Second Harvest Heartland

Food changes everything.

aka SHH   |   Brooklyn Park, MN   |  http://www.2harvest.org

Mission

The mission of Second Harvest Heartland is to end hunger together. Second Harvest Heartland is one of the largest, most efficient and innovative hunger-relief organizations in the nation. Working in partnership with a network of nearly 1,000 food shelves and hunger-relief programs, Second Harvest Heartland helps the 1 in 8 people, including 1 in 5 kids, in Minnesota and Western Wisconsin who experience hunger.

Ruling year info

1974

Principal Officer

Ms Allison O'Toole

Main address

7101 Winnetka Ave N

Brooklyn Park, MN 55428 USA

Show more contact info

Formerly known as

Second Harvest Greater Minneapolis

Second Harvest St. Paul

EIN

23-7417654

NTEE code info

Food Banks, Food Pantries (K31)

Emergency Assistance (Food, Clothing, Cash) (P60)

IRS filing requirement

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

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Second Harvest Heartland is one of the largest, most efficient and innovative hunger-relief organizations in the nation. Working in partnership with a network of nearly 1,000 food shelves and hunger-relief programs, Second Harvest Heartland helps the 1 in 8 people, including 1 in 5 kids, in Minnesota and Western Wisconsin who experience hunger. On average, 77 percent of food our partner agencies distribute comes from Second Harvest Heartland. In 2019, Second Harvest Heartland helped provide a record 97 million meals to more than a half-million people. Fighting hunger in the heartland for more than three decades, Second Harvest Heartland will continue to leverage its unique position in the emergency food chain to advocate, educate and provide food until everyone in its 59-county service area has what they need to thrive

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 Bank Program Overview

Food Bank, Commodity Supplemental Food Program (CSFP), Emergency Food Assistance Program (TEFAP), Food Rescue, Food Outreach, Child Hunger and Nutrition, Senior Nutrition and Advocacy.

Population(s) Served
Seniors
Children and youth

Where we work

Affiliations & memberships

Feeding America 2019

Our results

SOURCE: Self-reported by organization

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

Number of meals served or provided

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

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Second Harvest Heartland provided more than 105 million meals in 2020

Pounds of fresh produce distributed per year

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

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Second Harvest Heartland secures contributions of fresh fruits and vegetables from partners in agriculture, retail grocery and other sectors Decline in 2020 relates to facility move in April.

Total pounds of food rescued

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

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This outcome relates to pounds of food sourced from grocery partners through our Retail Food Rescue Program.

Number of clients served

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

Economically disadvantaged people

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

(Source: Feeding America, Hunger Study) Estimated base on growth in pounds

Number of volunteers

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Volunteers play a very important role at Second Harvest Heartland, allowing us to distribute food in a highly efficient manner. Decline in 2020 due to COVID - 19 crisis

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.

We have three strategic priorities (2020-2024):
1. Transform into a more responsive, equitable and efficient organization
2. Elevate hunger awareness and encourage action
3. Innovate close to our core business

To reach our goals, we have established several objectives and activities:

Goal I: Transform into a more responsive, equitable and efficient organization

We will prioritize meeting the needs of our teams, our network and the diverse communities we serve. From more healthy foods, to seamless and productive partnerships to a dynamic work environment, we’ll transform our work to become more responsive, efficient and equitable.

Objective A: Create an environment that fosters engaged employees & volunteers
Objective B: Transform the end-to-end hunger relief system by becoming a trusted partner
Objective C: Improve efficiency through process and prioritization of services
Objective D: Increase access to nutritious and desired food

Goal II: Elevate hunger awareness and encourage action

We’ll double down on efforts to help the community understand how pervasive and devastating hunger in the heartland is, so people are inspired to get involved in the solution.

Objective A: Be a thought-leader in hunger relief, creating opportunities for collaboration and conversation
Objective B: Protect and grow financial support (e.g. government, charitable and earned)

Goal III: Innovate close to our core business

Finally, we’ll target our innovation efforts on work that helps us meet the growing demand for meals. In other words, we’ll create a laser-like focus on work that is close to our core business.

Objective A: Position the organization to meet the increasing demand for food
Objective B: Maintain and explore broader and different partnerships

We will accomplish our strategic objectives by implementing program plans that were developed prior to the start of the fiscal year by the manager and director of each program. All staff goals and associated activities are directly linked to the identified strategic priorities approved annually by our Board of Directors. Progress toward achieving these goals and objectives is reported at regular leadership team meetings and at board meetings.

Our various program teams are built to leverage the strengths of each employee in meeting program-specific goals. For example, our SNAP Outreach team consists of individuals with backgrounds in human services and connections to the communities in which they operate. Our warehouse operations team consists of staff members with backgrounds in retail food distribution, transportation and logistics. Our Child Hunger program team is composed of individuals with family nutrition and youth services backgrounds. It has been our experience that by carefully aligning staff competencies with our program-specific goals, we are well-positioned to offer valuable services to our many partners.

Second Harvest Heartland is among the nation's largest, most efficient hunger-relief organizations, and is nationally recognized for efficiency and innovative practices. We find, procure, and bank food; distribute food to those in need; and serve as a hunger-relief leader through innovative outreach, research, and advocacy. We serve more than a half-million individuals each year. Our organization has grown from distributing 30 million pounds of food in 2007 to more than 113 million pounds in 2019. This equates to more than 97 million meals for hungry people and children.

By carefully stewarding food, volunteer time and donations through ever-more efficient operations, for every $1 donated, Second Harvest Heartland can distribute nearly $7.40 worth of food.

We have been increasingly focused on distributing fresh, nutritious foods to our clients. In fiscal year 2019, 65% of the food we distributed was fresh (meats, produce, dairy, and bakery). As a result of this focus, the food we distribute has never been more nutritious. We are increasing the percentage of fresh and nutritious food we offer to our agency partners, while continuing to meet their ongoing, high volume needs for foods of all kinds.

Financials

Second Harvest Heartland
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Operations

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

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Connect with nonprofit leaders

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

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Second Harvest Heartland

Board of directors
as of 1/11/2021
SOURCE: Self-reported by organization
Board chair

Shawn O'Grady

GENERAL MILLS

Term: 2020 - 2022

Shawn O'Grady

General Mills

Heather Braimbridge-Cox

Windings

David Crosby

PreferredOne

Teri Crosby

Community Volunteer

Ken Davidson

The Boston Consulting Group

Ron Feldman

Federal Reserve Minneapolis

David Fiocco

McKinsey & Company

Christina Hennington

Target Corporation

Cam Hoang

Dorsey & Whitney LLP

Jim Lemke

Community Volunteer

Colleen May

Cargill Bioindustrial Group

Jeff Putnam

UnitedHealth Group

Hunter Saklad

Select Comfort Corporation

Shahid Alam

Blue Cross Blue Shield of MN

Bill Koschak

Calyxt

Stacey Fowler-Meittunen

Schwan’s Shared Services, LLC

Paula Phillipe

Community Volunteer

Sheilah Stewart

Land O'Lakes

Dr. Dave Tillstra

CentraCare Clinic

Joel Maturi

Community Volunteer

IbrahimIa Diop

Minneapolis Public Schools

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 01/11/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data