Google’s philanthropy, dubbed DotOrg, launched in 2004 with bold ambitions and almost $1 billion in seed funding. But the corporate culture built by engineers proved challenging for the development experts brought in to run DotOrg. Six years later, the philanthropy’s leadership has been replaced and its ambitions have shrunk.
Before the dust settled from the 7.0 magnitude earthquake that hit Haiti in January, the search was on for accurate information. Which buildings were still standing? Where should responders look for trapped victims? How could displaced family members hope to find each other in all the chaos?While humanitarian agencies airlifted crews and supplies to the devastated island, engineers launched programming marathons. Within days, Google released a new online gadget to assist on-the-ground efforts. Embedded on high-traffic Web sites, including the U.S. Department of State home page, Google’s Person Finder allowed anyone to submit information or search an online database for details about the missing. Other Google tools were harnessed to help. Google Map Maker helped aid workers in Haiti’s capital, Port-au-Prince, navigate ruined streets. The company created a new Google Crisis Response Web page for Haiti to steer the public toward charitable giving opportunities, seeding the pot with a more than $1 million donation of its own.Google was not the only technology company that rallied to help Haiti.>>Continue reading this Case Study
Amid declining financial support, nonprofit organization teams up with Ted Turner-funded U.N. Foundation.
The United Nations Association of the United States of America stayed true to its mission to foster American support for the United Nations even when the U.N.’s own actions seemed to undercut American values. And today U.S. support for the U.N. is as strong as it’s ever been. Not so for UNA-USA.
The association, located a block west of the iconic U.N. headquarters, has run out of money. Its donor base is old, and its membership is flagging.
Last week, the association’s 40-member board of directors voted unanimously to end its existence as an independent organization and to form a strategic alliance with the United Nations Foundation, launched a dozen years ago with a $1 billion pledge from Ted Turner. UNA-USA plans to retain its nonprofit status but will be folded into the foundation. It will align itself with the foundation’s sister organization, the Better World Campaign, whose mission is also to strengthen U.S.-U.N. ties.
Ironically, the similarities of mission but greater public recognition of the United Nations Foundation, was the ultimate undoing of UN-USA.
When people approach social value as subjective, malleable, and variable, they create better metrics to capture it.
Over the last few decades, many people have attempted to measure what is sometimes called social, public, or civic value—that is, the value that nongovernmental organizations (NGOs), social enterprises, social ventures, and social programs create. The demand for these metrics has come from all sectors: Foundations want to direct their grants to the most effective programs; public officials, policymakers, and government budget offices have to account for their spending decisions; investors want hard data analogous to measures of profit; and nonprofits need to demonstrate their impact to funders, partners, and beneficiaries. Metrics to meet these needs have proliferated over the last 40 years, resulting in hundreds of competing methods for calculating social value. >>Continue reading this article
ALEXANDRA PELOSI’s latest for HBO Documentaries premieres at 9 p.m. 7/26/10:
In the Emmy-nominated filmmaker’s sixth documentary, Pelosi chronicles the lives of children living on the poverty line in one of the nation’s richest counties.
Rep. Judy Biggert and Sen. Chris Dodd introduced the film in Washington last week.
The Internal Revenue Service may be preparing to revisit whether certain types of nonprofit sponsorship revenue should be considered taxable unrelated business income. While the IRS has taken no definitive steps in that direction, experts say nonprofit organizations and their corporate partners should be alert to the possibility of a review of the safe harbor for some sponsorship benefits and, more immediately, be aware of the government’s recent heightened scrutiny of sponsorship activity
The international Humanitarian Accountability Partnership (HAP) has certified Concern Worldwide, the aid and development agency, in recognition of the agency’s adherence to and application of the highest international standards in all of its work.
Concern is one of just 8 International Non-Governmental Organizations to receive such certification.
Concern specifically applies theHAP standardsto both its emergency and development work. This provides independent certification to disaster survivors, staff, volunteers, hosting authorities and donors that Concern will deliver the best humanitarian service possible in each situation and that the organization and its partners are answerable to the beneficiaries of their work.
The certification from the Geneva-based organization came as a result of an extensive, independent audit and verification of high standards in transparency and excellence in management.
The HAP Standard in Humanitarian Accountability and Quality Management certificate is valid until 2013, at which time Concern will re-apply to the body for re-certification.
Paul O’Brien, Concern’s Overseas Director, said, “the certification reflects recognition of a commitment to excellence throughout the organization. In a time when the principle of being open and transparent is given utmost importance, I am delighted we can highlight our ongoing commitment to improving and strengthening our accountability towards all stakeholders of Concern.”
The HAP report stated, “the auditors were extremely impressed with the dedication and experience of the staff and recommend that Concern Worldwide has achieved a sufficient level of compliance against the HAP Standard.” Concern draws on a number of international codes and standards to influence and shape its work. Seecodes and practices.
Concern works in 28 of the world’s poorest countries, including 17 sub-Saharan African nations, and reaches some 25 million people. The organization’s goal is the ultimate elimination of extreme poverty and the reduction of suffering. The organization’s programs focus on emergency relief and long-term development work in the areas of health, HIV and AIDS, livelihoods and education.
Cross-Border Nonprofit Merger Strengthens Global Capacity-Building Programs for Civil Society
TechSoup Global, the U.S.-based 501(c)(3) nonprofit organization that provides technology resources and knowledge to NGOs around the world, and GuideStar International, a U.K.-registered charity that promotes transparency and civil society organization (CSO) reporting, today announced that they will combine operations in order to strengthen their respective capacity-building programs for civil society. The two organizations share a mission to benefit global civil society through the provision of technology, information, and resources.
The TechSoup Global Network, which now reaches more than 100,000 civil society organizations in 32 countries, will gain GuideStar International’s deep expertise in making civil society organizations more visible, accountable, and effective, allowing TechSoup Global and its partners to more easily identify and reach those organizations that are working to address society’s most urgent needs.
“This is an exciting time for the philanthropic sector and for our two organizations,” said Rebecca Masisak, co-CEO of TechSoup Global. “Both GuideStar International and TechSoup Global have created contribution economies — networks of far-reaching partnerships with foundations and corporations, governments, and NGOs — and over the years we have developed a deep respect for one another’s work. As our paths crossed and our approach naturally converged, it became clear that by formally combining our operations, we can work together more efficiently and powerfully for global good.”
The combined operations will focus on developing and strengthening a coordinated and sustainable global network, as well as building on-the-ground capacity in Europe. The London-based GuideStar International, along with Fundacja TechSoup, an independent foundation in Warsaw, Poland, will work closely with 14 European partners to strengthen programs and operations benefiting European civil society.
“Today’s announcement reflects our mutual conviction about the central importance of information and technology for the future of a robust global civil society — and it also promises an exciting future for our international network of GuideStars,” said Buzz Schmidt, founder and head of GuideStar International. “With the capabilities, resources, and reach of TechSoup Global, the GuideStar International network has far greater sustainability and opportunity than ever before.”
Luc Tayart de Borms, managing director of the King Baudouin Foundation and chair of GuideStar International, added, “This is an important collaboration that will increase investment in and access to critical resources for civil society. By combining the strengths of these programs, TechSoup Global and GuideStar International will be able to create synergies and to offer a common proposition to civil society in many countries.”
Today, GuideStar International supports a network of GuideStars in six countries with several more in active development. GuideStar International will continue to operate as a U.K.-registered charity with a focus on development and promotion of GuideStar reporting services. Over the next 24 months, TechSoup Global will take the lead in enterprise-level strategy, technology architecture, and integration. Buzz Schmidt, founder and chair of GuideStar International, will join TechSoup Global’s board of directors. There will be no disruption to the operation of the existing programs or commitments of either organization.
GuideStar USA, an independent US 501(c)(3) nonprofit organization, is not a party to this combination, but will work closely with TechSoup Global and GuideStar International, particularly with respect to policies underlying the development of GuideStar services internationally.
To view an online version of this press release, please visit http://bit.ly/arsffc.
About TechSoup Global TechSoup Global, a nonprofit organization, was founded in 1987 on the belief that technology is a powerful enabler for social change. Alongside its partners — including foundations and corporations, governments and NGOs, social entrepreneurs and volunteers — TechSoup Global is working towards the day when every nonprofit and social benefit organization on the planet has the technology resources and knowledge it needs to operate at its full potential. Today, TechSoup Global has 180 employees, an annual operating budget of $23 million, and operates programs in Africa, the Americas, Asia, and Europe through a network of independent, capacity-building NGOs. With support of leading technology companies, including Microsoft, Adobe, Cisco, and Symantec, TechSoup Global and its network have reached more than 100,000 organizations and distributed more than 5.8 million technology products in 32 countries. TechSoup Global also runs NetSquared, an ambitious global experiment that empowers individuals at the local level to build and share innovative technology solutions to social problems. For more information about TechSoup Global, please visit www.techsoupglobal.org
GuideStar International
GuideStar International (GSI), a U.K.-registered charity, works with civil society leaders worldwide to develop GuideStar services for their own countries. A GuideStar service provides a detailed catalogue of reports on a country’s CSOs on a powerful but easy to use public website. GSI supports this growing network through the provision of a shared Common Technology Platform as well as advice and support in each country’s development process. Today, GuideStar International works with national partners in six countries to develop and launch GuideStar services for CSOs in these countries. For more information, please visit www.guidestarinternational.org
Michael Fairbanks is a Co-Founder of SEVEN, a philanthropic foundation run by entrepreneurs, whose strategy is to produce films, books and original research to markedly increase the rate of diffusion of enterprise solutions to global poverty.
He is the founder and Chairman Emeritus of the OTF Group, a strategy-consulting firm based in Boston, and the first venture-backed U.S. firm to focus on developing nations. He was a U.S. Peace Corps teacher in Kenya, and a Wall Street banker.
His most recent projects include advising the President of the Inter-American Development Bank on its Opportunities for the Majority Initiative; working for the President of Rwanda to improve the competitiveness of that nation’s tourism, coffee and agro-industry sectors; and advising the Minister of Finance of Afghanistan on private-sector reforms. He conceived and oversees the Global Pioneers of Prosperity Program, in cooperation with OTF, Legatum, the Multilateral Investment Fund, and the Templeton Foundation, which finds and recognizes role model businesses in the world’s poorest nations.
He co–authored Harvard Business School’s landmark book on business strategy in emerging markets, “Plowing the Sea, Nurturing the Hidden Sources of Advantage in Developing Nations,” with a foreword by Michael Porter. Business Week Magazine said, “Plowing the Sea points the way toward creating prosperity in developing nations; ” the Boston Globe named it one of the ten best books of the year in Politics and Economics; and Exame magazine, Brazil’s leading business weekly, called it one of the ten best books of the decade.
He co-conceived and contributed to the global best selling book “Culture Matters: How Values Shape Human Progress,” edited by Sam Huntington and Larry Harrison at Harvard. His most recent book, edited with Malik Fal, Marcela Escobari-Rose, and Elizabeth Hooper contains essays by OTF colleagues and clients from around the world. It is entitled “In the River They Swim: Essays from Around the World on Enterprise Solutions to Poverty,” and was released in May 2009.
His latest column on HuffPo is well worth reading:
Africa was always the chessboard on which stronger nations played. But the productivity of capitalist nations proved greater than the putative power of the Soviet Union. The communists left Africa, and billboards proclaiming, “All Glory to the Revolution” were replaced by pithy aphorisms: “Democratize, Stabilize, Liberalize, and Privatize.” These were important but insufficient prescriptions by what Nobel Laureate Joe Stiglitz said were “second-tier economists from first-rate universities.”
Now, the communists are back. The Chinese have a ravenous appetite for natural resources to fuel their thousands of factories; and a debate rages in Western capitals over the merits of Chinese engagement with Africa. Ten U.S. congressmen toured Africa last month and nervously inquired about Chinese activities. Western activists protest that Chinese investment comes at the expense of democracy and human rights, and fosters corruption. There is merit to these concerns, but where is the introspection? Why is the relationship between the West and Africa shaped by one form of aid or another? President Paul Kagame of Rwanda states, “We should be debating why so little investment is made in the continent, not where it originates.”
This may be about to change. A “Presidential Summit on Entrepreneurship” will be held this spring in Washington. It will be the highest-profile event ever regarding entrepreneurship and economic development, and will center on the relationship between the United States and Muslim communities, many of which are in Africa. This forum needs to be extended to all of Africa.
Most Aid Never has Impact
Eighty percent of assistance from the aid agencies, the not-for-profits, and the United Nations never achieves the desired goal; this is according to an aid agency that shelved their own report. Aid should be used in situations such as Haiti to mitigate the impact of natural disasters on vulnerable populations, but it has never been sufficient to lift nations out of poverty. In fact, there are reasons to believe the opposite.
The United Nations has 17,000 peace-keeping forces in Congo costing billions of dollars, but never addresses the underlying issues that caused the war: lack of governance, degrading poverty and intolerance. The U.N. Millennium Village program created high expectations, but failed to coordinate with national governments across Africa. They have programs for visitors that officials call “Poorism.” Tourists pay to visit villages and buy small crafts and agricultural products. One official showed me a brochure that sets rules for the busloads of visitors. The first rule is, please do no not feed the villagers.
These places are less like the model villages of the new millennium and more like the Potemkin villages of the last millennium: Russian towns built like theatrical sets, with large fires that glowed in the distance to portray economic activity.
Not-for-profit organizations are uneven in their impact. Pioneers like Paul Farmer who founded Partners in Health, or Greg Mortenson of “Three Cups of Tea” fame, are respected for starting with only a vision.
Other not-for-profit leaders, especially some of those who refer to themselves as Social Entrepreneurs, claim they borrow the best ideas of the private sector, and focus on innovation to serve the poor. Yet, they often spend more money on public relations than on R&D and training their own staff; and they place their headquarters closer to media centers and the affluent rather than the needy. Their impact is tiny compared to the multilaterals, or faith-based initiatives, or even the development aid provided by the Pentagon.
The Gates Foundation’s investments in health care and education promote a long-term perspective and catalyze others to solve some of the earth’s biggest challenges. But investments in business environments may be different. According to a successful East African entrepreneur, Gates is “the elephant that tramples the grass.” They invested so much money in coffee growing regions, for example, that they distorted incentives for local investors, forcing some to the sidelines. No one disputes that the Gates folks are smart, and have a heart as big as their endowment, but do they also have a mind for the poor?
Aid largesse can distort private initiatives, stifle democracies, amplify ethnic-based patron-client relationships, and promote corruption. Former Finance Minister of Afghanistan, Ashraf Ghani, who has been shortlisted to lead the U.N. and the World Bank, observes that aid can even “sever the sovereign relationship between people and their leaders.”
There are features of successful aid programs: a shared vision by both the provider and recipient, disbursement through national institutions, investment that increases competence beyond applying for aid, and no parallel donor structures that undermine all of the above. According to some leaders in Africa, the United States Agency for International Development (USAID) is one of the worst at meeting these criteria; the U.K.’s DFID is the ‘best of the West.’
Meanwhile, Shanghai hosted the African Development Bank meetings in 2007. Chinese Premier, Wen Jiabao, recently vowed to increase bilateral trade, extend zero-tariff treatment, provide interest-free loans to African nations, increase technology transfer, and to encourage his citizens to build sustainable businesses in Africa. Trade between Africa and China is already over USD 100 billion, though much of that is oil. The China Africa Development Fund has invested USD 540 million in 27 projects in Africa, and intends to invest USD 5 billion over the next few years in housing, energy, and industrial projects.
Africans have Choices
We are now in the mid-game: Many Africans believe that China values Africa and believes in its future more than the West. But the West can improve its position.
First, we need to value what Africans say: they don’t intend to trade their independence for a relationship with China. Rwanda, for example, doesn’t have to: GDP grew at 11.2% in 2008, and over 6% in the throes of 2009. Wages in key export sectors grew up to 30% each year since 2001. The country cut aid in half as a percentage of their budget, and was recognized as the top reformer in the world last year. Fifty-six percent of their legislature is women, which leads the world; women hold the key posts in the cabinet and judiciary; and free and closely scrutinized elections will be held again in August. Rwanda has a mutually respectful relationship with the Chinese, but theirs is not the Chinese model.
Second, the West should do what it can do better than anyone: focus on “Enterprise Solutions to Poverty.” The greatest thing we could do to build international trust and help poor people is to stop protecting industries where the West has lost competitive advantages. We should broaden the definition of international security from geo-strategic to upgrading firm-level relationships between our societies; and, we should bond with the thousands of African entrepreneurs who are already successful and give them ‘rocket fuel’ by connecting them to global networks of productivity, trade and investment. The best way to create many new entrepreneurs is to show that great ones are already there to emulate.
The West remains attractive to Africans. We share a difficult history and some languages and culture. But we are no longer the only ones who shape the discussion there. Our paternalistic attitude toward Africa does not work because Africans now have choices.
China is the largest developing nation, and regards relations with other poor nations as the basis for its entire foreign policy. Their leaders are sober, goal-oriented and have a long-term perspective. Our foreign aid vision lacks coherence, is uninformed, does not balance the past with the future, and is over-influenced by donor fashions and sentimentality concocted by PR executives with skinny passports.
I look forward to the U.S.A.’s Presidential Summit on Entrepreneurship. I hope future summits will cover all of Africa, and focus not on top-down solutions, or massive infusions of aid, or what the rest of the world should think or do, but on our own values and attitudes and what we can do better. We need to check our vanity and condescension, and look deeper for underlying causes and for the unanticipated consequences of our own strategies.
We need a better metaphor than the chessboard to explain a new approach to Africa. We should have a discussion for the times in which we live, be open to learn from the Africans, and focus on what we can do better than anyone: eradicating poverty through entrepreneurship. Until then, the Chinese will parry any frantic moves to discredit them, and patiently wait for the endgame.
Michael Fairbanks went to Africa as a U.S. Peace Corps teacher in 1979. He is the author of “In The River They Swim”. (www.sevenfund.org)
How the e-newsletter company Constant Contact works with their nonprofit bookstore neighbor More Than Words
By: Bob Nicoson and Sue LaChance*
More than Wordsprovides empowering leadership and supportive employment opportunities for youth who are in foster care, court-involved, homeless, or out of school to prepare them for self-sufficiency as they transition to adulthood. Waltham-based Constant Contact, a leading provider ofemail marketing and online surveysfor small organizations, has a long-standing relationship with More than Words, both as a service provider and as an ardent supporter.
While More than Words is a customer of Constant Contact’s email marketing tools, the relationship between the two organizations extends much deeper:
·Constant Contact has hosted More than Words youth at its the Waltham headquarters to give them a glimpse of what a “day in the life” of the company, featuring some of the real world attributes of life in the corporate workforce.
·The company has initiated book drives and holiday-themed giving trees with donated items to benefit youth members in the More than Words program.
·Most recently, the company participated in a day-long offsite for its leadership team who helped to put together office furniture for the second More Than Words bookstore slated to open in October.
Details on the leadership team service initiative:
In an effort to ensure that Constant Contact remains a great place to work, the leadership team is guided by two principles: developing and nurturing great managers and giving back to the communities in which it does business. The leadership team, which includes anyone who manages at least one staffer, has grown to more than 100 people. When searching for options for this particular leadership offsite, the human resources team organizing the offsite eliminated most of the traditional “team building” exercises and looked instead for something more meaningful. The goals of the offsite were to get leaders thinking about what skills, experiences, attributes and outlooks they could bring to the company table and how to leverage those for the greater good through an unusual team building exercise.
The company team asked More than Words what they needed most, which turned out to be office furniture for the new storefront. A team from the company and a group of More Than Words kids rented a large truck, gathered their lists, and went to the local IKEA to purchase the required items.They also ferried the unassembled furniture to the offsite location where the leadership team was tasked with assembling all of the furniture, as a team and with the participation of every company leader from CEO Gail Goodman to the greenest manager. The goal was to get people to focus on their strengths and apply them in a team setting.
In the middle of the day the bookstore’s founder and Teen LEEP director Jodi Rosenbaum Tillinger came to speak, alongside Rolgems Alphonse, one of the More than Words success stories. Both Jodi and Rolgems told their stories of leadership, followed by an appreciation of the organization by Gail Goodman. All of the speakers focused on the questions “What can you be the best at?” “What are you passionate about?” and “What drives your economic engine?” By sharing their individual stories, they encouraged others to think about their own strengths and ambitions.
The value from the offsite was both individual and collective. More than one-third of the Constant Contact participants signed up to do additional work with More than Words on an individual basis and the company has offered to continue working with the organization to address its needs. When the furniture was delivered at the More than Words location, the program participants were thrilled to see its arrival and begin to feel the unfolding reality of the second bookstore. For Constant Contact the satisfaction of accomplishing its goals for the offsite meeting was as palpable as the energy generated by giving back to a great community organization.
* Bob Nicoson, is Chief Human Resources Officer and Sue LaChance is Director, Organizational and Leadership Development at Constant Contact.
$350,000 grant to produce comprehensive strategy for reducing hunger and malnutrition
PITTSBURGH – The H. J. Heinz Company Foundation announced today that it will sponsor a nutrition-mapping project conducted by the World Food Program (WFP) in Bangladesh, which will result in a comprehensive strategy for addressing that country’s nutritional deficiencies in an efficient and sustainable manner.
The H. J. Heinz Company Foundation is supporting the project in the first year with a grant of $350,000, as well as in-kind technical assistance.
Although significant progress has been made in recent years, under nutrition remains one of the most chronic and pressing public health issues in Bangladesh. Young children and women are particularly at-risk, as nearly 40 percent of both groups are underweight, and almost half of children under five suffer from stunted growth.
According to multiple data sources, most Bangladeshis are also deficient in vitamins and minerals, especially iron, vitamin A and zinc, resulting in cognitive impairment, anemia and blindness, among other conditions.
“In Bangladesh, Heinz is helping WFP identify the most vulnerable populations and formulate strategies to improve their access to food and their nutritional intake. The goal is to create a model for helping to build a healthier, more productive and self-reliant society from the ground up,” said Tammy Aupperle, Director of the H. J. Heinz Company Foundation.
WFP is the world’s largest humanitarian organization, fighting hunger worldwide both through emergency response and long-term projects, which improve people’s lives.
This year, WFP was aiming to feed 5 million hungry people in Bangladesh, who have been seriously affected by high food prices and the downturn in the global economy – including many who were affected by last year’s Cyclone Sidr. Due to major funding shortfalls, however, WFP can now only reach 1.4 million – or around one quarter of the original caseload. In Bangladesh, WFP distributes wheat flour, biscuits and blended food, all fortified with essential micronutrients. It also distributes micronutrient powders, which can be added to food, to targeted groups.
“The World Food Program is thrilled to be partnering with the H. J. Heinz Company Foundation on a unique project to comprehensively map the nutritional status and needs of Bangladesh, and then develop with other key stakeholders a sustainable strategy for eradicating hunger and micronutrient malnutrition in this nation,” said John Aylieff, WFP Bangladesh Representative.
The H. J. Heinz Company Foundation is dedicated to helping reduce global malnutrition through its signature program, the Heinz Micronutrient Campaign (HMC).
Through its sponsorships, the HMC has pioneered the development of micronutrient powders that can be added to staple foods in the developing world to combat anemia and other disorders related to micronutrient malnutrition.
“As one of the world’s leading producers of nutritious foods for infants and children, Heinz is dedicated to reaching those people who cannot access or afford our products with a low-cost solution to the serious global health challenge of micronutrient deficiency,” said William R. Johnson, Heinz Chairman, President and CEO.
To date, the HMC has reached approximately 3 million children with single-serve micronutrient sachets containing a culturally appropriate mix of vitamins and minerals, including iron, vitamin A, folic acid, zinc and other essential nutrients tailored to the needs of a specific population.
A regimen of 60 sachets administered over two months can meet the micronutrient needs of a child over the course of a year for a cost of about $1.50.
The HMC is currently sponsoring with the Chinese Ministry of Health a pilot program in China’s northern and western provinces aimed at reaching 500,000 children. Other projects are under development in Tanzania, India, the Philippines and Cambodia.
About the Nutrition Mapping Project for Bangladesh
For every project WFP undertakes it must first establish what type and quantity of food is needed to address the problem at hand, considering the local population’s cooking and eating habits.
WFP is working with corporate partners, universities, UN agencies and NGOs to develop and assess the effectiveness of innovative products, such as micronutrient powders, in preventing and treating malnutrition.
With this data in hand, a comprehensive strategy can then be devised to determine what nutritional support tools to utilize, with a focus on optimizing use of local ingredients and delivery mechanisms.
The project will produce a summary of what is known about the nutritional status and needs of different target groups based on age, sex, disease prevalence (i.e. malaria, tuberculosis, AIDS), urban vs. rural areas, and regional differences related to climate and local food production.
An assessment will also be conducted of existing programs, policies and structures that target nutrition and food security. This assessment will identify the main stakeholders for nutrition in government and the private sector.
Once this is complete a proposed country nutrition strategy will be created with a timeline for implementing short, medium and long-range goals. The strategy document will recommend the most suitable stakeholders from both the public, academic, NGO and private sectors for carrying out the strategy’s different elements.
About the World Food Programme
The World Food Programme is the world’s largest humanitarian agency, fighting hunger worldwide. In 2009, WFP aims to feed 108 million people in 74 countries. Some 10,200 people work for the organization, most of them in remote areas, directly serving the hungry poor. For more information, please visit www.wfp.org.
About the H. J. Heinz Company Foundation The H. J. Heinz Company Foundation was established in 1951 to make contributions to further the public welfare. Funded each year by the H. J. Heinz Company, the H. J. Heinz Company Foundation is committed to promoting the health and nutritional needs of children and families, with priority given to programs in communities where Heinz operates. The Foundation proactively donates funds to develop and strengthen organizations that are dedicated to nutrition and alleviating under nutrition, diversity, and fostering healthy communities. The Foundation supports socially responsible endeavors and encourages Heinz employees to participate in voluntary activities in support of charitable organizations.
