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Watsonville CA | IRS ruling year: 1993 | EIN: 77-0326685
Organization Mission
Founded in 1972, Second Harvest Food Bank Santa Cruz County mission is to end hunger through healthy food, education and leadership. Second Harvest began by distribu ... (More)
Founded in 1972, Second Harvest Food Bank Santa Cruz County mission is to end hunger through healthy food, education and leadership. Second Harvest began by distributing food from a parking lot in Santa Cruz to groups operating the Breakfast For Kids programs. Today, Second Harvest distributes over 10 million pounds of food per year to local hungry families, children, individuals and seniors in our community through nearly 200 partner agencies and programs. Since the COVID pandemic and economic aftermath hit our community, we've more than doubled our distribution and reach in Santa Cruz County. (Less)
Great
This charity's score is 98%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 33% Accountability & Finance, 50% Impact & Results, 8% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
| Date Published | Overall Rating | ||
| 12/23/2020 | | ||
| 9/3/2019 | | ||
| 9/1/2018 | | ||
| 10/1/2017 | | ||
| 11/1/2016 | | ||
| 6/1/2016 |  | ||
| 11/1/2015 | | ||
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. | |||
| 12/1/2014 | | ||
| 9/1/2013 | | ||
| 10/1/2012 | | ||
| 11/1/2011 | | ||
| 9/20/2011 | | ||
| 9/1/2010 | | ||
| 9/1/2009 | | ||
| 10/1/2008 | | ||
| 6/1/2007 | | ||
| 6/1/2006 | | ||
| 5/1/2005 | | ||
| 8/1/2004 | | ||
| 11/1/2003 | | ||
| 4/15/2003 |  | ||
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 100% independent members10 out of 10 points Majority Independent Board Members - 100% independent members10 out of 10 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 19 independent members10 out of 10 points Independent Board Size - 19 independent members10 out of 10 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Financial Statements - Audit and Oversight Committee20 out of 20 points Financial Statements - Audit and Oversight Committee20 out of 20 points
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Material Diversion of Assets - None20 out of 20 points Material Diversion of Assets - None20 out of 20 points
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 — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed5 out of 5 points Website Listed on Tax Form - Listed5 out of 5 points
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Conflict of Interest Policy - Listed5 out of 5 points Conflict of Interest Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Whistleblower Policy - Listed5 out of 5 points Whistleblower Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Document Retention and Destruction - Listed5 out of 5 points Document Retention and Destruction - Listed5 out of 5 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Documents Board Meeting Minutes - Yes5 out of 5 points Documents Board Meeting Minutes - Yes5 out of 5 points
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Tax Form Distributed to Board Before Filing - Listed5 out of 5 points Tax Form Distributed to Board Before Filing - Listed5 out of 5 points
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Loans to/from Officers - Missing5 out of 5 points Loans to/from Officers - Missing5 out of 5 points
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Missing0 out of 5 points Tax Form Posted on Nonprofit's Website - Missing0 out of 5 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 7.74%25 out of 25 points Liabilities to Assets: Ratio - 7.74%25 out of 25 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 96.04%25 out of 25 points Program Expense: Ratio - 96.04%25 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
Fundraising Efficiency: Ratio - $0.0225 out of 25 points Fundraising Efficiency: Ratio - $0.0225 out of 25 points
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 - 0.77 years25 out of 25 points Working Capital: Ratio - 0.77 years25 out of 25 points
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 IRS Form 990. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. 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
Willy Elliott-mccrea, Ceo
$165,251
Brendan Miele, Coo
$120,512
Donna Sheppard, Cfo
$102,689
Suzanne Willis, Cdo
$100,090
Michele Bassi, Chair
Compensation not entered
Source: IRS Form 990 (page 7), filing year 2022
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
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)
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 search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Second Harvest Food Bank Santa Cruz County) or EIN (770326685) in the 'Search Term' field.
Score
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Program
Second Harvest Food Bank Santa Cruz County
Activities
The nonprofit collects, stores, and distributes food to front-line organizations like food pantries and soup kitchens.
Program Type
Food Bank
Beneficiaries Served
People living in poverty, senior citizens, people with disabilities
Program Geography
Coastal agriculture community .
Time Period of Data
7/1/21 to 6/30/22
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
meals provided
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 submitted data on 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.
Cost Calculation
$7,811,978 program costs + $21,484,931 partner costs + $0 beneficiary costs = $29,296,909 total costs
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
$29,296,909 total costs / 13,917,211 meals provided = roughly $2.11 provides a meal to a person in need. [2021 USD]
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 80 if they are less than 125%. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from our clients
Equity Practices - Data Available87/100 points Equity Practices - Data Available87/100 points
70% of beacon score
This organization's score of 87 is a passing score. The organization reported that it is implementing 8 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| Equity Practices (4/7) | |
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
| Equity Policies and Procedures (4/7) | |
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Score
This beacon 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.
Learn more
Full CreditPartial CreditNo CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Founded in 1972, Second Harvest Food Bank Santa Cruz County mission is to end hunger through healthy food, education and leadership. Second Harvest began by distributing food from a parking lot in Santa Cruz to groups operating the Breakfast For Kids programs. Today, Second Harvest distributes over 10 million pounds of food per year to local hungry families, children, individuals and seniors in our community through nearly 200 partner agencies and programs. Since the COVID pandemic and economic aftermath hit our community, we've more than doubled our distribution and reach in Santa Cruz County.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A thriving community where everyone has access to nutritious food to support their health & well-bei
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Organizational Effectiveness A sustainable, high performing food distribution network A safe, efficient and effective workplace An engaged and empowered staff
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Two: Community Inclusion, Engagement and Access Comprehensive strategies to serve all people with food insecurity in SCC Eliminating stigma around food insecurity Engaging BIPoC in service solutions
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Food insecurity Root Cause all through the lens of diversity, equity, inclusion & belonging. Public policies and community collaborations that address food insecurity and its root causes.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
SHFB has contracted with the Citrin Group to up-level leadership throughout the organization. Based on the KornFerry Leadership architecture, cohorts of employees have been through trainings and follow up assignments to focus on building the skills necessary to lead staff and the organization. In addition to the Citrin work, all employees who supervise or could supervise employees go through the Cabrillo College Leadership Academy, a 12-week program focused on helping individuals develop as leaders. Additionally, all staff participate in our strategic planning process. This is a once every three year process where a committee of board and staff, led by a consultant, work to draft a strategic plan only after focus groups consisting of all staff members weigh in on goals, objective and tactics to move the food bank forward.
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
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?
SHFB is one of the 13 founding members of Feeding America and also a founding member of the California Association of Food Banks. Our current CEO was the first board chair of CAFB. Second Harvest has consistently met the Feeding America Advocacy guidelines, indicating that we are working to raise awareness around food insecurity and hunger locally, throughout the state and nationally. Second Harvest uses our social media to reach out to our followers to advocate for anit-hunger policy, and we work with both paid and earned media to ensure the community understands that food insecurity is unacceptable, and we're here to help anyone who needs support. Staff have presented at conferences, both locally and nationally. Our CEO is recognized as a thought leader in the food banking arena. Second Harvest hosts and annual agency conference to help our non profit partners strengthen their capacity, and we've partnered with other local organizations to help improve conditions in SCC.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
This past year was year two of the COVID pandemic with the continuing increase in food insecurity throughout the county. In March of 2020, California went into shelter in place lock down. Many Californians lost their jobs or needed to shelter to stay safe from COVID transmission. Overnight, need in Santa Cruz County doubled. In March 2020 the foodbank was serving about 55,000 residents a month, by May 2020, that number was over 100,000 individuals. Since July of 2020 we have stabilized to about 75,000 individuals seeking nutrition assistance monthly. The Food Bank needed to adapt to several things 1. Increased need in the community 2. Closed distribution sites 3. Increased cost of business (materials, food, transportation, labor, fuel, etc). For the increased need and closure of distribution sites, the food bank implemented large scale drive through food distributions. This ensured that residents who had either never come to a food distribution before, OR who had lost their nutrition home had a location to go to. The distributions were contactless, relied on volunteer support and provided food to thousands of Santa Cruz County residents. From the summer of 2021, we worked with our participants to make sure they knew there were other nutrition distribution options. We also worked with our partner non profit agencies to help support their reopening. By September 2021, we were able to host our last large scale distribution and ensure that our participants would be able to find support at a smaller, more focused nutrition home. The pandemic has challenged the Food Bank on so many levels. We lost the majority of our volunteer base, we doubled our service levels and we've had a difficult time staffing up to the level we need. We also saw some shining stars, including the support of the California National Guard and our donors and supporters. Our staff continues to meet the needs of the community. We will be here as long as we are needed.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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