PLATINUM2023

Village Enterprise Fund, Inc.

aka 10   |   San Carlos, CA   |  www.villageenterprise.org

Mission

Mission - Our mission is to end extreme poverty in rural Africa through entrepreneurship and innovation.

Ruling year info

1988

President and CEO

Dianne Calvi

Main address

1180 San Carlos Ave, #222

San Carlos, CA 94070 USA

Show more contact info

Formerly known as

Village Enterprise Fund

Christian Development Fund

EIN

22-2852248

NTEE code info

International Economic Development (Q32)

Management Services for Small Business/Entrepreneurs (S43)

Agricultural Programs (K20)

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

70% of the world’s poorest people living below the $1.90/day extreme poverty line live in Africa. For one in three Africans, or 431 million people, extreme poverty is an inescapable trap. It compounds the negative effects of climate change, inflation due to the war in Ukraine’s impact on the global economy, the aftermath of Covid-19, and food insecurity—pulling families deeper into poverty and leaving them without the resources to get out. Consequently, extreme poverty is growing at an alarming rate per World Bank’s 2022 report. In the poor rural areas of East Africa where we operate, limited access to credit, health care, and education are among the many challenges individuals and especially women face. Due to inadequate income, education, and self-confidence, the cycle of poverty is self-perpetuating. We help hard-working women and men overcome those significant physical and mental barriers to break out of the cycle of poverty.

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?

Microenterprise Development Program

Village Enterprise’s approach to economic inclusion centers around our streamlined, cost-effective, and innovative one-year ‘Poverty Graduation’ model. We use rigorous targeting to identify rural households living in extreme poverty, provide business, financial literacy and life skills training, establish ‘Business Savings Groups’, provide seed-capital grants to start group businesses, and on-going mentoring. This leads to our entrepreneurs successfully increasing their household income and savings. Our entrepreneurs are able to build resilience and adapt to the challenges of climate change, inflation, the pandemic, and future shocks.

Population(s) Served
Economically disadvantaged people
Families
Immigrants
Internally displaced people
Refugees and displaced people

Where we work

Accreditations

Finalist and Grantee of Larsen Lam ICONIQ Impact Award for Refugees 2021

Awards

Top-Rated Charity List 2010

GiveWell

Top Charity for Women's Empowerment 2018

Founders Pledge

4 Stars for nine years in a row + 99/100 rating on all dimensions 2022

Charity Navigator

Top Nonprofits Worldwide 2022

The Life You Can Save

Platinum Seal of Transparency 2022

Guidestar

Affiliations & memberships

Million Lives Collective 2020

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of participants engaged in programs

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Families, Economically disadvantaged people

Related Program

Microenterprise Development Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Total number of participants in Village Enterprise's one-year graduation program. Participants are provided with seed capital, training and on-going mentoring by a local business mentor.

Number of businesses started

This metric is no longer tracked.
Totals By Year
Population(s) Served

Women and girls, Families, Economically disadvantaged people

Related Program

Microenterprise Development Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Number of rural businesses started in East Africa , consisting of 3 business-owners per business.

Number of job skills training courses/workshops conducted

This metric is no longer tracked.
Totals By Year
Population(s) Served

Economically disadvantaged people, Immigrants and migrants, Unemployed people

Related Program

Microenterprise Development Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Each program participant belongs to a training cohort of 30 individuals that received 9 highly interactive training sessions on business skills and financial literacy

Number of business savings groups established.

This metric is no longer tracked.
Totals By Year
Related Program

Microenterprise Development Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

We organize our entrepreneurs into business savings groups (BSGs) of 30 entrepreneurs (10 business groups) to allow access to growth capital, provide a safe place for savings, and build social capital

Average BSG savings per group at endline (US $)

This metric is no longer tracked.
Totals By Year
Related Program

Microenterprise Development Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Average total Business Savings Groups savings per group composed of max 30 members at exit when they share out

Percent increase in household savings

This metric is no longer tracked.
Totals By Year
Related Program

Microenterprise Development Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Average increase in household savings from baseline to endline (at exit after one-year program)

% increase in annual household consumption and expenditure (as a proxy for income)

This metric is no longer tracked.
Totals By Year
Related Program

Microenterprise Development Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Average increase in per capita consumption and expenditure from baseline to endline (at exit after one-year program). This is the most commonly used method of assessing increase in household income.

% increase in annual household assets

This metric is no longer tracked.
Totals By Year
Related Program

Microenterprise Development Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Average increase in household assets from baseline to endline (at exit after one-year program)

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Our ultimate goal is to help rural Africans, over 80% women, lift themselves out of extreme poverty by increasing household income and savings. Results of two independent randomized controlled trials and a recent longitudinal study proves that our program leads to sustained and increasing impact for entrepreneurs and their families, with an 83% increase in consumption and a 933% increase in savings over the five-year period (leading to lasting improvements in food security, healthcare, mental health and wellbeing, amongst other things). We implement the most cost-effective graduation approach in the African context (540% lifetime benefit/cost ratio), building resilience and tackling the most difficult challenges facing the continent today including climate change, forced displacement, food insecurity, gender inequity, and the youth bulge.

We have experienced tremendous growth in the past five years, training twice as many first-time entrepreneurs than we trained in the five years prior. Simultaneously, our operating budget has grown by 280% and our staff team by 340%. While increasing our coverage in Uganda, Kenya, Rwanda, and Ethiopia, we are also expanding our work in the Democratic Republic of Congo, and Congo-Brazzaville. To bolster our growth, we are partnering with local and national governments and non-governmental organizations that enable us to quickly and effectively scale our proven model. This has allowed us to launch the Delivering Resilient enterprises and market systems (DREAMS) for refugee in Uganda and Ethiopia; scale up the NAWIRI project to reduce child malnutrition and expanded our partnership with Wildlife Conservation Society to reduce poverty, poaching, and deforestation in the DRC and the Republic of the Congo. Additionally, we are developing a poverty graduation and climate resilience outcomes project in partnership with the government of Rwanda to accelerate the adoption of results-based financing in the poverty alleviation sector.

From FY24-FY26, Village Enterprise will equip over 188,000 people living in extreme poverty to start 60,000 businesses, transforming the lives of 1.128 million people through direct implementation. Our ultimate objective is to reach 20 million people by 2030 (cumulative).

Led by a cross-functional, cross-office, cross-position team, we engaged all staff and Board members in developing our strategy. This has resulted in a truly unique strategy with a breadth and depth that would have been absent if we had worked with our management team alone. Supporting entrepreneurs onto a pathway out of extreme poverty will remain at the heart of what we do. We have five strategic priorities in our FY23-FY25 strategy that will allow us to accomplish our goals. We will collaborate with partners, design, adopt, and scale digital solutions, invest in our people, promote and facilitate results-based funding for poverty alleviation, and increase our role in collective action and advocacy. In order to be successful, we plan to raise $60 million in income over the three-year period.

Our new and ambitious three-year strategic plan focuses on the following five priorities:

1.) Equip 230,000 new entrepreneurs living in extreme poverty to start 75,000 sustainable businesses, with the goal of lifting 1.5M individuals in Sub Saharan Africa out of poverty by 2025, while promoting gender equity and ensuring minimal negative environmental impact.
2.) Partner with African governments and NGOs to drive advocacy efforts and scale up evidence-based approaches for economic inclusion, building upon the Village Enterprise poverty graduation model.
3.) Revolutionize small business development for the extreme poor in rural Africa through digital solutions that are developed in partnership with our entrepreneurs and technology partners.
4.) Continue to build a world-class team of Africans that exemplify our core values of ubuntu, passion, innovation, integrity and sustainability and lead at every level in our organization.
5.) Unlock funding for innovation and scale and play a leadership role in driving adoption of results-based funding for poverty alleviation.

We know that our strategy is incredibly ambitious. We believe that this is essential, giving the growing number of people living in extreme poverty. We also believe that this is possible if we collaborate with others who share our vision of a world free of extreme poverty.

Village Enterprise has a proven track record and is recognized as evidence-based and cost-effective by industry leaders, including Impact Matters, IPA, and The Life You Can Save. Capitalizing on our results, and the expertise we have developed from our 30 years of experience implementing economic inclusion programming, Village Enterprise is uniquely capable of playing a leadership role in the poverty alleviation sector. Our distinctive track of success that demonstrates our capabilities include:

-Evidence of cost-effectiveness and impact with two RCTs (2014-2018 by Innovations for Poverty Action and 2017-2021 by IdInsight) and internal adaptive management system.

-30 years of experience working in Sub Saharan Africa (99% African staff - 440 staff total) with a deep understanding of the contexts and challenges facing the communities that we work in (for example: refugees, climate change and protected areas, women, and youth) and how to adapt to these challenges. To date, Village Enterprise has trained 274,000 entrepreneurs, started 80,100 businesses, and impacted the lives of over 1,684,400 women, men, and children living across rural Africa.

-Exceptional African team of diverse, dedicated, and passionate leaders to drive our unique, locally adapted program with strong values-based culture.

-Data-driven decision making and performance management using TaroWorks mobile app for data collection and the Salesforce database for data management. We track and evaluate our businesses and savings groups’ performance via award-winning dashboards as well as monitor the implementation of activities and performance of our field staff. We use adaptive management techniques to constantly improve our poverty graduation program and maximize the impact on our entrepreneurs’ lives.

-Unique expertise in co-designing and implementing the first DIB in poverty alleviation, exceeding its ambitious targets, sustainably improving the livelihoods of 95,000 East Africans.

-Experience working with African governments: Kenya Social and Economic Inclusion Project, West Pokot Economic Justice Program, and an MOU with the Government of Rwanda in place.

-Innovation and adaptation through human-centered design and lean testing in cross-cutting issues, including climate change and conservation work.

-Collaborative approach to partnerships: extensive experience with conservation partners such as the Wildlife Conservation Society (WCS), International Institute for Environment and Development (IIED), Food and Agriculture Organization (FAO), and others, to develop conservation-friendly and climate-smart micro-enterprises.

-Recipient of the Larsen Lam Iconiq Award, leading the development of a $19.6M DREAMS for refugees project as the prime with Mercy Corps and IDInsight as partners. The DREAMS model for poverty alleviation won Fast Company’s 2023 World Changing Ideas Award for the Europe, Middle East and Africa region.

As of August 2023, Village Enterprise has trained 274,000 entrepreneurs, started 80,100 businesses, and impacted the lives of over 1,684,400 women, men, and children living across rural Africa. The majority of that impact has occurred in the last five years, which have been a time of incredible growth and innovation at Village Enterprise. On top of deepening our impact in Uganda and Kenya, we’ve expanded our work to Rwanda, Ethiopia, the Democratic Republic of Congo, Congo-Brazzaville, and Mozambique. We have also made significant improvements to our program, including the implementation of a powerful adaptive management system, a streamlined and more interactive training curriculum, and the use of digital technologies such as videos and mobile cash transfers to improve our efficiency and impact. Additionally, our organization has grown from just over 100 employees in 2017 to a world-class team that is 441 members strong (97% in Africa) in August 2023 and growing quickly.

These improvements and the hard work of our team led to many of our biggest achievements of the past five years, including:

-The success of the Village Enterprise Development Impact Bond, which was proven to have cost-effective, sustained impact for 95,000 women, children, and men in Uganda and Kenya despite the many challenges of the Covid-19 pandemic.

-New strategic partnerships with local and national governments to incorporate our graduation model into government programs in Kenya and Rwanda.

-$19.8M in funding secured for DREAMS for Refugees, which will impact the lives of more than 200,000 people in Uganda and Ethiopia.

We are fully committed to ending extreme poverty in rural Africa by equipping the most vulnerable women, men, refugees, and youth with skills and resources to launch sustainable businesses, build assets and savings, and adapt to the threats posed by climate change, conflict, and future crises. Through results-based funding and collective action with local and national governments, NGOs, funders, and private sector companies, we plan to impact the lives of 20 million people by 2030.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    The people we serve tell us they find data collection burdensome, It is difficult to get honest feedback from the people we serve

Financials

Village Enterprise Fund, Inc.
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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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Connect with nonprofit leaders

Subscribe

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.

Village Enterprise Fund, Inc.

Board of directors
as of 08/31/2023
SOURCE: Self-reported by organization
Board chair

Katie Boland

Delta Fund

Term: 2018 - 2022

Jay Friedrichs

Cypress Growth Fund

Emeka Ajoku

BrightEdge

Pat Brown

Dianne Calvi

Village Enterprise

Tim Geisse

Mansour, Gavin, Gerlack & Manos Co., L.P.A

Larry Wu

Google

Jamie Austin

San Francisco-based Jewish Vocational Service

Barbara Bishop

Joe Dougherty

Dalberg Consulting

Katie Boland

Social Innovation Consultant

Joe Chernesky

The Kurdelski Group

Aleksandra Peters

Bain & Company

Bruce Sewell

Mary Dosunmu

Associate Director, Scientific Review at Sage Therapeutics

Lisa Guerra

Silicon Valley Social Venture Fund Partner

Debbie Hall

Management Consultant

Serah Kimani

Technical Advisor at the Government of Kenya

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? Yes
  • 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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 8/16/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 08/31/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • 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.
Policies and processes
  • 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.