Common Hope

The fundamental belief that access to education is an opportunity for families to break the generational cycle of poverty IS the heart of Common Hope’s work. It is a fabric of support systems in education, health care, housing and family development designed to remove the barriers that prevent children from graduating from high school. Through Common Hope’s comprehensive approach families received access to programs and interventions that provide families with the tools they need to support the educational process we believe will break the cycle of poverty, but will also create a stronger, more sustainable community for generations to come. Common Hope supports more than 9,000 children and adults through our comprehensive programming model in 27 communities in Guatemala.

For 37 years, Common Hope has successfully delivered our mission to promote hope and opportunity in Guatemala. All of our programs work towards the long-term goals that students will (1) graduate high school or a vocational equivalent, (2) develop critical thinking skills, and (3) possess the confidence, compassion, and organizational skills that will enable them to be multipliers of our work and agents of change.

Common Hope’s 2023-2026 Strategic Plan, guided by our mission, purpose, and principles, focuses on relevance, our operating model, and strategic relationships. This planning period the Paths to Distinction include:

1) Positioning and relevance to students and families: The environment in Central Guatemala where we work has evolved and changed over the last several years. We want to refresh and upgrade our organization to meet the changing needs of our students and families and ensure our continued relevance.

2) Optimize Operating Model: Common Hope has operated for the past 35+ years with an operating model that has evolved over time but maintained the same structural elements of a non-profit based in MN, helping families in Guatemala. As we position the organization for continued relevance for the next 35+ years, CH leadership would like to refresh our operating model, ensuring that it is optimized for delivering on our mission. We want to create a unified, functional operating model that is aligned culturally and that elevates local voices ensuring the space to dream, strategize and deliver on our mission.

3) Strategic Relationships: Common Hope's work is based on relationships. To connect needs and resources, we must gain trust and inspire compassion. Through listening, understanding, and incorporating all of our stakeholder (students, families, and donors) voices we intend to strengthen our current relationships and build new relationships in areas where opportunity exists.

1. Educational Program Support, prevention, and tutoring offered to all affiliates (Current Educational Support Program). Expand programs to support post-graduation student skills. Including the Language (English) competency program, and graduate preparation and mentorship programs
2. Determine our relevance for families through Social Work and Scholarship surveys and propose modifications to our position if needed
3. Design and create an institutional Monitoring, Evaluation, and Learning (MEL) system and start implementation.
4. Ensure that our applications, information, and communications are accessible, used and facilitate streamlined technology and communications.
5. Redefine Board of Directors governance (roles and accountability) and representation of stakeholder voices, including the CH Strategic Planning Committee. Redefine the leadership structure for the organization, succession planning, EMT accountability, define roles, responsibilities through the implementation of accountability charts.
6. Partner with families in need in the Central Region of Guatemala (States of Guatemala, Sacatepéquez, and Escuintla) and maintain a Social Work to family ratio of no more than 1 to 100 families,
7. Formalize current and new counterpart relationships in Health, Housing, and Education
8. Explore ways to bolster engagement between Sponsors and Students to ensure continued program relevance and communication exchange
9. Expand relationships with donors and diversify funding.

Common Hope has been a strong and well-respected presence in Guatemala since 1986, and we have a well-established track record for accomplishing our goals and managing our programs. We have built a broad foundation of support, with the involvement of local schools, communities, governmental and non-governmental organizations. Our capable and committed staff is highly attuned to the local communities served, and 98% of in-country staff is Guatemalan.

Programmatic advances and innovation were possible because of our loyal donors and dedicated staff. Our mission is carried out by more than 8,000 active supporters, many of whom provide smaller, regular gifts over long periods of time. These recurring gifts make up nearly 42% of our annual revenues. This stable base of financial support enables us to make long term commitments the families we serve.

Common Hope has a well-established track record for accomplishing our goals and managing our programs. During the last three years, an average of 81% of donations have gone directly to programs. For 11 consecutive years, Common Hope has received a 4-star rating from Charity Navigator, a charity watchdog that measures for financial health as well as organizational transparency and accountability. Only 2% of charities rated by Charity Navigator receive this “exceptional” designation. Our rating means that our ability to allocate resources toward programs and services, while minimizing overhead and fundraising expenses, and our level of transparency and accountability with our donors, continues to exceed industry standards. Common Hope also meets all standards of the Charities Review Council.

For 37 years, Common Hope’s comprehensive approach has provided education, health care, housing and family development programs that make it possible for children to attend and stay in school. Despite the fact that only 18.6% of the population in Guatemala complete a high school education, Common Hope has supported more than 3,000 students through graduation.

Programmatic achievements include:

EDUCATION: Common Hope helped provide pre-primary, primary, secondary, and university education for 3,200 students in 2022, supporting tuition and fees, books and supplies, shoes and uniforms. We celebrated 212 graduates who earned their high school diploma. Distance learning services continued and the education support team continues to provide in-person and virtual homework help and tutoring. Equipment was upgraded in all four computer labs and Common Hope promoted STEM initiatives including a small robotics program.

FAMILY DEVELOPMENT: Common Hope partnered with 1,959 families to provide resources and tools to improve their lives. In 2022, 360 new families were welcomed into the program. Through a long-term relationship with a Common Hope social worker, families identified goals, obstacles, and created their own family development plan. Food security, health and safety, and emotional support services were provided as a direct result of identified needs.

HEALTH CARE: Common Hope’s medical and dental staff and volunteers conducted a total of 10,294 consultations with patients at our clinics in 2021. Health care services included examinations, lab tests, x-rays, medications, surgeries, mental health services and dental care. Much-needed upgrades were made to the dental clinic in Antigua. Clinic staff provided treatment and education for specific health issues endemic to the area, including diabetes and hypertension for 1,904 patients chronic disease patients. We partner with other organizations to provide health and dental care at our San Rafael, San Miguel Milpas Altas, and New Hope sites.

HOUSING: Since the Housing Program began, approximately 1,150 homes have been built for families in need including 22 in 2022. The housing program will continue to offer home improvements including gutters, glass windows, retaining walls, bunk beds, stoves, new roofs, and amongst others. Innovation and strategic partnerships will be driving forces in order to meet existing needs.