Second Harvest of the Greater Valley

Hunger Never Takes a Holiday

aka SHGV   |   Manteca, CA   |


Feeding our community through our partnerships

Ruling year info


Chief Executive Officer

Mr. Keenon J Krick

Main address

1220 Vanderbilt Circle

Manteca, CA 95337 USA

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NTEE code info

Food Service, Free Food Distribution Programs (K30)

Food Banks, Food Pantries (K31)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Food Assistance

Our food assistance program is our boots on the ground. We have over 90 agency partners that serve our two main counties San Joaquin and Stanislaus. We also have a network of four Partner Distribution Organizations that help us distribute food to our outlying territories.

Population(s) Served

Our Senior Brown Bag program takes place at 24 locations in San Joaquin County with 2 locations for our home delivery. Our brown bag program looks to meet the needs of senior citizens that are having to choose between housing, medical and other bills over food. Twice per month, they receive 20-25 pounds of mixed grocery items that include dairy, fresh produce, and shelf-stable items. We try to keep the nutritional needs of seniors in mind with this program.
Our Senior Home Delivery program is in the process of expanding to include additional seniors that are in need of our services but are unable to leave their homes.

Population(s) Served
Older adults

Formally our Food 4 Thought program. With the rapid onset of the Covid-19 Pandemic, we had to quickly readjust the way our schools were receiving food support for their families. We introduced Fresh Food 4 Kids as a pilot program for the 2020-2021 school year. School sites are able to choose either a pantry, a mobile drop or a combination of the two depending on what fits their needs. In doing this we are able to provide food to more families in need and in a much safer fashion. What has always been a program offered in elementary schools we are now expanding it to High Schools as well.

Population(s) Served

Our mobile fresh program is our only direct distribution our food truck goes out between 3-5 times a week to neighborhoods in need. The truck which carries 10,000 pounds of food at a time provides fresh produce, dairy and other fresh food options. Each distribution is averaging 250 or more people and is contactless.

Population(s) Served
Economically disadvantaged people
Economically disadvantaged people
Economically disadvantaged people
Children and youth
Economically disadvantaged people
Children and youth
Ethnic and racial groups
Family relationships

Where we work


CA Nonprofit of the Year 2021


Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Estimated dollar value of food donations distributed to community feedings programs

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Related Program

Food Assistance

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Strategic Priorities and Goals
Priority 1: Provide targeted services to PDO partners and agencies in order to develop their capacity, increase collaboration and create greater food access across our region.
Priority 2: Execute an annual fund plan that fully utilizes the development team, and leads to an increase in the number of SHGV donors and philanthropic revenue.
Priority 3: Focus public attention on food insecurity and the work of SHGV to improve understanding and motivate participation in our mission.
Priority 4: Develop and maintain a work environment that team members identify as supportive, positive, mission-focused and appropriately challenging.

• Create a deeper understanding of the needs and opportunities of PDO partners and their region
• Group agencies in a structure which supports the right-sized service for them
• Outline the level and type of services offered for each agency grouping
• With PDO partners and agencies, identify the most underserved areas of the entire region served by SHGV
• Develop a plan with PDO partners and agencies to improve food access to underserved populations over time
• Provide capacity building support to agencies interested in increasing distributions
• Provide opportunities for agencies and PDO partners to connect, collaborate and learn from each other
• Assist PDOs in continued fund development

• Fully staff the development department
• Identify the greatest opportunities to increase SHGV donors and donations
• Evaluate SHGV events as effective development tools
• Develop and execute an annual fund plan that ensures regular engagement of the SHGV donor base
• Deepen the engagement of SHGV institutional and individual major donors
• Develop and document the written processes involved in successfully executing the donor development work

• Develop and execute a 2022-2023 Communications plan (identify SHGV audiences, communication goals)
• Create a media relations plan that results in more and better media placement
• Develop a government engagement strategy that results in more hunger-informed leadership
• Align public awareness/education campaigns which focus attention on food insecurity

• Formalize the Human Resource function and policies
• Implement and maintain active participation in a comprehensive employee wellness plan
• Provide an orientation and ongoing job training which allows employees to do their job with confidence
• Ensure appropriate staffing levels to challenge burnout

SHGV serves over 350,000 people in need each year through our partnership with more than 90 non-profit agencies. Our food pantry partners visit the Food Bank as often as once per week to select groceries , canned products, grains, dairy, meats and fresh produce.

The agencies then distribute the emergency food assistance to those in need. Emergency food assistance can also be obtained through their food pantries and here at SHGV. Providing services like this provides our partners and the ones they serve a very efficient way of receiving the help they need close to their home or work.

​The strength of our program is the ability to pick up large-scale donations from retail stores and distribution centers, by centralizing the collection, storage, and distribution of products through the food bank, more individuals are served through food pantries.

- 632,900 meals distributed in the school based programs since July 2021
- Over 30 school sites are being served since July 2021
- 1,177,350 meals distributed to senior and medically fragile population since July 2021
- Over 3,000 seniors served (unduplicated)

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, It is difficult to get honest feedback from the people we serve, It is difficult to identify actionable feedback


Second Harvest of the Greater Valley

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The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Second Harvest of the Greater Valley

Board of directors
as of 06/23/2023
SOURCE: Self-reported by organization
Board chair

Steve DeBrum

Retired - Dairy Farmers of America

Term: 2020 - 2021

Rachelle VandePol

Jensen Nielsen Vande Pol

Shirley Perreira

Watts Equipment

Jeff Weinstein

Wise Brothers

Bill Nunes Jr.

Oak Valley Community Bank

Alyssa Hammond


Frank Orr

Compass Real Estate

Linda Fermin

Retired Flooring Liquidators

David Nefouse

City of Manteca

Komal Bains

Kaiser Permanente

Dave Boyd

F&M Bank

Steven Aguilar


Katie Patterson


Peter Reitkerk


Dave Marques

City of Manteca

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 9/12/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation


Equity strategies

Last updated: 03/29/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.