Awarded competitive grant from Community Foundation in the last 5 years?
State Charitable Solicitations Permit Yes Apr 2016
State Registration Yes Apr 2016
IRS Letter of Determination
Financial Summary
Projected Revenue $36,339,706.00
Projected Expenses $35,824,015.00
Impact Statement

The Harry Chapin Food Bank (HCFB) distributes fresh, nutritious food to our neighbors in need through a network of more than 150 partner agencies that operate soup kitchens, emergency shelters and other programs. Each month we help feed 30,000 people, 40% of whom are children and 10% are seniors. 

Although unemployment rates are dropping, many clients still need support because they work in low-paying service industry jobs or can only find part-time or seasonal employment. Our clients often have to choose between paying bills or putting food on the table. Food is often sacrificed in this equation. 

Our top accomplishments in fiscal year (FY) 2015 were providing 18.4 million pounds food to clients, which is the equivalent of 15.3 million meals with a food value of $31.3 million. More than 6,500 volunteers provided 53,160 services hours with a private-sector value of $1.2 million.

 Other accomplishments included: 

  • Providing 6.5 million pounds of fresh produce.
  • Increasing Mobile Food Pantry program distribution by providing 362 distributions.
  • Receiving American Institute of Baking (AIB) food safety certification. 
  • Achieving the highest rating (4 stars) for the 6th consecutive year, from the nonprofit watchdog group, Charity Navigator, for efficiency, transparency, accountability and cost-effectiveness.
  Our main goals for fiscal year 2016 are to:
  • Boost overall food distribution by 10%.
  • Increase our truck fleet to acquire and distribute more fresh produce and other nutritious food.
  • Increase funding by at least 5%.
  • Increase the number of partner agencies in our network. 
  • Increase the number of Mobile Food Pantry distribution events.
  • Increase food distribution through the Mobile Food Pantry program.
  • Maintain AIB certification.
Needs Statement

The acquisition and distribution of food are ongoing challenges for the food bank. The following is an outline of food bank needs:

  1. Food Acquisition - The need for food persists throughout the year, but it is especially acute in the summer. With schools closed, students qualifying for subsidized meal and snack programs no longer have access to a predictable source of food. In Southwest Florida, unemployment increases with the lack of seasonal service and retail jobs created by part-time residents returning to their summer homes in the northern states. This is further complicated by the end of the regional growing season during summer months. Food donations decline during the summer months leading to the need to acquire food from sources outside of Florida. This results in higher costs to ship and distribute food.
  2. Distribution Expansion - Annually, there is a need for increased funding for program expansion. Increased funding is needed for fresh produce distribution, retail store pick-up and Mobile Food Pantry programs. 
  3. Capacity-building – The food bank is in need of replacing and expanding our aging truck fleet and replacing inefficient food handling equipment. 
Background Statement

The Harry Chapin Food Bank was started in 1983. The food bank was originally known as the Lee County Food Cooperative. The cooperative's primary responsibility was to help distribute the federal government's surpluses of cheese and other dairy products, which were known as government cheese distributions or commodities. A few years into the program, the amount of food began to decline, and the Board of Directors decided to create a community food bank to recover and distribute food that would have gone to waste otherwise. The Southwest Florida Food Bank struggled at first to serve 18 Lee County agencies, distributing fewer than 200,000 pounds of food between late 1990 and early 1991. The food bank persevered, though, and in 1995, the family of the late singer and anti-hunger advocate Harry Chapin allowed the food bank to use his name. The Harry Chapin Food Bank of Southwest Florida was born. Two years later, in 1997, the Harry Chapin Food Bank earned "certified affiliate" status from the Second Harvest National Food Bank Network, which is now known as Feeding America, the nation's largest nonprofit hunger-relief organization.

Today, the Harry Chapin Food Bank of Southwest Florida is the area's largest food bank. As such, the food bank is the primary safety net for Southwest Floridians facing hunger and a lack of access to nutritious food. Through a network of  more than 150 nonprofit partner agencies, the Harry Chapin Food Bank provides food to more than 30,000 Southwest Floridians every month. Approximately 40% of our clients are children and 10% are seniors.

Areas Served
Areas Served
FL- Charlotte
FL- Lee
Service Categories
Primary Org Type Food, Agriculture & Nutrition
Secondary Org Type Human Services
Tertiary Org Type
Food bank, anti-hunger advocacy, procurement and distribution of food, cooperative effort with affiliated agencies.
Statement from the Board Chair/Board President
In recent years, the Harry Chapin Food Bank Board of Directors has focused on the adoption of good governance practices.  We know that exceptional boards are mission-driven and allocate their time to what matters most, so we do our best to create an environment that will make this happen.  As an example, to ensure that a substantial portion of each Board meeting is devoted to strategic thinking, we handle much of the director education piece beforehand.  Prior to each Board Meeting, our Board Members receive and review written reports of operational results since the last meeting.  Examples are: committee minutes, financial reports, food distribution reports, community contacts and marketing reports.  While some meeting time is spent on questions about the reports, this process enables us to spend more meeting time on strategic priorities. Other examples of governance practices adopted in recent years include:

• A committee structure under which committees comprised of Board Members, and in some instances staff and community experts, focus on a particular area, such as Governance, Finance or Marketing and Development. The committees file written reports and make recommendations to the Board.

• A comprehensive Board Recruitment and Nominations Policy, which specifies desirable director skills, Board diversity requirements, Board Member duties, and the process by which Board Member candidates are identified, nominated and elected.
• An annual Board Skills Survey to identify current Board Members’ skills.
• An annual Board Self-Evaluation to assess Board performance, strengths and weaknesses.
• A periodic report that tracks Board Member meeting attendance and other performance.
• An annual Strategic Planning Session used to update, and in some years re-work, our multi-year Strategic Plan.
We believe that strong governance practices help to create an environment that will assist the Board in carrying out its oversight responsibilities.
Keith Scoggins
Board Chairman
Statement from the CEO/Executive Director

The Harry Chapin Food Bank has a dynamic team: the Board of Directors, staff, volunteers and financial supporters have made it possible for us to increase our distribution significantly over the past five years. We cannot rest on past successes, however, because hunger continues in our community.

To picture our approach to successfully fighting hunger, envision a jigsaw puzzle. Each of the pieces is important--governmental programs such as SNAP (formerly food stamps), the school meal program and WIC (the food program for Women, Infants and Children). A smaller but also important piece of the puzzle is the emergency food system, which relies heavily on our efforts. Last fiscal year, we distributed almost $32 million worth of food to our neighbors in need through the emergency food system and our Mobile Food Pantry program. Without that food, thousands of children, seniors and other Southwest Floridians would have gone hungry.

With our growth over the past five years, we continue to meet the highest standards for food banks and other nonprofit organizations. We are one of a very few local human service organizations to receive a 4-star rating six consecutive years from Charity Navigator, America’s largest independent charity evaluator. We continue to meet and exceed all standards set by the three Southwest Florida United Way organizations that fund us, as well as standards set by Feeding America, the nation’s food bank network. We also have received another clean independent financial audit, a copy of which is available on our website, http://www.harrychapinfoodbank.org. Finally, we continue to be cost-effective, distributing $6 worth of food for every operational $1 spent.

As the economy recovers, the demand for our services continues. The good news is there are still opportunities to continue to increase our food distribution. We work with farmers and packers to increase donations of fresh fruits and vegetables. We work with more than 150 grocery stores to maximize donations of meat, produce, and dairy products through our store pick up program. We constantly seek opportunities to increase food donations from other sources. Without our communities’ support, we would be unable to avail ourselves of the opportunities to feed more of our neighbors in need. With your support, we can continue to significantly reduce hunger in Southwest Florida.

Thank you for all you do to support our mission.


Mobile Food Pantry Program:  HCFB launched the Mobile Food Pantry program (MFP) five years ago. The MFP program directly addresses geographically isolated low-income communities afflicted with poor nutrition and chronic hunger.  The MFP program was designed to assist low-income individuals and families who live in areas where access to grocery stores and public transportation is limited. 

Using refrigerated trucks, Mobile Food Pantries contain an average of 8,500 pounds of food and produce. Approximately 200 families/households, representing more than 400 children, are served at each distribution event. Families select grocery items such as frozen meat, bread, rice, cereal, fresh vegetables and fruit, averaging 40 pounds of food per household.
Budget $809,000
Category Human Services, General/Other
Program Linked to Organizational Strategy Yes
Population Served Poor,Economically Disadvantaged,Indigent
Short Term Success
Short-term goals are to distribute approximately 8,500 pounds of food to about 200 families at each distribution. The food bank schedules approximately three to four distributions a week.
Long Term Success
Mobile pantries distribute approximately 8,500 pounds of food to an average of 200 families per distribution. The intent of this program is to assure that those in need receive emergency food quickly. The food bank typically schedules distributions through partner agencies. These agencies inform the clients of the upcoming distributions. The goal is to increase mobile pantry distributions by at least 10%. 
In FY15, the mobile food pantry distributed 3.1 million pounds of food at 362 distribution events.
Program Success Monitoring
Clients report their name, number of children, adults and seniors in the household on a distribution registration form. The food bank uses the registration forms to determine how many people were served at each MFP distribution. Additionally, the food bank monitors the partner agencies to ensure that they are complying with food safety standards and other requirements set by the U.S. Department of Agriculture and Feeding America, the food bank's national affiliate. 
Program Success Examples
The food bank distributed 3.1 million pounds of food through this program in FY15. Forty percent of our clients are children, 10% are seniors. 

We hear seniors report needing to ration their medications in order to afford groceries. Recent hospital studies have discovered that repeat trips to the emergency room by seniors are often diet-related due to not having nutritious food at home necessary for sustaining wellness. Clients often share how the food made a difference in their lives.  “I won’t have to cut my pills in half this month,” stated a Mobile Food Pantry senior, after receiving several bags of fresh produce, meat and other food items. “I can eat now and put the rest in the freezer for later,” she happily reported.


Fresh Produce: The food bank began the Fresh Produce program in 2008 with the intent of providing clients with more fresh fruits and vegetables. That year, the food bank distributed more than 69,000 pounds of fresh produce, collected through area farmers, retailers, Feeding America suppliers, the U.S. Department of Agriculture (USDA) and other sources. The fresh produce program continues to expand annually with FY15 distribution climbing more than 6.5 million pounds.

Budget $864,000
Category Human Services, General/Other Human Services, General/Other
Program Linked to Organizational Strategy Yes
Population Served Poor,Economically Disadvantaged,Indigent Poor,Economically Disadvantaged,Indigent Poor,Economically Disadvantaged,Indigent
Short Term Success
The short-term goal is to increase fresh produce distributions by at least 10%.
Long Term Success

According to the latest available figures from the U.S. Department of Agriculture, the number of households having access to enough food (food security) for an active and healthy life has not returned to pre-Great Recession levels.

"While we're starting to see some improvements in the economy, food insecurity stays at stubbornly high levels," said Elaine Waxman, head of research for Feeding America, our national food bank affiliate.

According to Feeding America's Map the Meal Gap 2014, 15% of Southwest Florida residents and 27% of children face hunger during some part of the year. Consequently, one in four children faces greater obstacles to reaching their fullest potential. Food insecurity is harmful to all people, but it is particularly devastating to children. Proper nutrition is critical to a child’s development. Not having enough of the right kinds of food can have serious implications for a child’s physical and mental health, academic achievement and future economic prosperity. 

When hunger threatens the future of a child, it threatens the future of our community as well. Hunger affects all people and all ages. The productivity of our country would  improve greatly if we addressed this root issue and was able to help feed everyone in need.

Program Success Monitoring
The operations department monitors the amount and types of food the food bank acquires and distributes. It weighs these donations and the amount distributed to ensure that distribution goals are being met.
Program Success Examples
More than 6.5 million pounds of fresh fruits and vegetables were distributed in FY15.

Retail Store Donations: The food bank has established partnerships with more than 140 grocery/retail stores, including Publix, Walmart, Winn-Dixie and Target. In FY15, HCFB rescued 7.7 million pounds of food; of that amount, 7.0 million was able to be distributed to clients. This is the equivalent of 5.8 million meals, with a food value of $11.8 million. In FY15, retail store donations accounted for 38% of the food distributed.

Budget $450,000
Category Food, Agriculture & Nutrition, General/Other Food
Program Linked to Organizational Strategy Yes
Population Served Poor,Economically Disadvantaged,Indigent Families Elderly and/or Disabled
Short Term Success
The short-term goal is to increase partnerships with 10% more retail stores and grocers to increase the pounds of food donated. 
Long Term Success
The long-term goal is to increase the pounds of food donated from retailers by 10%.
Program Success Monitoring
The program is monitored by the operations department, which tracks the number of participating stores and the amount of their donations. Drivers are assigned to particular routes.
Program Success Examples
 In FY15, HCFB rescued 7.7 million pounds of food; of that amount, 7.0 million was able to be distributed to clients. This is the equivalent of 5.8 million meals, with a food value of $11.8 million. In FY15, retail store donations accounted for 38% of the food distributed.

SNAP Outreach: The Supplemental Nutrition Assistance Program (SNAP, formerly known as food stamps) is a short-term resource for families to acquire nutritious foods at local grocery stores. The food bank’s outreach staff helps clients apply for the SNAP assistance, which is administered by the Florida Department of Children and Families.

Budget $99,000
Category Human Services, General/Other Human Services, General/Other
Program Linked to Organizational Strategy Yes
Population Served Poor,Economically Disadvantaged,Indigent Poor,Economically Disadvantaged,Indigent Poor,Economically Disadvantaged,Indigent
Short Term Success
The short-term goal is to increase the number of applications submitted for SNAP assistance by at least 10%.
Long Term Success
The long-term goal is to offer assistance with SNAP applications, particularly in underserved areas.
Program Success Monitoring
The food bank works with clients to submit applications to the Department of Children and Families, which administers and monitors the program.
Program Success Examples
The food bank's applicant approval rate is 85%. Statewide, the approval rate is 67%.
Program Comments by Organization
Program Comments by Foundation
CEO/Executive Director
CEO/Executive Director Richard LeBer
CEO Term Start Feb 2016
CEO/Executive Director Email rleber@harrychapinfoodbank.org

President and CEO Richard LeBer has a long career of community involvement, transformation and impact, with deep experience in the for-profit and nonprofit sectors, particularly food banking, fundraising, board leadership, strategy and operations. LeBer has held numerous leadership positions, including interim executive director of the Florida Association of Food Banks, vice president at the Atlanta Community Food Bank and CEO of National Linen Service. 

LeBer is on the advisory board of the Executive Leadership Program for Nonprofit Executives in Georgia, past chairman of the board of the Atlanta Community Food Bank and former board member of the Georgia Mountain Food Bank. LeBer is a graduate of Harvard Business School and the University of Waterloo in Canada. LeBer is married and has two grown children. 


Former CEOs/Executive Directors
Senior Staff
Eric Hitzeman Operations Director
Kelli King Capital Campaign Director
Kari LaFort Programs Director
Dave Najar Director of Administration, Technology, Finance
Miriam Pereira Development Director
Staff & Volunteer Statistics
Full Time Staff 50
Part Time Staff 0
Staff Retention Rate % 89
Professional Development Yes
Contractors 0
Volunteers 6500
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes

As the largest food bank in Southwest Florida, HCFB collaborates with more than 150 nonprofit partner agencies in Charlotte, Collier, Glades, Hendry and Lee countries for the distribution of food to 30,000 people each month.  

AFP (Association of Fundraising Professionals)
Florida Public Relations Association
United Way Member Agency
Florida Association of Food Banks
Feeding America
Fresh From Florida
Christian Chamber of Commerce
Hispanic Chamber of Commerce
Fort Myers Chamber of Commerce
External Assessments and Accreditations
Charity Navigator
American Institute of Baking (AIB)
Awards & Recognition
4-Star CharityCharity Navigator2015
AIB CertificationAmerican Institute of Baking2014
GuideStar Exchange Gold participation levelGuideStar USA, Inc.2015
Risk Management Provisions
Government Licenses
Organization Licensed by the Government No
Fundraising Plan Yes
Communication Plan No
Strategic Plan Yes
Strategic Plan Years 3
Strategic Plan Adopted June 2012
Management Succession Plan No
Continuity of Operations Plan Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
Policies and Procedures Yes
Management Comments by Organization
Management Comments by Foundation
Planning & Policies Comments by Organization
Planning & Policies Comments by Foundation
Multi-Media Comments by Organization


Board Chair
Board Chair Keith Scoggins Jr.
Company Affiliation Retired, attorney, General Counsel Farm Credit System
Board Term July 2014 to June 2017
Board Chair Email kscoggi@yahoo.com
Board Members
Board Members
John Belisle BB&T-Oswald, Trippe & Co.
William Dillon Buchanan Ingersoll & Rooney
Craig Folk Miller, Helms, and Folk (CPA)
David Fry Community Volunteer
Jan-Erik Hustrulid Owen-Ames-Kimball Company
C. Robert Leadbetter Volunteer
Maura Matzko Community Volunteer
Noelle Melanson Melanson Law
Ray Pavelka Mariner Properties Development
Anne Rose Lee Memorial Health System
Bianca Ross Drug Free Hendry County Community Coalition
Dr. Brian Schwartz 21st Century Oncology
P.Keith Scoggins Jr.Attorney, Retired General Counsel Farm Credit System
Student serving on the board through Community Youth Development? No
Constituency Includes Client Representation No
Board Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 12
Hispanic/Latino 1
Native American/American Indian 0
Other 0 0
Board Gender
Male 9
Female 4
Unspecified 0
Board Term Lengths 3
Board Term Limits 2
Board Orientation Yes
Number of Full Board Meetings Annually 6
Board Meeting Attendance % 80
Board Self-Evaluation Yes
Written Board Selection Criteria Yes
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions 100
Standing Committees
Board Governance
Capital Campaign
Human Resources / Personnel
Program / Program Planning
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Governance Comments by Organization
Governance Comments by Foundation
Fiscal Year Projections
Fiscal Year Begins 2015
Fiscal Year Ends 2016
Projected Revenue $36,339,706.00
Projected Expenses $35,824,015.00
Endowment Value $13,795.00
Endowment Spending Policy N/A
Endowment Spending Policy %
Capital Campaign
In a Capital Campaign Yes
Campaign Purpose Pay off mortgage on our warehouse, upgrade technology and build capacity such as truck purchases and freezer expansion
Campaign Goal $5,175,130.00
Campaign Dates Sept 2012 to Mar 2016
Amount Raised To Date 3500000 as of Dec 2015
Anticipate Campaign within 5 years? No
Audit/Financial Documents
Historical Financial Review
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201420132012
Foundation and
Corporation Contributions
Government Contributions$2,332,570$352,150$424,111
Individual Contributions$27,449,039$2,192,454$21,923,841
Investment Income, Net of Losses$2,434$1,225$3,774
Membership Dues$0$0$0
Special Events$1,607,579$1,569,109$1,895,787
Revenue In-Kind$26,811,021$23,417,464$59,696
Expense Allocation
Fiscal Year201420132012
Program Expense$31,148,681$27,645,443$24,683,171
Administration Expense$840,168$221,127$206,468
Fundraising Expense$0$482,436$714,393
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.011.011.00
Program Expense/Total Expenses97%98%96%
Fundraising Expense/Contributed Revenue0%11%3%
Assets and Liabilities
Fiscal Year201420132012
Total Assets$8,116,317$8,116,317$8,253,630
Current Assets$3,027,707$3,027,707$2,943,210
Long-Term Liabilities$2,374,511$2,374,511$2,642,674
Current Liabilities$452,103$452,103$561,372
Total Net Assets$5,289,703$5,289,703$5,049,584
Top Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar AmountContributions, gifts, grants $27,449,039Food Contributions $23,379,564Food Contributions $19,971,907
Second Highest Funding Source & Dollar AmountGovernment Grants - Federal $2,178,050Contributions, gifts, grants $2,192,454Grants and Donations $1,928,882
Third Highest Funding Source & Dollar AmountFundraising $1,607,579Fundraising $1,569,109Fundraising $1,895,787
CEO/Executive Director Compensation $100,001 - $125,000
Co-CEO/Executive Director Compensation
Tax Credits No
Short Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities6.706.705.24
Long Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets29%29%32%
Financials Comments
Financial Comments by Organization
Financial Comments by Foundation Financial information taken from audited financial statements.  Individual contributions include foundation and corporate support.  Federal tax returns and audited financial statements reconcile.
Nonprofit Harry Chapin Food Bank of Southwest Florida, Inc.
Address 3760 Fowler Street
Fort Myers, FL 33901
Phone 239 334-7007