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FINCA International, Inc. Organization Name provided in the GuideStar Exchange* as of 01/22/2014: FINCA International, Inc.

Organization Name as listed in the IRS Business Master File as of 06/09/2014: FINCA INTERNATIONAL INC

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AKA  FINCA
Washington, DC
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GuideStar Summary

&1002;                GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Evidence of Impact Expert Assessment and Reviews available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Charting Impact Report is available
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Basic Organization Information

FINCA International, Inc. Organization Name provided in the GuideStar Exchange* as of 01/22/2014: FINCA International, Inc.

Organization Name as listed in the IRS Business Master File as of 06/09/2014: FINCA INTERNATIONAL INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: FINCA
Physical Address: Washington, DC 20005 
EIN: 13-3240109
Web URL: www.FINCA.org 
Blog URL: www.facebook.com/pages/Finca/182658925089088 
NTEE Category: Q International, Foreign Affairs, and National Security
Q32 International Economic Development
S Community Improvement, Capacity Building
S43 Management Services for Small Business/Entrepreneurs
Q International, Foreign Affairs, and National Security
Q33 International Relief
Ruling Year: 1986 


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Mission Statement

FINCA's mission is to provide financial services to the world's lowest-income entrepreneurs so they can create jobs, build assets, and improve their standard of living.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses (GuideStar Exchange,
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January 2014)

Fiscal Year Starting: December 31, 2011
Fiscal Year Ending: December 31, 2012

Total Revenue $261,700,000
Total Expenses $202,558,929

Revenue & Expenses (GuideStar Exchange,
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January 2014)

Fiscal Year Starting: December 31, 2011
Fiscal Year Ending: December 31, 2012

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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January 2014)

Mr. Rupert Scofield

Profile:

Rupert Scofield, President and CEO Rupert Scofield is an agricultural economist with 30 years of experience in the developing countries of Africa, Latin America, Eurasia, and the Greater Middle East. Mr. Scofield co-founded FINCA in 1984 with John Hatch and has served as its President and CEO since 1994. Under his leadership, FINCA has grown from 60,000 clients and a loan portfolio of $5 million to a true global presence with over 700,000 clients across five continents and a loan portfolio of more than $300 million. Mr. Scofield has expanded FINCA's commitment to serve populations in the most need by advancing FINCA's presence in Africa and leading FINCA's entry into Eurasia and the Middle East. Mr. Scofield is a practitioner at heart and remains actively involved in the management of FINCA’s network of 21 wholly-owned subsidiaries, consistently guiding each program toward self-sufficiency. As an Adjunct Professor at Georgetown University's School of Foreign Service and a frequent keynote speaker, Mr. Scofield seeks to inspire the next generation of microfinance leaders. Prior to FINCA, Mr. Scofield served as the CEO of Rural Development Services, a consulting firm, and as country program director of the AFL-CIO’s Labor Program in El Salvador. He earned two Master of Arts degrees in agricultural economics and public administration from the University of Wisconsin as well as a Bachelor of Arts degree from Brown University, and served in the Peace Corps in Guatemala. Mr. Scofield is fluent in English and Spanish

Board Chair (GuideStar Exchange,
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January 2014)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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January 2014)

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Board Leadership Practices (GuideStar Exchange,
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January 2014)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in January 2014

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Programs

Program: Microloan Program (GuideStar Exchange,
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January 2014)

Budget:
$37,192,713
Category:
International, Foreign Affairs & National Security
Population Served:
Adults

Program Description:

FINCA's primary concentration is providing microloans to the very poor through the Village Banking methodology, a means of providing financial services to those who could not otherwise obtain them. We currently operate programs in LATIN AMERICA: Mexico, El Salvador, Guatemala, Honduras, Nicaragua, Ecuador, and Haiti; AFRICA: Zambia, Uganda, Malawi, Tanzania, Democratic Republic of Congo; EURASIA: Georgia, Kosovo, Kyrgyzstan, Armenia, Russia, Azerbaijan, and Tajikistan; GREATER MIDDLE EAST: Afghanistan and Jordan. Village Banking is distinguished from other microcredit methods by the responsibility and autonomy given borrowers in running their banks. Technical Assistance is provided to Village Banking groups to encourage savings and community development activities.

Program Long-Term Success:

Reached more than 725,000 low-income borrowers around the globe - 70% of whom were women - with working capital for self-employment activities through a loan portflio of more than $345 million.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Expert Assessment

FINCA serves often under-served populations including the very poor, those in rural areas, and women. FINCA provides other supportive services in addition to their credit programs. They are also known in the sector to have high performance rates on many microfinance industry measurements. Read More »

Expert Reviews and Comments

2012 Philanthropedia Top Nonprofit

This organization is a 2012 Philanthropedia top nonprofit, recommended by experts as having high impact.

These expert reviews were generated through Philanthropedia's research methodology to identify high-impact nonprofits. Learn more

Evidence of Impact

FINCA serves often under-served populations including the very poor, those in rural areas, and women. FINCA provides other supportive services in addition to their credit programs. They are also known in the sector to have high performance rates on many microfinance industry measurements.

Diverse Services
They do a good deal of outreach to the poor. They also have many rural and woman clients. They provide services in addition to credit. Nonprofit Senior Staff
High Performance Rates
They have a strong reputation in the industry of high performance in all the metrics, such as portfolio at-risk (PAR) measurements, interest charged, repayment rates, etc. Foundation Professional
FINCA's past influence was enormous, especially through the dissemination of the village banking model by FINCA's co-founder John Hatch in the late 1980s and early 1990s. Nonprofit Senior Staff

Organizational Strengths

One expert pointed out that FINCA has a staying power, which can be very important in the sector. The organization also demonstrates commitment to its mission by being willing to reach out to clients in very remote areas despite the added costs. FINCA has a strong presence in terms of industry leadership and in terms of their affiliate locations in many countries. These help in driving performance and also in sharing lessons from various regions.

Mission-Driven
The organization has strong leadership and a committed management team. They also have a willingness to sacrifice profits to reach very rural and remote clients. Nonprofit Senior Staff
Longevity
They have longevity and staying power. Foundation Professional
Powerful Presence
Some of their strengths include their simple methodology, leadership in micro-insurance, and the fact that some FINCA affiliates at the national level are very strong performers. Another organizational strength is their presence in several regions, which allows them to exchange experiences and lends to the regions learning from each other. Other

Areas for Improvement

FINCA may want to be mindful of finances in the future. One expert points out that high operating costs have the potential to interfere with their work in the future. One possible solution for that may be to take the advice of another expert, who suggests that the organization improve on their ability to raise funds from the private sector.

Improve Finances
High operating costs could hinder their future operations. Nonprofit Senior Staff
They could become stronger at raising funds from the private sector. Foundation Professional
Examine Organizational Strategy
FINCA is more inward focused than other microfinance support organizations. Actually, FINCA is more organically engaged with its affiliates, which are true subsidiaries of FINCA International. This is because they aspire to be a sort of international bank for the poor. However, their affiliates have not provided influential, guiding examples for the global industry, and FINCA has not projected a distinctive voice or point of view. Nonprofit Senior Staff
FINCA has been operating for 30 years. They have received tens of millions of dollars in donor funding. After all this time and after using all these resources, they still have only a few hundred thousand "clients", if that. FINCA would benefit enormously from an objective look at what they have set out to achieve, what they have actually managed, the rents in the fabric and, if they exist, ways in which to reform their efforts to create genuine change. Other
Keep Client Needs First
They have a well-known brand, but unacceptably high effective interest rates, which can have a negative impact on beneficiaries on the long run. Nonprofit Senior Staff
They are a pioneer of village banking. However, the original concept of village banking as creating independently functioning savings groups has largely vanished, as they have become just another microfinance institutions seeking profit. Nonprofit Senior Staff
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Third Party Ratings, Accreditations and Awards

Reviews

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