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The Amala Foundation inspires the diverse youth of the world to live in unity, serve compassionately and lead peacefully. All of our youth programs are a place for empowerment and healing. Many of the youth we serve, including refugee and immigrant children, have experienced extreme poverty, child labor, gang violence, abuse and neglect; many have witnessed the atrocities of war and have literally run for their lives; many have been uprooted from their native cultures and struggle to integrate into an entirely foreign world. We provide a safe space for these youth to heal, express themselves, share their stories and connect with a loving and supportive community. The Amala Foundation is involved in a number of local, national, and international humanitarian service projects. Camp Indigo was started in 2002 and is now in its 13th year of offering a week-long day camp experience to Austin area children ages 4-12. Camp Mana, now in its eighth year, offers a similar experience over two days in Hawaii. Our One Village Project, including the Global Youth Peace Summit, is in its 7th year and serves more than 150 local, immigrant, international and refugee youth each year. Our Young Artists in Service program provides free art instruction to at-risk children in addition to creating inspiring murals at places like the Austin Children’s Shelter. The Gui Village Living Water Program was a humanitarian service project we successfully completed in 2005, installing two water wells in a Nigerian village, saving 3,500 people (including 2,000 children) from disease. Our partnership with the Bhatti Mines School in Delhi, India helps ensure 200 Indian children a day are receiving an education instead of being forced into child labor.

Powerful Beyond Measure (PBM) is a 501c3 non-profit that implements efforts towards youth and community development; focusing on creative, academic, professional, civic, social and personal growth by strategically integrating the arts, entertainment, sports and media industries into programming. Our vision is to utilize these influential fields to effectively reach the urban communities of our targeted youth, via multi-dimensional services that will help positively shape young people and empower the adults around them to become active leaders and contributors. We aim towards the following: o To impact urban youth by exposing them to enriching and positive experiences, opportunities, and adults – leading them towards a greater chance for a productive adult life and away from negative endeavors o To create alliances with other non-profits to support them by developing a collective effort to assist and empower those around us; as well as support like-minded organizations with resources and services. o To help lower income families experience the same rights as those of greater income i.e. education, job training & access, programs and food/clothing – through volunteerism and information PBM uses the arts, entertainment and sports as tools to motivate. This approach was developed upon the realization that these fields are powerful by way of their appeal and influence on our target population. By harnessing that power to make programs more appealing, we can continue to implement the important values and societal offerings of more conventional non-profits. Powerful Beyond Measure believes we can help each other realize our potential for greatness, inspire the pursuit of success, and make powerful strides by working together for altruistic purposes. Founded in 2006, the organization began with its charter program, C.A.P.E. League (see below) – a multi-dimensional youth enrichment program. In 2007, we launched Exploring Possibilities, a unique career day for teens and young adults to discover non-traditional professions. Since 2008, we have produced PBM's Weekly Source Email – an on-line newsletter distributed to DC area residents, community groups and non-profits. It lists public events, job openings, services, scholarships and programs. In 2017, PBM will re-launch the Triple I Program to provide young adults with the opportunity to gain professional experience through hands-on work, mentorship, workshops and giving back.

Land Grant Founded in 1692 Occupied the Atrisco Area in 1703 Became Part of the United States in 1848 Voted to Incorporate into a Body Politic in 1892 Land Patent issued to the community in 1905 Became part of the State of New Mexico in 1911 Atrisco Land Rights Council is an Atrisco-based nonprofit organization with one mission – to improve our community by helping nonprofits be more impactful through education and the use technology to protect the rights and privileges provided under the United States Constitution ( Sovereign Clause), Treaty Of Guadalupe Hidalgo, New Mexico Constitution, Chapter 49 NMSA, Body Politic – Municipal Corporation created in 1892 for the purpose of governing our community for the benefit of all HEIRS. During the Last 50 years only Shareholders which make up only 10 percent of our Heirship have receive any value from their RIGHTS. Atrisco Land Rights Council provides community education through community engagement and by providing IT services pro bono and fee based consulting and outsourcing services to nonprofits, helping them harness the productivity gains long since enjoyed by the corporate sector, by connecting the needs of nonprofits with the skills and financial resources of the technology community. We focus on technology enabling nonprofits to focus on their mission while to evangelize the land grants mission of community engagement. Click here to download a one page Atrisco Land Rights Council overview or click here to download the 2013 Atrisco Land Rights Council Annual Report. Our Philosophy • We are mission-driven and passionate about the work of nonprofits • We are committed to providing services of the highest quality • We believe technology innovation can transform the local nonprofit landscape • We serve as a bridge between the needs of the nonprofit community and resources of the technology community • We educate nonprofit leaders and funders about the power of technology to further the work of nonprofits and the importance of funding technology initiatives. Our final goal is to assure that the lands are governed by the heirs for their benefit inviolate as noted in the New Mexico Constitution Bill of Rights Sec 2 Article 5.

VISION To establish endurable modalities to improve the lives of the vulnerable population in conflict and disaster-affected areas through peace building and promotion of social-cultural and socio-economic multiplicity. MISSION Strive to inform and transform vulnerable population in conflict and disaster-affected areas through provision of humanity services towards sustainable development with focus on Holistic Education, Youth Empowerment, peace building, psychosocial support, games and sports, Food Supplements to Malnourished, Agricultural-Farming and economic empowerment. CORE VALUES All members of BC Global shall individually and collectively uphold to the common vision, mission and objective through A- Cohesion B- Inclusiveness C- Participation D- Transparency E- Integrity F- Commitment G- Professionalism H- Accountability OBJECTIVES 11.1.1 To promote environmental protection through recovery of ecosystems and conserve biodiversity. 11.1.2 To develop strong livelihood initiatives for community’s transformation. 11.1.3 To enhance the development of peaceful communities, less violent society through peacebuilding, education and development of interpersonal skills for handling relationships and conflict management constructively. 11.1.4 To improve the quality of life of young people by facilitating their access to resources needed for their socio-economic development. 11.1.5 To promote education by focusing on inclusive learning, capacity building and technical support. 11.1.6 To boost the capacity of persons with disabilities by providing for their physical, social and economic rehabilitation. 11.1.7 To promote counseling, raising awareness on health issues including corona virus, H.P B, HIV/AIDS awareness 11.2.4 Education i. Capacity building trainings for local communities-based education committees such as the Parents and Teachers Association, School Management Committees on their roles and responsibilities in primary and secondary schools in the refugee settlements and selected schools host community District. ii. Provision of scholastic materials for the pupils and teaching aids to the teachers to enhance learning for improved numeracy and reading thus achieving increased literate rate among refugee children and students in the settlements and host community schools. iii. Provide sanitary kits and towels for girl child enrolled in schools in the settlements and host community schools to increase enrolment and retention and education cycle completion. iv. Construction of makeshift and permanent classrooms and latrines in schools to create a better learning environment in the schools. v. Lobby for provision of furniture for pupils and teachers in primary and secondary schools in the settlements and selected host community schools. vi. Establishment of school gardens for learning and food security purposes. This will target schools with adequate land for agriculture. vii. Lobby and build partnership for school feeding program for the primary and secondary schools. viii. Lobby for the facilitation of life skills training for youth and women through community of practice approach where the learners are attached to practical learning in tailoring centers, garages, carpentry workshops, welding and metal fabrication workshops and block laying grounds. Challenges : Inadequate learning spaces, Inadequate qualified teachers, No alternative learning due to the pandemic, and No strategic plan or policy to ensure the return of the children to learning Water and sanitation I. Carry out periodic water and sanitation surveys for up-to-date data for intervention measures. II. Clean water, sanitation & hygiene promotion. III. Participate in the annual sanitation week through sensitization meetings by organization an annual water and sanitation dialogue. IV. Create awareness in the settlements, rural and urban host communities on good health and hygiene practices to ensure healthy and good public health in the community. V. Advocate and lobby for safe water sources and clean water use for human use and other domestic chores. VI. Organize and participate in the organization of world water day 11.2.3 Health, nutrition and behavioral change i. Promote and facilitate maternal health through sensitizations, linkages and support to manage mothers in labor. ii. Disseminate public health education through the use of different media and languages for improved health seeking behavior. iii. Promote and facilitate voluntary HIV/AIDS, Hepatitis and other sexually transmitted Infections. iv. Construct, equip and operationalize trauma centers to rehabilitate trauma victims in the refugee population and host communities. v. Organize sensitization meetings through radio talk-shows, face to face meetings and forum plays on trauma healing methods. vi. Organize dialogues on dangers of drug, substance abuse, drug substance business, its effects and document the discussions for future sharing. vii. Promote use of community-led health initiative for increased latrine use in the refugee settlements and host communities to achieve reduction in open defecation. viii. Facilitate a referral mechanism for trauma victims among refugees and host communities for better management of the victims. ix. Conduct settlement and host community reproductive health clinics for refugees and host communities in West Nile. x. Organize trainings and dialogues on road safety. Challenges: Incapacitated health units, scarcity of drugs and medical equipment, inadequate healthcare personnel, Distanced healthcare units/centers from other bomas, and Tsetse flies infestation 11.2.2 Agriculture and Farming, Activities under livelihood i. Improve equitable and sustainable livelihoods for smallholder farmers in Jebel Lado Payam and refugee’s camps in Northern Uganda with a particular focus on the empowerment of women and young men. ii. Support smallholder farmers with microloans to improve food security. iii. Empower and resilient agricultural producers capable of adapting to climate change and supplying products of high quality and in quality to access formal markets. iv. Formation and training of community-based farmer on extension agricultural training that involved agricultural mechanization engineering, group management, record keeping and meeting management. These groups shall target women, youth and the engendered groups with a mix of all males, female across age, ability and status. v. Training of refugee and host community farmers on good agricultural practices and climate smart agriculture and livestock farm management. This is intended to maximize output quality and reduce on input wastage and ensure operation on optimal capacity. vi. Promotion of urban and green house vegetable farming in main towns to increase access to home grown vegetables. Common and easily obtainable and cheap planting materials such as old tyres, old buckets and sacks to mention. vii. Carry out qualitative and quantitative baseline surveys on food security, agricultural needs, agricultural input prices to inform the stakeholders with credible and an updated information. viii. Carry out livestock vaccination and treatment against common livestock diseases and outbreaks that require emergency response. ix. Emergency farm kit distribution including seeds, tools and fishing gears to the affected communities. Water resources Water resources in South Sudan comprise two main sources rainfall and River Nile which falls from Uganda. Rainfall in South Sudan decreases from the South to the North. The country suffers from many ecological crises such as a chronic shortage of freshwater over the country, drought, and desertification in the higher east part of the country. Rural South Sudanese are forced off their land by changing landscapes and a lack of agricultural production. Demand for water is increasing, but its availability to the country’s inhabitants remains low. BC Global Source of Funding: Most of the farmers in South Sudan have low levels of saving where microfinance institutions lack credit to loan the farmers. We are seeking a source of funds for agriculture and farming to improve the socio-economic status of the local communities. 11.2.5 Peace building i. Carry out sensitization meetings on land use and peaceful coexistence for sustainable production. ii. Recruit and train community and settlement-based peace ambassadors to carry out routine peace building messages. iii. Establish local community-based radio powered with battery to amplify story telling by refugees and host communities’ messages. iv. Initiate and facilitate peace promotion meetings among refugees, host communities, local governments and service providers. v. Form and facilitate inclusive school level peace clubs to organize school plays, peace messages during activities in the schools. Inclusion: There is a need for intervention from both government organizations and other development partners to ensure that these communities are supported. Posted by: Francis Limbe, The President of BC Global www.bcgfederation.org info@bcgfederation.org Tel.: (909)618-8336

Lumberyard, one of the nation's leading contemporary performing arts institutions, serves the performing arts community and its audiences by providing multi-faceted opportunities for artists to develop new work. Unwavering in its commitment to assisting artists throughout the creative process, Lumberyard operates with a collaborative and generous spirit, one driven by this support for artists and appreciation for the audiences who value their work. Lumberyard's history goes back to 1999 when, thanks to founder and benefactor Solange MacArthur, it began as American Dance Institute (ADI), a dance school based in Rockville, Maryland. In 2010, after looking closely at the challenges facing the American contemporary dance field, ADI changed course to focus on artist-centered programs that include residency and performance opportunities. This new direction resulted in what is now Lumberyard's stellar reputation for providing this much needed support, with the Incubator residency program, introduced in 2011, especially praised. Lumberyard also serves emerging artists through its Solange MacArthur Award and Future Artists Initiative. In summer 2016, Lumberyard responded to artists' requests for residencies to culminate with a New York City performance season by launching Lumberyard/NYC, an initiative undertaken in collaboration with New York City theater spaces, which, to this day, not only supports artists but also serves audiences who, at affordable ticket prices, have the chance to see a wide range of contemporary dance. Lumberyard will experience more exciting change in 2018 when it opens new facilities in a former lumberyard in Catskill New York, a town approximately two hours from New York City, positioned beautifully between the Hudson River and the Catskill Creek that was once the home of painter Thomas Cole, founder of the renowned Hudson River School. The renovation of the lumberyard, a four-building complex, will produce fabulous studios and housing, allowing Lumberyard to expand its mission of supporting artists throughout the creative process by being able to increase the number of residencies and performance opportunities available to them. The site will also include a state-of-the art performing arts space, certain to become a cultural destination for Catskill residents and for those traveling to the region. By taking ownership of this property, Lumberyard will connect audiences to some of the best and most provocative performances being created today, and the excitement of seeing works in preview before they premier in less intimate venues will extend beyond the stage to include receptions and talk backs with artists. Catskill residents will also benefit by access to a delightful courtyard that will host a farmers' market and other community events.

Who We Are: The need for a grassroots organization that would galvanize communities across Africa to positively contribute towards sustainable management of natural resources was an idea born out of a discussion by a group of environment and natural resource management practitioners gathered in Arusha Tanzania in 2010. The idea was subsequently shared with other like-minded individuals and culminated in the formation and subsequent registration of Africa Nature Organization as Non-Governmental Organization on the World Wetlands Day 2nd February 2012 in Kenya. Our focus has been to promote sustainable environmental and natural resource management best practices among grassroots communities working closely with civil society organizations, private sector actors and Government. Our Vision: A well-managed environment and natural resource base benefiting People and Wildlife. Our Mission: To enhance sustainable management of environment and natural resources by empowering grassroots communities, supporting development of effective natural resource management instruments, promotion of green innovations and the advancement of wise-use practices. Programmes: Our work is organized around three themes. These are conservation, people's organizations and livelihoods. 1. Environmental Education and Awareness Sustained environmental education and awareness campaigns have been known to change the behavior and attitudes of stakeholders towards environment and natural resources. Africa Nature Organization environmental education and awareness campaigns target both the young and the old through targeted campaigns such as the Young People4Nature Initiative, environmental demonstrations, environmental days, cross-site visits, workshops and seminars are some of the activities in this category. 2. Conservation of Species and Habitats With the threat of species extinction and habitat loss aggravated by climate change, Africa Nature Organization has taken a special interest in the conservation of species and habitats through rehabilitation, restoration and protection. Afforestation on terrestrial areas, coral transplant in marine ecosystems, dyke construction, development of management plans, support for community guards to protect and monitor species and habitats are some of the activities undertaken to reduce species and habitat loss. 3. Enterprise-led Conservation (ECO) Communities for ages have depended on natural resources for their livelihoods. However, with dwindling natural resource base due to extraction of natural resources for commercial purposes, population increase and climate changes, communities have trapped in a vicious cycle of destroying environment and natural resources for survival. To stem this downward spiral, Africa Nature Organization works with grassroots communities to empower them with business skills and knowledge to initiate nature-friendly enterprises and link them with markets. 4. Research and Innovation for Conservation (RI-Conserve): Relevant information to undertake important decisions regarding natural resources has been an impediment to sustainable management of environment and natural resources. This has been more profound with grassroots communities and organizations, including government, working to empower them to sustainably manage environment and natural resources. To bridge the information gap, Africa Nature Organization undertakes research and develops innovative ways of overcoming environmental challenges facing communities, civil society organizations, private organizations and governments. Baseline surveys, environmental impact assessments, documentation of indigenous knowledge on biological resources, and innovative mobile technology for conservation are some of the activities undertaken in this category. 5. Conservation Communication (COCO): Communicating conservation information to relevant stakeholders is key in to their engagement and involvement in our conservation effort. Conservation Communication maintains stakeholder interest through: Newsletter, Development and distribution of environmental documentaries, Production of other education, information and communication materials.

Dedicated to preserving and sharing Southeast Kansas coal mining history and its diverse immigrant culture. Miners Hall Museum seeks to tell the story of the importance of coal mining in Southeast Kansas. It was formed to preserve and present authentic materials and artifacts that document the history of coal mining and its impact on Southeast Kansas, as well as to be a vital partner in the educational and cultural life of this area through its collections and programs. This includes the story of the immigrants who came from the Little Balkan countries and beyond. A huge section of our population has a tie to the mining industry and we want our young people to understand the importance of their hard work, dedication and desire to acquire a better life for their families. The museum strengthens the spirit and sense of family and community for all of Southeast Kansas while providing educational experiences for all ages, from youth to senior citizens. • Museum exhibits are laid out to tell the story of a miner’s life from immigration through work, social life, home life, education and much more. ancestry & heritage, camp town histories, rare photographs, information on local strikes & labor reform, significant men & women of the twentieth century, the Amazon Army and the story of Bootlegging in SE Kansas. These are just a few of the histories/artifacts one can encounter here at MHM. • The museum includes a library which contains significant information and photos of early coal camps, coal companies and coal miners. • The museum hosts a special quarterly exhibit and programs related to area coal camps, immigrants, miners and their lives. • A visitor can view “Coal Camp” – reproduction of a coal mining camp which includes a true miner’s house. • Learn how the Tornado of 2003 inspired all of SE Kansas and the entire country.* • Learn how noted actor/director Paul Newman supported, inspired and encouraged the community. (He made a sizeable donation to our fund. This donation helped purchase and place a much needed storm siren in the community. Prior to the tornado there was none. This will ensure the safety of our residents in the future. A photocopy of his check and the story is on display at the museum.) • Learn how Joan Hornig, well known New York jewelry designer, leant a helping hand to Franklin, Kansas. Her jewelry sparkles in display cases at high-end retailers like Bergdorf Goodman and Neiman Marcus. (She designed a bracelet and necklace to be auctioned at our Centennial Celebration. She donated the bracelet and 18 necklaces which are proudly worn by area women who were able to place the high bid at auction.) • Learn about the Smithsonian Exhibit which was on display that attracted over 5,000 visitors in a six week period and hundreds of volunteers made that happen. *** • We encourage visitors to explore in depth what MHM has to offer. • Guided tours can be scheduled for family groups, organizations or schools. Educational programs offered and the opportunity to visit with local historians are also available at Miners Hall Museum. • As an added attraction, original artwork and murals are on display in the museum as well as on the grounds. Several pieces of artwork from the SEK Artfest have been donated and are on display. • The center & museum was built shortly after the devastating tornado of 2003 which destroyed much of the community including the former Franklin Community Hall. • While visiting the museum you can also visit the Franklin Community Park and Memorial Garden. Many historic artifacts are incorporated into the design of the park. • The park is built at the site of the former Franklin Community Center. • The Franklin Community Park & Memorial Garden runs adjacent to the Franklin Sidewalk which is listed on the National and State Historic register.

Vision NISA wants to develop a society that is free from all sorts of exploitation and discrimination, economically productive, equitable, socially just, environmentally sound, and viable, where everyone has the opportunity to realize their full potential. Mission Our first mission is poverty alleviation and socio-economic development by empowering the disadvantaged cohorts of Bangladesh. Our second mission is to provide quality services in the development sector of Bangladesh to bring positive changes through economic and social development programs. Our third mission is to promote self-reliant and sustainable development of the poor and help them to achieve their potential through social and economic empowerment. Our fourth mission is women empowerment and child protection through participation, capacity development and decision making processes Our fifth mission is Youth and Adolescents development through vocational education and life skill training Elaboration of NISA's Programs 1. Migration, Displacement and Humanitarian Policy NISA conduct rigorous research and provide innovative policy approaches that enable migrants, refugees and host community to prosper. Centre for Global Community Development's program on migration, displacement and humanitarian policy is focused on ensuring that everyone on the move realizes their full potential. We work to maximize the benefit of migration to destination and origin countries, expand the opportunities available to forcibly displace people and reform humanitarian system to better serve the needs of those affected by conflict and crisis. We recognize that human mobility can have positive and negative effects, depending on policy choices. We therefore work with policymakers around the world to create sustainable, pragmatic and evidence-based policies for everyone on the move. 2. Global Health and Nutrition Policy Global community faces new challenges relating to health and nutrition. Prevalence of communicable and non-communicable diseases and Global Acute Malnutrition (GAM) are increasing alary. NISA's work focuses on building sustainable health systems, global health financing, improving global health security, addressing GAM, diseases and treatment inequalities and designing fiscal policies for better health 3. Inclusive Education Despite tremendous progress, education has not yet fulfilled its promise to wider communities: gender inequality remain acute, intergenerational mobility is declining, and poor children often go to much worse school than rich children. NISA's research examines the mechanisms through which education can give children equal life opportunities and build the human capital that nations need to prosper. 4. Sustainable Development Finance To meet the Sustainable Development Goals, development finance must increase from billions to trillions. Our work focuses on more finance from existing and emerging sources, and on allocating those funds to meet both ongoing needs and future challenges. 5. Technology and Development Policy innovation is not keeping pace with technological change. How can digital country be made to increase state capacity and reduce inequality? How should we manage and regulate growth in biometric ID and governance? How can digital payments be safely and effectively scaled up? NISA's research helps policy makers catch up with our changing world 6. Government and Development The policies and program of major country government wield enormous influence on global development process. NISA provides data, evidence, and solutions that can help guide Bangladesh development policy. Our Bangladesh-based Development Policy team seeks to strengthen Bangladesh foreign assistance tools with proposals for reform grounded in rigorous analysis and evidence. NISA Bangladesh team aims to help the Bangladesh government in building the capacity of the root level staffs of MOH&FW, Local Elected Bodies (LEBs) and the Department of Agriculture Extension (DAE). Our work also encompasses research on aid effectiveness and how to address corruption problems and transparency. 7. Gender and Equality NISA works on gender focuses policies in aid, development project, trade, migration and peacekeeping that will improve women's economic empowerment worldwide. Greater equality drives big gains in health, education, and improved livelihoods - for individuals, their families, and their communities. However, in many parts of the world, women and girls and other marginalized group including LGBTI people, still face legal, economic, and political constraints that prevent them from participating fully and equally in society. NISA uses evidence to show how governments, donor institutions, and the private sector can help in creating low-and middle income countries that allow all people to thrive. 8. Global Poverty Reduction National Initiative for Social Action (NISA) works to reduce global poverty and improve lives through innovative economic research that drives better policy and practice by the world's top decision makers. NISA believes that volunteers can overcome poverty by sharing their knowledge, experience and skills across the globe. NISA closely works through National and International Volunteers for global poverty reduction in skills sharing approach. 9. Youth and Adolescent Development Youth and adolescents constitute 18 percent and 16 percent of the global population where 90% live in the developing countries. If these large portion of populations can be brought under skilled human resources, they will able to contribute in countries GDP. NISA works with the youth and adolescents to build their institutional capacity especially involve the youth and adolescents in development activities and help to register the youth club with the Department of Youth Development (DYD). NISA advocates with the NCTB and MOHFW in order to ensure young people's access to SRHR information in existing co-curricular and to ensure youth friendly services in government health facilities. 10. Sustainable Environment Bangladesh is one of the most disaster prone countries in Asia due to its geographical locations. It has experienced of 1970's and 1991's devastating cyclones, 2007's Sidr and 2009's Ayla. NISA creates space for the coastal people to build a disaster resilient community and sustainable environment. In order to cope with the situation, NISA promotes green programs especially mangroves afforestation in coastal areas including roadside tree plantation. Since its inception, NISA research on climate change impacts on communities. NISA also promotes climate adaptive livelihoods for the coastal communities like sheep rearing, duck rearing, crab farming and saline tolerant varieties. Moreover, NISA works for Carbon Reduction and participate in emergency response and rehabilitation activities when needed. 11. Food and Agriculture More than one billion people in developing countries suffer from chronic hunger. The role of agriculture in promoting pro-poor growth is attracting attention internationally. NISA's work in this area focuses on how rich countries' agriculture effects in developing world. Most of the people in developing countries live in rural areas and depends on agriculture for their livelihoods. But they don't have enough savings required to invest for farming. NISA research on food and agriculture and provide support for year round vegetable cultivation and other cropping. 12. Social Protection Activities NISA is actively involved with the different types of social protection activities at the community level like preventing child torturing, child abuse, early marriage, child labor, child and women trafficking etc. It organizes rallies, discussion seminars and advocacy workshop at different level on child protection and trafficking. 13.Research and publication NISA works for global research and development including research design, baseline survey, end line survey, questionnaires development, and midterm review (MTR), impact evaluation, training need assessment, training module development, SBCC materials development, project proposal writing, report writing, case study development and implementation of development projects in Bangladesh.

Founded as a traditional community foundation in 1994, Incourage has evolved into a place-based philanthropic community steward, dedicated to and led by the people of rural Central Wisconsin. Over two decades, we have adapted our work to meet the complex needs of a region recovering from a severity of disinvestment that parallels that of central Appalachia. Today, Incourage plays many roles in community development: steward, convener, facilitator, trainer, researcher, grant-maker, fundraiser, investor, and advocate. We play these critical roles in an attempt to foster an environment in which residents believe that change-both cultural renewal and economic reinvention-can exist and thrive. Our mission is to cultivate an inclusive community that is open and productive for all, and simultaneously to build and diversify a sustainable, resilient local economy. We align these operational goals with our philosophical values of equity, opportunity, and shared stewardship. People are our most important asset and positive community change happens when individuals have the opportunity to realize their full potential. Residents who feel a sense of ownership, shared responsibility and shared destiny by virtue of a shared place are essential in shaping healthy, sustainable and inclusive economic growth. Two important theoretical frameworks guide all of our strategic endeavors: To help individuals and organizations learn to build the trusting relationships needed to mobilize for change, Incourage integrates tools and techniques from Adaptive Leadership, a practical framework for collective action in communities facing complex systemic challenges. Changing attitudes and behaviors can take years to achieve, and this model helps Incourage tackle the inevitable interpersonal challenges in that incremental process. Incourage also frequently invokes the idea of Connected Capitals- that effective placemaking requires harnessing all assets (or "capitals") that contribute to community health and prosperity: human, economic, environmental, social, cultural, moral and reputational. Many of rural Central Wisconsin's valuable resources were not previously integrated into the once thriving single-industry ecosystem that has now evaporated. By promoting a comprehensive view of community assets, and by spearheading innovative opportunities for cooperative investment, Incourage helps to strengthen cross-sector networks, fill gaps, and nurture a holistic local economy. Now is an especially exciting time for Incourage. Through our work, we have exposed weaknesses in the traditional structure of a community foundation in meeting the greater needs of a marginalized rural community in America. As we focus on creating a community that works well for all people, Incourage seeks long-term community transformation that addresses our deep history of wealth inequality. Specifically, we are working to transform the underlying social, political, cultural, and economic conditions in our community that have hindered access to opportunity and perpetuated the status quo. Community members who have benefited from decades of inequitable business-as-usual cultural norms actively resist our attempts to fuel change. Lessons learned have allowed us to more recently identify and define our role as a disruptor in the sphere of traditional philanthropic community development organizations. We remain committed to the radical idea that community-led philanthropy can drive the transformation of a sustainable, equitable region where all people can truly thrive, and we are now on the cusp of implementing a new, next level structure to leverage our impact and resources for the people we serve.

Non-profit social entrepreneurial venture harnessing the power of technology for social benefit. Benetech has adopted a core set of principles to guide our vision and decision making. We refer to these concepts daily in evaluating our work and our plans for the future. 1. Social Change Through Technology—Benetech is about creating positive social change at scale, and we use technology as the vehicle to drive it. Technology is a great way to get to scale and to reinvent the way people are doing business throughout the social sector. We’re not about profit; we’re about impact. 2. We Get Stuff Done—Benetechies are intensely results focused. We aim high, and then try to exceed our commitments. This means that we fully commit to the fields where we operate, learning as much as we can and following through on our promises. And we measure what we do so that we know we’re getting stuff done. 3. Right Stuff Right—Just three words that convey so much. We ensure that our work is up to world-class standards, focus on doing the right thing where we can make the maximum impact, and conduct business in an ethical way. When we’re trying to make a decision about something, the way forward is just so much clearer when someone asks, “Yes, but are we doing the right thing right?” 4. Open Over Proprietary—We’re an open-source organization. Not only our software but also the content we create is almost always available under Creative Commons licenses. And we value transparency. What’s really important is the mission, and we trust that being clear and open will lead to the best possible outcomes. There is information that we do consider highly proprietary: the information shared with us by our users and partners. We’re pragmatic enough to adopt a proprietary approach when we think it’s the best way to accomplish our mission goals, but we always lean toward being open. 5. Partnership Over Going Alone—Benetech’s strength is in developing technology responsive to real-world needs, but we can’t do it alone. In so many areas, we have chosen the partners who have deep knowledge and deep trust networks. Benetech provides what they are missing—the technology development expertise and the connections with top tech communities and companies. Our partnerships result in better ultimate social impact when we’ve built trust with the people with whom we’re working. 6. Value Flexibility—We respect our team and their commitment to do what it takes for social change. As part of that commitment, we prioritize flexibility both for and from our team members. This allows us to do more with less, without sacrificing teamwork and spirit. Our entrepreneurial approach also requires flexibility. When you’re creating something new, it never goes according to plan. We are always alert to better ways to accomplish the social objectives. 7. Personal and Professional Development—We care about the professional development of our staff and foster personal learning, growth and service—whether that’s helping a team member pursue graduate studies, become a better public speaker or deeply understand the challenges our users face. Benetech builds the careers of our team members while we benefit from their service to our mission. Ultimately, we’re helping to lead a movement to have technology fully serve humanity. We speak regularly to students and to professionals, sharing our love for our work and hoping to inspire a fresh crop of social entrepreneurs and innovators.

Created in 1979, the Collectif des Femmes is a non-profit organization whose mission is to promote the emancipation of women and men, particularly women from immigration and/or precarious women. We are work mainly in Belgium, but we have extended collaborations with women's organizations in the Developing countries in order to share experience in the field of Equality between women and men and to promote inclusive development. The association aims to empower its target audience and reinforce their autonomy of thought and action. The involvement of women and men at all levels of the association creates an upward dynamic that promotes their ability to take their destiny into their own hands, and free themselves from their multiple shackles. The social purpose of the association is therefore the social and professional integration of women migrants in Belgium (although some of our target beneficiaries are unemployed men in search of work). The association's vision is to promote equal opportunities, fight against discrimination, combat gender inequalities and promote access to employment for women and men, migrants and of foreign origin. Article 3 of the Statute of the "Collective des Femmes" stipulates that the purpose of the Association is: - Training and supervision of migrant, refugees and asylum seekers, and immigrant women, with a view to better socio-professional (re)integration,... - Facilitate the adaptation of foreign women and that of their families in Belgium, particularly in the field of the practice of the French language, health, food, the education of children and their personal autonomy. - Reflection on the role and status of women, in relation to development issues; - Etc. The Association is approved by the Wallonia-Brussels Federation to fight against Intimate partners and all forms of Gender-Based (Violence against women and girls). The achievements of this first period are the foundation of professional relations between migrants and respond to the concern to give back to women the power over their own history. It was also in those years that the fruitful encounter between these women from elsewhere took place, some progressives in search of professional prospects and new conceptual tools to improve their status. Although we began in 1979, the 1990s constitute an important period in the life of Collectif des Femmes as it laid "the first stones" with regard to structured professional integration, psychomedico-social support for an allochthonous or indigenous public, the strengthening of the capacities of women in the countries of the South... Hence, in 1997 the Collectif des Femmes obtained its official agreement in the Wallon Region and the Wallonia-Brussels Federation. Alongside the desire to promote the development of our center, our objectives are to promote the evolution of factors influencing the wellbeing of this precarious population and participation in any action aimed at favorably modifying these factors. And finally, in the longer term, we participate in the development of an equal opportunities policy based on our experiences and in the promotion of gender mainstreaming. It is since that time that we have been subsidized in a more structural way and that we have been approved for a certain number of our missions; a real public-private partnership. Our growing center demonstrates the relevance of all our goals even more today than in the past. The paths to success in terms of emancipation, socio-professional integration, lifelong education are a demonstration of this that is both relevant and convincing. Today, in the position that the Women Collective occupies, everyone benefits from this mixing of ideas which leads each of us towards the path of individual progress. Over the past 40 years, the thinking of the Collective has deepened and broadened in several directions. First of all, it was necessary to understand and take into account the profound changes in society. We have developed over time a more complex and more complete vision of the situation of migrants, of front-line proximity work, of poverty, of emancipatory pedagogy, of work in popular education, of socio-professional integration. The question of gender equality, civic and permanent education is the common thread of our various approaches. Another opening given to our horizon, we have sought and built bridges between the fields of integration, training, education, social action and we have given the issue of empowerment a transversal dimension. In terms of pedagogy, we have promoted pedagogy by project, our toolbox is currently more extensive, we have produced several publications, including a cultural imagery tool. It is a real militant journey, a social commitment of each one, of each one which has enabled various political questions during our international conferences: whether in the field of plural violence, female entrepreneurship, poverty, situation of women in the labour market, in relation to new information technologies, in relation to HIV/AIDS, in the face of radicalization always by crossing gazes South/North North/South South/South. Since 1979, several thousand adults have passed through the Centre. This means that every year since 1979, more than 22,000 people have knocked on our door and started training or requested intervention, psychosocial support, or even participated in our focus groups. As a result, several thousands agents of change scattered here in Belgium or in the countries of the South are in non-profit or international organizations in the sectors of continuing education, education, health, social work or community. Over the past 3 years, evaluation work has been carried out, which combines several interests. First, an interest in more refined knowledge of our public, its origins, its trajectories, its motivations, its commitments, the effects of the intervention of the Collective, whether in terms of social or professional integration. A second interest was to compare the aims, objectives and values of the Centre. Confrontation which, managed with a view to constructive criticism of work, has made it possible to strengthen our dynamism. Let us cite for example the professional integration rate of more than 90%. A relevant analysis of the pedagogical procedures, of the observations and evaluations of the people... has made it possible to identify practices and objectives that must be modified or pursued in another way. This has stimulated collective work in several essential directions for an organization like ours, namely the development of the culture of evaluation and constructive criticism. A rigorous analysis, still in progress, of our corporate culture, was also essential for the dynamics of our center and the pleasure of working in the field of people empowerment. This approach allowed a lucid look at our organization; while showing the shortcomings and the limits, it has valued the quality and induces a search for an increased quality which makes it possible to develop a self-reflective and formative work on our own practices and our organizational pedagogical processes. These are quickly outlined the various philosophical and political challenges of our center.

Real School in Goris is founded to create an informal education in Goris which will give the students the opportunity to get both theoretical and practical knowledge and skills, which will be enough to enter the job market easier. Our main goal is to create a techno-park based on that educational platform. To reach this goal, we took the Real School concept and programs and we are implementing the school in Goris as a separate institution. The main mission is like the Real School mission, which can be found below: The REAL SCHOOL is providing its graduates with knowledge (theoretical and practical) and skills (professional, personal and social) to succeed in high-tech innovative industry. REAL SCHOOL is a four year collage level program that combines liberal arts in-class education and vocational off-site trainings in R&D organizations, resulting in a level of knowledge comparable to today's Bachelor level graduates of Armenian universities combined with practical skills and CV of a 1-year junior developer in modern IT/High-tech company. The main difference from classical Bachelors program is targeting professional career in the industry, rather than academic career. However it doesn't mean that the applicants are low-level technicians. Modern high-tech industry requires everyday effort in self-education (lifelong learning) due to constantly changing technologies, innovation, new fields, spheres, opportunities. The modern life is not divided into "learn" and "work" segments anymore, but is combining the work & learning process till the last day of the professional career. As a consequence, the classical approach to education (learn only) and to professional career (work only) is failing in XXI century. Our vision of XXI century high-tech organization is a combination of Research, Production and Education formats. An organization that lacks any one of these 3 components, will loose in competition to those who are doing their own innovation, that is close to their own production, and are educating their own staff by maintaining the internship logistics. Our mission is to implement such program in partnership with IT organizations in neighborhood of each RealSchool site. It includes expansion to rural areas of developing countries, helping local industry to upgrade to meet the challenges of innovative high-tech economy. The liberal arts program is following classical approach to education of a "free citizen" of a republic, i.e. provide understanding of the structure of the world, universe, civilization, economy, which is sufficient for the person to discover their mission for their life or at least for the next 7-12 years, and to develop their skills and knowledge towards fulfillment of that mission. The liberal arts program itself is built in a project-based approach. The projects used in this section of the curriculum are also real-life projects, i.e. they are not invented by professors for educational purposes but are chosen from the infrastructure projects and issues faced by the region/country/world. Examples of such projects for I and II grade students include: 1) Forest recovery, in cooperation with the Armenian Forestry Committee. Green industry projects. Reuse of materials. Effective ovens development. Effective usage of forests/wood in the industry and household. Biodegradable materials development and use in the small scale high-end production. 2) Study of ancient Armenian literature, classical Armenian language, terminology, in cooperation with prominent researchers in the field. Creation of fonts, spell-checkers, translators for modern dialects (western/eastern) of Armenian and classical Armenian. Localization of the GNU SW (Firefox, Thunderbird, OpenOffice, Xfce4, Gimp, Inkscape, etc). 3) Study of ancient musical notation systems and body movement (dance) notation systems, development of SW for musical and ethnographic studies, in cooperation with researches from Armenian Conservatory, institute of Komitas and Armenian song and dance academy. 4) Study of environmental health control and monitoring, development of measurement kits for air, water, soil and ether (electromagnetic) pollution, performance of the measurements and publication/awareness promotion projects 5) Study of information management systems, information security challenges, development of national standards for information age, upgrade of national institutions, ministries to reduce paperwork and use modern IT solutions 6) Study of macroeconomic and microeconomic field, legislation. Development of promotion programs and lobbying for making legislation more friendly towards innovation, startup, family-business and small/medium enterprises. 7) Study of pedagogical and epistemological issues in high-tech post-modern reality, development of extracurricular and curricular studies for middle-school and high-school students. Support and further development of Armath curriculum, in cooperation with original authors of Armath curicula. Augmenting Armath with radio-frequency, electronics, mechatronics and biochemical kits. In the fields of pedagogy and epistemology - the mission is to reconsider foundations of personal training, establishment, attachment and feeling of heartbeat of the civilization, world, universe for a modern human being. From our perspective the history of the epistemology and thought is split into segments of before XIV century (primarily descriptive science), followed by the birth of analytical methods and decomposition, until hitting the ground (subatom, genome, lexical elements) in the mid XX century, and starting the third phase - the age of synthetic science (syntetic materials, synthetic life forms, synthetic languages). At the same time this switch from analytical to synthetical coincided with demographic supernova burst: for ages the population on earth was < 1B, and in XX it jumped to 7B and continues growing. As in the case of supernova - and in general - any bifurcation point - it is hard to predict what will be the next state: the dwarf, black hole, or new star. It is easier to choose desired outcome and invest resources in achieving that outcome, rather than investing in analytical efforts to predict the outcome. Fundamental reconsideration of human beings attitude towards self, towards their planet, their civilization and the universe is due to protect new generation from storm of information they are facing from their birth time, and give them instruments to categorize, prioritize and filter that information, in order to extract the core values, build goals and obtain attachment to life that was "given" in in the past to a person by the life style, and now has became a major problem for new generation, which has hard time finding challenges outside the virtual world of social networks and network games. Parents cannot solve this problem alone. The system needs to be built by the state to help them. Our goal is to provide B2G consulting and active participation in building the new formats and curricula for different age groups. Our consortium has created the Armath program under this mission, is building the Real School program, and has started building the Academic Research Hub for the academic (fundamental research) field as well. Among these, the RealSchool in mid-term has the highest impact on our future.