Mission: Forgotten Harvest is dedicated to relieving hunger in metro Detroit and preventing nutritious food waste. Established in 1990, Forgotten Harvest rescues fresh food f ... (More)

Forgotten Harvest is a 501(c)(3) organization, with an IRS ruling year of 1990, and donations are tax-deductible.

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Contact Information

  http://www.forgottenharvest.org/

  21800 Greenfield Road
Oak Park MI 48237 

  248-967-1500


 Important note on the timeliness of ratings

The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Financial and Accountability & Transparency score for Forgotten Harvest is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.

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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.




Exceptional

This charity's score is 93.88, earning it a 4-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 2020, the latest year published by the IRS. 

View this organization’s historical ratings.


Back to Overall

Star Rated Report

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Program Expense

Program Expense Ratio

95.7%


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

1.5%


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

2.7%


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

4.9%


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

$0.02


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

0.33 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

1.92%


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 can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. 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

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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



Kirk Mayes, Chief Executive Officer

$206,529 (0.25% 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:

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.


Forgotten Harvest reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Balance Sheet

  • Impact on food supply chain and on ability of traditional partner network to distribute food


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

In response to govt mandates and COVID-response safety best practices, many of FH’s partner emergency food distribution sites suspended operations to protect their staffs, volunteers, and the people they serve; onsite volunteers stopped support. The food supply chain was affected as people’s purchasing patterns rapidly changed early in the pandemic’s onset. And FH changed its internal processes to assure safe distancing. Therefore, FH leased warehouse space to provide safe distancing in operations and to accommodate additional bulk quantities of shelf-stable food, which National Guard pre-packed into family-size food boxes. Further, FH rapidly established large mobile pantry sites, at which FH made direct distributions to hundreds of households at each mobile pantry sites. The additional leased warehouse and necessary staffing increased operations costs. FH worked effectively to secure very strong philanthropic and public sector support to cover its additional operations costs.


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

Many traditional emergency food partner agencies are frequently staffed by seniors who volunteer their service to support people facing need. To abide with COVID safety best practices and mandates, many emergency food distribution agencies suspended their food distribution in late March 2020 and are gradually resuming service people facing need. FH rapidly started to pre-pack family-size boxes of food and made direct distributions via mobile pantries serving 250-700 households per mobile pantry distribution. FH also lost its volunteer support in response to COVID-safety response mandates and best practices. National Guard helped fill FH’s internal onsite volunteer loss through the end of September 2021, when volunteers started to resume onsite support to FH’s operations.


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

With the onset of COVID-19, FH immediately implemented a COVID-19 Safety Response Policy to conform to federal, state, and local response policies. FH continues to consistently update FH’s Policy and communicate to the FH Team any Policy changes based on newly reported federal, state, and local government agencies’ requirements, best practices, and guidance – to help protect each other, the people we serve, our community, and ourselves and families. FH’s operating policy and programming changes responded to external changes as the pandemic has surged and has complied with FH’s COVID-19 Safety Response Policy. FH’s changes in programming noted in responses above reflect the program changes associated with the changes on FH’s Policy and changes in the external environment.


Innovations the organization intends to continue permanently after the pandemic:

To address the rapid loss of traditional pantry partners, FH started “FH On the Go,” which are very large mobile pantries at which FH provides direct service to people facing food insecurity. Traditionally, FH’s emergency food was distributed by partner agencies only. These “FH On the Go” mobile pantries served 200 – 750 households per distribution. The sites were defined based on FH’s client data collection and also based on FH-derived Food Insecurity Index to define locations of need based on publicly available data by Census tract. The specific pantry locations also were selected to accommodate very large numbers of vehicles safely and to assure minimum disruption to local traffic. Today, FH is now working to identify local partners that will continue to administer the sites and communicate with local communities, while FH provides the food to the sites. This approach has enabled FH provide nutritious food to more communities and neighborhoods facing food insecurity.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
12/1/20212020 93.88
11/1/20202019 93.79
8/1/20192018 90.92
9/1/20182017 88.73
7/1/20182016 87.62
11/1/20172016 85.38

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

11/1/20162015 85.57
6/1/20162014 95.47
Rating Version: 2.0
11/1/20152014 96.52
11/1/20142013 96.16
10/1/20132012 96.18
9/1/20132012 93.74
6/1/20122011 97.82
11/1/20112010 97.95
9/20/20112010 96.51
Rating Version: 1.0
7/1/20102009 99.64
6/1/20092008 97.06
8/1/20082007 92.15
8/1/20072006 94.70

Previous: Finance & Accountability  / Next: Leadership & Adaptability

...   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

Forgotten Harvest 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.



Back to Overall

Impact & Results Report

100

of 100 points


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Rated Program

Rated Program


Program

Agency Distribution, Mobile Pantry and Youth Food Programs

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

Analysis Details


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

Additional Information

Unscored

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Largest Programs

Largest Programs



Forgotten Harvest reported its largest program on its FY 2020 Form 990 as:


$80,564,940

Spent in most recent FY

100%

Percent of program expenses


Transportation of Food to Soup Kitchens


Previous: Impact & Results  / Next: Culture & Community

...   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 Forgotten Harvest 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 Overall

Leadership & Adaptability Report

100

of 100 points

Mission

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


THE MISSION OF FORGOTTEN HARVEST IS RELIEVING HUNGER IN METRO DETROIT AND PREVENTING NUTRITIOUS FOOD WASTE.


Source: Nonprofit submitted responses

Vision

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


We envision communities that work together to end hunger … creating individual, neighborhood, economic, and environmental 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: Establish a dynamic distribution model that meets ever-changing needs of the community and allows our clients ease of use with distribution points that are always close to those in greatest need.

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


Goal Two: Provide every client with a nutritious, equitable mix of fruits, vegetables, protein, grains, and dairy that can feed themselves and their families – equity is a primary focus of this goal.

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


Goal Three: To provide highest level of quality & customer service to clients and donors. become employer of choice in nonprofit sector with great employment experience, growth, communication, and compensation.

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

Leadership development is a priority. Leadership conducts an annual, anonymous survey of staff to assess workplace culture, growth, and management. Leadership then works with consultant and staff to address opportunities, gaps, and growth opportunities. Survey results demonstrate meaningful results. FH provides training for all staff, including leadership, to encourage increased management and technical skills, growth opportunities, and ways to address gaps in skills and outcomes. FH’s Board engages with the management team to share insights and to offer their respective expertise, mentoring, and opportunity for expertise of others.

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

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

FH was a founding member of Feeding America’s national public policy, education, and advocacy committee representing its members and of several local food policy councils. FH actively participates in local / regional food policy councils; on policy and advocacy work of national, state, and local nonprofit and food- and human services-related organizations; and in various formal and hoc policy initiatives at the federal, state, and local levels. When appropriate, FH leads some of these activities.

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.


After FH rapidly responding to the initial consequences of the pandemic, FH continued to revise its operations model to respond to the increased and changing extent across the community of food insecurity for individuals, households, children, and seniors; to evolve to address the initial loss and gradual return of volunteers and partner agencies; to seek food donations in new areas as the food supply chain faced challenges; and to track and implement best practices to help mitigate the risk of the pandemic by helping protect the people we serve, our volunteers and guests, the community, and each other and our families. During the past year, FH assessed its accomplishments toward its prior Strategic Plan and its responses to the pandemic, and wrote and implemented a new Strategic Plan, which is highlighted. In addition to the Goals listed, the new Plan includes a goal of IT Leadership in Information, Automation, and Connection. In addition to hiring a Chief Information Officer (CIO), FH is focused on Business Intelligence Information, digital automation, and connections among FH, the people it serves, its food donors, and partner organizations. This Goal’s priorities also are comprehended in FH’s new facility, which FH is completing to support its operations service and nutrition distribution goals. Use of data is a major part of the Goal, also, to enable agile and prompt responses to opportunities and to have meaningful methods to assess FH’s focus on its mission and vision.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Kirk Mayes

CEO

Richard DiBartolomeo

Chairman

Previous: Leadership & Adaptability

...   Culture & Community


This score provides an assessment of the organization's culture and connectedness to the community it serves. Learn more about how and why we rate Culture & Community.


Culture & Community Score

100

out of 100

Forgotten Harvest has earned a passing score. This score has no effect on the organization's Star Rating. The organization provided data about how it listens to constituents (Constituent Feedback) (see report below).

The Culture & Community Beacon is comprised of the following metrics:

  • Constituent Feedback: 100/100 (100% of beacon score)

  • Diversity, Equity, & Inclusion: Not Scored


Back to Overall

Culture & Community Report

100

of 100 points

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

Constituent Feedback

Diversity, Equity, & Inclusion


This organization has not provided information regarding the diversity, equity and inclusion (DEI) practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.


Methodology


We are utilizing data collected by Candid to document and assess the DEI practices implemented by the organization. Nonprofit organizations are encouraged to fill out the Equity Strategies section of their Candid profiles to receive a rating.


Learn more about the methodology.

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. 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.



Methodology


We've partnered with Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Learn more about the methodology.

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. Below you can find more information about the metrics we currently evaluate in this beacon and their relevance to nonprofit performance.


Constituent Feedback


Diversity, Equity, and Inclusion

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