Second Harvest Food Bank of Middle Tennessee

Feeding Hope

Nashville, TN   |


We provide food to people facing hunger and work to advance hunger solutions.

Ruling year info



Ms. Nancy Keil

Main address

331 Great Circle Road

Nashville, TN 37228 USA

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NTEE code info

Food Banks, Food Pantries (K31)

Food Service, Free Food Distribution Programs (K30)

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

SOURCE: Self-reported by organization

We solve for hunger and food insecurity. These factors contribute to poor health, anxiety, lower grades in school and behavioral problems. We also seek overall solutions to hunger.

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?

Emergency Food Box Program

Through the Emergency Food Box Program (EFB), Second Harvest distributes food items via 1Nashville satellite locations to individuals and families in crisis. Each Emergency Food Box contains enough to feed a household for about three days. Boxes contain meats, vegetables, fruits, peanut butter, crackers, cereal, bread, baking goods, and more. Last year, we distributed over 24,000 food boxes in Davidson County. As we face rising fuel and food prices amid increasingly uncertain economic times, we must maintain the stability of a food safety net in Nashville. Second Harvest operates its Emergency Food Box program in the following locations: East Nashville Co-Op, Inspiritus, Rural Hill Church of Christ, Salvation Army Magness Potter Center, Salvation Army Laotian Corps, St. Luke's Community House, St. Phillip's Episcopal Church, Christian Cooperative Ministry, Martha O'Bryan Center, Temple Baptist Church, and Hamilton United Methodist Church.

Population(s) Served
Economically disadvantaged people

Community Food Partners distributes food to 450 nonprofit Partner Agencies in 46 Tennessee counties. These charities serve those in greatest need in each community.

Middle Tennessee’s Table rescues excess food from grocery stores like Kroger, Publix, Food Lion, Sam’s and Wal-Mart. This food is then sorted and distributed throughout our 46-county service area.

The Mobile Pantry Program stages large-scale food distributions, usually in rural areas, without requiring food storage capacity. Hosted by a Partner Agency, in just a few hours one Mobile Pantry distributes about 25,000 pounds of food to 200 households. Last year, we delivered 7.2 million pounds of food via 261 Mobile Pantry distributions. Over one-half of the food distributed at a Mobile Pantry is perishable, nutrition-rich items (.e.g., fruits and vegetables) that enhance dietary options for food-insecure people.

Population(s) Served
Economically disadvantaged people

Kids Cafe is an evening meal program designed to feed children from low-income families. Last year, the program provided 6,253 meals and 29,316 snacks to 690 food-insecure children, including daily summer breakfasts and snacks.

The BackPack program bridges the weekend nutrition gap for children who are unlikely to receive proper nutrition at home when school meals are not available. Participating students are selected by school teachers, counselors, or other school personnel, based on their knowledge of students’ situations. On Friday afternoons, the students are given plastic zipper bags of food to slip into their own backpacks. Last year, the BackPack Program distributed 190,449 BackPack bags to 5,529 food-insecure students every Friday of the school year.

Population(s) Served
Children and youth

Project Preserve has been a program of Second Harvest Food Bank of Middle Tennessee since 1992. The program leverages economies of scale, manufacturing, and logistics expertise to provide a comprehensive co-op and manufacturing program to our partner agencies, food banks and other nonprofit organizations. Our team coordinates purchasing of core grocery and household items—saving food banks both time and money—therefore enabling us to feed more food each day. Project Preserve distributes million pounds of food and grocery products to food banks across the country each year.

Our in-house Cook-Chill operation produces boil-in-bag food items, frozen meals and entrees, and shelf-stable pouch products that are specifically designed for the needs of non-profit agencies and their clients.

These efforts create a broad and stable source of nutritious food for our 46-county service area, and they bring revenue in from other food banks across America—revenue that feeds more people in our area.

Population(s) Served

Where we work


Affiliate of the Year 2003

Feeding America

Model Program Award 2003

Feeding America

Innovation In Action Award 2003

The Frist Foundation

Salute to Excellence - Making a Difference 2005

Center for Nonprofit Management

Fundraising Award - Direct Mail - 1st Place 2002

Association of Fundraising Professionals

4 Star Rating 2024

Charity Navigator

Mutual of America Community Partnership Award 2013

Mutual of America Foundation

Salute to Excellence-Sustainable Practices Award 2015

Center for Nonprofit Management

Top Workplaces 2024


Affiliations & memberships

AFP (Association of Fundraising Professionals) 1988

Center for Nonprofit Management Excellence Network 1986

Nashville Area Chamber of Commerce 1998

Volunteer Administrator's Network 1989

Community Resource Center - Nashville 2002

Hands On Network 1998

United Way Member Agency 1980

American National Red Cross 1980

Volunteer Administrator's Network 1980

Better Business Bureau Wise Giving Alliance - Organization 2011

Feeding America 1980

Nashville Area Hispanic Chamber of Commerce 2022

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
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

1.2 pounds of food per meal. Metrics are reported by fiscal year. For example, the 2020 total is for July 1, 2019 through June 30, 2021.

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.

Second Harvest Food Bank of Middle Tennessee’s mission is to provide food to people facing hunger and
work to advance hunger solutions. All of our goals revolve around this central mission. Every year Second Harvest works to distribute food to a network of 450 hunger-fighting Partner Agencies in 46 Middle and West Tennessee counties.

Our Vision is a community where no one is hungry.

Our current strategy is to
1. People: Develop and nurture a culture of inclusion where all feel a sense of belonging.
2. Innovation & Partnerships: Establish innovative collective work that drives transformational change for our neighbors addressing and facing hunger.
3. Technology and Process: Invest in technology, logistics and transportation to strengthen our ability to serve more effectively and efficiently.

Our strategies are

1. Develop a career growth framework to include professional development curriculum
2. Deploy a balanced scorecard approach for all associates - link objectives, initiatives, and KPI’s to strategic plan and staff incentives
3. Create a culture focused on equity, inclusion, and belonging across the employee life cycle
4. Create a culture of belonging with partners and clients

Second Harvest Food Bank of Middle Tennessee has been in operation since 1978, and serves 46 counties in Middle and West Tennessee. We are a charter member and one of the largest and most comprehensive affiliates of Feeding America, a national network of food banks. We have a history of working with 450 agencies throughout the region to provide hunger relief and have worked tirelessly to reduce food insecurity for people in our service area who are at risk of hunger.

Thanks to an enduring relationship with many community partners, drivers pick up and deliver food six days a week throughout our service area, which covers more than 20,000 square miles. Rescued food is inspected and sorted at the Nashville, Smyrna, and Camden warehouses, which receive and distribute over a hundred thousand pounds of food daily. In the fiscal year 2021, we distributed enough food for 42.5 million meals.

Ninety-six cents of every dollar donated goes directly to our programs and services. We keep administration and overhead low so we can provide more food to more people more often.

Our staff includes experts in many fields, including food science, safety, accounting, transportation, people management and fundraising.

In the past ten years, we have experienced a staggering 273% increase in the number of meals distributed within our service area (one meal = 1.2 pounds of food). With even more food to be rescued and more families struggling through difficult times, the board and leadership staff have every intention of continuing this aggressive growth strategy.

A professional analysis of our distribution system pointed to greater efficiency if we added a distribution facility near population centers south of Nashville and to the west. To accomplish our goals, in 2018, we opened two additional distribution centers to increase our capacity and reach within our service area—one in Smyrna to better serve the southern counties in our area, and one to the west in Camden, serving counties in West Tennessee. Additionally, we built a 13,000 sq. ft. freezer expansion on our Nashville warehouse, converted existing space to refrigerated and produce-sorting zones, and added The Market for agencies to "shop" for things they need.

Now we are able to better accommodate agencies and facilitate the sorting of more perishable foods like nutritious produce as well as protein-rich meat and dairy. Previously, as the warehouse operated consistently at-or-near capacity, food that could have otherwise gone to feed hungry people was truly being left behind.

Now, our strategy is to build on strengthened logistics by focusing on people, innovation & partnerships and technology & processes.

We will continue to focus on increasing nutritional content of the foods we distribute, and are building partnerships with area healthcare organizations, supplying the food component to clinics that distribute food to patients prescribed as a part of disease management. Increasingly, we recognize that food is a form of medicine, and that the role of nutrition is becoming more important in preventing illness and aiding in disease management. Nashville is uniquely positioned as a healthcare capital in the United States, and Second Harvest has the ability to positively impact thousands of lives through these innovative partnerships.

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 aim to collect feedback from as many people we serve as possible, 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 share the feedback we received with the people we serve, 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?

    We don't have any major challenges to collecting feedback


Second Harvest Food Bank of Middle Tennessee

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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

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

Second Harvest Food Bank of Middle Tennessee

Board of directors
as of 03/26/2024
SOURCE: Self-reported by organization
Board chair

Jennifer Peters

LifePoint Health

Term: 2023 - 2026

Finis Stribling

Tennessee State University

Shawn Williams

Nissan North America, Inc.

Suzanne Buchanan

Community Volunteer

Troy Edwards

Sysco Nashville

Derek Schraw

Deloitte Tax LLP

Lee Cunningham

TN Higher Education Commission

Nancy Keil

Second Harvest Food Bank of Middle Tennessee

Michelle Bonnett

NewsChannel5 Network

Drew Berg

Diversified Trust Company

Jennifer Peters

LifePoint Health

Ute Strand

United Healthcare

David Alperson

Tennessee Farm Bureau

Jamaal Boykin


Sonya Hostetler

The Kroger Company

Jerome Katz


David Bradley

Spectrum Financial Advisors

Carman Wenkoff

Dollar General

Nancy Youssef


Lisa Gardi

HCA Tri-Star Health

Bruce Ensworthy


Michael Johnson

PNC Bank

Brad Marks

Firestone Industrial Products

Ryan Tabor

Ankura Consulting Group

Gerald Bullock


Juliana Ospina Cano

Education & Social Equity

Dwayne Greene

Metropolitan Nashville Police Department

Wade Hunt


Kim Less

Nissan Americas

Ruza Shellaway

Vanderbilt University

Tuwisha Rogers Simpson

Wish Factor Consulting

Brooke Baird Smith


Cathy Spencer


Katelyn Spivey

Carroll Bank & Trust

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 3/26/2024

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
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 08/22/2023

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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • 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 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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.