Since 2006, Fundación Avina has measured performance by using both financial and non-financial indicators. Known as the Balanced Scorecard (BSC), this method of evaluating results consists of a strategic map of institutional objectives linked to performance goals. Results are measured in terms of impact finances, social investments and the services we provide.


Below we present some of the results from 2012:


Chart 1 – Goals, Results and Process Achievements of 2012


Chart 2 – Level 1 Achievements: Avina’s Contribution 2010-2012


Chart 1 shows the impact achieved in 2012 by Avina and its allies in the opportunities that were prioritized by the organization. Each result we contribute to is registered as an “achievement”.  These are verifiable changes such as public policy, markets and business, new technologies, improved quality of life, and the conservation of natural resources. Level 1 achievements are those changes that impacted over a million people and in which Avina’s contribution was considered significant by its allies.

In 2012, we were able to contribute to 96 concrete changes in Latin America; 15 of these changes each affected at least one million people (Level 1 achievements). This means that in 2012 we surpassed the goal set for this performance indicator.

We're pleased to note that we also greatly exceeded our goal for “Process Achievements”. These are important advances in the change process that raise the probability of positive results,  but do not yet represent an effective change.


Another promising result, illustrated in Chart 2, is Avina’s contribution to the achievements creating the highest impact. In 2012, our contribution to Level 1 achievements was up significantly in comparison to 2010 and 2011.


Chart 3 – Level 1 Achievements by Type of Change 2007- 2012

2012 was the sixth year that Avina registered its contribution to changes using its results management system. It was a good time to analyze progress over the last few years and draw lessons from our performance and institutional value-added. Since 2007, Avina has contributed to 76 Level 1 achievements, those of the highest level impacts. Analyzing these changes in Chart 3, it can be seen that nearly half of the changes were in the area of public policy, an outcome that confirms Avina’s commitment to influence decision-making that affects the citizens of a city, province or country.

INDICATORS 2012 2011  
Avina program contributions
USD 25,326,343
Mobilization of third parties
USD 47,375,885
Total mobilized
USD 72,702,228
Avina Administrative Cost
USD 6,050,306


As shown in Chart 4, the mobilization of resources by Avina for the causes it supports grew considerably with respect to 2011, especially in terms of the support mobilized from third parties and, in particular, due to the contribution of Avina in encouraging investment in funds that support impact businesses for the base of the pyramid. In 2012, capital raised for impact business funds supported by Avina reached approximately $27 million. Avina’s direct financing to the causes it supports increased in part due to outlays originally scheduled for 2011. Based on current information, Avina expects to maintain or surpass these levels in 2013. It’s worth emphasizing that Avina’s program contribution includes social investment (donations) as well as direct action from Avina’s team.