From Distribution to Access FY25 Annual Report

For children, the increase is even more stark. One in five children across our region are now food insecure, climbing from 49,880 to 51,970 in just one year. In rural Franklin, more than one in three children lack consistent access to food.

Behind each statistic is a set of pressures that have not eased. Food prices rose nearly 24 percent between 2020 and 2024. Pandemic-era supports expired. Housing, utilities, health care, and child care costs remain high. In 2023, households facing food insecurity needed an additional $22.62 per person per week just to meet basic food needs. For many families, that gap is the difference between stability and crisis.

Income alone does not determine who struggles. Job disruptions, medical bills, and unexpected expenses can quickly destabilize a household. Federal nutrition programs like SNAP are essential, yet an estimated 37.4 percent of people facing hunger in our region do not qualify. Among those who are eligible, 12 percent are not enrolled. Thousands fall into a space where earnings are too high to qualify for assistance but too low to keep pace with rising costs.

As need grows, the charitable food network has become an increasingly critical bridge. Through 226 partner agencies, mobile pantries, food hubs, and direct distributions, the Foodbank works to ensure food is accessible in both urban neighborhoods and rural communities. Last year alone, partner agencies distributed nearly three-quarters of the food that moved through our network and collectively served nearly 1.9 million individuals. Their role is central to meeting demand at the community level.

Feeding America’s Map the Meal Gap report confirms what we see each day in our warehouses, at mobile distributions, and in agency lines: more neighbors are seeking support, and many are doing so for the first time. Families who once managed on tight budgets are now navigating higher grocery bills and fewer safety nets. Seniors are choosing between prescriptions and produce. Working parents are stretching paychecks across rising essentials.

The trend is clear. Hunger is not confined to a single zip code, age group, or income bracket. It is shaped by a combination of economic pressures and limited access to affordable food. The response requires coordination across sectors, sustained investment in federal nutrition programs, and a strong charitable network that can adapt as conditions change.

For Southeastern Virginia and the Eastern Shore, 1 in 8 represents tens of thousands of neighbors whose well-being is tied to the strength of our community’s response.

These agencies are the places neighbors recognize and trust, and they are essential to making access real. Today, the network includes 226 active partner agencies, with 36 new agencies added in the past year alone. That growth reflects years of rebuilding after significant disruption. During the COVID-19 pandemic, the partner agency network was nearly cut in half. Many agencies were led by seniors for whom it was not safe to remain open. Others lost funding, fell out of compliance, or were forced to pause operations as volunteer bases disappeared. Rebuilding the network required renewed recruitment and oversight to ensure partners could operate safely and sustainably. The result is a stronger and more resilient system positioned to serve communities across the region.

Partner agencies make it possible to serve the region at a level the Foodbank could not reach alone. This year, agencies distributed more than 18 million pounds of food, nearly three-quarters of the Foodbank’s total distribution. Through their pantries, meal programs, and distributions, they served more than 1.9 million individuals. That work depends on constant coordination and accountability. Agencies complete an application process, participate in required training, and meet ongoing food safety and operational standards. Over the past year, the Foodbank conducted 108 inspections and site reviews to support compliance and strengthen operations. Partnership is an active commitment on both sides.

There is no single way food reaches a neighbor. Partner agencies operate through many models, including client choice pantries, federal nutrition programs, drive-through distributions, pre-boxed groceries, ready-to-eat meals, and prepared food service. Some sites are open daily, while others operate in the evenings or on weekends to reach working families. These choices are intentional. Partnership decisions look beyond geography alone and account for transportation, hours of operation, cultural relevance, and the ability to serve specific populations. The goal is not simply coverage on a map, but access that fits the realities of daily life.

For many agencies, food is only one part of the support they provide. Across the network, partners also offer clothing closets, baby items, recovery support through AA and Al-Anon, mental health services, domestic violence resources, financial assistance and literacy programs, health services, homeless services, veteran support, workforce development, and educational assistance. Food creates stability, and that stability allows agencies to address other needs that are often intertwined with hunger.

Partner agencies extend the Foodbank’s reach. They provide the volunteers, the staffing, the relationships, and the trust that allow meals to move quickly and with dignity into communities. They adapt to changing needs, adjust hours, and build programs around the realities their neighbors face. The partner agency network represents a system strengthened and ready, shaped by shared responsibility and sustained by the organizations that carry the work forward every day.

While Retail Rescue starts at the store, its success depends on what happens next. Partner agencies play a central role in moving food quickly and responsibly to neighbors. That work is made possible through close coordination with the Foodbank, which supports agencies with guidance to keep food moving safely and efficiently.

Agency enablement is what makes that speed possible. This year, 23 new partner agencies joined the Retail Rescue network, bringing the total to 182. Of those agencies, the majority are enabled to pick up food directly from retail partners. Enablement means agencies are trained, approved, and prepared to manage retail pickups independently, meeting food safety requirements while maintaining consistent and reliable schedules with their store partners.

That model allows food to move straight from stores to pantry shelves, often within hours. It eliminates the interim stop at the Foodbank, reduces handling, and shortens the time food sits in storage. Food reaches neighbors sooner, in forms that closely resemble what is available on store shelves.

Behind the scenes, a dedicated Retail Rescue team supports every step of the process. The team works closely with stores and agencies to build strong relationships, coordinate logistics, and ensure all partners remain compliant with food safety and program requirements. That ongoing support is what allows the network to grow without sacrificing accountability or trust.

Retail Rescue is often measured in pounds saved, but its strength lies in the system behind those numbers. When agencies are supported, food moves faster, waste is reduced, and communities are better served.

For neighbors, the difference is immediate. Instead of repeating paperwork at every pantry, intake is now universal. A neighbor checks in once, receives a key tag, and can be quickly scanned at participating agencies and program sites going forward. The process takes seconds, which allows lines to move faster and interactions to feel more human and less transactional.

Behind that speed is intention, with every question asked through SIMC being deliberate. The Foodbank collects only what it believes can be used to improve service and advocate for additional resources. Information such as household size, dietary needs, or participation in assistance programs helps identify gaps and direct food where it will have the greatest impact. None of it is used to deny service, and participation is always optional, with anonymous and opt-out choices built into the system at every step.

That clarity was essential, especially early on. When SIMC was first introduced, some partners and neighbors worried that data collection might feel intrusive and viewed it as an added burden rather than a benefit. Building trust required time and clear communication about the purpose behind the change. Data helps unlock funding, which expands access and allows the Foodbank to provide more appropriate food in the places it is needed most.

Internally, the rollout required close coordination across departments, led by the Data Intelligence and Partner Agency Services teams working alongside partner agencies. Each agency moved through a structured onboarding process designed to meet them where they were, beginning with individualized setup sessions to assess technology needs and tailor an onboarding plan. Teams were then trained, either in person or virtually, based on preference and capacity. During initial live distributions using SIMC, Foodbank staff were on site to support volunteers and troubleshoot in real time. After launch, ongoing check-ins helped ensure systems continued to operate smoothly.

The pace of adoption stood out compared to peer food banks, driven by hands-on support and a shared understanding that the work ultimately benefits the neighbors standing at the table.

SIMC reduces barriers for the neighbors that we serve and creates a clearer picture of need across the region. With real-time data, the Foodbank can advocate more effectively and plan services that better match who is being served. The transition required effort across the organization and partner network, resulting in a system that supports more responsive and equitable food assistance.

Over the past two years, the Foodbank began to see pressure on its traditional TEFAP purchasing power. USDA entitlement funding, which states allocate to food banks based on the number of neighbors served through TEFAP, declined at the same time food prices rose. Bonus USDA TEFAP products, which are provided at no cost to food banks, increasingly took the form of fresh produce rather than shelf-stable items. Rather than turning away product the system could not absorb, the Foodbank built a new model around rapid distribution.

The turning point came in July 2024, when more than 700 cases of peaches became available through USDA channels. Other food banks lacked the space or systems to store and move the product quickly. The Foodbank accepted the full load and focused on building a plan to push it out immediately through USDA TEFAP partner agencies and Foodbank programs.

Instead of waiting for agencies to place orders, staff began creating proactive allocation plans tied to existing delivery routes and pickup schedules. USDA TEFAP agencies were matched with quantities that reflected their size and capacity. In most cases, product moved from receipt to distribution in under ten days.

To expand that capacity, the Foodbank formally launched the TEFAP Fresh Push Plan, allowing agencies to participate specifically in fresh distributions even if they were not traditional TEFAP partners. High-volume agencies were approached first based on their ability to receive and distribute larger quantities and were trained and onboarded into the program.

Technology made the model sustainable. TEFAP distributions require intake documentation for every neighbor and historically slow down the agency intake process. With the rollout of Service Insights Meal Connect (SIMC) at USDA TEFAP agencies, staff and volunteers could scan a household’s card and keep distribution moving, eliminating paperwork bottlenecks without compromising compliance.

Almost immediately, the system was moving thousands of cases of produce with ease. In a single month, for instance, more than 2,400 cases of apples were distributed through agency partners without disruption.

Today, more than 50 agencies participate in TEFAP and TEFAP Fresh, with additional partners participating solely in fresh distributions. To ensure that fresh produce reaches neighbors across the service area, USDA-supported mobile pantries and Eastern Shore distributions are also part of the Push Plan.

Internal systems built to support TEFAP Fresh now support faster movement of large, time-sensitive volumes across multiple product categories throughout the warehouse. By aligning storage, technology, agency partnerships, and logistics, the Foodbank created a model that turns surplus into access and ensures USDA-grade food reaches neighbors before it goes to waste.

At Burning Bush Worship Center in Norfolk, the need became clear when seniors lost access to nearby grocery stores altogether. With the closest store now miles away, many neighbors simply cannot get food on their own. What began as a plan to serve 50 seniors quickly expanded into weekly deliveries reaching hundreds of people living in senior complexes where leaving the building is no longer realistic. The agency plans food intentionally, checking each item before delivery and rotating menus to provide variety and nutrition for seniors living on fixed incomes.

In rural Sussex County, the Community Coalition of Sussex sees the same barriers amplified by distance. Seniors who once came through pantry lines began disappearing, not because they no longer needed help, but because driving 10 to 15 miles was no longer safe. To reach them, the agency’s delivery routes now stretch across county lines, covering as much as a 45-mile radius. These routes often uncover seniors who were never reflected in pantry counts at all, neighbors who were “missing” simply because they could not physically show up. These relationships often run both ways. One man in his late 60s, who no longer has a car, insists on giving $5 at each delivery. “This is what I have,” he says. “I want to help where I can.”

That same emphasis on dignity shapes how First Baptist Church South Hill approaches senior deliveries. The pantry works with seniors aging in place within apartment complexes across multiple cities, many of them veterans in their 70s, 80s, and 90s who raised families and worked full careers. Deliveries are designed to support independence, with distributions set up in community rooms where seniors can choose food they know how to prepare and want to eat. Smaller packages, fresh produce, and ready-to-eat items allow seniors to maintain control over their meals and their daily routines.

For other partners, the urgency lies in timing as much as access. At Manna Ministry of Tidewater, referrals for senior deliveries have increased sharply over the past year. Their work focuses on the critical window between running out of food and a medical or housing emergency. Weekly deliveries provide about 100 pounds of food, enough to support complete meals for two to three weeks and stabilize households that may not have eaten consistently for days. Volunteers are trained to slow down, knowing that a delivery often becomes a lengthy conversation. For seniors who are isolated, that moment of connection reinforces a simple but essential message that they have not been forgotten.

Similarly in Portsmouth, Mercy Drops Dream Center approaches senior deliveries as the starting point for broader care. Meeting food needs creates space to address other tangible challenges, from stability at home to access to additional resources. Deliveries are planned with intention so that food feels respectful and usable. Just as importantly, the model creates time for conversation. Neighbors are invited to share their stories and wisdom, reinforcing that their voices are still valued. By pairing nourishment with connection, Mercy Drops recognizes that hunger relief expands into emotional and relational care, where connection becomes as essential as the food itself.

Across all partners, the patterns are consistent. Seniors who once managed independently now stay home because driving is unsafe or physically impossible. Others live alone, with limited income and few social connections. When delivery is unavailable, food simply falls out of reach. Delivery also fills a gap that food alone cannot address—a moment of reassurance, or the only human connection someone has that week.

Those 24,719 deliveries reveal a larger truth about hunger later in life. Seniors now make up nearly a quarter of all individuals served by the Foodbank, and that share continues to rise. Dashin’ with Compassion is a necessary response to an aging population and the growing reality that access, not availability, is the defining challenge.

The initiative began in Norfolk through a partnership with Sentara Health and Families of Autism Coming Together (FACT). Through the FACT Gives Back program, individuals with autism volunteer alongside Sentara team members in the Foodbank’s warehouse, completing essential tasks such as sorting donations, packing BackPacks for children, and bagging fresh produce.

What began as a single volunteer opportunity soon developed into a recurring shift. Over time, parents and group leaders observed that repeated participation helped volunteers build confidence and feel connected to a larger purpose.

At the Eastern Shore Branch, the model took shape through collaboration with the local Community Services Board. Early volunteer visits were occasional, once or twice a year. As interest grew, the branch intentionally restructured its schedule. Every Wednesday morning is now reserved for accessible group experiences, with twice-monthly visits and flexibility to support more if requested.

The timing and setting matter. With fewer distractions and a consistent routine, volunteers can focus on their tasks at a comfortable pace. The work they complete is essential as it supports food distribution efforts and increases access to nutritious food for neighbors.

Across both locations, the goal is to create volunteer opportunities that reflect the dignity of the people doing the work and the neighbors receiving food. By designing spaces where everyone can participate meaningfully, the Foodbank is expanding not only who can volunteer, but how community shows up for one another.

The relaunched program was intentionally designed to be predictable for neighbors and partners alike. Distributions were scheduled at the same time and location each month from June through August, which allowed families to plan ahead and return regularly. During the pilot year, Hunger Heroes included 18 total distributions across multiple localities, with each two-hour event serving approximately 50 households.

Another defining feature of Hunger Heroes is its sponsorship model, with each distribution fully funded by a corporate or business partner. Sponsors are encouraged to volunteer at their distribution, which includes stocking the market, assisting neighbors as they shop, and seeing firsthand how their support translates into access to healthy food.

The 2025 Hunger Heroes season officially launched on May 10 with a kickoff distribution at Deep Creek Community Center in Chesapeake. That inaugural event was sponsored by Norfolk Academy as part of a student-led service-learning project, setting the tone for a summer centered on partnership and shared responsibility.

Throughout the summer, Hunger Heroes distributions were hosted at trusted community sites across the Foodbank’s service area, including Deep Creek Community Center; Mary D. Pretlow Library in Norfolk; Virginia Beach Parks & Recreation, in partnership with Rosemont Elementary and Williams Farm Park; Exmore Town Park on the Eastern Shore; and Morgan Memorial Library in Suffolk. These site partners opened their spaces month after month to ensure distributions were rooted in the neighborhoods they serve.

The relaunch of Hunger Heroes was made possible through the support of a broad group of corporate and business sponsors. The Foodbank extends its thanks to Norfolk Academy, Dollar Tree, Marathon Consulting, Michael & Son, Southern Bank, AvalonBay Communities, Nicholson AAAA Charitable Foundation, IES Electrical, Dollar Bank, Eastern Data, Virginia Natural Gas, and Titan America. Their collective support funded food, logistics, and staffing while reinforcing a shared commitment to addressing summer hunger locally.

By the end of the summer, Hunger Heroes had demonstrated the value of a consistent, neighborhood-based approach to seasonal hunger relief. Sponsors understood the direct impact of their investment, community partners saw reliable engagement rather than one-time events, and families knew when and where food would be available even when school doors were closed.

At the start of the fiscal year, federal nutrition programs were already under strain. Pandemic-era expansions had ended, food prices remained elevated, and demand at food pantries had not returned to pre-2020 levels. Against that backdrop, several federal supports that food banks had come to depend on began to shift.

One of the most immediate losses was the cancellation of continued funding through the Local Food Purchase Assistance (LFPA) program. LFPA had allowed food banks to purchase fresh food directly from local and regional farmers, which strengthened supply chains and increased access to produce and protein. For the Foodbank, it supported both nutrition goals and relationships with growers who had built planting and harvesting plans around those purchases. When the program was halted, that purchasing power disappeared, leaving a gap that could not be easily filled through traditional donation streams.

Soon after, changes to federal purchasing through The Emergency Food Assistance Program (TEFAP) added another layer of uncertainty. TEFAP has long been a cornerstone of the charitable food system, supplying large quantities of USDA-purchased food at a scale that private purchasing cannot replicate. Now, food banks across the country experienced delayed, reduced, or canceled orders. Locally, the Foodbank faced the loss of hundreds of thousands of dollars in expected product, much of it nutrient-dense food that is costly to replace.

At the same time, longer-term planning was disrupted by the anticipated loss of congressionally directed spending tied to facility design work. While not food dollars, these funds were connected to future capacity and efficiency, and their uncertainty forced difficult decisions about scope and sequencing of capital planning.

Taken together, these changes altered how the Foodbank operated day to day. Allocations to partner agencies had to be reassessed. Purchasing plans were rewritten as assumptions changed. Staff spent increasing amounts of time managing unpredictability rather than building forward momentum. The question was no longer how to grow responsibly, but how to absorb shocks without compromising nutrition or reliability.

By the end of the year, the cumulative effect was clear. The charitable food system had been asked to operate with less predictability and purchasing power, even as community need remained high. For the Foodbank, this meant navigating a year where stability could not be assumed and adaptability became a core operational requirement.

This period reshaped how the organization thought about the limits of the charitable food network. Federal programs had become integral to the Foodbank’s ability to provide consistent access to nutritious food at scale. When those supports shifted, the impact was immediate and deeply felt across the network of partners and neighbors the Foodbank serves.

This year stands as a reminder that hunger relief does not operate in isolation. It is tightly linked to national supply chains and policy choices that shape what food banks can reliably deliver. When those systems change, food banks must change with them, often in real time, and often with far-reaching consequences.

One of the first major upgrades was pallet movement tracking. Previously, staff manually recorded item numbers, pallet numbers, and bin codes before passing the information along for entry into the system. Now, barcode scanners allow pickers to update inventory instantly, eliminating paperwork and delays. This upgrade was only possible after transitioning from lot tracking, where entire shipments shared the same identifier, to pallet tracking, which assigns unique IDs to each pallet for more precise inventory management. While this shift took time, it laid the foundation for a more efficient system, thanks to the hard work of our Operations team.

Building on this foundation, the new system revolutionizes inventory management. Cycle counts and year-end inventory are now faster and more precise, and barcode scanning has replaced paper pick tickets to reduce errors. For example, when two similar cans of soup, such as low-sodium and regular, are stored side by side, the scanner verifies the exact item selected before it leaves the warehouse.

Originally expected to take five years, this transformation was nearly complete in just two and a half. After months of preparation and training, the barcoding process is fully operational, bringing our warehouse operations into the future and better equipping us to serve our community.

At Market Street, USDA distributions take place every Tuesday and Thursday. Managed by a small but steady team, the pantry has become a reliable source of food for thousands of neighbors. This year, it served more than 11,000 households, reaching 37,391 individuals and distributing 449,923 pounds of food.

By mid-morning on distribution days, the pattern is familiar. Cars line up as neighbors greet one another and volunteers move quickly but deliberately. Some people attend weekly, while others visit once a month. Many are older adults living on fixed incomes, and for some, this pantry serves as a primary source of food. On certain days, Retail Rescue items are added to the distribution, broadening what families can take home.

The consistency matters. In a rural region where transportation can be uncertain and distances are long, knowing food will be available at the same place and time each week reduces guesswork and allows neighbors to plan.

The Food Hub reflects a different approach. Open multiple times per month, it operates as a client choice pantry. Instead of receiving a pre-packed box, neighbors shop for their own groceries, selecting items that make sense for their lifestyles. Over the past year, the Hub served 4,167 households, reached 7,789 individuals, and distributed 173,983 pounds of food.

The space also brings other services into reach. Legal aid representatives set up tables to answer questions and assist with paperwork. The health department connects neighbors to public health resources. Telamon provides services and referrals for the Latino community. In a region where traveling from office to office can mean covering dozens of miles, having food and support in one location reduces barriers.

While these two programs are Foodbank-run, they are part of a broader network. Across the Shore, partner agencies operate pantries and mobile distributions in their own communities. This year, full participation in Service Insights on MealConnect, known as SIMC, connected them more closely than ever before

Every partner agency on the Eastern Shore is now using SIMC, and several mobile pantries are integrated as well, with more transitioning each month. The system streamlines intake. Once neighbors complete the process and receive a card, they can use it at any participating Foodbank program.

For many, that realization is significant. Neighbors often assume their access is tied to a single pantry. When staff explain that the same card works across locations, the response is often surprise followed by relief. In a region shaped by geography, flexibility expands access.

Rolling out SIMC required coordination. At Market Street, it took about four months for most neighbors to receive their cards. Mobile pantries transitioned in roughly two months, beginning with smaller sites before expanding outward. Partner agencies encouraged one another to adopt the system, sharing what they learned along the way.

At one Shore pantry, the volunteers most familiar with SIMC were scheduled to be away just as the site prepared to launch. Rather than delay, branch staff drove out to walk the team through the process step by step. What felt uncertain at first quickly became routine. By the end of the day, agency volunteers were navigating the system on their own.

There have been practical challenges, including spotty internet connections in rural areas. Even so, all partner agencies on the Shore are now participating, and mobile pantry integration is more than halfway complete.

On the Eastern Shore, distance is a constant factor. The response has been consistency at Market Street, choice and connection at the Food Hub, and coordination across a growing network of agencies through SIMC. Each reflects a branch that understands its geography and builds systems that work within it.

One of the primary objectives is to limit how many stops agencies have to make to source food. The Foodbank can supply fresh produce, dry product, and frozen items in one affordable and convenient spot. As grants supporting produce purchasing initiatives diminish, Value-Added becomes instrumental in ensuring the sustainability of our commitment to providing free produce to partner agencies.

Moreover, this initiative not only aids in cost-saving for agencies but also streamlines inventory management, minimizing the risk of lost products and ensuring quicker turnaround times. It’s a holistic approach towards sustainability, ensuring efficiency and effectiveness in every aspect of operations.

It’s crucial, however, to clarify that this doesn’t replace the importance of community donations. Rather, it complements them. By redirecting spending towards impactful initiatives, it empowers agencies to make a tangible difference while maximizing their budgets. It’s a strategic investment in the future, safeguarding access to nutritious food for vulnerable populations.

Meal boxes were delivered weekly to participating school sites, where administrators managed distribution directly to students. Each box included a generous portion of shelf-stable items that families could use to prepare complete meals at home. By anchoring distribution at schools, the program built on existing relationships and routines, allowing families to receive food in a familiar, trusted setting.

That approach helped reduce barriers at a time when schedules changed and many traditional supports were unavailable. School staff, already connected to students and caregivers, played a central role in ensuring food reached children consistently throughout the summer months.

The program reflected an ongoing collaboration between the Foodbank and the Sodexo Stop Hunger Foundation to address summer hunger locally. Working alongside Virginia Beach City Public Schools, the partnership demonstrated how coordinated, school-based efforts can help maintain continuity for students when school is out and the need for food remains.

Key milestones have already been reached. The rezoning request received unanimous approval from the Virginia Beach Planning Commission and City Council in summer 2025, and the campaign has also made strong financial progress. Of the $25 million campaign goal, 62 percent had been raised by the end of the year. This early momentum has positioned the project to move confidently into its next phase of hiring a construction management firm, completing architectural design plans, and preparing for a groundbreaking celebration. Throughout the process, the Foodbank will continue community engagement and provide regular updates to stakeholders.

Setting the Table reflects a collective commitment to long-term solutions. By investing in infrastructure today, the Foodbank is building the capacity needed to serve neighbors for generations to come.

Through a partnership with Liberty Military Housing, the program delivers food into neighborhoods surrounding Naval Air Station Joint Expeditionary Base Little Creek, Naval Station Norfolk, and Northwest Annex. Distributions take place five to six times each month in communities including Norfolk Pointe, Norfolk Crossing, Willoughby, Little Creek, and Northwest Annex housing.

The design of the program reflects what military families have said they need: access that feels routine, food that supports health, and an environment that respects privacy. The mobile format allows neighbors to select groceries in a way that mirrors a small market, reinforcing both choice and dignity.

Funding from Humana Military supported 16 distributions in early 2025, and a grant awarded through Feeding America, with support from USAA, funded an additional 17 distributions. This combined support established a consistent schedule of service, allowing families to plan around reliable access points.

By bringing Harvest for Heroes directly into military housing communities, the program expands reliable access to nutritious food for service members, veterans, and their families in the places they call home.

Hunger rarely exists in isolation. Gaps in healthcare coverage, housing instability, limited access to higher education, and financial strain often overlap. By embedding community partners directly into weekly distributions, the hubs reduce the need for families to navigate multiple systems on their own. Conversations that begin while waiting in line or packing groceries often lead to appointments, follow-ups, and referrals that extend well beyond that day’s visit.

New partners have expanded that reach. Civic Innovations provides information on legislative issues that affect local families. Gateway Services offers guidance related to housing and medical concerns. Oak Street Health assists neighbors with Medicaid and Medicare enrollment. The Virginia Department of Health has distributed free Covid testing kits and public health information. The UP Center shares financial literacy resources, and the Norfolk Community Services Board connects individuals to health insurance, housing assistance, medication access, and referrals to other agencies. Their presence reflects the core idea behind the hubs: food access paired with practical pathways toward stability.

Throughout the year, the hubs have also served as gathering places for special events that deepen that sense of community. A Sentara Health Fair brought licensed practical nurses and nurse practitioners on site to conduct A1C, blood pressure, BMI, and cholesterol screenings, alongside a mobile mammogram van. Over the summer, 100 children received school supplies at a Back-to-School Giveaway, with lunch donated by IHOP and Hardee’s. UVA Nursing School provided health screenings to 25 neighbors in in the fall. October’s Trunk-or-Treat welcomed more than 100 families. Shortly after, 91 neighbors were served a hot Thanksgiving meal prepared by Mercy Chefs. A Valentine’s Day banquet provided meals to 35 households along with gift baskets for children, and in the spring, 50 families gathered for a Mother’s Day luncheon where mothers received donated flower bouquets.

These moments reinforce that food hubs are designed to be consistent points of access and connection. The groceries matter. The screenings, enrollments, referrals, and conversations matter just as much. Community partners play a central role in making that possible, ensuring that when a neighbor comes to The Community Feed for food, they also leave with resources and relationships that support a more stable path forward.

Participants receive updates on food sourcing, distribution trends, and system pressures, alongside context for long-term planning. Conversations often touch on topics such as shifts in federal food programs, changes in demand across partner agencies, infrastructure needs, and how community partnerships support stability during periods of uncertainty. Questions and dialogue are encouraged to reinforce the idea that hunger relief is a shared responsibility.

Just as important as the information exchanged is the connection built in the room. The breakfasts create space for people who support the Foodbank in different ways to hear one another’s perspectives and better understand how their roles intersect. Volunteers learn more about the logistics behind the work they support. Donors and vendors gain insight into operational realities. Elected officials and partners hear directly how policy, funding, and collaboration translate into impact on the ground.

By opening the door to these behind-the-scenes conversations, the Foodbank strengthens transparency and shared understanding. The breakfasts reflect a commitment to keeping the community informed and engaged as the organization continues to adapt and plan for the future together.

Canstruction Hampton Roads

Canstruction is a unique charity art exhibition in which architectural, construction, and engineering teams compete to see who can best defy the laws of gravity by creating structures assembled from canned food. Once the structures have been judged, all food from the competition is donated to the Foodbank.

FM99 and 106.9 The Fox 26th Annual Mayflower Marathon

In 1997, 106.9 The Fox initiated the Mayflower Marathon to support local food banks and address the pressing needs of our neighbors during the holiday season. The event’s impact grew even stronger in 2008 when The Fox’s sister station, FM99, joined forces to make the Marathon even more substantial. The stations boast an incredibly generous and community-minded listening audience, and by promoting the event on both platforms, they knew they could significantly increase the number of donations and illuminate the holidays with hope. This round-the-clock food and fund drive takes place on the weekend before Thanksgiving every year. Supporters are encouraged to drive through one of our two locations where volunteers are on hand to accept donations.

NALC Stamp Out Hunger

The National Association of Letter Carriers Stamp Out Hunger Food Drive is an annual event that mobilizes communities across the nation to help combat hunger. Every second Saturday in May, letter carriers collect non-perishable food donations left by residents near their mailboxes. These generous contributions go directly to local food banks and pantries, supporting individuals and families struggling with hunger. This food comes at a crucial time as it helps address the heightened demand for food assistance during the summer months.