TechnoServe
TechnoServe
Arlington VA | IRS ruling year: 1969 | EIN: 13-2626135
Organization Mission
TechnoServe fights poverty by helping people build regenerative farms, businesses, and markets that increase incomes.
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Arlington VA | IRS ruling year: 1969 | EIN: 13-2626135
Organization Mission
TechnoServe fights poverty by helping people build regenerative farms, businesses, and markets that increase incomes.
Great
This charity's score is 92%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 33% Accountability & Finance, 50% Impact & Results, 8% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Date Published | Overall Rating | ||
9/1/2021 | |||
3/1/2020 | |||
8/1/2019 | |||
4/1/2018 | |||
5/1/2017 | |||
6/1/2016 | |||
2/1/2016 | |||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
12/22/2015 | |||
2/1/2015 | |||
12/20/2013 | |||
12/20/2012 | |||
3/1/2012 | |||
9/20/2011 | |||
4/1/2011 | |||
2/1/2010 | |||
5/1/2009 | |||
12/1/2007 | |||
11/1/2006 | |||
12/1/2005 | |||
12/1/2004 | |||
12/1/2003 | |||
10/15/2002 | |||
4/15/2002 |
Score
Most Recent Fiscal Year:
FY 2021
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
$2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
The IRS requires that the charity lists any compensation paid to the charity's governing body members on the IRS Form 990. Furthermore, all governing body members must be listed whether or not they are compensated. Our analysts verify that the charities complied with the Form 990 instructions and that no board members are compensated simply for being on the board.
Source: Nonprofit's Website
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
Charities must list their CEO's name and compensation on their tax forms, an issue of concern for many donors. Our analysts check to be sure that the charities complied with the IRS Form 990 instructions and include this information.
This process indicates that the organization has a documented policy that it follows yearly. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted, including benchmarking against comparable organizations. We check to be sure that the charity has reported on its IRS Form 990 its process for determining its CEO pay.
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Charity Navigator checks the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. Donors need easy access to this financial report to help determine if the organization is managing its financial resources well. We are rating charities on whether or not they publish their audit on their website.
Source: Nonprofit's Website
Donors and other stakeholders need to know who runs the organization day-to-day. While key staff should be reported on the IRS Form 990, the charity's staff may have changed since then. The charity typically reflects the most current members on the website.
Source: Nonprofit's Website
The IRS requires that the charity lists any compensation paid to the charity's governing body members on the IRS Form 990. Furthermore, all governing body members must be listed whether or not they are compensated. Our analysts verify that the charities complied with the Form 990 instructions and that no board members are compensated simply for being on the board.
Source: Nonprofit's Website
Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy and if its contents are sufficient to protect the donor's information.
Source: Nonprofit's Website
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed IRS Form 990. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
William Warshauer, President & Ceo
$433,855
Jeffrey Chrisfield, Cfo
$294,041
Kindra Halvorson, Chief Transformation Officer
$278,567
Shawn Mood, Chief Human Capital Officer
$278,063
Jane Grob Frey, Country Director
$255,805
Source: IRS Form 990 (page 7), filing year 2021
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (TechnoServe) or EIN (132626135) in the 'Search Term' field.
Score
This beacon estimates the actual impact a charity has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.
Learn more
Program
Impulsa Tu Empresa
Activities
Impulsa Tu Empresa is a business accelerator program that provides two to three months of classroom training and seven months of consulting to small and growing businesses.
Program Type
Livelihood Support
Beneficiaries Served
Economically disadvantaged, low-income and poor people;self-employed people;farmers
Program Geography
Latin America and Sub-Saharan Africa
Time Period of Data
4/1/13 to 7/31/17
Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.
Costs: The money spent by a nonprofit and its partners and beneficiaries.
Impact: Outcome caused by a nonprofit relative to its cost.
Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.
Outcome Metric
Net revenue for a small business owner.
Outcome Data Source
Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.
TechnoServe collected outcome data on the pre- and post-intervention ("pre-post") gross revenues of a large sample of participating businesses. Outcome data was also drawn from the results of the World Bank's Enterprise Surveys of firms in El Salvador, Guatemala, Honduras and Nicaragua.
Method for Attributing Outcomes
We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).
We subtract from pre-post results an estimate of counterfactual success based on the average annual rate of sales growth found in the Enterprise Surveys, then adjust impacts by the probability that businesses survive to enjoy them.
Cost Data Source
After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.
Cost information for this program was collected from nonprofit reporting and form 990 data from the IRS.
Cost Calculation
This impact rating was produced using a previous methodology that is not updated to reflect inflation, and we are therefore unable to generate a dollar-specific cost calculations.
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Calculation
This impact rating was produced using a previous methodology that is not updated to reflect inflation, and we are therefore unable to generate a dollar-specific impact calculations.
Benchmark for Rating
Impact & Results score of this program is based on the incremental cost to increase the net revenue of small business owners. If the program is found to provide an increase in revenue greater than $1.50 for every $1 spent, it is deemed highly cost-effective. If the program provides an increase in revenue greater than $0.85 for every $1 spent, it is considered cost-effective. If the nonprofit doesn't meet this benchmark for cost-effectiveness, it earns a score of 65.
Determination
Highly cost-effective
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
How is your organization using feedback from the people you serve?
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
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection
70% of beacon score
This organization's score of 93 is a passing score. The organization reported that it is implementing 11 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
Equity Practices (4/7) | |
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. |
Equity Policies and Procedures (7/7) | |
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. |
Score
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
TechnoServe fights poverty by helping people build regenerative farms, businesses, and markets that increase incomes.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A sustainable world where all people in low-income communities have the opportunity to prosper.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: To respond to the growing threat our clients face from climate change and environmental degradation, TechnoServe will embed “regenerative business” practices across all our programs.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Two: As food systems strain under climate change and other threats, TechnoServe will scale up our work to help make these food systems more inclusive, more sustainable and more nutritious.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: TechnoServe will expand its work helping people secure productive employment; enabling businesses to create new jobs; and empowering youth with marketable skills.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
In 2019, we launched a new strategic plan called Focus Forward. We strengthened our practice areas and devoted more resources so that TechnoServe experts could assist with lead development, program design, and project implementation. We designated named knowledge experts whereby existing TechnoServe staff members were given the time and resources needed to share their expertise, as well as aggregate and disseminate best practices in a particular sector.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
What are this organization’s external mobilizaton efforts?
In October, 2021, TechnoServe's Alice Waweru, Regional Program Manager for PAYEDz, and Juan Carlos Thomas, Director of Entrepreneurship, led a panel discussion at the annual SOCAP conference. Their panel was called "Digitized Small Businesses to the Rescue: How Technological Solutions Can Help the Global South’s Small Businesses Lead the Recovery from COVID-19." They used both research and on-the-ground insights to explore the impact of new technologies, brought on by the pandemic, and what it means for the future of small businesses and technology for entrepreneurs.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
In the economically impoverished region of Cabo Delgado, Mozambique, growing vegetables and raising poultry provide critical sources of income for thousands of smallholder farmers. When the COVID-19 pandemic struck, these farmers faced the double hit of local food markets closing and reduced demand from reliable buyers in the catering and mining sectors. At the same time, some businesses that needed agricultural products saw their usual supply chains disrupted. To connect these potential buyers and sellers, TechnoServe provided groups of farmers with smartphones and airtime and established a WhatsApp-based communication platform. This has created a system for farmers to inform customers about their available supply and for buyers to share information on demand and quality requirements. Using simple technology that could be quickly adapted, the platform has helped close the information gap and maintain market activities in the face of serious disruptions. This intervention and other program activities helped participating smallholder farmers generate about $575,000 of incremental revenue.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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