We Are Working to Solve One of Africa's Toughest Problems
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Football Foundation Targets New Goals, While Mercy Corps Europe Diversifies Its Donor Base
DATA CHARITY 250 INDEX Football Foundation targets new goals, while Mercy Corps Europe diversifies its donor base Diane Sim reports on a strong quarter for the Charity 250 Index It is against this backdrop that the and on the fundraising challenges faced by telethons. results of BBC Children in Need are striking, not simply because the children’s charity reported a 6 per cent SPONSORED BY levels, the increase in EC/ECHO increase in voluntary income but also funding serves to reduce the charity’s because voluntary income accounts for reliance on UK government funding. over 90 per cent of its total income. This fell from 57 per cent of all Launched in 1980, BBC Children institutional funding in 2016 to 37 per in Need is the oldest of a handful THE TOP performing charity in this cent in 2017. Donor diversification and of UK telethons. Two others are run month’s review of the haysmacintyre / the expansion of European funding in alternate years by Comic Relief: Charity Finance 250 Index is the sources is a key strategic objective of Red Nose Day, which was launched Football Foundation, which has more MCE, which has set up a new office in in 1985, and Sport Relief, which than doubled its annual income to Geneva to mitigate the impact of the launched in 2002. Meanwhile, Stand £68.4m in the financial year ending UK’s exit from the European Union. up to Cancer was launched by Cancer 31 May 2017. Research UK and Channel 4 in 2012. The increase results from a As fundraising activities, telethons new long-term National Football “ The expansion of enjoy obvious advantages such as high Facilities Strategy to direct all facility European funding is a exposure and strong brand recognition. -
Annual Report
2012 ANNUAL REPORT Front cover: South Sudan — Cassandra Nelson/Mercy Corps Opposite page (from left to right): CAR – Sean Sheridan for Mercy Corps, Guatemala — Miguel Samper for Mercy Corps, Haiti — Devan Wardwell for Mercy Corps Neal Keny-Guyer, Chief Executive Officer EMERGENCY RESponSE When natural disaster strikes without warning, when conflict drives families from their homes, there’s no time to waste. Mercy Corps delivers lifesaving aid to help hard-hit communities survive, recover and rebuild. READ THE LATEST STORIES: mercycorps.org/ emergency-response SYRIA Among the refugees fleeing violence in Syria were tens of thousands of children. In the Jordan camps where D. R. CONGO they took shelter, we built safe places for kids to play. Soon after rebels captured eastern Congo’s largest city, We delivered books and school supplies so they could Goma, banks and stores shut down. The result: food continue their education. We provided water to shortages. We distributed emergency rations of flour, 400,000 refugees and their host families. We also oil and fortified grains to 11,000 urban families that brought our psychosocial program, developed by were displaced by the fighting. Our team also rerouted experts, to help young Syrian refugees in Lebanon food to camps on the outskirts of the city, where families heal from the trauma. We used art, sports and fleeing the conflict took shelter. We provided temporary games to provide emotional support while teaching shelter for 3,000 orphans. And we helped meet urgent cooperation, self-expression, empathy and leadership needs for clean water and sanitation facilities in camps to young people and their families. -
FROM LOCAL to GLOBAL in 2010, After a Decade Focused on Its Home City of Boston, the Barr Foundation Launched a Pilot in Global Grantmaking
FROM LOCAL TO GLOBAL In 2010, after a decade focused on its home city of Boston, the Barr Foundation launched a pilot in global grantmaking. Over the next three years, guided by a vision for a vibrant, just, and sustainable world with hopeful futures for children, the foundation engaged with over 20 organizations striving to improve the lives of children and families living in poverty in East Africa, India, and Haiti. This booklet summarizes our approach, grant investments, and learning from this initiative. Contents 04 A Message from Barbara Hostetter Chair of Barr Foundation’s Board of Trustees 05 Reflections from Heiner Baumann Director of Barr Foundation’s Global Programs 06 Four Interconnected Portfolios 08 Three Priority Geographies 10 Grantee Profiles in… Community Health 10 Sustainable Agriculture 22 Clean Energy 42 Exploration And Learning 52 64 Looking Back, Looking Forward 68 Portfolio Logic Models 70 Barr Global Staff 70 Acknowledgments 71 Grantee Websites BARR FOUNDATION FROM LOCAL TO GLOBAL 3 From local to global I am pleased to introduce this booklet, which shares the Barr Foundation’s early work and learning from a three-year pilot in global giving. In 2010, after a decade focused on our home city of Boston, we set out to learn whether a small Boston- based team could find meaningful ways to engage with efforts to improve the lives of children and families in the Global South. We began with many questions. Over three years, we have answered some of them. Yet in this work we have found there are always questions beyond questions. The one thing we know for certain is that our learning has only begun. -
Local Partnerships: a Guide for Partnering with Civil Society, Business and Government Groups Local Partnerships Guide
Local Partnerships: A guide for partnering with civil society, business and government groups Local Partnerships Guide Table of Contents Chapter 1. Mercy Corps’ Commitment to Local Partnership 3 1.1. Partnerships Lie at the Heart of the Vision for Change. 3 1.2. Why Work in Partnership?. 4 1.3. Principles of Partnership. 5 Chapter 2. Types of Partnerships 7 2.1. Civil Society Partnerships . 8 2.2. Local Government Partnerships. 11 2.3. Private Sector Partnerships. 12 2.4. Cross-sector Partnerships. 15 2.5. Partnership in Emergencies. 17 2.6. Networks and Coalitions. 20 2.7. Global Partnerships . 21 Chapter 3. Working with Local Partners 22 3.1. Framework for Partnering. 22 3.2. When to Work in Partnership. 24 3.3. Identifying and Building Partnerships. 26 3.4. Managing and Maintaining Partnerships. .28 3.5. Monitoring, Evaluating and Reporting. 37 3.6. Sustaining Outcomes and Impact. 42 Chapter 4. Tools and Resources 44 4.1. Tools. .44 4.2. Resources and Links. .45 Annexes A. Mercy Corps Capacity Statement for Local Partnerships B. Government Donor Partnering Guidelines - the current guidelines from US and European donors about working with local partners, plus trends and other information C. Measuring Partnerships Using Mission Metrics: Indicator Guidelines for Themes 5 and 8 Local Partnerships: A guide for partnering with civil society, business and government groups © was first published in 2011. This guide was developed for Mercy Corps by Ruth Allen, Director of Governance and Partnerships, with significant contributions from Anna Young, Bill Farrell, Mandal Urtnasan, Iveta Ouvry, Veena Sampathkumar, Barbara Willett, Brandy Westerman, Dory McIntosh, Ted Volchok and Sanjay Gurung. -
Read the Report
2 0 0 5 a n n u a l r e p o r t You must be“ the change you wish to see in the world. ” — Gandhi Be the change. HEROES, NOT VICTIMS OUR MISSION HOW WE WORK Mercy Corps exists to alleviate suffering, poverty In our 25 years of experience, Mercy Corps has n a year of unprecedented disasters, the amazing and oppression by helping people build secure, learned that communities recovering from war or productive and just communities. social upheaval must be the agents of their own resilience of people the world over has been a triumph we transformation for change to endure. Making can all celebrate. Although millions of people are caught OUR CORE VALUES this happen requires communities, government I ■ We believe in the intrinsic value and dignity and businesses to solve problems in a spirit of in intolerable situations, in the midst of it all, they find the of human life. accountability and full participation. Ultimately, courage to survive, overcome and rebuild. ■ We are awed by human resilience, and believe in secure, productive and just communities arise only the ability of all people to thrive, not just exist. when all three sectors work together as three legs of a For every image of destruction and despair, there are stable stool. ■ Our spiritual and humanitarian values thousands of stories of inspiration. In this year’s report, compel us to act. WHAT WE DO we give voice to some of these remarkable individuals, from ■ We believe that all people have the right to ■ Emergency Relief live in peaceful communities and participate Indonesians recovering from the Indian Ocean tsunami to ■ Economic Development fully in the decisions that affect their lives. -
Table A: List of All Commitments/Contributions and Pledges As of 17 February 2010 (Table Ref: R10)
Table A: List of all commitments/contributions and pledges as of 17 February 2010 http://www.reliefweb.int/fts (Table ref: R10) Compiled by OCHA on the basis of information provided by donors and appealing organizations. Donor Channel Description Funding Uncommitted USD Pledges USD 3Com American RC Disaster relief 10,000 0 3M NGOs Working with key humanitarian partners like 1,000,000 0 Project HOPE and MAP International, 3M has donated numerous boxes and cases containing medical supplies such as Nexcare bandages, 3M Tegaderm transparent dressings, sterile drapes, splints, medical tapes and respiratory protection products. 3M continues to work closely with its nonprofit partners to identify other 3M products that may be needed. Abbott Laboratories UN Agencies, In-kind: Donations of medicines and nutritional 1,000,000 0 NGOs and Red products Cross ACE Charitable Foundation American RC Humanitarian assistance 250,000 0 Actavis Group NGOs Donation from Actavis in the US to Americares 10,000 0 and Operation Smile for health response in Haiti. Actavis Group NGOs; Red Donation of generic drugs, including analgesics 2,100,840 0 Cross and antibiotics. Advent Software PIH Humanitarian assistance 0 25,000 Adventist Development ADRA-Haiti Emergency assistance 0 478,000 and Relief Agency Adventist Development ADRA-Haiti Emergency assistance 0 522,000 and Relief Agency Aetna Foundation MSF Haiti relief efforts 10,000 0 Aetna Foundation American RC Haiti relief efforts 10,000 0 Aetna Foundation Food for the Haiti relief efforts 10,000 0 Poor Aetna Foundation UM For medical missions to Port-au-Prince, 10,000 0 including neurosurgeons, orthopedic surgeons and trauma/emergency physicians. -
ADVANCING PEACE in a CHANGED WORLD COVID-19 Effects on Conflict and How to Respond SEPTEMBER 2020
Kaduna, Nigeria | Emmanuel Bamidele for Mercy Corps ADVANCING PEACE IN A CHANGED WORLD COVID-19 effects on conflict and how to respond SEPTEMBER 2020 Introduction Dire predictions regarding the impact of COVID-19 on armed conflict and violence have proliferated since the pandemic began. One notable forecast projects that thirteen countries are likely to experience new conflicts in the next two years due to the exacerbating effects of the pandemic. COVID-19 is now widely understood as a potential threat multiplier that can amplify existing conflict drivers, as well as an accelerant of existing conflict processes that can hasten a spiral into deeper instability. Research from past pandemics, like HIV/AIDS and Ebola, makes clear that exposure to infectious disease increases the risk of armed conflict. Conflict, in turn, tends to exacerbate disease transmission and hinder public health responses. Pandemics have a similar effect as other external shocks, such as natural disasters (hurricanes, earthquakes, floods, and droughts), extreme temperature rise, declines in export prices and economic crises—all of which are associated with the outbreak or intensification of conflict within a year of onset, especially in low-income and ethno-linguistically fragmented countries. On the other hand, COVID-19 could present opportunities for governments, donors, and practitioners to catalyze some positive trends toward peace while blunting the political, economic, and social consequences of the virus. Before these opportunities recede, the international community must ensure that crucial investments to address conflict drivers—both those that predate the pandemic and those that have been exacerbated by it—are not diverted elsewhere, while proactively anticipating and preventing COVID-19’s worst impacts in conflict-affected contexts. -
THE LEGACY of MERCY CORPS MONGOLIA a 22 Years Summative Report MAY 2021 MERCY CORPS MONGOLIA DONORS and PARTNERS
THE LEGACY OF MERCY CORPS MONGOLIA A 22 Years Summative Report MAY 2021 MERCY CORPS MONGOLIA DONORS AND PARTNERS Key Donors Mercy Corps would like to gratefully acknowledge the financial support of our donors, without whom the achievements described herein would not have been possible. Over 22 years, Mercy Corps Mongolia has received $66 million USD in funding from these and other generous donors to strengthen rural communities. A special thanks to the United States Agency for International Development and the United States Department of Agriculture, that has been a partner throughout Mercy Corps’ entire 22 year tenure in Mongolia, providing more than 70% of our funding totaling $52 million USD. United States Agency for International Development (USAID) The Adventurists United States Department of Agriculture (USDA) Texas Agricultural Experiment Station (TAES) Office of oreignF Disaster Assistance/ Bureau of European Commission Humanitarian Aid and Civil Protection Humanitarian Assistance (USAID) (ECHO) Mercy Corps- Internally Restricted Funds Asian Development Bank (ADB) Swiss Agency for Development and Cooperation (SDC) World Food Programme (WFP) Government of Mongolia British Embassy World Bank Key Partners It has been through collaboration with international, national, and local partners in the public and private sector that Mercy Corps was able to contribute to lasting, transformative change to rural Mongolia. International Partners PACT Associates for Rural Development (ARD) Land O’ Lakes People in Need (ECHO-PIN) The Asia Foundation -
Npt-Annual-Report-2011.Pdf
2011 ANNUAL REPORT This year, National Philanthropic Trust—through the BOARD OF TRUSTEES generosity of our donors—is reaching new milestones. Jeffrey R. Lauterbach Chair As of 2011, NPT is managing more than $1 billion in charitable assets. In the past 12 months, we’ve Gennaro J. Fulvio also added a new supporting organization—the Saint Eileen R. Heisman Agatha Foundation—and made a record number of Dirk Jungé international grants. Joseph H. Kluger Rosalyn McPherson Cecilia Mendez Hodes As you read through this year’s annual report, we Helen H. Miller hope you are as touched and impressed by our donors’ Sharon Mueller commitment to giving as we are. This year’s increase June Noronha in contributions signals a commitment to future Clark D. Pitcairn Wayne R. Walker philanthropy, while many of the grants we make assist today’s most pressing needs. SENIOR MANAGEMENT NPT is about to enter into its fifteenth year. Each day, we are proud to honor our mission of increasing Eileen R. Heisman President and CEO philanthropy in society. We remain dedicated to serving our generous donors and thank them for helping us Thomas J. Grace reach new heights in 2011. Chief Operating Officer Warm Regards, Margaret A. Bandera Vice President and Treasurer Andrew W. Hastings Vice President Business Development Eileen R. Heisman Diane L. Fitzgerald President + CEO Assistant Vice President Donor Services Photos on the cover depict a variety of philanthropic initiatives made possible by organizations receiving grant support from NPT donor-advised funds. From right to left: assisting earthquake victims in Japan (Japanese Red Cross Society), delivering clean water for a mountain community in Honduras (Water for People/Marei Burnfield), enabling poor communities in India to realize their potential (The globalislocal Fund/Liz Ellers), building homes for families in the U.S. -
Community Mobilization Programming
Guide to Community Mobilization Programming mercycorps.org Guide to Community Mobilization Programming Table of Contents What Does it Mean to be “Community-led”? . 3 How to Use this Guide . 4 1. Principles of Community Mobilization . 7 1 1. Participation . 8 1 .2 Accountability . 8 1 .3 Good Governance . 9 1 .4 Peaceful Change . .10 2. Mercy Corps’ Community Mobilization Approach . 11 2 1. The Mobilization Framework . 12 2 .2 Levels of Mobilization . 14 2 .3 Integrating Community Mobilization Methodologies into Other Programs . .16 2 .4 Ensuring Community-led Programming . .16 3. Impact Examples . .19 3 1. Georgia: Can Mobilization Work in an Emergency? . .19 3 .2 Indonesia: Mobilizing Urban Communities . .21 3 .3 Mongolia: Engaging Government Partners . .23 3 .4 Zimbabwe: Leveraging a Community Fund and Private Sector Partnerships . .25 4. Implementing Community Mobilization . .27 4 1. Pre-Positioning . .30 4 .2 Assessment and Planning . .34 4 .3 Structures and Agreements . .40 4 .4 Leadership and Capacity Building . .43 4 .5 Monitoring and Learning . 47 4 6. Re-positioning . 52 4 7. Handover . 54 5. Mercy Corps Community Mobilization Experience and Resources . 57 5 1. The Evolution of Community Mobilization’s Role in Mercy Corps’ Strategic Vision . 57 5 .2 Capacity Statement . 60 5 .3 Field Studies . 63 Annexes . .65 Annex 1: Tools for Community Mobilization . 65 Annex 2: Embedding Conflict Management Tools in the Community Mobilization Process . 67 Annex 3: Mobilizing with New Media and Information and Communication Technologies . 70 Annex 4: Community Mobilization and Disaster Risk Reduction . 73 Annex 5: Sample Position Descriptions . 75 Annex 6: Sample Indicators, Logframe and Workplan . -
Social Service Internship/Job Sites
Social Service Internship/Job Sites Search for possible internship sites/jobs in nonprofit organizations, community centers, government agencies, educational institutions, etc. Albertina Kerr Centers - http://www.albertinakerr.org/ - Developmental disabilities & mental health services. Alliance for a Healthier Generation - http://www.healthiergeneration.org/ - Addresses childhood obesity. American Cancer Society - https://www.cancer.org/about-us/employment-opportunities.html - Runs public health advertising campaigns, and organizes projects such as the Relay for Life and the Great American Smokeout. American Overseas Domestic Violence Crisis Center (AODVC) - https://greatnonprofits.org/org/americans-overseas-domestic-violence-crisis-center - Services to Americans experiencing domestic violence in a foreign country, including a international toll free 24/7 crisis line, advocacy, safety planning & case management, relocation assistance, emergency funds, housing counseling & legal assistance. American Red Cross - http://www.redcross.org/local/oregon ; Search database for opportunities at https://www.redcross.org/about-us/careers.html - Provides relief to single-family, multi-family & community emergencies; national & international disasters; and helps people to prevent, prepare for & respond to disasters Bitch Media - https://bitchmedia.org/jobs-and-internships - Nonprofit, independent, feminist media organization that publishes a quarterly magazine, daily online articles, & weekly podcasts. Offers events coordinator & editorial internships. Boys & Girls Aid - http://boysandgirlsaid.org/ - Offers shelter & housing services for youth 10 to 23-years-old, adoption & foster care services, etc. Bradley-Angle House - https://bradleyangle.org/ - Shelter for survivors of domestic & sexual violence & 24 hour crisis line. Caldera - https://www.calderaarts.org/get-involved1 - Arts education for underserved youth & adults: provide help with special events, youth program support, administrative projects & artists with youth experience. -
Scaling Pathways- Financing for Scaled Impact
Scaling Catherine Clark, Kimberly Langsam, Ellen Martin, and Erin Worsham Pathways MARCH 2018 Insights from the field on unlocking impact at scale FINANCING FOR SCALED IMPACT Innovation Investment Alliance, Skoll Foundation, and CASE at Duke ABOUT THE SCALING PATHWAYS SERIES Googling “social enterprise” calls up over 20 million links. Indeed, there are hundreds of thousands of new ideas for mission-driven ventures emerging around the world. And there are some notable social enterprise organizations who have started to solve social and environmental problems at scale. What can we learn from the experiences of these organizations? Their hard-won lessons can benefit other social enterprises, funders, and the surrounding ecosystem. Social enterprises often work on problems that are deeply entrenched, depend on cross-sector collaboration, and require multiple pathways to scale their impact and create systems-level change. The road to scaled impact is a nonlinear, complicated journey. Along the way, the organizations have to overcome many challenges and roadblocks, including the following: Financing for Scale: Determining Government Partnerships: which financing strategies best support Effectively cultivating and managing their plan for impact at scale. partnerships with government and other actors in order to increase impact. Pathways to Scale: Data: Understanding Assessing which of the many how to best use data to pathways to scale will most drive performance, impact efficiently and effectively drive management, and decision- towards their desired end game making as they scale. Talent: Defining the different talent strategies needed to identify, train, and retain the human capital needed for scale. The Scaling Pathways Theme Studies series dives into each of these topics in-depth, bringing to light lessons learned by successful social enterprises who have navigated these challenges on the road to scaled impact.