The Voice for Safe Food

aka STOP   |   Chicago, IL   |
GuideStar Charity Check


EIN: 45-2742509


As the voice of people affected by foodborne illness, we collaborate with partners in academia, the food industry, and government to prevent foodborne illness. We advocate for effective food safety policy and facilitate culture change to increase food safety.

Ruling year info


Chief Executive Officer

Ms. Mitzi D. Baum

Main address

4809 N Ravenswood Ave Suite 214

Chicago, IL 60640 USA

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Formerly known as

Safe Tables Our Priority



Subject area info

Health care quality

Public health

News and public information

Food safety

Human services

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Population served info

Children and youth


Women and girls

Men and boys


NTEE code info

Alliance/Advocacy Organizations (C01)

Alliance/Advocacy Organizations (G01)

Alliance/Advocacy Organizations (K01)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms


What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

The Alliance to Stop Foodborne Illness

The Alliance provides a framework for our food system to shift from disconnected to collaborative action. This principle is grounded in the common goals of many industry food safety leaders and consumer advocates to prevent illness through best practices, continuous improvement, and strong, positive corporate food safety cultures.

Population(s) Served

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Fiscal year: Jan 01 - Dec 31
Financial documents
2022 Stop Foodborne Illness Tax Returns 2021 Stop Foodborne Illness Auditor's Report
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 13.52 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 4.3 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 23% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of STOP FOODBORNE ILLNESS INC’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $27,051 -$448 $34,064 $37,306 -$70,326
As % of expenses 4.3% -0.1% 4.7% 5.6% -7.7%
Unrestricted surplus (deficit) after depreciation $24,353 -$977 $33,317 $36,534 -$72,254
As % of expenses 3.8% -0.1% 4.6% 5.5% -7.9%
Revenue composition info
Total revenue (unrestricted & restricted) $826,066 $822,032 $897,901 $962,783 $882,716
Total revenue, % change over prior year 30.7% -0.5% 9.2% 7.2% -8.3%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 0.0% 16.6% 0.0%
All other grants and contributions 100.0% 100.0% 100.0% 83.4% 100.0%
Other revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $632,133 $680,037 $720,063 $666,913 $912,724
Total expenses, % change over prior year 20.0% 7.6% 5.9% -7.4% 36.9%
Personnel 49.0% 45.3% 67.9% 71.5% 63.0%
Professional fees 10.6% 6.8% 8.0% 6.1% 9.3%
Occupancy 5.5% 4.1% 4.8% 4.1% 3.1%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 34.9% 43.8% 19.2% 18.3% 24.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $634,831 $680,566 $720,810 $667,685 $914,652
One month of savings $52,678 $56,670 $60,005 $55,576 $76,060
Debt principal payment $0 $0 $0 $82,383 $0
Fixed asset additions $0 $765 $1,464 $1,001 $4,484
Total full costs (estimated) $687,509 $738,001 $782,279 $806,645 $995,196

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 6.1 5.8 6.5 9.8 7.6
Months of cash and investments 6.1 5.8 6.5 9.8 7.6
Months of estimated liquid unrestricted net assets 2.7 2.5 2.9 3.7 1.8
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $323,218 $327,089 $392,765 $544,926 $579,441
Investments $0 $0 $0 $0 $0
Receivables $134,966 $226,215 $391,215 $441,215 $365,873
Gross land, buildings, equipment (LBE) $54,357 $55,123 $56,587 $57,588 $62,072
Accumulated depreciation (as a % of LBE) 98.6% 98.2% 96.9% 96.6% 92.7%
Liabilities (as a % of assets) 19.9% 9.9% 13.8% 1.8% 2.6%
Unrestricted net assets $141,278 $140,301 $173,618 $210,152 $137,898
Temporarily restricted net assets $240,007 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $240,007 $382,450 $526,224 $784,788 $825,106
Total net assets $381,285 $522,751 $699,842 $994,940 $963,004

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Chief Executive Officer

Ms. Mitzi D. Baum

Mitzi Baum joined the team at Stop Foodborne Illness (STOP) as the Chief Executive Officer in May 2019. Prior to STOP, Mitzi cultivated a 23-year career at Feeding America beginning as a network services representative rising to the senior level position of managing director of food safety. Mitzi holds a Master of Science in Food Safety and a certificate in Food Law from Michigan State University. She earned her Bachelor of Science degree from Bowling Green State University, Bowling Green, OH. She has earned certificates in Nonprofit Management from the University of Chicago, Quality Management from DePaul University and Food Safety Management from Cornell University. She is a certified seafood HACCP instructor and is a certified PCQI. Mitzi is a member of the International Association of Food Protection, the Conference for Food Protection and the Association of Food and Drug Officials.

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 12/15/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Mr. Ben Chapman

Agricultural & Human Sciences Department Head & Professor at NCSU

Term: 2021 - 2024

Board co-chair

Ms. Mary McGonigle-Martin

Constituent Advocate and High School Guidance Counselor

Term: 2021 - 2026

Robert Swenson

Ostrow Reisin Berk & Abrams, Ltd.

Lone Jespersen

Cultivate SA

Mary Heersink

Food Safety Advocate and Author

Craig Wilson

EVP, IEH Laboratories & Consulting

Gillian Kelleher

Kelleher Consultants, LLC

Patricia Griffin

Centers for Disease Control and Prevention (CDC)

Lisa Robinson


Roberta Wagner

International Dairy Foods Association

Joyce Williams

Hatch Consulting, LLC

Kiley Doherty

California Epidemiological Investigation Service Fellow

Michael Taylor (Emeritus)

Former Deputy Director of FDA

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 12/15/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Decline to state
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 12/15/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.