Community Improvement, Capacity Building

Global Hunger Project dba The Hunger Project

  • New York, NY
  • http://www.thp.org

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.

Main Programs

  1. Epicenter Strategy
  2. Women's empowerment
Service Areas

Self-reported

International

Benin, Burkina Faso, Ethiopia, Ghana, Malawi, Mozambique, Senegal, Uganda, India, Bangladesh, Mexico, Peru

ruling year

1978

President and CEO since 2014

Self-reported

Ms. Asa Skogstrom Feldt

Keywords

Self-reported

global,hunger,nutrition,empowerment, mobilization, self-reliance,women,international

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Also Known As

THP

EIN

94-2443282

 Number

2703539226

Contact

Cause Area (NTEE Code)

Rural (S32)

Women's Rights (R24)

Other Food, Agriculture, and Nutrition N.E.C. (K99)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

THP's programs reach over 18.1 million people in almost 20,000 communities across Africa, South Asia and Latin America. We accomplish our work with approx. 350 indigenous staff and a budget of under $21M (source: Annual Report 2015).

Programs

Self-reported by organization

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

Program 1

Epicenter Strategy

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.

Category

Community Development

Population(s) Served

Poor/Economically Disadvantaged, Indigent, General

Budget

Program 2

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.

The vast majority of the world’s poor are women. Two-thirds of the world’s illiterate popultion are female. Of the millions of school age children not in school, the majority are girls. And today, HIV/AIDS is rapidly becoming a woman’s disease. Women comprise nearly 60 percent of all people living with HIV/AIDS in Sub-Saharan Africa.

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.

Category

Human Services

Population(s) Served

Adults

Female Adults

Budget

Charting Impact

Self-reported by organization

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

  1. 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.
  2. What are the organization's key strategies for making this happen?
    Our programs in almost 20,000 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
  3. What are the organization's capabilities for doing this?
    350+ staff indigenous to the countries where we work.
    Over 395,000 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
    A vibrant advocacy movement called Gender-focused Community-led Development
  4. How will they know if they are making progress?
    Monitoring and Evaluation:

    Participatory Monitoring and Evaluation
    The Hunger Project's Monitoring and Evaluation (M&E) philosophy is based on three principles:

    Measure what matters

    Our M&E system serves as the framework for best delivering on our organizational mission to end hunger and poverty by empowering individuals and communities.

    Start with grassroots, community-led engagement

    This critical feedback loop directly connects our project performance to community expectations and goals.

    Objectivity is key

    Transparency and accountability for data are embedded throughout the processes of M&E.

    Why M&E?
    At The Hunger Project, we believe in measuring what matters. As an organization grounded in grassroots advocacy and international development from the bottom up, understanding the extent of our interventions' impact at the community level is paramount—for our community partners, our dedicated global staff, our investors and policy makers considering adopting our approach. Our M&E system serves as a critical framework for delivering on our organizational mission to end hunger and poverty by empowering individuals and communities with knowledge, information, and opportunities for achieving sustainable self-reliance.

    As an essential precondition to evaluating The Hunger Project's global performance, it is important to collect reliable primary data for outputs and outcomes (both qualitative and quantitative) as well as existing data from secondary sources. This allows The Hunger Project to critically analyze where our partner communities 'rank' when it comes to issues, such as malnutrition or access to healthcare, compared to regional and national averages. As the overall goal of our Participatory M&E system is to recognize what works and what does not work (and why) within project implementation, this feedback loop directly connects our project performance to community expectations and goals.

    Our M&E system serves The Hunger Project's entire network of partners working in 12 countries in almost 20,000 communities, reaching more than 18.1 million individuals around the world. As program country staff and volunteers lead their communities to make improvements in areas such as health, literacy, education, gender-based violence, food security, income and local democracy, The Hunger Project's M&E system provides a necessary framework for understanding and enhancing these strides.

    The Hunger Project's program countries have diligently been tracking activities and output indicators on a quarterly basis since 2008. For more details visit:
    http://thp.org/our-work/measuring-our-work/
  5. What have and haven't they accomplished so far?
    With more financial resources, THP could deepen and expand its programs on the ground.
    Building stronger government partnerships to have them take on our strategies and methodologies, to cause further breakthroughs in ending hunger in the world.
Service Areas

Self-reported

International

Benin, Burkina Faso, Ethiopia, Ghana, Malawi, Mozambique, Senegal, Uganda, India, Bangladesh, Mexico, Peru

Social Media

Blog

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

THE GLOBAL HUNGER PROJECT
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

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Operations

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

Global Hunger Project dba The Hunger Project

Leadership

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Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair and Board Members
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President and CEO

Ms. Asa Skogstrom Feldt

BIO

Åsa Skogström Feldt joined the Global Office in New York as President and CEO of The Hunger Project on September 2, 2014.

A former head of The Hunger Project in Sweden and long-time investor, Åsa previously sat on our national Board in Sweden. Åsa brings bold, intrepid leadership and a strong commitment to The Hunger Project’s values and principles.

At IKEA, which she joined in 2012, Åsa established a new initiative through which IKEA supports social enterprises that are within their value chains through business partnerships.

As Country Director of The Hunger Project in Sweden from 2004-2012, Åsa succeeded in growing the organization and significantly increasing revenue and public awareness, particularly through partnerships with entrepreneurs and businesses. This was supported by extensive PR campaigns.

She also has experience founding and building networks of women leaders both in Sweden and internationally.

Before joining The Hunger Project as a Country Director, Åsa had 17 years of business experience. This included seven years within international telecommunications as head of marketing for Sony Ericsson in Germany, corporate communications director for Aspiro, and marketing communications manager for Ericsson Mobile Communications in the Middle East and Africa. She also previously served as head of marketing for a Swedish export consulting company and a Swedish-Japanese optical business.

Governance

BOARD CHAIR

Steven Sherwood

CWS Capital Group Inc

Term: Oct 2009 -

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. Self-reported by organization

Yes

BOARD ORIENTATION & 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 & 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?