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220 N ZAPATA HWY STE 11
Laredo TX 78043-4464
Laredo TX | IRS ruling year: 2004 | EIN: 20-1193434
Organization Mission
The Corporation raises funds that are granted to a Mexican not-for-profit corporation which provides free meals for the poorof San Miguel de Allende, GTO, Mexico.
Great
This charity's score is 98%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Feed the Hungry San Miguel Inc. is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Feed the Hungry San Miguel Inc. has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not ApplicableBoard Composition - 7/7 - 25/25 ptsBoard Composition - 7/7 - 25/25 pts
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
Independent Audit or Financial Review - Has Audit/Review - 20/20 ptsIndependent Audit or Financial Review - Has Audit/Review - 20/20 pts
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
|---|---|
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Conflict of Interest Policy - Listed - 3/3 ptsConflict of Interest Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Board Meeting Minutes - Documented - 3/3 ptsBoard Meeting Minutes - Documented - 3/3 pts
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Document Retention and Destruction - Listed - 3/3 ptsDocument Retention and Destruction - Listed - 3/3 pts
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Whistleblower Policy - Listed - 3/3 ptsWhistleblower Policy - Listed - 3/3 pts
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Website - Listed - 3/3 ptsWebsite - Listed - 3/3 pts
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 1.24% - 15/15 ptsLiabilities to Assets Ratio - 1.24% - 15/15 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
| Liabilities to Assets Ratio | Amount of Credit Received |
|---|---|
| Less than 50% | Full Credit |
| 50% - 59.9% | Partial Credit |
| 60% or more | No Credit |
Source: IRS Form 990
Program Expense Ratio - 89.76% - 25/25 ptsProgram Expense Ratio - 89.76% - 25/25 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
| Program Expense Percentage | Amount of Credit Received |
|---|---|
| 70% or higher | Full Credit |
| 60% - 69.9% | Partial Credit |
| 50% - 59.9% | Zero Points for Program Expense Score |
| Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Feed the Hungry San Miguel Inc.) or EIN (201193434) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Feed the Hungry San Miguel Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
The Covid-19 Special Emergency Food Response program greatly increased our operation's costs. Traditional fundraising halted but virtual and online crowdfunding projects responded positively, thus allowing us the means to purchase food and expand our operations to feed entire families affected by illness and economic losses. Our monthly cost of food alone went from US$25,000 a month to US$125,000. Donations made by two private foundations allowed us to expand of the Early Childhood Nutrition program to six more communities in the first and second quarter of 2021.
How COVID-19 impacted the organization's delivery of programs:
Our core School Meals program stopped immediately when the mandate to close schools on March 16, 2020 came into effect. The 4,500+ children who had to go to school to receive a meal, which in many cases was the only healthy meal they receive each day, were no longer able to access this critical and life-savings nutrition. The nutrition education program also came to a halt after schools closed. Families and parents of the children, especially members of the Early Childhood Nutrition program, were no longer receiving nutrition education at the schools. The programs got shut-down, but the children and their families were not forgotten.
How this organization adapted to changing conditions caused by COVID-19:
The operations team retooled all of its activity to distribute food to the families of the children who had been receiving school meals. In only two weeks of planning and redesigning our operations center, the first delivery trucks began distributing food packages to families that had been identified as most in need. The Feed the Families program is estimated to benefit up to 20,000 people, including the elderly and the disabled. Feed the Hungry is the only NGO in this area of Mexico that is able to provide this level of support. Our Early Childhood Nutrition program has expanded to include 150 babies who are weaned and the mothers who may be nursing. Working with the local City Administration and many other charitable organizations proved to be an effective way to reach people in need of food and to set up efficient distribution channels.
Innovations the organization intends to continue permanently after the pandemic:
Feed the Hungry intends to continue the Feed the Families program as long as there is a need and resources allow, even after the schools meals program resumes. We maintain a database of head-of-household contacts and others in need, to help ensure that the most desperate in our community avoid starvation, even after our school meals program resumes. This provides metrics, real numbers of total families, and allows us to improve our internal processes, such as forecasting, inventory control, warehouse management, and final transportation and distribution of food. We will continue to coordinate with other local NGOs, community advocates, and the city government to identify and help feed hungry families in the San Miguel de Allende municipality.
Not Currently Scored
Feed the Hungry San Miguel Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
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Feed the Hungry San Miguel Inc. reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Feed the Hungry San Miguel Inc provided grants in the amount of USD 1,016,985 in support of the Meals and Nutrition Program of Mexican-based Feed the Hungry A.C.
Feed the Hungry San Miguel Inc. has earned a 80% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - No Data Available - UnscoredConstituent Feedback - No Data Available - Unscored
Constituent Feedback and Listening Practice data are not available for this organization. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Equity Practices - Data Available - 80/100 ptsEquity Practices - Data Available - 80/100 pts
100% of beacon score
This organization's score of 80 is a passing score. The organization reported that it is implementing 3 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (1/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. | |
Equity Policies and Procedures (2/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Feed the Hungry San Miguel Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The Corporation raises funds that are granted to a Mexican not-for-profit corporation which provides food and nutrition education for the poor of San Miguel de Allende, GTO, Mexico.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We believe that the future of Mexico is in its children, and education is necessary to escape from poverty. While we are feeding children, we hope that we are also improving conditions for entire families, generations, and communities as these children succeed.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Provide hot nutritious meals to children in kindergarten and elementary schools through our 36 school kitchens in poor communities.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: Expand the Early Childhood Nutrition program to combat malnutrition in children four years old and younger, to avoid the consequences that early childhood malnutrition can have on development.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Grow the new Extended Alimentation program, a more targeted and smaller scale program to extend food and nutrition support for entire families who present cases of severe malnutrition.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Recent college graduates intern with the organization and go on to secure employment as nutritionists. In general, employees are regularly promoted to higher level positions as they prove competence and dedication to the operation.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Raising Awareness
Policy Advocacy
To achieve our goal of addressing community hunger beyond schools and early childhood, we are also currently investigating how we might join efforts with some other existing charitable programs in our community to leverage each other’s resources, such as a synergistic relationship where we can combine another organization's kitchen and distribution network with Feed the Hungry's immense channels for acquiring nutritious food at low unit costs. Awareness of the mission is promoted via newsletters, mailing campaigns, events, and social media. Regular coordination with Mexican governmental agencies and community advocates.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
We began winding down the Feed the Families pandemic relief program, which since March 2020 has provided food relief every two weeks for 20,000 people. We now provide bags of food monthly and only in the communities where children are not yet in school fulltime. With the imminent return of all schools to in-person classes, we have been able to resume our School Meals Program, which required retooling operations, inspecting and refitting all of our school kitchens, training new school cooks, and re-recruiting volunteer food packers and delivery drivers. We also launched the Extended Alimentation program, because our expanded outreach during the pandemic revealed to us the dire conditions in many more communities than we typically visit.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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