Chicago, IL
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)The Global FoodBanking Network, founded in 2006, is a mid-sized nonprofit in the International Affairs sector that reported $13.1M in total revenue in fiscal year 2024. Revenue decreased 9% compared to the prior year. Expenses of $16.8M exceeded revenue, resulting in a 29% operating deficit.
To nourish the world's hungry through uniting and advancing food banks.
TECHNICAL ASSISTANCE AND CAPACITY BUILDING: GFN provides capability-building services through subject matter experts, peer-to-peer knowledge sharing and partner engagement and aligns these knowledge...
TECHNICAL ASSISTANCE AND CAPACITY BUILDING: GFN provides capability-building services through subject matter experts, peer-to-peer knowledge sharing and partner engagement and aligns these knowledge services with catalytic financing, with an aim of accelerating food bank social and environmental impact and effectiveness. The focus for knowledge services is determined through organizational assessment, and food banking members pursue a multiyear plan to increase organizational effectiveness in targeted ways. GFN provided knowledge resources through a variety of pathways in FY2025, including: Re-starting the rigorous, standards-based Certification Process; one-to-one advisory services conducted virtually and in person; training and experience-sharing at a regional meeting held in Accra, Ghana; subject-focused webinars; and Fellowship Exchanges among food banks. Common areas for capability building include food safety, logistics and supply chain efficiencies, product sourcing, nonprofit fundraising, governance, and data collection and decision-making. GFN PROVIDES SERVICES TO ALL NETWORK MEMBERS BUT OFFERS CONCENTRATED SUPPORT IN MARKETS THAT ARE DISPROPORTIONATELY AFFECTED BY HUNGER AND ENVIRONMENTAL CHALLENGES. Across the network in FY2025, nine of the 10 food banks that had the largest increases in people served year-over-year came from emerging and developing markets.
ACCELERATOR: GFN's Food Bank Accelerator program empowers new food banks to learn from other food banks, expand services and establish credibility through a cohort approach over three years. The...
ACCELERATOR: GFN's Food Bank Accelerator program empowers new food banks to learn from other food banks, expand services and establish credibility through a cohort approach over three years. The program provides technical and financial support, mentoring, peer-to-peer connections and Fellowship Exchanges, and partnership opportunities that might otherwise be unavailable to partners establishing operations in areas where the food banking model is relatively unknown. Currently, the Accelerator supports two cohorts. The newest cohort consists of three food banks in Southeast Asia (Indonesia, Malaysia and the Philippines) and five food banks in Africa (Cote D'Ivoire, Democratic Republic of Congo, Ethiopia, Madagascar and Mauritius). Together, that cohort increased the number of people reached by 20% in 2024.
MOBILIZING FOOD SYSTEM ACTION: Food banking organizations make a marked difference in the lives of millions of people and strengthen community and national resilience. They are also agents for change...
MOBILIZING FOOD SYSTEM ACTION: Food banking organizations make a marked difference in the lives of millions of people and strengthen community and national resilience. They are also agents for change in transforming food systems. In FY2025, GFN united its network to increase understanding about the importance of connecting food surplus with those facing hunger through targeted engagements to food systems players and national governments. GFN continued its partnership with the Harvard Law School's Food Law and Policy Clinic on The Global Food Donation Policy Atlas to better understand national legal frameworks to discourage food loss and waste and encourage food redistribution. In FY2025, the Atlas promoted and encouraged improved food donation legislation in Brazil, Ecuador, France, Mexico, Peru, Singapore, South Korea and Vietnam.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $13,075,039 | $14,429,565 | -0.1% |
| Expenses | $16,808,508 | $17,566,824 | 0.0% |
| Net Income | $-3,733,469 | $-3,137,259 | +0.2% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| Carol Criner | Chairman (partial year) | 1.5 |
Officer
Director
|
$0 | $0 | $0 |
| Kumiko Watanabe | Vice Chairman | 1.0 |
Officer
Director
|
$0 | $0 | $0 |
| Sachin Gupta | Chairman | 1.5 |
Officer
Director
|
$0 | $0 | $0 |
| Brian Greene | Director (partial year) | 1.0 |
Director
|
$0 | $0 | $0 |
| Carol Bellamy | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Christine Sheehan | Director (partial year) | 0.5 |
Director
|
$0 | $0 | $0 |
| Dr Wanjiru Kamau-Rutenberg | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Fatma Samoura | Director (partial year) | 1.0 |
Director
|
$0 | $0 | $0 |
| Gonzalo Munoz | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Jacques Vandenschrik | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| JOSEPH GITLER | Director (partial year) | 1.0 |
Director
|
$0 | $0 | $0 |
| Juan Jose Freijo | Director | 0.5 |
Director
|
$0 | $0 | $0 |
| Julie Yurko | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Keith Willliams | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Linda Nageotte | Director | 0.5 |
Director
|
$0 | $0 | $0 |
| Martin Burt | Director | 0.5 |
Director
|
$0 | $0 | $0 |
| Melissa Ho | Director | 0.5 |
Director
|
$0 | $0 | $0 |
| Mildred Nadah Pita | Director | 0.5 |
Director
|
$0 | $0 | $0 |
| Paul Henrys | Director (partial year) | 1.0 |
Director
|
$0 | $0 | $0 |
| Shenggen Fan | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Tom Arnold | Director | 1.0 |
Director
|
$0 | $0 | $0 |
| Douglas L O'Brien | Vice President, Programs, Asst. Secretary (until December 2024) | 40.0 |
Officer
|
$218,208 | $27,271 | $245,479 |
| Lisa J Moon | President and CEO | 40.0 |
Officer
|
$443,832 | $7,707 | $451,539 |
| Michael Oko | VP, Communications & Marketing | 40.0 |
Officer
|
$216,817 | $34,557 | $251,374 |
| Vanessa Gutierrez | Chief Financial Officer, Treasurer | 40.0 |
Officer
|
$159,755 | $17,329 | $177,084 |
| Vicki Clarke | Vice President, Development, Secretary | 40.0 |
Officer
|
$222,637 | $13,596 | $236,233 |
| Anthony Kitchen | Field and Knowledge Services Senior Director | 40.0 |
Highest
|
$153,286 | $15,691 | $168,977 |
| Christopher Rebstock | Canada, Europe, and South Asia Program Director | 40.0 |
Highest
|
$172,745 | $17,516 | $190,261 |
| Jennifer Wright | Communications Senior Director | 40.0 |
Highest
|
$150,253 | $30,646 | $180,899 |
| Matthew Eckford | Multi-Stakeholder Partnerships Senior Director | 40.0 |
Highest
|
$142,524 | $17,526 | $160,050 |
| Shamir Shahi | Chief of Staff | 40.0 |
Highest
|
$164,068 | $8,805 | $172,873 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $13,075,039 | $16,808,508 | $10,680,349 | $-3,733,469 |
| 2024 | $14,429,565 | $17,566,824 | $14,293,051 | $-3,137,259 |
| 2023 | $16,054,696 | $17,513,684 | $17,541,942 | $-1,458,988 |
| 2022 | $16,426,499 | $17,511,997 | $18,753,140 | $-1,085,498 |
| 2021 | $23,199,464 | $14,758,381 | $20,071,984 | $8,441,083 |
| 2020 | $22,010,541 | $16,981,576 | $11,234,477 | $5,028,965 |
| 2019 | $4,910,308 | $5,936,403 | $5,814,213 | $-1,026,095 |
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