Good, clean and fair food for all

aka Slow Food USA   |   Brooklyn, NY   |
GuideStar Charity Check


EIN: 13-4100161


Slow Food USA unites the joy of food with the pursuit of justice. We cultivate nationwide programs and a network of local chapters, host educational events and advocacy campaigns, and build solidarity through partnerships. Together, we are dismantling oppressive food systems to achieve good, clean and fair food for all.

Ruling year info


Executive Director

Anna Mulè

Main address

9322 3rd Ave #402

Brooklyn, NY 11209 USA

Show more contact info



Subject area info


Environmental justice

Climate change


Information and communications

Show more subject areas

Population served info

Children and youth




NTEE code info

Alliance/Advocacy Organizations (K01)

Farmland Preservation (K25)

Alliance/Advocacy Organizations (W01)

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




Programs and results

What we aim to solve

SOURCE: Self-reported by organization

In the United States, the mainstream food and agricultural systems of today were built on land stolen from Native American, Alaska Native and Native Hawaiian communities and maintained by the labor of people stolen primarily from their homelands in West and Central Africa. This led to the creation of an extractive, capitalistic economy that still drives our current economies and foodways: - The privatization and commodification of natural resources, which has created mega food systems that are unsustainable, lifestyles that feel harried and unhealthy, and a planet that is left groaning under the pressure. - The prioritization of profit above all else, which has endangered The Commons, creating the most pressing environmental and social crises of today and threatening future generations of all life. - The industrialization and segmentation of our food system, which has disconnected people from one another and from our foodways.

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?

Ark of Taste

The Ark of Taste is a living catalog of delicious and distinctive foods facing extinction. By identifying and championing these foods, we keep them in production and on our plates.

Agricultural biodiversity and small–scale, family-based food production systems are in danger throughout the world due to industrialization, genetic erosion, changing consumption patterns, climate change, the abandonment of rural areas, migration, and conflict.

The Ark of Taste invites everybody to take action: In some cases, products need to be rediscovered and put back on the table, and producers need to be supported and to have their stories told; in others, such as the case of endangered wild species, it might be better to eat less or none of them in order to preserve them and favor their reproduction.

Population(s) Served

The Plant a Seed campaign invites school garden educators and individuals to bring biodiversity, flavor and history into their gardens. Each year, we put together a cast of endangered and biodiverse seeds that tell a story. The varieties in each kit come from a unique grower and landscape, and tell a story of plants and people. The Plant a Seed campaign opens a door to understand the importance of biodiversity and issues of food sovereignty through the cultivation and journey of seeds.

Population(s) Served
Children and youth

Slow Fish North America is a grassroots network of fish harvesters, fishmongers, distributors, retailers, chefs, researchers, educators, youth and advocates working to support local, values-based seafood systems. We work to promote local seafood supply chains that provide seafood that is good, clean and fair for all. Slow Fish North America counters industrialized food systems by supporting more direct, transparent seafood supply chains focused on independent fishermen working and selling their products locally. We want to treat our oceans and waterways as shared public resources, not privatized corporate investments.

Slow Fish North America hosts in-person and virtual events for fishers, chefs and activists to connect and dream the future of sustainable waterways.

Population(s) Served

The Slow Food USA Food and Farm Policy Community Action Team brings together diverse stakeholders from our network, and beyond, to advocate at every level of government for policies that will help forge the political, social, environmental, and economic links of a food chain that is good, clean and fair for all.

Slow Food USA's 2024 Policy Priorities are fighting for biological and environmental sustainability; advancing BIPOC rights in foodways; supporting nutritional welfare for all children; and securing the rights of family-scale farmers, ranchers, fishers and food producers.

Slow Food USA produces education to train its network about food policy, hosts campaigns to conduct outreach to elected officials, and connects with coalitions and partner organizations that are achieving positive change in food systems.

Population(s) Served

We have over 80 Slow Food USA chapters all across the country taking action to create a food system that works for them and their community. Some chapters emphasize education and school garden programs or supporting farmers markets and CSAs, while others focus on partnerships with community groups or fighting for good food policies. Each chapter has unique strengths and character that comes from local members.

The Slow Food USA staff provides extensive support to our thousands of chapter leaders through group and one-on-one trainings and consultation, administrative services, grantmaking and programming support.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of rallies/events/conferences/lectures held to further mission

This metric is no longer tracked.
Totals By Year
Related Program

Slow Food Chapter Network

Type of Metric

Output - describing our activities and reach

Direction of Success


Number of volunteers

This metric is no longer tracked.
Totals By Year
Related Program

Slow Food Chapter Network

Type of Metric

Input - describing resources we use

Direction of Success


Number of coalition members

This metric is no longer tracked.
Totals By Year
Related Program

Slow Food Chapter Network

Type of Metric

Other - describing something else

Direction of Success


Context Notes

Our membership is calculated based on the number of households conducting membership transactions in the calendar year.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

If we slow down and look closely, we can see that the future we desire is already beginning to take shape:
- Kitchens and dining room tables are spaces of engagement, enrichment, and empowerment
- Farms, gardens, and fisheries facilitate multigenerational learning
- Reflection, personal change and collective action reshape our relationships with each other and with food
- Gatherings and events bring people of all ages, races, abilities, genders, sexual orientations, ethnicities, socioeconomic and educational backgrounds together
Awareness campaigns bring food to the forefront of important social and environmental issues

As these shifts deepen and spread, a revolution for joy + justice radiates across the network.

We defend biological and cultural diversity by nurturing connections with each other and the land and waters that feed us. We raise awareness of the importance of biodiversity in food security, nutrition and well-being. We educate, inspire and mobilize the world around us to create a network of leaders who change minds and hearts through food. We honor and celebrate the depth and diversity of our foodways. We advance systemic change through policy advocacy and by building strategic partnerships with other networks, coalitions and organizations. We work to transfer power to historically and presently oppressed and highly impacted communities.

Slow Food USA has a 24-year-old track record of weaving food professionals, activists, and consumers to one another to build real solutions to the issues contributing to our fast-paced, bloated food systems.

Review our previous year's Annual Report for a glimpse at one year of impact:

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
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 identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

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

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, 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 demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time


Fiscal year: Jan 01 - Dec 31
Financial documents
2022 SFUSA 990 for 2022 2021 IRS 990 for 2021 2020 Slow Food USA IRS 990
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 0.54 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 2.7 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 19% 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 SLOW FOOD USA’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

* This organization changed its fiscal year accounting period in 2019. Please refer to its 2019 990s for more information.

Business model indicators

Profitability info 2017 2018 2019 * 2020 2022
Unrestricted surplus (deficit) before depreciation -$246,471 -$372,536 -$25,607 -$97,656 $148,104
As % of expenses -19.0% -32.4% -1.5% -13.4% 16.0%
Unrestricted surplus (deficit) after depreciation -$247,228 -$373,706 -$26,777 -$99,203 $147,307
As % of expenses -19.0% -32.4% -1.6% -13.6% 15.9%
Revenue composition info
Total revenue (unrestricted & restricted) $1,050,949 $778,301 $1,693,997 $629,430 $1,071,643
Total revenue, % change over prior year -10.3% -25.9% 117.7% -62.8% 0.0%
Program services revenue 3.7% 2.1% 1.2% 2.1% 6.1%
Membership dues 0.0% 0.0% 0.0% 26.9% 17.7%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 96.3% 97.9% 98.5% 70.9% 69.5%
Other revenue 0.0% 0.0% 0.3% 0.0% 6.7%
Expense composition info
Total expenses before depreciation $1,297,420 $1,150,836 $1,719,604 $727,086 $923,539
Total expenses, % change over prior year 14.5% -11.3% 49.4% -57.7% 0.0%
Personnel 32.3% 25.8% 15.3% 34.3% 34.1%
Professional fees 22.5% 21.6% 16.8% 20.0% 14.4%
Occupancy 5.5% 5.2% 1.9% 1.6% 0.1%
Interest 1.7% 2.6% 1.4% 1.4% 2.0%
Pass-through 0.0% 0.0% 0.0% 14.3% 28.7%
All other expenses 37.9% 44.8% 64.5% 28.4% 20.7%
Full cost components (estimated) info 2017 2018 2019 2020 2022
Total expenses (after depreciation) $1,298,177 $1,152,006 $1,720,774 $728,633 $924,336
One month of savings $108,118 $95,903 $143,300 $60,591 $76,962
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $979 $0 $0 $0 $1,484
Total full costs (estimated) $1,407,274 $1,247,909 $1,864,074 $789,224 $1,002,782

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2022
Months of cash 1.8 2.1 1.4 3.8 3.7
Months of cash and investments 1.8 2.1 1.4 3.8 3.7
Months of estimated liquid unrestricted net assets -3.3 -7.7 -5.3 -10.6 -2.3
Balance sheet composition info 2017 2018 2019 2020 2022
Cash $197,846 $204,737 $200,510 $231,472 $281,804
Investments $0 $0 $0 $0 $0
Receivables $0 $0 $0 $73,207 $42,940
Gross land, buildings, equipment (LBE) $5,851 $5,851 $5,851 $8,450 $9,933
Accumulated depreciation (as a % of LBE) 12.9% 32.9% 52.9% 62.6% 76.8%
Liabilities (as a % of assets) 252.4% 414.2% 437.5% 301.7% 150.6%
Unrestricted net assets -$356,734 -$730,440 -$757,217 -$641,696 -$178,316
Temporarily restricted net assets $10,797 $10,797 $10,797 N/A N/A
Permanently restricted net assets $0 $0 $0 N/A N/A
Total restricted net assets $10,797 $10,797 $10,797 $10,797 $10,797
Total net assets -$345,937 -$719,643 -$746,420 -$630,899 -$167,519

Key data checks

Key data checks info 2017 2018 2019 2020 2022
Material data errors No No No No No


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

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Executive Director

Anna Mulè

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 01/18/2024
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

Laura Luciano

Board co-chair

Bilal Sarwari

Ben Burkett

Kevin Mitchell

Paolo Di Croce

Shelu Patel

Taylor Pate

Caity Moseman Wadler

Jileen Russell

Josephine Baiamonte Capraro

Tiffany Nurrenbern

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 4/4/2022

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
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 04/04/2022

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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • 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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.
There are no contractors recorded for this organization.

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser