GOLDBERG CHARITABLE CORPORATION TO IMPROVE THE FOOD SYSTEM INC
Mission Statement
Why a new chair: Ray, over the past 60 years through his research and teaching career at Harvard Business School, Harvard Kennedy School and at Harvard College has pioneered a series of programs that now extend beyond any one part of Harvard or any one school at Harvard such as HBS. Moreover, the food system will require leaders with backgrounds in a number of disciplines, from business to law, to health to public policy. Educating the next generation, as a result, requires a multidisciplinary approach. As a result, the leadership of Harvard has approved, for the first time ever, a permanent University-wise professorship, under the control of the University Provost, centered on the world food system, and will appoint a senior individual to fill that chair. While it is highly likely that the initial holder of the chair will come from HBS (and he is the individual Ray would like to see carry on his work), the objective of the chair is to bring together in a more formal and permanent way its many program components across the University that Ray started into a functioning system to ensure that Harvard continues its unique role as a worldwide center for multidisciplinary efforts in teaching, research and helping to build cooperation in the global food system. What will funding the University-wide Chair (a $10 million effort) ensure: The continuation, through its various graduate school programs, of a pipeline of trained leaders for business and policy-making in the world food enterprise. The continuation, through its executive education seminars, of on-going opportunities for emerging industry leaders to explore issues facing them and their companies and institutions. The continuation, and enhancement, of programs such as the Private and Public, Scientific, Academic, and Consumer Food Policy Group (PAPSAC), a worldwide forum for discussion of emerging critical issues and the building of long-term relationships across all components of the food system. An introduction to the food system and the inspiration to become a part of it to future generations of potential members and leaders through novel undergraduate programs. A systematic way for Harvard to work with other academic institutions around the world, something that Ray believes will be even more important than ever moving forward. Finally, and this cannot be overemphasized, the establishment of a University-wide Chair will ensure that support for the entire program will come from the University President and the Provost, and have permanency rather than be a discretionary item and subject to alteration by a single Dean of one part of Harvard at any time.
Financial Overview — FY 2024
Compared with Peers
FY 2024| Ratio | This org | Peer median | Position (P10 → P90) | |
|---|---|---|---|---|
|
Program expense ratio
Program expenses / total expenses
· higher is better
|
69.0% | 89.7% |
P10P90
|
Bottom quarter |
|
Admin expense ratio
Management and general / total expenses
· lower is better
|
3.4% | 7.6% |
P10P90
|
Above median |
|
Fundraising expense ratio
Fundraising expenses / total expenses
· lower is better
|
27.6% | 0.0% |
P10P90
|
Bottom quarter |
|
Operating reserve
Months of expenses covered by net assets
· higher is better
|
6.8 mo | 10.9 mo |
P10P90
|
Below median |
|
Liabilities to assets
Total liabilities / total assets
· lower is better
|
3.5% | 0.6% |
P10P90
|
Below median |
|
Revenue concentration
Share of revenue from the largest source
· lower is better
|
99.9% | 96.4% |
P10P90
|
Below median |
|
Revenue growth
Year over year revenue growth
|
-96.7% | 10.3% |
P10P90
|
|
|
Expense growth
Year over year expense growth
|
-91.0% | 10.1% |
P10P90
|
|
|
Surplus margin
Surplus as a share of revenue
|
-3565.8% | 4.4% |
P10P90
|
Financial History
| Year | Revenue | Expenses | Net Assets | Program % | Staff |
|---|---|---|---|---|---|
| 2024 | $6K | $217K | $123K | 69.0% | 0 |
| 2023 | $181K | $2.4M | $334K | 96.9% | 0 |
| 2022 | $2.3M | $5.4M | $2.6M | 98.7% | 0 |
| 2021 | $1.2M | $80K | N/A | — | 0 |
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