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Global Hunger Project dba The Hunger Project Organization Name provided in the GuideStar Exchange* as of 06/13/2012: Global Hunger Project dba The Hunger Project

Organization Name as listed in the IRS Business Master File as of 06/09/2014: GLOBAL HUNGER PROJECT

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AKA  THP
New York, NY
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

Global Hunger Project dba The Hunger Project Organization Name provided in the GuideStar Exchange* as of 06/13/2012: Global Hunger Project dba The Hunger Project

Organization Name as listed in the IRS Business Master File as of 06/09/2014: GLOBAL HUNGER PROJECT

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: THP
Physical Address: New York, NY 10003 
EIN: 94-2443282
Web URL: www.thp.org 
NTEE Category: Q International, Foreign Affairs, and National Security
Q30 International Development, Relief Services
Q International, Foreign Affairs, and National Security
Q99 International, Foreign Affairs, and National Security N.E.C.
R Civil Rights, Social Action, Advocacy
R24 Women's Rights
Ruling Year: 1978 
How This Organization Is Funded: Individual Donors - $12,000,000
Corporate sponsors - $100,000
Foundations - $800,000


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Mission Statement

The Hunger Project is a global, non-profit, strategic organization committed to the sustainable end of world hunger. In Africa, South Asia and Latin America, The Hunger Project seeks to end hunger and poverty by empowering people to lead lives of self-reliance, meet their own basic needs and build better futures for their children. The Hunger Project carries out its mission through three essential activities: mobilizing village clusters at the grassroots level to build self-reliance, empowering women as key change agents, and forging effective partnerships with local government.

Legitimacy Information

This organization is registered with the IRS.

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

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Annual Revenue & Expenses (GuideStar Exchange,
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June 2012)

Fiscal Year Starting: January 1, 2010
Fiscal Year Ending: December 31, 2010

Total Revenue $12,000,000
Total Expenses --

Revenue & Expenses (GuideStar Exchange,
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June 2012)

Fiscal Year Starting: January 1, 2010
Fiscal Year Ending: December 31, 2010

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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June 2012)

Ms. Mary Ellen McNish

Term:

Since Sept 2010

Profile:

Mary Ellen McNish joined The Hunger Project (THP) as President and CEO in September 2010. She came to THP after serving 10 years as General Secretary of the American Friends Service Committee (AFSC). At AFSC, Mary Ellen led the day-to-day operations of the organization, which had a budget of $47 million, a staff of 500 and 67 offices in the U.S. and overseas. Among many other accomplishments, Mary Ellen led them in creating its first strategic plan, directed development efforts including a successful $30 million capital campaign and served as the principal spokesperson for the organization, speaking out on behalf of human rights, economic justice and conflict transformation. Mary Ellen has led peace delegations to North Korea, Iran, China, Israel/Palestine, Brazil and seven African countries. Mary Ellen has 35 years of progressive leadership experience in non-profit business settings, including as Executive Director of Development at Weill Medical College of Cornell University and New York Presbyterian Hospital, and Executive Vice President of Planned Parenthood of Maryland. Earlier in her career, she worked as a teacher and parent educator, and managed children's and women's programs, including spouse abuse prevention. She has a B.S. in Education from East Stroudsburg University and a M.S. in Business from Johns Hopkins University. She said, "Changing people's lives from hopelessness to hopefulness, from poverty to abundance, from marginalization to full participation and from supplication to transformation is the bedrock foundation upon which The Hunger Project is built. I am grateful to have the opportunity to be part of this incredible effort."

Board Chair (GuideStar Exchange,
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June 2012)

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Board Co-Chair

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June 2012)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

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?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in June 2012

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Programs

Program: Epicenter Strategy (GuideStar Exchange,
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June 2012)

Budget:
--
Category:
Community Development
Population Served:
Poor/Economically Disadvantaged, Indigent, General

Program Description:

In Africa, THP’s 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 approximately five-year period, an epicenter becomes self-reliant, meaning it is able to fund its own activities and no longer requires financial investment from THnutrition, 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 multifunctional 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. To date, 19 epicenters in seven countries have gained government recognition and function as Rural Banks.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

An independent consulting team conducted a pro bono study and compiled a report based on three weeks in Uganda, interviewing government, staff and local constituents; collecting epicenter data; getting to know benchmark NGOs; and experiencing first-hand what The Hunger Project (THP) has accomplished in Uganda. In addition, the team gathered a fact base on the relevant issues for the social sector world in general. Appreciating that distinguished economists and academics have devoted considerable time to solving the intricate and interwoven issues of eradicating poverty, this report makes a strong case that THP's impact in Uganda has been considerable. It concludes that though there is some way to go to meet stated goals, with strong local talent in place, an effective methodology and several visible case examples of demonstrated impact, THP-Uganda is poised for its next stage of development. The report covers four topics: Uganda's challenging NGO landscape, THP's sources of distinctiveness, assessment of impact and recommended opportunities to pursue. Read the report: Change to believe in: THP Uganda's impact (January 2009) (PDF, 1.05 MB).(http://www.thp.org/files/Uganda_Assessment_Summary_new.pdf)
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Impact Summary from the Nonprofit

THP's programs in 12 developing countries reaches over 35 million people in over 24,000 villages
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