Food for the Hungry, Inc. 
The information on this page was last updated 2/26/2026. If you see errors or omissions, please email: [email protected]
Summary
The world is hungry, but the emptiness goes far beyond the table. The need is physical and spiritual. People hunger for opportunity, starve for resources, and have been stripped of value. These injustices keep us up at night.
Food for the Hungry seeks to end ALL forms of human poverty by going to the hard places and walking with the world's most vulnerable people. For fifty years, we've been serving through purposeful relief and development. We believe in the fight against poverty, which is why we serve the vulnerable in over 20 countries globally.
Contact information
Mailing address:
Food for the Hungry, Inc.
1224 E. Washington St.
Phoenix, AZ 85034-1102
Website: fh.org
Phone: (480) 998-3100
Email: [email protected]
Organization details
EIN: 952680390
CEO/President: Mark Viso
Chairman: Mr. Larry Jones
Board size: 9
Founder: Dr. Larry Ward
Ruling year: 1971
Tax deductible: Yes
Fiscal year end: 09/30
Member of ECFA: Yes
Member of ECFA since: 1980
Purpose
We're moved and inspired by our Christian belief that every person has intrinsic value, and that it's our responsibility to advocate for the poor and marginalized without regard to race, creed or nationality and without adverse distinction of any kind. We serve on the basis of need alone. We strive to respect the culture and customs of the people we serve in order to preserve their humanity and dignity.
We provide life-changing resources such as clean water, medical aid, food, equal educational opportunities to girls and boys, vocational training and empowerment in the midst of unimaginable hardships. Our view of poverty is holistic and complex. We honor the people we serve by inviting them to contribute to the process. We are grateful to be invited into the communities we serve and work side-by-side with local leaders, responding to their needs with transformative solutions, which are both sustainable and implemented at the hands of the communities themselves.
Mission statement
Food for the Hungry is an international organization of Christian motivation, committed to working with poor people to overcome hunger and poverty through integrated self-development and relief programs. Relief efforts include famines in Africa, typhoons in Southeast Asia, floods in the United States, and earthquakes in Central America.
Statement of faith
Articles
Donor confidence score
Show donor confidence score details
To understand our donor confidence score, click here.
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Relief and Development
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 998 of 1391 | 79 of 113 |
| Fund acquisition rating | | 1287 of 1391 | 104 of 113 |
| Resource allocation rating | | 1194 of 1391 | 98 of 113 |
| Asset utilization rating | | 106 of 1392 | 15 of 113 |
According to the organization's Form 990, it received $33,528,227 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% | 16% | 16% | 15% | 19% | 12% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 5% | 16% | 15% | 15% | 19% | 12% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 98% | 99% | 99% | 99% | 100% | 100% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 5% | 16% | 15% | 15% | 18% | 13% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 2% | 1% | 1% | 1% | 0% | 0% |
| Operating ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Program expense ratio Program expense ratio = Program services / Total expenses | 86% | 75% | 78% | 77% | 76% | 80% |
Spending ratio Spending ratio = Total expenses / Total revenue | 99% | 101% | 107% | 99% | 105% | 93% |
Program output ratio Program output ratio = Program services / Total revenue | 84% | 76% | 83% | 76% | 80% | 74% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 1% | -1% | -7% | 1% | -5% | 7% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | -6% | -50% | 6% | -28% | 24% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 7% | 9% | 8% | 8% | 6% | 7% |
| Investing ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 1.53 | 4.19 | 5.08 | 4.13 | 5.21 | 2.77 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 1.16 | 1.82 | 1.95 | 1.35 | 1.27 | 1.21 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 2.10 | 7.63 | 9.89 | 5.59 | 6.59 | 3.34 |
| Liquidity ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Current ratio Current ratio = Total current assets / Total current liabilities | 10.83 | 2.22 | 2.58 | 9.12 | 8.77 | 13.92 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.07 | 0.45 | 0.39 | 0.11 | 0.11 | 0.07 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 4.70 | 0.86 | 0.74 | 1.91 | 1.61 | 3.33 |
| Solvency ratios | Sector median | 2025 | 2024 | 2023 | 2022 | 2021 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 8% | 40% | 37% | 12% | 11% | 7% |
Debt ratio Debt ratio = Debt / Total assets | 0% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 53% | 14% | 12% | 21% | 17% | 33% |
Financials
| Balance sheet | |||||
| Assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Cash | $2,936,883 | $4,916,169 | $12,636,559 | $11,863,490 | $22,251,881 |
| Receivables, inventories, prepaids | $10,255,346 | $7,238,373 | $8,179,119 | $7,746,223 | $5,794,108 |
| Short-term investments | $7,335,786 | $7,256,151 | $8,104,373 | $7,927,533 | $8,932,101 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $20,528,015 | $19,410,693 | $28,920,051 | $27,537,246 | $36,978,090 |
| Long-term investments | $4,896,865 | $4,769,382 | $3,436,338 | $3,436,338 | $3,436,338 |
| Fixed assets | $5,177,154 | $6,008,405 | $4,574,053 | $2,105,181 | $2,123,648 |
| Other long-term assets | $6,824,319 | $7,653,688 | $2,200,800 | $1,784,519 | $2,064,624 |
| Total long-term assets | $16,898,338 | $18,431,475 | $10,211,191 | $7,326,038 | $7,624,610 |
| Total assets | $37,426,353 | $37,842,168 | $39,131,242 | $34,863,284 | $44,602,700 |
| Liabilities | 2025 | 2024 | 2023 | 2022 | 2021 |
| Payables and accrued expenses | $8,887,786 | $5,854,774 | $2,331,668 | $3,138,722 | $2,657,009 |
| Other current liabilities | $353,299 | $1,672,178 | $838,062 | $0 | $0 |
| Total current liabilities | $9,241,085 | $7,526,952 | $3,169,730 | $3,138,722 | $2,657,009 |
| Debt | $0 | $0 | $0 | $0 | $0 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $5,660,987 | $6,527,632 | $1,663,683 | $561,674 | $581,863 |
| Total long-term liabilities | $5,660,987 | $6,527,632 | $1,663,683 | $561,674 | $581,863 |
| Total liabilities | $14,902,072 | $14,054,584 | $4,833,413 | $3,700,396 | $3,238,872 |
| Net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Without donor restrictions | $14,659,147 | $16,964,017 | $25,239,429 | $21,606,145 | $32,675,359 |
| With donor restrictions | $7,865,134 | $6,823,567 | $9,058,400 | $9,556,743 | $8,688,469 |
| Net assets | $22,524,281 | $23,787,584 | $34,297,829 | $31,162,888 | $41,363,828 |
| Revenues and expenses | |||||
| Revenue | 2025 | 2024 | 2023 | 2022 | 2021 |
| Total contributions | $153,911,895 | $179,151,758 | $162,957,899 | $172,535,634 | $133,226,072 |
| Program service revenue | $0 | $0 | $0 | $0 | $0 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $1,443,287 | $463,480 | $256,816 | $209,518 | $159,080 |
| Other revenue | $49,616 | $588,360 | $650,659 | $19,401 | $7,200 |
| Total other revenue | $1,492,903 | $1,051,840 | $907,475 | $228,919 | $166,280 |
| Total revenue | $155,404,798 | $180,203,598 | $163,865,374 | $172,764,553 | $133,392,352 |
| Expenses | 2025 | 2024 | 2023 | 2022 | 2021 |
| Program services | $117,861,727 | $149,140,968 | $124,816,767 | $138,323,295 | $98,432,006 |
| Management and general | $13,713,260 | $15,041,057 | $12,635,907 | $10,293,273 | $8,670,534 |
| Fundraising | $25,149,504 | $27,870,412 | $24,269,672 | $32,980,052 | $16,441,080 |
| Total expenses | $156,724,491 | $192,052,437 | $161,722,346 | $181,596,620 | $123,543,620 |
| Change in net assets | 2025 | 2024 | 2023 | 2022 | 2021 |
| Surplus (deficit) | ($1,319,693) | ($11,848,839) | $2,143,028 | ($8,832,067) | $9,848,732 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($1,319,693) | ($11,848,839) | $2,143,028 | ($8,832,067) | $9,848,732 |
Compensation
| Name | Title | Compensation |
| Mark Viso | President & CEO | $467,166 |
| Trevor Maisiri | Chief Impact & Innovation Officer | $341,305 |
| Kate Norah Musimwa | Chief Program & Pub. Resources Off. | $329,974 |
| Samson Mohan | Chief Data, Digital & Km Officer | $315,162 |
| Lolita Regina Johnson | Chief Talent & Culture Officer | $278,785 |
| Subodh Kumar | Vice President of Ministry Impact | $250,868 |
| Jonathan Papoulidis | VP of External Engagement | $245,044 |
| George Schutter | Chief Financial Officer (thru 8/24) | $220,358 |
| Emmanuel Omondi Ogutu | Vice President of Risk and Assurance | $213,899 |
| Timothy Gleeson | Chief Financial Officer | $127,443 |
Compensation data as of: 9/30/2025
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 2/26/2026. To update the information below, please email: [email protected]
History
Dr. Larry Ward was struck by the pain and sadness of knowing that thousands of children die each day from hunger-related causes. His work in relief and development opened his eyes, and he knew he had to do something more. In 1971, he founded Food for the Hungry (FH) based on a simple premise, if children died one at a time, he could help them one at a time. Thus began his lifelong mission to serve the world's most vulnerable people in the hard places. Our organization's name, Food for the Hungry, was inspired by Psalm 146:7, which reads:
"He upholds the cause of the oppressed and gives food to the hungry. The Lord sets prisoners free." Psalm 146:7
FH has been serving those who are living through unimaginable hardships for fifty years and today, FH works in more than 20 countries around the world providing life-changing resources such as clean water, medical aid, food, education, vocational training, spiritual development and hope.
1970s
In 1971, Dr. Larry Ward founded Food for the Hungry and in the next decade, responded to worldwide disasters in Bangladesh, Nicaragua, West Africa, Vietnam, Guatemala and Romania. After being particularly moved by the Vietnamese refugees adrift in the South China Sea, Ward and his colleagues purchased a boat to assist them to safety.
1980s
In 1980, FH launched its long-term missionary and self-support staff program called Hunger Corps, which provided a way for dedicated individuals to work in the field. FH also established an international office in Switzerland and affiliate organizations in Japan, Canada, Korea and the United Kingdom to expand the vision and work of FH to other continents. In 1984, Dr. Larry Ward retired and appointed Ted Yamamori as his successor and President of FH.
1990s
FH launched the Christian artist program, which allowed concert-goers all across the country to intersect with the message of hope and respond through child sponsorship. FH also began helping churches and other groups organize short-term trips to developing countries, bringing an effective and sustainable model to their global missions program.
2000s
FH responded to many devastating world crises, including the September 11 attacks in New York and the Indonesia tsunami that killed more than 280,000 people. FH also responded to earthquakes in El Salvador and India, famine in Malawi, a volcano in the Democratic Republic of Congo, a typhoon in South Korea, floods in Honduras and Nicaragua, war in Iraq, and to hurricanes in the Dominican Republic, Haiti, and New Orleans. In 2003, FH mourned the passing of Dr. Larry Ward.
2010s
In a decade of unprecedented global challenges, FH responded to the needs of the 2010 Haiti earthquake that destroyed nearly 1 million homes, Typhoon Haiyan in the Philippines, and cyclones Idai and Kenneth in Mozambique. Additionally, FH served in humanitarian crises like the Rohingya refugee crisis that displaced 1.2 million people, and the Syrian refugee crisis that affected nearly 12 million Syrians. A highlight of the decade was reestablishing FH work in Vietnam in 2019. In the onslaught of the COVID-19 pandemic in 2020, FH pivoted to help our global communities protect themselves from the virus.