Mission: Gleaners Community Food Bank, with broad community support, fights hunger in southeastern Michigan. In collaboration with our member agencies, the Feeding America ne ... (More)

Gleaners Community Food Bank of Southeastern Michigan is a 501(c)(3) organization, with an IRS ruling year of 1977, and donations are tax-deductible.

Is this your nonprofit? Access your Star Rating Portal to submit data and edit your profile.


Contact Information

  http://www.gcfb.org

 2131 Beaufait Sreet
Detroit MI 48207  

  866-453-2637


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Good

This charity's score is 87.62, earning it a 3-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

View this organization’s historical ratings.


Back to Top

Star Rated Report

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Program Expense

Program Expense Ratio

94.2%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

2.0%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

3.6%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

7.4%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.03


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

0.13 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

-2.01%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Ryan Hoyle, Chief Development Officer

$275,193 (0.37% of Total Expenses)


Gerald Brisson, President & CEO

$203,020 (0.27% of Total Expenses)


Current CEO and Board Chair can be found in the Leadership & Adaptability report below.

Source: IRS Form 990 (page 7), filing year 2020

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Community service organization (BMF activity code: 408)

Supplying money, goods or services to the poor (BMF activity code: 560)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


Gleaners Community Food Bank of Southeastern Michigan reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Balance Sheet

  • Project timelines for some activities were forced to moved up, some projects in turn were delayed; keeping up with a higher level of demand amid new processes


How COVID-19 impacted the organization's operations financially:

We saw a significant increase in donations & federal funding (95% increase combined) & a corresponding increase in operations expenses. We also saw an increase in donated food (35%), the majority coming from federal sources. Increased federal funding/reimbursement dollars allowed us to test & launch new distribution methods to support increased need in the community. Need & urgency for growth magnified our capacity/operational constraints, supported an expedited purchase of a new warehouse building to ensure we're able to respond appropriately to future surges in need. Increased funding was used for food (100% increase in purchased food) and labor. This allowed us to focus on our goal of feeding more people rather than extensive resource focused on finding funds. This also enabled us to be creative and flexible in safely keeping our workforce employed (no furloughs or layoffs), provide additional temporary jobs to the workforce, & provide more impact on the tremendous community need.


How COVID-19 impacted the organization's delivery of programs:

The core mission of moving food out into the community through community partnerships & direct community distribution sites was accomplished through creative thinking & immediate action & remained strong throughout the crisis. However, several of our pre-pandemic partnerships within the community were put on hold or eliminated altogether because of the crisis. Despite the close of many small, volunteer-run pantries, Gleaners was able to increase mobile deliveries and find new partners. However, the handful of program partnerships with an evaluation component (including public clinics & schools) were put on hold & remain in limbo. All in-person nutrition education was halted as well, although we quickly pivoted to virtual platforms: both recorded & live. With virtual access in place, we have been able to reach many more people with healthy recipe demos & other nutritional educational information. All in-person garden & service-learning work with school-aged children was also stopped.


How this organization adapted to changing conditions caused by COVID-19:

Thanks to our community's generosity, we ramped up our efforts & use the lessons learned to inform future activities. We are finding new solutions to provide food & improve the well-being of people in southeast MI. The increase in demand for food during COVID necessitated additional leased warehouse space & trucks. More recently, we purchased a new distribution center & are consolidating operations for greater efficiencies. Additional adaptations included better use of technology to market food distributions & a new effort to pack & distribute shelf-stable quarantine boxes quickly for home delivery organizations & agencies without adequate refrigeration. We have also leveraged various technologies for conducting meetings with Gleaners stakeholders. During the height of the pandemic, we provided additional amenities & flexibility to support our frontline staff. We also distributed PPE & created a handbook on safe operations for other non-profits assisting Gleaners with distributions.


Innovations the organization intends to continue permanently after the pandemic:

There are several innovations we will continue for the foreseeable future, including introduction of a virtual component of our nutritional education work reaching more people than ever, wider partnerships with other non-profits, governmental organizations, service clubs, and more that can distribute directly to those that need food assistance, and continuing the work we’ve helped lead in partnership with the Michigan Department of Education (MDE) to receive USDA reimbursements for mobile distributions of fresh foods to students instead of the conventional Federally-legislated approach of feeding kids in summer. The results of this new approach included less food waste, greater individual satisfaction, an increase in family-oriented cooking activities, and lower per-person cost. We have provided those evaluation findings to legislators as they debate the new Childhood Food Assistance legislation.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
11/1/20202019 87.62
9/3/20192018 93.62
7/1/20192017 94.69
9/1/20182017 92.74

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

12/1/20172016 93.41
11/1/20162015 88.24
6/1/20162014 84.09
Rating Version: 2.0
12/22/20152014 81.60
12/1/20142013 81.89
5/1/20132012 81.75
6/1/20122011 93.61
9/20/20112010 93.70
Rating Version: 1.0
7/1/20112010 94.51
8/1/20102009 94.55
3/1/20092008 92.03
5/1/20082007 91.60
5/1/20072006 88.49
7/1/20062005 78.57
5/1/20052004 77.90
5/1/20042003 86.23
4/15/20032002 86.00
10/15/20022001 97.02

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

100

out of 100

Gleaners Community Food Bank of Southeastern Michigan is , earning a passing score. This score has no effect on the organization's Star Rating.


Impact

$2 provides a meal to a person in need.


Do you work at Gleaners Community Food Bank of Southeastern Michigan? Join the waitlist for an updated Impact & Results score.


Back to Top

Impact & Results Report

100

of 100 points


This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Rated Program

Rated Program


Program

Partner Agency Distribution, Mobile Pantries, Meet Up and Eat Up, My Neighborhood Mobile Grocery and

Activities

The nonprofit primarily collects, warehouses and distributes food to front-line organizations like food pantries and soup kitchens. It also manages smaller programs that serve meals and provide groceries directly to beneficiaries.

Program Type

Beneficiaries Served

Program Geography

Time Period of Data


Learn how we assess the impact of nonprofits

Outcomes and Cost

Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.

Costs: The money spent by a nonprofit and its partners and beneficiaries.

Impact: Outcome caused by a nonprofit relative to its cost.

Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.


Outcome Metric


Outcome Data Source

Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.


Outcome data collected during the program. The nonprofit publicly reports the amount of food it provides.


Method for Attributing Outcomes

We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).


We assume that the distribution of a meal from one nonprofit's food distribution program does not diminish the amount of food distributed by any other (neighboring) food distribution program. This “counterfactual” assumption about the amount of food distributed in the absence of the nonprofit’s food distribution program implies that the benefit of a meal to a beneficiary in need constitutes a net gain; the gain is not offset by reductions in food provided to other beneficiaries in need. We therefore set the counterfactual to zero.


Cost Data Source

After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.


Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.


Impact and Determination

We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.

Impact Statement

$2 provides a meal to a person in need.

Benchmark for Rating

Impact & Results scores of food distribution programs are based on the cost of a meal relative to the cost that a food-secure person incurs to buy a meal in that county. Programs receive an Impact & Results score of 100 if they are less than 75% the cost of a meal and a score of 75 if they are less than 125%. If a nonprofit reports impact but doesn't meet the threshold for cost-effectiveness, it earns a score of 50.

Determination

Nonprofit Comment

Before publishing, we ask every nonprofit we can to review our work, offer corrections and provide a comment.


This nonprofit did not provide a comment

Analysis Details


Analysis conducted by ImpactMatters and published on November 22, 2019.

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Largest Programs

Largest Programs



Gleaners Community Food Bank of Southeastern Michigan reported its three largest programs on its FY 2020 Form 990 as:


$93,579,708

Spent in most recent FY

94%

Percent of program expenses


GLEANERS CORE ACTIVITY INVOLVES SECURING, STORING AND DISTRIBUTING NUTRITIOUS FOOD TO THOSE IN NEED VIA A NETWORK OF COMMUNITY PARTNERS, SCHOOLS AND PROGRAMS LOCATED THROUGHOUT WAYNE, OAKLAND, MACOMB, ... (More)


$3,337,466

Spent in most recent FY

3%

Percent of program expenses


THE SUMMER FOOD SERVICE PROGRAM (SFSP) IS SUPPORTED BY THE USDA AND MICHIGAN DEPARTMENT OF EDUCATION AND PROVIDES BREAKFAST AND LUNCH FOR LOW-INCOME CHILDREN DURING THE SUMMER MONTHS OR WHEN SCHOOL IS ... (More)


$857,843

Spent in most recent FY

0%

Percent of program expenses


SHARE OUR STRENGTH'S COOKING MATTERS (CM) IS A NATIONAL NUTRITION EDUCATION PROGRAM THAT TEACHES FAMILIES WITH LOW-INCOME HOW TO PREPARE HEALTHY MEALS ECONOMICALLY AND HOW CHILDREN CAN MAKE HEALTHIER  ... (More)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Gleaners Community Food Bank of Southeastern Michigan is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


Back to Top

Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


Gleaners Community Food Bank, with broad community support, fights hunger in southeastern Michigan. In collaboration with our member agencies, the Feeding America network, and our program partners, we provide millions of pounds of donated and purchased food to people in need. In so doing, Gleaners is committed to distributing high quality food. Through education and advocacy, we will reduce reliance on the emergency food system. Gleaners adopts best practices and cost effective systems and procedures to achieve the highest possible return on its human and financial resources. Gleaners fulfills its role with a sense of compassion and urgency while nourishing, sustaining and advancing hope in our community.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


Our Vision is to End Hunger in Southeast Michigan. Gleaners is committed to distributing nutritious, high-quality food to people in need. In collaboration with our partner agencies, the Feeding America network, and our program partners, Gleaners is driving new solutions to improve the health and well-being of our entire community. Everyone wins when hunger is solved. When we achieve food security, every positive outcome becomes more likely—from higher graduation rates to increase job retention to better patient health.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Meet People Where They Are Actively engage households to drive best programming. Eliminate barriers to food access.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Two: Foster Innovation Engage with partners who benefit when food security is achieved. Use data to understand opportunities and results.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Three: Optimize Our People Power Utilize volunteers to broadly engage the community. Foster a team culture that is engaged & empowered. Prioritize diversity, equity & inclusion. Align with those we serve.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

In 2021, Gleaners invested in a new leadership role—Director of Talent Development—to ensure that organization-wide talent management initiatives are focused on improving operational and program efficiencies and effectiveness. The Director of Talent Development examines each step of the employee lifecycle by developing and maintaining effective programs for workforce retention, onboarding, promotion, and succession planning. In alignment with Gleaners’ inclusion objectives, the Director of Talent Development trains and coaches managers, directors, and other leaders involved in employee development on maintaining an environment of equal employment opportunity and diversity. The Director of Talent Development also provides professional expertise and support in the design, development and implementation of the talent review process that is required to achieve business goals and results in the creation of an internal bench of top talent.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Raising Awareness

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Gleaners’ leadership places a focus on and participates in external activities that support mobilization of our mission through a number of collaborative efforts. Gleaners’ staff members play a key leadership role in local organizations like the Food Bank Council of Michigan and the Livingston County Hunger Council, host ongoing meetings with key agencies within our traditional partner agency network, and lead collaborative programmatic opportunities with the United Way for Southeast Michigan, the Detroit Area Agency on Aging, Michigan Department of Education, and many other like-minded nonprofit, public and private sector organizations. Gleaners’ leadership has also met with members of our local government offices to provide information, offer site visits, and discuss the impact of policy changes on food security in our communities. Our key brand and fundraising strategies leverage all modern marketing channels to raise awareness and generate increased support of our mission.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


When the pandemic swept across Southeast Michigan, food insecurity rose by 44%, impacting those most vulnerable. Every Gleaners employee—no matter their previous job title—shifted into planning, operations, and distribution. Team members worked around the clock to schedule drivers, find trucks, hire and manage additional staff, and warehouse the extra food. Strategically sourcing food and efficiently distributing it to where it was needed most was Gleaners’ main objective. To best serve children and families impacted by school closings, Gleaners opened 66 new mobile food distribution sites in its five-county service area. With no registration needed, community members could walk or drive up to a site to receive 35 pounds of fresh produce, milk, protein, dairy, and shelf-stable food items. For those unable to attend—due to lack of transportation, health risks, and other barriers—Gleaners collaborated with strategic partners to assemble and deliver quarantine food boxes. Gleaners served other hard-to-reach communities through its My Neighborhood Mobile Grocery (MNMG) program, which brings grocery trucks to low-income housing complexes. This enabled residents—mostly seniors and veterans—to purchase healthy food at a reduced cost without ever having to leave the safety of their own homes, as MNMG workers delivered grocery orders directly to each resident's door. Within weeks, MNMG served a record number of guests—more than any time in its five years of service. The Gleaners team learned by doing and responded strategically as the crisis unfolded. By the end of its 2020 fiscal year, Gleaners distributed a record-breaking 63.7 million pounds of food, including 22.3 million pounds of fresh produce and 5.4 million pounds of fresh milk. By optimizing its people power and scaling up solutions that work, Gleaners led the charge across Southeast Michigan to feed hungry neighbors in the safest and most accessible way possible.

Source: Nonprofit submitted responses

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Organization Leadership

Organization Leadership


Gerry Brisson

President

Jim Tompkins

Chair

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

Gleaners Community Food Bank of Southeastern Michigan is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.


Back to Top

Culture & Community Report

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Constituent Feedback

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

The Giving Basket is having a some issues. If you wish to donate, please refresh the page. If the problem persists contact us and include your Cart ID: Not Assigned