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      <Desc>AFRICA - The foundation of The Hunger Project's work in Africa is the Epicenter Strategy, which mobilizes clusters of rural villages that encompass 5,000 to 15,000 people into "epicenters" where empowered individuals and communities take the reins of their own development and unlock local capacity for change. Community members at epicenters create a vision for a self-reliant future and then work together to achieve it through community-led programs that improve food security, nutrition, health, education, women's leadership and income-generation. At the end of 2024, 86 epicenters reaching 1.4 million people-52% of whom are women-had declared self-reliance. This means they have the confidence, capacity, and skills to act as agents of their own development and continue to make sustainable progress. In addition to working with active epicenter communities, The Hunger Project is also leveraging its core community mobilization and leadership development strategies to advance sector-specific community priorities, such as reforestation, nutrition, meaningful access to internet, inclusion of people with disabilities, water and sanitation, land conservation, and agricultural entrepreneurship.</Desc>
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        <Desc>SOUTH ASIA - In South Asia, The Hunger Project works to strengthen local governance for the end of hunger. In six states in India, THP supports the leadership development of women elected to serve in local village councils (panchayats). Each of these women are champions for advancing projects that address women's rights, social and economic development and nutrition. Additionally, THP works with adolescent girls to support them to exercise their voice and agency and make governance more responsive to their rights. In Bangladesh, THP mobilizes trained local volunteers, youth, women leaders and local government representatives across 143 unions, encompassing nearly 2,850 communities, to support peaceful, effective local democracy and meet the Sustainable Development Goals (SDGs). Community partners design and implement holistic, bottom-up strategies focused on nutrition, active citizenship, peace, income generation, food security, girls' rights, and more in order to achieve the SDGs in their communities.</Desc>
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        <Desc>EDUCATION AND ADVOCACY - Since its founding, The Hunger Project has been focused on creating commitment among a critical mass and transforming thinking in centers of power to create a world without hunger. Its activities include creating public awareness campaigns around international days of significance like International Women's Day, World Hunger Day, International Youth Day and World Food Day. It also includes hosting events and workshops and participating in national and international forums to promote using women-centered, community-led approaches to transform the systems of inequity that create hunger and cause it to persist. The Hunger Project is an active leader in the global Movement for Community-Led Development (Movement), whose formation was catalyzed by The Hunger Project in 2015. The Movement was established as an independent organization in 2024 and The Hunger Project continues to allocate core funding to this program. This alliance has grown into a network of networks, with national associations around the world, committed to influencing global development policies and practices to shift power and resources into the hands of local communities.</Desc>
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        <PersonNm>JENNA RECUBER</PersonNm>
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        <PersonNm>KOSHA SHISWAWALA</PersonNm>
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        <PersonNm>ROWLANDS KAOTCHA</PersonNm>
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        <PersonNm>TIMOTHY PREWITT</PersonNm>
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        <PersonNm>ASHLEY SCHENK</PersonNm>
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        <PersonNm>JAMES GOODMAN</PersonNm>
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        <PersonNm>MALLORY MILLOT</PersonNm>
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        <PersonNm>MEGAN NYKYFORCHYN-CLARK</PersonNm>
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        <PersonNm>PHILIPPE ROSEN</PersonNm>
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            <AddressLine1Txt>368 9TH AVENUE</AddressLine1Txt>
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      <ContractorCompensationGrp>
        <ContractorName>
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      <ContractorCompensationGrp>
        <ContractorName>
          <BusinessName>
            <BusinessNameLine1Txt>RUCHI YADAV</BusinessNameLine1Txt>
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          <ForeignAddress>
            <AddressLine1Txt>A-27 PRESS ENCLAVE</AddressLine1Txt>
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            <CountryCd>IN</CountryCd>
            <ForeignPostalCd>110017</ForeignPostalCd>
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        </ContractorAddress>
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      <ContractorCompensationGrp>
        <ContractorName>
          <BusinessName>
            <BusinessNameLine1Txt>BDO USA</BusinessNameLine1Txt>
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          <USAddress>
            <AddressLine1Txt>200 PARK AVENUE 38TH FLOOR</AddressLine1Txt>
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            <StateAbbreviationCd>NY</StateAbbreviationCd>
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          </USAddress>
        </ContractorAddress>
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        <EmployeeCnt>146</EmployeeCnt>
        <TypeOfActivitiesConductedTxt>Program Services</TypeOfActivitiesConductedTxt>
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      <SupplementalInformationDetail>
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      <EmailSolicitationsInd>X</EmailSolicitationsInd>
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          <StateAbbreviationCd>NY</StateAbbreviationCd>
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      <LicensedStatesCd>SC</LicensedStatesCd>
      <LicensedStatesCd>TN</LicensedStatesCd>
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      <LicensedStatesCd>AR</LicensedStatesCd>
      <LicensedStatesCd>WA</LicensedStatesCd>
      <LicensedStatesCd>WV</LicensedStatesCd>
      <LicensedStatesCd>WI</LicensedStatesCd>
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        <EntertainmentEvent1Amt>3747</EntertainmentEvent1Amt>
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        <GrossRevenueTotalEventsAmt>47850</GrossRevenueTotalEventsAmt>
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        <FoodAndBeverageTotalEventsAmt>78730</FoodAndBeverageTotalEventsAmt>
        <EntertainmentTotalEventsAmt>3747</EntertainmentTotalEventsAmt>
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        <FormAndLineReferenceDesc>Schedule I, Part I, Line 2 Procedures for monitoring use of grant funds</FormAndLineReferenceDesc>
        <ExplanationTxt>THP ADOPTS A RISK-BASED APPROACH TO MONITOR GRANTS. A RISK-BASED APPROACH TO SUB-RECIPIENT MONITORING ENABLES THP TO ASSESS AN ORGANIZATION'S INTERNAL CONTROLS, ACCOUNTING SYSTEM AND FUNDS CONTROL FOR TWO REASONS: TO DETERMINE THE LEVEL OF MONITORING REQUIRED AS WELL AS TO IDENTIFY AREAS FOR BUILDING CAPACITY THAT WOULD SUPPLEMENT THOSE IDENTIFIED BY THE ORGANIZATIONAL DEVELOPMENT ASSESSMENT. GRANTS PROVIDED TO ORGANIZATIONS WITHIN THE UNITED STATES ARE REVIEWED BY THE US OFFICE PROGRAM PARTNERSHIP DEVELOPMENT TEAM (PPD). THE PPD TEAM MONITORS THE FINANCIAL AND PROGRAMMATIC PERFORMANCE OF THE SUB-RECIPIENTS AND ENSURES THAT DONOR FUNDS ARE SPENT IN ACCORDANCE WITH DONOR REGULATIONS. INTERNAL REVIEWS ARE PERIODICALLY CONDUCTED TO ENSURE CONTINUED COMPLIANCE. THE REVIEW PROCESS INCLUDES A COMBINATION OF ACTIVITIES OR ACTIONS, SUCH AS THE REVIEW AND VERIFICATION OF DELIVERABLES, FINANCIAL AND PROGRAM PROGRESS REPORTS, VOUCHER VERIFICATION, AND SITE VISITS. IN ADDITION, FEDERAL AWARD AND COMPLIANCE INFORMATION IS INCORPORATED IN THE SUB-AGREEMENT (E.G., MANDATORY STANDARD PROVISIONS, OTHER REGULATIONS, FINANCIAL REPORTING REQUIREMENTS AND TEMPLATE, AUDIT REQUIREMENTS).</ExplanationTxt>
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        <MethodOfDeterminingRevenuesTxt>Other - MARKET QUOTATION</MethodOfDeterminingRevenuesTxt>
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        <NonCashCheckboxInd>X</NonCashCheckboxInd>
        <Desc>CRYPTO CURRENCY</Desc>
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        <MethodOfDeterminingRevenuesTxt>Other - MARKET QUOTATION</MethodOfDeterminingRevenuesTxt>
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        <FormAndLineReferenceDesc>Schedule M, Part I Column (c)</FormAndLineReferenceDesc>
        <ExplanationTxt>DURING 2024 THE ORGANIZATION RECEIVED PUBLICLY TRADED SECURITIES WITH A MARKET QUOTATION OF $842,666 INCLUDING SECURITIES VALUED AT $48,838 IN FULFILLMENT OF A PRIOR YEAR PLEDGE. AS A RESULT, PART VIII (STATEMENT OF REVENUE), LINE 1G REPORTS $793,828 AS NONCASH CONTRIBUTIONS.</ExplanationTxt>
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        <FormAndLineReferenceDesc>Schedule M, Part I, Line 32b Third parties used to solicit, process, or sell noncash contributions</FormAndLineReferenceDesc>
        <ExplanationTxt>ALL GIFTS OF SECURITIES ARE PROCESSED AND SOLD VIA OUR BROKER AT RBC.</ExplanationTxt>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Schedule M, Part I Explanations of reporting method for number of contributions</FormAndLineReferenceDesc>
        <ExplanationTxt>Securities - Publicly traded - THE ORGANIZATION IS REPORTING THE NUMBER OF CONTRIBUTIONS RECEIVED. Other - CRYPTO CURRENCY - THE ORGANIZATION IS REPORTING THE NUMBER OF CONTRIBUTIONS RECEIVED.</ExplanationTxt>
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        <FormAndLineReferenceDesc>Form 990, Part III, Line 4a-4c Description of program services</FormAndLineReferenceDesc>
        <ExplanationTxt>(Expenses $ 1,056,200 including grants of $ 0)(Revenue $ 0) GLOBAL PROGRAMS - At the global level, The Hunger Project's programmatic strategy and partnerships align to a strategic framework that aims to elevate community leadership and reimagine systems for the benefit of people and planet. This framework identifies three "accelerators, areas of action with the potential to rapidly transform policies, practices and resource flows. These "accelerators" are: amplifying collective voice, amplifying the power of next generational leadership, and amplifying engagement with the private sector. The Hunger Project's Global Programs are continuously monitored and evaluated to understand and demonstrate impact and drive learning. Its approach to monitoring, evaluation and learning is also community-centered, supporting people in local communities to develop metrics of success, track progress, and reflect on lessons learned.</ExplanationTxt>
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        <FormAndLineReferenceDesc>Form 990, Part III, Line 4a-4c Description of program services</FormAndLineReferenceDesc>
        <ExplanationTxt>(Expenses $ 111,279 including grants of $ 1,008,924)(Revenue $ 0) LATIN AMERICA - In Mexico and Peru, THP supports community-led development initiatives that elevate the most marginalized people, particularly Indigenous women. In Mexico, The Hunger Project supports communities to achieve their community-owned visions, including work to ignite sustainable local entrepreneurship, build effective relationships with local governments, empower women and girls with leadership development and support networks, promote economic resilience and ensure food security and nutrition. In Peru, The Hunger Project works with a partner organization, CHIRAPAQ, a coalition of Indigenous organizations who are promoting access to opportunities, the exercise of women's and Indigenous rights, and collaboration with local and regional governments.</ExplanationTxt>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Line 11b Review of form 990 by governing body</FormAndLineReferenceDesc>
        <ExplanationTxt>FORM 990 IS PREPARED BY A NATIONALLY RECOGNIZED ACCOUNTING FIRM IN CONJUNCTION WITH THE ORGANIZATION'S FINANCIAL DEPARTMENT. THE FORM 990 IS REVIEWED AND APPROVED BY THE AUDIT COMMITTEE OF THE BOARD AND SENT TO ALL BOARD MEMBERS WITH THE OPPORTUNITY FOR THEM TO COMMENT OR MAKE INQUIRY BEFORE IT WAS FILED WITH THE INTERNAL REVENUE SERVICE.</ExplanationTxt>
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        <FormAndLineReferenceDesc>Form 990, Part VI, Line 12c Conflict of interest policy</FormAndLineReferenceDesc>
        <ExplanationTxt>ALL BOARD MEMBERS AND SENIOR MANAGERS ARE ASKED TO FILL OUT AN ANNUAL CONFLICT OF INTEREST QUESTIONNAIRE/DISCLOSURE.</ExplanationTxt>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Line 15a Process to establish compensation of top management official</FormAndLineReferenceDesc>
        <ExplanationTxt>MANAGEMENT AND THE GOVERNANCE, NOMINATING AND HUMAN RESOURCES (GNHR) COMMITTEE REVIEW ANNUALLY THE COMPENSATION OF THE CEO (TOP MANAGEMENT OFFICIAL) BASED ON PERFORMANCE, THP FINANCIAL CONDITIONS, AND COMPARATIVE COMPENSATION DATA FROM STUDIES/SURVEYS OF RELEVANT PEER ORGANIZATIONS. THE GNHR APPROVED THE COMPENSATION FOR THOSE EMPLOYEES. THE COMPENSATION FIGURES ARE THEN INCLUDED IN THE ANNUAL BUDGET, WHICH ARE REVIEWED BY AFFILIATE ORGANIZATIONS, REVIEWED AND APPROVED BY THE AUDIT COMMITTEE, AND RATIFIED BY THE BOARD. CONTEMPORANEOUS SUBSTANTIATION OF THE DELIBERATIONS AND DECISIONS WERE DOCUMENTED.</ExplanationTxt>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Line 15b Process to establish compensation of other employees</FormAndLineReferenceDesc>
        <ExplanationTxt>MANAGEMENT AND THE GOVERNANCE, NOMINATING AND HUMAN RESOURCES (GNHR) COMMITTEE REVIEW ANNUALLY THE COMPENSATION OF OTHER OFFICERS BASED ON PERFORMANCE, THP FINANCIAL CONDITIONS, AND COMPARATIVE COMPENSATION DATA FROM STUDIES/SURVEYS OF RELEVANT PEER ORGANIZATIONS. THE GNHR APPROVED THE COMPENSATION FOR THOSE EMPLOYEES. THE COMPENSATION FIGURES ARE THEN INCLUDED IN THE ANNUAL BUDGET, WHICH ARE REVIEWED BY AFFILIATE ORGANIZATIONS, REVIEWED AND APPROVED BY THE AUDIT COMMITTEE, AND RATIFIED BY THE BOARD. CONTEMPORANEOUS SUBSTANTIATION OF THE DELIBERATIONS AND DECISIONS WERE DOCUMENTED.</ExplanationTxt>
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        <FormAndLineReferenceDesc>Form 990, Part VI, Line 19 Required documents available to the public</FormAndLineReferenceDesc>
        <ExplanationTxt>THE ORGANIZATION MAKES ITS GOVERNING DOCUMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. THE ORGANIZATION'S CONFLICT OF INTEREST POLICY AND FINANCIAL STATEMENTS ARE AVAILABLE ON ITS WEBSITE.</ExplanationTxt>
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        <FormAndLineReferenceDesc>Form 990, Part XI, Line 9 Other changes in net assets or fund balances</FormAndLineReferenceDesc>
        <ExplanationTxt>WRITE-OFF MICROFINANCE ACTIVITY - -142533; INCREASE IN CHANGE IN CASH SURRENDER VALUE OF LIFE INSURANCE - 62505; INCREASE IN VALUE OF PLEDGES VERSUS CONTRIBUTIONS - 2933; FOREIGN CURRENCY TRANSLATION LOSS - -150042;</ExplanationTxt>
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