候選機構

膳心連基金有限公司

香港是一個美食天堂,但是有超過一百萬人每日只有$30去解決三餐,溫飽對他們而言是遙不可及。膳心連超過120個機構合作每星期收集13噸的剩食,將三萬個膳餐送給有需要的人士,我們憑着龐大的夥伴網絡,只需要$2.5的營運成本,便能提供一個有營養的膳餐,我們的願景是要減少食物浪費,除飢困,展寬容。

(原文由機構提供 Original text from agency)

甲. 機構資料

1. 機構名稱 膳心連基金有限公司
2. 成立年份 2009
3. 是否香港公益金會員機構
4. 是否接受香港賽馬會慈善信託基金撥款
5. 2017/2018年度總支出 $3,699,800
6. 全職員工總數 12
7. 每年平均義工人數 (包括董事會成員) 1400

8. 宗旨及使命:

為每個有需要的人提供健康的熱食,從城中各餐飲集團收集安全可食用的剩食,再分配給有需要的朋友。膳心連有效地連繫剩食和需求,達致兩方面的好處:在推行可持續的食物回收計劃的同時,亦可舒緩香港堆填區的壓力。
9. 服務範疇及簡介:
  1. 熱食項目: 從117間餐飲機構收集剩餘的食物,運送到社福機構,再轉送予需要食物的服務對象。為確保食物新鮮,食物將捐贈予鄰近的機構。
  2. 麵包項目: 收集從餅店當日剩餘的食品,派發予有需要的人士,減少食物浪費
  3. 剩菜項目: 收集及轉送新鮮的剩餘蔬菜,再分給合作夥伴加以烹調以提供給有需要的人享用,作為熱食計劃補充。
  4. 宴會項目: 從婚宴及宴會場地收集剩餘食物,轉贈有需要人士


乙. 機構財務及服務狀況的交代及透明度

出版及披露周年報告之網上連結
https://www.foodlinkfoundation.org/about
出版及披露周年財務報告之網上連結
https://www.foodlinkfoundation.org/about
最後更新機構服務情況/資料的日期
2019 / 10 / 11 (Y/M/D)


丙. 機構介紹摘要

Foodlink began to link F&B outlets with welfare agencies to ensure that needy people had access to hot, healthy meals in 2001. Since then, Foodlink has seen tremendous growth. From collecting surplus food from a handful of hotels, Foodlink has expanded to collaborate with over 117 donors to assist 110 beneficiary partners across the city. Foodlink rescues about 13 tonnes of surplus food per week which can provide more than 31,000 meals to the needy. In 2018, we have collected 665 tons of surplus food and provided 1.6 million nutritious meals at the cost of $2.5 per meal.


丁. 機構介紹

  1. 請簡單介紹機構成立的原因。

    Established in 2001, Foodlink Foundation is a registered charity since 2010. Foodlink’s goal is to fight hunger, build self-sufficiency and foster nutritional wellness among those in need, while simultaneously reducing food wastage in hotels and F&B outlets in Hong Kong.

    Foodlink was set up after the Founder identified a serious need for hunger alleviation among lower-income groups, as well as reducing edible food waste being dumped to landfill. Despite being one of the world’s richest cities in terms of GDP per capita, we sadly have one of the largest disparities in wealth distribution amongst the population. Underlying the city’s prosperity is a great inequality in wealth, and a forgotten group of hungry, vulnerable people.

    Working solely on its own, Foodlink began a pilot scheme in 2001 to link F&B outlets with welfare agencies to ensure that needy people had access to hot, healthy meals. Since then, Foodlink has seen tremendous growth. From collecting surplus food from a handful of hotels, Foodlink has expanded to collaborate with over 117 donors to assist 110 beneficiary partners across the city. Foodlink rescues an average of 13 tonnes of surplus food per week which can provide more than 31,000 meals to the needy.

  2. 請簡述管治層對機構及服務發展帶來的正面果效。

    Our Board comprises professionals of lawyer, finance, academic, public relations, F&B and corporate. With the mix of expertise, the Board delivers good governance to run the organization effectively. This good governance supports Foodlink’s compliance with the law and relevant regulations. It also promotes a culture where every employee and process work towards fulfilling Foodlink’s vision.

    The Board follows 5 principles to ensure good governance:

    1. Organizational purpose – clear about Foodlink’s aims and ensures these are being delivered effectively and sustainably.
    2. Integrity – acts with integrity, adopting values and a culture which help achieve the purposes.
    3. Accountability – ensures that its decision-making processes are informed, rigorous and timely, and that effective risk assessment and management systems are set up and monitored.
    4. Diversity – the Board works as an effective team, using balance of skills, experience, backgrounds and knowledge to set directions, and identify chances and challenges.
    5. Transparency and accountability – ensure Foodlink is being transparent and accountable in its work at all times.

    Through regular meetings, the Board members are well informed of the development and challenges of the operation. With this clear understanding, together with their specialty, the Board runs Foodlink effectively to bring positive impact to the communities.

  3. 請簡述機構如何善用社會網絡及擴展人脈關係,推動機構及服務發展,並以現時協作夥伴及協作模式作為例子。可於協作性質、夥伴的角色及協作特點加以闡釋。

    Foodlink leverages on its people’s network to support the development of the operation:

    1. With a diverse mix of background, the Board members connect with hoteliers and foodservice operators to convince them to become Foodlink’s food donors.
    2. Through connections with various NGOs, our Directors reach out to different walks of needy people for recipient of surplus food.
    3. Foodlink aggressively promotes volunteering. It engages volunteers with different expertise to help deliver appropriate services to the communities. Volunteers engagement also helps to educate the public on its mission and inspire them to work together to achieve sustainability.
    4. Personal referral is also an important source of service development. Through a rigorous educational model (from all levels of students to adults and seniors), we inspire our food donors, beneficiary partners and volunteers to refer Foodlink to their own friends/network to further develop our operation.
    5. We design activities to engage donors to contribute so that they can see for themselves how Foodlink makes positive impact to the community with their support. The donors are usually very much inspired after participating these activities and expand their support. These activities include cooking class with beneficiaries, rice packing for needy, food waste upcycling green workshops, community parties, etc.
  4. 請簡述機構的營運策略、服務介入模式及其獨特之處。(100-200字)

    Foodlink is dedicated to fighting hunger, building self-sufficiency, and fostering nutritional wellness among those in need, while simultaneously reducing food wastage in hotels and F&B outlets.

    Our vision is to ensure that every needy person has access to a hot, healthy meal. We collect safe-to-eat surplus food from F&B outlets all over the city and deliver to the disenfranchised. The role of Foodlink is to connect the supply to the demand as effectively as possible.

    Foodlink works with 113 donors and 107 beneficiary organizations to serve people in our community who are vulnerable to hunger. These include children, the elderly, low-income families, asylum seekers, and the homeless, among others. In 2018, we have collected 665 tons of surplus food and provided 1.6 million nutritious meals.

    We work on a simple business model with no middle processing, but only a sophisticated and robust logistics network so as to deliver maximum benefits to the needy. Collected food is distributed to the beneficiary centers in accordance to the need of the closest districts, and within 1 hour of pick up to ensure freshness of food. The food will then be heat up by the community centers personnel/volunteers to serve their needy members.

  5. 請簡述機構如何善用創新或獨特介入手法提供服務,及/或填補服務斷層,關顧受忽略群體,並簡述機構的關鍵績效指標及2018/2019年度的績效成果。(100-200字)

    Our hot food program is a unique program in Hong Kong and even around the world. Foodlink operates differently from other food rescue organizations in the market, such as food bank or community kitchen who serve meals directly. We collect quality nutritious surplus cooked food from top class hotels, members clubs and canteens, then distribute them to the beneficiary organizations directly. With a simple and straightforward operational model, Foodlink is one of a kind, efficiently run food rescue organization in Hong Kong.

    In addition to cooked food, we also engage lots of volunteers to collect leftover bread from bakery chains in 18 districts and to distribute to the poor directly. This arrangement saves us a lot of resources and allows us to operate on a super cost-efficient model. Furthermore, we also organize different kinds of educational activities to raise awareness of food waste problem in the F&B industry, the beneficiary community as well as the public.

    KPIs and achievements:


    Description

    2018

    Unit

    1

    Total quantity of surplus food saved

    665

    Tonnes

    2

    Number of meals served

    1,600,000

    Meals

    3

    Number of educational sessions delivered

    17

    Sessions

    4

    Number of community events/activities delivered

    67

    Events

    5

    Number of food donors engaged

    117

    Number

    6

    Number of beneficiary organizations receiving surplus food

    110

    Number

    7

    Cost of each meal delivered

    $2.5

    Dollar

    8

    No of volunteers engaged to support operation

    1400

    Person

  6. 請簡述機構洞悉的強處、弱處、機遇及危機的分析及管治團隊的對應措施。
    1. Strengths
      • A strong, dedicated and highly efficient team with almost no turnover.
      • Highly cost effective
      • Strong network with hotels and corporate
      • Positive reputation and image in the market
      • A sophisticated and effective logistic network.

      Management ensures the above are well maintained at all times.

    2. Weaknesses
      • Not technologically advanced
      • Still using manual system for data management, need automation
      • Tight manpower to run the operation
      • Office location is inconvenient for volunteers to visit.

      >Management is applying for grant to automate the data system, and proposes training courses to staff to enhance their caliber.

    3. Opportunities
      • Upcoming Waste Disposal Charging Scheme may lead to increasing demand from F&B operators for food waste collection service
      • Public will be more concerned of food waste because of the Scheme
      • Increasing trend of people choose to patron hotels which adopt environmental measures.

      Board Directors follow the Scheme development closely to formulate appropriate directions going forward.

    4. Threats
      • Funding rely on donations and sponsorships. May not have sufficient funding in bad economic times.
      • Recruiting dedicated staff could be a challenge if there is staff turnover.

      Board and management keep soliciting funders and planning fundraising events, and to maintain a reserve in case of rainy days.

  7. 請簡述機構未來發展計劃:1) 方向或範疇; 2) 發展策略及介入手法; 3) 拓展網絡 及4) 管治層(董事會)及管理層(高級職員團隊) 的團隊建立及整固。(不多於200字)
    1. Direction:

      Foodlink to be a prominent surplus cooked food recycling organization in Hong Kong. It acquires and shares large scale F&B industry donated food, engages in public education and advocates for public policy change to eliminate the causes of food insecurity in Hong Kong, and simultaneously reduce pressure on our limited landfills.

    2. Development strategy & approach:

      Strengthen partnerships with 4-5 star hotels in Hong Kong, as well as members clubs, and corporate canteens. Organize community activities for chefs to contribute to get their stronger support. On the other hand, expand our partnership with corporate to engage more volunteers and public to support reducing food waste and caring for the needy.

    3. Networking development:

      Expand volunteers’ network through open registration and volunteering activities. Active participation in related subject conferences and social events to expand the organization’s exposure as well as social network.

    4. Governance level:

      Monitoring organizational performance and ensuring legal compliance are essential functions of the Board. This is to be done by identifying the key performance drivers and establishing appropriate measures for determining success. In addition, understanding what skills are required and maintaining a skills-based board is key for development of a strong operation.