AVINA IN NUMBERS

SUMMARIZED FINANCIAL STATEMENTS
BALANCED SCORECARD
FEEDBACK FROM PARTNERS
AVINA EVALUATES ITSELF

“AVINA improved its performance in 2008 compared with the previous year, as can be seen from the bar graph on the right. We met more of our institutional goals in 2008, despite having raised the bar on a number of indicators.”

 


Measuring Performance

Having confirmed the utility of its Balanced Scorecard (BSC) management tool in 2007, AVINA made adjustments and added new indicators in 2008. The same evaluation exercise will be carried out in 2009.

In general AVINA improved its performance in 2008 compared with the previous year, as can be seen from the bar graph below. We met more of our institutional goals in 2008, despite having raised the bar on a number of indicators at the beginning of the year.

With the exception of five of the 36 indicators, all established goals were nearly or completely met, and in several cases these were exceeded by 25% or more.
Of the goals established for 2008, Level 1 and Level 2 results were exceeded by 58% and 91% respectively. The table shows that in 2008 we recorded 19 Level 1 results, 86 at Level 2, and 86 at Level 3. Level 1 results indicate a significant contribution to concrete changes that benefit over a million Latin Americans.

AVINA missed its goals in areas related to increased diversity among its partners and allies to better reflect the region, which is difficult to achieve in the short term. We need to work harder within AVINA on monitoring and recording Level 3 results, and on helping our partners seek counterpart funding to match our own.

Although these results are encouraging, they challenge us to continue improving institutional performance. Click here to view table.

Counterpart and Leverage Funding

As part of its strategy to foster alliances, AVINA promotes mechanisms that encourage companies and other institutions to contribute to the activities of our partners and allies. In 2008 results were well below our goals, and represented a drop of USD 10 million compared with 2007. We believe that the global crisis that became evident in the last quarter – when we usually register most of our counterpart funding – is the likely reason for this reduction. Results for 2008 can be seen in the following table.

Counterpart and Leveraged Funding for Partner Initiatives

REGION

AVINA
INVEST-
MENT

INVESTMENT OTHER INSTITUTIONS
%
INVESTMENT MULTIPLIER
COUNTER-
PART
LEVER-
AGING
TOTAL
Andean/
Mesoamerica
1,974,661
877,850
273,756
1,151,606
58%
Brazil
3,707,692
5,828,598
7,186,989
13,015,587
351%
Southern Cone
2,355,861
365,863
2,332,340
2,698,203
115%
Grandes Ríos
1,398,187
680,349
310,000
990,349
71%
Continental
8,241,308
9,694,509
-
9,694,509
118%
TOTAL
17,677,709
17,447,169
10,103,085
27,550,254
156%

Counterpart: funds raised by partners to finance initiatives in which AVINA invested in 2008.

Leverage funding: funds partners were able to raise from other institutions for their initiatives or organizations during 2008, partially due to actions on their behalf by AVINA staff. This analysis does not include the funds obtained as a result of contacts facilitated by AVINA, which constitutes one of the services most valued by partners. Likewise, figures do not include the considerable support received in the form of goods and services, which are also critical for the achievement of our partners’ objectives.

Resources via co-investments. In 2008 AVINA began developing institutional alliances with co-investors in opportunities for large-scale change in Latin America, to increase impact through cooperation. These funds represent a new category of resources managed for the benefit of leaders, and will be represented along with other forms of leverage in coming years as a component of “AVINA Investments.”

   
 

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