World Bicycle Relief Nfp

“ORGANIZATION'S MISSION (CONTINUED) FORM 990, PART I, LINE 1 is no longer a barrier to independence and livelihood so individuals and communities can thrive. Our long-term goal is to inspire followers, funders, partners, and competitors to scale the availability of quality bicycles. We seek to empower the one billion individuals worldwide who do not have affordable, accessible transportation and therefore lack access to education, healthcare, and livelihoods. World Bicycle Relief distributes a rugged, specially-designed, locally-assembled bicycle, while also building a sustainable mobility ecosystem with community-based mechanics, sustainable spare parts supply chains, and community-owned programming. ORGANIZATION'S MISSION (CONTINUED) FROM 990, PART III, LINE 1 We address the systemic challenges of distance and last mile mobility by manufacturing a bicycle specially designed from the ground up for rough roads and heavy loads for base of the economic pyramid users and consumers. Rugged, affordable, long-lasting, and locally-assembled, WBR distributes the Buffalo Bicycle to health service providers, students, farmers, and businesses, while building a sustainable bicycle mobility ecosystem to support end-users. By working with and through partners, training local bicycle mechanics, providing market-based access to spare parts, and nurturing community ownership of programming, we support community-based long-term impact and a vibrant mobility ecosystem. Since 2005, WBR has distributed 523,500 purpose-built bicycles (as of September 2020), impacting an estimated 2.6 million individuals across 20 countries. We rigorously measure results, seek input from users and partners, and iterate the Buffalo Bicycle and our programs to boost impact. ILLUSTRATIVE RESULTS Education: WBR's education programming in Zambia was the subject of a recent study-an independent randomized controlled trial-led by Innovations for Poverty Action. The study found that over just one year, girls with our Buffalo Bicycles and supportive programming achieved a 66% increase in punctuality, 28% reduction in absenteeism, 33% reduction in time to travel to school (saving them nearly six hours a week), improved math scores, and increased feelings of safety. As importantly, the researchers also found statistically significant improvements in an array of measures of girls' empowerment, such as pro-sociality, locus of control, bargaining power, fertility preferences, and self-image. Health: On two U.S. Agency for International Development funded health focused activities, the projects found that with a Buffalo Bicycle, health workers in Kenya increased their monthly patient visits from 87.5% to 187.5%, boosted patient referrals up to 50%, and contributed to tuberculosis drug defaulter rates dropping to 0% in a sample of clinics. In Zambia, where retaining volunteer health workers can be a major challenge, the project found that with a two-year service-to-own incentive agreement for a bicycle, health worker retention rates reached 95%. Livelihoods: Through a partnership with a local Zambian dairy cooperative providing milk to Parmalat, WBR has been selling Buffalo Bicycles to small holder dairy farmers. With their bicycle, the cooperative's farmers increased their deliveries by 25% and incomes by 23%, while maintaining a 100% repayment rate. In support of a Food and Agriculture Organization activity promoting conservation agriculture practices, lead farmers that were provided Buffalo Bicycles increased their follower farmer visits by 120%, 79% of lead farmers were able to visit more follower farmers per month, and time to market dropped by 45%, saving 3.5 hours per week while reducing post-harvest losses. The Need According to the World Bank, one billion people lack access to economic opportunities, markets, healthcare, and education due to distance. In Africa alone, 70% of the rural population lack access to all season road and transport services, and primarily rely on wa”

“PROGRAM SERVICE ACTIVITIES FORM 990 PART III, 4A Through partnerships with target communities, community members play a critical role in identifying and prioritizing high impact activities, with the ultimate goal of assisting communities to increase access to education, healthcare, and livelihoods in a sustainable manner. Working with local leaders and building local management capacity, our partner communities use sustainable bicycle transport to reduce their vulnerability, boost their independence, and ultimately thrive. Based on learnings and insights from previous activities, WBR's programming approach has continued to evolve. We operate both sector-specific activities focused on health, education, or livelihoods, while also launching a holistic multi-sector approach in defined geographies for a three+ year duration. Given that a bicycle is a household asset that men, women, boys, and girls use in many different ways, a holistic approach enables cost efficiencies and an even higher return on impact. Using a multi-sector approach in defined geographies with an upfront commitment to a multi-year engagement, WBR can best support sustainable bicycle use through our sustainable bicycle ecosystem, which includes our assembly and distribution facility, spare parts supply chain, trained local mechanics, social enterprise retail shops, and community ownership of programming. Our programming approach is informed by the Sustainable Livelihoods Framework developed by the United Kingdom's Department of International Development. The Sustainable Livelihoods Approach looks holistically at poverty's causes and considers the assets that poor people need in order to sustain an adequate income to live, such as quality bicycles in areas where distance is a challenge. Our theory of change is based on the hypothesis that if communities help identify the distance barriers they face and co-design solutions, are supported to create local management structures, and are provided with high quality Buffalo Bicycles, supported by WBR-trained community mechanics and access to spare parts, then they will manage community bicycle programs and benefit from improved transportation to goods and services. That will result in improved household access to markets, community structures and services, girl and boy school attendance, maintained bicycles, and sustainable community owned bicycle programs. Over the long-term, our approach results in improved productivity, increased and diversified household incomes, improved education and healthcare, and other empowerment outcomes. These outcomes, supported by WBR's holistic bicycle ecosystem, will result in people and communities being independent and thriving. PROGRAM SERVICES (CONTINUED) FORM 990 PART III, LINE 4B Social enterprise sales typically account for 45% to 60% of WBR's total bicycles distributed in a given year. Since the launch of Buffalo Bicycle Limited in 2008, our social enterprise has sold approximately 277,000 bicycles. Through Buffalo Bicycle Limited, WBR multiplies our impact: we increase market access for the Buffalo Bicycle to individuals and organizations, expand WBR's funding base (reducing some need for philanthropic funding), nurture a market-based supply chain of spare parts, and leverage manufacturing economies of scale, which lowers the per unit cost of bicycles for WBR programs. WORLD BICYCLE RELIEF (WBR) SUPPORTS THE SOCIAL ENTERPRISE PROGRAM THROUGH SHARED LEADERSHIP RESOURCES. SOCIAL ENTERPRISE SALES FROM OUR WHOLLY OWNED FOR-PROFIT SUBSIDIARY, BUFFALO BICYCLES LTD., HELP FUND OUR PHILANTHROPIC PROGRAMS AND PROVIDE VALUABLE DATA THAT AID US IN DEVELOPING ECONOMIES OF SCALE AND OTHER EFFICIENCIES. IN AN EFFORT TO CREATE EFFICIENCIES IN RESOURCES, A PORTION OF TIME AND RESOURCES FROM CERTAIN MEMBERS OF THE LEADERSHIP TEAM ARE ALLOCATED TO THE RUNNING OF BUFFALO BICYCLES. IN DOING SO, WBR AND BUFFALO BICYCLES MAINTAIN AN ALIGNED FOCUS ON THE MISSION OF THE ORGANIZATION - TO PROVIDE RELIA”

“Form 990, part vi, line 1a the board of directors shall have power to appoint committees for the purpose of conducting certain aspects of the corporate business not otherwise delegated. Committees may not act on behalf of the corporation unless such authority is specifically delegated to the committee, and if such corporate authority is so delegated, it shall be valid only as to a single issue and not in general terms. The board of directors may from time to time appoint advisory boards or special councils for specific purposes that do not require corporate action. The composition of such advisory groups may include persons with professional skills or special experience necessary to advise and inform the board of directors. Such advisory groups shall not have the authority to commit the corporation to any legal contracts or agreements whether or not related to the business of the corporation. The board of directors shall not lend apparent authority to such advisory groups and all related corporate resolutions shall expressly limit the groups' authority in this respect.”

“Form 990, part vi, line 2 board members stanley day and chairman frederick k.w. Day have a family relationship. Michael herr, brian benzer, stanley day, and frederick k.w. Day have a business relationship.”

“Form 990, part vi, line 11b the cfo and treasurer reviewed a draft of the form 990 that was prepared by a third party tax preparer, grant thornton, based upon information wbr provided the preparer. Subsequent to their review, management and the full voting board received a copy of the draft return electronically. The board provided any questions or comments to the ceo and treasurer and the form 990 was revised, as necessary. The full voting board of directors received a copy of the form 990 prior to filing with the irs.”

“Form 990, part vi, line 12c the responsibility for disclosing any known or reasonably foreseen actual or potential conflicts of interest shall be upon the interested party whose interests are or may appear to be in conflict. All interested parties are required to file a disclosure statement with wbr prior to such individual commencing his or her service with wbr and thereafter shall file with wbr an updated disclosure statement as may be required from time to time by the board of directors or its committee designee, and in no event less often than annually. The minutes shall reflect that the conflict of interest was disclosed and the interested person was not present during any discussion of the matter and did not vote on the matter in person or by proxy. When any such conflict of interest is relevant to a matter requiring action by the board of directors or any committee of the board, the interested person shall disclose such conflict to the board of directors or such committee; and shall not vote on the matter. Further, the interested person having a conflict shall retire from the room in which the board or the committee is meeting and shall not participate in any deliberation or decision regarding the matter under consideration. When there is a doubt as to whether a conflict of interest exists, the matter shall be resolved by a vote of the board of directors or the committee, as the case may be, excluding the interested person concerning whom the doubt has arisen. The board of directors, from time to time, shall report on its implementation of these guidelines and the status of any policy developments regarding compensation and conflicts of interest. Further, the board of directors shall report after having been alerted to specific instances when these guidelines have not been followed or any other issue regarding compensation or conflict of interest is determined to exist.”

“Form 990, part vi, line 15a wbr establishes a rebuttable presumption that the compensation paid to the ceo and other executives is reasonable. Wbr establishes a position by comparing the compensation of its ceo and other executives against 10 similar size nonprofits in wbr's peer group and third-party market data provided by grant thornton. The data used for the comparison is taken from the 990, annual report and audited financial statements from the 10 nonprofits and third-party data bases accessed by grant thornton. The final analysis is presented to the board of directors of wbr and salaries are approved yearly at the february board meeting.”

“Form 990, part vi, line 15b compensation is established for the ceo and treasurer by the board after a thorough salary/market review by a third party. This salary/market review process was completed in 2019 by grant thornton. Each year the board evaluates the ceo and treasurers performance through an assessment process. The board uses this data to determine compensation. The senior staff has a comprehensive performance evaluation and compensation review done at the end of each calendar year. Salary is benchmarked regularly vis-a-vis other similar organizations using form 990 data. Documentation of the compensation review is contemporaneously documented in the human resources files.”

“Form 990, part vi, line 19 the following documents are posted on the organization's website and available upon request: articles of incorporation, bylaws, conflict of interest policy, and audited financial statements.”