International Development Enterprises
International Development Enterprises
1031 33RD ST STE 270
Denver CO 80205-2772
Denver CO | IRS ruling year: 1983 | EIN: 23-2220051
iDE creates income and livelihood opportunities for poor, rural households.
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1031 33RD ST STE 270
Denver CO 80205-2772
Denver CO | IRS ruling year: 1983 | EIN: 23-2220051
iDE creates income and livelihood opportunities for poor, rural households.
Great
This charity's score is 99%, 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: 80% Impact & Results, 10% 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.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
International Development Enterprises cannot currently be evaluated by our Accountability & Finance methodology because they have e-filed less than three full IRS Form 990s in the past six fiscal years
We recognize that organizations may skip e-filing on certain years, while otherwise meeting our methodology. However, we do not believe it appropriate to rate an organization based on this limited amount of data.
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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
Source: IRS Form 990 (page 7), filing year 2019
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
Activities:
Domestic organization with activities outside U.S. (BMF activity code: 910)
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 (International Development Enterprises) or EIN (232220051) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
International Development Enterprises reported being impacted by COVID-19 in the following ways:
Program Delivery
How COVID-19 impacted the organization's operations financially:
Although we did feel a financial impact from COVID-19 due to reduced scope and/or funding in various projects, and some contracts were delayed or cancelled, we were able to pivot and adapt quickly and therefore did not have a significant decrease in funding in 2020. Our overall program expenses were also impacted, and had a minimal decline due to increased travel restrictions making it more difficult to serve some of our remote clients. We were however able to retain staff through our PPP loan. We continue to assess the impact of COVID-19 on our work, and maintaining strong liquidity helps us to absorb a portion of future losses. We have adapted to continue to have impact in the field, due in large part to the ongoing commitments of generous donors, whose flexible investment has helped us to pivot to the areas of greatest need and greatest opportunity.
How COVID-19 impacted the organization's delivery of programs:
To respond to the pandemic, iDE developed a Covid Response Team (CRT) to work directly with our country offices and to ensure frequent and effective communication. The CRT invited country offices to send any and all relevant COVID-19 information as well as information around: • Programmatic impacts and changes • Financial impacts and changes • Donor or prime communications, changes or impacts • Office modality changes • Local restrictions and border restrictions. This information was analyzed and shared with iDE’s executive team in order for them to make rapid, informed decisions for the global organization and for specific country office needs. All country offices had to move into telework at least once. Some offices moved to telework on multiple separate occasions. In returning to the office many offices took different approaches varying from only key staff being allowed to return, using a shift rotation for staff, or where possible, major social distancing within office spaces.
How this organization adapted to changing conditions caused by COVID-19:
As the world was impacted by the pandemic, we recognized that we needed to be resilient in the face of a rapidly changing, dynamic environment. So instead of standing still, we got to work, doubling down on our commitments and adapting our approach. Our creative technical and operational pivots, and prudent financial management helped us stay afloat and continue to deliver impact for over 800,000 people around the globe. Examples of our teams' efforts in adapting to the pandemic include: In Ghana, we leveraged the Sama Sama sanitation program to build over 65 handwashing stations and share key handwashing messaging. In Cambodia, we repurposed the Yey Komru hygiene campaign, urging families to guard against disease. And in Mozambique, we adopted a number of safety precautions including social distancing in lines, handwashing stations, and mask wearing. Through these practices in Mozambique we safely forged ahead with trade fairs for 18,000 farmers impacted by cyclones in 2019.
Innovations the organization intends to continue permanently after the pandemic:
Throughout the pandemic, we further focused our efforts on digitizing the last mile and we will continue to lean into this opportunity moving forward. With travel severely limited in 2020, iDE helped provide critical pest and disease information delivered through text messages. At the beginning of the pandemic, farmers in Nepal were facing a new, critical threat: the invasive fall armyworm, which can destroy entire harvests. Timely updates can help prevent crop loss, but many farmers live in remote areas with poor access to up-to-date information. iDE worked with researchers to provide Farm Business Advisors (FBAs) and other market actors with information through SMS on pest control and local market prices for fruits and vegetables, which they then shared with local farmers. These iDE-trained entrepreneurs reached 83,000 farmers each week with critical information, allowing them to prevent crop failure and maintain their profits.
International Development Enterprises has earned a 100% for the Impact & Results beacon. See the metrics below for more information.
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.
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Program
Women's and Men's Shelter
Activities
The program improves livelihoods via a corps of Farm Business Advisor entrepreneurs who connect farmers with inputs, markets, credit, services, and advice. The nonprofit links advisors with business partners and trains advisors on business practices.
Program Type
Livelihood Support
Beneficiaries Served
People living in poverty
Program Geography
Zambia
Time Period of Data
5/1/14 to 6/30/16
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
Increase in earnings of a smallholder farming family.
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.
Outcome data collected through a sample-based survey of both treated and control smallholder-farming households where crop production, expenditure, and agricultural practices data is collected. Data is combined with project sales/transaction data housed on Salesforce.
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).
As part of our income survey approach, we used a statistically-powered 'difference in difference' design to establish the attributable income change of the program on participants over and above the non-program participants.
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.
Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.
We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.
Impact Statement
$120 increases the earnings of a smallholder farming family in Zambia by $520.
Benchmark for Rating
Impact & Results scores of livelihood support programs are based on income generated relative to cost. Programs receive an Impact & Results score of 100 if they increase income for a beneficiary by more than $1.50 for every $1 spent and a score of 75 if income increases by more than $0.85 for every $1 spent. If a nonprofit reports impact but doesn't meet the benchmark for cost-effectiveness, it earns a score of 50.
Determination
Highly cost-effective
International Development Enterprises reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
iDE maintains country programs in Central America, Asia and Africa including Bangladesh, Cambodia, Ethiopia, Nepal, Vietnam, Zambia, Ghana, Mozambique, and Honduras. Employing 1,234 staff (98% in the ... (More)
iDE maintains country programs in Central America, Asia and Africa including Bangladesh, Cambodia, Ethiopia, Nepal, Vietnam, Zambia, Ghana, Mozambique, and Honduras. Employing 1,234 staff (98% in the field), most country programs are staffed by nationals and managed by a Country Director.In adopting a market-driven philosophy, iDE has focused its efforts on creating sustainable networks of supply chain manufacturers, assemblers, retailers, and installers of affordable water-resource technologies. The hallmark of iDE's program successes lay in five key principles to market creation for the poor: 1) local ownership, 2) client participation, 3) rapid return on investment, 4) affordable cost, and 5) market sustainability. (Less)
International Development Enterprises has earned a 88% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
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Constituent Feedback and Listening Practice data are not available for this organization. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
100% of beacon score
This organization's score of 88 is a passing score. The organization reported that it is implementing 6 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (3/7) | |
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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 (3/7) | |
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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. |
International Development Enterprises has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
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.
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The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
iDE creates income and livelihood opportunities for poor rural households. We design and deliver market-based solutions in Agriculture and WASH in 10 countries across Asia, Africa, and Central America. Much more than a collection of technologies and field offices, we are a globally integrated ecosystem of over 1,300 staff, passionate about innovation and entrepreneurism.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Powering entrepreneurs to end poverty.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: iDE’s goal in agriculture is to have a large and lasting impact on the incomes and well-being of small-scale farmers. On average, the farmers we work with see an annual income gain of $231.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: iDE’s goal in WASH is to make radical improvements in health, nutrition, and productivity of rural people through the reduction of diarrheal-related disease.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: iDE's goal in Climate & Resilience is to improve the resilience of communities to climate shocks and stresses based on the different contexts that we work in.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
In the past 12-18 months, iDE has made a significant investment into our current/future leaders. This investment has been allocated towards staff professional development, which allows our employees to choose areas that they are interested in and want to further develop. iDE also invests in the leadership and career development of our employees to maintain/obtain the mandatory credit hours associated with professional development certifications (ex. SPHR, Salesforce Administration, Project Management).
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
iDE participates in a wide range of mobilization and advocacy efforts to further promote our mission to power entrepreneurs to end poverty. In addition to our marketing and social media campaigns, we have hosted thought leadership panels and have been selected as featured presenters at industry-focused conferences. We have also published research and have been featured in case studies and reports published by organizations including the International Water Management Institute, The Bill and Melinda Gates Foundation, and Farming First. Additionally, we have developed and fostered strategic partnerships with organizations to further leverage our mutual expertise and values to create transformational impact for families, communities, and the sector as a whole.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Over the past year, we responded to climate change, increasingly impacting countries where iDE is working. While global warming affects everyone, it is particularly concerning in developing countries where people are already suffering regular cyclones, drought, and floods. In Ethiopia, conflict in the northern Tigray region struck at our clients, put our staff at risk and forced us to divert operations to safer locations. In the meantime, COVID-19 outbreaks continued to limit our field access across the globe and took a heavy toll on the marginalized communities we work in. But through it all, the perseverance of our entrepreneurs and the tireless efforts of our 1,300 staff showed amazing resilience. Our creative technical and operational pivots, and prudent financial management helped us stay afloat and continue to deliver impact where it matters most. While COVID-19 and climate change remain a significant threat in the countries we work in, we remain committed to powering entrepreneurs to end poverty. Examples of our teams' efforts in adapting to the pandemic and supporting climate resilience efforts include: In Ghana, we leveraged the Sama Sama sanitation program to build over 65 handwashing stations and share key handwashing messaging. In Cambodia, we repurposed the Yey Komru hygiene campaign, urging families to guard against disease. And in Mozambique, we safely forged ahead with trade fairs for 18,000 farmers impacted by cyclones in 2019.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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