To close out 2013, Nuru International held a four-day strategy summit for all staff in Dana Point, California. Topics included 2014 vision and goals, strategy workshops, professional development and training, and program updates. In January, we look forward to welcoming our new Human Resources Director, Eric Saggese, who joins us after 9 years as an HR professional with New York-based Virtusa Corporation/ALaS Consulting, LLC, Barclays Capital, and the American Red Cross. Tight expense management enabled our team to successfully close the 2013 fiscal year $300k under budget, even with $500K of additional spending to combat Maize Lethal Necrosis Disease (MLND) and the drought in Kenya. The finance team led a robust three-year budget process to completion in December for Nuru International, Nuru Kenya, and Nuru Ethiopia. After a rigorous proposal, site visit and due diligence, we secured a $4.6MM grant over three years from the The Helmsley Charitable Trust to support Nuru Kenya operations. Our organization made significant progress with our financial sustainability strategy for the Nuru Model by incorporating Nuru Social Enterprises, a holding company that will be the majority owner of Nuru Kenya Social Enterprises and Nuru Ethiopia Social Enterprises. Our CFO, Nisha Chakravarty, will transition to become the President of Nuru Social Enterprises Global in January 2014. Yelena Sheftelevich will join the team as the Nuru Social Enterprises Associate. Since returning from Kenya, Jake has spoken at a variety of conferences and events across the US to raise the profile of Nuru’s work. Along with these efforts, Nuru has received notable press from Forbes, Huffington Post, and the ONE campaign. The Marketing and Development Team successfully raised $322,172 in our end of year fundraising efforts which celebrated Nuru’s fifth birthday. Our rigorous three-year strategic planning and budgeting process for Nuru Kenya is now complete. After five incredible years of service to his people, Philip Mohochi prepares to transition to the Nuru Kenya Board of Directors, and we hired and onboarded an extraordinarily capable leader to take his place—Pauline Wambeti. Pauline will become the new Executive Director of Nuru Kenya in July 2014 to usher the organization through this next aggressive growth phase and the exit of Western staff. The Monitoring and Evaluation (M&E) team conducted end of year assessments for Nuru Kenya’s Healthcare and Education Programs. The results indicate that the programs are moving in the right direction with impact attributable to Nuru demonstrated for the Healthcare Program’s targeted safe water, sanitation and malaria prevention behaviors. Nuru Kenya M&E conducted a Leadership Staff Assessment. These data round out the leadership metrics already collected in Nuru’s Leadership Sustainability Index (LSI), our measurement system for assessing readiness of the local staff for Nuru International’s exit. Finally, as part of the Nuru Ethiopia Program Planning Process, the M&E team successfully facilitated the development of monitoring and evaluation indicators for the Agriculture Program, the basis of what will be Nuru Ethiopia’s M&E strategy. OVERVIEW 2013 Q4 NURU INTERNATIONAL QUARTERLY REPORT 855 El Camino Real Ste 13A-411, Palo Alto, CA 94301 / 949.667.0796 / NuruInternational.org facebook.com/nuruinternational twitter.com/iamnuru youtube.com/user/nuruinternational linkedin.com/company/nuru-international
Transcript
To close out 2013, Nuru International held a four-day strategy summit for all staff in Dana Point, California. Topics included 2014 vision and goals, strategy workshops, professional development and training, and program updates. In January, we look forward to welcoming our new Human Resources Director, Eric Saggese, who joins us after 9 years as an HR professional with New York-based Virtusa Corporation/ALaS Consulting, LLC, Barclays Capital, and the American Red Cross.
Tight expense management enabled our team to successfully close the 2013 fiscal year $300k under budget, even with $500K of additional spending to combat Maize Lethal Necrosis Disease (MLND) and the drought in Kenya. The finance team led a robust three-year budget process to completion in December for Nuru International, Nuru Kenya, and Nuru Ethiopia. After a rigorous proposal, site visit and due diligence, we secured a $4.6MM grant over three years from the The Helmsley Charitable Trust to support Nuru Kenya operations.
Our organization made significant progress with our financial sustainability strategy for the Nuru Model by incorporating Nuru Social Enterprises, a holding company that will be the majority owner of Nuru Kenya Social Enterprises and Nuru Ethiopia Social Enterprises. Our CFO, Nisha Chakravarty, will transition to become the President of Nuru Social Enterprises Global in January 2014. Yelena Sheftelevich will join the team as the Nuru Social Enterprises Associate.
Since returning from Kenya, Jake has spoken at a variety of conferences and events across the US to raise the profile of
Nuru’s work. Along with these efforts, Nuru has received notable press from Forbes, Huffington Post, and the ONE campaign. The Marketing and Development Team successfully raised $322,172 in our end of year fundraising efforts which celebrated Nuru’s fifth birthday.
Our rigorous three-year strategic planning and budgeting process for Nuru Kenya is now complete. After five incredible years of service to his people, Philip Mohochi prepares to transition to the Nuru Kenya Board of Directors, and we hired and onboarded an extraordinarily capable leader to take his place—Pauline Wambeti. Pauline will become the new Executive Director of Nuru Kenya in July 2014 to usher the organization through this next aggressive growth phase and the exit of Western staff.
The Monitoring and Evaluation (M&E) team conducted end of year assessments for Nuru Kenya’s Healthcare and Education Programs. The results indicate that the programs are moving in the right direction with impact attributable to Nuru demonstrated for the Healthcare Program’s targeted safe water, sanitation and malaria prevention behaviors. Nuru Kenya M&E conducted a Leadership Staff Assessment. These data round out the leadership metrics already collected in Nuru’s Leadership Sustainability Index (LSI), our measurement system for assessing readiness of the local staff for Nuru International’s exit. Finally, as part of the Nuru Ethiopia Program Planning Process, the M&E team successfully facilitated the development of monitoring and evaluation indicators for the Agriculture Program, the basis of what will be Nuru Ethiopia’s M&E strategy.
OVERVIEW
2013Q4N U R U I N T E R N AT I O N A L Q U A R T E R LY R E P O R T
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Total Assets 1,572,218 1,951,921 1,415,062 5,117,087
Total Liabilities 70,134 74,552 98,811 170,316
Total Equity 1,502,084 1,877,368 1,316,251 4,946,771
*all numbers are in USD
*all numbers are in USD
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The most significant achievement of this quarter was our joint effort to design, prepare, brief and initiate “Project 2017”, a Kenyan-led realignment strategy designed to align the operational architecture and ownership of Nuru Kenya in order to facilitate the exit of Nuru International staff while becoming scalable and sustainable by 2017. To support this end, the team created and finalized three-year budgets and three-year operational roll-outs detailing scaling and Nuru International exit. These were key elements in the three-year grant proposal submitted to The Helmsley Charitable Trust. With “Project 2017” underway, the staggered exit of Nuru International staff will begin in 2014 with the exit of Nuru International’s Impact Program staff by the end of Q2.
Another significant achievement this quarter has been Nuru Kenya’s successful interaction with the Government of Kenya’s NGO Board as well as a successful passing of an audit from the
Kenyan Revenue Authority. Nuru Kenya received feedback from the NGO Board that they had “never seen such an impressive turn around to rectify their recommendations” and that Nuru Kenya “went over and above their suggestions” to create a truly efficient and accountable organization.
Both of these achievements signify Nuru Kenya’s growth as a stand-alone organization that is beginning to fully own the future of their Nuru organization.
KENYA OVERVIEW 2013Q4
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NURU KENYA SOCIAL ENTERPRISES
Nuru Kenya Social Enterprises, now a for-profit subsidiary of Nuru Kenya, secured unsubsidized fertilizer at a competitive rate for 2014 input issue—which decreases our dependence on the government-subsidized fertilizer we have purchased in years past. The African Bird’s Eye Chili pilot program progressed as 177.5 acres of chili were successfully transplanted to the field and will be ready for harvest starting in January 2014. The team conducted extensive research to launch a new business line and has decided on poultry farming. Lastly, the partnership secured with Kiva in Q3 is now live on the Kiva website.
NURU KENYA LEADERSHIP
Newly hired Nuru Kenya staff received training in Feedback and in Focus Project 2. The team is currently piloting Project Management Training 1 to 17 participants. Preparations for training manager-level staff are underway; currently, the first draft of Communications 2 and objectives for Project Management Training 2 have been written.
KENYA OVERVIEW continued 2013Q4
*To better align with industry standards, this indicator has been recalibrated. Q1 (now 98%) and Q2 (now 96%) reflect this update. Q3 holds at 93%.
NURU KENYA METRICS Q4
Full-time staff 249
Staff retention ratio* 92%*
Number of staff who completed leadership training 94
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A/T = Actual divided by Target | Green = on target, Yellow = in progress, Red = needs improvement.
*Farmers experience a hunger season during Q2.
After a challenging season involving drought, erratic weather and crop disease, the Nuru Kenya Agriculture Program team focused on loan repayment of the 2013 long rains loan. In preparation for the 2014 long rains season, agricultural inputs were acquired, thousands of farmers were trained at base education events and input distribution began for farmers who live in early planting areas.
JAN FEB MAR
Farmers Take Out Loans & Plant
Long Rains Growing Season*
Harvest Season Farmers Repay Loans
APR MAY JUN JUL AUG SEPT OCT NOV DEC
AGRICULTURE 2013Q4
† Reported annually in Q1 ‡ Reported annually in Q4 $1 USD = 85 Ksh
†
AGRICULTURE METRICS TARGET ACTUAL PROGRESS TOWARD GOAL (A/T)
# of Nuru farmers † 4,500 5,518 123%
Total number of acres farmed † 5,625 6,236 111%
Saturation of Nuru farmers in district † 21% 27% 128%
Average maize yield increase per farmer † 125% 123% 98%
Average loan per farmer †8,513 Ksh
$100
8,852 Ksh
$104104%
Total loan amount issued †38,306,250 Ksh
$450,662
48,845,750 Ksh
$574,656128%
Repayment rate ‡ 97% 95% 98%
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Nuru International’s CED Program received the 2013 Mifos award sponsored by Google for “Most Innovative Microfinance Institution” meeting all three selection criteria for our innovative use of technology; innovative service offerings; and innovative participation.
The CED team developed a three-year forecast to track the number of CED members who will be able to cope with varying levels of economic shock using group savings and loans. They also set targets to monitor the performance of the program. The groups constitution has now been adopted by 100% of CED members, as witnessed by their signing of the constitution.
INCREASED INCOME
INCREASED INCOME
INCREASED
INCOMEEMERGENCY WITHDRAWAL MEDICAL BILLS
INVESTMENT
HOME IMPROVEMENT
INVESTMENT
FARM EQUIPMENTENTREPRENEURSHIP
MICROBUSIN
ESS
ENTREPRENEURSHIP
CASH CROP
EMERGENCY WITHDRAWAL CROP FAILUREINCREASED
INCOME
COMMUNIT Y ECONOMIC DEVELOPMENT 2013Q4
A/T = Actual divided by Target | Green = on target, Yellow = in progress, Red = needs improvement.† Reported annually in Q3. Data readjusted to be based on targets versus actuals.$1 USD = 85 Ksh.
The CED Program equips people with the ability to save increased income and manage finances to take care of their household needs. Savings members’ behaviors demonstrate that they are using their savings to cope with shocks, specifically during Q2 which is a hunger season in Kenya.
CED METRICS TARGET ACTUAL PROGRESS TOWARD GOAL (A/T)
Total enrolled CED members † 2,250 2,115 94%
% of targeted Nuru farmers engaged in the groups savings and loans program † 50% 47% 94%
Total savings deposits per quarter1,655,400 Ksh
$19,475546,485 Ksh
$6,42933%
Loan outstanding as % of savings 48% 31% 65%
Total number of loans issued per quarter 98 78 80%
Total amount of loans issued per quarter740,000 Ksh
$8,706650,700 Ksh
$7,65588%
Average loan size per client per quarter7,500 Ksh
$888,342 Ksh
$98111%
Repayment rate 98% 100% 102%
Harvest 2012 Q1
Hunger 2012 Q2
Harvest 2012 Q3
Hunger 2012 Q4
Harvest 2013 Q1
Hunger 2013 Q2
Harvest 2013 Q3
Total Withdrawals $(2,512) $(4,066) $(3,136) $(6,885) $(6,637) $(6,490) $(5,413)
Total Deposits $4,563 $4,418 $7,163 $6,630 $6,784 $5,701 $6,529
$(8,000) $(6,000) $(4,000) $(2,000)
$- $2,000 $4,000 $6,000 $8,000
Savings Behavior by Harvest and Hunger Seasons, 2012-2013
Hunger2013 Q4
$(6,290)
$6,429
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Healthcare Field Officers assisted M&E enumerators in the field by collecting household survey data; results will be published Q1 2014. The team also worked with M&E on database selection and researching mobile data entry. In order to streamline reporting and allow for monthly data driven decision-making and goal creation, the Healthcare team created a new Monthly Program Report Template.
Program Facilitator Athena Childs Fleisher successfully onboarded in October. We are currently recruiting for the Nuru Kenya Training Manager position. The Field Managers held a retreat and learning exchange in Kisumu; it was a great learning experience and boosted morale.
HEALTHCARE 2013Q4
A/T = Actual divided by Target | Green = on target, Yellow = in progress, Red = needs improvement.
Motivate the adoption & maintenance of healthy behaviors
Improve maternal and child health
HOME VISITS
† Reported annually in Q1* SMS are additional touch points to healthcare household visits
† Calculated based on total number of farmers in sublocations where Healthcare is working ‡ Inaccurately reported as 35% in prior reports
HEALTHCARE METRICS TARGET ACTUAL PROGRESS TOWARD GOAL (A/T)
Number of Nuru farmer households receiving monthly home healthcare † 1,495 1,495 100%
% of targeted Nuru farmer households receiving monthly home healthcare visits †‡ 33% 33% 100%
Number of trained and active Field Officers 20 18 90%
Average number of households overseen per Field Officer 75 83 111%
Home visits completed per quarter (Home visit outreach area expanded in Q3) 3,500 6,018 172%
% of deliveries in a clinic per quarter 95% 89% 94%
% of newborns visited within first three days of life per quarter 65% 75% 115%
Number of healthcare-focused SMS sent by Field Officers in response to household questions per quarter* 2,500 3,351 134%
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In preparation for 2014, the Education team completed 50% of the lessons for the 2014 curriculum and planned and scheduled for the new school year that begins in January. The Education staff was trained on the new curriculum using learning progressions from the Common Core State standards.
As a complement to the Monitoring and Evaluation team’s completion of the 2013 Uwezo Assessment used to assess literacy levels, the Education team conducted video interviews with 18 teachers and 21 students at 7 of 12 outreach schools; the interviews spoke positively of Nuru. 50 teachers from 11 of 12 outreach schools also participated in an end-of-year survey; 100% said they have seen a positive impact on student literacy rates as a result of Nuru’s Outreach Program.
EDUCATION 2013Q4
A/T = Actual divided by Target | Green = on target, Yellow = in progress, Red = needs improvement.
Increase child literacy to Standard 2 level
† Reported annually in Q1 ‡ Reported annually in Q4* Forrmerly reported as the number of students at schools where Outreach Program is working** Low ratio reflects smaller than anticipated group sizes per staff member.
ABC
EDUCATION METRICS TARGET ACTUAL PROGRESS TOWARD GOAL (A/T)
Number of schools where the Outreach Program is working † 12 12 100%
Child-to-facilitator ratio ** 12:1 8:1 67%
Number of children reached per quarter* 4,100 3,978 97%
Number of classes per school ‡ 8 8 100%
Number of outreach sessions per class per year ‡ 26 21 79%
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The Nuru Ethiopia team conducted a week-long information sharing exchange trip to Nuru Kenya. The trip was a huge success and both teams gained key takeaways that will help drive more effective and efficient program design in their respective locations. The Nuru Ethiopia team is working hard to internalize lessons learned in Kenya to ensure that they will not repeat the same mistakes that Nuru made early on in Kenya.
Preparations were made by the M&E team to conduct a baseline of household agricultural activities in early 2014. The Leadership Program team retooled the Program Planning Process curriculum to prepare to co-create the Nuru Ethiopia CED model beginning in 2014.
Country Program Director Bereket Akele submitted the first annual review of Nuru Ethiopia to the Ethiopian government and passed with outstanding marks. Government officials noted that they are impressed with how Nuru works with local leaders to truly understand the needs of the community and work alongside and in support of existing government initiatives.
The registration and mobilization of farmers into cooperatives began in three kebeles to start working with Nuru for belg season (short, moderate rainy season from March to May). Farmers will plant with Nuru for the first time beginning in March 2014. Our construction of Village Aggregation Centers (VACs) has begun. The VACs will be used by cooperatives working with Nuru to use as operational hubs, to store agricultural inputs and to commercialize crop outputs from farmers during 2014.
2014
Initial Year
Tenitele
HamibisaAwisato Abeya
Zafano
Metekadana
Kodo Awisatodugana
Gamibela
Dugana Gamero
DegaAwisato
Kodo
mok
o
Menas
hefoChalibe
Danibo A
nono
Kecha Kaleyo
MetekaMele
Dubana Bulo
Gumigumita
Weyide Mulato
Chilishe HaloZonigawacha
ChilisheShara
Dega Zoniga
Chilishe Daniba
Zefine Menuka
Kodo Awisato
AtisaMesa
Buniteza
GurameWaliko
BOREDA WOREDASOUTHWEST ETHIOPIA
ETHIOPIA OVERVIEW 2013Q4
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