Karimu International Help Foundation
Karimu fights poverty by trusting the poor to understand what they need.
Karimu International Help Foundation
EIN: 32-0227956
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
We are working on increasing our fundraising so that we can replicate our model for eliminating poverty in more communities. To do that we have to expand our donor base. We have a new volunteer who has connections to people with resources. He tried to organize an executive trip to the communities we serve wherein high-level executives would each make a 10,000 donation. Unfortunately, it has been difficult to attract high-level donors. We like the idea of an executive trip because historically Karimu donors contribute more they see how their contribution directly to the projects and the improvement of the community. We do have the funds to expand to Arri, but in the long run, we will need more access to grants and a larger donor base if we want to expand beyond Arri and Ayalagaya.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Supplying clean water
Building a clean-water system for the thousands of residents of sprawling Arri Ward, in the Babati District of northern Tanzania's Manyara Region.
Where we work
Awards
Best NG0 in Babati Disttrictt 2023
Government of Manyara Region, Tanzania
Best Health Center in the Babati Distriict 2024
Government of Manyara Region
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of communities provided clean water
This metric is no longer tracked.Totals By Year
Related Program
Supplying clean water
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Karimu has brought clean water to two communities, Arri and Ayalagaya. The total population of people that now have access to clean after is 40,000. No one has to walk more than 500 meters for water.
Goals & Strategy
Reports and documents
Download strategic planLearn 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?
Karimu has successfully uplifted Ayalagaya Ward out of poverty by using a comprehensive approach that addresses the five challenges of poverty: lack of access to sanitation and clean water, education, health care, and financial services. We are now replicating this approach to poverty elimination in Arr.
Improve teaching and learning outcomes, in addition to providing infrastructure and access to quality education.
Supporting and building practices to foster thriving local economies through entrepreneurial training.
Provide access to better medical care, sanitation, and access to clean water so people can live healthier, happier, and longer lives
Expand Savings Groups, income projects, and entrepreneurial training
Ensure that all projects and programs are maintained and self-sustained
What are the organization's key strategies for making this happen?
Karimu has eight Tanzanian employees each with expertise in the area they lead such as health, education, etc.
They will oversee proposed projects for Arri. However, before beginning they will seek consensus from all stakeholders in the community and ensure that the community will contribute 10% of their labor or monetary contributions. Also, a clearly defined MOU (Memorandum of Understanding that includes a division of responsibilities and a detailed maintenance plan will ensure the sustainability of all projects.
What are the organization's capabilities for doing this?
Karimu is capable of expanding to Arri because we have built trust and consensus with the community as it neighbors Ayalagaya and they have been able to see the marked development of Arri. With trust, we are on solid grounds to begin projects. We know that we can expand, because now through careful data tracking can prove that Ayalagaya is now fully taking ownership of their projects and maintaining them. So we can turn our attention toward Arri.
What have they accomplished so far and what's next?
30% reduction of stomach-related diseases in school-age children
Karimu brought clean water within 500 meters (~8 minutes walk) of every household in the region of Ayalagaya. This led to a 30% reduction of stomach-related diseases in school-age children and a subsequent increase in school attendance.
4 hours per day of girls' time saved by not having to fetch water, now available for education
Time spent fetching water from muddy riverswork performed largely by girlsis time lost for education. Now that every household has a water point within 500 meters, girls have on average an extra 4 hours per day to dedicate to school tasks.
Twice as many adults coming for general medical services since 2017
The expansion of health services enabled by the donation of equipment and increased staffing following the construction of Dareda Kati Clinic and Gajal Dispensary made health services much more accessible for every household in Ayalagaya and surrounding regions.
10% increase in girls middle school enrollment
Karimu built special facilities for girls at all schools in Ayalagaya, including a private stall with shower, access to menstrual pads, an incinerator, and an enclosed area to wash and dry clothes if necessary. These facilities enabled girls to attend school during their menstrual periods leading to higher enrollment in middle school as they dramatically increased their performance in primary school.
50% increase in doctor visits by children below 5yrs since 2017
With the construction of the Dareda Kati Clinic and Gajal Dispensary, health services are available to all villagers within a 30-minute walking distance. This enabled an increase in doctors visits by children by 50%.
22% more people receiving vaccinations since 2017
The easy access to clinics within a 30-minute walk from every household, the broad education of midwives (highly influential in the community), and the availability of vaccines in all clinics led to an increase in the number of people receiving vaccinations from babies to pregnant women.
80% more women returning for pregnancy checkups since 2017
Karimus 10 year investment in educating midwives about the importance of monitoring pregnancy by specialized medical staff combined with the construction of Dareda Kati Clinic and Gajal Dispensary has enabled a dramatic increase in pregnant women attending regular visits with their doctor.
Twice as many adults coming freely to be tested for HIV since 2017
The construction of Dareda Kati Clinic and Gajal Dispensary with the subsequent expansion of medical services combined with the government educational campaign about HIV eliminated the tabu about the disease, resulting in a much larger number of people seeking treatment.
30% rise in school enrollment
To improve education, Karimu built schools, provided desks, books, supplies, and sports material, transforming schools into a fun and engaging environment. Additionally, all parents now contribute food for school lunch
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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 share the feedback we received with the people we serve, 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
Revenue vs. expenses: breakdown
Liquidity in 2022 info
0.00
Months of cash in 2022 info
1.7
Fringe rate in 2022 info
0%
Funding sources info
Assets & liabilities info
Financial data
Karimu International Help Foundation
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Karimu International Help Foundation
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Karimu International Help Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$25,795 | $211,647 | $398,029 | $219,896 | -$689,930 |
As % of expenses | -6.5% | 54.8% | 76.4% | 24.5% | -34.9% |
Unrestricted surplus (deficit) after depreciation | -$25,795 | $211,647 | $398,029 | $219,896 | -$689,930 |
As % of expenses | -6.5% | 54.8% | 76.4% | 24.5% | -34.9% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $372,022 | $597,800 | $918,994 | $1,117,307 | $1,286,390 |
Total revenue, % change over prior year | 64.3% | 60.7% | 53.7% | 21.6% | 15.1% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 100.0% | 100.0% | 100.0% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $397,817 | $386,153 | $520,965 | $897,411 | $1,976,320 |
Total expenses, % change over prior year | 173.4% | -2.9% | 34.9% | 72.3% | 120.2% |
Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Professional fees | 0.0% | 0.2% | 0.2% | 0.1% | 0.0% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 99.4% | 99.7% | 99.7% |
All other expenses | 100.0% | 99.8% | 0.4% | 0.2% | 0.3% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $397,817 | $386,153 | $520,965 | $897,411 | $1,976,320 |
One month of savings | $33,151 | $32,179 | $43,414 | $74,784 | $164,693 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $430,968 | $418,332 | $564,379 | $972,195 | $2,141,013 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 4.1 | 10.8 | 17.2 | 12.9 | 1.7 |
Months of cash and investments | 4.1 | 10.8 | 17.2 | 12.9 | 1.7 |
Months of estimated liquid unrestricted net assets | 4.1 | 10.8 | 17.2 | 12.9 | 1.7 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $136,059 | $347,706 | $745,735 | $965,631 | $275,701 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $0 | $0 | $0 | $0 | $0 |
Gross land, buildings, equipment (LBE) | $0 | $0 | $0 | $0 | $0 |
Accumulated depreciation (as a % of LBE) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Unrestricted net assets | $0 | $0 | $0 | $0 | $0 |
Temporarily restricted net assets | $0 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
Total net assets | $136,059 | $347,706 | $745,735 | $965,631 | $275,701 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Marianne Kent-Stoll
Marianne Kent-Stoll had dreamed of seeing Africa since she was eight years old, when she watched the celebrated film, "Born Free," set in Kenya. In 2007, after the last of her four children departed for college, her dream came true when she and her husband, Don, visited a remote Tanzanian village called Dareda Kati. She never imagined that she and Don would begin traveling to Dareda Kati and its neighboring villages regularly in order to work with the people there to build a better future. Her July 2022 retirement from serving as Head of School of Idyllwild Arts Academy, in Southern California, after working in higher and secondary education for some thirty-five years, has left her free to work full-time for Karimu.
Number of employees
Source: IRS Form 990
Karimu International Help Foundation
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Karimu International Help Foundation
Board of directorsas of 07/22/2024
Board of directors data
Marianne Kent-Stoll
Don Stoll
Susan Hughmanick
Lorraine Flores
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? Not applicable -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
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? Not applicable -
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? Not applicable
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
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 09/01/2023GuideStar 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 analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- 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 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.