Basic Organization Information
Global Hunger Project dba The Hunger Project
- Also Known As:
- Physical Address:
New York, NY
- Web URL:
- 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:
- How This Organization Is Funded:
Individual Donors - $12,000,000
Corporate sponsors - $100,000
Foundations - $800,000
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.
Ms. Mary Ellen McNish
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."
Officers for Fiscal Year (IRS Form 990)
Highest Paid Employees & Their Compensation (IRS Form 990)
- Population Served:
Poor/Economically Disadvantaged, Indigent, General
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
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
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)
Impact Summary from the Nonprofit
THP's programs in 12 developing countries reaches over 35 million people in over 24,000 villages