Nuru International
Together, we can help farmers in Africa chart a path toward a better future for their families.
Programs and results
What we aim to solve
People enduring extreme rural poverty, particularly smallholder farmers, face acute vulnerability that is worsened by climate change-related events such as extreme weather, volatile rainfall, and temperature anomalies. Adapting to changing weather patterns is crucial for resilience, but a lack of access to vital resources makes this challenging, leaving these populations vulnerable to hunger and unable to prepare for future shocks. Since 2008, Nuru International has been dedicated to alleviating extreme poverty in fragile rural communities. Nuru equips smallholder farmers to transition from subsistence to sustainable farmer-owned agribusinesses, contributing to regional food systems and supporting economic stability. The Nuru Collective’s impact spans Kenya, Ethiopia, Nigeria, and Burkina Faso, impacting over 329,000 lives as of 2023. Nuru promotes healthy food production, mitigates food insecurity, bolsters climate resilience, and equips farmers to chart a path out of extreme poverty
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
International Development
Nuru’s contribution toward ending extreme poverty is centered in areas that are likely to be the last hold-outs for lasting change as the world pushes toward ending this atrocity in our lifetime. The Nuru Model not only improves livelihoods, but also builds resilience in the communities where it works as well as among the local staff Nuru trains. The Nuru Model is distinctive in its development of a “Sustainability Engine” which employs 1) a leadership development program that restores agency to local leaders and equips them to build and scale poverty-fighting solutions long after the intentional exit of expatriate staff and 2) long term service delivery for all program interventions via farmer organizations or cooperatives. After 5-7 years, Nuru leaves behind a completely self-sustaining impact model owned and operated by empowered local leaders that then expands to additional regions.
Where we work
External reviews

Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reports% increase in income over baseline in Kenya
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
% increase in yield over baseline in Ethiopia
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Value Chain: Groundnuts / Mung Beans
% increase in income over baseline in Nigeria
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
770% represents a real USD value increase from $13USD average profit per farmer to $114 from the sale of their crops.
% increase in income over baseline in Ethiopia
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total Individuals Impacted (lifetime)
This metric is no longer tracked.Totals By Year
Related Program
International Development
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of women impacted in programs in Kenya
This metric is no longer tracked.Totals By Year
Related Program
International Development
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of women impacted in programs in Nigeria
This metric is no longer tracked.Totals By Year
Related Program
International Development
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Percent of women impacted in programs in Ethiopia
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
% increase in yield over baseline in Kenya
This metric is no longer tracked.Totals By Year
Related Program
International Development
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Value Chain: Dairy
% increase in yield over baseline in Nigeria
This metric is no longer tracked.Totals By Year
Related Program
International Development
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Value Chain: Groundnuts / Soybeans
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
The Nuru Collective addresses extreme poverty by building the resilience of smallholder farmers through their cooperative agribusinesses, equipping farmers to increase their crop yields and incomes. Increased crop yields support food security at the household level, while the surplus can be sold, contributing to increased income. Increased income helps farmers pay for school fees for their children, cover medical expenses, invest in their business, and put money aside for the unexpected. Furthermore, by providing climate-smart and nutrition-sensitive agricultural training and extension services, Nuru equips farmers to adapt their farming methods to the changing environment to develop resilience to present and future risks. Nuru also prioritizes gender inclusivity with a locally-led "women first" approach that elevates the role of women in the household and the community.
What are the organization's key strategies for making this happen?
Nuru equips local leaders with tools and knowledge that enable them to research, design, implement, manage, and scale interventions to address extreme poverty. Nuru works directly with these leaders to establish locally-led NGOs in each country of operations. Nuru’s collective of organizations share a common vision to cultivate lasting, meaningful choices in the world's most vulnerable and marginalized communities. By building capacities and systems within these organizations, Nuru plans for sustainability and creates a network of interconnected organizations that can scale interventions. This collaborative structure enables Nuru to identify paths to scale within each country while leveraging local knowledge for contextualized interventions.
Nuru equips smallholder farmers to build climate resilience by transitioning from subsistence to professionalized farming businesses through farmer-owned cooperatives. In every geography where Nuru works, it introduces climate-smart agriculture practices to community members. These practices include contour farming, crop rotation, microdosing fertilizer (or not using it at all), intercropping, agroforestry, and household perma-gardens.
Nuru supports farmer cooperatives by providing business training that creates a pathway for them to become thriving and independent, equipped to sustain value for their farmer members. Through these cooperatives, farmers are supported with the resources and training necessary to increase their crop yields and incomes while implementing climate-smart practices.
Nuru also collaborates with local, regional, national, and international government entities where there is alignment on outcomes to increase synergy, efficiency, and opportunities for further scaling and improving approaches.
Nuru's intervention empowers local communities, fosters self-sufficiency, and creates lasting change. The emphasis on collaboration, data-driven decision-making, and alignment with Sustainable Development Goals ensures that the interventions have the potential to be sustained through government involvement, self-financing, additional funding, and collaborative partnerships.
What are the organization's capabilities for doing this?
With a proven track record in developing the capacities of rural smallholder farmers, Nuru is exceptionally well-positioned to meet its objectives. Since 2008, Nuru has enabled more than 329,000 people across four countries to begin charting a path out of extreme poverty with consistent increases in crop yields, income, and strong linkages to markets.
Nuru knows that it does not stand alone. Instead, Nuru leverages the strengths of local leaders and strong networks for collaboration, including local, regional, and international governments (including USAID), other NGOs, and research organizations. Through its partnership with entities like Ray Marshall Center, SCOPEinsight, the Agribusiness and Market Ecosystem Alliance (AMEA), SEEP, Movement for Community-Led Development, and Kenyan Agriculture Research Institute, Nuru is positioned to leverage successes for adaptation, impact, and scale even more quickly. After 15 years of work in this arena, Nuru possesses valuable contextual knowledge and a deep understanding of the challenges faced by farmers in these regions, and it is equipped to sustain impact for future generations.
What have they accomplished so far and what's next?
Over the years, Nuru has achieved significant growth and positive impact in Kenya, Nigeria, and Ethiopia. Nuru recently launched its model, Burkina Faso, marking a new chapter in Nuru's strategy to assist families in conflict-affected regions of the Sahel by improving their food production systems. Below is a summary of Nuru's accomplishments in each country.
Nuru expanded its reach by introducing a for-profit social enterprise that processes milk into yogurt, sold in ten counties in southwestern Kenya. Nuru also launched a new initiative with rural agro-pastoralist communities in Baringo County, supporting around 40 cooperatives across three counties and its existing presence in Migori and Homa Bay Counties.
In Ethiopia, Nuru scaled up its approach by shifting its methodology for capacity development from working with cooperatives to working with cooperative unions. Over the years, Nuru has worked with 119 primary cooperatives and two cooperative unions, compared to direct support for 31 cooperatives and one union in the past. As of 2022, farmers increased their crop yields by 24% and increased their income from $233 to $411.
In Nigeria, Nuru has achieved a remarkable 291% increase in crop yield, leading to significant income growth as of 2022. Notably, 70% of the population who benefited directly from Nuru's intervention were women. This reflects the positive impact of Nuru's women-first approach, which promotes the role and status of women. This approach has opened up new opportunities for women to showcase their talents.
In Burkina Faso, around 6,000 people have benefited since Nuru's launch of the multi-year intervention.
Across the geographies, Nuru enabled local entities in Kenya, Ethiopia, Nigeria, and Burkina Faso to secure substantial government funding to sustain and expand their initiatives. Nuru's unique combination of tools and capabilities has positioned it to successfully contribute to economic development and community resilience building in fragile environments. By continuing to expand its model, Nuru will help thousands of farmers and their families escape extreme poverty.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, 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
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
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Connect with nonprofit leaders
SubscribeBuild 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.
Nuru International
Board of directorsas of 10/23/2023
Dr. John Hancox
Mountain State Dermatology
Jake Harriman
More Perfect Union
John Hancox
Mountain State Dermatology
Karina Sobieski
Advent International.
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
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
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 02/09/2021GuideStar 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
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- 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.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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 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.