Report on Regional Food Security Challenges and Alignment with Sustainable Development Goals

A Case Study of Second Harvest Food Bank of Northwest Pennsylvania

This report details the escalating operational challenges faced by the Second Harvest Food Bank of Northwest Pennsylvania. The organization is contending with a significant increase in demand for food assistance amid severe reductions in federal funding. This situation directly impacts the region’s progress toward several key United Nations Sustainable Development Goals (SDGs), most notably SDG 2 (Zero Hunger).

Analysis of the Crisis: A Direct Threat to SDG 2 (Zero Hunger)

The core mission of Second Harvest—to provide food to those in need—is fundamentally aligned with SDG 2, which aims to end hunger, achieve food security, and improve nutrition. Current circumstances present a substantial threat to this goal.

Key Contributing Factors

• Increased Demand: The number of households served by the food bank’s 384 pantries and meal programs across 11 counties has risen by 40% over the past two years. This surge is largely attributed to a 22-25% increase in consumer food prices, reducing the purchasing power of low-income families.
• Decreased Funding: Federal spending cuts have critically diminished the organization’s capacity. These reductions include:
  • The complete elimination of the Local Food Purchase Assistance (LFPA) Program, which previously constituted 17% of Second Harvest’s food-buying budget.
  • Reductions in the Commodity Supplemental Food Program (CSFP).
  • Cuts to the Supplemental Nutrition Assistance Program (SNAP), which are projected to result in a regional deficit equivalent to 21 million meals annually.

The combined effect of these factors means Second Harvest would need to nearly triple its annual output of 10.4 million meals to fill the projected gap, a challenge described by CEO Greg Hall as going “off that funding cliff.”

Implications for Broader Sustainable Development Goals

The food security crisis extends beyond hunger, affecting other interconnected SDGs.

SDG 1 (No Poverty) and SDG 10 (Reduced Inequalities)

The crisis disproportionately affects vulnerable populations, undermining efforts to achieve SDG 1 and SDG 10. A significant portion of individuals seeking assistance are from demographics susceptible to economic shocks:

• 65% of recipients are from working households, highlighting the issue of in-work poverty.
• Other recipients include seniors on fixed incomes and veterans, groups often facing unique economic and social barriers.

By providing a critical safety net, the food bank helps mitigate poverty and reduce the inequalities faced by these community members.

Strategic Response and the Role of SDG 17 (Partnerships for the Goals)

Addressing this multifaceted challenge requires a robust, collaborative approach, reflecting the principles of SDG 17 (Partnerships for the Goals). Second Harvest is actively pursuing a multi-stakeholder strategy to build resilience and secure necessary resources.

Planned Mitigation Strategies

1. Diversifying Procurement: The organization is exploring changes to its food-buying strategies, such as prioritizing frozen foods over fresh produce in some cases to maximize its budget.
2. Strengthening Local Partnerships: Second Harvest plans to enhance collaboration with corporate partners, local government agencies, and regional farmers to create new, sustainable food sources.
3. Community Mobilization: Public fundraising is a cornerstone of the response. The organization is appealing for donations through the Erie Gives Day on August 12, an initiative sponsored by the Erie Community Foundation. Last year, this event generated approximately $234,000 for the food bank.

CEO Greg Hall emphasizes that while public donations cannot single-handedly close the funding gap, they are a vital component of a community-wide effort to ensure that “your neighbors,” including veterans and seniors, do not go hungry. Supporting such initiatives is a direct investment in local community well-being and the achievement of global development goals.

SDGs Addressed in the Article

• SDG 2: Zero Hunger

  This is the most prominent SDG in the article. The entire text focuses on the challenges faced by the Second Harvest Food Bank in providing food to those in need. It highlights issues of food insecurity driven by rising demand and decreased funding. The article explicitly mentions the organization’s mission to “provide food to people who need it” and the struggle to provide millions of meals annually.

• SDG 1: No Poverty

  The article connects the need for food assistance directly to economic hardship. It states that rising food costs mean families “can’t buy as much” and that “a full 65% are working,” indicating in-work poverty. The text also identifies vulnerable groups like “the senior who can’t seem to make ends meet,” linking poverty and age-related vulnerability to food insecurity.

• SDG 17: Partnerships for the Goals

  The article details how Second Harvest is responding to funding cuts by strengthening partnerships. It mentions seeking donations through “Erie Gives Day,” a community-wide event sponsored by the Erie Community Foundation. Furthermore, the CEO states, “We will approach our corporate partners and local government agencies… and we are trying to look at creative strategies to partner with local farmers.” This demonstrates a multi-stakeholder approach involving civil society, the private sector, and local government to address the food crisis.

Specific SDG Targets Identified

1. Target 2.1: End hunger and ensure access to food

   By 2030, end hunger and ensure access by all people, in particular the poor and people in vulnerable situations, to safe, nutritious and sufficient food all year round. The article directly addresses this target by describing the work of Second Harvest to serve households through its “384 food pantries and meal programs.” It also identifies vulnerable populations such as “the veteran who lives next door” and “the senior who can’t seem to make ends meet” who require access to sufficient food.

2. Target 1.3: Implement social protection systems

   Implement nationally appropriate social protection systems and measures for all, including floors, and by 2030 achieve substantial coverage of the poor and the vulnerable. The article discusses the critical role and subsequent reduction of key social protection programs. It explicitly names the “Supplemental Nutrition Assistance Program (SNAP),” the “Local Food Purchase Assistance Program,” and the “Commodity Supplemental Food Program.” The negative impact of cuts to these systems is a central theme, showing their importance in protecting the vulnerable.

3. Target 17.17: Encourage effective partnerships

   Encourage and promote effective public, public-private and civil society partnerships. The article provides clear examples of this target in action. Second Harvest, a civil society organization, is actively seeking financial support from the public via “Erie Gives Day,” planning to “approach our corporate partners and local government agencies,” and exploring partnerships with “local farmers.” This illustrates the strategy of building collaborations across different sectors to achieve a common goal.

Indicators Mentioned or Implied

• Indicator for Target 2.1 (Prevalence of food insecurity)

  The article provides several data points that act as proxies for measuring food insecurity and the demand for food aid. These include: “The number of households served… has increased by 40% over the past two years,” the “10.4 million meals Second Harvest provided last year,” and the projected need to cover “21 million lost meals a year” due to SNAP cuts.

• Indicator for Target 1.3 (Impact of social protection programs)

  The article implies an indicator related to the financial scope and impact of social protection programs. It quantifies the effect of funding cuts by stating that the “LFPA alone accounted for 17% of Second Harvest’s food-buying budget” and that cuts to SNAP “add up to the equivalent of 21 million lost meals a year in the region.” These figures measure the contribution of these programs to food security.

• Indicator for Target 17.17 (Financial contribution from partnerships)

  The article provides a specific financial figure that can be used as an indicator for measuring the value of civil society partnerships. It states that “Last year’s Erie Gives Day… generated about $224,000 in donations for Second Harvest, or about $234,000 after matching funds were added.” This quantifies the financial resources mobilized through such a partnership.

SDGs, Targets, and Indicators Analysis

Source: goerie.com