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45 SW ANKENY ST
Portland OR 97204-3500
Mail donations to:
P.O. Box 37800
Boone IA 50037
Portland OR | IRS ruling year: 1981 | EIN: 91-1148123
Organization Mission
Mercy Corps exists to alleviate suffering, poverty and oppression by helping people build secure, productive and just communities. We are a leading global organizati ... (More)
Mercy Corps exists to alleviate suffering, poverty and oppression by helping people build secure, productive and just communities. We are a leading global organization powered by the belief that a better world is possible. In disaster, in hardship, in more than 40 countries around the world, we partner to put bold solutions into action - helping people triumph over adversity and build stronger communities from within. Now, and for the future. (Less)
Good
This charity's score is 87%, earning it a Three-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: 80% Accountability & Finance, 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 4/1/2023 | 2021 | 84.38 | |
| 4/1/2023 | 2020 | 80.86 | |
| 11/1/2020 | 2019 | 81.75 | |
| 8/1/2019 | 2018 | 85.59 | |
| 8/1/2018 | 2017 | 86.81 | |
| 10/1/2017 | 2016 | 88.51 | |
| 8/1/2016 | 2015 | 88.48 | |
| 6/1/2016 | 2014 | 89.43 | |
| Rating Version: 2.0 | |||
| 9/1/2015 | 2014 | 93.66 |  |
| 10/1/2014 | 2013 | 89.56 | |
| 8/1/2013 | 2012 | 91.86 | |
| 6/1/2012 | 2011 | 94.82 | |
| 9/20/2011 | 2010 | 95.13 | |
| Rating Version: 1.0 | |||
| 7/1/2011 | 2010 | 93.81 | |
| 10/1/2010 | 2009 | 82.66 | |
| 11/1/2009 | 2008 | 88.95 | |
| 4/1/2009 | 2007 | 91.36 | |
| 8/1/2007 | 2006 | 93.81 | |
| 7/1/2006 | 2005 | 93.89 | |
| 8/1/2005 | 2004 | 94.21 | |
| 7/1/2004 | 2003 | 94.12 | |
| 4/15/2003 | 2002 | 94.23 | |
| 10/15/2002 | 2001 | 76.68 |  |
| 4/15/2002 | 2000 | 94.46 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Mercy Corps is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Mercy Corps has earned a 84% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2021. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Mercy Corps's response.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) 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 – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it 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." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And 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 is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of 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. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) 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 in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | Partial |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check 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. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 57.09% - 2.5/10 ptsLiabilities to Assets Ratio - 57.09% - 2.5/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 0.26 years - 5/10 ptsWorking Capital Ratio - 0.26 years - 5/10 pts
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 Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. 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
Fundraising Efficiency - $0.05 - 10/10 ptsFundraising Efficiency - $0.05 - 10/10 pts
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
Administrative Expense Ratio - 16.00% - 7.5/10 ptsAdministrative Expense Ratio - 16.00% - 7.5/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 5.20% - 10/10 ptsFundraising Expense Ratio - 5.20% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 78.70% - 8.2/10 ptsProgram Expense Ratio - 78.70% - 8.2/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 3.92% - 4.92/10 ptsProgram Expense Growth - 3.92% - 4.92/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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.
Key Persons salary data is currently unavailable for this organization.
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
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 (Mercy Corps) or EIN (911148123) 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.
Mercy Corps reported being impacted by COVID-19 in the following ways:
Program Delivery
Grants Received
Lockdowns, movement restrictions and other pandemic-induced limitations in the 40+ countries in which we work
How COVID-19 impacted the organization's operations financially:
During lockdowns, movement restrictions and other pandemic-induced limitations in the 40+ countries in which we work, Mercy Corps at times during the initial months of the pandemic was required to pause certain programs, resulting in a decrease in program expenses. Funding from institutional donors, such as international governments, also slowed initially and the process of securing new grants was hampered. Mercy Corps did not lay off staff (which meant there was not a commensurate decrease in administration costs) and thus we were fully staffed and ready to resume lifesaving and life-sustaining programs as soon as restrictions were lifted in each community.
How COVID-19 impacted the organization's delivery of programs:
The onset of the pandemic led to an initial slow down to most of our community-based programs while we adhered to government-imposed lockdowns and other restrictions and adapted our operations to keep our teams and community members safe. Despite travel restrictions, supply chain disruptions, and funding constraints, Mercy Corps, in partnership with other international and local partner organizations, adapted our programs to continue providing lifesaving relief and critical development programs and to protect the people whom we serve from COVID-19. Less than two months into the pandemic, more than half of programs were implementing at over 50% of pre-COVID levels and today we are back to nearly full implementation of programs in the countries where we operate.
How this organization adapted to changing conditions caused by COVID-19:
Mercy Corps adapted our operations and protocols to enable the resumption of most programs while simultaneously protecting our teams and program participants from the virus. These adaptations included greater use of digital technology, e.g. increasing the use of mobile money for cash aid or convening community groups virtually, as well as social distancing, mask requirements, installing handwashing stations, and other prevention measures at program sites. We also created new programs directly in response to the pandemic, such as increasing assistance where needed, rumor tracking, and sharing accurate health information on the virus with communities.
Innovations the organization intends to continue permanently after the pandemic:
We gained operational efficiencies by moving increasing parts of our administration online. In addition to more “green” office structures, through the pandemic we have significantly reduced travel, and will continue to convene more virtual conferences and meetings.
Not Currently Scored
Mercy Corps cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Mercy Corps reported its three largest programs on its FY 2021 Form 990 as:
Spent in most recent FY
Percent of program expenses
Humanitarian assistance -- relief: In the wake of a major disaster, Mercy Corps' first priority is to meet urgent needs, such as food, clean water, and basic hygiene items. This year Mercy Corps worke ... (More)
Humanitarian assistance -- relief: In the wake of a major disaster, Mercy Corps' first priority is to meet urgent needs, such as food, clean water, and basic hygiene items. This year Mercy Corps worked alongside local communities to meet the urgent needs of millions of people facing emergencies around the world, from refugees fleeing Syria, Ethiopia and Venezuela to communities devastated by natural disasters such as the volcanic eruption in DR Congo, desert locust swarms and climate-driven weather disasters. (Less)
Spent in most recent FY
Percent of program expenses
Livelihood: Mercy Corps helps build strong local economies by investing in the jobs and markets that serve as the best engines of long-term recovery. Across the globe, especially in countries affected ... (More)
Livelihood: Mercy Corps helps build strong local economies by investing in the jobs and markets that serve as the best engines of long-term recovery. Across the globe, especially in countries affected by the climate crisis, conflict and the devastating eco (Less)
Spent in most recent FY
Percent of program expenses
Health: In communities around the world, conflict, the climate crisis and COVID-19 have threatened food security as well as access to clean water which is necessary for health. Mercy Corps improves su ... (More)
Health: In communities around the world, conflict, the climate crisis and COVID-19 have threatened food security as well as access to clean water which is necessary for health. Mercy Corps improves sustainable access to clean water and affordable and nutri (Less)
Mercy Corps has earned a 93% 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.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
Mercy Corps supports communities - and the most marginalized within them - to emerge from crisis in the face of conflict and climate change and build towards a more inclusive, resilient future. We partner with and support those who are systematically marginalized, those living at risk of extreme poverty, and those most affected by conflict and climate change.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email, Other means
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, Other means
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our community partners, Other means
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Mercy Corps has always asked for feedback from participants and other stakeholders in the context of program design and program monitoring and evaluation. However these feedback mechanisms tend to be structured around learning themes and therefore don’t always allow respondents to raise issues outside of the topic in question or to raise more sensitive matters. Providing community feedback mechanisms allowing any and all community member(s) to provide feedback on any topic they choose to raise has both bolstered our adaptive management capacities and contributed to a safe and inclusive environment for program participants.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
To ensure the safety, security and empowerment of program participants, all programs are required to set up three feedback channels as a component of Mercy Corps’ Community Accountability Reporting Mechanisms (CARM) policy for all community members to provide feedback, suggestions, complaints and concerns in a manner that is safe, confidential, transparent and accessible, informing both programmatic and safeguarding adaptations. In one program in Indonesia, for example, community feedback demonstrated that staff and partners in one specific geographic area were not following COVID protocols. This allowed us to follow up in that specific geographic area, provide refresher training, and bolster COVID protocols in line with those being followed by the broader program.
Equity Practices - Data Available - 90/100 ptsEquity Practices - Data Available - 90/100 pts
70% of beacon score
This organization's score of 90 is a passing score. The organization reported that it is implementing 7 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 (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 (3/7) | |
|---|---|
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. | |
Mercy Corps 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.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Mercy Corps is a global team of humanitarians, working together on the front lines of today's biggest crises to contribute to a future of possibility, where everyone can prosper. Our mission is to alleviate suffering, poverty and oppression by helping people build secure, productive and just communities.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Mercy Corps supports communities - and the most marginalized within them - to emerge from crisis in the face of conflict and climate change, and build towards a more inclusive, resilient future.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Through our programs, partnerships, and influence, we meet the basic needs of communities affected by conflict and climate change while achieving lasting, transformational change at scale.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: We take bold action to meet the urgency of the climate emergency. We reduce climate burdens on people suffering the most - especially women and girls who experience disproportionate climate impacts.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: We help create an inclusive culture that protects, enables, and elevates diverse individuals and groups. We foster a culture of equity, integrity, and accountability in our operations and programs.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Over the past 18 months Mercy Corps has developed a Women in Leadership (WiL) development program, designed for team members who identify as female and work closely with the communities we serve within our country programs. Exploring core modules on leadership, management, networking, and gender dynamics in the workplace, the program supports women to navigate the barriers influencing their career growth and prepares them to move into more senior leadership positions. In addition to offering the program in English, we will offer the program in French this Spring and aim to expand non-English language offerings across our leadership programs moving forward.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
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
Community Building
Policy Advocacy
Mercy Corps leaders, including Board Directors, executive team members and other senior leaders, mobilize externally to engage with nonprofit and civil society organizations at the local, regional and international level; donor governments and multilateral institutions; and private sector partners, from foundations to corporations. Examples of external mobilization: Tjada D’Oyen McKenna, Mercy Corps CEO, joins the Inter-Agency Standing Committee (IASC) Principals forum; the IASC is the highest-level humanitarian coordination forum of the UN system. In 2022, D’Oyen McKenna also attended the World Economic Forum’s annual meeting in Davos; spoke alongside the UN Secretary General in launching the humanitarian appeal for Ukraine; testified in front of the U.S. Congress; and secured numerous media appearances elevating the impact of the war in Ukraine on worsening global food insecurity, echoed across Mercy Corps’ social media and other marketing and communications activities and channels.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Fallout from COVID-19 continues to compound climate and conflict shocks across the world and in the countries where Mercy Corps works. The war in Ukraine has added fuel to the fire, worsening economic and food insecurity in the most vulnerable communities where Mercy Corps works to help communities cope, adapt and thrive. As an example, in light of price shocks, shortages and inflation worsened by the war in Ukraine, Mercy Corps is adapting its programs to help blunt the impact on communities. As an example, in Turkana Kenya, women travel over an hour to the closest large market, to buy supplies to sell in their communities. Given recent fuel and food spikes, their operating costs have increased and households are unable to afford the food they are selling. Through our program, cash recipients in Tuum were spending more money and getting less food than cash recipients in closer to large markets and the women entrepreneurs were at risk of losing their incomes. Our program brought the women suppliers together and helped them organize, combine their orders, and successfully negotiate wholesale price rates. This resulted in significant savings for the women suppliers which they were able to pass on to their customers. In Colombia, we’ve signed new contracts with vendors because fertilizers and other prices are skyrocketing and we want to shield farmers. In Guatemala, to mitigate the high prices of fertilizers, we are training small farmers on how to pursue greener practices. Donor attention and funding for Ukraine has also impacted resources available for other areas, like the drought-stricken Horn of Africa, leading Mercy Corps to pursue new funding opportunities to maximize support for under-covered crises.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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