International, Foreign Affairs, and National Security

TechnoServe

Business Solutions to Poverty

aka TechnoServe   |   Arlington, VA   |  http://www.technoserve.org

Mission

TechnoServe works with enterprising people in the developing world to build competitive farms, businesses and industries. We are a nonprofit organization that develops business solutions to poverty by linking people to information, capital and markets. Our work is rooted in the idea that given the opportunity, hardworking men and women in even the poorest places can generate income, jobs and wealth for their families and communities. With nearly five decades of proven results, we believe in the power of private enterprise to transform lives.

Notes from the nonprofit

TechnoServe has a long-standing commitment to pursuing rigorous results measurement. Whenever possible, we leverage external evaluators to conduct independent assessments and evaluate our implementation model using experimental design methods. See some of our most rigorous results here: http://www.technoserve.org/our-work/impact/external-evaluations

Ruling year info

1969

President and CEO

Mr. William Warshauer

Main address

1777 N Kent Street Suite 1100

Arlington, VA 22209 USA

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EIN

13-2626135

Cause area (NTEE code) info

International Economic Development (Q32)

Economic Development (S30)

International Agricultural Development (Q31)

IRS filing requirement

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

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

TechnoServe helps hardworking men and women lift themselves out of poverty, creating lasting change that ripples through families and communities across the world. By linking people to information, capital, and markets, we have helped millions to create lasting prosperity for their families and communities.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Impulsa Tu Empresa

Small and growing businesses (SGBs) serve as engines of economic growth for their communities, but in the developing world these businesses account for only 16 percent of GDP and 18 percent of total employment. Entrepreneurs in the developing world often lack the resources and capital to build small business. Impulsa Tu Empresa provides mentoring, market connections and access to capital to help high-potential SGBs develop, fund and implement business plans in Guatemala, Honduras, El Salvador, and Nicaragua. SGBs that are selected for support receive specialized training, followed by 10 months of mentoring and business development services. They are also trained in good gender practices such as gender-balanced teams, in order to promote gender equality. By 2017, Impulsa Tu Empresa seeks to increase total revenue of participating businesses by $25 million and generate 750 new jobs in the five target countries. Impulsa Tu Empresa is a partnership with Argidius Foundation, the Multilateral Investment Fund, Walmart Foundation, Citi Foundation and PIMCO Foundation.

Population(s) Served
Unemployed, underemployed, and dislocated people
Economically disadvantaged, low-income, and poor people

Recognizing that more than half of Africa’s youth is unemployed and two-thirds lives in rural areas, TechnoServe has partnered with MasterCard Foundation to help rural young women and men in East Africa transition to economic independence. The Strengthening Rural Youth Development through Enterprise (STRYDE) program delivers comprehensive training for young women and men ages 18 to 30, focusing on personal effectiveness, financial literacy and entrepreneurship. After the training, STRYDE participants receive business mentorship and links to financing and job opportunities. STRYDE equips young people in Kenya, Rwanda, Uganda, and Tanzania with the skills and knowledge they need to take advantage of economic opportunities both on and off the farm. The second phase of STRYDE will build on the successes and lessons of the first phase of STRYDE, with a key component of the model focused on sustainability. STRYDE 2.0 looks to scale the model for new geographies, strengthen the aftercare component of the program, sustain the model by building the capacity of local partners to provide trainings, and share key findings about the improvement of the model.

Population(s) Served
Economically disadvantaged, low-income, and poor people
At-risk youth

TechnoServe has been working to accelerate the transition of the formerly coca-cultivating San Martín region of Peru into a sustainable, legal and prosperous economy. In partnership with the U.S. Agency for International Development (USAID) and other public and private partners, the program promotes good agricultural practices among cocoa and coffee growers in the region, increasing employment and incomes while promoting good stewardship of natural resources. TechnoServe has helped to develop these industries and link farmers to better-paying markets while helping high-potential entrepreneurs develop successful businesses related to cocoa and coffee.

Population(s) Served
Economically disadvantaged, low-income, and poor people
Budget
$3,000,000

Where we work

Finance Mobilized: Number of dollars of investments in businesses attributable to the organization's efforts

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

We measure the amount of loans and equity and the number of men and women who obtain private sector investment. *We changed impact measurement methodology in 2016.

Number of farmers, businesses and employees benefiting directly from the organization's work

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

We report the number of women, men and businesses who generated increased revenue and wages attributable to our work. *We changed impact measurement methodology in 2016.

Additional revenue and wages generated attributable to the organization's efforts

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

TechnoServe catalyzes new revenue and wages for a substantial number of enterprising men and women. *We changed impact measurement methodology in 2016.

Percent women benefiting from TechnoServe programs

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Proportion of female beneficiaries, including female farmers and women-led businesses.

Charting impact

SOURCE: Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

What is the organization aiming to accomplish?

TechnoServe's mission is to work with enterprising people in the developing world to build competitive farms, businesses, and industries. Its vision is to be the most effective catalyst and partner for transformative, on-the-ground, market-based solutions to poverty. The organization's work is rooted in the idea that hardworking people can generate income, jobs and wealth for their families and communities.

In order to a create transformative impact at scale, TechnoServe helps grow strong markets that create income and jobs in poor communities by being a catalyst and partner at all points in competitive markets. We work with individuals and businesses to address the constraints that prevent a market system from operating efficiently, including skills, technologies, availability of information, market linkages, access to finance, infrastructure, governance or policies. We address these constraints by: 1. Developing capacity: helping individuals and communities acquire skills, share knowledge and apply the technologies needed to build successful farms and businesses. 2. Strengthening market connections: coordinating among industry players and connecting emerging businesses and farms to capital, networks, and suppliers. 3. Improving the business environment: encouraging self-sustaining economic activity by addressing the policies, information, and incentives that help markets function better.

TechnoServe is widely recognized for our work growing strong markets that create income, jobs and wealth in poor communities. For over 50 years, we have worked in more than 40 countries across Africa, Latin America, and Asia, assisting thousands of businesses and improving the incomes of millions of people. We use rigorous, fact-based market analysis and a flexible approach to problem-solving, informed by more than five decades of on-the-ground experience. TechnoServe's success is driven by the work of our talented and highly committed team consisting of more than 1,500 people in 29 countries. Many of our employees are host-country nationals with industry expertise or a background in management consulting, combining business expertise with local knowledge, relationships, and context. TechnoServe is a trusted partner for a range of stakeholders including smallholder farmers, governments, donors and multinational corporations. We receive funding from the public sector (such as the U.S. Agency for International Development and the Inter-American Development Bank), corporations (such as The Coca-Cola Company and General Mills), foundations (such as the Bill & Melinda Gates Foundation) and individuals, including members of our Global Advisory Council and Board of Directors. This network of deep relationships and collaboration are essential to building lasting solutions to poverty and creating thriving farms, businesses, and industries in the countries where we work.

Measurement has always been a key focus for TechnoServe, speaking to the organization's core values of integrity and results, and holding it accountable for achieving our mission.. Measurement indicators are chosen to most closely reflect the mission of TechnoServe. <br/><br/>1) Reach: Who is better off because of TechnoServe's work?<br/> TechnoServe counts the number of men and women who are better off because of its work. These beneficiaries include farmers and businesses that have seen an increase in revenues or reduction in costs, as well as new employees. In order to be counted in TechnoServe's reach the financial benefit associated with the beneficiary needs to be both identifiable and quantifiable. <br/><br/>2) Financial Benefits: How much better off are beneficiaries? <br/>TechnoServe aims to identify how much better of project beneficiaries are because of its work. To measure this the organization uses revenue and wages attributable to TechnoServe projects.<br/><br/>3) Sustainability: Are these benefits likely to be sustainable? <br/>TechnoServe aims to design and execute projects where benefits will last long after the completion of a project and ensure a continued increase in revenue and wages. In this indicator TechnoServe measures two things: the number of people adopting practices that are drivers of financial benefit; and finance mobilized – loans and investment which support business' success and growth. <br/><br/>4) Efficiency: How efficient are we at creating results with the money we spend? <br/>We measure the cost effectiveness of TechnoServe projects, incorporating projections of financial benefits for three years after the life of the project, to evaluate how much economic impact each dollar we spend generates in the communities where we work. We use this measure to facilitate learning and drive decision-making across the organization. <br/><br/>TechnoServe strives to collect data that is credible, verifiable and consistent across its portfolio of projects. The measurement system aims to reinforce the culture of learning within TechnoServe, allowing the organization to create even greater impact for individuals and communities in the future.

In 2017, TechnoServe's work helped transform the lives of 2.3 million people based on an average of five people per family. This was accomplished by targeting improvements in farms, businesses, and industries in 29 countries, helping create a better future for families in the developing world. Specifically, in 2017 TechnoServe: - Helped beneficiaries generate $189 million in additional revenue and wages - Directly benefited 461,000 farmers, businesses, and employees - Catalyzed $28 million in private sector investment in farms and businesses, as an indication of long-term growth To learn more about how TechnoServe rigorously measures its impact, visit: http://www.technoserve.org/our-work/impact

Financials

TechnoServe
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

TechnoServe

Board of directors
as of 12/13/2019
SOURCE: Self-reported by organization
Board co-chair

Michael J. Bush

Managing Member, BIV Investments


Board co-chair

Rachel Hines

Former Managing Director, J.P. Morgan

John B. Caron

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Peter A. Flaherty

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Paul E. Tierney

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Michelle Peluso

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Kurt C. Peterson

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Bruce Heerema

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Aedhmar Hynes

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Harvey Heller

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Michael J. Bush

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Robert B. Calhoun

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Gerald Baldwin

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Thomas C. Barry

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Titus Brenninkmeijer

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Beth Brooke-Marciniak

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Alan Cohen

National Deaf Academy (Ret).

Laura Cobb

McKinsey & Company

Rachel Hines

JP Morgan

Charles Moore

Trilantic Capital Partners

Scott Portnoy

Cargill

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Keywords

poverty, business, economic growth, entrepreneur, international development, developing world