Attach to Form 990 or Form 990-EZ.
Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.
| (i)Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 9 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
| Total | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any unusual grants.) .... | 92,091,876 | 101,951,427 | 108,403,185 | 123,119,090 | 127,419,372 | 552,984,950 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 92,091,876 | 101,951,427 | 108,403,185 | 123,119,090 | 127,419,372 | 552,984,950 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f).. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | 552,984,950 | |||||
Calendar year
(or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 92,091,876 | 101,951,427 | 108,403,185 | 123,119,090 | 127,419,372 | 552,984,950 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 385,018 | 378,227 | 523,030 | 633,544 | 659,334 | 2,579,153 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 50,312 | 57,341 | 35,065 | 46,569 | 66,565 | 255,852 |
| 11 | Total support. Add lines 7 through 10. | 555,819,955 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose...... | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 6 | Total. Add lines 1 through 5. | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons... | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2011 | (b) 2012 | (c) 2013 | (d) 2014 | (e) 2015 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
||||
| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
|||||
| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by .035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | ||
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
||
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | ||
| 4 Amounts paid to acquire exempt-use assets | ||
| 5 Qualified set-aside amounts (prior IRS approval required) | ||
| 6 Other distributions (describe in Part VI). See instructions | ||
| 7Total annual distributions. Add lines 1 through 6. | ||
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
||
| 9 Distributable amount for 2015 from Section C, line 6 | ||
| 10 Line 8 amount divided by Line 9 amount | ||
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2015 |
(iii) Distributable Amount for 2015 |
|
|---|---|---|---|---|
|
1
Distributable amount for 2015 from Section C, line 6 |
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|
2
Underdistributions, if any, for years prior to 2015 (reasonable cause required--see instructions) |
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| 3 Excess distributions carryover, if any, to 2015: | ||||
| a | ||||
| b | ||||
| c | ||||
| d From 2013....... | ||||
| e From 2014....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2015 distributable amount | ||||
|
i
Carryover from 2010 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from 3f. | ||||
| 4Distributions for 2015 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2015 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from 4. | ||||
|
5
Remaining underdistributions for years prior to 2015, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions) |
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|
6
Remaining underdistributions for 2015. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions) |
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|
7 Excess distributions carryover to 2016. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a | ||||
| b | ||||
| c Excess from 2013....... | ||||
| d From 2014....... | ||||
| e From 2015....... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Information about Schedule O (Form 990 or 990-EZ) and its instructions is at| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 4a, STATEMENT OF PROGRAM SERVICE ACCOMPLISHMENTS: | A NEW HUNGER PARADIGM SECOND HARVEST FOOD BANK OF SANTA CLARA AND SAN MATEO COUNTIES, A NONPROFIT 501(C)(3) ORGANIZATION FOUNDED IN 1979, REALIZED SIGNIFICANT PROGRESS IN ACHIEVING ITS STRATEGIC GOALS DURING ITS 2015-2016 FISCAL YEAR. ALSO KNOWN AS THE "FOOD BANK OR "SECOND HARVEST," THE ORGANIZATION ENHANCED ITS TRADITIONAL FOOD BANKING OPERATIONS AND PURSUED INNOVATIVE SOLUTIONS TO ADDRESS A NEW HUNGER PARADIGM. SECOND HARVEST SERVES A REGION THAT IS TODAY THE EPICENTER OF CALIFORNIA'S SILICON VALLEY. THE HOME TO LEADING TECHNOLOGY COMPANIES, LIKE FACEBOOK, GOOGLE AND ORACLE, SILICON VALLEY FACES A UNIQUE AND GROWING HUNGER CHALLENGE. THE SILICON VALLEY ECONOMY HAS GENERATED IMMENSE PROSPERITY FOR A SELECT FEW. AT THE SAME TIME, THE COST OF LIVING HAS SOARED. THIS DUALITY HAS CREATED A PARADOX, WHERE OVER THE PAST FEW YEARS, ECONOMIC GROWTH IRONICALLY LED TO THE FOOD BANK SERVING MORE, NOT FEWER, CLIENTS. THOSE LIVING IN THE SHADOW OF THE TECHNOLOGY ECONOMY, WHO DO NOT BENEFIT FROM HIGH PAYING TECH JOBS, FIND THEMSELVES INCREASINGLY FOOD INSECURE. MANY MIDDLE CLASS FAMILIES ARE ONLY ONE CRISIS AWAY FROM FACING FOOD SCARCITY. RISING MEDICAL COSTS, ALONG WITH OTHER LIVING COSTS, INCREASE THE HUNGER VULNERABILITY OF THE ELDERLY. ESCALATING COLLEGE EXPENSES, INCLUDING HOUSING COSTS, INCREASINGLY PUT UNIVERSITY STUDENTS AT RISK. THE PROFILES OF THOSE IN NEED ARE CHANGING IN WAYS THAT CREATE NEW CHALLENGES IN TERMS OF BOTH REACHING AND SERVING THEM. THE DYNAMISM OF THE SILICON VALLEY ECONOMY GENERATES UNUSUALLY HIGH POPULATION MOVEMENT AROUND TRANSPLANTS, IMMIGRANTS AND COMMUTERS WHO HOLD DOWN JOBS CRITICAL TO THE AREA'S ECONOMY BUT OFTEN DON'T EARN ENOUGH TO BE FOOD SECURE. SOARING RENT COSTS NOT ONLY LEAVE FAMILIES WITH LESS MONEY FOR MEALS BUT SOMETIMES FORCE THEM TO LIVE IN A GARAGE OR OTHER ATYPICAL ARRANGEMENT. WITHOUT ACCESS TO A KITCHEN, FAMILIES OFTEN TURN TO A POOR DIET OF FAST-FOOD SPECIALS TO STRETCH THEIR AVAILABLE FOOD BUDGETS. ALONG WITH FACING GREATER RISKS AROUND MALNUTRITION, THEY ALSO CANNOT MAKE GOOD USE OF UNPREPARED FOODS. ENHANCING TRADITIONAL FOOD BANKING RESPONDING TO THIS NEW HUNGER PARADIGM, SECOND HARVEST ENHANCED ITS EXISTING OPERATIONS. INVESTING IN ITS INFRASTRUCTURE TO SUPPORT EXPANDED SERVICES ENABLED THE FOOD BANK TO DISTRIBUTE OVER 54 MILLION MEALS DURING THE FISCAL YEAR TO HUNGRY PEOPLE IN THE COMMUNITY. OVER THE PAST THREE YEARS, SECOND HARVEST HAS INVESTED APPROXIMATELY $1.9 MILLION - INCLUDING $757,000 THIS YEAR ALONE - IN MISSION-CRITICAL EQUIPMENT AND FACILITIES FOR MANY OF ITS DISTRIBUTION PARTNERS, THEREBY STRENGTHENING THE NUTRITIONAL SAFETY NET FOR HUNDREDS OF THOUSANDS OF LOCAL RESIDENTS. DURING THE FISCAL YEAR, THE NUMBER OF UNIQUE SITES OF THE FOOD BANK AND ITS 317 MEMBER NONPROFIT NETWORK INCREASED BY 26 PERCENT TO 858 SITES, WITH PARTICULARLY NOTABLE GROWTH IN FAMILY AND CHILDREN SITES, SCHOOL PANTRIES, MULTI-SERVICE SITES AND SOUP KITCHENS. THE FOOD BANK CONTINUED TO DEVELOP AN ESPECIALLY ROBUST ORGANIZATIONAL STRUCTURE WELL BEYOND ITS OWN FACILITIES AND EMPLOYEES, AS WELL AS THOSE OF PARTNERS, TO ALSO ENCOMPASS EXTENSIVE VOLUNTEER AND DONOR NETWORKS. DURING THE FISCAL YEAR, FOOD BANK VOLUNTEERS CONTRIBUTED OVER 310,000 HOURS OF TIME, VALUED AT $6.6 MILLION. TO DUPLICATE THIS AMOUNT OF WORK WOULD HAVE NECESSITATED ALMOST 150 FULL-TIME EMPLOYEES. INSTEAD, FUNDS WERE ABLE TO GO INTO PROVIDING MORE FOOD. SECOND HARVEST'S DYNAMIC DONOR BASE MADE MORE THAN 93,000 GIFTS TOTALING OVER $34 MILLION. AS A RESULT, THE FOOD BANK PROVIDED ENORMOUS QUANTITIES OF FOOD TO ITS PARTNER AGENCIES. IT ALSO REMAINED ONE OF THE FEW IN THE FEEDING AMERICA NATIONAL NETWORK OF 200 REGIONAL FOOD BANKS TO DO SO FREE OF CHARGE TO OFTEN CASH-STRAPPED LOCAL SHELTERS, SOUP KITCHENS AND PANTRIES. DESPITE THE OUTWARD APPEARANCE OF PROSPERITY IN SILICON VALLEY, THE FOOD BANK SERVED AN AVERAGE OF ALMOST 253,000 PEOPLE A MONTH DURING THE FISCAL YEAR. THIS MARKED AN INCREASE OF APPROXIMATELY 9,000 FROM THE PRIOR PERIOD -- A NUMBER ONLY EXCEEDED IN THE DEPTHS OF THE GREAT RECESSION. IMPRESSIVE NUMBERS SERVED AND SITES ADDED WERE NOT THE ONLY MEASURES OF ACHIEVEMENT. CHARITY NAVIGATOR, THE NATION'S LARGEST AND MOST-UTILIZED EVALUATOR OF CHARITIES, RANKED SECOND HARVEST AMONG THE TOP 50 CHARITIES IN THE UNITED STATES, BASED ON ACCOUNTABILITY, TRANSPARENCY AND FINANCIAL HEALTH. THE FOOD BANK ALSO PASSED AIB FOOD SAFETY AUDITS AT EACH OF ITS THREE FACILITIES, INCLUDING THE ORGANIZATION'S 75,000-SQUARE-FOOT PRODUCE DISTRIBUTION CENTER. IMPROVING COMMUNITY HEALTH DURING THE FISCAL YEAR, THE FOOD BANK REDOUBLED EFFORTS TO IMPROVE COMMUNITY HEALTH. ALREADY PROVIDING MORE FRESH PRODUCE TO ITS CLIENTS THAN ANY OTHER FOOD BANK IN THE COUNTRY, SECOND HARVEST RAISED THE BAR EVEN HIGHER IN TERMS OF FOOD MIX QUALITY. THE GROCERY RESCUE PROGRAM, WHICH INVOLVES RESCUING MOSTLY PERISHABLE PROTEINS, PRODUCE AND DAIRY FROM BEING WASTED BY LOCAL RETAILERS, WAS EXPANDED BY AN IMPRESSIVE 25 PERCENT. THE FOOD BANK ALSO AGGRESSIVELY SOURCED DONATIONS, INCREASED ITS PURCHASED FOOD BUDGET, AND BOUGHT IN BULK WITH OTHER FOOD BANKS TO REDUCE THE COST OF ACQUIRING PROTEIN ITEMS. AS A RESULT, THE AMOUNT OF HIGH-QUALITY DAIRY AND PROTEIN ITEMS PROVIDED TO CLIENTS JUMPED AN IMPRESSIVE 42 PERCENT. THE DRAMATIC IMPROVEMENT IN FOOD QUALITY WAS PART OF A FOCUSED EFFORT TO SOLVE HEALTH ISSUES ARISING FROM HUNGER IN SILICON VALLEY. LOCAL POPULATIONS UNABLE TO AFFORD NUTRITIOUS MEALS ARE AT PARTICULAR RISK FOR DIABETES AND HIGH BLOOD PRESSURE. IN ONE INNOVATIVE SOLUTION FOCUSED ON DIABETES, SECOND HARVEST WORKED WITH A LOCAL FREE CLINIC TO OPEN WHAT THE ORGANIZATION BELIEVES IS THE FIRST FOOD PHARMACY IN CALIFORNIA. FOLLOWING A DOCTOR'S VISIT, A PATIENT CAN RECEIVE EDUCATION ON HOW TO PREPARE HEALTHY MEALS AND THEN OBTAIN FREE FOOD. IN ADDITION TO PROVIDING ECONOMIC ACCESS TO THOSE IN NEED, THE LOCATION ALSO PROVIDES PHYSICAL ACCESS BY BEING LOCATED IN THE SAME BUILDING WITH CLIENTS' HEALTH SERVICE PROVIDERS. SECOND HARVEST ALSO INTRODUCED A NEW HEALTHY FOOD AND BEVERAGE POLICY THAT HIGHLIGHTED ITS COMMITMENT TO ENHANCE THE HEALTH OF ALL MEMBERS OF THE COMMUNITY. THIS POLICY WILL GUIDE ONGOING IMPROVEMENTS IN THE FOOD MIX. BECAUSE ACCESS TO NUTRITIOUS MEALS IS A KEY INGREDIENT TO SUCCESS AT SCHOOL, SECOND HARVEST CONTINUED TO EXPAND ITS SCHOOL PROGRAMS. IMPRESSIVELY, WORKING WITH A VARIETY OF LOCAL NONPROFIT PARTNERS, THE FOOD BANK OPENED 24 NEW SCHOOL PANTRIES - INCLUDING SEVERAL ON COLLEGE CAMPUSES - REPRESENTING A 41 PERCENT JUMP IN THEIR NUMBER. WORKING SMARTER TO OVERCOME HUNGER DESPITE ALL OF THESE ACHIEVEMENTS, THE SOBERING REALITY IS THAT THE FOOD BANK MUST DO MORE TO SOLVE A LOCAL HUNGER PROBLEM, WHICH IS ONLY BECOMING MORE CHALLENGING. TO OVERCOME HUNGER IN SILICON VALLEY WILL REQUIRE WORKING HARDER AND SMARTER BY BOTH ENHANCING EXISTING OPERATIONS AND INNOVATING NEW SOLUTIONS, LIKE THE FOOD PHARMACY. TO SERVE THOSE WITHOUT ACCESS TO A KITCHEN, FOR EXAMPLE, SECOND HARVEST IS INVESTIGATING NEW PREPARED MEAL SOLUTIONS. THE FOOD BANK ALSO INITIATED A COMPREHENSIVE MARKET RESEARCH STUDY TO SIZE AND SEGMENT THE HUNGER "MARKET" DURING THE FISCAL YEAR. IN ADDITION, A NEW STRATEGIC PLAN WAS DEVELOPED TO REALIZE THE VISION OF BUILDING A HUNGER-FREE COMMUNITY BY ADDRESSING THE SILICON VALLEY HUNGER PARADIGM. THE NEW STRATEGIC PLAN INCORPORATES FIVE KEY INITIATIVES. THE FIRST CONFRONTS HUNGER BY EXPANDING OPERATIONS TO CAPACITY AND PILOTING NEW FOOD SOURCING MODELS. THE SECOND, EPITOMIZED BY THE NEW HEALTHY FOOD AND BEVERAGE POLICY, INCORPORATES HEALTH AS A KEY FOCUS. A COMMUNITY ACCESS INITIATIVE WILL PURSUE NEW WAYS TO DELIVER FOOD BY BETTER UNDERSTANDING CLIENT NEEDS. IN ADDITION, SECOND HARVEST WILL LEAD EFFORTS TO BOTH INCREASE PARTICIPATION IN EXISTING BUT UNDERUTILIZED GOVERNMENT PROGRAMS AND MAKE HUNGER A TOP PRIORITY FOR PUBLIC POLICY MAKERS IN ORDER TO HARNESS THE RESOURCES NEEDED TO SOLVE THIS PROBLEM. LASTLY, THE MOONSHOT INITIATIVE ENVISIONS THE FOOD BANK ESSENTIALLY DISRUPTING ITSELF - REIMAGINING TRADITIONAL FOOD BANKING AND INCORPORATING NEW INNOVATIVE SOLUTIONS TO ADDRESS HUNGER. SECOND HARVEST BELIEVES THAT CREATING A HUNGER-FREE COMMUNITY IN SILICON VALLEY REQUIRES A SMART, COMPREHENSIVE AND DEEPLY AMBITIOUS EFFORT. THE SCOPE OF THAT ENDEAVOR IS BEST REPRESENTED IN THE GOALS OF THE NEW STRATEGIC PLAN, WHICH INCLUDE INCREASING THE NUMBER OF PEOPLE SERVED BY 40 PERCENT TO 350,000 AND GROWING THE NUMBER OF MEALS PROVIDED BY 15 MILLION OVER THE NEXT THREE YEARS. ALTHOUGH AMBITIOUS, THESE GOALS ARE ALSO ATTAINABLE. TO BE READY TO MEET THEM, SECOND HARVEST ENHANCED ITS TRADITIONAL FOOD BANKING OPERATIONS WHILE EXPLORING NEW INNOVATIVE HUNGER SOLUTIONS DURING THE FISCAL YEAR. BUILDING ON A FOUNDATION OF AN ENHANCED INFRASTRUCTURE AND A TRACK RECORD OF SUCCESS, SECOND HARVEST IS TODAY LEADING THE EFFORT TO SOLVE THE PARADOXICAL PROBLEM AROUND TROUBLING LEVELS OF HUNGER AMIDST THE PROSPERITY OF SILICON VALLEY. |
| FORM 990, PART III, LINE 4b, STATEMENT OF PROGRAM SERVICE ACCOMPLISHMENTS: | Food Bank Direct-Service Programs: - Brown Bag provides food on a weekly basis to low-income seniors. - Family Harvest provides monthly food assistance to families with dependent children. - Produce Mobile operates like a mobile farmer's market, providing fresh fruits and vegetables to communities for immediate distribution to low-income residents. - Kids NOW (Nutrition on Weekends) provides weekly bags of healthy, kid-friendly food for children to take home every Friday. - Partners in Need (PIN) provides weekly food assistance to low-income Food Bank Volunteers. |
| FORM 990, PART III, LINE 4c, STATEMENT OF PROGRAM SERVICE ACCOMPLISHMENTS: | Second Harvest Services: - Second Harvest Food Bank serves an important role in raising a voice for the needs of the Food Bank's clients. This is done by educating policy makers and stakeholders about the importance of public-private partnerships in addressing hunger and health related issues. Second Harvest works with a range of local, state and national organizations to address client barriers and help increase the effectiveness of food nutrition programs. - Food Connection Hotline connects callers to multilingual operators who refer them to local food assistance programs. - Community Nutrition provides nutrition, food safety and food handling training and support materials for clients and partner agencies. Multi-lingual nutritionists use innovative teaching tools to educate clients to make the healthiest food choices. - CalFresh Outreach helps families and individuals in need apply for this locally underutilized federal government food-assistance program (also known as SNAP or food stamps), which provides a debit card to low-income households to purchase food. Working in partnership with Santa Clara and San Mateo county governments and scores of other community partners, Second Harvest's CalFresh Outreach Specialists conduct outreach in community locations such as libraries, medical clinics, schools, food distribution partner organizations and nonprofits. |
| Form 990, Part VI, Section B, line 11 | THE PROCESS THE ORGANIZATION USES TO REVIEW 990: The CFO reviews the draft Form 990 and addresses any follow up questions with the auditors. Then the Form 990 is submitted to the Board for their input. Any identified issues are resolved and the Form 990 is finalized. |
| Form 990, Part VI, Section B, line 12c | Monitoring and enforcing compliance with the conflict of interest policy: Conflict of Interest statements are completed and signed annually by employees and Board Members (typically in the February timeframe). Statements are reviewed by HR prior to inclusion in personnel folders for employees and for Board members the statements are filed with other Board documents. If potential conflicts are listed, they are recorded and communicated to the CEO. Currently there are no conflicts or potential conflicts listed on any statements, so nothing has been recorded or communicated to the CEO. |
| Form 990, Part VI, Section B, line 15 | In order to review and approve the recommended salary increases for members of the Leadership Team and the CEO, the Executive Compensation Committee of the Board of Directors reviewed compiled market data provided by various survey sources for each position that outlined comparable positions in non profit organizations within the local and broader national area. In addition, the Committee reviewed the compensation of each individual based on market data, input on performance and achievements, and considered the prior year adjustments. Specific to the CEO, the Committee reviewed local market data and specific peer data on CEO positions in large urban centers that actively participated with Feeding America. Based on the review and consideration of market data and performance information for each leadership position, the Committee fully supported all base salary and bonus recommendations, and signed appropriate documentation to effectuate compensation change. This is an annual process. The process was last completed in August of 2016. |
| Form 990, Part VI, Section C, line 19 | Description of how the organization makes its governing documents, conflict of interest policy, and financial statements available to the public: The governing documents, conflict of interest policy and financial statements are posted on the organizations website and also available upon request. |
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