One Action

“Howard g. And susan a. Buffett have a family relationship.”

“The organization has one class of members, founding members, that consists of three individuals.”

“The founding members are responsible for electing and removing the members of the governing body or their delegates.”

“The founding members must approve changes made to the organization's bylaws.”

“The form 990 was prepared by the outside accountants and reviewed by the corporation's cfo and coo/secretary/treasurer, the board's audit committee, the ceo and legal counsel. The board received a copy of the 990 before it was filed with the irs.”

“The first step in addressing conflicts of interest is disclosure. A director or employee who believes that he/she may be perceived as having a conflict of interest in a discussion or decision discloses that conflict to the group making the decision before a decision is made, a contract is signed, or a transaction is initiated. Most concerns about conflicts of interest are resolved and appropriately addressed through prompt and complete disclosure. The audit committee is responsible for making all decisions concerning resolutions of conflicts involving executive managers, the coo, the president/ceo (pc), and selected other members of senior management, as needed. If the reportable conflict involves a member of the audit committee other than the chair of the audit committee, the chair is responsible for making all decisions concerning resolutions of conflicts involving the audit committee member. If the conflict involves the chair of the audit committee, the chair of the board is responsible for making all decisions concerning resolutions of the conflict. The coo is responsible for making all decisions concerning resolutions of conflicts involving employees below the executive management level, subject to the approval of the pc and the audit committee, as needed. Any employee may appeal a determination that an actual or apparent conflict of interest exists. Appeals of resolutions by the coo and pc are directed to the chair of audit committee. If the resolution was made by the audit committee, then the appeal is made to the chair of the board. Appeals must be made within 30 days of the initial determination. Resolution of the appeal are made by vote of a quorum of the full board of directors. Board members who are the subject of the appeal, or who have a conflict of interests with respect to the subject of the appeal, abstain from participating in, discussing, or voting on the resolution, unless their discussion is requested by the remaining members of the board. Given the importance of resolving conflicts of interest, violations of this policy, including failure to disclose conflicts of interest, results in termination of a director, pc, or member of senior management (at the direction of the audit committee) or employee (at the direction of the pc or chair of the audit committee).”

“One action shares employees with the one campaign, a related section 501(c)(3) organization. The one campaign is the statutory employer of all shared employees and acts as a common paymaster for the two organizations, as a result, the process for determining executive compensation for one action is the same as the process for the one campaign. An independent compensation consultant was retained to review executive level salaries, including ceo, coo, executive director and other senior management positions. The firm conducted research and analysis globally and crea ted three comparable groupings of ngo's based on budget, size, mission, and location. These were used in determining acceptable ranges for executive salaries. An overall compensation policy was developed in conjunction with this research and reviewed by the consultant. The proposed policy and recommended ranes were presented to the executive committee of the board of directors, which commented on and approved both items. Salaries for the ceo and coo were approved within the ranges approved by the executive committee. In 2014, the executive committee performed a subsequent review of the ceo compensation and validated the compensation level with various external sources. The executive committee approved the ceo compensation in december 2015.”

“The organization makes its governing documents, conflict of interest policy and financial statements available to the public upon request.”

“Successful grassroots campaigns ever. In 2015, one volunteers recruited 20,994 new members, sent more than 37,825 messages to congress, 6,898 calls and delivered 426 petitions with 165,000 signatures in support of the electrify africa act. The bill passed the senate foreign relations committee in october 2015, and the house in january 2016. President obama signed the bill into law in february 2016. Our efforts to increase access to electricity in sub-saharan africa began in 2013, when one worked with bipartisan lawmakers to introduce the electrify africa act in the u.s. House of representatives and the energize africa act in the u.s. Senate. Throughout the multi-year campaign, one mobilized 186,891 letters, conducted 744 volunteer meetings on capitol hill, sent 5,445 tweets, made 4,814 calls, delivered 657 petitions. In total, our volunteers made nearly 200,000 direct contacts with congressional offices. The energy campaign also signed up 360,000 petition signers and recruited 24,000 new one members. One vote one vote 16 is a campaign to secure policy commitments from candidates, cultivate relationships with future leaders, and demonstrate constituency support for international development. In 2015, one hired local organizers in early primary states (new hampshire, iowa, and south carolina) to demonstrate a strong presence at campaign stops and ask candidates what they would do to address extreme poverty in africa and support one's legislative agenda, if elected. We received strong answers of support for the president's emergency plan for aids relief (pepfar), and empowering women and girls in sub-saharan africa. We also met with and briefed senior staff for nearly all major campaigns to provide information and build relationships. Europe budget fights, leadership changes and disruptions to the political environment influenced our work in 2015, as one action utilized a clever combination of public campaigning and insider advocacy to reverse decreases to oda budgets and secure commitments to an end to extreme poverty from a new wave of political leaders. Eu funds for development were in a critical state in october, as eu member states sought to cut the eu budget for 2016, with a disproportionate share coming from the eu external spending allocation (which includes funds for development). Targeted public campaigning and insider advocacy by one secured an impressive win which saw eu external spending receive an increase of 5% on the 2015 budget - which means an additional 9.17 billion on 2015 levels, for helping refugees, humanitarian aid and development programs. In france, the draft 2016 budget published in early october made for grim reading, with a 5% cut in the core oda budget held in the foreign ministry. During three intensive days in parliament, our french youth ambassadors met 20 parliamentarians and advocated for amendments that would increase aid (mostly via proceeds of the financial transaction tax). Afterwards, our youth ambassadors participated in a parliamentary hearing on oda, remained active on twitter, did media interviews and continued to have meetings with other parliamentarians. Beyond the youth ambassadors, our oda work included media several advocacy meetings including with finance minister sapin and a stunt with other ngos. The key amendments were passed, mostly against the will of the government, and as a result the 5% cut in the core oda budget was turned into an 8% increase - worth $440 million. In the run up to and in the aftermath of the uk may general election we asked members of parliament to back our 'just say yes' campaign and commit to keep the nation's promises to the world's poorest, focus more aid on countries that have the least, and put women and girls at the center of development. After determined writing, calling and door-stepping by our members and youth ambassadors, we achieved our ambition of more than half of all mps supporting the pledge, with 346 (53%) backing the campaign by its clo”