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Successful Non Profit Food Distribution Agencies

And Social Capital Value

Creating Value by creating Social Capital

“Submitted in Partial Satisfaction of the Requirements for the

Master of Public Policy Degree”

California State University at Monterey Bay

Department of Health, Human Services and Public Policy

Panetta Institute for Public Policy

May 19, 2011

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MPP Faculty Advisor: Ignacio A. Navarro, Ph.D.

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Program Director: Monica Bray, PhD

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Department Chair: James Raines, PhD

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Master’s Candidate: Jacques Bertrand

Introduction

Civil government often turns to nonprofit agencies to provide

needed social services. This is done for policy reasons and

because nonprofits often prove to be more responsive and

efficient in providing those services. This paper is a case

study of two non profit food distribution agencies (NPFDA) in

Santa Cruz County and the effective use of social capital in

meeting their respective missions. The agencies were compared in

terms of their respective efforts in fund raising, volunteer

engagement and communication/outreach. These efforts are

critical for successful resource attainment. A discussion

instrument (DI), designed as an interview format, was developed

using the World Bank’s Social Capital Initiative (SCI) methods to

evaluate social capital. Key individuals in each organization

were interviewed using the DI with the purpose of evaluating the

agency’s use of social capital in three areas of investigation.

This paper will also address the effect of the partnership

relationship between the NPFDAs and local civil government. The

overall thrust of the investigation is to determine how the two

NPFDAs use and promote social capital and the effect of doing so

in the community that they serve.

Overview

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Several factors related to the success of NPFDAs are addressed,

i.e. participatory government and social capital. As western

democracies have evolved, public participation is increasingly

being called upon by government entities to solve social and

political problems, especially on the local level. (Skocpol &

Fiorina, 1999, p. 3) Public - government engagement has been

realized as one key factor in framing policy issues, in order to

rapidly solve pressing social issues, especially on a local

level. Social capital, the loose, but socially important,

connectivity of a community is directly related to that

community’s ability to self-solve problems. (Putnam R. , 2000)

Communities exhibiting high levels of social capital have been

shown by many researchers to be successful in addressing a

variety of social issues. Putnam, an early adherent, initially

emphasized the opposite tack, i.e. “decreases in social capital

threatened a democratic society’s ability to function”. (Putnam

R. , 2000) The reality is America (and elsewhere) has a history

of creating organizations to solve local social or political

problems, especially in communities that have high social

capital.

This inquiry addresses two community NPFDAs in Santa Cruz and

their interaction within the communities they serve. It is

postulated that these NPFDAs depend on creating and maintaining

social capital in their communities to effectively meet their

mission. The hypothesis is that NPFDAs which create and maintain

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high social capital in the communities in which they operate will

be the most successful.

Problem Statement

The question of how local problems are solved short of government

involvement is explored. The nature of localized problem solving

is defined and explored. An attempt is made to understand some

of the factors which contribute to creating social capital.

Laurence Bherer in her paper “Successful and Unsuccessful

Participatory Arrangements: why is there a participatory movement

at the local level?” addresses local governance. (Bherer, 2010)

An important question is why do citizens on a local level become

involved in government decision making? It has been noted by

the OECD (OECD, 2001) that what is now called ‘citizen

participation’ has expanded into multiple forms. Assumed is that

at the local level individuals initiate government involvement.

This may be true more so in a democratic society.

This discussion was present at the start of the United States:

Thomas Jefferson felt that a democracy demanded an active

citizenry and James Madison felt that the republic was best

protected by the size of the country. Will Friedman refers to

the “habits of the heart”, i.e. well established mechanisms to

involve citizens in their government. (Friedman, 2006, p. 4) Two

factors have been identified leading to citizen participation and

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local leadership: “(1) citizen demand for participation,

especially from urban social movements concerned with the

democratization of municipal politics and (2) the presence of

local leaders, elected officials and public servants, convinced

of the need to open up political processes to citizens”. (Bherer,

Deepening democracy, 2001, p. 288) It seems size or resources of

a community foster involvement. Scavo argues that larger

communities tend to develop participatory arrangements (Scavo,

1993); and Oliver argues that smaller communities may develop

civic and political engagement efforts, but not approaching the

level found in larger communities. (Oliver, 2001) Bherer further

explores the possible mechanisms for the development of

participatory politics.

The size of a community or the carrying capacity in terms of

citizens’ disposable time has been identified as creating the

opportunity for the development of local participatory efforts

and the organizations they create. As personnel freedoms expand

and are exercised by citizens there is a tendency to focus on

remedying the shortcomings of government. There is a shift

“toward more stakeholder involvement” (Papadopoulos & Warin,

2007) which leads to the development of citizen groups working

toward a common goal. Hays contends that this leads to a “more

equitable distribution of the benefits of urban life among

citizens”. (Hays, 2007, p. 402) How this happens is by an

extension of normal social activity, i.e. the interaction amongst

citizens usually started by a nucleus of community members.

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Social interactions lead to the development of ties between

members of a community, i.e. creating social fabric: a fabric of

familiarity and trust which eases social, political and business

engagement. This “fabric” lowers transaction costs due to the

presence of trust and, thus, the ability to make agreements with

ease. Putnam calls this “social capital”1. He and others did

decry the decline of civic engagement in American communities and

its effects on the political process.2 (Woolcock & Narayan, 2000)

However, these scholars and others now feel that the informal

ties which are characteristic of a community with high social

capital lead to a type of flexibility and engender public spirit.

This situation can foster community solutions to local problems.

Hays details the links between civic engagement and political

engagement:

(1) Civic engagement draws the citizen out of strictly

personal concerns and into a greater awareness of shared,

community needs; (2) civic engagement develops skills in

organizing and mobilizing people that are transferable to

the political realm; (3) civic engagement develops

individual feelings of confidence and efficacy that make

political activism more likely. (4) civic engagement

develops networks of relationships (the interpersonal aspect

of social capital) and feelings of trust (the attitudinal

1 His original work was based on a study of governmental institutions in Italy2 National Commission on Philanthropy and Civic Renewal. 1998. “National Index of Civic Engagement” Storrs, CT: University of Connecticut.

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aspect of social capital) that are critical to effective

political action. (Hays, 2007, p. 403)

Hays details different zones of engagement going from family

relationships, to civic engagement and then to political

engagement. In a real sense, high levels of civic involvement

and social capital in larger communities provide the “human

capital” to solve local problems.

Why Study Local Food Distribution Organizations

The beauty of community based or local food distribution

organizations are that they operate on multiple levels. The

desire to address hunger, nutrition and related issues is felt on

multiple levels; this is a true local issue that involves

citizens across a wide spectrum of society. Some may feel the

need to engage out of a need to respond due to their sense of

community or religious responsibility. Others may take these

issues to the level of political engagement. Thus, the task of

providing food to those who are needy is a broad task, this task

presents many levels of possible engagement with the community

served; this is exactly the mix which creates social capital.

The Community Solution

In Santa Cruz, as in most communities, a certain percentage of

the population is not able to adequately provide food for

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themselves, for family members and, this is an especially

pernicious problem, for the elderly population. In 2009 the

population in Santa Cruz below the poverty level was 19.6%

compared to 14.2% for California as a whole; a starker picture is

for those with incomes below 50% of the poverty level, in Santa

Cruz it is 12.2% and for California it is 6.0%.3 Looking at

Watsonville, another major city in Santa Cruz County, the figures

are respectively 21.8% and 9.2%4; this shows a similar picture

and is reflective of the County’s overall poverty level. Santa

Cruz County is significantly impacted compared to the State by an

appreciable population below the poverty level and this

translates to difficulties in providing enough food for its

residents. In addition, those impacted are generally below the

age of twenty-five, which presents a unique set of problems, i.e.

younger families already burdened by poverty and needing to

provide for their children.

The challenges facing those living in poverty presents a reason

for researching the non-profit agencies that provide food for the

needy in Santa Cruz County. Of particular interest is the nature

of the relationship between the NPFDAs and the communities they

serve in Santa Cruz County. This is explored by investigating

two organizations: Meals on Wheels (an agency of Community

Bridges in Santa Cruz and part of a loose nationwide

organization) and Second Harvest of Santa Cruz County (although

independent, it is part of a nationwide organization). These 3 http://www.city-data.com/poverty/poverty-Santa-Cruz-California.html#top#ixzz1FI1vjp894 http://www.city-data.com/poverty/poverty-Watsonville-California.html#ixzz1FI6imjUU

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two organizations were organized by local individuals concerned

about those living in poverty. How did this happen? The root of

the question is embedded in the nature of participatory

democracy, specifically, community partnership roles with

government and social capital which provides the impetuous and

community force to meet the social challenge; in this case the

distribution of food to the needy.

Participatory democracy is represented here as the partnership

between the NPFDAs and Santa Cruz County governments5 to provide

a solution to a pressing social problem. Santa Cruz County

governments acting with the support of State and Federal policies

makes available financial support to the NPFDAs to succeed in

their mission. By doing so, County governments achieve am level

of efficiency in providing food to the needy that would not be

possible otherwise. The NPFDAs arose out of a community social

awareness, networks of local support and community trust.

Setting the Stage for Social Capital

Members of a societal group (social unit) when evaluating their

respective positions in the group will find themselves asking

basic questions; such as: how can I maximize my interests in this

group and how can I influence the events and other actors in my

5 California State and Federal entities are also involved through the Area Agency on Aging administered locally by the Senior Council, but that discussion is beyond the purpose of this paper.

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group? Individuals in society are members of multiple such

groups that have differing purposes or functions. The groups

exist interdependently and are bound together because of social

relations. It is the aspect of group harmony, shared goals and

“exchanges and unilateral transfers of control that actors engage

in to achieve their interests (which) is the formation of social

relationships having some persistence over time.” (Coleman J. ,

1990, p. 300) These relationships, exchanges and shared goals

eventually lead to realizing value inherent in a particular

group.

The resources or value inherent in a group is the product of

multiple inputs and those who contribute expect a return for

their effort. As individuals act in their own interests within a

group, their sense of value gained depends on the nature of the

group. An individual’s self interest as an independent actor is

reflective of and interactive with the group’s purpose. As some

have suggested, we are not all or always ruled by total self

concern. There is value in the good will of others6 and groups

that are bonded by trust and shared goals. This value is called

social capital7, i.e. social capital value; and it is on some

level recognized by individuals who may be or not be members of

the group. Individuals in a group or the group as a whole

inherently use this value; they act cognizant of accepted norms

and a common purpose. Social capital value enables action and

community responsiveness to local issues.6 Negative or neutral opinions also play a role7 The author’s definition of social capital or social capital value

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Lyda Judson Hanifan was the first person credited with coining

the term social capital and defining it. Hanifan, the state

supervisor of West Virginia’s rural schools, wrote in 1916 about

the importance of community and social structure. Hanifan writes

about how in bringing together financial resources a business can

be formed to provide goods. He then notes: “First the people

must come together. Social capital must be accumulated. Then

community improvements may begin. The more the people do for

themselves the larger will community social capital become, and

the greater will be the dividends upon the social investment.”

(Hanifan, 1916, p. 138) He continues to contrasts social capital

with physical capital and defines it as:

"I do not refer to real estate, or to personal property or

to cold cash, but rather to that in life which tends to make

these tangible substances count for most in the daily lives

of people, namely, goodwill, fellowship, mutual sympathy and

social intercourse among a group of individuals and families

who make up a social unit… If he may come into contact with

his neighbor, and they with other neighbors, there will be

an accumulation of social capital, which may immediately

satisfy his social needs and which may bear a social

potentiality sufficient to the substantial improvement of

living conditions in the whole community. The community as a

whole will benefit by the cooperation of all its parts,

while the individual will find in his associations the

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advantages of the help, the sympathy, and the fellowship of

his neighbors.” (Hanifan, 1916, p. 130)

Creation of Social Capital

As implied by Hanifan, social capital is created by individuals,

i.e. their time and effort, embodied in the social exchanges of

the group’s or community members. Coleman states: ‘There is

often little or no direct investment in social capital’. (Coleman

J. , 1990, p. 312) The investment is discretionary.

Interestingly, it is often the nature of the group effort that

dictates the “amount” of social capital created. An effort that

is seen for the common good is one that overcomes self interest

and compels individuals to contribute freely. “The more

extensively persons call on one another for aid, the greater will

be the quantity of social capital generated.” In contrast to the

altruistic spirit of individuals: “due to affluence of government

aid, or some other factor, persons need each other less, less

social capital is generated. Need is driving the formation of

social capital.” (Coleman J. , 1990, p. 321) Personally felt need

influences an individual’s discretion to participate or

contribute to the common good.

Social Capital is created, most likely, in all human endeavors.

It is reflective of the work ethic: “to do your best” or “to

pitch-in and help out” or in the negative sense: “don’t be a

slacker”. Like people singing as they work, “social capital can

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directly enhance output and lead to higher productivity of other

resources, such as human and physical capital.” (Grootaert & van

Bastelaer, April, 2001) So, as individuals engage in a common

effort, the activity of working together or accomplishing a

shared task or realizing a common goal, social capital is

created. Individuals don’t necessarily work to create social

capital, but being socially adept implies realizing the expected

norms of behavior in a group situation. A social capital bank

account is a virtual concept, it will not reflect the balance,

but individuals will act in concert exhibiting “high level norms”

when the balance of social capital is high.

Organizations differ in the expression of social capital.

Recognizing talent in an organization can create social capital;

“Social capital is created when the relations among persons

change in ways that facilitate action. These differing forms of

capital facilitate productivity or productive activity.” (Coleman

J. , 1990, p. 304) Religion and ideology exerts its own formal

norm: “An ideology can create social capital by imposing on an

individual, who holds it, the demand that he act in the interests

of something or someone other than himself, i.e. religion leads

people to attend to the benefit/needs of others.” (Coleman J. ,

1990, p. 320) Recognizing a person’s worth and making the

commitment to invest in training that individual creates its own

form of social capital. Human capital is created in the

training; social capital is created between the individuals, one

being trained and the other who recognized the worth of the

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investment. In a way social capital is “a by-product of

activities engaged in for other purposes.” (Coleman J. , 1990, p.312)

Voluntary and nonprofit organizations are positioned differently

than other organizations. They often work to create value or

services for a community. They are not committed to enhancing

institutional profit, but rather public good. A public good is

being created not to be “sold”, but to be made available or

shared. The culture of such organizations are different, the

need for a hierarchy or boss is not as acute. Normally, the

sense of self interest (profit or bonuses) is the motivator; but

for the voluntary and nonprofit organizations a strong sense of

mission is of overriding concern. However, “stability affects

the creation and destruction of social capital. Disruptions of

social organizations or of social relations can be highly

destructive to social capital. This is a defining difference

compared to an organization that is organized with positions of

authoritative responsibility.” (Coleman J. , 1990, p. 317)

Definitions of Social Capital

The concept of social capital is expressed differently depending

on one’s view of the social environment being described. In 1916

Hanifan a school superintendent conceived of a plan to create

social capital and use it to improve conditions in a rural school

district. Forty-five years later, Jane Jacobs, an urban

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organizer who had fought urban renewal in New York, mentions

social capital; a concept that she adopts as a way to refer to

urban vitality. She noted that for that for self-government to

work, there “must be a continuity of people who have forged

neighborhood networks. These networks are a city’s irreplaceable

social capital. Whenever the capital is lost, from whatever

cause, the income from it disappears, never to return until and

unless new capital is slowly and chancily accumulated.” (Jacobs,

1961, p. 138) (Smith & Kulynych, 2002, p. 154)

The French sociologist, Bourdieu, in his paper “The Forms of

Capital” focuses on understanding the social world. He sees

society as a network of relationships of “mutual acquaintance and

recognition” (group membership) and it is the sum total of

capital in its various forms that contributes to the durability

of these networks. The “three fundamental guises” in which

capital can present itself are:

“as economic capital, which is immediately and directly

convertible into money and may be institutionalized in the

form of property rights; as cultural capital, which is

convertible, on certain conditions, into economic capital

and may be institutionalized in the form of educational

qualifications; and as social capital, made up of social

obligations (“connections”), which is convertible, in

certain conditions, into economic capital and may be

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institutionalized in the form of a title or nobility.”

(Bourdieu P. , 1986, p. 243 & 248)

Bourdieu then defines social capital in terms of networks:

“Social capital is the 'the aggregate of the actual or

potential resources which are linked to possession of a

durable network of more or less institutionalized

relationships of mutual acquaintance and recognition.”(Bourdieu P. , 1986, p. 249)

Action, activities and function are central to Coleman’s

discussion of social capital. For Coleman, social capital

functions precisely because it arises mainly from activities

intended for other purposes. (Schuller, Baron, & Field, 2000, p.

7) He sees social capital as having value in certain

circumstances, i.e. it is not fungible; social capital has

context. In a sense social capital generated in one situation

has no meaning in other situations. It is also generated in a

context of trust coupled with an expectation “that obligations

will be repaid and the actual extent of obligations held”.

(Coleman J. , 1990, p. 306) It is this expectation shared by the

individuals within the generating context that makes possible

action or activities in the future.

“'Social capital is defined by its function. It is not a

single entity, but a variety of different entities, having

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two characteristics in common: they all consist of some

aspect of a social structure, and they facilitate certain

actions of individuals who are within the structure.” (Coleman J. , 1990, p. 302)

Putnam focuses was on civil society and how people augment a

community’s health through participation in the various social

aspects of that community. He is considered a neo-Tocquevillian

by Edwards who writes Tocqueville’s: “primary interest was in

the role of associations in protecting self-government and

individual liberty…. He understood that social capital was vital

to making democracy work, and that voluntary associations helped

produce it”. (Neem, 2006) Putnam concurs: “The performance of our

democratic institutions depends in measurable ways upon social

capital”. (Putnam R. D., 2000, p. 349) Putnam differentiates

between the three forms of capital and further emphasizes the

civic virtue aspect of social capital:

“Whereas physical capital refers to physical objects and

human capital refers to the properties of individuals,

social capital refers to connections among individuals –

social networks and the norms of reciprocity and

trustworthiness that arise from them. In that sense social

capital is closely related to what some have called “civic

virtue.” The difference is that “social capital” calls

attention to the fact that civic virtue is most powerful

when embedded in a sense network of reciprocal social

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relations. A society of many virtuous but isolated

individuals is not necessarily rich in social capital.” (Putnam R. D., 2000, p. 19)

In addition, Putnam adds a distinction between “bonding capital”,

which reinforces

aspects of a group and draws it closer together, and “bridging

capital”, which looks outward to draw people together, for

example in civic movements and associations; it favors inclusion.

Bonding capital could have a negative aspect because it

reinforces homogeneity and it could exclude those not of like

mind or part of the exclusive group.

The Social Capital Initiative (SCI) started in October 1996 was

initially funded by a donation from the Government of Denmark to

the World Bank. SCI’s purpose is to: 1) to assess the

impact of social capital on project effectiveness; 2) to

demonstrate that outside assistance can help in the process of

social capital formation; and 3) to contribute to the development

of indicators for monitoring social capital and methodologies for

measuring its impact on development.8 This effort was due to the

recognition that social networks and the institutions they foster

and other aspects of social capital contribute to the success of

development programs worldwide. The World Bank has developed its

own definition of social capital:

8 http://go.worldbank.org/BGSXBGYE50

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“Social capital refers to the institutions, relationships,

and norms that shape the quality and quantity of a society's

social interactions... Social capital is not just the sum of

the institutions which underpin a society – it is the glue

that holds them together” (Woolcock & Narayan, 2000, p. 226)

The World Bank has also developed a set of dimension of social

capital, which was used as the basis for the interview format,

i.e. the discussion instrument (DI), used to gather

organizational data for this paper.9

If you want to see the good in others and act accordingly, then

you perceive that value in their good will and in the groups that

are bonded by trust and shared goals. This is social capital

value

Differences: Bourdieu, Coleman & Putnam

Similarity exists in the approach of Bourdieu

(economic/cultural/social capital) to Coleman’s

(physical/human/social capital). However, Bourdieu’s concept of

“social capital is crucial to the reproduction of prevailing

class, power, and status relationships.” (Smith & Kulynych, 2002,

p. 157) Coleman focus is community based and concerned about

realizing the goals of that community. Coleman wants to

understand how to achieve these goals more efficiently and

9 http://go.worldbank.org/BOA3AR43W0

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Bourdieu focuses on the power embedded in the social structure,

i.e. he seeks “understanding the reproduction of class, status,

and power relations, social capital is much more power over.”

(Smith & Kulynych, 2002, p. 158) Putnam agrees with Coleman, but

his emphasis is on the societal problems due to the lack of

social capital. “Putnam sees a lack of social capital as

responsible for a wide range of problems including faltering

collaborative efforts to improve public education and public

safety in the United States as well as the fragility of

cooperative agricultural arrangements in the developing

countries.” (Smith & Kulynych, 2002, p. 158) Perhaps like

religion, social capital theory is reflective of cultural and

social environment and evolves reflective of society’s evolution.

Organizational Nonprofit Social Capital and the Focus Person

Schneider introduces the concept of organizational social capital

applied to non profits as: “established, trust based networks

among organizations or communities supporting a particular

nonprofit, that an organization can use to further its goals.”

(Schneider, Organizational Social Capital and Nonprofits, 2009,

p. 644) Early researchers focused on associations, which Putnam

claims where declining; Sampson notes that the nature of the

associations are in fact changing to organized civic engagements,

such as non profits: “we specifically argue that collective civic engagement

appears to have changed rather than declined, with sources that are organizational

rather than interpersonal in nature.” (Sampson, D., MacIndoe, & Weffer,

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2005, p. 675) Schneider’s perspective furthers this, by observing

a distinction between the “social capital value” that resides in

the nonprofit as a member of the community it serves and the

social capital contributed by the individual members (paid or

volunteer) of the nonprofit organization. The advent of the

nonprofit organization often the result of a government-community

partnership has raised some issues: the self selection of

volunteers (language and cultural barriers) (Smith M. , Fall

1989), conservative political resistance (Clark, 1996, p. 1093)

and “turning citizens into government-subsidized workers…” 10

(Clark, 1996, p. 1097) An Interesting development of the social

capital theory is the increasing emphasis attributed to the

organization as the holder of social capital. Social capital is

still an “aggregate of the actual or potential resources” and

social capital is still the product of networks, collaboration

and trust; but the individual’s role is now “managed” by the

organization and guided by its mission. The concept has evolved

from a nebulous feeling of neighborhood belonging to that of

belonging to an organization, which generates and holds social

capital. This development especially benefits the marginalized.

The organization now functions as the dual linkage between

liberal society and government in order to gain and facilitate

support for its mission.

10 Virginia Hodgkinson, Thomas H. Pollak and Lester M. Salamon, “The Impact of Federal Budget Proposals Upon the Activities of Charitable Organizations and the People They Serve, 1996-2002: The 100 Nonprofit Organizations Study,” Independent Sector, June 15,1995, p. 3.

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Perhaps lost in the concept is provision for the potential of the

individual. Yes, they have a place in the organization and in

the community their organization serves. They have a greater

role than as Schneider describes: ‘from the perspective of

organizational social capital, individuals are viewed as part of

networks of agencies and communities rather than as independent

actors and as “problems”.” (Schneider, Organizational Social

Capital and Nonprofits, 2009, p. 656) Trust is basically a

person-to-person bond; trust in an organization has accumulated

over time because of the actions of individuals acting in the

name of that organization. The real potential for an individual

in an organization comes when a “focus person” develops within

the organization. The “focus person” is not the leader per-say,

but rather the holder of the organization’s mission and the

exemplifier of the organization’s norms. They generate social

capital by overcoming the barriers to action; they are the

catalyst for collaboration; and they are the bonding linkages

that glue the organization together and with its community. It

is the presence of a “focus person” within an organization that

overcomes the natural tendency for an organization to lose its

balance between outward and inward focus. It is the “focus

person” who understands and uses the currency of social capital

value.

The Community Social Capital Hypothesis

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Meals on Wheels and Second Harvest came out of the ferment of the

seventies. This paper partially addresses why these two FPFDA’s

are currently successful. To identify organizational aspects of

NPFDAs that can improve agency success a two level embedded case

study is being proposed. (Yin, 2003, p. 40) The embedded units of

analysis are 1) fund raising, 2) volunteer raising efforts and 3)

communication efforts within each of the two NPFDAs. The

multiple levels refer to the NPFDAs. In a sense, the evidence is

comparative, i.e. how do they compare in their respective

embedded units of analysis.

The research will center around four propositions meant to

address the how, why and with whom do NPFDAs collaborate to

better meet their mission and achieve their goals? Successful

NPFDAs: (Proposition 1) Exist in communities of high social

capital; (Proposition 2) Engage with their respective communities

to build social capital; (Proposition 3) Are identified as

important components of the community; (Proposition 4) Provide

leadership in food distribution to the needy.

The data to be used in evaluating the four propositions will be

gathered from two sources: 1) published material, such as: web

content, annual reports, newspaper articles and printed

literature and 2) interviews of Meals on Wheels and Second

Harvest personnel. Those interviewed will be those responsible

for the individual embedded units of this case study analysis.

The interview is guided by the DI adapted from a protocol

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developed by the World Bank. The World Bank in developing this

protocol has identified five dimensions of Social Capital which

they have detailed in a the monograph “Measuring the Dimensions

of Social Capital” 11 The World Bank has used these principles

in several tools [Social Capital Assessment Tool (SOCAT) and the

Social Capital Integrated Questionnaire (SC-IQ)] to assess social

capital in various communities around the world. This case study

uses this approach from a different perspective, i.e. the

perspective of the NPFDA embedded in the community it serves.

Studies before this have evaluated the social capital of

communities and then coupled this with characteristics of social

life in the community, such as crime rate, electoral response or

educational level. This case study attempts to develop a new

approach, it does the reverse. It looks at the interaction or

engagement of the NPFDA with the community it serves. The

hypothesis being addressed is that an effective NPFDA will engage

the community in such a way that it creates social capital.

The Social Capital Unit of Analysis

Robert Putnam’s (Putnam, Bowling Alone, 2000) analysis of

neighborhoods that have developed a high social capital notes

that such communities have developed a capacity to take action

and respond to social needs felt with in their community. Social

capital is a reflection of this potential to take action.

“Mobilizing “social capital” understood in Putnam’s sense, as a

11 http://go.worldbank.org/A77F30UIX0

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means of enabling citizens to “co-produce” collective goods has

proven highly attractive to policy makers.” (Hyas & Kogl, 2007)

Putnam states: “Like other forms of capital, social capital is

productive, making possible the achievement of certain ends that

would not be attainable in its absence.” (Putnam, Leonardi, &

Nanetti, Making Democracy Work, 1993, p. 167) The measurement of

social capital is somewhat controversial and fluid depending on

the situation being analyzed. The World Bank’s method of

analysis, which is based in general on prior literature, captures

the general concepts behind social capital. The World Bank has

studied social capital around the world and as such has produced

a large body of evidence reinforcing the validity of social

capital social theory. It was because of these considerations

that this case study uses the five dimensions of social capital

that is the basis for the World Bank’s work.

The DI used for this case study is based on those dimensions:

groups & networks, trust, collective action, social inclusion and

information communication. The individual questions are not

meant to constitute a survey; they are meant to elicit how the

organization functions in its service community from the

perspective of actively creating social capital. As such, the

data being collected is in direct response to questions based on

characteristics of a community holding social capital, but from

the organization’s view point. As a reference point, some

questions are directed at understanding the personal feelings of

those being interviewed; if differences arise that are of degree,

then an individual’s personal views may come into play. I am

26

probing the organization, its mode of operation and policies,

that will help decide the truth of the study’s hypothesis.

Criteria for Interpreting Case Study Data

The body of data12 for this case study will include: interviews,

published material by the organization, news articles, financial

data and demographic data. The organizations will be examined in

terms of growth of their programs, i.e. not just the demographic

picture, but efforts to reach out and respond to new

opportunities. The study will compare how each organization

deals with similar situations (fund raising, volunteer effort and

communication/outreach) and determine how this has evolved in

time, again in response to a changing environment. The criteria

are basically based on questions involving growth, response and

to some extent quantity. However, since the organizations are

not easily comparable, due to their differing missions, quantity

data will be just to reference the programs in terms of the

organizations ability to execute. In addition, the study will

look at organizational sophistication. This will include

differences in policy development, depth of engagement with the

community or look for differences in emphasis the organization

places on donor development as opposed to program expansion.

Another important consideration is the amount of dependence an

12 The main emphasis will be on material gathered from the interviews and the organization’s public face (web, literature and other self published material); news articles, etc. are used as supporting documentation; this material can be found in theappendixes.

27

organization places on public funding. Many of these later

points and others will arise during the interviews.

Shorty History of Meals on Wheels & History of Second Harvest

Meals on Wheels was first started as the Food &

Nutrition Services program serving food in a Santa Cruz parking

lot. It was started in the 70’s by Al DiLudovico 13 who was its

first director. It was a project of the Community Action Board

(CAB). In 1976 it had its first congregate meals. In 1977 Food

& Nutrition Services was incorporated separate from CAB under the

leadership of Sam Karp. See the timeline in appendix seven for

historic details.

Founded in 1972 by Al DiLudovico, Second Harvest Food

Bank Santa Cruz County was originally called the Emergency Food

Bank; it too was a CAB project. It was the first food bank in

California and it is the second oldest in the nation. It began by

distributing food from a parking lot in Santa Cruz to a group

operating the Breakfast For Kids programs. See the timeline in

appendix seven for historic details.

Fund raising comparison

13 Appendix 8

28

A major difference between Second Harvest (SH) and Meals on

Wheels (MW) is their dependence on government programs and grant

assistance to run their respective programs. SH generates 88% of

its operating revenue from the Santa Cruz community. MW depends

on government support and grants for in excess of 50% to run its

programs. The dependence difference is driven by public needs

that are deemed severe enough and particularly identifiable that

government policy calls for programs to address those needs with

funding sources. MW addresses the needs of feeding the elderly

and especially those who are homebound. This is no less of an

important issue than the feeding of the hungry in general, but

the elderly are not as able to meet that need, so government

policy steps in to facilitate financial support. This difference

and its corollary, i.e. that the general public is better

positioned to feed itself, has driven SH to spend much more

organizational effort to raise money.

SH has an aggressive program to raise funds from the community.

The organization has a capital campaign director and programs

that are designed to build an active donor base. SH’s programs

work with identified food industry donors and private citizens to

raise funds. It has an active partnership program that works

with companies, organizations and churches to leverage those

constituencies in its capital campaign effort. SH has multiple

collaborative programs with independent organizations such as

food bank networks and partner organizations (see appendix 5).

Each collaborative is possible because of a shared mission. In

29

addition, SH has its own programs, specifically focused on key

areas of nutrition, food for children, the annual food drive and

other special programs. In general, the collaborative and in-

house programs are run seamlessly although organizational lines

may seem blurred. Even the government support that is received

is a product of local support and linkages with government

authorities.

The Meals on Wheels model is different. MW depends on specific

government programs set-up to support seniors. In addition, due

to requirements of the program, a donation is requested from its

recipients. MW has a director of philanthropy which is part of

the administration’s program support. The philanthropic effort

is focused on donation activities such as the donation of real

estate, automobiles, stock and bequests. There is also a donate-

on-line web site and mail appeals for funds. Since MW is part of

the Community Bridges (CB) family of programs, CB is ultimately

responsible for providing funding and program management. CB

manages the government programs and grants that pay for a

significant portion of MW’s operating expenses. MW has business

partnerships: lift line sponsors, an annual coin drive and the

“Let’s Do Lunch” program. The “Let’s Do Lunch” partners are:

Plantronics, Regional Transportation Commission, Century 21,

Seagate, Bay School, Laurel Street Center, Darwin Street House,

911 Networks and Capitola Mall Management. These efforts are not

as significant as SH’s in terms of money raised and the number of

participating organizations (appendix 5). The Santa Cruz

30

community provides many volunteers for the home delivery program

and the congregate program. Some of the volunteers are drawn

from home schools which need to provide a community service

component as part of their curriculum. Organizations such as

the Santa Cruz County 911 Network and the UCSC lifelong learners

provide special gifts during Christmas time.

Volunteer Effort Comparison

Volunteers are central to SH’s and MW’s respective operations.

In each organization the volunteer efforts are recognized at gala

events and awards are given to those deserving special

recognition. However, the organizational approach to volunteer

raising and engagement is different for each organization. SH

has four positions tasked with addressing volunteer related

activities; MW has a volunteer coordinator position, which has

not been filled for some time due to budget issues. As an

alternative, MW is thinking about looking to task a volunteer to

start a friends group instead of filling the coordinator

position. In contrast, SH is totally focused on bringing

volunteers into the organization and involving them on every

level.

SH’s volunteer operation has a Director of Education and

Outreach; the director has three service managers that deal with

the hotline, outreach and volunteers. SH provides numerous

opportunities for volunteers: Saturday Sorts, the distribution

31

desk, event & fund raising, USDA distribution, work on food

drives, the garden project, Passion For Produce distribution,

Food For Children distribution, various committee assignments

(audit, development, finance, governance and education) and

finally, there are always special projects. Just mentioned were

operational opportunities, but SH has a broader mission, and as

such, SH provides opportunities for involvement in food advocacy,

learning to start & run your own food program and setting up a

personnel fund raising campaign using a web based fund raising

tool. The web site makes all of SH’s programs easily accessible

and an interested person can even sign-up for volunteer alerts.

In addition, The Chief Operations and Program Officer is tasked

with ensuring the seamless inclusion of volunteers.

MW has a very dedicated cadre of volunteers14 that daily deliver

food to home bound seniors. Paid staff delivers meals to

distribution sites and then the volunteers take the meals from

there to the recipients15. The organizational effort is

dependable and consistent; it is organized around regular drivers

with back-up on-call drivers. It seems that the volunteer

drivers are long term and during the course of their association

with MW they have developed important relationships with their

delivery recipients. Even though MW currently does not have a

volunteer coordinator there seems to be adequate help to carry

out a major portion of the deliveries and to provide help in the 14 80 volunteer drivers and 167 volunteers at the congregate sites (Meals on Wheels interview of Lisa Berkowitz_030911_V1.docx; see appendix 3)15 Volunteer drivers save the MW approximately $60,000 a year in delivery costs. That translates to enough money to buy the food to prepare 25,000 meals that meet California Department of Aging meal requirements (Lisa Berkowitz’s general thoughts; see appendix 10)

32

congregate program as well. Some volunteers provide

entertainment at the congregate sites. Especially important is

the training that is provided to the drivers; this is because of

the variety of situations that the drivers encounter when they

enter a senior’s home, which they must be sensitive too and which

may even involve emergency situations. To this end, volunteer

drivers are carefully vetted and insured.

Communication and Outreach comparison

The public face is both similar and markedly different for both

organizations. Both organizations benefit from excellent local

media coverage which often highlights the personal stories. This

aspect of the coverage is critical because it is the stories

about real people and their often dire situations that motivate

the public to support SH & MW. Consider MW and what many may be

thinking about their own elderly parents or even the possibility

that they too may need the same assistance. This carries over to

SH. It has been said that many are a pay check away from being

homeless and without food. Both organizations have good printed

material and their respective annual reports highlight their

programs and their many supporters. The striking difference is

apparent in their web presence. SH has a professionally done web

portal which provides easy access to information about the

organization. MW’s web site, which is a separate page on CB’s

web site, provides just basic information, i.e. it does not

adequately highlight all the organization does for its community.

33

SH has on staff a Director of Education and Outreach. The

organization makes available to the public a variety of news

vehicles, besides the traditional (the newsletter: Feedback and

an annual report), SH has on-line blogs (Grind Out Hunger, Daily

Morsels, School Food Alliance and Food For Children). SH’s web

presence is well presented and organized; it provides

organizational information, corporate governance information and

its history. The web also is a portal to SH’s educational

efforts, i.e. Hunger 101, tours of the facility, information

assistance (emergency preparedness, food stamps, WIC, etc...),

nutrition education opportunities for the Passion For Produce

program and a hunger overview (local, national & world).

Important to its mission, SH has a Food Security Program which is

prominent on the web site. SH’s provides information in Spanish

and English. A final important aspect of SH’s Outreach effort is

that the organization employs field organizers to further its

programs.

MW is one of eight community programs under the aegis of CB each

with a different mission; thus, resource allocation for MW is

provided with consideration given to the other seven programs.

For example, CB now has (as of May, 2010) a Director of

Communications and a Director of Philanthropy which provides

support to MW. MW web presence is a basic informational page

provided under CB16; and it includes: MW’s mission statement,

congregate locations & hours of operation, information addressing

16 CB’s web presence is considerably expanded

34

eligibility for the programs and an appeal for volunteers. MW

does not provide a Spanish translation of the web information17,

but it does provide a Spanish version of the daily menus in

printed format.

Comparison Analysis

Both SH and MW were both CAB programs that came out of the

“Modern Organizing and Revitalization Era” (MORE) in the United

States, which started in the late 1960’s and extended through the

1970’s. MORE was initiated by social movements that have their

roots in the Civil Rights Movement, the Free Speech Movement, the

Vietnam War protests and the “back-to-the-land” movement. As

those efforts spread out into the culture of the times, the

involved and motivated looked at society and saw much that needed

to be addressed. The following comparison analysis captures the

main points taken from the interview data, newsletters, annual

reports and the web sites and highlights the significant

findings: it is summarized in the Agency Comparison matrix. 18

Comparison Analysis: Meals on Wheels

In Santa Cruz, MORE lead to public programs that supported

efforts to address social issues of the needy. Government social

public policy set the stage for MW’s development and community

engagement. In the 70’s MW was a grass roots CAB initiative, now17 In development18 See Appendix 11

35

it is significantly supported by government programs. MW has not

been sufficiently challenged to engage with the public to develop

a donor base due to this support. In addition, it operates under

CB which alleviates or separates these concerns in part from MW’s

daily operations. However, the special program requirements of

providing home delivered food as detailed by the Older American

Act makes it difficult to justify diverting resources. Lisa

Berkowitz states “For instance in order to rely on community

support for 80% of my next year’s budget the program would need

to raise over 1.2 million dollars”.19 The program constraints

incur added costs compared to SH’s situation. MW does a

wonderful job of carrying out its mission, but has it been self

limited in its reach by its dependence and the consequences of

that dependence on government support?

MW’s program in its present size does not need a large number of

volunteers. As such, it appears that MW does not put much effort

into developing a volunteer base. Instead of a volunteer

manager, the Meals Operation Manager is in charge of volunteer

matters 20 (registering, training, and nurturing) as well as

dispatch. It does take advantage of many community programs to

bring in volunteers, but these programs essentially draw from

individuals who want to do community service such as home school

programs fulfilling a curriculum requirement and office workers

19 See Lisa Berkowitz’s general thoughts in appendix 10, first page20 See Lisa Berkowitz’s general thoughts in appendix 10, comments for page 18 paragraph1

36

with the support of the place of employment. This is typical for

businesses which for corporate social responsibility

(CSR) reasons want to be good neighbors.21 SH’s earlier efforts

to the raise volunteer support shows continued success. Many of

its volunteers have stayed volunteering for many years. In many

cases are they retired, which helps significantly in relating to

the senior clients. MW’s volunteer requirements put some

important constraints on what works for them. Their volunteers

must be able to drive and donate 22 the use of their vehicle at a

time of the day during which most are working. Due to the daily

delivery requirements, dependable volunteers are needed,

typically this is difficult. Perhaps, most important is the need

to find individuals that can engage well with the elderly and be

sensitive to their situation; this is a very special person.

This being said, volunteer development to keep new blood in the

organization and to allow the program to grow and respond to

changing circumstances is needed.

MW’s communication effort to outreach to the community at large

is reflective of poor funding, word-of-mouth dependence and

sharing resources with CB. MW has made the decision to protect

basic services rather than marketing. Not with standing this, MW21 Seagate a major supporter of Meals on Wheels’ program “let’s Do Lunch” states in itsFY2008 Global Citizen Annual Report: “Seagate also supported programs that enhance thehealth, development, enrichment, and diversity of local communities through cash and in-kind product contributions, donations of excess computer, office and lab equipment,and by encouraging employee volunteerism”. (http://www.seagate.com/docs/pdf/corporate/2008gcar.pdf)22 Some volunteers receive mileage reimbursement (communication from Lisa Berkowitz, Director of Meals on Wheels)

37

does invest considerable staff effort to prepare for and

participate in community events to get the word out about its

services. Basic information is available on the web and public

engagement can be typified as characterized by the traditional

agency appeal, such as mailers to seek support. The status quo

situation reflects a balance between services provided,

volunteers to augment service provision and funds to pay for

operations. This balance shifts reflective of fund raising

results and grant funding levels, now exasperated by the current

difficult economic times.

Comparison Analysis: Second Harvest

Interestingly, SH’s history goes back to the same times as MW’s

and it too was initially a CAB project. The momentum of MORE and

community need caused SH to grow rapidly, especially after the

Loma Prieta Earthquake. The effort to meet this challenge was

immense. SH met that challenge because it had prepared for it as

a consequence of changing its mission to that of “involving the

community” in ending hunger.

The organization initially had depended largely on government

support. SH’s change in its mission reinitiated a community

focus; this is reflected in Willy’s comment: “People that believe

in the cause sustain SH”23, i.e. the people of the community. SH

now strives to involve the community in meeting its mission; and

23 See Appendix 4, Information and Communication section

38

because of this, it was able to achieve a donor base that now

supports its operation at an 88% level. After the Loma Prieta

earth quake, the community responded by supplying the needed

resources, i.e. funds, donations of food and volunteers far

exceeding earlier levels.

SH has worked hard and effectively at making this happen. It has

an organization that is focused on constantly building and

renewing its donor base by engaging with the community on

multiple levels. “SH is a food network developer”.24 SH offers

opportunities for all walks of life and abilities to contribute

in a manner that is respectful of human dignity. In addition, SH

spends a significant effort to inform the community about its

activities. These efforts are successful as demonstrated by the

community funding operations at the 88% level, the 51, 261

volunteer hours and 7,272, 017 lbs of food recently distributed.

A significant segment of SH’s effort is given to education: about

the issue of hunger and what it means locally and on broader

levels. This puts the issue in perspective and consequently

helps citizens understand the factors that influence their lives.

Education is also provided around nutrition. This aspect of SH’s

effort is and can prove to be life

changing. This reflects a clear mission to change and improve

people’s lives.

24 Appendix 4, page two notes

39

Hypothesis Evaluation

This study hypothesized: that an effective NPFDA will engage the

community in such a manner as to create social capital and that

the hypothesis follows from four propositions that address the

how, why and with whom do NPFDAs collaborate to better meet their

mission and achieve their goals. Proposition 1 is assumed being

that the thrust of social capital is organizations such as MW &

SH will emerge from a community with high social capital. The

histories of both organizations suggest that they did emerge from

such a community. Proposition 2 is true. MW & SH engage with

their respective communities to build social capital: they have

formed collaborative efforts, joined & formed networks to engage

the community in meeting their respective missions, they have

built up considerable name recognition & trust within the

communities served and they have formed active bridging, bonding

and linkage ties with the communities they serve. Proposition 3

is true. Both MW & SH provide services to the community, in

concert with government policy which is widely recognized. The

community turns to these agencies especially in the time of wide

spread need. Proposition 4 is true. Both agencies provide food

distribution leadership in the Santa Cruz area. MW role in this

regard is less than SH’s in that SH supports others to take on

this role.

The propositions are fulfilled for both agencies. Differences

between the organizations make support of the hypothesis less

40

compelling for MW. These differences will now be discussed in

terms of social capital principles.

Social Capital Comparison Matrix25 and Discussion

The network structures that bind both organizations to the

communities of Santa Cruz are strong and well established. MW is

part of a network that provides social services on a variety of

levels to Santa Cruz residents; it is part of the organization

Community Bridges (CB) and the Human Care Alliance (HCA)26. MW

collaborates with a small number of community organizations to

raise money, provide deliveries and raise the awareness of its

services. SH’s network is considerably larger and wider

ranging27. Its collaborative efforts extend beyond providing

food. Significantly, it focuses on education around a wide

spectrum of food issues in collaboration with many of its network

members.

A major difference between MW’s and SH’s respective network

members is the extent of penetration into the community. SH’s

network is broader and penetrates deeper for the following

25 See Appendix 12 for the Social Capital Comparison Matrix which summaries the cumulative research results for SH & MW as they apply to social capital characteristics.

26 The Mission of the Human Care Alliance is to: Educate the public and advocate for Health and Human Services; Ensure effective and efficient services by promoting diversity, communication, collaboration and mutual assistance among nonprofit providers; Maintain service through cooperative cultivation of public and private funding and support.(http://www.humancarealliance.org/)

27 See Appendix 5

41

reasons: the provision of food to the needy is an immediate need,

it cuts across all demographic groups and, due to the high

poverty levels in Santa Cruz, SH’s services are needed by more

individuals. MW’s network members service a population that

traditionally provides for itself or is provided for by family

members. Due to shifts in culture and hard economic times this

has changed. This means even though the need is obvious,

community support is not readily available for this service.

The Santa Cruz community is well aware of these agencies, not

only because they are aligned with nationally known

organizations, but most importantly because of two reasons: they

are engaged with the community and they responded when the

community most needed their services. Santa Cruz County has a

history of natural disasters and during the last two (the floods

in the 80’s and the Loma Prieta earthquake) both MW & SH did not

fail in their missions. The population recognizes the

contribution of these organizations, when the need is there,

Santa Cruzan’s trust that they will be there to help. It is of

special significance that MW has never breached this trust even

though the population they serve is especially vulnerable; and

the same can be said for SH in that they also service many of the

young in Santa Cruz County. Despite this good will, MW is not

able to raise the needed funds to expand it programs. In fact,

it has cut-back on several of its organizational efforts, i.e.

community outreach especially to bring in new volunteers and its

42

newsletter. In contrast, SH is constantly expanding and reaching

ever aggressive goals.

The bonding social capital “account” balance is high for both

organizations. They have a strong sense of mission, operate in

an egalitarian atmosphere, and recognize employee contributions;

additionally, their respective missions are held closely by all

in the organization, almost on a religious level. This all makes

for a great work situation that helps to overcome the often lower

salaries they receive compared to the private sector. In terms

of bridging social capital, MW’s would be described as weak,

because the relationships do not go very deep. Many of the

network partners are motivated by reasons other than a deep focus

to provide the service; this would not be the case for the

delivery volunteers, but rather for the corporate and school

volunteers (mentioned earlier). The reward is still there, which

means that the motivation is overall genuine, but not necessarily

in response to a shared mission. Those involved in management

have strong linkage ties with their counter parts in government,

management or business owners, which greatly aids in facilitating

acquiring and directing resources. The apparent differences are

that SH’s network is larger and SH depends less on government

support.

NPFDA Recommendations

43

The comparison between the two NPFDA highlights several

differences that have contributed to their relative success. The

organizations differ in some ways that may not be critical in

understanding the affect of the observed differences, i.e. there

is an organizational size difference, the populations served are

different (some overlap) and there are professional

differences28. MW dependence on government grants for over 50%

of its operating budget; this contrasts with SH that initially

depended on government support, but now only depends on

government support for about 12% of its budget. It was observed

that SH has changed its mission to a community focus and expanded

its programs beyond the provision of food to include educating on

food related issues. MW’s mission is focused on providing a

service.29 SH’s mission is focus on involving the community in

solving a problem, i.e. hunger & malnutrition.30 It was observed

that MW’s outreach to the community is service informational,

i.e. the web site is basic; information on related issues is

available, but not driven by its mission. It was observed that

SH spends considerable effort to reach out to the community in a

multitude of ways, this is seen in the program offerings and in

its communication efforts.

MW dependence on government support was beneficial to the

programs’ initial success, but further support seems to have 28 MW serves a population that often requires the attention of trained social professionals.29 Meals on Wheels for Santa Cruz County enhances the lives of older adults by offeringquality meals, and caring human contact.30 Second Harvest Food Bank’s mission is to educate and involve individuals to end hunger and alleviate malnutrition in our communities.

44

inhibited expansion. In addition, government support has allowed

the agency to focus inward and, as such, it spends more

management attention on operations and less on community

engagement and consequently fundraising efforts shift away from

the broader community. It is recommended that MW develop new

resources to increase community financial support for its

services.

MW’s mission is focused on providing a service to a community.

SH’s was initially similar in focus, however, as it responded to

the needs of the community that mission was changed to reflect a

partnership with the community. It is recommended that MW

reassess its mission and role in the community it serves. An

advisory committee composed of community members, stakeholders

and financial supporters is a successful vehicle to accomplish

this recommendation.

Communication and engagement is often a major key to successful

initiatives. MW’s energies have narrowed in focus to becoming

more and more a service provider. At the same time both private

and government resources are dwindling. MW has built up high

social capital with its community which has not been sufficiently

used to further its mission. It is recommended that MW evaluate

its communication efforts and community engagement strategies.

It is recommended that the effort be carried out by marketing

professionals, perhaps calling on the national organization or

preferentially, calling for local support in this effort. MW

45

should task this effort out and ask for recommendations in a

specified time and then decide how to address the

recommendations.

Policy Recommendations

The realization by Santa Cruz activists of the dire situation

faced by the community’s elder population31 led to the formation

of community agencies (see appendix 8) to provide needed

assistance. At the very beginning, government financial support

(Federal revenue sharing)32 was used as initial support. This

government policy affects positive response to social

inequalities, alleviates suffering and in doing so creates

unintended consequences. Based on the learning from this case

study examining two NPFDAs in Santa Cruz County, the policy

question of government financial support will be addressed.

The NPFDA which depends on significant government funding is MW,

its program will be looked at in comparison to SH which has

shifted to community funding. Clearly MW addresses the adverse

situation many elderly found themselves caused by multiple

factors, especially economic difficulties and the fact that the

elderly increasingly live alone away from their families. MW has

achieved a degree of success, received community support & trust

31 Project Scout highlights nutrition issues for the elderly (see appendix 7)32 A Federal government program from 1972 to 1987 that provided funds directly to states and their local jurisdictions for community projects, it was replaced in 1987 by the block grant program; both programs are characterizes by few government restrictions.

46

and it is now a permanent part of the social support network in

Santa Cruz County. However, MW’s assumption of government

support and especially its continued dependence on government

support has changed its approach or interaction with the

community. Services require funds; the reality for those running

the organization is the motivation is providing the service not

in raising funds. When government funds are available the

natural tendency is to focus on the operational aspects, the

agency’s skill set shifts away from building the organization to

running one. The MORE’s entrepreneurial spirit which would have

keep ties to the community for financial support are not

vigorously cultivated. As organizational issues took on more of

the day-to-day attention, MW followed this path, SH did not.

Government support of community organizations is critical,

especially during the incubation period and perhaps as the

organization matures; however, there are consequences to this

support. What is a viable policy recommendation that address the

unintended consequences of government funding and still meets the

needs of providing social aid to the needy? The following policy

options are proposed:

Option 1) Continue the current program of government support

administered by the Senior Council the Santa Cruz area

agency;

Option 2) Leave the Federal Older Americans Act of 1965

intact and focus on updating California’s Mello-Granlund

47

Older Californians Act (AB2800) using the results of this

case study;

Option 3) Option Two is the long term solution; the

immediate solution should be initiated on the local level.

Local area agencies should implement a four stage plan that

guides their partnership with government agencies: 1) Accept

initial funding to do the following: identify the social

need and establish an initial local response which is a

community based non-profit; 2) Provide continuing funding

that covers an appropriate number of years to ensure that

the non-profit is well established and during this period

develop organizational mechanisms to address outreach and

service efforts; 3) Evaluate the viability of the non-

profit, the decision points are: is the non –profit meeting

the community need; should the non-profit continue to

receive funding; if continued funding is desired, decide to

continue the funding scheme or shift the funding balance to

support community outreach and 4) Push for legislation based

on what works in the community

Option 1 is not optimal for the continued provision of services.

Funding is not stable under this option. Government is not

dependable during economic downturns and private support is not

developed sufficiently under this option to take up the funding

shortfall. Option 2 could be a long term solution; certainly

adjusting the California’s Mello-Granlund Older Californians Act

48

which pushed for local control would make sense. However, upon

what model would proposals be based, i.e. is there an optimal

model to achieve a viable balance between government funding and

the avoidance of unintended consequences as reveled by this case

study? Option 3 pushes the model development to the local level

and proposes legislative changes based on local experiences.

This case study used social capital theory to evaluate the

question of what makes for an effective NPFDA; however, the

theory is contextual, which means the principles must be tested

within that context to achieve policy guidelines. This option

tests the social capital theory in the context of a community’s

response to its needy. The assumption of pushing funding to

outreach efforts is that this will result in the creation of

social capital that can be translated to community financial

support. What is learned in the community will then guide

legislative proposals. This option follows the results of this

case study and is its policy recommendation.

Model Refinement

The role of the organization and the individuals who work for the

organization or the volunteer for the organization create two

things in the served community: an image of the organization as a

part of the community and a dense or loose web of interaction

between the elements of and participants in the community. The

model could be refined to better map out the interactions between

the various elements that make up the whole, i.e. the image of

49

the organization within the community. The issue of durability

could be addressed, i.e. since the organizations depend on

volunteers. The issue is what kind of organization stays

relevant in meeting community needs. Perhaps applicable to this

last issue, the role of the “focus person” in the success of

community organizations can be explored.

Final Conclusions

It is important for civil government to partner with local

communities to meet social needs. However, government resources

far out way community resources, efforts to help the community

should accept that government’s role be limited in certain cases

to avoid crowd out. This would be particularly true when the

community can eventually provide a solution, especially when the

problem has local causes, in this situation, a local solution is

proper and it builds a stronger community.

The aspect of building a stronger community ties in with social

capital concepts. In cases were networks of community groups

based on mutual trust work together to solve local problems often

in government community partnerships, the community solution that

develops is often better in the long term. It is this

collaborative approach which strengthens a community and makes it

resilient to social challenges.

Appendices

50

1) Bibliography

2) Meals on Wheels interview of Lisa Berkowitz (Program Director)

on 012511

3) Discussion Instrument (Meals on Wheels) & Supporting Data

4) Discussion Instrument (Second Harvest) & Supporting Data

5) Second Harvest Partner Agencies (as of 3/2011)

6) How Second Harvest operates

7) History Timeline for Second Harvest and Meals on Wheels

8) Santa Cruz Sentinel Article on Al DiLudovico

9) Analysis Flow Diagram

10) Lisa Berkowitz’s general thoughts

11) Agency Comparison Matrix

12) Social Capital Comparison matrix

51

1) Bibliography

American Demographics. (June 1996).

Bherer, L. (2001). Deepening democracy: Innovations in empowered participatory governance. 29 (1).

Bherer, L. (2010). Successful and Unsuccessful Participatory Arrangements: why is there a participatory movement at the local level?,. Journal of Urban Affairs , 32 (2), 287-203.

Bourdieu, P. (1986). The Forms of Capital. In J. G. Richardson, Handbook of Theory and Research for the Sociology of Education (pp. 241-258). New York: Greenwood.

Bourdieu, P., & Coleman, J. S. (1991). Prologue: Constructed Social Organization. In Social Theory for a Changing Society (pp. 1-14). Cambridge, MA: Belknap Press.

Clark, C. S. (1996, December 13). The New Volunteerism. CQ Researcher , pp. 1081-1103.

Cohen, D., & Prusak, L. (2001). In Good Company. Boston, MA: Harvard Business School Press.

Coleman, J. (1990). Foundations of Social Theory. Cambridge, Mass: Harvard University Press.

Collier, P. (1998). Social Capital and Poverty. Wahington, DC: The Worl Bank.

Dass, R., & Bush, M. (1992). Compassion in Action: Setting Out on the Path ofService. New York: Harmoney Books.

Friedman, W. (2006). Deliberative Democracy and the Problem of Scope. Berkeley Electronic Press , 2 (1), 1-29.

Grootaert, C., & van Bastelaer, T. (April, 2001). Understanding and Measuring Social Capital: A Synthesis of Findings and Recommendations from the SocailCapital Initiative. Wahington, DC: The World Bank.

52

Hanifan, L. J. (1916). The Rural Community Center. Annals of the American Academy of Political and Social Science , 130-138.

Hays, R. A. (2007). Community Activists’ perceptions of citizenship roles in an urban community: a case study of attitudes that affect community engagement. Journal of Urban Affairs , 29 (4), 401-424.

Hays, R. A., & Kogl, A. M. (2007). Neighborhood Attachment, Social Capital Building, and Political participation: A Case Study of Low-and Moderate-Income Residnets of Waterloo, Iowa. Journal of Urban Affairs , 29 (2), 181-205.

Jacobs, J. (1961). The Death and Life of the Great American Cities. New York:Vintage.

Kolankiewicz, G. (1996). Social Capital and Social change. British Journal of Sociology , 47/3: 427-441.

Loury, G. (1987). Why Should We Care About Group Inequality. Social Philosophy , 5.

Neem, J. N. (2006). Squaring the Circle: The Multiple Purposes ofCivil Society in Tocqueville's Democracy in America. The Tocqueville Review , 17 (1).

OECD. (2001). Citizens as partners: Information, consultation and public participation in policy-making. Paris: OECD Publishing.

Oliver, J. E. (2001). Democracy in Suburbia. Princeton, NJ: PrincetonUniversity Press.

Papadopoulos, Y., & Warin, P. (2007). Are Innovative, participatory and deliberative procedures in policy making democratic and effective?,. European Journal of Political Research , 46, 445-472.

Portes, A. (1998: 5). Social Capital: Its Origins and Applications in Modern Sociology. Annual Review of Sociology, 24 , 1-24.

53

Putnam, R. (2000). Bowling Alone: The Collapse and Revival of American Community. New York: Simon Schuster.

Putnam, R. D., Leonardi, R., & Nanetti, R. Y. (1993). Making Democracy Work. Princeton, New Jersey: Princeton University Press.

Putnam, R. (1996). Who Killed Civic America? Prospect , 66-72.

Sampson, R. J., D., M., MacIndoe, H., & Weffer, S. (2005). The Durable Nature and Community Structure of Collective Civic Action. American Journal of Sociology , 111, 673-714.

Scavo, C. (1993). The use of participatory mechanisms by large UScities. Journal of Urban Affairs , 15 (1), 93-109.

Schneider, J. A. (2009). organizational Social Capital and Nonprofits. Nonprofit adn Voluntary Sector Quarterly , 39 (4), 643-662.

Schuller, T., Baron, S., & Field, J. (2000). Social Capital: A Review and Critique. In T. Schuller, S. Baron, & J. Field, Social Capital: Critical Perspectives (pp. 1-38). New York: Oxford University Press, Inc.

Skocpol, T., & Fiorina. (1999). Making Sense of the Civic Engagement Debate in Civic Engagement in American Democracy. In T. Skocpol, & F. (Ed). Washington DC: Brookings Institution Press.

Smith, M. (Fall 1989). Taking Volunteerism into the 21st Century:Some Conslusions from the American Red Cross VOLUNTEER 2000 Study. Journal of Volunteer Administration .

Smith, S. S., & Kulynych, J. (2002). It May Be Social, But Why isit Capital? The Social Construction of Socail Capital and the Politics of Language. Politics & Society , 30 (1), 149-186.

Woolcock, M., & Narayan, D. (2000). Social Capital: Implications for Development Theory, Research,and Policy. The World Bank Research Observer , 15 (2), 225-249.

54

Yin, R. K. (2003). Case Study Research Design and Methods. Thousand Oaks, CA: Sage Publications, Inc.

55

2) Meals on Wheels interview of Lisa Berkowitz (Program Director)on 012511

Pad notes:

Majel Jordan (he has been involved in many social efforts) is a current board member of Community Bridges. Community Bridges administers the Meals on Wheels program. Majel was the founder of ELDERDAY an adult day health care inSanta Cruz center.

Food & Nutrition Services (predecessor to Meals on Wheels) was started as a CAB (community action board) program in the 70’s by Al Plevecco. It spun off in 1977; its first director was Al DiLudovico (Russell’s Father-in-law?). In 1976 it had its first congregate meals.

Congregate Meals Program Funding Source(s): OAAIIIC1. Description: This service is the provision of a meal at a congregate meal site which complies with the Dietary Guidelines for Americans and provides 1/3 daily RDA for individuals 60 years or older as established by Food and Nutrition Board of National Academy of Sciences.

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Meals on Wheels has two components: home delivery (serving 400 currently) and dining sites (serving 200+ currently). The dining sites are: Louden Nelson Community Center (Santa Cruz), Elena Baskin Live Oak Senior Center, Watsonville Senior Center,Highlands Park Senior Center (Ben Lomond) and Scotts Valley Senior Center.

The dining sites are not as well known as the congregate programs; and the service is unusual (due to economic

difficult times) in that transportation is provided to the sites.

In Santa Cruz County SoCap(?) provides services. SoCap(?) funding is down 30%, this translates to $200K less for Meals on Wheels. There is a reduction in Santa Cruz County’s funding. Also, the amount received from the suggested donation ($2.50) request is down.

The program is partially funded by the Older Americans Act [Title III-C-1(congregate nutrition services) & C-2 (home delivered nutrition services) ]. The OAA serves people over 60.

Age profile:Louden Nelson Community Center (Santa Cruz)

Vets (60 to 74)Homeless (74 to 85)Challenged (85+y)

Elena Baskin Live Oak Senior CenterWatsonville Senior Center

Needy <60 due to health issues caused by harder lives“There is no magic line at 60 years old, i.e. the need is there.”

Highlands Park Senior Center (Ben Lomond)Older cliental

Scotts Valley Senior Center: too new to say

Categories for seniors at home:Younger person with an older person that needs careAn adult child who is dependant

Funding is available from CA State and Federal sources via the local Area on Aging which is administered by the Senior Council (Clay Kempf). The funding is initiated through an RFP process; the funding period is four years. In addition, there is founding from Santa Cruz County and the cities in the county (this is down). State & Federal funding represents about 45% ($712K) of the total funding.

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Fund raising activities account for about 5% of the budget: Coin drive (see below), mail appeals, and suggested donations for food (this is down).

Sentinel staff report

Posted: 02/13/2011 01:30:19 AM PST

Community Bridges Meals on Wheels in partnership with Bay Federal Credit Unionis conducting its annual Piggy Bank Coin Drive. Local residents are being asked to pitch in their coins to "adopt a pig."

Bring at least $5 to any Bay Federal branch in the month of February, and you can take home a cute boxed ceramic pig.

Branches are located in Aptos, Capitola, Freedom, Santa Cruz, Scotts Valley, Ben Lomond, and Watsonville.

For seniors who are isolated and unable to prepare meals or shop, the Meals onWheels daily meal and friendly visit mean a lot, Meals on Wheels Program Director Lisa Berkowitz said. "Donations and volunteer support account for a significant part of our work. As our senior population lives longer and the baby boom generation ages, demand continues to grow for this program that helps elders stay in the comfort of their own homes."

In addition to home-delivered meals, the program operates five senior dining sites throughout Santa Cruz County in Watsonville, Santa Cruz, Live Oak, Ben Lomond and Scotts Valley.

Name Dropping, Jan. 2, 2011: Seniors get cheer on wheels

- Sentinel staff reportPosted: 01/02/2011 01:30:44 AM PST

Homebound seniors in the Community Bridges Meals on Wheels program got a special treat over the holidays: a gift basket filled with local fruits and sparkling cider, the handiwork of more than a dozen volunteers from the UC Santa Cruz Lifelong Learners.

Dispatchers from Santa Cruz Regional 9-1-1 joined community members to deliverthe meals to more than 150 county seniors.

For the past 35 years, Meals on Wheels of Santa Cruz County has been making aneffort to help area seniors and the disabled remain independent and live in

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their own homes. Today the organization serves upward of 600 meals a day, delivering them to local homes and five dining sites in the county.

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Meals on Wheels for Santa Cruz County. The agency requests cash donations to help purchase items for the 200 gift baskets that will be delivered along withthe meals on Christmas Day to homebound seniors. Send donations to Community Bridges Meals on Wheels, 236 Santa Cruz Ave., Aptos, CA 95003; or call 831-688-8840, extension 221; or donate at www.communitybridges.org.

FEMA provides $17 to 18K for homeless shelters through the CAB (community action board). This is a contract management site/arrangement.

Volunteers: They have been involved since the beginning

1. Serving and delivering meals2. Business Supporters

a. The “Let’s Do Lunch” program is available. Meals are delivered tothe business for dispatch near the business location

b. An example would be Seagate in Scotts Valley3. Office Work: volunteers are not on the clock, they do the extras s.a.

bring in the mail4. School volunteers at Bay School (Kids with Autism); the kids do the

deliveries5. Home school parents (part of community education for students)6. Life Long Learners at UCSC7. 911 dispatch ?

Volunteer training

A packet is provided for all volunteers. The training deals with relevant issues that a volunteer must be sensitive to, such as food issues, medical issues, etc.

The training is on-going and monthly.

M on Ws has an oversight contract with AAA (?)

The volunteer outreach coordinator position is not filled.

Local Events

M on Ws participates in many local events, such as: fairs, the Human Race, Vista Low Vision Center, Party Days Watsonville (Valentines Day and Cinco-de-Mayo). Peggy (831-724-2024) works in Watsonville, i.e. volunteer development is needed in Watsonville.

From the first "Meals On Wheels" delivered in canteens to British servicemen during World War II; to the first formal Meals On Wheels program in America, serving Philadelphia shut-ins in the 1950s; to

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today's vast network of local home-delivered and congregate meal programs that serve millions of seniors and others across the country - Meals On Wheels has been a long-standing, highly-regarded institution.

The Meals On Wheels Association of America (MOWAA) is the oldest and largest organization in the United States representing those who offermeal services to people in need.  Since 1976, MOWAA has worked to arm local senior nutrition programs with the resources, tools and information they need to provide meals and make a difference in the lives of our neighbors, our veterans and all of our nation's seniors who are facing the threat of hunger.

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( Pauline Lubens / Mercury News) By Patrick May / Mercury News

It's hardly high-end gourmet. A frozen turkey loaf with peas and carrots. Meatloaf, milk and maybe a muffin. But when it materializes each morning on the front porch, in the hands of a volunteer sent from heaven, the delivery often feels more like a love letter than mystery meat wrapped in shiny cellophane.

We all think we know Meals on Wheels, that 70-year-old charitywith the cute name that feeds the homebound elderly. But we really don't. Most of us never see the joyful look through that front-door screen, or the shy smile, or the downcast eyessculpted by years of lonely reclusion.

Myrtle Lawson receives Meals on Wheels delivery from volunteer Pat Humphreys.

(Pauline Lubens / Mercury News)Carolyn Collins has seen it all. And after volunteering off and on for 10 years for Meals on Wheels for Santa Cruz County, taking microwavable entrees to her mostly female, mostly single and over-60clients, she feels blessed to be part of what she sees as a "two-waystreet."

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"It's almost a sacred thing to be allowed inside these people's homes," she says, heading out on a recent morning, her SUV filled with frozen meals. "They love the volunteers, but we both get something out of this. If things were reversed," she says after leaving one wheelchair-bound client,"I know that she'd be helping me."

Launched in England during the Blitz as a way to bring cooked meals to citizens bombed into homelessness by the Nazi Luftwaffe, Meals on Wheels still hews closely to its original spirit, providing food to millions of elderly and disabled people in dining centers and, more commonly, in their own homes where they prefer to live out their lives.

"For some people, we're the last little thread keeping them intheir homes," says Lisa Berkowitz, program director for Community Bridges-Meals on Wheels for Santa Cruz County, now in its 32nd year and serving 700 clients. "We see people who've shrunk their entire world into the corner of one room, with a television set and a TV tray. Sometimes, our driver is the only person they see all day."

As Collins puts it, "you just drop into strangers' lives; it'slike a snapshot. It's not always pretty, but it's a reality thing."

Heading out on her weekly volunteer run, she describes how herown mother's desire to live — and to die — in her own home inspired Collins to sign on as a driver. Today, she's one of 82 volunteers the Santa Cruz program depends on to stretch their $1.8-million annual budget; funding comes from federal and state grants and local funding, as well as fundraisers andcontributions.

"My mom was losing her eyesight, living alone, and she couldn't shop or cook anymore," says Collins, 61, whose motherdied in her home at age 89 in 2005. "She needed Meals on Wheels and she loved having the company."

After her mother's death, Colins retired as a pharmacist in Houston and moved into the family home in Rio del Mar. She's

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upbeat, full of energy and loves seniors, all qualifications she taps into as she steps inside the mobile-home of her firstclients of the day — housemates Judy DeLuca, 68, and her mother, Myrtle Lawson, 88.

"Mother had been in the hospital for a bad kidney infection and when she came home, a social worker told us about Meals onWheels," says DeLuca, holding their fluffy white Bichon Frise,Mylie.

"It's been a godsend," says Lawson. "We don't have to think about what we'll have for dinner or lunch anymore. And it's wonderful food; we just love it."

"It's a well-balanced meal," says her daughter, suffering fromsevere arthritis and back problems. "We joke that we're eatingmore vegetables now than we have in years."

Not all of Collins' six home-visits are as pleasant. One client is a cancer patient in his 50s, alone and homebound in a rundown trailer park. Another is a woman stricken at 14 withpolio and now, at 79, is confined to an electric-lift chair, her walker and a wheelchair. One widow lives in the secluded Santa Cruz Mountains, a recluse who refuses to open her front door more than a few inches when the meals arrive. Yet even that woman, says Collins, is starved for more than just a packaged meal.

"Most people want to talk," she says. "But since I can't talk forever, I always leave them with 'To be continued.'"

Collins gets the weekly gossip from DeLuca and Lawson, listening as she slides the frozen meatloaf into the freezer. A different volunteer comes each day, including one woman who once brought along her two children. "Mylie loved the kids," say Lawson. "She licked them like crazy."

But Collins is their favorite. As she heads for the door, backto the Meals on Wheels SUV with "Food from the heart'" printedon the side, Lawson waves to the volunteer, then turns to her daughter and says: "She's my angel."

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Wish Book readers can be angels to the elderly and homebound this holiday season and beyond. Each donation of $62 provides a homebound individual with delivered hot meals for five days and weekend box lunches through Meals on Wheels programs in Santa Clara, San Mateo, Alameda and Santa Cruz Counties.

From the web:

Our Mission

Meals on Wheels for Santa Cruz County enhances the lives of older adults by offering quality meals, and caring human contact.

Home Delivered Meals

A daily visit and a nutritious meal help support independence for vulnerable elders and disabled residents.

Dining Sites

Dine in the company of friends. Our five senior dining centers located in Ben Lomond, Live Oak, Santa Cruz, Scotts Valley, and Watsonville offer a daily hotmeal to adults 60 years of age or older. Over 8 million meals served to date!

Volunteers are extremely important to the delivery of program services. With the help of 200 committed volunteers, our dedicated professional staff is ableto provide 900 meals per day to Santa Cruz seniors.

Frequently Asked Questions

Home Delivered Meals

• Who is eligible for the program?

The program is for older adults, 60 years or older, unable to take care of their own nutritional needs.

• What about persons under the age of 60?

We have a limited number of spaces for non-senior handicapped people. Call formore information.

• What is the charge for a meal?

A donation of $2.50 is suggested for each meal.

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• How many meals are delivered a day?

One meal is served around midday, and it is delivered frozen and ready to re-heat in order to accommodate different meal schedules.

• What about the nutritional content of the meals?

All of our meals are carefully planned in consultation with our dietitian.

Dining Centers

• Who is eligible for the program?

The program is for any adult, 60 years or older.

• Do you have to be low income?

No

• Do I need a reservation for the dining center?

Yes, please call one day in advance.

• Is transportation available?

Yes, Lift Line provides transportation. Please call the Dining Center Manager for complete information about the available transportation. (see phone numbers below)

Senior Meal Times and Locations

Most locations have meals served Monday-Friday (Scotts Valley is currently serving only lunch on Wednesdays).

Ben Lomond, Highlands Park Senior Center

Meal site hours: 9:30-1:30, Lunch served at 12:00 noon8500 Highway 9, Ben Lomond, (831) 336-5366

Santa Cruz, Louden Nelson Community Center

Meal site hours: 10:00-2:00, Lunch served at 12:00 noon301 Center St., Santa Cruz, (831) 427-0901

Watsonville Senior Center

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Meal site hours: 8:00-1:00, Lunch served M, W, Th, F at 11:45, Tuesday at 11:30114 East Fifth St., Watsonville, (831) 724-2024 

Live Oak, Elena Baskin Live Oak Senior Center

Meal site hours: 1:30-5:00, Dinner served at 4:00 pm1777 Capitola Road, Santa Cruz, (831) 475-7177

Scotts Valley Senior Center

Wednesdays: 11:30360 Kings Village Road, Scotts Valley, (831) 438-8666

Administrative Offices

Meals on Wheels1777 Capitola Road Santa Cruz (831) 464-3180

Information on VolunteeringCommunity Members • Volunteers are always needed for home delivered meals. Meals are delivered in the mornings, Monday through Friday from our kitchen in Live Oak. • Dining sites are great places to get to know the seniors in your community. You can help with meal service, phones, clerical support or entertainment. Business Supporters • Opportunities for business involvement with our “Let’s Do Lunch” program areavailable. We deliver the meals to your business for dispatch near your location. To volunteer please call (831) 464-3180 ext. 104

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Meals on Wheels chief celebrates 30 yearsby Margarita Baliyan/Press-Banner Jul 31, 2009 

Lisa Berkowitz has been with Meals on Wheels practically from thestart. She moved to the area in 1977, a year after the program began distributing food to senior citizens throughout Santa Cruz County.

Now after 30 years — and a staggering 8 million meals served — Berkowitz still enjoys her job.

“I still love what I do,” she said. “Making a difference in people’s lives, helping them, it’s very rewarding.”

Berkowitz works at the Live Oak Senior Center in Santa Cruz, headquarters to the Meals on Wheels of Santa Cruz kitchen. The program provides an average of 900 meals a day to local seniors.

At the kitchen, 165 volunteers and employees start the day at 6:30 a.m. cooking and packaging each meal. Meals are delivered toLive Oak, Santa Cruz Elder Day Care, Watsonville Senior Center, Louden Nelson Community Center and the Highlands Park Senior

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Center in Ben Lomond.

“It’s a big coordination effort, a lot of regulations, individual(specifications),” says Berkowitz, adding, “We can always use more volunteers.”

Berkowitz served 17 years as Meals on Wheels food service director and then became program director in 1997.

As part of her job, Berkowitz oversees the local division of Meals on Wheels at the Highlands Park Senior Center in Ben Lomond, where 10 to 20 seniors go to lunch every weekday.

“It’s so much fun up here; we’re such a family,” said site manager Carol Childers. “I get called mother (by) people older than my parents,” she adds with a laugh.

The family atmosphere is evident; everyone is on a first-name basis, and mingling is part of the experience.

“People are here to visit, not just to eat,” Childers said, afterfinishing an animated game of cribbage with a few seniors.

Recent events included performances by a ukulele club, an instructional talk on healthy eating and something called “yoga for drivers.”

Birthdays are celebrated on the last Friday of each month with a special meal, complete with birthday cake, and there are “Burger Days,” when seniors share condiments to top off the burgers. As Childers said, it’s a fun place to be.

Meals on Wheels at the senior center is open to people of all backgrounds — the only requirement is to be older than 60.

“We have people of all incomes, all social statuses,” Childers said of the daily lunches.

There’s a voluntary $2.50 donation per meal, and free Liftline transportation is available from almost anywhere in the San

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Lorenzo Valley or Scotts Valley.

“We don’t want (transportation) to become a barrier to coming in and seeing friends,” said Childers.

Berkowitz said Meals on Wheels allows seniors to stay in their own homes and to remain independent.

“They have given a lot to the community; this is an opportunity for us to give back.”

At a glance To have lunch or request transportation, seniors may contact the Highlands Park Senior Center at 336-8900 to make a reservation, 24-hours in advance.

Read more: Press-Banner - Meals on Wheels chief celebrates 30 years

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SV senior center welcomes Meals on Wheels

by Peter Burke | Press-Banner Aug 26, 2010

Carol Childers, Meals on Wheels site manager for all of Santa Cruz County, tosses a green salad at the Scotts Valley Senior Center With the retirement of the Scotts Valley Senior Center director, the Scotts Valley City Council has cut back the full-time position to a part-time job this summer.

At just half-time, the new director no longer has time to preparethe regular Wednesday lunch at the senior center.

In response, the Scotts Valley Recreation Department has joined with Meals on Wheels to provide a meal for seniors each Wednesday, starting Sept. 1.

“This is just a fantastic opportunity for us,” parks and recreation supervisor Conrad Sudduth said. “If it goes well,

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Meals on Wheels may expand to Friday, too.”

To receive a meal, any man or woman age 60 or older should call the recreation department 24 hours in advance. A $2.50 donation is suggested, but there are sponsorships to help those who cannotafford it.

Meals on Wheels, a program of Community Bridges, delivers and serves more than 600 meals to seniors in Santa Cruz County every day.

Besides making home deliveries, the group serves meals at Highlands Park Senior Center in Ben Lomond, senior centers in Watsonville and Live Oak, and Louden Nelson Community Center in Santa Cruz. Scotts Valley will be the fifth site for Meals on Wheels.

“We anticipate between 25 and 35 meals (on Wednesdays) in Scotts Valley,” director Lisa Berkowitz said. “We’re looking forward to this opportunity.”

Monthly menus can be found at the senior center. Meals are nutritious and prepared at each center

Berkowitz noted that the group relies on volunteers to meet the needs of the seniors it serves, and new helpers are welcomed.

“This is an opportunity that is out there,” she said.

At a glance

What: Wednesday senior lunches

When: 11:30 a.m., beginning Sept. 1

Where: Scotts Valley Senior Center, 360 Kings Village Road

Details: Call the day before to reserve a meal. A $2.50 donation is suggested.

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Info: 438-8666

Read more: Press-Banner - SV senior center welcomes Meals on Wheels

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3) Discussion Instrument (Meals on Wheels) & Supporting Data

Interview with Lisa Berkowitz 03/09/11

Groups and NetworksThe effectiveness with which groups and networks fulfill their roles depends on many aspects of these groups, reflecting their structure, membership and the way they function.

Measure of Individual Community orOrganizational Participation

Served on acommittee of a

localorganization?

NoYes came from the for-profit world and at some point

decided that working in the nonprofit world was a betterfit for her. 

Served as anofficer of some

club ororganization?

 No

Club meetingsattended in the

last yearNo 

Group memberships  No

Civic and socialorganizations per1000 population

 

Measure of Organizational participationInformal networks

Family  Telephone

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household

Extended family  

Neighbors  

Willing to give time

 Senior network services, well informed on senior issues and information

Formal networks:

Non-group based civic relations

Good deeds  X

community action   X

political action   Votes regularly

   

Associations / groups based on relationships

Childcare  

Education  

Sport/leisure  

Music/art Volunteer performances at the congregate sites

Church

 SH works with churches, esp. in Watsonville, for outreach. Networkingwith the community via church’s newsletters.

Voluntary Home delivery volunteers: 80; Congregate site volunteers: 167

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Self help Work with senior employment services (federal program) in Watsonville.

 

 Others inc: Seagate, Plantronics, Laurel Street (autistic adults), RTC (let’s do lunch program), Century 21 (Ocean St.), Capitola Mall, Spring Lake MHP (self delivery within the park)

Work based

Colleagues  

Associations  

Institutional  

 Civic (localto state & Federal)  

TrustThere are several types of trust: within established relationships and social networks; trust extended to strangers (often on the basis of expectations of behavior or a sense of shared norms); trust in the institutions of governance (including fairness of rules, official procedures, dispute resolution and resource allocation). In addressing trust, Paul Collier writes: "[trust] is an intermediate variable, produced by S[ocial] I[nteraction] and producing a reduction in transactions costs, but its durability gives it the property of capital."33

Measure of personal social trustY/N %

33 Collier, Paul, 1998; "Social Capital and Poverty." Social Capital Initiative Working, Paper 4.World Bank Social Development Department; page 7.

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'most people can betrusted' Y

'most people are honest' Y

Measure of organizational social trustQuality of organizationalsocial relations: norms Y/N %

SocialGeneralizedsocial trust n/a n/a

Local/community vs.out of the

area

Y

Muchinteractionwithotheragencie

sTrust on afamiliar or

personal levelY

Reliance onnetworks ofsupport

Y

Organizations Community Y

Business Y

Volunteer Y

Church Y

Civic Cities Y

County Y

State

Federal

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Reciprocity: In kind vs. In lieu; Direct vs. Indirect; Immediate vs.Delayed; Expectation?

Volunteers  Home delivery volunteers: 80; Congregate site volunteers:167

Organizations

There is a lot of sharing within the network of agencies;this is part of what you do; your job

Businesses

Government

Collective actionThe extent of collective action can, when it is not imposed by an external

force, be measured and used as a proxy indicator of underlying social capital.

Measure of personal engagement inpublic affairs

Voted inpresidentialelections YesAttendedpublic

meeting ontown orschool

affairs inlast year Mostly involved with MWWrote to a

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newspaper,local/state/f

ederalofficial

Measure of personal communityvolunteerism

Number oftimes worked

on acommunityproject inlast year Mostly involved with MWNumber oftimes didvolunteerwork last

year Mostly donate

Helped aneighbor

Measure of personal engagement levelDeep engagement inwhich some citizensconsider in depth apublic issue and itspotential solutions,engage in dialogue

with those who do notnecessarily agreewith them, worktoward publicjudgment.

X

Moderate engagementin which some X

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citizens engage theissue enough to

understand that thereare alternatives andtradeoffs involved—that there are noeasy answers.

Light engagement inwhich people come tounderstand that thisis an important issuedeserving attention,begin to follow itmore closely in the

news.

X

Measure of Organizational CommunityEngagement

MW attends events to get the word out; represented in community efforts: emergencies (’82, ’89 floods deliveries were compromised, but not missed)

Social inclusionQuestions on this dimension of social capital are intended to find out who in the community/organization are included in collective action, decision-making, and access to services.

What is social unity and togetherness in the community?

Measures of informal sociability:

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'I spend a lot of time visiting friends' Times I entertained at home last year

Measure of Organizational SocialInclusion

Involved in opportunities (as they present themselves); for instance let seniorsknow about us; inform volunteers about opportunities to volunteer; lots of

work is done to create volunteer activities, s.a. “let’s do lunch”

Information and CommunicationMaintaining and enhancing social capital depends critically on the ability of the members of a community/organization to communicate among each other, the community they serve and with members of their networks.

Basic informational details is hard to give

Site manager now the volunteer coordinator

Volunteer coordinator used to work on delivery

Much effort is spent on optimizing home delivery

A newsletter is needed!!

Notes taken on pad

Page 1

Majel has been an involved person in many social efforts.

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The State/Federal dollars provide about 47% of the operating budget. Part of the money is from a CA state match which has always been at the minimum amount. This is a yearly budgeted item, i.e. subject to change.

Each year a RFP process is completed and submitted to AAA for funding.In addition a review is done of the program every four years. No other agency is set up to operate in this manner and so Meals on Wheels is the only applicant.

As a result of the 2000 census, it is estimated that Meals on Wheels is currently serving about 10% of the population that would need this service.

Page 2

The name change in? (1997) was critical to the current success of Meals on Wheels. The name change tied the program to a nationally recognized program, which facilitated donations.

A meal on Wheels was originally the Food and Nutrition program. It operated its first congregate program in 1976. It was part of CAB along with the Food Bank, which split off in the 1990’s to form SecondHarvest.

Meals on Wheels of America operates in multiple ways around the county, not necessarily as the program in Santa Cruz does.

Page 3

A volunteer coordinator position was filled in the past, but it was discontinued due to lack of funds.

1999 to 1902 money available?

Meals on Wheels solicits gifts from the community.

Meals on Wheels interacts with other agencies. “give dogs bath”? Eachgives above and beyond to the effort of providing service and each agency is able to cover its own needs. We have an appreciation for each other’s work and we cooperate to help individuals that come across our sites needing help. There are multiple entry points into

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the system, so Meals on Wheels may see someone first whom needs a service that another agency provides.

Page 4

In that case we refer to other senior services.

Meals on Wheels meets quarterly with other providers (meet via AAA); this is a networking meeting to ensure efficient provision of serviceswithin the AAA group of agencies.

Meals on Wheels is part of the Human Care alliance, which meets partially to strategize on funding issues.

Meals on Wheels raises money in many ways: mail request, coin drive, gala events, the human race and many other events.

Page 5

Which fund raising efforts work?

The events have a dual purpose: to raise money and to raise the awareness in the community about Meals on Wheels. In terms of raising the awareness in the community about Meals on Wheels we participate in national events like the Alzheimer race and also large local organizations, such as, part of the Sutter Health Faire, UCSC Food and Community event. These events take a lot ofstaff time to organize for and to staff.

We share in funds raised by the director of philanthropy (Community Bridges). There is some downside in that other groups receive donations before Meals on Wheels, i.e. hospice will receive a bequest from the family although Meals on Wheels may have been providing mealsfor years.

Page 6

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Social inclusion:

The Watsonville Senior Center has about 70% participation from minority groups (Latino, Pilipino, Chinese…). This program, which is very successful, has spread by word-of-mouth.

Meals on Wheels is required to provide “culturally competent services”, i.e. language issues must be addressed (translators are provided; menus and brochures are In English and Spanish). Often the site manager speaks both English and Spanish.

Page 7

Meals on Wheels would like to form a group within the organization to raise money, i.e. to help offset the drop in donations and community/government funds.

This would be a “Friends of Meals on Wheels” committee.

Some fund raising ideas: Identify those helped and contact their respective families for donations or at least make them aware of what Meals on Wheels is doing, organize some sort of cooperation with senior homes, meet with the dinning sites for ideas, seek out & staff more outreach events……….

Provide “talking points” training for volunteers to help make fund raising more effective.

Focus area: what was important to the individual?

Volunteer staff provides about 60% hours; the congregate sites are runby paid staff; however, entertainment and other activities are volunteer.

Training is detailed in an agreement with AAA. It details the requirements in food safety, driving, the recognition of health issues………… Meals on Wheels staff/volunteer sees individuals on a dailybasis and is thus positioned to become aware of changes that might be caused by health issues.

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4) Discussion Instrument (Second Harvest) & Supporting Data

Interview with Willy Elliott-McCreaMarch 1, 2011 @ Second Harvest in Watsonville

Groups and NetworksThe effectiveness with which groups and networks fulfill their roles depends on many aspects of these groups, reflecting their structure, membership and the way they function.

Measure of Individual Community orOrganizational Participation

Served on acommittee of a

localorganization?

Founded the Seabright Neighborhood Association and servedas its first president. 

Served as anofficer of some

club ororganization?

Serves on the board of Common Coalition 

Club meetingsattended in the

last yearMember of the Rotary Club for the past five years 

Group memberships Founding president of the California Association ofFoodbanks 

Civic and socialorganizations per1000 population

 

Measure of Organizational participation

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Informal networks (Willy’s)

Family household  Yes

Extended family  Yes

Neighbors Knows neighbors & interacts with them

Willing to give time

 Yes, but much of his available time is spent on Second Harvest

Formal networks:

Non-group based civic relations

SH works directly with a wide variety or groups (see partnership list)

Associations / groups based on relationships

s/a

Work based

Colleagues Work commitment is recognized and work parties are given

Associations Events are held to mark important programs & achievements

Institutional  s/a

 Civic (localto state & Federal)

 SH has contracts with local cities, s.a. Capitola to provide food, in addition, these contracts extend to itpartner organizations, s.a. Grey Bears

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TrustThere are several types of trust: within established relationships and social networks; trust extended to strangers (often on the basis of expectations of behavior or a sense of shared norms); trust in the institutions of governance (including fairness of rules, official procedures, dispute resolution and resource allocation). In addressing trust, Paul Collier writes: "[trust] is an intermediate variable, produced by S[ocial] I[nteraction] and producing a reduction in transactions costs, but its durability gives it the property of capital."34

Measure of personal social trustY/N %

'most people can betrusted' Yes 95

'most people are honest' Yes 95

Measure of organizational social trustQuality of organizationalsocial relations: norms Y/N %

SocialGeneralizedsocial trust n/a n/a

Local/community vs.out of the

area

Yes Localfocus

Trust on afamiliar or

personal levelYes

Volunteers owntheirprogram

Reliance onnetworks ofsupport

Yes Peoplein orghelpform

34 Collier, Paul, 1998; "Social Capital and Poverty." Social Capital Initiative Working, Paper 4.World Bank Social Development Department; page 7.

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networks of

supportOrganizati

ons Community Yes

Business Yes

Volunteer Yes

Church Yes

Civic Cities Yes

County Yes

State Yes

BillMonninginvolve

d

Federal Yes s/a SamFarr

Reciprocity: In kind vs. In lieu; Direct vs. Indirect; Immediate vs.Delayed; Expectation?

Volunteers

Relationships are less formal, but based on acceptingresponsibility for their individual program or part of the

whole/team effort. The relationship with SH is mostimportant, i.e. don’t undermine it. Minimize bureaucracy,again less formal. Because of this the turnover is less

than 5%.

Organizations

S/A with the addition that organizations are consideredpartners in the effort to fight hunger, the mission is a

common one and not in question

BusinessesS/A with the addition that business is considered partnersin the effort to fight hunger, the mission is a common one

and not in question

Government SH helps meet government’s goal to provide serves to thepublic

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Collective actionThe extent of collective action can, when it is not imposed by an external

force, be measured and used as a proxy indicator of underlying social capital.

Measure of personal engagement inpublic affairs

Voted inpresidentialelections YesAttendedpublic

meeting ontown orschool

affairs inlast year

 Yes, but much of his available time is spent on SecondHarvest

Wrote to anewspaper,

local/state/federalofficial

SH promotional material & direct interaction with civicleaders and agencies

Measure of personal communityvolunteerism

Number oftimes worked

on acommunityproject inlast year His community project is SHNumber oftimes didvolunteerwork last

Ref Seabright Neighborhood Association, time given to SHis well beyond normal work hours.

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year

Helped aneighbor

Yes (knows his neighbor), normal stuff

Measure of personal engagement levelDeep engagement inwhich some citizensconsider in depth apublic issue and itspotential solutions,engage in dialogue

with those who do notnecessarily agreewith them, worktoward publicjudgment.

skipped

Moderate engagementin which some

citizens engage theissue enough to

understand that thereare alternatives andtradeoffs involved—that there are noeasy answers.

skipped

Light engagement inwhich people come tounderstand that thisis an important issuedeserving attention,begin to follow itmore closely in the

news.

skipped

Measure of Organizational CommunityEngagement

SH originally encompassed a larger area of responsibility, i.e. San Benito Co

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& Monterey Co. & others. Gradually, these areas were built up or they weregiven leeway to take on their own program management. This eventually led tothe spinning off of all counties except for Santa Cruz. Willy believes that

Social inclusionQuestions on this dimension of social capital are intended to find out who in the community/organization are included in collective action, decision-making, and access to services.

What is social unity and togetherness in the community?

Measures of informal sociability:

'I spend a lot of time visiting friends' no time Times I entertained at home last year no time. Willy has a

strong family, which is important to him.

Measure of Organizational SocialInclusion

SH is a community activity. This reflects the recent change in the SH’sMission, i.e. “To end hunger and malnutrition by educating and involvingthe community”. The original mission focused on providing food not, as

now, helping the community to help itself.

The programs of SH are spread by word-of-mouth & as a result of its manyactivities. SH’s engagement is in the communities where there is need & inthe larger community of Santa Cruz that is called upon to help those who

are in need. The effort is not portrayed as an-us-them effort; we are allworking together and the success, either individual or organizational, is

celebrated by all.

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The original “ground troops” were ten Vista volunteers who took ondifferent areas of responsibility to expand SH.

An example is the Food for Children program, which has expanded from anoriginal effort of 15 sites to 25 sites; then with the infusion of 50K (in2006) the program expanded to 50 sites. The funding supported ChildrenCoordinators. An original site was Potter’s Church and a women named

Information and CommunicationMaintaining and enhancing social capital depends critically on the ability of the members of a community/organization to communicate among each other, the community they serve and with members of their networks.

Newsletter & website gets the word out. There is a blog, which is up-to-date.

Organizers are in the neighborhoods, i.e. they are out in the community constantly spreading the word and looking for more opportunities. Some of thefunds to pay for this are Federal which is passed through the State to SH.

Again, word of mouth is an important aspect to getting the information to the public about SH’s programs.

Willy sees the monetary support from individual donations, donors or government programs as the means to “create a structure”; this structure basedon a budget of 60K provides for the staff hours that enables 300K volunteer hours. The structure created by paid staff is leveraged to create a communityeffort of 300K volunteer hours.

Willy believes that SH is successful because SH is a cause that its staff and volunteers are passionate about. SH would not be successful as just an organization, if the focus was just on running an efficient organization, it would not be sustainable. People that believe in the cause sustain SH.

______________________________________________________________________

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Notes from pad taken during interview:

Pg1

The 2011 Hunger Fighter of the Year award is being given to Jolly Bilstad and Midge Morrison. They have been volunteering since 1988 with “Operation Food,”a monthly food distribution at a migrant worker camp. Through their church, United Presbyterian in Watsonville, they began providing weekly meals and shelter to 15-20 homeless people, in association with the Salvation Army. The program now serves an average of 100 people, with the need growing the most over the past two years.

The ten Vista volunteers started working with 22 churches and food pantries inSCCo. The Earth Quake was pivotal in SH’s history. Before the earth quake, SH was totally supported by the government and it was not known in the community. After the earth quake, the community flooded the agency with donations. Willy had been working with SH for ten years at this point and theground work had been set to respond to the challenges presented by the earth quake. When Willy moved into the CEO’s role, he started an advisory board. Susan Olson (Sisters of Notre Dame) was on the board and she was instrumental in changing the mission. Willy had moved the warehouse to Watsonville, which provided the needed space to receive food and organize the distribution of food.

Pg2

Willy looks as SH as the structure that the community works through to providefor itself, i.e. “SH is the structure, it is the vehicle, the community works through you”. The goal is community empowerment.

Willy…SH is a food network developer.

One story is that Sylvia Panetta was involved during the earth quake (a call from one of the vista volunteers, Michael Walker, he was the outreach coordinator); it was through her effort that the National Guard was called in to provide security for the Watsonville warehouse.

Pg3

Groups or individuals who want to start a program must go through a training process. This is after a commitment of 6 years is agreed upon. The training will provide all that is needed to start up a food program. Afterwards this new program is OWNED by the new group.

St Joseph Church in Capitola is an opportunity for a food program.

Passion for Produce, includes cooking

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Pg4

New mission: A cooking school to teach how to cook and cook nutritious food.

Prior to the earthquake & Willy becoming CEO, SH was 80% government funded; now, SH only receives 18% of its revenue from the government.

______________________________________________________________________

Information from the web:

Second Harvest Food Bank was the first food bank in California and the second in the nation. Founded in 1972, Second Harvest began by distributing food froma parking lot in Santa Cruz to groups operating the Breakfast for Kids programs.

______________________________________________________________________

Second Harvest Food Bank of Santa Cruz and San Benito Counties

Second Harvest’s food distribution programs include:

•        Agency Distribution Programs: provides food to pantries, soup kitchens, shelters, child care, senior centers, group homes and rehabilitationprograms. Non-perishables, donated fresh fruits, vegetables and other foods are distributed to qualifying families and individuals.

•        USDA Emergency Food Assistance program (EFAP): distributes USDA commodities and fresh produce to five locations a month.

•        Food For Children Program: provides healthy child-friendly food to hungry families with children in Santa Cruz County.

•        Partners in Need (PIN): allows low-income individuals to volunteer their time at Second Harvest Food Bank and receive a box of food each week fortheir families.

•        Agency Delivery Program: saves time and money for member agencies by Second Harvest delivering pre-selected quantities and types of food in refrigerated trucks and enables more fresh fruits and vegetables to be distributed and reduces the spoiling of perishable foods.

In addition to our food distribution programs, Second Harvest maintains an active role in outreach and advocacy. Our Education and Outreach department provides information on hunger and nutrition to low-income area residents through public education, policy advocacy, media, marketing and special projects. Some of the programs include Dominican Hospital Nutrition Education program, Food for Work, the Food Stamp Outreach program and a critical linkage

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to the community, Community Food Hotline. The Hotline provides free referrals to individuals and families in need, offering information on Food Stamp eligibility, and locations of food pantries and other human service agencies to address the various needs of our clients.

 Director: Willy Elliot-McCrea

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5) Second Harvest partner agencies (as of 3/2011)35

After-School Programs (nine agencies)Big Brothers Big SistersCasa Pacific SCCCCChild Evangelism FellowshipCity of Watsonville Parks & RecreationCounty of Santa Cruz Parks & RecreationLutheran CommunitySanta Cruz County Department of Education-Alternative EducationSouth County Property ManagementWatsonville Wetlands Watch

Camps, Shelters, Soup Kitchens (eighteen agencies)All Saints Episcopal ChurchAntioch ChurchCamp OpportunityChurch of the NazareneThe Circle Church Soup KitchenFeeding the SpiritFirst United Methodist WatsonvilleHomeless Services CenterLoaves & FishesNew Life CenterPajaro Rescue MissionPajaro Valley ShelterRiver Street ShelterSaint Francis Soup KitchenSaint Philip’s PantrySalvation Army WatsonvilleWomen's Crisis SupportYMCA Camp Campbell

Child Care & Senior Centers (thirteen agencies)Aptos Christian Childcare CenterChildren’s Center of San Lorenzo ValleyCommunity Bridges ChildcareDiscoverylandGlen Arbor SchoolMid-County Children's CenterPajaro Valley Children's CenterRedwood Mountain State PreschoolSanta Cruz Head StartSimcha PreschoolWatsonville Senior CenterWatsonville YMCAYWCA Day Care

35 http://www.thefoodbank.org/files/2010/03/Agency-List.pdf

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Emergency Food Assistance Programs (six programs)Ben LomondDavenportMid-CountyOutreach Food for WorkSanta CruzWatsonville

Food Bank Distributions (six agencies)Cesar Chavez Snack ProgramDominican Hospital ProjectErrington PantryFood Bank Outreach ProgramStarlight Snack ProgramStarlight Parent Nutrition Education

Food For Children (forty-nine agencies)Alianza SchoolAmesti SchoolAnn Soldo SchoolArtspace Tannery LoftBranciforte Head StartCalabasas SchoolCasa del AlfareroCorralitos CreekEmerald Bay/Villa San CarlosEmerald HillEvergreen ApartmentsFreedom SchoolGault SchoolGreen Valley Christian ChurchLa Casita Head StartLincoln Square ApartmentsLive Oak Resource CenterLoaves & FishesLutheran Community ChurchMartinelli Head StartMurphy's CampNatural Bridges Head StartNazarene ChurchNorthgate ApartmentsNueva Vista ApartmentsParkhurst TerraceRadcliff SchoolRedwood Mountain State PreschoolRolling Hills Head StartSalud Para La Gente

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San Andreas Housing ComplexSea Pines ApartmentsSeacliff HighlandsStarlight SchoolStone Creek ApartmentsSunny MeadowsSycamore CommonsTerry J. Head StartThe FarmTierra LindaUCSC Family Student HousingUnited Methodist ChurchValley Churches UnitedVeterans of Foreign WarsVilla La PosadaVillas del ParaisoVista Verde TownhousesWatsonville Seventh-Day AdventistWIC Watsonville

Food Pantries (fifty-one agencies)Aptos Christian FellowshipBible Missionary ChurchCalifornia Grey BearsCalvary EpiscopalCasa de la CulturaChristmas ProjectChurch of the NazareneClub DustCornerstone Food PantryDaily Bread/Word of LifeDavenport Resource CenterEl ComiteFamilia CenterFasting Prayer MountainGrace TempleGreen Valley ChristianHarbor FellowshipHarbor LightIglesia de DiosHoly CrossInner Light PantryLiuna Local 270Lighthouse ChristianLoaves & FishesMid-Peninsula HousingMinisterio de ComidaNew Life CenterOratorio Don Bosco

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Pan de VidaPeople's Pantry/Twin Lakes ChurchProgressive Baptist ChurchPuerta, Camino, y MetaResurrection Church PantrySalud Para La GenteSalvation Army Santa CruzSalvation Army WatsonvilleSan Augustine PantrySanta Cruz Agape MannaSanta Cruz AIDS ProjectSanta Cruz Bible ChurchSeventh Day Adventist Santa CruzStar of the SeaUCSC Family Student HousingUnited Presbyterian Church PantryValley Churches UnitedValley VineyardWalnut Avenue Women's CenterWatsonville Seventh Day AdventistFood PantryWatsonville United PresbyterianWatsonville Volunteer Center

Group Homes (four agencies)Above the Line Group HomeFoster Parent AssociationHalcyon House/Haven HopeNew Families, Inc.

Passion For Produce (eight agencies)Calabasas SchoolChurch of the NazareneCorralitos CreekDavenport Resource CenterDespensa Don BoscoPleasant AcresSeacliff HighlandsVista Verde

Pet ServicesSPCA

Recovery Centers (eleven agencies)Assisted Living ProjectGemmaJanus of Santa CruzLatin American Institute

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Mondanaro-BaskinMonterey Bay Teen ChallengeSanta Cruz Residential RecoverySi Se PuedeTransition House SCCCCTyler House SCCCC

Fresh Food For Families (twenty-three agencies)Alianza SchoolCasa del AlfareroEast Cliff VillageElizabeth Oaks/Live OakEmerald BayEvergreen ApartmentsFamilia CenterLa ManzanaLincoln SquareNorthgatePacific TerracePadres UnidosParkhurst TerracePCM ChurchSalud Para La GenteSalvation Army Santa CruzStone Creek ApartmentsSunny MeadowsThe FarmTierra LindaVillas del ParaisoWatsonville Senior CenterWIC

6) How Second Harvests operates

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  Externalities Histories of Emergency Food and Emergency Food Bank in SantaCruz County

 

Project Scouthighlights

nutrition issuesfor the elderly

1972  

Al DiLudovico procures funding and organizes meal preparationand delivery to frail elderly. As a CAB program, It is called

Emergency Food. It ran the Breakfast for Kids program(distributing food from the old Santa Cruz County Hospital

parking lot) and the Emergency Food Bank.

1973  

Emergency Food becomes Food and Nutrition Services (FNS)1; AlDiLudovico becomes its first Executive Director; FNS's

programs were the Golden Age Nutrition (delivered food to thefrail elderly) and the Emergency Food Bank (eventually becomes

the Santa Cruz Food Bank (SCFB), FNS's food warehouse).1974    

1975  

FNS' first application for Federal and State funding ofcongregate and home delivered meals; the senior meal programoperates as Tri-County Nutrition (Santa Cruz, Monterey & San

Benito counties).

1976  FNS establishes a separate board of directors under CAB tooversee program operation. Sam Karp is asked to join the

board. Golden Age Nutrition serves its first congregate meal.

1977  FNS is incorporated separate from CAB under the leadership ofSam Karp2. It provides administrative support for programssuch as the EFB, Golden Age Nutrition, WIC and Summer Lunch.

1978  EFB establishes a warehouse including offices and coolers onErrington Road in Watsonville; Sam hires Willy Elliott-McCrea

as a driver and Sam Storey as corporate counsel.

1979  

The National Second Harvest Network is established; the EFB isone of the 13 founding board members. FNS's senior mealsprogram continues as Golden Age Nutrition in Santa Cruz and

Jovenes de Antano in San Benito.

1980   EFB moves to a packing shed in Watsonville (adjacent to MonaLisa Café)

1981 Severe Winterflooding

Despite flooding, deliveries were not missed. EFB, Salud parla Bente and WIC move to a large warehouse on Main Street in

Watsonville across from the new Grocery Outlet.1982

1983   Sam Karp asks Willy Elliott-McCrea to assume responsibilityfor the EFB.

1984    1985    

1986   EFB moves to what becomes Second Harvest's current location inWatsonville.

1987   Sam Karp leaves Food and Nutrition Services and Bob Garciabecomes CEO.

1988   The EFB establishes an advisory board led by Susan Olson3 and

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it becomes the Second Harvest Food Bank.

1989 7.1 Loma Prietaearthquake

Despite the devastating Loma Prieta Earthquake, the SecondHarvest Food Bank served then-record numbers of people (Fourmillion lbs. of food distributed) in relief effort; and Meals

on Wheels did not miss deliveries, not withstanding acollapsed kitchen ceiling and no electricity.

1990   Jovenes de Antano leaves FNS to run operate Senior Servicesfor San Benito County.

7) Volunteer Timeline

7) Volunteer Timeline continued

1992    

1993

Second Harvestbecomes

independent

Second Harvest Food bankbecomes a separate

independent non-profitorganization; founding

President is Lynn Pielenz4.

 

1994

Green Giant foodprocessing plantclosure causing a

380 job loss

   

1995

The Pajaro Riverflooded

California Association ofFood Banks established; thefounding President is Will

Elliott-McCrea

 

1996

Norcal-Crosettifood processingplant closure

causing a 714 jobloss

Second Harvest distributes2.5 million pounds of foodto clients in its service

area

Golden Age Nutritionprogram becomes Meals on

Wheels Program

1997   1st Hunger Study under

Melody Culver

Meals on Wheels increasesvolunteer recruitmentefforts, diversifies

volunteer opportunities andtripled the number ofvolunteers delivering

meals.1998      

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1999     Sam Storey becomes CEO.

2000

Community Bridgesestablished

First business planestablished; developed bythe Strategic Planning Task

Force Chaired by OlofHellen

Food and Nutrition Serviceschanges its name toCommunity Bridges

2001

  2nd Hunger Study; projectsfood need of 10 millionpounds yearly by 2015

25 year anniversary; 300volunteers help serve ~1000

meals/day2002      

2003  

$4.3 million CapitalCampaign to purchase andrenovate the Watsonville

Warehouse

 

2004      

2005  

Capital campaign raisesmoney for the Watsonvillewarehouse purchase and

renovation

 

2006      

2007  

35 year anniversary; 5.8million lbs. of food

distributed; six programsoffered

 

2008  

Demand for Second Harvestassistance breaks allprevious records as aresult of the economic

downturn

 

2009      

2010      

2011     35th anniversary; over 8

million meals served

Volunteer Timeline Notes

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Note 1: Food and Nutrition Services was originally a program of the Visiting Nurses Association (VNA). VNA is Santa Cruz County's original home health care agency. VNA Santa Cruz was first established to serve Santa Cruz County in 1946 by Nan Dorsey, a resident of Santa Cruz and Executive Director of the local Red Cross during the 1940's. While vacationing on the east coast, Nan discovered VNA and brought the concept back to Santa Cruz. Seed money for the organization came from an organization called the Community Chest, which would later be known as United Way. Initially, the focus of VNA was on child health care and educating homemakers about managing the health of their families. VNA also filled the role of Public Health Nurse and provided a mobile meals program and homemaker services. VNA was considered so important to the community that regular program updates were reported on the front page of the local newspaper. Staffing for VNA Santa Cruz began with one Registered Nurse, Betty Conway. Shewas on-call 24 hours a day, working solo for three years. (http://www.santacruzvna.org/about/history/about_us_history.html)

Note 2: Sam Karp is vice president of programs at the California HealthCare Foundation. He is responsible for leading the programmatic and grant making activities of the Foundation's priority areas: Innovations for the Underserved, Better Chronic Disease Care, Market and Policy Monitor, and Health Reform and Public Programs Initiative. Prior to joining CHCF, Karp served as the founder and chief executive officer of HandsNet, Inc., a national nonprofit technology intermediary. He previously directed a large community health and nutrition organization in Santa Cruz, California, where he pioneered the development of integrated service delivery systems for low-income children, families, andthe elderly. (http://www.chcf.org/about/staff/sam-karp#ixzz1JSLvuN9J)

Note 3: Sister Susan Olson is currently the Executive Director of the Pajaro Valley Shelter

Note 4: Lynn Pielenz is currently at the Freedom Women's Center asChaplain, Educational Coordinator and teacher

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8) Al Diludovico

March 20, 2007

Al DiLudovico: S.C. activist changed face of cityJondi GumzSentinel staff writer

SANTA CRUZ — When Al DiLudovico came to California as a management consultant in the early 1960s, he had a job in mental health waiting for him at Lawrence Livermore National Laboratory. But his wife-to-be, Patti, a blonde folksinger he met in Wichita, introduced him to folk-singing lefties, and he couldn't get a security clearance.

"We were broke, with no jobs, and we ended up in Santa Cruz," she recalled.

DiLudovico spent the rest of his life here, creating a string of community institutions that continue his legacy of caring about people. He died of lymphoma March 10 in Santa Cruz. He was 78.

When the DiLudovicos arrived in Santa Cruz, they rented a bungalow a half-block from the beach for $65 a month, then got involved in the newly opened University of California campus. Patti worked in the makeshift campus library, while Al, though not officially on the payroll, was a facilitator for the first class of 650 students, who lived in trailers. At Christmas, he played the role of Santa Cruz, showing up on a Harley-Davidson motorcycle, wearing a red Peruvian cape, and a pointy Russian hat. He cut quite an elfish figure with his sunglasses, mustache and bushy beard, a pipe in his mouth, his wife recalled.

At the urging of campus administrator Byron Stookey, the DiLudovicos and other community members opened a coffeehouse and delicatessen in 1966 in the old St. George Hotel on Pacific

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Avenue. They sold shares in the Consumers Co-op to faculty members and townspeople to underwrite the place, known as The Catalyst, a name selected by Patti.

"You just wandered in and stayed," she recalled.

A gathering place for new arrivals as well as locals, the Catalyst featured 10 ounce mugs of coffee priced at 25 cents, bagels with cream cheese, pastrami, and Danish beer.

There were chess games, art shows and happy hour on Friday.

Morton Marcus and Al Young would read poetry. Sometimes folk groups would play or a band would perform featuring county District Attorney Peter Chang on trumpet. Eric "Big Daddy" Nord, first operator of the infamous psychedelic Barn in ScottsValley, would drop in. Writer James Baldwin came by. So did writer Henry Miller. "It was a new-fangled idea for Santa Cruz," recalled longtime Santa Cruz columnist Lee Quarnstrom, who hung out there and discovered other writers who lived in town. "It was one of the few places that courted that hip/hippie crowd"

While DiLudovico was a big-hearted man, he sometimes had to deal with visitors who were a little too rowdy.

"He kicked me out," recalled Capitola historian Carolyn Swift, then a Cabrillo freshman, explaining that her friends put incense in her hair and set it alight, then sang happy birthdayto her. "I guess he got agitated"

The co-op became unprofitable and by 1970 was sold. The coffeehouse morphed into a nightclub, and DiLudovico moved ontoanother phase of community involvement, working for the Community Action Board.

He founded Food and Nutrition Services [now known as Community Bridges], a tri-county meals program for seniors, the Meals on Wheels service for shut-ins, a breakfast program for needy children, and senior transportation services.

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When federal revenue-sharing money became available for county use, a debate ensued over whether to earmark those funds for capital improvements or human services.

Then-county Supervisor Gary Patton recalls DiLudovico at the podium, looking fierce, "a red bandanna around his head, with grizzled gray hair and a large and somewhat unruly beard," and calling on local government to do more for those in need.

"Al came out of the tradition of political confrontation, always arguing and advocating for the poor, and for those who need help from the community," Patton said. "But he wasn't justa fierce advocate, he was a famously reliable friend, and he could be gentle as well as gruff. Al and Sam Karp [of Food and Nutrition Services] helped make Santa Cruz County, and all the cities in the county, more responsive and responsible"

When a developer proposed building 10,000 homes at Wilder Ranch, the DiLudovicos put up a fight.

"We hired an Alinsky organizer," his wife recalled. "She had anaction every week"

The fight ended with the state buying the property and turning it into a park.

DiLudovico's final community role involved creating more housing options for the elderly, people with mental illness andthose with developmental disabilities. As executive director for Housing for Independent People, he was instrumental in preserving a dozen single-room occupancy hotels, including the Resetar in Watsonville, as places to live.

"He was a real visionary, never giving up his caring for the community," his wife said. "I'm pretty proud of him"

Contact Jondi Gumz at jgumz@santacruzsentinel.com.

Al DiLudovico

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BORN: Aug. 12, 1928, in Detroit.

DIED: March 10, 2007, in Santa Cruz.

HOME: Santa Cruz.

OCCUPATION: Management consultant for Rockefeller Enterprises, Boeing Airplane Co., Cape Canaveral Space Facility, Curtiss Wright Co., Cessna Aircraft and Beech Airplane Co.; director ofrehabilitation for Bay Area agency serving the handicapped; community activist and advocate.

EDUCATION: Wayne State University, specializing in industrial psychology.

COMMUNITY INVOLVEMENT: Co-founder of the original Catalyst coffeehouse; founder of county Food and Nutrition Services and the local Meals on Wheels; co-founder of Santa Cruz Community Credit Union; chaired Operation Wilder to stop development on the North Coast, resulting in Wilder Ranch State Park; executive director of Housing for Independent People.

SURVIVORS: Wife of 44 years. Patti Payne McLaughlin DiLudovico of Santa Cruz; brother Chester Ludos of Jackson, Mich.; nephewsJim, Phil and Terry.

CONTRIBUTIONS: Hospice Caring Project of Santa Cruz County, 940Disc Drive, Scotts Valley, CA 95066; the SPCA; or a favorite community program.

SERVICES: To be announced.

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110

9) Analysis Flow Diagram

Multiple Case Design with Three EmbeddedUnits of Analysis

Meals on Wheels Case Study

Fund Raising

Com m unication

Volunteer Prom otion

Second Harvest Case Study

Volunteer Prom otion

Fund Raising

Com m unication

Social Capital Analysis: Social Capital

Characteristics Matrix Proposition Evaluation

ComparisonAnalysis for

Second Harvest

ComparisonAnalysis for

Meals on Wheels

Case Study Comparison

Fund RaisingComparison

VolunteerPromotionComparison

Communication Comparison

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10) Lisa Berkowitz’s general thoughts

I offered a chance to Meals on Wheels and Second Harvest to review the thesis and the timeline for factual content and any added comments before I made the final submission to my advisor. Both MW & SH reviewed the timeline and submitted new information. MW did the same for the thesis, which follows:

Jacques,

I wanted to share some general thoughts.

MOW has a very specific mission to provide quality nutrition to seniors and important social contact. The goals to be accomplished as a result have a very singular focus.

The regulations regarding meal content are very specific and need to be in compliance with state and federal guidelines making the purchase of food an expensive part of senior meal program operations. In addition sanitation guidelines need to be strictlyfollowed which specify the food that can be donated, the facilities that are needed for preparing and serving the meals and staff and volunteer training needed for food preparation and delivery. Very few senior meal programs in California do not accept government money even though as discussed above following all of the regulations are avery significant challenge to running a meal program. Yet, supporting the delivery of millions of meals with reliance alone on the local communities would be very difficult. For instance in order to rely on community support for 80% of my next year’s budget the program would need to raise over 1.2 million dollars. In addition to this being a very significant task to accomplish in a community the size of Santa Cruz the competition for the dollar is very tough with all our very successful non-profits.

MOW being a single program within a larger agency issues such as policy development, depth of engagement with the community, organizational development and agency expansion have to be made by considering both the impacts and needs of MOW, all seven other programs, the agency as a whole and the administrations capability to provide oversight for each of those facets of development.

A review of the seven other programs would yield a much more complete picture as to the amount of local support that is generated and received by all eight CB programs.

Meals on Wheels does have a small contract with the county to provide HIV/AIDS meals and TB isolation meals but generally we refer to our services as for

older adults 60+ and non-senior disabled adults.

Corrections to content and additional information (note that the page number and paragraph numbers refer to an earlier version of the thesis):

Page 16. History of Meals on Wheels

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Meals on Wheels was started as part of the “Emergency Food” program under the direction of Community Action Board through efforts led by community activist Al Diludovico.. Alarmed at the findings of Project Scout, that due to a lack of money, local seniors were eating pet food, Al saw the need to develop a independent agency that would address the nutritional needs of seniors and other vulnerable members of the

community. Al became the first Executive Director of Food & Nutrition Services (now known as Community Bridges). The Golden Age Nutrition Program (now known as Meals on Wheels for Santa Cruz County.) served it’s first congregate meal in 1976 and Food and Nutrition Services became a separate non-profit agency providing administrative support for several programs such as the Food Bank, Golden Age Nutrition Program, WIC and Summer Lunch. that focused on improving the nutritional status of community members.

Page 17 Paragraph 2

Community Bridges Meals on Wheels contracts with the local Area Agency on Aging (AAA) to provide nutritional services for older adults age 60+. The local AAA is the state mandated agency that provides oversight for all funding for senior services from

both state and federal Older Americans Act funding. The need to request a donation

is a requirement of the program. Community Bridges has a Director of Philanthropy,

this position is part of the administrative support team, that provides fund development

assistance to all eight of Community Bridges programs. The support that department provides covers a full range of fund development activities.

CB is ultimately responsible for assuring that the services (units of meals delivered)

that MOW has contracted to provide to the AAA and local jurisdictions are met and providing administrative support. (CB is not responsible for providing the funding forMOW)

We know that we need a special person that we can feel very confident about sending out to an isolated senior’s home. As a result we have focused at lot of our efforts over the years on how to nurture our volunteer base. As a result we have a very dedicated group

of volunteers for our home delivered meal program. Many of our drivers have been with

us for more than 10 years our average drivers having contributed 5 years of service.

Our volunteer drivers come from very varied backgrounds from retired folks to moms with small kids all wanting to bring a special smile and a nutritious meal to a

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homebound elder. In addition we have worked to develop special relationships with manybusinesses and organizations to assist us in noon time deliveries. What we have doneto encourage participation is to deliver the route to the front desk of the business. The route created for delivery is close to the business ensuring employees will easilybe able to deliver during a lunch hour. Plantronics, Regional Transportation Commission, Century 21, Seagate, Bay School, Laurel Street Center, Darwin Street House, 911 Networks and Capitola Mall Management are our current businesses. We actually will be sorry to see Seagate leave the community as they were our first business partner coming on board 14 years ago. Our dedicated volunteer drivers save the program approximately $60,000 a year in delivery costs. That translates to enough money to buy the food to prepare 25,000 meals that meet California Department of Agingmeal requirements.

The volunteers for our dining sites usually come from the community of diners but outside groups such as school and scouts will often come to assist at the sites. We would not be able to serve a meal to the table for seniors without the assistance of our volunteers. Congregate dining site volunteers provided over 8,000 hours of volunteer time.

Page 18 Paragraph 1

Currently the registering, training and nurturing of our volunteers is done by our

Meals Operations Manager in charge of dispatch operations. For a brief period of

time we were able to budget for a volunteer coordinator.

Page 19 Paragraph 1

On some routes a paid staff will deliver meals to a distribution site where volunteers

and other paid staff will turn deliver those meals to the participants.

Page 20 Paragraph 2

The position of Director of Communication is new to CB although the tasks related

to the work of that position were certainly being accomplished via other positions

in the agency. The work of grant development and writing was previously being done

by Fund Development is now being accomplished under the direction of the Director

of Communication. The Fund Development department is now the Department of Philanthropy and as mentioned earlier coordinates with Program Directors all aspects

of program fund development efforts.

All of MOW’s informational items such as brochures, menus and educational information

is distributed in both English and Spanish. CB’s Spanish language site is under construction.

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Page 22 Paragraph 1 and Page 27 Paragraph 1

As I noted earlier MOW does put in a great deal of effort to maintain our dedicated driver base. The type of volunteer we need to maintain for our home delivered meal program means we should do all we can do to keep those long term volunteers satisfied with their

volunteer work. Most of our network partners are very much motivated by wanting to help provide meals for homebound seniors. In most cases our corporate volunteers are individuals who have asked permission of the corporation to participate on their own during a lunch hour to help deliver. We accommodate the individual and shorten their

time commitment by delivering to the business and creating the route close to the business helping busy people who still want to help out seniors in their community. When we say thanks for those efforts , that thank you is going out to the individual volunteers. The individuals at businesses and the schools listed above account for 9 deliveries. Most of those individuals and businesses are typically helping out 1 to 3times per week. We have anywhere from 32 to 36 routes being delivered on a daily basis

so, many more of our volunteers are community members who want to make a

difference. Yes, those wanting to drive rather than help out at a dining site must

drive but we do have volunteers who drive our vehicles and do provide mileage

reimbursement for those wishing to claim mileage. The number of hours our

volunteer dirvers donate is approximately 5000 per year and that has been holding steady for approximately 10 years.

Page 23 Paragraph 2

For informational purposes- Second Harvest Food Bank (formerly the Santa Cruz Food

Bank was a program of Community Bridges (formerly Food and Nutrition Services)

for the first 17 years of it’s operations. So, a lot of the development of SH took place as you mentioned after the earthquake when it was still part of Food and Nutrition Services.

Page 27 Paragraph 2

For informational purposes-An interesting side note. During the flood of the eighties.

in part because at that time MOW and SH were programs of the same organization.

senior teams were set-up at the dining center at Live Oak to help pack the emergency

bags for the folks in the SLV. The food and emergency supplies provided by the Food

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Bank and the help and coordination provided by MOW.

Our capability to have adequate funding to prepare, serve and deliver the contracted meals certainly has been challenged at other times during our 35 year

history but for the most part we have been able to keep up with our needs to raise fund and bring in new volunteers. We have done this by always looking at how we do business and making the needed changes to keep providing nutritious meals, the core mission of our program. The exception to this is the severity of the cuts in county funding we have experienced over the past two years. We are fortunate to have the money from past year’s successful efforts at raising funds and prior year’s savings

to rely on to use this year to implement changes at how we do business and to explore

new possibilities.

Page 27 Paragraph 3

As I noted in comments on page 22 mostly all of our network partners are motivated

by their desire to do good for their community and really value the opportunity to assist

seniors in their quest to stay in their homes and be independent. This is passion forour mission is a very much shared sentiment among our volunteers and you would be verywelcome to come an interview several of our volunteers. Just let me know if your would

find this helpful . Very few students actually fulfill graduation requirements with us

by doing something we have to depend on our long term volunteers to do like delivering

meals. This is because by the time we have them trained the time they are required to do is complete.

Closing thoughts

Perhaps, we really didn’t spend enough time talking about some of the specifics related to our volunteers and I hope some of the information I have included has helped to clarify

certain points. There are three clips on the MOW page on the CB website that all relate to volunteering. Else Rowe’s audio clip about volunteering, a tribute to Dale O’Rourke

a volunteer who was a dedicated volunteer for many years and in addition to his weeklydonation of time make frequent significant donations of stock and has left part of hisestate to MOW when he passed away in December of 2010, lastly a video clip about the

program in which an interview is done with long-time volunteer Gail Lewis. Myself andanother staff member had taken Gail to lunch in early November of 2009 to celebrate

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her 25th year of volunteering for MOW. She was diagnosed very soon after that with cancer and passed away in January 2010.

I would really like the opportunity to speak with you early next week after you have had a chance to review the contents of this e-mail.

Thank you,

Lisa

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11) Agency Comparison Matrix

Fund Raising VolunteerPromotion Communication

Mealson

Wheels

Largedependence onGovernment

support and afew largedonors

Web appeal,but noapparent

active programto recruit;training isavailable forthe drivers;

olderdedicatedgroup; 300volunteers

CommunityBridges

provides aDirector of

Communications,but the effortis dilutedamongst CB'snine other

programs; basicweb presence

SecondHarves

t

The donorbase is large

and itsupports 88%

of thebudget; SH

has a CapitalCampaign

Director andleverages its

campaignprogram withAgency FoodDistribution

partners

SH has aDirector ofEducation andOutreach and

the support ofthree mangersto supportoutreach to

the community;the web

details amultitude ofvolunteer

activities andtraining to

supportvolunteers;

3,200volunteers

SH has aDevelopmentDirector

supported by amanager for

events and PR;this effort isjointly managedwith the Ed &

OutreachDirector;

current infovia blogs and asophisticatedweb presence

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12) Social Capital Comparison Matrix

SocialCapital

Characteristics

Networks &Collaboration

Trust (reciprocal,enforceable, longterm, durable,

organization/individuals, respectful of

culture)

Bridging, Bonding& linking (ties,connectivity,

power)

Meals onWheels

Collaborates withcommunity

organizations toraise funds andprovide services.Networks withsocial serviceproviders.

High level ofcommunity recognition

and trust.Significant

sensitivity tovulnerable

individuals of anyrace. Donation

appeals are dropping,which is causingorganizationalshrinkage.

Bonding withinorganization(small org)including

volunteers, weakbridging withcommunity

organizations,strong linkingwith socialnetwork

organizations andgovernment funding

agencies.

SecondHarvest

Collaborates withcommunity

organizations toraise funds andprovide services.Networks with food

producers,distributors and

educators

High level ofcommunity recognition

and trust.Significant

sensitivity tovulnerable

individuals of anyrace. The communityresponds in ever

increasing amounts todonation appeals

Bonding withinorganization(large org)including

volunteers, strongbridging withcommunity

organizations,strong linkingwith socialnetwork

organizations andgovernment funding

agencies.