International, Foreign Affairs, and National Security

Strategies for International Development

Subsistence to Commercial Farming

aka SID

Washington, DC


Strategies for International Development (SID) designs, proves, and promotes better methods for helping farmers increase income and graduate from poverty. This includes reclaiming the land upon which their income depends and ensuring that women participate equally.

Ruling Year


Executive Director

Charles A. Patterson

Main Address

330 Pennsylvania Avenue, SE, Suite 304

Washington, DC 20003 USA


international, development, rural, poverty, agriculture, agricultural, smallholder, farming, family, environment, conservation, indigenous, women, empowerment, economic, soil, business, entrepreneur, natural resources, Guatemala, Peru, Bolivia





Cause Area (NTEE Code)

International Agricultural Development (Q31)

Rural (S32)

Natural Resource Conservation and Protection (C30)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve New!

75% of the world’s poor are small farmers making the transition from subsistence to commercial farming, yet only 15% of poor farmers have any access to technical assistance in doing so. There is little salaried work in rural communities and those who want to stay in their communities, rather than migrate, need to create their own jobs and farming is often their only opportunity. SID focuses on helping indigenous farmers and women, two marginalized groups most affected by rural poverty.

Our programs

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

SOURCE: Self-reported by organization

Regional Coffee Program, Guatemala

Tamahú Coffee Project, Guatemala

Dairy and Credit Program, Peru

Where we workNew!

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

SID provides the assistance farmers need to transition from subsistence to successful commercial farming. We have developed a scalable and replicable model that allows us to provide this assistance to all farmers in a region so they can graduate from poverty. We collaborate with farmers, local leaders and actors to help create sustainable prosperous rural communities in developing countries, where farmers do not need to migrate to cities or other countries in search of employment and a better life.

We use and promote a variety of innovative methods to help farmers adopt business as well as better farming practices while also reducing project costs. In addition, equal participation of women is a condition of all of our projects. Lastly, we measure results in terms of increases in farmers’ income and cost-effectiveness as the ratio of the increases in farmer income to project cost. SID’s new innovative regional model partners with municipal leaders and actors and gives all farmers in a region the chance to graduate from poverty. All farmers learn and are encouraged to adopt the practices that increase productivity, price, and income and conserve farmland. In addition, “Leader Communities”, those that select promoters and pay a small fee to them, receive twice-monthly technical assistance in adopting the practices.

SID has a proven track record of successfully helping poor farmers build the businesses that increase their incomes and give them sustainable jobs. SID uses and promotes seven innovations that increase project results and reduce project costs. SID’s projects are cost effective. All of our projects in Guatemala, Bolivia, and Peru have been successful in helping farmers increase their income at least four times that of project costs. SID is ideally positioned to carry out the proof of concept of its new Regional Model, which began in 2018. Municipal officials in San Cristóbal, Cobán, and Carchá have signed agreements of support and are helping to carry out the project. Once proven, SID will begin to scale and replicate the model in other regions with other crops.

SID measures results in terms of increases in farmers’ income, and cost-effectiveness as the ratio of increases in farmer income to project cost. SID measures the following indicators: • Average increases in farmer income • Number of hectares of land conserved • Average increases in productivity and price • Adoption of the practices that conserve land and increase productivity and price. • Equal participation of women in the technical assistance and benefits of the project

Our expectation is that farmers apply land conservation practices on at least two-thirds of their land and that increases in farmer income during the life of the project are at least five times project costs. We have been successful in meeting the target for land conservation and the ratios of increases in income to cost have ranged from 4.1 to 8.68. In Peru, we have helped 150 dairy-farming families increase milk production from 4 to 7 liters of milk per cow per day and increase their income by 38%. In our municipal coffee project in Guatemala, families have increased average income from $166 to $666. In September 2018, SID began the proof of concept stage of the Regional Model in the Municipalities of San Cristóbal, Cobán, and Carchá in Alta Verapaz, Guatemala which will help thousands of farmers graduate from poverty.

External Reviews



Strategies for International Development

Fiscal year: Jan 01 - Dec 31

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

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FREE: Gain immediate access to the following:

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  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

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SOURCE: Self-reported by organization


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?

Not Applicable


Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable


Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable


Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable


Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable