Civic Intelligence

Plan International USA Inc.

990 • Fiscal year 2017 • EIN 13-5661832

Jul 01, 2016 to Jun 30, 2017 • Filed on Sep 07, 2017

155 Plan WayWarwick, RI 02886-1099

(401) 738-5600

Siviq Scores

Precomputed percentiles for this filing year versus similar nonprofits in the same peer cohort.

Liabilities / Assets

40th percentile

0.20x

Higher debt load relative to assets than 40% of similar nonprofits.

2017 filings • 501(c)3 • $50M-$100M nonprofits • Source year 2017

Liabilities / Revenue

21st percentile

0.12x

Higher debt load relative to revenue than 21% of similar nonprofits.

2017 filings • 501(c)3 • $50M-$100M nonprofits • Source year 2017

Net Margin

68th percentile

11%

Higher net margin than 68% of similar nonprofits.

2017 filings • 501(c)3 • $50M-$100M nonprofits • Source year 2017

Top Officer Pay

48th percentile

$330,160

Higher top officer pay than 48% of similar nonprofits.

Top officer pay equals 0.5% of source-year revenue.

2017 filings • 501(c)3 • $50M-$100M nonprofits • Source year 2017

Asset Growth

90th percentile

27%

Faster asset growth than 90% of similar nonprofits.

2017 filings • 501(c)3 • $50M-$100M nonprofits • Annualized from 2016 to 2017

Revenue Growth

80th percentile

24%

Faster revenue growth than 80% of similar nonprofits.

2017 filings • 501(c)3 • $50M-$100M nonprofits • Annualized from 2016 to 2017

Assets

Up

$44,686,721

Up $9,469,358 (+27%) from 2016

Net Assets

Up

$35,936,739

Up $7,772,422 (+28%) from 2016

Liabilities

Up

$8,749,982

Up $1,696,936 (+24%) from 2016

Revenue

Up

$71,397,713

Up $14,017,008 (+24%) from 2016

Expenses

Up

$63,784,709

Up $5,152,739 (+8.8%) from 2016

Net Income

Up

$7,613,004

Up $8,864,269 (+708%) from 2016

Historical Trend

Balance Sheet Trend

The highlighted filing sits inside the broader history for assets, liabilities, and net assets.

$80M$60M$40M$20M$0Assets 2011: $50,962,105Liabilities 2011: $2,086,085Net Assets 2011: $48,876,0202011Assets 2012: $29,288,468Liabilities 2012: $1,572,148Net Assets 2012: $27,716,3202012Assets 2013: $36,951,753Liabilities 2013: $7,670,666Net Assets 2013: $29,281,0872013Assets 2014: $46,222,299Liabilities 2014: $3,296,697Net Assets 2014: $42,925,6022014Assets 2015: $36,364,276Liabilities 2015: $6,584,327Net Assets 2015: $29,779,9492015Assets 2016: $35,217,363Liabilities 2016: $7,053,046Net Assets 2016: $28,164,3172016Assets 2017: $44,686,721Liabilities 2017: $8,749,982Net Assets 2017: $35,936,7392017Assets 2018: $45,996,338Liabilities 2018: $7,081,465Net Assets 2018: $38,914,8732018Assets 2019: $49,445,934Liabilities 2019: $9,177,554Net Assets 2019: $40,268,3802019Assets 2020: $63,516,312Liabilities 2020: $18,408,270Net Assets 2020: $45,108,0422020Assets 2021: $70,253,876Liabilities 2021: $20,466,842Net Assets 2021: $49,787,0342021Assets 2022: $63,915,139Liabilities 2022: $16,360,542Net Assets 2022: $47,554,5972022Assets 2023: $56,829,638Liabilities 2023: $14,785,809Net Assets 2023: $42,043,8292023Assets 2024: $58,148,918Liabilities 2024: $16,629,689Net Assets 2024: $41,519,2292024Assets 2025: $53,192,875Liabilities 2025: $10,482,524Net Assets 2025: $42,710,3512025

Highlighted filing

2017

Assets$44,686,721
Liabilities$8,749,982
Net Assets$35,936,739

Operations Trend

Revenue, expenses, and net income across loaded years, with this filing highlighted.

$100M$50M$0-$50MRevenue 2011: $88,325,216Expenses 2011: $64,401,129Net Income 2011: $23,924,0872011Expenses 2012: $80,350,8342012Expenses 2013: $75,179,3882013Revenue 2014: $99,982,115Expenses 2014: $85,968,625Net Income 2014: $14,013,4902014Revenue 2015: $84,729,093Expenses 2015: $97,591,639Net Income 2015: -$12,862,5462015Revenue 2016: $57,380,705Expenses 2016: $58,631,970Net Income 2016: -$1,251,2652016Revenue 2017: $71,397,713Expenses 2017: $63,784,709Net Income 2017: $7,613,0042017Revenue 2018: $76,137,415Expenses 2018: $73,443,762Net Income 2018: $2,693,6532018Revenue 2019: $66,727,809Expenses 2019: $64,755,747Net Income 2019: $1,972,0622019Revenue 2020: $65,586,361Expenses 2020: $60,325,309Net Income 2020: $5,261,0522020Revenue 2021: $62,298,897Expenses 2021: $60,192,780Net Income 2021: $2,106,1172021Revenue 2022: $61,455,293Expenses 2022: $60,193,462Net Income 2022: $1,261,8312022Revenue 2023: $55,398,933Expenses 2023: $61,376,830Net Income 2023: -$5,977,8972023Revenue 2024: $56,756,579Expenses 2024: $59,125,586Net Income 2024: -$2,369,0072024Revenue 2025: $51,561,510Expenses 2025: $49,735,639Net Income 2025: $1,825,8712025

Highlighted filing

2017

Revenue$71,397,713
Expenses$63,784,709
Net Income$7,613,004
Jump To
Filing Snapshot
Filing Period
Jul 1, 2016 to Jun 30, 2017
Signed
Sep 7, 2017
Return Version
2016v3.0
Gross Receipts
$79,745,720
Mission and Program Overview

Mission

See the Organization's

See the Organization's Mission Statement on Schedule O, Page 1

Balance Sheet Detail
LineBeginningEndChange
Assets
Pledges and Grants Receivable$8,843,034$17,017,932▲ $8,174,898
Investments in Publicly Traded Securities$16,868,920$15,545,541▼ $1,323,379
Cash and Non-Interest-Bearing Accounts$6,170,551$6,340,641▲ $170,090
Prepaid Expenses and Deferred Charges$952,181$2,096,660▲ $1,144,479
Savings and Temporary Cash Investments$245,354$1,931,348▲ $1,685,994
Land, Buildings, and Equipment, Net$2,137,323$1,754,599▼ $382,724
Total Assets$35,217,363$44,686,721▲ $9,469,358
Liabilities
Other Liabilities$4,977,266$6,470,307▲ $1,493,041
Accounts Payable and Accrued Expenses$2,075,780$2,279,675▲ $203,895
Total Liabilities$7,053,046$8,749,982▲ $1,696,936
Net Assets / Fund Balance
Temporarily Rstr Net Assets$13,418,727$15,376,752▲ $1,958,025
Unrestricted Net Assets$5,160,956$10,890,443▲ $5,729,487
Permanently Rstr Net Assets$9,584,634$9,669,544▲ $84,910
Total Net Assets Fund Balance$28,164,317$35,936,739▲ $7,772,422
Total Liabilities and Net Assets / Fund Balance$35,217,363$44,686,721▲ $9,469,358

Asset Categories

AssetBook ValueDepreciationBasis
Equipment$1,041,777$1,582,110$2,623,887
Buildings$454,267$2,049,036$2,503,303
Leasehold Improvements$73,967$617,894$691,861
Land$184,588-$184,588

Endowment Activity

PeriodBeginningContrib.Gain/LossOther UsesEnd
2016$13,181,263$58,982▲ $1,164,354$849,204$13,555,395
2015$14,054,906$110,907▲ $167,019$1,151,569$13,181,263
2014$14,434,136$70,771▲ $263,399$713,400$14,054,906
2013$13,579,146$273,073▲ $1,442,797$860,880$14,434,136
2012$12,987,055$215,697▲ $1,156,854$780,460$13,579,146
Compensation and Service Providers

Employees

NameTitleFull / Part TimeBaseOtherTotal
Susan BentonBoard Member-$307,256$22,904$330,160
Ana Teresa Gutierrez-san Martin--$307,256$22,904$330,160
Nasima SadequeBoard Member-$232,481$34,975$267,456
Shanna Marzilli--$232,481$34,975$267,456
Ana Teresa Gutierrez-san MartinPresident/CEOFT$217,422$19,032$236,454
Ann Hudock--$217,422$19,032$236,454
Yvonne NormanDirector of ITFT$181,896$30,557$212,453
Darren Saywell--$181,896$30,557$212,453
Devesh RajBoard Member-$185,291$17,021$202,312
David Cannata--$185,291$17,021$202,312
David CannataCFOFT$164,908$24,449$189,357
Yvonne Norman--$164,908$24,449$189,357
Shanna MarzilliChief Marketing OfficerFT$171,851$14,906$186,757
Sarka Sengezener--$171,851$14,906$186,757
Ann HudockSr.VP, International ProgramsFT$170,773$14,970$185,743
Aaron Sundsmo--$170,773$14,970$185,743
Marcio Nascimento--$154,039$28,191$182,230

Board Members and Trustees

NameTitle
Dorota KeverianBoard Chair
Paul DwyerBoard Member; Audit Chair
Allison Knapp WomackVice Chair
Carol PeasleyBoard Member
Elizabeth MyersBoard Member
GILBERT L'ITALIENBoard Member
Howard CutlerBoard Member
Jack PoulsonBoard Member
Jim CochranBoard Member
Sara MooreBoard Member
Tamer RashadBoard Member
Vincent JacksonBoard Member
Aaron SundsmoSenior Director Int'l Ops Africa/Asia
Darren SaywellSr.Director WASH Practice
Sarka SengezenerSr.Director Youth&Economic Empowerment
Georgiana GibsonSecretary
Eric ChatmanTreasurer

Highest Paid Contractors

ContractorServicesLocationCompensation
Public Outreach FundraisingIn-person solicitation4520 East West Highway, Bethesda, MD 20814, Ca$1,600,000
DonorworxIn-person solicitation295 Devonshire St, Boston, MA 02110, Ca$254,520
Tribal VisionFundraising Counsel1800 Tysons Blvd, McLean, VA 22102$235,039
GiveBridgeIn-person solicitation-$180,204
PricewaterhouseCoopers LLPAuditing Services-$172,370
Revenue and Support

Revenue Composition

Contributions and Grants
$70,328,366
Program Service Revenue
$0
Investment Income
$1,069,347
Other Revenue
$0
All Other Contributions
$38,813,705
Change in Net Assets
$7,613,004

Noncash Contribution Practices

Property subject to holding requirements
No
Reviewed unusual noncash gifts
Yes
Third parties used for noncash contributions
No

Noncash Contributions

Contribution TypeContribution CountReported Amount
Drugs and Medical Supplies4$1,279,420
Securities Publicly Traded27$411,974
Total Noncash Contributions31$1,691,394

Audited Revenue Reconciliation

Revenue per Audited Statements
$71,367,640
Revenue Not Reported on Financial Statements
$30,073
Revenue Not Reported on Form 990
$5,548,810
Total Revenue per Audited Statements
$76,916,450
Total Revenue per Form 990
$71,397,713
Expenses and Functional Allocation

Major Expense Lines

Line ItemAmount
Grants and Similar Amounts Paid$37,785,870
Salaries, Compensation, and Employee Benefits$14,343,748
Other Expenses$9,036,200
Total Fundraising Expense$4,943,301
Professional Fundraising Fees$2,618,891

Functional Expense Allocation

Line ItemProgramManagementFundraisingTotal
Grants to Domestic Orgs$36,899,286--$36,899,286
Other Salaries and Wages$5,202,383$4,761,786$668,958$10,633,127
Fees for Services Professional Fundraising--$2,618,891$2,618,891
Fees for Services Other$1,374,838$434,119$19,917$1,828,874
Travel$1,214,286$338,522$163,309$1,716,117
Office Expenses$544,432$242,410$465,301$1,252,143
Other Employee Benefits$540,181$549,363$81,235$1,170,779
Occupancy$480,788$485,877$77,157$1,043,822
Current Officers, Directors, Trustees, and Key Employees$173,250$680,551$135,623$989,424
Foreign Grants$886,584--$886,584
Payroll Taxes$367,725$373,754$55,300$796,779
Information Technology$2,479$750,077$3,203$755,759
Pension Plan Contributions$345,632$356,029$51,978$753,639
Advertising$15,599$0$506,176$521,775
Depreciation Depletion$185,685$188,743$27,923$402,351
All Other Expenses$58,968$197,191$43,653$299,812
Fees for Services Accounting$97,000$113,920$0$210,920
Other Expenses$36,844$73,129$5,542$115,515
Insurance$50,131$54,205$3,250$107,586
Fees for Services Legal$5,000$26,313$0$31,313
Fees for Service Investment Mgmnt Fees$0$30,073$0$30,073
Total Functional Expenses$48,566,154$10,275,254$4,943,301$63,784,709

Audited Expense Reconciliation

Line ItemAmount
Total Expenses per Audited Statements$69,411,436
Total Expenses per Form 990$63,784,709
Expenses per Audited Statements$63,754,636
Expenses Not Reported on Form 990$5,656,800
Expenses Not Reported on Financial Statements$30,073
International Activity

Grant and Assistance Recipients

RecipientLocationCategoryPurposeAmount
Plan International IncNew York, NY501(c)(3)Prog. Support$36,379,035
School to School IntrnatlSte Pacifica, CA501(c)(3)Reading matrls$345,157
Univ of North CarolinaChapel Hill, NC501(c)(3)Research$175,094

International Summary

Offices
0
Employees
0
Spending
$924,132

International Compliance

Foreign grant records maintained
Yes
Activity in boycott countries
Yes
Foreign corporation ownership
No
Foreign partnership interest
No
Interest in foreign trust
No
Passive foreign investment company interest
No
Transfers to foreign corporations
No

International Activities

RegionActivityServicesOfficesEmployeesSpending
Sub-Saharan AfricaGrantsN/a00$447,552
Middle EastGrantsN/a00$107,466
Sub-Saharan AfricaGrantsN/a00$99,878
Sub-Saharan AfricaGrantsN/a00$74,816
Sub-Saharan AfricaGrantsN/a00$14,075
South AsiaGrantsN/a00$12,739
Sub-Saharan AfricaGrantsN/a00$9,000
South AsiaGrantsN/a00$8,500
Sub-Saharan AfricaGrantsN/a00$8,498
East Asia and PacificGrantsN/a00$8,492
Sub-Saharan AfricaGrantsN/a00$8,492
East Asia and PacificGrantsN/a00$8,490
Sub-Saharan AfricaGrantsN/a00$8,488
Middle EastGrantsN/a00$8,485
EuropeGrantsN/a00$8,468
North AmericaGrantsN/a00$8,000
Sub-Saharan AfricaGrantsN/a00$7,597
Sub-Saharan AfricaGrantsN/a00$7,200
Sub-Saharan AfricaGrantsN/a00$6,800
EuropeGrantsN/a00$4,720
Sub-Saharan AfricaGrantsN/a00$3,498
East Asia and PacificGrantsN/a00$2,400
Sub-Saharan AfricaGrantsN/a00$2,399
Sub-Saharan AfricaGrantsN/a00$2,399
Sub-Saharan AfricaGrantsN/a00$2,396
Sub-Saharan AfricaGrantsN/a00$2,008
Sub-Saharan AfricaGrantsN/a00$1,094
Sub-Saharan AfricaGrantsN/a00$1,000
Sub-Saharan AfricaGrantsN/a00$888
Sub-Saharan AfricaGrantsN/a00$746
Fundraising, Events, and Gaming
Fundraising activities
No
Gaming activities
No
Professional fundraiser used
Yes

Fundraising and Gaming Totals

Line ItemAmount
Professional Fundraising Fees$2,618,891
Political and Lobbying Activity
Political campaign activity
No
Lobbying activity
Yes
Subject to proxy tax
No
Debt and Bond Financing

Other Reported Liabilities

LiabilityAmount
Due to Plan International, Inc.$6,470,307
Governance and Compliance

Governance Checklist

Compiled or reviewed by an accountant
No
Annual disclosure for covered persons
Yes
Audit committee
Yes
Business relationship with family members
No
Business relationship with organization members
No
Material changes to governing documents
No
Compensation from other sources disclosed
No
CEO compensation reviewed
Yes
Other officer compensation reviewed
Yes
Conflict-of-interest policy
Yes
Audited financial statements prepared
No
Key decisions subject to board approval
No
Management duties delegated
No
Filing and Contact Details

Filer

Filer Name
Plan International USA Inc
EIN
13-5661832
Phone
4017385600
Address
155 Plan Way, Warwick, RI 02886-1099

Signing Officer

Name
Ana Teresa Gutierrez-san Martin
Title
President & CEO
Phone
4017385600
Signed
2017-09-07
Discuss with paid preparer
Yes

Organization Details

Principal Officer
A San Martin
Formed
1937
Legal Domicile
Ny
Voting Board Members
15
Independent Board Members
15
Employees
171
Volunteers
15

Preparer

Firm
Dyl & Perillo Inc
Address
446 BROADWAY, PROVIDENCE, RI 02909
Preparer
Robert a Perillo
Phone
4014532020
Supplemental Narrative

Additional Explanations

Other

******plan international usa,inc. Mission statement******

Other

Plan strives to achieve lasting improvements in the quality of life of vulnerable children in developing countries by (1) Enabling children, their families and their communities to meet basic needs and to increase their ability to participate in and benefit from their societies; (2) Fostering relationships to increase understanding and unity among people of different cultures and countries; and (3) Promoting the rights and interests of the world's children.

Pt VI, Line 11B

The Form 990 is provided electronically to each member of the

Pt VI, Line 11B

Plan International USA Audit Committee. The Audit Committee

Pt VI, Line 11B

then meets with Plan International USA's CEO and CFO to review the

Pt VI, Line 11B

Form 990 in detail. Once the 990 has been approved by the Audit

Pt VI, Line 11B

Committee, it is sent electronically to the full Board of

Pt VI, Line 11B

Directors for review and comment. Once the comment period is over,

Pt VI, Line 11B

either the Board approves or delegates the authority to the

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Executive Committee of the Board to approve the Form 990.

Pt VI, Line 11B

Once approved, it is filed with the IRS and posted to the

Pt VI, Line 11B

Organization's website for public disclosure.

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On an annual basis, the officers, directors and all employees

Pt VI, Line 12C

receive a copy of and review Plan International USA's Conflict

Pt VI, Line 12C

of Interest disclosure questionnaire. Each of them signs that

Pt VI, Line 12C

questionnaire where they must disclose any actual or

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potential conflicts of interest. All questionnaires with any

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actual or potential conflicts are then reviewed by either the

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Chair of the Audit Committee, Board Chair, V.P. of Human Resources

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or the Ethics & Compliance Officer depending on the position

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of the person whose questionnaire has a disclosure.

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Appropriate action is taken as needed. During the year, if

Pt VI, Line 12C

potential conflicts arise, they must be disclosed promptly and

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in writing to the appropriate person (as noted above).

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If there are any potential conflicts of interest relating

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to a particular vote that the Board is taking, the

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Board member(s) must declare the potential conflict and

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abstain from voting. This is then recorded in the minutes

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of the Board meeting.

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Every year (typically in late summer), the Talent Management

Pt VI, Line 15A

Committee of the Board ("TMC") leads the annual CEO performance

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review process. The TMC requests and reviews a CEO evaluation

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feedback form that is received from each Board member and

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can also include feedback from members of the Executive Team.

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Based on that feedback, the TMC prepares the performance

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review for Board approval. The discussion with the CEO is

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conducted by the Board Chair and the Chair of the TMC. Based

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on the CEO's performance against objectives and a comparison

Pt VI, Line 15A

to external market factors for CEO's in similar locations

Pt VI, Line 15A

and of similar sized organizations, an increase (if applicable

Pt VI, Line 15A

based on the aforementioned factors) is recommended by the TMC

Pt VI, Line 15A

and brought to the Board for approval typically around the time

Pt VI, Line 15A

of the September Board meeting. The TMC retains documentation

Pt VI, Line 15A

with respect to the process, deliberations, external data and

Pt VI, Line 15A

the decisions made regarding CEO compensation. The process

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includes a regular review of benchmarks with periodic consultation

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with a compensation specialist to ensure the CEO salary and

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those of other positions in the organization are within the

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market range of comparable positions at similar organizations

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in similar markets.

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For current staff, including officers and key employees,

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but with the exception of the CEO (as described in reference

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above to Pt VI, Line 15a), the annual performance reviews

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are conducted in the summer/fall following each fiscal year-end.

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At that time, managers determine compensation increases for

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staff based on merit and the availability of funds based on

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the budget and corresponding organizational performance.

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As needed, positions at Plan International USA are market

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priced with an outside consultant to determine if the pay ranges

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for each job are in line with those in other like positions

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in similar geographic locations. When changes to the job

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descriptions are made, Human Resources staff have a process

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for determining the grade level and salary. For instances where

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the compensation for a position is in question, HR has an

Pt VI, Line 15B

external compensation specialist to consult. Documentation

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is kept regarding each employee's salary. Officers and key

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employees are reviewed by the CEO and any salary changes for

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officers and key employees are approved by the CEO.

Pt VI, Line 19

Plan International USA's audited financial statements are made

Pt VI, Line 19

available publicly on our website at: www.planusa.org and

Pt VI, Line 19

also on other websites such as Guidestar. In addition, financial

Pt VI, Line 19

information as well as governing documents and our Conflict

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of Interest Policy are available upon request.

Pt XI

Other Changes in Net Assets (Part XI, Line 9)

Pt XI

Change in value of perpetual trusts $ 17,031

Pt XI

Change in value of split-interest agreements 10,894

Pt XI

Net loss from non-operating lease (39,355)

Pt XI

Net impairment loss on investments (107,990)

Pt XI

-----------

Pt XI

Other Changes in Net Assets(non-operating) $(119,420)

Other

Plan international usa, inc.

Other

Program service accomplishments

Other

Plan International USA, Inc. is the United States member

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organization of Plan International Inc. (PII), along with 20 other member organizations around the world. Plan International

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USA implements the vast majority of its international activities

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through PII, which is also a non-profit organization registered

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in the United States. Plan has been working for 80

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years to break the cycle of poverty. Today, we support children,

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youth, families, and communities in 52 program countries

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across Africa, Asia, and the Americas to strengthen the health,

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knowledge, and resilience of millions of children, which

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results in lasting change for families, communities, and

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ultimately, nations.

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We focus on ensuring that the children who are most marginalized

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receive the education and protection to which they have a

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right, and that they are not excluded from services or decision

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-making. We carry out our work by partnering with communities,

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local and national governments, and civil-society organizations.

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We are independent, with no religious, political, or governmental

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affiliations.

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Plan International USA's Commitment to Gender Equality

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Plan International USA is committed to promoting gender equality

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in every aspect of who we are and how we work. Over the past five

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years we have worked to promote gender equality in our offices

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and staffing, our partnerships, our communications and marketing,

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our advocacy and campaigns, and, of course, our programming. Recently

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Plan International Inc. adopted a "Global Policy on Gender Equality

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and Inclusion," which provides the backdrop for a global strategy

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of working from now until 2022 to bring about gender-transformative

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change so that 100 million girls and young women can learn, lead,

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decide, and thrive. Plan International USA is a key partner in

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implementing this ambitious strategy, which is inextricably entwined

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with achieving the UN Sustainable Development Goals.

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Plan's WomenLead Institute (WLI) is one way in which the organization

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seeks to level the playing field for women and girls across the globe.

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WLI's core mission is to enhance women's confidence, capacity,

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and agency to fuel greater representation and impact of women

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in leadership positions across all sectors and institutions, which

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results in healthy and educated children and economically resilient

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families and communities. WLI's distinguished women-centered programs

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maximize women's leadership and decision-making skills; strengthen

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their technical and management expertise; and promote gender equality.

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WLI interventions respond directly to the call for greater representation of women in leading sustainable development efforts in non-profit, government, and political institutions.

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A. Program and technical support

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Program and Technical Support Funding of $46,358,306 (for the

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fiscal year ended June 30, 2017) represents funds received by

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Plan International USA from sponsors, donors, and other entities

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(such as the U.S. government, corporations, foundations, etc.),

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$8,572,436 of which was used on programmatic activities conducted

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directly by Plan International USA, and $37,785,870 of which more

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than 96 percent was transferred to PII and combined with the funding

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received from the other 20 member offices around the world. The

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combined funds are then used to support field programs in more

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than 53,000 communities in over 50 developing countries.

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Plan's field programs are focused on the following six core areas described below:

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EDUCATION

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Plan's goal: Children and youth will realize their right

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to quality education.

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Education is one of the most powerful tools available to

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ensure children are able to fulfill their potential. Every

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child has the right to education, but many are excluded

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because of poverty, gender, disability, geographical remoteness,

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or language or cultural barriers.

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We work to promote free, equal access to quality education for

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all children. We promote child-friendly learning environments;

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develop teaching skills and teaching materials; provide training

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to government staff; and work closely with parents and communities

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to enable them to support their children's learning at home, in

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school, and in the wider community. Through our engagements, we

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encourage young people and critical community stakeholders to

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be advocates for the change they desire.

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We work with national and local governments to help improve the

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laws and public policy on education, and we take part in local,

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national, and international campaigns to support quality education

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for all.

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In fiscal year 2017, Plan International USA's expenditures in

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education totaled approximately $8,711,102, with $6,217,282 transferred

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to PII for our overseas programs. Examples of Plan's FY17 projects

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in this area include: Kenya Community-Led Action for Children;

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Senegal All Children Reading; and Tanzania Tusome Pamoja.

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Community-led Action for Children

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This $2.3 million project, funded by the Conrad N. Hilton Foundation,

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is the second phase of the Community-Led Action for Children project

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that initially targeted children in communities affected by the

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HIV/AIDS pandemic in Kenya and Mozambique. This three-year, eight-month

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effort provides preschool-aged children with a healthy and strong

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start in life through an array of interventions and has now refocused

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its efforts primarily in the Kisumu region of Kenya. Critical

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pillars of the project include active parenting education; establishment

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of early learning centers in communities; support for the easy

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transition of early learners to primary school (including their

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successful retention); expansion of community referral systems

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to meet children's education and health needs; and policy advocacy

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and partnerships to strengthen national and sub-national Early

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Childhood Care and Development (ECCD) policies and systems that

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build upon a strong evidence base. The initiative also targets

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efforts that foster positive family relationships between parents

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and child and between spouses; enhance male-caregiver roles in

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support of and engagement with their child; and strengthen families'

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economic security through Village Savings and Loans Associations.

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Senegal Lecture Pour Tous (All Children Reading)

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Lecture Pour Tous is a five-year early grade reading program funded

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by USAID and implemented by prime contractor Chemonics in support

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of the Ministry-led Senegalese National Reading Program. The program

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aims to greatly improve reading levels for students in Grades

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1-3, with 70 percent of Grade 2 students reading at grade level

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by the end of the program. As a lead subcontractor, Plan's $4.43

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million initiative focuses on implementing a comprehensive social

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behavior change communication (SBCC) strategy in five regions

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of Senegal, designed to increase parent demand for quality reading

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instruction in schools and provide them with the skills to effectively

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support their children at home as they learn to read. Traditionally

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used within health and agricultural interventions, Plan is among

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the first organizations to test comprehensive SBCC approaches

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in the education sector. Our team will be working to transform

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the knowledge, attitudes, and behaviors of key community members,

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including parents and caregivers, teachers, school directors,

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and community leaders through targeted communication campaigns,

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parent and school management trainings, and NGO capacity development.

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Key accomplishments thus far include the development of a comprehensive

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Community Literacy Support Plan and SBCC communication and training

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materials that challenge gender norms and promote positive parent-child

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interaction around learning.

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Tanzania Tusome Pamoja

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The project aims to provide instruction in the 3Rs of learning

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(reading, writing, and arithmetic) in grades 1-3 to teachers and

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local government officials to help improve learning in Tanzanian

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children. The improved instruction takes place alongside a specific

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focus on increasing parental engagement in their children's education,

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school planning, and achievement. Plan is specifically responsible

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for increasing parents' understanding and knowledge around the

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importance of education; the role they can play in their children's

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learning; and the positive impacts education can have on their

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lives. Working with targeted SBCC strategies through posters,

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noticeboards, radio campaigns, and parent trainings, Plan is working

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directly with the greatest influencers in a child's life: parents.

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Plan encourages the education and empowerment of parents to support

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their children's development. Beyond education and information

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dissemination, Plan leads the formation of Parent Teacher Partnerships

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(PTPs) and School Management Committees (SMCs) in the schools,

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as well as the training of Community Education Mobilizers (CEMs)

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who support the community in the roll-out of self-learning modules

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on key parent/child-related topics. The comprehensive nature of

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the program is already showing significant signs of impact in

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responding to the needs of children and their community structures

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across Tanzania.

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2. HEALTH

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Plan's goal: Providing the tools, training, and resources

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for communities to raise healthy children. Children and

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youth will realize their right to sexual and reproductive

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health, including HIV prevention, care, and treatment.

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Plan supports a range of programs that reduce newborn and

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maternal mortality, increase child survival, and support

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the healthy development of children into adulthood. These

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interventions include initiatives to prevent and combat specific

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avoidable childhood illnesses.

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We promote good nutrition, early child development, and early

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education, providing support for parents and caregivers.

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We work with our partners to help mothers, children, and

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young people access quality primary health care and social

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services. We also support quality, age-appropriate reproductive

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and sexual health education and services for children and

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young people. We challenge the beliefs and attitudes that

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maintain inequality between the sexes. We also advocate for

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more effective policies and actions that respect and protect

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the rights of children living in a world with HIV. These

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include the right to be protected from HIV and, for those

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affected, to receive care and support. This work includes

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advocating for children orphaned by AIDS to live with family

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members. In FY17, Plan International USA's expenditures

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for health totaled approximately $15,023,605, $12,382,092

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of which was transferred to PII. Examples of Plan's FY17

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projects in this area include Nilinde: Support for Orphans

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and Vulnerable Girls and Boys in Nairobi and Coast Counties

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of Kenya; One Community; and USAID Systems for Health.

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Nilinde: Support for Orphans and Vulnerable Girls and Boys in

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Nairobi and Coast Counties of Kenya

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On this $41,005,731 project, Plan leads a consortium that

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also includes Ananda Marga Universal Relief Team (AMURT),

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Childline Kenya, and mothers2mothers (m2m). The project, known

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locally as "Nilinde," meaning "Protect Me" in Swahili, works

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to support at-risk children in Kenya by focusing on improving

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the welfare and protection of the most vulnerable households

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affected by HIV in Nairobi and Coast Counties. Nilinde works

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with local partner organizations to increase household resiliency

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and empower parents and caregivers to make investments that

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will improve the health and well-being of orphans and vulnerable

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children (OVC). Working at both local and national levels,

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Nilinde aims to increase access to health and social services

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and support government efforts at strengthening child welfare

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and protection systems. Nilinde's holistic case management

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approach connects health, nutrition, HIV services, psychosocial

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support, and education to economic strengthening services

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designed to graduate families out of program support by developing

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their ability to grow and sustain their assets, income, and

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skills. In Nairobi County, the project focuses on informal

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settlements where the majority of the OVC reside. In Coast

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Counties, the project works in both informal settlements

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in urban areas and in rural areas where larger OVC populations

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live. Nilinde also works with Kenyan government agencies to

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strengthen national monitoring and management information systems (MIS)

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for OVC and integrates information and communications technology

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(ICT) and social and behavior change communications (SBCC)

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across project interventions. At the same time, Nilinde works

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with governmental and non-governmental partners to use data for

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decision making and to improve quality services to OVC.

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One Community

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Led by the Johns Hopkins Center for Communication Programs

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(CCP), partnering with Project HOPE and Plan International USA,

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the USAID-funded One Community Project (OC) focuses on building

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strong HIV competent communities, families, and individuals.

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Plan's portion of the grant as a subcontractor is $4,528,075.

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The project works in eight districts including Balaka, Machinga,

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Phalombe, Mulanje, Chikwawa, Blantyre, Zomba, and Mangochi,

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and is based on a socio-ecological model that links the actions

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of individual children, adolescents, and adults to the actions

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of families and communities, the services available to them,

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and the social structures that govern them. OC seeks to enable

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community resource persons to deliver core packages of evidence

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-based interventions tailored to vulnerable groups such as OVCs

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and their families, adolescents living with HIV (ALHIV), adult

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people living with HIV (PLHIV), fisher folk, and mobile workers.

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The OC team will work closely with MOH and Ministry of Social

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Welfare, President's Emergency Plan for AIDS Relief (PEPFAR), and other stakeholders to define priority vulnerable populations and standard minimum packages of services. Working in the catchment areas of the PEPFAR priority sites to complement facility interventions, activities will specifically focus on community mobilization and engagement of

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local partners to reduce incidence of new infections and improve

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clinical, social, and economic outcomes among vulnerable groups. Plan's

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focus areas are OVCs, Early Childhood Development, and Provision

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of services for adolescents living with HIV/AIDS (including

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youth economic empowerment). Plan has also been tasked with

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DREAMS, PEPFAR's new initiative to reduce new HIV infections

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among vulnerable Adolescent Girls and Young Women (AGYW) in

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ten priority African countries, including Malawi. DREAMS addresses

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positive sexual health behaviors, increases access to sexual

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and reproductive health services, and creates an enabling environment

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for AGYW by supporting caregivers, addressing harmful community

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norms and practices, and creating safe spaces for AGYW in schools and in communities.

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Systems for Health

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The USAID Systems for Health project in Ghana is supporting reductions

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in preventable child and maternal deaths, unmet need for family

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planning, and childhood mortality and morbidity from malaria,

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as well as improving nutritional status for pregnant women and

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children under 5. This is accomplished by strengthening vital

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health systems building blocks, while mobilizing communities for

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Community-based Health Planning and Services (CHPS) facilities,

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strategic behavior change communication, and targeted demand generation

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to maximize service delivery coverage. The project is working

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in five regions of Ghana: Greater Accra, Central, Western, Volta,

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and Northern Region. The Systems for Health project consortium

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is led by University Research Co. LLC, (URC) with partners that

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include PATH, Plan International USA, and Results for Development

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Institute. The project works in partnership and collaboration

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with the Ministry of Health, Ghana Health Service, and local Ghanaian

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partners. Plan's portion of the grant is $4.3 million.

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Plan's role on the project is to increase demand for services

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by an empowered population and to ensure integration of gender

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across the project. Plan provides ongoing support to the expansion

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and strengthening of CHPS, as well as technical assistance for

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gender mainstreaming. In the area of CHPS, mandates include promoting

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community ownership and accountability for planning; supporting

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the implementation and monitoring of the CHPS minimum package

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of services; facilitating community-led models for quality improvement

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of primary health care services; and designing and supporting

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interventions at the community level to increase demand and appropriate

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health-seeking behaviors for maternal and newborn child health

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(MNCH), family planning/reproductive health (FP/RH), malaria,

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and water, sanitation, and hygiene (WASH).

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3. DISASTER & CONFLICT

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Plan's goal: Children and youth grow up in resilient communities

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and realize their rights in safety and with dignity, before,

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during, and after disasters and conflicts.

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In times of disaster, children are particularly vulnerable.

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Separation from families and friends causes uncertainty, anxiety,

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and shock, with a significant impact on children's emotional

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well-being. Our initial disaster response work focuses on

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children's urgent needs, such as shelter, food, and water.

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These are prioritized along with child protection and education to help

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re-establish a sense of security and normalcy. An important

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part of our response involves developing child-friendly spaces

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that help protect children from harm and exploitation, and

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aid emotional healing.

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Our goal is to support children and youth, their communities,

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and their societies to develop resilience enabling them to

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better absorb external shocks and continue forward with their

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personal and community development. Toward that end, we

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also seek to address the social inequities and governance

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challenges that marginalize segments of the population and

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prevent them from developing resilience.

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Plan International USA's expenditures on disasters in FY17 totaled

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approximately $5,311,386; $4,920,199 was transferred to PII. Examples

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of Plan's FY17 projects in this area include: Strengthening

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Community-based Disaster Risk Reduction in Eastern Visayas;

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Supporting the Tracing and Reunification of Unaccompanied

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and Separated Children, Including Children Formerly Associated

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with Armed Forces and Armed Groups, in the Central African

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Republic; and Provision of Integrated Protection and Education

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Services to South Sudanese Refugee Girls, Boys, and Women

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and Host Communities in Ethiopia.

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Strengthening Community-based Disaster Risk Reduction in Eastern

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Visayas

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Strengthening Community-based Disaster Risk Reduction in Eastern

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Visayas was an 18-month, $1 million USAID/OFDA-funded project

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to strengthen the community-based disaster risk reduction capability

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of 40 vulnerable barangays in Typhoon Haiyan-impacted municipalities

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of Tacloban, Basey, Giporlos, and Guiuan. The project focused

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on covering gaps and enhancing disaster risk reduction and management

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(DRRM) capacities of local government units at the barangay level.

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The project also enhanced the resilience of local barangay populations

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through community-based DRRM interventions and incorporation of a

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child-centered DRR approach, enabling children and youth to raise

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their issues and concerns in the local government development

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councils. Overall, the project directly benefited a total of 171,673

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individuals from 40 barangays, including 3,871 individuals (2,090

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females and 1,781 males) trained in disaster preparedness, mitigation,

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and management. Further, through the project, more than 80 percent

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of barangay residents were trained in the recognition/ identification

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of early warning signals and the site of local evacuation centers.

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Supporting the Tracing and Reunification of Unaccompanied and

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Separated Children, Including Children Formerly Associated with

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Armed Forces and Armed Groups, in the Central African Republic (CAR).

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This 18-month $1.19 million USAID-funded project (including a

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six-month extension, with $342,555 of additional funding) supported

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the identification, documentation, interim care, tracing, reunification,

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and reintegration of unaccompanied and separated children (UASC),

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including Children Formerly Associated with Armed Forces and Armed

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Groups (former CAAFAG), in the Prefectures of Lobaye and Ouham.

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In total, 183 UASC and CAAFAG (128 girls) were reunited with their

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families in the target prefectures. These same children also benefited

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from gaining birth registration, which is key to ensuring that

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children's basic rights are not violated and mitigating the risk

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of abuse, exploitation, or recruitment into armed forces. In its

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extension phase, the project provided a three-month intensive

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vocational training course in four trade areas to 100 youth being

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reunited under the project. This training, combined with life

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skills and literacy classes, supported sustainable reintegration

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of UASC, including CAAFAG. Through this process, the project provided

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life-saving assistance to these young people, helping break the

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cycle of violence in CAR by giving them a clear vision and realistic

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opportunity for productive economic futures. A total of 343 host

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families and reunited families benefited from food and non-food

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item support. In order to make sure that youth caring for younger

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children were able to take part in these activities, an Early

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Childhood Care and Development (ECCD) room was established in

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the venue of the vocational training and life skills and literacy

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classes.

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Provision of Integrated Protection and Education Services to South

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Sudanese Girls, Boys, and Women and Host Communities in Ethiopia

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This 14-month, $800,000 State Department-funded award improved

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access of the South Sudanese refugee population and host communities

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in Gambella to quality education and child protection services.

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The program responded to enormous needs, ranging from basic requirements

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of education to the more all-encompassing issue of child protection,

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among children and youth in the targeted populations. In Child

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Protection, the project reached 17,500 children and adults, including

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UASC, through case management (referral, tracing, family reunification,

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and long-term alternative care arrangement), psychosocial support,

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child-friendly activities, and non-food item distribution. Adults

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are directly benefiting from the project and are actively involved

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in project implementation, acting as social workers, foster parents,

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community-based child protection committee members, and through

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trainings and community awareness and learning sessions. Project

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accomplishments in Child Protection include the following:

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- A total of 8,941 children accessing Child-Friendly Spaces (127% of the target);

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- 5,472 UASC placed in long-term alternative care supported by individual case management;

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-603 UASC referred to the International Committee of the Red Cross for family reunification (including 73 cross-border cases);

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- 2,262 unaccompanied children supported with non-food items and referral for care arrangements;

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- 2,538 UASC and other vulnerable children received psychosocial support.

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In Education, the project provided access, improved teaching,

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and the necessary educational materials to ECCD centers and primary

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schools. Those activities targeted children from 0 to 14 years,

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as well as adults (ECCD facilitators, teachers, parents' association

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members, school mothers, and beneficiaries of awareness-raising

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sessions). In total, 10,500 students from Grades 1-4 and 4,644

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preschool-aged children accessed schooling through the project.

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In light of the project's success, the State Department Bureau

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of Population, Refugees, and Migration awarded Plan a July 2017

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follow-on project to address the continuing need for education

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and child protection among refugee and host community populations

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in Gambella.

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4. PROTECTION

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Plan's goal: Providing a safe place for children to live and grow

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to their full potential.

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Plan works to ensure that all children are safe and protected

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from abuse, neglect, exploitation, and violence. Plan recognizes

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that protection needs and challenges may vary according to a child's

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gender, and appropriately focuses its efforts and investments

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to address such differences. We provide services designed to prevent

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abuse, neglect, and exploitation of children and to help victims

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recover. We campaign for and promote adequate legal protection

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at all levels, as well as advocate for strong support within families

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and communities. In addition, we raise public awareness of, and

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respect for, the right of all children to protection, and we help

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young people access the skills and knowledge that will enable

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them to protect themselves.

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Expenditures from Plan International USA in this area totaled

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approximately $6,612,561 for FY17, $5,382,117 of which was transferred

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to PII. Examples of Plan's FY17 projects in this area include:

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Addressing Basic Human Rights in Senegal; Bangladesh Protecting

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Human Rights; and Rwanda Improved Services for Vulnerable Populations.

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Addressing Basic Human Rights in Senegal (ABRIS)

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Completed in March 2017, the $750,000 ABRIS project was funded

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by the U.S. Department of State's Office to Monitor and Combat

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Trafficking in Persons. ABRIS sought to address trafficking and

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exploitation of children in Senegal, particularly those attending

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private religious institutions. While many schools offer genuine

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religious instruction, some are physically and sexually abusive

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and highly exploitative, forcing young children to beg for food

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and money. Plan and its partners conducted a comprehensive study

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of the underlying factors and the various types of trafficked

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children and built the capacity of law enforcement, legal, and

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health system personnel to identify and refer trafficked children.

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In addition, Plan and its partners implemented a community campaign

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to raise awareness of child trafficking through forced begging,

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its causes and effects, and the proper identification and referral

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of child victims. While the project received positive results

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across project objectives and enhanced public awareness dramatically,

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there is more work to be done in regard to referral system awareness,

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police and government personnel training, and advocacy for the

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enforcement of existing legislation fighting child trafficking.

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Bangladesh Protecting Human Rights (PHR)

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Completed in March 2017, the PHR program was a $12.7 million

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USAID-funded project that used a comprehensive set of interventions

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to combat domestic violence, child marriage, and other human

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rights abuses, all highly prevalent in many parts of Bangladesh.

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Plan's response comprised five interconnected components:

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advocating for stronger legislation and enforcement of laws

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to reduce domestic violence; building the capacity of duty-bearers-

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including law enforcement, the judicial system, civil society

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organizations, and the media-to better understand the laws,

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support survivors, and share their stories; increasing access

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to justice and helping survivors make informed choices by

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providing pro-bono legal support and information, including

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through "doorstep" legal counseling; strengthening direct

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services to survivors, including medical, shelter, and livelihood

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support; and public awareness campaigns to inform people of

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domestic violence laws and shift attitudes towards harmful

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practices. Working closely with the Bangladesh National Woman

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Lawyers' Association (BNWLA), and 11 local NGOs, PHR saw major

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success. During the life of the project, the government signed

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into law the Rules of Domestic Violence (Prevention and Protection

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Act) of 2013 and the Child Marriage Restraint Act of 2017.

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A trained cadre of social workers together with community-based

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Social Protection Groups have resulted in community ownership

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as they look to both decrease incidences of domestic violence

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as well as help survivors. Through the training of teachers

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and students as well as working in partnership with a range

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of stakeholders, PHR has supported local government to create

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child marriage- free zones.

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Rwanda Improved Services for Vulnerable Populations/Twiyubake

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Plan is a member of a consortium led by Global Communities

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to implement the Improved Services for Vulnerable Populations

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(ISVP) program, a USAID-funded project that aims to assist the

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members of 50,000 vulnerable households in 12 districts of

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Rwanda to build their self-reliance in ways that promote mutual

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support. The program capitalizes upon USAID support to the

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Government of Rwanda and civil society partners to facilitate

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these vulnerable populations' access to health and social services

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that enable them to live productive lives.

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The program uses a family-centered approach to strengthen

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the knowledge, skills, and capacities of parents and guardians

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as the main providers for children. With a goal of increasing

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resilience, the program focuses on three key areas within

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each household: economic strengthening; improving care practices;

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and expanding safety nets. Program objectives include reducing

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the risk and impact of HIV/AIDS and other health conditions

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on the most vulnerable populations in Rwanda and increasing

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the capacity of families and communities to provide better

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care for vulnerable individuals. Twiyubake supports access

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to education for vulnerable people as a core element for improving

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the protection of vulnerable populations against adverse circumstances

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over the long term.

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Gender integration cuts across Twiyubake program interventions.

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Gender work focuses on: 1) reducing gender disparities in access

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to, control over, and benefit from resources, wealth, opportunities,

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and services; 2) reducing gender-based violence and mitigating

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its harmful effects on individuals and communities; and 3)

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increasing the capability of women and girls to realize their

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rights, determine their life outcomes, and influence decision-making

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in households, communities, and society, in order to ensure

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equal participation, access to USAID/Twiyubake services, and

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benefits for all household members. In 2017, nearly 2.5 years

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into program implementation, Plan International USA supported

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Global Communities to successfully launch an ambitious gender

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mainstreaming effort that will significantly expand and enrich

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the gender work already underway.

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5. Water, sanitation and hygiene

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Plan's goal: Children and youth will realize their right to

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safe, reliable, and affordable drinking water supplies; hygienic

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sanitation; and a clean environment.

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Plan's water, sanitation, and hygiene (WASH) programs are

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reaching a growing number of people, by supporting a range

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of interventions that improve access to and use of improved

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sanitation, as well as enhance adoption of hygienic behavior

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to reduce preventable diseases. Plan is among the leading

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proponents of community-led total sanitation (CLTS) in Asia

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and Africa. The CLTS approach involves encouraging community

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members-children and adults to take the lead in improving

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the entire community's sanitation and hygiene.

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Plan trains and supports the community to improve water supply

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site management; construct household latrines; and reinforce

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behaviors such as hand washing with soap and household water

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treatment. We work alongside government, communities, and

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local groups to scale up services and ensure that the impact

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of our interventions are sustained after Plan's programming

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ends.

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Plan International USA expended approximately $3,445,288 on

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water, sanitation, and hygiene in FY17, $2,682,871 of which

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was transferred to PII. Examples of Plan's FY17 projects in

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WASH include: Afya Pwani - Kenya; Promoting Agriculture, Health,

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and Alternative Livelihoods (PAHAL) - Nepal, and Transform

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WASH - Ethiopia.

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Afya Pwani - Kenya

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This three-year, $48 million program is led by Pathfinder

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International and includes partners Plan International ($1,892,813

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is Plan's share of the funding), the Cooperative League of the

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USA (CLUSA), International Centre for Reproductive Health,

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Futures Group International, and O'Hanlon Health Consulting.

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The project focuses on five counties-Kilifi, Kwale, Lamu,

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Mombasa, and Taita Taveta-and works to improve access to

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and utilization of quality health services including HIV;

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maternal, neonatal, and child health (MNCH); family planning;

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WASH; and nutrition. Plan International is responsible for

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the WASH and nutrition component that aims to increase access

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to and utilization of WASH and nutrition services by communities

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in Kilifi County. The project's investment in WASH and nutrition

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focuses on building the County Health Management Team's capacity

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to integrate WASH and nutrition services into school and health

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institutions' regular portfolios and to support the community's

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involvement in WASH-related decision-making. Plan also supports

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community-based WASH and nutrition activities including hand

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washing, household water treatment, safe sanitation, and community

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support groups to implement nutrition trainings, kitchen gardening,

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and planning for diversified diets. In 2017 the project team

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provided capacity building, training, and mentoring to the

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County Health Management Team, as well as supported school,

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health facility, and community-based WASH and nutrition activities.

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Promoting Agriculture, Health, And Alternative Livelihoods (PAHAL) - Nepal

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Under the leadership of Mercy Corps for this $37 million,

Other

USAID/Food for Peace-funded comprehensive program, Plan International USA, Development Enterprises (DE), Tufts University's Feinstein

Other

International Center (FIC), and Nepalese partners NTAG, Rupantaran,

Other

RIMSNepal, and SAPPROS work at a systemic level to address

Other

both the symptoms and root causes of food insecurity, targeting

Other

individuals, households, communities, and systems to build

Other

resilience. As the technical lead for the sanitation component

Other

of the program, Plan is implementing community-led total sanitation

Other

and promotion of a Total Sanitation strategy that focuses

Other

on promoting latrine use, personal hygiene, hand washing with

Other

water and soap, and household drinking water safety activities.

Other

The project is operational in 167 Village Development Committee

Other

(VDCs) in 14 target districts of the Far West and Mid-West

Other

Regions. In FY17, the project team implemented a set of activities

Other

including rapid WASH services assessment; capacity-building

Other

training to the entire PAHAL project staff to integrate WASH

Other

into other programs; school management and WASH volunteers;

Other

and coordination with the districts and Village WASH Coordination

Other

Committees to improve drinking water safety and the government's

Other

Total Sanitation program implementation.

Other

Transform WASH - Ethiopia

Other

This five-year, $23,884,619 USAID-funded project is being

Other

led by Population Services International (PSI) in partnership

Other

with Plan International USA ($3,190,599 is Plan's share of

Other

the funding), SNV, and IRC. The project is being carried out

Other

in 40 districts of eight regions, including Southern Nations,

Other

Nationalities, and Peoples' region; Oromia; Amhara; Tigray; Afar; Somali region; Benshangul; and Gambella.

Other

It aims to improve access to and utilization of quality WASH products and services through improved water governance increased demand and supply of low-cost quality sanitation products; and an increased knowledge base that uses WASH innovations to improve health services.

Other

In this consortium, Plan International USA leads the demand-creation

Other

activities for improved sanitation products through Health

Other

Extension Workers (HEW). Plan applies evidence-based interventions

Other

to change communities' behavior on household latrine construction

Other

and sustained use. Plan also constructs water supply and/or

Other

sanitation facilities at strategically-located health institutions

Other

where HEWs would demonstrate the tested project products to

Other

visiting patients and community members. Further, Plan establishes

Other

and strengthens Village Savings and Loans Associations (VSLAs)

Other

to test the viability of community-based financing options

Other

for improved WASH products and service. In FY17, we focused

Other

primarily on project start-up activities, including development

Other

of the Year 1 work plan, team mobilization, consensus-building

Other

communications, and workshops with government officials and

Other

community leaders.

Other

6. Youth and economic empowerment

Other

Plan's goal: Young adolescents and youth will live in communities

Other

that value their participation and provide opportunities for

Other

their leadership and economic empowerment.

Other

Plan currently works with youth in 72 countries around the world.

Other

Through Plan's community-based, gender-sensitive approach,

Other

our programs engage marginalized youth to build their productive

Other

assets and prepare them with appropriate skills to manage their

Other

transition to work and adulthood. Our holistic programming

Other

targets very young adolescents (10-14), adolescents (15-19),

Other

and youth (20-29).

Other

Plan International USA expended approximately $7,254,364 on youth

Other

and economic empowerment in FY17, $4,794,474 of which was transferred

Other

to PII. Examples of Plan's FY17 projects in this area include:

Other

USAID Honduras Local Governance Project; USAID Bridges to Employment

Other

in El Salvador; Mitra Kunci - Indonesia; and USAID Bangladesh

Other

Advancing Adolescent Health (A2H).

Other

USAID Honduras Local Governance Project

Other

Plan is a member of a consortium led by Development Associates

Other

International (DAI) to implement the USAID Honduras Local Governance

Other

(HLG) Project. This project focuses on improving basic service

Other

provision, such as education, health, nutrition, and water management

Other

by strengthening citizen participation and influence of local

Other

governance in 90 municipalities across Honduras, through increased

Other

influence of civil society and improved performance of local service

Other

providers. With more than 40 years of experience working with

Other

Honduran communities, Plan supports the Honduran Local Governance

Other

project by engaging citizens to oversee service delivery, and

Other

builds the capacity of local civil society in project management,

Other

social audits, networking, planning, gender and inclusion, advocacy,

Other

and data-driven decision-making. Plan is also implementing an

Other

internship program for young people who will gain valuable work

Other

experience and employability skills by supporting the USAID Honduran

Other

Local Governance project.

Other

USAID Bridges to Employment in El Salvador

Other

The USAID Bridges to Employment project, led by DAI and in partnership

Other

with Plan International USA and JBS International, aims to link more

Other

than 20,000 at-risk youth-especially young women and vulnerable

Other

populations-to basic social resources of work, knowledge, security,

Other

and social capital to foster social inclusion through employment

Other

opportunities. The $3 million subcontract works to advance three

Other

objectives: 1) improved enabling environment promoting workforce

Other

development of at-risk youth in targeted high-growth sectors;

Other

2) improved quality of workforce development services to effectively

Other

insert at-risk youth into targeted high-growth sectors; and 3)

Other

improved workforce readiness demonstrated by targeted at-risk

Other

youth. The project currently works with youth, employers, training

Other

institutions, and other stakeholders in 12 of El Salvador's high-crime

Other

municipalities. Through various recruitment events and job fairs,

Other

Plan has recruited more than 2,700 youth for the project.

Other

Plan International USA is a key partner and leads Objective 3, working

Other

directly with youth to increase their employment and self-employment

Other

opportunities. Plan leads major activities, including the 2015

Other

implementation of a comprehensive Participatory Youth Assessment

Other

with more than 1,500 youth. Plan is working in partnership with

Other

the National Institute for Youth (INJUVE) to enhance its life

Other

skills curriculum based on USAID's 2016 guidance, and translating

Other

the curriculum into braille for youth with sight impairments.

Other

After youth take a psychometric exam, Plan staff help determine

Other

whether the young person is better suited for formal employment

Other

or entrepreneurship. For youth interested in employment, Plan

Other

facilitates their transition into technical courses related to ICT,

Other

manufacturing, hospitality, and agriculture. For those interested

Other

in entrepreneurship, Plan supports them with the development of

Other

their business plans and offers additional training in self-employment.

Other

Other youth who have not finished high school are encouraged to

Other

return to school or to participate in flexible education programs.

Other

For example, Plan met with the Ministry of Education, which shared

Other

the database of youth who are interested in finishing their studies

Other

through blended learning or online high school programs. Plan

Other

has also facilitated strategic partnerships with the Ministry

Other

of Labor, private sector businesses (such as Pollo Campero), and

Other

other donor-funded programs to expand the reach of project activities,

Other

and to ensure ongoing support by these actors after the project ends.

Other

Mitra Kunci - Indonesia

Other

Mitra Kunci is a $22.8 million, USAID-funded inclusive workforce

Other

development project implemented by a consortium led by Development

Other

Associates International (DAI). By working directly through local

Other

partners, Mitra Kunci supports 200,000 poor and vulnerable youth

Other

by improving access to quality workforce development programs;

Other

increasing private sector training opportunities; and enhancing

Other

the capacity of decision-makers to identify, promote, and support

Other

workforce development opportunities and initiatives. Plan leads

Other

on three core cross-cutting components of the project including

Other

Positive Youth Development (PYD), gender equality and social inclusion,

Other

and Technical Vocational Educational Training (TVET) and soft skills

Other

training. Through capacity building, Plan supports local partners

Other

to integrate positive youth development strategies that places

Other

the needs, aspirations, perspectives, and contributions of youth

Other

at the center of project design and implementation to help them

Other

become healthy, productive, and engaged citizens who can access

Other

and benefit from skills development, job training, and job placement

Other

activities. Similarly, at every stage Plan will work to help the

Other

consortium address barriers rooted in gender inequality and social

Other

exclusion to promote responsive, inclusive, and effective activities

Other

that prioritize the engagement of young women and people with

Other

disabilities.

Other

USAID Bangladesh Advancing Adolescent Health (A2H)

Other

The goal of the $6,000,000 A2H project is to improve adolescents'

Other

sexual and reproductive health and family planning knowledge,

Other

as well as access and use of related services for married and

Other

unmarried adolescents. The various cohorts targeted in this project

Other

include unmarried and married girls and boys aged 10-14 and 15-19.

Other

The project is structured to allow for multi-level interventions

Other

that target specific married and unmarried adolescent cohorts,

Other

as well as strengthen the engagement of key community gatekeepers

Other

and increase the demand for higher quality adolescent sexual and

Other

reproductive health (ASRH) and family planning services at the

Other

health center and provider levels. The project will also encourage

Other

delayed marriage, healthy birth spacing, and adolescent-friendly

Other

SRH services at government, non-governmental organization (NGO),

Other

and private sector health facilities. Specific objectives of the

Other

project are to:

Other

- Deliver ASRH information; encourage delayed marriage; and provide

Other

family planning, nutrition and foundational life skills training

Other

via a peer-to-peer model to married and unmarried adolescents

Other

in the following cohorts: unmarried girls and boys aged 10-14;

Other

unmarried girls and boys aged 15-19; pre-marital couples; newly-married

Other

couples; married couples with no children; and married couples

Other

with one or more children.

Other

- Strengthen adolescent-friendly SRH and family planning services

Other

and information, as well as comprehensive confidential counseling,

Other

in both government and community health centers and with formal

Other

and non-formal providers.

Other

- Engage key community gatekeepers in the intervention areas to

Other

become resources and advocates-accountable for their communities'

Other

adolescent population-to assist in delaying age at marriage, delaying

Other

age at first birth, and encouraging safe birth spacing, along

Other

with increasing demand for utilization of and access to strengthened

Other

SRH and family planning services.

Other

B. Building relationships

Other

As part of our mission, we promote learning and understanding

Other

among people of different countries and cultures. Our child

Other

sponsorship program-through which a sponsor in the U.S. is

Other

linked with a child in need-encourages children and sponsors

Other

to exchange letters, cards, and photos as a way to better understand

Other

each other's cultures. Through our website and sponsor communications,

Other

we frequently urge sponsors to send email communications or

Other

letters to their sponsored children. These cross-cultural exchanges

Other

provide the foundation for the sponsor/child relationship.

Other

Plan also provides various program communications to sponsors

Other

throughout the year. Sponsors are introduced to their children

Other

through the initial materials in their Sponsorship Guide. The

Other

"Sponsored Child Introduction" provides information on the

Other

child and his or her family, along with two photographs. This

Other

background information is accompanied by an "Area Overview"

Other

that provides information relevant to activities, programs,

Other

and projects in the sponsored child's program area and country.

Other

Our annual "Sponsored Child Update" also details activities,

Other

programs and projects within a child's program area and country.

Other

This update is accompanied by new photographs of the sponsored

Other

child and his or her family members.

Other

Building relationships is a reciprocal process, and we frequently

Other

encourage two-way communications. We contact all new sponsors

Other

to welcome them to Plan and encourage them to write to their

Other

sponsored child. To support sponsors in writing to their sponsored

Other

children consistently, we provide turn-around stationery several

Other

times throughout the year. In addition, we remind sponsors

Other

of their children's upcoming birthdays and encourage them to

Other

send birthday greetings.

Other

The cost of $968,839 associated with these cross-cultural exchanges

Other

is known as "Building Relationships." During the year ending

Other

June 30, 2017, there were more than 121,502 instances of communications

Other

between sponsors, sponsored children and families, and the

Other

child's local Plan office. These communications are processed

Other

through a centralized communications and mail area at the Plan

Other

International USA office in Warwick, RI.

Other

C. Development education and advocacy

Other

To further our mission, Plan International USA conducts educational

Other

outreach programs in the U.S. with youth, educators, donors,

Other

sponsors, and the public about issues affecting children and

Other

families in the developing world. Development Education programs

Other

enhance the public's understanding of the causes and conditions

Other

of poverty in developing countries and the role that Plan has

Other

in addressing children's vulnerabilities and breaking the cycle of

Other

poverty. Development Education is one of the key tools Plan uses

Other

to strengthen relationships with and between individual children,

Other

adults, groups, organizations, and institutions. We provide messages

Other

to the public through country and practice area technical briefs,

Other

website updates, monthly e-newsletters, and social media posts,

Other

among other materials. Youth group activities and speaking engagements

Other

by staff also play a key role in the delivery of Plan's messages.

Other

The Youth Engagement and Action (YEA) team at Plan International

Other

USA works directly with students and teachers in an effort to

Other

increase awareness of the challenges and barriers that children

Other

and youth face in the developing world. The Youth Advisory Board

Other

(YAB) is another body of young people from around the U.S. striving

Other

to vocalize the needs of youth by serving as ambassadors to and

Other

for Plan International USA. The YAB creates and nurtures a network

Other

between Plan's international youth and organizational decision-makers

Other

in order to reinforce Plan's mission of empowering children across

Other

the world. Its role ranges from participating in discussions with

Other

the Board of Directors to collaborating with other Plan Federation

Other

members' youth advisory groups, and growing a network of youth

Other

across the U.S. dedicated to supporting the work of Plan.

Other

Additionally, Plan International USA facilitates engagement through

Other

memberships and advocacy efforts that reinforce our communications

Other

around poverty and community development. Plan International USA

Other

is an active partner and/or member of groups and coalitions that

Other

support these issues, such as the Sanitation and Water for All

Other

Partnership (SWA), Alliance for International Youth Development,

Other

Modernizing Foreign Assistance Network (MFAN), Society for International

Other

Development (SID), U.S. Global Leadership Coalition (USGLC), and

Other

InterAction. Plan International USA is also a founding member,

Other

chair, and coordinator of the Orphans and Vulnerable Children

Other

Task Force.

Other

Other important elements of Plan's outreach are the partnerships

Other

we develop to increase awareness about challenges in the developing

Other

world. Plan and Nickelodeon International's "Together For Good"

Other

is a global initiative to empower kids to make positive changes

Other

in the world around them. "Together For Good" serves as Nickelodeon's

Other

international platform to inspire its audiences to get involved

Other

in their communities, provide the resources and education to get

Other

the job done, and celebrate the impact they're making every day.

Other

Plan is Nickelodeon's inaugural partner for this initiative. As

Other

part of Nickelodeon's international "Together For Good" initiative,

Other

Plan teamed up with Nickelodeon to launch Together We Rock, a pro-social

Other

campaign dedicated to promoting gender equity. Nickelodeon created

Other

an international game to inspire concepts of gender equity, which

Other

invited players to join Tomika, the main character in the hit

Other

show School of Rock, to lead a group of student musicians on the

Other

way to greatness. The network also aired an international School

Other

of Rock programming marathon during the month of May across more

Other

than 170 countries and territories internationally, showcasing

Other

episodes from the series that highlight female role models,

Other

equity-themed moments, and self-confidence. The campaign was a huge

Other

success and leveraged over $5.6m of media outreach across multiple

Other

Nickelodeon platforms.

Other

Plan also has an ongoing partnership with Glamour magazine, which

Other

announced its newest charitable initiative in 2014: The Girl Project.

Other

The Girl Project was conceptualized and started in part because

Other

of recent world events highlighting the dangers girls face going

Other

to and staying in school. Along with three other non-profit partners,

Other

Plan is benefiting from money raised from the print campaign and

Other

broader outreach, including advocacy and awareness-raising events

Other

featuring former First Lady Michelle Obama and other notable influencers

Other

and activists. Plan youth ambassadors from Vietnam, the Philippines,

Other

and El Salvador have spoken at high-level events promoting international

Other

support for girls' education.

Other

A different type of partnership-celebrity engagement-has been

Other

extremely helpful in leveraging our brand and raising awareness.

Other

Celebrities are able to lend their voices to Plan International

Other

USA's causes and amplify our messages to various audiences, particularly

Other

through print, on-air, and social media channels. Through donor

Other

communications, sponsor meetings, website publications, and public

Other

gatherings, Plan International USA will continue to reach out

Other

to the public and invite them to engage with us and make a lasting

Other

difference for children around the world. We have found that once

Other

people understand these issues, they are willing to take action.

Other

Our task is to help bring these issues to light.

Other

Regular meetings between CEOs and senior staff of organizations

Other

with similar missions help to give all of us a stronger voice.

Other

For the fiscal year ended June 30, 2017, the total Development

Other

Education and Advocacy expenses were $1,239,009. During FY17,

Other

Plan International USA initiated more than 1,500,000 mailed or

Other

emailed communications, to help educate our donors and partners

Other

and also participated in various presentations, activities, and

Other

forums.

Form 990EZ, Part I, Line 16

Professional Consulting Fees

Form 990EZ, Part I, Line 16

Marketing/Media

Form 990EZ, Part I, Line 16

Miscellaneous

Form 990EZ, Part II, Line 24

Pledges Receivable - Net

Form 990EZ, Part II, Line 24

Grants Receivable - Net

Form 990EZ, Part II, Line 24

Prepaids

Form 990EZ, Part II, Line 24

Investments

Form 990EZ, Part II, Line 26

Accounts Payable & Accrued Expenses

Financial Statement Notes

Pt V, Line 4

The intended use of the Endowment Fund is to maintain

Pt V, Line 4

the purchasing power of the assets through long-term

Pt V, Line 4

returns which provide for both (a) future growth of the

Pt V, Line 4

endowment and (b) current income that can be used to

Pt V, Line 4

support Plan's program activities.

Pt XI, Line 2D

This amount represents the amount of the Net Impairment

Pt XI, Line 2D

loss on investments (totaling -$107,990).

Other

Additional information relating to Part XI, line 2b and Part XII, line 2a: Plan's outreach includes partnerships developed to increase awareness of global poverty. One such major campaign during Fy17 was Plan's and Nickelodeon International's "Together for Good" global initiative which included over $5.5m of media donated to Plan which was broadcast across multiple platforms in 170 countries and territories. The revenue and expense amounts reported as reconciling items in Part XI and XII, respectively, represent amounts included in the audited financial statements for US Generally Accepted Accounting Principles but excluded for the purposes of the Form 990 in accordance with the IRS instructions.

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IRS990/Form990PartVIISectionAGrp/TitleTxt0Board Chair
IRS990/Form990PartVIISectionAGrp/TitleTxt1Secretary
IRS990/Form990PartVIISectionAGrp/TitleTxt2Treasurer
IRS990/Form990PartVIISectionAGrp/TitleTxt3Vice Chair
IRS990/Form990PartVIISectionAGrp/TitleTxt4Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt5Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt6Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt7Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt8Board Member; Audit Chair
IRS990/Form990PartVIISectionAGrp/TitleTxt9Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt10Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt11Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt12Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt13Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt14Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt15Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt16Board Member
IRS990/Form990PartVIISectionAGrp/TitleTxt17President/CEO
IRS990/Form990PartVIISectionAGrp/TitleTxt18CFO
IRS990/Form990PartVIISectionAGrp/TitleTxt19Chief Marketing Officer
IRS990/Form990PartVIISectionAGrp/TitleTxt20Sr.VP, International Programs
IRS990/Form990PartVIISectionAGrp/TitleTxt21Director of IT
IRS990/Form990PartVIISectionAGrp/TitleTxt22Sr.Dir. Youth&Economic Empowerment
IRS990/Form990PartVIISectionAGrp/TitleTxt23Senior Dir Int'l Ops Africa/Asia
IRS990/Form990PartVIISectionAGrp/TitleTxt24Sr.Dir. WASH Practice
IRS990/Form990ProvidedToGvrnBodyInd0true
IRS990/FormationYr01937
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IRS990/FSAuditedBasisGrp/SeparateBasisFinclStmtInd0X
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IRS990/InformationTechnologyGrp/ProgramServicesAmt02479
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IRS990/InsuranceGrp/FundraisingAmt03250
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IRS990/OtherExpensesGrp/Desc2Educ./Training
IRS990/OtherExpensesGrp/Desc3Repairs/Maintenance
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IRS990/OtherExpensesGrp/FundraisingAmt35542
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IRS990/OtherExpensesGrp/ManagementAndGeneralAmt1116911
IRS990/OtherExpensesGrp/ManagementAndGeneralAmt2143831
IRS990/OtherExpensesGrp/ManagementAndGeneralAmt373129
IRS990/OtherExpensesGrp/ProgramServicesAmt00
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IRS990/OtherExpensesGrp/ProgramServicesAmt336844
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IRS990/OtherExpensesGrp/TotalAmt1116911
IRS990/OtherExpensesGrp/TotalAmt2244779
IRS990/OtherExpensesGrp/TotalAmt3115515
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IRS990/OtherLiabilitiesGrp/EOYAmt06470307
IRS990/OtherSalariesAndWagesGrp/FundraisingAmt0668958
IRS990/OtherSalariesAndWagesGrp/ManagementAndGeneralAmt04761786
IRS990/OtherSalariesAndWagesGrp/ProgramServicesAmt05202383
IRS990/OtherSalariesAndWagesGrp/TotalAmt010633127
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IRS990/OwnWebsiteInd0X

Document Assets

No mirrored PDF or thumbnail assets are attached yet.

Filings

Balance SheetOperations
YearAssetsLiabilitiesNet AssetsRevenueExpensesNet Income
2025XML pending. An XML filing is linked for this year, but detailed extraction is still pending.$53.2$10.5$42.7$51.6$49.7$1.83
2024Summary only. Only limited summary data is available for this year.$58.1$16.6$41.5$56.8$59.1$2.37
2023Summary only. Only limited summary data is available for this year.$56.8$14.8$42.0$55.4$61.4$5.98
2022XML pending. An XML filing is linked for this year, but detailed extraction is still pending.$63.9$16.4$47.6$61.5$60.2$1.26
2021Facts available. Structured filing facts are available, but richer extracted sections are limited.$70.3$20.5$49.8$62.3$60.2$2.11
2020Facts available. Structured filing facts are available, but richer extracted sections are limited.$63.5$18.4$45.1$65.6$60.3$5.26
2019Summary only. Only limited summary data is available for this year.$49.4$9.18$40.3$66.7$64.8$1.97
2018XML pending. An XML filing is linked for this year, but detailed extraction is still pending.$46.0$7.08$38.9$76.1$73.4$2.69
2017Detailed filing. Detailed filing data is available for this year.$44.7$8.75$35.9$71.4$63.8$7.61
2016Detailed filing. Detailed filing data is available for this year.$35.2$7.05$28.2$57.4$58.6$1.25
2015Summary only. Only limited summary data is available for this year.$36.4$6.58$29.8$84.7$97.6$12.9
2014Detailed filing. Detailed filing data is available for this year.$46.2$3.30$42.9$100.0$86.0$14.0
2013Facts available. Structured filing facts are available, but richer extracted sections are limited.$37.0$7.67$29.3$75.2
2012Facts available. Structured filing facts are available, but richer extracted sections are limited.$29.3$1.57$27.7$80.4
2011Summary only. Only limited summary data is available for this year.$51.0$2.09$48.9$88.3$64.4$23.9
Peer Organizations

Similar nonprofits based on the same Siviq industry and scale cohort. 2017 filings • 501(c)3 • $50M-$100M nonprofits