Second Harvest Heartland

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.