Global Hunger Project dba The Hunger Project
Ending hunger starts with people.
Global Hunger Project dba The Hunger Project
EIN: 94-2443282
as of December 2022
as of December 12, 2022
Mission
The Hunger Project is a global, non-profit, strategic organization committed to the sustainable end of world hunger. Our vision is a world where every woman, man and child leads a healthy, fulfilling life of self-reliance and dignity.
Our mission is to end hunger and poverty by pioneering sustainable, grassroots, women-centered strategies and advocating for their widespread adoption in countries throughout the world.
Ruling year
1978
President and Chief Executive Officer
Mr. Tim Prewitt
Main address
110 W 30th St Fl 6 - THP 6th floor
New York, NY 10001 USA
EIN
94-2443282
Education
Agriculture, fishing and forestry
Food security
Sustainable development
Rural development
Population served
Children and youth
Adults
Women and girls
Low-income people
NTEE code
Rural (S32)
Women's Rights (R24)
Other Food, Agriculture, and Nutrition N.E.C. (K99)
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
Communication
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Ending hunger and poverty by pioneering sustainable, grassroots, women-centered strategies and advocating for their widespread adoption in countries throughout the world.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Epicenter Strategy
In Africa, The Hunger Project's (THP) methodology is implemented through epicenters, clusters of rural villages where women and men are mobilized to create and run their own programs to meet basic needs. Through the Epicenter Strategy, THP builds the capacity of rural women and men so they can successfully achieve lives of self-reliance and dignity.
Over an approximate seven to ten year period, an epicenter becomes self-reliant — meaning it is able to fund its own activities and no longer requires financial investment from THP.
The Epicenter Strategy focuses on nutrition, education, adult literacy, empowerment of women, improved farming and food storage methods, microfinance, income generation, and water and sanitation. The strategy builds community spirit through a momentum of accomplishment involving the entire population.
The Epicenter Strategy is sustainable. The primary resources are
the local people themselves and more effective use of local government
services. Income generation is built into the strategy from the start.
Moreover, an emphasis is placed on protecting the environment. People at our epicenters learn composting and small-scale, environmentally sound irrigation and fertilization techniques, as well as strategies for soil conservation, reforestation and water management.
Government officials are involved at every stage of the Epicenter Strategy. The first step is for THP to meet with government representatives to apprise them of our approach and gain their support. After the villagers build the epicenter multi-functional community facility and nurses’ quarters, the local government provides teachers, nurses, and supplies for the pre-school, adult literacy classes and health clinic.
A key component of the Epicenter Strategy is our Microfinance Program. The goal of the Microfinance Program in each epicenter is to gain government recognition for the microcredit facility to operate as a licensed Rural Bank, owned by community members and managed entirely by women. The recognition of the bank is a milestone event that signals the transition of the community into self-reliance as the Rural Bank provides the epicenter community with sustainable access to savings and credit facilities.
Women's Empowerment
Women bear almost all responsibility for meeting basic needs of the family, yet are systematically denied the resources, information and freedom of action they need to fulfill this responsibility.
Around the world, millions of people eat two or three times a day, but a significant percentage of women eat only once. Many women deny themselves even that one meal to ensure that their children are fed. These women are already suffering the effects of even more severe malnutrition, which inevitably will be their children’s fate as well.
Studies show that when women are supported and empowered, all of society benefits. Their families are healthier, more children go to school, agricultural productivity improves and incomes increase. In short, communities become more resilient.
The Hunger Project firmly believes that empowering women to be key change agents is an essential element to achieving the end of hunger and poverty. Wherever we work, our programs aim to support women and build their capacity.
The results of these programs include:
By providing women food farmers easy access to credit, adequate training and instilling in them the importance of saving, THP’s Microfinance Program enables women to engage in income-generating activities to increase their incomes and invest in their families and communities.
More than 1.3 million people have taken the HIV/AIDS and Gender Inequality Workshop, in which they not only learn the facts of AIDS, but also confront and transform the gender-based behaviors that fuel the pandemic.
In India, our Women’s Leadership Workshop has empowered 83,000 women elected to local councils to be effective change agents in their villages. They are forming district- and state-wide federations to ensure that their voices are heard at top levels of government.
In Bangladesh, we catalyzed the formation of a 300-organization alliance that organizes more than 800 events across the country each September in honor of National Girl Child Day, a day to focus on eradicating all forms of discrimination against girl children.
Community-Led Development
Hunger is not just about food. Hunger is inextricably linked to a nexus of issues including: economic equality, health, education, social justice, the rights of women and girls and climate change. To sustainably end hunger, communities, NGOs and government at all levels must holistically address the many facets that perpetuate conditions of hunger.
Spearheading a vibrant, inter-organizational gender-focused advocacy movement called The Movement for Community-led Development.
More than 16 million are actively enrolled in their own development through partnership with The Hunger Project, successfully working collectively toward the goal of declaring sustainable self-reliance and taking complete ownership of local resources and development.
With more financial resources and partner organizations declaring a commitment to de-centralizing development through the Movement for Community-led Development, THP can both elevate the visibility of community-led development and continue to deepen and expand programs in the communities in which we work. A powerful global network and proof of concept within self-reliant communities will lead to stronger government partnerships, causing further breakthroughs in ending hunger at both local and national levels.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of people who have participated in the HIV/AIDS and Gender Inequality Workshops
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Epicenter Strategy
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Global numbers
Number of women participating in leadership training
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls
Related Program
Women's Empowerment
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Global numbers
Estimated number of people our programs reached
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Global numbers
Number of participants in water, sanitation and hygiene (WASH) community meetings, workshops, and campaigns
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Global numbers
Number of participants in income generating and skills workshops
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Global numbers
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
To end hunger and poverty by pioneering sustainable, grassroots, women-centered strategies and advocating for their widespread adoption in countries throughout the world.
Through our work to end hunger, we have recognized these ten principles as being fundamental to The Hunger Project. We challenge ourselves to ensure that each of our strategies builds on these principles.
Human Dignity. All human beings are born free and equal in dignity and rights, including the right to food, health, work and education. The inherent nature of every person is creative, resourceful, self-reliant, responsible and productive. We must not treat people living in conditions of hunger as beneficiaries, which can crush dignity, but rather as the key resource for ending hunger.
Gender Equality. An essential part of ending hunger must be to cause society-wide change towards gender equality. Women bear the major responsibility for meeting basic needs, yet are systematically denied the resources, freedom of action and voice in decision-making to fulfill that responsibility.
Empowerment. In the face of social suppression, focused and sustained action is required to awaken people to the possibility of self-reliance, to build confidence, and to organize communities to take charge of their own development.
Leverage. Ending chronic hunger requires action that catalyzes large-scale systemic change. We must regularly step back — assess our impact within the evolving social/political/economic environment — and launch the highest leverage actions we can to meet this challenge.
Interconnectedness. Our actions are shaped by, and affect, all other people and our natural environment. Hunger and poverty are not problems of one country or another but are global issues. We must solve them not as “donors and recipients" but as global citizens, working as coequal partners in a common front to end hunger.
Sustainability. Solutions to ending hunger must be sustainable locally, socially, economically and environmentally.
Social Transformation. People's self-reliance is suppressed by conditions such as corruption, armed conflict, racism and the subjugation of women. These are all rooted in an age-old and nearly universal patriarchal mindset that must be transformed as part of a fundamental shift in the way society is organized.
Holistic Approach. Hunger is inextricably linked to a nexus of issues including decent work, health, education, environmental sustainability and social justice. Only in solving these together will any of them be solved on a sustainable basis.
Decentralization. Individual and community ownership of local development is critical. Actions are most successful if decisions are made close to the people. This requires effective national and local government working in partnership with the people.
Transformative Leadership. Ending hunger requires a new kind of leadership: one that awakens people to their own power — leadership with people rather than over them.
What are the organization's key strategies for making this happen?
Our programs in over 12,000 communities throughout Africa, South Asia and Latin America are based on an innovative, holistic approach, which empowers women and men living in rural villages to become the agents of their own development and make sustainable progress in overcoming hunger and poverty.
While adapted to meet local challenges and opportunities wherever we work, all our programs have at their foundation these three essential elements:
1. Empowering women as key change agents
2. Mobilizing communities for self-reliant action
3. Fostering effective partnerships with local government
One of our first activities is a Vision, Commitment and Action Workshop, which serve as the foundation of our work, inspiring individuals to move from “I can't" to “I can" to “We can." Through participation in our training, people set a vision for their communities, and then lay out the actions they will take to achieve that vision. Read more about our innovative approach to ending hunger and poverty. Visit www.thp.org
What are the organization's capabilities for doing this?
350+ staff indigenous to the countries where we work.
Almost 500,000 volunteers globally
A state of the art Monitoring and Evaluation system designed in partnership with our community partners
Partnerships with local governments and institutions
Fundraising strategies that inspire both — our investors (donors) and community partners
Spearheading a vibrant, inter-organizational gender-focused advocacy movement called The Movement for Community-led Development
What have they accomplished so far and what's next?
More than 16 million are actively enrolled in their own development through partnership with The Hunger Project, successfully working collectively toward the goal of declaring sustainable self-reliance and taking complete ownership of local resources and development.
With more financial resources and partner organizations declaring a commitment to de-centralizing development through the Movement for Community-led Development, THP can both elevate the visibility of community-led development and continue to deepen and expand programs in the communities in which we work. A powerful global network and proof of concept within self-reliant communities will lead to stronger government partnerships, causing further breakthroughs in ending hunger at both local and national levels.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2019 info
2.75
Months of cash in 2019 info
2.4
Fringe rate in 2019 info
13%
Funding sources info
Assets & liabilities info
Global Hunger Project dba The Hunger Project
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Global Hunger Project dba The Hunger Project
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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.
Global Hunger Project dba The Hunger Project
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Global Hunger Project dba The Hunger Project’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 | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$2,191,143 | $1,545,314 | -$2,109,504 | $158,754 | $58,650 |
| As % of expenses | -12.0% | 9.3% | -12.8% | 1.0% | 0.3% |
| Unrestricted surplus (deficit) after depreciation | -$2,471,166 | $1,270,927 | -$2,340,749 | -$9,033 | -$157,582 |
| As % of expenses | -13.4% | 7.6% | -14.1% | -0.1% | -0.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $16,146,404 | $18,177,044 | $17,863,018 | $15,571,147 | $17,635,171 |
| Total revenue, % change over prior year | -5.5% | 12.6% | -1.7% | -12.8% | 13.3% |
| Program services revenue | 0.0% | 0.0% | 0.0% | 0.7% | 1.9% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.6% | 0.0% | 0.0% | 1.9% | 0.0% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 99.0% | 97.8% | 97.4% | 95.1% | 94.3% |
| Other revenue | 0.4% | 2.2% | 2.6% | 2.3% | 3.8% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $18,215,728 | $16,548,102 | $16,426,178 | $15,513,175 | $17,792,008 |
| Total expenses, % change over prior year | 1.4% | -9.2% | -0.7% | -5.6% | 14.7% |
| Personnel | 38.4% | 34.2% | 32.2% | 33.2% | 37.5% |
| Professional fees | 3.5% | 5.8% | 8.0% | 10.8% | 9.5% |
| Occupancy | 5.1% | 5.0% | 4.5% | 3.3% | 2.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 9.8% | 9.6% | 7.1% | 8.5% | 12.1% |
| All other expenses | 43.3% | 45.5% | 48.1% | 44.3% | 38.4% |
| Full cost components (estimated) info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $18,495,751 | $16,822,489 | $16,657,423 | $15,680,962 | $18,008,240 |
| One month of savings | $1,517,977 | $1,379,009 | $1,368,848 | $1,292,765 | $1,482,667 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $279,511 | $0 | $339,342 |
| Total full costs (estimated) | $20,013,728 | $18,201,498 | $18,305,782 | $16,973,727 | $19,830,249 |
Capital structure indicators
| Liquidity info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Months of cash | 3.5 | 4.0 | 3.0 | 4.6 | 2.4 |
| Months of cash and investments | 4.5 | 5.0 | 4.0 | 6.7 | 4.3 |
| Months of estimated liquid unrestricted net assets | 4.2 | 5.7 | 4.0 | 4.2 | 3.5 |
| Balance sheet composition info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Cash | $5,370,204 | $5,579,056 | $4,103,003 | $5,910,184 | $3,540,919 |
| Investments | $1,405,160 | $1,323,525 | $1,374,847 | $2,806,451 | $2,782,324 |
| Receivables | $5,477,231 | $6,601,434 | $9,663,033 | $6,377,633 | $8,932,293 |
| Gross land, buildings, equipment (LBE) | $3,106,661 | $2,920,890 | $2,482,708 | $2,388,183 | $2,563,379 |
| Accumulated depreciation (as a % of LBE) | 70.0% | 77.3% | 71.3% | 71.3% | 68.4% |
| Liabilities (as a % of assets) | 14.2% | 12.9% | 12.0% | 16.8% | 19.1% |
| Unrestricted net assets | $7,251,451 | $8,522,378 | $6,181,629 | $6,172,596 | $6,015,014 |
| Temporarily restricted net assets | $4,533,119 | $4,326,261 | $8,159,362 | $0 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $7,758,329 | N/A |
| Total restricted net assets | $4,533,119 | $4,326,261 | $8,159,362 | $7,758,329 | $7,520,655 |
| Total net assets | $11,784,570 | $12,848,639 | $14,340,991 | $13,930,925 | $13,535,669 |
Key data checks
| Key data checks info | 2015 | 2016 | 2017 | 2018 | 2019 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President and Chief Executive Officer
Mr. Tim Prewitt
Tim Prewitt is an international executive with more than 20 years of experience in the field of policy-driven, community-led international development. He joined The Hunger Project as President and CEO on February 1, 2021.
Previously, Tim served as CEO of International Development Enterprises (iDE) and, prior to joining iDE, worked in Nigeria with farmers, the private sector and the Nigerian government to increase farm yields and income, leading to a UN World Business Development Award.
Tim has lived and worked in more than 30 countries, including in Hunger Project Program Countries such as India, Bangladesh, Malawi, Zambia, Ethiopia, Mozambique, Ghana, Burkina Faso and Uganda. He is a highly regarded speaker on agriculture, poverty and economic development, and has spoken at the World Economic Forum, Clinton Global Initiative and World Food Prize. He is also the author of the forthcoming book, Table for Ten Billion, which chronicles efforts around the world to feed our planet.
Number of employees
Source: IRS Form 990
Global Hunger Project dba The Hunger Project
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Global Hunger Project dba The Hunger Project
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Global Hunger Project dba The Hunger Project
Board of directorsas of 09/21/2022
Board of directors data
Sheree Stomberg
Global Head, Citi Shared Services and the Citi Service Center Network
Term: 2020 -
Prof. Amartya Sen
The Hunger Project
Sheree Stomberg
The Hunger Project
Charles Deull
The Hunger Project
Queen Noor of Jordan
The Hunger Project
M.S. Swaminathan
The Hunger Project
Joan Holmes
The Hunger Project
Steve Sherwood
The Hunger Project
Mirna Cunningham Kain
The Hunger Project
Syeda Hameed
The Hunger Project
Bineta Diop
The Hunger Project
Neera Nundy
The Hunger Project
Roger Massy-Greene
The Hunger Project
Koosum Kalyan
The Hunger Project
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.
Leadership
The organization's leader identifies as:
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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- Letter of Determination
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