The Hunger Project Switzerland | Das Hunger Projekt Schweiz
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Mission Statement
The Hunger Project is a global movement with a vision to end hunger by organising the necessary leadership, training, and education. It is a non-profit, strategic organization committed to the sustainable end of world hunger. Our vision is a world where every woman, man and child leads a healthy, fulfilling life of self-reliance and dignity. Our mission is to facilitate individual and collective action to transform the systems of inequity that create hunger and cause it to persist. The Hunger Project works to break the cycle of poverty. We believe hungry people themselves are the key to ending hunger. In partnership, we unleash their vision, commitment and leadership so they can feed themselves and their families. While adapted to meet local challenges and opportunities wherever we work, all our programs have at their foundation these 3 essential elements: 1. Empowering women as key change agents 2. Mobilizing communities for self-reliant action 3. Fostering effective
About This Cause
Founded in 1977, The Hunger Project is a global, nonprofit organization committed to the sustainable end of world hunger. We were created as a strategic organization, reinventing ourselves time and again to meet each challenge and opportunity along the path of ending hunger. Our global movement of individuals and organizations in 23 countries worldwide is a demonstration of authentic partnership. Committed investors in the United States, where our Global Office is based, and in our affiliates known as Partner Countries (in Australia, Canada, Germany, Japan, The Netherlands, New Zealand, Sweden, Switzerland and the United Kingdom) support the actions of 11,777 communities throughout Africa, South Asia and Latin America (in Bangladesh, Benin, Burkina Faso, Ethiopia, Ghana, India, Malawi, Mexico, Mozambique, Peru, Senegal, Uganda, Zambia) who are leading their own change. We earn top ratings from Charity Navigator (4 stars) and the American Institute of Philanthropy (A grade). We are a Better Business Bureau sealholder and GuideStar Exchange silver participant, and are proud to be a founding member of InterAction and meet all their membership standards for accountability, transparency and effectiveness. We hold consultative status with the United Nations Economic and Social Council (ECOSOC). In Switzerland, we are ZEWO-certified. Our programs in 11,777 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 trainings, people set a vision for their communities, and then lay out the actions they will take to achieve that vision. Our Strategies: In eight countries in Africa (Ethiopia, Benin, Burkina Faso, Ghana, Malawi, Mozambique, Senegal, Uganda) The Hunger Project’s Epicenter Strategy mobilizes clusters of rural villages into “epicenters,” which band together 5,000-15,000 people to carry out community-led integrated strategies to meet basic needs. Women and men in 121 epicenters create and run their own development programs, reaching 1.6 million people in their communities. In India, The Hunger Project empowers women elected to local government in more than 2,500 panchayats (clusters of rural villages) to meet the development needs of their communities. Across seven states of India, these women lead 14.3 million people. At the regional level, we facilitate federations of women leaders to strengthen their voice and provide a platform for learning and exchange. In Bangladesh, The Hunger Project mobilizes local “animators,” (trained volunteers), youth, women leaders, and local government representatives. In 2014, efforts intensified in 112 priority “MDG Unions” (clusters of rural villages) to carry out holistic, bottom-up strategies to achieve the Millennium Development Goals in their communities. Their work reaches 4.6 million people. In Mexico and Peru, we support community development initiatives, focusing on the people who are the most marginalized, particularly indigenous women, reaching over 21,000 people. Our work includes a special focus on improving childhood and maternal malnutrition and igniting local entrepreneurship. Epicenter Strategy The Hunger Project’s Epicenter Strategy unites 5,000 to 15,000 people in a cluster of villages to create an “epicenter,” or a dynamic center where communities are mobilized for action to meet their basic needs. This holistic strategy builds a path to sustainable self-reliance through four phases over about eight years. Individuals build the confidence to become leaders of their own development and communities come together to unlock a local capacity for change. The Hunger Project has mobilized more than 121 epicenter communities in eight countries in Africa. The Epicenter Strategy is integrated and holistic. It achieves synergy among programs in health (including HIV/AIDS prevention), education, adult literacy, nutrition, improved farming and food security, microfinance, water and sanitation, and building community spirit with a momentum of accomplishment involving the entire population. It is economically sustainable. The primary resources for the strategy come from the local people themselves and by making existing local government resources more effective. Income generation is built into the strategy from the start. Within five to eight years, our epicenters require little or no financial support from The Hunger Project. The Epicenter Strategy is environmentally sustainable. People at our epicenters learn composting and small-scale, environmentally sound irrigation technologies such as drip irrigation. In September 2005, The Hunger Project began an ambitious initiative: to demonstrate that the Epicenter Strategy can be taken to full national scale. We have undertaken our first scale up program in Ghana. The Movement for Community-Led Development Across the globe, a growing number of organizations are now pushing for policy changes that place a fair share of decision making power in the hands of local communities. This push stems from the larger effort to materialize the Sustainable Development Goals (SDG’s) adopted last year. As one of the 18 international organizations launching the Movement for Community-led Development, The Hunger Project has made community-led development accessible by focusing on community organizers, country ownership and advocacy. These steps provide a vital impetus to a movement that seeks to alter the “top-down patriarchal world of programs,” giving agency to local actors and installing greater measures for accountability. MEASURING OUR WORK The Hunger Project’s Monitoring and Evaluation (M&E) philosophy is based on three principles: 1. 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. 2. Start with grassroots, community-led engagement This critical feedback loop directly connects our project performance to community expectations and goals. 3. 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 more than 24,000 communities, reaching more than 20 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. The Hunger Project has been simultaneously developing rigorous impact and outcome indicators to better measure long-term progress towards our goals. An evaluation project took place in Ghana and Malawi in 2012 to field test new data collection tools (household survey, focus group discussion guides, key informant questionnaires), giving The Hunger Project the capacity to more systematically track programmatic outcomes at the both household and community levels. By the end of 2014, every Hunger Project country in Africa will have conducted at least one outcome evaluation. 2015 has been named the Year of Evaluation and much of the talk around the post-MDG plans has centered on the “data revolution” – the need to have quality, time-sensitive information to make informed and cost-effective decisions in international development. Women’s Empowerment Index In October 2015, The Hunger Project launched it’s it’s Women Empowerment Index–a tool to measure the multi-dimensional aspects of women’s empowerment.