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OUR MISSION: Uniting People with Opportunities. The United Planning Organization, the designated community action agency for Washington, DC, was established December 10, 1962 to plan, coordinate, and implement human services programs for low-income residents in the Nation's Capital. For over 50 years, UPO has been in the forefront of the war on poverty. As the catalyst for economic security and growth for all Washington, DC residents, UPO has laid the groundwork for innovative social service programs such as weatherization and energy conservation services, Head Start, workforce development training and youth development. Today, UPO continues to provide residents with comprehensive resources for early childhood education; youth development; employment and training; family and community services; case management and referrals to other supportive services.

Indigenous Health Solutions is a trans-disciplinary collective of pioneers driven by a passion for service to the Earth, and the poorest and most remote communities on it. Through the lens of planetary health, where shifts in natural systems are prioritized in examination of human health, experts in conservation, health, anthropology, and business come together with those in need to craft and implement culturally informed and community led solutions for development. Our programs are built upon the foundational principle that development must be indigenous, that is, planned in partnership with those in need and rooted in the place of delivery, reflecting practical awareness of the interconnection between health, conservation, livelihood, and education.

Founded in 2012 by people who have had their lives changed by the dietary guidance of the doctors and their books cited here, NuSci Nutrition Science Foundation is a nonprofit --IRS 501(c)(3)-- organization that has a four-fold mission: -Identify the most solid scientific evidence about the relationship between nutrition and health. -Communicate these findings to individuals, health organizations, schools, food manufacturers, and food stores. -Assist healthy eating through publishing a NuSci diet compliant list of food products and allowing food manufacturers and restaurants to print the NuSci trust mark on their compliant products. -Assist healthy eating by maintaining a wiki of NuSci diet compliant recipes and meal plans.

Fundacion Via Cocina is a community based project focused on improving the health and economic development of vulnerable women, youth and underprivileged in Medellin Colombia. With a personalized training and mentoring system sharing healthy food recipes, cooking techniques and applied financial planning and entrepreneurial small business fundamentals, we build a program for individuals and families based on their current reality, applying the training to objectives created with them, for them, in their own home. Additionally, we provide classes to individuals and groups who want to learn to cook healthy dishes with local ingredients for their families, transforming them into uncommon flavors that are low in fat, oil, salt and sugar-free. These activities look to decrease frequency and severity of non-communicable diseases in the communities, including obesity, diabetes and cholesterol.

Perched atop the buried pre-classic Maya city of Chocola, the village of Chocola on the back slopes of the volcanoes that form Lake Atitlan, is poverty stricken yet poised to become a model of cultural celebration and self-sufficiency. What it needs most is leadership training and technical support to develop its potential for diversified agriculture, archeological-tourism, health care for its families and education for its children. In its simplest terms, the mission of Seeds for a Future is to help this impoverished community plan and achieve prosperity based on balanced development principles that protect cultural tradition, the natural environment and preserve the Mayan and post-colonial history of the town. Seeds for a Future traces its roots to the period from 2003 through 2006 when many Earthwatch Institute volunteers came to Chocola to work on the archaeological site, which was then being excavated under license from the Guatemalan government. The volunteers embraced being associated with an important archaeological endeavor and learned about the vast pre-Classic Maya city that may hold keys to the early development of Mayan language, system of time and other fundamental cultural practices. At the same time, many of us fell in love with the community, its families and children and the fabulous, healthy mountain environment. As a result, groups of volunteers organized to help a community struggling with terrible poverty and deprivation to find a way to prosperity without destroying their way of life or the delicate balance of their natural environment. A vision emerged among a core of volunteers, Guatemalan visionaries and local leaders in which Chocola is seen as lifting itself into a more healthy and prosperous community based on its historic farming skills, adding value to its coffee, vegetable and cacao producers and through community cooperative action. In the future, there is great promise for the development of Chocola as a tourist destination based on archaeo-tourism; conservation of the natural resources in which the community is embedded and conservation of one of the first and greatest coffee processing plants (beneficios) established during the 1890s. But we also discovered in the early years that before Chocola could begin to realize its potential, the people needed training in identifying their own vision for the future, learning to work together and acquiring the technical skills needed for success. Overcoming 500 years of economic and social servitude is not easily done, but real progress is being made and our program has been recognized as ground-breaking, by the Guatemalan Ministry of Culture and others. Four operating principles guide the work we do: We provide information and technical assistance to the people of Chocola to help them evaluate new opportunities and to plan. We provide direct funding and other forms of support for community requests for assistance on specific projects. These requests must come through Chocola leadership and must demonstrate sustainability and a willingness and capability of the community to provide part of the needed resources. All programs must aim at achieving self-sufficiency. We will help with programs that governmental agencies believe may be of value, provided that they too meet the same test as is noted for the community above. All such requests must be consistent with our mission to help the people and do no harm to either the Maya archaeological site or to the 1890 Coffee Finca site. In all of our programs we try to ensure that the participants become more engaged in the social and civil fabric, that they gain self confidence in their ability to change their own future for the better, and that we provide knowledge and coaching for a sufficient period of time that their activities and new ideas become self-sustaining in the community.

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.

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.