15th September 2016

We have just had our latest Trussell Trust quality  assurance audit and we have a lot to feel very proud of. The assessors were very impressed with every aspect of the operation but were particularly impressed with our focus on ‘More than food’ and our determination to try and signpost clients to other agencies that can investigate and try to resolve the underlying problems that brought them to the foodbank in the first place.

Warren Done, the project manager, and Dave Hughes, foodbank secretary,  would like to take this opportunity, on behalf of the foodbank trustees to thank each and every volunteer that gives, or has ever given, their free time  to help us achieve our aims and helped us become ‘a shining light’ not only in our community but throughout the Trussell Trust foodbank network. We can not do what we do without the amazing people that donate their time doing everything from supermarket collections, sorting the warehouse and/or helping in the distribution centres, to help us help people in crisis in their community and we appreciate each and every one of you.

Here is a summary of the report from the Trussell Trust and as you read please remember it is you, the volunteers, that have helped create the special organisation they are describing.





Charity Governance 


Atherton & Leigh foodbank is functioning to a very high standard. In particular, the foodbank should be commended for its ‘community hub’ model where several organisations attend the foodbank centre to make it easier for clients to access their services. Planning and strategy is good, with the foodbank aware of the need to be as sustainable as possible, not just now but three years down the line. The foodbank is a mature project that draws on the skills of different people to perform the tasks required. The trustees, Project Manager and volunteers should take time to celebrate the positive impact their work is making on the local community.


Foodbank Management 


The foodbank has a robust infrastructure, with committed trustees and a dedicated, passionate and inspiring Project Manager. Volunteer retention is high, there is a strong sense of camaraderie between the teams and people are made to feel valued and appreciated. Lines of communication are clear and the trustees adhere to Charity Commission regulations. The foodbank should be commended for having clear roles and responsibilities amongst trustees, staff and volunteers and for working together for a common cause.


Foodbank Centre


The foodbank is complying to a very high standard with The Trussell Trust operating model and this is to be commended. The atmosphere is positive, there is a good number of skilled volunteers and signposting is regarded as a key priority for the foodbank centre team. Clients are made to feel welcome and the various surgeries available across the different centres is in line with the Trussell Trust’s ‘More Than Food’ model and is to be celebrated.



Foodbank Warehouse 


The warehouse is clean, tidy and well-organised and the recent purchase of a second cabin in which to store food which hasn’t yet been processed has provided the volunteers with more room to move, sort and weigh stock. This is particularly important during busy periods and ensures there is no confusion between processed and unprocessed stock. The foodbank should be commended for its careful accounting of stock. The extremely low discrepancy between actual and expected shows that stock is logged with care and precision and this shows respect for donors and clients alike. The warehouse team should be commended for their hard work and for adhering to rigorous and robust practices which ensure that food is carefully accounted for and volunteers are kept safe.


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