Feed The Children 
The information on this page was last updated 5/2/2026. If you see errors or omissions, please email: [email protected]
Summary
Established over 40 years ago, Feed the Children is one of the leading anti-hunger organizations.
We dare to envision a world where no child goes to bed hungry. To help create that world, we are dedicated to helping families and communities achieve stable lives and to reducing the need for help tomorrow-all while providing food and assistance to help them today.
In the United States we distribute product donations of food and other items from corporate donors through our network of local community partners, we provide classroom support and school supplies to students in vulnerable areas, and we mobilize resources quickly to aid recovery efforts when natural disasters strike.
Internationally, we manage child-focused community development programs that focus on reducing hunger and malnutrition, teaching health and promoting self-reliance in 8 countries in Asia, Africa, and Latin American.
We welcome partnerships because we know that our work would not be possible without collaborative relationships. We seek to connect donors, partners, experts, volunteers, leaders and communities to raise awareness about childhood hunger and make it a thing of the past. That's something we can only do together.
Contact information
Mailing address:
Feed The Children
333 N. Meridian
Oklahoma City, OK 73107
Website: feedthechildren.org
Phone: 800-627-4556
Email: [email protected]
Organization details
EIN: 736108657
CEO/President: Emily Callahan
Chairman: Rhonda Hooper
Board size: 12
Founder: Dr. Larry Jones
Ruling year: 1967
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: No
Member of ECFA since:
Purpose
Create a world where no child goes to bed hungry.
Mission statement
Strategic Vision: Feed the Children stands ready to help - near and far. From an international child who needs a nourishing meal and school supplies, to grandparents who are raising their grandchildren on a fixed income, or a U.S. military family trying to make ends meet while a parent is deployed, we are unwavering in our dedication to helping our neighbors and building caring communities.
As we embark on the next five years in our history, we are inspired, and we remain committed to doing our part to create a world where no child goes to bed hungry.
Statement of faith
Feed The Children is a non-denominational organization. Though many churches, synagogues and mosques support our organization and still others assist in the distribution of goods, there is no individual church, denomination or religion that controls our work. All of the members of our board share our convictions about the importance of helping others and identify themselves as Christians; however none of them acts as a representative of an organized religious body.
Articles
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
C
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Relief and Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 247 of 1420 | 26 of 114 |
| Fund acquisition rating | | 749 of 1420 | 61 of 114 |
| Resource allocation rating | | 305 of 1420 | 25 of 114 |
| Asset utilization rating | | 246 of 1421 | 26 of 114 |
According to the organization's Form 990, it received $3,456,414 in government grants in 2025.
To understand our financial efficiency ratings, click here.
Financial ratios
| Funding ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 6% | 6% | 5% | 3% | 4% | 2% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 6% | 5% | 3% | 4% | 2% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 99% | 100% | 99% | 100% | 97% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 5% | 5% | 3% | 4% | 3% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | 1% | 0% | 1% | 0% | 3% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 86% | 91% | 91% | 94% | 93% | 95% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 110% | 105% | 98% | 104% | 90% |
Program output ratio Program output ratio = Program services / Total revenue | 83% | 100% | 96% | 92% | 96% | 85% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | -10% | -5% | 2% | -4% | 10% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | -32% | -12% | 5% | -9% | 29% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 4% | 4% | 3% | 3% | 2% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.50 | 3.20 | 2.48 | 2.61 | 2.23 | 2.53 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.16 | 1.20 | 1.16 | 1.15 | 1.17 | 1.15 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.06 | 3.83 | 2.87 | 3.00 | 2.61 | 2.91 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 11.75 | 22.66 | 33.09 | 46.80 | 34.50 | 38.53 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.06 | 0.04 | 0.03 | 0.02 | 0.03 | 0.03 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.90 | 2.99 | 4.05 | 3.91 | 4.46 | 4.02 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 4% | 3% | 2% | 4% | 3% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 1% | 1% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 54% | 30% | 39% | 38% | 43% | 38% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $3,031,875 | $9,248,091 | $7,716,554 | $12,820,533 | $10,154,052 |
| Receivables, inventories, prepaids | $74,688,077 | $107,635,866 | $127,964,056 | $115,319,050 | $143,936,829 |
| Short-term investments | $33,673,182 | $32,550,980 | $28,813,169 | $26,260,065 | $31,312,613 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $111,393,134 | $149,434,937 | $164,493,779 | $154,399,648 | $185,403,494 |
| Long-term investments | $1,660,897 | $1,798,934 | $2,308,882 | $2,511,778 | $2,258,145 |
| Fixed assets | $17,355,502 | $18,484,199 | $19,452,602 | $20,456,824 | $22,110,519 |
| Other long-term assets | $2,887,123 | $3,118,656 | $2,930,629 | $3,514,832 | $3,611,176 |
| Total long-term assets | $21,903,522 | $23,401,789 | $24,692,113 | $26,483,434 | $27,979,840 |
| Total assets | $133,296,656 | $172,836,726 | $189,185,892 | $180,883,082 | $213,383,334 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $4,915,689 | $4,515,869 | $3,514,947 | $4,475,456 | $4,812,244 |
| Other current liabilities | $0 | $0 | $0 | $0 | $0 |
| Total current liabilities | $4,915,689 | $4,515,869 | $3,514,947 | $4,475,456 | $4,812,244 |
| Debt | $4,826 | $9,650 | $18,563 | $1,528,935 | $1,562,469 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $341,681 | $369,125 | $382,320 | $397,865 | $367,377 |
| Total long-term liabilities | $346,507 | $378,775 | $400,883 | $1,926,800 | $1,929,846 |
| Total liabilities | $5,262,196 | $4,894,644 | $3,915,830 | $6,402,256 | $6,742,090 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $108,710,614 | $150,753,422 | $162,095,968 | $149,956,894 | $180,371,084 |
| With donor restrictions | $19,323,846 | $17,188,660 | $23,174,094 | $24,523,932 | $26,270,160 |
| Net assets | $128,034,460 | $167,942,082 | $185,270,062 | $174,480,826 | $206,641,244 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $382,619,132 | $407,771,177 | $496,797,900 | $386,959,619 | $582,226,099 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $3,734,822 | $988,108 | $280,251 | $302,703 | $16,130,459 |
| Other revenue | $93,005 | $111,730 | $4,940,687 | $476,339 | $586,002 |
| Total other revenue | $3,827,827 | $1,099,838 | $5,220,938 | $779,042 | $16,716,461 |
| Total revenue | $386,446,959 | $408,871,015 | $502,018,838 | $387,738,661 | $598,942,560 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $386,700,600 | $392,721,869 | $463,649,396 | $373,880,713 | $512,047,784 |
| Management and general | $17,114,196 | $15,350,896 | $14,333,133 | $12,087,331 | $12,455,560 |
| Fundraising | $23,068,277 | $21,297,029 | $15,494,997 | $17,144,929 | $14,308,300 |
| Total expenses | $426,883,073 | $429,369,794 | $493,477,526 | $403,112,973 | $538,811,644 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | ($40,436,114) | ($20,498,779) | $8,541,312 | ($15,374,312) | $60,130,916 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($40,436,114) | ($20,498,779) | $8,541,312 | ($15,374,312) | $60,130,916 |
Compensation
| Name | Title | Compensation |
| Travis Arnold - Termed 22825 | President and CEO | $530,257 |
| Bregeita Jefferson | President of International Programming & Operation | $413,329 |
| Colleen Ridenhour | Chief Growth and Strategy Officer | $404,761 |
| Christy Tharp - Termed 22825 | Chief Finance Officer | $360,743 |
| Gary Sloan - Termed 3725 | Chief Operating Officer | $272,102 |
| Julie Davis | Sr Vice President Strategic Partnerships & Individ | $267,392 |
| Debra Shoaf | Chief Finance Officer | $247,060 |
| Michael Panas | Chief Information Officer | $245,945 |
| Bob Thomas - Termed 41924 | Former Chief Corporate Procurement Officer | $219,861 |
| Anna Averling | Vice President of Direct Marketing | $206,398 |
| Harper Grubbs | Vice President of Digital | $202,542 |
| Rorie Black | Vice President of Corporate Partnerships & Cause M | $191,135 |
| Diane Moss - Termed 51525 | Sr Vice President Human Resources | $175,818 |
| Roy Ballou | Vice President People and Culture | $167,025 |
| Emily Callahan - Started 123024 | President and CEO | $45,000 |
Compensation data as of: 6/30/2025
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 5/2/2026. To update the information below, please email: [email protected]
History
Feed the Children was founded in 1979 and during its history has provided clothing, medical assistance and educational opportunities to underprivileged children in nations around the world.
The goal has been to help needy families move beyond relief assistance and become productive and self-sufficient members of their community.
Program accomplishments
In Fiscal Year 2022 Impact in Numbers
11.5 Million People received help. 11.5 million people in nearly every U.S. state and in eight countries around the world received help.
92.6 Million Pounds of food & resources. More than 92.6 million pounds of food and life essential items including hygiene products were distributed.
$317 Million In food and resources distributed. Feed the Children distributed food and essentials valued at more than $317 million to children and families.