Our History

2011 — 2012 — Building the Foundation

  • Funding was used to acquire a facility and formally launch FBF as a hands-on reentry job training program.
  • Vocational training opportunities were developed in:

    • Auto Detailing
    • Mobile Power Washing
    • Small Engine Repair
    • Furniture Upholstery
    • Woodworking
2012 — 2013 — Program Launch

  • FBF officially launched, serving over 75 clients annually.
  • Referrals came from state/federal prisons, Probation & Parole, halfway houses, and walk-ins.
  • Four on-site caseworkers were assigned by PB&J for direct client support.
2013 — 2014 — Strategic Partnerships & Expansion

  • FBF sought out business partnerships to become self-sustaining:

    • Partnered with City of Albuquerque, PNM, and Crispy Clean Car Wash for mobile power washing.
    • Launched kosher casket production and partnered with local funeral homes.
    • Introduced handmade products (cutting boards, jewelry boxes) at farmers’ markets.
    • Partnered with local dealerships for auto detailing.
  • CDL Program launched with Road Runner Food Bank and CNM; 13 fathers earned CDL Class A & B licenses.
2014 — 2015 — Planning for Independence

  • Strategic planning began to transition FBF into a self-sustaining, independent nonprofit.
  • PB&J secured final year of grant funding to support the transition.
2015 — Becoming a Nonprofit

  • FBF began the transition to a 501(c)(3) nonprofit organization.
  • Established:

    • Independent Board of Directors
    • Bank accounts and insurance
    • New handbooks and policies
2015 — 2016 — Focused Growth

  • FBF downsized and focused solely on woodworking as its core vocational program.
  • The woodshop became a training lab for developing skills, communication, and work ethic.
2017 — Nonprofit Status Achieved

  • FBF received official IRS recognition as a 501(c)(3) nonprofit
2017 — 2018 — Restructuring and Recognition

  • Liquidated equipment from discontinued departments.
  • Relocated to a smaller facility, focusing on 1–2 clients and long-term planning.
  • Received first award from the Kellogg Foundation.
2019 — 2020 — A New Opportunity

  • Atrisco Companies approached FBF with a merger opportunity.
  • After two years of uncertainty, this was seen as a strategic path to growth.
2020 — 2021 — Joining Atrisco

  • FBF officially merged with Atrisco Companies, becoming the seventh entity under its umbrella
2021 — 2022 — Revamping and Rebuilding

  • A comprehensive program revamp began.
  • Welding was added to the paid training offerings.
  • Partnered with Dion’s to create custom products for restaurants and marketing.
2022 — 2023 — A New Model & First Cohort

  • Adopted a new structure to provide high-quality, small-scale client services.
  • Partnered with Bernalillo County to support fathers reentering society.
  • Smartsheet tracking and 12 curriculum domains were implemented.
  • Employable Employee Training became a core part of the curriculum.
  • Partnered with Rio Grande Educational Collaborative to deliver food to after-school programs in the East Mountains, Rio Rancho, and Bernalillo County.
  • Began work with the first client cohort under the new model.
2023 — 2024 — Reentry Program Launch & Federal Recognition

  • Collaborated with Bernalillo County Metropolitan Detention Center to provide in-jail services.
  • Launched a 6-month reentry model:

    • 2 months of life skills training inside the facility
    • 4 months of paid job training upon release
  • Awarded first federal grant.
  • First client cohort graduated and the second cohort launched.
2024 — 2025 — Continued Growth & Enterprise Expansion

  • Second cohort graduated, and third cohort of clients is underway.
  • Launched FBF website revamp to better share the mission and success stories.
  • FBF Enterprise partnered with Tula’s to craft custom charcuterie boards for their new restaurant launch.
Community

Impact

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