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1 Life Fully Lived is a 501c3 nonprofit that serves as a personal development organization. It is comprised of entrepreneurial individuals that present personal growth conferences to help people better dream, plan, and live their lives to their full potential. At these family-friendly, positive lifestyle conferences, speakers present uplifting messages that cover all areas that are important to your life balance including genuine contribution, age defying health, authentic relationships, accountability, and achieving financial freedom through horizontal income. 1 Life provides proven guidelines for attaining your dreams and inspiration for you to enable the dreams of others. It is through this lifestyle design that we are able to create abundance that allows the freedom, flexibility, and fulfillment that we desire. As you experience success and create the best version of yourself, you help show others how to do the same. As we rise, we lift. Through our 1 Life Fully Lived Dare2Dream program, we are helping inspire and create young entrepreneurs (generally underserved youth ages 12 - 21) through goal setting presentations and appreciative inquiry. Our mission is to empower our next generation to change their lives and live a life full of hope driven by passion and purpose to be our new successful leaders.

Women Win's vision is that of a world in which every adolescent girl and young woman fully exercises her rights. Our mission is to advance the playing field that empowers girls through sport and play. Women Win is the global leader in girls and women's empowerment through sport. We leverage the power of play to help adolescent girls and young women build leadership skills and become better equipped to exercise their rights. Since 2007, we have impacted the lives of 2,822,400 adolescent girls and young women directly and indirectly in over 100 countries. This is possible thanks to collaborations with a wide variety of grassroots women's organisations, companies, development organisations, sports bodies and government agencies. Women Win currently supports initiatives in Asia, Africa, Middle East, North and South America. Our work is focused on empowering girls and young women through sport, emphasising the prevention of gender-based violence, sexual and reproductive health and rights, and economic empowerment. In practice this involves developing high quality specialised tools and curricula; delivering training and capacity building workshops; monitoring and evaluation tools and systems development; and providing strategic and programmatic support. Women Win invests in and manages a diverse portfolio of global partners with approximately 1.5 million euros of direct funding granted annually.

Vision Statement- To provide social restoration for third-world countries and the US in all phases of social interaction, including: health and medical, spiritual, social, educational, and vocational spheres of human existence. Mission Statement-The Inter-American Restoration Corporation is committed to addressing the needs of impoverished, underprivileged, or traumatized people, both at home and abroad. Established as a 501C3 corporation in 2002, IRC has strategically incorporated first-world resources, business practices, and efficiency with compassion and focus. The result has been to provide necessary and needed relief directly to the people who lack life's essential conveniences. Driven to satisfy the complete spectrum of the individual, IRC is dedicated to facilitating the spiritual, educational, physical, and the community needs of the person. As such, IRC directs projects geared toward the revitalization of the whole person and whole community. VALUES: 1) We Value the strength of community to empower operations, to leverage opportunities, and enhance communication. 2) We Value individual passions. 3) We Value organization that leads to efficient process, purposeful actions, and dynamic results.4) We Value Spiritual leadership as expressed in outward, inward and unseen actions. 5) We Value the necessity of empowering indigenous peoples to take control of their own social destiny. 6)We Value cultures of all kinds 7) We value opportunity.

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.

MISSION: Our mission is to support livelihood challenged communities to sustainably improve their standard of living through community empowerment approaches for human development in partnership with stakeholders. VISION To have a country where everyone has an equal opportunity to thrive and owns his or her future life regardless of gender, age, ethnicity, race, religion or location. OBJECTIVES AND MANDATE The objectives of TSLF as stipulated in the organization's constitution are; - 1. Promotion of access to basic social Services such as Quality Education, Health care, infrastructure, Water and Sanitation. 2. Advocate for Women, youth, Girls, People Living with HIV/AIDS, People with Disability and Children's rights. 3. Raising awareness on Environmental Conservation, Protection and Rehabilitation. 4. Empower the Community embrace development initiative and economically. 5. Improving agriculture by promoting sustainable farming systems which are environmentally sound, economically viable and socially acceptable, which will improve agricultural productivity and market opportunities for small holder farmers and promote sustainable agriculture, control over land and other natural resources. CORE VALUES Our Core Values Commitment describes who we are, what we do, and how we do it. It reflects our Core Values of Equity, Respect, Integrity, collaboration, Innovation, Teamwork, and Commitment; - Equity: Everyone deserves equal economic, political and social rights and opportunities. Respect: We respect the rights and dignity of every human being and community irrespective of their social standing. Integrity: We uphold transparency, accountability and efficiency in dealing with others and within. Collaboration: We work with others in a dedicated manner towards the achievement of common goals. Innovation: We build a reflection and learning culture as we strive to evolve and share best practice. Teamwork: we value working together for positive change. Commitment: We are committed to performing tasks accurately and in timely manner.

The Vision of the organization has always been to be a refugee run organization attuned to refugee needs and positioned to craft interventions responsive to those needs. The focus has evolved over the years as conditions have changed. In the early days, the primary need was to respond to and alert the public and authorities to the horrific experiences of refugees as they fled Arakan state in Myanmar (Burma) and made their way to the "relative" safety of Malaysia. Many refugees were sold into slavery and others were killed for unpaid ransom demanded from their families in Myanmar and, sadly, others were killed for organ harvesting. As the trafficking routes became more difficult, the flow diminished, although it never stopped completely. With this change, the organization began to see a wide range of needs emerge as those trafficked realized that Malaysia was not the benign, welcoming environment they had expected it to be. Nor was it just a way-station on the journey to relocation in a more developed country. In reality, Malaysia is likely to be their home for an extended period, if not indefinitely. With approximately 200,000 refugees in Malaysia, 20,000 of them in Penang state, a wide spectrum of needs emerged. These included health, security, income generation, education and social challenges faced by refugees. This resulted in the expansion of the organization's focus, as it responded to the most critical needs as defined by the refugees themselves. While the activities and services have multiplied over the years, the Mission of the organization has remained the same: to empower refugees to re-establish a sense of hope for the future and to rebuild individual, family and community support systems that promote independence and resiliency. Although the organization is registered with the Malaysian government under the name "Persatuan Komuniti Berdikari" (Resilient Community Association), it was more commonly known as Penang Stop Human Trafficking Campaign. As time evolved and the needs served broadened, the name ASPIRE Penang was adopted for general use.

TIBU Maroc is a Moroccan NGO that uses the power of sport to develop innovative social solutions in the field of education, empowerment and socio-economic inclusion of young people through sports. Founded in 2011, TIBU Maroc is the leading organization in Morocco in the education and integration of young people through sports. TIBU Maroc recognizes that the power of sport provides transformational sustainability to practitioners, children, youth, women, and people with specific needs; namely: better health, closer communities, greater athletic achievements and a stronger identity. As the main organization in the education and integration of youth through sport in Morocco with a wide national coverage in more than 14 cities and 8 regions of the kingdom, TIBU Morocco, in line with its ambition to become the locomotive of sport for development in Africa by 2030, is committed to contribute to the achievement of the 17 Sustainable Development Goals (SDGs) and considers them as an opportunity to place sport as a powerful tool to design innovative solutions to the complex challenges of the 21st century. Major achievements: -93 members & collaborators including 9 volunteers, -Active in 15 cities of the kingdom, 250,000 young beneficiaries take part in our programs each year, -22 centers have been created for the development of 21st century skills through sport, -88% of our young beneficiaries in the centers have increased their school grades (from an average of 3, 4 to an average of 7, 8 and 9), -0% dropout - all our beneficiaries continue with their education in Moroccan schools, -60% of our young beneficiaries of the Socio-Economic Integration through Sport programs integrate into the sports industry job market following 12 months of training, -5 different types of structures have been launched since the establishment of TIBU: Centers for Education through Sport, Sports and leadership academies, Playgrounds for empowerment through sport, 2nd chance school oriented towards sports professions and HandiSport school for children with disabilities.

Gaylord's mission is to enhance health, maximize function and transform lives. Gaylord is the place you or your loved one goes to when you want extraordinary care for your complex chronic medical issue or rehabilitation needs. What do you do after your car accident, stroke or brain injury, or you have chronic respiratory problems, and your acute care hospital has stabilized you, but you need more care? You go to Gaylord Hospital in Wallingford. For more than a century Gaylord has been a premier provider of medical care, giving to those in the community who need the excellence in healthcare which they want and deserve.   Our patients count on us to deliver the best, most effective clinical services to get them home as soon as possible with as much independence as possible.   How do we know this? Over 95% of our patients would recommend Gaylord to others. How do we do this? We focus on our patients to give them care beyond the ordinary. As donor Bob Fechtor says of the treatment his wife received after her paralyzing stroke: “Thanks to Gaylord, we had five more happy years together.”  We also hire exceptional people. We are one of only 14 Spinal Cord Model Injury Systems in the nation. Our staff goes beyond ordinary lengths to provide the best solutions for our patients – and for their families.  When the daughter of a patient on a ventilator wanted to get married, what did we do? We held the wedding at Gaylord. We coordinate your care with doctors, nurses, therapists, psychologists and social workers so that you can recover as well as you can, as soon as you can.

The motto of Sailabilty Vlaanderen vzw (Sailability) is "Iedereen moet kunnen zeilen"(Everybody should be able to sail) INTRODUCTION In simple terms the objectives of Sailability are to promote the benefits of sailing to people with mental and physical handicaps. This extends to everyone regardless of age, class, gender, ethnicity and physical status including the disadvantaged and those who cannot contribute financially. These latter we will support and will not allow to be excluded on financial grounds. We also welcome able bodied members (usually family members) to encourage and reinforce the integration of disabled people into mainstream activities and society. LOCATIONS We intend to ensure this activity is available in at least one location in each of the five Provinces of Flanders by 2020 and that there are at least 100 active disabled sailors across the Region. Sailability is located at Mol in Antwerp. Disabled sailing in three other locations (Brugges - West Flanders, Vilvoorde - Flemish Brabant, and Gent - East Flanders) will operate in co-operation with regular sailing clubs based at those locations. ROLE OF SAILABILITY IN NEW LOCATIONS Sailability reviews the suitability of the locations and advises on adaptions that might be necessary to ensure accessibility and safety. It will also loan boats and equipment (lifts/trailers) as required. In addition experienced members will train and assist the host clubs. FLEET Our fleet will be 10 boats by March 2016. We expect to be sourcing at least one to two boats each year to support increases in our activities. If resources permit, additional books will be acquired. We will continue to identify and acquire boats that are adapted for disabled people being very stable and unsinkable. ACTIVITIES To date our activities have focused on recreational sailing and to a much lesser degree on competition sailing. Recreational: The recreational sailing will grow mainly at the new locations we have identified and others we are looking into. Competition: More effort will be put into participating in national and international competitions. We will also be expanding National contests based on our work running the Flanders' Sailability Cup contests in 2014 and 2015. In these years we have welcomed participants from France, Switzerland, Australia and the Netherlands. We have also taken part in competitions in France and the UK. Rehabilitation: Further into our 2020 Strategic Vision Plan we will start with rehabilitation sailing activities together with Rehabilitation organisations and institutions. Introduction to Sailing: We will continue to offer initiation/introductory sessions to other organisations which support or look after disabled people TRAINING: We will continue to train the sailing monitors and volunteers; we are also going to start a training program to encourage as many G-sailors as possible to have the confidence and ability to sail independently. SHARING ASSETS: We will continue to work with other organisations which encourage disabled people to engage in sports and activities; we will allow them to use our boats to maximize their utilization. GOVERNANCE: Sailability will continue to be managed by a Board of Directors which meets about once a month. It consists of a: - - Chairman, - Vice-Chairman, - Sailing Manager, - Secretary, - Treasurer, Communications and Public Relations Officer, - Competitions Officer. Other members managing special projects attend board meetings as appropriate. A Strategic plan was drawn up for the period 2015-2020.

WereldOuders focuses on the empowerment and personal development of vulnerable children and families in Latin America and the Caribbean. With us, they receive attention and the support that suits them. WereldOuders has a unique approach, based on four pillars: a safe home, health, education and independence. By providing a social safety net while building the children's self-confidence, they regain a future perspective, an opportunity to realize their dreams. WereldOuders has projects in nine countries in Latin America and the Caribbean. These are Bolivia, Dominican Republic, El Salvador, Guatemala, Haiti, Honduras, Mexico, Nicaragua and Peru. A home is the most important safe base for a child. When a home situation is scarred by poverty, addiction, violence or the death of one of the parents, the secure base falls away. WereldOuders and partner organization NPH are committed to creating or restoring a safe home base for children and youth in Latin America. Our vision of "a safe home" has changed significantly over the past years. NPH was founded in Mexico in 1954 with the opening of a children's home for children who had nowhere else to go. The organization continued to expand to include children's homes in the other eight countries. More than 19,000 children found shelter in an NPH home. These homes were called "family homes" by the organization. NPH placed great importance on creating a warm, loving family atmosphere in the homes. No matter how well this worked out, a family home can never replace a real family. With today's knowledge, arising from empirical evidence and in accordance with the UN Convention on the Rights of the Child, we recognize the unintended harmful effect that institutionalization has on children and youth. Children and youth become alienated from their families and communities of origin. Stigmas attached to growing up in a children's home lead to (young) adults struggling to find their place in society. Having no family to fall back on makes it difficult to hold your own in society as an "uprooted" adult. 'Our' children can always come to NPH even later in life, but that is an exception in the world of children's homes. Uprootedness in general is a major problem: this group has difficulty raising their own children and keeping them from ending up in crime or on the streets. International child welfare organizations are therefore increasingly focusing on de-institutionalization. NPH, too, is going through this transition. We can and want to do more to really change the situation of families and children. We have to change course. We have therefore started to focus more and more on supporting vulnerable families and communities to prevent families from falling apart. This is not entirely new: since its founding, NPH has supported more than 80,000 children who did not live in an NPH family home.

Sportinzona Melina Miele is a sport association that was born in 2010 in order to promote social inclusion trough sport. It was founded by people that want to make a change in their community. The founders, the board members and the staff have in common the passion for sports and a background as social workers or civil right's activism or as a volunteer of the organization. CONTEST ANALYSIS In Milan there are nearly 114,000 young adults between 11 and 20 years old, around 24,000 among them come from a foreign country. A large portion of it does not have access to sport for economic, social and cultural reason and this build higher barriers on the path of integration and cohesion, especially for migrant young generations. Moreover, in the last years it has been noted a serious abandonement of sport practice in younger generations, with negative consequences on their health and socialization with other young people and opening to disadvantage bringing in some cases to the increase of negative behaviours. (From the 2017 Special Eurobarometer on Sport and physical activity emerged that Italy is not one of the best perfomer. The 62% of the of respondents never exercise or play sport and just the 1% are the most likely to exercise or play sport regularly, which is the lowest rate in EU.) There is a real need to promote sport not just as a way to improve physical appereance, as it is perceived for the 33% of respondents of the report, but as a vehicle of well being, inclusion and social values. The organization aims to convert this perception through a series of communication and empirical activities that will impress the audience. It aims to demonstrate the positive effects from which people can benefit (making sport/physical activity a part of their everyday lives, spending time with disadvantage people and new citizens) as individual and part of a community. One of the aim of our projects is to develop an exchange relationship between sport societies and socio-educational subjects which will have the following effects: - creating more sport opportunities for young generations living in the city, especially disadvantaged urban areas, in order to foster their access to social rights; - breaking down access barriers to sport societies for disadvantaged young people and encouraging the creation of a varied context from a social and cultural point of view; - innovating the sport associations and societies approach by enhancing the educational and inclusive feature carachterising the relational dimension of sport. In the last years we found on the field that in order to do an ficient educational work with kids, playing soccer, volleyball, rugby or basketball is the first step for the beginning of a important human relationship. MISSION SPORTINZONA seeks to address the main Milan's city urban challenges of the inequities, polarized communities,as well as micro/macro segregation emerging in all the Milanese areas. For this reason, sport could be identified as a complementary and integrated means to face them. To furtherly implement those aspects, there is a need of three types of experienced professionists: sport technicians, educators and volunteers specifically trained on those aspects. Generally speaking, according to the Agenda 2030 of the United Nations , the practice of sport and the incentivation of sports through the event will contribute to sustainable development and to the establishment of a climate of peace, tolerance and respect among people. vertheless, the entire event will support the rising of awareness among younger generations on the social potential that sport practice can generate bringing to: new and more traditional ways of socializing, creation of a greater sense of ownership to the community, respect and knowledge of different cultures, respect of common rules and civic engagement, incentivation to volunteering actions, affirmation of new non-formal places and methods of educating youth. In particular sport will allow to raise awareness on the importance of policy geneder toright the message that sport is accessible to everybody: man, female, disadvantaged and disabled people and new citizens. As indirect effect our projects tackles the issues of: early school drop out, cohesion and fight against racism and xenophobia, respect of civic obligations and rules avoiding disaffection to institutional life, alongside with the topic of healthy standards of life (avoidance of drug abuse, healthy eating habits, healthy non web based socialization options). OBJECTIVES The main objectives of the projects are: 1. Experimenting an integrated and multidisciplinary practice combining different fields of intervenction; 2. Encouraging the development of a methodology that allows the enhancement of sport as an educational opportunity that contaminates both the skills and knowledge of the educators and sports technicians; 3. Organizing events; 4. Encouraging the development of "sport as a means of social inclusion city policy" with the public administration-private ngo's stakeholders network 5. Offering opportunities for sports to people who are usually excluded due to access barriers; 6. Support social inclusion processes by promoting the possibility of creating new groups in which subjects from different cultural and social backgrounds meet and compare sport as a cross community action and instrument. ACTIVITIES Sportinzona would like to be an infrastucture to fill the gap. The organization is working with professional educators, pedagogists, sociologists, psichologists, trainers, with specific formal training and certified sport skills with the following activities: 1) build networks for social projects that use sports as a tool and opportunity for a better reach of kids with disadvantage backgrounds. 2) organization of sport activities such as team trainings, tournaments events in the outskirt areas of Milan's city. 3) setting a No League sport-educative methodolgy that has an important educative impact, using sport has the main efficienct tool. 4) acrivities in order to promote a change in the grassroot's sport culture where the differences can be a richness for all. Meetings, trainings workshops, conferences. 5) activities thet promote innovation in the working methods, giving voice to the actors and to the the participants in the evaluation process. European projects, multi tasking events with music, culture, sport engaging the No League community in the organization. 6) engage the trainers, educators, kids and family in a community path where everybody is important and connected trough links over the sport field into other life's fields 7) active citizenship activities for the community, involving the actors of the projects in different and changing roles during the different phases of the projects. From being an athlete and player, kids can become trainers and referees as soon as they get older and they still want to support the organization's programs. The organization will provide trainings and tools in collaboration with the national and local sports federations, universities, schools etc. Our organization has one main umbrella project: No League, with different targetted projects: No League social games, No League all star, No League@school, sport4trotter. The project NO LEAGUE, use sport as a tool to promote positive values such as inclusion, equality, cooperation, respect and solidarity. Within an integrated public-private system, we seek to see a change in the approach to sport by breaking down silos and taking a more streamlined and holistic method, especially for what concern the creation of an integration between social service and sport. The idea is to develop a multidisciplinary board combining the capacity building of the public stakeholders, the academic know-how and the expertise of sport and social-educational territorial subjects. Being together is the prerequisite for a better inclusion, because it is evident now more than ever that it is possible to overcome challenges only if "no one is left behind". To do this it is necessary to create a network that aggregates the most relevant players in Milan, not only in sport field.

Liberty's vision: "Young People & Adults with Special Educational Needs, Disabilities &/or Mental Ill Health enjoy great learning and participate fully within their communities." Liberty's aim: " To offer young people/adults with Special Educational Needs, Disabilities &/or Mental Ill Health equal opportunities within Staffordshire by developing programmes which enable its members similar or the same experiences as any other young person"