Mission: Harvesters - The Community Food Network is the regional food bank serving Kansas City, Topeka, and the surrounding area. Our mission is to feed hungry people today a ... (More)

Harvesters: The Community Food Network is a 501(c)(3) organization, with an IRS ruling year of 1980, and donations are tax-deductible.

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Contact Information

  http://www.harvesters.org

 3801 Topping Avenue
Kansas City MO 64129 

  816-929-3000


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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 95.47, 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.


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Star Rated Report

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Program Expense

Program Expense Ratio

96.8%


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

1.3%


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

1.7%


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

18.4%


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

$0.01


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

0.31 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

7.37%


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

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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 W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Valerie Nicholson-Watson, CEO & President

$219,064 (0.17% of Total Expenses)


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)


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.


Harvesters: The Community Food Network reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Revenue

  • Staffing

  • Balance Sheet

  • COVID-19 impacted Harvesters' capacity to host volunteers to sort and package food


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

Food is flying off the shelves of our warehouse and agency partners report needing 40% more food to address need. In FY21 Harvesters distributed over 75 million pounds of food, representing an 18% increase compared to the food distributed in FY20 and a 45% increase in the volume distributed in FY19. Food supply shortages are impacting the volume of donated food we are acquiring. Social-distancing and safety requirements have limited our ability to host and fill volunteer hours – an important aspect of our workforce. Food insecurity has increased in both breadth and depth. Not only are there more people in our community who are hungry, costs are rising and more food is needed per person. We anticipate the need for food will remain high for months to come. Harvesters has been the grateful recipient of significant private funding and government support. However, the future remains uncertain, and Harvesters anticipates that a significant volume of additional food purchases will be needed.


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

The COVID-19 pandemic and subsequent economic crisis has affected Harvesters in multiple ways. Families, children and seniors are turning to our network of food pantries and mobile distributions in record numbers, and food supply challenges along with social distancing and safety requirements have significantly disrupted our business model.


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

To ensure our warehouse shelves stay full and also meet increased need, Harvesters has been spending approximately $500,000 to $800,000 each month to purchase shelf stable and other food items in short supply. We’ve also hired temporary labor and bought special equipment to help cover the work of previously performed by volunteers. We have added over 50 mobile distributions and have coordinated with many new partners to host food distributions along with COVID testing, voter registration drives and other initiatives.


Innovations the organization intends to continue permanently after the pandemic:

Harvesters intends to continue purchasing food at an increased level. Prior to the pandemic, Harvesters’ food purchase budget was substantially lower, as we were able to rely on a high level of donated food. We believe that moving forward we will need to continue to purchase food in higher quantities as a result of increased need. Further, Harvesters’ agencies have appreciated the amount of highly desirable shelf-stable food we have been able to provide to them as a result of food purchases.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
9/1/20212020 95.47
6/1/20202019 91.80
7/1/20192018 90.98
9/1/20182017 91.67
8/1/20172016 94.66
6/1/20162015 94.30
Rating Version: 2.0
3/1/20162015 93.74
11/1/20152014 91.69
6/1/20142013 96.58
8/1/20132012 95.13
5/1/20122011 95.75
9/20/20112010 92.92
Rating Version: 1.0
7/1/20112010 99.74
9/1/20102009 99.75
10/1/20092008 83.78
5/1/20082007 89.79
3/1/20072006 82.00
3/1/20062005 90.92
11/1/20052004 95.34
11/1/20042003 89.98
6/9/20032002 94.79

...   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

Harvesters: The Community Food Network is , earning a passing score.


Impact

$2 provides a meal to a person in need.


Do you work at Harvesters: The Community Food Network? Join the waitlist for an updated Impact & Results score.


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Impact & Results Report

100

of 100 points


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Rated Program

Rated Program


Program

Feeding Children, Feeding Families and Feeding Seniors

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

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Largest Programs

Largest Programs



Harvesters: The Community Food Network reported its largest program on its FY 2020 Form 990 as:


$122,462,147

Spent in most recent FY

100%

Percent of program expenses


FOOD DISTRIBUTION SERVICES - HARVESTERS DISTRIBUTES MORE THAN 50 MILLION POUNDS OF FOOD AND HOUSEHOLD PRODUCTS ANNUALLY TO APPROXIMATELY 700 CHARITABLE AGENCIES IN A 26-COUNTY AREA IN NORTHWEST MISSOU ... (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 Harvesters: The Community Food Network is a passing score.

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


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Leadership & Adaptability Report

100

of 100 points

Mission

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


Harvesters' mission is to feed hungry people today and work to end hunger tomorrow.


Source: Nonprofit submitted responses

Vision

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


We envision a time when everyone in our community will have access to enough nutritious food to maintain a healthy lifestyle.


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: Reduce the meal gap by providing 61,272,233 meals to neighbors in need.

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


Goal Two: Distribute quality product by optimizing the acquisition and distribution of desirable and nutritious food and household products.

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


Goal Three: Encourage and engage Network Partner agencies and programs to support high performance, increase capacity, and construct competency throughout the network.

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


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Harvesters continuously orients supervisors and key personnel with the spirit and intent of our mission. Key ongoing efforts include developing and implementing Harvesters’ Leadership and Management Principles (LAMP). Under LAMP Harvesters promotes and models the Core Behaviors of Management: - Cultivating a professional and enjoyable environment - Connecting each employee’s work to the organization's higher purpose - Asking employees for ideas and listening to what they have to say - Informing employees of progress and challenges - Valuing and promoting innovation A recent example of how Harvesters uses these principles to foster continuous improvement took place in spring 2021, when Harvesters’ leadership initiated an internal communications audit that reviewed the strengths, weaknesses, and opportunities within internal communications practices. Harvesters is using the findings from the audit to deploy resources for leaders to help facilitate effective internal communication.

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?

Harvesters’ carries out our mission by distributing healthy food and household products through a network of more than 420 schools and 760 nonprofit agencies, which provide more than 1,200 programs across 26 counties in and around Kansas City. Our member agencies include food pantries, community kitchens, shelters, daycares, and senior centers. Harvesters seeks to expand our reach among the most vulnerable members of our community, while collaborating with healthcare partners to conduct “upstream” interventions that effectively address food insecurity and other social determinants of health.

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.


Harvesters—The Community Food Network has been on the front line of fighting hunger and food insecurity for more than 40 years. In Harvesters’ 26-county service area one in seven people is at risk of hunger, including one in five children. The COVID-19 pandemic and economic fallout has meant that more families, children, and seniors are wondering where and how they will get their next meal. In the past year, Harvesters continued to operate in a disaster emergency mode with a high level of uncertainty. As the need increased, Harvesters focused on getting as much food as possible to hungry families, children, and seniors, while keeping agencies, staff, and volunteers safe. The pandemic continued to disrupt the food supply chain and Harvesters’ operational model of donated food and time. Harvesters purchased significantly more food to counteract these challenges and still work to meet the need. Many operational activities such as meetings, new team member orientation, special events, nutrition education classes, hunger education, agency monitoring visits and trainings, and even our Feeding America audit took place virtually. During the pandemic, mobile distributions became the safest and most effective way to distribute large quantities of food. Harvesters consistently operated 232 monthly mobile distributions in partnership with the agency network, in addition to 60 one-time or occasional distributions and four “Mega Mobile” distributions throughout the year.

Source: Nonprofit submitted responses

...   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

Harvesters: The Community Food Network 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.


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Culture & Community Report

Unscored

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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.

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