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America's Second Harvest of the Big Bend, Inc. Organization Name provided in the GuideStar Exchange* as of 07/08/2015: America's Second Harvest of the Big Bend, Inc.

Organization Name as listed in the IRS Business Master File as of 07/13/2015: AMERICAS SECOND HARVEST OF THE BIG BEND INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

AKA  Second Harvest Food Bank of the Big Bend
Tallahassee, FL
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2014, 2013, and 2012 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

America's Second Harvest of the Big Bend, Inc. Organization Name provided in the GuideStar Exchange* as of 07/08/2015: America's Second Harvest of the Big Bend, Inc.

Organization Name as listed in the IRS Business Master File as of 07/13/2015: AMERICAS SECOND HARVEST OF THE BIG BEND INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Second Harvest Food Bank of the Big Bend
Physical Address: Tallahassee, FL 32310 
EIN: 59-2610345
Web URL: www.fightinghunger.org 
NTEE Category: K Agriculture, Food, Nutrition
K31 Food Banks, Food Pantries
W Public, Society Benefit
Ruling Year: 1989 


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Mission Statement

Our mission is to feed the hungry in the Big Bend through our network of partner agencies, and to educate and engage the community in the fight against hunger.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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July 2015)

Fiscal Year Starting: July 01, 2015
Fiscal Year Ending: June 30, 2016

Total Revenue --
Total Expenses --

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

(GuideStar Exchange,
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July 2015)

Dr. Jim Croteau

Term:

Since Apr 2015

Profile:

James M. (Jim) Croteau, Ph.D., has had extensive experience in management and organization. Jim spent 35 years with Leon County Schools in a variety of positions, including Interim Superintendent. Jim also spent five years as CEO of Elder Care Services, providing meals on wheels and in home services to at-risk seniors. Following a brief service as Interim State Ombudsman for Long term Care with the Department of Elder Affairs, Jim agreed to help Second Harvest deal with several critical issues. Facilitating a move to a new facility in a very short amount of time and renewing financial support for capital expenses and operations were some his early success. Jim feels that the mission of the Second Harvest is critical to the community and his time with the organization will help stabilize the organization for a successful future.

Leadership Statement:

Statement from Jim Croteau, Interim CEO:
 Second Harvest is essential to the ability of the community to lend a helping hand to those who are experiencing food insecurity in the 11-county region we serve. Many of these people are the working poor, our neighbors, and people we meet at church or school. Second Harvest is able to obtain a great deal of food from individual and corporate donations. The challenge is to cover the expenses involved in picking the food up, processing it for quality and safety, packaging the food to facilitate distribution and delivering the food to our partner agencies. Community support is essential to the success of the community's effort to provide nutrition to neighbors in need.

Board Chair (GuideStar Exchange,
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July 2015)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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July 2015)

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Board Leadership Practices (GuideStar Exchange,
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July 2015)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in July 2015

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Programs

Program: Food Supply (GuideStar Exchange,
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July 2015)

Budget:
$1,600,000
Category:
Food, Agriculture & Nutrition, General/Other
Population Served:
Poor/Economically Disadvantaged, Indigent, General
Other Named Groups
Poor/Economically Disadvantaged, Indigent, General

Program Description:

Support for our programs comes from a variety of sources. Gifts from Individuals, Grants from Foundations, Workplace Giving Campaigns, and Corporate Sponsorship and Cause-Related Marketing are all sources from which we receive generous financial support. These funds used to carry out our mission of feeding hungry people throughout our 11-county service area.

Program Long-Term Success:

Delivered over six million pounds of food, five million meals, to over 50,000 individuals in the past year.

Program Short-Term Success:

The equivalent of 4,000 meals a month are delivered to community partners to distribute.

Program Success Monitored by:

Our success is measured by monthly surveys and reports.

Program Success Examples:

Food banks, Brown Bag for Seniors, Back pack program, congregate meals, mobile feeding, mobile pantries are impacted by the availability of food from Second Harvest.
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Impact Summary from the Nonprofit

Accomplishments:
 Distributed nearly 7 million pounds of food in 2014, which is more than 6 million meals in the past year. Obtained grants and donations to support substantial programs for children, rural communities, and seniors.Secured and moved to a new location that provides increased opportunities to bring more healthy meals to the Big Bend region. Expanded the Child Nutrition Program to serve more than 19,000 meals and 36,000 snacks. Goals:
 Establish effective and efficient operations at new facility to maximize service to participating agencies.Strengthen recurring funding through donations and grants to allow expansion of food acquisition. Secure more volunteers for warehouse and all programs, especially agencies that distribute food directly to those in need.
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Affiliations & Memberships

Organization Data Available

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