CharityIntelligence Canada

CHF (Canadian Hunger Foundation)

323 Chapel Street
Ottawa, ON K1N7Z2
Board Chair: Louise Bergeron
Executive Director: Tony Breuer

Charitable Reg. #: Ceased Operations
Sector: International Aid
Operating Charity

Charity Rating

Not yet rated.

Results Reporting

Grade: NR

Charity not yet rated on the public reporting of the work it does and the results it achieves.

Financial Transparency

Audited financial statements available only through official request for information from Canada Revenue Agency [Audited financial statement for most recent year]

Need for Funding

Funding Reserves Program Costs

Spending Breakdown

Cents to the Cause

2009 2010 2011
For a dollar donated, cents funding the cause after fundraising and admin costs, excluding surplus.

Full-time staff #28

Avg. Compensation $73,774

Top 10 Staff Salary Range

$350k + 0
$300k - $350k 0
$250k - $300k 0
$200k - $250k 0
$160k - $200k 0
$120k - $160k 1
$80k - $120k 9
$40k - $80k 0
< $40k 0
Information from most recent CRA Charities Directorate filings for F2011

About CHF (Canadian Hunger Foundation):

On July 31, 2015, after 53 years of working with families in developing countries, the Canadian Hunger Foundation (CHF) ceased operations.  CHF distinguished itself for helping families produce food in a sustainable manner and raising family incomes out of poverty. CHF’s President Stewart Hardacre said “While we were reaching more people than ever, we weren’t investing what other charities were on marketing to donors …. ultimately we couldn’t keep pace with our fundraising needs.” CHF’s remaining projects are transitioning to World University Service of Canada and Canadian Feed the Children to ensure their completion.


Founded in 1961, CHF (formerly Canadian Hunger Foundation) is dedicated to enabling poor rural communities in developing countries attain sustainable livelihoods. Spanning its history, CHF has worked with local development partners in 51 countries.  In F2011 it was engaged with 6 African, 5 Asian, and 1 South American country, while dividing its focus on Agricultural programs (80%), Training / Education programs (15%), and Infrastructure development (5%).

CHF identifies the key to creating its effective and enduring development programs is the holistic process that integrates input from local government, NGO partners and the affected communities. It first analyzes untapped community assets, then develops livelihood strategies that are economically, socially, and environmentally sustainable in existing or new markets.  CHF also emphasizes self-sufficiency, and provides capacity building for local organizations during program implementation.

Through its sustained efforts over the years, CHF reported improving harvests for South Sudanese farmers by as much as 60%, providing 10,500 households in Bangladesh with small business seed financing, and increasing income by 20% for 771 Guyanese farmers.

Financial Review:

In F2011, administrative costs were 2% of revenues, while fundraising costs were 13% of donations.  CHF had $12.3m in funding reserves (including 0.1% donor-endowed funds of $15k), which would cover program costs 1.1 times.  CHF received $1.6m of other income from “Recovery of operational expenses”.

Financial Ratios

Fiscal year ending March
Administrative costs as % of revenues 1.8%1.5%1.4%
Fundraising costs as % of donations 12.8%24.1%12.5%
Program cost coverage (%) 113.7%68.8%65.1%

Summary Financial Statements

All figures in $000s
Donations 2,9208861,989
Government funding 6,7687,8577,441
Special events 1,1851,0741,285
Investment income 304181157
Other income 1,5831,6931,995
Total revenues 12,76011,69012,867
Program costs 10,82611,10813,951
Administrative costs 227177180
Fundraising costs 524472408
Other costs 163174174
Cash flow from operations 1,020(240)(1,845)
Funding reserves 12,3057,6409,089
Note: To reflect the period in which contributions were received, Ci reversed deferred revenue, which affected government funding by: $190k in F2011, $763k in F2010, and ($2.4m) in F2009.  Foreign exchange gains/losses were included in investment income, which affected investment income by: ($38k) in F2011, $43K in F2010, and ($126K) in F2009. CHF reported “in accordance with the terms in the individual contribution agreements,” $1.6m in F2011, $1.7m in F2010, and $2.0m in F2009 were recorded as revenue under the line item - Recovery of operational expenses.