The James Beard Foundation Inc
Good Food for Good
The James Beard Foundation Inc
EIN: 13-2752108
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
James Beard Foundation Awards
The James Beard Awards, aka the James Beard Foundation Awards, are considered the food industry’s highest honor. Time magazine called them “the Oscars of the food world.” Through the Awards we promote good food for good™ by recognizing those who are making America’s food culture more delicious, diverse, and sustainable for everyone. Awards are given within six main categories: Restaurant and Chef, Book, Journalism, Broadcast, and Leadership. The mission of the James Beard Awards is to recognize exceptional talent and achievement in the culinary arts, hospitality, media, and broader food system, as well as a demonstrated commitment to racial and gender equity, community, sustainability, and a culture where all can thrive.
Culinary Scholarships
Established in 1991, the scholarship program assists aspiring and established culinary professionals who plan to further their education at a licensed or accredited culinary school or hospitality institution, college, or university. Since then, the program has not only grown in visibility and financial scope, but in the array of subjects its recipients have embraced. As of 2022, JBF will have awarded nearly $9 million in financial aid to over 2,000 recipients.
This year JBF will offer three basic types of Awards:
- Scholarships: Cash grants applied to tuition (and sometimes other school-related expenses)
- Tuition Waivers: Tuition waivers granted by educational institutions, which are renewable in some cases
- Work Study Grants: Grants for working culinary professionals under the auspices of the Jean-Louis Palladin Professional Work/Study program
International students may qualify for many, but not all, of our scholarships, and are encouraged to apply.
Legacy Network
The James Beard Foundation Legacy Network trains emerging leaders across the culinary industry and connects them with future generations of excellence. By developing and cultivating the capabilities among, and peer groups of, these influential professionals, Legacy advances the equitable, culturally relevant leadership required to strengthen the industry. Each protégé, under the guidance of Legacy advisors, becomes part of a powerful network that centers the professional growth of previously underserved communities. The Legacy Network ensures their career paths are diverse, equitable, and sustainable.
Legacy Network is open to all BIPOC, though, Black/African-Americans and Indigenous heritage persons are currently prioritized.
Chef Bootcamp for Policy and Change
Since 2012, Chef Bootcamp for Policy and Change has inspired and trained chefs around the country to mobilize in support of policy decisions that impact our food system. Hundreds of chef-advocates have successfully lobbied to provide nutritious school meals, protect SNAP recipients, support American fisheries, reduce food waste, and fight for safer, more regenerative food production across the United States.
The James Beard Foundation’s Chef Bootcamp for Policy and Change provides a unique opportunity for civically and politically minded chefs to become more effective leaders for industry and food-system change. During thematic retreats around the country, participants receive advocacy and media training while learning about important issues, policies, challenges, and opportunities facing the food system.
Smart Catch
The Smart Catch program provides training and support to chefs so they can serve seafood that is produced in sustainable ways. By becoming a Smart Catch Leader and earning the Smart Catch seal, chefs give consumers a simple way to identify and support restaurants that are working to protect our oceans.
Smart Catch is an educational program created by chefs for chefs with the purpose of increasing the sustainability of the seafood offered on menus. Chefs are uniquely positioned to create positive change in seafood supply chains and influence consumer behavior. While Smart Catch recognizes the best performers, the program emphasizes the importance of improvement in both the culinary space and in seafood supply chains. By connecting producers to chefs, Smart Catch aims to create positive change on the water and for all the people connected to it.
James Beard House Fellows
For decades, cooking at the James Beard House has been an aspiration for many chefs and has been considered a career milestone. In May of 2021, JBF launched the Beard House Fellows program presented by Capital One, which re-envisions the potential of this historic space into a hub of training and professional development for talented emerging chefs.
Each Fellow will have a ten-week residence at the Beard House and will receive training in:
- Financial and small business advice provided by Capital One
- Legal Advice
- Media training and personal branding development with publicist Valerie Wilson
- Wine knowledge with Tahiirah Habibi of Hue Society
- Social media training with the Talented Tenth Collective
- Food policy and advocacy training by the JBF Programs team
- Leadership assessment and training
- Develop a meal kit in collaboration with Great Performances which will be available to everyone across the country and conclude with a live virtual event at the James Beard House
Women's Leadership Programs
The James Beard Foundation’s Women’s Leadership Programs (WLP) aim to champion gender and racial equity by supporting women throughout the lifecycle of their careers. We look to address the root causes and challenges women face in their professional advancement. We do so in partnership and in collaboration with other women-led organizations.
We are committed to providing the tools, resources, and networks to the community to ensure that there are more women-owned businesses and more women in leadership across the industry. We do so through programming within the pillars of finance, community and network, education and training, and wellness at work. This includes the Women's Entrepreneurial Leadership program, partnerships with Cornell University, mentorship, scholarships, and more.
Where we work
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 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 share the feedback we received with the people we serve
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.89
Months of cash in 2023 info
2.3
Fringe rate in 2023 info
22%
Funding sources info
Assets & liabilities info
Financial data
The James Beard Foundation Inc
Balance sheetFiscal Year: Apr 01 - Mar 31
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: Apr 01 - Mar 31
This snapshot of The James Beard Foundation 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.
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Business model indicators
Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $404,908 | $568,204 | $1,785,564 | $1,197,989 | -$2,097,619 |
As % of expenses | 3.0% | 3.3% | 13.7% | 8.3% | -11.9% |
Unrestricted surplus (deficit) after depreciation | $233,729 | $363,747 | $1,511,661 | $889,575 | -$2,408,602 |
As % of expenses | 1.7% | 2.1% | 11.3% | 6.0% | -13.4% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $15,027,594 | $18,186,794 | $14,380,347 | $15,141,419 | $18,041,842 |
Total revenue, % change over prior year | 13.5% | 21.0% | -20.9% | 5.3% | 19.2% |
Program services revenue | 64.0% | 71.3% | 59.0% | 66.1% | 64.2% |
Membership dues | 3.5% | 2.4% | 1.8% | 0.9% | 1.2% |
Investment income | 0.2% | 0.3% | 0.2% | 0.1% | 0.3% |
Government grants | 0.0% | 0.0% | 7.6% | 8.4% | 0.0% |
All other grants and contributions | 31.4% | 24.8% | 30.5% | 23.6% | 33.6% |
Other revenue | 0.9% | 1.2% | 0.8% | 0.9% | 0.6% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $13,594,448 | $17,395,653 | $13,066,894 | $14,463,387 | $17,608,955 |
Total expenses, % change over prior year | 1.8% | 28.0% | -24.9% | 10.7% | 21.7% |
Personnel | 37.1% | 34.2% | 36.3% | 34.2% | 33.0% |
Professional fees | 19.1% | 28.8% | 37.5% | 41.3% | 35.3% |
Occupancy | 2.4% | 2.0% | 2.6% | 2.3% | 3.1% |
Interest | 0.4% | 0.3% | 0.4% | 0.4% | 0.3% |
Pass-through | 4.3% | 4.0% | 8.2% | 4.6% | 2.3% |
All other expenses | 36.7% | 30.7% | 14.9% | 17.2% | 26.0% |
Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $13,765,627 | $17,600,110 | $13,340,797 | $14,771,801 | $17,919,938 |
One month of savings | $1,132,871 | $1,449,638 | $1,088,908 | $1,205,282 | $1,467,413 |
Debt principal payment | $93,782 | $97,250 | $0 | $851,350 | $105,150 |
Fixed asset additions | $613,824 | $278,283 | $0 | $0 | $779,340 |
Total full costs (estimated) | $15,606,104 | $19,425,281 | $14,429,705 | $16,828,433 | $20,271,841 |
Capital structure indicators
Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 2.5 | 2.7 | 5.2 | 4.0 | 2.3 |
Months of cash and investments | 2.5 | 2.7 | 5.2 | 4.0 | 2.3 |
Months of estimated liquid unrestricted net assets | -0.1 | 0.1 | 1.5 | 2.1 | -0.3 |
Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $2,825,243 | $3,947,592 | $5,625,898 | $4,811,406 | $3,414,975 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $1,468,954 | $452,341 | $678,245 | $700,753 | $1,972,946 |
Gross land, buildings, equipment (LBE) | $3,324,504 | $3,602,787 | $3,824,624 | $4,041,061 | $4,820,400 |
Accumulated depreciation (as a % of LBE) | 46.0% | 48.1% | 52.5% | 57.3% | 54.5% |
Liabilities (as a % of assets) | 64.2% | 58.3% | 50.6% | 43.5% | 48.8% |
Unrestricted net assets | $265,534 | $629,281 | $2,140,942 | $3,030,517 | $621,915 |
Temporarily restricted net assets | $2,306,054 | 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 | $2,306,054 | $2,528,991 | $2,056,880 | $1,536,923 | $4,067,429 |
Total net assets | $2,571,588 | $3,158,272 | $4,197,822 | $4,567,440 | $4,689,344 |
Key data checks
Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Principal Officer
Clare Reichenbach
Clare Reichenbach is the chief executive officer of the James Beard Foundation (JBF), the country's preeminent culinary arts organization dedicated to celebrating, nurturing, and honoring chefs and other leaders making America's food culture more delicious, diverse, and sustainable for everyone. In her role as CEO, Clare works with the JBF staff and board of trustees in directing the strategic, programmatic, financial, and management operations of the James Beard Foundation.
Before joining JBF, Reichenbach founded CJJR Consulting, where her clients included New York Public Radio, NBCU, and Samsung. Prior to that, Clare worked at the BBC for over 10 years, both in the U.K. and the U.S. where she was executive vice president of strategy and business development, a position she also held at AMC Networks. Her accolades include being named one of CableFAX’s “Most Powerful Women in Cable,” Multichannel News’s “Women to Watch,” and Management Today’s “35 Women Under 35."
President & Chief Operating Officer
Kristopher Moon
Number of employees
Source: IRS Form 990
The James Beard Foundation Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
The James Beard Foundation Inc
Highest paid employeesSOURCE: IRS Form 990
Compensation data
The James Beard Foundation Inc
Board of directorsas of 10/08/2024
Board of directors data
Nancy Lukitsh
Wellington Management Co., LLP
Term: 2022 -
Michiel Bakker
Jeff Cherry
Conscious Venture Lab
Tricia Clarke-Stone
WP Narrative_
Baldwin Cunningham
State Farm
Elizabeth Falkner
Trevor Guthrie
Giant Spoon
Melinda Hildebrand
Hilcorp Ventures, Inc.; Hildebrand Foundation
Tanya Holland
Brown Sugar Kitchen
Chris Lyons
Andreessen Horowitz
Cindy McLoughlin
CohnReznick, LLP
Mary Sue Milliken
Border Grill Restaurants & Trucks
Anthony Myint
Zero Foodprint; Mission Chinese Food
David W. Rivkin
Arbitration Chambers
Herb Scannell
Southern California Public Radio
Marva Smalls
Viacom; Nickelodeon
Rodney Williams
Diageo
Frederic Seegal
Cowen and Company, LLC
Michelle DiFebo Freeman
Carl M. Freeman Companies
Andrew Levine
Debevoise & Plimpton
Luis Marconi
American Outdoor Brands
Jacob Monty
Monty & Ramirez LLP
Michael Phillips
Jamestown Properties
Allison Rose
Kim Williams
Xcel Energy, EW Scripps, and Weyerhaeuser Company
Ellen Teller
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 09/14/2023GuideStar 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 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.
- 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.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G