Food For Life
Food For Life

Food for Life is accountable to the community. Please find below our financial and annual reports.

Food for Life is a non-profit registered charity and has been named one of the top 10 charities in the country. Food for Lifes commitment to those in need is demonstrated through our financial and annual reports.

Financial Reports

Annual Reports

Board Of Directors

Food for Life is governed by individuals from a variety of backgrounds bringing a vast array of knowledge, Experience, and Passions. Would you like to share your time, talent, or treasure as a Food for Life board member? Please contact us today.

Paul Keery

Paul Keery


Patrick Donnelly


Joe McCullagh


Diane Slopek-Weber


Noreen Marchand

Governance and Nominating

Robert Fowlie

Robert Fowlie


Vanessa Toperczer

Rodrigo Sanchez

Steven Latimer

Muhammad Niazi

Liz Volk

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Board Positions

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Board Of Directors - Alumni

Roland Walton


John Trus

Vice Chair

Stephanie Willson


Chad Harper

Simon Liu

Finance Committee

Shannon Ballard

Shannon Ballard

Marketing and Fundraising

Yoshkar UBIEDA

Finance Committee


Mission, Vision & Values

Mission Statement
Rescuing food. Impacting lives.


For everyone to have access to healthy food.


We value those we serve, our key role in improving food security, our generous donors, our culture of partnership and our commitment to continual improvement toward our mission.

Role of The Board

This statement of Board responsibilities is consistent with our General By-Law.


Determine the Organization’s Mission and Purpose
A statement of mission and purposes should articulate the organization’s goals, means and
primary constituents served. It is the Board’s responsibility to create the mission
statement and review it periodically for accuracy and validity. Each individual Board
Member should fully understand and support it.

Select the Executive Director
The Board must approve the executive’s job description and undertake a careful search to
find the most qualified person for the position.
Support the Executive Director and Review His/Her Performance
The Board ensures that the executive has the moral and professional support he/she
needs to further the goals of the organization. The executive, in partnership with the
entire Board, decides upon a periodic evaluation of the executive’s performance.


Ensure Effective Organizational Planning
As stewards of the organization, the Board sets the overall direction and establishes general priorities. It actively participates with staff in a strategic planning process and assists the executive in implementing the goals in the approved plan.


Ensure Adequate Resources by Raising Money
One of the Board’s foremost responsibilities is to approve adequate resources to enable
the organization to fulfill its mission. The Board works in partnership with the executive and development staff (if any), to raise resources from the community.


Ensure Fiduciary Responsibility
In order to remain accountable to donors, the public and to safeguard its tax-exempt status, the Board assists in developing the annual budget and ensures the proper financial
controls are in place.


Determine, Monitor and Strengthen the Organization’s Services
The Board, in conjunction with staff, determines which programs are the most consistent with the mission and monitors program effectiveness.


Enhance the Organization’s Public Standing
The Board is an important link to the community, including constituents, the public and the media. Clearly articulating the organization’s mission, accomplishments and goals to the public as well as garnering support from important members of the community, are important elements of a comprehensive public relations strategy.


Ensure Legal and Ethical Integrity and Maintain Accountability
The Board is responsible for ensuring adherence to legal requirements and ethical norms. Solid Personnel Policies, grievance procedures, and a clear delegation to the executive of hiring and managing employees will help ensure effectiveness in this area. The Board establishes pertinent policies and adheres to the General By-Law.


Recruit and Orient New Board Members and Assess Board Performance
The Board articulates and makes known its needs in terms of member experience, skills and other considerations that define a “balanced” Board composition. The Board arranges an orientation for new Members covering their responsibilities, the organization’s history
and culture, its needs and its challenges. By evaluating its performance in fulfilling its
responsibilities, the Board is able to recognize its achievements and its areas for improvement.

Directors Code of Conduct

Purpose and Application
This Code of Conduct is intended to provide guidelines on how Directors can contribute to a
respectful, ethical and professional organization.


For the purposes of this policy, a Food for Life (“FFL”) workplace includes all places where FFL business occurs and includes all: FFL buildings (whether owned or leased) and surrounding perimeter including parking lots, sidewalks, and driveways (“FFL Grounds”); FFL vehicles; off-site locations where FFL business occurs; FFL sponsored functions and recreational or social events, whether taking place on FFL Grounds or elsewhere; and travel for FFL business.


Respectful Behaviour
All Directors are expected to conduct themselves in a courteous and professional manner. Directors are expected to respect and comply with all organizational policies and guidelines and to deal with all individuals during the course of their work, both internally and externally, with consideration and respect.


All Directors are also covered by the FFL Policy for Preventing and Responding to Workplace Harassment and Discrimination and the Policy for Preventing and Responding to Workplace Violence, and are expected to be familiar with and comply with those policies.


Directors may, in the course of their work, come to know, be made aware of, or obtain information concerning employees, volunteers, clients, partners, suppliers or others connected with FFL or the community agencies it serves. This information must not be used for personal gain or disclosed to persons not authorized to be in receipt of the information, and must be held in strict confidence. This duty of confidentiality continues to apply after Directors have left the organization or ended their interaction with FFL, with no time limitations. Communication of confidential information within and outside the organization will only be permitted when the recipient of the information has a legitimate need to know and the information is limited to that which is required to perform his or her duties. This requirement of confidentiality also applies to any asset of FFL including computer software, organizational records and other proprietary information, and to personal information of all kinds.


Privacy Policy
FFL is committed to protecting the privacy of personal information. Personal information is collected, used, maintained, and disclosed in compliance with applicable federal and provincial privacy legislation including, but not limited to, the federal Personal Information Protection and Electronic Documents Act (PIPEDA, 2000, c5). Personal information can only be used for the purposes for which it is collected. Specific permission must be sought if personal information is to be used for any other purpose than that for which it was initially collected. It is to be stored under lock and key and only authorized individuals should have access to it. Once personal information is no longer required, it should be destroyed except in cases where federal and/or provincial retention rules apply. The name, title, business address or telephone number of an employee in any business is not considered personal information requiring consent prior to sharing it with others as this information is available for the general public.


Conflict of Interest
Director of the Corporation, has a conflict of interest if he or she has an existing or potential financial or personal interest which impairs or might reasonably appear to impair the exercise of independent, unbiased judgment in the discharge of his or her responsibilities to the Corporation. The conflict also exists if the personal or financial interest is held by a family member (spouse, parents, siblings, children, or other close relative), or any organization in which he or she (or family member) is an officer, director, employee, partner, trustee or controlling stockholder. Further, when faced with an actual, perceived, or potential conflict of interest between the personal interest of those to whom this Code applies and his or her obligation to FFL, that individual is required to exercise the judgment of a responsible person, uninfluenced by considerations other than the best interests of FFL. If a Director knows that an actual, perceived, or potential conflict of interest exists, that person must immediately provide details of the  conflict to the Board Chair. If there is uncertainty as to whether a conflict may exist, the Director should discuss the matter with the Board Chair.


Gifts Received From Third Parties
A Director may not accept gifts which represent promotional items from persons or companies unrelated to FFL but who have dealings with FFL.
Breaches by those who are covered by this Code will be dealt with on a case-by-case basis, taking into account the seriousness of the breach and other factors that the Executive Committee deems relevant.


A Review of the Director Code of Conduct will take place biennially.

Individual Director Responsibilities

Food for Life and individual Board Members shall be accountable for the fulfilment of their Governance Role. Their responsibilities are consistent with the General By-Law.


General Expectations

  1. Know the mission, values, goals policies, services, strengths and needs.
  2. Follow trends in the organization’s field of interest.
  3. Serve in leadership positions or undertake special assignments willingly when
  4. Avoid prejudiced judgements on the basis of selective information and urge anyone with a complaint to follow established procedures.
  5. Suggest nominees for Board membership.
  6. Bring a sense of humour to the Board’s deliberations.
  7. Act as an ambassador on behalf of the organization.



  1. Prepare for and participate in Board and Committee meetings and other organizational activities;
  2. Ask timely and substantive questions during discussions;
  3. Maintain confidentiality of the Board’s discussions;
  4. Speak on behalf of the Board when asked to do so by authorized persons such as
    Board Chair;
  5. Suggest agenda items for Board and Committee meetings, to ensure significant policy-related matters are addressed.


Relationship with Staff

  1. 1. Counsel the executive as appropriate and offer support and expertise as requested.


Avoiding Conflict – Conflict is further defined in Policy BG.3 and includes such particulars as noted below.

  1. Serve the organization as a whole, rather than special interest groups;
  2. Avoid even the appearance of a conflict of interest and disclose any possible
    conflicts in a timely fashion;
  3. Maintain independence and objectivity and do what a sense of fairness, ethics and personal integrity dictate;
  4. Never accept or offer favours or gifts from or to anyone who does business with the organization.


Fiduciary Responsibility

  1. Exercise prudence with Board decisions on the control and transfer of funds;
  2. Read carefully and understand the organization’s financial statements and help the Board to fulfill its fiduciary responsibility.



  1. Give an annual cash donation according to personal means.
  2. Contribute to the fundraising efforts through personal influence with other
    corporations, organizations and individuals well known to you.
Board Composition & Succession

Board Size and Composition
The Board size is a minimum of five and a maximum of fifteen members.

To the extent practicable, the Board composition shall be targeted to reflect a balance in
gender, ethnicity, profession/career background and geographic representation from those
communities where Food for Life (“FFL”) is active.


Qualifications for Board Membership

  1. Ideally, the Board Members will collectively have skill/experience in:
    – Healthcare and/or delivery of social services
    – Legal, ideally with experience in the not-for-profit sector
    – Food industry experience/food safety and risk management
    – Fundraising
    – Finance and accounting
    – Supply chain, warehousing and logistics
    – Communications and marketing
    – Human resources
    – Information technology
    – General business management experience
    – Education
    – Project management
    – Insurance
  2. Board Members will also be expected to volunteer and/or participate in other areas of
    Food for Life.
  3. In addition to the above, individual board members should possess the following
    • Legitimacy – being recognized by others as consequential, due to significant position or
      visibility or record of achievement;
    • Referent power – having key relationships or connections to other individuals or organizations. In their communities, Board Members have relationships with a wide variety of people and are able to draw on these personal resources on behalf of Food For Life as the need arises;
    • Personal – relating to an individual’s character, conduct, and motives. These include personal giving history and volunteer commitment; and
    • Expertise – having special skill or knowledge, e.g. prior board experience, leadership capability, or business management savvy; a track record of “getting the job done.”


Board Member Selection Process
The Governance and Nominating Committee (GNC) Chair will review applications from
BoardMatch, Charity Village, The Institute of Corporate Directors and will also consider referrals
or recommendations from Food for Life donors, agencies and other partners and stakeholders and current or former Board members and FFL, and will approach potential candidates when the Board needs to fill gaps, based upon a search profile as determined by the Board. A matrix of Board skills will be maintained by the GNC to highlight the specific profile required at the relevant time.

Potential candidates will be interviewed by a minimum of two (2) members of the GNC.

Following a positive second interview, reference checks will be conducted, after which the Board Chair will have the opportunity to meet and endorse or reject the candidate. Following,
a motion to approve the appointment of the candidate to the Board will be presented at a Board meeting and, if approved, a meeting of the Members of the Corporation will be convened to appoint the candidate as a Member of the Corporation.


Board Executive Positions
Prior to the Annual General Meeting, the Chair of the GNC will propose a slate of Officers for the ensuing 12 months. These are: Chair, Vice-Chair, President, Secretary and Treasurer and, if  applicable, Past-Chair. Unless otherwise determined by the Board, the Chair will also serve as
the President.


Board Chairperson Succession
Given the instrumental nature of the Board Chair position, the Board will have in place a Departure-Defined Succession Plan – a process that addresses a future planned departure.

  • Among other elements, the succession plan will include:
  • establishing a timeline for change
  • identifying desired leadership skills/traits
  • development of an internal and external communication plan
  • conducting an executive search/ hire
  • implementing a transitional work plan

In the event of an unplanned departure by the Board Chair, the Vice-Chair will assume the role
of “acting” Board Chair until such time as the succession plan can be implemented.

Board Chair

The Chair of the Board shall be a Director who is designated by the full Board to act as the leader of the Board. The Chair also acts as the President of the Corporation.


Who May Be Chair
The Chair will be selected among the Directors of the Corporation who have a sufficient level of experience with corporate governance issues to ensure the leadership and effectiveness of the Board.

The Chair will be selected annually at the first meeting of the Board following the annual general meeting of Members.


The following are the responsibilities of the Chair. The Chair may delegate or share, where appropriate, certain of these responsibilities with the Governance and Nominating Committee and/or any other independent Committee of the Board:

  1. Chairing all meetings of the Board in a manner that promotes meaningful discussion.
  2. Providing leadership to the Board to enhance the Board’s effectiveness, including:
    1. Ensuring that the responsibilities of the Board are well understood by both
      management and the Board.
    2. Ensuring that the Board works as a cohesive team with open communication.
    3. Ensuring that the resources available to the Board (in particular timely and relevant information) are adequate to support its work.
    4. Together with the Governance and Nominating Committee, ensuring that a
      process is in place by which the effectiveness of the Board and its committees
      (including size and composition) is assessed at least annually.
    5. Together with the Governance and Nominating Committee, contribute to any
      formal or informal assessment of individual Directors as relates their
      contribution toward Board effectiveness.
  3. Managing the Board, including:
    1. To ensure the preparation of Board meeting agendas and ensuring pre-meeting
      material is distributed in a timely manner and is appropriate in terms of relevance, efficient format and detail.
    2. Adopting procedures to ensure that the Board can conduct its work effectively
      and efficiently, including Committee structure and composition, scheduling, and
      management of meetings.
    3. Ensuring effective collaboration with the Executive Committee and entire Board.
    4. Ensuring meetings are appropriate in terms of frequency, length and content.
    5. Ensuring that, where functions are delegated to appropriate committees, the
      functions are carried out and results are reported to the Board.
    6. Ensuring that a succession planning process is in place to appoint senior
      members of management when necessary.
    7. Together with the Governance and Nominating Committee, approaching
      potential candidates once potential candidates are identified, to explore their
      interest in joining the Board and proposing new nominees for appointment to the Board and its committees.
    8. Together with the Governance and Nominating Committee ensuring procedures
      are established to assess and recommend new nominees for appointment to the Board and its committees.
  4. Acting as liaison between the Board and management to ensure that relationships between the Board and management are conducted in a professional and constructive manner. This involves working with the Governance and Nominating Committee to ensure that the Corporation is building a healthy governance culture.
  5. At the request of the Board, representing the Corporation to external groups such as members and other stakeholders, including community groups and governments.
Treasurer Position

As an Officer of the Corporation, the Treasurer is responsible for the duties prescribed in the General By-Laws and for monitoring the financial activities of the Corporation.

Specific responsibilities include:

  • Chairing the Finance Committee.
  • Ensuring that complete and accurate records are kept of all the Corporation’s financial matters in accordance with Canadian accounting
    standards for not-for-profit organizations.
  • Acting as a signing authority for the Corporation, as approved in the General By-Laws or by resolution of the Board.
  • Ensuring that the Board is provided with monthly reports on the financial position of the Corporation.
  • Recommending a competent auditor to be appointed annually.
  • Collaborating with the auditor and the Executive Director in reviewing and presenting annual financial statements.
  • Ensuring that appropriate financial controls are documented in the Financial Process and Procedures Document, and that the document is updated as required to reflect any recommendations from the auditor.
  • Assisting the Executive Director in the preparation of the annual budget for
    approval by the Board.
  • Annual review and oversight of the Investment Policy (compliance reviewed
Secretary Position

As an Officer of the Corporation, the Secretary is responsible for the duties prescribed in the General By-Laws and the duties as outlined below:

  • Ensure minute books and corporate records are kept up to date and complete, with signed copies of all meeting minutes (Board, Executive Committee and Members of the Corporation).
  • Ensure Federally and Provincially required filings (non tax-specific) are completed annually.
  • Ensure an accurate and complete list of all Members and Directors, together
    with their postal and email address, is maintained.
  • Ensure we have on file written resignations for past Directors and members of the Corporation.
  • When deemed necessary, ensure resolutions for meetings of members of the Corporation are reviewed for wording beforehand by legal counsel.
  • Ensure that proper notices of meetings of the Board and of members of the
    Corporation are provided
  • Ensure all meetings of Directors and Members are called and held as required by the Letters Patent, the General By-Laws and the Corporations Act (Ontario).
  • Ensure that minutes of meetings are prepared and circulated and that the details of the resolutions and decisions are in order so that proper account of them is taken by the Corporation.
  • When necessary or appropriate, withhold from a Director any documentation relating to a material contract or transaction in which that Director has disclosed an interest.
  • Perform such other functions as the Board Chair may reasonably specify from time to time.
Executive Committee ToR

Role and AuthorityThe Executive Committee is a Standing Committee of the Board. Its role is to:

  1. Make decisions where such decisions are urgent, in the opinion of the Board Chair and cannot be delayed; carry out tasks on behalf of the Board, as assigned by the Board.
  2. Act as a sounding board for the Executive Director, e.g. on issues where
    the ED is preparing a recommendation to the Board.
  3. Prepare meeting agendas for Board Meetings.
  4. Review performance of the Executive Director on behalf of the Board.


The Executive Committee shall submit meeting minutes to the Board after each meeting. Any specific items can be shared by the Chair in the standard agenda item “Report from the Chair”


The Executive Committee is composed of the Chair, the Vice-Chair, the Secretary and the Treasurer. The Executive Director is also an ex-officio, non-voting member.


The Executive Committee shall, whenever possible, make decisions on the basis of consensus. Where a consensus is not achieved, the Chair shall be entitled to two votes then  a decision shall be based upon a simple majority vote, which shall be recorded in the minutes of the meeting.


Meeting Frequency
Meetings will be held at the call of the Chair or other Executive Committee member.


Three voting members of the Executive Committee constitute a quorum.


The Secretary shall act as recorder for meeting minutes

Finance Committee ToR

The Finance Committee is responsible for reviewing and providing guidance to the Board on any and all financial matters. Specifically, the Committee assures internal controls,
independent audit, and financial analysis for the organization.


Composition and Term
The Committee will include the Treasurer, the ED and at least one other Director. The Board will appoint annually in January from among its Members a Finance Committee, which will consist of two Directors of the Board and will include the Treasurer, who will chair the Committee.


The Committee is accountable to the Board.


A quorum consists of two-thirds of the voting members of the Committee. Each Committee member is entitled to one vote and decisions shall be made by the majority vote of those


Duties and Responsibilities
The Finance Committee is a standing committee of the Board and is chaired by the Board Treasurer. The Committee is responsible for reviewing and providing guidance for the organization’s financial matters.


Fundamental responsibilities of the Finance Committee are as follows:

  1. Provide direction to the entire Board for fiscal responsibility.
  2. Regularly review the organization’s revenues and expenditures, balance sheet, investments, contracts and other matters related to its continued solvency.
  3. Assist the Executive Director in formulating the annual budget and submit it to the full
    Board for approval.
  4. Ensure the maintenance of an appropriate capital structure.
  5. Oversee the maintenance of organizational wide assets, including prudent management of organizational investments.
  6. Ensure that organizational funds are spent appropriately (i.e., restricted funds).
  7. Ensure the preparation of an annual audit, tax forms, and audited Financial Statements.
  8. Study financial matters referred to it by special order of the Board or, within its area of responsibility, undertake studies on its own initiative.
  9. Provide support to staff as needed.
Governance & Nominating Committee ToR

The purpose of the Governance and Nominating Committee is to assist the Board in
meeting a high standard of corporate governance, by providing a focus on good
governance practices that will enhance the Board’s performance. The Committee may
make recommendations on any corporate governance issue, including, without limitation:

  • General By-Law and its alignment with best practices and evolving Board
    and organizational needs.
  • Development and periodic review and updates of governance policies and
  • The mandate of the Board and each Committee.
  • The mandates for Board and Committee Chairs.
  • The composition and effectiveness of the Board.
  • The composition of Board Committees.
  • Recruiting and nomination of suitable Board and Board Committee
  • The orientation and development of Board Members.
  • Other matters as may be determined by the Committee or the Board.


Composition and Term
The Board will appoint annually in January from among its Members a Governance and
Nominating Committee, which will consist of not fewer than three (3) members of the Board and which will include the Vice-Chair who will sit on the Committee.


The Committee is accountable to the Board and shall report its discussions to the Board
by distributing the minutes of its meetings and/or where appropriate, by oral report at the next Board meeting. The Committee shall designate one of its members as the recording secretary.


A quorum consists of two-thirds of the voting members of the Committee. Each Committee member is entitled to one vote and decisions shall be made by the majority vote of those present. In the event of a tie, the Chair will be entitled to two votes.


Duties and Responsibilities
Subject to the powers and duties of the Board and to the requirements of the General Bylaw the Committee shall:

  • Assess the needs of and make recommendations to the Board and each Board Committee regularly in terms of the frequency of Board and Board Committee meetings, meeting agendas, discussion papers, reports and information, so as to
    ensure that Directors are well-informed about the activities and finances of Food
    for Life to best fulfill their fiduciary duties.
  • In consultation with the Board Chair, lead the Board in assessing and planning for Board and Committee composition and succession, including:
    • Considering which competencies and skills it is necessary for the Board as
      a whole  to possess
    • Assessing the competencies and skills of each Director
    • Assessing the competencies and skills that each new nominee would
      bring to the Board.
  • Highlight the need for new nominees to be able to devote sufficient time and
    resources to their duties as Directors.
  • Ensure that Directors understand and agree with the mission of Food for Life and
    the Code of Conduct.
  • Ensure that elections and appointments to the Board comply with the General
    By-Law and other legal requirements.

Chair Appointments
The Committee shall work with the Board and the Chair, as required, to ensure appropriate Chair succession planning.


Director Development and Orientation
The Committee shall, in consultation with the Chair and the Board:

  • Develop the overall approach to Director orientation and development oversee
    the implementation of the Director orientation and development, working closely with the Board and Executive Director.


Board Effectiveness Assessment Processes
The Committee shall recommend to the Board and implement, following approval, processes for:

  • Board and Board Committee evaluation
  • Board Chair evaluation.
Privacy Policy

Purpose of Policy
From time to time during the course of its activities, Food for Life Charitable Corporation (“FFL”) collects, uses and discloses personal information of its employees, volunteers,
members, donors and other stakeholders. The purpose of this policy is to ensure that the privacy and confidentiality of any such information is maintained and that such information is used only for the purposes for which it was collected.


Guiding Principles

  • FFL is committed to protecting the privacy of the personal information of its
    employees, volunteers, members, donors and other stakeholders.
  • FFL values the trust of those with whom we deal, and of the public, and recognizes
    that maintaining this trust requires that we be transparent and accountable in how
    we treat personal information that is shared with us.
  • Anyone from whom we collect personal information should expect that it will be
    carefully protected and that any use of this information beyond the purpose for which it was collected is subject to consent.


What Constitutes “Personal Information”?
Personal information is any information that can be used to distinguish, identify or contact a specific individual. During the course of our relationship we may collect certain
personal information such as names, street and email addresses, phone and fax
numbers, social insurance numbers and credit card information. We may also have a record of donations and attendance at FFL events. However, business contact information and certain publicly available information such as names, addresses and  telephone numbers as published in telephone directories are not considered personal


Where an individual uses his or her home contact information as business contact information as well, FFL considers that the contact information provided is business
contact information, and is not therefore subject to protection as personal information.


Privacy Practices
FFL collects, uses and discloses personal information only for purposes that a reasonable
person would consider appropriate in light of the circumstances. These purposes include, but are not limited to:

  • Providing services in accordance with FFL’s mission statement.
  • Raising funds for FFL.
  • Providing compensation and benefits to employees.
  • Managing and developing our businesses and operations, including personnel and employment matters.
  • Satisfying legal and regulatory requirements.

Personal information gathered by FFL will be maintained in confidence. FFL personnel are authorized to access personal information based only on their need to deal with the information for the reason(s) for which it was obtained.


FFL will not sell, exchange, or trade personal information or lists nor will we provide or share personal information with third parties unless:

  • Written authorization is provided to share the information.
  • Sharing the information is necessary to process a donation, for example, to process a credit card transaction.
  • The release of such information is otherwise required by law.


Safeguards will be taken to ensure that the information is not disclosed or shared more widely than is necessary to achieve the purpose for which it was gathered. We also take
measures to ensure the integrity of this information is maintained and to prevent it from being lost, stolen or destroyed.


We will use our best efforts to ensure that personal information is as accurate, complete and up-to-date as is necessary for the purposes for which it is to be used.


Website and Electronic Commerce
FFL uses services requiring password protocols and encryption software to protect personal and other information we receive when processing a donation or other payment on-line. All such third party service providers must be in compliance with PIPEDA and have an established and published privacy policy available for all users.


Donor and volunteer information will not be published in recognition material without
prior written consent.


Updating of Privacy Policy
FFL is committed to regularly reviewing its privacy practices. Any revisions or additions
to this policy will be made available on our website.


Contact Information
Question, concerns or complaints relating to FFL’s privacy policy and practices and individuals wishing to review information which is maintained in their active files should direct their request to our Executive Director at 905-510-5724 or 905-635-1106 or by e-mail at


Further information on privacy and your rights in regard to your personal information may be found on the website of the Privacy Commissioner of Canada at

Investment Policy
Risk Management

Purpose of Policy
To define roles and responsibilities regarding risk management plan development, management, enforcement, and monitoring; and to outline some of the key areas for
consideration, as well as processes in the risk management plan.


Policy Statement
Food for Life (“FFL”) shall maintain and review an annual risk management plan to identify, assess, manage and monitor risk.


The organization shall:

  • Ensure appropriate resources are allocated to support risk management activities
  • Ensure employees, agencies, outreach programs, volunteers and Board members are aware of and educated regarding their roles and responsibilities in managing risk
  • Gather accurate, comprehensive and timely information to prevent risk; and to take timely corrective action related to risk related incidents after they occur.


Role of the Executive Director
The Executive Director (“ED”) shall be responsible for developing, managing, and enforcing an annual risk management plan. The Executive Director shall present such plan to the Board on an annual basis; and shall additionally report to the Board
regarding any material risks that occur throughout the year.


Some of the areas for consideration in the plan may include: abuse and harassment;
accessibility (facility and food); authorization procedures; codes of conduct (employees,
agencies, outreach programs, volunteers); confidential and proprietary information
handling; conflict of interest; crisis management; fiscal management; food safety and handling; privacy (with respect to employees and volunteers); safety in the workplace; training (for employees, agencies, outreach programs, volunteers); and waivers and agreements with key stakeholder groups.


Role of the Board
The Board shall, through its risk oversight role, satisfy itself that the risk management plan is consistent with the organization’s strategy and risk tolerance. As part of this duty, the Board is responsible for reviewing the risk management plan on no less than an annual basis.


The Board’s responsibilities include, but are not limited to, the following:

  • Reviewing the annual risk management plan as presented by the ED, and providing
    feedback and guidance to ensure the plan is adequate in the areas of the
    organization’s risk tolerance, legal/regulatory requirements and in line with the organization’s strategic goals.
  • Reviewing trends in incident reporting (including complaints) as they are raised by the ED.
  • Assessing new or increased risk and bringing them to the attention of the ED

To describe how the responsibilities for fundraising are assigned and how fundraising
activities on behalf of Food for Life (“FFL”) are planned and managed.


Food for Life Staff and Board’s Mandate for Fund Development
FFL Staff and Board members are required to participate and contribute to an annual work plan to achieve the targets which are contained in the annual revenue and expense
budget approved by the FFL Board; to manage, participate, and contribute to the fund development activities described in the work plan and to achieve the targets as planned.


Responsibilities of Individual Board Members
These are a further elaboration of the responsibilities as stated in governance Policy 3,
“Individual Board Member Responsibilities.” The objective of specific responsibilities is to
enable Board Members to clearly understand how they can participate in the fund development activities of Food for Life.

  • Each Board member will actively participate in providing good prospects (individuals, corporate, foundation, etc.) to the Executive Director (“ED”) on an
    ongoing basis along with a summary of their potential. The ED will take these
    prospects to the cultivation and solicitation stages with the support of the Board
  • Each Board member is responsible for the ongoing recognition and stewardship of
    the new and multiyear donors. Donor recognition is guided by the Donor
    Recognition Policy. Major donors should receive ongoing direct communication
    from a Board member, 3 to 4 times annually.


Responsibilities of the Food for Life Staff
The ED is responsible for monthly fund development updates or in Board approved cadences.

  • The ED will share fund development identification, cultivation, solicitation,
    procurement, recognition, and stewardship with the support of the Director of Operations and Board members.


Responsibilities of the Food for Life Staff and Board Members
Subject to the powers and duties of the FFL Staff and Board and to the requirements of the General By-Law, the group will perform the following duties:

  • The ED to develop and present to the Board for approval prior to fiscal year end, a fund development plan that describes the specific strategies, activities, target
    groups etc. to achieve the approved revenue budget for the year.
  • With the support of the Board members and the Director of Operations, the
    Executive Director to execute the fund development plan, following Board
    approval. This includes conducting and managing all the activities in the cycle of successful donor development. The cycle consists of six phases: identification,
    cultivation, solicitation, procurement, recognition, and stewardship.
  • The ED and Board members to provide input to the development of the annual communications plan.
  • The ED to maintain a donor data base, with contact information for all donors and
    prospective donors, their previous contributions, recognition activities and current status.
  • The ED to provide a written, monthly report to the Board, or on approved cadences, describing progress and results to date, in executing the annual fund
    development plan.
  • The ED and Board members to perform other duties as may be assigned in order
    to support the fund development plan.
Receipt Policy for Agricultural Procedures

Receipt Policy for Agricultural Producers
Food for Life (“FFL”) will issue an acknowledgement letter for all donations of food whether a tax receipt is requested or not. Growers are advised to consult their tax professional as to whether it is advantageous to the grower to require an Income Tax Receipt or not. Growers will be provided with The Ontario Ministry of Finance Policy “The
Community Food Program Donation Tax Credit” an agreement is signed. Issuing a tax receipt is neither beneficial nor detrimental to Food for Life.


In order to issue an Income Tax Receipt Food for Life will require growers to provide:

  1. A Farm Business Registration number
  2. The name registered for the Farm Business
  3. Provide a donation of an agricultural commodity such as: fruits, vegetables, meats, dairy products etc., with a minimum valuation of $50
    Income Tax Receipts for donations valued at less than $50 will be provided by request only.


FFL will value the food at fair market value Canada Revenue Agency “Determining fair
market value of gifts in kind (non-cash gifts)” and will provide a donation receipt. The fair
market value of the food can be determined by the sources listed below.  Annual donations over $1,000 will require the valuations in writing.

  • Marketing board quoted prices
  • Grower associations quoted prices
  • Provincial or Federal government sources
  • Tax receipts will be made in the name on the farm only


In the case of a discrepancy between quoted valuations, an average will be taken. If an average is not considered fair by the grower, the Board Chair or Treasurer will arbitrate
the valuation on behalf of Food for Life.


Process for Income Tax Receipt Issuance

  1. Grower will provide FFL with current value of crop and the number of pounds being donated so total value of donation can be calculated.
  2. Grower will provide the crop valuation and the source of the valuation.
  3. FFL will issue an acknowledgement letter with or without and Income Tax Receipt annually by February 28th of the subsequent year or as requested by the grower.
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