Agriculture, Food, Nutrition

Feed The Children, Inc.

Updated in partnership with Give Smart OKC

aka Feed the Children

Oklahoma City, OK


Providing hope and resources for those without life's essentials

Ruling Year


President and CEO

Travis Arnold

Main Address

333 N. Meridian Ave.

Oklahoma City, OK 73107 USA


Feed the Children, hunger, education, essentials, international, disaster relief, poverty, child-based, domestic hunger, american hunger





Cause Area (NTEE Code)

Food Service, Free Food Distribution Programs (K30)

Disaster Preparedness and Relief Services (M20)

International Relief (Q33)

IRS Filing Requirement

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

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Social Media

Programs + Results

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization


Americans Feeding Americans

Child Sponsorship

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of organizational partners

Population(s) served

No target populations selected

Context notes

With help from public & private supporters, together, we were able to provide food & essentials to those who live in poverty. These FY results reflect U.S. & international partner agencies we support.

Number of clients served

Population(s) served

No target populations selected

Context notes

Through our partnerships and programs, our collective outreach benefits children and families globally. These results are for the fiscal year (FY).

Number of volunteers

Population(s) served

No target populations selected

Context notes

These results are based on the fiscal year (FY). The data from 2015 & 2016 is only for U.S. volunteers. The data beginning in 2017 includes both U.S. & international volunteers.

Number of groups/individuals benefiting from tools/resources/education materials provided

Population(s) served

No target populations selected

Context notes

We've continued to grow the number of Teacher Store locations we have across the U.S. The results we show are for the number of school districts we've benefited in a FY with teaching supplies & books.

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

We fight food insecurity by making nutritious foods more accessible to families with limited resources & helping families learn why and how to eat healthier foods. We also meet immediate needs by partnering with other non-profit organizations to provide food & essentials in low-income communities throughout all 50 states in the U.S. Internationally, we work to transform lives by improving the food & nutrition security of mothers & children, and more specifically, to reduce malnutrition. Through our work, we hope that: 1) All children will be properly nourished & developed by age 5 and continue to understand the importance of nutrition throughout their life; 2) All children will have access to safe & clean water, proper sanitation, & adequate hygiene resources that promote healthy immune systems & enable them to develop through adolescence & into adulthood; 3) All children will be able to enroll, feel safe, & complete a high-quality education that promotes lifelong learning; & 4) Families will be self-reliant, financially stable, & able to support & strengthen their communities. We are expanding our capacity building activities internationally to ensure that families & entire communities are empowered to provide for the well-being of their children. One way this is done is through Care Groups, an approach to peer-to-peer training of mothers in nutrition and health. Studies show that the Care Group strategy consistently outperforms other methods in reducing child deaths and malnutrition across an entire community at very low cost. We plan to continue to expand this model in our program areas and to partner with other organizations to scale it up. Another means of supporting community resilience is through village savings and loan groups, self-managed groups of women who save money together and take small loans from those savings to support income-generating activities. This provides a source of income for families and promotes sustainability at the household level.

We believe that we need to collaborate with others working to defeat hunger, especially to promote strategies that we know will help children survive and thrive. Feed the Children program staff members - both in our country programs and in our headquarters teams - have supported dozens of organizations in using effective strategies around the world, along with on-going training of our own Feed the Children staff. We are always looking for improved strategies to help children survive and thrive. We hold the following values for our programmatic work:
• Whole Community,
• Needs-based,
• Evidence-based,
• Child-focused,
• Measurable impact,
• Partnerships, and
• Long-term sustainable impact
Feed the Children's development teams seek relationships with foundations, corporations, and individuals that share a passion for serving children, their families, and their communities around the world. Feed the Children has worked side-by-side to create long-standing, mutually beneficial partnerships for many years.
One of Feed the Children's core values, championing partnerships, means that developing relationships with local communities and governments, as well as private and public donors, is crucial to this work. Feed the Children strategically engages relevant government departments, key stakeholders, and opinion leaders of the community to discuss the true need of the community and a plan for action. The activities introduced are therefore appropriate, involve community members as stakeholders, and can be maintained by the community.
Internationally, Feed the Children's program activities combine meeting immediate nutritional, health, and educational needs of children with promoting positive, long-term behavioral change to children and their caregivers, particularly mothers. As part of our strategy, Feed the Children is increasingly conducting formative research (e.g., barrier analysis and positive deviant studies) in order to better understand the barriers and enablers of effective change in the communities in which we work. We also seek to identify the uncommon – but successful – behaviors and strategies that enable some poor families to find better solutions to a problem than their peers.

For fiscal year 2016, Feed the Children's resources included cash contributions and grants, gifts-in-kind, and other revenues totaling $474 million. Taking into account all of our U.S. and international offices, we employ more than 700 staff globally. 600 corporate donors provide food and other essential products. We take a holistic development approach to address the fundamental challenges that children and families around the world face in their effort towards becoming food secure. FEED's four thematic areas of focus prioritize vulnerable and at-risk children and enable us to cultivate the social, economic, cultural, and environmental conditions needed for families to thrive. FEED has a proven track record of developing relationships and mobilizing key stakeholders, opinion leaders, governments, peer organizations, and corporate partners to develop appropriate plans of action and ensure efficient and equitable distribution of food and resources that mitigate common challenges for families facing poverty. FEED's dedicated logistics and inventory management team connects partners with our programs by overseeing all domestic and international shipments even through the most challenging of routes.
In the United States, we operate five regional distribution centers which collect and ship food and essentials to partners. FTC Transportation, our trucking division, uses their fleet of 30 semi-trucks to ship food and necessities. In FY 2016, we delivered 92 million pounds of food, essential items, and educational supplies domestically to our network of local food pantries, agencies and houses of worship in all 50 states who then distributed these items to people in need. We operate four “Teacher Stores" around the country where teachers in local Title One schools can come and receive free supplies for their classrooms. We also work closely with key partners to run our Summer Food and Education Program in Oklahoma and Tennessee.
Internationally, we use a child-focused community development (CFCD) approach emphasizing four key program pillars to transform lives by improving the food and nutrition security of mothers and children. Funding comes primarily from U.S.-based individuals, churches, and corporate donors and grants. Internationally, Feed the Children employs more than 450 experienced professionals in 10 countries who have a diverse set of skills and expertise that ensure the effective implementation of our international development programs around the world.

In the United States, our key performance indicators are, as follows--
Summer Food and Education Program key performance indicators
• # of meals served to children/families over the summer in areas where majority of children receive free/reduced school lunch during the school year

Food and Essentials Program key performance indicators
• # of lbs of food, educational materials, essentials distributed.
• # of people - both children and families – were assisted by delivery of food, educational materials, essentials who were at risk of running out of food.

Education Program key performance indicators:
• # of homeless children distributed H.E.L.P. backpacks in public schools
• Dollar value of products provided through the Teacher Stores

Disaster Services key performance indicators:
• Dollar value of food and essentials distributed to disaster-affected

Internationally, our key performance indicators are, as follows--
Food & Nutrition key performance indicators:
• % of children under 5 who have low height-for-age (stunting, HAZ <-2) (Disaggregate by age: 0-23 months and 24-59 months)
• % of children under 5 who have low weight-for-age (underweight, WAZ < -2) (Disaggregate by age: 0-23 months and 24-59 months)
• % of children under 5 who have small middle upper arm circumference (Wasting, MUAC <125 mm) (Disaggregate by age: 0-23 months and 24-59 months)
• % of children who received deworming medication (Disaggregate by age: 0-23 months and 24-59 months)
• % of children who received vitamin A (Disaggregate by age: 0-23 months and 24-59 months)
• % of PLW who received multivitamins
• % of PLW who received iron supplement
• % of children under 6 months who are exclusively breastfed
• % of children 6-23 months who receive minimum diet diversity (4 or more different types of food) in addition to breastfeeding
• % of children under 5 who have increased feedings during illness, including diarrhea
• % of pregnant women who receive antenatal services in the first trimester
• % of pregnant women who received at least 4 antenatal care during pregnancy
Health & Water key performance indicators:
• % of households that have an improved latrine
• % of individuals who use an improved latrine (disaggregated by adults and children)
• % of children who wash their hands with soap after latrine use
• % of children that washed their hands before eating all meals the day before
• % of adults that have knowledge of the 6 critical times to wash hands
• % of adults that washed their hands before or after their last critical time
• % of households with a child under 5 with soap and water at a handwashing station
• % of households that disposed of the youngest child's feces appropriately the last time she or he passed stool.
• % of households that use water from an improved water source
• % of households that appropriately treat their water
• % of households that appropriately store their water
• % of children under 5 who had one or more bouts of diarrhea in the past two we

ACROSS THE U.S. In fiscal year 2016, through our national network of more than 1,200 active partner agencies, Feed the Children distributed 92 million pounds of food and essentials valued at $352 million. Through this network, our collective outreach benefited 5.4 million people in the US. In 2006, Feed the Children launched the Homeless Education and Literacy Program (H.E.L.P.). Since its inception, we have distributed more than 902,000 backpacks to American children who are homeless. During this fiscal year, H.E.L.P. provided almost 65,000 of these backpacks, which often contain school supplies and nutritious snacks. In fiscal year 2016, Feed the Children operated four Teacher Store locations — in Oklahoma City, Oklahoma; Elkhart, Indiana; La Vergne, Tennessee; and Ontario, California. Each offered free school supplies to educators in Title I schools (schools with high numbers/percentages of children from low income families). We hosted 21,376 teacher visits and gave away more than $6.8 million in teaching materials as well as more than 869,000 books, benefiting students in 175 school districts. ACROSS THE WORLD Internationally, we have made progress in the following areas: Through Tiwalere I and Tiwalere II, two 5-year projects in Malawi awarded by USAID through the generous support of the American people, we have improved early childhood development and nutrition programs by strengthening 847 community-based child care centers and have reached pregnant women and mothers of children under the age of 2 years with key nutrition and health messages using the Care Group model. Under the second 5-year award for Tiwalere II, we are continuing our existing programs and will expand by adding additional communities and providing health training to adolescent girls. We have established village savings and loan (VSL) groups in the Philippines, Malawi, Kenya, and Tanzania. These groups promote individual access to local capital and enable members to begin income-generating activities of their own. These groups are being developed in Honduras and El Salvador, with the goal of spreading this methodology to all our country programs. In all 10 countries where we work internationally, we have provided nutritious meals every day to over 229,000 school-aged children, and have also provided school supplies and deworming medicines. We have trained staff members in Malawi, Kenya, Uganda, Tanzania, the Philippines, and Haiti in the Care Group model. However, we are still working on implementing Care Groups in Tanzania and Uganda. We have plans to train staff members in our Central America program countries (El Salvador, Guatemala, Honduras and Nicaragua) in the Care Group model in the near future.

External Reviews

Awards & Accreditations

Better Business Bureau Wise Giving Alliance 2013


Feed The Children, Inc.

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The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


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?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?