FINCA International
22
"Up" is the number of experts who agree that the nonprofit has had the most impact in the
field. "Down" is the number of experts who disagree that the nonprofit has had the most impact in field.
Tags:
international, microfinance, financial services, microenterprises, savings programs, insurance, loans
This organization has offices located worldwide. As the majority of our users are based in the U.S., the donation link is connected to the U.S. office.
This organization has offices located worldwide. As the majority of our users are based in the U.S., the donation link is connected to the U.S. office.
Summary
Stories
Expert Reviews
Leadership
From the Nonprofit
Leadership
Rupert Scofield.
Rupert Scofield is FINCA International’s President and CEO. He is an agricultural economist with 30 years of experience in the developing countries of Africa, Latin America, Eurasia, and the Greater Middle East. Mr. Scofield co-founded FINCA in 1984 with John Hatch and has served as its President and CEO since 1994. Under his leadership, FINCA has grown from 60,000 clients and…
See full bio.
Financial Data for US Office
Overhead Ratio:
6.79%
Total Revenue:
$147,610,098
From the Nonprofit
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Contact Info
E-Mail:
info AT finca.org
Phone:
202-682-1510
Story:
This is the story of Norah Musoke, who supports 18 dependents and employs 30 people as a maize miller:
At 58, Norah Musoke is considered a senior citizen in Uganda, where the average life expectancy is just 53. She has experienced enough tragedy and hardship for several generations of women, but—thanks to her extraordinary spirit and determination and with the help of FINCA loans—she has been overcome her past and today supports 18 dependants, employs over 30 people, and is a pillar of her community.
After Norah’s husband left her with their six children to marry another woman, he sold their home in Byeyogere and all the land the family had raised its food, leaving Norah and the children destitute. At first, Norah used her sewing skills to start a
tailoring business but was unable to make enough money to support her family.
When Norah told a friend about her situation, the friend assured her that FINCA would be happy to take her on as a client despite all her problems, as long as she had a good business. Norah started a new business milling maize into flour for porridge and other foods and making feed for farm animals from the husks. She joined the FINCA Byeyogere Women’s Group and took out a FINCA loan of 150,000 Ugandan Shillings
( US$75) to help her buy larger quantities of maize from local farmers at better prices. Her first loan was the catalyst that ignited her maize mill’s steady success and expanding
profitability.
Over the years, Norah has endured tremendous heartache, losing five of her six children to HIV/AIDS. She has opened her home to her orphaned grandchildren and now is responsible for a family of 18. Fortunately, her business has grown as rapidly as
her household. Norah smiles with pride as she manages her maize mill, which she
finances with a FINCA loan of 3,000,000 Ugandan Shillings( US$1,500) and which
employs over 30 family members and neighbors. To cap her success—and her pride— Norah has even bought back part of her family’s land that her husband had sold.
(Read more stories at: http://www.finca.org/site/c.6fIGIXMFJnJ0H/b.6088699/k.9DD0/Client_Stories/apps/nl/newsletter2.asp)
Expert Reviews of FINCA International
Evidence of Impact Summary:
FINCA concluded 2009 with 717,217 clients across our 21 country programs in Africa, Eurasia, the Greater Middle East and Latin America. Our loans outstanding at year-end totaled $322.3 million. Loans disbursed reached $682.2 million. FINCA's financial services potentially improved the lives of nearly 3.6 million children and adults struggling in poverty around the world, based on the five-person average family size of FINCA clients.Organization Strengths Summary:
Microfinance experts believe that Finca has strong public relations and strives for sustainability while serving the poor.See expert comments.
Areas for Improvement Summary:
At the same time, FINCA should increase their scale, improve their internal operations to be more women-friendly, and give local operations more autonomy.See expert comments.
Expert Comments: Organization Strengths
Select the boxes to display the results according to expert type.
Show:
Show:
X
Foundation Professionals (F)
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Researchers and Faculty (R)
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Nonprofit Senior Staff (N)
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Other (consultants, journalists, policy makers) (O)
Outreach |
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F
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They are outstanding due to their outreach and adaptability to different environments. | ||
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N
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They have a proven strategy, proven ability to expand its reach, and breadth of their target population. | ||
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N
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This organization is outstanding with its adherence to the microfinance model and outreach. | ||
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O
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They stand out with their outreach, impact, and gender focus. | ||
Innovative |
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N
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Their programs are innovative and effectively reach their target. | ||
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N
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They are an innovator. | ||
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N
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They work in countries that many others do not want to go. | ||
Great Image |
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N
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They are the founder of Village banking. | ||
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O
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They have strong public relations. | ||
Strives for Sustainability |
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N
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They strive for sustainability while serving the poor. | ||
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N
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This organization stands out with its focus on serving the poor sustainably. | ||
Expert Comments: Areas for Improvement
Select the boxes to display the results according to expert type.
Show:
Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)
Increase their Scale |
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R
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They should increase their scale because most of their programs are abysmally small relative to their competitors. They have never really gotten to scale. They have only nailed the public relations and the Washington DC political world. | ||
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O
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FINCA should try to serve more clients. FINCA served under 500,000 clients after more than 25 years of donor support. | ||
Improvements in Innovation |
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N
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They should promote its history of innovation. | ||
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N
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They should be more open to modern ways of microfinance. | ||
Improve Operations |
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N
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They should give local operations more independence. | ||
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O
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They should be more women-friendly internally. | ||
Leadership
Rupert Scofield
President and CEO
President and CEO
From the Nonprofit
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