Charitable Contributions Report 2018
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Full List of Payments Made to Projects in 2017
Full list of payments made to projects in 2017 Project Name GBP Amount DfID SAFE Ethiopia Non-SSI IP 3,724,841.06 DfID SAFE Chad Non-SSI IP 1,893,149.00 QEDJT Kenya Implementing Partner Non SSI 1,261,816.00 Inegrated Neglected Tropical Diseases Control 1,171,233.68 DfID SAFE Tanzania Non-SSI IP 1,013,161.50 QEDJT Malawi Implementing Partner Non-SSI 825,000.00 QEDJT Kenya Implementing Partner SSI 721,960.95 DfID SAFE Zambia SSI IP 720,031.31 QEDJT Nigeria Implementing Partner Non SSI 603,658.00 QEDJT - Zambia Implementing Partner 580,608.32 CEC Gopalganj 557,718.51 Rural Eye Health Programme - Uttar Pradesh 501,838.92 87001 Cataract Surgeries 462,293.59 QEDJT Uganda Implementing Partner SSI 421,538.90 Uganda QEDJT Trachoma 380,297.00 Cote D'Ivoire CDTI Northern Zone 340,192.64 DfID SAFE Ethiopia CP 318,111.00 Mwangaza Morogoro – Eye Health Project 289,938.37 Oncho LF DRC 277,423.19 Onchocerciasis Control/ Elimination Project 261,231.91 DfID SAFE Tanzania CP 252,433.00 DFID SAFE Nigeria Kano SSI IP 234,412.34 Kebbi State NTD Project 225,634.84 Rural Eye Health Programme - Madhya Pradesh 208,938.23 Gates Foundation Project 206,998.88 Sokoto State NTD 203,103.27 Trachomatous Trichiasis Backlog Mali 187,888.23 Cameroon NTDs West Region 177,395.91 Urban Eye Care Programme - South 175,348.06 Sightsavers support to OPC-oncho in Rep of Congo 171,173.56 Oncho LF Uganda 165,967.34 Sunderban Eye Health Strengthening 147,240.04 Kogi State NTD Project 146,131.74 Economic Empowerment of Youth with Disabilities 144,914.08 CDTI North West 141,950.35 Mozambique -
Charter Petition Review While Ensuring Ready Access to the DRL for Any Given Section of the Charter
PUC Triumph Charter Academy and PUC Triumph Charter High School A School of Partnerships to Uplift Communities (PUC) Valley Dr. Jacqueline Elliot Adriana Abich Partnerships to Uplift Communities (PUC) - Valley 1405 N. San Fernando Blvd. Suite 303 Burbank, CA 91502 818-559-7699 Voice 818-559-8641 Fax Submitted: September 14, 2015 PUC Triumph Charter Academy and PUC Triumph Charter High School Table of Contents ASSURANCES AND AFFIRMATION 4 ELEMENT 1 – THE EDUCATIONAL PROGRAM 6 GENERAL INFORMATION 6 1.1 COMMUNITY NEED FOR CHARTER SCHOOL 10 1.2 STUDENT POPULATION TO BE SERVED 32 1.3 Five Year Enrollment Plan 42 1.4 Surrounding Schools Demographic and Performance Data 43 1.5 VISION & MISSION 44 1.6 EDUCATED PERSON OF THE 21ST CENTURY 44 1.7 HOW LEARNING BEST OCCURS 46 1.8 HOW THE GOALS ENABLE SELF‐MOTIVATED, COMPETENT LIFE‐LONG LEARNERS 49 1.9 REQUIREMENTS OF CALIFORNIA EDUCATION CODE § 47605(B)(5)(A)(II) 52 1.10 INSTRUCTIONAL DESIGN 61 1.11 CURRICULUM 71 1.12 GRADUATION REQUIREMENTS 91 1.13 INSTRUCTIONAL METHODOLOGIES AND STRATEGIES 94 1.14 STUDENT MASTERY OF CA CCSS AND OTHER STATE CONTENT STANDARDS 96 1.15 DEVELOPMENT OF TECHNOLOGY‐RELATED SKILLS 100 1.16 ACADEMIC CALENDAR 102 1.17 DAILY SCHEDULES 103 1.18 INSTRUCTIONAL DAYS AND MINUTES 109 1.19 TEACHER RECRUITMENT 109 1.20 PROFESSIONAL DEVELOPMENT 111 1.21 MEETING THE NEEDS OF ENGLISH LEARNERS 117 1.22 MEETING THE NEEDS OF GIFTED STUDENTS 122 1.23 MEETING THE NEEDS OF STUDENTS ACHIEVING BELOW GRADE LEVEL 124 1.24 MEETING THE NEEDS OF SOCIO‐ECONOMICALLY DISADVANTAGED STUDENTS 132 1.25 MEETING -
Sightsavers-Annual-Review-2012.Pdf
Annual review 2012 Contents President’s welcome 3 Our mission, our methods 4 How we measure our progress 5 How we prevent and cure blindness 7 We invest in training eye health workers and volunteers, in-country 8 We aim to eliminate blinding trachoma from 24 countries 11 We plan on eliminating river blindness from 14 countries 12 We work for long-term change 14 We work to make education accessible to blind children 16 We work towards social inclusion 18 Where we work 20 Bereket and Besufigad Funding innovation 21 Sisay, from Booddachi town in the Oromia Raising our international profile 23 region of Ethiopia both What our supporters say about us 24 suffer from trachoma. Without vital antibiotic Income and expenditure 25 treatment they would both face a future of blindness. A word from our Chief Executive 26 Thank you 27 © Dominic Nahr / Magnum / Sightsavers 2 Annual review 2012 Sightsavers President HRH Princess Alexandra © Dominic Nahr / Magnum / Sightsavers 3 © Zul Mukhida / Sightsavers © Zul The Sightsavers SIM Card Our mission, (Strategy Implementation and Monitoring Card) our methods Sightsavers’ strategy map Our vision: No one is blind from avoidable causes; visually impaired people participate equally in society Sightsavers’ vision is of a Our focus isn’t just on short-term goals – we Our mission: To eliminate avoidable blindness and promote equality of opportunity for disabled people are looking to make long-term change in the world where no one is blind countries where we work. Sightsavers is working with the Kamuli Visually -
Why Water, Sanitation and Hygiene Are Vital for Eliminating Neglected Tropical Diseases
WASH Why water, sanitation and hygiene are vital for eliminating neglected tropical diseases Brief Now is the time to say goodbye to neglected tropical diseases © Sightsavers/Jason Mulikita © Sightsavers/Jason Children from Ngangula Primary School carrying water to school in Chikankata, Zambia. Contents 4 14 Introduction Using WASH data to combat NTDs 5 17 WASH: the facts Social behaviour change communication: the practices that underpin WASH 6 WASH: our key programmes 18 Preparing for the future 8 Working with communities: helping neighbours and friends stay 19 trachoma free References 9 The challenges of delivering WASH 10 Why WASH is worth the investment 11 Encouraging collaboration between the WASH and NTD sectors Cover image 12 Peace Kiende, 11, a student at Developing tools to support Antuaduru Primary School sings a WASH programmes song that helps her remember how to wash her hands and face, as part of the Sightsavers’ WASH project in Meru, Kenya. ©Sightsavers/Andrew Renneisen 3 Introduction In communities where water is scarce, supplies are often reserved for drinking or farming, meaning hygiene and sanitation are sidelined. Poor hygiene is linked to people in people’s habits, community, culture or contracting and spreading bacterial and national tradition, but these practices are parasitic infections, including a number potentially harmful because they help of neglected tropical diseases (NTDs). trachoma and other NTDs to spread. Improving access to clean water, good sanitation and hygiene (often referred Closely linked to some of our WASH work to by the acronym ‘WASH’) is critical in is the WHO-approved ‘SAFE’ strategy preventing and treating these diseases. -
Crafting Alliances
05-Wei-45241.qxd 2/14/2007 5:16 PM Page 191 CHAPTER 5 Crafting Alliances egardless of how successful a social enterprise is at mobilizing funds, most R organizations will inevitably face resource and capacity constraints as a limiting factor to achieving their mission. The resources that any single organi- zation brings to bear on a social problem are often dwarfed by the magnitude and complexity of most social problems. Thus, social entrepreneurs often pursue alliance approaches as a means to mobilizing resources, financial and nonfinan- cial, from the larger context and beyond their own organizational boundaries, to achieve increased mission impact. Social enterprise alliances among nonprofits, nonprofits and business, nonprofits and government, and even across all sectors in the form of tripartite alliances between nonprofit, government, and business have become increasingly common in recent years. Because alliances capitalize on the resources and capacities of more than one organization and capture syn- ergies that would otherwise often go unrealized, they have the potential to gen- erate mission impact far beyond what the individual contributors could achieve independently. This chapter first describes some alliance trends in the social sec- tor and illustrates them with case examples. Next, we introduce a conceptual framework that can be helpful for developing an alliance strategy. Finally, we briefly introduce the chapter’s two case studies, which offer readers an opportu- nity for in-depth analysis of a range of alliance approaches. ALLIANCE TRENDS Increased Competition Increased competition due to a growing number of nonprofits coupled with recent overall declines in social sector funding have contributed to a dramatic 191 05-Wei-45241.qxd 2/14/2007 5:16 PM Page 192 192 Entrepreneurship in the Social Sector increase in the number and form of social enterprise alliances. -
Barbara Bowman Leadership Fellows Program
Barbara Cohort Bowman Leadership 2017 Fellows The Early Childhood Leadership Academy is pleased to present the policy memos developed by the 2017 Policy Cohort of the Barbara Bowman Leadership Fellows Program. Memos SPECIAL ACKNOWLEDGEMENTS Support The Early Childhood Leadership Academy at Erikson Institute gratefully acknowledges the support and generosity of The Irving B. Harris Foundation for its support of the Barbara Bowman Leadership Fellows program. BARBARA BOWMAN We are honored to have the program named after one of Erikson Institute’s founders, Barbara Taylor Bowman. Barbara’s legacy as an education activist, policy adviser, and early childhood practitioner matches the characteristics of the fellows this program aims to attract. Furthermore, her dedication to ensuring that diversity and equity are mutually reinforced provides the framework that supports the entire program experience. This effort draws from Erikson’s mission-driven work to ensure a future in which all children have equitable opportunities to realize their full potential through leadership and policy influence. Special thanks to President and CEO, Geoffrey A. Nagle for his continuous commitment to the program. ACKNOWLEDGEMENTS Participating Organizations TABLE OF CONTENTS ACCESS ..........................................................................................................1 CARISA HURLEY ...................................................................................................... 1 CINDY LA .............................................................................................................. -
Return of Organization Exempt from Income
l efile GRAPHIC p rint - DO NOT PROCESS As Filed Data - DLN: 93493042019134 Return of Organization Exempt From Income Tax OMB No 1545-0047 Form 990 Under section 501 (c), 527, or 4947 (a)(1) of the Internal Revenue Code ( except black lung benefit trust or private foundation) 2012 Department of the Treasury Internal Revenue Service 1-The organization may have to use a copy of this return to satisfy state reporting requirements A For the 2012 calendar year, or tax year beginning 07-01-2012 , 2012, and ending 06-30-2013 C Name of organization B Check if applicable D Employer identification number PEER HEALTH EXCHANGE INC F Address change 56-2374305 Doing Business As F Name change fl Initial return Number and street (or P 0 box if mail is not delivered to street address) Room/suite E Telephone number 70 GOLD STREET p Terminated (415)684-1230 (- Amended return City or town, state or country, and ZIP + 4 SAN FRANCISCO, CA 94133 I Application pending G Gross receipts $ 8,773,516 F Name and address of principal officer H(a) Is this a group return for LOUISE D LANGHEIER affiliates? (-Yes No 70 GOLD STREET SAN FRANCISCO,CA 94133 H(b) Are all affiliates included? F Yes F_ No If "No," attach a list (see instructions) I Tax-exempt status F 501(c)(3) 1 501(c) ( ) I (insert no ) (- 4947(a)(1) or F_ 527 H(c) Group exemption number - J Website :1- WWW PEERHEALTHEXCHANGE ORG K Form of organization F Corporation 1 Trust F_ Association (- Other 0- L Year of formation 2003 M State of legal domicile NY Summary 1 Briefly describe the organization's mission or most significant activities TO GIVE TEENAGERS THE KNOWLEDGE AND SKILLS THEY NEED TO MAKE HEALTHY DECISIONS w 2 Check this box if the organization discontinued its operations or disposed of more than 25% of its net assets 3 Number of voting members of the governing body (Part VI, line 1a) . -
The Blue and White
THE UNDERGRADUATE MAGAZINE OF COLUMBIA UNIVERSITY, EST. 1890 THE BLUE AND WHITE Vol. XIX No. III May 2013 Lies My Teacher Told Me What you need to know before you teach for America Paying it Forward Pervasive debt at Columbia's nontraditional college ALS O INSIDE: CULTURE! AND SUB-CULTURE! Conor Skelding, CC ’14, Editor in Chief ANNA BAHR, BC ’14, Managing Editor ALLIE CURRY, CC ’13, Senior Editor Will Holt, CC ’15, Senior Editor TORSTEN ODLAND, CC ’15, Senior Editor CLAIRE SABEL, CC ’13, Senior Editor JESSIE CHASAN-TABer, CC ’16, Layout Editor LEILA MGALOBLISHVILI, CC ’16, Senior Illustrator ZUZANA GIERTLOVA, BC ’14, Publisher SOMER OMAR, CC ’16, Public Editor Staff Writers NAOMI SHArp, CC ’15 ALEXANDER PINES, CC ’16 Contributors NAOMI COHen, CC ’15 KATIE DONAHoe, BC ’16 BRITT FOSSUM, CC ’16 LUCA MARZORAti, CC ’15 MATTHEW SCHANTZ, CC ’13 DANIEL STONE, CC ’16 ALEXANDRA SVOKOS, CC ’14 HALLIE NELL SWANSON, CC ’16 Artists JULIETTE CHEN, CC ’16 BRITT FOSSUM, CC ’16 JIYOON HAN, CC ’13 ANGEL JIANG, CC ’15 KATHARINE LIN, CC ’16 ELISA MIRKIL, CC ’16 ALEXANDER PINES, CC ’16 ANNE SCOTTI, CC ’16 HANK SHORB, CC ’16 Editors Emeriti SYLVIE KREKOW, BC ’13 BRIAN WAGNER, SEAS ’13 THE BLUE & WHITE Vol. XIX FAMAM EXTENDIMUS FACTIS No. III COLUMNS FEATURES 4 BLUEBOOK Sylvie Krekow & 10 AT TWO SWORDS’ LENGTH: SHOULD YOU GRADUATE? 6 BLUE NOTES Brian Wagner Our monthly prose and cons 8 CAMPUS CHARACTERS 12 VERILY VERITAS Will Holt 13 ALL BROOKLYN BEER TASTES THE SAME 27 CURIO COLUMBIANA A B&W editor hops to Brooklyn to see what’s brewing 28 SKETCHBOOK 34 MEASURE -
2017 Annual Report a Letter from Our President
2017 ANNUAL REPORT A LETTER FROM OUR PRESIDENT “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.” - Margaret Mead, American cultural anthropologist s I look back on my first year at Wings of Hope, I keep reflecting on the thread that Aruns through everything we do: our volunteers. When I say everything, I mean it literally. Every activity we do is directly touched by the hand of a volunteer. From the more visible activities of our pilots who fly medical missions in the U.S. and around the globe…to the unsung heroes who assist us through their administrative work and event support…to those who engage new volunteers and donors in our mission by representing Wings of Hope in the community, our volunteers are the engine that runs this organization. In 2017, our volunteers dedicated thousands of hours of service to Wings of Hope. As much as I am humbled by this staggering amount of hours and the boundless energy they pour into their service, I am equally impressed with the experience and professionalism they bring to us. Our pilots come to us after successful careers flying for commercial airlines, in the military, or for corporations. Our finances and database are managed by volunteers with years of professional experience in these areas. Many of our patient flight advocates are highly skilled nurses. Our hangar is full of retired engineers and mechanics. What all our volunteers share is a passion for our mission — and their enthusiasm is infectious. -
2019 ANNUAL REPORT from the President & CEO
2019 ANNUAL REPORT From the President & CEO his report tells the story of Wings of Hope in 2019. Yet, as I write, it is March 2020 and the world is facing uncharted territory with the COVID-19 pandemic. For all of us, there is some uncertainty Tahead. There is, however, this one certainty: We have this time, this moment, to save and change lives. This timeless truth is shared by our oldest volunteers and our youngest patients. Across all generations, we have been given this time and this place to make a difference in the lives of others. In these pages, you will read about just that very thing. In 2019, our most experienced volunteers shared some of their wisdom with middle and high school students as a part of our new Soar into STEM program. You will read about two of our dedicated volunteer pilots who share why flying the people we serve – from babies to adults – is so rewarding to them. The Wings of Hope Young Ambassadors raised funds to ensure that Dr. Goran Jovic could provide lifesaving skin grafts and reconstructive surgery to small children in a remote region of Zambia. You’ll also read the story of Richard, a young man who is working to earn his pilot’s license so he can fly medical missions for his community in Tanzania – his dream that we are helping make come true. And on this page, you will see a photo of Gene Pfautsch being recognized as a Distinguished Volunteer at the National Aeronautic Association’s 2019 Public Benefit Flying Awards. -
March 3, 2017 the Honorable Donald J. Trump President of the United States of America the White House 1600 Pennsylvania Avenue
March 3, 2017 The Honorable Donald J. Trump President of the United States of America The White House 1600 Pennsylvania Avenue, NW Washington, DC 20500 Dear President Trump: On behalf of the more than 500 undersigned organizations, we are writing to warn of the dire consequences of repealing the Prevention and Public Health Fund (the Prevention Fund), authorized under the Affordable Care Act. Repealing the Prevention Fund without a corresponding increase in the allocation for the Labor-Health and Human Services-Education appropriations bill would leave a funding gap for essential public health programs, and could also foretell deep cuts for other critical programs funded in the bill. Today, more than 12 percent of the Centers for Disease Control and Prevention (CDC) budget is supplied through Prevention Fund investments. This includes core public health programs that provide essential funds to help states keep communities healthy and safe, such as the 317 immunization program, epidemiology and laboratory capacity grants, the entire Preventive Health and Health Services (Prevent) Block Grant program, cancer screenings, chronic disease prevention and other critically important programs. For example, the Prevent Block Grant provides all 50 states, the District of Columbia, two American Indian tribes, and eight U.S. territories with flexible funding to address their unique public health issues at the state and community level. Despite the growing and geographically disparate burden of largely preventable diseases, health threats such as the opioid epidemic, and emerging infectious disease outbreaks such as the Zika virus, federal disease prevention and public health programs remain critically underfunded. Public health spending is still below pre-recession levels, having remained relatively flat for years. -
Student, Family, and Staff Perspectives on a New School
RESEARCHARTICLE ‘‘Can’t We Just Have Some Sazon?’’´ Student, Family, and Staff Perspectives on a New School Food Program at a Boston High School a b c d e f AVIK CHATTERJEE, MD, MPH GENEVIEVE DAFTARY, MD, MPH MEG CAMPBELL,MA LENWARD GATISON,BA LIAM DAY,MA KIBRET RAMSEY, g h ROBERTA GOLDMAN, PhD, MA MATTHEW W. GILLMAN,MD,SM ABSTRACT BACKGROUND: In September 2013, a Massachusetts high school launched a nutrition program in line with 2013 United States Department of Agriculture requirements. We sought to understand attitudes of stakeholders toward the new program. METHODS: We employed community-based participatory research methods in a qualitative evaluation of the food program at the school, where 98% of students are students of color and 86% qualify for free/reduced lunch. We conducted 4 student (N = 32), 2 parent (N = 10), 1 faculty/staff focus group (N = 14), and interviews with school leadership (N = 3). RESULTS: A total of 10 themes emerged from focus groups and interviews, in 3 categories—impressions of the food (insufficient portion size, dislike of the taste, appreciation of the freshness, increased unhealthy food consumption outside school), impact on learning (learning what’s healthy, the program’s innovativeness, control versus choice), and concerns about stakeholder engagement (lack of student/family engagement, culturally incompatible foods). A representative comment was: ‘‘You need something to hold them from 9 to 5, because if they are hungry, McDonald’s is right there.’’ CONCLUSION: Stakeholders appreciated the educational value of the program but stakeholder dissatisfaction may jeopardize its success. Action steps could include incorporating culturally appropriate recipes in the school’s menus and working with local restaurants to promote healthier offerings.