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Plan International USA, Inc. Organization Name provided in the GuideStar Exchange* as of 02/25/2014: Plan International USA, Inc.

Organization Name as listed in the IRS Business Master File as of 08/11/2014: PLAN INTERNATIONAL USA INC

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AKA  Plan International USA, Inc. d/b/a Plan USA
Warwick, RI
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GuideStar Summary

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&1002; Registered with IRS Legitimacy information is available
&1002; Evidence of Impact Expert Assessment and Reviews available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2013, and 2012 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Charting Impact Report is available
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Basic Organization Information

Plan International USA, Inc. Organization Name provided in the GuideStar Exchange* as of 02/25/2014: Plan International USA, Inc.

Organization Name as listed in the IRS Business Master File as of 08/11/2014: PLAN INTERNATIONAL USA INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Plan International USA, Inc. d/b/a Plan USA
Physical Address: Warwick, RI 02886 
EIN: 13-5661832
Web URL: www.planusa.org 
Blog URL: planusa.blogspot.com/ 
NTEE Category: Q International, Foreign Affairs, and National Security
Q30 International Development, Relief Services
S Community Improvement, Capacity Building
S20 Community, Neighborhood Development, Improvement
S Community Improvement, Capacity Building
S20 Community, Neighborhood Development, Improvement
Ruling Year: 1940 
How This Organization Is Funded: Sponsorship contributions - $24,351,216
Private and Federal Grants - $43,111,756
Contributions for community projects - $4,592,389


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Mission Statement

Plan International USA is part of a global organization that works side-by-side with communities in 50 developing countries to end the cycle of poverty for children. We develop solutions community by community to ensure long-term sustainability.  Our level of community engagement, long-term outlook and constant focus on the needs and priorities of children is unique among international development organizations.  Our solutions are designed up-front to be owned by the community for generations to come and range from clean water and healthcare programs to education projects and child protection initiatives.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses (GuideStar Exchange,
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February 2014)

Fiscal Year Starting: July 1, 2012
Fiscal Year Ending: June 30, 2013

Total Revenue $76,029,629
Total Expenses $75,106,411

Revenue & Expenses (GuideStar Exchange,
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February 2014)

Fiscal Year Starting: July 1, 2012
Fiscal Year Ending: June 30, 2013

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership (GuideStar Exchange,
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February 2014)

Tessie San Martin, Ph.D.

Term:

Since Oct 2010

Profile:

Tessie San Martin, Ph.D., joined Plan International USA as President/CEO on October 4, 2010.  Dr. San Martin’s career includes work in public and private sectors, bilateral and multilateral development agencies, and academia – as well as a wide variety of international development roles. Prior to joining Plan International USA, San Martin served as Vice President for International Development at Abt Associates, providing research and technical assistance expertise to a wide range of social, economic, and technological policy issues in the U.S. and overseas.  San Martin previously worked as the Director for the Operations Group of the World Bank’s Multilateral Investment Guarantee Agency (MIGA), where she facilitated the integration of the agency’s $1.2 billion underwriting operations with other risk mitigation products in the World Bank. San Martin holds a Ph.D. in political economy and government from Harvard University, a Master’s in Public Administration from the John F. Kennedy School of Government at Harvard, and a B.S. from Georgetown University’s School of Foreign Service.

Board Chair (GuideStar Exchange,
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February 2014)

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Board Co-Chair (GuideStar Exchange,
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February 2014)

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Board of Directors (GuideStar Exchange,
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February 2014)

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February 2014)
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in February 2014

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Programs

Program: Child Centered Programs (GuideStar Exchange,
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February 2014)

Budget:
$48,104,327
Category:
Youth Development
Population Served:
Children and Youth (infants - 19 years.)

Program Description:

Plan recognizes that no child lives in isolation, and for the child to truly benefit in any meaningful way, the basics of a stable and healthy community must come first. Plan is dedicated to working directly with children, their families and communities in devising, implementing and evaluating development projects that provide long lasting improvements. Child-centered community development is the term we use to describe how we aim to do our development work. It's a rights-based approach to development where we support communities to develop the structures and skills they need to provide a safe and healthy environment in which children are able to realize their full potential.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Expert Assessment

Plan International is extremely active in Community-Led Total Sanitation and have been successful in the sanitation space. Read More »

Expert Reviews and Comments

2011 Philanthropedia Top Nonprofit

This organization is a 2011 Philanthropedia top nonprofit, recommended by experts as having high impact.

These expert reviews were generated through Philanthropedia's research methodology to identify high-impact nonprofits. Learn more

Evidence of Impact

Plan International is extremely active in Community-Led Total Sanitation and have been successful in the sanitation space.

Project Results & Success
Congressional briefing results is their evidence of impact. Nonprofit Senior Staff
Their project success and sound methods and approaches used is their evidence of impact. Researcher and Faculty
Though water is not their only area of interest, their work in water and sanitation sector is very significant. They have very broad geographical coverage. Other
Impact in Community-Led Total Sanitation
Plan has made high impact through the promotion of CLTS, and construction of water and sanitation facilities. Nonprofit Senior Staff
Plan International is extremely active in Community-Led Total Sanitation at scale. Nonprofit Senior Staff
Excellent Leadership
They have an excellent leadership particularly in improving approaches to sanitation programming. Other

Organizational Strengths

Plan International attracts good calibre staff and has a good management structure. They have done excellent work on Community-Led Total Sanitation to reduce open defaecation, and are working on writing manuals and disseminating their knowledge to other organizations working in the WASH sector.

Good Staff
Professional staff and good resource mobilization skills Nonprofit Senior Staff
Plan attracts good caliber respected sector professionals to its senior program posts. It gives autonomy to its regional and country offices to plan their programs. Nonprofit Senior Staff
Focus on Methodology Development & Disseminate Knowledge
Leadership in multiple countries, developing low-cost sanitation options manuals and working with WASH sector coordination committees to bring new low and no-subsidy approaches to rural sanitation Other
They do an excellent work on CLTS (sanitation) to reduce open defecation. Furthermore PLAN has also put focus on methodology development and knowledge sharing of their experiences. Researcher and Faculty

Areas for Improvement

Plan International can share their information with other member organizations more.

Increase Information Sharing
Sharing of information with other member organizations. Nonprofit Senior Staff
Improve Intervention Strategy
Plan's water and sanitation interventions in many places remain opportunistic and vehicles to create and strengthen local organizations, which are aspired to be Plan partners. This can lead to a real democratic deficit around their interventions. Their corporate identity has become stronger at the expense of flexible interventions at the local level. Other
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Third Party Ratings, Accreditations and Awards

Reviews

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