Being Different & Making A Difference (Part 1)
The IHF was founded more than five years ago to make a difference – but to do it differently. We saw ourselves as different in three ways:
- Focused on communities’ goals: we feel that putting communities in the lead on setting goals and executing projects would increase the sustainability of the IHF’s projects.
- Minimizing administration: we send donations directly to our partners abroad, and with volunteers contributing the vast majority of our labor, our administrative fees are lower than two cents per dollar – which means more resources for those who can best use them.
- Creating new leaders: by giving college students and young professionals experience with grassroots approaches to development, and giving them leadership opportunities within the IHF.
All of this sounded good on paper when the IHF got started. And it still sounds pretty good today. But how has this approach worked out on the ground?
What have we done well?
Reaching its fifth birthday is significant for any organization, but particularly for one that takes an innovative approach. The IHF’s continuous growth has been driven by three factors. First, all that we have accomplished is driven by the incredible hard work of our volunteers in the US and abroad. Second, our ability to learn and execute well has supported our ability to carry out an increasing number of increasingly complex projects. And throughout this, adherence to our model – what makes us different – has led to success on the ground.
Some numbers begin to tell this story – 300 families who don’t have to worry about indoor air pollution in India, two dozen Guatemalan kids who can attend school, a clinic in Costa Rica and dozens of graduates with exposure to grassroots development work. Working with the IHF has been genuinely life changing for many student volunteers who have gone on to focus on public health and economic development. We continue to influence students to take on the challenges of development in partnership with local communities through our work at Dartmouth and Haverford, and now at Brown.
So, there is much that we have done well. But where can we improve? More on that at the end of the week…
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