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Oak rural health organization is a non governmental, not for profit organization. Registered under the CAMA 1990 as an incorporated trustee by the Corporate Affairs Commission of the Federal republic of Nigeria. OUR MISSION/AIMS AND OBJECTIVES ARE; To increase preventive health publicity and awareness among rural dwellers. To eradicate children malnutrition in the grassroots through supplementary and complementary feed assistance. To partner with rural communities on health promotion and sustenance strategies. To prevent/eradicate mortalities through mobile clinics and health outreaches in rural communities. To partner with government, private and individuals to combat pressing health challenges in the rural settlements nationwide. To establish/refurbish healthcare points in vulnerable rural communities. OUR VISION: ''To be an internationally recognized leading grassroots health advocacy gladiator, ensuring a healthy and productive rural lives''. Achieving the above, the organization engages the services of volunteer professionals in relevant fields. Also mobilize resources through donation from trustees, individuals, private and government establishments. Financial and professional integrities are strictly maintained as enshrined in the organization's articles of incorporation. Most importantly, the organization gives no room for discrimination of any nature. Irrespective of religion, tribe, race, color or ethnic background. We deal with humanity as a bio-psycho-social being. Our group of dedicated volunteers work as a team to achieve a common goal. Furthermore, the founders are not unaware of the various government and other concerned agencies' efforts on providing quality health care services to the people at the niches and crevices of the nation. Various stakeholders who invested on healthcare services often concentrate on the urbans and densely populated areas. Governments' health infrastructures in rural settlements are not enough compared to their population. Most of the rural areas are fast becoming the den of unskilled care givers, this has led to many unreported, but avoidable morbidity and mortality. Demographically, rural population is made of about 52% of the nation's total population. Distributed through the nooks and crannies. Rural dwellers cannot be underestimated in the area of country's food security and economic growth. Therefore, a healthy rural life is a healthy nation. WHY RURAL HEALTH? Rural health is a worthy advocacy because: They are the hope of nation's food security. They are the custodians of the nation's cultural heritage. They are the most vulnerable. They are the major workforce in production line. They are the future of the nation. They have the highest fertility rate. They are majorly the poor. Furthermore, the executive summary of the WHO's vision 2020 is, attainment by all people of the world, a level of health that will permit them to live a socially and economically productive life. At least, such level of health that they are capable of working productively and participating actively in the social lives of the community in which they live. Meanwhile, growing cost of quality healthcare services has put the rural lives at a disadvantageous position. WHO's vision 2020 and even beyond is however a collaborative efforts of individuals, governments and non governmental bodies.

Tarrant Area Food Bank opened in September 1982 with the purpose of helping local human services agencies feed poor Fort Worth area residents. That fall the Food Bank distributed donated food to 48 charities. Today, as a regional clearinghouse for donated food and household products, we serve a network of almost 300 hunger-relief agencies in 13 counties. We believe that children and adults receiving food aid deserve a nutritious mix of foods; thus we strive to provide foods ranging from fresh produce and dairy products through frozen meats to packaged pasta and bottled juices. With the mission to eliminate hunger, we seek to educate recipients about nutrition so they may reap the greatest possible benefit from the donated food. We also work to reach all pockets of hunger in our area by serving a large range of charities including pantries, soup kitchens, Kids Cafes, senior centers, low-income daycare centers, emergency shelters, disaster-relief organizations and other social service centers.

Mission in the Third Millennium challenges Maryknoll Sisters to respond as women yearning for authentic justice and reconciliation in the midst of a fractured and divided world.  Called to reflect God's compassionate and inclusive love, we are sent to walk with peoples of many lands, crossing the boundaries of culture, race and religious beliefs.     Maryknoll Sisters live the gospel values through a variety of ministries. We are engaged in evangelization, pastoral work, education and social welfare, medicine, communications, agriculture and science.  We serve the poor wherever we find them: in their homes, in prisons, in hospitals, in refugee camps, and on the streets.     Some of us work with youth groups, women and the elderly, and in the arts and communications.  Others promote and participate in ecumenical and interfaith dialogue.  Often we find ourselves networking with national and international non‑governmental organizations.     Wherever we are and in whatever we do, we strive to participate effectively in the mission presence and activity of the Universal Church so that God's Reign of peace, justice and love may be proclaimed and witnessed to throughout the world.  Mission means seeding hope wherever we are.

Mission To win children away from a life of war and delinquency, with love, through education and the holistic development of their academic, personal, and social abilities, empowering them to construct and achieve their own life projects. Vision That the children of Ciudad Bolivar will be capable of breaking their cycle of poverty and become the kind of persons that they desire to be. Values - Love and respect for oneself and for others - Always put oneself in the place of the other - Pursue excellence - Seek justice About Pintando Caminos Who We Are Pintando Caminos Asociacion para Recrear el Futuro (Pintando Caminos Association to Recreate the Future) is a registered non-profit that, for more than 12 years, has provided spaces and opportunities to improve the lives of boys and girls who live in the oppressed and impoverished neighborhood of Potosi, in Ciudad Bolivar (Bogota, Colombia). We desire to break the cycle of poverty in Colombia ad to provide the children and young adults with all the necessary tools for them to succeed in life in a dignified way, and to help the youth become complete and integrated persons, with values that make it possible for us to build a better country in the future.

In 1953 Louise Dana helped establish La Piccola Casa di San Antonio in Rome, Italy, to provide care and education for girls orphaned by World War II. Fifty years later, Italy is a wealthy country, and there is no longer a need for the orphanage. Rather than abandon this important mission, our focus was redirected to Africa and our name was changed to the African Orphans Foundation. The African Orphans Foundation became officially incorporated into Africa in 2003 and is recognized as a 501(c)(3) non-profit. Since 2004 we have provided education, food, clothing, and shelter for orphaned girls in Africa. Over the years we have continued to grow and expand and are currently operating in Tanzania, Ethiopia, Kenya, and Uganda. The need for support in Africa continues to be great, but corruption is also quite prevalent. AOF has taken extensive steps toward securing the funds that we allocate to our orphans. In most cases our program begins with a local 'sponsor' who already lives in Africa and personally knows of honest and devoted guardians within the community who are already caring for orphaned girls, but who are in need of financial assistance. We can offer such support. We have defined a guardian as an organization, such as an established orphanage, or an individual, such as a relative, but not the child’s biological parents. Through our sponsors, we are able to verify that the orphan is receiving adequate care and that the guardian will use the money for the child's direct welfare. Additionally, because the sponsors are local, we are able to fund opportunities that might not ordinarily receive charity because of their small size, geographic location, or grassroots origins. AOF does not promote political or religious activities of any kind and therefore abstains from funding religiously affiliated institutions or organizations, regardless of their level of care. Additionally, we have also taken precautions to ensure that our sponsors do not have any financial ties to the guardian or the orphan.

Gruppo Aleimar is a non-profit voluntary organization that deals with children and families in need both in Italy and abroad, through the Distance Support, projects of development and awareness-raising and human development activities on the Italian territory. The main areas of our development projects are: 1. Education: taking charge of children in family (natural or adoptive), in foster homes and shelters, schooling and vocational training. 2. Health and hygiene awareness: support to clinics and / or hospitals, funding of surgical operations, seminars for young mothers. 3. Women promotion: start-up of agriculture and livestock, creation of production cooperatives, micro-credit financing. 4. Rural villages' development: water well, kindergarten, solar energy for light and water pumps. 5. Women' refuge and social housing for families in temporary need. The Aleimar Group is active today in 12 countries (Benin, Brazil, Colombia, D.R. Congo, Eritrea, India, Italy, Malawi, Palestine, Kenya, Lebanon, Zambia) with more than 50 projects and takes care directly of 600 children (what we call distance support) and, indirectly, of other 2,500 children that we follow within our projects. The Group comprises Aleimar for overseas project; Tuendelee for Italian projects and Prema, a cooperative for mentally disabled youth. The Group hires five people and relays on the voluntary service of 140 people. Its annual turnover is abt.1,2 million euro and overhead cost is less than 10%. Its balance sheet is checked and approved by internal auditors. We have been granted a seal of quality "Donare con fiducia" by the Istituto Italiano Donazione. Its web sites are: www.aleimar.it and www.tuendelee.net. In 30 years of activity the Group has helped more than 10.000 children/families, has built more than 100 foster homes, orphanages, schools and water wells.

CRK mission is to assist children in need while developing communities to better care for their own children. Our vision is a world where children enjoy all their rights, especially the right to be a child BACKGROUND INFORMATION. Child Rescue Kenya is an organization operating in Trans-Nzoia County in Kenya. The Organization assists vulnerable children and families through integrated development initiatives.CRK facilitates the rehabilitation of street children, and other abused or neglected children, by encouraging close links between community -child, project-child, and project - community. Multifaceted activities combine child rehabilitation centers with community development initiatives such as: a. Community Health clinics - both preventive and curative services. b. Training in home based income generating activities. c. Sports facilities in identifying and nurturing talents among the youths. d. Advocacy campaigns on Family health and HIV/AIDS, children rights, domestic violence and substance abuse among the youths. e. Bio- intensive farming activities targeting vulnerable families. f. Vocational training and formation of associations for youths. Vision, A society where children are enjoying their basic rights and leading a dignified life. Mission. To assist children in need while achieving positive change through initiatives that empower families and respect for children rights. Our Objectives are as stated here below;1.Child Rescue and Support. The strategic holistic approach emphasizes on improved child welfare under the projects through well coordinated interventions. The strategic objectives and strategies under this pillar are; 1. Continued Rescue and Support of vulnerable and unaccompanied Children. These strategies ensures that rescued children access basic necessities. Provision of shelter and meals. Clothing and toiletries. Psycho-social support and Counseling. Medication both preventive and curative Sports and recreation. Remedial education. 2. Increased Early Street Interventions. These aims at curbing the influx of children on the streets. Daily identification of new street arrivals. Referral to Child Protection Unit at the police and local administrators. 3. Increased advocacy on child rights. We hope to see a reduction on child abuse cases and advocate respect for children's rights. Carrying out advocacy campaigns Attending network meeting Holding sensitization workshops. Children's participation in awareness creation. 4. Increased access to education. These strategies will enable children to access education at Primary and Secondary schools. Enhance early childhood education through enrolment in public schools. Provision of school requirements and levies. Refurbish libraries for remedial studies at all project centres. 2. YOUTH EMPOWERMENT. Through this pillar CRK seeks to empower youth; those living and working on the streets and those in the slums, through formation of self -help groups or associations, facilitation to vocational training and formal education to improve their livelihoods. 1 Increased access to formal and non formal education and training. Support youth for enrolment in public schools and vocational training. Peer to peer counseling on abuse of drugs. Support the youth to form self help groups / associations. Nurturing of talents through sports. Health education on HIV/AIDS, STIs and testing. Capacity building on enterprise development. 2 Youths engaged in micro businesses. Support trained youth with business start up kits. Routinely monitor the progress of the started ventures. Encourage and assist the youth to get national identity cards for opening bank accounts. Link the supported youth to government development funds e.g youth fund. 3 FAMILY SUPPORT. Through this pillar CRK works with families to build therapeutic relationships, addressing issues affecting children at home, helping families initiate income generating activities and practice bio-intensive agriculture for those with small farms to improve their food security. 3.1. Enhanced family relationships. Routine family visits. Counseling families. Conducting advocacy campaigns on domestic violence Educate families on HIV/AIDS and reproductive health. Provision of subsidized medical services Referral linkages for support. 3.2. Improved household incomes. Identify vulnerable families to support (with a child or children). Training on micro - business initiatives and marketing. Support the trained beneficiaries with business start up kits. Routine business progress monitoring 3.3. Improved food production through organic farming. Identify and train families on organic farming. Provision of start up farm inputs Setting up demonstration plots as resource centres. Sensitizing and training on environmental conservation. Organizing exposure tours as learning tools. Promote proper soil management practices through modern farming methods. 4. ORGANIZATION DEVELOPMENT. This objective endevours to make CRK a strong and effective organization delivering its mandate within its core areas of operation. This will be achieved through: .4.1. Strong and effective organization delivering its mandate. Enhance staff motivation and performance Review the Human Resources Policies and Procedures. Management team at the Head office to enforce and implement the policies. Development of Contingency and disaster plans. Recruit professional staff for core functions such as Human Resource and Resource Mobilization. Strengthen and sustain policy on HIV/AIDS. Staff Capacity building in relevant project areas. Board development and policy formulation. Redefine roles and responsibilities of staff to enhance performance. 4.2. Improved record keeping. Put in place a back up system for all organization documents. Routine information dissemination to staff and partners. 4.3. Increased Resource Mobilization. Diversify proposals seeking for funding. Put in place a donor profiling system both locally and internationally. Engage in consultancy services. Initiate income generating activities Develop partnerships. Set up a resource mobilization team (staff members). 4.4. Improved service delivery in project areas. Adequate funds for administration and project coordination. Routine monitoring and evaluation of projects. Encourage transparency and accountability in the management of resources. Continuous documentation and reporting of progress. Routine reviewing of targets and objectives. Staff appraisals to ascertain performance. Procure a vehicle for project use in the rural terrain.

Feed The World's mission is to empower poor smallholder farm families to feed themselves and provide for the future through sustainable farming. Guiding Principles - Seeds of Dignity and Hope are planted in the hearts of our smallholder farm families as they work together to provide for themselves and build a better future. Transparency & Accountability means that we will do exactly what we promise to do in the communities we serve and that we will be open and honest with our donors in communicating how funds are being used. Lasting Self Reliance is achieved as families obtain sufficient knowledge and education, manage resources wisely, and prepare for the future so that they will continue to thrive after our support ends. Sustainable Farming is practiced by smallholder farm families as they plan, plant, and harvest food for themselves and their livestock, while building human capacity to recognize and enhance the efficient use of their natural resources. Nutrition & Income are the core benefits to smallholder farm families as they grow and produce foodstuffs that provide for a nutritionally balanced diet on an economically sustainable basis. Scientifically Proven Methodology guides the implementation of agricultural best practices with our smallholder farm families and on our demonstration farms. We also support further scientific research through partnerships with universities, governments, and other non-governmental organizations (NGO's). Mutual Respect is the goal of our in-country agronomists, nutritionists, and animal scientists as they interact with smallholder farm families, seeking to understand the "why" behind traditional practices, and always exploring new possibilities. Training & Education in sustainable farming, nutrition, food preparation, and hygiene are key to ensuring that lasting self reliance is achieved by smallholder farm families. Honoring Culture means that our programs work within the local cultural framework to empower and educate smallholder farm families without imposing an outside culture on them. Family Focus involves both women and men in all aspects of decision making, training, and education; and keeps children and parents united and working together on their land. Feeding the Spirit means that while Feed the World does not identify itself with one particular religion or belief system, we honor the spirituality of all human beings and serve all program participants irrespective of their beliefs or social station. Pay It Forward means that we expect our smallholder farm families to pass on their seeds, stock, and knowledge to other families in need once they have successfully provided for themselves.

The Foodbank's mission is to provide highly nutritious food to the community's hungry citizens and to ensure that no individual go hungry, not even for a single day. 68% percent of the food recipients are hungry children, 19% are hungry seniors, and 13% to hungry adults. The Foodbank has been providing food to impoverished children, families, and seniors residing in Los Angeles County since 1975, with a dominate focus on the poorest of the poor neighborhoods including downtown Los Angeles, Compton, San Pedro, South Central, Watts, and North Long Beach. The Foodbank solicits wholesome donations of nutritious food from the food industry and channels these products to charitable community organizations supporting low income individuals. The Foodbank of Southern California is a principal front end food provider to hundreds of community-based agencies who feed the hungry children, families and seniors. The Foodbank aids community-based organizations who are independently be unable to handle the logistics of transportation, space and refrigeration. The Foodbank's network receives food for emergency and non-emergency food programs such as shelters for abused children and women, crises centers, day care centers for children and seniors, senior centers, emergency box programs, soup kitchens, and food pantries. The agency is a vital link in the continuum of care that facilitates the needs of low-income people in our community. There are over 700 community-based agencies in The Foodbank's network. The small agencies may each feed 20 to 50 people, 5 days a week, while the larger agencies may each feed up to 1,500 people, 1 to 5 days each week. Hunger exists in every corner of Los Angeles County, exacting a physical, psychological, social and economic to afflicted children, families, and seniors. Unfortunately, the demand for emergency food assistance in Los Angeles County has increased every year during The Foodbank's 35-year history. Despite the growth in provision of services, as a feeding agency, The Foodbank is faced with providing increased service delivery to more people than was ever anticipated. Meanwhile, there is a continuous decrease in the already limited government support to transport and distribute food to our disadvantaged constituency. Impoverished families typically have enough money for only one week worth of food for the entire month. A U.S. Bureau of Labor Statistics study found that an average American family spends 13 percent of their income on food. For a family of five, with an income of $22,000, after taxes, this would leave them with $178 for their monthly food budget. That's just a little more than a dollar a day per person. In contrast, the U.S. Department of Agriculture's most conservative suggested food budget, The Thrifty Food Plan, proposes that a family of this size should be spending at least $149 a week on food. The Living Wage project, based out of Penn State University, believes that number should be even higher. According to their formula, a family of this size should have a weekly food budget of $172.

The Solidarity Project supports Honduran leaders who create positive social change for their communities and cultivates transnational partnerships built on trust, equality, and solidarity.

Thanda's mission is to empower people to create positive change - change in individuals, change in their communities, and eventually changes that impact the world.

LifeCare Alliance leads our community in identifying and delivering health and nutrition services to meet the community's changing needs,