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( )  H (X   (      Q     Q!@ !@      83ffff̙̙3f3fff3f3f33333f33333` g(Summary-Unusual foundations .(Intermediate sheet) 0.Details on Program Areas5List of FoundationsTzr83  @@   ,Original index (ignore this)#Total # foundations doing the causeUnusualness score Gates Foundation, Bill & MelindaFord Foundation$Johnson Foundation, Robert Wood, The)Packard Foundation, David and Lucile, TheKresge Foundation, TheLilly Endowment Inc.Reynolds Foundation, Donald W.Rockefeller Foundation, TheSimons Foundation, The Carnegie Corporation of New York Mott Foundation, Charles StewartStarr Foundation, The$Woodruff Foundation, Inc., Robert W.McKnight Foundation, The2Weinberg Foundation, Inc., Harry and Jeanette, TheSherwood Foundation, The!Duke Charitable Foundation, DorisAnnenberg FoundationHouston Endowment Inc.Irvine Foundation, James, TheSea Change FoundationBrown Foundation, Inc., TheNoVo FoundationBarr FoundationCitizens Programs Corporation!Kauffman Foundation, Ewing Marion Daniels FundAhmanson Foundation, TheAnschutz Foundation, Theben Joseph Foundation, Shimon.Bradley Foundation, Inc., Lynde and Harry, The0Klingenstein Fund, Inc., Esther A. & Joseph, The,Mabee Foundation, Inc., J. E. and L. E., The#California Wellness Foundation, TheWallace Foundation, The!Valley Foundation, Wayne & GladysMarisla Foundation, TheSurdna Foundation, Inc.Joyce Foundation, TheSkoll Foundation, TheWeingart Foundation%Clark Foundation, Edna McConnell, TheO'Donnell FoundationMoody Foundation, The!Haas, Jr. Fund, Evelyn and WalterMurdock Charitable Trust, M. J.Adelson Family FoundationCommonwealth Fund, TheOak Foundation U.S.A., TheJohnson Fund, Edward C.!Luce Foundation, Inc., Henry, TheArcus Foundation1Flight Attendant Medical Research Institute, Inc.Hall Family FoundationRockefeller Brothers Fund, Inc./Schusterman Family Foundation, Charles and LynnWalton Family Foundation, Inc.*Hewlett Foundation, William and Flora, TheKellogg Foundation, W. K."Moore Foundation, Gordon and Betty!Mellon Foundation, Andrew W., The3MacArthur Foundation, John D. and Catherine T., The"Foundation to Promote Open Society#Broad Foundation, Eli & Edythe, TheCalifornia Endowment, The5Helmsley Charitable Trust, Leona M. and Harry B., TheDuke Endowment, TheHilton Foundation, Conrad N.'Knight Foundation, John S. and James L.'Dell Foundation, Michael and Susan, TheRobertson FoundationMellon Foundation, Richard KingPenn Foundation, William, TheBuffett Foundation, Howard G.Sloan Foundation, Alfred P.Templeton Foundation, JohnHeinz Endowments, TheOsher Foundation, BernardKeck Foundation, W. M.%Lumina Foundation for Education, Inc.Casey Foundation, Annie E., The'Buffett Foundation, Susan Thompson, TheFoundation unusualness score !"U.S. Education (K12 and preschool) U.S. PovertyLocalArts & cultureEnvironment (conservation)EU.S. Higher education: increasing access/scholarships/general supportU.S. Hospitals/health careClimate change/energyMedical research$Developing-world poverty (ex-health)6Developing-world transparency/accountability/democracyDeveloping-world health&Public health (obesity, smoking, etc.)foreign policy analysis,Natural sciences or mathematics(non-medical) Philanthropy Human RightsReligiondisabled/elderly/specific culture (judaism, asian studies, etc.) immigrationviolence against women-Promoting specific topics in higher educationU.S. Substance abuse services Public spaces General mediaDeveloping-world educationPopulation/reproductive health Libraries6Social entrepreneurship/funding for general innovators)Tolerance (racial tolerance, LGBTQ, etc.)!Developing-world higher educationPublic transportationnuclear nonproliferation child abuseQGeneral promotion of a particular political philosophy (liberalism, conservatism)Scholarship and open accessEducation and technologySocial sciences)Information access (cellphones, internet)BDeveloping-world advocacy (reproductive rights, environment, etc.)Disease surveillanceSocial & emotional learningEntrepreneurship (promotion at colleges; support networks; minority entrepreneurs; Proof of Concept centers; promoting life sciences entrepreneurs, research on entrepreneurship)K12 STEM promotionSports/recreationmoney and politics Drug policy-U.S. Government transparency & accountability%Scholarships & fellowships (overseas)U.S. Agriculture improvementCataloguing species"Synthetic biology as security riskPublic understanding of scienceK-12: gifted/talenteded. Foundation zimbabwe only neuroscienceentrepreneurshipethics (business school)international studies Developmentgun violence preventionRomaPhilosophy and theology Program AreaFoundation index Row index Overall indexmissing website Program areaURLNameText Top-level$http://www.webcitation.org/66gIpTgrk$http://www.webcitation.org/66gJ1B5OA$http://www.webcitation.org/66gJ4tKny$http://www.webcitation.org/66gJKiqc6Global Development ProgramGlobal Health ProgramUnited States ProgramGrantee Profiles"Nearly 2.5 billion people live on less than $2 a day, and more than 1 billion suffer from chronic hunger. We believe that progress is possible on a large scale and in very poor countries. Our mission: Increase opportunities for people in developing countries to overcome hunger and poverty.Our Global Health Program harnesses advances in science and technology to save lives in poor countries. We focus on the health problems that have a major impact in developing countries but get too little attention and funding. Where proven tools exist, we support sustainable ways to improve their delivery. Where they don t, we invest in research and development of new interventions, such as vaccines, drugs, and diagnostics.We believe that when all people in the United States have the opportunity to develop their talents, our society thrives. Our mission: Help ensure greater opportunity for all Americans through the attainment of secondary and postsecondary education with genuine economic value.qThe features in this section highlight the impact just a few of our grantees have had in their respective fields.$http://www.webcitation.org/66gJhNyOj$http://www.webcitation.org/66gJvud7i$http://www.webcitation.org/66gd8hgxp)No URL: just explanation on the webpage. Agricultural DevelopmentFinancial Services for the PoorWater Sanitation and HygieneSpecial InitiativesPolicy and Advocacy'Approximately 1 billion people live in chronic hunger and more than 1 billion live in extreme poverty. Many are small farmers in the developing world. Their success or failure determines whether they have enough to eat, are able to send their children to school, and can earn any money to save. Fewer than 10 percent of the world's poor have access to safe, affordable financial services. We are working with a wide range of public and private partners to help make microfinance particularly savings accounts widely accessible to poor people throughout the developing world.8About 2.6 bill< ion people use unsafe toilets or defecate in the open. Poor sanitation causes severe diarrhea, which kills 1.5 million children each year. Smart investments in sanitation can reduce disease, increase family incomes, keep girls in school, help preserve the environment, and enhance human dignity.fThree Subcategories of this category with URLs: Libraries, Urban Development and Emergency Assistance.'Lasting progress against global hunger and poverty will take international attention and commitment from all corners and across all sectors. We work to increase awareness of global development issues, identify and promote powerful solutions, and advocate for more and more effective investments.$http://www.webcitation.org/66gdMAdfP$http://www.webcitation.org/66gdPdTtu$http://www.webcitation.org/66gdTTe9q$http://www.webcitation.org/66gdWcy9D$http://www.webcitation.org/66gdZ2ZSS$http://www.webcitation.org/66gdcWQKp$http://www.webcitation.org/66gdhJrnD$http://www.webcitation.org/66gdk6HyS$http://www.webcitation.org/66gdo14ES$http://www.webcitation.org/66gdx438z$http://www.webcitation.org/66gdvfVWG&Diarrhea, Rotavirus & Enteric DiseasesHIV/AIDSOur Work in Malaria Pneumonia TuberculosisLOur Work in Neglected Diseases: Visceral Lesishmaniasis, Guinea Worm, RabiesFamily PlanningOur Work in Nutrition"Maternal, Newborn and Child HealthOur Work in TobaccoVaccines!While diarrhea-related deaths have decreased globally, diarrheal diseases remain the second-leading cause of childhood deaths. We aim to save and improve millions of lives through the development and delivery of low-cost interventions that prevent and treat diarrheal and enteric diseases.1Many countries have made progress in reducing the number of new HIV infections through comprehensive prevention efforts. But much work still needs to be done. New HIV infections could be significantly reduced if effective prevention programs are expanded and reach those at greatest risk of HIV infection.We aim to improve existing and develop new tools to prevent and treat malaria. Our long-term goal is to eradicate this deadly disease.Recent scientific advances have created enormous opportunities to reduce the impact of pneumonia - the leading cause of child deaths in the developing world. There are now proven vaccines available to protect against the major causes of pneumonia, and progress is being made in introducing them through GAVI. However, more innovation and resources are needed to prevent and treat childhood pneumonia.After a decade of focused investment in TB innovation, a promising pipeline of new tools is in development. New drugs, diagnostics, and eventually a vaccine could vastly improve the way the world responds to TB, but more research and development is needed to ensure that these tools are fast acting, accessible, affordable, and simple to use. Our goal is to accelerate a reduction in global TB incidence.Our goals are to prevent more people from getting these diseases, treat those who have been infected, and eliminate or eradicate these diseases when feasible.5One of the most cost-effective public health interventions is family planning, which can significantly improve the health of women and their families. Family planning enables women and couples to determine the timing and spacing of their children and gives mothers and newborns an opportunity to stay healthy.CWe re working to improve diets of people in the developing world and ensure proper nutrition for young children and their mothers.Our work in nutrition affects, directly or indirectly, many of the health issues we address at the foundation. It is central to our success in helping all people lead healthy, productive lives.Safeguarding the health of mothers and young children is one of the world s most urgent priorities and a core focus of our work. Every year in developing countries, millions of mothers and their babies die during childbirth or in the first months of life. These deaths can be prevented.gOur goal is to significantly reduce tobacco-caused disease, death, and poverty in the developing world.>Vaccines are one of the most effective health interventions ever developed. We are committed to research on new vaccines, and the delivery of existing and future vaccines to those who need them.We can t do it alone though.Donors, private industry and other partners are critical to ensuring we can reach every child.United States Program $http://www.webcitation.org/66ge4kFtH$http://www.webcitation.org/66geF3S6q$http://www.webcitation.org/66geICbvz$http://www.webcitation.org/66geLoeXI$http://www.webcitation.org/66gePWw4F$http://www.webcitation.org/66geTJBlK$http://www.webcitation.org/66geVOC1q$http://www.webcitation.org/66geZ7ITtEarly LearningEmergency ResponseCollege-Ready EducationFamily HomelessnessUnited States LibrariesEmpowering CommunitiesPostsecondary Education ScholarshipsAbout 80,000 children enter kindergarten in Washington state each year, and many lack basic language and behavioral skills such as knowing letters and colors, following directions, getting along with others, and exhibiting impulse control. Unfortunately, when children start behind, they often stay behind, leading to an achievement gap in elementary school and beyond. We re working to build a quality early learning system in Washington state.+We support: People affected by the global food crisi, People in Sri Lanka and Pakistan displaced by political unrest and violence, Victims of the earthquake in Haiti, Communities affected by Typhoon Ketsana in the Philippines and Vietnam, and a consortium of leading humanitarian aid organizations.The foundation has set an ambitious goal in K-12 education: to graduate all students college-ready. Currently, only a third of students graduate on-time with the skills and knowledge they need to succeed beyond high school. Together with our partners, we are working to provide all students especially low-income and minority students with the opportunity to realize their full potential.DWe re workin< g to dramatically reduce the number of homeless families in Washington state. We re encouraging practices that make the most efficient use of existing resources; create incentives to attract new funding; and employ effective, proven strategies that have reduced family homelessness in other parts of the country.@We re working to narrow the digital divide in the United States.qIn Washington state, we work to expand opportunities to help families with great needs and few resources live healthy and productive lives. While most of our local grants focus on giving children a great education and ending family homelessness, we also know that communities with strong support systems are more effective in reaching and serving families and children.[A high school education is not enough to compete in today s global economy. Yet by age 30 most Americans have not earned a college degree or certificate. Our Postsecondary Success Strategy aims to dramatically increase the number of young adults who complete their postsecondary education, setting them up for success in the workplace and in life.IWe will help more than 27,000 low-income students get to college by 2016.$http://www.webcitation.org/66hRgiWB5$http://www.webcitation.org/66hRmqHyn$http://www.webcitation.org/66hRvWPAw$http://www.webcitation.org/66hS0iPuC$http://www.webcitation.org/66hS4LDal$http://www.webcitation.org/66hSBvLLc$http://www.webcitation.org/66hSJkhdj$http://www.webcitation.org/66hSOzVW6%Democratic and Accountable GovernmentEconomic Fairness(Educational Opportunity and ScholarshipsFreedom of ExpressionMetropolitan Opportunity,Sexuality and Reproductive Health and RightsSustainable DevelopmentAll of our work supports efforts that help people become participants in the decisions that have an impact on their lives. We do this primarily by supporting robust and inclusive civic organizations that bring diverse people together and give them a voice in the democratic process. Our global work focuses on strengthening the right of people to assemble and advocate and on promoting greater government transparency and accountability on issues ranging from public spending to the reform of key global institutions that govern the flow of resources.In the United States, we also focus on reforms that protect every individual's right to participation in the political process, including ensuring an accurate census count, fair redistricting and full access to voting.We focus on reforming public systems to help families move out of poverty and build the human capital, financial and productive assets they need for long-term intergenerational economic security. Worldwide, we work in areas of concentrated poverty including rural communities and urban neighborhoods to ensure that residents have access to quality financial products, such as savings, insurance and credit, and business development services that improve the productivity of their livelihoods and access to markets for their goods and services. In the United States, our work focuses on:Improving and expanding basic labor standards and social protection systems, Making it easier for low-income working families to take advantage of government programs and services, Broadening access to effective opportunities to gain new skills and move up career ladders, Promoting savings through public programs that match savings, and through stronger social insurance programs, Improving the regulation of financial markets to increase access for low-income families to responsible financial products, and Developing innovative financial products and services that are affordable and have the potential to assist households build assetsWe focus on strengthening educational systems to ensure all young people receive an education that enables them to engage in meaningful work and contribute as citizens in diverse societies. We work with organizations that produce compelling new thinking and evidence; promote effective and scalable practices; and communicate, advocate, and build the capacity for reform. Worldwide, we fund initiatives designed to transform the quality of secondary schools and help students from poor or marginalized communities gain access to quality higher education. In the United States, our secondary education work focuses on expanded and redesigned learning opportunities, high-quality teaching, adequate and fairly distributed resources, and strong accountability. Our higher education efforts support greater access and affordability, and innovations that increase the likelihood that students will earn degrees. We also support scholarship and cultivating the next generation of public intellectuals to inform and inspire social justice progress.Our work supports policies that ensure equal access to all media platforms, promotes social justice content in media and fosters documentary films that explore the social justice issues on which the foundation focuses. We also invest in the creative capital of underserved communities by supporting arts spaces that embrace marginalized voices and diverse audiences. In the United States, we support religious leaders and institutions that engage in public efforts to promote justice and equity as well as media-based efforts to promote informed, diverse and necessary dialogue on the public role of religion.All of this work focuses on developing a better-informed and engaged citizenry, and encouraging creative contributions to public participation in civic life.We focus on securing equal rights and opportunity for all. We support efforts to help vulnerable populations gain access to the social, political and cultural institutions that govern their rights. This work includes: Strengthening organizations and mechanisms that enforce human rights, Monitoring the policies and practices of institutions that affect the well-being of individual citizens, Supporting legal and advocacy efforts to establish and retain basic civil, economic and social rights, and Ensuring civil and criminal justice systems are fair, effective, accessible and nondiscriminatory. Our work concentrates on the world's most marginalized groups, which are among the poorest and most vulnerable in every society, and which f< ace some of the severest forms of discrimination: Women, Racial and ethnic minorities, Indigenous peoples, Immigrant communities, and People living with HIV/AIDS.We are working across the United States to support efforts that reach beyond individual neighborhoods and cities to connect residents with opportunities in their broader metropolitan economies. We support organizations that pursue integrated approaches to housing, land use and environmental planning, public transportation and community infrastructure, and aligned workforce opportunities.Our work promotes smarter public policy and planning, and links regional efforts to build economic growth and competitiveness over the long term with emerging national efforts to coordinate funding streams among cabinet agencies. We believe this approach advances a new vision of smart, regional development that integrates key elements of metropolitan life to build strong and sustainable communities.Our work is dedicated to strengthening sexual and reproductive health and rights, and encouraging comprehensive sexuality education and evidence-based public discourse on sexuality. We support those working to ensure that young people are empowered to have access to the information and services they need. Our efforts focus particularly on young women from poor and excluded communities because they bear the greatest burden of violence and disease. We support sexual and reproductive health policies, innovative programs and research that address the social, cultural and economic factors that undermine improved outcomes for girls and women. All of this work is motivated by the belief that a deeper understanding of human sexuality is an essential element of human rights and healthy social relationships. Those most affected must be at the fore of efforts to ensure that sexual and reproductive health and rights are addressed as a cornerstone of individual, family and community health.wWe support the development of natural resource policies and programs that give poor communities more control over these resources and a stronger voice in decision making on land use and development. We focus our efforts on poor rural communities, indigenous peoples, ethnic minorities and women, in particular. Our work ensures the international response to climate change respects the unique circumstances of these communities and contributes to their livelihoods. We also support the promotion of smart environmental policies that increase poor people's access to natural resources while simultaneously addressing climate change.$http://www.webcitation.org/66hSgACAR$http://www.webcitation.org/66hSnGvPR$http://www.webcitation.org/66hTOOfG1$http://www.webcitation.org/66hUBhZ0P$http://www.webcitation.org/66hUqpxxg+Increasing Civi and Political Participation,Strengthening Civil Society and Philanthropy7Promoting Electoral reform and Democratic Participation;Promoting Transparent, Effective and Accountable Government$Reforming Global Financial GoveranceXUnited States: To increase participation of marginalized communities at all levels of civic and political life by: Advocacy, Litigation and Reform; Capacity Building and technical Assistance; Leadership Development; Stakeholder Development and Collaboration; Communications and Public Education; Program Learning; and Evaluation and Assessment.!China: To increase the effectiveness of civic organizations by strengthening their infrastructure and regulatory environment by: Program learning; Capacity Building and Technical Assistance; Research and Public Policy Analysis; and Advocacy, Litigation and Reform. East Africa: To increase the effectiveness of civic organizations by strengthening their infrastructure and regulatory environments by: Capacity Building and Technical Assistance; Advocacy, Litigation and Reform; Stakeholder Development and Collaboration; Research aand Public Policy Analysis. United States: To increase the effectiveness of civic organizations by strengthening their infrastructure and regulatory environments by: Capacity Building and Technical Assistance; Evaluation and Assesment; Advocacy, Litigation and Reform. )United States: To eliminate barriers to democratic participation so that amrginalized populations in the United States are represented fully by: Stakeholder Development and Collaboration; Advocacy, Litigation and Reform; Communications and Public Education; and Research adn Public Policy Analysisq Andean region and Southern Core: To improve the transparency, accountability and inclusiveness of government institutions and processes by: Capacity Building and Technical Assistance; Communications and Public Education; Research and Public Policy Analysis; Prohram Exploration; and Leadership development. China: To improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Research and Public Policy Analysis; Capacity Building and Technical Assistance; Evaluation and Assessment; Stakeholder Development and Collaboration; and Program Exploration. India. Nepal and Sri Lanka: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Research and Public Policy Analysis; Program Exploration; and Communications and Public Education. Indonesia: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Research and Public Policy Analysis; Capacity Building and Technical Assistance; Network Building and Convening; Program learning; Program Exploration; Communications and Public Education; and Evaluation and Assessment. Mexico and Central America: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Research and Public Policy Analysis; Netowrk Building and Convening; Program learning; Program Exploration; Communications and Public Education; Evaluation and Assessment; and Foundationwide Activity. Middle East and North Africa: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Research and Public Policy Analysis; Capacity Building and Technical Assistance; Leadership Development; Program Exploration; Program Learning; and Communications and Public Education. United States: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Research adn Public Policy Analysis; Network Building adn Convening; Pogram Exploration; Capacity Bulding and Technical Assistance; and Communications and Publi Education. Southern Africa: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Capacity Building and Techinical Assistance; Research and Public Policy Analysis; Network Building and Convening; Prohram Exploration; Communications and Public Education; and Program learning. West Africa: to improve the transparency, accountabilty and inclusiveness of government institutions and processes by: Capacity Building and Technical Assistance; Communications and Public Education; and Research and Public Policy Analysis. Global: to make global finanical goverance systems more transparent, accountable and effective: Capacity Building and Technical Assistance; Rearch and Public Policy Analysis; Advocacy, Litigation and Reform and Program learning. $http://www.webcitation.org/66hV5Szjt$http://www.webcitation.org/66hVBFEUt$http://www.webcitation.org/66hVNxrMj$http://www.webcitation.org/66hVxoPpq$http://www.webcitation.org/66hWR89LP)Ensuring Good Jobs and Access to Services1Promoting the Next-Generation Workforce Stratgies*Building Economic Security over a lifetime&Improving Access to Financial Services4Expanding Livelihood Opperunities for Poor HousholdsUnited States: to help low-wage working families achieve economic self-suffciency by: Network Building and Convening; Advocacy, Litigation and Reform; Communications and Public Education; Program Demostration and Scaling; and Research and Public Policy Analysis.United States: to improve training and employment opportunities for marginalized workers by: Program Exploration; Program Demonstra< tion and Scaling; Program learning and Research and Public Policy Analysis.Andean Region and Southern Core: to promote social protection programs that help low-income familes achieve economic sustainability by: Capacity Building and Techinical Assistance; Advocacy, Litigation and Reform; and Program Exploration. United States: to promote social protection programs that help low-income familes achieve economic sustainability by: Advocacy, Litigation and Reform; Research and Public Policy Analysis; and Capacity Building and Technical Assistance. Southern Africa: to promote social protection programs that help low-income familes achieve economic sustainability by: Research and Public Policy Analysis and Advocacy, Litigation and Reform. United States: to improve access to and the infrastructure for innovative financial products and services for low-income people by: Program Exploration; Capacity Building and Technical Assistance; Advocacy, Litigation and Reform; Research and Public Policy Analysis; and Program Learning. Global: to improve access to and the infrastructure for innovative financial products and services for low-income people by: Program Exploration; Capacity Building and Technical Assistance; and Evaluation and Assessment. Andean Region and Southern Cone: to reduce poverty for rural and urban low-income households by: Advocacy, Litigation and Reform; Program Demonstration and Scaling; Program Exploration; Research and Public Policy Analysis; and Capacity Building and Technical Assistance. Eastern Africa: to reduce poverty for rural and urban low-income households by: Program Exploration; Advocacy, Litigation and Reform; and Program Demonstration and Scaling. India, Nepal and Sri Lanka: to reduce poverty for rural and urban low-income households by: Program Demonstration and Scaling; Program Exploration; and Advocacy Litigation and Reform. Indonesia: to reduce poverty for rural and urban low-income households by: Program Exploration; and Program Demonstration and Scaling. Mexico and Central America: to reduce poverty for rural and urban low-income households by: Advocacy, Litigation and Reform; Program Demonstration and Scaling; Evaluation and Assesment; and Program Learning. United States: to reduce poverty for rural and urban low-income households by: Program Exploration; Program Demonstration and Scaling; Advocacy, Litigation and Reform; Program Learning and Evaluation and Assessment. Southern Africa: to reduce poverty for rural and urban low-income households by: Program Exploration; and Program Demonstration and Scaling. West Africa: to reduce poverty for rural and urban low-income households by: Program Demonstration and Scaling. $http://www.webcitation.org/66hWdFpSG$http://www.webcitation.org/66hWzFiLL$http://www.webcitation.org/66hX8Gwz5 Transforming Secondary Education-Advancing Higher Education Access and SuccessMore and Better Learning TimeoChina: to reinvent public schools through more and better learning time in neighborhoods of concentrated poverty, so that students are prepared equitably for college, career and civic participation by: Research and Public Policy Analysis; Program Demonstration and Scaling; Capacity Building and Technical Assistance; Program learning; and Evaluation and Assessment. fAndean Region and Southern Cone: to foster policy and institutional reforms that improve disadvantaged people's access to and success in high-quality higher education by: Research and Public Policy Analysis; Program Demonstration and Scaling; Capacity Building and Technical Assistance; Advocacy, Litigation and Reform; Program Learning; and Evaluation and Assessment. Brazil: to foster policy and institutional reforms that improve disadvantaged people's access to and success in high-quality higher education by: Research and Public Policy Analysis; Capacity Building and Technical Assistance; and Evaluation and Assessment. China: (no notes.) Middle East and North Africa: to foster policy and institutional reforms that improve disadvantaged people's access to and success in high-quality higher education by: Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Research and Public Policy Analysis; and Program Demonstration and Scaling. United States: to foster policy and institutional reforms that improve disadvantaged people's access to and success in high-quality higher education by: Research and Public Policy Analysis; Advocacy Litigation and Reform; Leadership Development; Capacity Building and Technical Assistances; Evaluation and Assessment; and Program Demonstration and Scaling. Southern Africa: to foster policy and institutional reforms that improve disadvantaged people's access to and success in high-quality higher education by: Capacity Building and Technical Assistances; Research and Public Policy Analysis; Program Demonstration and Scaling; and Advocacy, Litigation and Reform. $United States: to reinvent public schools through more and better learning time in neighborhoods of concentrated poverty, so that students are prepared equitably for college, career and civic participation by: Capacity Building and Technical Assistance; and Program Demonstration and Scaling.$http://www.webcitation.org/66hXT8NR1$http://www.webcitation.org/66hXg9XyD$http://www.webcitation.org/66haqoxvL$http://www.webcitation.org/66hayC5YB$http://www.webcitation.org/66hb4SH8tSupporting Diverse Art SpacesAdvancing Public Service Media!Advancing Media Rights and AccessReligion in the Public Spher JustFilmsMexico and Central America: to promote a new generation of 21st-century arts spaces and arts leadership that reflect the cultural richness of diverse communities by: Capacity Bulding and Technical Assistance; Network Building and Convening; Program learning; and Foundationwide Activity. Middle East and North Africa: to promote a new generation of 21st-century arts spaces and arts leadership that reflect the cultural richness of diverse communities by: Capacity Building and Technical Assistances; Network Building and Convening; Program Demonstration and Scaling; Media/Content Development; and Communications and Public Education. United States: to promote a new generation of 21st-century arts spaces and arts leadership that reflect the cultural richness of diverse communities by: Network Building and Convening; Program learning; Capacity Building and Technical Assistance; Research adn Public Policy Analysis; and Program Demonstration and Scaling. uEastern Africa: to develop vibrant public interest media that engages and informs citizens worldwide on critical issues by: Capacity Building and Technical Assistance; Network Building and Convening; Media/Content Development; Program learning; and Research and Public Policy Analysis. India, Nepal and Sri Lanka: to develop vibrant public interest media that engages and informs citizens worldwide on critical issues by: Media/Content Development; Stakeholder Development and Collaboration; Capacity Building and Technical Assistance; Evaluation and Assessment; Research and Public Policy Analysis; and Program Learning. Indonesia: to develop vibrant public interest media that engages and informs citizens worldwide on critical issues by: Stakeholder Development and Collaboration; Media/Content Development; Capacity Building and Technical Assistance; and Evaluation and Assessment.Brazil: to promote universal access, open systems and diveresity in the media by: Capacity Building and Technical Assistance; Research and Public Policy Analysis; Evaluation and Assessment; and Stakeholder Development and Collaboration. United States: to promote universal access, open systems and diveresity in the media by: Research adn Public Policy Analysis; Stakeholder Development and Collaboration; Capacity Building and Technical Assistance; and Evaluation and Assessment.8United States: to increase the presence and effectiveness of diverse religious perspectives dedciated to social justice by: Research and Public Policy Analysis; Communications and Public Education; Advocacy, Litigation and Reform; Capacity Building and Techinical Assistance; and Network Building< and Convening. United States: to advance social justice worldwide through the talent of emerging and estabilished filmmakers by: Media/Content Development; and Communications and Public Education.$http://www.webcitation.org/66jGrhSZZ$http://www.webcitation.org/66jH3uCD9$http://www.webcitation.org/66hbScOOR$http://www.webcitation.org/66jHMIxXb$http://www.webcitation.org/66hbfHRUZ$http://www.webcitation.org/66hbobrxF$http://www.webcitation.org/66hbqFtCq,Advancing Racial Justice and Minority Rights'Protecting Immigrant and Migrant Rights,Reforming Civil and Criminal Justice Systems$Strengthening Human Rights Worldwide$Advancing Economic and Social RightsProtecting Women's Rights.Reducing HIV/AIDS Discrimination and ExclusionAndean Region and Southern Cone: to secure equal rights and greater opportunity for racial and ethica minorities and indigenous peoples by: Capacity Building and Techinical Assistance; Advocacy, Litigation and Reform; Leadership Development; Program Learning; and Reasearch and Public Policy Analysis. Brazil: to secure equal rights and greater opportunity for racial and ethica minorities and indigenous peoples by: Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Research adn Public Policy Analysis; Leadership Development; and Evaluation and Assessment. United States: to secure equal rights and greater opportunity for racial and ethica minorities and indigenous peoples by: Advocacy, Litigation and Reform; Leadership Development; Communications and Public Education; Research adn Public Policy Analysis; Stakeholder Development and Collaboration; and Program Learning.ZMexico and Central America: to help national, state and local organizations secure and protect migrant rights and intergrate them into a broader social justice agenda by: Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Program Learning; Research and Public Policy Analysis; and Communications and Public Education. United States: to help national, state and local organizations secure and protect migrant rights and intergrate them into a broader social justice agenda by: Advocacy, Litigation and Reform; Capacity Building and Techinical Assistance; and Program Learning. China: to ensure access for marginalized groups to a robust criminal justice community committed to fairness and equal protection under the law by: Leadership development; Program Learning; Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Research adn Publi Policy Analysis; and Program Demonstration and Scaling. United States: to ensure access for marginalized groups to a robust criminal justice community committed to fairness and equal protection under the law by: Leadership Development; Capacity Building and Techinical Assistance; Advocacy, Litigation and Reform; Communications and Public Education; Program Demonstation and Scaling; and Research and Public Policy Analysis.SAndean Region and Southern Core: to strengthen fresh voices to make the human rights movement more responseive to the needs of the poor and marginalized with a special emphasis on the Global South by: Research and Public Policy Analysis; Capacity Building and Technical Assistance; Foundationwide Activitiy; Advocacy, Litigation and Reform; Leadership Development; Network Building adn Convening; and Program Learning. Brazil: to strengthen fresh voices to make the human rights movement more responseive to the needs of the poor and marginalized with a special emphasis on the Global South by: Network Building and Convening; Research and Public Policy Analysis; Capacity Building and Technical Assistance; Program Learning; and Advocacy, LItigation and Reform. Global: to strengthen fresh voices to make the human rights movement more responseive to the needs of the poor and marginalized with a special emphasis on the Global South by: Network Building and Convening; Capacity Building and Techinical Assistance; Research and Public Policy Analysis; Advocacy, Litigation and Reform; and Program Learning.India, Nepal and Sri Lanka: to help people demand basic economic and social rights, and access remedies when those rights are violated by: Capacity Building and Technical Assistance; and Research and Policy Analysis. Middle East and North Africa: to help people demand basic economic and social rights, and access remedies when those rights are violated by: Research and Public Policy Analysis; Capacity Building and Technical Assistance; and Advocacy, Litigation and Reform. Southern Africa: to help people demand basic economic and social rights, and access remedies when those rights are violated by: Research adn Public Policy Analysis; Advocacy, Litigation and Reform; and Program Learning. Global: to help people demand basic economic and social rights, and access remedies when those rights are violated by: Research adn Public Policy Analysis; Capacity Building adn Techinical Assistance; and Advocacy, Litigation and Reform. Eastern Africa: to improve the lives and liveliehoods of low-income women by strategically addressing inequality and discrimination by: Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Network Building and Convening; and Program Learning. United States: to improve the lives and liveliehoods of low-income women by strategically addressing inequality and discrimination by: Communications and Public Education; and Network Building and Convening. .There are not grants to display at this time. $http://www.webcitation.org/66hc2qgfg$http://www.webcitation.org/66hcB3b0d$http://www.webcitation.org/66hcIE280#Expanding Access to Quality Housing*Promoting Metropolitan Land-Use Innovation Connecting People to OpportunityUnited States: to increase access for low-income families to asset-building homes to: Research and Public Policy Analysis; Stakeholder Development and Collaboration; Advocacy, Litigation and Reform; and Capacity Building and Technical Assistance. PUnited States: to stabilize U.S. neighborhoods through innovative land use and community planning stratgeies by: Advocacy, Litigation and Reform; Stakeholder Development and Collaboration; Research and Public Policy Analysis; Program Demonstration and Scaling; Foundationwide Acitivity; and Capacity Building and Techinical Assistance. 9United States: to connect low-income people to affordable housing, good jons and transportation through smart regional planning by: Capacity Building and Technical Assistance; Advocacy, Litigation and Reform; Research and Public Policy Analysis; Stakeholder Development and Collaboration; and Program Exploration.$http://www.webcitation.org/66hcVty0I$http://www.webcitation.org/66hcnWUi6$http://www.webcitation.org/66hd5O1vLSupporting Sexuality Research<Promoting Reproductive Rights and the Right to Sexual Health0Youth Sexuality, Reproductive Health, and RightsUnited States: to ensure evidence-based sexuality and reproductive health and rights research informs public policy and understanding by: Capacity Building and Technical Assistance; Evaluation and Assessment; Communications and Public Education; and Research and Policy Analysis. Global: to ensure evidence-based sexuality and reproductive health and rights research informs public policy and understanding by: Capacity Building and Technical Assistance.Indonesia: to develop national reproductive and sexual health policies and laws supported by regional and international standards by: Advocacy, Litigation and Reform; Stakeholder Development and Collaboration; Program Learning; Research and Public Policy Analysis; and Capacity Building and Technical Assistance. Mexico and Central America: to develop national reproductive and sexual health policies and laws supported by regional and international standards by: Capacity Building and Technical Assistance; Advocacy, Litigation and Reform; Stakeholder Development and Collaboration; and Communications and Public Education. United States: to develop national reproductive and sexual health policies and laws supported by regional and international standards by: Advocacy, Litigation and Refo< rm; Stakeholder Development and Collaboration; Capacity Building and Technical Assistance; Research and Public Policy Analysis; Network Building and Convening; and Communications and Public Education. China: to advance policies and programs that ensure the improved sexual and reproductive health of marginalized young women by: Capacity Building and Technical Assistance; Research and Public Policy Analysis; Communications and Public Education; Advocacy, Litigation and Reform; Program Demonstration and Scaling; and Program Learning. India, Nepal and Sri Lanka: to advance policies and programs that ensure the improved sexual and reproductive health of marginalized young women by: Capacity Building and Technical Assistance. Middle East and North Africa: to advance policies and programs that ensure the improved sexual and reproductive health of marginalized young women by: Program Demonstration and Scaling; Advocacy, Litigation and Reform; Foundationwide Activity; and Capacity Building and Technical Assistance. Southern Africa:to advance policies and programs that ensure the improved sexual and reproductive health of marginalized young women by: Progam Demonstration and Scaling. Global: to advance policies and programs that ensure the improved sexual and reproductive health of marginalized young women by: Advocacy, Litigation and Reform; Program Demonstration and Scaling; and Communications and Public Education.$http://www.webcitation.org/66heOVAAg$http://www.webcitation.org/66heUGKdW1Expanding Community Rights Over Natural Resources:Climate Change Responses that Strengthen Rural CommunitiesBrazil: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Program Demonstration and Scaling; Leadership Development; Advocacy, Litigation and Reform; Research and Public Policy Analysis; Network Building and Convening; Communications and Public Education; and Capacity Building and Technical Assistance. China: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Capacity Building and Technical Assistance; Research and Public Policy Analysis; Program Demonstation and Scaling; Advocacy, Litigation and Reform; Communication and Public Education; Program Learning; and Leadership Development. Eastern Africa: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Program Demonstration and Scaling; Research and Public Policy Analysis; Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Communications and Public Education; and Program Learning. India, Nepal and Sri Lanka: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Program Demonstration and Scaling; Network Building and Convening; Program Learning; Advocacy, Litigation and Reform; Research and Public Policy Analysis; and Communications and Public Education. Indonesia: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Advocacy, Litigation and Reform; Capacity Building and Technical Assistance; Program Demonstration and Scaling; and Research and Public Policy Analysis. Mexico and Central America: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Capacity Building and Technical Assistance; Research and Public Policy Analysis; Advocacy, Litigation and Reform; Program Demonstration and Scaling; Leadership Development; Network Building and Convening; and Program Learning. Global: to imprve the livelihood of rural poor through increased access to, and decision making on, natural resources by: Advocacy, Litigation and Reform; and Research adn Public Policy Analysis. Global: to promote climate change policies that meet the needs of rural poor communities worldwide by: Research and Public Policy Analysis; Program Learning; Advocacy, Litigation and Refrom; and Network Building and Convening. $http://www.webcitation.org/66hfT6lx6$http://www.webcitation.org/66hfb1R8F$http://www.webcitation.org/66hff8T4i$http://www.webcitation.org/66hfoB4KU$http://www.webcitation.org/66hfrnLmV$http://www.webcitation.org/66hfOMipHChildhood ObesityCoverage Human CapitalPioneer Public HealthQuality/EqualityVulnerable Populations*RWJF funds efforts at the local, state and federal level to change public policies and community environments in ways that promote improved nutrition and increased physical activity both of which are critical to reversing the childhood obesity epidemic. In particular, we focus on six policy priorities that the evidence suggests will have the greatest and longest-lasting impact on our children. These priorities, which can be supported by numerous approaches, include: 1. Ensure that all foods and beverages served and sold in schools meet or exceed the most recent Dietary Guidelines for Americans. Junk food has no place in our schools, whether it s served in cafeterias; sold in vending machines, school stores or through fundraisers; or given away as classroom treats or rewards. To help promote healthier foods and increased physical activity in schools, RWJF has supported the Healthy Schools Program since its inception. The program is an initiative of the Alliance for a Healthier Generation, which was founded by the American Heart Association and William J. Clinton Foundation. As part of its comprehensive approach to helping educators make their schools healthier places to learn and work, the Alliance brokered an agreement in 2006 with the American Beverage Association and the nation s top three beverage companies to reduce sugar-sweetened beverages in schools. According to an independent evaluation of the agreement, there has been an 88 percent reduction in beverage calories shipped to schools since 2004. In 2007, the Foundation funded a multimillion-dollar expansion of the Healthy Schools Program to target states with the highest rates of obesity. The program now provides support to schools in all 50 states and reaches more than 9,000 schools either in person or online. The Foundation also is working with The Pew Charitable Trusts to ensure that the stro< ngest federal nutrition guidelines are applied to all foods and beverages served and sold in schools. 2. Increase access to high-quality, affordable foods through new or improved grocery stores and healthier corner stores and bodegas. Research shows that having a supermarket or grocery store in a neighborhood increases residents fruit and vegetable consumption and is associated with lower body mass index (BMI) among adolescents. Local governments can increase access to nutritious foods by working in partnership with the business community to bring new grocery stores and healthier corner stores and bodegas to underserved areas. RWJF s Healthy Kids, Healthy Communities program is helping 50 communities across the country reshape their environments to support healthy living and prevent childhood obesity. As part of this effort, many communities are building new farmers markets, bringing supermarkets back to lower-income areas and getting more healthy foods to rural areas. The Foundation also is working closely with The Food Trust, a Philadelphia-based advocacy organization whose mission is to ensure that everyone has access to affordable, nutritious food. The Food Trust has achieved tremendous success in bringing supermarkets back to underserved communities in Pennsylvania, and together we re seeking to replicate those results in other states. 3. Increase the time, intensity and duration of physical activity during the school day and out-of-school programs. Schools can increase students physical activity by requiring active participation in daily physical education classes and by finding ways to add physical activity throughout the day. After-school programs located in schools, parks and recreational centers also can find innovative ways to help children be active. With support from RWJF, Save the Children s Campaign for Healthy Kids is leading advocacy efforts in 16 Southern states to help children eat healthier foods and be more active. The program works with local advocates to identify important policy and environmental opportunities, and then crafts strategies for tackling them. For example, it already has helped schools in Tennessee ensure they are able to provide students enough time for physical activity. And for the last six years, Pioneering Healthier Communities, a progra      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~                           ! 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RWJF is supporting the expansion of the program to more than 30 communities in at least six states. 4. Increase physical activity by improving the built environment in communities. Communities can increase opportunities for physical activity by building new sidewalks, bike paths, parks and playgrounds or by improving those that already exist. To encourage families to use these resources and facilities, they also can implement traffic-safety measures and crime-prevention strategies, so children are safe when walking, biking or playing outside. The Safe Routes to School National Partnership works with local communities to help more children and adolescents walk and bike to school safely. The partnership and its state networks focus on removing barriers to physical activity in lower-income communities, expanding sidewalks and bike lanes, and developing anti-crime efforts that will create safer environments for children to be active. Active Living Research continues to build the evidence base about the importance of physical activity and identify which policies and programs most effectively support activity. Some of its recent research has found that children who live closer to parks, open spaces, sidewalks and bike lanes are more likely to be active than children who do not. 5. Use pricing strategies both incentives and disincentives to promote the purchase of healthier foods. Food prices influence consumers purchasing decisions, and revenue generated by user fees, taxes or other price increases on unhealthy foods can be used to help mee< t the health and nutrition needs of children and families. Several RWJF programs are exploring the connection between food and beverage prices and children s health. Studies from Healthy Eating Research show that, when healthy foods like fruits and vegetables are more affordable, children are less likely to gain excessive weight. The program also is examining how federal agricultural subsidies can affect the production and prices of fruits and vegetables nationwide. Together, Healthy Eating Research and Bridging the Gap are contributing to the early body of research on the impact of increased prices of sugar-sweetened beverages on childhood obesity rates. Much of this research indicates that larger price increases may reduce obesity rates and that the revenues raised could be effective in helping families afford healthy foods and beverages or in other obesity prevention efforts. 6. Reduce youths' exposure to the marketing of unhealthy foods through regulation, policy and effective industry self-regulation. Unhealthy products are heavily marketed to children, and research shows that exposure to food marketing messages increases children s obesity risk. Some studies suggest that marketing restrictions are among the most powerful and cost-effective interventions available. The Foundation is exploring the extent to which food and beverage marketing affects children s food preferences and their risk for obesity. With our support, the Rudd Center for Food Policy and Obesity at Yale University released one of the most comprehensive analyses ever of the marketing of cereal to children. The 2009 report found that the least-healthy cereals are the ones most aggressively and frequently marketed to children of all ages, often in ways parents are less likely to see. The National Policy and Legal Analysis Network to Prevent Childhood Obesity (NPLAN), created by Public Health Law and Policy and funded by RWJF, helps leaders in the field navigate complex legal and policy issues by providing the latest research and developing model policies for communities. Restricting the marketing of unhealthy foods and beverages to children is one of the program s key focus areas. Throughout our work, RWJF has a strong focus on equity. All of our children deserve to live, learn and play in communities and schools that support and encourage healthy eating and active living. To help realize this vision, Communities Creating Healthy Environments works with diverse, community-based organizations to increase access to healthy foods and safe places to play in communities of color. The Foundation also supports efforts to engage government leaders at all levels. Leadership for Healthy Communities educates state and local government leaders nationwide about ways to create healthier, more vibrant communities and provides them with the resources they need to prevent childhood obesity through public policies that support active living and healthy eating. But reaching out to policy-makers is only part of the solution. The Robert Wood Johnson Foundation Center to Prevent Childhood Obesity works with organizations and communities, as well as policy-makers, to shape and coordinate efforts that will build a sustainable national movement to prevent childhood obesity. The center gathers the best available evidence to advance policy priorities at the local, state and federal levels; convenes stakeholders engaged in obesity prevention; provides tools and resources to expand the movement s reach; and is a catalyst to stimulate action on the ground. RWJF also is one of six founding organizations of the Partnership for a Healthier America, an independent, nonpartisan organization launched in support of First Lady Michelle Obama s Let s Move! campaign to prevent childhood obesity. The partnership is bringing together public, private and nonprofit leaders to secure sustained, measurable commitments toward the goal of reversing the epidemic, as well as to track the impact of those commitments. The programs described in this document are only a sampling of the Foundation s efforts to p< revent childhood obesity. For a full list of programs, visit www.rwjf.org/childhoodobesity. What We Don't Fund Because RWJF s strategy for reversing the childhood obesity epidemic hinges on changing policies and environments, we generally do not support projects that provide only information or education. Because we focus on preventing obesity, we do not invest in research regarding medical or surgical treatment of obesity. In keeping with Foundation policy, we give preference to proposals developed by public agencies and tax-exempt organizations. RWJF does not accept unsolicited proposals for its work to prevent childhood obesity. We issue specific solicitations for proposals and ideas throughout the year. If you are registered to receive funding alerts through the Foundation s Web site at www.rwjf.org, you will receive e-mail notices of each funding opportunity. Americans' lack of meaningful access to affordable and stable health care coverage has been a central concern of the Foundation since its inception 35 years ago. According to the U.S. Census Bureau, today nearly 51 million Americans, including 8 million children, are uninsured, and the problem is growing. Having a job, even a full-time job, doesn't necessarily guarantee coverage. In fact, eight out of 10 uninsured Americans are in working families. In light of an evolving environment and promising opportunities, we are working in several areas to accomplish our goal of ensuring that everyone in America has affordable and stable health care coverage. Increasing Enrollment in Coverage Programs. Ensuring coverage for all children and low-income adults is a first step toward achieving coverage for everyone. RWJF has helped make both the State Children's Health Insurance Program (SCHIP) and Medicaid easier for families to access and understand through our Covering Kids & Families initiative. An estimated seven out of 10 uninsured children are eligible for these programs, and we will continue efforts to ensure that all eligible individuals are enrolled. Supporting Private/Public Expansions. Increased coverage can be achieved by promoting expansions of coverage in the public and private sectors. This includes encouraging state and federal expansion efforts and encouraging employers and health plans to expand opportunities for private insurance. We commissioned the State Health Access Data Assistance Center (SHADAC), located at the University of Minnesota School of Public Health, to develop a comprehensive state-by-state analysis on children s access to health insurance. This analysis underscores that working parents who earn modest incomes are experiencing dramatic erosion in employer benefits; making it ever harder to obtain adequate health services for themselves and their families. Whose Kids are Covered: A State-by-State Look at Uninsured Children Maintaining Opinion Leader Support for Expanded Coverage. Because we believe that reaching the goal of affordable and stable health care will require changes in public policy, we will work to build and sustain broad-based support for change. This includes building support among opinion makers, policy-makers, grassroots advocates, the business community and the engaged public. Conducting Research and Analysis on Factors that Affect Availability of Affordable, Stable Coverage. We are particularly interested in commissioning, conducting and disseminating innovative research and policy analysis that will reveal the fundamental barriers to achieving affordable and stable health care coverage for all, including the rapidly rising cost of care and the structural features of private health insurance markets. We are now focusing more specifically on states, and are supporting research and evaluation initiatives that will identify the effective coverage strategies that will inform state and federal action. To receive e-mail notification when RWJF releases new calls for proposals, sign up for RWJF Funding Alert E-mails or add a feed of CFPs to your news reader. (Help: what are news feeds?) What We Don't Fund <  We do not fund direct health care services to individuals, or direct subsidies for health insurance. We do not accept unsolicited proposals for work related to coverage. We follow Foundation-wide guidelines for what we don't fund. U.S. Census Bureau, 2006.  Income, Poverty and Health Insurance Coverage in the United States: 2005. In a time of change for America's health care system, we believe the future of our nation's health depends on investment in innovative, diverse and inspired people who contribute to improved health and health care for everyone. The Human Capital Portfolio seeks out people whose work advances health and health care, identifies those with the potential to transform our health care system and provides them the support to realize their promise. Our investments are long-term, yielding results over decades and generations. Our approach is to identify talented individuals from diverse backgrounds and give them the tools and expertise to take a fresh approach to health issues and clinical practice, so they can become catalysts and creators of change.Pioneer Pioneer / Our strategy Our strategy Team members Programs and grants Submit a proposal Publications Pioneering Ideas blog Newsroom Our strategy Text size: A A A Print Email Share The Pioneer Portfolio is powering ideas to transform health. We accelerate the trajectory of innovation by investing in visionary thinkers, supporting exploration and helping great ideas to gain momentum. Pioneer focuses on the future, seeking breakthroughs with the potential to generate significant health and social impact. Our approach Pioneer addresses the fact that progress toward solving tough health and health care problems often has been too slow or limited in scope. Through this portfolio, the Robert Wood Johnson Foundation has dedicated staff and financial resources to invest in trends and ideas with the potential for exponential change. We work with innovators who often look at the world differently those who reframe problems and the pathways to solutions in order to create a significantly better health and health care future for all Americans. We see possibility in unconventional approaches and remain open to untested models, new connections, risk and failure. To advance these ideas, Pioneer offers financial support, strategic counsel and opportunities to work with others who share our passion for change and our impatience with incremental gains. Our primary focus is a stronger public health system that builds evidence for what works, collaborates with a range of partners policy-makers, business, education, health care, and community organizations and then puts ideas into action. By making changes in the environments where we live, learn, work and play, we can make staying healthy easier for everyone. The Foundation s targeted strategy in public health focuses on three interconnected areas: Uncovering what works for improving health. The right data can help communities improve health in tangible, measurable ways, and make the most of limited resources. Advancing smarter laws and policies. Smarter laws and policies are one of the most effective ways to create significant, enduring improvements to Americans health. Strengthening the public health departments that make healthy communities possible. Because a stronger public health system is the network that can bring solutions to communities and directly improve people s health. Through targeted investments, we can make a significant and enduring impact on the health of communities throughout America. To receive e-mail notification when RWJF releases new calls for proposals, sign up for RWJF Funding Alert E-mails or add a feed of CFPs to your news reader. (Help: what are news feeds?) What We Don't Fund We do not accept unsolicited proposals for work related to public health. We follow Foundation-wide guidelines for what we don't fund. Q The Robert Wood Johnson Foundation s Quality/Equality portfolio is committed to improving the quality of health care for all Americans. Specifically, we aim to help communities across the country set and achieve ambitious goals to improve the quality of health care in ways that matter to patients and their families. Our approach is shaped by what we ve learned through extensive investments in improving chronic care and the knowledge that everyone who gets ca< re, gives care and pays for care must work together to achieve meaningful improvement. Our approach has four major components, each representing significant investments and multiple partners: Aligning Forces for Quality. Aligning Forces for Quality is our signature effort to improve the overall quality of health care in targeted communities, reduce racial and ethnic disparities and provide models for national reform. Learn more about our Aligning Forces for Quality initiative and our work in these 16 communities. Measuring Progress. We devote a substantial portion of our portfolio to research, tracking and evaluation, including: Using our existing research investments to assess progress in our Aligning Forces for Quality communities; Issuing targeted solicitations to the field to garner ideas for new interventions and tools to help spur the pace of quality change and transformation. Transparency. Improving quality requires sharing information about what is happening inside our health care system with everyone who gets, gives or pays for care. We support greater collaboration at the federal and local levels to standardize measurement and reporting activities and to create measures that are more meaningful to patients, providers and others. Communications. Improving health care quality begins with giving stakeholders access to timely, accurate information that they can use to make informed choices and implement change. We support communications activities at multiple levels, including: Targeted assistance with messaging, advocacy and engagement for local communities. Sharing stories and lessons learned from our regional work at the national level. To receive e-mail notification when RWJF releases new calls for proposals, sign up for RWJF Funding Alert E-mails or add a feed of CFPs to your news reader. (Help: what are news feeds?) What We Don't Fund In keeping with Foundation policy, we will give preference to projects developed by public agencies and tax-exempt organizations. We do not accept unsolicited proposals for work related to quality. We follow Foundation-wide guidelines for what we don't fund.1In the Vulnerable Populations Portfolio, we look at what makes us healthy or unhealthy from a perspective that includes factors outside of the health care system. We create new opportunities for better health by investing in health where it starts in our homes, schools and jobs. The social innovations we support often work in the domains of education, housing or corrections, but always address health needs of people who are vulnerable. The factors that lead to poor health such as how and where we live, learn, work and play are often referred to as the social determinants of health, and are documented by a significant body of research. We fund a diverse group of innovative programs that address long-standing health issues within their broader social context through sensible, sustainable solutions that have potential for widespread replication and national impact. We are looking for ideas that have the potential to represent fundamental breakthroughs in the circumstances that affect vulnerable people. These models take on the big messy challenges that are too often seen as unsolvable things like the loneliness of nursing homes or the heartbreak and fear of street violence. And while they always mark their successes in the form of better health, they almost always come from outside of the health care system. $http://www.webcitation.org/66hg3ySpZUncovering what works#Advancing smarter laws and policies'Strengthening public health departmentsThe County Health Rankings and MATCH initiative help communities pinpoint what is making their residents sick or unhealthy and identify strategies to help people be healthier. We conduct legal research to separate the effective laws and policies from ineffective or harmful ones. And we invest in researching best practices in organizing, staffing, financing and managing public health departments to help them make best use of scarce resources./We support advocacy for policies that improve health like smoke-free air laws. We connect communities to the legal support and expertise they need to make informed decisions. And we help policy-makers assess the health pros and cons of policies in a wide range of sectors, beyond health and health care.We re also focused on helping public health departments continually improve their performance through accreditation and other efforts so they can help t< he people they serve be healthier.$http://www.webcitation.org/66hgblW8t$http://www.webcitation.org/66hgfcDQt$http://www.webcitation.org/66hgjNgm3$http://www.webcitation.org/66hgmnADt$http://www.webcitation.org/66hgptJuC$http://www.webcitation.org/66hgtNFCM$http://www.webcitation.org/66hgx3J9sConservation and Science"Population and Reproductive Health#Children, Families, and CommunitiesLocal Grantmaking-Organizational Effectiveness and PhilanthropyProgram-Related InvestmentsoThe Conservation and Science Program invests in action and ideas that conserve and restore ecosystems while enhancing human well-being. We support public policy reforms, changes in private sector practices, and scientific activities to develop essential knowledge and tools for addressing current and future priorities. Our grantmaking supports actions and ideas that: Harness market forces to drive changes in the management of the world s fisheries. Pioneer new approaches to the conservation of coastal ecosystems in California, the Gulf of California, and the Western Pacific Ocean. Reverse the decline of marine bird populations. Enable the creative pursuit of scientific research. Reduce the greenhouse gas emissions that cause climate change. Improve the environmental performance of agricultureand biofuels production. Protect and restore biologically important and iconic regions of western North America. In addition, the Foundation provides significant long-term support to Monterey Bay Aquarium and Research Institute (MBARI), Monterey Bay Aquarium, Center for Ocean Solutions, and Fellowships for Science and Engineering.? The Population and Reproductive Health program funds innovative work that addresses population growth and promotes positive reproductive health. Our goals are to slow population growth rates in high-fertility areas, and to ensure individual reproductive health and rights in order to improve the quality of life for more people. We prioritize women, girls, and young people because of the disproportionate impact of poor reproductive health on their lives. Today, more than 200 million women worldwide want access to modern contraceptives but cannot get them. Annually, nearly 350,000 women die because their pregnancies are too soon, too close, or too many, or happen in unsafe conditions. In places where the status of women and girls is low, they are more likely to give birth at very young ages, to have high fertility rates, and to have poor health outcomes as a result. To make positive reproductive health a reality for more people, our strategies focus on: Mobilizing policies, resources, and political will at the global, regional, and country levels to cultivate a climate that advances and protects family planning and reproductive health and rights Expanding access to quality services by training providers in quality care, introducing new family planning methods, informing communities about reproductive health information (with an emphasis on young people), and expanding access to safe abortion and post-abortion care, and Empowering women and girls to increase their ability to make informed family planning and reproductive health decisions. This includes selective efforts within our geographic focus that improve educational attainment for vulnerable girls, expand leadership and economic opportunities for women, and redefine community priorities to support the ability to make positive reproductive health choices. The Packard Foundation often works for long periods of time in challenging places where the needs are greatest. We currently focus our work at the Global level, regionally on South Asia and Sub-Saharan Africa, and on selected initiatives within the United States. With our many partners, we will make family planning information and reproductive health services more widely available, leading to improved lives through delayed marriage, healthy spacing of births, reduction in maternal deaths, and lower rates of poverty. By meeting reproductive health needs, this work also will contribute to higher education rates, greater economic opportunities, population growth rates that match available infrastructure and ecosystem resources, and more prosperous communities. The Children, Families, and Communities Program strives to ensure that all children have the opportunity to reach their full potential. Our grantmaking strategies address two interrelated and fundamental needs that must be met for children to thrive: health and education. While most middle-class children will be blessed with community, public, and family resources to help satisfy these basic needs, too many low-income children are uninsured, do not attend high-quality preschools, and have little opportunity to learn and grow in the hours after school and during the summer. Access to appropriate health care, to high-quality early learning, and to enrichment opportunities that are aligned with school are all evidence-based means of improving the life trajectories of low-income children. California alone represents 13 percent of the nation s children and 21 percent of California s children live in poverty. While we concentrate most of our resources in California, we also work in other states and, across our subprograms, at the federal level. In this context, we focus on preschool, after-school and summer enrichment, and children s health insurance. Across our work, we support: Public policy reforms Systems improvements Research (very selectively) Communications and advocacy, and Constituency development. We also fund groups and initiatives in tar< geted states and communities that demonstrate best practices, while informing and influencing the improvement of systems and policies. Our grantmaking has three goals. The central goal is to create publicly supported, high-quality preschool opportunities for all 3- and 4-year-olds in California starting with the children who need it most via our Preschool for California s Children subprogram. The Preschool subprogram also addresses federal early education policy. This focus stems from the Foundation s broader interest in early childhood education, birth through third grade. Through our Children s Health Insurance subprogram, we also work to ensure that all children receive appropriate health care by creating nationwide systems that provide access to health insurance for all children. We work in over a dozen states and at the federal level. Our third subprogram, After-school and Summer Enrichment, aims to strengthen California s public commitment to school-based, after-school programs, while also spurring the expansion of these programs into summer. Such expanded learning opportunities that are aligned with the school day promote positive youth development for elementary and middle school children. The Foundation emphasizes literacy, good nutrition, and out-of-door experiences in these expanded learning settings. Here, too, we work at the federal level.For more than 40 years, the Packard Foundation has supported an array of nonprofit organizations in geographic areas that are significant to the Packard family. These include the five California counties that surround the Foundation s headquarters in Los Altos, California San Mateo, Santa Clara, Santa Cruz, Monterey, and San Benito* as well as Pueblo, Colorado, the birthplace of David Packard. Our goal in supporting these communities is to help make them stronger and more vibrant places where all families can thrive and reach their potential. To achieve this goal, the Local Grantmaking program focuses its resources on addressing five fundamental issue areas that reflect the priorities of the Foundation and the interests of our founders: Arts Children and Youth Conservation and Science Food and Shelter Population and Reproductive Health. Annually, we provide up to $14 million to support organizations that offer direct services in our issue areas. Current grant recipients may also receive additional support to help strengthen their organization s effectiveness through our  Beyond the Check program. This includes support for focused trainings on topics such as strategic planning, board governance, nonprofit leadership, strategic communications, and other key topics. *Most of the Foundation s support for nonprofit organizations in San Benito County is provided through a re-granting partnership with the Community Foundation for San Benito County.Flowing from our founders business philosophy of nurturing leaders and giving them the freedom to pursue promising approaches, the Packard Foundation assists in building the leadership skills and management capacity of our grantees. The Organizational Effectiveness and Philanthropy program supports our current grantees to allow them to undertake projects that transform their organizations in a sustained and meaningful way. These grants address the many organizational and capacity challenges that may affect nonprofits from strategic planning and board development needs to mergers and executive transitions. To this end, we advance the organizational effectiveness of current Foundation grantees by supporting projects that improve their management, governance, and leadership by developing strategies, systems, structures, and skills. The Foundation also makes grants to help advance and support the field of private philanthropy. In addition to our grants, the Packard Foundation makes a variety of Program-Related Investments (PRI), alternatives to outright grants primarily issued as low-interest loans (and in a few cases guarantees or equity) for which the Foundation is confident of repayment of the full principal amount w< ith some limited returns. PRIs advance our programmatic strategies, extend our impact, and provide variety in the support we can give our grantees. The Packard Foundation made its first PRI in 1980, a $6,000 loan to help the Yosemite Natural History Association (now called Yosemite Conservancy) publish the book, Discovering Sierra Nevada Birds. From this early seed, the Foundation s PRI program has evolved and grown, with over $450 million invested in more than 200 PRIs. Our PRIs support transformational impacts and innovation, and help our grantees grow into financially sustainable organizations and borrowers. The Foundation considers PRIs when a traditional grant would not necessarily provide the most effective or appropriate support. These institutional investments are valuable as a bridge to fundraising efforts and future revenues, and can help organizations seize time-sensitive opportunities or tackle large-scale projects, attract new sources of capital, and scale their efforts for maximum impact. PRI Structure The repayment structure of PRIs allows us to recycle the capital and maintain a permanent pool of PRI funds to serve future needs. The board set a maximum cap of $180 million in approved PRIs at any one time. While the Foundation has the ability to make both PRIs and other types of mission-related investments, to date all of our investments have been structured as PRIs, which we have found to be the most effective tool to achieve our programmatic objectives. The Foundation s PRIs adhere to IRS regulations, which define PRIs as investments that are made for a charitable purpose, that do not support lobbying or political activity, and in which the return is not a significant purpose of the investment.2011 Packard Fellowships in Science and Engineering Awarded to Sixteen Researchers In 1988, the Packard Foundation established the Fellowships for Science and Engineering to allow the nation s most promising professors to pursue science and engineering research early in their careers with few funding restrictions and limited reporting requirements. From unraveling the mysteries of aging, to studying emerging virus strains for rapid detection and prevention, to better understanding the physics of insect flight, research performed in university laboratories has the ability to profoundly impact our lives. Each year, the Foundation invites the presidents of 50 universities to nominate two early-career professors each from their institutions. An advisory panel of distinguished scientists and engineers carefully reviews the nominations and selects 16 Fellows to receive individual grants of $875,000, distributed over five years. Packard Fellows must be faculty members who are eligible to serve as principal investigators engaged in research in the natural and physical sciences or engineering, and must be within the first three years of their faculty careers. Disciplines that are considered include physics, chemistry, mathematics, biology, astronomy, computer science, earth science, ocean science, and all branches of engineering. Candidates engaged in research in the social sciences are not considered. Packard Fellows are encouraged to think big and look at complex issues with a fresh perspective. The Foundation has few paperwork requirements, and Fellows may use their funds in whatever way would best advance their research. Today, more than 400 university professors in science and engineering have received Packard Fellowships totaling more than $230 million. Packard Fellows have gone on to receive additional awards and honors, including the Nobel Prize in Physics; the Fields Medal; and MacArthur, Sloan, Searle, and Guggenheim fellowships.$http://www.webcitation.org/66hknHrJa$http://www.webcitation.org/66hkof7uL$http://www.webcitation.org/66hkpbs9M$http://www.webcitation.org/66hkqr8cD$http://www.webcitation.org/66hkt6Kej$http://www.webcitation.org/66hkuEv1g$http://www.webcitation.org/66hkvEyKO$http://www.webcitation.org/66hkw9hxm$http://www.webcitation.org/66hkxEIZUMarine FisheriesCalifornia CoastGulf of CaliforniaWestern Pacific Marine BirdsScienceClimate AgricultureWestern Conservation.Packard Fellowship for Science and EngineeringGrantee StoriesOverfishing, destructive fishing practices, and poor management are some of the most significant threats to oce< an ecosystems. With an enormous percentage of the world s population relying on fisheries as a primary source of protein and livelihood, it is imperative to identify and utilize better fisheries practices. Through a combination of market and policy approaches, the Marine Fisheries subprogram strives to promote responsible fisheries and aquaculture practices. Strong management institutions, the use of ecosystem-based approaches such as habitat protections, and putting an end to overfishing are imperative to ensure better management. To achieve these goals the Marine Fisheries subprogram s grantmaking focuses on these key areas: Market intervention: Build demand for sustainable seafood to transform global seafood markets, aquaculture operations, and fishing practices Policy reform: Strengthen fisheries and aquaculture management practices, and protect the habitats that fish depend upon Capacity building: Cultivate leadership for conservation. The Marine Fisheries subprogram provides financial support, primarily through grants, to organizations with aligned interests and common goals.California s coastal waters are home to an extraordinary diversity and abundance of animal and plant life that drive productive ecosystems and benefit Californians in many different ways. These coastal ecosystems support economic activities, including fishing, farming, industry, tourism and recreation. The growing intensity of these activities over the past decades, magnified by changes in physical and biological dynamics, has compromised the capacity of these coastal systems to produce the goods and resources that people value. The goals of the California Coast subprogram are: To bring about ecosystem-based conservation of marine resources in California through more effective statewide policies and programs, and To serve as a springboard for similar efforts across the U.S. and along the west coast of North America. By pursuing these goals, the Packard Foundation intends to spur restoration of California s ocean ecosystems so that they once again support abundant and diverse populations of fish and other marine wildlife. Our strategies to achieve these goals are: create meaningful protection of ocean ecosystems, modernize governance and funding of ocean and coastal programs, and stimulate active public support. Our grantmaking supports: Establishment, implementation, and monitoring of a statewide network of marine protected areas More effective use of limited government resources through better agency coordination Greater integration of science into decision-making Identification of new and innovative sources of funding for ocean conservation, and Creation of a statewide network of citizen organizations supporting ocean conservation. The Foundation seeks out partners among conservation organizations, scientists, user groups, government agencies, businesses, and others. Such alliances are critical to ensuring that conservation outcomes are deep and lasting. The Gulf of California, located between mainland Mexico and the Baja California Peninsula, is recognized worldwide for its unique characteristics, and conservation and economic value. In addition to being the only sea in the world that falls within the jurisdiction of only one country, it is Mexico s most productive fishing zone. The Gulf of California is also a highly bio-diverse environment where numerous species feed and reproduce, including 30 percent of the world s marine mammals. Its islands harbor vital seabird nesting sites and dozens of endemic species of terrestrial mammals, reptiles, and plants. The Packard Foundation supports organizations in Mexico and elsewhere that strive to protect the Gulf of California region, while sustainably using its biological resources. The goals of the Gulf of California subprogram are: Improve the sustainability of fisheries and strengthen conservation of marine resources in Marine Protected Areas (MPAs) and other conservation priority areas Reduce the impact of the shrimp fishery while optimizing the < economic value of catch, and Maintain the ecological integrity of key coastal sites. The Foundation supports: Plans, community outreach, field activities, and policy analysis needed to improve management and sustainability of fisheries within MPAs and other conservation priority areas Improvement of the overall effectiveness of MPAs Collaboration with the Mexican government and the fishing sector in the development and implementation of alternative technologies and management scenarios for shrimp fisheries Improving market chains for sustainable seafood Restoration on islands Conservation of key coastal wetlands, and Promotion of coastal development that minimizes ecological impact and provides durable economic benefits. To further the Foundation s goals of coastal restoration, development, and conservation, we work with our Western Conservation subprogram to establish various mechanisms for coastal land conservation in Northwest Mexico. The Foundation only funds projects that conform to the objectives of the subprogram and that play a pivotal role in promoting marine and coastal sustainability in the Gulf of California. Books, documentaries, videos, and research unrelated to these goals are not considered.sThe world s highest concentration of coastal marine biodiversity and endemism can be found in the Western Pacific, and the majority of people living in the island nations of the Western Pacific are concentrated in those same coastal zones. Millions of people rely on the health and diversity of these corals, fish, invertebrates, mangroves, and seagrasses for their commercial livelihood, nutrition, cultural beliefs, and protection from storms and natural disasters. Unfortunately, industrial activities, population growth, the spread of aquaculture, underfunded and sometimes unreliable governing systems, overfishing by commercial fleets and subsistence fishermen, destructive fishing techniques, rising sea temperatures, and upland farming have all contributed to growing pressure on the coastal zones of these Western Pacific nations. The Western Pacific subprogram is dedicated to the long-term conservation and responsible stewardship of critical coastal habitats and resources in the region, with a particular focus on eastern Indonesia, Palau, the Federated States of Micronesia, Fiji, the Solomon Islands, and Papua New Guinea. The subprogram is committed to helping people develop the knowledge, skills, and institutions needed to conserve these coastal ecosystems, and the sustainable livelihood and health of those who rely upon them. Since 1998, the Packard Foundation has supported dozens of local efforts seeking to slow, stop, or reverse the decline in overall habitat health and in the populations of associated marine species. We provide funds for site-based conservation, skills exchange, public education, and media coverage. Specifically, the Foundation s grantmaking efforts support: " The effective management and long-term sustainability of marine-protected area networks (both large-scale, science-driven initiatives as well as smaller, community-driven and identified networks) " An increase in the number of individuals with the skills and experiences needed to improve durable marine resource management, and " Initiatives that encourage both children and adults to learn, decide, and act to conserve coastal marine ecosystems.Of the world s 264 species of seabirds, 37 percent are categorized as  threatened on The IUCN Red List of Threatened Species. In perhaps the most urgent case, 19 of the world s 21 albatross species are threatened, and the other two species are listed as  near-threatened. Many factors explain these somewhat dire conditions, but two of the most immediate and damaging threats faced by seabirds are bycatch (where birds are unintentionally caught in fishing equipment and killed) and invasive predator species on nesting islands. Unfortunately, shorebirds are not faring much better. About 70 percent of North America s coastal wetlands have been destroyed or dramatically altered< , negatively affecting shorebird populations. Of the 31 North American species that rely upon the Pacific coast of the Americas for breeding and wintering habitats, 28 species are thought to be declining. Of the world s 224 species of shorebirds, 43 are threatened or near-threatened. The Marine Birds subprogram seeks to stop or reverse this decline of threatened and endangered seabird and shorebird populations. Of particular focus are species that rely on coastal and island habitats in the eastern and central Pacific, where some of the world s highest concentrations and diversity of seabirds and shorebirds are found. The Marine Birds subprogram strives to restore seabird and shorebird populations by supporting a range of initiatives in island restoration, seabird bycatch mitigation, and shorebird habitat conservation. The subprogram s goals are: Restoration of critical island habitats through the removal of invasive mammal species from islands in the Pacific that are important for seabirds Mitigation of seabird bycatch through the design and application of better technologies and policies in major Pacific fisheries, and Conservation of key shorebird habitats along the Pacific Flyway (a major north-south route of travel for migratory birds that extends from Alaska to Patagonia) through improved management of these regions. While the Packard Foundation understands the importance of scientific research, the Marine Birds subprogram grantmaking for these purposes is very limited and highly selective.The Packard Foundation has a long history of supporting science, both through basic research, including our long-term support of our Fellowships in Science and Engineering and the Monterey Bay Aquarium Research Institute (MBARI), as well as through the application of science to critical conservation challenges. The Science subprogram aims to identify grantmaking opportunities where better use or application of science could dramatically accelerate progress toward the Foundation s environmental conservation goals, and in which outcomes are aligned with the priorities of the Conservation and Science program. There is a growing body of knowledge that can help determine the most effective strategies to strengthen the role of science in decision making. This knowledge described further in Science Strategy: Linking Knowledge with Action, and Science Project Summary guides our grantmaking. The Science subprogram funds projects that make significant contributions to conservation decision making, and also funds several institutions that work at the intersection of science and public policy. Projects The Science subprogram funds projects that include targeted research or other work that increases the impact of relevant research on decision makers. We may also augment grantmaking made by other Foundation subprograms if a project has a significant scientific aspect for managing the Sacramento-San Joaquin Delta. For example, the Science subprogram supported the U.C. Davis Center for Watershed Sciences path-breaking integrative research on options for managing the San Francisco Bay Delta. This research has significantly shaped discussions about reforming Delta management and governance one of the priorities of our Western Conservation subprogram. We work with grantees to identify specific outcomes and indicators, and closely monitor and evaluate their progress. Over time this allows us to learn the types of short- and medium-term interventions in which the Foundation can have greatest impact. We expect that this knowledge, in turn, will help further advance the understanding of how science can more effectively be used in conservation decision making. From 2004-2009, the Foundation gave grants of more than $32 million to test the promise of ecosystem-based management and to help lay the scientific foundation for widespread adoption of the approach. More information can be found on the Ecosystem-Based Management Initiative page. Institutions The Foundation provides support for several institutions that work at the intersection of scien< ce and public policy on issues important to the Foundation s overall conservation goals. These organizations conduct research relevant to conservation outcomes or help to bridge the gap between science and decision makers. When new scientific information is needed in order to guide decision making, the impact of research is likely to be greater if the intended users are actively engaged in defining the research questions to be answered. In cases where the scientific information exists but is not being effectively used in decision making, it is often effective to create bridging mechanisms to link scientists with decision makers. Such mechanisms can include organizations like COMPASS that help scientists communicate their findings, and processes like the Intergovernmental Panel on Climate Change s assessment reports that help identify areas of scientific consensus on controversial issues. The institutions we support include: Partnership for Interdisciplinary Studies of Coastal Oceans (PISCO): This large-scale marine research program focuses on understanding the nearshore ecosystems of the U.S. West Coast. The Foundation has been a core funder of PISCO since its inception in 1999. Aldo Leopold Leadership Program (ALLP): A unit of Stanford s Woods Institute for the Environment, ALLP trains and mentors leading scientists to strengthen their ability to communicate with the media, policymakers, and the public. Communications Partnership for Science and the Sea (COMPASS): COMPASS provides ocean scientists with the communications tools and platforms needed to ensure their science is shared in a credible and effective manner. The Science subprogram does not fund: Education, including graduate student theses Scientific research, unless decision-makers request certain research be gathered and use those findings within three years in specific decisions, or Meetings. V Climate change is perhaps the most difficult environmental challenge of our time. The philanthropic sector must play a vital role in combating climate change, working in partnership with nonprofits, the private sector, and government. The Packard Foundation continues its long commitment to climate initiatives. In 1997, our Climate subprogram focused on slowing tropical deforestation and supporting the energy policy reforms and global research needed to combat global warming. In 2008, the Climate subprogram transitioned its grantmaking to focus on working to advance policies to encourage low-carbon, energy efficient practices around the world. Currently, the Climate subprogram supports the ClimateWorks Foundation and the Climate and Land Use Alliance. ClimateWorks Foundation ClimateWorks Foundation supports public policies that prevent dangerous climate change and promote global prosperity. Through its support of ClimateWorks, the Packard Foundation joins other international foundations and nonprofits in advancing innovative policies to prevent the planet from warming by more than two degrees Celsius, the amount scientists deem to be a threshold beyond which warming trends will be increasingly difficult to stop. Built on the principles identified in the study, Design to Win: Philanthropy s Role in the Fight Against Global Warming, ClimateWorks is a global effort based on the successful model of the Energy Foundation in the United States. The Energy Foundation, a critical regional partner in the ClimateWorks network, has also been supported by the Packard Foundation for more than 10 years. Climate and Land Use Alliance Today the growing global demand for food, feed, fibers, and fuel is driving an expansion of agricultural lands into carbon-rich and species-rich forest ecosystems. Significant opportunities exist to reduce emissions in both the agricultural and the forest sector. The Packard Foundation has joined forces with Ford Foundation, Gordon and Betty Moore Foundation, and ClimateWorks to take steps toward reducing greenhouse gas emissions caused by deforestation and other land use changes. Launched in 2010, the Climate and Land Use Alliance is a c< oordinated funding strategy that focuses on the best opportunities to reduce greenhouse gas emissions in ways that benefit or at least do no harm to indigenous peoples and other rural communities. The future of agriculture what we grow, where we grow it, and how we grow it profoundly influences environmental conservation as well as human health and well-being. There is a unique opportunity to transform agricultural systems in ways that address a range of social and environmental concerns while broadly strengthening the role of agriculture in society. The Packard Foundation aims to improve the environmental performance of agriculture, while also ensuring a thriving agriculture and food system that meets the needs for nutrition, employment, and economic development. The goal of the Agriculture subprogram is to reduce the greenhouse gas emissions and nitrogen pollution caused by agriculture in the United States and by biofuels globally. While many policy and management reforms that improve environmental outcomes also yield social benefits, these win-win outcomes are not guaranteed. The Agriculture subprogram only pursues strategies and outcomes that do not harm low-income communities and also complement or advance efforts to fight hunger, improve nutrition, and reduce obesity rates. The Agriculture subprogram supports three related grant portfolios: Food and Farm Policy and Practice (U.S. focus) portfolio aims to: Achieve full funding of agricultural conservation programs and better target existing ones Ensure that farm subsidies and crop insurance are tied to environmental performance, and Promote farmer and industry adoption of improved environmental practices. Climate Policy and Practice (U.S. focus) portfolio aims to: Promote the inclusion of high-quality agricultural greenhouse gas reductions in climate policy, and Encourage farm and industry adoption of practices that reduce greenhouse gas emissions. Biofuels Policy and Markets (global focus) portfolio aims to: Promote globally harmonized sustainability standards Strengthen the inclusion of sustainability criteria in government policies, and Promote corporate adoption of sustainability criteria. Because of our strong focus on policy change, we generally do not fund resource management projects or place-based work. We do not fund basic research that would be eligible for support through the National Science Foundation (NSF), the United States Department of Agriculture (USDA), or agriculture research universities. Nor do we fund research designed to promote specific biofuel feedstocks (e.g., corn or algae).- It is a period of transformative change for the North American West, an area that contains some of our country s greatest natural treasures, greatest diversity, and last remaining wild landscapes. Yet, the change is not environmentally sustainable. The region s natural treasures face many threats: escalating demands from a growing population, sprawling development, large-scale energy and mineral production, and climate change. In particular, water, which has always been a limiting factor in parts of the region, has become increasingly scarce as competition for it intensifies. Throughout much of the region, these threats are likely to result in a further degradation of the region s natural resources and iconic landscapes, and a growing cultural separation of people from the land that surrounds them. Despite the scale of change that will take place over the coming years, there are still a number of opportunities to achieve conservation outcomes. The Western Conservation subprogram, which began in 2008, is a five-year effort to build the resilience of the region s conservation infrastructure in order to withstand the impacts of population growth, energy and mineral development, and climate change. Our goal is to protect and restore biologically important and iconic areas of the North American West in ways that help create sustainable communities and build broader and more effective conservation cons< tituencies. These efforts carry on the Packard Foundation s long tradition of supporting land and water conservation in the West. Most of our grants are focused in three priority geographic areas, each with specific objectives: California: Protect and restore ecologically important lands and corridors, improve resource management systems, and build environmental constituencies in the Sierra Nevada, California Central Valley, and the Sacramento-San Joaquin Delta. Colorado Plateau: Protect priority river systems, terrestrial habitat, and culturally significant landscapes on the Colorado Plateau. Northwest Mexico: Focus on key coastal protection, including opportunities for the protection of private lands, designation of public natural protected areas, and new policies and regulations for coastal land protection. These areas were chosen as our highest priority investment areas based upon three primary criteria: (1) the Foundation s past and current work within the areas, (2) the ability of philanthropic investment to leverage new public or private funds for conservation, and (3) the opportunity for significant conservation outcomes over the five-year life of the subprogram. We also fund a limited amount of work that spans the entire North American West (e.g., strengthening land trusts). The Western Conservation strategy was developed in close collaboration with the Resources Legacy Fund (RLF), a longtime partner of the Foundation. RLF conducts grantmaking for several elements of our work: California, Northwest Mexico, and our targeted investments in West-wide conservation initiatives. We prioritize projects that clearly articulate a plan to accomplish significant, measurable results in support of subprogram objectives. We seek to fund projects that can be replicated widely, leverage other funding, and/or be catalytic in stimulating policy changes that provide broader societal and environmental benefits.$http://www.webcitation.org/66hkWAzVa$http://www.webcitation.org/66hkX1Fjd$http://www.webcitation.org/66hkY0Y0Q$http://www.webcitation.org/66hkYvVeWGlobal United StatesSub-Saharan Africa South AsiaUntil governments adequately support family planning and reproductive health, these services will never reach the many women, men, and young people around the world whose chances for improved health and well-being depend on them. To this end, the Packard Foundation s Global subprogram of Population and Reproductive Health mobilizes policies, resources, and political will to increase support for family planning and reproductive health particularly for women and young people in both donor nations and key developing countries. We also support programs that expand women s access to abortion services through research and advocacy. Specifically, this includes initiatives that: Track the status and impact of funding for family planning and reproductive health services in specific countries or globally Support the efforts of non-governmental organizations, especially those in key developing countries, to make the case for reproductive health funding and to monitor how it is being used Equip women leaders and their networks with the information, knowledge, and skills needed to advocate for improved family planning, and reproductive health financing and policies, and Research and advocate for broader access to safe, legal abortion and post-abortion care in developing countries. We fund non-governmental organizations and networks. While we coordinate and work closely with public sector stakeholders, we generally do not fund governmental institutions.The United States subprogram of Population and Reproductive Health seeks to advance reproductive health and rights in the United States, especially for women and young people from low-income and vulnerable communities. These groups bear the brunt of poor reproductive health outcomes and face the greatest barriers to accessing vital information and services. The Packard Foundation supports efforts at the state and local levels to increase women s access to safe and legal abortions, and to improve young people s access to comprehensive sexuality and reproductive<  health information. This includes initiatives that: Expand the availability of abortion technologies and providers Support advocacy, litigation, and research to inform positive reproductive health policies, especially at the state level Build support for abortion funding for low-income women by repositioning abortion as a mainstream health and equity issue, and Demonstrate innovative models and build evidence to expand comprehensive sexuality education for young people. We fund non-governmental organizations and networks. While we coordinate and work closely with public sector stakeholders, we generally do not fund governmental institutions or direct services.The Sub-Saharan Africa subprogram of Population and Reproductive Health seeks to increase reproductive health access and options for women and girls, and advance political and financial support for family planning and reproductive health within Ethiopia. We also support selective demonstration projects and advocacy within the region. Women and young people in Sub-Saharan Africa often bear the greatest health consequences when family planning information and services are not available. Social and economic pressures on women often lead to early marriage and childbearing, large family size, and poor health outcomes. The resulting high-population growth rates exacerbate poor reproductive health outcomes and weaken already overburdened systems. In addition, public policies and financial resources do not meet existing needs. To address these issues, the Sub-Saharan Africa subprogram supports efforts that: Expand access to quality family planning and reproductive health services for young people, Empower women and girls to increase their ability to make informed family planning and reproductive health decisions, including selective efforts that improve educational attainment for vulnerable girls with the goal of delaying early marriage, and Mobilize policies, resources, and political will to advance and protect family planning and reproductive health and rights within the region. We work in Ethiopia as a focus country and also have a regional portfolio that supports opportunities where there is the potential for high returns in a relatively short timeframe. This includes efforts that build on our community-based service expertise, promote the adoption and implementation of policies and practices that further the family planning agenda, and initiatives to engage new and existing leaders as family planning advocates. Generally, we do not fund governmental institutions or infrastructure projects, such as schools. Our country program in Nigeria ended in 2010.In India and Pakistan, women and young girls from marginalized communities bear the greatest burden of poor reproductive health due to their disadvantaged social status, limited educational and economic opportunities, early marriages and births, frequent childbearing, and lack of access to quality health services. These inequities, coupled with a rapidly growing youth population, exacerbate poor health outcomes and hinder broader economic development. Building on more than ten years of work in the region, the South Asia subprogram of Population and Reproductive Health works in India and Pakistan to decrease early and unwanted fertility among young couples by improving access to family planning and reproductive health services. We also reduce the health risks of unsafe abortion by improving women s access to safe abortion and post-abortion care. Specifically, our grantmaking works to: Improve access to quality family planning and reproductive health services for young people, especially young women Empower women and girls to increase their ability to make informed family planning and reproductive health decisions, and Mobilize the political will to improve policies and increase financial resources to support effective initiatives. We fund non-governmental organizations and networks in the Punjab and Sindh provinces of Pakistan; and in Bihar and Jharkhand states in India, as well as a few regional initiatives in South Asia where there is a strategic opportunity. We do not fund programs in other South Asian countries. While we focus on grants that allow us to partner with government and donors, we generally do not fund governmental institutions.$http://www.webcitation.org/66hkNAswi$http://www.webcitation.org/66hkNzq3N$http://www.webcitation.org/66hkP3vit#Preschool for Californnia's ChildreChildren's Health Insurance"After-School and Summer Enrichment@ While children are born with innate talents and temperaments, research demonstrates that the quality of the interactions they experience with their parents and other caregivers in the early years is truly formative. A strong and growing body of evidence shows that a good early education can engage and support parents while also providing preschoolers with experiences that are rich in literacy and language, full of social and emotional discovery, and secure with positive relationships among children and adults. Many parents have the financial means to ensure their children attend high-quality early education progr< ams. Too many families, however, face challenges, especially in a global economy that demands higher and higher levels of education for children to achieve lifetime success. Research conducted by grantee RAND Corporation concluded that just under half of California s 3- and 4-year-olds from economically disadvantaged families are in preschool programs of any quality, compared with 70 percent of those in more well-off families. Only 15 percent of disadvantaged children attend a preschool that meets the high educational standards known to make a lasting difference. Armed with this knowledge, and building on the Packard Foundation s four decades of investments in the early years, the Preschool for California s Children subprogram began in 2003. The subprogram s goal is long-term and ambitious to provide access to voluntary, high-quality preschool for all 3- and 4-year-olds in California, starting with the children who need it most. The Preschool for California s Children strategy aims to change those odds through a decade-long commitment to: Advocacy Policy change Systems building, and Implementation of quality programs. The Foundation s grantmaking strategy, Preschool for California s Children, is grounded in decades of evidence supporting the benefits of high-quality preschool, in addition to various studies that detail the needs of California s preschool-aged children and preschool programs. The Foundation does not fund projects that influence specific legislation or ballot measures. We also do not fund direct service programs (i.e., individual child care centers, preschools, or schools) or research unrelated to specific needs identified by program staff in consultation with grantees in the field.XEnsuring that all children have access to appropriate health care has been a cornerstone of the Foundation s work on behalf of children for more than two decades. Since the 1997 passage of the Children s Health Insurance Program (CHIP), the Foundation has joined public, philanthropic, community-based, and private sector partners to work toward the goal of coverage for all children. As a result, even in the face of steadily increasing health care costs and eroding employer-sponsored coverage trends which have been exacerbated by the recent economic downturn the rate of children without health insurance has declined steadily. In 1997, the rate of children without health insurance was 14 percent, but today s rate of 8 percent is an historic low. Within weeks of his inauguration in 2009, President Obama signed legislation reauthorizing CHIP, strengthening both Medicaid and CHIP, the primary public health insurance programs for children. The CHIP reauthorization legislation and the Affordable Care Act enacted in 2010 also provide more opportunities to continue to make progress toward covering all children. The Foundation s Children s Health Insurance subprogram works in the states and federally to maximize the effectiveness of both public and private insurance programs for children, and to ensure that the country gets to the finish line on kids coverage. The Foundation s grantmaking strategy, Insuring America s Children: Getting to the Finish Line, includes support for state-based groups advocating for children s health insurance efforts in their states, technical assistance for state program directors and policy makers, as well as an evaluation component. We do not fund the following: The delivery of health care services or other direct service programs. Efforts to improve children s health through preventive care, lifestyle changes, or other public health measures. Health care quality improvement efforts. Efforts to improve the health or health care access of adults, except as these efforts may relate to the health of children in families. Basic or applied clinical research. During the 1990 s, several large-scale, highly effective after-school programs made their mark in California. Building on their success, in 2002, leaders in education and law enforcement joined with after-school advocate Arno< ld Schwarzenegger to persuade the California electorate to pass Proposition 49, the After-school Safety and Education Act. This ballot measure manifested an historic commitment far exceeding that of any other state to put after-school programs in schools throughout California. In 2007, the State began allocating $550 million in support of programs in over 4,000 of California s 6,500 elementary and middle schools (predominantly in low-income neighborhoods) up from 1,000 programs the year before. The same year, the Foundation made a four-year commitment, the After-School subprogram, to help the after-school programs and key public agencies move from the start-up phase into more established, durable systems and collaborations that support the increasing effectiveness of the State s extraordinary investment in expanded learning for school-aged children. During the same period, increasing public concern with the achievement gap brought more attention to  summer learning loss , a well-documented phenomenon describing setbacks in academic achievement among children who lack enriching summer experiences at home, in the community, or at school. In response, the Foundation expanded its After-School subprogram to include summer, renaming it the After-School and Summer Enrichment subprogram in 2008. The goal was to build on California s public investment by supporting expansions of school-based, after-school programs into summer for the benefit of 50,000 children. Through these expansions, the Foundation hopes to demonstrate emerging best practices and create momentum for greater community and K-12 support for summer enrichment programs so that this key opportunity for children becomes the norm. While flexible and diverse, all of the Foundation-supported summer programs focus on literacy, experiences in the outdoors, and good nutrition and fitness. The Foundation s seven-year Summer Enrichment Strategy supports the overall development and improvement of after-school and summer programs. The Foundation does not fund projects that influence specific legislation or ballot measures. We also do not fund direct service programs (individual after-school or summer programs) or research unrelated to specific needs identified by program staff in consultation with grantees in the field.$http://www.webcitation.org/66hhj0gzl$http://www.webcitation.org/66hjl9EPd$http://www.webcitation.org/66hk3pdXO$http://www.webcitation.org/66hk4rHd4$http://www.webcitation.org/66hk5z0yV$http://www.webcitation.org/66hk7buXPArtsChildren and YouthFood and ShelterPueblo, ColoradoArts play an essential role in enhancing life in our communities. The Packard Foundation believes that a healthy community should have an array of performing and visual arts organizations that contribute to improving quality of life for our local community residents. A thriving arts community also ensures that children have access to the arts, which has a positive effect on their development. The Arts subprogram of Local Grantmaking supports community-based performing and visual arts organizations that: Provide quality visual or performing arts experiences for a community, and/or Provide arts education programming for young people. We look for cultural organizations that serve as community anchors in the five California counties we fund San Mateo, Santa Clara, Santa Cruz, Monterey, and San Benito. We also fund organizations that demonstrate artistic excellence and whose organizations have strong leadership and governance. Priority for funding is given to organizations in good financial standing with a diversified funding base that reflects a healthy combination of both earned and contributed income. Preference for funding is also given to organizations that have a high level of community participation, engagement, and support. Funding through the Arts subprogram is highly competitive and a very limited number of new grants are made through this subprogram each year. Except in special circumstances, we do not support endowments; capital needs, including renovations, equipment, and construction; debt reduction or benefits; fundraising events or primarily one-time cultural events; literary arts; or film and media < programs. In some counties, we provide support for arts organizations with smaller budgets through re-granting partnerships with arts councils or community foundations.G The Foundation has a rich history of helping to support families and children. This tradition continues in our Local Grantmaking program with support for families and children as early as birth. The first three years of life are an especially critical growth period in a child s development. Newborns and toddlers need positive early learning experiences that both foster their intellectual, social, and emotional development, and lay a foundation for later success. As children continue their social, physical, and academic development, the availability of quality after-school programming is also critical, particularly for the community s most vulnerable youth. After the school day ends, children need safe places to go that offer educational and enriching programming. After-school programs often serve as a bridge from the school day to after-school hours where learning can be reinforced in fun and creative ways. After-school programs also provide a safe alternative to being home alone during the hours of 3-6 p.m., when children are most vulnerable to engaging in negative behaviors. The Children and Youth subprogram of Local Grantmaking supports two main areas: Positive early learning experiences provided by organizations or programs that Help parents and caregivers get children off to a good start and establish healthy patterns for life-long learning, and/or Foster the intellectual, social, and emotional development of newborns and toddlers, particularly for at-risk populations After-school programs and activities provided by organizations that Offer model, promising, or start-up programming Provide enrichment and/or academic activities at a school site or community space, and Serve middle school students throughout the school year. The Foundation supports organizations that have well-articulated goals and strategy, strong leadership and governance, quality programming, and a high level of community participation, engagement, and support. We look for leaders who have a proven expertise working with and serving their target population in the five California counties we fund San Mateo, Santa Clara, Santa Cruz, Monterey, and San Benito. We look for model programs with a track record of success and impact, as well as new programs with high potential. Currently, funding for birth-three programs is primarily accomplished through a partnership with First 5 organizations in each of the five counties. Except in special circumstances, we do not support research, studies, policy work, capital campaigns, or child care center operations or subsidies.The lives of children and families are enriched when they have the opportunity to experience nature directly. Spending time learning about the environment enhances classroom learning and helps to better connect students to their local communities. When children can experience this type of learning in the natural world alongside family members, the opportunity can be even richer, providing a way for families to gain newfound knowledge together. The Conservation and Science subprogram of Local Grantmaking supports organizations and programs that: Offer environmental education and promote environmental stewardship to young people Educate young people about the unique environment and landscapes of the five counties we fund, and Engage families and the community with their local environment. The Foundation supports organizations that have well-articulated goals and strategy, strong leadership and governance, quality programming, and a high level of community participation, engagement, and support. We look for leaders who have a proven expertise working with and serving their target population in the five California counties we fund San Mateo, Santa Clara, Santa Cruz, Monterey, and San Benito. We look for model programs with a track record of success and impact, as well as new p< rograms with high potential. We fund programs that take place both in and out of the classroom. We re particularly interested in programs that enhance classroom learning, expose people to the diverse environmental resources found in the local area, and offer hands-on learning opportunities. Except in special circumstances, we do not support research studies, capital campaigns, or endowments.Our local community should be a place where all families are able to meet their basic needs. To that end, the Packard Foundation has a long tradition of supporting area food banks. We also support organizations that provide temporary housing for homeless families or families in crisis as a result of domestic violence. These vulnerable families need proven programs that work to preserve the family unit and help them return to permanent housing. The Food and Shelter subprogram of Local Grantmaking supports: Major food banks Housing and/or shelter providers for homeless families, and Emergency assistance and shelter providers for families that are victims of domestic violence. The Foundation supports organizations that have well-articulated goals and strategy, strong leadership and governance, effective outreach and service, and solid financial standing. We look for leaders who have a proven expertise working with and serving their target population in the five California counties we fund San Mateo, Santa Clara, Santa Cruz, Monterey, and San Benito. We support programs that have a solid track record of success and impact. Except in special circumstances, we don t support individual food distribution programs, providers of ongoing services to homeless individuals and families, advocacy efforts, field research, endowments, or capital needs, such as renovations, equipment, and construction.jFor more than 40 years, the Packard Foundation has helped nonprofit organizations tackle major reproductive health challenges. These efforts have enabled individuals to fully exercise their reproductive rights through access to services, including prenatal and postnatal care, sex education, contraception, and emergency obstetrical care. Access to these services has a lasting positive impact on families and communities. The Population and Reproductive Health subprogram of Local Grantmaking focuses on three key areas: family planning, teen pregnancy prevention, and the development of girls leadership. We support organizations and programs that: Provide high-quality family planning and reproductive health care to women, men, and teens in the local community Advance the right and ability of individuals and families to make informed and responsible choices Teach teens about pregnancy prevention or intervention strategies that are tailored for varying levels of development, and Work with young women and girls to develop their leadership skills, confidence, and capacity, enabling them to make informed and responsible decisions about pregnancy and their reproductive health. The Foundation supports organizations that have well-articulated goals and strategy, strong leadership and governance, quality programming, and a high level of community participation, engagement, and support. We look for leaders who have proven expertise working with and serving their target population in the five California counties we fund San Mateo, Santa Clara, Santa Cruz, Monterey, and San Benito. We support model programs that have a track record of success and impact, as well as new programs with high potential. Funding for evidence-based teen pregnancy prevention programs is also emphasized. Except in special circumstances, we do not support endowments or capital campaigns.The goal of the Pueblo, Colorado subprogram of Local Grantmaking is to support nonprofits that are located in and/or directly serve the residents of the city and county of Pueblo, Colorado, where David Packard was born and raised. We support programs and projects that focus on education, child care, youth development, senior services, health and human services, housing, teen pregnancy prevention, nonprofit support services, and arts and culture. We place special emphasis on both program and operational support projects. We also consider capital requests. Proposals for this subprogram are reviewed and recommended by a local Advisory Board that is comprised of Pueblo residents, with the assistance of Pueblo-based Foundation staff.$http://www.webcitation.org/66hhYuWZL< $http://www.webcitation.org/66hhVAuf4Organizational EffectivenessThe Organizational Effectiveness subprogram offers current grantees the opportunity to undertake projects that transform their organizations in sustained and meaningful ways. Our grants support a variety of capacity-building efforts for grantee organizations and networks. Grant funds are primarily used to cover the cost of outside consultants. The Packard Foundation supports the following efforts: Organization or network assessment, which may include social network analysis or mapping Strategic planning, business, or operational planning Financial and executive coaching Mergers or other restructuring efforts Fund development planning and feasibility studies Executive search services during senior leadership transitions Cultural competence or diversity initiatives Board development and governance Training for network coordinators (e.g., facilitation skills) Strategic communications planning, including planning for use of social media, and Building the organization or network s capacity to evaluate its work. The Organizational Effectiveness subprogram projects are often more complex and require more time than other projects, and can easily become unwieldy. The staff encourages grantees to submit projects of only one or two closely related components, addressing highest priority needs. In addition to funding individual organizations, grants are also made to nonprofits that provide organizational capacity building to a group of grantees or sub-grantees. We do not fund organizations or networks that are not current Packard Foundation grantees. We do not reimburse grantees for projects already underway or for expenses already incurred. We do not fund projects to build the field of organization or network effectiveness. The Organizational Effectiveness subprogram does not support core operating costs to sustain organizations or networks and related expenses such as staff salaries, administrative overhead, computers or software, rent or other occupancy expenses, Web site design, financial audits, tuition for degree programs, conference costs, recurring staff training expenses, printing of strategic plans or other reports, and legal fees.!The Packard Foundation has a strong commitment to the development and effectiveness of private philanthropy. We continually strive to improve our own practices and effectiveness, and we share a responsibility to help improve the grantmaking sector as a whole. To that end, we support a limited number of grantees that serve the philanthropic sector. The Philanthropy subprogram makes a limited number of grants each year to support and improve the philanthropic infrastructure and to build and disseminate knowledge about effective philanthropy.$http://www.webcitation.org/66hl8TuwB$http://www.webcitation.org/66hlFN919&Alice Buffet Outstanding teacher AwardCollege Scholarships( Recognizing Those Who Make a Difference Everyday Award Summary: Recognizing: Outstanding Omaha Public School Teachers (K  12) with a minimum of two years of teaching experience Award: $10,000 Gift $500 in McDonald s Gift Certificates Alice Buffett Outstanding Teacher Award Medallion Public Recognition Awards given annually: 15 Nominated by: Students Former students Parents Other teachers School administrators and the general public _The Susan Thompson Buffett Foundation provides scholarships for tuition and fees up to $3,600 per semester, and a textbook allowance of $500 per semester for incoming freshmen attending Nebraska public universities, colleges, or community colleges. These funds are available to the extent that tuition, fees and books are not already covered by other grants or scholarships. The Susan T. Buffett Foundation has initiated the William H. Thompson Scholars Learning Communities. Students who receive scholarships from the Foundation and will be attending UNO, UNL or UNK will be part of this Learning Community$http://www.webcitation.org/66issNC0H$http://www.webcitation.org/66it1CvjA$http://www.webcitation.org/66itAZGKd$http://www.webcitation.org/66itIHZXm$http://www.webcitation.org/66itQs5NG$http://www.webcitation.org/66itUMP6b$http://www.webcitation.org/66iu4EEn4Arts & CultureCommunity DevelopmentDetroit Education EnvironmentHealthHuman ServicesNWe seek to build strong, vibrant communities  enlivened by the presence of healthy cultural organizations and well-resourced artists, and enriched by well-integrated arts, cultural and community-building activities. Four values in particular shape the grantmaking in the Arts & Culture Program. They are: Creating opportunity and enhancing access to arts and culture through authentic and relevant programs that exemplify excellence in the field, involve peop< le of all social and economic backgrounds and increase participation of new and nontraditional audiences. Exhibiting a high level of community impact through work that contributes to a vibrant arts and cultural ecosystem and exemplifies excellence in the field, benefits the broad local community and reflects the diversity of the community population, advances community-building efforts and embodies key principles of community planning to enhance quality of life. Stimulating innovation through work that furthers best practices in the field, uses new and possibly untested approaches and brings multiparty, interdisciplinary approaches to problems that defy solution by a single sector. Supporting institutional transformation and the capacity to profoundly influence the overall organization and its operations or create new business models to strengthen financial stability. We aim to advance opportunity and improve the quality of life for underserved and marginalized populations by supporting work to strengthen the social and economic fabric in American cities. Our Detroit Program represents our primary community development effort. Through this program, we practice a highly strategic, integrated approach to urban revitalization in our hometown. Our national community development focus is on replicable, innovative models and exemplary financial vehicles for equitable reinvestment. Our team connects these two strands of work to create opportunities for shared learning between Detroit and the national urban redevelopment community.xWe aspire to change the city of Detroit s trajectory to one of long-term economic opportunity that advances social equity, promotes cultural expression, and re-establishes our hometown as the center of a vibrant region. Program Overview: We are a national foundation with deep roots in Detroit. Since our founding in 1924, we have provided continuous philanthropic support to the area s nonprofit organizations and community initiatives. In recent years we have taken a proactive approach, engaging and collaborating with others seeking to renew the city that was once a place of opportunity. The Detroit metro region is home to 4 million people. Decades of economic disinvestment have undermined the tax base and destabilized public finances. However, there is a strong sense that Detroit s challenges are offset by a significant window of opportunity. Working with other philanthropic organizations, nonprofits, business, government and other partners, we are investing in areas that leverage Detroit s strong assets and present opportunities for helping Detroit residents imagine and build a vibrant 21st-century version of their city. We believe that if we can make headway against the extreme social and economic challenges here, the lessons will have broader applicability to other communities. Our lens for viewing our Detroit work is a comprehensive framework we call Re-Imagining Detroit 2020. Its nine components are closely integrated. Embracing Strategic Philanthropy: We believe that in highly challenged cities, philanthropy can no longer work at the margins. Our Re-Imagining Detroit 2020 framework seeks to provide focus, strategy, integration, and alignment to a wide range of civic activities focused on Detroit s stabilization and revitalization. In 2010, we provided 128 grants for the Re-Imagining Detroit 2020 framework for a total investment of $26 million. Increasing the number of college graduates in the United States can fuel a new, education-led era of national prosperity and help millions of low-income and underserved people change the trajectory of their lives. We invest in work that advances these ends. Program Overview A good job, a living wage, a path to social stability  education gives us choices. Our Education Program focuses on expanding student access to higher education and opening avenues to academic success, particularly for those historically left out of the picture: low-income, first-generation, African American, Latino, Asian American and Pacific Islander, and Native American students. We promote postsecondary access and success for low-income and underrepresented students. Because we are committed to improving U.S. college achievement on a broad scale, we rarely fund individual institutions of higher education to promote postsecondary access and success for low-income and underr< epresented students. Higher education in South Africa We also make grants to strengthen higher education in South Africa, believing that strong universities are the best engines of economic growth in this important and influential fledgling democracy. Investing in Facilities For more than 85 years, we served the facilities-capital needs of higher education. However, the primary focus of our Education Program has shifted to promote post-secondary access and success for low-income and underrepresented students. The legacy of our capital-challenge grantmaking rests with the broad promotion of sustainable design on college and university campuses. We occasionally award challenge grants, but only for higher education construction or renovation projects that formally seek environmental sustainability certification at the silver level (or better) from the U.S. Green Building Council s LEED  Leadership in Energy and Environmental Design  rating system. These grants must also fit our Strengthening Institutions priorities. Both the educational institution and the project seeking funding from must exemplify the four values central to the team s work: creating access for low-income people, diversity, environmental conservation and community impact.Our goal is to assist society in mitigating the severity of climate change and preparing for its unavoidable impacts. Program Overview Global climate change is a profound threat to humanity. Global emissions of greenhouse gases threaten everything from human health and food and water supplies to transportation infrastructure and ecosystems. We believe there is a moral obligation to meet this challenge for ourselves, for future generations and for those who will be most vulnerable to the consequences of climate change. To avert the worst potential impacts of climate change, we must aggressively transition our energy systems to cleaner, more efficient alternatives. At the same time, we know that the greenhouse gases already accumulated in the atmosphere  primarily due to fossil fuel combustion  make serious climate-induced changes unavoidable. We must develop strategies and policies that promote preparedness in communities of all sizes and types and in natural systems. Our mitigation investments focus on reducing energy use in buildings and accelerating the adoption of renewable-energy technologies. Our adaptation investments support the development of strategies and resources that promote resilience to climate-change impacts in human and natural systems. In all our grantmaking, investment and action, we aim to enable people and institutions to work together to address the climate crisis, with an eye toward innovation, problem-solving and informed risk taking. We award general operating-support and project-support grants. We also make program-related investments in the energy-efficiency field. We strive to: Focus on outcomes that will be achieved. Have a tangible impact on policy and practice. Favor strategies that cut across sectors and disciplines. Promote integrated, system-based initiatives. Empower vulnerable, underserved populations and protect future generations. Use the full array of resources and tools available to us. In approaching our work, we endeavor to: Work in close collaboration with colleagues at nonprofit organizations, public institutions, fellow foundations and other institutions, engaging as thoughtful and respectful partners. Take on leadership roles in areas where we have special expertise or knowledge. Convene experts and decision makers to set agendas, identify priorities and develop and advance comprehensive strategies. Connect individuals and organizations working in different sectors and fields to share expertise. Build a discipline of learning from the work we support and use those lessons to inform our future work. Who will be competitive? We award support to organizations whose work aligns closely with our strategies and holds strong promise to bring about positive change. We award support to organiz< ations that work nationally, across multiple states or at the regional or statewide level. Projects that are local in scope without clear replication potential rarely are funded. The majority of grants and program-related investments are made within the United States. We do not support projects outside of North America. We do not fund: Environmental education programs or the development of curricula. Media projects unless they are tightly aligned with our grantmaking strategies and advance the work of our grantees. The construction or renovation of facilities or individual renewable-energy installations. The acquisition of land, other property or conservation easements for solely land-conservation purposes. The costs associated with designing and planning environmentally responsible buildings. Individuals. Primary scientific research. Research and development of energy efficiency and renewable energy technologies. International projects outside of North America. We promote the physical health and well-being of low-income and vulnerable populations by improving the environmental and social conditions affecting them and their communities and by increasing their access to high-quality health care through support of the safety net. Program Overview The goal of this program is to reduce health disparities among children and adults living in the United States. We are addressing what we consider to be the inequitable and unjust conditions that lead to poor health outcomes. We have modified aspects of this program to better complement the 2010 Patient Protection and Affordable Care Act. We fund work under way at the local, state or national levels. We seek to expand access and opportunities for vulnerable, disadvantaged and low-income individuals and families by strengthening nonprofit organizations and generating new knowledge about efforts to ameliorate and, create pathways out of, poverty. Program Overview To help historically and systematically disadvantaged, underrepresented individuals and communities, we believe it is necessary to transform the human-services sector. Today s social, economic and political challenges require it. We want to see those in poverty able to move not just from peril to safety, but to circumstances where they have the opportunity to achieve well-being and lead self-sufficient, self-determined, productive lives. We understand that organizational effectiveness, resilience and commitment to excellence affect the services provided to those attempting to escape poverty. Our aim is to partner with other foundations and with the public, private and nonprofit sectors, and deploy our capital in innovative ways for the benefit of nonprofit organizations and the people they serve. We use the full array of available grantmaking tools to foster change. Those tools include project grants, operating support, and program-related investments for organizations whose work directly corresponds with our funding priorities. Funding Methods We award grants and make program-related investments. Some grants are awarded for a single year, others are for multiple years. Taken together, our grantmaking and investing methods constitute our funding toolbox. Our funding toolbox consists of: Operating support grants Project support grants Program-related investments Our funding goal  through grants and investments  is to help organizations that are advancing our programmatic priorities fulfill their missions and become sustainable over time, often growing or developing in the process. Eligibility Who should apply? U.S. 501(c)(3) organizations with audited financial statements that are not classified as private foundations. Audits must be independently prepared following Generally Accepted Accounting Principles (GAAP) or Government Auditing Standards (GAS). Financial statements prepared on a cash, modified cash, compilation, or review basis do not qualify. Government entities. Who should not apply? Individuals. Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, disability, sexual orientation or veteran status. Organizations that require membership in certain religions or advance a particular religious faith. (Faith-based organizations may be eligible if they welcome and serve all members of the community regardless of relig< ious belief.) Programs operated to benefit for-profit organizations. $http://www.webcitation.org/66iuFLzN8$http://www.webcitation.org/66iuI1lzA$http://www.webcitation.org/66iuJroLWInstitutional capitalizationArts and community buildingArtists' skill and resources We believe that well-capitalized arts and cultural organizations are in a better position to execute their missions and provide effective and relevant programming that contributes to the vitality of their communities. Focus Area Overview Institutional capitalization represents a multi-part effort to promote the practice of sound capitalization principles in the field. A well-capitalized organization has the financial resources to cover its short- and long-term obligations, weather economic downturns and be able to take advantage of opportunities to innovate as needed to advance its mission and achieve its goals. We define capitalization as the accumulation and application of financial resources  operating and working capital, operating reserves, risk capital, endowment and building reserves  to support the achievement of an organization s mission over time. A comprehensive capitalization plan takes into account an organization s mission and vision, its business model drivers, time horizon and life-cycle and its role in the marketplace. With this information, the capitalization plan outlines the various types of funds required for a given organization. It then articulates the amount of funds needed, the timing of specific needs and the methods for obtaining the required resources. Since each organization is unique, so too are its resource needs. There is no standard capitalization formula; however, chronically undercapitalized organizations put their missions at risk. Our goal is to promote the widespread application of sound capitalization and facility management principles among cultural organizations and funders in an effort to help strengthen individual organizations and advance these practices in the field as a whole. For more information, read our guide, Capitalization Philosophy and Terms. We pursue this work through field education and research efforts, direct grantmaking to arts and cultural organizations and a robust evaluation effort. The lessons learned will be captured and shared with the field. The initiatives are: Facility investments and building reserves Facility investments and building reserves, which provides grants for facility renovation and repair projects and for building reserve funds within the context of an organization s capitalization plan. Strengthening arts facilities Strengthening arts facilities effectively, or SAFE, a partnership with the Nonprofit Finance Fund to seed and grow building reserve funds for 14 children s museums and community schools of art within the context of their respective capitalization plans. Sector leader investments Sector leader investments, which makes strategic investments in transformational projects that support a shift in an organization s business model in response to field-wide pressures.We seek to foster the power of arts and culture to recharge and rebuild communities of all sizes throughout the United States. Focus Area Overview Cultural institutions and artists animate our communities; they bring disparate people together to share common experiences, stimulating our imaginations and helping us foster a rich and varied quality of life. Yet no systematic way exists to support art and culture as a tool for revitalizing communities. We believe we can play a role in creating this infrastructure by investing in exemplary national and local efforts, capturing the best practices and sharing them with the field. Our approach to this work has been shaped by six principles: Community cultural development is a growing field with minimal national infrastructure. The structure and dynamics of community cultural ecosystems are not well understood. Cultural development is local. Local community development requires an indigenous support system. Effective community cultural development requires sustained engagement. Arts-centered community building is inherently complex because it involves other community sectors such as social services, community development and public safety. We are approaching this work at the national and local levels. Each is being advanced through the work of invited applicants. At the national level, we are: Funding exemplary organizations dedicated to integrating arts and community building activities and identifying new methods as models for the field. Commissioning and publishing research on efforts to integrate cultural organizations and artists into community-building efforts. Elevating the visibility of arts and community building and disseminating best practices through meetings, publications and other means as appropriate. At the local level, we are: Monitoring and evaluating the activities of our Community Arts mini-grant initiative, which was launched in 2009. Participants in Baltimore; Birmingham, Ala.; Detroit; St. Louis; and Tucson, Ariz., received funding to support grassroots arts and cultural projects that unite communities and address pressing social issues. All projects will conclude by the end of< 2012. WArtists are the wellspring from which all art flows and are fundamental to healthy, vibrant communities and cultural systems. With the right conditions, artists can be creative resources in efforts to build and revitalize communities. Focus Area Overview We believe community transformation would be more widespread if more communities embraced artists as important contributors to the identity, vitality and cohesion of the places where they live. We aim to foster these conditions through support for leading practitioners and field-building efforts to increase live-and-work spaces for artists.$http://www.webcitation.org/66iuUJxKi$http://www.webcitation.org/66iuVTnxy$http://www.webcitation.org/66iuWhVWB$http://www.webcitation.org/66iuXzQsv$http://www.webcitation.org/66iuZ6LVy$http://www.webcitation.org/66iuaPaG9$http://www.webcitation.org/66iubo7ss$http://www.webcitation.org/66iud1T5D$http://www.webcitation.org/66iueey5NDetroit arts and cultureEducational reform3Entrepreneurial development: growing small businessGreen economy: Sustainable city"Mass transit development: M-1 RailComplete neighborhoods City land use/Anchor institutions: Woodward creative corridor Our goal: Strengthen the economic, social and cultural fabric of greater Detroit through the nurture and promotion of individual artists, arts and cultural organizations and arts-infrastructure groups. Focus Area Overview We believe a thriving arts and cultural community  one that is well supported and well recognized  enriches the quality of life for residents and visitors to southeastern Michigan and, in doing so, inspires fresh ideas, spurs innovation and accelerates the creative vitality of the region. Through deep engagement in the community, and alongside philanthropic partners, we focus our efforts on: building and nurturing a sustainable, vibrant ecosystem of arts and cultural organizations, strengthening the local artist community, and identifying ways to incorporate arts and cultural activities across the spectrum of our work in Detroit. We also have developed a three-part effort that focuses on arts and cultural organizations and artists living and working in metro Detroit s Wayne, Oakland and Macomb counties known as Kresge Arts in Detroit. Arts Support We provide unrestricted operating support to small, mid-size and large organizations in the performing, visual and literary arts in metro Detroit s three-county region. Assistance is also available to institutions engaged in arts service, education and broadcasting. Since 2007, we have provided $11.1 million in operating support to 74 small, mid-size and large organizations in Wayne, Oakland and Macomb counties. In 2010, we awarded $4.5 million over two years to 62 organizations. The Arts Support program is currently closed. You can stay abreast of news about the arts support initiative by subscribing to our RSS or email services. Arts organizations should also be aware that we offer additional support through our national Art & Culture program. Artist Fellowships Through the Kresge Artist Fellowships, we seek to advance the art forms and professional careers of artists from the visual, performing and literary arts and to elevate the profile of the artistic community. Each year, we provide funding for 12 to 24 fellowships of $25,000 each. They are awarded to visual, performing and literary artists living and working in metropolitan Detroit. The Artist Fellowships are administered by the Detroit-based College for Creative Studies, one of the nation s leading institutions for art and design education. Applications are now being accepted for 2012 fellowships, open to those in the literary and performing arts. The deadline for completing applications is Feb. 1. Eminent Artist Award Through the Kresge Eminent Artist Award, we recognize an exceptional artist for his or her professional achievements and contributions to the cultural community. The award also encourages that individual s pursuit of a chosen art form and an ongoing commitment to metropolitan Detroit. The award, which includes a $50,000 prize, is administered by the College for Creative Studies. Application Process Outside grant programs such as Arts Support, our Detroit team members are deeply engaged in the arts and cultural community and proactively invite the proposals funded through the Detroit Program. The fellowships and eminent artist programs are administered by the Detroit-based College for Creative Studies. zOur goal: Help make Detroit the first American city to develop a 21st-century education model that prepares every child for future success. Focus Area Overview We believe that a learning revolution is under way in Detroit. When complete, this transformation will result in a groundbreaking overhaul of the way our hometown educates childre< n and supports families. We want to ensure that every Detroit student enters kindergarten ready for achievement and graduates from high school prepared for post-secondary education. This ambition aligns with the Excellent Schools Detroit citywide education plan, which calls for Detroit, by 2020, to be the first major American city where 90 percent of students graduate from high school, 90 percent enroll in college or a quality postsecondary training program and 90 percent of enrollees are prepared to succeed without needing remediation. We focus on strategies that will create high-quality education options, early childhood programs, out-of-school options and community supports. We invest in innovative projects that: Foster new models to improve quality in early childhood education through early intervention, parent engagement and market-based incentives. Realign health and human services to support student achievement through community schools. Attract innovative and exemplary 21st-century education models to Detroit neighborhoods. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. Our goal: Expand prosperity and economic opportunity for residents of the city and region by strengthening the infrastructure supporting new business creation, and build on metro Detroit s unique pool of engineering and innovation talent. Focus Area Overview As a major funder of the New Economy Initiative, we support efforts that enhance Detroit s role as a regional center for innovation and entrepreneurship. These includeproviding capital and technical assistance to small- and medium-size entrepreneurs and helping to nurture early-stage businesses, grow traditional small businesses and support job creation at every level. This work connects with our emphasis on the strong anchor institutions in Midtown and the development of a robust green economy. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. )Our goal: Foster sustainability initiatives that will create jobs, advance workforce training, enhance public health and support Detroit as an example of how an aging industrial center reinvents itself as a desirable  green city. Focus Area Overview Working with partners including the nonprofit Next Energy and the City of Detroit, we are investing in efforts to develop a green workforce, renewable- and alternative-energy jobs and neighborhood energy efficiency. Coupled with Detroit s deep tradition of innovation, we believe that a strong ethic of environmental sustainability will spur employment and strengthen the neighborhoods and the economy. We also recognize and embrace a healthy overlap with other Detroit initiatives, such as expanding access to fresh food and fostering entrepreneurship. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. LOur goal: Build on Detroit s robust medical systems to make the city a healthcare destination, enhance job opportunities, more closely connect health and community development, and improve community health. Focus Area Overview Working with partners, we identify opportunities for capitalizing on the strengths of the city s major hospitals and medical research centers. The concentration of facilities and talent suggest opportunities to innovate across areas such as access for children, medical homes, safety-net clinics and the abatement of environmental hazards in homes. Home to institutions like the Detroit Medical Center and the Henry Ford Health System, Detroit may also be positioned to expand its role as a center of health education. We continue to develop our activities in this area in consultation with stakeholders and experts. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. Our goal: Stimulate development, density and employment in Detroit, and promote investment in regional mass transit. Focus Area Overview Mass transit plans have been debated in greater Detroit for years. With the support of private-sector partners, the city and o< ther collaborators, we have invested in the first leg of light-rail service that promises to spur residential and commercial development along lower Woodward Avenue. Intended to run from downtown Detroit to the city s North End and beyond, the construction of the initial three-quarter-mile leg of the M-1 Rail is scheduled to begin early next year. We believe a well-run regional mass transit system is one of the keys to building a healthy economy. We hope philanthropic and other private financing will leverage funding to build the entire nine-mile Detroit segment of the project. With potential links to Pontiac, Ann Arbor, Chicago and other locations north and west, the M-1 could drive growth, connect metro Detroiters to jobs and create new centers of employment in the city. The project complements other Detroit initiatives, including our focus on anchor institutions and sustainability. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. Our goal: Foster sustainability, increase economic opportunity and stabilize property values and the city s tax base by investing in neighborhoods that are magnets for new residents and that sustain existing residents. Focus Area Overview As citywide decisions about density and changes in land use emerge, we will help develop a framework for investing in neighborhoods. We will link those investments with strategies to create stronger neighborhood schools, preschools and other youth development systems. We will also work to ameliorate the impact of foreclosures. With city residents and other partners, we hope to help build confidence as well as safe, walkable neighborhoods with education and health services. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. Our goal: Work with Detroiters addressing the challenges presented by vacant and underutilized land and blighted buildings, and help drive density and reconstitute a healthy city. Focus Area Overview The City of Detroit s 133.8 square miles give it a geographic area larger than Boston, San Francisco and the borough of Manhattan combined. As its traditional industry and its population have contracted, swaths of unused and underused land have developed in this large footprint. We are attempting to link technical expertise on the reuse of urban land with resident sophistication about Detroit so that community members can create a road map for land-use reform. We are committed to supporting projects that emerge from a shared vision for the city s future. We believe such projects can provide jobs, improve quality of life and residents sense of self-determination and inform revitalization efforts elsewhere. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. Our goal: Build on the strengths of the cultural, medical and education and research institutions along the Woodward Avenue corridor to create a vibrant urban core attractive to investors, employers and residents. Focus Area Overview Detroit s main artery since the early 1800s, Woodward Avenue (or M-1) is home to many of the city s cultural institutions as well as the state s only urban research university, world-class medical centers and diverse and growing residential districts. In partnership with Wayne State University, the Henry Ford Health System, the Detroit Medical Center, the City of Detroit and other stakeholders, we seek to use these building blocks to promote additional residential and commercial investment and to reconstitute the city s Midtown and adjoining districts. The appro< ach is to address supply and demand through support for a new light-rail service to encourage transit-oriented development, inviting pedestrian amenities and a Live, Buy and Hire Local initiative. Our Funding Process Our Detroit team members are deeply engaged in the community and aware of emerging and ongoing initiatives with potential to accomplish our goals. As a result, we proactively invite the proposals funded through the Detroit Program. $http://www.webcitation.org/66iv6QXDx$http://www.webcitation.org/66iv8VXEH$http://www.webcitation.org/66ivB6lUEPage not foundPathways to and through collegeStrengthening institutionsHigher education productivity Higher education in South AfricaWe seek to propel more underrepresented students  especially low-income, first-generation, African American, Latino, Asian American and Pacific Islander, and Native American students  into two- and four-year institutions, prepare them to succeed and increase the number of students who ultimately graduate. Focus Area Overview Many of our target students are the first in their families to attend college. The potential cost of a college education and the admissions and financial aid bureaucracies can be daunting. Once in college, many students have difficulty making the transition to postsecondary courses, often despite good high school records. Almost half of all community college students need remedial classes  typically in math, reading or writing  to successfully perform at the college level. Work and family responsibilities often complicate students ability to complete degrees. We support networks of colleges, research organizations and community-based organizations that work to remove those barriers to access and success. We are interested in projects that have broad and meaningful impact beyond the boundaries of any one physical campus. Our goal is to fund innovative, sustainable programs that can easily be taken to a larger scale to foster: College readiness Awareness of and access to financial aid Research into and models for removing barriers to student success Advocacy efforts for student success Degree completion and attainment of family-supporting wages Eligibility Who may apply? U.S. 501(c)(3) organizations, except private foundations International 501(c)(3) equivalents Government entities Who may not apply? Individuals Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, disability, sexual orientation or veteran status Organizations that require membership in certain religions or advance a particular religious faith (Faith-based organizations may be eligible if they welcome and serve all members of the community regardless of religious belief.) Programs operated to benefit for-profit organizations We seek to help postsecondary institutions that focus primarily on the needs of low-income and underrepresented students by increasing their capacity to carry out their missions and serve students. Focus Area Overview We recognize that all colleges and universities enroll low-income and underrepresented students, but our target institutions make it their primary mission to support these students and address the special challenges they face. We support efforts to give those institutions the resources they need to expand their reach, impact and ability to help students succeed. We support organizations and networks of institutions that focus on low-income, first-generation, African American, Latino, Native American and other underrepresented students: Community colleges Historically black colleges and universities Hispanic-serving institutions Tribal colleges and universities Asian American and Pacific Islander-serving institutions Title III and Title V institutions Special-mission institutions By supporting efforts that reduce operating costs, enhance institutional sustainability or effectiveness and improve student persistence, we hope to help these institutions fulfill their missions. We are interested in projects that have broad and meaningful impact beyond the boundaries of any one physical campus. Our goal is to fund programs that strengthen and promote: Accreditation Community engagement Curriculum development Facilities management/campus environmental sustainability Fundraising/advancement Leadership training Planning Student persistence Eligibility Who may apply? U.S. 501(c)(3) organizations, except private foundations International 501(c)(3) equivalents Government entities Who may not apply? Individuals Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, disability, sexual orientation or veteran status Organizations that require membership in certain religions or advance a particular religious faith (Faith-based organizations may be eligible if they welcome and serve all members of the community regardless of religious belief.) Programs operated to benefit for-profit organizations We support efforts to find more efficient and effective ways to teach, advise, evaluate and make the higher education system itself more productive. We are particularly interested in work that le< verages technology to improve productivity while retaining or enhancing educational quality and outcomes. Focus Area Overview To boost the number of Americans with college degrees and postsecondary certificates, the United States will need additional education capacity. The Internet  with its apparently limitless opportunities for interactivity and its power to open access to books, lecture notes and libraries at any time of the day, from anywhere in the world  is quickly changing the traditional model of higher education through online courses. We support networks of colleges and research organizations that use the Internet and other technologies to build efficiencies into new ways of teaching, advising and evaluating. We are interested in projects that have broad and meaningful impact beyond the boundaries of any one physical campus. Our goal is to fund innovative, sustainable programs that are readily expanded, for example, lower the cost of higher education through: Online teaching E-counseling Back-office consolidation Environmental sustainability and energy savings Eligibility Who may apply? U.S. 501(c)(3) organizations, except private foundations International 501(c)(3) equivalents Government entities Who may not apply? Individuals Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, disability, sexual orientation or veteran status Organizations that require membership in certain religions or advance a particular religious faith (Faith-based organizations may be eligible if they welcome and serve all members of the community regardless of religious belief.) Programs operated to benefit for-profit organizations $http://www.webcitation.org/66ivILDbs$http://www.webcitation.org/66ivJwRBG$http://www.webcitation.org/66ivLv4G2Adaption to climate change&Energy efficiency and renewable energySpecial initiativesx Our goal is to help develop new knowledge and practices that will enable and encourage society to prepare for the impacts of climate change on people and nature. Focus Area Overview A significant degree of climate change is now inevitable. Although urgently needed efforts to reduce emissions will help future generations avoid the worst consequences of climate change, society must begin preparing now for those that are unavoidable. The challenge of preparing for and responding to climate change must account for everything from human health, and food and water supplies to transportation infrastructure and natural ecosystems. A new field of inquiry and practice is developing to address these challenges. We are actively engaged in helping to develop this field. We invest in work in the United States as well as in select Canadian initiatives. We will pursue three strategies: Building the field of climate-change adaptation Climate-change adaptation is a new field of inquiry and practice. Our goal is to foster the growth and development of this field. Fostering the development of place-based adaptation strategies The impacts of climate change experienced in a particular geographic area will vary depending on local ecological conditions, economic activities, infrastructure and other factors. Our goal is to support the development of locally generated strategies that will build the resilience of human and ecological communities as the climate changes. Informing and promoting climate-wise policies and practices Existing policies and regulatory systems fail to account for the uncertainties and increased variability that will accompany climate change. Our goal is to identify and pursue revisions in policies at all levels of government that will help human and natural communities prepare for and adapt to this new reality. Eligibility Who may apply? U.S.-based 501(c)(3) organizations and their Canadian equivalents Government entities Who will be competitive? We award support to organizations whose work aligns closely with our strategies and holds strong promise to bring about positive change. We award support to organizations that work nationally, across multiple states or at the regional or statewide level. Projects that are local in scope without clear replication potential rarely are funded. The majority of grants and program-related investments are made within the United States. We do not support projects outside of North America. We do not fund: Environmental education programs or the development of curricula. Media projects unless they are tightly aligned with our grantmaking strategies and advance the work of our grantees. The construction or renovation of facilities or individual renewable-energy installations. The acquisition of land, other property or conservation easements for solely land-conservation purposes. The costs associated with designing and planning environmentally responsible buildings. Individuals. Primary scientific research. Research and development of energy efficiency and renewable energy technologies. International projects outside of North America. x Our goal is to reduce greenhouse-gas emissions by speeding the adoption of energy efficiency and renewable energy. Focus Area Overview Significant improvements in energy efficiency and the widespread deployment of renewable-energy technologies can reduce harmful greenhouse-gas emissions caused by burning fossil fuels. To reap meaningful environmental benefits, the energy marketplace must be transformed to encourage the large-scale adoption of both. Public policy plays a big role in shaping that market. For energy efficiency and renewable energy to be deployed at a large scale, the private market must make significant investments in energy efficiency and renewable energy. Public policy can influence costs, demand and consumer behavior to encourage greater investment. Ongoing innovation is also critical to transforming the energy market. Citizens, civic leaders and others can spur change by advocating for additional efficiency gains and energy generated by clean, renewable sources. Our investments focus on three strategies: Promoting policy reform We support organizations seeking to promote energy-efficiency resource standards, as well as standards for appliance and equipment efficiency and renewable energy. In addition, we fund work on policies that encou< rage utility investment in energy-efficiency programs and transmission policy reform for the Midwest and at a federal level. The aim is the implementation of programs and policies that support energy efficiency and renewable energy as contributors to meeting demand. Bringing energy-efficiency retrofits to scale We seek to demonstrate through grants and program-related investments that energy-efficiency retrofits can be brought to scale by addressing barriers such as financing, performance measurement and disclosure, marketing and behavior. Supporting next-generation approaches We help those working to push the bounds of what is considered possible and practical for efficiency improvements in the built environment, and support practices that drive innovation in the fields of energy efficiency and renewable energy. Eligibility Who may apply? U.S.-based 501(c)(3) organizations and their Canadian equivalents Government entities Who will be competitive? We award support to organizations whose work aligns closely with our strategies and holds strong promise to bring about positive change. We award support to organizations that work nationally, across multiple states or at the regional or statewide level. Projects that are local in scope without clear replication potential rarely are funded. The majority of grants and program-related investments are made within the United States. We do not support projects outside of North America. We do not fund: Environmental education programs or the development of curricula. Media projects unless they are tightly aligned with our grantmaking strategies and advance the work of our grantees. The construction or renovation of facilities or individual renewable-energy installations. The acquisition of land, other property or conservation easements for solely land-conservation purposes. The costs associated with designing and planning environmentally responsible buildings. Individuals. Primary scientific research. Research and development of energy efficiency and renewable energy technologies. International projects outside of North America. We invest in compelling, time-sensitive initiatives that will advance our overall goals. These may include efforts to bolster the political will to move toward an environmentally sustainable future and reform important climate-relevant policies. Focus Area Overview From time to time, we support special initiatives that fall outside our core focus areas of Adaptation to climate change and Energy efficiency and renewable energy.$http://www.webcitation.org/66ivRxcsE$http://www.webcitation.org/66ivTRQmg$http://www.webcitation.org/66ivY982jCaring communitiesHealthy environments5Emerging and promising practices in population health We promote access to high-quality health care and social supports for children, adults and families in at-risk populations by supporting safety-net institutions and medical providers offering preventive and primary care in both rural and urban settings. Focus Area Overview Rising unemployment, loss of insurance coverage and increases in chronic disease and mortality have converged with government spending cuts and shortages of primary care physicians and clinics to produce wide gaps in access to and quality of health care among all groups in the United States. For low-income, minority communities this situation is particularly acute, because evidence indicates that this population has historically received a substandard quality of care. This focus area is designed to complement the 2010 Patient Protection and Affordable Care Act. We fund innovative practices that serve vulnerable populations by increasing access and lowering costs of preventive and primary care. We also support methods for improving the quality of care. This focus area supports four initiatives: Community health hub investment initiative is designed to help meet the nation s increased demand for high-quality, community-based primary care services resulting from the Patient Protection and Affordable Care Act. We fund federally qualified health centers that are advancing new methods for reaching vulnerable populations and achieving better health outcomes within this population, including management of risk factors and disease. Innovations that yield operating efficiencies for health centers and savings to the overall health care system also are supported. The work is being accomplished with an integrated investment strategy that couples grantmaking with below-market-rate loans, loan guarantees and other alternative-financing tools to spur the growth and sustainability of community health centers. Safety-net enhancement initiative entered its demonstration phase in January 2011. This four-year, two-part opportunity was introduced in 2009 to strengthen cross-sector collaboration among community-based health care agencies that serve needy populations. In February 2010, $900,000 in part-one grants was awarded to 12 public health agencies and community nonprofit organizations in 11 states for the planning and design of innovative health care delivery models. In December 2010, part-two grants totaling $6 million were given to eight of those 12 grantees for the development of their proposed models. This initiative is closed to new grant applicants. Health clinic opportunity fund, a two-year 2009-2012 national grant program that is building the operational capacity of<  charitable health clinics, public health clinics and those designated as federally qualified health-center look-alikes. This fund is closed to new grant applicants. Safety-net facility improvement fund utilizes Kresge s traditional challenge-grant approach in supporting clinic and hospital capital improvements designed to increase access to and enhance the quality of medical services for underserved populations. This initiative is closed until further notice. Eligibility Grants are made on an invitation-only basis to nonprofits that are 501(C)(3) organizations, based in the United States and not classified as private foundations.We seek to improve the health and well-being of vulnerable children from low-income families by making the places they live, learn, work and play safe and supportive of overall good health. Focus Area Overview Low-income communities often are located in areas with higher exposure to environmental hazards due to the condition and proximity of their homes, schools and workplaces to polluting industries and aging urban centers. These multiple exposures range from air pollution and chemical contaminants to the toxins associated with substandard housing and unhealthy foods. Through strategic partnerships, we support efforts to improve the homes, surroundings and quality of life for children and their families living in low-income communities through three initiatives: Cleaner freight transport addresses the health effects of diesel exhaust particulate matter on low-income communities and workers employed at truck, rail, air and shipping facilities. These toxic emissions have been scientifically linked to asthma, coronary disease and cancer. We aim to reduce the incidence and severity of childhood asthma and other respiratory illnesses. Environmental health and justice funds both community engagement efforts and effective partnerships among scientific, legal and government organizations to address imminent environmental health hazards affecting vulnerable populations and communities. Advancing safe and healthy homes builds on our Getting the Lead Out initiative by broadening our childhood lead-abatement effort into a comprehensive healthy-housing approach that addresses the range of toxins and unhealthful conditions that harm children and families. Among these are lead, mold, radon, carbon monoxide, asthma triggers, pests, safety hazards and lack of proper weatherization. Eligibility Nonprofit 501(C)(3) organizations and public agencies based in the United States and not classified as private foundations are eligible to apply for a grant or respond to a request for proposals. Individuals are not eligible to apply.,We fund multisector, interdisciplinary approaches to improve the health of vulnerable populations by addressing the social and environmental factors that adversely and disproportionately affect their communities. Focus Area Overview Health in low-income communities may be affected by family and societal instability, job loss and long-term poverty, environmental hazards and pollution and a lack of education and opportunities for self-betterment. These so-called social determinants of health have been linked to serious health disparities and are considered the root causes of many chronic ailments, such as diabetes and cardiovascular disease. Vulnerable populations also seldom have access to safe streets, parks and recreational areas, thereby restricting healthful outdoor physical activity and contributing to poor health. Our aim is to promote greater equity in the social, physical and built environments in which the most at-risk populations live, work and play. But we understand that this work, if it is to succeed, will require forging new kinds of partnerships, collaboration and thinking. We approach this by supporting efforts that: Adopt multisector strategies that address policy, environmental and programmatic change, with a special focus on food systems, Integrate innovative population health strategies into primary care. Eligibility Nonprofits that are 501(C)(3) organizations and public agencies based in the United States, and not classified as private foundations, are eligible to apply for a grant or respond to a request for proposals.$http://www.webcitation.org/66ivgSpqu$http://www.webcitation.org/66iviseQnJAdvancing the effectiveness and resilience of direct-service organizations(Leveraging the effectiveness of networksOur goal is to help high-performing human-services organizations demonstrate the ways different resources and promising approaches can add capacity, enhance performance and increase resilience. Focus Area Overview We support multiservice organizations with investments that add to their effectiveness and allow them to expand their reach or to innovate. We believe investments that strengthen programming, external relations, human resources, information systems, financial management or performance assessments lead to higher-quality services for clients and can contribute to systems change. We look for opportunities to demonstrate that investments in organizational effectiveness yield meaningful improvement in quality of life and economic opportunity for low-income individuals and families. As with all of our human-services work, these investments are focused on organizations that help people move out of poverty. We fund direct-service organizations because they provide critically needed assistance to individuals and families and anchor us in the reality, challenges and promising practices of day-to-day human-services work. We invest in: Improving programs  For example, the design and implementation of tools that promote comprehensive service delivery or collective engagement in advocating policy reform. Enhancing infrastructure  Such as support for information technologies that improve access to knowledge and tools for effectiveness; performance assessment that facilitates learning, ongoing i< mprovement and results; or added communications capacity to inform public attitudes and support. Bolstering people  Including the development of management and leadership skills that nurture and reward talent. In addition, we invest in applied research projects that: Elevate the study of organizational effectiveness, resilience and sustainability for direct human-service organizations that serve low-income populations. Promote the study of strategic alliances on the resilience of direct human service organizations. Identify promising or best practices and models for co-located or integrated services. Explore broader systematic context, large-scale or public programming. Inform public policy or catalyze public dialogue. Funding Methods We award grants and make program-related investments. Some grants are awarded for a single year, others are for multiple years. Taken together, our grantmaking and investing methods constitute our funding toolbox. Our funding toolbox consists of: Operating support grants Project support grants Program-related investments Our funding goal  through grants and investments  is to help organizations that are advancing our programmatic priorities fulfill their missions and become sustainable over time, often growing or developing in the process. Eligibility Who may apply? U.S. 501(c)(3) organizations with audited financial statements that are not classified as private foundations. Audits must be independently prepared following Generally Accepted Accounting Principles (GAAP) or Government Auditing Standards (GAS). Financial statements prepared on a cash, modified cash, compilation, or review basis do not qualify. Government entities. Who will be competitive? Direct-service organizations that: Employ an explicit multiservice, integrated approach to meet client needs and draw on promising practices known to help people move out of poverty. Have a record of working on systems and policy change and have documented program success in moving people out of poverty. Do work with the potential to inform national policy and/or practice. Are financially sound and have robust systems and controls for financial management in place. Have a formal, collaborative approach to working with other agencies. Are at a critical phase of growth (for example, annual budget of $1 million to $10 million). Can clearly articulate the rationale for their proposed interventions and outcomes their proposed activity would advance. Have leadership and personnel that are representative of the communities they serve. Applied research projects and activities that: Are supported by a network of researchers, nonprofit organizations and engaged community members. Engage in applied social science research, including social policy on poverty and the effectiveness of anti-poverty human services organizations and networks. Involve researchers and organizations with track records of translating research into promising practices, promoting policy solutions and developing technical assistance tools (such as publications, curricula, training). Pursue applied research that attends to the broad systematic context, shapes large-scale or public programming, informs public policy or stimulates public dialogue. Who may not apply? Individuals. Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, disability, sexual orientation or veteran status. Organizations that require membership in certain religions or advance a particular religious faith. (Faith-based organizations may be eligible if they welcome and serve all members of the community regardless of religious belief.) Programs operated to benefit for-profit organizations. rWe work to advance the work of umbrella organizations and human-services networks that are leading efforts to improve members effectiveness. Focus Area Overview The term  umbrella organization refers to associations of organizations joined by a c< ommon mission. These groups typically provide resources and services to member organizations and are well positioned to understand members needs. In this role, they are capable of proposing interventions that will build the effectiveness of member organizations. We support umbrella organizations and similar networks in their efforts to provide technical assistance and build the capacity of direct-service providers. As with all of our human-services work, these investments are focused on organizations that help individuals and families move out of poverty. Our categories of investment include: Improving programs  for example, the design and implementation of tools that promote comprehensive service delivery, or collective engagement in advocating for policy reform. Enhancing infrastructure  such as support for information technology, performance assessment or added communications capacity. Bolstering people  including the development of management and leadership skills. Within this focus area, we also invest in applied research projects and activities that: Elevate the study of organizational effectiveness, resilience and sustainability for direct human-service organizations that serve low-income populations. Promote the study of strategic alliances on the resilience of direct human-service organizations. Identify promising or best practices and models for co-located or integrated services. Explore broader systematic context, large-scale or public programming. Inform public policy or catalyzes public dialogue. Funding Methods We award grants and make program-related investments. Some grants are awarded for a single year, others are for multiple years. Taken together, our grantmaking and investing methods constitute our funding toolbox. Our funding toolbox consists of: Operating support grants Project support grants Program-related investments Our funding goal  through grants and investments  is to help organizations that are advancing our programmatic priorities fulfill their missions and become sustainable over time, often growing or developing in the process. Eligibility Who may apply? U.S. 501(c)(3) organizations with audited financial statements that are not classified as private foundations. Audits must be independently prepared following Generally Accepted Accounting Principles (GAAP) or Government Auditing Standards (GAS). Financial statements prepared on a cash, modified cash, compilation, or review basis do not qualify. Government entities. Who will be competitive? Organizations that: Are guided by a mission that includes moving people out of poverty. Represent largely multiservice organizations working to move people out of poverty. Can clearly articulate how their work adds value to their memberships and that have established working relationships with members. Have track records of taking what they learn from their members and affiliates and working on systems and policy change. Are data driven, knowledgeable about promising practices and consistent in applying that knowledge to policy-reform and systems-change work. Function at the state, regional or national level. Can clearly articulate the outcome their proposed activities would advance. Propose interventions that would help direct-service agencies better cope with the difficult economic environment facing the human-services sector. Have leadership and personnel representative of the communities they serve. Applied research projects and activities that: Are supported by a network of researchers, nonprofit organizations and engaged community members. Engage in applied social science research, including social policy on poverty and the effectiveness of anti-poverty human services organizations and networks. Have track records of translating research into promising practices, promoting policy solutions and developing technical assistance tools (such as publications, curricula and training). Pursue applied research that attends to the broad syste< matic context, shapes large-scale or public programming, informs public policy or stimulates public dialogue. Who may not apply? Individuals. Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, disability, sexual orientation or veteran status. Organizations that require membership in certain religions or advance a particular religious faith. (Faith-based organizations may be eligible if they welcome and serve all members of the community regardless of religious belief.) Programs operated to benefit for-profit organizations. $http://www.webcitation.org/66ivtFZU0$http://www.webcitation.org/66iw2AE2eAs desired by its founders, Lilly Endowment concentrates its philanthropic efforts in community development in its home territory of Indianapolis and Indiana. For the past few years, the Endowment has focused especially on how its grants promote a "virtuous circle" of community development. A virtuous circle has been defined as "a condition in which a favorable circumstance or result gives rise to another that subsequently supports the first." (The American Heritage Dictionary of the English Language, Fourth Edition) The dynamics in the business sector have significant effects on whether there is a virtuous circle of community. Whether through making cars, developing and selling pharmaceuticals, managing a huge chain store or a small boutique, making art, developing new medical devices or information technology applications, or building engines - the success of such enterprises is absolutely critical for a lively and growing community. Successful businesses give rise to a healthy nonprofit sector. Caring and concerned citizens are the volunteers and board members of the community's arts and human service organizations, local school corporations, and colleges and universities. They are the parishioners of the community's congregations. Their ability to donate funds and share expertise depends on the prosperity of their employers. Without profitable, vibrant businesses, the community's nonprofit sector would be seriously undermined, and a virtuous circle could be diminished. In community development, the Endowment finds appealing programs and initiatives that build or enhance the quality of life in Indiana so that vibrant businesses and their employees will want to remain or locate here. In Indianapolis the Endowment, for example, believes that its grants to the United Way of Central Indiana, Indianapolis Neighborhood Housing Partnership, and a range of arts and cultural organizations help these organizations foster a more humane and attractive community. Its grants for charitable and educational initiatives of the Central Indiana Corporate Partnership and the CICP Foundation also help create the conditions and intellectual capital that are essential for a prosperous economy and help make the community a place that businesses want to call home. Around the state of Indiana, the Endowment continues its interest in and support of efforts to build the quality of life and civic vitality of Indiana communities. It does this in two principal ways. The first is through its support of Indiana's impressive array of community foundations. Through its Giving Indiana Funds for Tomorrow (GIFT) initiative, which began in 1990, the Endowment has supported the development and flourishing of community foundations in every one of Indiana's 92 counties. The second is through its support of the Indiana Association of United Ways and its programs to help more than 60 United Ways throughout the state. In the phrase popularized by Harvard University's Robert Putnam, it is "social capital" that the community foundations and United Ways are building and sustaining, the capital that is a vital ingredient of a healthy community. Community Development Division Links: Arts Council of Indianapolis - www.indyarts.org Indiana Association of United Ways - www.iauw.org Indianapolis Neighborhood Housing Partnership - www.inhp.org Salvation Army - national - www.salvationarmyusa.org United Way of Central Indiana - www.uwci.org Indiana Humanities Council - www.indianahumanities.org Indiana Grantmakers Alliance - www.indianagrantmakers.org Central Indiana Corporate Partnership - www.cincorp.com American National Red Cross - www.redcross.org Center for Urban Policy and the Environment - IUPUI - www.policyinstitute.iu.edu/urban Lilly Endowment views education at all levels as indispensable to personal, civic and economic success. It remains alarmed, therefore, about Indiana's ranking as one of the lowest states in the nation in the percentage of adults, age 25 and over, with a bachelor's degree. Accordingly, raising the educational attainment level of Indiana citizens has been the overriding objective of the Endowment's education grantmaking for the last several years. In pursuit of this objective, the Endowment has supported research into the factors underlying this low ranking. Although Indiana's rich agricultural and manufacturing heritage served it well for decades, its economy is now in transition and increasingly more affected by global economic forces. More Indiana residents and communities must appreciate that higher educational attainment is now essential to foster the quality of life they desire. Through its education grantmaking, the Endowment is interested in and supports a variety of programs and initiatives that enhance the quality of educational experiences for Indiana residents and help them find meaningful and rewarding employment in the state. Its grants benefit a range of students, from those in K-12 schools and Indiana colleges and universities to adult students in community college settings. It funds efforts to strengthen educational institutions and their educational and research programs, enhance the effectiveness and morale of Indiana teachers, provide resources for students to pay for college educations, expand college internship and placement programs, and engage community residents in supporting improvements in the quality of education. For additional information about specific grants, please see the Endowment's press releases and annual reports under the Communications link. The Endowment is confident Indiana will meet its educational challenges because of the creativity, resourcefulness and spirit of its residents. It is heartened by the educational common ground that is being built through connections among Indiana colleges and universities, their constituents, business organizations, community foundations, K-12 educational organizations, and other progressive programs and organizations in Indiana. Education Division Links: Marion County Commission on Youth - www.mccoyouth.org Indiana Youth Institute - www.iyi.org Trip to College - www.triptocollege.org Drive of Your Life - www.driveofyourlife.org Middle Grade Reading Network - mgrn.evansville.edu Teacher Creativity Fellowship Program - www.teachercreativity.org The Mind Trust - www.themindtrust.org Teach for America - www.teachforamerica.org The New Teacher Project - www.tntp.org Woodrow Wilson National Fellowship Foundation - www.wwteachingfellowship.org Center of Excellence in Leadership of Learning (CELL) - www.cell.uindy.edu Rose-Hulman Homework Hotline - www.askrose.org PRISM - www.rose-prism.org Central Indiana Corporate Partnership - www.cincorp.com I-STEM Resource Network - www.istemnetwork.org BioCrossroads - www.biocrossroads.com Conexus - www.conexusindiana.com Lilly Endowment Community Schola< rship Program - www.icindiana.org Independent Colleges of Indiana - www.icindiana.org Indiana INTERNnet - www.indianaintern.netRELIGION The ultimate aim of Lilly Endowment's religion grantmaking is to deepen and enrich the religious lives of American Christians, primarily by helping to strengthen their congregations. To that end, our religion grantmaking in recent years has consisted largely of a series of major, interlocking initiatives aimed at enhancing and sustaining the quality of ministry in American congregations and parishes. The Endowment has focused on supporting programs and projects that address three broad questions: How do we identify, recruit and call forth a new generation of talented Christian pastors? How do we best prepare and train new ministers for effective and faithful pastoral leadership? How do we improve the skills and sustain the excellence of pastors currently serving congregations? We also fund efforts that enhance the vitality of local congregations and that enable ordinary church members to mine the deep wisdom of the Christian faith and to take up their vocations in the life of the world as people of faith. Convictions Our efforts are premised on the conviction that the local congregation is the primary place where most Christians gather in community to worship God, to learn what it means to be people of faith, to teach the beliefs and practices of Christian faith to each new generation, and to reach out to others in service and witness. Strong, vital congregations play powerful roles in the lives of those who participate in them as well as to the larger civic communities of which they are a part. Several additional convictions also shape the Endowment's religion funding. First, we believe that the quality of pastoral leadership is critical to the health and vitality of congregations. When well-prepared, thoughtful, imaginative, able and caring pastors lead congregations, they tend to thrive. Second, theological schools play a critical role in preparing pastors for their leadership responsibilities in congregations. They are uniquely equipped to provide the deep and sustained exploration of the wisdom of the Christian tradition and the practical training pastors need in order to lead their congregations and serve their people well. Third, there is a still wider ecology of institutions (including colleges and universities, publishers and communications media, denominational judicatories and independent agencies) that support congregations and their pastoral leaders as well as conduct other crucial ministries. The Endowment seeks both to support them directly and to enable them to work collaboratively to address key challenges facing local congregations and pastoral leaders. Finally, ongoing research and other forms of sustained intellectual inquiry are necessary to help all these institutions and leaders understand and address the fundamental issues facing the church and religious life in our society today. Initiatives In light of these convictions, the Endowment's religion initiatives have been designed: to identify, recruit and call forth a new generation of talented Christian pastors; to enhance the capacities of theological schools to prepare and sustain ministers in effective and faithful pastoral leadership; to assist new pastors as they make their transition from theological seminary into the first several years of the actual practice of congregational ministry; and to provide opportunities for established pastors to renew and sustain their commitments to and excellence in pastoral ministry over the course of their careers. In addition, the Endowment has launched a relatively new initiative that is supporting regional denominational judicatories serving congregations in Indiana to identify and address critical economic challenges faced by their pastors and families. Most of the Endowment's religion grants are made in the context of large-scale programmatic initiatives like those described above. In launching and sustaining these initiatives, the Endowment prepares requests for proposals on specific themes or issues that it then sends out to selected institutions that it believes may be well-situated to mount programs of the kind the Endowment seeks to support. While most of these programs are currently closed to new grantees, two of them - the National Clergy Renewal Program and the Clergy Renewal Program for Indiana Congregations - are open to applications on an annual basis from congregations that meet the criteria included in the application materials that are available on this website. In addition to its major initiatives, the Endowment also provides significant financial support to a number of key institutions that advance the central purposes of its religion grantmaking. For more information For detailed information about the major initiatives the Endowment has previously launched and the work of key institutions it has funded, please visit: Insights Into Religion: A Gateway to Resources and Institutions (www.religioninsights.org) This website, funded by Lilly Endowment, is a portal that provides direct access to the websites of many of the organizations that the Endowment has funded to support, connect and resource the broad "ecology" of institutions that together work to enrich and enhance pastoral ministry, congregational vitality and the religious lives of American Christians. A second website, Resources for American Christianity: Information and Reflection on Selected Projects funded by Lilly Endowment (http://www.resourcingChristianity.org ), provides (1) a comprehensive overview of the Religion Division's five major program areas and the "orienting questions" each seeks to encourage grantees to address, (2) a listing of and information about many of the specific religion grants made over the past 20 years and more, and (3) a variety of essays, interviews and study guides on various projects, programs and initiatives the Endowment has funded. While these two websites provide the best information available regarding grants, projects and initiatives the Endowment has already funded, information about current grantmaking priorities in religion is available only from the Endowment itself. To inquire, please follow the general instructions for contacting the Endowment available on this website. Institutions that seek funding in the field of religion should know, however, that the Endowment rarely makes grants in response to unsolicited proposals. Religion Division Links: Insights Into Religion: A Gateway to Resources and Institutions - www.religioninsights.org Resources for American Christianity - www.resourcingChristianity.org $http://www.webcitation.org/66ivyUteLGIFT GIFT Giving Indiana Funds for Tomorrow A Major Philanthropic Program for Communities in Indiana In reflecting on the first 20 years of the Giving Indiana Funds for Tomorrow (GIFT) initiative, Lilly Endowment takes great pride in being associated with the thousands of people throughout Indiana's 92 counties who have in some way contributed to the successful launching and development of Indiana's community foundations. Today a community foundation or affiliate serves every Indiana county. Their combined assets are approximately $1 billion, up from an aggregate value of $100 million in 1990 when GIFT began. Perhaps as important as the financial development of the foundations during the past two decades was the emergence of community foundations as civic conveners and forces for the improvement of the quality of life in Indiana communities. The community foundation model clearly has been shown to be an effective vehicle for enhancing the prospects for brighter futures for Indiana communities. The Endowment is grateful for the conscientious efforts Indiana community foundations exerted through five GIFT phases and two programs, Taking Stock and Sustaining Resource Development. Grants for asset building, operating support, special projects, fund-raising/capacity building and technical assistance have encouraged public support and engaged the interest of local citizens in improving the lives around them. Because of the participat< ion and contributions of community-minded residents throughout the state, the efforts funded through the GIFT initiative have had considerable success. The responses in many ways affirmed one of the basic purposes of the GIFT initiative: to build the capacity of Indiana communities to be self-reliant and to be more able to shape their own destinies by having local control over the use of their community foundations' resources. The Indiana Grantmakers Alliance Foundation (IGAF) provides technical assistance for the GIFT initiative, which includes an annual calendar of programs and on-site visits for community foundations. Technical assistance and training are available to all participants, including board members, staff and volunteers. IGAF works in partnership with the Indiana Grantmakers Alliance. Both can be reached at www.indianagrantmakers.org. $http://www.webcitation.org/66iwLtM3E$http://www.webcitation.org/66iwMzJu8$http://www.webcitation.org/66iwPCkDwCommunity Scholarship Program%Teacher Creativity Fellowship ProgramSummer Youth ProgramIndiana ranks near the bottom of the 50 states in the percentage of its residents 25 years old who hold a baccalaureate degree. This ranking portends an unattractive future for Indiana's economy and quality of life in this increasingly technological and complex world. Lilly Endowment is confident that leaders of Indiana's communities - large and small, rural and urban - can rally their fellow residents around efforts to increase the level of educational attainment in our state. The Lilly Endowment Community Scholarship Program is designed to raise the level of educational attainment in Indiana and increase awareness of the potential of Indiana's community foundations to improve the quality of life of the state's residents. Begun in 1998, the program offers four-year, full-tuition scholarships to Indiana students who intend to work toward a baccalaureate degree at any accredited public or private college or university in Indiana. The scholarship also provides $900 per year for required books and equipment. The program is administered by Independent Colleges of Indiana and includes significant participation by the community foundations in each of Indiana's 92 counties. Persons interested in information about the program should first contact their local community foundation. High school guidance counselors generally can also provide information. Questions about the overall program should be directed to Peg Miller at Independent Colleges of Indiana, 317/236-6090. eOne of the longest-standing programs of Lilly Endowment is the Teacher Creativity Fellowship Program which began as a program for Indiana's public school teachers. It has evolved over the last 25 years to expand eligibility to teachers in private and parochial schools and to principals and assistant principals. The commitment behind this competitive program is to help Indiana become an even more rewarding arena for seasoned teachers and other education professionals. The program has supported creative projects that are personally renewing and intellectually revitalizing. While personal renewal is the main goal of this program, applicants are encouraged to demonstrate how their proposed projects will affect their students' engagement in the learning process. The Endowment believes that thousands of Indiana students have benefited from their teachers' participation in this program. For 2012, the Endowment announced that it will again offer up to 120 grants of $8,000 each to Indiana's public and private school teachers (including guidance counselors and library/media specialists), principals and assistant principals for projects of the individual's choice. In 2011, the Endowment granted 120 awards of $8,000 each for the pursuit of independent projects of an individual applicant's design and choice. The Endowment also encourages teams to submit collaborative proposals. A statewide mass mailing of information about the Teacher Creativity Fellowship Program and instructions for applying is distributed in August. Proposals must be postmarked by November 4, 2011. Applicants will be notified by early March. SThrough its Summer Youth Program Fund, Lilly Endowment collaborated with 10 funders in Marion County (Indianapolis) which in the aggregate in 2011 awarded more than $2.5 million to more than 185 programs in 163 agencies that serve thousands of youth in the county. It greatly appreciates the insights, dedication and collaborative spirit of its funding partners. Lilly Endowment contributed more than $1.3 million toward these programs in 2011. The grants focus on providing safe and positive experiences for children and teens ages 4 to 19 years old at little or no cost. Grants are given to programs in residential and daily care, enhancement and youth employment. Grant recipients represent organizations ranging from churches and area community centers to theaters and parks, offering sports, overnight camping, arts, community service and tutoring. Additionally, the Endowment provides more than $450,000 to 30 agencies for modest capital projects. The Marion County Commission on Youth received funding to provide youth and adult staff training, evaluation and end-of-summer educational awards. $http://www.webcitation.org/66iwDsDRh$http://www.webcitation.org/66iwCLpNzNational Clergy Renewal Program0Clergy Renewal Program for Indiana Congregations< Recognizing the importance and necessity for busy pastors to have an opportunity to take an extended break for renewal and refreshment, Lilly Endowment in 2000 introduced a new competitive grants program. The program awards grants to congregations that offer a program for the renewal of their pastor and, at the same time, give the congregations themselves an opportunity to better themselves as vital places of worship and mission. In the National Clergy Renewal Program, the Endowment annually provides as many as 120 grants of up to $45,000 each directly to Christian congregations for the support of a renewal program for their pastor. The master of divinity degree is the basic minimum educational requirement to apply for a grant. Deadlines for proposals are generally in May, with announcements of recipients generally made by October. At the center of the congregation is the pastor. Spiritual guide, scholar, counselor, preacher, administrator, confidant, teacher, pastoral visitor and friend, a pastor has a privileged position and performs many roles. In season and out, a pastor is called upon to lead communities to the life-giving waters of God. The job is demanding, and pastors perform their duties among a dizzying array of requests and expectations. Congregations are not always easy places, and the responsibilities can sometimes wear down the best pastors. It is not a job for the faint-hearted, but requires a balance of intelligence, love, humility, compassion and endurance. Most importantly, it demands that pastors remain in touch with the source of their life and strength. Like all people of faith, good pastors need moments to renew and refresh their energies and enthusiasm to determine again "what makes their hearts sing." Lilly Endowment seeks to strengthen congregations by providing an opportunity for pastors in 49 states to step away briefly from the persistent obligations of daily parish life and to engage in a period of renewal and reflection. Renewal periods are not vacations, but times for intentional exploration and reflection, for drinking again from God's life-giving waters, for regaining the enthusiasm and creativity for ministry. The Endowment administers a separate program for Indiana congregations. Life-giving experiences - strengthening relationships, renewing a sense of call, meeting and serving neighbors in a new way, finding joy and purpose in a simplified life, traveling to new lands and unfamiliar territory, creating opportunities where members of the congregation can exercise their gifts for ministry - all are common themes of the program. Profound discoveries that pastors and their congregations describe as "life-changing events" occur as they participate in t< his program. Since 2000 the Endowment has invested nearly $29 million in this program for more than 700 congregations and their pastors. Recognizing the importance and necessity for busy pastors to have an opportunity to take an extended break for renewal and refreshment, Lilly Endowment in 1999 introduced a new competitive grants program. The program awards grants to Indiana congregations that offer a program for the renewal of their pastor and, at the same time, give the congregations themselves an opportunity to better themselves as vital places of worship and mission. In Lilly Endowment's Clergy Renewal Program for Indiana Congregations, the Endowment will provide as many as 40 congregations with up to $50,000; $15,000 of that amount may be used to help the congregation fulfill pastoral duties in the pastor's absence. The program is for ordained pastors who are serious about parish ministry and who can - in conversation and discernment with their congregations - envision this program as a means of renewing a long-term commitment to that congregation and to ordained ministry. Deadlines for proposals are in March, with announcements of recipients generally made in late June. At the center of the congregation is the pastor. Spiritual guide, scholar, counselor, preacher, administrator, confidant, teacher, pastoral visitor and friend, a pastor has a privileged position and performs many roles. In season and out, a pastor is called upon to lead communities to the life-giving waters of God. The job is demanding, and pastors perform their duties among a dizzying array of requests and expectations. Congregations are not always easy places, and the responsibilities can sometimes wear down the best pastors. It is not a job for the faint-hearted, but requires a balance of intelligence, love, humility, compassion and endurance. Most important, it demands that pastors remain in touch with the source of their life and strength. Like all people of faith, good pastors need moments to renew and refresh their energies and enthusiasm. Lilly Endowment seeks to strengthen congregations by providing an opportunity for pastors in Indiana to step away briefly from the persistent obligations of daily parish life and to engage in a period of renewal and reflection. Renewal periods are not vacations, but times for intentional exploration and reflection, for drinking again from God's life-giving waters, for regaining the enthusiasm and creativity for ministry. Life-giving experiences - strengthening relationships, renewing a sense of call, meeting and serving neighbors in a new way, finding joy and purpose in a simplified life, traveling to new lands and unfamiliar territory, creating opportunities where members of the congregation can exercise their gifts for ministry - all are common themes of the program. Profound discoveries that pastors and their congregations describe as "life-changing events" occur as they participate in this program. Since 1999 the Endowment has invested $14.5 million in this program for more than 382 congregations and their pastors.$http://www.webcitation.org/66ix5id6G$http://www.webcitation.org/66ix6lvct$http://www.webcitation.org/66ix8fdDr$http://www.webcitation.org/66ixAdYsc$http://www.webcitation.org/66ixBuUtR$http://www.webcitation.org/66ixFyjvm$http://www.webcitation.org/66ixH7Fsa$http://www.webcitation.org/66ixI5idt$http://www.webcitation.org/66ixKs2JjAging & Quality of Life Journalism Cardiovascular Clinical ResearchMCapital Grants, Planning Grants for Capital Projects, and Associated ProgramsCharitable Food InitiativeChildren's Discovery InitiativeWomen's Shelter InitiativeCommunity Centers InitiativeSpecial ProjectsThe Foundation launched its Aging and Quality of Life Program in 1996. Its goal remains improving the quality of life for America s elderly by preparing physicians to provide better care for frail older people. Most physicians today lack adequate training to meet the needs of the frail elderly patient. Such patients typically suffer from interacting physical, social and psychological conditions  both acute and chronic  that limit their independence and threaten their capacity to function in daily life. The first grants under the Aging and Quality of Life Program were awarded by the Foundation s trustees in 1997 to the University of Arkansas for Medical Sciences, in Little Rock. One grant provided for construction of the Donald W. Reynolds Center on Aging. Others provided operating and endowment support for the newly established Donald W. Reynolds Department of Geriatrics. The University of Oklahoma was the second grantee under the Aging and Quality of Life Program. Its Donald W. Reynolds Department of Geriatric Medicine was established in Oklahoma City in 1999. Most of the grant is devoted to building the Department s faculty through the endowment of ten geriatric medicine faculty positions. In April of 2000 the Foundation s trustees approved a major initiative under the Aging and Quality of Life Program, calling on the nation s academic health centers to undertake comprehensive programs to strengthen the training in geriatrics of medical students, residents and practicing physicians. The trustees originally conceived of three cohorts of ten grants, each totaling up to $2 million over four years. A fourth cohort of ten grants was added due to the success of the first three. As part of its geriatrics training initiative, the Foundation has provided support to the Association of Directors of Geriatric Academic Programs (ADGAP) to carry out important facilitating activities including the hosting of annual meetings of the Foundation s geriatrics training grantees and the facilitation of information exchange among those in America s academic health centers who are engaged in strengthening geriatrics training of physicians. One novel means of information sharing is POGOe, an online clearinghouse th< at provides practicing physicians, clinician educators and physicians-in-training high quality geriatric educational materials. The POGOe website can be found at www.pogoe.org. In addition to the four cohorts of grants to strengthen geriatrics training at individual academic health centers, in July of 2004 the Foundation s trustees awarded four grants totaling $12 million over six years to train academic health centers faculty in geriatrics. Under the grants, Duke University, Johns Hopkins University, New York s Mount Sinai Medical School and the University of California, Los Angeles have formed the Donald W. Reynolds Consortium to Strengthen Faculty Expertise in Geriatrics in U.S. Academic Health Centers. The Consortium offers fellowships to train clinician educators in geriatrics and continue the training of their own junior faculty members, with a goal of placing as many as possible as faculty in other institutions; offers one-week mini-fellowships and courses to strengthen the knowledge of geriatrics of faculty members who teach medical students and residents in other institutions throughout the United States; and provides on-site consultation to other academic health centers aimed at strengthening their geriatrics training. Other grants in the Foundation s Aging and Quality of Life portfolio include a Reynolds Center for Geriatrics Nursing Excellence grant to the University of Oklahoma in 2008, and funding to the University of Arkansas for Medical Sciences for the replication of a home caregiver training program. 0The Foundation is devoted to preservation of the best of core journalistic principles and processes through investment in high-quality journalism education and practice, particularly in the area of business journalism. Mr. Reynolds set the tone for the Foundation s journalism-related philanthropy during the 1970s with the establishment of a journalism scholarship program at his alma mater, the University of Missouri. The Foundation s trustees have continued Mr. Reynolds interest in journalism-related philanthropy with grants to institutions throughout the nation. The largest single journalism grant awarded by the Foundation was in 2004 to the University of Missouri School Of Journalism. This grant, for the creation of the Donald W. Reynolds Journalism Institute, has funded renovation of two buildings and construction of a third on the campus in Columbia, Missouri, and will provide programming support for the Institute through 2010. The Donald W. Reynolds Journalism Institute will focus on advanced studies in journalism values, practices and technologies, and the role of journalism in democratic societies. The Foundation s most recent journalism grants have focused on training for journalism professionals, including in 2006 a $3.5 million grant to Arizona State University s Cronkite School of Journalism to operate the Donald W. Reynolds Center for Business Journalism for three years. In addition, the Foundation s trustees have made grants to institutions in support of nationwide workshops and seminars that advance the training of journalism professionals. In 1998, the trustees adopted a grant-making plan to improve Americans health with an investment in clinical research to fight heart disease, the nation s number one killer. The plan called for supporting collaborative, multidisciplinary research and its application to improve the prevention, diagnosis and treatment of atherosclerotic heart disease through a network of interacting institutions and scientists. The centerpiece of the program is a network of Donald W. Reynolds Cardiovascular Clinical Research Centers, with the following goals: Contribute new knowledge that will speed the progress toward a cure for atherosclerotic heart disease. Effectively translate new knowledge into applications that will improve health and prevent cardiovascular diseases. Demonstrate new intellectual and organizational strategies for facilitating translational research and clinical trials, health services research, epidemiology and biostatisti< cs to combat atherosclerotic heart disease. Create innovative and productive approaches for collaborating among scientists at multiple institutions and across disciplines in the conduct of translational research and clinical trials, health services research, epidemiology and biostatistics in the fight against atherosclerotic heart disease. The first Reynolds Center was established at the University of Texas Southwestern Medical Center at Dallas in 1999. The second Center was established at Stanford University in 2000. Two additional Centers were established in 2003 at Johns Hopkins University and at Harvard Medical School and its affiliated Brigham and Women's Hospital. Each of the four Reynolds Centers received initial four-year grants of $24 million. Total Foundation support for each Center is shown in the accompanying list of grants. In October 2005 the trustees initiated a new phase of the Cardiovascular Clinical Research Program in their decision to limit future support to those Center projects offering the greatest promise for clinical impact within a reasonable period of time in the following three areas: Atherosclerosis and associated inflammation, heart failure, and sudden death. In addition to the direct support of the Reynolds Centers, the Foundation s trustees have sponsored six symposia of the Centers' scientists. The Reynolds Centers and their symposia represent a major investment by the Foundation, totaling more than $157 million. This Program is closing, and new grants will not be considered. As of June 1, 2009, the Foundation will no longer be accepting letters of inquiry or applications for general Capital Grants or Planning Grants. Closing the Capital Grants Program, after fifteen years and $393 million in grants, was not an easy decision for Foundation trustees. It is in no way a reflection of the good work that so many are accomplishing in Arkansas, Nevada and Oklahoma. The decision was made after the Foundation s Trustees determined to move more strategically into focused grant making that further supports our current grant recipients and expands our targeted special initiatives. This more focused approach means that nearly all future grant proposals will be accepted only at the Foundation s invitation. Projects and applications that are underway in the three special initiative areas of Charitable Food Distribution, Women s Shelters, and Children s Discovery Museums will not be affected by the close of the Capital Grants Program. If you have any questions, you are welcome to contact the appropriate member of our program staff. ------------- ******* ----------------- The following grant programs are still underway, but available only to previous Capital Grant recipients. Support is offered by invitation only. Applications will not be accepted. Art Grants These grants encourage grantees who have more recently completed a Capital Grant, to use art, particularly work by regional artists, to enhance the facilities constructed with the Foundation s support. Capital Grantee Enhancement Initiative This initiative aims to further enhance the capacity of outstanding Capital Grant recipients to serve their communities. Selected grantees that have completed projects and demonstrated a high level of impact and performance are invited to submit applications for these  enhancement grants. Many of these multi-year grants provide support to enrich existing facilities, seed new programs, improve fundraising, invest in leadership training, and/or assess new program needs. Capstone Grants This initiative rewards the pinnacle of performance among our longest-standing and highest achieving Capital Grantees with building expansion grants.It has been estimated that 38 million people in America today are food-insecure, meaning their access to enough food is limited by a lack of money and other resources. In this country, 14 million children live in households that do not have enough food. Hunger or food insecurity reaches across the whole fabric of our society, including to the<  working poor. While the state of the economy and public policies have the greatest impact on hunger, improved charitable food distribution systems are critical to solving the problem. In 2002, the Foundation s trustees launched an initiative to improve the charitable food distribution systems in Arkansas, Nevada and Oklahoma, working closely with the food banks in those states. The Charitable Food Distribution Initiative builds on the success of the Foundation s previous capital support of the Regional Food Bank of Oklahoma in Oklahoma City. This initiative awards planning grants and capital grants directly to qualified food banks. However; an additional high priority under the Charitable Food Distribution Initiative is to improve the broader and more collaborative work food banks can undertake to improve efficiency and effectiveness. In 2004, the trustees awarded a start-up grant to such an effort, the Arkansas Hunger Relief Alliance, Inc. Application to the Charitable Food Distribution Initiative is by invitation only. Unsolicited requests will not be accepted.The Foundation s trustees recognize that a growing number of children s discovery museums and science centers have an opportunity to play a special role in supporting the formal education system. In 2002, the trustees launched an initiative aimed at improving and expanding the discovery experiences at hands-on museums in Arkansas, Nevada, and Oklahoma. The critical component of the Foundation s initiative has been the establishment of statewide networks of museums working together to strengthen each museum s capacity and provide shared exhibits and new programs to better reach rural children, their teachers, and families. With the Foundation s encouragement and assistance, two networks have been launched. They are the Arkansas Discovery Network and the Oklahoma Museum Network. The networks provide new rotating exhibits, a mobile outreach vehicle  or museum-on-wheels, capacity-building programs, and new interactive discovery experiences to impact children even in the most rural areas of Arkansas and Oklahoma. The networks also provide classroom teachers with new hands-on resources. After all, teachers know best that creative, inquiry-based classrooms are the most effective way to engage children in the sciences, mathematics and technology. In addition to establishing collaborative networks of museums, the initiative has supported capital projects and awarded capital planning grants for individual museum projects in Arkansas, Oklahoma, and Nevada. In 2002, Foundation trustees implemented a short-term, targeted capital program to address the difficulty that homeless and abused women, particularly those with children, have in finding a safe shelter and help in rebuilding their lives and the lives of their children. This initiative in Arkansas, Nevada and Oklahoma addressed the need in the region for improved facilities for homeless and abused women with children. More than 20 women s shelter organizations in the three states were involved in the planning and early implementation of this program. Many had an opportunity to receive planning grants that support studies to determine facility needs and costs, as well as strategic and fund-raising planning. Having funded the construction of four entirely new women s shelters and more than ten capital planning grants to date, this program is currently closing. Projects currently pending consideration will complete their applications as planned. New grants will not be considered. Interested women s shelters in Arkansas, Nevada and Oklahoma that are in need of improved or expanded facilities are encouraged to review the background and guidelines for the Capital Grants Programs and make inquiries within that program. cAs of June 1, 2009, the Foundation s Community Centers Initiative has been discontinued. The Foundation will no longer be accepting applications for Capital Grants or Planning Grants in this initiative. In 2005, the Foundation responded to what had been a steady stream of inquires from small towns in Arkansas, < Nevada and Oklahoma regarding possible support for multi-purpose community facilities. The result was an initiative aimed at helping small, rural towns remain vital through the planning, design and construction of community centers. While active, the Initiative funded 4 such centers in Oklahoma. The Initiative recognized that to retain its population, a rural community must offer a wide range of social, recreational and cultural activities, and all of these are facilitated by a well-designed community center. The initiative defined a community center as a multi-purpose facility that meets needs in a community such as performance and exhibit venues, space for indoor and outdoor recreational activities, social gatherings, meetings and conferences, and volunteer activities. Ending the Community Centers Initiative was not an easy decision, but it is a decision that will support Foundation s aim to move strategically into focused grant making that further supports our current grant recipients and expands our targeted special initiatives. Special Projects of the Foundation are awarded at the discretion of the board and encompass areas outside of the established programs of the Foundation. While these grants might result in the construction of a facility, provide for the acquisition of equipment or fund a specific program, they are unique and considered for funding based upon their individual merits. Often, Special Projects present a unique opportunity to advance patriotism, entrepreneurship, or another special lifetime interest held by Mr. Reynolds. Proposal invitations are usually generated directly by our Trustees. There is no application and no designated staff contact. Unsolicited proposals are rarely approved. Brief proposals may be sent to the Foundation, addressed to the attention of Special Projects. Four noteworthy Special Projects Grants are: The Fred W. and Mary B. Smith Center for the Performing Arts In 2005, the Foundation honored its chairman, Fred W. Smith, and his wife, Mary with a gift of $50 million to support and name the Smith Center for Performing Arts in Las Vegas. Since then, the Foundation has pledged an additional $100 toward the $480 million, three-theatre complex and education center. The Smith Center, designed by David M. Schwarz Architects, will offer a blend of performances by local arts groups as well as first-run touring attractions. It will feature music, theatre, and dance companies from all over the world, and will be home to the Las Vegas Philharmonic and Nevada Ballet Theatre. Most significantly, the Smith Center will place Las Vegas on the world stage for performing arts, attracting world-class artistry, diverse productions, and a highly-skilled workforce. It will also bring together our entire community, especially engaging young people, fostering the next generation s talent and creative ability to soar to new heights. The Foundation s gift is the largest philanthropic donation in Nevada s state history, and combined contributions, makes for the second largest donation to the performing arts in the United States. Purchase of the Original Portrait of George Washington and National Tour and Education Program Created in 1796 by renowned artist Gilbert Stuart, the George Washington (Lansdowne Portrait) was originally a gift to the Marquis of Lansdowne, commissioned by Senator William Bingham and his wife, Anne. While Prime Minister, the Marquis authorized the negotiations ending the Revolutionary War between the Americans and the British, and the portrait was considered a gesture of gratitude and a symbol of reconciliation between the two countries. Until it was loaned to the Smithsonian s National Portrait Gallery in 1968, the portrait had only been displayed to the American public on two occasions: the 1876 Centennial Exposition and the 1932 exhibition marking the 200th anniversary of George Washington s birth. When the portrait s now former owner, Lord Dalmeny of London decided to sell it, he offered the National Portrait Gallery an exclusive opportunity to purchase<  the portrait for $20 million. The Smithsonian went public with its request. Within one week of reading about the situation in the Wall Street Journal, the Donald W. Reynolds Foundation funded the request in its entirety and bestowed an additional $10 million to provide a dedicated space for it within the renovated National Portrait Gallery and to support a three-year national tour of the portrait with supplemental education programs celebrating the legacy of George Washington.  We were proud to play a part in saving this national treasure, said Fred W. Smith, chairman of the Donald W. Reynolds Foundation.  We felt it would be a tragedy to lose this original portrait of our Founding Father, particularly since Mr. Reynolds felt that every American owed a debt of gratitude to those who came before us. Air Force Once Discovery Center Educational Experience at the Ronald Reagan Presidential Library The trustees have awarded more than $5 million to the Ronald Reagan Presidential Library Foundation toward the Air Force One Discovery Center at the Ronald Reagan Presidential Library. It is an immersive, educational experience designed to inspire fifth to eight grade students, the next generation of student leaders. The Discovery Center is designed to give students the opportunity to experience the responsibilities and challenges faced by members of the Executive branch of government and those closely involved with the administration. The 5,000 sq. ft. comprehensive, high-tech learning environment includes a replica of the Oval Office, a replica of the White House Press Room, military situation room modeled after the U.S.S. Ronald Reagan, and a Boeing flight simulator. Students role-play in a case study involving the crisis in Grenada, a signal event of the Reagan years. At the end, students have the opportunity to analyze and compare their decisions with those of historical figures. In each room there s a camera recording the students at work, and when the exercise is complete, students watch the actual archival news footage on their drop-down screens in the presidential jet simulator and view  News Flash snippets of themselves in it. Donald W. Reynolds Museum and Education Center at Washington s Mount Vernon In 2001, the Mount Vernon Ladies' Association, (the non-profit organization that runs and manages Washington s home) appealed to the trustees of the Donald W. Reynolds Foundation to fund the construction of a new education center at Washington s Mount Vernon estate. The premise being that an education center would provide visitors to the estate more information about the character and leadership of George Washington through two components: a traditional museum and a unique interactive center. By the fall of 2003, the Foundation had agreed to support both areas with grants totaling $24 million toward construction of this 25,000 sq. ft. facility. As a result, the Foundation became the largest donor in the 150-year history of Mount Vernon. The facility was completed in 2006 with twenty-three theater and gallery experiences - many of them with interactive technology  to illuminate the detailed story of Washington's life, including his military and political careers. $http://www.webcitation.org/66izXqc11$http://www.webcitation.org/66j0WYJ3d$http://www.webcitation.org/66j0bAuAq$http://www.webcitation.org/66j0t9xEE$http://www.webcitation.org/66j0yH3Ea$http://www.webcitation.org/66j1N9LvI$http://www.webcitation.org/66j1g0anU$http://www.webcitation.org/66j1sO5IT$http://www.webcitation.org/66j1yeG65$http://www.webcitation.org/66j256l01$Developing Climate Change ResilienceDStrengthening Food Security: Alliance for Green Revolution in AfricaMProtecting American Workers' Economic Security: Campaign for American Workers8Promoting Equitable, Sustainable Transportation Policies,Linking Global Disease Surveillance NetworksTransforming Health Systems(Hernessing the Power of Impact Investing7Advancing Innovation Processes to Solve Social ProblemsNYC Oppertunities FundRebuilding New Orleans For millions of people around the world, the consequences of climate change are increasingly devastating. Higher temperatures bring more droughts and the spread of heat-related, infectious diseases such as dengue, malaria and cholera. Flooding and the loss of food and safe water and more frequent and more intense storms lead to dramatic coastal erosion. All of these impacts, taken together, could result in the loss o< f homes, jobs and food. For many, they could also result in the loss of lives. Over the past 50 years, severe weather disasters have caused more than 800,000 deaths. The far-reaching effects of climate change hit poor people the hardest. They have the fewest resources and the least capacity to prepare for, plan for, and withstand climate change crises. Our Strategy The Rockefeller Foundation s Developing Climate Change Resilience Initiative aims to catalyze attention, funding and action to promote resilience to climate change on several levels. We focus on three pivotal areas: Asian urban environments, African agriculture and US policy. We are creating models for action on climate change in cities models that can be replicated and expanded in other regions. We are helping adapt African agriculture to cope with environmental changes. And we are promoting awareness and guiding funders and policymakers to support broader action on climate change resilience, nationally and internationally, to help poor and vulnerable people around the world. Specifically, the Foundation partners with governments, other foundations, donors, NGOs and groups from the private sector, to work in the following areas: Piloting urban-based resilience strategies through the Asian Cities Climate Change Resilience Network Adapting African agriculture for climate change resilience Promoting policies and funding to build climate change resilience for poor and vulnerable people Building new constituencies for climate change resilience policies Communicating with policymakers about climate change resilience-building tactics Building capacity and networks and developing new funding streams for resilience strategies Key Outcomes We aim to to develop a deeper understanding of climate resilience and the capacities and resources needed to build resilience to current and future climate risks on a large scale. This inititiative has three anticipated outcomes: In an urban context, the Asian Cities Climate Change Resilience Network (ACCCRN) builds the capacity of city stakeholders to implement resilience strategies and share knowledge. Within the agriculture development sector in Africa, the initiative supports more climate resilience practices within agricultural development institutions. Within the US context, the initiative informs federal and local government policymakers about the benefits of both adopting domestic resilience efforts and policies and supporting international resilience efforts. % Increasing agricultural productivity is critical for both human welfare and economic growth in African countries. About 70% of Sub-Saharan Africans depend on agriculture for their food and their livelihoods, primarily by raising staple food crops and a few livestock on small farms. Many farmers barely produce enough food to feed their families. They are unable to generate a surplus and therefore have no income to buy the inputs that can enhance their crop yields even though it would take only modest investments and small improvements in farming practices to triple or even quadruple what they now produce. Our Strategy The Rockefeller Foundation s Strengthening Food Security initiative includes AGRA, which was launched in 2006 in partnership with the Bill & Melinda Gates Foundation. It is an African-based and African-led organization charged with sustainably increasing the productivity and profitability of small-scale farms throughout Africa. The Rockefeller Foundation supports AGRA across four interrelated areas of activity: Improving access to more resilient seeds that produce higher and more stable yields Promoting soil health and productivity Building more efficient local, national and regional, agriculture markets Promoting improved policies and building partnerships to develop the technological and institutional changes needed to achieve a Green Revolution Key Outcomes This initiative helps make food supplies secure by working with smallholder farmers to achieve rapid and sustainable agricultural growth with the< ir staple crops. We seek to achieve four outcomes: Science, knowledge and technology are disseminated and used by African small-scale farmers to rapidly increase agricultural productivity in ways that are sustainable and environmentally friendly. Small-scale farmers achieve Increased productivity, income and profit in 10 or more African countries by giving them greater access to markets for their staple crops. Policies, infrastructure and financial incentive mechanisms are in place regionally and nationally to provide a supportive and sustainable environment for agricultural transformations. Particular attention is paid to giving women farmers access to technologies, knowledge and other resources. Alliances and platforms are developed collaboratively with bilateral and multilateral partners, national governments, research organizations, farmers organizations and others to address the need for greater agricultural productivity, resource mobilization, and human resources to achieve food security. Millions of American workers have been left economically insecure by the fraying of our social safety nets in recent decades, and these effects have only worsened as the economy has contracted in the last two years. Health care costs are often more than workers can afford, employers trim benefits, and the government no longer guarantees a safety net. Inequality and disparities have widened to historic proportions, intensifying among the working poor. Our Strategy The Foundation s Protecting American Workers Economic Security: Campaign for American Workers initiative, recognizes that there is danger in the growth of economic insecurity, but there is also opportunity. We have the chance to reexamine federal priorities with regard to the US social contract. Our initiative focuses on three primary strategies: Promoting policies and tools to increase savings and retirement security Fostering demonstrations that ensure more secure and portable health care coverage Supporting evidence-based analysis of proposed and current policies on economic security of American workers, particularly the most vulnerable and disadvantaged workers Key Outcomes This initiative strives to measurably improve economic security among vulnerable workers in the United States during their working lives and in retirement. We expect to: Improve knowledge and understanding among policymakers and thought leaders of the need for and pathways to a new social contract to improve economic security. Implement public-private partnerships, new institutional arrangements and pilot projects that result in workers having greater access to health care, predictable savings and retirement income. Explore policy and program innovations that help guide federal and state legislators on workable options to increase economic security through access to quality jobs and health care, and easier, more effective ways to save for today and in retirement. Transportation is a critical issue because it is woven into almost every aspect of our existence. The kind of transportation we invest in determines the shape of our communities, our access to jobs and services, and how much of our time and money we spend on getting around. It also determines the cost of goods and the extent to which we use up diminishing energy supplies and produce emissions that warm the earth. In the United States at every level of government, too little attention is paid to getting a return on transportation investments or maintaining the infrastructure we already have so we can grow sustainably and affordably. We are at a tipping point for change in transportation policy in the United States. Comprehensive federal transportation legislation must be reauthorized very soon. The financing mechanism for federal funding has collapsed, necessitating a new approach. In addition, global warming, energy insecurity, and anxiety about economic competitiveness are all converging to force policymakers to generate a new vision. (Suggest seeing pdf at bottom of the page for methods of how The Rockefeller Foundation operates in this area, unsure how to reference.)! In the last few decades, we have seen the emergence of new infectious diseases that have rapidly spread or have the potential to spread into worldwide pandemics: HIV/AIDS, Ebola, SARS, highly pathogenic avian influenza, and now H1N1 influenza (swine flu). These diseases threaten the health, the livelihoods, and the very lives of the world s poorest people. Once these diseases spread beyond localized regions, they become exponentially more difficult to stop. Therefore, early detection by effective disease<  surveillance networks that operate across national borders is key to containing them and preventing pandemics. However, the regions most at risk are not equipped for the task. They do not have the capacity to effectively monitor and report the first signs of outbreaks within their nations, let alone coordinate such communications with neighboring countries. Our Strategy The Foundation s Linking Global Disease Surveillance Networks initiative, is working to establish transnational detection, monitoring and communications systems to strengthen disease prevention. This initiative aims to mitigate the impact of disease outbreaks through three strategies: Optimizing individual and institutional capacity for disease surveillance in two regions at highest risk the Mekong region in Asia and both Eastern and Southern Africa Promoting collaboration in disease surveillance and response across countries and within regions to improve horizontal communication and knowledge sharing Building bridges between disease surveillance networks and international agencies and connections between animal health, human health and environmental health through the One Health approach increasing the efficiency of global systems for disease surveillance and response Key Outcomes This initiative is designed to establish more effective surveillance and response systems that can operate more quickly during disease outbreaks. Efficient monitoring and response can protect the lives of more people in Southeast Asia and Eastern and Southern Africa against the dangerous spread of disease. We expect to: Set up transboundary disease surveillance networks in Southeast Asia, and in Eastern and Southern Africa to enable disease surveillance practitioners to collaborate, share information, and learn how to more effectively address disease threats. Give disease surveillance practitioners and their institutions better capacity to strengthen, apply and share technical and communication skills in disease surveillance to more effectively address disease threats. Provide disease surveillance practitioners with better access to improved tools and methods for efficiently monitoring, sharing and reporting information to respond to disease threats. Ensure that policymakers, human health and veterinary practitioners and environmental conservationalists take a trans-disciplinary approach to policy and practice in animal and human health emphasizing the  One Health principles at global, regional and local levels. Every year nearly ten million children and half a million mothers die from preventable causes because they cannot access the health care they need. Even when people do have access, quality care is often a luxury. And more than 25 million families descend into poverty each year because of catastrophic health expenses. While health spending has increased dramatically around the world, access to affordable, quality services has lagged. The ability to provide good and equitable health services for all people depends, in part, on the performance of health systems networks of organizations, businesses, individuals, government entities and technological resources dedicated to promoting, maintaining, or restoring health. In recent years, the global health field has focused on disease and population-specific programs, with insufficient attention paid to health systems. This has resulted in dysfunctional health service delivery and inequitable financing, especially in under-resourced areas. The challenge of creating affordable, high-quality health systems is universal, but the problems are especially acute in developing countries. THS Our Strategy New technologies and demographic, epidemiologic, and economic shifts are transforming health systems in countries around the world. There is now a window of opportunity to promote strategies that steer this transformation toward better health outcomes and financial protection through improved health systems performance and the expansion of universal health coverage in low- and middle-income countries. T< he Rockefeller Foundation s Transforming Health Systems initiative employs four key funding strategies: Fostering health systems research and agenda setting for universal health coverage Enhancing professional capacity to plan and manage high-performing health systems Harnessing the resources of the private sector to finance and deliver health services Leveraging interoperable eHealth systems Key Outcomes This initiative helps improve the health of more people through greater access to timely, appropriate, and affordable health services. To achieve measurable results, this initiative aims to: Inform leadership and public policy so that universal health coverage is accepted as a feasible and desirable goal and is adopted by a growing number of national governments. Build capacity in both public and private sectors for enhanced development and stewardship of health systems in selected countries. Support innovation, tools, and global public-private partnerships and networks to develop interoperable eHealth systems that improve quality, access and affordability of health services in selected countries. i It s going to take far more money than all the philanthropies and governments have at their disposal to make a significant impact on improving the lives of all the poor and vulnerable people in the world. Impact Investing which helps address social and/or environmental problems while also turning a profit could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges. Our Strategy The Foundation s Harnessing the Power of Impact Investing initiative aims to overcome the major obstacle to the growth of the Impact Investing industry by: Catalyzing platforms for collective action that enable leading impact investors and intermediaries to coordinate efforts, such as disseminating standards, and sharing information Supporting the development of scaled intermediation vehicles that help absorb impact investments at a scale necessary to attract the institutional investors who control the lion s share of global capital and are seeking social impact Building industry-wide infrastructure that enables broader and more effective participation in the Impact Investing industry Supporting research and advocacy efforts that promote an analytical understanding of the impact investing industry and take necessary steps to facilitate its maturation Key Outcomes This initiative seeks to help accelerate the development of an industry that can efficiently place for-profit impact investments to improve a wide range of social and/or environmental conditions. We work on four goals to achieve measurable outcomes: Spark collective action platforms for impact investing industry leaders to coordinate investment and promote the infrastructure, activities, education, research and collaboration needed for the industry to tackle a wider range of social challenges more efficiently. Develop industry infrastructure to sustainably support impact investors in tackling a wider range of social challenges with for-profit investment and improve industry performance. Support scaling of organizations and structures (such as private equity funds and investment clubs) used to aggregate institutional-scale impact investments and place them efficiently with investees who use this capital in a range of areas (including improving agricultural productivity and enhancing access to healthcare and decent housing) and geographies. Innovation is a major driving force in global economic growth and development. The Economist magazine defines it as  new products, business processes, or organic changes that create wealth or social welfare, or simply,  the fresh thinking that creates value. Historically, innovation has been practiced within institutions. And it has been largely driven by companies, individual innovators, or specialized researchers and designers rather than by those who are ultimate users of the innovations. Over the last few decades, innovation<  has been moving to a more open and networked process open to new ideas from enthusiasts ( the crowd ), from other fields, and from customers and end-users. Companies from Toyota to eBay have applied  open and user-driven processes to their product development with revolutionary results. Increasing connectivity now offers an unprecedented opportunity to harness global creativity and add value to products and services. Transportation Our Strategy Open and user-driven innovation models are not being widely applied to meet the needs of poor or vulnerable people. The Foundation s Advancing Innovation Processes to Solve Social Problems initiative, explores whether new innovation approaches can be applied more widely in development, and whether they can be scaled up for greater adoption. The initiative supports four primary areas of activity: Testing the value and applicability of commercial innovation models for addressing social problems Scaling up or replicating existing socially-focused or not-for-profit innovation models Influencing providers of innovation platforms and techniques to sustainably and systematically provide their services to the social sector Encouraging NGOs, researchers, funders, and entrepreneurs focused on pro-poor innovation to use open-innovation models Key Outcomes This initiative uses private-sector innovation tools and methods to discover social breakthroughs that development organizations and social entrepreneurs can use to respond to the complex circumstances facing poor and vulnerable populations. We expect to achieve four outcomes: Test and prove which existing commercial-market models of innovation (such as crowdsourcing, design-thinking, and user-driven innovation) work as effective innovation tools for development.. Provide NGOs and other pro-poor, not-for-profit development organizations with the necessary local and global knowledge and capacity to use innovation models to enhance the efficiency and productivity of their work. Enable both users and providers to replicate and scale up the use of and demand for innovation models that have a proven track record of success in addressing development problems to benefit poor communities. Foster partnerships between developers and providers of innovation tools and the social sector to continue sharing and demonstrating the effectiveness of socially-focused or not-for-profit innovation models. ` Global Capital of Creativity The Rockefeller Foundation has contributed to New York City since our founding in 1913. During the ensuing nine decades, our predecessors supported a number of artistic, scientific and social advances and institutions like Lincoln Center and the Museum of Modern Art that continue to benefit the people of New York s myriad communities. Today, New York s streetscapes serve as more than a setting for our work. Our city inspires and informs an active appreciation for and investment in the strength of cities and the significance of cultural innovation around the world. The Rockefeller Foundation exercises unwavering commitments to urban experimentation, civic responsibility and creative expression in our hometown. Local Institutions We ve Supported Today, through our New York City Opportunities Fund, the Foundation sparks bold solutions to local challenges, encourages innovation within the cultural and civic sectors, and builds on our legacy of support to key local institutions: Asia Society examined the way social changes have affected the great Indian traditions of mysticism, monasticism, music and dance through readings and performances based on William Dalrymple s book, Nine Lives: In Search of the Sacred in Modern India. Jazz at Lincoln Center and Teachers College created Let Freedom Swing, a free study guide and curriculum to stimulate student interest in two of America s greatest creative contributions jazz and democracy. Solomon R. Guggenheim Museum will present Stillspotting NYC, an exploration of the concept of stillness in a restless urban landscape through a seri< es of walking tours of  still spots that surround the more than 8.3 million residents of New York City. MoMA will publish a catalogue for the exhibition Rising Currents: Projects for New York s Waterfront, which will feature the designs proposed by 5 interdisciplinary teams for the redesign of New York s shoreline in response to climate change projections. The catalogue will outline and evaluate the teams research and design processes for potential adaptation by other cities in the United States and worldwide. The New Museum will hold the Festival of Ideas for a New City, a multi-institutional partnership that seeks to provide a platform for new thinking, the adopting of sustainable solutions and promoting the value of creative capital to improve everyday life in New York City. The Festival will run May 7- 8, 2011. Our Three Primary NYC Projects NYC Cultural Innovation Fund The Foundation s NYC Cultural Innovation Fund, launched in 2007, supports creativity and the arts, with an emphasis on innovation. The Foundation awards two-year grants, ranging from $50,000 to $250,000. Jane Jacobs Medal In 2007, the year after the visionary urban activist Jane Jacobs died, the Rockefeller Foundation launched the Jane Jacobs annual award and medal to honor her work and to reaffirm the Foundation s commitment to New York City. Opportunity NYC The Rockefeller Foundation is the leading funder of Opportunity NYC, which recognizes the day-to-day challenges faced by low-income people. The Rebuilding New Orleans Initiative, which has supported the successful process to develop a Unified New Orleans Plan (UNOP), is in its final phase. Over three years, the Foundation has supported the implementation of many of the ideas in the Unified New Orleans Plan s (UNOP) to build thriving and diverse neighborhoods. The Unified New Orleans Plan s (UNOP) central elements focus on providing enhanced flood protection stabilizing neighborhoods, providing affordable housing, enhancing public services, and providing state-of-the-art education and health care systems in New Orleans. The Office of Recovery Management, the Downtown Development District and the New Orleans Redevelopment Authority (NORA) are using the UNOP as their primary development guide. The City Planning Commission announced that the UNOP would serve as the foundation for the Master Plan that the city would create. The Final Phase Investing in New Capacity and Strengthening the Infrastructure The final phase of the Rebuilding New Orleans Initiative incorporates these strategic elements: Enterprise Louisiana Loan Fund provided short-term take-out financing for construction loans on new and renovated single family homes for low and moderate income families in New Orleans affected by Hurricanes Katrina and Rita. The lenders include Goldman Sachs, Rockefeller, Gates, Robert Wood Johnson and Enterprise Community Partners. The fund is also benefiting from a significant Community Development Block Grant from the State of Louisiana. A grant in March 2007 to the University of Pennsylvania s Center for Urban Redevelopment Excellence to create The Rockefeller Foundation Redevelopment Fellowships. This program provides support for 24 mid-career development professionals to be placed in 17 organizations working to rebuild the city, and is already manifesting tremendous benefits. Fellows will work through March 2009, will attend two days of classes a week at the University of New Orleans, and are provided professional mentors. Working closely with Greater New Orleans Foundation (GNOF), the RF has helped create the New Orleans Community Revitalization Fund (CRF). To date, national and local foundations  including the Gates, Hilton, Kellogg and Surdna foundations  have committed to provide funding. By year end, we expect that the CRF will have secured $15 million toward the three-year goal of $25 million. The CRF will be a critical ingredient to building the long-term capacity needed to implement the UNOP. The plan is for GNOF to spend down the CRF in five years, focusing on housing and < community revitalization activities that seek to create  or are a part of  a working system that generates inclusive housing and community development. Collaborating funders will meet three times each year to highlight the issues that are central to the recovery of the built environment. The RF is providing strategic support for professional staff at the two government agencies  The New Orleans Redevelopment Authority and the Office of Recovery Management  that have responsibility for implementation of the UNOP. Both agencies will engage in land assembly, redevelopment financing, and disposition and marketing of development sites to a wide variety of nonprofit, public and private concerns. Through a series of grants to national organizations  including Local Initiatives Support Corporation and Enterprise Community Partners  the RF has leveraged their expertise to aid New Orleans on a variety of issues. These include training and technical assistance on historic preservation as a redevelopment tool, assistance in development of land use systems and model processes for land reclamation and strategies for redevelopment financing. The RF is supporting community-based organizations, strengthening their capacity to promote ongoing citizen participation in planning and development processes, as well as strengthening citizens ability to advocate for the adoption of rational planning and land-use systems and policies. The RF is also supporting two local organizations that are collaborating with for-profit developers to rebuild public housing complexes into safer and mixed-income developments. Transportation is a critical issue because it is woven into almost every aspect of our existence. The kind of transportation we invest in determines the shape of our communities, our access to jobs and services, and how much of our time and money we spend on getting around. It also determines the cost of goods and the extent to which we use up diminishing energy supplies and produce emissions that warm the earth. In the United States at every level of government, too little attention is paid to getting a return on transportation investments or maintaining the infrastructure we already have so we can grow sustainably and affordably. We are at a tipping point for change in transportation policy in the United States. Comprehensive federal transportation legislation must be reauthorized very soon. The financing mechanism for federal funding has collapsed, necessitating a new approach. In addition, global warming, energy insecurity, and anxiety about economic competitiveness are all converging to force policymakers to generate a new vision. (Suggest seeing pdf at bottom of the page for methods of how The Rockefeller Foundation operates in this area, unsure how to reference.)$http://www.webcitation.org/66j0FePBX$http://www.webcitation.org/66j0Ommw16Asian Cities Climate Change Resilience Network (ACCRN)/African Agriculture & Climate Change ResiliencerIn the coming years, urban areas will increasingly play a major role in any climate change-related strategy, most especially because cities are where the interplay of climate risk and poverty lead to the direst consequences. The reason is simple. More people live in cities than ever before, and within a decade, more than 500 cities will have populations exceeding one million, and seven cities in developing countries will have more than 20 million inhabitants.The funding in Asian urban areas is currently focused in four countries: Thailand, Vietnam, India, and Indonesia. The Asian Cities Climate Change Resilience Network aims to catalyze attention, funding, and action on building climate change resilience for poor and vulnerable people by creating robust models and methodologies for assessing and addressing risk through active engagement and analysis of various cities. More effective agricultural systems and practices are urgently needed to decrease hunger and improve economic development, particularly in Sub-Saharan Africa. Although the Foundation is making a major difference through its investments in the Alliance for a Green Revolution in Africa (AGRA), the predicted impacts of climate change could threaten the success and sustainability of this green revolution. The Foundation s Developing Climate Change Resilience initiative seeks to help poor and vulnerable communities prepare for, withstand, and recover from the negative effects of climate change. A key focus of this work is insuring that resilience strategies are a more integral part of agricultural research, development, planning, training, capacity building and implementation in African countries. This, in turn, strengthens the resilience of smallholder farmers to climate variability and change, giving current investments in improving African agriculture a greater impact over the long term. Our Strategy The Rockefeller Foundation is helping to ensure the ability of poor and vulnerable smallholder African farmers to maintain, increase, and improve their own agricultural production despite climate change. To accomplish this, the African Agriculture component of the Foundation s Developing Climate Change Resilience initiat< ive is helping agricultural research and development organizations in Africa integrate climate change resilience measures into their practice; testing interventions that could be implemented more extensively in African countries to build resilience to climate change; developing the necessary scientific evidence base and policy environment to promote agricultural resilience-building in Africa; and building the required capacity that will enable a core of African agricultural scientists and development experts to execute best practices in climate change resilience measures. Anticipated Outcomes Capacity Building Agricultural research and development centers enhance their internal capacity and a cohort of African agricultural scientists and development experts are trained to address the major climate related agricultural challenges that will affect food systems for poor people in Africa. Knowledge and Experimentation African agricultural research and development institutions and others engage in experimentation to produce innovative approaches to increased stability of agricultural production needed to help smallholder farmers meet their own basic food security and income needs. Partnerships and Resource Mobilization New partnerships and networks among major stakeholders (e.g., agriculture research institutions, climate science organizations, governments, NGOs, donors) are formed to leverage resources (human capacity, information, funds, research results, infrastructure) aimed at improving the enabling environment necessary for building the climate resilience of smallholder farming systems in Africa. Enabling Policies Policy frameworks are generated and implemented that allow the integration of climate information into agricultural development practice, facilitate experimentation in building climate resilience, and strengthen institutional partnerships needed to support smallholder farmers. $http://www.webcitation.org/66j1YTtD4Global eHealthGrowing numbers of experts believe that eHealth the innovative application of emerging information and communications technology in health systems will fuel the next breakthrough in health systems improvement. Recognizing both the promise and the challenges of these new technologies, the Rockefeller Foundation has launched an effort to identify new methods of using eHealth to improve health systems, with a spotlight on low-resource settings. eHealth resources, including everything from mobile devices and e-learning tools to electronic health records and information-gathering software, can enable immense leaps in quality of care. For example, a nurse in a remote village through her laptop and mobile phone can now access previously unavailable information on the world s best treatments and can track and treat her patients using comprehensive electronic health records. The Foundation is helping to broaden the use of eHealth by supporting the development of public-private partnerships, new capabilities, and best practices for interoperability, privacy and security. Achieving Results A key milestone in the Foundation s effort to improve health systems was the month-long Making the eHealth Connection: Global Partnerships, Local Solutions conference series in 2008. Conference participants from around the world shared success stories and lessons learned about projects already underway, from telemedicine networks in Bangladesh and e-pharmacy projects in Malaysia to low-cost, sustainable electronic records for HIV/AIDS patients in Kenya. Call to Action Through the signing of the Rockefeller Foundation eHealth Call to Action which is now being taken to global institutions, individuals, and governments with the power to change eHealth policy and practice eHealth conference participants committed themselves to supporting the following: Timely, consensus-based global agenda-setting A rational policy process for eHealth Adequate and coordinated funding Collaborative networks and action platforms Knowledge-sharing and capacity building Interoperab< le eHealth demonstration projects Join the more than 240 individuals who have signed the Bellagio eHealth Call to Action.$http://www.webcitation.org/66j2Bt2WU$http://www.webcitation.org/66j2GGHpJ$http://www.webcitation.org/66j2JlIRtNYC Cultural Innovation FundJane Jacobs MedalOpportunity NYCFund Eligibility Poetry Projection on Newseum Building Poetry Projection on New Museum Building Chris Jordan / Bring to Light The application for 2012 is closed for Idea Submissions. To qualify, organizations must meet the following criteria: Organizations must provide tax exempt or other charitable status. Organizations must be located within the five boroughs of New York City. Organizations must upload the supporting documents required in the application. Grants for projects typically fall into one or more of the following categories: Creative engagement with the issues shaping New York City's future cultural and civic agenda. Programming and premieres of new artistic work that demonstrate fresh perspectives and can activate new directions in the visual, performing and media arts. New partnerships among cultural organizations, community-based institutions, universities and the private sector. Interventions designed to confront longstanding bottlenecks and limitations on the expansion of cultural vitality with fresh approaches and solutions Annual Funding Cycle: Idea Submissions are web-based and open in early Fall for the upcoming year's round and remain open for approximately five weeks. Full Applications are selected from the Idea Submissions and notified via email invitation shortly after the New Year and remain open for approximately six weeks. The Foundation selects and announces the Cultural Innovation Fund grants in early summer. Grant terms generally begin on July 1 and run for two year terms but can vary depending on projects selected. Organizations awarded funding in the current round are not eligible to apply for the following year. F In 2007, the year after the visionary urban activist Jane Jacobs died, the Rockefeller Foundation launched the Jane Jacobs annual award to honor her work. This medal reaffirms the Foundation s commitment to New York City by recognizing those whose creative uses of the urban environment build a more diverse, dynamic and equitable city. Jane Jacobs' ties to the Rockefeller Foundation stretch back a half-century (to 1958) when this relatively unknown scholar received a Rockefeller Foundation grant to expand upon her ideas about how a city should look and feel and work. The book she published in 1961, The Death and Life of Great American Cities, transformed how city dwellers and scholars think about cities and urban planning. Today, more than 50 years later, her book is still regarded as one of the key texts for American architects and urban planners. Jacobs challenged the prevailing assumptions of what makes a city thrive. Her harsh criticism of  slum-clearing and high-rise housing projects was instrumental in discrediting what were, up until then, universally supported planning practices. She called on urban residents to nurture what she termed the  intricate mingling and  sidewalk ballet of the city. And she reminded us that if cities and the neighborhoods within them are to succeed, the people affected by city policy must have a voice in setting the policies that shape the texture and fabric of daily life in those cities. The Medal: Two Awards for New Ideas & Activism and Lifetime Leadership Medals are awarded to two living persons whose accomplishments represent Jane Jacobs principles and practices in action in New York City. The selection of the winners and allocation of the prize money totaling $200,000 are decided by the members of a medal selection jury. The first award recognizes leadership and lifetime contribution. The second award recognizes new ideas and activism. Together the medalists represent the creativity, innovation and dynamism of New York City. Jane Jacobs Principles Winners of the Jane Jacobs Medal support her principles, which encompass the following values and ideas: Make New York City a place of hope and expectation that attracts new people and new ideas Challenge traditional assumptions and conventional thinking Promote dynamism, density and diversity Generate new principles for the way we think about development and preservation in New York City Take a common-sense approach to complex problems Provide leadership in solving common problems Respect neighborhood knowledge Generate creative use of the urban environment XThe Rockefeller Foundation is the leading funder of Opportunity NYC, which recognizes the day-to-day challenges faced by low-income people: The mother who must choose between taking her child to a doctor or showing up at work so she can pay the monthly bills. Or the eighteen-year-old who is faced with the tough choice of finishing school or quitting to get a job. Opportunity NYC aims to chan< ge the economics of this kind of decision making. The program provides payment to low-income families and individuals to increase participation in three targeted activities education, health and employment to maximize their chances of breaking the inter-generational cycle of poverty. By offsetting the costs of choosing education, training and preventative health care, we are encouraging choices that invest in families futures. Conditional Cash Transfers (CCTs) As a global foundation, we are funding poverty-fighting models that work in different contexts around the world. Conditional Cash Transfers (CCTs) are a relatively new but increasingly popular tool in the field of international development. CCTs are designed to decrease the factors that contribute to poverty by promoting greater investments in human capital. CCT programs originated in the late 1990s in Mexico with the creation of a program called Progresa (now Oportunidades), which serves more than 20 million Mexican families, and has been replicated in more than 20 countries. Progresa and other CCT programs have been subject to rigorous evaluation, which has documented reductions in the incidence and severity of poverty and malnutrition, as well as improvements in school enrollment and completion. Three Model CCT Projects Opportunity NYC consists of three separate demonstration projects: A family-focused CCT, called Opportunity NYC Family Rewards, which includes workforce, education and health components, and serves 2,550 families (with an additional 2,550 families participating in a control group that does not receive any services); An adult-focused CCT, exclusively designed to improve workforce participation, reaching 2,400 families; and A child-focused CCT, designed to boost test scores among 4th- and 7th-grade students, reaching 8,600 students. Groundbreaking Innovation is Unique in New York City The New York City pilot is unprecedented in three important ways: First, this is the first CCT program to be tried in United States or Western Europe as such, it represents an unparalleled attempt to test a successful anti-poverty program from the Global South in the Global North. Second, the New York City experiment is the first program to include a significant workforce participation component in addition to the traditional health and education components. Third, Opportunity NYC is being piloted in the largest urban center in the United States, while the majority of CCT beneficiaries in the Global South are located in rural areas. Background on the Funding and Implementation The Foundation has played a leading role in funding the design, implementation and evaluation of the Opportunity NYC program, which is being financed wholly through private sources in its pilot phase. The CCT program was launched in September 2007 and by mid-December, the first incentive payments to families in the pilot program were made. In 2009, the pilot program was extended from two to three years. (Complete first-year findings are expected to be released at the end of 2009.) The design and evaluation of the program will be managed by the social science research firm MDRC. Implementation is being led by Seedco, a nonprofit intermediary organization specializing in workforce and community economic development, in conjunction with a network of community-based organizations. As a result of the success of this first program, the Foundation has funded another: the Conditional Cash Transfer Learning Network.$http://www.webcitation.org/66j2s8kdF$http://www.webcitation.org/66j2vdjR0$http://www.webcitation.org/66j30ylNvMathematics & Physical Sciencs Life SciencesAutism Research | SFARIThe Simons Foundation Division for Mathematics and the Physical Sciences seeks to extend the frontiers of basic research. The Division's primary focus is on the theoretical sciences radiating from Mathematics: in particular, the fields of Mathematics, Theoretical Computer Science and Theoretical Physics, though opportune projects in other areas are occasionally considered. In almost all cases, funding decisions are made through a peer-reviewed proposal process. The Division does not accept proposals outside its established programs, though it is interested in suggestions for innovative general programs that could benefit fundamental research. In almost all cases grants are made in response to announced requests for proposals and funding decisions are made through a peer-reviewed proposal process. The foundation does not make awards to individuals, except through their institutions.The Simons Foundation supports w< ork in the life sciences, with a focus on research that promotes new synergy between the  hard sciences' and biology. The Foundation also seeks to enable scientific research that might otherwise not find support. We are proud to be a part of such work at Cold Spring Harbor Laboratory, Mathematical Science Research Institute, Rockefeller University, the Institute for Advanced Study and Institute des Hautes Etudes Scientifiques.YLaunched in 2005, the Simons Foundation Autism Research Initiative (SFARI) is a discrete scientific research program within the Simons Foundation's overall suite of programs. Although the foundation s mission is to advance the frontiers of research in the basic sciences and mathematics, SFARI is the foundation's only program whose scope is tightly focused on the science underlying just one medical condition. SFARI's immediate priority is to drive research that benefits individuals challenged by autism spectrum disorders, but its research programs are expected to yield insights into the neural mechanisms of fundamental human capabilities, thereby complementing the foundation s work in other basic sciences. Since 2007, SFARI has provided or committed more than $200 million in external research support to 150 investigators in the U.S. and abroad.$http://www.webcitation.org/66j3FsUlb$http://www.webcitation.org/66j3HSBxf$http://www.webcitation.org/66j3OfKBo Stony Brook University 2011 Gift&Memorial Sloan-Kettering Cancer Center(Institut des Hautes Etudes ScientifiquesFThe Simons Foundation is pleased to announce a challenge grant of $50M to the State University of New York at Stony Brook, in support of its Reimagining Stony Brook campaign. This gift is intended to enhance the quality of teaching and scholarship throughout the University by supporting professorships and fellowships. This gift coincides with a private gift to Stony Brook University directly from our founders, James and Marilyn Simons, of $100M, also to the Reimagining Stony Brook Fund. This gift will support the School of Medicine and life sciences research at Stony Brook. Of the hundreds of types of cancers that can afflict the human body, brain cancer poses some of the toughest treatment challenges. Getting drugs into the brain can be difficult because a barrier physically shields the brain from chemicals circulating in the body. Medications that do enter the brain may cause serious side effects. Memorial Sloan-Kettering Cancer Center s new Brain Tumor Center (BTC) is working to overcome these obstacles using recently revealed insights into the molecular and cellular properties of tumors. Scientists are trying to create therapies that target cancer cells and the abnormal signaling pathways needed to maintain them. The Simons Foundation supports this important work by underwriting preclinical studies of new therapies for the type of tumors called gliomas to confirm that they produce their desired effect in animal models. There currently exists no drug pipeline developed specifically for gliomas, and such preclinical work is an essential step in the design of new therapies for use in humans. The BTC is undertaking both basic scientific investigations into brain tumors and translational research in which potential new targets and therapies make the transition from animal experiments to humans. One major goal at BTC is to find chemicals that can be used in glioma treatment. In a gleaming room in Memorial Sloan-Kettering s new research tower on Manhattan s Upper East Side, the arms of a robotic laboratory click and whirr. Machines are testing 250,000 compounds to see if they might be useful in killing tumor cells. The screening machines have found several compounds that enhance the ability of radiation to kill cancer cells, specifically block cell proliferation, inhibit development of specific stem cells and prevent cancer cell survival.  These machines can screen compounds thousands of times faster than we could in the past, said Hakim Djaballah, the director of the high-throughput screening core facility. BTC director Dr. Eric Holland has developed a promising new system for glioma modeling. Holland s colleagues, neurosurgeon Philip Gutin and Shahin Rafii, a hematologist at Weill Cornell Medical College, are seeking to treat tumors by cutting off their blood supply. The team is studying the use of blood supply-producing cells derived from bone marrow. Research into brain tumors may also be useful in understanding autism. Of the se< veral candidate genes that enhance the risk for autism uncovered so far, three  PTEN, TSC1 and TSC2  are part of biochemical pathways that suppress the formation of tumors. Disabling these genes in mice produces signs and symptoms that are relevant to autism in humans.  Putting Memorial Sloan-Kettering s basic science people together with neurosurgeons and medical oncologists and radiation oncologists  everyone who treats brain tumors  facilitates the exchange of ideas among investigators with conjoined interests, said Dr. Holland. Heart attacks, known to doctors as myocardial infarctions, are a leading cause of death around the world. At the Institut des Hautes tudes Scientifiques (IHS), a research team led by Mikhail Gromov is seeking to use mathematics to better understand the cause of heart attacks. The Simons Foundation supports Gromov s investigation of the heart as part of its 11-year record of contributions to IHS. Half of a recent contribution from the Simons Foundation will fund the Institute s activities at the interface of biology and mathematics. The investigation into the electrophysiological geometry of the heart by Gromov continues the Institute s tradition of fundamental research in the sciences. Gromov s team hopes that the knowledge they will gain through their investigation will help in discovering ways to prevent heart attacks.The objective is to identify a metric that governs the propagation of electromagnetic waves in the heart. The metric may prove useful in characterizing normal and abnormal heart functions. IHS is one of the world s premiere research institutions. Located in Bures-sur-Yvette, France, IHS is dedicated to fostering fundamental advances in mathematics, physics and other related theory-based disciplines. Founded in 1958, IHS has a small number of permanent professors, appointed for life, and invites about 200 visitors a year for varying terms averaging three months. It also has a small number of long-term visitors. Research is not contracted or directed; it is left to each individual researcher to pursue their own goals. Permanent professors are only required to be in residence six months a year. (Note: this is also listed a a "Funded program" rather than just a "program area" on https://simonsfoundation.org/mathematics-physical-sciences/funded-programs.)nHeart attacks, known to doctors as myocardial infarctions, are a leading cause of death around the world. At the Institut des Hautes tudes Scientifiques (IHS), a research team led by Mikhail Gromov is seeking to use mathematics to better understand the cause of heart attacks. The Simons Foundation supports Gromov s investigation of the heart as part of its 11-year record of contributions to IHS. Half of a recent contribution from the Simons Foundation will fund the Institute s activities at the interface of biology and mathematics. The investigation into the electrophysiological geometry of the heart by Gromov continues the Institute s tradition of fundamental research in the sciences. Gromov s team hopes that the knowledge they will gain through their investigation will help in discovering ways to prevent heart attacks.The objective is to identify a metric that governs the propagation of electromagnetic waves in the heart. The metric may prove useful in characterizing normal and abnormal heart functions. IHS is one of the world s premiere research institutions. Located in Bures-sur-Yvette, France, IHS is dedicated to fostering fundamental advances in mathematics, physics and other related theory-based disciplines. Founded in 1958, IHS has a small number of permanent professors, appointed for life, and invites about 200 visitors a year for varying terms averaging three months. It also has a small number of long-term visitors. Research is not contracted or directed; it is left to each individual researcher to pursue their own goals. Permanent professors are only required to be in residence six months a year. (Note: this is also listed a a "Funded program" rather than just a "program area" on https://simonsfoundation.o< rg/mathematics-physical-sciences/funded-programs.)$http://www.webcitation.org/66j379EbB$http://www.webcitation.org/66j3ACt3rSimons Simplex Collection Simons VIPThe Simons Simplex Collection (SSC) is a core project and resource of the Simons Foundation Autism Research Initiative. The SSC achieved its primary goal to establish a permanent repository of genetic samples from 2,700 families, each of which has one child affected with an autism spectrum disorder, and unaffected parents and siblings. Each genetic sample has an associated collection of data that provides a precise characterization of the individual (phenotype). Rigorous phenotyping maximizes the value of the resource for a wide variety of future research projects on the causes and mechanisms of autism. The SSC is operated by SFARI in collaboration with 12 university-affiliated research clinics. The clinics identified and assessed potential SSC participants, with guidance from the University of Michigan Autism & Communication Disorders Center, to ensure uniformity across clinics. Please click through for a Q&A with Cathy Lord, the principal investigator of the SSC. Previous pioneering efforts to collect genetic samples focused on families with multiple individuals affected with autism spectrum disorders, most notably the Autism Genetic Resource Exchange, which is an ongoing effort to identify such multiplex families. The SSC differs from those efforts in its focus on simplex families, and in its clinic-based assessment and diagnosis. The collaborating institutions are listed on SSC sites. Blood samples were processed into cell lines and DNA was extracted at the Rutgers University Cell and DNA Repository in New Jersey. Stored samples are available to approved researchers on a modest fee-for-use basis, through a web interface called SFARI Base. Data are collected and managed using software developed by Prometheus Research, LLC. A central database characterizing all of the study subjects (with identifying information removed) is available to any qualified researcher through a web interface called SFARI Base. The Simons Variation in Individuals Project (Simons VIP) is a research initiative that aims to identify and study a large number of individuals with a recurrent genetic variation (deletion or duplication of segment 16p11.2) that increases the risk of developing autism spectrum and other neurodevelopmental disorders. The Simons VIP will collect detailed clinical information and blood samples from more than 200 carriers and their families, with the immediate goal of identifying medical, cognitive, neural and behavioral profiles shared by this genetically identified group. Careful analysis of genetically defined autism subtypes will allow detailed phenotypic comparisons within and among these groups to clarify genotype-phenotype correlations. Other recurrent genetic variants will be considered in the future. A paper published 22 March, 2012 in Neuron further details the motivation behind the project and its design. To download "Simons Variation in Individuals Project (Simons VIP): A Genetics-First Approach to Studying Autism Spectrum and Related Neurodevelopmental Disorders," click here. Participants are recruited in various ways, including referral by clinical genetic centers or testing laboratories, by web-based networks or by self-referral of families who learn about the Simons VIP. Family participation is key to the project's success. The Simons VIP will work with families to develop a community for 16p11.2 families (Simons VIP Connect) and provide access to cutting-edge clinical and research information. Extensive psychological and neurological testing, along with neuroimaging (MRI, fMRI, MEG) with a uniform protocol, will take place at a select group of university-based medical centers participating in the Simons VIP. You can review the list of measures used in the Simons VIP, as well as the list of Simons VIP investigators DNA is extracted from blood samples and fibroblasts are cultured and cryopreserved from skin biopsy samples at the Rutgers University Cell and DNA Repository in New Jersey. Stored samples are available to approved researchers on a modest fee-for-use basis, through a web interface called SFARI Base. Data are collected and managed using software developed by Prometheus Research, LLC. A central database characterizing all of the study subjects (with identifying information removed) is available to any qualified researcher through a web interface called SFARI Base. $http://www.webcitation.org/66j3wzh1Z$http://www.webcitation.org/66j49ET15$http://www.webcitation.org/66j4FVdQq$http://www.webcitation.org/66j4MhFHe$http://www.webcitation.org/66j55SnJx$http://www.webcitation.org/66j5OYvxG$http://www.webcitation.org/66j5l3sAM International Peace and SecurityIslam Initiative(Higher Education and Libraries in AfricaHigher Education in EurasiaUrban and Higher EducationDemocracy and Civic Integation*Past Commissions, Councils and Task Forces&From its earliest days, Carnegie Corporation of New York has worked to achieve a more secure, peaceful, and prosperous world, continually modifying strategies in response to global conditions while also focusing on sets of core concerns. Much has changed over the past year in areas of interest to the International Peace and Security Program. Progress on nuclear arms reduction, following ratification of the New START Treaty; the Fukushima Daiichi nuclear disaster; and citizen uprisings and political transitions across the Middle East and North Africa are but a few examples. These trends, along with the United States' widening rift with China over financial, trade and security issues, uneasy relationship with Russia and domestic economic problems linked to a global financial crisis, form the backdrop to the International Peace and Security Program s work. Since sound foreign and public policy decisions must be guided by knowledge and understanding of national and global developments, the program aims to respond to these multifaceted challenges by bringing independent, authoritative analysis to bear on critical issues, integrating national and international perspectives into solutions and promoting linkages between research and policy communities in the United States and abroad. The International Peace and Security Program supports a limited number of core institutions promoting research, dissemination, outreach and partnerships in cooperation and collaboration with other funders, when possible and specific, issue ori< ented projects. This approach is consistent with the Corporation s belief in the ability of the nongovernmental sector to inform the public and foreign policy decision makers, and its long-standing interest in working with policy research, academic and  practitioner institutions. Apart from Mecca, the United States represents the most diverse array of Muslims from all over the world. Prior to 2001, Carnegie Corporation took an interest in Islam and Muslim communities in the United States, with a particular focus on their cultural and socio-economic diversity. Today, working independently and with other funders, the Corporation strives to improve understanding of Muslim communities and societies through: Increasing the outreach of academic expertise The Initiative builds on the Carnegie Scholars Program, which from 2004 to 2009 awarded research, writing and public engagement grants on the theme of Islam and Muslim societies to more than one hundred American scholars. Today, the Corporation supports the strengthening of outreach and communication by leading academic institutions with programs that increase knowledge about Muslim societies and communities. Support also goes toward creating and expanding on-line resources for the public, the media and the policy communities. Bolstering academic programs Research and scholarship are essential to understanding of the complexities of Muslim societies and their interactions. Our support goes to projects that explore not just conflicts but little-known convergences across history. Carnegie Corporation aims to strengthen expertise and build the capacity of the next generation. In addition, we work to make available original source materials, including significant writings from the past representing a variety of philosophical and cultural traditions. Facilitating international partnerships and communication Recognizing the importance of building relationships and mutual understanding, the Corporation strives to establish institutional linkages between American and overseas academic centers, think tanks and professional associations. In cooperation with other funders, the Corporation also promotes networks of foundations and nonprofit organizations that complement official efforts to improve relations with predominantly Muslim states through the involvement of civil society. Several African countries are experiencing economic growth and political stability, giving rise to cautious optimism about the possibilities of sustained progress in a climate of increasing transparency, democratization, reduced conflicts and enhanced opportunities for advancement. These prospects are directly linked to Africa s higher education sector, as a strong, dynamic and diversified higher education is central to the economic and political changes. With the fastest-growing rates of higher education enrollment in the world, Africa s universities have the potential to become the continent s primary development tool. Yet there are too few candidates to meet the growing demand for professors and many who do enter the field are ill prepared. At the same time, the continent s initial cohort of post-independence academics is fast reaching retirement age. Consequently, Africa s institutions of higher learning face a severe staffing crisis that threatens social and economic progress. The Higher Education and Libraries in Africa Program will support a limited number of core institutions and projects working to strengthen the human capital of selected countries in sub-Saharan Africa. The Program builds on a decade-long investment in the transformation of African universities and libraries, supported by the Corporation and other funders through a Partnership for Higher Education in Africa. For the past decade, the Corporation has supported higher education programs in Russia and Eurasia through a special initiative on Higher Education in the Former Soviet Union (HEFSU), which was launched in 1999 to respond to the dire situation of academics and intellectuals in the region. This attention built on the Corporation s long-standing investment in U.S.-Russian relations. Given Russia s economic recovery and growing governmental funding for the higher education sector, the HEFSU program is being phased out, with final grants in fiscal year 2012 that aim to: " Sustain a network of university-based Centers for Advanced Study and Education in Russia and Eurasia. " Strengthen university and academic leadership in Russia and Eurasia. Creating Pathways to Educational and Economic Opportunity The Urban and Higher Education Program s goals are centered on creating pathways to educational and economic opportunity by generating systemic change across a K-16 continuum, with particular emphasis on secondary and higher education. We work to enable many more students, including historically underserved populations, to achieve academic success. Our grantees help all students perform with the high levels of creative, scientific, and technical knowledge and skill needed to compete in a global economy and exercise leadership. Gran< t-making in this program concentrates on three main areas. By supporting a push for common core standards and next generation assessments, we counter low expectations for schools and students. By investing in innovation in human capital preparation and management, we address development of talent. Lastly, through new designs for innovation in classrooms, schools, colleges and systems in K-16, we look to strengthen student engagement, motivation, effort, and persistence. In addition, the program integrates these three areas through efforts to improve policy, and thus create stronger conditions and platforms for accountability, innovation, and systemic reform. Carnegie Corporation s stance on immigrant civic integration stems from Andrew Carnegie s conviction that immigrant integration is essential to American democracy and economic prosperity, and contends that American democracy cannot flourish without fixing the nation s  broken immigration system. The number of foreign-born people residing in the United States is at the highest level in U.S. history. Yet millions of immigrants lack a clear pathway to citizenship, and have limited opportunities for participation in American society. To change that picture, the nation needs more effective immigration policies, along with stronger systems for bringing immigrants into the pluralistic mainstream of civic and economic life. The failure of Congress to pass comprehensive immigration reform legislation in 2007, coupled with the Corporation s commitment to helping newcomers take advantage of the country s educational and economic opportunities, have led us to adopt four key areas of support as levers of change: " Strategic communications " Strengthening the capacity of the immigrant integration field " Citizenship and nonpartisan civic engagement " Improved policy development Since its founding in 1911, Carnegie Corporation of New York has concluded work in certain areas to focus on new opportunities. Here you will find information about some of the foundation's past commissions, councils and task forces that are no longer active. While these commissions, councils and task forces are no longer considered part of our current strategic focus and no longer receive funding, each has made significant contributions toward their fields. And, many of these continue to generate insights and lessons. $http://www.webcitation.org/66j3yRzLI$http://www.webcitation.org/66j3zarey$http://www.webcitation.org/66j41jhHZNuclear SecurityStates in TransitionDynamics of Global PowerNuclear weapons remain one of the greatest threats to global security. We seek to reduce this threat by investing in cutting edge analytical work on nonproliferation, supporting education and training programs for the next generation of nuclear experts, and supporting a limited number of Track II efforts focused on Iran and North Korea. Specifically, the Nuclear Security program aims to: " Lock in reductions of U.S and Russian nuclear arsenals. " Pave the way for deeper cuts in global nuclear arsenals. " Impede acquisition of nuclear weapons by new states and non-state actors. " Strengthen governance of civilian nuclear activity to reduce risks of proliferation or terrorism. " Contribute to the peaceful resolution of long standing regional disputes with a nuclear dimension, with special emphasis on Iran and North Korea. %Related to the Dynamics of Global Power, this program area incorporates elements from earlier work on States at Risk and the Islam Initiative. It addresses states that are striving to consolidate peace after emerging from conflict, particularly in Africa, as well as those that are part of the Arab Awakening, where the transition from authoritarian rule to more democratic governance remains precarious. This program area seeks to increase the quantity, quality and accessibility of locally produced knowledge about these states and regions and to promote reform through international engagement and partnerships. The program s work also includes Pakistan a state of particular importance for regional and global security. States in Transition aims to: " Bring local context and knowledge to bear on promoting sustainable peace in fragile states in Africa and other regions. " Understand and assess the political, economic and security challenges and opportuni< ties posed by the Arab Awakening. Understand and assess developments in Pakistan. Addressing critical international peace and security challenges requires understanding of the ways in which global power is being redefined and redirected. Important transitions at present include the erosion of U.S. primacy and the rise of China, the ousting of old regimes across the Middle East and North Africa and the explosion of information networks across and within international boundaries. While some states are striving to contain and manage the allocation and use of power within their borders, others are coping with infringements on their national sovereignty from global forces beyond their control. Dynamics of Global Power aims to: " Understand and assess the implications of geostrategic shifts among China, Russia, the United States, and other major and emergent powers. " Bridge academia with policy in seeking solutions to key foreign and security policy challenges. " Bring international perspectives to problem solving in the foreign and security policy arena. $http://www.webcitation.org/66j4I868U$http://www.webcitation.org/66j4K6pCo;Excellence in Postgraduate Training, Research and Retention Public Libraries in South AfricaDeveloping the next cohort of African academics and education leaders requires public/private partnerships striving to provide opportunities for academics to enter the field, advance their expertise, sustain their involvement with the higher education sector and promote higher education policy reforms. Excellence in Postgraduate Research, Training and Retention aims to: " Strengthen M.A. and Ph.D. programs in key universities in South Africa, Ghana, and Uganda, including improving access to information and resources. " Foster disciplinary networks and fellowships for academics across sub-Saharan Africa. " Advance university and academic leadership and policies in South Africa, Ghana, and Uganda. Libraries in Africa are essential to societal advancements and, by bridging the digital divide, also serve as links with the developed world. The Corporation has contributed to building model public libraries in South Africa on a cost-sharing basis with local governments and stakeholders. Corporation grants have funded material collection, training programs, and a range of community services, raising the bar for public library standards throughout the country. To reach as many communities as possible, the Corporation has worked with priority national, model, and special public libraries including: the National Library of South Africa in Pretoria, the Bessie Head Legal Deposit Library in the Msunduzi Municipality of KwaZulu-Natal, the Cape Town City Library, the Johannesburg City Library, two Khayelitsha Township Libraries in Cape Town, and the eThekwini Municipal Library in Durban. As the African Public Libraries Program concludes with fiscal year 2012 grants, the objectives will be to complete the construction of model public libraries in South Africa and the training programs for librarians. The Corporation s work in building academic libraries and universities-based research commons will also be completed with final grants. $http://www.webcitation.org/66j58DU7k$http://www.webcitation.org/66j59QalK$http://www.webcitation.org/66j5ARIcz$http://www.webcitation.org/66j5BUaMe$http://www.webcitation.org/66j5Ces26GNew Designs: Innovation in Classroom, School, College and System DesignStandards and Assessments4Innovations in Teaching and Human Capital ManagementnImproving Policy: Creating Better Conditions and Platforms for Accountability, Innovation, and Systemic ReformOpportunity EquationThe Education Program s work seeks innovative designs that use people, time, money and technology differently in secondary and higher education. We support a portfolio of promising school models especially those with aspects that have a strong research basis. And we invest in the growth of charter schools, with an emphasis on the use of technology and other innovations to provide more personalized and effective instruction. The Corporation works with partner organizations to carry out reform at the system level, eradicate barriers to bringing innovation to scale, and increase adoption of documented effective practices aimed at raising graduation rates among historically under< served students. An important new area for the Corporation is advancement of next generation learning (NGL), a term educators use for new teaching and learning practices that prepare today s students for tomorrow s challenges, which would enable our education system to prepare more students for productive adult lives in the 21st century. Priorities for the coming year include: " Continuing to support organizations that enable the nation s schools and school systems to design and carry out strategic reforms and implement innovative school models at scale. " Supporting our investment in the Shared Learning Collaborative (SLC) through active engagement in the development of its governance and the building of a sustainable non-profit organization for long-term management, communicating about its potential to support new, blended school designs to the field, and partnering with other funders. " Strengthening the alignment between K-12 and higher education, including development of clear educational and career pathways for under-served students. The widespread acceptance of the Common Core State Standards in mathematics and English language arts is one of the most important changes in U.S. education policy in several decades. As of early 2012, these standards have been adopted by 45 states and the District of Columbia significantly more than originally anticipated. An essential next step in translating the Common Core State Standards into practice is the development of aligned assessments. The nation also needs to develop new science standards--a process that should begin with a wholesale review of existing standards rather than incremental revisions. While the adoption and implementation of science standards presents special challenges, the Education Program is fully committed to seeing this process through to completion. In addition, the Corporation is supporting work to create standards for English language proficiency, a project that cuts across education and immigrant integration objectives. Priorities for the coming year include: " Continuing to support the adoption of the Common Core State Standards in mathematics and English language arts, supporting educational leaders in states and districts as they confront the implications of the rigorous new academic demands for students and schools. " Ensuring completion of high-quality science standards and successful coordination of the roles of key organizations. " Advancing the development of science learning assessments and of English language proficiency standards.For America s students to gain the skills and knowledge necessary to be full participants in our economy and democracy, an effective teacher is needed for every child. Reaching this goal requires a whole new way of managing the people side of the education system: recruiting and preparing excellent teachers and principals, developing them throughout their careers so that they and their students continue to improve, and managing talent to ensure that the highest-need students have the teachers best-equipped to help them. The Corporation has focused on building both a vision and a demand for a more comprehensive approach to human capital management in K-12 education in the United States. We have invested in the "component parts" of an improved human capital system, particularly in and for high-need, urban schools. Those include preparing and supporting excellent teachers and school leaders, improving the skills of educators and allowing greater accountability for student results, and enabling thoughtful innovation and continuous improvement. Given that teacher shortages are particularly acute in math and science and that our nation s output of STEM talent is not keeping up with current and projected demand, math and science teachers are a leading focus of this work. Priorities for the coming year include: " Advancing a systemic approach to human capital management " Strengthening the preparation and support of teachers and school leaders " Mobilizing for stronger STEM teaching by engaging a wide rang< e of organizations in significantly expanding the supply of STEM teachers and other STEM talent for the nation s schools. " Implementing the 100 K in 10 initiative, including identifying additional partners, strengthening the quality of commitments, and building the capacity of the partnership. " Supporting innovative solutions that may result from the Ashoka Challenge and expanding support for school leadership The Urban and Higher Education Program focuses on building understanding of what it will take to implement the Common Core State Standards in the nation s schools. At the same time it encourages action on the pending reauthorization of the Elementary and Secondary Education Act (ESEA), supporting analysis and advocacy by knowledgeable organizations. We also supports grants to policy work related to degree completion and effective postsecondary education. Grants currently support organizations engaged in improving policy conditions relevant to the Education Program strategy including policies that would increase high school graduation rates, college readiness and adoption of the Common Core State Standards. Priorities for the coming year include: " Maintaining public support and understanding for Common Core State Standards implementation and building public receptivity to new science standards  In June, 2009, the joint Carnegie Corporation of New York/ Institute for Advanced Study Commission on Mathematics and Science Education launched a national mobilization to achieve much higher levels of math and science learning with the release of its report, The Opportunity Equation: Transforming Mathematics and Science Education for Citizenship and the Global Economy (www.OpportunityEquation.org). The report calls for concrete actions by a range of organizations from labor and business to federal and state government, colleges and universities and donors, urging them to coalesce to  do school differently in order to transform math and science education. More than 65 groups have affirmed their support to work together to place math and science at the center of education innovation, improvement, and accountability. By engaging national and local education decision-makers and influencers, in addition to almost all states agreeing to participate in the development of the type of standards called for in the report, the mobilization of the Opportunity Equation is quickly becoming a reality. The Opportunity Equation Web site will continue to be a robust hub for science, technology, engineering and math (STEM) education resources for stakeholder audiences, and particularly for states developing STEM plans to meet the competitive priority in their Race to the Top proposals. The foundation will continue to support efforts to help meet the report s detailed set of recommendations which describe what each constituency can do to raise mathematics and science achievement for all American students: Establish new common standards in mathematics and science that are fewer, clearer, and higher, coupled with aligned high-quality assessments. Improve teaching and professional learning  supported by better school and system management. Redesign schools and school systems to deliver excellent, equitable math and science learning more effectively. Initiate a national movement including public awareness campaigns, increased public understanding about the links between effective math and science learning and the job market and a focus on improving outcomes among historically underperforming groups through new benchmarking to evaluate school improvement efforts at all grade levels for all students.$http://www.webcitation.org/66j5S4CBm$http://www.webcitation.org/66j5TEQj9$http://www.webcitation.org/66j5UL3wg$http://www.webcitation.org/66j5VYmnp$http://www.webcitation.org/66j5WZIRU$http://www.webcitation.org/66j5XtftrStrategic CommunicationsStrengthening the FieldImproving Policy#Citizenship and Civic Participation+Nonpartisan Support for Voter Participation Immigrants: The Pride of AmericaCarnegie Corporation s focus on strategic communications is designed to promote balanced and nuanced coverage of immigrants and immigration in the news media. Like the other facets of the Corporation s strategy in this area, strategic comm< unications necessitates an integrated strategy focused on national, regional, and local messaging. The Corporation s major grantee in this area, America s Voice Education Fund strengthens the immigrant integration reform movement s messaging, coordinates and trains groups and constituencies, and responds to anti-immigrant rhetoric in the media. A campaign-style communications and rapid-response media entity, America s Voice Education Fund takes the communications lead in comprehensive immigration reform, while coordinating communications efforts among local and national allies. Priorities for the coming year include: " Increase in balanced and nuanced coverage of immigrants and immigration in the news media, with increased pro-integration messaging and reduced anti-immigrant rhetoric " Quantifiable increase and improvement in new alliances that will create the political conditions for developing and passing sound policy " Demonstrated growth in communications skills of field allies In the absence of federal legislation to address the country s broken immigration system, state and local governments are creating a patchwork of immigration laws. Strengthening the capacity of organizations supporting immigrant integration in states and localities across the country is essential for meeting program goals in this area. Prior investments in infrastructure building are yielding significant benefits, with the potential for long-term gains in immigration reform and immigrant integration. Through the Four Freedoms Fund, a donor collaborative housed at Public Interest Projects, the Corporation continues to support anchor organizations based in new destination states, with particular emphasis on helping build their management, advocacy, and communications capacity; strengthen naturalization and other civic engagement activities; build coalitions across constituencies, such as African Americans; and respond to state-level anti-immigrant initiatives. Priorities for the coming year include: " Increased number of state-based anchor organizations in new destination states, especially the South and Southeast " Increased numbers of allies in those coalitions in support of immigrant integration policies, including African Americans and low-income whites, faith and business leaders, and conservatives and progressives " Enhanced communications skills of grantees; increase in pro-immigrant coverage at state level " Increased management, advocacy, and communications capacity of state anchor groups " Increase funders to the Four Freedoms Fund " Development of fundraising expertise by individual state-based groups to ensure sustainability after the Corporation ends its support Carnegie Corporation supports the development of policies that focus on fixing the current immigration system. To do this, the Corporation funds research around multiple issues impacted by immigration, drawing attention to the many benefits of immigration reform for the country. Recent reports from the Corporation-funded Center for American Progress (CAP) show the economic impact of mass deportation, which has been proposed as an alternative to immigration reform, adds up to $285 billion, ($23,148 per person) to arrest, detain and deport all of the unauthorized immigrants in the United States. In contrast, comprehensive immigration reform could produce economic benefits totaling $1.5 trillion in cumulative GDP growth over 10 years. The Corporation is currently supporting research to delve even more deeply into related economic issues, for example the impact of foreign workers on the economy. Funds are also going to the Migration Policy Institute (MPI), a leading think tank that aims to build consensus by communicating with officials and policymakers in the United States and Europe. Priorities for the coming year include: " Improved federal and administration policies that focus on fixing the current immigration system " Increase in public policies supportive of immigrant civic integration at federal, state, and local levels; evidence of cross-nati< onal learning on migration patterns and of whether Corporation-supported research informed the policies " Decrease in punitive enforcement measures aimed at immigrants at federal and state levels " Establishment of a working naturalization system that minimizes backlog and makes more efficient the application process " Workable earned pathway to citizenship that includes controlling future flow Integrating immigrants into the nation s civic and economic life continues to be a major program concern. For large numbers of immigrants to become U.S. citizens, a stronger, service-oriented infrastructure is crucial to their achieving citizenship and establishing a social and economic foothold. With an estimated 8.2 million legal immigrants currently eligible for citizenship, the sheer size and diversity of this population demands new approaches. A Carnegie Corporation-commissioned study and subsequent mapping of metropolitan areas in states with the largest numbers of potential citizens are the basis of a planned five-year, multi-million dollar naturalization initiative. Joined by several foundation partners, the Corporation will pilot this national naturalization effort working with services providers in major metro areas nationwide. Priorities for the coming year include: " Increase in voter registration and voting by 5 percent among the 40 percent (6 million) of the 15 million naturalized citizens who are not registered to vote; increase in voter registration and voting by 5 percent among the 3.7 million children of immigrants (185,000) who are U.S. citizens with at least one immigrant parent " Increase by 5 percent the rate of naturalization among the approximately 8 million eligible legal immigrants " Media campaign by mainstream, social and ethnic media to promote naturalization, voter registration, and voting among Latino and other ethnic populations " Measurable increase in voting by new citizens and their families In addition to support for immigrant civic integration, the National Program provides strategic, ongoing support to organizations that promote nonpartisan voter engagement, especially among groups that have traditionally shown low levels of voting and who have little access to information about government. Although the 2008 election was a modern high-water mark for voter participation, even in that watershed year nearly 40 percent of the eligible voting age population nationally did not turn out to vote. And in the 2010 mid-term elections, the numbers were reversed, with only about 40 percent of the voting eligible population actually voting. With barriers to voting on the rise, large-scale programs to protect voting rights at the federal and state levels, register and mobilize voters are badly needed. As the 2012 elections approach, we anticipate funding a donor collaborative, the State Infrastructure Fund housed at Public Interest Projects, that focuses on increasing voting among low propensity voters. zEach year around Independence Day, Carnegie Corporation of New York, in partnership with The New York Times, salutes our founder Andrew Carnegie s legacy, by celebrating an ideal he held so dearly: citizenship. On this particular day, we honor women and men whose love for this country, like that of Mr. Carnegie himself, led them to pursue a pathway to citizenship. It is a pathway that may be both lengthy and complex, but for many immigrants, the process is a road they are determined to follow. Like their fellow citizens, those men and women who have become Americans by Choice, have made, and continue to make, our nation strong and vibrant. We are committed to helping immigrants become integrated into the civic fabric of our nation because enlightened citizenship is the everlasting strength of our democracy. Our national motto, E pluribus unum  out of many, one  continues to be an ideal we can all aspire to and a true guiding light for our nation. Carnegie Corporation s president, Vartan Gregorian, an immigrant, reminds us of that our country is an extraordinary and daring idea that is still being tested and must be nurtured:  Here, in America, we are trying to form a nation that transcends its limits and where the people transcend their differences in order to share a common purpose and common ideals. And here, in America, we must all understand that participating in our civic life, the rich and vibrant life of our nation, is not just a right but also an obligation. And perhaps most important of all, it means being a citizen. We believe Andrew Carnegie would be pleased that we are honor< ing his vision of citizenship.$http://www.webcitation.org/66j5qNoG8$http://www.webcitation.org/66j5rRuBW$http://www.webcitation.org/66j5sxI7A$http://www.webcitation.org/66j5wD3QTFuture Journalism of Education DisseminationCarnegie Scholars2Carnegie Council for Advancing Adolescent Literacy@ Under President Vartan Gregorian's leadership, Carnegie Corporation of New York has made journalism education a key priority. In 2003, the Corporation began a dialogue with deans of several of the United States most prestigious journalism schools to determine how major research universities could improve the journalism curriculum. The goal was to challenge students intellectually and prepare them for careers in the news industry at this pivotal time of change in the field. The deans at four top research universities the University of Southern California, Northwestern University, Columbia University and the University of California, Berkeley, along with and the head of Harvard s Joan Shorenstein Center on the Press, Politics and Public Policy collaborated on a vision for journalism education in the 21st century. Vartan Gregorian created a partnership with Hodding Carter, then president of the John S. and James L. Knight Foundation, a leading philanthropy focused on excellence in journalism, and enlisted the aid of the consulting firm McKinsey & Co. who, on a pro bono basis, interviewed 40 news industry leaders, including news executives, editors, and correspondents, about their views on journalism education. These conversations with deans and journalism professionals became the intellectual foundation for the Carnegie-Knight Initiative on the Future of Journalism Education, launched in 2005. Since then, seven additional university schools of journalism have joined the Initiative, capping it at twelve member universities. Carnegie Corporation s relationship with the Knight Foundation, under the leadership of current president Alberto Ibarguen, is an equal partnership, with both foundations supporting all the intellectual and scholarly facets of the Initiative, which focuses on reform and innovation. The three components of the Initiative are: Curriculum Enrichment A key feature of the Initiative is curriculum enrichment, a process aimed at offering students a deep and multi-layered exploration of such complex subjects as history, politics, classics and philosophy to undergird their journalistic skills while raising the profile of journalism education within the university. News 21 The News 21 incubators are national reporting projects organized on an annual basis and overseen by campus-based professors for distribution through traditional and innovative media; http://news21.com The Carnegie-Knight Task Force The Carnegie-Knight Task Force provides the journalism deans with an opportunity to speak out on issues affecting journalism education and the field of journalism. ,The Carnegie Scholars Program was established in 1999 to support innovative and pathbreaking scholarship that would extend the boundaries of the Corporation's grantmaking. From 2005-2009, the Program focused exclusively on Islam and the Modern World. No new Carnegie Scholars will be named in 2010 as the Program will pause in order to take stock of its accomplishments, and to consider future priorities. Public Scholarship During its ten-year history, the Scholars Program has spurred innovation in research and thought, and provided critical support to public scholarship, bringing the highest quality of academic research into the public and policy realms. To date, 168 Scholars have been funded over the course of the Carnegie Scholars Program's two phases. Scholars of Vision, 2000-2004 During its first five years, the Program supported "Scholars of Vision," whose work addressed the entire scope of the Corporation's grant programs at the time including: Education, International Development, Strengthening U.S. Democracy and International Peace and Security. Over these five years, 67 Carnegie Scholars drawn from public universities, liberal arts colleges, traditional research universities and also, independent researchers were selected to pursue a broad variety of subjects, including 16 Scholars whose work foreshadowed the subsequent focus on Islam. Scholars of Islam and the Modern World, 2005-2009 The second phase of the Program was established with the goal of supporting individual scholars whose research extends the boundaries of knowledge about Islam and Muslim communities. The aim was to build a critical mass of thoughtful and original scholarship to add to our knowledge regarding Islam as a religion as well as the cultures and civilizations of Muslim societies and communities, both in the United States and abroad. A total of 101 Scholars were funded to deepen, broaden and bring to light new knowledge about Islam and Muslim societies. These men and women were also selected for their commitment to enriching the quality of the public dialogue on Islam. While changes in the way news is received and consumed began sometime earlier, for the past decade there has been a revolution in how the public encounters new ideas. The Dissemination Program has acted as a small yet flexible vehicle for examining this revolution, which directly impacts the dissemination of our ideas, research and policy priorities. Supported by an annual appropriation from the trustees, this catalytic fund has developed successful strategies for amplifying and reinforcing the Corporation's grantmaking and inst< itutional goals. The resulting strategies, after careful planning, are implemented collaboratively within the Corporation as well as with our sister foundations, institutions of higher learning, NGOs and others. Dissemination Program goals are to: amplify major program goals through special initiatives and strategic communications projects support capacity-building programs that will advance the work of Corporation grantees; stimulate, through outreach activities, a broader conversation on the work of other organizations that share Corporation priorities encourage and support journalism education reform and build awareness of the critical role journalism plays in sustaining America's democracy. Dissemination Awards are organized into six categories: Carnegie Forums Carnegie Forums are occasional midday seminars that bring government, academic, business and philanthropic leaders together to discuss issues of critical importance to society. The first forum, held in fall 2000, focused on the education platforms of presidential candidates Al Gore and George W. Bush. Others have centered on the implications of Census 2000, the promise of digital communications, homeland security, the business of news and campaign finance reform. Strategic Communications Projects These projects can help facilitate the role of a particular research or a Corporation-supported publication in policy conversations in Washington, DC, and elsewhere. Awards in this category support efforts to expand and create new audiences for grantee projects and publications as well as to position and coordinate initiatives of the Corporation. Special Initiatives Special Initiatives encompass program grants resulting in new information that informs or updates the knowledge base. In such cases, Dissemination Awards fund large, targeted projects focusing on a single issue or grant. Special Initiatives typically have multiple components that may include a launch, media coverage, public discussions and multimedia products. Technical Assistance Funding allows grantees to incorporate dissemination strategies into their work, and the Corporation is one of just a few foundations providing communications capacity-building opportunities. Most years, new grantees are brought together for strategic communications workshops in the United States and Africa conducted by experts in the field. Among the topics covered are communications fundamentals, mission and message development, media readiness training and Web communications. Journalism/Media Projects that complement the foundation's mission and objectives may receive small catalytic grants, although the Corporation does not have a journalism or media program per se. Outreach Initiatives Programs that share and advance the Corporation's mission may receive Dissemination Awards for such projects as forums, publications or strategies designed to reach new audiences. $http://www.webcitation.org/66j6MZZFu$http://www.webcitation.org/66jAiBnzB$http://www.webcitation.org/66jAlZ1IR$http://www.webcitation.org/66jAn6X20$http://www.webcitation.org/66jAo9LPI Civil Society Flint AreaPathways out of Poverty Exploratory and Special Projects9The mission of the Civil Society program is to strengthen philanthropy and the nonprofit sector as vital vehicles for increasing civic engagement and improving communities and societies. While grantmaking objectives and strategies are tailored to the specific circumstances of each geographic region in which we work, two broad themes unite grantmaking within the program: To empower people and nonprofits to take collective action that promotes and defends democratic values; and To promote and develop a more robust culture of private giving for public good.The mission of the Environment program is to support the efforts of an engaged citizenry working to create accountable and responsive institutions, sound public policies, and appropriate models of development that protect the diversity and integrity of selected ecosystems in North America and around the world. Our mission recognizes that effective stewardship of the Earth requires both changes in behavior and new ways of thinking. It requires that environmental considerations be factored into personal and institutional decisionmaking. It also requires a willingness on the part of people with diverse interests to try to understand one another's perspectives and seek common ground. The mission of the Flint Area program is to foster a well-functioning, connected community that is capable of meeting the economic, social and racial challenges ahead. Charles Stewart Mott began this Foundation in 1926 in his home community of Flint, Michigan. Our decades-long partnership with Flint and Genesee County has been the genesis of many of our current national and international program interests. Conversely, the greater Flint area benefits from lessons learned through our national and international grantmaking. The Flint area, like much of the country, continues to face significant economic and social challenges. The regional economy, manufacturing base, educational system and housing infrastructure are severely stressed. Many of the challenges facing the community and the region are a result of broad national and global changes. The city and region have an imperative to find new economic opportunities. To do so will require a focus on homegrown entrepreneurs and innovators, improvements to the educational system, revitalized cities and neighborhoods, and a collaborative and regional approach to doing business. We focus on all of these issues through our grantmaking.The mission of the Pathways Out of Poverty program is to identify, test and help sustain pathways out of poverty for low-income people and communities. We believe education, economic participation and community engagement are critical to moving low-income Americans toward greater prosperity. These three areas are the pillars of our program to address poverty in the U.S. The program is organized into four grantmaking areas: Improving Community Education Expanding Economic Opportunity Building Organized Communities Special Initiatives The first three areas enable us to support efforts to nurture systemic change in the educational, economic and community systems that produce and perpetuate poverty in the U.S. The fourth area allows us to support projects that are crosscutting in nature and to explore special opportunities. The program also reflects our belief that racism contributes to, and shapes, poverty in the U.S. Thus, we remain alert to opportunities to address institutional racism.In addition to our four programs, we also fund Exploratory and Special Projects [XSP]. XSP grants support unusual or unique opportunities to address significant national and international problems. Under this program, including the program area for Historically Black Colleges and Universities, we make a limited number of small grants for projects falling outside our regular grantmaking programs$http://www.webcitation.org/66jBAbR5R$http://www.webcitation.org/66jBCCCJm$http://www.webcitation.org/66jBDeivX$http://www.webcitation.org/66jBHAXkK!Central/Eastern Europe and Russia South Africa)Global Philanthrophy and Nonprofit SectorThis program area seeks to foster a civil society in which nonprofits strengthen democratic values and practices and have access to adequate and responsive resources. Grantmaking is focused on two objectives, one related to active civic participation and the other to philanthropy development. The program is active in two subregions: Southeast Europe (SEE), which includes Bosnia, Bulgaria, Croatia, Kosovo, Montenegro, Romania, Serbia and Turkey; and the Western Former Soviet Union (WFSU), which includes Belarus, Moldova, Russia and Ukraine. We also fund a limited number of select regional initiatives that advance our priority areas of interest, described below. Funding is made under two objectives. Funding priorities for Active Civic Participation We seek to empower people and nonprofits to take collective action that promotes and defends democrati< c values. We are making grants: To intermediary organizations that build the capacity of nonprofits and independent civic leaders to promote community-level development, organize around key issues and strengthen participatory approaches to advocacy and rights protection. To networks and nonprofits that mobilize grassroots civic initiatives and individuals on key issues that relate to strengthening democratic values and practices. Funding priorities for Philanthropy Development We seek to promote and develop a more robust culture of private giving for public good. We are making grants: To philanthropy support organizations, including donors forums, community foundations, networks and support organizations, research and advocacy organizations, and knowledge and capacity-building providers, to serve the diverse field of philanthropic institutions and initiatives. To key grantmaking foundations, including indigenous grantmakers and community foundations, to strengthen their organizational and programmatic development and to provide leadership in expanding the philanthropy field. "This program area seeks to assist poor and marginalized communities to unlock resources and realize their development needs and aspirations. Funding is made under two objectives. Funding priorities for the Community Advice Office Sector We seek to foster strong and sustainable community advice offices and related community-based organizations that provide free and accessible legal advice and related services to poor and marginalized people, ensure local community development, and help communities to hold local government accountable. We are making grants: To networks and support organizations that fund, assist with advocacy efforts, and provide support and capacity development to community advice offices and related community-based organizations. Funding priorities for Philanthropy Development We seek to nurture the growth of philanthropy and improve its responsiveness to the needs of poor and marginalized communities. We are making grants: To community foundations and indigenous grantmakers that encourage and grow local giving and act as vehicles for sustained community development. To infrastructure organizations that focus on growing the philanthropy sector through capacity development, tracking trends in local giving, and encouraging a culture of local giving in society.This program area seeks to increase the nonprofit and philanthropic sector s responsiveness and capacity to address social and community needs. Grantmaking will continue to focus on field-wide initiatives and national-level organizations, but also will include infrastructure organizations in the state of Michigan. Funding is made under two objectives. Funding priorities for Nonprofit Sector Responsiveness We seek to support a robust infrastructure that protects and promotes a vibrant and responsive nonprofit sector and philanthropy. We are making grants: To membership and other organizations that support and justify a favorable policy environment for philanthropy and the nonprofit sector. To national or Michigan state-level organizations promoting well-functioning, accountable, effective, transparent and inclusive nonprofits and foundations. To leading national nonprofit research and data organizations. Funding priorities for Community Philanthropy We seek to strengthen philanthropy that promotes vitality and resiliency in local communities. We are making grants: To national or regional groups that advance the practice of community leadership and the promotion of citizen participation by community foundations and other place-based funders.fThis program area seeks to foster global platforms for philanthropy and the nonprofit sector that respond to the needs of local communities. Funding is made under one objective. Funding priorities for Philanthropy and Nonprofit Sector We seek to improve the effectiveness of global philanthropy and nonprofit support organizations through international collaboration and exchange of knowledge. We are making grants: To global and regional philanthropy and nonprofit membership associations, support organizations and initiatives. To community philanthropy support organizations working internationally.$http://www.webcitation.org/66jBTfx5x$http://www.webcitation.org/66jBWXMvF$http://www.webcitation.org/66jBYsEiS%Conservation of Freshwater Ecosystems(International Finance for Sustainability This program area seeks to advance the conservation and restoration of freshwater ecosystems in North America, with emphasis on the Great Lakes and, to a lesser extent, on portions of the southeastern U.S. We focus our grantmaking on these two regions because of the uniqueness and richness of these freshwater ecosystems. The Great Lakes are the world's largest freshwater ecosystem, containing 20 percent of the global supply of fresh water. Freshwater ecosystems within the Southeast have among the highest levels of species diversity in the world. Ecosystems where Mott fundsBecause of budget limitations, however, we are in the process of reducing our grantmaking in the Southeast in order to sustain our freshwater grantmaking in our home region of the Great Lakes. Our funding is made under three objectives. Priorities for Strengthening the Environmental Community Grantmaking under this objective works to build the organizational capacity of non-governmental organizations (NGOs) engaged in freshwater conservation. We seek a strong, effective and sustainable NGO community dedicated to the long-term conservation of freshwater ecosystems. We are making grants: To key organizations active in freshwater issues, particularly state-level and regional groups, to build their organizational capacity. To intermediary organizations that provide capacity-building technical assistance and/or small grants to nonprofits working to conserve freshwater ecosystems. Priorities for Public Policies Grantmaking under this objective works to influence the design and implementation of freshwater conservation policies. We seek well-designed and effectively implemented water-quality and water-quantity policies that advance the conservation of freshwater ecosystems. We are making grants: To groups working at the state and local levels on selected public policy reform efforts. Regional and national groups that provide technical assistance and/or regrant funds to state and local groups engaged in the same selected policy reform efforts. The policy issues currently of priority concern to us are state-level implementation of the Clean Water Act, water management policy reform and relicensing of hydropower dams. Priorities for Site-Based Conservation Grantmaking under this objective works to protect and restore high-priority sites through site-based co< nservation activities. We seek selected freshwater ecosystems protected and restored through place-based conservation activities. We are making grants: To national, state and local land trusts to plan and/or take conservation action at selected freshwater sites. To national land trusts and land trust service centers to provide technical assistance and regrant funds to partner groups engaged in the design and/or implementation of conservation action at selected freshwater sites. Due to budget limitations, such site-based conservation activities are funded on an invitation-only basis. This program area seeks to shape international investment and trade to support sustainable development and reduce environmental degradation. Our funding is made under three objectives. Priorities for Infrastructure and Energy for a Sustainable Future Grantmaking under this objective promotes infrastructure and energy investments that contribute to sustainable development. Our grantmaking aims to strengthen public and private financial institutions safeguard policies addressing large-scale dams, biodiversity, extractive industries, climate and energy, indigenous peoples, and transparency. We support non-governmental organizations (NGOs) in key European countries, Japan and North America as well as research institutions and global networks that will monitor and analyze energy and infrastructure investments. We seek infrastructure and energy investments that contribute to environmental sustainability and offer local economic opportunity. We are making grants: To regional and global networks and organizations that monitor and analyze energy and infrastructure investments by public and private institutions. To intermediary organizations that can regrant and provide technical assistance and capacity-building support for local, on-the-ground monitoring of energy and infrastructure projects. Priorities for Sustainable Regional Development and Integration Grantmaking under this objective aims to shape regional trade and investment strategies so they contribute to local sustainable development, with a focus on South America. Support is provided to NGOs working on infrastructure and energy projects that impact highly sensitive ecosystems in South America and have important implications for infrastructure and energy investment policies around the world. We seek regional trade and investment strategies that will minimize environmental damage and promote more sustainable approaches in this region. We are making grants: To networks and organizations in the Americas that analyze and monitor regional integration processes and investment policies. To organizations that engage parliamentarians in project monitoring and policies related to investments in energy and infrastructure. To organizations that monitor energy and infrastructure projects on-the-ground in South America. Priorities for Special Opportunities Grantmaking under this objective targets special projects that offer an opportunity to contribute to the overall goals of the program area. We seek unique opportunities to advance sustainable development goals and promote capacity building for NGOs. We are making grants: To key NGOs and research institutions undertaking innovative research and analysis on new, cutting-edge issues related to international financial flows for energy and infrastructure projects. To national and international NGOs and research institutions providing policy alternatives and analysis on cross-cutting issues that inform and impact international financial flows related to energy and infrastructure investments. To national and international NGOs providing technical expertise or training to strengthen strategic capacity of our grantees. dThis program area allows us to respond to unique opportunities to advance environmental protection in the U.S. and internationally. While strategic focus is important, we also need the ability to respond to unanticipated events and opportunities that lie outside the scope of our primary program areas. This program area gives us the flexibility to support non-governmental organizations work to respond to changing external circumstances. Our funding is made under two objectives. Priorities for Special Opportunities One-time opportunities to contribute to the resolution of significant domestic< , international or global concerns. Due to budget constraints, funds typically are not allocated to this objective until specific projects are identified. Priorities for Growth Management and Urban Revitalization in Michigan Under this grantmaking objective we target growth management and urban revitalization issues in Michigan. This topic is cross-program in nature, involving the Foundation s other three grantmaking programs. We seek a human-built environment in Michigan s urban areas and surrounding older communities that is designed to promote environmental health, economic prosperity, and social equity. We are making grants: To national and/or statewide organizations to engage in state-level transportation policy reform efforts and to coordinate with, and provide technical assistance to, regional and local organizations. To regional and local organizations to help develop and implement model transportation projects at the metropolitan and/or local levels and to connect their leaders with one another. $http://www.webcitation.org/66jBg2GJ3$http://www.webcitation.org/66jBhuouo$http://www.webcitation.org/66jBkTcuF$http://www.webcitation.org/66jBmBLiYArts, Culture and EducationEconomic RevitalizationStrengthening CommunityThis program area supports education, arts and cultural institutions as critical forces for positive change and key determinants of the community s quality of life and economic well-being. We search for opportunities for new, innovative and creative programs that promote positive arts and education opportunities for all Flint area residents. Funding is made under two objectives. Funding priorities for Arts and Culture Grantmaking under this objective supports key agencies, programs and institutions. This includes funding for the Flint Cultural Center institutions as well as smaller community arts organizations. We seek strong and vibrant local cultural organizations that provide diverse arts and cultural opportunities to all residents of Genesee County. We are making grants: To small and large arts organizations for general operations and specific programs to provide a variety of high-quality cultural opportunities for all residents of Genesee County. For capital improvements and endowments to upgrade facilities and provide for the long-term stability of the Flint Cultural Center. Funding priorities for Education Grantmaking under this objective focuses on creating stronger linkages between secondary and post-secondary education including dual-enrollment and pre-college initiatives; summer enrichment programs and afterschool programs that focus on K-12 student learning and development; and support for Genesee County s four institutions of higher education. We seek a continuum of high-quality learning opportunities that meet the needs of Flint-area children, youth and adults from pre-kindergarten through college. We are making grants: That strengthen educational opportunities for K-12 students, with a particular emphasis on disadvantaged and Flint students. That support targeted afterschool programs in the Flint area. That increase the capacity of local colleges and universities and improve access to developmental and higher educational opportunities, especially for lower-income and minority students.aThis program area supports efforts that improve local governance, regional cooperation, community participation and the Flint area s economic vitality. Grantmaking supports a wide variety of efforts to improve the region s economic well-being. Funding is provided through two objectives. Funding priorities for Economic Development Grantmaking under this objective supports efforts to transform the local economy and revitalize the downtown. We seek a vibrant and diverse regional economy. We are making grants: To organizations that assist in the development of new businesses and job creation in Genesee County and throughout mid-Michigan. To develop economic assets for Genesee County that can attract new business opportunities and increase the area s economic viability, with a special emphasis on downtown Flint. Funding priorities for Workforce Development Grantmak< ing under this objective supports programs that help Flint area residents get and keep jobs, especially entry-level jobs for the hard-to-employ and career advancement opportunities through higher education. We seek quality employment opportunities for Flint area residents who face multiple barriers to good jobs in the regional labor market. We are making grants: To organizations that provide job training or job brokering to unemployed or underemployed Genesee County residents. This program area supports programs that provide opportunities for children and families, improve neighborhoods and the community and sustain a vibrant nonprofit sector. Grantmaking supports activities addressing issues that impact children, families and neighborhoods in the Flint area. Funding is provided through four objectives. Funding priorities for Children and Families Grantmaking under this objective strives to support healthy communities and provide youth with greater opportunities for summer activities and employment. We seek healthy and productive lives for Genesee County children and families. We are making grants: To organizations that address critical issues facing local families and their children. To organizations that improve opportunities for area youth. Funding priorities for Housing and Neighborhoods Grantmaking under this objective supports key housing agencies as well as strategic opportunities for improving the quality of housing in the community. We seek affordable housing and livable neighborhoods, with an emphasis on the city of Flint. We are making grants: To organizations providing direct services, technical assistance, research and advocacy on housing issues for low-income residents of Flint. To organizations providing new and renovated housing units for low- and moderate-income residents. For housing that will assist with the redevelopment of downtown Flint. Funding priorities for Philanthropy/Nonprofit Sector Grantmaking under this objective focuses on providing local nonprofits with access to technical assistance to build organizational capacity and leadership as well as building the capacity of the local community foundation. We seek a strong local nonprofit sector capable of meeting community needs. We are making grants: For organizational assessment and capacity building for local nonprofits. For technical assistance for organizations providing crucial community services. For endowment and program support to the local community foundation. Funding priorities for Race Relations Grantmaking under this objective explores opportunities to better engage community members in strengthening intercultural relationships. We seek a community with capacity to address issues of race and ethnicity honestly and productively. We are making grants: To strengthen Flint area organizations capacity to work on race relations issues. For community events or processes that hold promise for improving race relations.This program area is designed to respond to critical opportunities and/or issues that have the potential to significantly improve the quality of life in the Flint area. Objectives for Special Initiatives Grantmaking under this objective varies based on the local context, current needs and the availability of funds. We seek flexibility to respond to critical needs, seize special opportunities, leverage other resources and incubate new program areas in the Flint community. We are making grants: To support promising local efforts that can move the community forward. For projects that connect national best practices with grantees in Flint and Genesee County. That focus on specific, unforeseen needs of the community.$http://www.webcitation.org/66jBtbLLS$http://www.webcitation.org/66jBvqDLX$http://www.webcitation.org/66jBwuqYI$http://www.webcitation.org/66jBzNCQEImproving Community EducationExpanding Economic OpportunityBuilding Organized CommunitiesThis program area seeks to ensure that education serves as a pathway out of poverty by advancing systemic changes that improve educational policies and practices, particularly for children and families living in low-income communities. Funding is made under three objectives. Funding priorities for Community-Driven Reform Grantmaking under this objective works from the premise that unequal education is both a cause and an effect of poverty. We support groups working to address the causes of inequitable education  powerlessness, lack of opportunities, poverty and its effects, high dro< pout rates, achievement gaps and inadequate schools. This approach intentionally builds power in poor communities, enabling parents, students and community members to work as equal partners in changing the culture of individual schools and of the broader community to improve educational equity. The grantmaking seeks to strengthen the field of education organizing by identifying and expanding use of best practices, drawing attention to the educational impact and increasing the number of participants and supporters. We seek effective community-driven reform strategies that increase student achievement across entire school districts and at the state or regional level. We are making grants: To support community organizations working for community-identified reforms at the district, state or regional levels. For research and technical assistance to community organizations involved in education reform. To support a six-year, eight-site study of community-driven reform and student achievement, and to support the dissemination of those findings. Funding priorities for Vulnerable Youth Grantmaking under this objective is centered on improving the reconnection points to education for dropouts and near dropouts. We are focused on strengthening and improving program models, policies and field efforts that create successful and multiple pathways for vulnerable youth who have dropped out of school and not connected to relevant systems. We seek policies and practices that ensure that vulnerable youth are prepared for college and careers. We are making grants: To organizations providing programs that ensure dropouts can connect to pathways that lead to a diploma, postsecondary options and labor-market success. To organizations and institutions advancing policy innovations to ensure that public systems serve dropouts and other underserved students more effectively. To support efforts that bring greater attention to the needs and issues of dropouts and students at risk of dropping out of school. Funding priorities for Learning Beyond the Classroom Grantmaking under this objective seeks to provide optimum opportunities for academic support and enrichment for young people to learn and develop both in school, summer and after school. Central to this effort are partnerships between school and community-based organizations and other local institutions. Grantmaking builds on opportunities presented by our long history of support for community schools, including our private/public partnership with the U.S. Department of Education on the 21st Century Community Learning Centers initiative and other afterschool initiatives. Funding is directed specifically at capacity building and infrastructure development with a focus on research and evaluation, professional development, dissemination of promising practices, public awareness and communications and policy development. (We do not fund the operation of individual afterschool programs.) We seek sustainable, community-driven learning opportunities that support both academic achievement and positive youth development throughout the school-day, summer and afterschool hours, especially for poor and minority students. We are making grants: To organizations and institutions providing research, evaluation and documentation of effective practices. To organizations to build systems and structures to support public policy and professional development of school-day and afterschool educators and leaders. To organizations to raise public awareness and develop public policies aimed at increasing funding and implementing effective school/community partnerships and programs.This program area targets programs and policies that improve the economic security of working families by promoting savings and asset development, helping the hard-to-serve find entry-level employment and promoting career development among low-wage workers by helping them stay in the labor market and advance into better jobs. As the economic environment continues to worsen, it becomes an even greater challenge<  for people at the low end of the income and asset scale to find and keep jobs and escape poverty. Funding is made under three objectives. Funding priorities for Income Security Grantmaking under this objective is based on the assumption that work is the primary pathway out of poverty. Yet, grantmaking activities also recognize that the nature of the modern U.S. economy is such that many low-skilled individuals cannot find sustained employment with sufficient wages to maintain a decent standard of living. For these people, work  sometimes even full-time work  is only part of the answer to the challenge of poverty. For a growing number of families, public policies  such as the Earned Income Tax Credit  help close the gap between work and self-sufficiency. To this end, grantmaking is focused on strengthening government work-support programs, protecting and expanding the federal and state revenue streams that finance such programs and ensuring that the nation's safety net includes asset-building opportunities and incentives for all workers. We are making grants: To organizations conducting research, evaluation and dissemination in order to create and expand policies that supplement income or reduce household expenses. To build the capacity of organizations that monitor and analyze state budget and tax polices. For demonstrations, research and advocacy efforts to promote policies that expand savings incentives and programs for low- and moderate-income families. Funding priorities for Reducing Barriers to Employment Grantmaking under this objective focuses on alternative staffing organizations, which seek a market-based solution to brokering jobs for the disadvantaged. This work can target a wide variety of populations. The strategy appears to be a creative, cost-effective and efficient mechanism to connect people with barriers to jobs. We seek innovative strategies that enable low-skill, low-income job seekers to enter the labor market. We are making grants: To organizations providing job training or job brokering programs for hard-to-serve populations. To organizations and institutions providing research, evaluation and dissemination on effective employment strategies for hard-to-serve populations. Funding priorities for Retention and Wage Progression Grantmaking under this objective focuses on job advancement and career development. In recent years, we funded three major demonstrations to test whether a sectoral employment approach could improve the earnings of low-income job seekers. Evaluations of three demonstration projects reported increased employment, earnings and job retention. Based on these achievements, the grantmaking focus has shifted to demonstrating that community colleges can be used to help adults with low literacy obtain advanced occupational certificates and degrees that prepare them for family supporting jobs. We seek workforce development policies and practices that help low-income workers stay in the labor market and increase their earnings over time. We are making grants: To organizations conducting demonstrations, research, evaluation and dissemination on the efficacy of workforce initiatives designed to retain low-income workers in the labor market and advance their earnings so as to increase their household incomes above the poverty level. To organizations and community colleges providing effective programs that grant certifications for low-skilled, low-income workers and that enable them to launch careers and increase their earnings so their household incomes exceed the poverty level. This program area seeks to enhance the effectiveness of community organizing so that it can become an increasingly useful tool for poverty alleviation and civic engagement. Grantmaking is driven by the belief that people in low-income communities can maximize their influence over the decisions affecting their lives by joining with others in strong networks that aim to exert influence at the local, state, regional and national levels. Funding is made under one objective. Funding priorities for Building Infrastructure Grantmaking under this objective focuses on building the basic infrastructure and organizational capacity of community organizing. This funding has fueled growth in the size, sophistication and impact of the major national and regional community organizing networks. These networks now have affiliates in literally hundreds of cities throughout the U.S. and are having increasing impact at the local, regional, state and national levels. Within < this grantmaking area is a complementary cluster of grants designed to sustain our Intermediary Support for Organizing (ISO) program. This longstanding initiative provides support to five intermediaries that build the field of organizing by providing technical assistance and regranting to local community-organizing groups. We seek strong and effective community-organizing networks at the national and regional levels that foster citizen engagement and positive change in poor communities. We are making grants: That support leadership development, research, technical assistance and capacity building for state, regional or national networks of community organizations. That develop professional community organizers.This program area seeks to sustain promising practices and promote innovative and multidisciplinary approaches to reduce persistent poverty. Funding is made under two objectives. Funding priorities for Transitions Grantmaking under this objective has continued to develop and grow the micro-enterprise field in the U.S. Through the years, grantmaking has supported the start-up and expansion of the field s earliest practitioners and innovators; funded research and data collection that documented the potential of micro-enterprise development as an anti-poverty strategy; and helped build a network of key intermediaries to build awareness, share best practices and advance policies to help expand and strengthen the field. As a result, the number of individuals served by the micro-enterprise industry continues to increase. We seek policies and practices that strengthen micro-enterprise in the U.S. in order to maximize its potential as a means for low-income entrepreneurs to escape from poverty. We are making grants: Aimed at improving micro-enterprise practice that assists low-income entrepreneurs in developing viable businesses capable of increasing their household incomes above the poverty level. That assist effective programs in becoming self-sustaining. Funding priorities for Exploratory and Special Projects Grantmaking under this objective provides us with the flexibility to pursue a unique initiative, respond to critical needs (such as Hurricane Katrina), bring national expertise to address local problems or support projects that cut across one or more poverty issues. (Funding is minimal because of budget restraints.) We seek flexibility to identify critical issues, seize special opportunities, research issues to determine future program directions and promote crosscutting projects. We are making grants: To support projects that cut across one or more poverty issues. For projects that connect national best-practices with grantees in Flint and Genesee County. That focus on a specific, time-sensitive issue.$http://www.webcitation.org/66jCGGUt6Medicine and Healthcare Human Needs Public PolicyCultureThe EnvironmnetTraditionally education has been one of the largest areas of giving for the Foundation, because of Mr. Starr's personal interest in providing scholarships to deserving students. The Foundation has endowed C.V. Starr Scholarship Funds at more than 100 colleges and universities and selected secondary schools. Applications for an endowed scholarship fund are accepted from schools on an invitation-only basis. The Foundation funds organizations that provide need-based financial aid to students seeking to attend secondary and post-secondary schools. In keeping with Mr. Starr's international perspective, the Foundation has funded a number of exchange programs over the years to encourage the education of U.S. students abroad and students from foreign countries in the U.S. The Foundation's grants in these areas are far ranging, including capital grants to hospitals, significant research grants and grants to assist in the provision of healthcare to under-served communities in New York City and overseas. The Foundation plans to make more grants in the area of preventive healthcare in the next few years. The Foundation does not provide funding for individual research projects and prefers to focus its project funding at New York City hospitals and research centers. The Foundation has made significant gifts to emergency food programs, job training, literacy programs, programs for the disabled and programs that provide emergency or transitional housing for the disadvantaged. The Foundation rarely funds local charities outside of New York City but may fund national organizations that also serve communities within and outside of New York. The Foundation's human needs grants abroad include refugee and relief efforts, the provision of medical care and microenterprise development.The Foundation has concentrated its giving in the area of public policy on international relations and the promotion of the rule of law and democratic institutions around the world. Since its inception the Foundation has made significant grants both to large cultural institutions such as museums as well as to smaller arts organizations. The Foundation has also funded community-based arts groups providing special services to specific populations, such as the elderly and the disabled. The Foundation funds cultural exchange that furthers Mr. Starr's interest in international relations and understanding. The Foundation rarely funds documentaries or film projects and does not fund individual artists. lThe Foundation funds selected organizations working on issues relating to the environment and conservation. $http://www.webcitation.org/66jCTipaz+Elementary, secondary, and higher educationHealth care and education3Human services, particularly for children and youth&Economic development and civic affairsArt and cultural activities=Conservation of natural resources and environmental educationTraditionally, preference has been given to one-time capital projects and to other extraordinary needs of well-established public charities. Limitations: Grants generally are limited to tax-exempt public charities and selected governmental agencies located and operating in Georgia. Grants to qualified < public charities headquartered outside Georgia occasionally are considered when it is demonstrated that the proposed project or program will have particular impact in Georgia and the project fits within the Foundation's program interests. Awards for basic operating expenses usually are avoided. No grants to individuals. No loans. (No specific explanations are offered.)|Traditionally, preference has been given to one-time capital projects and to other extraordinary needs of well-established public charities. Limitations: Grants generally are limited to tax-exempt public charities and selected governmental agencies located and operating in Georgia. Grants to qualified public charities headquartered outside Georgia occasionally are considered when it is demonstrated that the proposed project or program will have particular impact in Georgia and the project fits within the Foundation's program interests. Awards for basic operating expenses usually are avoided. No grants to individuals. No loans. (No specific explanations are offered.)$http://www.webcitation.org/66jCfT0D5$http://www.webcitation.org/66jCgU71S$http://www.webcitation.org/66jCikIPm$http://www.webcitation.org/66jCjXfVP$http://www.webcitation.org/66jClZbCW$http://www.webcitation.org/66jCm6dNj$http://www.webcitation.org/66jCo1SuwMN IniitiativeRegion & CommunitiesEducation & Learning International NeuroscienceGoal: We support an environment in which artists are valued leaders in our community, with access to the resources and opportunities they need to succeed. Goal: We use our resources to restore the water quality and resilience of the Mississippi River; and to avoid catastrophic climate change and help the Upper Midwest provide a significant portion of the nation's renewable energy supply. Goal: Through our support of the six Minnesota Initiative Foundations, we work to make Greater Minnesota stronger and more prosperous. The Minnesota Initiative Foundations independent, nonprofit philanthropic organizations created by The McKnight Foundation in 1986 work to make the six regions outside the metropolitan area stronger and more prosperous. Each foundation's priorities are decided by people in its own region, with grants and loans supporting economic development, leadership development, community building, and families, youth, and seniors. To date, The McKnight Foundation has invested over $237 million in these foundations. Goal: We work to increase efficient and sustainable regional metropolitan development that creates livable communities and expands opportunities for all to thrive.zGoal: Within the cradle-to-career continuum, we focus on increasing the percentage of students reading at grade level by the end of third grade; and increasing access to high quality learning beyond the classroom so that all Minnesota's youth thrive. Strategy overview To achieve our goal, McKnight utilizes two strategies: Using research, field-building, and advocacy, we work to increase the percentage of Twin Cities students reading at grade level by the end of third grade. Through our support of Youthprise, we strengthen leadership, innovation and systems to increase access to high-quality learning beyond the classroom.wGoal: We use our resources to promote strong rural livelihoods and food security for people with limited opportunities.Goal: The McKnight Endowment Fund for Neuroscience works to bring science closer to the day when diseases of the brain and behavior can be accurately diagnosed, prevented, and treated. McKnight s oldest research program, dating to 1977, is a direct legacy of founder William L. McKnight, who was interested in brain biology and diseases affecting memory. The research program is overseen by The McKnight Endowment Fund for Neuroscience, an independent organization established for this purpose and funded exclusively by The McKnight Foundation. Since 1987, McKnight has committed $70.7 million to the fund's grants program. The Endowment Fund has its own board of directors, but is administered by the Foundation. $http://www.webcitation.org/66jD55FKd$http://www.webcitation.org/66jD0rYXV$http://www.webcitation.org/66jCzjcjGArtist FellowshipsDistinquished Artist AwardRegional Arts CouncilTSupport for individual artists has been a cornerstone of The McKnight Foundation's Arts program since it began in 1981. We believe that the arts cannot flourish or enhance community life without the ideas, energy, and drive of individual artists, and that artists cannot make these contributions without unfettered creative time. A fellowship can help an artist set aside periods of time for study, reflection, experimentation, and exploration; take advantage of an opportunity; or work on a new project. Currently, the Foundation contributes about $1.7 million per year to its statewide fellowships, and additional funds support individual artists in Greater Minnesota. In 2000, as a result of a statewide artist survey, McKnight raised its annual artist fellowship stipend from $10,000 to $25,000. With the exception of the annual Distinguished Artist Award, the Foundation delegates administration of the fellowships to artist service agencies and arts organizations around Minnesota. In partnership with the Foundation, these organizations structure their own programs to respond to the unique challenges of different creative disciplines. Artists interested in the McKnight fellowship program should contact one of the organizations indicated below for guidelines, application deadlines, and further information. (The interdisciplinary artist fellowship program has been discontinued.) Ceramic Artists Northern Clay Center, 612-339-8007 Fellowships: Two $25,000 awards. Application and panel review. National and International Residencies: Four $5,000 awards for a 3-month residency in Minnesota, plus $300 for a public workshop. Choreographers Northrop Concerts and Lectures, 612-624-4473 Three $25,000 awards. Intent to apply form, application, and panel review of live performance. Composers American Composers Forum, 651-228-1407 Four $25,000 awards, plus optional $5,000 each for a community project. Application and panel review. National residencies: Two $14,000 awards for a two-month residency in Minnesota. Application and panel review. Dancers Northrop Concerts and Lectures, 612-624-4473 Three $25,000 awards. Intent to apply form, application, and panel review of live performance. Filmmakers IFP Minnesota, 651-644-1912 Fellowships: Two $25,000 awards. Application and panel review. Musicians MacPhail Center for Music, 612-767-5586 Fellowships: Four $25,000 awards, plus an optional $2,500 each for a community project. Five additional finalists receive $1,000 for audition. Ensembles may apply. Application, audition, and pan< el review. Photographers mnartists.org, 612-375-7616 Fellowships: Four $25,000 awards. Application and panel review. www.mcknightphoto.org Playwrights The Playwrights' Center, 612-332-7481 Fellowships: Two $25,000 awards. Application and panel review. National residency and commission: One $12,500 award for a residency in Minnesota. Screenwriters IFP Minnesota, 651-644-1912 Fellowships: Two $25,000 awards. Application and panel review. Theater Artists The Playwrights' Center, 612-332-7481 Fellowships: Three $25,000 awards to actors, directors, theatrical designers, and others whose main body of work is primarily an element of theater production. Intent to apply form, application, and panel review of live performance. Visual Artists Minneapolis College of Art and Design, 612-874-3667 Fellowships: Four $25,000 awards. Application and panel review; panel visits finalists in their studios. Writers The Loft, 612-215-2575 Fellowships: Four $25,000 awards to writers of poetry or prose in alternating years. One award of $25,000 to a writer of children's literature. Application and panel review. The McKnight Distinguished Artist Award recognizes a Minnesota artist for artistic excellence as well as significant impact on the state's cultural life over several decades. One artist is honored with this $50,000 award each year. Nominations for next year's Distinguished Artist Award are due by March 31, 2012. What is the purpose of the award? The award celebrates the achievements and contributions of a generation of artists who, individually and collectively, have laid the foundation for the wealth of arts activity Minnesotans currently enjoy. Although these artists have been working in the state throughout their lives, their role in Minnesota's vital artistic tradition, as well as their own accomplishments, often are overlooked. In recognizing them, the award will help document Minnesota's cultural history. The Distinguished Artist Award is the newest component of the Foundation's longstanding support for individual artists. The Foundation has provided fellowships for artists since 1982. Currently, McKnight Artist Fellowships are awarded in 12 disciplines. Although these fellowship programs are open to artists of any age or career level, they tend to serve a younger group. Who is eligible? Artists in all disciplines including ceramics, dance, film, literature, music, theater, and visual arts whose careers have made a substantial impact on the arts in Minnesota may be nominated. Artists must have worked in Minnesota over a span of decades, although they need not reside in Minnesota when nominated. Those from Minnesota who achieved their primary successes elsewhere, however, are not eligible. No one may receive the award more than once. No posthumous awards will be made. How are artists nominated? If you know of an artist that meets the criteria above, we invite you to send your nomination via email to Sarah Lovan, arts program administrator, at slovan@mcknight.org. Nominations are retained. Candidates who do not receive the award in the year they are nominated will be reconsidered in subsequent years. Who chooses the Distinguished Artist? A panel representing a variety of artistic disciplines and well versed in the history of the arts in Minnesota reviews nominations and recommends a candidate to the Foundation's board of directors. The selection committee for the award includes Philip Bither, Emilie Buchwald, Graydon Royce, Stewart Turnquist, and Dale Warland. When is the Distinguished Artist announced? Once the panel has made its selection and the awardee has been notified, the Foundation issues a press release and posts an announcement on its website. The McKnight Distinguished Artist is honored at a private ceremony each year. WIn addition to its statewide grantmaking and fellowship programs, The McKnight Foundation helps fund the state's 11 regional arts councils, or RACs, which were established by the Minnesota Legislature in 1977 to encourage local art and cultural activity throughout the state. From 1981 to 2010, McKnight provided funding to the regional arts councils for regranting to small, community-based arts organizations and individual artists within their regions. Since 2010, the RACs have directed all McKnight funding to support individual artists. For the latest information, visit the RAC in your area.$http://www.webcitation.org/66jDUht9S$http://www.webcitation.org/66jDWCcmdMississippi River: Apply Online!Climate Change Program StrategiesrGoal: We use our resources to restore the water quality and resilience of the Mississippi River. Strategy overview To help achieve our goal, McKnight's river work employs three strategies: Restore and protect floodplains and wetlands in the 10-state Mississippi River corridor. Reduce agricultural pollution in four states along the northern half of the river (Minnesota, Wisconsin, Iowa, and Illinois), focusing on farmland and operations with high levels of nitrogen and phosphorus runoff. In the 10-state Mississippi River corridor, achieve cross-boundary and interagency coordination (among government agencies) that improves the river's water quality and resilience. We periodically refine our program guidelines. We encourage you to call the Foundation at 612-333-4220 to discuss your ideas with a program officer and to learn more about the strategies we're pursuing.Goal: We use our resources to avoid catastrophic climate change, engage in a co< mprehensive philanthropic strategy to reduce carbon pollution, and help the Upper Midwest provide a significant portion of the nation's renewable energy supply. In 2008, McKnight's board committed $100 million over five years to a strategy to mitigate catastrophic global climate change. This financial commitment supports innovative efforts regionally and globally. The multifaceted approach includes: partnering with other foundations to launch and fund the ClimateWorks Foundation, an international network of experts paired with efforts in the six global regions where most pollution is generated; ongoing regional support for longtime partner the Energy Foundation of San Francisco, to slow climate change by helping the Midwest contribute to our nation's sustainable, low-carbon energy supply; and select support for policy reform and other related efforts to help the Midwest region thrive, primarily through Minnesota-based partner RE-AMP. As noted above, we engage the Energy Foundation, the ClimateWorks Foundation, and RE-AMP to administer efforts to slow the pace of global climate change. For more information about these programs, please visit www.ef.org, www.climateworks.org, and www.reamp.org. McKnight does not accept unsolicited requests for funding to combat climate change. McKnight's overall strategy is guided by the Design to Win research. Reflecting the input of more than 150 of the world's leading experts on climate change, Design to Win identifies a short list of top priorities in the reduction of greenhouse gas emissions. Our climate-related strategies emerge from our core identity as both a place-based family foundation and an environmental advocate. Since 1991, McKnight has invested more than $100 million to address environmental issues, specifically to restore a healthy environment to the Mississippi River Basin and to promote the development of renewable energy in Minnesota and the Midwest. $http://www.webcitation.org/66jDNfjJY$http://www.webcitation.org/66jDPcVDfEarly Literacy YouthpriseGoal: Working along a developmental continuum from pre-kindergarten to grade 3, we seek to increase the percentage of successful third grade readers in the Twin Cities. Strategy overview To achieve our goal, McKnight has outlined a three-part strategy: Establish high-quality systems for literacy development from pre-kindergarten through grade 3. Gather, analyze, and share useful field data and diagnostics. Undertake field-building and advocacy statewide to support a broad range of stakeholders and field leaders. Background In 2009, building on more than a decade of support for early childhood and kindergarten-readiness in Minnesota, McKnight announced that it will invest in a new early literacy goal to increase the percentage of Twin Cities students reading at grade level by the end of third grade. McKnight's Education and Learning National Advisory Committee is composed of national experts in early literacy and representatives from McKnight's board and staff, and provides oversight and funding recommendations to the Foundation's board of directors. The University of Chicago's Urban Education Institute leads and manages McKnight's grants to Twin Cities school districts, including coordination of technical assistance and knowledge sharing. Closed application process McKnight's Education and Learning program uses a closed application process; proposals for funding are accepted only from selected organizations that are invited by Foundation staff to apply. Related Links McKnight announces nearly $6 million in funding to two Twin Cities school districts News release, March 2012 Urban Education Institute hiring project manager McKnight partners with Urban Education Institute McKnight focuses on improved literacy by third grade News release, June 2009 Goal: Through our support of Youthprise, we strengthen leadership, innovation and systems to increase access to high-quality learning beyond the classroom. Youthprise In 2011, McKnight helped establish Youthprise, a new youth funding partner based in the Twin Cities. The stated mission of the organization is to champion learning beyond the classroom so that all Minnesota's youth thrive. All new McKnight investments in this field are managed by Youthprise. McKnight no longer accepts new requests for funding in the former out-of-school time program area. NOTE: If you received out-of-school funding from McKnight prior to 2012, please click here to access your application history or to submit your final report.$http://www.webcitation.org/66jDCEHYN$http://www.webcitation.org/66jDDxPig$http://www.webcitation.org/66jDFrQY7East Africa Program Strategies!Southeast Asia Program Strategies Crop Research Program StrategiesThis program strategy has been discontinued. We no longer accept proposals for funding in this area. For the past 20 years, McKnight's program work has included grantmaking in the East Africa Program (EA) to sustain and improve the livelihoods of the region's most vulnerable women. During these two decades, the tireless efforts of grantee organizations working in East Africa have positively impacted the lives of countless individuals and families. In November 2011, McKnight's board of directors approved a reallocation of this funding to McKnight's Collaborative Crop Research Program (CCRP), to be completed by 2014. With this reallocation, McKnight's East Africa emphasis on gender equity and community involvement will now shift to the CCRP.Goal: Through community building and empowerment, we use our resources to strengthen local institutions and initiatives that sustain and improve the livelihoods of the most vulnerable people in Cambodia, Laos, and Vietnam. Strategy overview To achieve our goal, we employ three strategies: Supporting efforts to increase self-determination for indigenous and ethnic minority communities. Supporting efforts to increase community resource rights related to rural land, forests, rivers and coastal resources, and, in some cases, urban land housing. Supporting balanced approaches toward better management of natural resources in ways to support both local communities and biodiversity conservation. eGoal: We use our resources to help build capacity among resource-poor rural people in developing countries to achieve food and nutritional security. We strive for a world where all people have access to the nutritious food they need on the terms they can afford, and where food is sustainably produced to protect local resources and respect cultural values. Since the program's inception in 1983, The McKnight Foundation has committed over $100 million to the CCRP, including past and future commitments and non-grant assistance, such as support for convenings. Of the total, more than $74 million has been approved in grants to support the program's goal. Experts in developed countries are linked with those in Asia, Africa, and Latin America who lack training or resources for comprehensive scientific studies. We take a holistic, ecosystem approach to agriculture, supporting research and partnerships that lead to increased crop productivity, improved livelihoods, and better nutrition. In 2008, the Bill and Melinda Gates Foundation recognized McKnight's successful program with a grant of $26.7 million over five years. This generous funding allows the CCRP to capitalize on the two foundations' combined resources, and build upon its 25-year field history strengthening a network of scientists, organizations, and communities working for food and nutritional security. $http://www.webcitation.org/66jDnpZyu$http://www.webcitation.org/66jDqHanR$http://www.webcitation.org/66jDr3FII$http://www.webcitation.org/66jDthy8X$http://www.webcitation.org/66jDvWcRiChild Welfare/PermanenceCommunity ChangeEconomic SecurityJuvenile Justice All children need a safe, nurturing family to protect and guide them, but not all children in our nation have this support. More than 460,000 chil< dren are in the foster care system, most placed temporarily as a result of parental abuse or neglect. An estimated 30,000 of these children will leave care without a lasting family connection and at be at risk for considerable hardships throughout adulthood. These youth are disproportionately young women and men of color. By making grants, providing direct services to children and families, and partnering with public systems on reform efforts, the Casey Foundation is supporting communities in ensuring that all children, regardless of circumstance, achieve the best outcomes possible and have lifelong connections to a caring, nurturing family. Through its investments, Casey aims to achieve the following results: decreasing the number and rate of children entering foster care; increasing the number of children in foster care placed in family settings rather than congregate care; increasing the rate and number of children connected to stable and permanent families; increasing the number of children who have their emotional and physical needs met; reducing inappropriate disparities related to race, gender, age, and ethnicity in the child welfare system; and increasing the number of child welfare systems that adopt next-generation technology and data systems to support more effective services and systems reforms. Casey Funding in Action Casey Family Services, the direct service agency of the Annie E. Casey Foundation, offers permanency-focused and family-strengthening services for vulnerable children and families throughout New England and in Baltimore, Maryland. In 2010, Casey centralized the Foundation s technical assistance, training, and management consultant expertise to form the Child Welfare Strategy Group (CWSG). CWSG brings together the Casey Center for Effective Child Welfare Practice, the Family to Family Initiative, and the Casey Strategic Consulting Group. CWSG uses an intensive, embedded consulting model, closely collaborating with clients to spark significant, measurable transformations in public child welfare systems. With funding from the Annie E. Casey Foundation, the Jim Casey Youth Opportunities Initiative promotes efforts to help former foster care kids with education, employment, health care, housing, and more importantly, linking them to supportive, permanent connections with caring adults. The Foundation founded the Initiative in 2001 with Casey Family Programs. Casey s approach to child welfare exemplifies the Foundation s basic belief that children do better when their families are strong, and families do better when they live in communities that help them to succeed. To help achieve these goals, the Foundation focuses on improving the outcomes for children living in the most fragile families and their parents or caregivers.The Casey Foundation is fully invested in building better futures for millions of disadvantaged children in tough neighborhoods -- areas where poverty is concentrated, crime is common, safety is elusive, and essential services are unreliable. Our two-generation approach seeks to change the future for large numbers of at-risk kids by finding ways to help their parents succeed in the present. We know that kids do well when their families do well and families do better when they live in supportive neighborhoods and communities. We are committed to changing the environment in these neighborhoods so families can connect to economic opportunity, social networks, and trustworthy services and supports. Casey s overall approach to poverty reduction builds upon almost two decades of innovative demonstrations, initiatives, and advocacy. When parents can secure a steady income and build economic assets they are better able to successfully address the physical, emotional, and educational needs of their children. Our economic security work emphasizes family economic improvement, community-level system reform, and comprehensive neighborhood transformation. While different neighborhoods require different approaches, our efforts increasingly integrate family economic success strategies with community-based economic engines and the interests of local public and private investment leaders. The Foundation s Center for Family Economic Success supports three main efforts aimed at linking economic opportunity and the creation of mixed-income communities in ways to alleviate poverty: Successful working families i< ncubates and takes to scale models combining workforce training and asset-building for families and communities Responsible redevelopment ensures urban development projects benefit low and moderate income families Family-centered community change ties durable infrastructure change - housing, schools, transportation  to a two-generational poverty alleviation approachThe Casey Foundation s education investments have been directed toward supporting high-quality options -- such as charters and small public schools -- for improving opportunities for children and families, particularly those of color living in tough neighborhoods. Casey is now making 3rd grade reading achievement an increasingly important element of our place-based work, as well as a national imperative. We support the Grade-Level Reading Campaign, a collaborative effort by dozens of funders across the nation to: close the gap in reading achievement that separates many low-income students from their peers; raise the bar for reading proficiency so that all students are assessed by world-class standards; and ensure that all children, including and especially children from low-income families, have an equitable opportunity to meet those higher standards. Visit the Grade-Level Reading Campaign website. Visit the Reading Matters section of the KIDS COUNT Data Center to download a copy of Casey s 2010 report, Early Warning! Why Reading by the End of Third Grade Matters, learn more about this initiative, and find extensive data related to early reading indicators at the national and state level. Our vision: All children in the juvenile justice system should have the opportunity to grow into healthy, productive adults. One of the groups of adolescents at greatest risk of failing to make successful transitions to adulthood are delinquent youth who end up in the  deep end of the juvenile justice system, in its detention centers and other locked institutions. These youth come disproportionately from impoverished single-parent homes located in disinvested neighborhoods and have high rates of learning disabilities, mental health and substance abuse problems. After lengthy involvement in the juvenile justice system, these kids will suffer lifetimes of low educational achievement and marginal attachment to the labor force. Society will pay vast sums to incarcerate many of them and to treat others (for drug addiction or other public health problems). The consequences of pulling youth deeply into the juvenile justice system, therefore, are dire and inter-generational. The Foundation s juvenile justice reform agenda is designed to improve the odds that delinquent youth can make successful transitions to adulthood, primarily by reforming juvenile justice system so that they lock up fewer youth, rely more on proven, family-focused interventions, and create opportunities for positive youth development. To achieve our vision, we have focused our investments for over a decade on juvenile detention, a much-neglected but critical part of the system. Through these investments, we set out to achieve the following: minimize the likelihood that youth would be locked up unnecessarily or in poor conditions; improve the odds that youth would be placed in less confining alternatives within their communities; reduce racial disparities among the youth incarcerated; improve conditions of confinement for those in secure detention; and redirect public money toward improving the system. In 1992, we launched the Juvenile Detention Alternatives Initiative (JDAI), a multi-year initiative in which sites across the country created and tested new ways to establish smarter, fairer, more effective and efficient juvenile justice systems. These sites have achieved measurable results using strategies such as better screening tools, more reliance on data, collaboration between systems and communities, and effective alternatives to incarceration. Many of these results are well documented. For example, while implementing JDAI, sites achieved the following: In Cook County, I< llinois, the average detention population dropped by 37 percent and youth arrests decreased by more than half; Multnomah County, Oregon, has decreased its detention population by two-thirds and decreased arrests by almost half; and Bernalillo County, New Mexico, greatly reduced its average daily population in secure detention between 1999 and 2003, while seeing a 26 percent drop in juvenile crime. At the Casey Foundation, we believe that children do well when their families do well, and families do better when they live in supportive neighborhoods. A critical part of this is establishing juvenile justice systems that play a role in helping delinquent youth, supporting families, and building communities. $http://www.webcitation.org/66jEFFMX5$http://www.webcitation.org/66jEGoxkD$http://www.webcitation.org/66jEIYwgt$http://www.webcitation.org/66jEKhcBM$http://www.webcitation.org/66jEMFwci$http://www.webcitation.org/66jENS3u6$http://www.webcitation.org/66jEQWAi0 Older AdultsWorkforce DevelopmentBasic Human Needs & Health Disabilities%Education, Children, Youth & FamiliesGeneral Community Support$Maryland Small Grants Program (MSGP)&The Harry and Jeanette Weinberg Foundation allocates the largest portion of its grants budget to the support of older adults. No other American foundation of similar size has emphasized care for poor older adults to this extent. Elderly funding is the largest portion of the Weinberg Foundation s grants budget There are three principle reasons for the Foundation s large allocation to older adults: Harry Weinberg frequently spoke of his empathy for those who struggled all of their lives to provide for their families, but, because of advancing age, illness and frailty, could no longer properly care for themselves and their spouses. The number of older adults who need some type of assistance is increasing exponentially. Longer life expectancies, greater financial need, health care costs, and isolation from family members have exacerbated the problem. Many older adults require assistance with the basic necessities of life. Geographic focus: National Israel & Former Soviet Union Preference given to  hometown communities : Baltimore, northeastern Pennsylvania, and Hawaii Goal myerbergseniorcenter-oa_The Foundation s major goal continues to be provision of help to older adults to live dignified, meaningful, and engaged lives in the community and to maintain their independence for as long as possible. Principles for grantmaking If you are seeking a grant within  Older Adults , you should be able to answer  yes to the following questions. Does this grant: Serve the poorest? All grants must target populations well below the area median income level. Populations at even lower incomes are further prioritized. Serve the frailest? In addition to low income, frailty makes older adults extremely vulnerable. The Foundation prioritizes proposals that help older adults with the highest levels of functional need. Address the most basic needs? The Foundation prioritizes support for organizations or programs addressing the most basic needs. This includes food, housing, and income security, as well as long term care. Basic needs also include supports for activities of daily living, and initiatives to maintain functional status by delaying the onset of disability. Build the field? The Foundation looks for how an individual grant might help to  build the field of supports and services for poor older adults. Building the field might be indicated by especially strong collaborations at the community level, the ability to leverage or strengthen other resources, testing of a new model for replicability, or the promotion of systems of care. Sharing information also builds the field. The key to this principle is this question,  What can the project, either service delivery or capital, teach the larger field of aging? Your first step in the grants process is the Letter of Inquiry (LOI) LOIs are accepted on a rolling basis Grants are made in one of three categories: General Operating Support, Program Support, Capital Project Each type of grant requires its own specific LOI The Foundation will confirm receipt of each LOI within 30 days Please click here to review<  our guidelines for your LOI. Your LOI for  Older Adults should answer the following questions: How does the proposed project build the field of aging? What can the larger field learn from the work being proposed? How will the knowledge derived from this project be disseminated to the larger field of aging? Is there a plan for sustaining the proposed project after Weinberg funding has ended? Please cite a portion of that plan? Capital and Program Priorities The Foundation has identified several priority areas for capital and operating or program grants within the older adults portfolio. Primarily Capital Grants Residential care facilities The Foundation makes capital grants to residential care facilities, including nursing homes and assisted living facilities, which are implementing  culture change. The culture change model strives to make residential care facilities home-like. One example is the Green House concept. The Harry and Jeanette Weinberg Foundation has taken a lead funding role in the development of these residences which represent a radical departure from traditional nursing homes. These homes have a  person-centered philosophy or approach, which involves individuals in their service planning, focuses on strengths as opposed to deficits, and allows individuals to make decisions about how they live their daily lives, such as when they wake or eat. The individual, not the delivery of medical care or concern about liability, is at the center of all care plans and decisions. Housing construction and repair These are primarily capital projects to construct and rehabilitate housing for older adults. Home repair and home modification programs would also be included in this area. The lack of safe, accessible, affordable housing with access to services is a major barrier to helping older adults age in the setting of their choice. Housing construction and repair projects should be based on universal design and smart growth principles. All capital projects should have a plan for resident access to services which is instrumental to the project. Community-based facilities This includes senior centers, adult day program sites, shared use sites, and other facilities that provide non-institutional services and supports to older adults outside of the home. Funding would include capital grants for construction of new facilities or rehabilitation of existing facilities. It would also include operating or program grants to support the facilities or their programs. Consistent with the emphasis on basic needs and vulnerable older adults, prioritization will be given to those facilities offering higher-level interventions, such as help with activities of daily living, health care, and medical monitoring. Community-based facility capital projects should be based on universal design and smart growth principles. Capital Grant-Specific Questions for Letter of Inquiry (LOI): Regarding proposals for long term care facilities, how will the new facility directly support a culture change model of service delivery? Regarding proposals for affordable housing, what is the plan for making services available to residents? Regarding proposals for community based facilities, what is the plan for sharing this facility with other service delivery organizations, including, but not limited to, those which may serve children and youth? Primarily Operating or Program Grants Community-based services and supports to meet the most basic needs Community-based services and supports are essential to help older adults remain independent in the community. They are low-cost relative to institutional care but are not sufficiently covered by public or private sources. This area specifically focuses on basic needs and higher level interventions. Foremost this area will seek to fund projects which prevent or delay hospitalization or readmission to hospitals. Examples of initiatives that might be funded include home care to help with activities of daily living, such as home health or personal care. Food security m< eal delivery, congregate meals, and food pantries also fits with this priority when combined with access to other services. Because maintenance of functional status is central to independence, interventions to delay the onset or progression of disability or dementia may also be covered. Models such as the Israeli model of supportive community are of particular interest. Informal caregiver support This area addresses information and resources for unpaid caregivers, including friends and family. Respite and training are key needs among caregivers. The Foundation has increasingly focused on informal caregiver support via the Caregiver Initiative. This three-year program, which began in 2009, provides $8 million for 14 projects in 9 states (please see the dedicated link to the Program s website on the Foundation s home page). New proposals for caregiver support will not be approved outside of the Caregiver Initiative s 14 projects until after summer 2012. Promotion of professional long-term care workforce By 2016, it is projected that the U.S. will need four million direct care workers. This gap between demand for workers and supply will widen through 2030 as the baby boom generation ages. In addition to increasing the sheer numbers of direct care workers, we also need to improve quality. Efforts to improve quality must be multi-faceted, addressing training for employees and management, wages, retention, and workplace culture. This also overlaps with the Foundation s workforce development goals to help individuals obtain and keep career track employment. Economic Security This area focuses on low-income older adults facing the most challenging economic situations including foreclosure, bankruptcy, or very low base income through Social Security or SSI, as well as issues associated with access to pensions. There are many federal, state, and local programs providing important direct services which may help older adults deal with their situation. This service array includes employment training, job placement, debt counseling, financial literacy, foreclosure assistance, reverse mortgage counseling, renters assistance, health insurance. Unfortunately, many individuals are eligible for but are not enrolled in these programs. There are a variety of reasons for this, such as lack of awareness; stigma associated with enrolling in government programs; requirements to renew enrollment over time; the difficulty of getting information on multiple programs from a single source; and the fact that many people often do not seek out help until they are at a crisis point. Proposals could include individualized face-to-face outreach, support, or legal representation. ( The Weinberg Foundation is committed to helping people to help themselves by obtaining and keeping employment, preferably on a career track. The Foundation funds programs which provide the  life-tools for clients to lift themselves from poverty into solid self-support. Helping people to help themselves through job training grants Geographic focus: National Israel  Hometown Communities (Baltimore, northeastern Pennsylvania, Hawaii) Goals Job-Readiness  grants to service providers to support training that results in job-placement and job-retention in partnership with employers. Financial Literacy  grants to support the goal of increased financial management and assets for an individual or family. Adult Entrepreneurship  grants that may include microloan or free loan programs to assist the working poor to start a small business. Your first step in the grants process is the Letter of Inquiry (LOI) LOIs are accepted on a rolling basis Grants are made in one of three categories: General Operating Support, Program Support, Capital Project Each type of grant requires its own specific LOI The Foundation will confirm receipt of each LOI within 30 days Please click here to review our guidelines for your LOI. Seeking a grant? Answer the following questions specific to each of the goals outlined above. Please identify which of the thr< ee goals within Workforce Development most closely aligns with your program. If a question is not applicable or relevant to your program, please explain why. Questions for Goal #1: (Job readiness) Please list each job readiness program(s) you provide and the length (hours/weeks/months) of each program. How many participants complete the program(s) on an annual basis and what is the cost per participant for each program(s)? What industry recognized certifications do participants receive upon completing your program(s)? How long are you tracking employment retention of program graduates? We expect applicants to track program graduates a minimum of one year post program completion. Questions for Goal #2: (Financial literacy) Please list each financial literacy program(s) you provide and the length (hours/weeks/months) of each program. How many participants complete the program(s) on an annual basis and what is the cost per participant for each program(s)? What are the qualifications of your training staff? For example, are the trainers Certified Financial Planners or have other certifications that are industry recognized? Questions for Goal #3: (Adult entrepreneurship) Please list each adult entrepreneurship program(s) you provide and the length (hours/weeks/months) of each program. How many participants complete the program(s) on an annual basis and what is the cost per participant for each program(s)? Does the program(s) follow an individual lending model or group lending model? What are the qualifications of your training staff? The Foundation has approved many grants nationally and globally to programs that offer soft and hard-skill training, job coaching, job placement, and career advancement opportunities in various fields so participants are able to succeed with motivation and hard work. The Foundation also supports programs that increase the job training and employment of ex-offenders.The Foundation supports programs that meet the basic needs of individuals, families, and communities. These include programs in the areas of homeless services, economic assistance, food security, and health. Meeting basic human needs through grants to nonprofit organizations Geographic focus: Maryland (emphasis on metropolitan Baltimore) Northeastern Pennsylvania Goals Goal 1: People will have a safe and stable place to call home. To this end, the Foundation supports programs that: Provide temporary shelter with comprehensive case management in order to ensure the shortest possible shelter stay Facilitate the transition to housing for the previously homeless and particularly high-risk populations such as ex-offenders, veterans, and domestic violence survivors Employ effective strategies that move people out of homelessness through placement into long-term housing with the necessary supportive services. This may include provision of relocation assistance including security deposits and furnishings Goal 2: People will have access to short term economic and social service support in times of hardship. To this end, the Foundation supports programs that: Provide short-term financial assistance for utilities, rent, and other expenses to prevent eviction, loss of electricity, etc. Provide pro-bono legal counsel that assists low-income individuals to avoid foreclosure, obtain entitlements, and exercise other rights Goal 3: People will have access to sufficient and nutritious food in the most dignified possible way. To this end, the Foundation supports programs that: Expand the capacity of community food banks and pantries to effectively process and distribute goods Increase access to fresh produce and proteins Assist eligible individuals to apply for local, state, and federal food resource benefits Goal 4: Increase access to health care and improve the health status of low-income populations. To this end, the Foundation supports programs that provide comprehensive primary care (somatic, behavioral, reproductive, and oral health care) to a low-income popul< ation. Applicants should: Demonstrate a history of commitment to serving the underserved and uninsured Offer patients a sliding fee scale, and accept, and encourage enrollment in, Medicaid and Medicare jhcc-dr-john-taylor-health_0 The Foundation will fund those clinics that can leverage funds from the federal and state governments and thus have the financial sustainability to serve large numbers of patients and maintain a balanced patient mix of insured and uninsured. Health care should not be dependent on the skill of a clinic s fundraiser. Outpatient and residential substance abuse treatment programs will be considered if there is a mental health component to address co-occurring disorders. Preference will be given to programs that include wrap-around services and community linkages. Seeking a grant? Answer the following questions specific to each of the goals outlined above. Please identify which of the goals within Basic Human Needs & Health most closely aligns with your program. If a question is not applicable or relevant to your program, please explain why. Your first step in the grants process is the Letter of Inquiry (LOI) LOIs are accepted on a rolling basis Grants are made in one of three categories: General Operating Support, Program Support, Capital Project Each type of grant requires its own specific LOI The Foundation will confirm receipt of each LOI within 30 days Please click here to review our guidelines for your LOI. Questions for Goal #1 (a safe home): List the three major services that you provide in addition to housing or shelter. What percentage of the clients leaving your program each year go to a stable living situation? If you provide permanent housing, what percentage of your residents have remained housed for one year or longer? Questions for Goal #2 (economic and social services support): If you provide financial assistance, confirm that all payments are made to a third party. What is the percentage of repeat clients that you see (% served this year and last year)? List the outcomes you track after providing emergency assistance, if any. Questions for Goal #3 (food security): List the social services that you provide in addition to meals and/or food packages? List the food bank network(s) with which you are affiliated. Do you assist clients to apply for SNAP (food stamps)? Questions for Goal #4 (health care): If you run a medical clinic, what is your patient payer mix (%Medicaid, %Self-Pay, %Private Insurance, etc.)? If you run an addictions treatment program, explain your mental health component. How do you expect health care reform to impact your operations? )The Foundation supports organizations and programs that respect and promote the independence, integration, individual choice, and civil rights of children and adults with intellectual, physical, and sensory disabilities as necessary preconditions for a good life. Independence and integration through disabilities funding The Foundation wants to support innovative services and support systems designed to enable people with multiple disabilities to live a life of their own choosing in the community not in segregated, institutional, or congregate settings with low expectations. centerfordeafblinpersons-disabilities-norelease A life of their own choosing means achieving independence, self-respect, and self-satisfaction at school, home, and work to the greatest degree possible. The Foundation wants to encourage people without disabilities to have personal experiences with people who have disabilities to extinguish fear, stereotypes, and misconceptions. The Foundation seeks programs designed to build relationships and to prevent loneliness and isolation. Geographic focus Intellectual Disabilities The Foundation will consider requests throughout the United States and Israel First priority given to community-based, direct-services providers in Maryland, northeastern Pennsylvania, Hawaii, and Israel Applicants outside priority areas will be given consideration fo< r ongoing, innovative programs which can be replicated Physical and Sensory Disabilities The Foundation will consider requests from community-based, direct-services providers only in the Foundation s  hometowns of Maryland, northeastern Pennsylvania, Hawaii, and Israel Goals/Questions: If you are seeking a grant, can you answer  yes to these questions? (Not all questions are applicable to all organizations) Do the people you serve own or rent their own home in the community or does your agency? Do they pick with whom they want to live? Do the people you serve have authority over their own funding and how it s spent? Do they save and spend their own money? Does the person you serve have other people in their lives (friends and acquaintances)in addition to paid staff and family? Do the people you serve have jobs? What kinds of jobs? Do they get their own paycheck from their jobs? Do the people you serve participate in activities in their community that are not related to any disability organization? Do you help the people you serve receive individualized services and supports? Do you help them learn to do things for themselves? Do you help your people use adaptive technology such as assistive communication devices or tele-monitoring in homes? Please expand and explain your answers to relevant questions as part of your Letter of Inquiry (LOI). Your first step in the grants process is the Letter of Inquiry (LOI) LOIs are accepted on a rolling basis Grants are made in one of three categories: General Operating Support, Program Support, Capital Project Each type of grant requires its own specific LOI The Foundation will confirm receipt of each LOI within 30 days Please click here to review our guidelines for your LOI. The Foundation funds five groups of children and adults (all ages) with disabilities: Intellectual disabilities, including the broad range of autism spectrum disorders (Asperger s disorder, Pervasive Developmental Disorder Not Otherwise Specified,  classic autism), mental retardation (all ages), epilepsy, cerebral palsy, various language delays, Down s syndrome, Fetal Alcohol Syndrome. Mental health (all ages, and ranging from emotional and behavior problems to severe mental illnesses). The treatment of co-occurring intellectual disabilities and mental health issues is also a priority for the Foundation. Learning differences in children, especially math and English learning problems such as dyscalculia and dyslexia and early intervention designed to mainstream children as soon as possible. The Foundation has a funding preference for tutoring programs and learning centers for those with learning differences in Jewish Day Schools in Baltimore. Physical disabilities: acquired and congenital Sensory disabilities: deaf and blind For the five groups of people mentioned above, the Foundation has several goals: Early intervention for children with physical, sensory, and intellectual disabilities, especially the autistic spectrum disorders (ages 0 to 5). Education is the treatment for autism, and the Foundation seeks early-education programs that show positive outcomes and use evidence-based methods. Education programs can be in segregated settings as long as the long-term goal is mainstreaming and integration. The Foundation does not fund public schools. To avoid indirect harm, the Foundation funds only evidence-based programs that have credentialed staff,low student/teacher ratios, and are tailored to the specific needs of individual children. Family involvement and home-based programs are also crucial in the Foundation s grantmaking decisions. Community-based services for those with psychiatric illnesses: The Foundation funds psychiatric rehabilitation programs, mental health centers, jail and emergency-room diversion programs, mobile crisis teams, and  clubhouses. Early intervention for children with learning differences via tutoring programs that are both pull-out and plug-in and have the goal of mainstreaming. Housing (capital gra< nts for renovation and new construction): The Foundation funds safe, deeply affordable, accessible housing integrated into the community both independent and supported housing, especially scattered-site projects and innovative, replicable models for increasing the availability of low-income housing, both rented and owned by a person with a disability. Housing grants in U.S. and Israel The Weinberg Foundation is open to requests for grants for non-institutional housing for people with multiple disabilities as long as the applicant can demonstrate: A sustainable financial model An identifiable population that will live in the residence Supports and services for the residents Social interaction with people in the greater community Information has been given to the disabled applicants about alternative housing choices If you have questions, please email Stan Goldman, Program Director, Disabilities, at sgoldman@hjweinberg.org or call 410-654-8500, ext. 263. Jobs: The Foundation supports customized employment in the community, meaning that time is invested in the individual to determine the person s abilities, interest, and willingness to work and only then to identify appropriate jobs. The Foundation does not want to support programs that find a job with an employer and then  place the person in that slot. In other words, the Foundation supports projects that promote self-determination in employment choice. (Transitional-age youth 18 to 22)* who are leaving special education settings and want to work or volunteer instead of being confined to a residence or to a day center for the entire day. The Foundation will also fund organizations that help develop businesses owned by adults with disabilities. The Foundation will fund training classes for adults with disabilities to find the right business for them, develop a business plan, and learn about start-up and financial issues. The Foundation s Trustees will select two innovative, social-contentment programs annually. These will be integrated, socialization programs in the community so that typically developed people can spend time with people with disabilities not in day centers but in libraries, gyms, residences, coffee houses, and community centers. Programs could include cooking or yoga classes, hiking clubs, inclusive summer camps, movie clubs, music and dance lessons, community service days, environmental clean-up days wherever people with and without disabilities can meet. The challenge is not so much what we can do for those with disabilities as whether we can include them in our lives. If a summer camp provides sessions for children with any kind of disability physical, or sensory, or intellectual the camp is eligible for funding. Training of Professional Staff in Evidence-Based Treatment Methods: In terms of tutoring or therapy programs for those with learning or intellectual disabilities (especially autism), the Foundation will fund only evidence-based therapies that are supported by replicated and validated research such as Applied Behavior Analysis or the TEACCH program. Such therapies are driven by outcomes. Evidence-based methods are crucial because of the many unproven education and therapy methods, the fuddled quackery (chelation or cranial manipulation, for example), the disappointing outcomes, and the families hooked on hope. The focus is on training at service providers because the Foundation, by charter, cannot fund universities. Life Planning: The greatest worry for parents of those with disabilities is  what will happen to my son or daughter after I die? The Foundation seeks projects that address life planning for the future, including the legal knowledge necessary to face an uncertain future. A life plan developed by attorneys, family members, the son or daughter, and service providers can offer some peace of mind for families, even if some of those services are not yet available in the community. Entitlement Demystifiers and Access to Entitlements: Families need the services of entitlement demystifiers and leg< al experts at Disability Law Centers and Legal Aid Bureaus, where families can have an advocate to represent them in acquiring needed services. The Foundation recognizes the importance of legal assistance in identifying and accessing entitlements such as Medicaid and helping parents with due process hearings and Individualized Education Plans (IEPs). Service Coordination and Navigation of the Disabilities System (Case Managers): To increase service coordination at the time of diagnosis for families and children with disabilities or mental illness by means of case management to identify quality providers of direct services and to disseminate information to parents. Assistive Technology as a treatment tool for those with intellectual, sensory, or physical disabilities such as robotic-assisted physical therapy for children with cerebral palsy, telemonitoring of homes, or augmentative communication devices. Durable medical equipment such as rehab equipment for the home and home modifications including ramps will not be funded. BThe Harry and Jeanette Weinberg Foundation aims to build economic self-sufficiency through education grants and other funding for child and family development so that those assisted are able to participate in society as self-supporting adults. Education grants and much more, building economic self-sufficiency Geographic Focus Baltimore City and Baltimore County Northeastern Pennsylvania Hawaii Israel and Former Soviet Union for projects serving the Jewish community Grantmaking in Israel For the next several years, the Foundation is funding primarily capital grants within this program area. Capital grants are for new construction, renovations, major equipment, and some infrastructure. We have formal partnerships with Israeli government ministries or national programs to fund only the following three types of projects: Early Childhood Centers (Merkaz LaGil HaRach) Shelters for abused women and their children Supportive and Independent Housing for graduates of foster care homes, mishpachtons or boarding schools (pre- or post-army) who do not have any family support Nonprofit providers may apply directly to the Weinberg Foundation via a Letter of Inquiry (LOI). If you have questions, please email Stan Goldman at sgoldman@hjweinberg.org or call 410-654-8500, ext. 263. Goals Early Childhood Education Goal #1: Children up to the age of five enter school healthy and ready to learn. Expand children s access to quality instruction by teachers, child care providers, and volunteers in early childhood learning opportunities. Provide quality support to parents in being their child s first teacher. K-12 Education Goal #1: Children will graduate, ready to succeed in higher education or the workplace, with help from non-profit organizational involvement supplementing K-12 education in public schools. Support supplemental programs (both in-school and out-of-school) that focus on increasing literacy, mathematical, entrepreneurial and college/work readiness skills, which can include academic, arts, and sports programs. Support the recruitment, training, and mentoring of able instructional leaders to guide challenging schools. Ensure that the school environment is a violence-free and safe place for children to learn. Goal #2: Families will have ability to make educational choices for their children that prepare them for college and careers. Expand the quality of career readiness skills programs in autonomous alternative governance public schools through operating support and small, moveable equipment to aid in instruction of career skills, including libraries, labs, and technical equipment. Expand opportunities for economically disadvantaged children to attend independent school systems that provide high quality education. Out of School Time Goal #1: At-risk youth will be provided with consistent direction, motivation, and support from caring, competent adults. Provide quality out-of-school time opportunities (after school and su< mmer programs) that promote academic gain, career/entrepreneurship exploration, and/or personal development through academic, arts or sports programs. Expand mentoring capacity of formal volunteer mentors and appropriate youth professionals to foster proper emotional and personal development of youth by capable role models. Family Safety and Development Goal #1: Parents will know how to, and will, support the proper emotional and physical development of their children. Prevent child abuse/neglect or family violence; adequately provide treatment when such violence does occur; provide low-income parents with information, support, networks and capacity to successfully raise children. Goal #2: Youth will have a safe place to live when living under legal guardianship is not viable. Assisting homeless youth transition out of foster care Providing supportive services for runaway youth Seeking a grant? Your first step in the grants process is the Letter of Inquiry (LOI) LOIs are accepted on a rolling basis Grants are made in one of three categories: General Operating Support, Program Support, Capital Project Each type of grant requires its own specific LOI The Foundation will confirm receipt of each LOI within 30 days Please click here to review our guidelines for your LOI Questions as part of your LOI: Please identify which goal and objective under  Education, Children, Youth & Families best fits your request. (We recognize your program might cover multiple goals and objectives). In addition to listing how you track outcomes, please summarize outcomes from your last year for your program. Please clarify if you are asking for funds to expand the program to more children/families or to fund the program at existing levels. What is your rate of  successful graduation/completion from your program, and how do you define success and how do you compute your graduation/completion rate? What is your attendance rate and how is it computed? (Those applying under the Foundation s family safety and development goals do not need to answer this question). xFor the Weinberg Foundation,  General Community Support is a category that includes support for Jewish causes worldwide and local community development efforts such as renovation or construction of affordable housing, neighborhood revitalization, and community improvement projects in low-income neighborhoods. Community grants in our hometowns and half-a-world away Geographic focus: International (including the Former Soviet Union) Maryland  Hometown communities Baltimore Northeastern Pennsylvania Hawaii Grants are made in the following categories: Jewish Issues Support to Jewish communities in need that does not fit into other program categories Select Jewish organizations that preserve or advance the security of Israel Community Development Supporting the renovation or construction of affordable housing Neighborhood revitalization and community improvement projects in low-income areas Federation-type organizations Organizations that distribute funds to many of the Foundation s priority program areas. For example: The Associated Jewish Charities, Catholic Charities, Associated Black Charities, United Way, the Baltimore Community Foundation and the like in the Baltimore area, and similar organizations in northeastern Pennsylvania and Hawaii. Letters of Inquiry (LOIs) are accepted on a rolling basis Grants are made in one of three categories: General Operating Support, Program Support, Capital Project Each type of grant requires its own specific LOI The Foundation will confirm receipt of each LOI within 30 days Please click here to review our guidelines for your LOI. Started in 2007, the Maryland Small Grants Program (MSGP) helps eligible nonprofits more easily and efficiently apply for grants of up to $50,000 a year for up to two years, or a total maximum grant of $100,000. Maryland grants, made easy Since its inception, the Maryland Small Grants Program has awarded hundreds of grants t< otaling more than $12 million. All that is required is a simple, five page proposal. In most cases, it takes only 50 days to go from  Our application is enclosed to  Your check is in the mail. The Maryland Small Grants Program differs from the Foundation s standard grantmaking process. There is no deadline for grant requests within the Maryland Small Grants Program and a Letter of Inquiry (LOI) is not required. interfaith-works-msgp__0 The initial maximum award available under the Maryland Small Grants Program is $50,000 per year for up to two years or a total maximum grant of $100,000. At the conclusion of two years of MSGP funding, the nonprofit grantee may apply for a subsequent grant of up to two additional years of funding which will require a 1:1 match with new non-government funds. The Maryland Small Grants Program includes all Foundation grantmaking areas: Basic Human Needs & Health; Disabilities; Education, Children, Youth & Families; General Community Support; Older Adults; and Workforce Development. Who is eligible? To participate in the Maryland Small Grants Program, an applicant must: Be a nonprofit organization with 501(c)(3) status, and in operation for a minimum of three years Be headquartered in Maryland or provide direct service primarily to residents of the State of Maryland Meet the Weinberg Foundation s mission of providing direct services to poor and vulnerable populations Request funds for general operating support, program support, or capital projects that address home repair, modifications, or improvement of a structure Maintain an organizational budget of less than $5 million Submit requests that represent no more than 25% of an organization s total annual operating budget Maryland Small Grants Program does not have a letter of inquiry stage In order to submit a Maryland Small Grants application, the applicant is required to speak with the Weinberg Foundation program director responsible for the grant making area to which the proposal refers before applying. This conversation will ensure that the proposal is a fit with Foundation guidelines and goals. The Foundation strongly suggests that you review the goals and priorities of each program area on its web site prior to speaking to a program director. If you are unsure of the program director responsible for your area of interest please refer to the list below. An email or call will be returned within 48 hours, unless the staff member is out of the office on travel, which will be communicated to you when you contact them. Program Directors Stan Goldman, Program Director, Disabilities 410-654-8500, ext. 263 Email: sgoldman@hjweinberg.org Amy Gross, Program Director, Education, Children, Youth and Families 410-654-8500, ext. 229 Email: agross@hjweinberg.org Marci Hunn, Program Director, Workforce Development 410-654-8500, ext. 261 Email: mhunn@hjweinberg.org Amy Kleine, Program Director, Basic Human Needs 410-654-8500, ext. 268 Email: akleine@hjweinberg.org Michael Marcus, Program Director, Older Adults 410-654-8500, ext. 244 Email: mmarcus@hjweinberg.org Rachel Monroe, President, General Community Support 410-654-8500, ext. 220 Email: rmonroe@hjweinberg.org $http://www.webcitation.org/66jEl6cCc8Community Initiatives (Human Service and Social Justice)MImpact Planning and Improvement (policy, research and evaluation initiatives)Education Initiatives9Rural Community Partnerships (Rural Nebraska Communities)No other informaiton offered$http://www.webcitation.org/66jEx6q2w$http://www.webcitation.org/66jEyGJHP$http://www.webcitation.org/66jEzCMYd$http://www.webcitation.org/66jF11I1N$http://www.webcitation.org/66jF1ZMw9 Arts ProgramEnvironment ProgramMedical Research ProgramChild Abuse Prevenetion Program Properties Mission & Focus The Arts Program's mission is to support performing artists with the creation and public performance of their work. In her will, Doris Duke expressed her interest in assisting  actors, dancers, singers, musicians and other artists of the entertainment world in fulfilling their ambitions and providing opportunities for the public presentation of < their arts and talents. Given this guidance and Doris Duke s interests during her life, the foundation focuses its support on contemporary dance, jazz and theatre artists, and the organizations that nurture, present and produce them. Strategy The Arts Program s current five-year strategy was adopted in 2007 and has three complementary components: Artistic Creation & Distribution  Through national competitive initiatives administered by intermediary organizations, the foundation supports commissioning, production and presentation of new work in each of its fields of interest. Typically these re-granting programs offer additional benefits to supported artists, including professional development, networking opportunities and participation in conferences and other meetings. Organizational Transformation  To complement its support for artistic creation and distribution, the Arts Program works to build strong organizations to serve performing artists. Through competitive initiatives administered by intermediary organizations, the foundation offers grants to support bold, innovative approaches to addressing current issues affecting the performing arts: the impact of technology, loss of audiences and/ or changes in leadership. National Sector Building  Recognizing DDCF's role as a national foundation, the Arts Program supports activities that will build strong national performing arts fields. The Arts Program directly supports national organizations critical to the health of dance, jazz, presenting and theatre, as well as national projects that have the potential to improve the health of a given field. Areas Not Funded In general, the Arts Program does not fund visual arts, museums or galleries; literary arts; symphonies, opera companies, classical chamber music or musical forms beyond jazz; classical ballet companies; avocational arts activities; arts programs for rehabilitative or therapeutic purposes; training and conservatory programs; capital projects; research or publications. Grants Awarded As of December 31, 2011, the Arts Program has approved approximately 255 grants totaling approximately $224 million. View Grants Awarded. Doris Duke and the Performing Arts Doris Duke was a lifelong patron of the performing arts. She also actively participated in the arts as a jazz pianist and composer, a student of modern dance, and a singer with a gospel choir in New Jersey.4Mission The mission of the Environment Program is to enable communities to protect and manage wildlife habitat and create efficient built environments. Strategies Accelerate wildlife habitat conservation in an era of climate change - Protect important wildlife habitat and help wildlife adapt to the impacts of climate change. Reduce impacts on the landscape from increased energy development and energy demand - Expedite the sensitive siting of energy infrastructure and reduce energy demand by increasing energy efficiency in the buildings sector. Encourage land stewardship and sustainability in the Tri-State area - Support local efforts to manage wildlife habitat and create efficient, healthy, and vibrant built and natural environments. Help build a clean-energy economy  Support the research and analysis needed to develop government policies to foster technological innovation in the energy sector and accelerate the emergence of tomorrow s clean-energy technologies. Grants in this category are made through the Environment Program s Climate Change Initiative, which wound down in 2011. For information on the availability of grants for specific projects, review the Environment Program s Grantmaking Process & Funding Opportunities page. Grants Awarded & Conservation Achievements As of January 30, 2012, the Environment Program has approved approximately 269 grants totaling more than $250 million. For information on the goals and accomplishments of individual projects, please see the Environment Program s Grants Awarded and News & Publications pages. Doris Duke and the Environment Doris Duke was a lifelong environmentalist with a kee< n interest in conservation. In her will, she expressed her interest in "the preservation of wildlife, both flora and fauna" and in supporting "ecological endeavors." Mission The mission of the Medical Research Program is to support the prevention, treatment and cure of human disease. Strategies The Medical Research Program strives to accomplish its mission through the following strategies: Clinical Research This strategy supports competitive award programs that build the clinical research career ladder and expand clinical research frontiers to advance the translation of biomedical discoveries into applications that improve human health. African Health Research This strategy supports implementation research and builds research capacity to improve health and strengthen regional health systems in sub-Saharan Africa. Grants Awarded As of December 31, 2011, the Medical Research Program has approved approximately 466 grants totaling approximately $259 million. View Grants Awarded. Doris Duke and Medical Research Doris Duke was a significant supporter of medical research, making contributions to hospitals and research centers throughout her life. In her will, she expressed her interest in supporting  medical research designed to effectuate cures of major diseases. In keeping with the wishes expressed in Doris Duke's will, the Medical Research Program does not fund research that uses animals. <The Child Abuse Prevention Program is currently engaged in a review of its strategy and funding priorities. The Program does not anticipate making grants during this process, and expects to resume grantmaking in early 2013. Mission The mission of the Child Abuse Prevention Program is to protect children from abuse and neglect in order to promote their healthy development. Strategy The program seeks to accomplish its mission by making grants that develop and infuse best prevention practices into normal, non-stigmatizing systems that routinely serve large numbers of families with young children (birth to age six), such as the early education and child care systems. The foundation supports prevention and early intervention efforts that educate, support, and/or assist families before an incident of abuse or neglect occurs. Goals The Child Abuse Prevention Program has three goals: Build Repertoire of Prevention Strategies  Increase the number of effective and innovative methods for preventing abuse and neglect. Develop Capacity of Existing Systems  Build professional capacity to improve and strengthen prevention efforts within existing service systems that see large numbers of young children and their families. Develop and Disseminate Knowledge  Support efforts to enhance the prevention field through the dissemination of research findings and information on best practices. For information on the availability of grants for specific projects, visit the program s Grantmaking Process & Funding Opportunities page. Grants Awarded As of December 31, 2011, the Child Abuse Prevention Program has approved 66 grants totaling approximately $61 million. View Grants Awarded. Doris Duke and Child Abuse Prevention Doris Duke took a special interest in the needs of children, supporting nearly 85 child welfare organizations during her life. Her support included contributions to orphanages, camps, mentor programs, little league teams, hospitals, and boys and girls clubs. In her will, Doris Duke expressed her interest in "the prevention of cruelty to children." In her will, Doris Duke requested that her properties in New Jersey, Hawaii and Rhode Island be opened for public visitation and used for educational programs: Duke Farms is a 2,700-acre property in Hillsborough, New Jersey, that her father created at the turn of the 20th century. Shangri La is the home that Doris Duke built in Honolulu, where she paired gorgeous Hawaiian landscapes with a large collection of Islamic art. Rough Point is the Duke family mansion in Newport, Rhode Island, which features an extensive collection of European fine and decorative arts. The properties are owned and managed by operating foundations that receive support from the Doris Duke Charitable Foundation.$http://www.webcitation.org/66jFawAmI$http://www.webcitation.org/66jFcBIT7$http://www.webcitation.org/66jFdAahz$http://www.webcitation.org/66jFeUsBz$http://www.webcitation.org/66jFgN9O8 Artistic Creation & DistributionOrganizational TransformationNational Secotr Building%Special Performing Artists InitiativePast InitiativespGoal To support projects, organiza< tions and artists creating innovative new artistic work. Initiatives The Arts Program supports innovative projects and artists in dance, jazz and theatre through national, competitive initiatives that are funded by DDCF and administered by intermediary organizations. In addition to supporting the creation of a particular work, DDCF-funded initiatives typically support residencies, touring of new work, grantee meetings, and/or professional development opportunities for artists. Details about grant opportunities available for individual artists and projects through DDCF-funded initiatives can be found on the pages linked below: Contemporary Dance Jazz Theatre Multi-Disciplinary Performing Arts To receive funding, individual arts organizations and artists must apply to the intermediary organizations that administer DDCF-funded initiatives. The foundation does not make grants directly to producing or presenting organizations or to individual artists under this component of the Arts Program's strategy. Background & Rationale At the center of the Arts Program's strategy is support for artists in creating new work. In her will, Doris Duke expressed her interest in assisting  actors, dancers, singers, musicians and other artists of the entertainment world in fulfilling their ambitions and providing opportunities for the public presentation of their arts and talents. Given this guidance and Doris Duke s interests during her life, the foundation focuses its support on contemporary dance, jazz and theatre artists, and the organizations that nurture, present and produce them.Goal To help performing arts organizations institutionalize exploration, experimentation and/or innovation in addressing future challenges. Initiatives The Arts Program supports organizational transformation projects through DDCF-funded initiatives administered by intermediary organizations. Organizational transformation initiatives offer grants to support planning, technical assistance and implementation for bold, innovative approaches to addressing challenges facing the performing arts: the impact of technology, the loss of audiences and/ or changes in leadership. Details about grant opportunities available through DDCF-funded initiatives can be found on the pages linked below: Dance/USA Engaging Dance Audiences Program  Provides re-grants for projects exploring bold and innovative audience engagement practices for dance. EmcArts' Innovation Lab for the Performing Arts  Provides technical assistance and re-grants to help producing, presenting and service organizations in theatre, dance and jazz design and prototype innovations. Mid Atlantic Arts Foundation Jazz.NEXT Program  Provides multi-year support for the planning and/or implementation of innovative projects exploring the use of technology in the jazz field. Nonprofit Finance Fund's Leading for the Future: Innovative Support for Artistic Excellence  Provides technical assistance and transformational capital over five years for 10 leading organizations in the contemporary dance, jazz, presenting and theatre fields. To receive funding, individual arts organizations and artists must apply to the intermediary organizations that administer DDCF-funded initiatives. The foundation does not make grants directly to producing or presenting organizations or to individual artists under this component of the Arts Program's strategy. Background & Rationale Performing artists typically need strong organizations to help fulfill their visions: choreographers need strong dance companies, actors need strong theatres, and jazz, dance and theatre artists need strong presenting organizations to present their work and help them reach audiences. To complement its support for artistic creation and distribution, the Arts Program works to build strong organizations to serve performing artists. As the Arts Program learned in its 2006-07 national conversations in dance, jazz, presenting and theatre, performing arts organizations today are increasingly fragile. The impact of rapidly chan< ging technology, demographic shifts and an impending generational transfer of leadership make the future of arts organizations uncertain. Organizations are witnessing the aggregate erosion of audiences, negative trends in funding, and new patterns of consumer behavior, all of which are undermining the financial health of many organizations. Forward-thinking arts leaders recognize that business-as-usual will no longer be enough to assure organizational health and success in the marketplace. Organizational innovation is an increasingly needed response to the challenges posed by the external environment, yet the challenges of day-to-day survival and limited resources often impede innovative thinking at organizations. While the for-profit world has research and development funds to proactively pursue new ideas and experimentation, nonprofits rarely have the resources needed to engage in activities leading to such organizational transformation. The capacity of nonprofit arts organizations not just to conceive, but to research, gestate and implement innovative approaches to their work  in programming, technology, audience engagement, community partnerships or organizational restructuring  requires technical assistance and seed grants to test and implement potential innovations. Projects supported under this component of the Arts Program's strategy ideally will have the potential to strengthen individual organizations and prove instructive for the national performing arts field.Goal To help strengthen the national performing arts sector. Initiatives The Arts Program aims to help strengthen the national sector through two complementary initiatives: Providing core support to select national arts organizations whose work is critical for the health of the dance, jazz, presenting and/or theatre fields; Supporting select national projects that strengthen the national infrastructure of the dance, jazz, presenting and/or theatre fields. The Fund for National Projects is the only component of the Arts Program's strategy for which the foundation reviews applications from individual producing or presenting organizations and convenes expert panels to identify projects for direct DDCF support. Background & Rationale As a national foundation, DDCF recognizes its responsibility to go beyond developing strong artists and organizations and help build strong performing arts fields at the national level. This component of the Arts Program s strategy allows DDCF to support national organizations critical to the health of dance, jazz, presenting and theatre, as well as national projects that have the potential to improve the health of a given field. The health of individual organizations and the performing arts as a whole is increasingly dependent on activities that are national in scope, such as data collection and comparative analysis, research, networking, and information dissemination that leads to field-wide learning. National organizations play a critical role in the transfer of such knowledge and help promote greater organizational efficiency. National organizations can examine and explore field-wide issues, and are working to promote long-term field strength by developing leadership academies, supporting mentorships and cultivating networks that seed artistic collaborations vital to each field. For individual arts organizations, better data collection leads to improved benchmarking and more precise budgeting; for disciplines as a whole, such data is important in policy and advocacy circles. Disseminating best practice is often too burdensome a task for a local or regional arts organization to undertake, resulting in loss of field knowledge and unnecessary replication of failed, ineffective strategies. Overview The Doris Duke Performing Artists Initiative is a new $50 million special initiative of the Doris Duke Charitable Foundation (DDCF), above and beyond DDCF s ongoing commitment to jazz, theatre, contemporary dance and related interdisciplinary work. Over the course of 10 years, the three-part Performing Artists Initiative < will provide awards to more than 200 artists, as well as a range of dance companies, theaters and presenters. Awards in two of the three sub-initiatives will be given directly to artists and will not be project based. Instead, artists will be given flexible and unrestricted multi-year support, enabling them to take creative risks, explore new ideas and pay for important needs such as healthcare. The awards will also offer grantees unprecedented incentives such as retirement funds and additional support for audience development and arts education. The third sub-initiative will support artist residencies designed to increase demand for jazz, theatre, contemporary dance and related interdisciplinary work at nonprofit arts organizations. The Performing Artists Initiative in sum represents a landmark commitment on the part of DDCF to recognize the potential of individual artists and insure their future viability, in the core fields of the performing arts supported by Doris Duke during her lifetime. Award Categories Doris Duke Artists Doris Duke Impact Awards Doris Duke Artist Residencies Purpose of Initiative The Doris Duke Performing Artists Initiative is designed to empower, invest in and celebrate artists through a national program that offers flexible, multi-year funding. By using an unconventional grant-making approach, the initiative will respond to financial and funding challenges specific to this community. Retirement savings: Unlike employees at most corporations, artists are rarely able to take advantage of 401k matching programs or to save enough for retirement. The opportunity for artists to take advantage of a matching program for retirement funds is a truly unprecedented benefit of these fellowships. Typically unfunded professional and personal needs: Artists often need to travel, conduct research or investigate new modes of expression in order to do their work. They may need to enhance their expertise in areas beyond their core competency, such as marketing or financial planning. They may struggle to meet life needs such as child care and health insurance. The highly flexible DDCF fellowships will enable artists to pay such costs, which typically are not covered by project grants. Varying cash flow: Because their incomes can fluctuate significantly from year to year, many artists have difficulty in planning their finances. DDCF fellows will be able to tailor the grants to their cash flow needs, stabilizing their professional and personal budgets by choosing how much of the grant to withdraw in any given year. This customized approach will help artists get what they individually require to thrive in their fields. Stronger relationships between artists and arts organizations: Both artists and arts organizations need strong, collaborative relationships with one another in order to thrive. The DDCF residencies will encourage ongoing cooperation and trust between artists and organizations as they work to tackle the field's greatest challenge: engaging new audiences and better connecting with the communities they serve. Background & Rationale For additional information about the background and rationale for this initiative, please see: Letter from Program Director for the Arts Special Performing Artists Initiative FAQ Doris Duke Performing Artists Initiative Fact Sheet In February 2007, the Arts Program completed a comprehensive program review to assess the impact of its funding initiatives over the last 10 years and to deepen the foundation s understanding of today s most pressing needs in contemporary dance, theatre, jazz and presenting. Through the review process, the Arts Program identified three priorities that will guide its grantmaking over the next five years: investing in leadership, innovation and strengthening the national sector (read more). Below are links to descriptions of the Arts Program's initiatives that were active between 1997 and 2006: Presenting Institutions Initiative National Service Organizations Theatre Initiative Jazz Initiative <  Talented Students in the Arts Initiative Special Projects $http://www.webcitation.org/66jFPWlsk$http://www.webcitation.org/66jFQsWcP$http://www.webcitation.org/66jFS4Q7X$http://www.webcitation.org/66jFTufkZ(Accelerate Wildlife Habitat Conservation/Reduce Impacts of Energy Development and Demand+Encourage Stewardship in the Tri-State Area!Help Build a Clean-Energy Economy For much of its history, the Environment Program has sought to accelerate wildlife habitat conservation in the United States by challenging the conservation field to adopt and act on shared land protection priorities. The Environment Program will continue its focus on strategic habitat conservation while placing an increased emphasis on the emerging threat of climate change and how to help wildlife adapt to its detrimental impacts (for instance, by protecting large expanses of intact habitat as well as facilitating ecosystem connectivity and wildlife movement). Strategy Protect important wildlife habitat and help wildlife adapt to the impacts of climate change through the following activities: Award capital grants for the permanent protection of terrestrial and freshwater areas identified in landscape-scale strategic habitat conservation plans. These plans consist of scientifically-rigorous, spatially-explicit planning efforts that identify high-priority wildlife habitat to be conserved across large, functional landscapes. Land and water resources to be protected through capital grants will be selected for their current strategic habitat values and capacity to enable wildlife to adapt to climate change. Support innovative approaches to conserving habitat and helping wildlife adapt to climate change through non-capital grants. Funding for such efforts is currently provided primarily through the Climate Adaptation Fund, a competitive re-grant program administered by the Wildlife Conservation Society that supports non-profit conservation organizations working to ensure the ability of wildlife to adapt to a changing climate through applied, on-the-ground projects that demonstrate effective conservation actions. Support efforts to expand sources of public land conservation funding at the federal, state and local levels. Support is currently provided through the DDCF-funded Conservation Finance Initiative, a joint project of The Nature Conservancy and the Trust for Public Land that aims to increase public funding for wildlife habitat conservation in the United States. Support the next generation of conservation leaders. From 1997 through 2011, the Doris Duke Conservation Fellows Program supported outstanding graduate students at eight of the nation s leading environmental schools. After a rigorous assessment process in early 2011, we have refocused our efforts to concentrate on diversifying the conservation field. Beginning in 2012, we hope to fund a multi-stage conservation career development program to cultivate diversity in the conservation workforce by supporting students as they finish high school, complete their undergraduate and graduate education and, ultimately, enter the conservation field.Future Grants In 2012, the foundation will invite a small number of organizations to apply for grants under this strategy. Capital grants for land and water conservation are expected to resume in early 2012. Additional support for efforts in keeping with this strategy may be available through the Climate Adaptation Fund. For information on the availability of grants for specific projects, review the Environment Program s Grantmaking Process & Funding Opportunities page.As the United States shifts to a climate-friendly system of power generation, the footprint of energy development across the landscape will expand. Sometimes referred to as  energy sprawl, this infrastructure is increasingly being sited on lands that provide important wildlife habitat. Concerted efforts are needed now to help ensure that clean-energy facilities are built expeditiously but in a way that does not destroy or fragment wildlife habitat more than necessary. The need to build power generation and transmission facilities, as well as the associated greenhouse gas emissions, can also be reduced by increasing the effici< ency with which we use energy. In short, when it comes to preserving our intact landscapes, how we use energy is as important as where we decide to locate our energy facilities. Strategy Expedite the sensitive siting of energy infrastructure and reduce energy demand by increasing energy efficiency in the buildings sector through the following activities: Expedite the sensitive siting of energy infrastructure. Grants support efforts to inform federal energy and land management policies and to reconcile the needs of wildlife with increased energy development. Reduce energy demand by increasing energy efficiency in the buildings sector. Grants reduce energy demand and greenhouse gas emissions by supporting the adoption of codes and standards that mandate building efficiencies and by supporting innovative mechanisms to achieve building efficiency retrofits at scale. Future Grants In 2012, the foundation does not anticipate inviting grant proposals under this strategy. In 2010, the foundation awarded grants through a national competition focused on energy efficiency retrofits of existing buildings in the U.S. Please check back for information about future competitions, which the foundation anticipates resuming in late 2012. For information on the availability of grants for specific projects, review the Environment Program s Grantmaking Process & Funding Opportunities page.In addition to being home to a majority of Americans, urban areas in the United States feature some of the most creative environmental efforts underway. The Doris Duke Charitable Foundation is fortunate to be headquartered in a particularly vibrant location  the greater New York City area  that features a number of cutting-edge efforts to help people live more efficiently and lightly on the land. Consistent with its emphases on wildlife habitat conservation and efficient built environments, the Environment Program supports innovative environmental projects in the Tri-State area. Strategy Support local efforts to manage wildlife habitat and create efficient, healthy, and vibrant built and natural environments through the following activities: Support wildlife habitat stewardship in the Tri-State area. Grants support the maintenance and restoration of wild lands in urban and suburban areas and are contingent upon matching funds from other private and public sources. Support a sustainable agriculture system in the Tri-State area that benefits people and wildlife. Grants support a local, sustainable food system in New York City and its  foodshed (i.e., areas such as the Hudson River Valley and New Jersey) that features organic, regenerative, and wildlife-friendly farming practices. Support exemplary green projects and policies that improve the built and natural environment of New York City. Grants support ambitious efforts undertaken by New York City and nongovernmental organizations to reduce energy consumption as well as to generally  green the City and protect natural areas in the five boroughs. Future Grants In 2012, the foundation will invite a small number of organizations to apply for grants under this strategy. For information on the availability of grants for specific projects, review the Environment Program s Grantmaking Process & Funding Opportunities page.#The global climate is changing at a rate that jeopardizes our environmental, economic and social welfare. The choices we make now about how we generate and use energy can either dramatically worsen the situation or set the stage for a sustainable future. Recognizing global climate change as one of the great challenges of our time, the Doris Duke Charitable Foundation made a commitment to help build a clean-energy economy and, in early 2007, launched its five-year Climate Change Initiative. Strategy The Climate Change Initiative, which wound down in 2011, supported analytical work that informed technology innovation policies. These are the domestic and international policies that are needed to help foster technological innovation in the energy sector and accelerate the emergence of new clean-energy technologies. Funding under this initiative focused on understanding and improving: The energy technology innovation system in the United States (i.e., the complex of incentives, regulations, markets, and public and private institutions within which the development, demonstration, early adoption, and diffusion of new energy technologies takes place); Mechanisms and institutions that support clean-energy technology development and deployment around the globe (including finance mechanisms).$http://www.webcitation.org/66jFGVAG2$http://www.webcitation.org/66jFIfoTSClinical ResearchAfrican Health ResearchGoal To advance the translation of basic biomedical discover< ies into applications that improve human health. Strategies The Medical Research Program seeks to accomplish its clinical research goal through two complementary strategies: Build the Clinical Research Career Ladder The foundation supports physician-scientists in the U.S. at different stages of their careers through the following competitive award programs: Clinical Research Experiences for High School Students Clinical Research Fellowship for Medical Students Clinical Scientist Development Award Distinguished Clinical Scientist Award Expand Clinical Research Frontiers The foundation supports innovative and multidisciplinary approaches to clinical research through the following competitive award programs: Clinical Interfaces Award Program Innovations in Clinical Research Award Definition of Clinical Research Clinical Research is defined by the foundation as research conducted with human subjects including: Studies on the etiology and pathogenesis of human disease; Therapeutic interventions; Clinical trials; Epidemiological studies; Disease control research that investigates how scientific information on prevention, early detection and early diagnosis can be efficiently applied; and Operations and implementation research that uses analytical techniques such as epidemiological modeling and cost effectiveness analysis to determine how to achieve better health outcomes and optimal service delivery. Areas Not Funded In keeping with the wishes expressed in Doris Duke s will, the Medical Research Program does not fund research that uses animals. Goal To improve health and strengthen regional health systems in sub-Saharan Africa. Strategy: The Medical Research Program seeks to accomplish its African health research goal by supporting implementation research and building research capacity through the following initiatives and programs: African Health Initiative  Supports partnerships to design, implement and evaluate large-scale models of care that link implementation research and workforce training directly to the delivery of integrated primary health care for underserved populations. Operations Research on AIDS Care and Treatment in Africa Program  Supports operations research to help improve the care and treatment of AIDS patients in resource-limited settings, inform antiretroviral therapy (ART) policy and practice, and improve outcomes of the roll-out and scale-up of ART in Africa. Past AIDS Research Grants - From 2000-2006, the foundation awarded a small portfolio of grants to support clinical research and related capacity-building projects focused on AIDS research in sub-Saharan Africa. These grants included individual, one-time grants to support clinical research, training and infrastructure; competitive grants to support the development of low-cost clinical diagnostics to improve the medical management of antiretroviral therapy; and competitive grants for young African investigators. Definition of Implementation Research Implementation Research is defined very broadly to include all aspects of monitoring, evaluation, and operations research that enhance the efficient delivery of health services and expand the knowledge-base about delivering healthcare to resource-constrained populations under real-world conditions. $http://www.webcitation.org/66jFA8GCIPrevention & Early Intervention&Strategy The Child Abuse Prevention Program funds efforts that assist, support and educate families before an act of child abuse or neglect occurs. The majority of DDCF grants support early intervention strategies that provide services and support to a sub-set of children who are at increased risk for abuse and neglect. The Child Abuse Prevention Program also makes grants to support primary prevention strategies that reach a wide, public audience with educational information. Grants have not been made to support efforts within the child welfare system. Goals The program awards grants in support of three goals: Build Repertoire of Prevention Strategies  Increase the number of effective and innova< tive methods for preventing abuse and neglect. Develop Capacity of Existing Systems  Build professional capacity to improve and strengthen prevention efforts within existing service systems that see large numbers of young children and their families. Develop and Disseminate Knowledge  Support efforts to enhance the prevention field through the dissemination of research findings and information on best practices. Criteria In addition to its focus on prevention and early intervention strategies, the program uses the following criteria to guide its grant-making decisions: Youngest Children (ages 0 to 6)  Organizations supported by the foundation must reach families with children birth to six years old, who constitute the majority of child abuse and neglect cases and suffer the greatest consequences of maltreatment. $http://www.webcitation.org/66jG8R2SuEducation / Annenberg LearnerNonprofit DevelopmentThis division of the Annenberg Foundation uses media and telecommunications to advance excellent teaching in American schools. This mandate is carried out chiefly by the funding and broad distribution of educational video programs with coordinated web and print materials for the professional development of K-12 teachers. Annenberglearner.org is one of the most visited websites for free educational materials in the country.Annenberg Alchemy is a free capacity building and leadership development program designed to assist small to midsized Los Angeles-based nonprofit organizations and their leaders. The sole cost of admission is the attendance of the nonprofit's executive director and board chair during the sessions. Annenberg Alchemy includes two phases: Leadership Seminar, Alchemy's signature course, and Alchemy+, the higher level course for graduates of Leadership Seminar who want to take their learning further. In partnership with other funders, the Annenberg Foundation established Project Grantmanship, offering a comprehensive, hands-on workshop that covers the complete grant development process, from designing sustainable programs and researching funding sources to writing and reviewing actual grant proposals. It is open to paid staff or board members of organizations based in Los Angeles County with IRS 501(c)(3) public charity status and annual budgets under $10 million.$http://www.webcitation.org/66jG26q4cAnnenberg LearnerAnnenberg Learner is a Washington, DC-based multimedia division of the Annenberg Foundation that funds and distributes educational video programs along with coordinated web and print materials to improve teaching methods and subject-matter expertise of K-12 teachers. Many programs are also intended for students in the classroom and viewers at home. Annenberg Learner materials are used in K-12 schools and also in non-commercial community agencies, as well as colleges and universities. Annenberg Learner delivers its more than 100 multimedia courses and workshops free through learner.org. Its website, which also houses interactive activities, downloadable guides, and resources coordinated with each video series, receives more than 13 million visits per month from teachers and learners worldwide. Annenberg Learner was known variously as the Annenberg/CPB Project, the Annenberg/CPB Math and Science Project, and Annenberg/CPB from the mid-1980s through 2003. During this period, it was a project contracted by the Annenberg Foundation located at the Corporation for Public Broadcasting. In 2004, the project was incorporated into the Annenberg Foundation. Between 2004 through 2010 it operated under the name Annenberg Media. In 2011, it became Annenberg Learner. Annenberg Learner now leads the field in providing free educational resources online. Annenberglearner.org is one of the most visited websites for free educational materials in the country.$http://www.webcitation.org/66jGAWrgm$http://www.webcitation.org/66jGF5RDgAnnenberg AlchemyProject GransmanshipIn 2010, Wallis Annenberg announced the Foundation's latest investment designed to strengthen and aid in the sustainability of Los Angeles County-based nonprofits, a free capacity building and leadership development program named Annenberg Alchemy. To date, over 1,400 nonprofit executive directors, board chairpersons and board members from 600 nonprofit organizations have participated. Annenberg Alchemy includes two phases. Leadership Seminar, Alchemy's signature course, and Alchemy+, the higher level course for graduates of Leadership Seminar who want to take their learning further. Successful completion of both programs qualifies an organization to receive a capacity building grant up to $10,000. Both programs are built around the belief that staff and board leaders aligned in common purpose can transform nonprofit organizations. Therefore, for all of the Alchemy trainings the Executive Director and Board Chair must attend all sessions together. Among the central issues addressed are fundraising, board effectiveness, civic engagement and accountability. In addition to a robust curriculum and intensive learning sessions, participants are connected to a network of local practitioners and given implementation tools, mentorship and an ongoing opportunity to share best practices and innovative strategies. Annenberg Alchemy's Peer to Peer is an annual event open to alumni of Annenberg Alchemy s Leadership Seminar and Alchemy+. The Annenberg Foundation has designed this day-long event to both celebrate our nonprofit leaders and to inspire them to greatness through their continued professional development. The next Peer to Peer will take place in 201< 3. + Project Grantsmanship is a partnership of the Annenberg Foundation, the California Community Foundation, the Dwight Stuart Youth Fund, The Grantsmanship Center, the Ralph M. Parsons Foundation and the S. Mark Taper Foundation, formed to strengthen community-based organizations by training nonprofit leaders to plan more effective programs and produce compelling proposals for funding. Project Grantsmanship s partner foundations underwrite up to 90 percent of the tuition for eligible nonprofit leaders to attend The Grantsmanship Center s Grantsmanship Training Program. The $895 cost for the training program is subsidized so that each participant will pay $200 or $300, depending on the size of the organization. In addition, participants will be provided access to the Center s database of funders and post-workshop proposal reviews. The Grantsmanship Training Program is a comprehensive, hands-on workshop that covers the complete grant development process, from designing sustainable programs and researching funding sources to writing and reviewing actual grant proposals. Click here for a list of organizations that have participated in Project Grantsmanship. Who May Attend: Paid staff or board members of organizations based in Los Angeles County with IRS 501(c)(3) public charity status and annual budgets under $10 million may attend. Only two registrants per organization may enroll. Volunteers and independent consultants are not eligible. Dates: February 13 17, 2012 May 14 18, 2012 June 18 22, 2012 Training Hours: Monday & Tuesday: 8:30 AM to 5:30 PM Wednesday: 8:30 AM to 5:30 PM (Participants can choose to work until 7:00 PM) Thursday: 8:30 AM to 5:30 PM Friday: 8:30 AM to 1:30 PM Training Location: The Grantmanship Center 350 South Bixel Street, Suite 110 Los Angeles, CA 90017 Tuition Per Participant: $200 for organizations with budgets less than $750,000 $300 for organizations with budgets between $750,000 and $10 million Proposal Review and Online Survey: Within five months of completing the training, each Project Grantsmanship participant is required to submit a draft proposal to The Grantsmanship Center for review. (The participant receives specific guidelines for this submission during the training.) Once the participant completes the entire review process and a brief online survey, half of the participant's tuition payment is refunded to his or her organization. How to Apply: Print and complete the Project Grantsmanship Registration Form, making sure to include copies of all required documents and a check for tuition, payable to The Grantmanship Center. Mailing Address: The Grantsmanship Center: P.O. Box 17220 Los Angeles, CA 90017 Please note: Class size is limited to 25 participants per training program. Enrollment is on a first-come, first-served basis. The registered participant must attend all five days of training. To withdraw and receive a refund, you must notify The Grantsmanship Center at least three weeks prior to the training program. You may designate another eligible person to attend in your place prior to the start of the training. $http://www.webcitation.org/66nlIPzjI$http://www.webcitation.org/66nlJaenI$http://www.webcitation.org/66nlKgmoj$http://www.webcitation.org/66nlLykWo$http://www.webcitation.org/66nlO93wF;Because of the varied scope of art and cultural activity, Houston Endowment's approach is to direct its resources to the programming and facilities needs of organizations in greater Houston. In addition to the restrictions described in the Application Guidelines, the foundation generally does not support the following activities as part of its Arts & Culture program: Acquisition of works of art Costs for traveling exhibitions/productions outside of greater Houston Local history and preservation projects focused outside of greater Houston Houston Endowment accepts the following types of grant applications in its Arts & Culture program: General Operating Support Project Support Capacity Building Capital Improvement Innovative Approaches Public Policy and Engagement Research Because of the vast size of public and higher education, Houston Endowment s approach is to focus its resources on a relatively small number of opportunities that have the potential to impact student achievement on a regional scale. In addition to the restrictions described in the Application Guidelines, the foundation generally does not support the following activities as part of its Education program: Recurring operating costs Private elementary and secondary sc< hools Scholarships outside of the Jesse H. and Mary Gibbs Jones Scholars Program Click here for more information Endowments The following activities unless they are a component of a larger student success initiative: Projects of limited scale Facility and capital projects Teacher/faculty professional development Curriculum development Because of Houston Endowment's focused approach within the Education program, the following types of grant applications are most typical: Project Support Innovative Approaches Public Policy and Engagement Research Grants are made less frequently in response to the following types of grant applications: General Operating Support Capital Improvement Capacity Building Because of the broad scope of environmental initiatives, Houston Endowment s approach is to focus its resources on opportunities that have the potential for regional impact. In addition to the restrictions described in the Application Guidelines, the foundation generally does not support the following activities as part of its Environment program: Parks and open spaces not available to the general public Neighborhood and pocket parks Gardens Swimming/sports parks Houston Endowment accepts the following types of grant applications in its Environment program: General Operating Support Project Support Capacity Building Capital Improvement Innovative Approaches Public Policy and Engagement Research Because of the vast size of health services, Houston Endowment s approach is to focus its resources on acting as an incubator of new ideas and a partner that can leverage larger governmental, structural and systemic improvements. In addition to the restrictions described in the Application Guidelines, the foundation generally does not support the following as part of its Health program: The replication of promising practices on a large scale Houston Endowment accepts the following types of grant applications in its Health program: General Operating Support Project Support Capacity Building Capital Improvement Innovative Approaches Public Policy and Engagement Research Houston Endowment accepts the following types of grant applications in its Human Services program: General Operating Support Project Support Capacity Building Capital Improvement Innovation Public Policy and Engagement Research $http://www.webcitation.org/66mNdb3Rx$http://www.webcitation.org/66mNh4IsF$http://www.webcitation.org/66mNmCX5k$http://www.webcitation.org/66mNqpmFo$http://www.webcitation.org/66mNv4ffVCalifornia DemocracyYouth Past Programs6 California hosts a richly diverse and expansive nonprofit arts field, home to many well-regarded and forward-thinking organizations that often function as civic and social anchors in their local communities. Representing enormous scale and breadth, these organizations hold significant promise for the future of the arts nationwide, particularly as they lead the way in exploring how best to adapt to demographic and technological shifts. These shifts are transforming traditional notions about arts engagement nationwide. The goal of our Arts program is to promote engagement in the arts for all Californians. Our strategy aims to support organizations to grow and thrive by engaging populations that reflect the demographics of California through active participation in the arts (including participation afforded by new technology), and by using non-traditional venues to present arts experiences. Thus, to achieve our goal, we will partner with arts organizations to build their capacity to adapt, particularly those that want to use the practices of expanding engagement as a primary strategy that informs and drives ongoing organizational change. The Exploring Engagement Funds mark the initial opportunity for nonprofit organizations to join us as we begin to implement our new goal. There are three separate Exploring Engagement Funds to support organizations to adapt to change by investigating new ways of providing arts experiences. Each fund employs a competitive selection process for grant award recommendations while utilizing distinct eligibility requirements and application processes: <  Exploring Engagement Fund  This fund supports eligible California-based nonprofit arts organizations that have an annual operating budget between $100,000 and $5 million. Exploring Engagement Fund for Priority Regions  This fund supports nonprofit arts organizations based in the San Joaquin Valley and Inland Empire and whose annual operating budgets are between $100,000 and $5 million. Exploring Engagement Fund for Large Organizations  This invitation-only fund supports California-based nonprofit arts organizations with operating budgets greater than $5 million. Each of these funds will support projects that engage low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits and that utilize active participation or use of non-traditional venues for arts experiences. Opportunities for the public to make or practice the arts (including using technology to do so) can open up new possibilities for arts organizations to animate their spaces in innovative ways and to welcome diverse participants. Offering arts engagement in unexpected or highly accessible spaces that might not be known as arts venues can provide quality arts engagement for people who might otherwise not attend in a more traditional way. Utilizing these pathways, which are core elements of our strategy, will enable arts organizations both to adapt and to better serve the people of California. Webinar We invite you to learn more about the Irvine Arts strategy and about the distinct opportunities represented by each of the Exploring Engagement Funds. We encourage you to watch the webinars and videos on our website about our strategy and the Exploring Engagement Fund. We also encourage you to post your comments and questions. The goal of the California Democracy program is to advance effective public policy decision making that is reflective of and responsive to all Californians. California s Challenge Californians face some of the most complex issues of any society. Tackling our challenges on the economy, education, health care, the environment, public safety, infrastructure and more requires effective public policy decision making. Yet our governing system is frequently hampered by partisan quagmires, short-term thinking and limited information about the public s views and needs. At the same time, California has one of the most diverse populations imaginable. Yet critical decision making about the state s future often does not include the diversity of residents perspectives necessary for informed problem-solving. Successfully integrating this diversity into the state s governance and civic process is one of the major challenges facing California. Envisioning a Vibrant, Successful Democracy Irvine believes that an effective, accountable governing system and broad civic engagement are critical, interrelated aspects of a healthy democracy. We envision a California democracy that is truly reflective of and responsive to all Californians. Such a democracy serves as the basis of a well-functioning government that can steward public resources effectively and efficiently. We envision a representative governing system in which: The public is well-informed about current issues and implications of ballot box decisions Voter participation is high among all demographic groups. The Legislature is well-informed about current issues, population needs, public program performance and the implications of their decisions. Powerful interests do not exert disproportionate influence on legislative and executive decisions. Public expenditures reflect the needs and priorities of the population. Public programs operate efficiently and are guided by best practices for optimal outcomes. Our Strategy To reach our goal, we believe two kinds of change are needed. First, the governing system must be reformed to better ensure that policy decisions are made fairly, with a long term view and based on sound information. We hope to promote this change through our Governance Reform grantmaking. Second, a more representa< tive set of Californians must actively participate in decision-making processes. We hope to promote this change through our Civic Engagement grantmaking. Throughout our work, we emphasize a nonpartisan, problem-solving approach and engagement with a diverse array of populations. Governance Reform  We make grants to improve state and local governance. Currently, we give priority to projects in two areas: budget and fiscal systems and election policies and practices. We also welcome ideas for projects in other areas that can significantly improve state and local governance. Through our grantmaking, we support policy development, strategic communications, outreach, coalition building and other activities. Civic Engagement  We make grants to increase opportunities for civic engagement among historically underrepresented communities, including low-income, ethnic and immigrant populations. We are particularly interested in innovative approaches and ongoing mechanisms for involving diverse communities in public decision making. In addition, we have a special focus on civic engagement specifically in the San Joaquin Valley and Inland Empire, consistent with the Foundation's geographic emphasis on these regions. The goal of the Youth program is to increase the number of low-income youth in California who complete high school on time and attain a postsecondary credential by the age of 25. California's Challenge California's high schools are not working for far too many young people. Almost a third of today's ninth graders will drop out of high school before graduation. And of those who finish high school, most will lack the knowledge and skills needed to succeed in college and the workforce. At the same time, the stakes for academic success have never been greater. Income and education are more closely linked than ever before. And California's future prosperity depends on its ability to cultivate a workforce that can compete successfully in the global economy. Linked Learning A new approach to high school education is needed. It must be flexible enough to accommodate a wide variety of student interests and abilities but directed enough to provide all students with a clear path to college and career success. And it must engage students in the rigorous learning that will ensure their success. We believe Linked Learning is that approach. The Linked Learning approach (formerly known as multiple pathways) provides high school students with strong academics connected to real-world experience in a wide range of fields, such as engineering, arts and media, and biomedicine and health. This approach helps students gain an advantage in high school, college and careers. Linked Learning engages students by connecting learning with student interests and job preparation. Research shows it can lead to higher graduation rates, increased college enrollments, higher earning potential and greater civic engagement. Used in schools throughout California, this integrated approach helps students build a strong foundation for success in college and careers  and life. Read more about Linked Learning. Our Strategy Irvine seeks to transform high school education in California by making Linked Learning available to a majority of low-income youth and across all socioeconomic groups. Our plan begins with developing and refining the Linked Learning approach, demonstrating its viability at the school and district levels and scaling up for statewide adoption of comprehensive Linked Learning systems. Linked Learning Practice  We support activities required to bring the Linked Learning approach to scale, including curriculum development, leadership and teacher development, and work-based learning programs. We support on the ground demonstration and evaluation of the model at three levels: School Districts  Through the California Linked Learning District Initiative, we support school districts that commit to making the Linked Learning approach a core part of their high school reform strategy. In doing so, we hope to better understand the successes < and challenges of bringing Linked Learning to a broader range of California youth. Postsecondary Institutions  Through the Concurrent Courses Initiative, we support efforts to strengthen the connection between high schools and community colleges using a Linked Learning approach. We also work with four-year colleges to develop Linked Learning pathways and approaches to postsecondary reform. Nonprofits that Serve Out-of-School Youth  Through the Opportunity Links for Youth Initiative, we support efforts to apply the Linked Learning approach to re-engage youth who are no longer in school, who are underemployed or unemployed, and who are actively seeking a way into college through community-based organizations. Public Will for Linked Learning  Building public support through advocacy, coalition building and communications activities that target educators, policymakers, business leaders, parents and students. Linked Learning Policy  Investing in policy research and analysis to support education policy reforms that result in broader adoption of the Linked Learning approach. Our Partners In 2006, Irvine established ConnectEd: The California Center for College and Career to serve as a hub for innovative practice, policy and research to expand the Linked Learning approach in California. While ConnectEd serves as a leading voice in this area, we also support many other organizations dedicated to advancing Linked Learning.$ We extend the impact of our grantmaking through selected Special Initiatives, which advance our mission and grantmaking principles in ways that complement our three core program areas. We organize our grantmaking around four principles that are informed by our past experience and reflect our belief about how we can maximize our impact. These four principles are: Focus on Place, Invest in Organizations, Build Leadership and Engage Beyond Grants. Although these themes are present throughout our grantmaking, they are particularly important as guiding principles for the following Special Initiatives: Community Foundations Initiative II: This initiative seeks to accelerate the growth and leadership of selected small and emerging community foundations in rural areas of California. Our grants to these community foundations include funds that they, in turn, regrant to local organizations whose work is aligned with the goals of our Youth or Arts programs. (Read more about Irvine's community foundations support.) Community Leadership Project: This project seeks to build the capacity of small and midsize organizations serving low-income communities and communities of color in the greater San Francisco Bay Area, Central Coast and San Joaquin Valley. The project, a partnership with the Packard and Hewlett foundations, works with intermediaries to provide core support and organizational development regrants to small organizations, leadership development opportunities to nonprofit leaders, and technical assistance workshops and trainings to additional organizations. Fresno Regional Foundation: With a $3 million grant from Irvine, the Fresno Regional Foundation is establishing the Fund for the San Joaquin Valley to advance a wave of local giving that will address critical issues identified by people in the region. Fund for Financial Restructuring: This fund seeks to support selected Irvine grantees in developing and executing plans that position them for long-term financial health and advance their missions as they work proactively to adapt to the current economic recession. Fund for Leadership Advancement: This fund seeks to enhance the leadership abilities of the executive directors of selected grantee organizations. We offer flexible support that is tailored to meet the needs of individual executive directors and designed to help make their organizations more effective. Research about Philanthropy and the Nonprofit Sector: These grants seek to enhance funders understanding of key trends and issues in the nonprofit sector in California. [In 2003, we established our current grantmaking<  programs in Arts, California Democracy and Youth, following a comprehensive strategic planning process. As part of this process, we concluded that the Foundation could achieve more for the people of California by targeting a few areas than by spreading our resources across a broader range of interests. As a result, we decided to conclude several grantmaking programs in which we had made significant, long-term commitments. In order to ensure a responsible transition for those organizations Irvine had supported through these former programs, we dedicated approximately half of our $50 million grantmaking budget in 2003 to support a careful transition out of these programs. These past programs included: Children, Youth and Families: While one of our three current program areas includes a Youth focus, our former Children, Youth and Families program was much broader in its scope. Our efforts included a Museum Youth Initiative that sought to strengthen California museums ability to educate young people during out-of-school hours and enhance the roles of museums as educational resources. Another was a Youth Development Initiative to strengthen a select group of 20 nonprofit organizations that served youth in Fresno and Los Angeles. We also funded the Communities Organizing Resources to Advance Learning (CORAL) Initiative in 1999 to help improve the academic achievement of children in the lowest-performing schools in five California cities. Learn more about our current Youth program. Civic Culture: Among its priorities, this program supported Central Valley organizations that worked to increase the naturalization of California immigrants and engage them in the civic life of their communities. Through the Organized Religion Initiative, the program also sought to use faith-based institutions to draw new and low-income Californians into civic life. We continue to make grants for civic engagement through our California Democracy program, whose goal is to increase opportunities for civic engagement among traditionally underrepresented communities, including low-income, ethnic and immigrant populations. Higher Education: We made our first grant to an institution of higher education in 1943 with a $250 grant to the San Francisco Law School, paving the way for more than six decades of support for higher education. Our grants supported a range of activities, including capital improvements, fellowship and scholarship programs, general operating funds and academic programs. After 1987, we supported higher education institutions to strategically address issues of diversity on their campuses and increase the success of underrepresented students in higher education. The Campus Diversity Initiative is a $29 million effort working with 28 independent colleges and universities in California. Sustainable Communities: Between 1995 and 2003, we made $65 million in grants to mobilize diverse coalitions of business, community and government interests working to solve complex regional issues such as sprawl, social equity and workforce development. Following are grantmaking activities that were begun after 2003 and have since concluded: New Connections Fund: From 2004 to 2007, we provided open, competitive funding to small and midsize organizations whose work fit with our program priorities but which had not previously received Irvine funding. During that period, we evaluated more than 1,700 applications and awarded more than 300 grants, totaling $11 million, to nonprofits across California. More than 75 percent of these organizations had never before received a grant from Irvine. Learn more about the key accomplishments and lessons learned from the New Connections Fund. Arts Training Schools Cluster: From 2005 to 2008, we made grants to support low-income youth in making successful transitions to higher education and careers in creative industries. This cluster of grants built on a body of research indicating that arts courses  or integrating arts into other subject areas  can motivate and engage high school students who are not o< therwise thriving in school. $http://www.webcitation.org/66mOi3UYn$http://www.webcitation.org/66mOjEizh$http://www.webcitation.org/66mOlwapyExploring Engagement Fund+Exploring Engagement Fund in Priority Areas1Exploring Engagement Fund for Large OrganizationswThe Exploring Engagement Fund is designed to help nonprofit arts organizations experiment with new ways of engaging audiences and participants. Grant awards are intended as risk capital for nonprofit arts organizations to: Engage low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits Utilize active participation in the arts (including participation afforded by new technology) Experiment with the use of non-traditional venues for arts experiences in their proposal design Such proposals will be aligned with the  Who, How, Where engagement pathways outlined in our Arts strategy and described further below. The Exploring Engagement Fund was the first grantmaking fund announced as part of our Arts program strategy, which was approved by our Board of Directors in 2011. Watch a webinar presentation about the fund. Our Arts program goal is to promote engagement in the arts for all Californians: arts engagement that embraces and advances the diverse ways that we experience the arts and that strengthens our ability to thrive together in a dynamic and complex social environment. Our strategy focuses on support for arts nonprofits who seek to adapt to California's changing environment via three distinct engagement pathways: Who is engaging in the arts: We aim to increase engagement by low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits. How people engage in the arts: We aim to expand the ways Californians engage in the arts as active participants  by making or practicing art. This could include the use of digital technology to produce or curate art. Where people engage in the arts: We aim to advance the use of diverse, non-traditional spaces for arts engagement, especially in regions with few arts-specific venues. Demographic shifts and technological advances are transforming traditional notions about arts engagement. Arts organizations can grow and thrive in this changing environment by engaging populations that reflect the demographics of California and delivering arts experiences that take advantage of the pace, ease and participation afforded by technology. Thus, the core of our new strategy is to support arts organizations to build their capacity to adapt, particularly those that want to use the practices of expanding engagement as a primary strategy that informs and drives ongoing organizational change. Organizations may have to experiment with approaches to engagement that may be untried and unfamiliar to them. Our first grantmaking funds under the new Arts strategy intend to support this kind of exploration. The Exploring Engagement Fund will support arts organizations to plan and implement projects that explore an approach to arts engagement using the "Who, How, Where" pathways. Organizations interested in exploring two or more of these engagement pathways should submit an Exploring Engagement Fund proposal. The proposed project may represent a completely new investigation or a new approach to an organization s work in presenting and/or producing. Criteria As noted above, the Exploring Engagement Fund is designed to help nonprofit arts organizations try new ways of engaging audiences and participants. More details about the kinds of exploration we hope to fund are included in the Exploring Engagement Fund Review Criteria section of our website. Criteria for the fund include: The Fund is open to California-based nonprofit arts organizations that have an annual operating budget between $100,000 and $5 million. Applicants can request up to 10 percent of their annual operating budget for each year of the proposed project, up to a maximum of $125,000 per year (or $250,000 over two years). We will give priority to proposals from organizations working outside the Bay Area due to Irvine's focused attention on regions of the state that are < under-resourced by philanthropy. For the statewide Exploring Engagement Fund, we also favor proposals from organizations proposing work in the San Joaquin Valley and Inland Empire even though those organizations are based in other regions of California. (For organizations based in the San Joaquin Valley and Inland Empire, please review the Exploring Engagement Fund for Priority Regions.) The Exploring Engagement Fund does not support in-school, after-school, or out-of-school arts education programs for children and youth. Projects that target families (i.e., not primarily for children, designed for intergenerational arts engagement) may be appropriate for support. Based on our observations during the first round of the Exploring Engagement Fund, competitive Initial Applications had the following characteristics in common: A compelling rationale for pursuing the proposed project and why the proposed project was important to the organization s overall direction A clear understanding of the goal of Irvine s Arts program to promote engagement in the arts for all Californians, and how it relates to the proposed project Proposed engagement pathways were appropriate for and specific to the requested project and the organization presented a strong rationale for the inclusion of both (or all three) selected pathways for the proposed project The Exploring Engagement Fund is the only open competitive fund that we will offer statewide. However, new funds and grantmaking strategies will be developed over the next 18-24 months as part of our overall goal of promoting engagement in the arts for all Californians. Please continue to visit our website to read about those updates. Examples of competitive projects: Identify creative and innovative approaches to arts engagement Incorporate art making by Californians (including arts enthusiasts, hobbyists, amateurs or other non-professional art makers and performers) on their own, or facilitated by professional artists Emphasize the involvement of groups and/or individuals that reflect California's diverse demographics and who are typically underrepresented as attendees at nonprofit arts organizations Support arts engagement (whether active participation or observational) in new venues, beyond those in arts-specific facilities Employ innovative utilization of technology in art-making, arts delivery systems and audience development, where appropriate to the project's design We d like to hear from you about the Exploring Engagement Fund and our Arts strategy. Please follow the #IrvineArts hashtag on Twitter and please tweet comments about the fund using that hashtag. Webinar A webinar presenting information on our Arts strategy and the Exploring Engagement Fund is available for your reference.The Exploring Engagement Fund for Priority Regions is designed to help nonprofit arts organizations based in the San Joaquin Valley and Inland Empire to experiment with new ways of engaging audiences and participants. Grant awards are intended as risk capital for nonprofit arts organizations to: Engage low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits Utilize active participation in the arts (including participation afforded by new technology) Experiment with the use of non-traditional venues for arts experiences in their proposal design Such proposals will be aligned with the  Who, How, Where engagement pathways outlined in our Arts strategy and described further below. The Exploring Engagement Fund for Priority Regions is one of the first grantmaking funds announced as part of our Arts program strategy, which was approved by our Board of Directors in 2011. Watch a webinar presentation about our Arts program strategy. Our Arts program goal is to promote engagement in the arts for all Californians: arts engagement that embraces and advances the diverse ways that we experience the arts and that strengthens our ability to thrive together in a dynamic and complex social environment. Our strategy focus< es on support for arts nonprofits who seek to adapt to California's changing environment via three distinct engagement pathways: Who is engaging in the arts: We aim to increase engagement by low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits. How people engage in the arts: We aim to expand the ways Californians engage in the arts as active participants  by making or practicing art. This could include the use of digital technology to produce or curate art. Where people engage in the arts: We aim to advance the use of diverse, non-traditional spaces for arts engagement, especially in regions with few arts-specific venues. Demographic shifts and technological advances are transforming traditional notions about arts engagement. Arts organizations can grow and thrive in this changing environment by engaging populations that reflect the demographics of California and delivering arts experiences that take advantage of the pace, ease and participation afforded by technology. Thus, the core of our strategy is to support arts organizations to build their capacity to adapt, particularly those that want to use the practices of expanding engagement as a primary strategy that informs and drives ongoing organizational change. Organizations may have to experiment with approaches to engagement that may be untried and unfamiliar to them. Our first grantmaking funds under the new Arts strategy intend to support this kind of exploration. The Exploring Engagement Fund for Priority Regions will support arts organizations to plan and implement projects that explore an approach to arts engagement using the "Who, How, Where" pathways. Organizations interested in exploring one or more of these pathways by prototyping a project idea may submit an Exploring Engagement Fund for Priority Regions Initial Application. The proposed project may represent for the organization a completely new investigation or a new approach to their work of presenting and/or producing. Our Arts grantmaking reflects Irvine's continued focus on the San Joaquin Valley and Inland Empire as priority regions over other areas of the state that have greater opportunities for arts funding. As such, we will consider applications from organizations based in the San Joaquin Valley (Fresno, Kern, Kings, Madera, Merced, San Joaquin, Stanislaus, Tulare counties) or Inland Empire (Riverside and San Bernardino counties) separately from organizations that are based in other regions of the state. Arts nonprofits located in our priority regions will receive more technical assistance and will complete a slightly different application form from the statewide Exploring Engagement Fund, but the application deadlines are the same. Criteria As noted above, the Exploring Engagement Fund for Priority Regions is designed to help nonprofit arts organizations try new ways of engaging audiences and participants. More details about the kinds of exploration we hope to fund are included in the Exploring Engagement Fund for Priority Regions Review Criteria section of our website. Criteria for the fund include: Exploring Engagement Fund for Priority Regions is open to nonprofit arts organizations based in the San Joaquin Valley and Inland Empire that have an annual operating budget between $100,000 and $5 million. Applicants can request up to 10 percent of their annual operating budget for each year of the proposed project, up to a maximum of $125,000 per year (or $250,000 over two years). The Exploring Engagement Fund for Priority Regions does not support in-school, after-school, or out-of-school arts education programs for children and youth. Projects that target families (i.e., not primarily for children, designed for intergenerational arts engagement) may be appropriate for support. PLEASE NOTE: Organizations based outside of the San Joaquin Valley and Inland Empire that are proposing projects for these regions should apply to the statewide Exploring Engagement Fund. Examples of competitive projects: Identify creative and < innovative approaches to arts engagement Incorporate art making by Californians (including arts enthusiasts, hobbyists, amateurs or other non-professional art makers and performers) on their own, or facilitated by professional artists Emphasize the involvement of groups and/or individuals that reflect California's diverse demographics and who are typically underrepresented as attendees at nonprofit arts organizations Support arts engagement (whether active participation or observational) in new venues, beyond those in arts-specific facilities Employ innovative utilization of technology in art-making, arts delivery systems and audience development, where appropriate to the project's design We d like to hear from you about the Exploring Engagement Fund for Priority Regions and our Arts strategy. Please follow the #IrvineArts hashtag on Twitter and please tweet comments about the fund using that hashtag.tThe Exploring Engagement Fund for Large Organizations is designed to help nonprofit arts organizations experiment with new ways of engaging audiences and participants. Grant awards are intended as risk capital for large budget arts institutions to engage low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits. Additionally, these nonprofit partners should also explore how they might utilize active participation opportunities in the arts (including participation afforded by new technology), and/or experiment with the use of non-traditional venues for arts experiences in their proposal design. Such proposals will be aligned with the  Who, How, Where engagement pathways outlined in our Arts strategy and described further below. Proposals to the Exploring Engagement Fund for Large Organizations are accepted by invitation only and organizational eligibility is determined by the Foundation. In 2011, Irvine s Board of Directors approved an Arts program strategy, with a goal of promoting engagement in the arts for all Californians: arts engagement that embraces and advances the diverse ways that we experience the arts and that strengthens our ability to thrive together in a dynamic and complex social environment. Our new strategy focuses on support for arts nonprofits that seek to adapt to California s changing environment via three distinct engagement pathways: Who is engaging in the arts: We aim to increase engagement by low-income and/or ethnically diverse populations that have been traditionally underserved by arts nonprofits. How people engage in the arts: We aim to expand the ways Californians engage in the arts as active participants  by making or practicing art. This could include the use of digital technology to produce or curate art. Where people engage in the arts: We aim to advance the use of diverse, non-traditional spaces for arts engagement, especially in regions with few arts-specific venues. Demographic shifts and technological advances are transforming traditional notions about arts engagement. Arts organizations can grow and thrive in this changing environment by engaging populations that reflect the demographics of California and delivering arts experiences that take advantage of the pace, ease and participation afforded by technology. Thus, the core of our strategy is to support arts organizations to build their capacity to adapt, particularly those that want to use the practices of expanding engagement as a primary strategy that informs and drives ongoing organizational change. Select organizations have been invited to submit concept papers for the first round of our new Exploring Engagement Fund for Large Organizations in 2012, which supports California-based nonprofit arts organizations with operating budgets greater than $5 million. Projects supported by the Fund investigate new pathways for arts engagement, utilizing risk capital for exploration of the focus represented by our arts strategy. Opportunities for the public to make or practice the arts (including using technology to do so) can open up new possibilities for large organiza< tions to animate their institutions in innovative ways and to welcome diverse participants. Offering arts engagement in unexpected or highly accessible spaces that might not be known as arts venues can provide quality arts engagement for people who might otherwise not attend in a more traditional way. The proposed engagement projects may represent a completely new investigation or a new approach to an organization s work of presenting and/or producing art. Organizations with existing programs that address engagement may expand such an existing program instead of planning a completely new project. Organizations that propose this kind of expansion of existing work take advantage of the risk capital-based intention of the Fund and provide a thoroughly enhanced or reimagined program design that clearly takes the existing work to a different level. Grant Size and Terms Exploring Engagement Fund for Large Organizations grants are awarded on an invited and competitive basis. Grant awards will range from $300,000 to $600,000 over a two-year period, and the first round of grants will be announced in October 2012. For future rounds of the Fund, eligible organizations will be contacted by the Foundation directly. Concept papers will only be accepted from invited organizations.$http://www.webcitation.org/66mOZzjDs$http://www.webcitation.org/66mObwAKNGoveranance ReformCivic EngagementImproving state and local governance, with a focus on budget and fiscal systems and election policies and practices. Irvine is pursuing a set of complementary reforms that together can produce more responsive, effective governance in California. We are focusing our funding on two areas because of their potential for improving governing systems, particularly for disadvantaged Californians, and because we see these areas as particularly ripe for progress over the next few years. These two areas are: budget and fiscal systems, and election policies and practices. In addition, we welcome ideas for projects in other areas that can significantly improve state and local governance. We give priority to projects that: Address an issue of significance in shaping the quality of state or local governance Identify a timely opportunity for progress in this area Present a viable strategy for achieving progress over the next few years Current Priority Areas Budget and Fiscal Systems  California s recurring budget crises affect all Californians, but especially those with the least advantages who rely disproportionately on public services. These chronic crises result from multiple problems in our fiscal system, which lacks accountability and too often does not reflect the public s priorities. We support efforts to achieve more outcomes-oriented, responsive and stable budget and fiscal systems. In 2007, we helped establish California Forward, a bipartisan organization bringing Californians together to develop and support reforms to the state s fiscal and governing systems. Election Policies and Practices  California s election policies have not kept pace with the growth of the state s diverse populations and with best practices for encouraging broad public participation in our democracy. We support efforts to change election administration policies and practices to increase voter participation, such as through implementation of online registration and pre-registration and by expanding options for when and where voters may cast their ballots. In 2011, we convened key leaders and experts to consider opportunities to expand voter participation. The group produced A Roadmap for the Future of California Elections, which includes a set of goals and recommendations regarding voter participation and education, election administration and voting technology. In 2012 and beyond, we anticipate making a series of grants to advance recommendations articulated in the Roadmap. Past Priority Areas Redistricting Process  In 2008, California voters approved an overhaul of the state s redistricting process, which determines the boundaries of legislative districts. The new law put responsibility for redist< ricting into the hands of an independent, citizen-led commission, which in 2011 re-drew the boundaries of California s 40 Senate and 80 Assembly districts as part of an open, public process. These districts will be in place until 2020. Learn more about California s redistricting process. Believing that the success of this new system depended on broad and well-informed public participation, the Irvine Foundation supported a set of organizations to provide information to the public through materials and trainings and to create technical assistance sites with data and mapping tools so that members of the public could provide useful input into the commission s deliberations. View the list of our current public education, technical assistance and research grants. Supported Activities While full proposals are accepted by invitation only, we want to be clear about how we decide on which projects to fund. We support projects that: Conduct research and disseminate information and analyses on these issues Work with a wide array of diverse stakeholders to develop and shape policy ideas in these areas Build public support around policy solutions through activities such as hosting public discussions, engaging in dialogues with public officials and developing consensus among various constituencies Monitor and assess the implementation of new policies Provide in-depth, impartial and solution-oriented media coverage of these issues to a large audience of Californians Strengthening capacity among civic organizations and public officials to foster inclusive public decision making. Broad civic participation is critical for effective public policy decision making, particularly in a state as large and diverse as California. Yet California s mechanisms for understanding and responding to public concerns have not kept pace with society s growing complexity or with the best practices of effective civic engagement. Public officials, community groups and residents can all exercise important roles in fostering more inclusive public policymaking. Toward this end, we fund projects to support public officials in implementing inclusive public decision-making practices. We also fund organizations that create opportunities for large numbers of traditionally underrepresented communities to engage in public decisions and shape public policies that affect their lives. We are particularly interested in establishing structures for ongoing involvement of residents in public decision making. Our civic engagement grantmaking focuses on the following three areas: Public Decision-making Training and Support  We fund projects to support public officials in creating and implementing inclusive public decision-making practices. Such projects could entail trainings or technical assistance, research and dissemination about effective practices, facilitating connections between leading civic groups and public officials, as well as other strategies. Public Decision-making Inclusion and New Practices  We fund organizations working at a significant scale to involve residents in shaping public policies that affect their lives. We are particularly interested in supporting efforts to establish structures or processes for ongoing involvement of residents in public decision making. Examples of such structures might include resident advisory committees, forums for public deliberations and online opportunities for two-way information-sharing among public officials and residents. We also support efforts to enhance the capacity of leading organizations to create and work in coalitions and networks for greater impact. New Research and Communications  We fund research, analyses and surveys that improve understanding of the status of public involvement in decision making and strategies to increase effective public involvement. Additionally, we support the dissemination of best practices in civic engagement to civic organizations and public officials. We have one ongoing initiative in civic engagement and two initiatives that recently conclude< d: The Families Improving Education Initiative supports San Joaquin Valley and Inland Empire organizations that are involving families  particularly those in low-income, ethnic and immigrant communities  in educational policymaking concerning their local schools. The initiative s timeframe is December 2006 to June 2012. Strengthening Organizations to Mobilize Californians was an initiative to enhance the management and governance capacities of Irvine grantees who help underrepresented communities participate in public decision making. The initiative s timeframe was June 2007 to December 2010. Read a report sharing highlights of the initiative. The California Votes Initiative was an initiative that supported organizations that encourage voter participation among infrequent voters in the San Joaquin Valley and Southern California counties of Los Angeles, Orange, Riverside and San Bernardino. The initiative s grantmaking timeframe was January 2006 to June 2009. Read a report summarizing our findings about effective voter outreach practices. Supported Activities While full proposals are accepted by invitation only, we want to be clear about how we decide on which projects to fund. We support projects throughout the state that: Create opportunities for large numbers of diverse residents to engage in public decisions and shape public policies that affect their lives Work with diverse residents to institute new structures for sustained involvement in public decision making Assess the impact of these new structures on public decision-making processes and outcomes Provide information and technical assistance to public officials to encourage more inclusive decision-making processes Communicate best practices about successful public involvement strategies with community-based organizations, public officials and others Document changes in public decision making practices Integrate with our Governance Reform efforts $http://www.webcitation.org/66mOQ0iMKLinked Learning The Linked Learning approach to high school education combines strong academics and real-world experience to help students build a strong foundation for success in college and careers and life. Students in Linked Learning programs follow a pathway, a comprehensive program of study that connects learning in the classroom with real-world applications outside of school. They integrate rigorous academic instruction with a demanding technical curriculum and field-based learning  all set in the context of one of California's 15 major industry sectors. The  Linked Learning Name Linked Learning is the new name for the educational approach formerly known in California as "multiple pathways." After extensive public opinion research, the schools and organizations implementing this approach selected the Linked Learning name to more clearly convey its unique benefits to students, educators, parents and policymakers. Students pursue a pathway from grades nine to 12 and graduate prepared for the full range of post-graduation options  whether that means a two- or four-year college, an apprenticeship or formal job training. The Linked Learning approach challenges and inspires students to learn, and creates well-rounded, highly skilled individuals with the foundation for lifelong success. The Linked Learning approach is gaining in popularity because it can make schools more competitive and attractive to students. Research shows that it can generate higher academic achievement and can lead to increased college attendance rates, higher earning potential after graduation and greater civic engagement. Core Components The Linked Learning approach includes the following four elements: Challenging academics  A core academic component of college-preparatory instruction in essential subjects, including English, math, science, social studies, foreign language and visual and performing arts. Technical skills and knowledge  A demanding technical component, emphasizing the practical application of academic learning and preparing youth for high-skill, high-wage employment. <  Work-based learning  A work-based learning component that offers opportunities to learn through real-world experiences, such as internships, apprenticeships and school-based enterprises. Support services  Supplemental services, such as counseling and additional instruction in reading, writing and mathematics. The Linked Learning approach can be offered at a range of school types, including district schools, charter schools or regional occupational programs. However, we believe that regardless of the setting, the following characteristics are necessary for success: A comprehensive program of study spanning grades nine to 12 Strong connections to postsecondary institutions to ensure smooth transitions after graduation Trained and motivated teachers and leaders Productive partnerships with industry and business to inform curriculum development and support work-based learning Why Linked Learning? Linked Learning addresses the fundamental challenges facing California s system of high school education. Too often, traditional academic courses are not relevant to the lives and aspirations of many students. At the same time, vocational education often lacks the academic and technical rigor required for success in postsecondary education and high-skilled careers. Linked Learning offers a new way. Linked Learning is comprehensive. The approach makes sure that students don t have to choose between academics and technical skills when both are necessary for a complete education and a successful future. In today s economy, the ability to make a living wage without some form of postsecondary education is rapidly diminishing. Linked Learning prepares high school students for the full range of post-graduation opportunities. Linked Learning engages youth. The approach engages youth in academically challenging work by demonstrating its relevance to the real world. Linked Learning does not lower expectations. Rather, it alters how core academic subjects are taught. Students learn to master challenging subjects through curricula that appeal to their interests and introduce them to exciting careers. Linked Learning is effective. The Linked Learning approach is already transforming the lives of countless youth in California. Studies show that the approach can raise academic achievement, increase earning power and improve college-going rates. While all the evidence is not yet in, the research supports the case for making Linked Learning a focus of high school reform.$http://www.webcitation.org/66mO5jLWZ$http://www.webcitation.org/66mO9kSM4$http://www.webcitation.org/66mOEPP4m$http://www.webcitation.org/66mOG3zwB$http://www.webcitation.org/66mOHOTNT$http://www.webcitation.org/66mOJCXIC$http://www.webcitation.org/66mOL6wZICommunity FoundationsCommunity Foundations IICommunity Leadership ProjectFresno Regional Foundation Fund for Financial Restructuring4Research About Philanthropy and the Nonprofit Sector Irvine has a long history of partnering with community foundations to support their ambitions for growth and leadership. This work has focused more philanthropic resources to underserved regions in all parts of the state and helped create healthier, thriving communities. Throughout California and beyond, community foundations are critical resources in understanding the needs and aspirations of their local communities and in helping to increase the resources available to meet these aspirations. Since 1995, Irvine has partnered with community foundations across California in our core program areas and in several capacity-building initiatives. Through the creativity, commitment and inquisitiveness of these community foundations, we have learned a great deal about how best to increase a community foundation s relevance, stature and sustainability. By sharing our successes and challenges, we hope to enhance the impact of community foundations everywhere. Community Foundations Initiative II 2005 2011 This initiative invested $12 million in a group of small and emerging community foundations in rural parts of California to accelerate their growth and leadership. Seven community foundations in locations from Shasta County to Kern County are currently part of the initiative, and their learnings are captured and shared through the Irvine C< ommunity Foundations Series: Growing Smarter Growing Smarter: Achieving Sustainability in Emerging Community Foundations Reaching Out Reaching Out: Board Ambassadors for Growth in Community Foundations The Four Ps of Marketing The Four Ps of Marketing: A Roadmap for Greater Community Foundation Visibility Details about the initiative | Overview of the evaluation Community Foundations Initiative I 1995 2003 This $11.7 million effort supported and strengthened seven small and midsize community foundations across California. Each community foundation developed a strategic community project designed to enhance its role as a community leader and simultaneously worked to increase the community foundation's internal capacity. Learnings from this initiative are shared through the following publications: What Does It Take What Does It Take? Attributes of Effective Community Foundations Chief Executives Eyes_Wide_Open Eyes Wide Open: Deciding When To Launch A Community Initiative Community Catalyst Community Catalyst: How Community Foundations Are Acting As Agents For Local Change Details about the initiative and evaluation Communities Advancing the Arts 2004 2011 This initiative invested $9 million in 13 California community foundations to help them increase individual giving to the arts in their communities and to build their abilities to exercise leadership in the arts. Community foundations regranted approximately half of this investment to small and midsize arts organizations in their regions. Lessons from the initiative are being shared in real time through AdvanceTheArts.org. Advance the Arts AdvanceTheArts.orgTo accelerate the growth and leadership of selected small and emerging community foundations in rural areas of California. Community foundations serve an important and unique role in their communities. They encourage charitable giving by local donors. They identify and address local needs by making grants to local organizations and by linking donors and nonprofits. And, they are leaders in their communities, drawing attention and resources to priority community concerns. Irvine has a long history of partnering with community foundations (read more about Irvine's community foundations support), recognizing that these organizations deeply understand the needs and aspirations of their local communities. In 1995, we launched the first Community Foundations Initiative, an $11.7 million effort to strengthen seven midsize community foundations across the state from 1995 to 2003. In 2005, we launched the Community Foundations Initiative II (CFI II), which builds on the success of our first initiative and focuses on smaller community foundations located in more rural parts of the state. At the heart of CFI II is a belief that community foundations can increase their credibility and raise awareness of their work among donors and the broader community by implementing a visible and thoughtful regranting program. With increased recognition and investments to strengthen their own organizations, community foundations can grow faster and increase their ability to serve their communities. An important objective of both community foundation initiatives has been to address the disparity in philanthropic giving in California by focusing on community foundations in regions of the state that have been underserved by organized philanthropy. For more information about this issue, read our 2006 report Foundation Giving in California, which provides a comprehensive picture of private philanthropy in the state. Structure of the Initiative Community Foundations Initiative II is a $12 million initiative that aims to accelerate the growth and leadership of selected small and emerging community foundations in rural parts of the state. Launched in 2005 and planned to conclude in 2011, the initiative s strategy is to provide selected community foundations with three types of support: Direct grants for core operating support and self-identified projects to build the foundation s organizational infrastructure Regranting funds i< n Youth or Arts to help each community foundation develop skills as a grantmaker A strong program of technical assistance and a learning community where community foundations can learn from each other s successes and challenges Technical assistance is an integral component of CFI II. Participating community foundations are offered a host of services to mobilize and engage board members, increase visibility in their communities and plan for financial sustainability. In addition, executives from the participating community foundations meet twice each year to hear from outside speakers, learn from one another and address the key aspects of growing and sustaining a small community foundation. Participants Nine community foundations were selected for the first phase of CFI II (2005 to 2008) and received three-year grants ranging from $325,000 to $575,000. In 2008, seven of these community foundations were selected to receive additional three-year grants ranging from $400,000 to $700,000. We are not accepting proposals from additional community foundations, as the initiative will conclude in 2011. Current grantees are: Community Foundation of Mendocino County Fresno Regional Foundation Kern Community Foundation Napa Valley Community Foundation Placer Community Foundation San Luis Obispo County Community Foundation Shasta Regional Community Foundation Technical Assistance Team Technical assistance is provided to CFI II grantees by a team of experienced consultants, including: Chris Sutherland (group convenings and coaching to the learning community) FSG Social Impact Advisors (sustainability planning and evaluation) Williams Group (visibility and communications) Learnings The lessons learned by our grantee partners are captured in the Irvine Community Foundations Series: Growing Smarter Growing Smarter: Achieving Sustainability in Emerging Community Foundations Reaching Out Reaching Out: Board Ambassadors for Growth in Community Foundations The Four Ps of Marketing The Four Ps of Marketing: A Roadmap for Greater Community Foundation VisibilityThe Community Leadership Project is a joint effort funded by three California foundations to strengthen grassroots organizations that serve low-income people and communities of color. The David and Lucile Packard, James Irvine, and William and Flora Hewlett foundations have long traditions of supporting diverse and low-income communities and believe that this grantmaking is critical to our missions. Underwritten with $10 million from the three foundations, the Community Leadership Project targets small and midsize organizations in three geographic areas: the greater San Francisco Bay Area, Central Coast and San Joaquin Valley. The funders selected these three regions based on interviews with a diverse group of leaders across the state, an analysis of demographic shifts and poverty rates, as well as the geographic priorities of each foundation. The project was launched in April 2009 and will continue through December 2012. Below is a map of target counties and organizations serving those areas.XFor a regranting and donor-development program that advances solutions to issues that are critical to San Joaquin Valley residents and builds a pipeline of local philanthropic support. With a $3 million grant from Irvine, the Fresno Regional Foundation is establishing the Fund for the San Joaquin Valley to advance a wave of local giving that will address critical issues identified by people in the region. Announced in October 2011 in conjunction with the Fresno Regional Foundation s 45th anniversary, the fund will be used to fund nonprofit organizations doing exceptional work in areas of great importance. The fund invites the participation of local donors and seeks to sustain, in perpetuity, annual grantmaking approaching $1 million in the region. First grants will be made in 2012, with input from an advisory group that will feature voices drawn from multiple sectors, counties and demographics. The Fresno Regional Foundation (FRF) is one of the  graduating members of Irvine s Community Foundations Initiative II (2005 2011), during which time it grew assets from $15 million to $50 million. FRF has attracted new donors among the agricultural and business communities, strengthened its operating model, and professionalized grantmaking processes. Irvine CEO Jim Canales delivered a keynote speech during the Fresno Regional Foundation s 45th Anniversary Luncheon on October 26, 2011, Partnering for a Stronger Valley. Read news coverage: EDITORIAL: < Foundations Help Make Our Region a Better Place to Live, October 27, 2011 (Fresno Bee) Fresno's Martin Donates $2M for San Joaquin River, October 27, 2011 (Fresno Bee) Fresno Regional Foundation Gets $3M Grant, October 26, 2011 (Fresno Bee) Read Partnering for a Stronger Valley, remarks to the Fresno Regional Foundation s 45th anniversary luncheon by Irvine President and CEO, Jim Canales, October 26, 2011To support selected Irvine grantee organizations in developing and executing plans that position them for mission advancement and long-term financial health. The recent economic downturn was one of the most severe in U.S. history. Although there are signs of recovery, it has had profound implications for nonprofit organizations and those served by them. Some nonprofit leaders responded proactively to this crisis by developing strategies that will assist their organizations to adapt to a new economic reality. In support of these leaders and their organizations, we created the Fund for Financial Restructuring. Through a competitive application process consisting of two rounds, the fund assisted selected grantees to develop and execute plans that will better position them for the future. Structure of the Initiative The fund supports leaders and organizations that have already taken steps in response to the economic downturn by initiating internal planning processes to determine how best to adapt. We are particularly interested in supporting organizations that have already begun to explore longer-term implications and demonstrated proactive thinking and action. The fund does not address short-term cash flow needs as a result of the recession or support core operating costs for conducting  business-as-usual. We award grants from the fund on a competitive basis to current Irvine grantees whose activities are supported through the core programs in Arts, California Democracy and Youth. Grants will be in the range of $50,000 to $150,000 for a period of up to 24 months. The first round of funding was completed in late 2009. The second round of funding was completed in the summer of 2010. There will be no more rounds for the Fund for Financial Restructuring in the foreseeable future. Irvine program staff regularly works with grantees to ensure strong management practices in light of the economic downturn.+To enhance the leadership capacities of the executive directors of selected grantee organizations. Different moments in an organization's life require different kinds of leadership. The most effective leaders continually assess an organization's needs and strengths, and ask how they might enhance their abilities to fit the needs and strengths of their organization. We designed the Fund for Leadership Advancement to support executive directors of grantee organizations in the kind of self-reflection and development that will help propel their organizations toward the next stage of growth and help them respond to new opportunities or take advantage of shifting external conditions. We encourage leaders to take a long-term view by considering their organization s future needs as they further develop their leadership abilities. Structure of the Initiative The Fund for Leadership Advancement provides support tailored to the needs of executive directors of selected grantee organizations. This support might include executive coaching, visits to peer institutions, attendance at executive seminars or organizational development consulting to improve the performance of the organization. The fund is unusual among leadership-development programs in that it goes beyond one-time training events or conferences. We encourage executive directors to identify more than one kind of support to foster an integrated approach, to enhance their ability to acquire new skills and knowledge, and to assist them in applying new knowledge within their organization. Applications to the Fund for Leadership Advancement are by invitation only and are limited to current Irvine grantees. Among the invited grantees, the application process is competitive. The fund makes<  six to ten grants per year in the range of $35,000 to $75,000 each. Grantees 2009 East/West Players: Tim Dang, Producing Artistic Director League of Women Voters of California: Jill Kaiser Newcom, Executive Director Los Angeles Master Chorale: Terry Knowles, Executive Director Southern California Grantmakers: Sushma Raman, President 2008 California Alliance for Arts Education: Laurie Schell, Executive Director Central American Resource Center - CARECEN - of California: Marvin Andrade, Executive Director Community Coalition for Substance Abuse Prevention & Treatment: Marqueece Harris-Dawson, Executive Director East Bay Center for the Performing Arts: Jordan Simmons, Artistic Director The Institute for College Access and Success: Robert Shireman, Executive Director LINES Contemporary Ballet: Ann Marie Nemanich, Executive Director Theatre Bay Area: Brad Erickson, Executive Director Working Partnerships USA: Phaedra Ellis Lampkins, Executive Director 2007 Armand Hammer Museum of Art and Cultural Center: Ann Philbin, Director California Budget Project: Jean Ross, Executive Director Center for Governmental Studies: Tracy Westen, Chief Executive Officer Communities For A Better Environment: Bill Gallegos, Executive Director Dell'Arte: Michael Fields, Producing Artistic Director Eastside College Preparatory School: Chris Bischof, Principal La Jolla Playhouse: Stephen Libman, Managing Director Magic Theatre: David Jobim, Managing Director New Teacher Center, UCSC: Ellen Moir, Executive Director Oakland Museum of California Foundation: Lori Fogarty, Executive Director Southwest Chamber Music Society: Jan Karlin, Executive Director 2006 Angels Gate Cultural Center: Nathan Birnbaum, Executive Director Aspire Public Schools: Don Shalvey, Chief Executive Officer California Charter School Consortium: Caprice Young, President and CEO Envision Schools: Daniel McLaughlin, Chief Executive Officer Grand Performances: Michael Alexander, Executive and Artistic Director High Tech High Foundation: Jed Wallace, Chief Operating Officer Movimiento de Arte y Cultura Latino Americana de San Jose: Tamara Alvarado, Executive Director Otis Art Institute: Samuel Hoi, President Pacific Asia Museum: Joan Marshall, Executive Director Pat Brown Institute of Public Affairs, CSU-LA: Jaime Regalado, Executive Director Springboard Schools: Merrill Vargo, Executive Director Youth Speaks: James Kass, Executive Director 2005 Inland Congregation United for Change: Corey Timpson, Executive Director Oakland Community Organizations: Ron Snyder, Executive Director Omega Boys Club of San Francisco: Joseph Marshall, Jr., Executive Director Orange County Community Foundation: Shelley Hoss, Executive Director San Francisco Art Institute: Christopher Bratton, President Teatro Vision: Raul Lozano, Executive Director Ventura County Museum of History and Art: Tim Schiffer, Executive Director Visual Communications (Southern California Asian American Studies Central): Leslie A. Ito, Executive Director (Note: Leaders on the preceding list were in place at the time of the grant award. Some grantees may have had leadership changes since that time.) Additional information The following reports discuss nonprofit leadership and how grantmakers can help build leadership capacity: Daring to Lead 2006, by the Meyer Foundation and CompassPoint Nonprofit Services, explores leading causes of executive burnout, and identifies the skills that community-based leaders most want and need to build. Investing in Leadership (Vol. 1) and Investing in Leadership (Vol. 2), by Grantmakers for Effective Organizations, offer frameworks and examples for guiding grantmaker strategies for supporting leadership development initiatives. To enhance understanding of key issues in philanthropy and the nonprofit sector in California. A key aspect of how we support the charitable community in California beyond our grants is to commissio< n research that illuminates important issues and trends in the nonprofit sector. How can funders affect public policy? How can they nurture development of new fields? How can they best support grantees? We believe that relevant, accessible and objective information addressing these questions and others can help public and private funders focus their resources and better serve the people of California. Examples The Strong Field Framework: A Guide and Toolkit for Funders and Nonprofits Committed to Large-Scale Impact  A report by the Bridgespan Group about how to assess the nature and needs of the fields in which nonprofits operate, published in June 2009. Evaluation Kit for Trustees  A survey by FSG Social Impact Advisors sheds light on what foundation trustees think about evaluation, and provides tools for engaging trustees in exploring and informing their institutions evaluation strategies, published in June 2009. The Inland Empire Nonprofit Sector  Research by the University of San Francisco Institute for Nonprofit Organization Management on the strengths and challenges for the nonprofit sector in the Inland Empire, published in March 2009. Foundations and Public Policy Grantmaking  A white paper by consultant Julia Coffman explores the range of ways that private foundations can engage in public policy, published in March 2008. Foundation Giving in California  A report prepared by Putnam Community Investment Consulting about the regional disparities of foundation giving in California, published in November 2006. $http://www.webcitation.org/66mOtsuBDClimate ChangeSea Change Foundation is dedicated to achieving meaningful social impact through leveraged philanthropy that addresses the most pressing problems facing the world today. The Foundation's initial focus is addressing the serious threats posed by global climate change. The Foundation is in the process of determining how its grantmaking can have maximum impact, and is not able to accept unsolicited proposals.$http://www.webcitation.org/66mauKHA85Public Education at the primary and secondary levels.9The Brown Foundation, Inc. was founded in July 1951 by Herman and Margarett Root Brown and George R. and Alice Pratt Brown. Since its inception it has awarded more than $1.26 billion in grants through the fiscal year ending June 30, 2011. Of these funds, approximately 80% were awarded within the State of Texas with special emphasis on the City of Houston. MISSION STATEMENT The purpose of The Brown Foundation, Inc. is to distribute funds for public charitable purposes, principally for support, encouragement and assistance to education, the arts and community service. AREAS OF CURRENT INTEREST The Brown Foundation's current emphasis is in the field of public education at the primary and secondary levels. The Foundation will focus on supporting non-traditional and innovative approaches which are designed to improve public education primarily within the State of Texas. The visual and performing arts remain a principal area of interest. The Foundation also supports community service projects which serve the needs of children and families. PROGRAM CRITERIA In all program areas, the Foundation is interested in funding projects which fulfill one or more of the following criteria: Addressing root causes of a concern rather than treating symptoms. Serving as a catalyst to stimulate collaborative efforts by several sectors of the community. Resulting in a growing, long-lasting impact on the situation beyond the value of the grant itself. Reflecting and encouraging sound financial planning and solid management practices in administration of the project.$http://www.webcitation.org/66mboiJ2vEnding Violence Against Girls and Women and Promoting Gender Equity Worldwide; Empowering Adolescent Girls in the Developing World; and Advancing Social and Emotional Learning (SEL) in the U.S.$http://www.webcitation.org/66vBRKPVR$http://www.webcitation.org/66vBSSQmm$http://www.webcitation.org/66vBTsoXr$http://www.webcitation.org/66vBVifjFGlobalBarr s goal for its arts and culture grantmaking is to enhance the cultural vitality of Boston. Beginning in 2011, the Foundation will focus its arts and culture investments in two areas: mid-sized arts organizations and youth arts. Mid-sized Arts Organizations Supporting artistic quality and long-term strength of mid-sized arts and cultural institutions. Mid-sized arts organizations play a vital role in Boston s cultural landscape. The Foundation seeks to strengthen such institutions so that they continue to thrive into the future. In 2011, the Foundation issued a request for concept process to identify a cohort of mid-sized arts organizations to support over a period of three to five years. For more details on this new initiative, click here. Youth Arts Supporting opportunities for young people to experience and pursue excellence in the arts both in- and out-of-school. Barr s investments in youth arts focus on expanding three types of opportunities for young people in Boston: in-school arts instruction in the Boston Public Schools, out-of-school programming that allows young people to engage directly with working artists, and opportunities to pursue mastery in an art form. The Foundation supports arts instruction in the Boston Public Scho< ols through participation in the BPS Arts Expansion Initiative hosted by EdVestors. Barr will continue its support for the Culture for Change Initiative, which connects young people with working artists to develop projects focused on social change. In early 2012, the Foundation issued a request for concept papers from organizations offering opportunities for Boston youth to pursue artistic mastery  in order to form a cohort, which it will support over a period of three to five years. For more details on this initiative, click here. In addition to the primary areas of focus outlined above, the Foundation will also explore ways to invest in the arts as a vehicle for raising awareness and inspiring action related to climate change.Barr s goal for public education is to close education opportunity gaps in Boston so that public school achievement is no longer predicted by demographics or address. In support of this goal, our investments are focused on three areas: Boston Public Schools Ensuring that the Boston Public Schools system is able to achieve substantial progress in schools where achievement disparities are most pronounced. Barr invests in building strategic and management capacity at the Boston Public Schools, so that district leaders can fulfill their vision and play their part in helping schools close opportunity gaps. The Boston Public Schools (BPS), which enroll nearly 80% of Boston s children, are the primary focus of our education investments. Early Education Ensuring Boston's children enter school ready to learn The importance of quality early education has been well documented. Our focus is on ensuring that all of Boston's children enter school ready to learn and are reading proficiently by grade three. Out-of-School System Developing a more robust out-of-school system so that all Boston neighborhoods have good options for their children Children and youth spend more time out of school than in it. We believe that organized and effective out-of-school activities help create better students and residents. Rather than supporting individual programs, we focus on collaborative efforts to improve the overall quality of Boston s out-of-school system. uThe Barr Foundation is committed to helping Boston and Massachusetts meet or exceed their 2020 and 2050 targets for reducing greenhouse gas (GHG) emissions, and become national models for reducing GHG emissions. Our primary investments aim to achieve emissions reductions from two of their largest sources: buildings and transportation. We also seek to support approaches that ensure no group of residents is unfairly burdened by the costs of action, or excluded from the benefits to pocketbook, health, or quality of life that flow from new green jobs, more efficient buildings, and a highly efficient transportation network. Transportation and Smart Growth Creating more connected, complete communities, and improving transportation options to reduce vehicle related emissions Energy Efficient Buildings Implementing community-wide programs to improve building energy efficiency >4Barr Global was established in 2010 to improve the lives of children and families in poverty in developing countries. The Global team is building a portfolio of projects that delivers measurable improvements in the interconnected areas of Livelihoods, Health, Environment and Education, predominantly in rural areas. Our investments are currently focused in sub-Saharan Africa, Haiti and India. Barr collaborates with a variety of partners in these settings, ranging from local grassroots organizations to foreign ministries, to internationally recognized social entrepreneurs and large international organizations. Barr Global employs an outcome-driven approach designed to produce the greatest social and environmental return. Barr Portfolio Areas Sustainable Agriculture: Barr Global investments are intended to increase agricultural productivity and market access for small-hold farmers in an environmentally responsible manner. We recognize the need to strengthen farmers resilience to climate change and therefore initiate projects which introduce new farming practices, rehabilitate degraded land, and expand access to irrigation technologies and agricultural markets. Community Health: Barr Global seeks to increase access to, and uptake of, effective health care in rural areas, with particular attention to the health and wellness of children under five years of age. Barr Global s approach focuses on increasing the number of appropriately trained<  and supported community health workers, resolving inefficiencies that lead to shortage in the availability of essential medicines, and supporting the use of mobile technology to accelerate workforce development and improve the quality of care. Clean Energy: Barr Global aims to increase access to affordable and clean energy to improve the health and economic welfare of families and to reduce their environmental footprint by limiting deforestation greenhouse gas emissions. We focus on supporting and scaling organizations with potential for impact, developing markets for clean cook stove technologies, launching demonstration projects, and utilizing existing rural distribution platforms to increase access to clean energy products. Exploration and Learning: Barr Global invests in a variety of exploratory high impact initiatives and special opportunities. Typical Grants Following is a brief overview of representative investments from each of the Barr Global portfolios: SUSTAINABLE AGRICULTURE KickStart (www.kickstart.org) Since 1991, KickStart has been helping people lift themselves out of poverty by developing and promoting technologies that can be used by entrepreneurs to establish and run profitable small scale businesses. KickStart s  Money-Maker human-powered irrigation pumps quickly enable thousands of very poor farming families to access water and grow cash crops. KickStart s market-based approach to development has delivered sustainable results, propelling poor people into the middle class. Since 1998, with over 120,000 Money-Maker pumps sold, KickStart reports an average 10-fold increase in annual net income of KickStart pump users. In the last decade, newly established small farming businesses have lifted 600,000 people out of poverty, and have contributed to $100 million in new profits and wages. Barr Global s grant to KickStart funds the promotion of pumps and education to farmers on agricultural water management, testing and product development, expanding and developing sales force, and promoting tree planting. It is also focused on helping KickStart to strengthen its business model and operations in Kenya in order to sustainably lift 22,500 individuals out of poverty. One Acre Fund (www.oneacrefund.org) Launched in Kenya in 2006, One Acre Fund currently works with 54,000 farmers in Kenya and Rwanda to increase their agricultural output by offering access to agricultural loans and critical inputs. The organization provides farmers with a bundle of products and services, including: financing, seed and fertilizer, training, and market access. Farmers obtain loans from One Acre Fund, which average $50 US, and are repaid at the conclusion of the harvest. To date, 98% of One Acre Fund loans have been repaid. This model has consistently enabled farmers to double their output per acre. One Acre Fund has expanded its operations to Rwanda and intends to launch programs in three additional countries within the next three years. Barr Global s investment will enable One Acre Fund to expand its work with farmers in Kenya and Rwanda to improve their livelihoods. By planting three million trees, and by introducing and testing new farming methods, the project will also reduce farmers vulnerability to the harmful impacts of climate change  in particular irregular rainfall and soil erosion. In addition, Barr funding will support One Acre Fund s aspiration to serve as a distribution platform for portable solar lighting products, the cost of which can be bundled into the agricultural loans. Access to lighting reduces household expenditures on kerosene and creates additional study time in the evening for children. Mercy Corps (www.mercycorps.org) Mercy Corps was founded in 1979 and has worked in over 100 countries worldwide. Mercy Corps strategy is to reduce income poverty in transitional environments through market driven, community-led interventions. Barr Global is supporting Mercy-Corps in a two-year effort  called, Vie, Te & Eneji (Life, Land & Energy). The project aims to break the reinforcing cycle of poverty and environmental < degradation in rural Haiti through watershed restoration. With an initial focus on a catchment area comprising two rural communities, the project will engage participants in new ways of managing, and earning livelihoods, from their natural resources. The initiative will increase agricultural productivity, strengthen the capacity of community-based associations to develop and manage livelihoods through innovative economic activities and will introduce renewable and efficient energy technologies in order to improve the living conditions of beneficiaries linked to the watershed. The Relief Society of Tigray (www.rest-tigray.org.et) The Relief Society of Tigray (REST) is an Ethiopian NGO founded in 1978 with a vision to address the root causes of poverty by improving the livelihoods, health, and education of the people of Tigray. REST also maintains a particular focus on helping women assume a more prominent and powerful role in local decision making and institutions. REST s programs include: emergency response and rehabilitation, agricultural development, natural resource conservation, economic diversification, micro-finance and more. Headquartered in Mekelle, the capital of Tigray region, REST works closely with the Ethiopian government, which, along with a host of international donors, also provides financial support to REST. Barr Global s funding will enable REST to increase household food production in Southern Tigray by diversifying farm and household food production, restoring the Bete Gabriel watershed, and promoting the sustainable usage of natural resources in Hintalo Wajerat Wareda. The project will significantly and sustainably reduce the number of food insecure households in the watershed, with particular attention to female-headed households. COMMUNITY HEALTH AMREF and The Open University (www.amref.org and www8.open.ac.uk/africa/heat) The African Medical and Research Foundation (AMREF) is a leading health development organization in Africa, bringing quality health care closer to those who need it most. Headquartered in Nairobi, Kenya, AMREF s vision is for lasting health change in Africa. Founded in 1957, AMREF provides health care to Africa s most marginalized and vulnerable communities in Kenya, Uganda, South Sudan, Ethiopia, Tanzania, and South Africa. AMREF has trained thousands of community and mid-level health care workers, who are crucial for the attainment of health-related Millennium Development Goals. Founded in 1971, The Open University (OU) is a world leader in modern distance learning. The university is dedicated to making quality learning accessible to all, particularly students from groups traditionally under-represented in higher education. A pioneer in harnessing new media for learning, the OU began to exploit the internet in the mid-1990s by offering academically rigorous, interactive, online coursework, combined with tutors and other means of support. In 2011, the OU launched a pilot distance-learning program in Ethiopia, which trained 1,200 new frontline health workers and focused on developing technical skills for curative care of children under five years of age. Barr Global s three-year grant will enable AMREF/Open University and the Ethiopian Ministry of Health to train 2,000 frontline health workers in six regions of Ethiopia, in order to provide care to mothers and children in rural communities. In addition, these partners will help strengthen the capacity of the Ethiopian training institutions, regional health bureaus, master trainers, and tutors to sustainably meet the region s need for high quality frontline health workers. In so doing, AMREF/Open University will contribute to a significant decrease in the rate of child and maternal mortality. CLEAN ENERGY Acumen Fund (www.acumenfund.org) Established in 2002, Acumen Fund raises philanthropic capital and invests debt and equity in enterprises that provide critical goods and services, including energy, health and agricultural inputs, at affordable prices to low-income customers in India, Pakistan and East Africa. Sometimes referred to as  p< atient capital, Acumen also champions this approach as an effective alternative to traditional aid, which can create dependence. It also fills a gap from pure market approaches, which can bypass the poor. Barr Global provided funding for Acumen s second energy fund, a $5 million fund that will support the sourcing, investment, and support of 4-6 new enterprises providing affordable, efficient, healthy and renewable energy. These solutions have the potential to sustainably improve the lives of over three million people living in poverty in East Africa and South Asia. Partners in Health (www.pih.org) Founded in 1987 in Cange, Haiti, Partners in Health (PIH) is an international health care organization which operates in twelve countries. PIH delivers high-quality health care to people and communities facing the dual burdens of poverty and disease. PIH s work has three goals: to care for patients, to alleviate the root causes of disease, and to share lessons learned around the world. For more than 20 years, PIH and its sister organization in Haiti, Zanmi Lasante (ZL), have been providing vital health care services in Haiti s Central Plateau and Artibonite Valley. PIH/ZL works in close partnership with the Haitian Ministry of Public Health and Population through a network of 12 public hospitals and health centers, where they have constructed or rehabilitated public health infrastructure, strengthened, equipped, and staffed clinical operations, and provided comprehensive medical care. PIH/ZL has become one of the largest health care providers in Haiti, serving an area of 1.2 million people. With support from Barr Global and other co-funders, PIH will design and install an alternative solar energy system for a new, 320-bed teaching hospital in Mirebalais. The system will be energy efficient, reliable, cost-effective, and it will minimize hospital s carbon emissions. The Mirebalais hospital energy concept has the potential to be replicated and adapted elsewhere in Haiti and beyond, showcasing and accelerating the mainstreaming of highly reliable, low cost, sustainable energy systems for large infrastructure projects. EXPLORATION AND LEARNING Aid India (www.eurekachild.org) Aid India was founded in 1986 as an independent NGO. Its mission is to ensure that every child in the southern Indian state of Tamil Nadu receives a quality education. For the last decade, Aid India has designed and implemented quality improvement programs in primary and secondary education. It has become a leader in developing high quality content, easy-to-use kits, and trainings. Since 2007, Aid India has also been establishing community learning centers, where it mobilizes, educates, and activates local youth and parents as advocates and supporters of quality education. Through this work, Aid India is demonstrating how community tutors can support learning, and how schools improve when parents are empowered to demand accountability from every teacher, every school, and from the public education system. Barr Global s grant to Aid India supports the development of a high-quality out-of-school-time learning program in 1,000 villages in Tamil Nadu, India. It is expected that this educational engagement will lead to improved learning outcomes for 60,000 children and an increase in 75,000 parents understanding of children s educational needs. This will demonstrate both the feasibility and importance of parent and community engagement in children s learning. The Barr Global Team Heiner Baumann, Director of Global Programs Pierre Imbert, Senior Advisor for Haiti Tanya Jones, Global Programs Senior Associate Christi Tritton, Program Assistant $http://www.webcitation.org/66vBnyUmH$http://www.webcitation.org/66vBooGJJ$http://www.webcitation.org/66vBpg6HkBoston Pubic SchoolsEarly EducationOut-of-School System Supporting success in grades K-12 is a focal point of Barr s work in education. As the majority of Boston s children attend Boston Public Schools (BPS), it is the primary focus of Barr s K-12 investments. Focus Areas We are presently focusing our efforts on: Helping BPS Launch and Sustain Major Change Efforts Barr invests i< n building strategic and management capacity at the Boston Public Schools, so that district leaders can fulfill their vision and play their part in helping schools close opportunity gaps. Public Will Building Education reform often fails when parents, students, teachers, or other concerned citizens experience reform as something done to them rather than with them. To ensure that district leaders and other champions of public school children have a strong public mandate for change, Barr invests in efforts to organize diverse groups of stakeholders to push for better schools. Schools in the "Circle of Promise" Many schools in the Boston Public Schools system already provide a world-class education. But school quality is uneven across the district. Barr invests in efforts to ensure there are good school choices in all of Boston s neighborhoods. We invest in work to redesign Boston s lowest performing schools  particularly those within the  Circle of Promise. Our focus is on helping schools coordinate more effectively with nonprofit partners. We also look to improve how those nonprofits work with one another and with the district s central office. Desired Outcome Through our K-12 investments, Barr seek to contribute to the following outcome: Boston children and families living where achievement disparities are most pronounced have good public school options Measures To evaluate progress towards these outcomes, we pay attention to the following: The district is on track implementing its strategic plan, and is meeting both academic and operational benchmarks The district and teachers union negotiate a student-centered contract Advocacy groups of students, parents, and others are effectively organized to watchdog implementation of a new contract, and to provide steady pressure for school improvement Academic gains  particularly in schools where achievement disparities are most pronounced An Invitation While Barr does not accept unsolicited grant proposals, we welcome new ideas for improving our strategies and advancing our goals. If you wish to share your insights, experience, and creative ideas, we invite you to e-mail us at info@barrfoundation.org. PStarting from birth, children s cognitive and social-emotional development is deeply influenced by their environment and caregivers. When their first years are characterized by stable circumstances and nurturing relationship, it can set the stage for a lifetime of learning and academic success. In contrast, if those years are characterized by stresses like poverty, neglect, or violence, research suggests it can actually impair brain development and health. As one consequence, lower-income children often arrive at kindergarten as many as two years behind their more affluent peers. To close this gap requires a focus on children from their earliest years. It also calls for new approaches that not only lay the groundwork for academics, but also help children and families access and build resilience. In 2011, Barr conducted a strategic review of its early education grantmaking. This included extensive conversations with leading thinkers and practitioners in the field, as well as many Barr grantees and colleagues from other foundations. It also featured new research on the developing brain by Jack Shonkoff at Harvard University s Center on the Developing Child. This research made two things clear: first was the importance of focusing on children from birth  as opposed to waiting until children arrive in formal education or pre-school settings; second was the need for new approaches that take into account the harmful impacts of early adversities. This research is relatively new. Barr is at the beginning stages of understanding what it means and so is the field. It is not yet clear what the most effective interventions will look like. So, Barr s emerging focus areas include elements of research and development intended to continue sharpening the Foundation s approach, and to advance the state of practice in the field. Emerging Focus Areas Barr s early education inv< estments prioritize low-income children in Boston, from birth to age five  especially children living in the  Circle of Promise and English Language Learners. To promote systems change, Barr will build on past efforts supporting policy and advocacy, and will also provide funding for demonstration projects. All investments will all focus on two areas: Strengthening parents and caregivers as first teachers: Children develop more rapidly during their first five years than at any other phase of their lives. During these years, parents and other caregivers have an enormous role to play in whether or not children reach important milestones on the path to school readiness and early literacy. Barr s grants in this area focus on strengthening parents and caregivers as first teachers. They will also explore innovations that buffer against the harmful impacts of adversity. Bridging early and elementary education: Without strong alignment between early education and elementary school, there is risk of  fadeout  where children who have benefitted from high quality early education programs do not hold on to gains as they advance through elementary school. This happens for a variety of reasons, including different curricula, lack of communication and coordination across systems, and different ways of tracking and using data. Barr s grants in this area focus on bridging early and elementary education, so that early gains are maintained. Desired Outcomes Through its early education investments, Barr seeks to contribute to the following outcomes: Early language and literacy development Kindergarten readiness Smooth transitions to elementary grades leading to third grade literacy Measures While the Foundation s early education investments are not all explicitly focused on early language development and literacy, Barr is focused on third grade reading proficiency as the critical lagging indicator of success of these investments. Research shows that third grade reading proficiency is highly correlated with future academic success. Until third grade, children are  learning to read. After third grade, they are  reading to learn. Children who do not meet this benchmark typically fall further and further behind. Many lose confidence, and lose interest in school. Dropout rates and rates of other high-risk behaviors increase. To evaluate progress towards this outcome, Barr pays attention to: Kindergarten readiness assessment 1st grade literacy 3rd grade literacy An Invitation While Barr does not accept unsolicited grant proposals, we welcome new ideas for improving our strategies and advancing our goals. If you wish to share your insights, experience, and creative ideas, we invite you to e-mail us at info@barrfoundation.org. Students spend more time out of school than they do in school. After school and summer programs play a critical role in helping all of Boston s youth to realize their full potential. High quality programs can not only increase academic achievement, but also enhance self-esteem, leadership, and interpersonal skills. They also offer safe spaces, where young people can have positive interactions with peers and where supportive relationships with caring adults can flourish  both of which decrease risks of crime, substance abuse, and teen pregnancy. Focus Areas We are presently focusing our efforts on: Strengthening partnerships between Boston Public Schools and community organizations: To address the needs of the whole child, Boston Public Schools depend on a multitude of community partners. When the district has strong, well coordinated partnerships with community members, it is better positioned to help students make both achievement and youth development gains. In this area, Barr is particularly focused on supporting the redesign of after school and summer programming in Boston s lowest performing schools. Creating a  No Wrong Door system of coordinated programs: As a secondary focus, Barr is supporting efforts to help youth-serving organizations better coordinate with one another, s< o that youth who have become disengaged from education and career opportunities have  no wrong door. No matter what organization youth first come in contact with, they can quickly and easily be linked to other organizations in the Boston network that best meet their interests and needs. Desired Outcomes Through our Out-of-School Time investments, Barr seeks to contribute to the following outcomes: Improved academic and youth developmental outcomes in Boston s lowest performing schools Improved high school and college completion rates among youth who have disengaged from school Increased rates of sustainable employment among disconnected youth Measures To evaluate progress towards these outcomes, we pay attention to the following: Academic growth Improved socio-emotional well-being High school and college completion rates Job hire and retention rates An Invitation While Barr does not accept unsolicited grant proposals, we welcome new ideas for improving our strategies and advancing our goals. If you wish to share your insights, experience, and creative ideas, we invite you to e-mail us at info@barrfoundation.org. $http://www.webcitation.org/66vBhlvXm$http://www.webcitation.org/66vBiNUVcTransport and Smart GrowthEnergy Efficient Buildings| Over a third of all CO2 emissions in the United States come from our transportation system, which is the largest in the world, and the fastest growing source of CO2 emissions in the U.S. economy . Serious efforts to mitigate the risks of climate change cannot ignore transportation. To reduce transportation-related emissions requires better links between where people live, work, learn and play. This means changing how we make decisions about investments in roads, bridges, transit lines, and new developments. It also means making all forms of transportation  driving, biking, walking, and public transportation  safer, more affordable, and more efficient for everyone. Given its transportation infrastructure, Metro Boston has the capacity to be among the top, if not the top US metro to live in without a car. However, current zoning and land use patterns in Massachusetts, combined with the ways we plan, build, and maintain our transportation infrastructure are increasing sprawl, making us more car dependent, and creating some of the worst traffic in the nation. If left unaddressed, vehicle-related emissions will continue to climb  effectively negating any benefits from reductions gained through other approaches to reduce vehicle emissions, such as cleaner fuels and more fuel-efficient vehicles. Focus Areas Barr s Transportation and Smart Growth investments are currently focused on a combination of long-term and shorter-term efforts. Our long-term efforts are concentrated on building and strengthening networks to provide education and advocacy related to transportation and land use policy. Our shorter-term investments aim to demonstrate how communities can become more connected, more integrated with high-quality transportation options, and where our entire transportation network (which includes, but is no longer so limited to driving) operates more efficiently. Desired Outcomes Through Barr s Transportation and Smart Growth investments, we seek to contribute to the following outcomes: A substantial reduction of vehicle-related greenhouse gas emissions Adaptation and adoption of effective Metro Boston approaches in other communities nationally Measures To evaluate progress towards these outcomes, we pay attention to the following: Improved alignment of Massachusetts advocates pressing for reform of state and federal transportation and land-use policies, practices, and financing State policies that set sufficiently aggressive GHG reduction targets Creation of more and more  Great Neighborhoods, where residents have easy, safe, efficient access to their places of work, worship, shopping, and recreation  whether they choose to travel by foot, bike, car, or public transportation. Learning networks of foundations, nonprofits, and civic leaders to share effective practices and lessons learned, and to<  learn from their regional and national counterparts An Invitation While Barr does not accept unsolicited grant proposals, we welcome new ideas for improving our strategies and advancing our goals. If you wish to share your insights, experience, and creative ideas, we invite you to e-mail us at info@barrfoundation.org. Nationwide, buildings are responsible for 42 percent of greenhouse gas (GHG) emissions . In the City of Boston, residential, commercial, and city buildings produce 74 percent of emissions . To effectively reduce emissions, Boston and the region cannot ignore the opportunity to make its building stock more energy efficient. Fortunately, substantial reductions in building-related emissions can be achieved through energy efficiency upgrades. What s more, this work can be done using existing technologies, is highly cost effective, and has many additional benefits  including cost savings, improved air quality and health outcomes, and local job creation. Focus Areas Building on the Foundation s prior investments to support green building in Boston and energy efficiency in Cambridge, Barr s primary approach will be to help cities and towns in Massachusetts design and implement community-wide energy efficiency programs. Recognizing that upgrading buildings in different sectors takes different approaches, we will support work that pushes the state of practice in specific sectors, such as low-income housing, small businesses, health care, and large commercial buildings. Desired Outcomes Through Barr s Energy Efficient Buildings investments, we seek to contribute to the following outcomes: A substantial reduction of building-related greenhouse gas emissions across commercial, industrial and residential sectors Energy efficiency upgrades and  high-road jobs to low income and communities of color Adaptation and adoption of effective Metro Boston approaches in other communities nationally Measures To evaluate progress towards these outcomes, we pay attention to the following: New capacity for cities and towns to start and scale energy efficiency programs Increased engagement and demand by residents, businesses and institutions for more energy efficiency and climate action efforts State policies that set sufficiently aggressive GHG reduction targets, and ensure low-income neighborhoods and communities of color have access to energy efficiency retrofits and green jobs Learning networks of foundations, nonprofits, and civic leaders to share effective practices and lessons learned, and to learn from their regional and national counterparts (DeVos Foundation, Richard and Helen, The$http://www.webcitation.org/66vEIshZe$http://www.webcitation.org/66vELAWMD$http://www.webcitation.org/66vEMB4L1$http://www.webcitation.org/66vENBj4F$http://www.webcitation.org/66vER96VXOil Heat Program Citizens WindBusiness InitiativesAssistance ProgramsCitiziens Unite} The Citizens Energy Oil Heat Program has delivered millions of gallons of discount home heating oil to poor and elderly households in Massachusetts and other cold weather states since 1979. This unique program helps protect needy families from volatile heating oil prices, which often leave households having to choose between heating the home and paying for other life essentials, such as food, health care, or clothing. Does your State Participate? States that are highlighted in blue participated in the Citizens Energy Oil Heat Program this past winter. In addition, Native American tribal communities in nine other states also received energy assistance grants through the program this year. To find links to other heating assistance and energy efficiency resources in your state, please click on your state on the map above, or click on the For Further Assistance link above. What is the Oil Heat Program? In partnership with CITGO, Citizens Energy works with thousands of oil heat dealers and local fuel assistance agencies in 23 states to provide deliveries of home heating oil to those in need. This year the Oil Heat Program provided eligible families a one-time delivery of 100 gallons of home heating oil. Why is the Program Needed? In states like Massachusetts, heating oil prices have increased considerably since 2000, yet the wages for low-income families and individuals have remained stagnant. The federal government provides some help to low-income families struggling to stay warm during the winter through the Low Income Home Energy Assistance Program (LIHEAP), but this assistance historically has reached only about one in five eligible families. And many other working poor families who do not qualify for federal assistance programs still need help from time to time. Low-income families have little choice but to cut back on food, medicine, and other life essentials when their home energy costs rise. Bad choices lead to bad outcomes. When the heating bills of poor families rise, studies show they often reduce their spending on food by about the same amount, and it is no surprise that cases of undernourished children increase by about one-third during winter months. The Citizens Energy Oil Heat Program works to provide struggling families with a bit of relief when temperatures hit freezing and high heating oil prices force families to make difficult and often unsafe trade-offs.Established in 2003, Citizens Wind is Citizens Energy s wind development division. Citizens Wind's po< rtfolio of wind projects under development in the U.S. and Canada has the potential to generate more than 2,000 megawatts (MW) of energy. Citizens Wind s profits fund Citizens Energy s assistance programs. Citizens Wind operates with the social mission of Citizens Energy in mind. Our development activities are conducted in a socially responsible manner, with particular focus on environmental sensitivity and respect for the local communities where we operate. Citizens Wind manages all aspects of the wind development process, including: " Landowner relations " Wind assessments " Environmental permitting " Engineering " Financing " Construction At each stage in the development process, our staff works closely with partners and local communities to ensure local participation, input, and support. A Community-Oriented Approach Citizens Wind works in partnership with other wind development companies and landowners where projects are located to develop utility-scale wind farms. Citizens Wind is the leading developer of wind projects with Native American Tribes in the U.S. and Canadian First Nations. Citizens Wind understands that the interests of the landowners and communities where we develop are vitally important to the success of our projects. We spend time in the community not only to answer questions about the wind development process, but also to ask questions about the concerns of our partners and neighbors. In any project, our objective is to maximize the benefits of wind power while minimizing any perceived negative impacts  whether visual, environmental, or cultural. In many of our projects, we offer communities a partial ownership share of the project and commit a portion of the profits from our ventures to benefit local programs in the communities where we operate. In this regard, we serve our larger corporate mission to help make life s necessities more affordable and available to those in need. For more information about Citizens Wind, wind energy development, or how to contact us, please see the links at the top of the page or click here.Since 1979, Citizens Energy has identified and capitalized on market opportunities to generate millions of dollars in revenue that have been channeled to social ventures and charitable causes in the United States and abroad. Our earliest business deals blossomed into a variety of commercial activities, including oil trading, oil exploration and production, electric power and natural gas marketing, mail-order service pharmaceuticals, and environmental business consulting. Some of Citizens Energy s early business innovations included: In the pre-deregulated energy market of the early 1980s, Citizens Energy played a pioneering role in electricity trading, becoming the first non-utility to win a federal license to trade power between utilities. Citizens Energy also became a leading marketer of natural gas to Local Distribution Companies after successfully challenging monopoly control of the nation's natural gas pipelines. One of the largest independent lifters of crude oil from Angola, Nigeria, and Venezuela, with over $1.2 billion in annual sales. A leading innovator in the energy conservation field, achieving average energy savings of up to 40 percent through retrofits in clients' properties. A major marketer of mail-order prescription drugs, helping to sell billions of dollars of pharmaceuticals while achieving 40 percent savings over conventional delivery. Profits from these and other business ventures have supported charitable programs as innovative as the businesses that financed them. Citizens Energy develops projects and continues to seek out innovative opportunities and partners in a variety of areas, including renewable energy, carbon markets, electrical transmission and other business areas.*Citizens Energy Corporation exists to help make life's basic needs more accessible and affordable. To further this goal, Citizens Energy has created a number of assistance programs that help people afford energy, reduce health care costs, and serve a variety of other social and educational needs. What is Global Warming? Pollution from everyday human activities and com< merce is causing average temperatures to rise all over the world. According to the PEW Center on Global Climate Change, global warming will result in a 2.5-10.4 F change in temperature by the end of this century. Why Is Global Warming Happening? Human industry and other activities like driving cars produce greenhouse gases, such as carbon dioxide. These gases are a natural part of the atmosphere and help trap heat from the sun, which allows life to exist on Earth. However, human activities during the last century drastically have increased the amount of greenhouse gases in the atmosphere. This has caused more heat to be trapped by the atmosphere, which is leading to the gradual rise in temperature all around the world. Why Does Global Warming Matter? A 2 degree F increase during this century does not sound like much, but global warming will have profound effects if temperatures continue to rise. Increased temperatures are changing regional climates and resulting in droughts, more intense storms, and drastic flooding, which would force millions of people to leave their homes if coastal areas become flooded. Climate changes also will affect animal and plant life, potentially impacting fishing, agricultural, and other food industries. Put together, these changes and disasters could affect billions of people, especially in the world s poorest countries. What Can We Do About Global Warming and Climate Change? Lots! Many countries are trying to battle global warming by reducing their greenhouse gas emissions at a gradual pace. The United States ought to adopt a similar national plan. In the meantime, many states and cities have established emission reduction goals already. But personal consumption remains a leading contributor to global warming, and that is something each of us can control and change. Every one of us can contribute to positive change simply by being mindful of our own small piece of the problem. The good news is that it does not take a lot to fight global warming, and does so makes great financial and environmental sense, both in the short and long term. $http://www.webcitation.org/66vTUgPlS$http://www.webcitation.org/66vTVe57m$http://www.webcitation.org/66vTX91lF Our ProjectsTribal PartnershipsWind Development Citizens Wind has developed successful projects in a variety of environments. Current and recent projects include: Munnsville, New York: The Munnsville Project, a joint venture between Citizens Energy and Airtricity, a wind development company based in Ireland, is a 34.5 MW wind power facility located in Madison County, New York. Working with local landowners and environmental consultants, Citizens Wind and Airtricity received a permit for the project in less than one year. The project received its environmental permit in June 2005 and entered commercial operation in the fall of 2007. Wolfe Island, Ontario: The Wolfe Island Wind Project, a 198 MW project located at the eastern end of Lake Erie in Ontario, Canada, marked Citizens Energy s entry into the Canadian market. Working with Canadian partners, Citizens Wind completed development of the project in 2008 and it went into commercial operation in 2009. Cree Nation of Mistissini: Citizens Wind formed a partnership with the Cree Nation of Mistissini and Skypower Corporation to identify and develop wind power projects on Mistissini lands. Mistissini lands cover millions of acres in northern Quebec, and our partnership has identified a number of prime opportunities. As part of Citizens Wind s commitment to working with the community during the development process, we have hired 15 Mistissini workers. Our first project will be a large scale wind farm within the traditional trapping lands of the Mistissini Cree. Penobscot Indian Nation, Maine: Citizens Wind has formed a partnership with the Penobscot Indian Nation to study the feasibility of building utility-scale wind projects on tribal trust land in western Maine. These projects would help the Penobscot Tribe develop economically while also helping the State of Maine fulfill its ambitious renewable energy goals. Citizens is working closely with the tribe and local c< ommunities to ensure that wind development respects tribal culture and history, has minimal environmental impact, and maximizes local economic benefits. Citizens hopes to begin the permitting process in the near future. Sioux Projects: Citizens Wind and the Sioux are working together to explore the feasibility of utility-scale wind development on tribal lands in South Dakota. We are developing projects on two Sioux reservations -- Rosebud and Cheyenne River. In each location, the tribe is a partner in the venture and is involved in all of the project's decisions. Tribal wind development is a unique opportunity for the Sioux to achieve sustainable economic development, realize energy independence, and empower themselves to chart their own future. Citizens is looking forward to helping its Sioux partners to take advantage of their plentiful wind resources. Citizens Wind is the leading developer of utility-scale wind projects with Native American Tribes in the United States and First Nations in Canada. Our partners include: " The Penobscot Indian Nation in Maine " The Navajo Nation in Arizona " The Sioux in South Dakota " The Cree Nation of Misstissini in Quebecc " Wasauksing First Nation in Ontario. Citizens Wind sees these partnerships as more than just business deals. Our tribal wind projects further our company s social mission by fostering tribal sustainable development, which includes the following elements: " Economic Development " Environmental Stewardship " Social Responsibility Economic Development When Citizens Wind partners with a tribe for a wind project, the tribe receives far more than arm s-length land lease payments. Tribes are offered a low-risk partnership in which they own a significant portion of the project and share in the project s management and control, while Citizens provides the lion s share of the project s development capital. Citizens Wind is committed to using, wherever possible, tribal labor, vendors, and resources to maximize project benefits to the tribe. Wind projects will create hundreds of temporary construction jobs as well as dozens of permanent jobs managing the project after completion. These high-paying  green jobs will empower the tribe s workforce and local economy. Property taxes from the wind project will fund local schools and public organizations, spreading the benefits of wind development throughout the community. Citizens also possesses a long history of reinvesting profits into communities affected by Citizens business activities and will commit a portion of its profits to benefit programs for the tribe and local communities. Environmental Stewardship Many Native American Tribes and First Nations have a strong desire to protect the environment and develop their land sustainably, so that tribal land is unspoiled for future generations. Wind energy development offers Tribes the ability to grow economically while respecting the environment. Land use is largely unaffected by wind turbines; the land can be used for farming and livestock right up to the base of the towers. Further, no mining or drilling is required to generate electricity, as wind projects require no fuel. Unlike most power sources, wind energy requires no water use and thus has zero impact on local water quality and water supply. Wind also has no harmful air emissions, such as climate change-inducing carbon dioxide. Social Responsibility Citizens Wind understands the unique dimensions of working with Native communities and respects the environmental and cultural factors that play an important role in the well-being and autonomy of each tribal nation. Citizens Wind s parent company, Citizens Energy, has a long history of involvement with native communities in the United States and Canada, in which we have demonstrated our commitment to social responsibility. Most recently, Citizens Energy s Oil Heat Program provided nearly $20 million in energy assistance last winter to 60,000 Native American households in approximately 250 tribal co< mmunities. Citizens Energy chairman Joseph P. Kennedy II has an acute understanding of the issues facing Native American communities. As a Member of the United States Congress from 1986 until 1998, Representative Kennedy championed Native American rights, fighting for equal housing opportunities, better education and improved health care for Native Americans. Citizens Energy is dedicated to make life s basic necessities more available and affordable for those on the outside of economic prosperity.&'About Wind Development Citizens Wind manages all aspects of the wind development process  from landowner relations, wind assessment and environmental permitting  all the way through engineering, project financing, and construction. At each stage in the development process, staff members work closely with partners and local communities to ensure local participation and support. Developing a successful wind project typically involves the following steps: Prospecting for good wind sites Negotiating land-lease agreements Measuring wind speeds Project design Environmental review and permitting Transmission/interconnection Negotiating power purchase agreements Arranging financing Turbine procurement Construction Prospecting for good wind sites The first step in developing a wind project is identifying attractive potential sites. To do so, the development team examines approximate wind speed data, availability for interconnection to nearby transmission lines, compatibility with local land use, the ability to permit the project, the likely environmental impact of a project, and power pricing in the area. Negotiating land-lease agreements When an attractive site is identified, the development team contacts landowners in the area to obtain the rights to develop a wind project on their land. The landowners are compensated in a number of different ways, with the most common agreements involving either annual lease payments or a percentage ownership stake in the project. The development team then has the right to put up meteorological towers to measure wind speed, conduct permitting on the land, and eventually build turbines. Measuring wind speeds An essential element of developing a wind project is ensuring that the wind will actually blow. An accurate measurement of the site s wind speeds is thus vital to the success of the project. Wind developers put up meteorological towers at wind sites at the same height as the future wind turbines. These towers measure wind speed, wind direction, temperature, air pressure, and other measurements. Meteorological towers collect data for a year or more, as the wind often blows at different speeds during different seasons. The more data collected, the better, so meteorological towers are often left up throughout the development process. In addition, developers look for other sources of wind data, such as data from nearby weather stations, to compare the current year to previous years to ensure that the wind speed is consistent. Project design Next, the development team takes the wind data and uses it to design the project. The developers choose the turbine best suited for the project and create a turbine layout to best utilize the site s wind. Turbine brands have different strengths and weaknesses, and some are more ideally suited to certain locations than others. Developers design the turbine layout to maximize the amount of energy generated at the lowest cost and the least environmental impact. Developers can predict how much energy a project will generate over time by its capacity factor, a measure of the turbine s efficiency at a specific site. For example, a 100 megawatt wind farm with a 30% capacity factor would produce, on average, 30 megawatts of electricity. Good wind sites typically have capacity factors of 30-40%. Environmental review and permitting Wind projects must undergo extensive permitting to meet strict federal, state, and local guidelines for wind projects. Permitting requirements vary from location to location, but wind projects e< verywhere require very strict permitting to ensure that wind projects have minimal impact on the environment and on people living nearby. To satisfy permitting requirements, developers must complete at least the following studies: " Visual impact study " Noise level study " Environmental impact study " Avian impact study across all seasons " Breeding bird survey " Bat study across all seasons " Archeological resource assessment " Historic cultural resource assessment " Site assessments for summit and access roads, including wetland delineations, summit vernal pool surveys, and soils evaluations " Construction feasibility analysis The permitting process typically takes about a year and a half. Developers try to begin a project s permitting as quickly as possible, so that they can complete the rest of the development work while the permitting process is underway. Transmission/interconnection In order for the power from a wind project to reach people s homes, it must become interconnected to the electric grid. Wind developers must secure interconnection agreements from whoever owns the transmission lines that pass nearby, which are often utilities. To get this agreement, developers must conduct engineering studies to ensure that the grid can accept the additional electricity. Developers often have to build new short transmission lines between their project and the existing transmission lines, and sometimes have to make upgrades to the transmission system itself to accommodate wind s intermittency. Lastly, for a utility-scale wind project, developers must make sure there are transmission lines that will take the electricity to population centers, where demand for electricity is much higher. Negotiating power purchase agreements In some states, where the electricity market has been deregulated, it is possible for the owner of a wind project to sell electricity directly to customers. However, wind developers usually sell their electricity to electric utilities, which sell the electricity to customers. T his is usually done by negotiating a power purchase agreement, which is a contract requiring a utility to buy the electricity from a wind farm at a certain price over a certain period of time. In some cases, an alternative arrangement is reached, in which the developer owns a share of the project long enough to make a specified amount of money. After this point, the ownership in the project  flips, and the utility ends up owning the project. Arranging financing Wind projects are expensive  they generally cost between $1.9 and $2.3 million per megawatt of capacity. For example, building a 100 megawatt project would cost about $200 million in total. As most wind development companies have nowhere near that amount to invest in a project, finding outside financing for development and construction is vital to a project s success. Financing is found through a combination of two sources: Loans from banks or the government, and investors who become partners in the project, which can include utilities that will end up owning the project after completion. In addition to finding financing for development and construction, developers also must find separate sources of financing to take advantage of tax incentives for renewable energy. The biggest federal incentive for wind energy is the production tax credit (PTC). The PTC is a 2.1 /kilowatt-hour tax credit for renewable energy over the first 10 years of operation. It is intended to make renewables cost-competitive with fossil fuel and nuclear generation (which have tax incentives as well). Because the PTC only replaces taxes that would otherwise be paid, companies can only use it if they have large enough tax bases. Small development companies without large tax bases get around this problem by finding large companies to be tax equity investors, who finance the project in exchange for receiving the tax credits. The American Recovery and Reinvestment Act of 2009 gave wind developers the option to convert the PTC in< to an investment tax credit (ITC) instead, which allows developers to get the equivalent amount of money at the beginning of the project instead of on a per-kWh basis. This allows developers to use the ITC money to finance the project s construction. The ITC has the same criteria as the PTC, and developers still must find an equity tax investor in order to utilize it. Turbine procurement Turbine procurement has been difficult in recent years, due to high growth in the US wind industry and bottlenecks in supply. During the high-growth year of 2008, most turbine manufacturers had waiting lists up to a year and a half long. To ensure turbine supply, many developers have opted for exclusive contracts with turbine manufacturers. However, this approach limits developers flexibility and takes away developers abilities to select the best possible turbine for a project. By choosing a turbine on its merits, developers without supply contracts can ensure that they pick a reliable turbine appropriate for the site s specific conditions, which will produce more power for less money. It also is becoming easier to procure turbines, as the economic downturn has reduced demand and many turbine manufacturers are building new factories in the Midwest, which will increase supply in the near future. Construction Once developers obtain land leases, complete the permitting process, finish a final turbine layout, and secure transmission, turbines, and financing, construction can begin. The construction of a wind project is very labor-intensive and creates hundreds of temporary jobs throughout the 6- to 12-month process. Construction involves the following steps: " Creating access roads to each turbine location " Clearing and grading the land at each turbine location " Building a collection substation " Constructing electric collection lines to connect turbines to the collection substation " Constructing an Operations and Management building, from which the turbines will be operated " Building transmission lines to connect the project to the power grid " Transporting the turbines, putting them up, and connecting them to the substation After construction, the wind project is ready to begin supplying renewable electricity to the grid.$http://www.webcitation.org/66vTIJIuU$http://www.webcitation.org/66vTJQ9u9$http://www.webcitation.org/66vTKLODk$http://www.webcitation.org/66vTLL8X6$http://www.webcitation.org/66vTMA4rW$http://www.webcitation.org/66vTN8OWzElectricity TransmissionCitizen Energy ServicesCarbon Markets Fossil FuelsBiomass Citizen SolarQOur Experience In 1985, Citizens Energy began its electricity industry operations by buying power from utilities with surplus generating capacity, reselling the excess power to other utilities, and using the profits to help low-income families pay their electricity bills. This initial experience ultimately led Citizens to win a landmark federal decision that foreshadowed the deregulation of the electricity industry and the formation of an independent Citizens Energy electric power marketing company. Through an arrangement with the Utah Municipal Power Agency, Citizens Energy made surplus generating capacity available to third-party buyers in the Southwest. Citizens then used the profits to benefit low-income households served by the utility. Within two years, the program was buying and selling more than 3.2 million kilowatt hours of electricity and delivering assistance to needy customers of three California and Utah utilities. Building on this experience, Citizens Energy formed the nation s first independent electric power marketer in 1988  Citizens Power & Light Corporation. This company s mission was to acquire, exchange, and market electric power under contracts extending from several months to several decades. Before launching its electricity operations, Citizens Energy won a landmark decision from the Federal Energy Regulatory Commission (FERC) that foreshadowed the eventual deregulation of the electricity industry. FERC approved Citizens innovative petition to allow Citizens to buy and sell inter-utility electricity without restrictive rate regulation. This pioneering decision enabled Citizens < Power & Light to close more than 30 major power sale contracts within a few years, becoming the nationally recognized leader in the field of electricity power marketing. Citizens Power & Light s customers ranged from major electric utilities throughout North America to the fast-growing independent power development industry. Citizens Power & Light increased the timeliness and cost-effectiveness of selling power in the hugely fragmented electricity market by providing services to reduce risks, lower generating costs, and adding value. Among these services, Citizens developed and implemented effective demand-side management programs, which have since become increasing common strategies for electricity users to reduce their energy use and save money. In 1995, Citizens Power & Light formed a partnership with Lehman Brothers Holdings, Inc. and was renamed Citizens Lehman Power LP. Citizens Energy eventually sold its interest in the partnership. Current Initiatives Citizens Energy is partnering with San Diego Gas & Electric to develop a large-scale 500 kV high-voltage transmission project in Southern California to improve electric grid operation and enable access to one of the largest sources of renewable power in the United States  thousands of megawatts of geothermal, solar, and wind resources from the Salton Sea region and Imperial County. The Sunrise Powerlink is a 120-mile, $1.9 billion power line that could deliver as much as 1,000 megawatts of clean energy. Once completed in 2012, the Sunrise Powerlink will enable SDG&E to meet three important objectives: " Improving reliability: The Sunrise Powerlink will be the first new major powerline to connect San Diego s growing population and economy to the electric grid in a quarter-century. " Providing direct access to renewable resources in the Imperial Valley: Although California has established aggressive renewable energy goals, very few large transmission lines connect population centers like San Diego to renewable energy-rich areas like Imperial County. The Sunrise Powerlink will enable SDG&E to import enough green energy to meet the needs of over 650,000 homes and limit the need to build more conventional power plants that use fossil fuels. " Reducing costs for customers: The Sunrise Powerlink is expected to save consumers over $100 million per year in energy costs by limiting the need to run aging, inefficient power plants. The Sunrise Powerlink also will reduce transmission congestion bottlenecks that cost customers millions of dollars in annual congestion fees. Citizens Energy is financing a large portion of this line in Imperial County, and will use 50% of its profits from this investment to assist low-income and elderly families in Imperial Country with their energy needs, such as money-saving home weatherization improvements. To learn more about the Sunrise Powerlink, click here. Contact Us Businesses that are interested in partnering with Citizens Energy on electricity-related projects are encouraged to reach us at 617-338-6300.  Citizens Energy Services delivers energy efficiency project development and management services to meet unique customer needs. We manage all aspects of the energy efficiency development process from project development and engineering to permitting, financing, and construction. Citizens Energy Services provides comprehensive and innovative energy solutions and collaborates with customers to build a customized plan. We are dedicated to helping our customers achieve sustained economic savings through reduced operating costs, greater energy efficiency and reliability, and improved occupant health and productivity. Audits & Assessments Energy Solutions Design & Implementation Post Implementation Building Energy Audit Efficiency & Conservation Dynamic Goal Setting Measurement & Analysis Carbon Footprint Assessment Clean Renewable Power Engineering & Construction Systems Education & Training Green House Gas Inventory Green Building Project & Risk Management Life Cycle Assessment Sustainable Transportation Flexible Financ< ing Arrangements Our integrated energy solutions are designed to modernize facilities, improve financial performance, and benefit the natural environment. Citizens Conservation Corporation was created in 1981 to augment Citizens Energy s fuel assistance programs. Citizens Energy quickly realized that its subsidized home heating oil often was wasted in poorly weatherized structures with inefficient heating systems. Recognizing that the least expensive form of energy is energy saved through conservation and efficiency, Citizens Conservation provided design, engineering, and construction management services to reduce energy waste in tens of thousands of housing units. Through conducting rigorous, building-specific energy audits and creating state-of-the-art engineering designs and financing arrangements, Citizens documented average energy savings for heating and hot water that reached 40 percent, with some energy reductions as high as 75 percent. Today, Citizens Energy Services offers its comprehensive energy solutions to commercial, institutional, municipal, and residential customers. With a rich history of developing and implementing innovative energy-saving measures and expertise in new, cutting-edge technologies, Citizens Energy Services is ready to help organizations improve the reliability and efficiency of their energy systems, reduce their carbon footprint, and realize substantial cost savings. Expertise At Citizens Energy Services, our professional team is passionate about energy efficiency and is committed to delivering the best energy solutions to our customers. Our staff has expertise in clean renewable power, energy efficiency and conservation, cogeneration, green building, and sustainable transportation. In addition, the Citizens Energy Services team is deeply experienced in energy audits, project management, engineering, and construction. Our experts provide all of the tools for designing, financing, and implementing a plan to help organizations achieve efficiencies and sustained financial benefits. Contact Us Organizations that are interested in partnering with Citizens Energy Services are encouraged to reach Peter Mills at 617-338-6300.Increased awareness of global warming and climate change has convinced governments, businesses, and individuals to learn about and reduce their carbon footprints. Some countries have adopted mandatory carbon reductions, requiring certain industries and businesses to cut greenhouse gas emissions over time. In other countries, governments and businesses have set or pursued voluntary carbon reduction targets. The development of carbon emissions trading markets has contributed to carbon reductions in both voluntary and mandatory regimes. These markets enable companies that are unable to reduce their emissions to sufficient levels to purchase emissions credits from those that have. Citizens Energy has been exploring the development and trading of renewable energy certificates and carbon offsets, including those compliant with the Clean Development Mechanism. To learn more about these areas, click on the links above.Citizens Energy Corporation began as an oil company. The company's earliest business ventures involved the financing, shipping, and selling of refined petroleum products in order to earn profits that were used to reduce the cost of home heating oil for the poor and elderly. By the early 1980's, Citizens Energy began applying a similar business model to the natural gas industry. Citizens Energy challenged long-standing monopolies over access to the distribution system and won a landmark federal regulatory challenge, which ultimately opened the doors to more competitors in the natural gas market. Please click on the links above to learn more about Citizens' history of innovation in fossil fuel industries.The widespread use biomass to generate heat and electricity represents an exciting way for the United States to reduce both emissions of harmful pollutants and dependence on foreign oil. Biomass not only is a domestic renewable and sustainable resource, but also one that can be carbon neutral. In effect, the carbon dioxide released during combustion is reabsorbed as the trees, grasses or crops grow again and replace those harvested. In many cases, heat and power from biomass already are cost competitive with traditional fossil fuels, and as energy prices remain high, the economics of biomass look very attractive. Whether on a large or small scale, Citizens Energy believes that the market opportunities surrounding biomass will continue to grow rapidly. Contact Us Citizens Energy actively is exploring business opportunities related to biomass. If you are in a biomass-related business and are interested in partnering with Citizens Energy, please contact us at 617-338-6300. 4 Citizens Solar seeks to develop successful solar projects to provide clean, green sources of renewable energy that reduce harmful carbon emissions and make us less dependent on foreign sources of fuel. At the same time, our solar projects generate revenues to serve our non-profit mission of making life s most basic needs more accessible and affordable. Contact Us Please contact us at solar@citizensenergy.com or by calling (617) 338-6300 Citizens Solar is always looking for new opportunities to develop solar projects. We also would be happy to answer any questions about our b< usiness or solar development in general that are not addressed by this site. When contacting us, please be as specific as possible, especially in regard to project or partnership opportunities. We look forward to hearing from you. $http://www.webcitation.org/66vT6hAQt$http://www.webcitation.org/66vT7Z6uT$http://www.webcitation.org/66vT94H3d$http://www.webcitation.org/66vTAChI6$http://www.webcitation.org/66vTAxX5y Distrigas Natura! GasShelter Winter Program!Energy Efficient Lighting Program Angola Fund>The Citizens Energy/Distrigas Heat Assistance Program was created for people who are struggling to pay their natural gas heating bills in Massachusetts. The program is open to those who low income families that have exhausted their federal fuel assistance benefit or to individuals ineligible to receive federal fuel assistance but cannot afford to pay their heating bills. Citizens Energy administers this Distrigas-funded program. Distrigas dedicates proceeds from every LNG shipment to its import terminal in Everett, Massachusetts, up to approximately $1 million a year. Last winter, thousands of Massachusetts households received assistance from this program, which makes payments on behalf of customers directly to Bay State Gas, Berkshire Gas, Blackstone Gas, Holyoke Gas & Electric, Keyspan, Middleboro Gas & Electric, New England Gas, NStar, Unitil, Wakefield Municipal Gas & Light, and Westfield Gas & Electric. HOW TO APPLY Households that heat their home with natural gas and believe they may qualify for assistance through this program should call 1-866-GAS-9918. Callers to this hotline will be asked to leave a name and address on the message so that Citizens Energy can mail out an application form. Applicants need to complete the form and mail it back to Citizens Energy, along with a copy of their gas-utility bill. If the applicant is eligible, Citizens Energy will work with their gas utility to credit $150 towards the household s gas account. Click the link below to read about a Dorchester, MA recipient's story. Heating Subsidies Available for Mass. Residents in NeediEvery year, Citizens Energy provides assistance to thousands of low-income natural gas customers in Ohio, Pennsylvania and Kentucky who struggle to pay their utility bills. The Natural Gas Assistance Program began in the early 1980s when Citizens Energy launched the first independent natural gas marketing operation in the country and use the profits from the sale of gas to local distribution companies to fund energy assistance programs for need customers. For nearly two decades, more than $20 million in natural gas assistance funds have helped about 150,000 households avoid utility shut-offs in these states.Keeping Families Warm The Shelter Winter Assistance Program provides heat to thousands of homeless men, women, and children in numerous Massachusetts and Rhode Island homeless shelters every winter. The Citizens program enables shelters to pay a portion of their heating bills. This frees up limited shelter funds to support crucial services, including health care, education, and employment services, to society's most vulnerable citizens. Helping Shelters Save on Costs Citizens Energy has worked with other partners in the past to provide additional energy services to shelters. For example, Citizens Energy teamed with Citizens Bank, which financed $300,000 in energy efficiency upgrades at 59 shelters in Eastern Massachusetts. These upgrades, which included new windows, doors, lighting, and heating equipment, saved an estimated $1 million in energy bills at those shelters, enabling shelters to spend more of their funds on servicesCitizens Energy Corporation, in partnership with CITGO Petroleum, provides compact fluorescent light bulbs (CFLs) and information about energy efficiency to select low-income households in 11 cities. The CFLs and educational materials are distributed through local community organizations to an estimated 23,000 households this summer. Households will receive enough CFLs to retrofit most of the lights in their homes. The program served Boston, Massachusetts; Philadelphia, Pennsylvania; New York City, New York; Washington, D.C.; Milwaukee and Madison, Wisconsin; Minneapolis, Minnesota; Houston and Corpus Christi, Texas; Lemont, Illinois; and Lake Charles, Louisiana. What Kinds of Savings Will Be Achieved? Because CFLs use up to 75% less electricity than standard incandescent light bulbs and last significantly longer, this pilot program could save program participants nearly $14.9 million over the life of the CFLs and cut the energy use in the 23,000 households by 165 million kilowatt-hours. The average household may cut its monthly electric bill by 5 to 10 percent and save more than $600 over the life of the CFLs, depending on their usage. Other Program Information How to properly dispose of a CFL Frequently Asked Questions Energy Savings IdeasWThe Angola Educational Assistance Fund (AEAF) was established in 1996 by Citizens Energy as a non-profit organization to facilitate the establishment of the Catholic University of Angola (UCAN). Its mission is to assist the university in carrying out its programs to support high quality academic education in Angola. It does so by building capacity within UCAN and the surrounding local community, by encouraging collaborations with other higher education institutions abroad and in Angola, and by promoting the involvement of governments and the private sector. Among its activities are fundraising and grant solicitation, world-wide representation on behalf of UCAN, coordination of collaborative agreements with universities and colleges in the United States and other countries, and support of research activities and educational trainings in Angola.$http://www.webcitation.org/66vSvMME0$http://www.webcitation.org/66vSwMiVB$http://www.webcitation.org/66vSxU3v3$http://www.webcitation.org/66vT06kvMAction Plan for IndividualsAction Plan for Businesses Take Action Energy ForumGThe Challenge We don't have to wait for governments or businesses to take action to address global warming and climate change. Each one of us can take action and do our part to use energy more efficiently and reduce our greenhouse gas emissions. Join Citizens Unite and commit to the following action plan: Measuring yo< ur carbon footprint. Living green, by taking action to use energy and natural resources more effeciently in your home. Traveling green, by committing to reduce your gasoline consumption and greenhouse gas emissions associated with your personal travel. Buying green, by learning about environmentally-preferable products and then buying and using them. Working green, by encouraging your workplace and employer to reduce energy consumption and greenhouse gas emssions. Acting green, by challenging your familiy, friends and community to join you in saving energy, saving money, and reducing greenhouse gas emissions. Going carbon neutral, by purchasing carbon offsets and renewable energy certificates to offset your remaining carbon footprint. We don't have to wait for governments to take action to address global warming and climate change. Every business and employee can take action by using energy more efficiently and reducing greenhouse gas emissions. Join Citizens Unite and commit to the following action plan: Measuring your carbon footprint. Living green, by taking action to use energy and natural resources more efficiently in your business. Traveling green, by committing to reduce your gasoline consumption and greenhouse gas emissions associated with your business-related travel. Buying green, by learning about environmentally-preferable products and then establishing company-wide procurement policies to buy and use them. Acting green, by challenging your employees, business partners, and community to join your company in saving energy, saving money, and reducing greenhouse gas emissions. Going carbon neutral, by purchasing carbon offsets and renewable energy certificates to offset your company's remaining carbon footprint. The onset of cold weather is a good reminder to take a few minutes around your home and look for opportunities to use energy more efficiently. In doing so, you can save energy, save money, and make your home a little more comfortable this winter. Conserve Energy To reduce your energy use at home, follow these basic steps: 1. Conduct an energy audit of your home. Contact your utility for more information or use an online energy audit tool. 2. Search for air leaks and seal them using weather stripping and other weatherization tools. 3. Check to be sure that you have adequate insulation in your attic and under the flooring of your ground floor. 4. Turn off lights when not in use. 5. Set your thermostat at 68 degrees when you are home, and lower the thermostat when you are away from your home or sleeping. For more detailed tips on how to conserve energy and save money this winter, visit the Live Green section of our website, or click here. Invest in Energy Efficiency To further reduce your energy use, invest in energy efficient products. Sometimes, by spending a little bit of money upfront, you can save far greater amounts of money over the life of the product. For example, when buying new home appliances, insulation, windows, doors, lighting, fans, and other products, purchase ENERGY STAR qualified products, which often use significantly less energy than other similar products. You can purchase many energy efficient products through our online store. Click here to access our online store. Remember, members of Citizens Unite can save 10% on their purchases, so don't forget to sign up and save! You can also learn about alternative ways to heat your home. Click the button above to learn about heating with wood pellets and pellet stoves. Pellet stoves use a renewable resource -- wood pellets -- to provide a constant level of heat at prices that are competitive with other heating sources. Welcome to the Citizens Energy energy forum  a place to learn about important energy and environmental issues that affect our lives. With so much happening on energy and environmental issues these days, Citizens Energy will try to help keep tabs on legislation and important energy and environmental policies as they are debated and studies and opinion pieces as they are published. Click the link below to learn about current energy issues. ENERGY ISSUES If you have an innovative idea to save energy, reduce greenhouse gas emissions, or otherwise improve our environment, send it to us at inform@citizensenergy.com and we'll post the best ones. Tosa Foundation'Wilson Charitable Trust, Robert W., The$http://www.webcitation.org/66vUNt8Vd$http://www.webcitation.org/66vUPRuF4$http://www.webcitation.org/66vUR2Uoj$http://www.webcitation.org/66vUSfP9qEntrepreneurship InnovationResearch & PolicyrThe Kauffman Foundation is working to further understand the phenomenon of entrepreneurship, to advance entrepreneurship education and training efforts, to promote entrepreneurship-friendly policies, and to better facilitate the commercialization of new technologies by entrepreneurs and others, which have great promise for improving the economic welfare of our nation.America leads the world in innovation. Great minds constantly are refining ways to produce and deliver existing goods and services, or develop new products and services. Preliminary research shows how integral entrepreneurs are to this process, accounting for many of the breakthrough products and technologies the airplane, the automobile, computers, and telecommunications that drive our national prosperity. University-based research plays an important role in the innovation process. Basic research that leads to fundamental discoveries provides the underpinning of more applied technologies. University researchers are active in both areas of scientific inquiry and, since the Bayh-Dole Act of 1980, have been commercializing technologies at an increasing pace. At the Kauffman Foundation, our preliminary research suggests that many innovations residing in universities are slow getting to market, and many that should never reach the market. In a global economy where researchers around the world are gaining on American universities and companies, we believe more must be done to rapidly and efficiently commercialize innovations developed by university researchers. As we look to improve this complex task, the Kauffman Foundation works to r< esearch the reasons why the system is not more productive, explore ways to partner with universities, philanthropists, and industry to ensure greater output, and ultimately foster higher levels of innovative entrepreneurship through the commercialization of university-based technologies. Ewing Kauffman believed that investments in education should lead students on a path to self-sufficiency, preparing them to hold good-paying jobs, raise their families, and become productive citizens. Our youth education programs focus on providing high-quality educational opportunities that prepare urban students for success in college and life beyond; and, advancing student achievement in science, technology, engineering and math (STEM).To develop effective programs and help inform policy that will best advance entrepreneurship and education, we must determine what we know, commit to finding the answers to what we don t, and then apply that knowledge to how we operate as a Foundation. Our research is contributing to a broader and more in-depth understanding of what drives innovation and economic growth in an entrepreneurial world.$http://www.webcitation.org/66vVhYqlP$http://www.webcitation.org/66vViYYDk$http://www.webcitation.org/66vVjmlEp$http://www.webcitation.org/66vVl9AnJ$http://www.webcitation.org/66vVmIJkR$http://www.webcitation.org/66vVnqG09Youth EntrepreneurshipMinority EntrepreneurshipHigher EducationCapital, Markets and Economics Knowledge, Training and NetworksGlobal EntrepreneurshipEWhat do kids know about being entrepreneurs? Turns out their curiosity about the world around them, natural creativity, willingness to take risks, and unbridled enthusiasm add up to the characteristics of our greatest entrepreneurs. But after we close down our neighborhood lemonade stand, outgrow our babysitting empire, and shut down our lawn mowing business, we often lose our entrepreneurial instincts. Programs supported by the Kauffman Foundation are designed to keep the entrepreneurial flame alive in boys and girls, whose inventiveness and drive can actually teach us something about being entrepreneurs. Initiatives All Terrain Brain All Terrain Brain logoAll Terrain Brain (ATB) is a multimedia project designed to get kids to take their brains "off road" and tap into their entrepreneurial spirits. Global Entrepreneurship Week 2011 Global Entrepreneurship Week 2011, the world's largest celebration of entrepreneurship, will feature millions of people participating in thousands of events in more than 100 countries and all 50 United States. Events will be held November 14-20, 2011, to celebrate innovation, entrepreneurship and creativity. Now in its fourth year, Global Entrepreneurship Week (GEW) will bring together aspiring and inspiring entrepreneurs, helping them embrace originality, imagination and ingenuity through local, national and global activities. Global Entrepreneurship Week 2011 in Kansas City Kansas City is showing its support for Global Entrepreneurship Week and local entrepreneurs. The Week, November 15-21, 2010 offers a worldwide series of events in more than 100 countries to celebrate the spirit of entrepreneurship and encourage young people to become more innovative and entrepreneurial. In Kansas City, the Week includes events for entrepreneurs at every age and stage of business.M Minority entrepreneurs represent a largely untapped resource in the United States economy. Although the number of minority-owned businesses has grown significantly over the past twenty years, these firms continue to lag behind in economic indicators. The Kauffman Foundation is working to better understand these gaps, studying the layers of social and cultural perceptions and strengthening the infrastructures and networks that will help minority entrepreneurs be successful. Initiatives Fostering Research on Minority Entrepreneurship The series of papers contained in this volume are the result of a conference funded by the Kauffman Foundation and are a key piece of the effort to encourage young scholars. The Ice House Entrepreneurship Program The Ice House Entrepreneurship Program consists of a book and an online companion course. The book shares timeless lessons from the life experiences of Clifton Taulbert (successful entrepreneur and acclaimed author) while growing up in the Mississippi Delta. UEP Gulf Coast UEP Gulf Coast, Inc. was created by the Kauffman Foundation's Urban Entrepreneur Partnership (UEP) to spearhead business development following the devastation of Hurricane Katrina. Urban Entrepreneur Partnership This initiative provides for the development of one-stop economic empowerment centers to provide business training, counseling, financing, and procurement opportunities to minority and urban business owners. Highlights From the Ice House to the Internet The new Ice House Entrepreneurship Program provides eight timeless life-lessons, taught by real-world entrepreneurs. I'm Going to Write My Own Script Bill Strickand highlight Watch video Bill Strickland's visionary leadership, willpower, and underlying belief in the goodness of people has turned a dilapidated community center in Pittsburgh, Pennsylvania into one of the most successful nonprofit arts and technology organizations in America. Blending jazz, ceramics, orchids, cooking and whatever else will bring light into the inner city, he gives people the tools they need, treats them with respect, and watches as they accomplish miraculous things. Opportunity in the Wake of Tragedy UEP Gulf Coast video Watch video Within weeks after Hurricane Katrina hit, the Kauffman Foundation's minority entrepreneurship team began site visits to the Gulf Coast region to assess the situation and to form a strategy of how our organization could most effectively offer support. See how restoration of the gulf coast region begins with businesses.Helping universities become more entrepreneurial not only in what they teach and how they teach it, but in how they operate is at the heart of the Kauffman Foundation s work in higher education. We recognize that university environments are natural breeding grounds for creativity, the exchange of ideas, and new ways of looking at and studying things. Colleges and universities have embraced entrepreneurship, making it the fastest-growing field of study on campus and, in some cases, resulting in the emergence of entirely new academic field. Initiatives Global Entrepreneurship Week 2011 Global Entrepreneurship Week 2011, the world's largest celebration of entrepreneurship, will feature millions of people participating in tho< usands of events in more than 100 countries and all 50 United States. Events will be held November 14-20, 2011, to celebrate innovation, entrepreneurship and creativity. Now in its fourth year, Global Entrepreneurship Week (GEW) will bring together aspiring and inspiring entrepreneurs, helping them embrace originality, imagination and ingenuity through local, national and global activities. Kauffman Campuses The Kauffman Campuses initiative seeks to transform the way colleges and universities make entrepreneurship education available across their campuses, enabling any student, regardless of field of study, to access entrepreneurial training. Kauffman Panel on Entrepreneurship Curriculum in Higher Education The Kauffman Panel on Entrepreneurship Curriculum in Higher Education is a multidisciplinary panel of distinguished scholars who will provide recommendations for a comprehensive approach to teaching entrepreneurship to college students. Outstanding Postdoctoral Entrepreneur Award Postdoctoral scholars who take the entrepreneurial steps to get their research to market bring enormous potential benefits to society and the economy. To recognize and encourage postdoc entrepreneurial excellence, the Ewing Marion Kauffman Foundation and the National Postdoctoral Association (NPA) have launched the Kauffman Foundation Outstanding Postdoctoral Entrepreneur Award. Proof of Concept Centers: Accelerating the Commercialization of University Innovation This analysis provides valuable insights into how proof of concept centers can facilitate the transfer of university innovations into commercial applications. The iBridge Network /uploadedImages/ibridge(1).gifThis Kauffman Innovation Network, Inc. site provides access to university research and innovations to industry representatives, entrepreneurs, and other universities' researchers. The MIT Venture Mentor Service Outreach Program Founded in 2002, the MIT Venture Mentor program supports innovation and entrepreneurial activity throughout the MIT community by utilizing mentors to educate early-stage innovators. Women Scientists in Innovation Women Innovators View video. The Kauffman Foundation is working to unleash the latent scientific wealth of female scientists, ensuring that they have the support networks and financial means to start businesses and advance their innovations. Highlights From the Ice House to the Internet The new Ice House Entrepreneurship Program provides eight timeless life-lessons, taught by real-world entrepreneurs. MIT Alumni Companies Generate Billions A Kauffman Foundation study demonstrates the critical role universities play not only in fostering innovation and entrepreneurial growth, but in stimulating the much-needed recovery in regional and global economies. Student Entrepreneurs JenniferW oodsmall Watch video Young entrepreneurs are starting and growing their businesses before they graduate from college. Watch them tell the stories of their enterprises. I Increasing wealth and creating jobs in the United States begins by connecting investors with high-potential start-up and early stage companies. Kauffman Foundation research and programs have built the nation s first network of angel investor organizations, trained future venture capitalists and future leaders of high-growth companies, and studied the history and performance of investments in minority-owned enterprises. Initiatives Access to Corporate Markets: Opportunities and Obstacles for Women Business Owners This study, funded in part by the Kauffman Foundation, examines the track record of women's business enterprises seeking access to corporate markets. Angel Capital Education Foundation The Angel Capital Education Foundation (ACEF), founded by the Kauffman Foundation, is a charitable organization devoted to education of angel investors and to collecting and disseminating data and information on angel investors and angel investing groups. Busin< ess Dynamics Statistics The Business Dynamics Statistics is a data series that tracks the annual changes in employment for growing and shrinking businesses. Energy Innovation Network Knowing that entrepreneurs can accelerate the clean energy revolution if given access to the right networks, the Kauffman Foundation launched the Energy Innovation Network. growthology.org Kauffman's blog at growthology.org shares thoughts and ideas to enhance faster economic growth, greater individual opportunity, smart government policy, and the expansion of human welfare. Kauffman Fellows The Kauffman Fellows Program provides firsthand experience in the venture capital process for exceptional men and women. Urban Entrepreneur Partnership This initiative provides for the development of one-stop economic empowerment centers to provide business training, counseling, financing, and procurement opportunities to minority and urban business owners. Highlights New network aims to close innovation gap EIN thumbnailKnowing that entrepreneurs can accelerate the clean energy revolution if given access to the right networks, the Ewing Marion Kauffman Foundation launched the Energy Innovation Network. Schramm Discusses Jobs Creation on CNBC Schramm Jobs CNBC Highlight Watch video Kauffman Foundation President and CEO Carl Schramm talked about his proposals to boost entrepreneurship on CNBC's Street Signs prior to participating in President Obama's Jobs Summit. Study Shows Bad Times Can be Good for Entrepreneurship Econonomic Future Just Happened coverA new study, The Economic Future Just Happened, found that more than half of the companies on the 2009 Fortune 500 list were launched during a recession or bear market, and that these new firms steadily recreate the economy, generating jobs and innovations.vFrom practical hands-on lessons in business development to a vast array of reliable online resources, we support the programs and networks that make entrepreneurs successful and make successful entrepreneurs more successful. The programs we support focus on leveraging best practices in entrepreneurial leadership and teaching. The goal is to foster the environment that allows men and women to pursue their dream of organizing and operating a business venture, creating good jobs and growing the economy. Initiatives Bizdom U Bizdom U provides comprehensive, real world training for aspiring entrepreneurs that have a burning passion and determination to build their own business. Entrepreneur Postdoctoral Fellows Program With the aim of cultivating entrepreneurs from among the postdoctoral community, the Kauffman Foundation s Entrepreneur Postdoctoral Fellows program educates and trains scientist-founders who will create the high-growth technology companies of tomorrow. FastTrac LaunchPad The Kauffman FastTrac LaunchPad initiative is being offered in response to the many workers who have lost their jobs and entrepreneurs leading businesses that are struggling due to the current economic environment. Global Entrepreneurship Week 2011 Global Entrepreneurship Week 2011, the world's largest celebration of entrepreneurship, will feature millions of people participating in thousands of events in more than 100 countries and all 50 United States. Events will be held November 14-20, 2011, to celebrate innovation, entrepreneurship and creativity. Now in its fourth year, Global Entrepreneurship Week (GEW) will bring together aspiring and inspiring entrepreneurs, helping them embrace originality, imagination and ingenuity through local, national and global activities. Kauffman FastTrac Kauffman FastTrac"! is a practical, hands-on business development program designed to help entrepreneurs hone the skills needed to create, manage and grow a successful business. Kauffman Fellows The Kauffman Fellows Program provides firsthand experience in the venture capital process for exceptional men and women. Kauffman Global Scholars Pro< gram The Kauffman Global Scholars Program fosters international entrepreneurship by immersing top young entrepreneurs from around the world in America's entrepreneurial culture. Kauffman Laboratories for Enterprise Creation Kauffman Laboratories for Enterprise Creation draws on the best of the Kauffman Foundation programs that supported a wave of entrepreneurial activity and promises a new set of major innovations designed to develop the next generation of entrepreneurs. KCSourceLink KCSourceLink connects a network of over one hundred business resource providers to help entrepreneurs in the Kansas City region grow and succeed. Outstanding Postdoctoral Entrepreneur Award Postdoctoral scholars who take the entrepreneurial steps to get their research to market bring enormous potential benefits to society and the economy. To recognize and encourage postdoc entrepreneurial excellence, the Ewing Marion Kauffman Foundation and the National Postdoctoral Association (NPA) have launched the Kauffman Foundation Outstanding Postdoctoral Entrepreneur Award. Science Commons Science Commons, an organization that designs strategies and tools for faster, more efficient Web-enabled scientific research, identifies unnecessary barriers to research, crafts policy guidelines and legal agreements to lower those barriers, and develops technology to make research data and materials easier to find and use. The Ice House Entrepreneurship Program The Ice House Entrepreneurship Program consists of a book and an online companion course. The book shares timeless lessons from the life experiences of Clifton Taulbert (successful entrepreneur and acclaimed author) while growing up in the Mississippi Delta. The MIT Venture Mentor Service Outreach Program Founded in 2002, the MIT Venture Mentor program supports innovation and entrepreneurial activity throughout the MIT community by utilizing mentors to educate early-stage innovators. Urban Entrepreneur Partnership This initiative provides for the development of one-stop economic empowerment centers to provide business training, counseling, financing, and procurement opportunities to minority and urban business owners. Women Scientists in Innovation Women Innovators View video. The Kauffman Foundation is working to unleash the latent scientific wealth of female scientists, ensuring that they have the support networks and financial means to start businesses and advance their innovations. Highlights From the Ice House to the Internet The new Ice House Entrepreneurship Program provides eight timeless life-lessons, taught by real-world entrepreneurs. Entrepreneur Fellows Program Accepting Applications The Kauffman Foundation's Entrepreneur Fellows program will help the nation's leading researchers and entrepreneurial-minded medical doctors turn their ideas into thriving businesses. CNBC Segment Features FastTrac's Role in Recovery CNBC FT Watch video Carl Schramm, Kauffman Foundation president & CEO and Daniel Kivatinos, Dr. Chorno co-founder, talked with CNBC's Erin Burnett about how FastTrac can help in the creation of new companies during the recession.9 Global interdependence is hardly a new idea, nor is the importance of an international perspective. People, information, products, and ideas flow across borders at an unprecedented rate. While Kauffman Foundation grant dollars remain in Kansas City and the United States, our reach extends beyond their own national boundaries to engage in a worldwide dialogue to enhance the conduct of global affairs. In this internationally integrated environment a growing number of countries look to the United States and the Kauffman Foundation to understand how to best emulate our entrepreneurial economy. Initiatives Entrepreneurship and Expeditionary Economics Expeditionary Economics (EE), in the view of the Kauffman Foundation, is a framework for thinking about how to stimulate economic growth in post-combat/post-catastrophe zones where the American military is about to perform, is performing, or has concluded a mission. Global Entrepreneurship Week 2011 Global Entrepreneurship Week 2011, the world's largest celebration of entrepreneurship, will feature millions of people participating in thousands of events in more than 100 countries and all 50 United States. Events will be held November 14-20, 2011, to celebrate innovation, entrepreneurship and creativity. Now in its fourth year, Global Entrepreneurship Week (GEW) will bring together aspiring and inspiring entrepreneurs, helping them embrace originality, imagination and ingenuity through local, national and global activities. Immigration and the American Economy Immigration and the American Economy thumbnailHigh-skilled immigrants have provided one of Americ< a's greatest competitive advantages. Their education and skills, their hunger to share in the American dream, their knowledge of world markets, their entrepreneurial drive, and hundreds of thousands of jobs created as a result all have fueled growth in the American economy. Yet their contributions have not been well-documented. To fill the void, the Kauffman Foundation has funded a series of studies based on an initial report by Duke University researcher Vivek Wadhwa called America's New Immigrant Entrepreneurs. Kauffman Global Scholars Program The Kauffman Global Scholars Program fosters international entrepreneurship by immersing top young entrepreneurs from around the world in America's entrepreneurial culture. Kauffman-Singapore Scholars Program The Kauffman-Singapore Scholars Program, created through a grant from the Ewing Marion Kauffman Foundation, will begin in May 2009 and offer a unique opportunity to study commercialization and entrepreneurship at the Nanyang Technopreneurship Center, Nanyang Technological University (NTU) in Singapore. Organisation for Economic Co-operation and Development (OECD) Established in 1961, the Organisation for Economic Co operation and Development (OECD) brings together the governments of countries committed to democracy and the market economy from around the world to support sustainable economic growth. Highlights Immigration and the American Economy The Kauffman Foundation has funded a series of studies to examine the economic contributions of skilled legal immigrants in the United States, the obstacles they face with the U.S. immigration system, and what the implications are for the United States. $http://www.webcitation.org/66vVSpyzn$http://www.webcitation.org/66vVTlaRp$http://www.webcitation.org/66vVUn1ny$http://www.webcitation.org/66vVWDOGK$http://www.webcitation.org/66vVXLJoX,University Innovation and CommericializationLife Science EntrepreneurshipCleantech Entrepreneurship!University-Industry CollaborationProof of Concept Centers{Because university-based research plays a central role in the innovation process, the Kauffman Foundation is working to identify and remove barriers that inhibit the transformation of knowledge into products and services that improve the way we live, work, and play. Solutions that will allow an abundant flow of discoveries into the marketplace are critical will continue to drive economic growth. Finding and advancing these solutions is the focus of the Foundation s University Innovation and Commercialization initiatives. Initiatives A. Richard Newton Lecture Series and Global Technology Leaders Conference Richard NewtonNamed in honor of Richard Newton, a visionary technology industry leader and late dean of the University of California-Berkeley College of Engineering, the A. Richard Newton Distinguished Innovator Lecture Series incorporates Newton's passion for the interplay between science and technology, business, and the economic and societal challenges facing young entrepreneurs. Advancing Innovation The Kauffman Foundation has begun working with several universities and other partners to better understand the complexities of innovation in entrepreneurship. Eureka! Ranch Eureka! Ranch applies scientific methods to address the challenges of achieving meaningful uniqueness and help business owners find, filter, and fast-track their innovations. Expect More -- Do More john_tyler_200In an article published in the Minnesota Journal of Law, Science and Technology, Kauffman Foundation General Counsel John Tyler exposes the absent and weak links between vision, policies and practices of universities and federal policy for advancing innovations. Green Technology Entrepreneurship Academy Science and engineering doctoral students, post-docs, and research faculty spend a week learning to recognize, develop, and bring to market green businesses built on their research. Institute for Advancing Medical Innovation Getting new treatments and cures to patients more quickly is the goal of a unique life science proof-of-concept model that draws support from higher education, philanthropy and industry experts to move medical innovations from the lab to the market. Kansas City Life Sciences Fund The Kansas City Life Sciences Fund, which received an initial contribution of $1.5 million from the Ewing Marion Kauffman Foundation, will enable donors across the region to help Kansas City recruit top medical research talent focusing especially on cures for cancer and diabetes. Outstanding Postdoctoral Entrepreneur Award Postdoctoral scholars who take the entrepreneurial steps to get their research to market bring enormous potential benefits to society and the economy. To recognize and encourage postdoc entrepreneurial excellence, the Ewing Marion Kauffman Foundation and the National Postdoctoral Association (NPA) have launched the Kauffman Foundation Outstanding Postdoctoral Entrepreneur Award. Science Commons Science Commons, an org< anization that designs strategies and tools for faster, more efficient Web-enabled scientific research, identifies unnecessary barriers to research, crafts policy guidelines and legal agreements to lower those barriers, and develops technology to make research data and materials easier to find and use. The iBridge Network /uploadedImages/ibridge(1).gifThis Kauffman Innovation Network, Inc. site provides access to university research and innovations to industry representatives, entrepreneurs, and other universities' researchers. The Kauffman Innovation Network The not-for-profit Kauffman Innovation Network, Inc., (KIN) was created by the Kauffman Foundation to advance innovations through education about best practices, research and fellowships. The Science & Technology Agents of Revolution (STAR) Database This Kauffman-funded initiative remedies one of the greatest impediments to rapid progress in the science of science and innovation policy both as a field of study and as a guide to policy. University-Industry Demonstration Partnership Connecting universities and industry to bring innovations to market Kauffman Foundation funded research indicates the importance of university industry collaborations as a driver of innovation. USC Global Innovation Challenge Summer Program The Kauffman Foundation's Global Innovation Challenge Summer Program focuses on teaching students to develop innovative skill sets that will promote entrepreneurship in developing countries. Women Scientists in Innovation Women Innovators View video. The Kauffman Foundation is working to unleash the latent scientific wealth of female scientists, ensuring that they have the support networks and financial means to start businesses and advance their innovations. Highlights MIT Alumni Companies Generate Billions A Kauffman Foundation study demonstrates the critical role universities play not only in fostering innovation and entrepreneurial growth, but in stimulating the much-needed recovery in regional and global economies. The Internet and Innovation John Wilbanks Conversation Watch video By harnessing the power of the Internet in scientific research, we can lower the cost for finding cures and give individuals control over their health care, says John Wilbanks, Vice President of Science Commons, in this video.Much of the progress in the prevention, diagnosis, and treatment of disease can be attributed to medical research in university labs. The Kauffman Foundation is identifying barriers that slow or deter life science innovators the scientists in those labs from getting their discoveries to the health care market. The Foundation s Life Science Entrepreneurship program includes a host of initiatives designed to help life science entrepreneurs commercialize their research to benefit patients. Initiatives Advancing Innovation The Kauffman Foundation has begun working with several universities and other partners to better understand the complexities of innovation in entrepreneurship. Entrepreneur Postdoctoral Fellows Program With the aim of cultivating entrepreneurs from among the postdoctoral community, the Kauffman Foundation s Entrepreneur Postdoctoral Fellows program educates and trains scientist-founders who will create the high-growth technology companies of tomorrow. Institute for Advancing Medical Innovation Getting new treatments and cures to patients more quickly is the goal of a unique life science proof-of-concept model that draws support from higher education, philanthropy and industry experts to move medical innovations from the lab to the market. Institute for Pediatric Innovation The Kauffman Foundation provided the seed funding for the Institute for Pediatric innovation (IPI) to develop pediatric pharmaceutical reformulation initiatives that ultimately will result in products for follow-on commercial funding. Kansas City Life Sciences Fund The Kansas City Life Sciences Fund, which r< eceived an initial contribution of $1.5 million from the Ewing Marion Kauffman Foundation, will enable donors across the region to help Kansas City recruit top medical research talent focusing especially on cures for cancer and diabetes. Science Commons Science Commons, an organization that designs strategies and tools for faster, more efficient Web-enabled scientific research, identifies unnecessary barriers to research, crafts policy guidelines and legal agreements to lower those barriers, and develops technology to make research data and materials easier to find and use. The iBridge Network /uploadedImages/ibridge(1).gifThis Kauffman Innovation Network, Inc. site provides access to university research and innovations to industry representatives, entrepreneurs, and other universities' researchers. The Kauffman Innovation Network The not-for-profit Kauffman Innovation Network, Inc., (KIN) was created by the Kauffman Foundation to advance innovations through education about best practices, research and fellowships. Translational Medicine Alliance For medical innovation and treatment breakthroughs to reach patients, several stakeholder groups in the biomedical research and drug development worlds need to collaborate. University-Industry Demonstration Partnership Connecting universities and industry to bring innovations to market Kauffman Foundation funded research indicates the importance of university industry collaborations as a driver of innovation. Women Scientists in Innovation Women Innovators View video. The Kauffman Foundation is working to unleash the latent scientific wealth of female scientists, ensuring that they have the support networks and financial means to start businesses and advance their innovations. Highlights Video now available from Translational Medicine Alliance Forum A convening of university scientist, former and current industry leaders, philanthropy, and government yielded deep-dive discussions regarding obstacles that must be immediately overcome if we are going to maintain and grow an industry that is a significant part of America s GDP. Watch videos from the recent Translational Medicine Alliance Forum (TMAF) to understand the complexity of the problems and that leadership from all sectors must act upon to make changes to a broken system. Lesa Mitchell Says Energy Innovation Should Learn From Other Industries In an interview with Essinova, Lesa Mitchell, vice president of Advancing Innovation, pointed out potential barriers in the energy innovation market. Translational Medicine Forum Seeds Collaboration Transmed video thumbnail Watch video View video highlights from the Translational Medicine Alliance Forum 2009 held May 13 - 15. The forum brought together leaders from diverse fields interested in moving medical discoveries from the lab to the market. All eyes are on the commercialization potential of clean technologies. From hydrogen-powered vehicles, to ecologically responsible packaging solutions, to the energy-efficient light bulb that powers a garage brainstorming session, the next generation of entrepreneurs will emerge from today's cleantech movement with marketable solutions to a number of problems that threaten sustainable economic growth. As the foundation of entrepreneurship, the Kauffman Foundation is developing a variety of efforts to help "green" entrepreneurs navigate through this growing industry sector to successfully bring innovations to a world hungry for clean energy solutions. Initiatives Energy Innovation Network Knowing that entrepreneurs can accelerate the clean energy revolution if given access to the right networks, the Kauffman Foundation launched the Energy Innovation Network. Green Technology Entrepreneurship Academy Science and engineering doctoral students, post-docs, and research faculty spend a week learning to recognize, develop, and bring to market green businesses built on their research. The iBridge Network /uploadedImages/ibridge(1).gifThis Kauffman Innovation Network, Inc. site provides access to university research and innovations to industry representatives, entrepreneurs, and other universities' researchers. University-Industry Demonstration Partnership Connecting universities and industry to bring innovations to market Kauffman Foundation funded research indicates the importance of university industry collaborations as a driver of innovation. Highlights Turning Energy Challenges Into Opportunities Unprecedented challenges in the energy industry can create a hotbed of innovation for entrepreneurs, according to Kauffman Foundation Senior Fellow Nicholas Donofrio. In this interview, Donofrio talks about how energy leaders can turn clean energy demands into opportunities. Lesa Mitchell Says Energy Innovation Should Learn From Other Industries In an interview with Essinova, Lesa Mitchell, vice president of Advancing Innovation, pointed out potential barriers in the energy innovation market. New network aims to close innovation gap EIN thumbnailKnowing that entrepreneurs can accelerate the clean energy < revolution if given access to the right networks, the Ewing Marion Kauffman Foundation launched the Energy Innovation Network.Universities and industry have long worked together to develop innovations that are commercially viable. Such collaborations are essential to advancing innovations that produce social, economic, and often life-saving benefits. The Kauffman Foundation funds University-Industry Collaboration initiatives that help overcome obstacles to partnerships and generate productive solutions that enable the nation s leading academic institutions and corporations to work together to address for some of the world s greatest challenges. Initiatives A. Richard Newton Lecture Series and Global Technology Leaders Conference Richard NewtonNamed in honor of Richard Newton, a visionary technology industry leader and late dean of the University of California-Berkeley College of Engineering, the A. Richard Newton Distinguished Innovator Lecture Series incorporates Newton's passion for the interplay between science and technology, business, and the economic and societal challenges facing young entrepreneurs. Entrepreneur Postdoctoral Fellows Program With the aim of cultivating entrepreneurs from among the postdoctoral community, the Kauffman Foundation s Entrepreneur Postdoctoral Fellows program educates and trains scientist-founders who will create the high-growth technology companies of tomorrow. Institute for Advancing Medical Innovation Getting new treatments and cures to patients more quickly is the goal of a unique life science proof-of-concept model that draws support from higher education, philanthropy and industry experts to move medical innovations from the lab to the market. Kansas City Life Sciences Fund The Kansas City Life Sciences Fund, which received an initial contribution of $1.5 million from the Ewing Marion Kauffman Foundation, will enable donors across the region to help Kansas City recruit top medical research talent focusing especially on cures for cancer and diabetes. Science Commons Science Commons, an organization that designs strategies and tools for faster, more efficient Web-enabled scientific research, identifies unnecessary barriers to research, crafts policy guidelines and legal agreements to lower those barriers, and develops technology to make research data and materials easier to find and use. The iBridge Network /uploadedImages/ibridge(1).gifThis Kauffman Innovation Network, Inc. site provides access to university research and innovations to industry representatives, entrepreneurs, and other universities' researchers. The Kauffman Innovation Network The not-for-profit Kauffman Innovation Network, Inc., (KIN) was created by the Kauffman Foundation to advance innovations through education about best practices, research and fellowships. The MIT Venture Mentor Service Outreach Program Founded in 2002, the MIT Venture Mentor program supports innovation and entrepreneurial activity throughout the MIT community by utilizing mentors to educate early-stage innovators. University-Industry Demonstration Partnership Connecting universities and industry to bring innovations to market Kauffman Foundation funded research indicates the importance of university industry collaborations as a driver of innovation. Women Scientists in Innovation Women Innovators View video. The Kauffman Foundation is working to unleash the latent scientific wealth of female scientists, ensuring that they have the support networks and financial means to start businesses and advance their innovations. Highlights MIT Alumni Companies Generate Billions A Kauffman Foundation study demonstrates the critical role universities play not only in fostering innovation and entrepreneurial growth, but in stimulating the much-needed recovery in regional and global economies. fBefore early-stage entrepreneurs at universities can go to market, they must literally "prove the concepts" of their innovations. Proof of Concept Centers are a new model of support at some universities that < provide seed funding and expert assistance to help entrepreneurs prepare for the strongest market entry possible. Initiatives Institute for Advancing Medical Innovation Getting new treatments and cures to patients more quickly is the goal of a unique life science proof-of-concept model that draws support from higher education, philanthropy and industry experts to move medical innovations from the lab to the market. Proof of Concept Centers Before early-stage entrepreneurs at universities can go to market, they must literally  prove the concepts of their innovations. Highlights MIT Alumni Companies Generate Billions A Kauffman Foundation study demonstrates the critical role universities play not only in fostering innovation and entrepreneurial growth, but in stimulating the much-needed recovery in regional and global economies. The University-Marketplace Intersection Proof of Concept Centers Watch video Proof of Concept Centers offer universities the perfect opportunity to link research and education to the marketplace, says Lesa Mitchell, vice president of Advancing Innovation in this video.$http://www.webcitation.org/66vVDOy4r$http://www.webcitation.org/66vVEpVyk$http://www.webcitation.org/66vVGaIK2$http://www.webcitation.org/66vVHhOOW$http://www.webcitation.org/66vVJUj4X)Science, Technology, Engineering and MathNew Teaching and School ModelsEducation Research and Policy4What do kids know about being entrepreneurs? Turns out their curiosity about the world around them, natural creativity, willingness to take risks, and unbridled enthusiasm add up to the characteristics of our greatest entrepreneurs. But after we close down our neighborhood lemonade stand, outgrow our babysitting empire, and shut down our lawn mowing business, we often lose our entrepreneurial instincts. Programs supported by the Kauffman Foundation are designed to keep the entrepreneurial flame alive in boys and girls, whose inventiveness and drive can actually teach us something about being entrepreneurs. Initiatives All Terrain Brain All Terrain Brain logoAll Terrain Brain (ATB) is a multimedia project designed to get kids to take their brains "off road" and tap into their entrepreneurial spiritsStudents who understand the logic of math and science often become the world s most successful entrepreneurs. The Kauffman Foundation s focus on science, technology, engineering and mathematics (STEM) education is to create a pipeline of talent that is prepared to take the lead in the global economy make the great discoveries that will change the world. Our STEM programs focus primarily in the greater Kansas City area. Through these efforts, we are putting new approaches to the test and supporting proven programs to advance the number of students who will excel in math and science and become the next generation of entrepreneurs. Initiatives Engines for Education This curriculum introduces students to a number of possible careers in the Health Sciences field through Story Centered Curriculum. FIRST LEGO League With Kauffman Foundation support, middle school student in the Kansas City area are building their math, science, and technology skills by building robots. FIRST Robotics With Kauffman support, FIRST Robotics has encouraged a record number of Kansas City area high school students to apply math and science principles to design, assemble, and test robots capable of performing specific tasks. Project Lead the Way Project Lead the Way uses a four-year sequence of courses that, when combined with college preparatory mathematics and science, introduces students to the scope, rigor and discipline of engineering and engineering technology. Review offers state-by-state analysis of nation s science standards This document is a review of the nation's science standards, released the Fordham Foundation. Sponsored by the Kauffman Foundation, the study offers the first comprehensive review of state science standards since 2000. Sports Bytes Sports Bytes, an innovative pilot program funded by the Kauffman Foundation, incorporates gaming and cell phones to deliver important math and science lessons to middle school students. SuccessLink: Study puts science labs under the microscope With Kaffuman Foundation support, SuccessLink, a Missouri-based nonprofit organization, is conducting a study of the laboratory facilities in the middle schools and high schools of 28 school districts in the Kansas City region. The JASON Project The JASON Project, a subsidiary < of the National Geographic Society, provides experience-based science curriculum, educational technology and accredited professional development to middle schools. Using Data - Getting Results: A Practical Guide to School Improvement in Mathematics and Science The Kauffman Foundation is helping educators make the most of data to improve the teaching of match and science. Voyage Exhibition: A Journey through the Solar System The solar system has intrigued minds young and old throughout the generations. Soon, a new mile-long exhibit in downtown Kansas City will give students of all ages a unique outdoor glimpse of celestial wonder. Short of the Hubbell telescope, there may be no better way for science teachers to bring their astronomy lessons to life. Highlights Exciting competition featured in video 2008FIRSTRoboticsRegionalCompetition Watch video With Kauffman support, FIRST Robotics has encouraged a record number of Kansas City area high school students to apply math and science principles to design, assemble, and test robots capable of performing specific tasks. This video captures the power and joy high school students experienced in the 2008 competition. Innovators in the education community are creating vibrant new environments for learning and transforming existing schools with new energy. We look for ways to support and replicate the most promising school models and the out-of-school programs that take the most effective approaches to helping children improve their academic achievement. When we look beyond the constraints of conventions and traditions, we find new opportunities for young people to learn and engage with the world. Initiatives CDF Freedom Schools The Children's Defense Fund's Freedom School"! is a six-week summer educational program for school-age children. Staffed by college-age interns, CDF Freedom Schools provide a supportive learning environment for children who are referred to in the program as "scholars" with a curriculum that emphasizes reading, writing, mentoring, leadership, and conflict resolution. Cristo Rey Network Cristo Rey Network thumbnailThe Cristo Rey Network is a national association of high schools that provide quality, Catholic, college preparatory education to urban young people who live in communities with limited educational options. Duke University Talent Identification Program (TIP) A Kauffman Foundation grant allows twenty-five Duke TIP Kansas City-Area Scholars to participate through 12th grade in the Next Generation Venture Fund (NGVF) program designed to prepare a pipeline of high potential youth from underrepresented and economically disadvantaged populations to be competitive for admission to selective colleges and universities. Expeditionary Learning Schools Outward Bound Expeditionary Learning Schools thumbnailExpeditionary Learning Schools Outward Bound (ELS) is a comprehensive K-12 educational design that combines rigorous academic content and real world projects called Learning Expeditions with active teaching and community service. Kauffman Scholars Kauffman Scholars is a comprehensive, multi-year program designed to help promising, yet challenged, low-income urban students in Kansas City prepare for and complete a college education. Knowledge Is Power Program (KIPP) Knowledge Is Power Program thumbnailThe Knowledge Is Power Program (KIPP) is a network of free open-enrollment college-preparatory public schools in under-resourced communities that emphasizes outstanding educators, more time in school, a rigorous college-preparatory curriculum, and a strong culture of achievement and support. New School Models The Kauffman Foundation supports the development and potential start-up of a variety of new schools models in the Kansas City area including Expeditionary Learning Schools Outward Bound, KIPP Schools, and Cristo Rey. Teach for America - Kansas City Teach for America - Kansas City places top college graduates into teaching positions in the highes< t-need schools within the Kansas City metro area to provide children in low-income communities with quality educational opportunities. Teacher Induction in Kansas City: State Policy, District Trends, and Their Implications Teacher Induction in Kansas CityNew teachers need more focused and consistent mentor support, according to a recent study funded by the Kauffman Foundation.}Helping universities become more entrepreneurial not only in what they teach and how they teach it, but in how they operate is at the heart of the Kauffman Foundation s work in higher education. We recognize that university environments are natural breeding grounds for creativity, the exchange of ideas, and new ways of looking at and studying things. Colleges and universities have embraced entrepreneurship, making it the fastest-growing field of study on campus and, in some cases, resulting in the emergence of entirely new academic field. Initiatives Kauffman Campuses The Kauffman Campuses initiative seeks to transform the way colleges and universities make entrepreneurship education available across their campuses, enabling any student, regardless of field of study, to access entrepreneurial training. Kauffman Panel on Entrepreneurship Curriculum in Higher Education The Kauffman Panel on Entrepreneurship Curriculum in Higher Education is a multidisciplinary panel of distinguished scholars who will provide recommendations for a comprehensive approach to teaching entrepreneurship to college students. Proof of Concept Centers: Accelerating the Commercialization of University Innovation This analysis provides valuable insights into how proof of concept centers can facilitate the transfer of university innovations into commercial applications. The iBridge Network /uploadedImages/ibridge(1).gifThis Kauffman Innovation Network, Inc. site provides access to university research and innovations to industry representatives, entrepreneurs, and other universities' researchers. The MIT Venture Mentor Service Outreach Program Founded in 2002, the MIT Venture Mentor program supports innovation and entrepreneurial activity throughout the MIT community by utilizing mentors to educate early-stage innovators. Women Scientists in Innovation Women Innovators View video. The Kauffman Foundation is working to unleash the latent scientific wealth of female scientists, ensuring that they have the support networks and financial means to start businesses and advance their innovations.?We can't rely on personal anecdotes, collections of case studies, and surveys to have a true understanding of the educational environment. We look for research studies that feature very rigorous designs and put innovative ideas to the test. Our work in the Kansas City area allows us to form an educational research consortium to build the infrastructure we need to collect data and ultimately get better answers to some of the perennial questions about effective teaching and learning in the phenomenon we study. Initiatives Kansas School District Efficiency Study Kansas School District Efficiency StudyThe Kauffman Foundation-sponsored Educational Efficiency Study identifies which Kansas school districts are maximizing their resources and how less efficient districts can make improvements. Review offers state-by-state analysis of nation s science standards This document is a review of the nation's science standards, released the Fordham Foundation. Sponsored by the Kauffman Foundation, the study offers the first comprehensive review of state science standards since 2000. SuccessLink: Study puts science labs under the microscope With Kaffuman Foundation support, SuccessLink, a Missouri-based nonprofit organization, is conducting a study of the laboratory facilities in the middle schools and high schools of 28 school districts in the Kansas City region. Teacher Induction in Kansas City: State Policy, District Trends, and Their Implications Teacher Induction in Kansas CityNew teacher< s need more focused and consistent mentor support, according to a recent study funded by the Kauffman Foundation. Teacher Quality The Kauffman Foundation recognizes the importance of high-quality teachers in raising students' academic achievement, particularly in the areas of science, technology, engineering and mathematics (STEM). Using Data - Getting Results: A Practical Guide to School Improvement in Mathematics and Science The Kauffman Foundation is helping educators make the most of data to improve the teaching of match and science. $http://www.webcitation.org/66vUeZDDW$http://www.webcitation.org/66vUfP5ml$http://www.webcitation.org/66vUgBFU4$http://www.webcitation.org/66vUhEYGxThe Study of Entrepreneurship!Growing Entrepreneurial EconomiesEntrepreneurship DataEmerging Scholars8The Kauffman Foundation's research initiatives are contributing to a more robust and nuanced understanding of entrepreneurship. Years of work in this area have taught us a great deal about entrepreneurship as an important driver of growth and innovation in our society. But our work in this field also has taught us much about what we have left to learn and explore. At the Kauffman Foundation, we continue to seek out what we know, commit to finding the answers to what we don't, and then apply that knowledge to how we operate as a foundation. In addition to research that answers specific questions, we are making long-term investments to bring bright, young scholars into the study of entrepreneurship. Initiatives Building the Field of Entrepreneurship Research kauffman_medal_150The Kauffman Foundation funds a series of programs and initiatives designed to support the overall goal of promoting entrepreneurship as a legitimate field of academic study. Business Dynamics Statistics The Business Dynamics Statistics is a data series that tracks the annual changes in employment for growing and shrinking businesses. Entrepreneurship Research and Policy Network ERPN LogoThe Entrepreneurship Research and Policy Network (ERPN) is an online network sponsored by the Kauffman Foundation and the Social Science Research Network (SSRN). Immigration and the American Economy Immigration and the American Economy thumbnailHigh-skilled immigrants have provided one of America's greatest competitive advantages. Their education and skills, their hunger to share in the American dream, their knowledge of world markets, their entrepreneurial drive, and hundreds of thousands of jobs created as a result all have fueled growth in the American economy. Yet their contributions have not been well-documented. To fill the void, the Kauffman Foundation has funded a series of studies based on an initial report by Duke University researcher Vivek Wadhwa called America's New Immigrant Entrepreneurs. Kauffman Dissertation Fellowship Program The Kauffman Dissertation Fellowship Program is an annual competitive program that awards up to 15 Dissertation Fellowship grants of $20,000 each to Ph.D., D.B.A. or other doctoral students for the support of dissertations in the area of entrepreneurship. Kauffman Firm Survey KFS cover 2To fill a void in data collection on young businesses in the United States and catalyze new understandings of how various factors influence entrepreneurial outcomes, the Kauffman Foundation created the Kauffman Firm Survey (KFS) the largest longitudinal survey of new businesses in the world. Kauffman Foundation Research Series: Firm Formation and Economic Growth The Kauffman Foundation Research Series on Firm Formation and Economic Growth consists of reports that explore the relationship between firm formation and economic growth in the United States from a variety of angles. The first reports in the series Kauffman Index of Entrepreneurial Activity Kauffman Index of Entrepreneurial Activity thumbnailThe Kauffman Index of Entrepreneurial Activity is a leading indicator of new business creation in the United States. Kauffman Junior Faculty Fellowship in Entrepreneurship Research The Kauffman Junior Faculty Fellowship in Entrepreneurship Research is a new annual program re< cognizing junior faculty who are beginning to establish a record of scholarship and exhibit the potential to make significant contributions to the body of research in the field of Entrepreneurship. Kauffman Legal Fellowship Program The Kauffman Legal Fellowship Program provided grants of $180,000, payable over three years to fund a Kauffman Legal Research Fellow at six leading law schools. Kauffman Summer Legal Institute An invitation-only event, the Kauffman Summer Legal Institute (KSLI) is part of the Kauffman Foundation's Law, Innovation, and Growth initiative, a five-year program designed to foster legal scholarship in entrepreneurship, innovation, and economic growth. Kauffman Symposiums on Entrepreneurship and Innovation Data The Kauffman Symposiums on Entrepreneurship and Innovation Data are a multi-year series of workshops focused on the important and growing body of data collected on entrepreneurship and innovation. Law, Innovation and Growth The Law, Innovation and Growth initiative is a $10 million, five-year program to support research by leading legal and economic scholars on how best to shape the U.S. legal system so that it promotes innovation and growth. Study on Fiscal Benefits of Highly Skilled Immigrants The Technology Policy Institute is conducting a research project that will delineate the budget and economic benefits provided by highly skilled immigrants working in the United States, made possible by a grant from the Kauffman Foundation. The Ewing Marion Kauffman Prize Medal for Distinguished Research in Entrepreneurship As a tribute to Ewing Marion Kauffman and his entrepreneurial work, the Kauffman Foundation established the Kauffman Prize Medal in 2005 to inspire promising young scholars to contribute new insight into the field of entrepreneurship. The Kauffman Foundation Series on Innovation and Entrepreneurship The Kauffman Foundation Series on Innovation and Entrepreneurship is a collaborative effort between the Ewing Marion Kauffman Foundation, Princeton University Press, and the Berkley Center for Entrepreneurial Studies at New York University. Highlights Visualize trends in startups With interactive graphs based on 16 years of data about entrepreneurial startups, our new data visualization tool reveals surprising trends. Study Shows Bad Times Can be Good for Entrepreneurship Econonomic Future Just Happened coverA new study, The Economic Future Just Happened, found that more than half of the companies on the 2009 Fortune 500 list were launched during a recession or bear market, and that these new firms steadily recreate the economy, generating jobs and innovations. Immigration and the American Economy The Kauffman Foundation has funded a series of studies to examine the economic contributions of skilled legal immigrants in the United States, the obstacles they face with the U.S. immigration system, and what the implications are for the United States. d Economic growth requires continued entrepreneurial innovation and expansion. To develop effective programs and help inform policy that advances entrepreneurship, we add to our empirical research the insights and networks of others also interested in expanding this important driver of growth. Through these initiatives, the Kauffman Foundation seeks a better understanding of the policies that best promote the formation and growth of high-impact firms at international, national, state, and regional levels. Initiatives Angel Capital Education Foundation The Angel Capital Education Foundation (ACEF), founded by the Kauffman Foundation, is a charitable organization devoted to education of angel investors and to collecting and disseminating data and information on angel investors and angel investing groups. Business Dynamics Statistics The Business Dynamics Statistics is a data series that tracks the annual changes in employment for growing and shrinking businesses. Collaboration with the Organisation for Economic Co-operation and Development Because of their common interests in global entrepreneurship and economic growth, the Kauffman Foundation and the Organisation for Economic Co-operation and Development (OECD) work together on a number of projects. Entrepreneurship and Expeditionary Economics Expeditionary Economics (EE), in the view of the Kauffman Foundation, is a framework for thinking about how to stimulate economic growth in post-combat/post-catastrophe zones where the American military is about to perform, is performing, or has concluded a mission. Entrepreneurship Research and Policy Network ERPN LogoThe Entrepreneurship Research and Policy Network (ERPN) is an online network sponsored by the Kauffman Foundation and the Social Science Research Network (SSRN). Kauffman Economic Outlook: A Quarterly Survey of Leading Economics Bloggers Beginning in January 2010, the Kauffman Foundation tapped the insights of America's top economics bloggers in a series of quarterly surveys. Highlights Policy Brief Explores Opportunit< ies in Afghanistan Despite ongoing security challenges, the Afghan private sector has enormous opportunity for development and growth and will be a significant determinant to long-term stability in the country, according to the policy brief Afghanistan's Willing Entrepreneurs: Supporting Private-Sector Growth in the Afghan Economy, which was funded by the Kauffman Foundation. Watch Economic Bloggers and the Renewal of Entrepreneurial Capitalism Bloggers highlightSome of the country's most widely read economic bloggers, who have built loyal Web audiences by offering in-depth economic analysis and provocative commentary, share their insights in a newly released video produced by the Ewing Marion Kauffman Foundation. Immigration and the American Economy The Kauffman Foundation has funded a series of studies to examine the economic contributions of skilled legal immigrants in the United States, the obstacles they face with the U.S. immigration system, and what the implications are for the United States. < Many of our limitations in understanding the complexities of entrepreneurship stem from a basic lack of data. The Kauffman Foundation is addressing short-term and long-term reform needs with a variety of research initiatives to expand datasets that can be used to study different aspects of entrepreneurship and with ongoing forums and thought leadership about systemic reforms needed. This page provides more information on datasets that are available to researchers; information for policymakers, press, and the public on commonly requested data; and insights from our associates and partners on entrepreneurship data. Initiatives Business Dynamics Statistics The Business Dynamics Statistics is a data series that tracks the annual changes in employment for growing and shrinking businesses. Entrepreneurship Research and Policy Network ERPN LogoThe Entrepreneurship Research and Policy Network (ERPN) is an online network sponsored by the Kauffman Foundation and the Social Science Research Network (SSRN). Kauffman Firm Survey KFS cover 2To fill a void in data collection on young businesses in the United States and catalyze new understandings of how various factors influence entrepreneurial outcomes, the Kauffman Foundation created the Kauffman Firm Survey (KFS) the largest longitudinal survey of new businesses in the world. Kauffman Index of Entrepreneurial Activity Kauffman Index of Entrepreneurial Activity thumbnailThe Kauffman Index of Entrepreneurial Activity is a leading indicator of new business creation in the United States. Kauffman Symposiums on Entrepreneurship and Innovation Data The Kauffman Symposiums on Entrepreneurship and Innovation Data are a multi-year series of workshops focused on the important and growing body of data collected on entrepreneurship and innovation. The Science & Technology Agents of Revolution (STAR) Database This Kauffman-funded initiative remedies one of the greatest impediments to rapid progress in the science of science and innovation policy both as a field of study and as a guide to policy. Highlights Visualize trends in startups With interactive graphs based on 16 years of data about entrepreneurial startups, our new data visualization tool reveals surprising trends. Immigration and the American Economy The Kauffman Foundation has funded a series of studies to examine the economic contributions of skilled legal immigrants in the United States, the obstacles they face with the U.S. immigration system, and what the implications are for the United States. The Kauffman Foundation funds a series of programs and initiatives designed to support the overall goal of promoting entrepreneurship as a legitimate field of academic study. By assisting talented emerging scholars in their efforts to earn their Ph.D., encouraging early-career research, and recognizing ground-breaking research, the Kauffman Foundation is encouraging the best and the brightest to focus their academic careers on entrepreneurship. These individuals will go on to teach and research entrepreneurship throughout their careers. Initiatives Kauffman Dissertation Fellowship Program The Kauffman Dissertation Fellowship Program is an annual competitive program that awards up to 15 Dissertation Fellowship grants of $20,000 each to Ph.D., D.B.A. or other doctoral students for the support of dissertations in the area of entrepreneurship. Kauffman Junior Faculty Fellowship in Entrepreneurship Research The Kauffman Junior Faculty Fellowship in Entrepreneurship Research is a new annual program recognizing junior faculty who are beginning to establish a record of scholarship and exhibit the potential to make significant contributions to the body of research in the field of Entrepreneurship. The Ewing Marion Kauffman Prize Medal for Distinguished Research in Entrepreneurship As a tribute to Ewing Marion Kauffman and his entrepreneurial work, the Kauffman Foundation established the Kauffman Prize Medal in 2005 to inspire promising young scholars to contribute new insight into the field of entrepreneurship.$http://www.webcitation.org/66vXNUkap$http://www.webcitation.org/66vXN8yDa$http://www.webcitation.org/66vXMiihF$http://www.webcitation.org/66vXaOrIK$http://www.webcitation.org/66vXbLHRH$http://www.webcitation.org/66vXcYyTr$http://www.webcitation.org/66vXdi8jb$http://www.webcitation.org/66vXem77m$http://www.webcitation.org/66vXgIhOq$http://www.webcita< tion.org/66vXhGexs$http://www.webcitation.org/66vXiKZyA$http://www.webcitation.org/66vXkC4Yf Daniels Fund Scholarship Program Meeting SpaceDaniels Fund Ethics InitiativeAgingAlcholism and Substance AbuseAmateur SportsEarly Childhood EducationK-12 Education ReformEthics and IntegrityHomeless and DisadvantagesYouth DevelopmentThe Daniels Fund Scholarship Program consists of the Daniels Scholarship and the Daniels Opportunity Scholarship. Daniels Scholarships are awarded in the spring to graduating high school seniors and are supplemental after other federal, state, institutional, and private financial aid and scholarships. Students may use their scholarship at any two- or four-year accredited nonprofit college or university in the United States with an intention to complete a bachelor s degree. Daniels Opportunity Scholarships are distributed to two- and four-year colleges and universities in Colorado, New Mexico, Utah, and Wyoming that provide scholarships to support non-traditional students including adults entering or returning to college; students from alternative schools, juvenile justice facilities and youth offender programs; GED recipients; former foster care youth, returning military, and others. Daniels Fund Scholarship Brochure Additional information on the Daniels Fund Scholarship Program is available by downloading: Daniels Fund Scholarship Brochure Thank you for your interest in the Daniels Fund Scholarship Program. For more information, use the contact form, or call 877-791-4726 (toll free).We are pleased to offer the Daniels Fund Meeting Space free-of-charge to nonprofit organizations engaged in charitable activities benefiting the citizens of Colorado, New Mexico, Utah, or Wyoming. Our goal is to create a warm, welcoming environment that results in productive meetings, retreats, and training sessions. Meeting rooms are available in a variety of sizes and configurations to meet your needs, and we offer dedicated on-site parking as an added convenience. Please review the Meeting Space Guidelines. If interested in reserving a room, go to our Online Request Form . For more information, please contact the Operations Associate: meetingspace@danielsfund.org or (303) 393-7220.* Bill Daniels, the founder of the Daniels Fund, had a high standard of ethics and integrity and firmly believed in the importance of absolute ethical principles. As an honest and fair businessman, he always based his decisions on what he believed to be right. This attitude and way of conducting business earned him incredible respect and loyalty throughout the business world. Reflecting Bill Daniels personal commitment to ethics and integrity, the Daniels Fund established the Daniels Fund Ethics Initiative in 2010. The Ethics Initiative seeks to strengthen the teaching of principle-based ethics to foster a high standard of ethics in students, and ultimately beyond the campus and into the community. The Ethics Initiative is a partnership with eight business schools in Colorado, New Mexico, Utah, and Wyoming whose executive leadership makes ethics a high priority and who have a commitment to implement the Ethics Initiative in a manner that honors Bill Daniels reputation for ethics and integrity. Objectives The primary objective of the Daniels Fund Ethics Initiative is active engagement of students  not research or publishing  that builds a solid principle-based ethical framework central to decision making in a complex business environment. Drawing from the life of Bill Daniels, ethics instruction will convey that principles are a constant foundation  not relative to a specific situation  and that doing what s right prevails over self interest on occasions when the two may appear to collide. The Ethics Initiative works to integrate ethics instruction throughout the curriculum, include real-world practical applications, involve exposure to business practitioners, and maintain relevance to the ever-changing business environment. The Daniels Fund Ethics Initiative is anchored in the business school at each university. Each university is responsible for designing and implementing the Ethics Initiative on their campus to advance these defined objectives: Student learning Involvement of the business community Collaboration through the Daniels Fund Ethics Consortium Outreach to other institutions of higher education and community constituents Outreach to non-business disciplines on campus Participating Universities The Daniels Fund s partners in the Ethics Initiative include: Colorado S< tate University New Mexico State University University of Colorado at Colorado Springs University of Denver University of New Mexico University of Utah University of Wyoming Daniels Fund Ethics Consortium Each participating university is a member of the Daniels Fund Ethics Consortium. The Consortium leverages the achievements of the individual business schools through collaboration to further strengthen the impact of the Ethics Initiative. Members share expertise and resources such as curriculum, case studies, instructional approaches, and co-curricular activities. During this pilot phase of the Daniels Fund Ethics Initiative, the Daniels Fund is not accepting grant proposals for additional participants.For Bill Daniels, support for Aging was a natural fit for the Daniels Fund Grants Program. He was devoted to his mother, Adele, who lived to be 94, and he took great joy in providing her with support and encouragement in her later years. He had a special place in his heart for his aging family members and friends, and in his later years, he personally experienced the challenges of maintaining independence and quality of life. Bill Daniels wanted to help seniors maintain personal dignity, remain independent, and be respected. The Daniels Fund partners with organizations that share his vision of the value of older adults in the community. Program Goal - Assist older adults in achieving maximum independence and quality of life. Focus Areas and Types of Programs IN HOME SERVICES COMMUNITY ENGAGEMENT END OF LIFE / PALLIATIVE CARE In-Home Services / Visitation Meal Delivery / Food Preparation Home Maintenance & Modification Transportation Family / Caregiver Training & Support Respite Care Intergenerational Programs Senior Volunteer Programs Enrichment Activities Wellness Programs Hospice Family Counseling Y I enjoy giving people a second chance and if you did not know, I m a recovering alcoholic so I know a little about that. These words shared in a letter to a friend illustrate why Bill Daniels selected Alcoholism and Substance Abuse as one of the funding areas for the Daniels Fund. He credited the treatment he received at the Betty Ford Center with saving his life and later paid for several of his friends and colleagues to receive treatment. Instead of giving gifts to family and friends, he often made donations in their name to alcoholism and substance abuse programs. The Daniels Fund partners with organizations that ensure youth and adults with alcohol and substance abuse challenges achieve and maintain stability in their lives through prevention, treatment, and after-care programs. Program Goal - Assist youth and adults with alcohol and substance abuse challenges in achieving stability. Focus Areas and Types of Programs PREVENTION (Emphasis on youth) TREATMENT SUPPORTIVE / AFTER-CARE FACILITIES Outreach & Education Information & Resources Early Identification & Intervention Outpatient & Residential Services Access / Affordability Capacity & Infrastructure Case Management Life-Skills Training Support Groups Children's Programs Substance Abuse Counseling Access / Affordability Bill Daniels selection of Amateur Sports as a funding area reflects his belief that participation in sports can help change the direction of a person s life. As a young man, he played basketball and football and was a two-time Golden Gloves state boxing champion. Recalling one of his coaches he wrote,  The principles he embedded in me have contributed in a large respect to the success I have been fortunate to have. He wanted young people to have access to quality coaches and sports programs that teach discipline, confidence, teamwork, and sportsmanship. The Daniels Fund carries out his vision by supporting organizations that provide quality youth sports programs. In addition, the Daniels Fund supports national and international amateur sports competition. Program Goal - Expand opportunities in quality youth sports programs that foster sportsmanship, confidence, discipline and teamwork. Expand opportunities for national and international amateur sports competition. Focus Areas and Types of Programs YOUTH SPORTS COMPETITION Community-based Youth Sports Programs After-School Sports Programs Quality Coaching / Training  Pipelines to National and International Competition National and International Competition lSelecting Disabilities as a funding area was Bill Daniels way of expressing love and support for his sister Dorothy, who was developmentally < disabled. He was aware of the challenges faced by individuals with developmental disabilities. The Daniels Fund honors Bill Daniels direction to support programs that help the developmentally disabled and their families achieve maximum independence and quality of life. Later in life, Bill Daniels struggled with profound hearing loss, and he recognized the challenges associated with a physical disability. He was concerned that many people with disabilities are not able to afford the life-altering equipment they may need. The Daniels Fund supports programs that provide equipment to enhance the lives of the physically challenged. Program Goal - Assist individuals with physical and developmental disabilities and their families in achieving maximum independence and quality of life. Focus Areas and Types of Programs DEVELOPMENTAL DISABILITIES Supportive Services PHYSICAL DISABILITIES Equipment In-Home Support Early Identification Intervention Programs Respite Care Family / Caregiver Training & Support Vocational Programs Equipment Purchase Equipment Loan Banks Equipment Supportive Services Refurbish and Repair Programs Rehabilitative Program Equipment Information & Resources Bill Daniels goal was to provide excellent early childhood education opportunities for all children. The Daniels Fund s grant making strategies recognize the important role played both by parents and early childhood education providers in ensuring a child s readiness to enter school on a path to success. The Daniels Fund makes grants that improve the work of parents and early childhood education providers in building school readiness in our youngest citizens. Please note: For early childhood education centers, the Daniels Fund focuses its support on quality improvements and does not make grants for general operating support or tuition assistance. It may be helpful to speak to a Program Officer before submitting a grant application. Program Goal - Improve the quality of the early childhood education system to ensure school readiness. Focus Areas and Types of Programs Teacher / Leadership Quality Facility Quality Parental Involvement Preparation and Training Professional Development Accountability Quality Ratings Curriculum and Materials Capital Construction and Improvement Information and Resources Outreach and Education xBill Daniels had a strong conviction that all kids deserve a great education. His trust in the free market system made him a firm believer in competition and alternative approaches, particularly those that provide high-quality choices. The Daniels Fund honors his direction through its support of K-12 educational reform initiatives such as charter schools, portable vouchers for tuition assistance, and significant innovations that challenge the status quo. Please note: The Daniels Fund recently narrowed its approach in education reform funding as outlined below, and it may be helpful to speak to a Program Officer before submitting a grant application. Program Goal - Improve the quality of the K-12 educational system to ensure increased student achievement. Focus Areas and Types of Programs Reform / School Choice Parental Engagement Teacher / Leadership Quality Charter Schools* Charter Schools Charter Conversions Replication of high-performing charter schools Tuition Assistance Programs (Portable Vouchers) Challenges to the Status Quo Teacher tenure, evaluation and compensation reform Significant reforms that challenge barriers to quality *Please click here for additional application information for Charter Schools. Education and Resources Parental Advocacy Innovative Teacher / Leadership Pipelines for Charter Schools JBill Daniels considered his ethics and integrity to be his most valuable assets. He always based his decisions on what he believed was right  not on what he thought was best for himself or his company. This attitude and way of doing business earned him incredible respect and loyalty throughout his life. As a reflection of this, Bill Daniels included Ethics and Integrity as a funding area for the Daniels Fund. For school-age youth, the Daniels Fund supports programs that foster principle-based ethics. In higher education, the Daniels Fund Ethics Initiative was established in 2010, partnering with the business schools at eight selected universities in our four states. The Ethics Initiative will drive the strengthening of principle-based ethics instruction to instill in students an ethical framework for decision making, personal action, and leadership. The eight universities are members of the Daniels Fund Ethics Consortium, sharing resources and collaborat< ing to leverage the impact of the initiative across their campuses and beyond. Program Goal - Improve the quality of ethics curriculum to foster principle- centered leadership. Focus Areas and Types of Programs K-12 Education MBA / Business Ethics Programs Principle-Centered Ethics Programming for Youth Principle-Centered Business Ethics Curriculum and Materials Bill Daniels believed that America was the land of opportunities and that people could get back on their feet with the right support. Firsthand experience growing up poor during the Great Depression made a profound impression on him and fueled an incredibly strong desire to help those in need. Throughout his life he gave generously to people in need and the organizations that served them. This is reflected in his decision to establish Homeless and Disadvantaged as a funding area of the Daniels Fund. The Daniels Fund s goal is to give homeless and economically disadvantaged individuals and families the hand up they need to achieve and maintain self-sufficiency. We partner with nonprofits that provide emergency services, transitional housing programs, or supportive services. Program Goal - Assist homeless individuals and families in achieving and maintaining self-sufficiency. Focus Areas and Types of Programs EMERGENCY SERVICES TRANSITIONAL HOUSING WITH SUPPORTIVE SERVICES Shelter Food Basic Needs Transitional Housing Case Management Life Skills Training Employment Programs Vocational Training Financial Literacy Child Care Please note: Programs that provide the homeless with emergency shelter, food and basic needs, as well as transitional housing with supportive services fit the Daniels Fund priorities. However, programs that offer permanent housing with supportive services are not a fit.Bill Daniels liked youth programs that built character, taught right from wrong, had structure and discipline, and instilled personal responsibility and accountability. He wanted kids to be patriotic and good citizens willing to give back to their community. The Daniels Fund honors his direction by supporting programs that provide youth with the opportunity to develop character, achieve academic success, and build skills that will enable them to become successful adults. Program Goal - Provide opportunities for youth to develop character and gain the necessary life skills to become successful adults. Focus Areas and Types of Programs ACADEMIC & SUPPLEMENTAL SERVICES CIVIC LITERACY & COMMUNITY ENGAGEMENT FINANCIAL LITERACY & ENTREPRENEURSHIP CAREER AND TECHNICAL EDUCATION Academic Tutoring College Prep Programs Supplemental Mentoring Character Education Life Skills Programs Civics Education Patriotism Leadership Development Service Learning Entrepreneurship Financial Education Free Enterprise Economics Training Career Development Career Mentoring Employment Programs $http://www.webcitation.org/66vYWKVuFArts and HumanitiesHealth and MedicineiThe Foundation reviews grant requests from 501(c)(3) organizations that are not private foundations as defined in section 509(a) of the U.S. Internal Revenue code and that are based in and serving Los Angeles County. The Foundation's philanthropic interests are in four areas: Arts and Humanities Health and Medicine Education Human Services The types of funding support common to these areas include: Construction and renovations Property acquisitions Equipment and furnishings Transportation vehicles Technology and infrastructure Software, books, supplies Requests for capital support are considered after there is clear evidence that the goal of the campaign will be achieved and that it will be accomplished within a reasonable time period. Lead gifts are rarely granted. On occasion, the Foundation provides operational support for outstanding programs. In order to be responsive to the many needs of the Los Angeles community, the Foundation prefers to consider requests that are one-time or short-term in nature. Organizations that do not submit requests on a regular or annual basis will receive preference. $http://www.webcitation.org/66vYpc6IwkFoundation goals: improving the lives of individuals, promoting self-sufficiency, and community developmentAreas of Interest: The Foundation s mission is purposely broad, allowing it to support the work of many nonprofits that focus on improving the quality of life for individuals and communities. The bulk of the Foundation s grants are made in categories most directly related to the stated goals of the Foundation: improving the lives of individuals; promoting self-sufficiency; and community development. Types of Grants: s of Grants Recognizing that organizational infrastructure is a necessity, the Foundation welcomes requests for general operating support and efforts designed to promote increased organizational capacity. The Foundation also accepts requests for specific programs. The foundation occasionally issues a challenge grant instead of an outright grant. This is done when the foundation sees a need and an opportunity for the organization to expand its funding base. See our Resources section for additional information on challenge grants. Geographical Focus: The Foundation aims < for an even distribution of grants between organizations serving in Colorado s rural and urban communities. Grant Amount: Typically grants are in the $5,000 to $10,000 range. What we don't fund: Generally, the foundation does not support: Grants to individuals Programs outside of Colorado Graduate and post-graduate research Religious organizations for religious purposes Special events, promotions or conferences Candidates for political office Endowments Debt reduction Multi-year grants Capital campaigns (On rare occasions the Foundation funds capital campaigns for organizations in rural Colorado with missions that closely align with the Foundation s interests. Applicants are strongly advised to first submit a one-page letter of inquiry to gauge the Foundation s interest in reviewing a capital campaign request.) Type III Supporting Organizations under IRS Section 509(a)(3). If this applies to you please contact us for further instructions. $http://www.webcitation.org/66vZ9fEBD^Foundation Mission: To foster compelling, effective Jewish learning experiences for young Jews Strategic Plan The Board embraces its responsibility to sustain the values and to expand the generous philanthropy of its founding donor. The Board s strategic planning process resulted in a clearly articulated mission and discrete grant making goals designed to help the Foundation achieve its vision. Mission To foster compelling, effective Jewish learning experiences for young Jews. Vision More young Jews engage in ongoing Jewish learning and choose to live vibrant Jewish lives. Values As a private Jewish foundation dedicated to supporting compelling and effective Jewish learning experiences for young Jews in the United States, the Jim Joseph Foundation values: " Torah and the practice of its core teachings " Importance of Jewish learning " Recognition that Judaism is dynamic " A strong commitment to the state of Israel Primary Strategic Focus The Jim Joseph Foundation s strategic grantmaking is based on the following interests and beliefs: " Strong support for excellence in the education of Jewish children and youth in the United States throughout critical stages of their development. " Highly qualified Jewish educators are essential to the success of most Jewish learning experiences. " A broad definition of educators, including day and congregational school teachers and heads of school; camp counselors and directors; pre-school teachers; family educators; parents; rabbis; youth group workers, among others. " Increasing the number of exceptionally well trained, Jewishly literate educators who are committed to continuous learning and dedicated to the profession. " The importance of building upon the strength of existing programs of education, in addition to encouraging innovative approaches to Jewish learning. " Supporting efforts that develop professional, volunteer, and youth leadership. The Foundation has chosen to focus on ages 13  23 in its initial years of grantmaking, concentrating on the greater metro areas of San Francisco, Los Angeles, Boston and Washington D.C. In the early years, we anticipate an approximate level of 60% of annual grantmaking will support our primary strategic focus. Related Strategic Focus The balance of approximately 40% of the Foundation s annual grantmaking for Jewish learning is not limited to, but may include: " Grants made in partnership with other funders enabling the Foundation to help realize its vision through leveraging its resources. " Grants as investments in research and development that will inform the Foundation s ongoing philanthropic practice and contribute to learning in the field. " Grants for seed funding of novel, innovative projects furthering the Foundation s mission. JJF Major Grants Board Approved and Expedited Grants Target Strategies JJF Grant Award Portfolio Analysis, July 19, 2009 Logic Models American Pardes Foundation Pardes Educators Program Alumni Network The Pardes Educators Program Alumni network supports alumni in their initial years as teachers in Jewish day schools. B nai B rith Youth Organization Professional Development Institute (PDI) < PDI is a professional development program for up to 40 high caliber, next generation Jewish experiential educators who will engage significant number of Jewish teens in a variety of Jewish learning experiences while the educators pursue an executive MBA and formal Jewish education. Bar Ilan University in Israel Jim Joseph Foundation Fellows Program A cohort of 14 Jewish educational leaders is participating in the Jim Joseph Foundation Fellows program. This two year professional development experience provides participants with leadership development, enriched Jewish learning, and in-depth training in how to build online communities of practice. Birthright Israel NEXT Jewish Community for the NEXT Generation Birthright Israel NEXT is a national initiative that trains young adults to create fifteen Birthright alumni peer-based Jewish communities. Bureau of Jewish Education of San Francisco, Marin County and the Peninsula Bay Area Israel Education (BASIS) Implementation Grant BASIS is a comprehensive Israel education initiative for students in grades 1-12 at eleven San Francisco Bay Area Jewish day schools. Facing History and Ourselves Model schools project in Jewish day schools in Boston and Los Angeles A demonstration project in eight middle and high schools -- four Jewish day schools each in the Los Angeles and Boston areas -- focused on developing model Facing History schools in the Jewish educational context Foundation for Jewish Camp New Specialty Camps Incubator The Incubator is launching five new Jewish specialty camps in Summer 2010. Hillel: The Foundation for Jewish Campus Life Senior Jewish Educator/CEI Initiative The Senior Jewish Educator (SJE) Program has placed a cohort of Jewish experiential educators on ten college campuses. These professional educators work in tandem with college-age interns who, as  Campus Entrepreneurs, engage peers on campus to involve them in Jewish life. Israel Education Resource Center (iCenter) Development of National Israel Education Center The iCenter nurtures Israel educational initiatives aimed at elementary and secondary education in collaboration with Jewish educators working in diverse educational settings. Jewish Community Center of the North Shore North Shore Teen Initiative The North Shore Teen Initiative (NSTI) supports Jewish adolescents living in the North Shore of Boston to participate in a variety of Jewish learning, service, and communal activities. Jewish Community Federation of San Francisco, the Peninsula, Marin and Sonoma Counties Initiative in Jewish Early Childhood Education The Early Childhood Education Initiative is an effort to significantly increase the number of Bay Area Jewish families with young children who take part in meaningful Jewish life and community. Jewish Community Federation of San Francisco, the Peninsula, Marin and Sonoma Counties PJ Library As part of the Early Childhood Education Initiative, the Federation distributes Jewish books and music to families with children from six months to 7 years in San Francisco, Marin, San Mateo, and Sonoma Counties. Jewish Early Childhood Education Initiative (JECEI) 2009-2010 General Support JECEI is establishing a standards-based model and brand of Jewish early childhood education as a blueprint for pre-schools across the United States to become portals for Jewish family engagement, while respecting each school s denomination, cultural, institutional and communal uniqueness. Moishe Foundation Education, Expansion, Organizational Capacity Moishe House supports an international network of peer-led Jewish communities for post-college young adults in their twenties. Programming centers around home-based activities and celebrations hosted by Moishe House residents and their peers. New Teacher Center Jewish New Teacher Project (JNTP) Expansion into Baltimore and Washington DC JNTP's initiative in the Baltimore / DC provides an intensive mentoring and induction program for an estimated 80 new Jewish day school teachers in 14 schools over a six year period. JJF Annual Report The Jim Joseph Foundation's 2008 annu< al report  Engaging and Inspiring Young Jewish Minds Assessment/Evaluation JJF Grant Assessment profile as of July 8, 2009 Hillel Experiential Educator Exemplars Program Self Assessment First Year Assessment of the Foundation for Jewish Camp JWest Initiative submitted by The Summation Research Group, Inc. Grants by Invitation Only The Foundation does not accept unsolicited grant proposals. It extends formal invitations for grants and then works closely with the grant applicant on preparing a proposal for the Board s review and consideration. Foundation professionals make a concerted effort to respond to all inquiries. Interested grant seekers should carefully review the contents of this web site before contacting the Foundation. We appreciate grant seekers understanding that the Foundation s commitment to its vision and discipline in implementing goals and executing strategy compel us to focus on funding opportunities that align with the Foundation s priorities. Frequently Asked Questions $http://www.webcitation.org/66vaFCPCm$http://www.webcitation.org/66vaG93uU$http://www.webcitation.org/66vaGutae$http://www.webcitation.org/66vaHeDXN$http://www.webcitation.org/66vaJkU43$http://www.webcitation.org/66vaOq6IOProgram InterestsBradley PrizesBradley Center SymposiaBradley Fellowship ProgramDonor Intent Program$The Bradley Fund for the EnvironmentCurrent Program Interests The Foundation's Board, on occasion, undertakes to define and redefine its current program interests. At present, the Foundation aims to encourage projects that focus on cultivating a renewed, healthier, and more vigorous sense of citizenship among the American people, and among peoples of other nations, as well. The free society so central to the convictions and success of the Bradley brothers rests upon and is intended to nurture a solid foundation of competent, self-governing citizens, who are understood to be fully capable of and personally responsible for making the major political, economic, and moral decisions that shape their own lives, and the lives of their children. Such decisions are made on the basis of common sense, received wisdom, traditional values, and everyday moral understandings, which are in turn nurtured and passed on to future generations by healthy families, churches, neighborhoods, voluntary associations, schools, and other value-generating "mediating structures." This expansive understanding of citizenship is being challenged today, however, by contemporary forces and ideas that regard individuals more as passive and helpless victims of powerful external forces than as personally responsible, self-governing citizens, and that foster a deep skepticism about citizenly values and mediating structures. Consequently, authority and accountability tend to flow away from citizens toward centralized, bureaucratic, "service-providing" institutions that claim to be peculiarly equipped to cope with those external forces on behalf of their "clients." This systematic disenfranchisement of the citizen, and the consequent erosion of citizenly mediating structures, pose grave threats to the free society that the Bradley brothers cherished. In light of these considerations, projects likely to be supported by the Foundation will generally share these assumptions: They will treat free men and women as genuinely self-governing, personally responsible citizens, not as victims or clients. They will aim to restore the intellectual and cultural legitimacy of citizenly common sense, the received wisdom of experience, everyday morality, and personal character, refurbishing their roles as reliable guideposts of everyday life. They will seek to reinvigorate and reempower the traditional, local institutions -- families, schools, churches, and neighborhoods -- that provide training in and room for the exercise of genuine citizenship, that pass on everyday morality to the next generation, and that cultivate personal character. They will encourage decentralization of power and accountability away from centralized, bureaucratic, national institutions back to the states, localities, and revitalized mediating structures where citizenship is more fully realized. In addition to these thematic considerations, eligible projects will exhibit these features: They may address any arena of public life -- economics, politics, culture, or civil society -- where citizenship as here understood is an important issue. It is important to note that our view of citizenship is not primarily concerned with promoting civics education, voter awareness or turnout, or similar activities narrowly focused on voting and elections. They may address the problem of citizenship at home or abroad, where the fall of many (and the perpetuation of some) totalitarian regimes has made this issue particularly urgent. In light of our emphasis on decentralization, and considering the Foundation's deep roots in Milwaukee and Wisconsin -- areas with proud traditions of innovation and experimentation in democratic citizenship -- community and state projects will be of particular interest to us. Such projects will aim to improve the life of the community through increasing cultural and educational opportunities, grassroots economic development, and effective and humane social and health services, reflecting where possible the Foundation's focus on the resuscitation of citizenship. Projects may be actual demonstrations of the resuscitation of citizenship in the economic, political, cultural, or social realms; policy research and writing about approaches encouraging that resuscitation; academic research and writing that explore the intellectual roots of citizenship, its decline, and prospects for revival; and popular writing and media projects that illustrate for a broader public audience the themes of citizenship. Much of the creative and energetic leadership essential for a renewal of citizenship will be supplied by gifted individuals, who must receive challenging and stimulating programs and instruction at all levels of their education. The Foundation supports programs that research the needs of gifted children and techniques of providing education for students with superior skills and/or intelligence. Research programs investigating how learning occurs in gifted children and demonstration programs of instruction are to be considered.NThe Bradley Prizes formally recognize individuals of extraordinary talent and dedication who have made contributions of excellence in areas consistent with The Lynde and Harry Bradley Foundation s mission. Up to four Prizes of $250,000 each are awarded annually to innovative thinkers and practitioners whose achievements strengthen the legacy of the Br< adley brothers and the ideas to which they were committed. Each year, Bradley Prize nominations are solicited from a national panel of more than 100 prominent individuals involved in academia, public-policy research, journalism, civic affairs, and the arts. All nominees are carefully evaluated by a distinguished selection committee that makes recommendations to the Foundation s Board of Directors, which selects them. The Prize winners are then honored at a celebratory awards ceremony.In 2005, the Bradley Center for Philanthropy and Civic Renewal at the Hudson Institute in Washington, D.C., began a tradition of convening -- during the daytime before the celebratory Bradley Prizes ceremony in the evening -- a wide-ranging and substantive symposium on important political and cultural issues facing the country with its most-prominent intellectuals, commentators, activists, and philanthropists.Bradley Fellowship Program The Bradley Fellowship Program is a major part of the Foundation s program interest in strengthening America s  intellectual infrastructure at the higher-education level. Begun in 1986, the program is a model for influencing the intellectual framework of national life. It helps fulfill the two basic prerequisites for liberal education -- good teaching and good curriculum -- by enabling colleges and universities to offer students in the advanced stages of graduate work the opportunity to pursue serious studies with excellent teachers. For the program, the Foundation chooses institutions of higher education each year to support graduate and post-graduate students, who are designated as Bradley Fellows. The Fellows are chosen by each institution upon the recommendation of one or more distinguished professors in the humanities, social sciences, and the law. In providing useful assistance to young scholars during a critical phase in their education, Bradley Fellowships make it possible for intelligent doctoral candidates and post-doctoral fellows to complete their studies, prepare manuscripts for publication, conduct research, and enhance their competitiveness in the job market. Of the thousands of past Bradley Fellows, hundreds teach at the country s most-prestigious colleges and universities, while an equal number are affiliated with research institutes and hold prominent positions in government. Bradley s Donor Intent Program gives others an opportunity to formally align their charitable interests with those of the Foundation s. These grants were recommended and made from contributions provided by Michael L. and Rosalind C. Keiser. The Bradley Fund for the Environment is a partnership between The Lynde and Harry Bradley Foundation in Milwaukee and the Sand County Foundation in Madison, Wis. The fund fosters ethically sound and science-based environmental programs that are leading-edge solutions to major challenges. The fund solicits proposals. Funded projects emphasize personal responsibility, create sustaining partnerships, and integrate habitat improvement with human considerations. The Sand County Foundation applies its expertise in choosing the projects and those carrying them out. The Back 40 is a community-based, online resource that the Sand County Foundation is using to bring together leading individuals and organizations from the agricultural, environmental, industrial, and academic sectors to exchange ideas and discuss ecological issues of importance to landowners. It features many projects of The Bradley Fund for the Environment.Druckenmiller Foundation$http://www.webcitation.org/66ww1eU973Klingenstein Fellowship Awards in the Neurosciences& The purpose of these awards is to support, in the early stages of their careers, young investigators engaged in basic or clinical research that may lead to a better understanding of neurological and psychiatric disorders. The Klingenstein Fund recognizes that to accomplish this goal it is necessary to encourage a variety of new approaches. Several areas within the neurosciences are of particular interest to the Fund: Cellular and molecular neuroscience Studies of the mechanisms of neuronal excitability and development, and of the genetic basis of behavior. Neural systems Studies of the integrative function of the nervous system. Clinical research Studies designed to improve the prevention, diagnosis, treatment and our understanding of the causes of neurological and psychiatric disorders. $http://www.webcitation.org/66wwfmmpw:Assist religious, chariable and educational organizations.* POLICIES The general objectives and purposes of the Mabee Foundation are to assist religious, charitable and educational organizations. In carrying out these objectives, certain guidelines or standards within which the Mabee Foundation operates have been established. The Trustees feel a keen sense of responsibility in < making grants to organizations and institutions which will utilize such grants for the purpose of carrying out the objectives stated above. In line with this responsibility, the Foundation makes grants to non-profit, tax exempt, non tax supported, established institutions which combine sound character and stability with progressiveness and purpose. Under the Tax Reform Act of 1969, grants made by the Mabee Foundation are made to those organizations which are of such a nature as to make the grants eligible as  qualifying distributions. It is not the intention of the Foundation to make grants to organizations where the exercise of expenditure responsibility by the Foundation is required under the Tax Reform Act of 1969. The Mabee Foundation geographical area of giving includes only the states of Arkansas, Kansas, Missouri, New Mexico, Oklahoma, and Texas. Although it is a broad-based foundation, the Mabee Foundation does not make: a) Grants for deficit financing and debt retirement. (NOTE: If a construction contract has been executed prior to the time an application is to be considered by the Foundation, it will be treated as a request for deficit financing.) b) Grants for operating or program funds or annual fund raising campaigns (except with respect to Junior Achievement and United Way in Tulsa, Oklahoma and Midland, Texas. c) Grants for projects likely to be long delayed. d) Grants for endowments. e) Grants for governmental owned or operated institutions and/or facilities (such as state universities and municipal parks, hospitals and libraries). f) Grants of educational institutions below the college level. g) Grants exclusively for furnishing or equipment (except major medical equipment). h) Grants to a church. APPLICATION PROCEDURES While the Mabee Foundation does not follow a standard application format, the information set forth herein is required. Elaborate presentations are not required and only one application letter need be furnished. Applications should be as brief as appropriate to present the necessary facts about the applying organization and the project for which the grant is being sought. Proposals must contain all of the items listed below that are pertinent to the request and that will assist the Foundation in evaluating the proposal: 1) The legal name and address of the organization making the application. 2) Name, title, address, telephone number and e-mail address of the person designated as the primary proposal contact. 3) Brief description of the organization, including a summary of its background and its qualifications in the area for which funds are sought. 4) Description of the project for which funds are sought, what it is expected to achieve, and why it is important to undertake. 5) Description of the people, organizations or groups expected to benefit from the project and the ways they would benefit. 6) A Summary Statement setting forth the project cost, sources of funding and grant request. Applicant's reserve funds include all internal funding, including proceeds from sale of existing facilities, proceeds from estates of donors not designated for the project and funding from related organizations, such as support foundations. 7) Detailed expenditure budget for the project, indicating how the major elements of expense were estimated, how the requested funds are to be spent and during what time periods. 8) Description of sources of support which have been or will be solicited for the project, including a statement of funds which have been received or pledged as of the date of the application with donor name and amount. If in-kind support is included, the name of the donor and nature of the services to be provided must be included. 9) If a challenge grant is requested, the time within which the challenge will be met (may not exceed twelve months from date a challenge grant is issued). 10) A time schedule for start of construction or the anticipated commencement of the project. 11) Explanation of how the < project will be sustained, if appropriate, after the period for which support has been requested. 12) Proposals should be addressed to: The J.E. and L.E. Mabee Foundation, Inc. Mid-Continent Tower, Suite 3001 401 South Boston Avenue Tulsa, OK 74103-4017 13) In addition to the actual proposal, the following support information must be included as an appendix: a) Copies of the most recent ruling from the Internal Revenue Service that the organization is tax-exempt under Section 501 (c) (3) and is not a  private foundation under 509 (a) (If there is any variance between the name appearing on the Internal Revenue Service's ruling letter and the applicant's name, this must be fully explained and documented.) b) A statement on the organization s letterhead, signed by the organization s chief executive officer, that there has been no change in the purpose, character or method of operation subsequent to the issuance of the Internal Revenue Service s determination letter(s). c) A copy of the organization s audited financial statements for the most recently completed fiscal year (or, if not audited, a copy of the most recent Internal Revenue Service Form 990). d) Interim financial statements for the current fiscal period. e) A list of names and primary professional affiliations of members of the organization s governing body and names and titles of the officers. OTHER INFORMATION 1. Awarding of Grants: Most of the Mabee Foundation grants are made toward building and facility construction and renovation projects and to the purchase of major medical equipment. Although the Foundation does not fund requests for purchase of land, operating or program needs, maintenance reserves, endowment or interest on short-term financing to cover pledges, applicants may include these items in the project cost or campaign amounts. Ordinarily, grants are made on a challenge or conditional basis so as to provide incentive for enlisting the support of other donors. No matching formula is involved. The challenge is to raise whatever balance is needed to assure full project funding within the challenge period. Generally, the Foundation does not grant initial funds or total project costs. Typically, grants are for a portion of the costs remaining at the time of grant approval. There is no firm rule as to what percent of the total project cost may be the subject of a challenge grant. However, the general philosophy of the Foundation has been to help those who help themselves and to encourage additional gift support. Accordingly, the lower percent of the total project cost being the subject of a challenge grant is a positive factor. Challenge periods cannot extend beyond twelve months. 2. Leased Property. If the Facility construction or renovation project that is the subject of the grant request is on leased property, the lease must be tantamount to ownership, i.e. long-term leases including renewal options. 3. Time for Filing an Application: An application may be submitted at any time throughout the year. The Trustees of the Foundation meet four times a year (January, April, July, and October) to decide on grants. An application must be received on or before the first work day of the month preceding a meeting date to be considered at such meeting date. An application should be submitted when all of the requirements set forth herein can be fulfilled. No advantage will be gained by applying at any particular time, but applicant should keep the following in mind: In considering applications for substantial projects, the Foundation prefers to participate with other donors, and encourages the applicant to seek support from other foundations and donors to share in the total project before making application to the Foundation. Thus, it is important that an application be timed so as to permit the greatest use of a Mabee Foundation challenge grant. The applicant should have raised approximately 40% from other donors (excluding borrowings, reserve funds and government grants) before applying and wi< ll have outlined a fundraising strategy, incorporating the use of a Mabee Foundation challenge grant, for securing the balance of funds needed to complete the project. 4. Announcement of Decisions: When an application has finally been acted upon by the Trustees, it will be accepted or rejected in writing sent to the mailing address of the applicant. Generally, an applicant will be advised of the Foundation s action on a proposal within a week following the Trustees meeting. A grantee which wishes to announce receipt of a grant is encouraged to do so; however, the Foundation requests an opportunity to review the proposed announcement prior to its release. 5. Payment of Challenge Grants. Every effort is made to pay such grants immediately following compliance with the two grant conditions noted below: Furnishing the Foundation with substantiation that the applicant has raised the balance of the funds required to complete the project by the challenge deadline. A list of contributors is needed in order for the Foundation to evaluate other sources of support for the project (de minimis amounts may be summarized); and If building involved  commencement of construction, notification of project costs and assurance that such costs are within available resources. If asset acquisition involved  execution of purchase order, etc. 6. Long Delay of Commencement of Construction. Notwithstanding the above, grant will be null and void and withdrawn and cancelled if construction is not commenced within twenty-four (24) months after meeting the condition set forth in paragraph 5 (a) above. 7. Future Requests. In the interest of fairness, an organization may submit only one request per twelve-month period (unless there has been a dramatic change in circumstances with respect to the previous application). A minimum of two years must pass between final payment of any previous grant and submission of another request (except with respect to Junior Achievement and United Way in Tulsa, Oklahoma and Midland, Texas). In the event of a cancellation of an outstanding challenge grant, a minimum of one year must pass before submission of another request. Such applications should be complete in all respects without reliance upon previously submitted information. Marcus Foundation, Inc., TheAVI CHAI Foundation, The$http://www.webcitation.org/66wy5J4la$http://www.webcitation.org/66wy54KuN Health IssuesLeadership Recognition2Diversity in the Health Professions Grants that address the issue of diversity in the health professions are commonly given to organizations that provide pipeline programs, scholarships, outreach and retention programs, internships and fellowships and loan repayment programs for ethnic minorities that are underrepresented in the health professions. Careers in medicine, nursing, public health and other allied health professions are included. Organizations that support leadership development for people of color in the health professions are also eligible for funding. In addition, the Foundation funds organizations that provide information about the California health care workforce to policymakers and opinion leaders. Environmental Health Grants that address the issue of environmental health are commonly given to organizations that provide environmental health education and awareness activities; community organizing to promote environmental health; screening and testing for exposure to environmental toxins; leadership development; and collaborations such as partnerships between public health departments and community-based health programs to improve environmental health. The Foundation also funds efforts to inform policymakers and opinion leaders about improving environmental health issues. Healthy Aging Grants that address the issue of healthy aging are commonly given to organizations that provide clinical preventive services, falls prevention programs, food and nutrition programs and in-home support. Also funded are organizations that support relationships between youth and older adults through activities such as intergenerational volunteering and mentoring< . In addition, the Foundation funds agencies that inform policymakers and opinion leaders about healthy aging, as well as organizations that provide leadership development programs for seniors. Mental Health Grants that address the issue of mental health are commonly given to organizations that provide services for transition-age youth (ages 16-23)  with a focus on those in, or exiting from foster care and on runaway/homeless youth. In addition, the Foundation funds organizations that provide leadership development programs for mental health professionals, as well as organizations that inform policymakers and opinion leaders about the health/mental health issues of youth exiting from foster care and runaway/homeless youth. Teenage Pregnancy Prevention Grants that address the issue of teenage pregnancy prevention are commonly given to organizations that provide outreach activities for reproductive health care, access to contraceptive services, and comprehensive programs for pregnant and/or parenting teens. An emphasis is placed on funding peer-provider clinics and other reproductive health organizations that work with high-risk, sexually active, underserved teen populations. The Foundation also funds organizations that provide leadership development activities for reproductive health care workers and organizations that inform policymakers and opinion leaders about the issue of teen pregnancy. Violence Prevention Grants that address the issue of violence prevention are commonly given to organizations that provide services for youth (ages 12-24) including mentoring programs, gang intervention programs, re-entry programs, community-based violence prevention programs and after-school programs. An emphasis is placed on funding organizations that work with at-risk youth, including gang-affiliated and previously incarcerated youth. Grants are also made to organizations that provide leadership development activities to those working in the field of violence prevention, as well as organizations that inform policymakers and opinion leaders about the public health aspects of violence against youth. Women s Health Grants that address the issue of women s health are commonly given to organizations that provide reproductive health care, prenatal care, community-based comprehensive health care services, HIV/AIDS programs for women of color, case management, and supportive housing for homeless women. Priority is given to organizations that create welcoming environments for women in underserved communities. The Foundation also funds organizations that provide leadership development activities for women and those that inform policymakers and opinion leaders about the issue of women s health. Work and Health Grants that address the issue of work and health are commonly given to nonprofit organizations that provide health care services to farmworkers, in-home health workers, garment workers, day laborers and other low-income workers. Worker centers that provide culturally sensitive and linguistically appropriate services, such as health education and access to health care for low-wage workers, are also prioritized for funding. In addition, the Foundation funds organizations that provide leadership development programs for low-wage workers, as well as organizations that inform policymakers and opinion leaders about the issue of work and health. Special Projects Each year, the Foundation sets aside a pool of dollars to respond to emerging issues or health issues outside the eight we have prioritized for funding. The Foundation places an emphasis on grants to support and strengthen safety net providers of health care, help low-income consumers understand and navigate the health care system, and to inform policymakers and opinion leaders about health care issues affecting the underserved. The Foundation has also provided significant funding to organizations providing culturally appropriate health programs for underserved ethnic populations.Recognizing and encouraging leaders who are working to improve health and wellness in their communities is one of the Foundation's goals. Our leadership recognition program is designed to acknowledge exceptional individuals who< demonstrate leadership on important health issues. The California Wellness Foundation's four leadership recognition awards are: California Peace Prize Champions of Health Professions Diversity Award Public Policy Leadership Award Sabbatical Program $http://www.webcitation.org/66wyDNCTo$http://www.webcitation.org/66wyEODp2$http://www.webcitation.org/66wyFTly0$http://www.webcitation.org/66wyHBQ6ICalifornia Peace Prize/Champions of Health Professions Diversity AwardPublic Policy Leadership AwardSabbatical ProgramThe California Wellness Foundation is proud to present its 2011 California Peace Prize honorees. Each receives a cash award of $25,000 as an acknowledgment of their commitment to prevent violence and promote peace in their communitiesThe California Wellness Foundation is proud to present its 2011 Champions of Health Professions Diversity awardees. Each receives a cash award of $25,000 as an acknowledgment of their commitment to increasing California s health care workforce and its diversity.The California Wellness Foundation recognizes the 2008 Public Policy Leadership Award honorees: Senator Sheila Kuehl and Senator Jack Scott. The Foundation thanks these legislators for their dedication to the health of underserved Californians and for their extraordinary leadership in the public policy arena. These honorees have influenced millions of lives through their efforts to advance policies that promote the health of underserved Californians.TThe California Wellness Foundation Sabbatical Program was created to improve the long-term effectiveness of health service nonprofits by providing their executives with the rest they need to continue to direct their organizations' missions. The program offers $30,000 grants to nonprofit health organizations in California, enabling their executive directors to take a paid leave of up to six months. Up to $5,000 will also be awarded to each organization for the professional development of managers and staff who will assume extra responsibilities during the absence of the sabbatical awardees.$http://www.webcitation.org/66wyc07JC$http://www.webcitation.org/66wydJnLm$http://www.webcitation.org/66wyeQCmv$http://www.webcitation.org/66wygItjX$http://www.webcitation.org/66wyi9m6E$http://www.webcitation.org/66wyjm9AP$http://www.webcitation.org/66wykyQ4L$http://www.webcitation.org/66wymEXuM$http://www.webcitation.org/66wynGr5O$http://www.webcitation.org/66wyoGTb2$http://www.webcitation.org/66wypCH0WSchool Leadership After SchoolArts Education!Summer and Extended Learning Time!Audience Development for the ArtsAdult LiteracySchool CounselingTeacher Recruitment Urban ParksPast Initatives The Problem Despite years of education reform efforts, success in lifting student achievement remains elusive for many urban public schools. An often-missing ingredient is effective school leadership, cited in research as second only to teaching in school influences on student success. How We Are Tackling It Since 2000, Wallace has supported states and school districts to develop and test ways to improve leadership by principals and others key to better schools. Our efforts have included leadership improvement undertakings in 24 states and numerous urban school districts within them as well as the publication of 70-plus related research studies and other reports. This has taught us a great deal about school leadership. Our school leadership strategy building on this work is three-pronged: Disseminate reports and other materials about what we have learned, so education decision-makers develop informed school leadership policies and procedures. Create tools, such as how-to guides, that are based on what Wallace has found out and will help those in the trenches of school reform to work more effectively. Support selected districts seeking to build a pipeline of excellent principals. For this last prong, Wallace has launched an initiative to help six urban school districts develop a much larger corps of effective school principals and to determine whether this improves student achievement across the district, especially in the highest needs schools. The districts are: Charlotte-Mecklenburg in North Carolina; Denver; Gwinnett County (near Atlanta) in Georgia; Hillsborough County (near Tampa) in Florida; New York City; and Prince George's County (near Washington, D.C.) in Maryland. The districts will be working to fully develop the four essential, interlocking parts of a principal pipeline: Defining the job of the principal and assistant principal. Districts create clear, rigorous job requirements detailing what principals and assistant principals must know and do. These research-based standards underpin training, hiring and on-the-job evaluation and support. High-quality training for aspiring school leaders. "Pre-service" principal training programs, run by universities, nonprofits or districts, recruit and select only the people with the potential and desire to become effective principals and provide them with high-quality training. Selective hiring. Districts hire only well-trained candidates to be school leaders. Leader evaluation and on-the-job support. Districts regularly evaluate principals and provide professional devel< opment, including mentoring, that aims to help novice principals overcome weaknesses pinpointed in evaluations. Some of the Research Informing Our Work How Leadership Influences Student Learning and a large follow-up study, Learning From Leadership: Investigating the Links to Improved Student Learning, by researchers at the Universities of Minnesota and Toronto, explore the central role of leadership in improving student performance. Preparing School Leaders for a Changing World: Lessons from Exemplary Leadership Development Programs  Final Report, by researchers at Stanford University and The Finance Project, provides guidelines for district and state policymakers to help reinvent how principals are prepared for their jobs. The Problem More than 15 million school-age children are left to their own devices after 3 p.m., yet millions of parents report they would enroll their kids in after-school and summer programs if only they were available. This is an enormous missed opportunity for learning and enrichment during  out-of-school time (OST), especially for children most in need. How We Are Tackling It Typically OST programming is fragmented, with the many varied after school programs and government agencies and private groups that finance them operating in isolation from one another. In 2003, Wallace began working in Boston, Chicago, New York City, Providence, and Washington, D.C. to help coordinate the after-school workings of these groups  creating citywide  systems of OST that could support better programs and increase access to them. In late 2010, a RAND evaluation said the cities work had provided  a proof of principle that OST systems hold promise. Then, in early 2012, Wallace announced  next generation grants in nine cities to further develop systems already begun in those communities: Baltimore, Denver, Fort Worth, Grand Rapids, Jacksonville, Louisville, Nashville, Philadelphia and St. Paul. Our after school strategy is three-pronged: Inform city decision-makers nationwide about the value of OST systems and how to build them. Develop web materials to help city leaders act on what we ve learned. Help cities already building OST systems to put in place essential pieces, including computer systems to provide reliable citywide data on program participation and quality. In a separate Chicago initiative, Wallace is trying to help out-of-school time providers overcome a little-recognized barrier to offering more and better OST programs  weakness in financial management. The effort provides financial management training and assistance to nonprofits and funds a forum for state, philanthropic and OST leaders to find ways to reduce common financial reporting and reimbursement burdens. Some of the Research Informing Our Work Hours of Opportunity, by the RAND Corporation, describes the promise and challenges in the Wallace-supported system-building efforts and examines the use of data for OST systems. A Place to Grow and Learn details Wallace s OST system idea. The Cost of Quality Out-of-School-Time Programs is one of the most detailed studies to date of the range of costs of strong OST programs. An online cost calculator derived from that study is designed to help users figure out the costs of a variety of high-quality OST programs. Administrative Management Capacity in Out-of-School Time Organizations: An Exploratory Study describes why many organizations that run OST programs need to strengthen administration and management to improve programming.  The Problem The chances of a city public school student experiencing and learning about the arts, whether in a classroom or after-school program, are slim  and slimmer still for the poorest children and teens. This means that many young people are deprived of the benefits of the arts, such as art s ability to strengthen empathy, imagination and persistence. Moreover, because childhood participation in the arts is closely linked to adult participation, the marginalization of arts education means that arts organizations are deprived of potential future audie< nce members. How We Are Tackling It Since 2005, Wallace has been working in selected cities to find ways to engage more young people in high-quality arts learning during the school day and beyond. Our arts education strategy has three parts: Help selected school districts find ways to overcome a decline in public school arts education that began in the late 1970s. Work with large, national  youth-serving organizations to develop an array of arts programs that their local affiliates can use for children in after-school and other out-of-school time efforts. Reach teens in cyberspace by developing digital technology for making art. Wallace has funded efforts in a number of urban areas to plan for introducing more and stronger classroom arts instruction, including, Los Angeles, Minneapolis, New York City and Seattle. In addition, Wallace is supporting the Boston Public Schools Arts Expansion Initiative and Dallas non-profit Thriving Minds effort, a national model of a  coordinated approach to improving arts learning by knitting together the work of groups including school districts, city agencies and cultural organizations. With the William Penn Foundation and others, Wallace has also supported the creation of the Arts for Children and Youth of Greater Philadelphia initiative. Some of the Research Informing Our Work Revitalizing Arts Education Through Community-Wide Coordination, from the RAND Corporation, describes initiatives in six cities to reverse a decades-long decline in city public school arts education by coordinating the work of local governments, arts institutions, schools and others. It concludes that such efforts, although fragile, are promising. In Cultivating Demand for the Arts: Arts Learning, Arts Engagement, and State Arts Policy, other RAND researchers assert that boosting now-lagging arts participation will require more and better arts education, because those who experience the arts as children are more likely to pursue the arts as adults. The Problem The conventional six-hour, 180-day school year may not provide enough time for many poor and minority students in urban public schools to receive the education they deserve. In addition, the well-documented learning loss that poor children experience over summer contributes significantly to the achievement gap between them and children with more advantages in life. How We Are Tackling It Launched in 2010, the More Time for Learning initiative supports efforts to engage children in more hours of learning both over the summer and during the school year (in what is commonly called "extended learning time"). A central part of our work is to study these programs, measure their effects on student achievement, and make the findings public. Our summer learning and extended learning efforts are guided by three common strategies: Inform mayors, school district leaders, parents and others about how more hours for learning could improve student achievement. Strengthen the few well-established nonprofits with strong summer or extended learning programs so they can serve more children. Help selected city school districts introduce and test more-learning-time programs on a wide scale, and then evaluate the results. Wallace is working in Boston; Cincinnati; Dallas; Duval County, Florida; Pittsburgh; and Rochester on a four-year summer learning "research and demonstration" project in which low-performing students about to enter the fourth grade will receive reading, writing and math instruction as well as enrichment activities like music and sports. The project is designed to combine high-quality learning for children with a much-needed rigorous test of what works and what doesn't in these summer programs. Three summer learning programs  BELL (Building Educated Leaders for Life), Higher Achievement, and Horizons National  have received support from Wallace, while Citizen Schools and Communities in Schools, The After-School Corporation, and Say Yes to Education have received support for their extended learning efforts. Some of the Research In< forming Our Work In Making Summer Count: How Summer Programs Can Boost Children's Learning, researchers from RAND find evidence that summer programs can help ease summer learning loss, identify obstacles to providing these programs, analyze their costs, and offer recommendations for putting them into place. The Cost of Quality Out-of-School-Time Programs explores the range of costs of sound summer and after-school programs.The Problem  The arts belong to everyone. That conviction of The Wallace Foundation s co-founder, Lila Wallace, has defined the foundation s longstanding efforts to combat declining rates of participation in the arts so that more people experience arts benefits. How We Are Tackling It Our audience development strategy emerges from the idea that if arts organizations design audience-building techniques based on reliable data and analysis, they will be better able to cultivate more participation in the arts. The Wallace Excellence Awards initiative, therefore, supports exemplary arts organizations in six cities to craft and try out ways to reach more people, and also provides them with expert assistance in data use and thinking through a strategy. A crucial part of the initiative is to learn from the audience-building work of our grantees, find out what works and what doesn t, and disseminate that information so many other arts groups can benefit from the lessons. Wallace has published the first four in a series of reports documenting the successes and challenges the arts organizations have faced in their efforts . In each city, we ve also created  learning networks in which our grant recipients and other arts organizations come together to share ideas about how to build participation in the arts  and raise the visibility of the issue. Since 2006, grants have gone to 54 arts organizations in Boston, Chicago, Minneapolis/St. Paul, Philadelphia, San Francisco, and Seattle. Some of the Research Informing Our Work Our approach is grounded in principles laid out in two landmark Wallace-commissioned RAND Corporation reports. A New Framework for Building Participation in the Arts suggests that building arts participation refers to one or more of three activities:  broadening audiences (increasing their size);  deepening them (enriching the experience of participants); or  diversifying them (bringing new groups into the fold). Gifts of the Muse concludes that all the broader social benefits of the arts stem from people s individual, rewarding encounters with art  and that arts organizations need to find ways to introduce more people to those experiences. <Adult Literacy  Wallace Initiative, 1992 to 2002 The Issue Some 40 million American adults read below the sixth-grade level, making it tough for them to do everyday tasks ranging from writing a letter to filling out a job application. This limits their ability to work, engage in civic life and fully help their children. The Response In 1992, The Wallace Foundation began an $18 million effort centering on adult literacy programs, especially those in public libraries. The Literacy in Libraries Across America initiative set out to accomplish three goals: lift the programs quality; strengthen the programs ability to show results for those enrolled; and help the programs better reach the millions of adults not currently enrolled. The Results The Adult Literacy initiative reached 50,000 adult learners. More than 20 public libraries in eight states established high-quality literacy programs by using technology, recruiting and training tutors, and finding ways to retain adult learners. Literacy Partners, Inc., a consortium of 12 leading literacy programs, formed the  What Works Literacy Partnership to improve program quality through evaluations and practices to produce stronger learning gains for students. With the Ford Foundation, Wallace supported the Adult Literacy Media Alliance to develop TV411, a multi-media learning program for adults and their families. Four research reports were generated. They identified student lack of persistence<  in programs as a major barrier to progress, and suggested solutions including assigning students to individual sponsors and offering them referrals to social service agencies. Research That Emerged From This Work So I Made Up My Mind: Introducing a Study of Adult Learner Persistence in Library Literacy Programs I Did It for Myself: Studying Efforts to Increase Adult Student Persistence in Library Literacy Programs As Long As It Takes: Responding to the Challenges of Adult Student Persistence in Library Literacy Programs One Day I Will Make It: A Study of Adult Student Persistence in Library Literacy Programs LIBRARY POWER  WALLACE INITIATIVE, 1988  2000 The Issue School libraries were not being used to their full potential in elementary and middle schools. The Response The Library Power initiative sought to convert large numbers of school libraries into state-of-the-art centers to help improve teaching and learning in public schools. Schools made renovations to libraries, strengthened their collections and aligned them more closely with classroom needs; enriched classroom teaching with library activities; and fostered collaboration among administrators, teachers and librarians in planning and giving instruction. The Results With grants totaling more than $40 million, the largest private investment in school libraries in more than 30 years, the initiative helped more than 700 schools in 19 communities transform their libraries into hubs of meaningful educational activities. Library Power became the model on which the American Library Association based its standards for school libraries. Research That Emerged From This Work Library Power Executive Summary: Findings from the National Evaluation of the National Library Power Program PUBLIC LIBRARIES AS PARTNERS IN YOUTH DEVELOPMENT  WALLACE INITIATIVE, 1998  2001 The Issue Libraries could be better tapped to contribute to the positive development of children and teens. The Response Public Libraries as Partners in Youth Development awarded $9 million to nine leading public libraries and the Urban Libraries Council. The grants helped libraries devise innovative ways to serve children and teens, while furthering the library mission. The libraries introduced and expanded such activities for low-income teens as technology training, homework help, mentoring, volunteer work and jobs. The Results The initiative led to improved library education and career development services for teenagers. Research That Emerged From This Work New on the Shelf: Teens in the Library Public Libraries as Partners in Youth Development SCHOOL COUNSELING  WALLACE INITIATIVE, 1998  2004 The Issue Studies by leading experts argue for better training to equip future school counselors to support students academic and career needs. The Response In 1998, The Wallace Foundation and The Education Trust of Washington, D.C., launched Transforming School Counseling, a national effort to improve the university training of school counselors and burnish their skills in providing academic and career development counseling to middle- and high school students, especially those in low-achieving schools. Six universities received three-year, $450,000 grants to change graduate-level counselor training programs, recruit more diverse candidates and work with local school districts to redesign their counseling programs. In addition, The Education Trust received an $875,000 grant to work with the universities as they implemented changes to their counselor education. The Results The universities overhauled their counselor preparation programs by adding internships and making other changes. Another 20 universities opted to take part without grants, received information, attended initiative meetings and reworked programs on their own. The universities worked with districts committed to rethinking the school counselor s role and offering job placements to program graduates. Gaining Traction, Gaining Ground, the Education Trust s report on characteristics of schools that have had some success in helping < low-performing students, found that one common trait was that these schools brought counselors into the academic culture. Related Work A $40 million Wallace effort begun in 1992 focused on serving high-school-age young people in a different way by supporting six initiatives that sought to enable adolescents, especially low-income teens, meet the demands of a highly skilled workforce. The initiatives were: High Schools That Work; Career Academy Support Network; Communities and Schools for Career Success; Benchmark Communities Initiative; National Training Program of the National Association of Service and Conservation Corps; and YouthBuild Affiliated Network. Research That Emerged From This Work New Rules, New Roles: Preparing All Young People for a Changing World TEACHER RECRUITMENT  WALLACE INITIATIVE, 1989  2001 The Issue For a variety of reasons, potentially excellent teachers choose not to enter the profession. The Response From 1989 to 1999, The Wallace Foundation invested $50 million to create Pathways to Teaching Careers. The goal was to provide new ways to recruit and certify teachers from non-traditional backgrounds such as paraprofessionals, uncertified teachers, and returned Peace Corps volunteers. Pathways worked with 40 colleges and universities in 23 states to build effective strategies for recruiting, preparing and certifying teachers from non-traditional candidate pools. Grants supplied scholarships and support services to enable potential teachers to complete bachelor s or master s degrees, earn teaching certificates or fulfill other teacher requirements. Partnerships between universities and school districts ensured that the universities fully prepared the new teachers for district jobs and that districts would help place the graduates in high-need schools. The Results Pathways became a nationally recognized model for creating alternative routes into teaching. Through 2000, Pathways recruited and served nearly 2,600 participants  exceeding its goal by 18 percent  and the model was put in place at 32 participating universities. Urban Institute research published in 2001 found that 75 percent of Pathways participants had completed teacher certification requirements, compared with 60 percent of traditionally educated students. Pathways teachers also rated higher in classroom performance than typical novice teachers, according to the research. Some 84 percent of Pathways graduates worked in teaching jobs in high-need districts, and more than 81 percent taught for at least three years. In 1998, Congress and the U.S. Department of Education used Pathways as a model for teacher-recruitment legislation in the Higher Education Act, re-authorized that year. Research That Emerged From This Work Absence Unexcused: Ending Teacher Shortages in High-Need Areas Ahead of the Class: A Handbook for Preparing New Teachers from New Sources Recruiting, Preparing and Retaining Teachers for America's Schools 'URBAN PARKS  WALLACE INITIATIVE, 1990  2003 The Issue As places to play and learn and as public spaces where people come together, parks are essential to the health of urban communities. In many cities where parks have been left to decline, public-private partnerships have emerged to spur reinvestment in open spaces. The Response The Urban Parks initiative sought to improve the quantity and quality of city parks for public use, particularly in low-income neighborhoods, and to broaden urban leaders understanding of the importance of parks to the health and vitality of cities. Grants totaling $38.6 million supported 19 public-private partnerships in 17 cities to create parks in under-served neighborhoods, promote urban reforestation, restore landscape and bring new activities to parks. Wallace supported national and regional forums to share lessons on park development and its contribution to communities. In 2000, $3 million in final grants went to support urban park collaborations, physical improvements, and intergenerational activities, and to help establish a national organization, the City P< arks Alliance, to represent urban parks and possibly provide a network for encouraging informal learning through park projects around the country. The Results The Urban Parks Initiative: Secured 350 acres of new parkland and 50 miles of new greenway trails, restoring 300 acres of existing parkland and pulling together more than $150 million in public/private commitments. Drew new visitors through innovative activities, grounded in careful study of park use. Shared lessons of effective park development with the broader field through publications and Urban Parks Online. In 2001, The Urban Institute published Public Use of Urban Parks: A Methods Manual for Park Managers and Community Leaders. Helped build a network of park practitioners and city mayors, the foundation-supported City Parks Forum. Research That Emerged From This Work The Public Value of Urban Parks Understanding Park Usership Urban Parks as Partners in Youth Development Since The Wallace Foundation emerged as a national philanthropy around 1990, it has worked in areas ranging from support of outstanding writers to improvement of teacher quality. Many of these past initiatives have yielded research and publications of continuing interest. Pathways to Teaching Careers Ensuring Teacher Quality School Counseling Reform PACK Program Making the Most of Out-of-School Time (MOST) Extended Service Schools [ESS] Youth ALIVE Museum Collections Accessibility Initiative Adult Literacy Public Libraries as Partners in Youth Development (PLPYD) Ventures in Leadership Education: States and Districts SAELP Program LEAD Program Lila Wallace Readers Digest Writers Awards START Program LEAP Program Community Partnerships for Cultural Participation (CPCP) Community Arts Partnerships (CAP) Arts Partners Program $http://www.webcitation.org/66wzDTRIU$http://www.webcitation.org/66wzLSIzU;Educational Fields, Catholic Organizations, Other CharitiesGrantmaking EmphasisThe Foundation will maintain its grantmaking in the three general areas as prescribed by the founders, Wayne and Gladys Valley: 1. Educational Fields Private and public colleges, universities, primary and secondary schools, early childhood education, technical and vocational schools, and other programs related to education. 2. Catholic Organizations 3. Other Charities Primary focus upon medical research, health care, local parks and recreational facilities, and projects serving youth.To implement the wind-down, the Foundation will make substantially larger grants that fit under the general giving areas under  Areas of Interest. These grants will be intended to have a lasting, major impact upon the organizations, communities, and/or institutions that receive these grants. The Foundation intends to emphasize capital grants (bricks and mortar, facility, and equipment) as a major component of this wind-down. Future grants will incorporate the decisionmaking principles that have distinguished past effective grants by the founders and the Foundation Board, such as: positive impact upon as many people as possible; support of organizations that have: a track record of success; demonstrated effective practices in the past; attracted broad-based support; strong leadership; and proven to be accountable; support of organizations and programs that serve those who are worthy, having earned support through merit; ability of organizations to attract funds from other sources. The emphasis upon larger grants through the wind-down will be implemented through the following means: The Foundation Board and staff are identifying and researching opportunities for grantmaking; The Foundation will employ different strategies to implement future grantmaking, which may include Request for Proposals and Competitive Grants; Potential applicants will be notified when specific initiatives are determined. Annual Grants For the near future, the Foundation will continue to make very limited annual program and/or operating support grants. Future grants will increasingly focus on the major initiatives undertaken by the FoundationDeMoss Foundation, Arthur S.,Cohen Foundation, Steven A. and Alexandra M.$http://www.webcitation.org/66x0AA6QsProgram InformationHuman Services Program The objective of the Human Services Program is to assist women, primarily regarding their physical, mental and financial health. Grants are made to programs that support activities that deal with the issues of homelessness, substance abuse, domestic violence and vocational training. Geographic focus is on Los Angeles and Orange counties in California. Environmental Program The Environment Program concentrates on activities that promote the conservation of biological diversity and advance sustainable ecosystem management. Primary emphasis is on marine resources conservation with a geographic focus on the western North America, Chile, and the western Pacific. The Environment Program also supports the search for solutions to health threats caused by toxic chemicals. Special Interests This category serves to provide support for compelling funding opportunities and special concerns as determined by the Board of Directors. Proposals for this category are by invitation only.$http://www.webcitation.org/66x1Q0drs$http://www.webcitation.org/66x1HwPpW$http://www.webcitation.org/66x1Cp9FG$http://www.webcitation.org/66x0vn3q6Sustainable Environm< entsStrong Local EconomiesThriving CulturesFoundation Initiatives Stabilizing Climate Change at the Local, State and National Level. We focus on programs that will reduce greenhouse gas emissions and create economically competitive, sustainable, and equitable communities by: Mobilizing new constituencies to make the case that climate change is more than an environmental issue and to promote policies and individual actions to address it. Advancing state, regional, and city policy and leadership to create and implement comprehensive plans that address climate change. Accelerating energy efficient solutions to conserve energy, reduce emissions and spur economic development and job creation. Spurring the Transition to a Green Economy. The Surdna Foundation is interested in shifting investments toward the new energy economy and demonstrating the benefits, including job creation, economic development and greater social equity by: Creating good, green jobs by scaling up efforts to retrofit our nation s residential and commercial buildings. Growing green industry and revitalizing our manufacturing sector through policies and investments that drive the production of wind turbines, solar panels, and transit systems. Fostering green jobs policies and training to create pathways out of poverty. This includes improving access to good jobs for low-income residents, building partnerships with labor and business, and supporting innovations in workforce development. Improving Transportation Systems and Encouraging Smart Growth. Over time, we seek to alter the prevailing land use and transportation systems in the U.S. through federal, state, and local policies that encourage smart growth, twenty-first century transportation systems, and sustainable, equitable communities. Areas of focus include: Reducing automobile dependency through federal, state, and regional policies, which foster infrastructure investments that improve transportation networks, increase mobility and accessibility, and reduce vehicle miles traveled and greenhouse gas emissions. Supporting state and city leaders in the development and implementation of innovative solutions and the transfer of best practices that create environmental, economic, and social benefits. Strengthening public involvement and accountability to ensure equitable transportation and planning practices. We are currently exploring additional priority areas and will update these guidelines periodically to reflect the conclusions from these explorations. Generally, the Surdna Foundation does not support: Programs addressing toxics, hazardous waste, land and habitat conservation; animal welfare, biodiversity and ocean management; individuals; academic fellowships.MThe Surdna Foundation provides grant support for efforts at the national, state, metropolitan, and local levels to realize more just and sustainable communities throughout the United States. We invest in the exchange of ideas across networks of people, institutions, and places with the intent of seeding innovative projects, programs, and policies and bringing them to scale across the country. We seek a balance of grantmaking opportunities that include efforts to: demonstrate the effectiveness of specific, targeted projects, practices, and models; advocate for and implement federal, state, and local public policies; and empower, mobilize, and develop leadership in communities and agencies to encourage civic participation. Connecting People to Opportunities: building communities that connect residents to economic opportunity. The Surdna Foundation s Strong Local Economies program aims to help create communities of opportunity that offer good jobs within reach for low- and moderate-income residents, and provide sustainable development solutions that enable people to easily travel between their homes and jobs, schools, and day-to-day services. We focus on efforts that will help connect people to economic opportunity by: Implementing physical development and land use strategies that link affordable housing and transportation to quality job<  opportunities, including those created through partnerships with anchor institutions such as major medical, educational, and cultural institutions. (Examples include, but are not limited to: land use planning to repurpose vacant properties for economic reuse, increase density or preserve affordability to ensure accessibility; transit-oriented development strategies; revitalization and workforce strategies that partner with anchor institutions, policies and strategies to preserve long-term affordable housing and workspace for artists in cultural districts). Mobilizing constituencies and developing new leaders to organize and advocate for revitalization policies and strategies that help connect residents to quality jobs, accessible transit, and affordable housing. (Examples include, but are not limited to: advocacy for transit equity; community benefits agreements, advocacy to promote first-source hiring agreements for government supported development projects; regional fair housing campaigns). Advancing public policy to design and implement comprehensive plans that help link the built environment to transportation networks and job opportunities. (Examples include, but are not limited to: Metropolitan Planning Organization reform; regional transit planning; integration of land use, transportation, and economic development planning; land use reform policies; inclusionary zoning). Building expertise among government, nonprofit, for-profit, and philanthropic leaders to advance policies and approaches to bring both location-efficient housing and transit networks to scale. (Examples include, but are not limited to: targeted, catalytic research and time-limited planning efforts; peer to peer learning networks; technical assistance projects). Creating Economic Opportunities: supporting and creating robust economies and good jobs for all residents. The Surdna Foundation s Strong Local Economies program aims to create strong and sustainable local economies that include a diversity of vibrant businesses and sectors, and improves residents livelihood and access to quality jobs and training within a region through investments in: Regional economic development strategies that engage the public, private, and non-profit sectors to provide quality jobs and integrate career path workforce training opportunities for low- and moderate-income residents. (Examples include, but are not limited to: strategic planning and analysis to understand regional economic drivers and workforce needs and opportunities; integrated economic development and workforce programs to attract, retain, and grow businesses and workforce; advocacy to reform federal, state, or regional policies to support stronger workforce-economic development alignment and impact). Enterprise development that advances regional economic competitiveness, especially among new immigrant communities and communities of color. (Examples include, but are not limited to: support for entrepreneurial incubators that provide capital, technical assistance, and strategic planning for high-growth business development; leadership development to support stronger advocacy among minority-owned businesses; policy reform efforts to help build minority-owned, high-growth enterprises. National, state, and municipal asset-building strategies and policies that help low- and moderate-income people grown and retain their wealth. (Examples include, but are not limited to: research and documentation of effective tools and policies that help build low- and moderate-income residents personal wealth; peer-to-peer networking to advance replication of practices and policies; advocacy for public policy reform aimed to increase and preserve their assets; comprehensive asset-building and retention model programs that could implemented at national scale). Advocacy for public policies and support for implementation of strategies that create quality jobs for low- and moderate-income people through sector-based workforce development approaches including, post K-12 education, career pathways an< d credentials. (Examples include, but are not limited to: national, state, regional, or local advocacy efforts to improve post-secondary workforce training efforts; programs to align economic development, workforce, and education and training programs, particularly community colleges; advocacy to standardize credentialing and accreditation programs; efforts to support increased financing for continuing education of America's workforce, programs to ensure quality jobs with benefits). Multi-generational leadership development and organizing to advance best practices and policies to support efforts that link economic development, education, and workforce strategies to improve regional competitiveness, enhance America's workforce capacity, and provide quality jobs for low- and moderate-income people. (Examples include, but are not limited to: capacity building and technical assistance for economic development and workforce providers to promote and implement best practices; support for grassroots organizing among youth and adult workers to promote quality, meaningful work; peer-to-peer learning to share and replicate best practices and build an organized constituency). Generally, the Surdna Foundation does not support: Affordable housing and community development projects unconnected to workforce or economic development strategies; neighborhood-based asset-building, micro-enterprises, micro-lending, business development and workforce development efforts that are disconnected from a regional economic development strategy; supportive, homeless and reentry/ transition employment programs; education programs targeting K-12 students; conference scholarships; support for individuals; academic fellowships. The Surdna Foundation is committed to continuous learning through our grantmaking. We view grant guidelines as living documents and will modify them from time to time to better target resources and increase our impact. As a result, we anticipate that these guidelines will be updated periodically.&Teens' Artistic Advancement Thriving cultures depend upon the existence of vibrant artistic communities, and the survival and flourishing of these communities depends, in part, upon arts education. As an important component of this education, Surdna is dedicated to providing opportunities for the artistic advancement of teens. We aim to stimulate fresh thinking and new approaches to address the isolation and lack of opportunities for artistic advancement for young people from disadvantaged communities. Long-term, we expect teens from many cultures to contribute to the artistic fabric of the United States and to contribute to the evolution of new art forms. Some will use their developed artistic voices to help address societal concerns. Surdna seeks programs in which: There is unwavering institutional commitment to teens (especially those from disadvantaged circumstances), as made evident through the consistent availability of resources and staff. Young people have increasingly complex and long-term opportunities to create art with accomplished artists, often resulting in strong mentoring relationships. High quality, experienced, faculty and guest artists introduce diverse cultural and contemporary art-making approaches. Professional artistic development opportunities are created for staff. Examples of our grantmaking interests are programs in which: An effective pipeline is developed for those students who are isolated from opportunity, but are committed to advancing artistically (including arts career development); e.g. intentional connections exist among high school, cultural mentors, afterschool and summer pre-professional programs leading to entrance and success in undergraduate arts programs and professional work; there is good  mission fit among institutions. Young artists from a diversity of cultures who wish to pursue study at mainstream arts training institutions are given the opportunity and preparation necessary to succeed. Youth in immigrant and indigenous communities can advance in the distinctive a< rtistic expressions of their cultural heritage; e.g., through apprenticeships with master artists and tradition bearers. Master artists in traditional art forms have opportunities for artistic refreshment whether through exchanges with other artists who share their cultural heritage, or cultural study with elders; they have the opportunity to explore the connections between tradition and innovation. Youth committed to social change can develop their artistic voice to strengthen their effectiveness when analyzing and working toward solutions. Artists, educators and youth together create new arts education approaches that recognize the evolving nature of the arts; there is balance between the need for skills and techniques specific to an arts discipline and the need for resilience, versatility and innovation. Artists Engaging in Social Change Artists, arts and other cultural organizations play a critical role in fostering just, sustainable communities: they raise awareness and deepen our understanding of seemingly intractable social problems (e.g., regarding race, economic and cultural inequity); help those whose stories are not often heard to gain a public voice; and build sustainable communities by helping to develop innovative solutions and inspiring community members to action. The goals of this line of work are: 1) to strengthen the capacity of artists, arts and other cultural organizations in communities across the country to effectively engage in social change; and 2) to support and heighten awareness of the diverse roles artists can play in social change efforts. There is a wide spectrum of roles that the arts and artists play in civic life. Working with Animating Democracy, a program of Americans for the Arts, Surdna has created a chart which illustrates our vision of the spectrum of roles artists play when engaging in social change. If you are planning to apply for a grant in this category it is important that you click here to to see the "Artists Engaging in Social Change" chart. Our grantmaking interests include the following: Practice: Community-based artistic and cultural projects that experiment with new approaches to artistic practice and increasing impact; projects may be national in scope and impact Initiatives aimed at raising the level of current aesthetic practice while increasing social impact Projects that amplify environmental, cultural, economic and or/social justice challenges Capacity building: Artist-run institutes that help deepen artists' and other staff's artistic and contextual knowledge while focusing on social change work Exchanges among seasoned practitioners to share approaches and opportunities Opportunities to build the training pipeline for socially committed young artists (from high school/afterschool programs to college and/or graduate study) Teen arts programs that also provide the societal context to connect youth to meaningful social change opportunities Work that advances cross-sector partnerships; e.g., residencies for artists with social change organizations, and vice versa, designed to promote intensive mutual learning and enhance impact Building core staff capacity: building the teams/staffs necessary to develop effective work Note: Artists Engaging in Social Change, along with additional priority areas under consideration, will not exclusively involve teens. Click here to download the paper: Artists Engaging in Social Change by Pam Korza and Barbara Schaffer Bacon, co-directors, Animating Democracy, Americans for the Arts Community Driven Design Under-resourced communities often have little say in the creation of public spaces and facilities that recognize their values, preferences and needs. The Surdna Foundation will assist community and cultural leaders, architects, landscape architects, urban planners and others to collaboratively design vibrant public places. Because "design" helps give form to values, a collaborative, multi-disciplinary design process can be a critical catalyst for community change. The process can addr< ess complex community challenges, and result in public spaces and facilities that buoy cultural vitality, and resonate with the people for which this is home. While Surdna will not support capital expenses (including most construction costs), we will help provide essential resources for collaborative planning, project development and monitoring. In general, the projects we seek will honor the inhabitants and help signal increased community potential and opportunities. Surdna seeks programs in which: The initiative for the program comes from the community. A multi-disciplinary pipeline of community members and designers is well prepared to create culturally responsive places. There is evidence of readiness to take advantage of opportunity. Spaces and facilities get built. Community members will "live the results" of their planning. The collaborative spirit has the potential to live on and thrive after the "built" project is finished. There is a willingness to share excellent community driven design examples and experiences with others - leading to higher aspirations for impact regionally and nationally. Examples of our grantmaking interests: Projects: Revitalization of spaces and facilities connected historically to cultural celebration. Local community design initiatives with the potential for regional or national impact. Design projects in places with scarce local resources. Design processes that add value to projects already planned or underway. Public space projects that enhance already-built environments. Projects that link design issues to neighborhood organizing. Public spaces and facilities in immigrant communities. Capacity Building: For the community: Problem solving: Creation of multi-disciplinary resource networks to which community members can turn for advice and problem solving around specific projects. Readiness preparation: "Field Schools" -- Places or networks through which less experienced community members (including informally trained designers) can prepare to become knowledgeable design partners (to include youth, the elderly, and other community leaders). Anticipation of opportunity: Connecting learning to specific public space and facilities opportunities; jumping in front of space opportunities that community leaders see coming. For the designers (whether within or outside the community): Architecture and design schools' curricula revisions to feature innovative preparation for collaborative community design practices. Efforts to augment architecture licensing requirements to include community design field work. Harnessing the energy and commitment of young designers to community design needs-through local cross-disciplinary workshops, summer institutes, coalitions of schools offering fellowships for alumni. Note: As Surdna's Thriving Cultures Program begins this new line of work, we initially anticipate grant size ranging from $35,000 to $80,000 annually, with duration ranging from one-to-three years. We do not support capital expenditures. Among expenses we will support are pre-development costs, community participation fees, design and other team member fees, visits to completed projects of interest. Surdna will continue to fund Surdna s Arts Teachers Fellowship Program (SATF). For additional SATF information, please click here. Currently, with the exception of SATF, Surdna does not fund individual artists directly. In addition, we do not support programs with the primary focus of serving elementary schools or children under 13 years of age; audience development; using the arts specifically to enhance learning in non-arts focused academic curricula. In 2009, as part of Surdna s mission and program revision, Foundation Initiatives (FI) was created to ensure flexibility and ongoing cross-programmatic thinking at the foundation. FI does this through research and development (R&D) that supports the exploration of innovation, new strategies, and emerging trends identified by foundation staff; and through time-limi< ted grantmaking initiatives based on the outcomes of our R&D. Results of our ongoing R&D and the establishment of specific grantmaking initiatives will be announced on our website and through our monthly newsletter. New Orleans Fund In 2008, three years after Hurricanes Katrina and Rita and the subsequent levee breaches that caused widespread disaster throughout New Orleans, the Surdna Foundation launched the New Orleans Fund to advance the city s long-term re-building and resiliency efforts. Building off of previous and ongoing support of the region in our core programs, this $5 million, 5 year grantmaking initiative supports civic engagement in multiple issue areas, including economic development, education, arts and culture, coastal restoration, and worker s rights. The fund prioritizes groups that are local or are working in direct collaboration with locally-led groups, and gives preference to projects that engage communities that have traditionally had the least access to power and decision making spaces in the city. Since its inception the Fund has given over $2 million to 18 organizations working to strengthen New Orleans civic fabric (click here for 2008-2010 grants). For further information on the work of the New Orleans Fund, please see the article on collaborative grantmaking and civic engagement in New Orleans. The New Orleans Fund considers grant requests on a rolling basis. To submit a letter of inquiry or a full proposal, please visit the How To Apply For A Grant Page. Capacity and Infrastructure Fund Surdna has a long history of supporting the capacity and infrastructure of the nonprofit sector. The foundation continues to make a small number of capacity and infrastructure grants. Led by our core values and mission, these grants are designed to bring additional resources to organizations that are integral to serving the needs of the nonprofit sector. Because the Capacity and Infrastructure fund is small we do not accept applications in this category. Grants are announced once per year in May and are generally made on a multi-year basis.$http://www.webcitation.org/66x0Myywv$http://www.webcitation.org/66x0PjDPB$http://www.webcitation.org/66x0TDi3D$http://www.webcitation.org/66x0WBSyZ$http://www.webcitation.org/66x0YzzA2$http://www.webcitation.org/66x0cZ87s$http://www.webcitation.org/66x0fKJca Employment Gun ViolenceMoney and PoliticsSpecial OpportunitiesThe Education Program works to close the achievement gaps that separate low-income and minority children from their peers by improving the quality of teachers they encounter in school, enhancing early reading policies, and exploring such innovations as charter schools. Program priorities are: Teacher Quality: The Foundation supports efforts to improve federal, state, and district policies so that high-need schools in Chicago, Indianapolis, and Minneapolis can attract and retain first-rate teachers. Efforts include research, policy development, advocacy, and evaluation related to reform of recruiting and hiring systems, alternative routes into teaching, teacher support, reform of teacher and principal evaluation and tenure systems, and reform of teacher compensation and pension systems. Early Reading: The Foundation supports policy initiatives to ensure that students read well by the end of third grade to help close the achievement gap. Efforts include research, public education, policy development, and advocacy designed to: Create more effective policies and measures of student and teacher performance on important reading skills in grades pre-K 3. Provide pre-K 3 teachers with more training before and after they enter the classroom on how to most effectively teach reading. Integrate effective early reading policies with other Joyce Foundation teacher quality strategies. Innovation Grants: A small portion of program funds is reserved for other outstanding opportunities to close the achievement gap, especially policy-oriented efforts to expand the supply of high-quality charter schools in Chicago, Indianapolis, and Minneapolis.The overarching goal of the Employment Program is to establish the Midwest as the leader of the most innovative and effective employment ed< ucation and training strategies in the country. Grant making specifically supports efforts to increase skill and credential attainment by low-income adult workers in three primary program areas: Basic Foundational Skills: In order to provide under-prepared adults in the region with the basic foundational skills needed to be successful in 21st century work and technical training, the Foundation supports the evaluation and scaling efforts of promising adult education programs that build basic foundational skills, particularly in the context of work and occupations. Industry Training Partnerships: In order to ensure that occupational education and training for under-prepared adults is valuable in the labor market, the Foundation supports efforts to: Expand partnerships between industry associations and educational organizations to create certifications, promote them within the industry, and build them into educational programs; Research return on investment from employer policies promoting employee education and skill development, particularly among entry-level and low-wage workers; Reform federal and state policy around enabling and incentivizing such policies ; and Align economic and workforce development and make workforce programs demand-driven through planning and coordination. Innovation Fund: In order to create step-change improvement in pursuit of the program s goals, the Foundation supports the development, testing, and promotion of new ideas. The Employment Program supports some cross-cutting efforts such as those that aim to make quality improvements to workforce data collection and use, and city level strategies that would support progress on the program s overarching goal. Target metropolitan regions include Chicago, Indianapolis, and Minneapolis/St. Paul. The program does not accept proposals to support direct service programs..Great Lakes: The Joyce Foundation will seek and support funding opportunities to protect and restore the Great Lakes by considering proposals at the local, state, regional, and national levels that address the following areas: The introduction and spread of aquatic invasive species in and around the Great Lakes Basin; Polluted, non-point source runoff from agricultural lands and cities. Watershed-based investments related to reducing nonpoint source pollution will continue to focus on the Greater Milwaukee River Watersheds and the Western Lake Erie Basin. The use of green infrastructure as a way to better manage stormwater and reduce combined sewer overflows in urban areas; and Funding of and support for Great Lakes restoration and protection policies. This includes implementation of the Great Lakes-St. Lawrence River Basin Water Resources Compact and Great Lakes Restoration Initiative related work. Support for state and regional work to defend and advance policies to protect and restore the Great Lakes with an emphasis on reducing polluted runoff from cities and farms, promoting the use of green infrastructure and making the case for maintained or increased state and federal investment in Great Lakes restoration. Energy Efficiency: The Joyce Foundation will seek and support funding opportunities to put the Midwest on a path to adopt all energy efficiency measures that are cheaper than generating more power by 2020. Proposals will be considered for work at the local, state, regional and, on a very limited basis, national levels that address the following opportunities: Leveraging state policies including energy efficiency resource standards, smart grid deployment plans, and decoupling measures to drive increased and more effectively targeted utility investments in building energy efficiency; and Identifying, testing, and replicating the most effective building energy efficiency delivery models, whether those are focused at the community level, on a particular type of building, or a group of energy consumers with shared characteristics.Gun violence claims 30,000 persons in the United States every year, including lives lost in gun homicides, suicides, and accidental shootings. An additional 60,000 Americans are injured by guns annually. This public health and public safety < crisis takes an enormous toll on families, and offends the right of all Americans to be safe in their communities. Evidence-based policies and practices that limit easy access to illegal firearms, and curb the lethality of firearms, can help reduce gun deaths and injuries. The Foundation supports local, state, regional, and national projects that: Advance state-based policy advocacy and organizing to secure effective gun violence prevention policies and practices; Improve public engagement in support of effective gun violence prevention policies and practices; Build effective coalitions to secure support for gun violence prevention policy reform among groups most impacted by gun violence; Support Second Amendment legal strategies to uphold effective gun violence prevention policies and practices; and Encourage policy-oriented research and data collection to support effective gun violence prevention policies and practices. The overriding goal of the Money and Politics Program is to preserve and strengthen those values and qualities that are the foundation of a healthy democratic political system: honesty, fairness, transparency, accountability, competition, and informed citizen participation. Accordingly, the Foundation seeks to create political cultures in Illinois, Michigan, Minnesota, Ohio and Wisconsin which makes it possible for more citizens, not just those who are wealthy and well-connected, to run for public office; offers voters real candidate and policy choices at election time; protects voting rights; respects the independence and impartiality of the courts; promotes the public s right to know about government operations and decisions; guarantees the fairness and reliability of elections; and provides citizens with the information needed to make reasoned decisions. To promote these ends, the Foundation supports organizations and coalitions in the Midwest that are willing and have the skills to: Contribute to the development and promotion of broad, multi-issue political reform agendas within the target states, including improvements in the laws and practices governing campaign finance, elections, government ethics, redistricting, lobbying, judicial selection, government openness, and local news coverage of government and politics Engage in activities necessary for effective advocacy--policy research and development, public and policy-maker education, coalition-building, news media outreach, and participation in official proceedings, including litigation Work collaboratively with other reform groups, academic and legal experts, and policy makers to advance shared goals within their states and across the region Participate in activities designed to enhance their capacities in the areas of strategic planning, organizing, coalition-building, fund-raising, advocacy, and communications. Access: To encourage mid-sized and major cultural institutions to increase the participation of people of color in their audiences, boards, and staff Community-based arts: To strengthen the infrastructure and leadership of culturally-specific and community-based arts organizations. Creativity: To stimulate the commissioning and production of new works that would be relevant to minority audiences, and support the artistic development of artists of color. Innovation: To seek and test new ideas emerging in the arts field that heighten digital engagement, use compelling storytelling vehicles to relay the power of art and create partnerships outside of the typical art realm leading to diverse arts audiences.PThe Foundation makes some grants to projects outside its primary program areas. Preference is given to communications-oriented projects that enhance public understanding of the Foundation s issues, projects that bridge two or more of the Foundation s programs, or projects that reflect concern for social equity or regional cooperation.$http://www.webcitation.org/672kR8C4Y$http://www.webcitation.org/672kS9rSg$http://www.webcitation.org/672kTR4d1$http://www.webcitation.org/672kULX6W$http://www.webcitation.org/672kvCG9n$http://www.webcitation.org/672kwglTaEconomic & Social EquityEnvironmental SustainabilityInstitutional ResponsibilityPeace & SecurityTolerance & Human Rights<,The Change We Seek We work toward a world where economic and social equity benefits all segments of society, not a select few. Those with great advantages have a responsibility to share their good fortune by investing in opportunities for those less fortunate; their return on that investment will be a better, more peaceful and prosperous world for themselves, their families and future generations. There are boundless opportunities to develop paths out of poverty  limited only by imagination and enhanced by dedication and the creative application of resources. EDUCATION AND EMPLOYMENT OPPORTUNITY: College Summit helps students complete their college applications and develop a college list, producing a 20 percent increase in college enrollment for participants. Community and Individual Development Association,<  or CIDA, created CIDA City Campus, South Africa s first free university. They have provided education to more than 5,000 students who could not afford it otherwise. The Afghan Institute for Learning (AIL) provides education to 235,000 Afghan women and children and has impacted 7 million Afghans through teacher training and workshops on human rights, women s rights, peace, and leadership. Arzu pays women weavers above-market compensation for handwoven rugs and provides literacy, education and health benefits. Its rugs are sold on www.arzustudiohope.org. Arzu reconstructed the carpet supply chain to accommodate custom and contract orders, leading to a 44% growth in sales. Barefoot College educates poor Indians (mostly women) through peer-to-peer learning and is transformational in that it relies on the passing on of traditional skills and knowledge. Locals are trained as doctors, teachers, engineers, architects, designers, mechanics, communicators and accountants and they use technology in innovative ways: mobile phones are set to work monitoring water quality through an online dataset, solar-powered cookers are constructed to break dependence on wood. Change through Digital Inclusion (CDI) sets up computer labs and offers training in everything from basic computer services to IT skills. CDI has built more than 800 community centers in thirteen countries giving more than 1.3 million people access to the Web, the bulk in Brazil and many for the first time. CDI maintains computers that would otherwise be discarded by companies making upgrades, and supports use of the equipment in community development projects. Aflatoun promotes a culture of saving, builds money skills and develops responsibility, reaching more than 540,000 children in about 5,000 schools in 32 countries worldwide. Room to Read is a global organization focusing on literacy and gender equality in education in the developing world. Room to Read helps develop literacy skills and a habit of reading among primary school children and ensures girls have the skills and support needed to complete their secondary education. Since 2000, Room to Read has impacted the lives of more than four million children in Asia and Africa and aims to reach 10 million children by 2015. Escuela Nueva  New School gives children in rural areas learning materials using curricula they developed themselves. Adopted by Colombia s Ministry of Education and duplicated in 16 countries, in 2009 they provided 87,000 low-income children in Colombia with learning materials, covering 30 percent of the rural primary student population. Pratham provides quality education for underprivileged elementary school age children in India. Its programs focus on urban areas to increase the enrollment and learning levels of children living in urban slums. YouthBuild USA teaches at-risk young people to construct homes and offers at-risk youth leadership training, education and skills that lead to good jobs. It s helped change national policy: its principle that low-income youth should be included as service givers in American national service programs is now standard. It s affected the international landscape, with more than 10 countries now hosting YouthBuild. Half the Sky (HTS) is challenging the institutionalized inefficiency of state-run orphanages in China. They convinced the government to exclusively partner with them and implement HTS models throughout the country. Tostan has helped abandon the practice of female genital cutting (FGC) and child marriages in five African countries. It has taught human rights to more than 200,000 villagers. Tostan s approach has been integrated into international strategies, including 10 U.N. agencies and 5 governments. In Senegal, the government has adopted a National Action Plan that calls for using the human rights approach pioneered by Tostan to end FGC by 2015. Citizen Schools transforms American after-school programs from an afterthought to part of large-scale education reform. Their program for low-income middle school students entails hands-on learning staffed by < volunteer Citizen Teachers. Civic Ventures develops ways for baby boomers to remain engaged in society through paving the path for the encore career. As people live longer, Civic Ventures provides tools for older generations to remain engaged and give back to society through meaningful work that uses their talents and experience. Sonidos de la Tierra  Sounds of the Land inspires kids through music and engages entire communities to support performances, reaching more than 12,000 children from Central and South America. Manchester Bidwell Corporation (MBC) is a vocational training program with art and recording studios, computer classrooms, a music hall and an industrial kitchen. MBC s youth programs connect arts knowledge and skills with academic standards, citizenship and life disciplines. It also has career education. Camfed fights poverty and AIDS in Africa by educating girls and empowering young women. It packages scholarships, community support, and mentor networks to help girls succeed in school and prepare for jobs. More than 1.4 million have benefited from Camfed s holistic intervention from elementary school to adulthood. INJAZ Al-Arab is the only significant educational program in the Middle East focused on empowering young people by bringing leaders from the private sector into the classroom to teach entrepreneurship, work and life skills. It reaches 68,000 students a year in 13 Arab countries. New Teacher Center has refined a model to pair veteran teachers with talented and inexperienced new teachers, launching New Teacher Center in 1998. In 2010, the center reached more than 26,000 teachers to affect 1.84 million students. To bolster its impact, the Center plays an active role in the National Education Policy debate, advocating for state and federal policies. GoodWeave eliminates the exploitation of bonded child laborers in carpet manufacturing. In Nepal, Pakistan and India, the organization monitors factories, certifies carpets made without bonded labor and rescues and educates child laborers. 9,000 children have attended school under GoodWeave sponsorship. Free The Children (FTC) provides educational opportunities to children around the world, thus freeing them to pursue their dreams and bring about positive social change. They organize volunteer service trips to Asia, Africa and Central America and built more than 500 schools in those areas. Friends-International helps prevent child abuse. Its model has been established or replicated in 12 countries. It has two key programs: ChildSafe, which involves local leaders and tourists in prevention, and The Street Children Network, which makes services available to street children. Teach For All aims to eliminate educational inequality by leveraging promising future leaders to teach in public school classrooms, providing children with committed, energetic teachers and creating lifelong advocates among alumni for high-quality public education. Teach For America attracted more than 35,000 talented graduates for 4,100 teaching slots. Digital Divide Data s global partnership between its Western business arm and its high-touch Southeast Asian social service program creates a unique and scalable fair trade model for development across industries. They have graduated 400 people in Cambodia and Laos to high-skilled jobs in which they make more than 4 times the average regional wage. Their business is sustainable, generating over $3 million in revenue last fiscal year while realizing efficiency gains. INCOME AND FOOD SECURITY Root Capital has given more than 780 loans totaling $200 million in credit to 290 small businesses across Latin America and Sub-Saharan Africa. It s financed the cultivation of 1.3 million acres of sustainable agriculture, and trained 74 businesses in financial management. Fundacin Paraguaya gives microcredit and entrepreneurship education to thousands of small businesses. It became a leader in microenterprise development as Paraguay transitioned to democracy and developed a self-sustaining, productive agricultural school that offers credit upon gra< duation. Population and Community Development Association helped stop rapid population growth in Thailand, and teaches HIV/AIDS. It also gives micro-credit loans. PDA s approach to reproductive health over 35 years resulted in Thailand s population growth rate declining from 3.2 percent in 1974 to 0.5 percent in 2005, and, according to a World Bank study, an estimated 7.7 million lives were saved as a result of PDA s HIV prevention campaigns. Kiva is a pioneer of Internet microfinance. Kiva has roughly 700,000 registered users who have lent around $120 million in four years, spreading the cause of microfinance and empowerment to the mass market. Kashf Foundation stands out from other microfinance institutions because of its offerings that empower women. Kashf is the first microfinance (MFI) to achieve financial sustainability in Pakistan; it s the third largest MFI in the country, with 288,000 clients through 150+ branches. Kashf has a pioneering life insurance product and Forbes named Kashf a Top 50 Global Microfinance Institution in 2007. KickStart sells irrigation pumps in Kenya, which have helped create 91,000 profitable new businesses. These businesses generate $92 million in new profits and wages each year, lifting 455,000 people out of poverty. International Development Enterprises India s (IDE-India) sells a treadle pump and rip system, selling affordable irrigation technologies. Every product produces a net return on investment of more than 100 percent of the purchase price every year. IDE-India s treadle pump and drip system are used by more than 1 million smallholder farmers. These farmers make an additional $400 every year, with cumulative farmer earnings of over $1 billion over 15 years. One Acre Fund provides rural farmers in Kenya and Rwanda with farming inputs, training and capacity building, and access to markets. In less than four years, One Acre Fund has helped triple the harvests and double the income per acre for subsistence farm families. SUSTAINABLE MARKETS Verite helps involve workers in the factory audit process. For example, in partnership with just a single leading brand, Verit s social investigations helped return $3 million to hundreds of poor migrant workers in Asia who were cheated by labor brokers.!The Change We Seek We work toward a world where environmental sustainability is an integral part of long-term economic development and growth. We believe that it is in the interest of current and future generations to preserve the earth s ecological systems, and to grow a global economy that can meet people s basic needs without destroying the systems upon which life depends. We can do so by planning future development with care, using technology wisely and encouraging political stability in developing nations, where the richest biodiversity often remains. CLEAN WATER AND SANITATION Water.org brings safe water to those who are without it. It has driven innovations in the way clean-water projects are delivered and financed and developed demand-driven water and sanitation programs, using microfinance. These innovations now serve as a model  so much that Fast Company did a July 2011 cover story on the organization s work, and actor Matt Damon has led a very high-profile role. Its WaterCredit has stimulated more than $5 million in capital from commercial banks to fund water and sanitation microloan portfolios. Water for People partners with communities in developing countries to create sustainable, locally-maintained drinking water solutions and supports market-driven sanitation solutions. It recently developed a new open-source monitoring and evaluation technology called FLOW (Field Level Operations Watch), which leverages Android technology and Google Earth software for tracking the status of water points at least 10 years after implementation. Gram Vikas works mainly in Orissa, India, to help the poor. Its conviction is that every family must have healthy living practices and an improved quality of life before total development can occur. This model has transformed at least 289 villages and has < proven that the rural poor will pay for better sanitation and water. Ciudad Saludable has transformed waste management in Mexico and South and Central America by establishing garbage systems that are more dependable and less expensive than local governments. Ciudad Saludable has organized more than 1,500 waste collectors, creating jobs and improving living conditions for more than 6 million people. It has two other organizations: Peru Waste Innovation, a consulting firm specializing in solid waste management; and Healthy Cities International (New York), which replicates Ciudad Saludable s model around the world. Ceres works with institutional investors who believe that companies should act on climate change because it is best for their shareholders. Its leveraging of financial power on climate helped lead to Texas Utilities decision not to build 8 of 11 traditional coal-fired power plants, for example. Its Investor Network on Climate Risk has more than 85 members, with $8 trillion in assets. Business for Innovative Climate and Energy Policy, or BICEP, which now includes 17 companies, have met with 60+ Senate offices. Ceres built the Global Reporting Initiative, which allows companies to disclose what impact they have on their communities and put financial value on that. HELPING PREVENT DEFORESTATION OF THE AMAZON & FORESTS AROUND THE WORLD Amazon Conservation Team preserves the cultures of indigenous peoples of the Amazon and empowers them to protect their rainforest homes. In partnership with local indigenous groups, ACT has completed ethnographic and land-use mapping for more than 60 million acres of Amazonian rainforest lands. Doing so has laid the groundwork for the eventual protection of those lands by providing the basis for forest management plans designed by the inhabitants, with 38 million of those acres already better monitored against illegal incursions. Imazon is the first independent deforestation monitoring system for the Brazilian Amazon, using technical mapping and satellite imagery. The Brazilian government launched a new policy to control illegal deforestation, focusing on  hot spot deforestation municipalities identified by Imazon. With more than 400 publications, Imazon is one of the most productive research groups in the Amazon. Its deforestation rates are reported monthly, and the Brazilian government is forced to respond to probing questions about what it is doing to stop illegal deforestation. Gaia Amazonas places large areas of Amazon rainforest legally into the hands of the indigenous people. In Colombia, 35 million hectares of Amazon are protected by indigenous territories or national parks. In areas where Gaia Amazonas is most active, 17 indigenous organizations, representing 23,600 people from different ethnic groups, negotiate with government and govern more than 13 million hectares of forest. Forest Trends expands the value of forests to society, promotes sustainable forest management and conservation by creating market values for ecosystem services, and enhances the livelihoods of people around the forests. The Washington D.C.-based non-profit was created by leaders from conservation organizations, forest products firms, research groups, banks, private investment funds and foundations. The USDA created new Office of Ecosystem Services and Markets as a direct result of Forest Trends training of its senior management team for five years. It s the first time a new USDA office has been created in 30 years. Telapak shifts Indonesia from illegal logging to community-based logging. It is the first organization in Southeast Asia to help achieve group forestry certification for logging cooperatives. Telapak worked with a community partner NGO to facilitate the first-ever Forest Stewardship Council (FSC) group certification in Southeast Asia. Over the past three years, this single community cooperative has cut 3,000 trees and planted 2 million new ones. The 2,106 members of the cooperative now earn more than three times as much for their wood. ENVIRONMENTAL SUSTAINABILITY American Council on Renewabl< e Energy (ACORE) leads the movement for renewable energy. It began by financing solar energy in India, South Africa and Brazil. ACORE has created a  renewable energy community, ending a 30-year era of stove-piped, technology-specific RE industries. It has brought together technology companies, financial firms, universities, associations, NGOs and government agencies  all working on wind, solar, hydro, ocean, geothermal and biomass sources of energy. Barefoot College trains the poor to innovate their way out of poverty in rural areas of Africa, Afghanistan, and India. In 2006, with just $100,000, it trained 10 Afghan women and bought 120 solar units to power five villages in Afghanistan. On the Barefoot campus in India, you can meet women who, only six months earlier, were day laborers and are now practicing dentistry, for example. The Barefoot solar-electrification program saves two million liters of kerosene every year. Global Footprint Network s programs influence decision makers to help end ecological overshoot. Six countries have formally adopted the Ecological Footprint as a measure of the sustainability of their economies. Through its work with GFN, the United Arab Emirates has redirected $15 billion into alternative energy and $22 billion into Masdar City, the first carbon-neutral, no-waste community. BioRegional Development Group delivers practical sustainability solutions through consultancy, education and informing policy. Korea is using its work as a best-practice case study, Chinese Ministers are reviewing the use of its framework, and it made a significant contribution to the planning policy statement for the U.K. government s eco-towns, which is now being used as best practice by many governments, including Quebec, Mexico and France. Marine Stewardship Council (MSC) is an independent global organization tackling the problem of overfishing, since more than 50 percent of the world s marine fish stocks are fully exploited. It recognizes and rewards sustainable fisheries through its certification and eco-labeling program. McDonald s recently introduced MSC certified white fish in its restaurants throughout Europe; the Filet-o-Fish sandwiches will carry the MSC logo starting in October 2011. Health Care Without Harm makes the health care industry more environmentally friendly. It s helped close medical waste incinerators, eliminated mercury medical products, reduce hospital greenhouse gas emissions and bring local and sustainable foods to hospitals.MThe Change We Seek We work toward a world where everyone has access to basic health care and protection from environmental hazards. Those who are less well off should not disproportionately suffer the consequences of hazardous emissions and waste or poor health care delivery systems. No disease should be ignored simply because it affects only the poor. HEALTH: Associao Sade Criana stops the cycle of hospitalization, discharge and rehospitalization among sick children in Brazil. The problem? At home, kids would get sick again, and re-enter the hospital when it was sometimes too late. Saude Crianca restructures kids families in five areas: health, vocational training, housing, education and citizenship. Its institutes help 40,000 people monthly. Sade Criana s methodology became part of public policy and decreased the average number of days children spend in hospitals annually by 66 percent. Village Reach (VR) has created such an innovative system to improve the health of the poor in Mozambique, the Ministry of Health is partnering to implement it nationally. VR increased immunization coverage rates for children under age 5 in northern Mozambique from 68 percent to 95 percent with a last-mile logistics system that costs the government less to operate. VR s social business, VidaGas, is the largest propane distributor in northern Mozambique, which supports the health system. Riders for Health has given the poor in seven African countries an efficient way to get to the hospital by training locals to fix the cars and motorcycles that have broken down and been abandone< d (its founders saw women in labor being carried to the hospital in wheelbarrows). Riders created a non-profit vehicle-leasing model that works in the Gambia, enabling the Ministry of Health to reach the entire population with its public health services, including maternal health, immunization and distribution of bed nets. It s also created a professional motorcycle courier service to ensure urine and blood specimens reach labs in time. Health Care Without Harm makes the health care industry more environmentally friendly. It s helped close medical waste incinerators, eliminated mercury medical products, reduce hospital greenhouse gas emissions and bring local and sustainable foods to hospitals. HCWH has a network of 450 organizations in 52 countries. One World Health (iOWH) develops lifesaving medicine for neglected diseases. It s the first non-profit drug research and development organization in the US. Its milestones include the development of paromomycin intramuscular injection (PMIM) as a safe, effective, and affordable treatment for kala-azar. iOWH reduced the toll of diarrheal diseases, which kill 1.5 million children under age five in developing countries every year. It s made progress in developing an alternative source of artemisinin, a critical component for malaria treatment. Gram Vikas works mainly in Orissa, India, to help the poor. Its model of improving sanitation and water supply systems ensure access to protected piped water to all families all through the year. About 80 percent of disease and death in rural areas are traced to water borne diseases. Gram Vikas program ensures each family builds their own toilet and bathroom, with piped water supply from a common water tower originating from wells or perennial springs. Mothers2Mothers helps prevent mother-to-child transmission of HIV in South Africa through a model of care that supports mother and child health. It relies on trained local women who provide education and support for pregnant women and new mothers living with HIV. With 600 program sites, it has more than 200,000 patient encounters each month and reaches more than 20 percent of the HIV+ pregnant women in the world. Tostan has helped abandon the practice of female genital cutting (FGC) and child marriages in five African countries. It has taught human rights to more than 200,000 villagers. Tostan s approach has been integrated into international strategies, including 10 U.N. agencies and five governments. In Senegal, the government has adopted a National Action Plan that calls for using the human rights approach pioneered by Tostan to end FGC by 2015. Health Leads expands the capacity of clinics and hospitals to meet the underlying needs of poor patients. Doctors prescribe support services along with medication, and Health Leads volunteers connect patients to sources of food, housing, and job training. Within 90 days, the majority of patients served by Health Leads have secured at least one essential resource, and 83 percent of its volunteer graduates have gone on to jobs or advanced study in the fields of health and poverty. VisionSpring makes sure that the poor in Africa, Asia and Latin America have access to eye doctors and glasses. It trains local women in countries like Bangladesh to provide glasses, creating permanent distribution. It s sold nearly 400,000 pairs of glasses and doubled its sales each year. VisionSpring and its partners support more than 5,000 Vision Entrepreneurs  mostly women  who run their own businesses selling eyeglasses in these countries. APOPO trains rats to find landmines and help diagnose tuberculosis (TB) in Africa. APOPO s HeroRATS have returned 1.3 million square meters of suspected minefields to original populations in Mozambique, impacting more than 50,000 individuals. This African approach is now being copied in Latin America and South East Asia. APOPO s HeroRATS diagnosed more than 900 TB patients in Tanzania and prevented TB infection in 13,500 healthy people. Partners in Health (PIH) was founded by the legendary Dr. Paul Farmer, of whom the book Mountains<  Beyond Mountains: The Quest of Dr. Paul Farmer, A Man Who Would Cure the World was written. The PIH hospital in Haiti provides free treatment to patients. PIH helps patients living in poverty obtain effective drugs to treat tuberculosis and AIDS. PIH also oversees projects in Russia, Rwanda, Lesotho, Malawi and Peru. Water For People partners with communities in developing countries to create sustainable, locally-maintained drinking water solutions and supports market-driven sanitation solutions. It recently developed a new open-source monitoring and evaluation technology called FLOW (Field Level Operations Watch), which leverages Android technology and Google Earth software for tracking the status of water points at least 10 years after implementation.xThe Change We Seek We work toward a world where the institutional responsibility of corporations, governments, foundations and other powerful interests can be upheld through standards for transparency, citizenship and sustainability. Good social and environmental citizenship has a place in the global markets and ultimately enhances financial bottom lines. Corporations, governments, and multinational agencies, as well as charitable, religious and educational institutions can engage productively in a market-based economy to enhance universal prosperity, rather than concentrating wealth in the hands of a few stakeholders. Shareholders and constituents can and should hold powerful institutions accountable. Benetech is a nonprofit technology company based in Palo Alto, California. Benetech pursues projects with a strong social rather than financial rate of return on investment, harnessing open source technology to create solutions to social issues. The Benetech Bookshareservice is the world s largest accessible online library of copyrighted books for people with print disabilities such as blindness. Fair Trade USA is the leading third-party certifier of Fair Trade products in the United States. Fair Trade helps alleviate poverty in the developing world. It empowers consumers to vote with their dollars for fair prices, better working conditions, environmental stewardship, and brighter futures for people who make the high-quality products we buy. Ceres works with institutional investors who believe that companies should act on climate change because it is best for their shareholders. Its leveraging of financial power on climate helped lead to Texas Utilities decision not to build 8 of 11 traditional coal-fired power plants, for example. Its Investor Network on Climate Risk has more than 85 members, with $8 trillion in assets. Business for Innovative Climate and Energy Policy, or BICEP, which now includes 17 companies, have met with 60+ Senate offices. Ceres built the Global Reporting Initiative, which allows companies to disclose what impact they have on their communities and put financial value on that. Global Footprint Network s programs influence decision makers to help end ecological overshoot. Six countries have formally adopted the Ecological Footprint as a measure of the sustainability of their economies. Through its work with GFN, the United Arab Emirates has redirected $15 billion into alternative energy and $22 billion into Masdar City, the first carbon-neutral, no-waste community. Verite helps involve workers in the factory audit process. For example, in partnership with just a single leading brand, Verit s social investigations helped return $3 million to hundreds of poor migrant workers in Asia who were cheated by labor brokers. Marine Stewardship Council (MSC) is an independent global organization tackling the problem of overfishing, since more than 50 percent of the world s marine fish stocks are fully exploited. It recognizes and rewards sustainable fisheries through its certification and eco-labeling program. McDonald s recently introduced MSC certified white fish in its restaurants throughout Europe; the Filet-o-Fish sandwiches will carry the MSC logo starting in October 2011. BioRegional Development Group delivers practical sustainability solutions through consul< tancy, education and informing policy. Korea is using its work as a best-practice case study, Chinese Ministers are reviewing the use of its framework, and it made a significant contribution to the planning policy statement for the U.K. government s eco-towns, which is now being used as best practice by many governments, including Quebec, Mexico and France.The Change We Seek We work toward a world where forging cross-cultural understanding and respect for human dignity can lead to peace and security. Enhanced communications can break down negative stereotypes and can bring people together as neighbors in a common cause of peace and prosperity. New ways of building community can promote tolerance and engagement and motivate those in less fortunate circumstances to consider alternatives to violence and cultivate lasting peace. Roots of Peace is a humanitarian organization that eliminates landmines, then rehabilitates the land. It s made a difference in Croatia, Cambodia, Angola and Afghanistan. So far, it has removed more than 100,000 land mines and impacted more than 100,000 farmers working in Afghan provinces to provide alternative agriculture crops, thus tripling the income for farmers. It also raised more than 30 million Pennies for Peace to rebuild schools and soccer fields on de-mined land in Afghanistan. Institute for Development Studies and Practices (IDSP) Pakistan allows students to become engaged in the social and economic development of their country by providing schools that impart skills for community leadership. So far, 1,200 people graduated from six different types of practice-based courses. Twelve ISDP Senior Fellows (six are women), who had no development experience, have worked on development projects ranging in size up to $1.3 million. Benetech uses technology and business expertise to solve unmet social needs. Leveraging the intellectual capital and resources of Silicon Valley, it creates solutions in many fields: character-to-voice reading, landmine detection and monitoring software, to name a few. Programs include Bookshare, the world s largest accessible digital library of scanned material, for the vision disabled and Route 66 Literacy, a web-based program that helps adults learn to read and write. The Afghan Institute for Learning (AIL) provides education to 235,000 Afghan women and children and has impacted 7 million Afghans through teacher training and workshops on human rights, women s rights, peace, and leadership. Search for Common Ground (SFCG) transforms the way the world deals with conflict  away from adversarial approaches and towards collaborative problem solving. It uses media initiatives and partners in government. For example, in 13 African, Middle Eastern, and Asian countries, SFCG produced localized versions of The Team, a soap opera that promotes win-win ways of solving contentious problems. SFCG co-convened a working group of 34 distinguished Americans to make recommendations to the incoming U.S. administration on how to improve relations with the Muslim world. Madeleine Albright was a participant. SFCG also launched a leadership development program for Israeli and Palestinian social entrepreneurs. PeaceWorks Foundation fosters co-existence between people in the Middle East. Its OneVoice Movement is reframing the conflict to highlight that a majority of Israelis and Palestinians support a two-state solution and oppose violent extremism. OneVoice helped propel politicians to rekindle negotiations in late 2007, after a 7-year hiatus, following the year-long campaign  What Are You Willing to Do to End The Conflict? that mobilized 650,000 Israelis and Palestinians to demand negotiations. International Center for Transitional Justice (ICTJ) is an international non-profit organization specializing in the field of transitional justice and helps societies in transition address legacies of massive human rights violations. It also helps build civic trust in state institutions as protectors of human rights. Ecopeace, or Friends of the Earth Middle East, brings together environmentalists working<  together from Egypt, Israel, Jordan and the Palestinian territories  not exactly areas known for positive collaboration. Yet, FoEME has involved more than 10,000 residents in tours to learn about their crossborder water issues, such as the low levels in the Sea of Galilee and sewage in the Jordan River. FoEME has leveraged an investment of more than $70 million from local governments and donor states in water and sanitation infrastructure. APOPO trains rats to find landmines and help diagnose tuberculosis (TB) in Africa. APOPO s HeroRATS have returned 1.3 million square meters of suspected minefields to original populations in Mozambique, impacting more than 50,000 individuals. This African approach is now being copied in Latin America and South East Asia. APOPO s HeroRATS diagnosed more than 900 TB patients in Tanzania and prevented TB infection in 13,500 healthy people. Peace Dividend Trust (PDT) helps peace missions operate more efficiently and implements practical approaches to economic development. PDT has offices in five countries. PDT s Peace Dividend Marketplace project in Afghanistan helped international agencies increase local spending by more than $375 million, creating thousands of jobs. The PDT created the Mission Start-up Field Guide, which is used for all new peacekeeping missions by the United Nations.;The Change We Seek We work toward a world where Tolerance and Human Rights win over discrimination and persecution. Intolerance has prevented untold numbers of people from living life to the fullest, from war-torn regions to the streets of cities or rural enclaves in the industrialized world. Practicing tolerance, understanding diverse points of view and respecting religious and political beliefs are essential to the world of peace and prosperity that we envision. Benetech uses technology innovation and business expertise to solve unmet social needs. Leveraging the resources of Silicon Valley, it creates solutions in many fields, including character-to-voice reading, landmine detection and monitoring software. Programs include Bookshare, the world s largest accessible digital library of scanned material, for the vision disabled and Route 66 Literacy, a web-based program that enables anyone to help adults learn to read and write. The Afghan Institute for Learning (AIL) provides education to 235,000 Afghan women and children and has impacted 7 million Afghans through teacher training and workshops on human rights, women s rights, peace, and leadership. WITNESS puts video cameras into the hands of human-rights activists and is an international resource for the media. Gillian Caldwell used its undercover cameras to investigate the Russian mafia forcing women into prostitution. WITNESS pioneered a site for human-rights video and helped stop the conscription of child soldiers in the Congo. Its video also helped the African Commission on Human and People s Rights rule that the expulsion of Kenya s Endorois people from their ancestral land was illegal. Institute for Development Studies and Practices (IDSP) Pakistan is a National Institution provides schools that impart skills for community leadership. So far, 1,200 students graduated from six different types of practice-based courses. Twelve ISDP Senior Fellows (six are women), who had no prior experience in development, have worked on development projects up to $1.3 million. International Bridges to Justice (IBJ) helps improve countries legal systems. It identifies legal leaders capable of sparking reform, collaborating with like-minded government ministries to seek consensus for change. It provides support through partnerships and communities of conscience and joins them under the umbrella of its online defender portal. Visayan Forum Foundation empowers trafficked women and girls in the Philippines and works for decent domestic work. Its integrated approach to intercepting the women, then supporting them, includes partnerships with law enforcement, source communities, transit authorities and transportation companies. Its Step Up program teaches life skills, entrepre< neurship and IT skills to victims of trafficking. About a third of its graduates now have good jobs and a third are furthering their education. Friends-International helps prevent child abuse. Its model has been established or replicated in 12 countries. It has two key programs: ChildSafe, which involves local leaders and tourists in prevention, and The Street Children Network, which makes services available to street children. Tostan has helped abandon the practice of female genital cutting (FGC) and child marriages in five African countries. It has taught human rights to more than 200,000 villagers. Tostan s approach has been integrated into international strategies, including 10 U.N. agencies and 5 governments. In Senegal, the government has adopted a National Action Plan that calls for using the human rights approach pioneered by Tostan to end FGC by 2015.$http://www.webcitation.org/672miHoCg$http://www.webcitation.org/672mjXmvt$http://www.webcitation.org/672mkPxS6$http://www.webcitation.org/672mlD96R$http://www.webcitation.org/672mm2aN9$http://www.webcitation.org/672mmu8A8$http://www.webcitation.org/672moESEf$http://www.webcitation.org/672mpMAnH$http://www.webcitation.org/672mqDePl$http://www.webcitation.org/672msBgalFY2013 Grant Plan AssumptionsLeading with Core Support)Our Commitment to Underserved Communities)Fortifying L.A.'s Nonprofit OrganizationsECapacity Building for Minority-Led and Minority-Serving Organizations,Developmental Disabilities Initiative ReportGrantee Feedback ReportSmall Grant Program Survey(Urban Public School Districts InitiativeArchives - Past Grants at WorkThe Weingart Foundation prides itself on being a responsive grantmaker that recognizes and responds to the needs of our applicants and grantees. Needs and trends are primarily identified through ongoing communication with our grantees during the grantmaking process. We also conduct focus groups on topics of interest, sponsor and/or attend special convenings of funders and nonprofits, communicate with key informants in the field, and carefully review the nonprofit and philanthropic literature. This information is then used to develop assumptions about the nonprofit environment, which are used to develop the Grant Plan for the upcoming year.An Assessment of Weingart Foundation's Core Support Grantmaking The Weingart Foundation (WF) made its first core support grants in February 2009. With a significant number of core support grants now closed, it is possible for the first time to assess grantees experiences and achievements with core support. This report examines the experiences of a sample of 57 early core support grants to organizations that are mid-sized and large (median budget of $3.2 million) and quite well established (median age is 28 years). Most are recipients of prior Weingart Foundation grants. The evaluation focuses on the application process, the perceived value of core support grants, their impact, and the future need for core support funding. Many grantees experienced the application process for core support to be slightly more time consuming, challenging  and useful  than applying for other types of grants. They explained that the focus on the agency as a whole rather than one of its programs or a capital need caused them to conduct a deeper, broader analysis than they conduct for other grant applications. It also changed the nature of the conversation during site visits to one that encompassed the organizations overall strategies for moving into the future. For most nonprofits, the changed nature of the application process was a positive challenge. Many explained that the support and technical assistance provided by WF staff helped them understand core support and develop appropriate proposalsBuilding the Capacity of Community-based Organizations in Underserved Communities In 2008, the Weingart Foundation developed an initiative with several components aimed at increasing our effectiveness in creating access, building capacity, and supporting leadership development among grassroots and minority-led organizations serving low-income communities throughout Southern California. This is the third report on our grantmaking activities related to this initiative. To address the key issues of building capacity and supporting leadership development among minority-led and grassroots organizations, the Weingart Foundation undertook several new approaches and deepened commitments to established grantmaking programs. Capacity-Building Needs and Services in Los Angeles County The Weingart Foundation is pleased to announce the release of Fortifying LA s Nonprofit Organizations: Capacity-Building Needs and Services in Los Angeles County. The report highlights findings from a comprehensive study of Los Angeles County nonprofits capacity building needs and resources, including multiple stakeholders perspectives to address key issues concerning the resources needed to grow, thrive and accomplish their missions.uEvaluation of the Weingart and The California Wellness Foundations Regranting Project to Liberty Hill Foundation In 2009, the Weingart and T< he California Wellness Foundations co-funded a regranting project totaling $2 million over two years to the Liberty Hill Foundation. The project was focused on providing capacity building grants and technical assistance to small (less than $2 million annual operating budgets), grassroots, minority-led organizations in Los Angeles County. Recently, an evaluation report from Harder+Company was released that assesses the impact of the $2 million grants on both Liberty Hill and the 42 small nonprofits that received funding and technical assistance. The report indicates that this type of regranting project can have significant positive outcomes for small, grassroots nonprofits that primarily serve ethnic minority communities. Based on Liberty Hill s performance, the foundations have both made additional grants of $500,000 for two more years. In addition, both foundations are encouraged to use this type of regranting to reach small, grassroots nonprofits for capacity building activities. ZPreliminary Findings The Weingart Foundation contracted with independent evaluator LFA Group to design and implement an evaluation of their Developmental Disabilities Initiative (DDI). LFA Group designed a qualitative evaluation that aims to capture key lessons about how funders can support effective capacity building, and is not meant to serve as an assessment of the grantee organizations. Weingart staff and LFA Group invited all DDI organizations to participate in the evaluation on a voluntary basis, and all organizations were willing to participate and share their experience as DDI grantees.Voices from the Field Survey of Regular Grant Program Applicants, March 2011 Reflecting its ongoing commitment to continuously improve its responsiveness to grantees, in March of 2011, the Weingart Foundation asked Learning Partnerships to survey the nonprofits that submitted applications to the Regular Grant Program (representative of grants over $25,000). To learn about successful and unsuccessful applicants experiences with the Foundation, separate surveys were sent to the 34 organizations that received grants, and to the seven applicants whose proposals had been declined. The survey represents grantees over a three-month period. Surveys were timed to reach grantees and applicants while their experience was still fresh  and the initial excitement over receiving the grant had begun to diminish. The Foundation will continue to conduct grantee perception surveys throughout the year. Completed surveys were received from 29 of the 34 grantees (85 percent), and from three of the seven unsuccessful applicants (43 percent). Significantly, a response rate of 60 percent is considered successful for this type of survey, making the overall grantee response unusually high. Since the response rate from unsuccessful applicants was low, we viewed their responses as suggestive and included them for informational purposes only. Survey Respondents Among survey respondents, 58 percent were either CEOs or held the number two position in their organizations; a third were development professionals. Approximately one-third of grantees annual operating budgets were smaller than $2 million, one-third have budgets between $2 million and $4.9 million, another third s budgets are $5 million or larger. Significantly, most Regular Grant Program recipients are mature organizations founded more than 25 years ago, with only a few recipients under 10 years old. Additionally, 17 percent of Regular Grant Program applicants identify themselves as first-time applicants to the Foundation, underscoring the opportunity for an organization having no prior history with the Foundation to still obtain a significant grant. Respondent Experiences We received helpful feedback on the clarity of the Letter of Inquiry (LOI), proposal application processes and reporting requirements. One hundred percent of grantees reported the LOI process was either  very clear (79 percent) or  clear (21 percent). In the full application process, 60 percent of grantees reported the Foundation s application process as  very clear, 40 percent reported the process as  clear. Several grantees comments reflected the overall positive nature of the responses (e.g.,  Nothing could be changed to make it more helpful. The process was very clear and staff was very helpful. ) Reporting Requirements, Timeliness and Ti< me Spent Grantees cited reporting requirements as either  very clear or  clear; since these grants are relatively new, grantees may have more to say about reporting requirements once they ve submitted progress/final reports. Twenty-three of the 28 respondents reported the three-month timeframe for writing a proposal was just the right amount of time, while five grantees felt it was too much time. When asked about the Foundation s responses to grantees inquiries for funding, 27 of the 28 grantees reported the Foundation s response was timely. Of grantees perspectives on time and effort spent writing their proposals, one hundred percent cited their experience as appropriate, regardless of hours spent, which ranged from 16 to more than 24 hours. All grantee respondents felt their time and effort was appropriate for the size of grant received. Foundation Responsiveness Respondents were favorable about their experiences with Foundation staff, and likely to  strongly agree or  agree that program officers spent an adequate amount of time getting to know them and their proposal. Twenty-three of the 28 respondents were able to make comparisons with a previous application to the Foundation. A majority of respondents (52%) perceived guidance from Foundation staff as better than before. Significantly, the three declined applicants reported the application process  very respectful or  respectful. Intended Use of Grant Dollars The majority of grant dollars were used for unrestricted core support, with remaining grants used for program development, capacity building or allocated for capital expenditures. A separate question asked respondents to describe their current organizational needs and responses closely mirrored reported use of grant dollars. The close correspondence between need for and use of philanthropic dollars speaks to the Foundation s responsive approach and strategic deployment of funds that address nonprofits most fundamental needs. Grantees Fiscal Condition and Outlook The Foundation also sought to learn how the economic crisis and subsequent recession have affected Regular Grant Program recipients. Grant recipients hold relatively upbeat perceptions about their ability to fulfill their missions; 20% report strengthened capacity; 60 percent say organizational capacity has remained the same; and 16 percent say it s been weakened. Conclusion Overall, the Foundation is pleased with the positive responses to this survey. We recognize, however, that this is a relatively small sample of our grantee population, taken at a particular point in time. Grantee perception surveys provide an important vehicle to receive feedback from the nonprofit community, underscoring the Foundation s ongoing commitment to stay in touch with our grantees  an effort that includes our online feedback mechanism (WRfeedback@gmail.com), focus groups and ongoing surveys. All information provided to the Foundation by grantees is used to continuously inform our grantmaking, and improve our practices going forward. To view the full Report, click here.Survey of Small Grant Program Applicants/October 2010 The Weingart Foundation s Small Grant Program (representative of one-year grants of $25,000 or less), offers an important resource to Southern California nonprofits by making philanthropic dollars available to organizations that may be too small to qualify for the Foundation s Regular Grant Program. These modest-sized grants serve as  stepping stones to build nonprofit capacity. They also provide important dollars to fill gaps for nonprofits with no-strings-attached dollars that are increasingly difficult to access. In 2009, the Foundation streamlined the Small Grant Program by waiving the Letter of Inquiry and replacing the rolling application process with annual proposal deadlines. Additionally, the Foundation asked Learning Partnerships to survey successful grantees and unsuccessful applicants with regard to program revisions. Completed surveys were returned by 100 successful grantees (84% response rate), and by 62 unsuccessful applicants (67< % response rate). Clarity, Time Spent, Response and Respect A primary feedback topic focused on clarity of the application process. Sixty percent of successful grantees and more than 20% of unsuccessful applicants cited the process as  very clear. An even larger number of unsuccessful applicants (approximately 65%) perceived the process as  quite clear, and only a few respondents indicated the process to be  not so clear or  somewhat clear. Overall, the majority of survey participants cited the process as either  quite clear or  very clear, regardless of whether their applications were successful. Grantees also shared their perspectives on the time and effort spent on their applications in relation to the size of grant applied for. Ninety-five percent of successful grantees cited their experience as appropriate. Significantly, 92% of unsuccessful applicants also believed the amount of effort was appropriate. The timeliness of the Foundation s response was also received positively; 99% of grantees and 92% of unsuccessful applicants reported the Foundation responded to their applications in a timely manner. Both successful and unsuccessful applicants gave Foundation staff extremely positive ratings for the timeliness of its response to their proposals. Seven percent of unsuccessful applicants indicated not knowing whether the response had been timely, leaving only one applicant believing the Foundation s response was not timely. Questions to unsuccessful applicants focused on addressing perceptions of how respectfully they were treated and the fairness of the process. Despite receiving a denial to their funding requests, most applicants felt the process was both respectful and fair. Three-quarters of respondents felt the process was "very respectful ; 22 percent thought it was  somewhat respectful , and two respondents cited the process as  not so respectful and  not respectful. Notably, the majority of denied applicants cited a positive experience despite their outcomes, which may be attributed to their reports of significant contact with Foundation staff. Two-thirds of applicants had contact with a Foundation staff member about the application. Of these, more than 40% had contact lasting over 15 minutes. Comparing the New and Old Small Grant Programs A central question for this study was whether the new application process was an improvement over the prior process. By a small margin, more grantees reported hard deadlines as an improvement over rolling deadlines. Unsuccessful applicants were more likely to report the new process to be  about the same as rolling deadlines. While some unsuccessful applicants (1 to 3 respondents) reported the new process to be  worse on all or most dimensions, both successful and unsuccessful applicants said the one-step application process is an improvement. Perceptions: Current and Future Economic Viability "It is vitally important to be able to fund operations, particularly during this particular economic climate. Donors have been very generous but the support for 'running the business' is greatly appreciated and relieves some of the stress." - Comment from Grantee Grantees and unsuccessful applicants also had the opportunity to respond to optional questions addressing their perceptions of current and future economic viability. Respondents in both groups said they believe the 2011 fiscal year will be equally or more financially demanding than the 2010 fiscal year, with forty-three percent of survey respondents believing that it will be more challenging and 52% equally challenging. Despite these challenges, 87% of respondents anticipate having at least a break-even budget for fiscal year 2011. Conclusion Overall, changes to the Small Grant Program were well received, with the majority of respondents indicating the new procedures to be an improvement over the previous process. Grantees were also positive about the Foundation s application and review process, as well as the accessibility of the Foundation s staff. More importantly, the survey provides an important vehicle t< o receive feedback from the nonprofit community, underscoring the Foundation s ongoing commitment to stay in touch with our grantees  an effort that includes our online feedback mechanism (WRfeedback@gmail.com), focus groups and ongoing surveys. All information provided to the Foundation by grantees is used to continuously inform our grantmaking, and improve our practices going forward. To view the full Report, click here. 2This article reports on results from the Weingart Foundation s Urban School Districts Reform Initiative. The goal of the initiative was to improve urban education, and ultimately raise student achievement, by supporting sustainable reforms in school districts educating high numbers of low-income students.L2 PARTNERS IN HEALTH by Rick Nahmias A well-known adage of Ben Weingart s was  Create new ideas and things. It will make a better world. Though he could not have foreseen it, over the last six years Weingart Foundation headed an initiative to do just that. Starting in 2003 and culminating in late 2009, Weingart Foundation sponsored a visionary process that led to the creation of the Center for Community Health (CCH), a state-of-the-art integrated health facility in downtown Los Angeles Skid Row District which will serve up to 9,000 people annually. The Center for Community Health is not just unique for what it represents to its patients  a clean, well-staffed, modern-day facility completely dedicated to serving the comprehensive health needs of the indigent of the area  but it is equally notable to those in the healthcare and philanthropic worlds. Its creation and the long road to opening its doors has become a testament to an historic private-public partnership. UNDERSTANDING THE NEED In 2003, Weingart Foundation began the Skid Row Homeless Healthcare Initiative to reduce the suffering of the area s homeless population by improving their health through increased access to coordinated and integrated services. This initiative was spurred in part by a report entitled  Neglect On The Streets, assembled by Dr. Michael Cousineau, from work performed by him and his team at The Division of Community Health at USC s Keck School of Medicine. Their report brought to light just how underserved the homeless of downtown Los Angeles were in all areas of healthcare services. Photo: Rick Nahmias This report, also funded by Weingart Foundation, pointed out in painful detail that of LA s homeless, the largest such population in the Country, thousands of individuals are located in and around Skid Row. Nearly half of these adults are mentally ill and have little to turn to for basic health resources besides hospital emergency rooms, facilities that by law cannot deny them life-saving services. Most homeless health professionals would agree, the lack of availability of services was a key dilemma facing those on Skid Row, but equally problematic was the fragmentation of the services that were available. There were a number of providers within proximity to each other, but few communicated with one another. Some services were duplicated, and other essential services were nonexistent. More so, consensus among experts is that without stable functional healthcare, the homeless will remain homeless. According to Jonathan Hunter, from The Corporation of Supportive Housing,  People without services won t stay housed. HISTORIC COLLABORATION A dedicated space where an integrated healthcare system offered comprehensive services under one roof was something completely foreign to this community, yet it was something that had been urgently needed for years. Even so, it was an extremely complex undertaking that did not come together swiftly or easily. Of the partners that traveled the road with Weingart Foundation from the very beginning, the JWCH Institute, a private non-profit health agency with a 25-year history and mission of helping the underserved, was and still remains a key collaborator in the creation and ongoing day-to-day operations of the Center for Community Health. Photo: Eric Richardson/blogdowntown  Since 1991 JWCH < had been working in Skid Row with homeless patients, says Al Ballesteros, JWCH s Executive Director.  Our doctors and medical staff were challenged with having to find resources for very high risk and very sick patients to support their treatment plans and roads back to recovery. This situation was not optimal and did not work. Therefore when the idea of a one-stop, integrated model of healthcare was proposed, we welcomed the idea and the opportunity to take a leadership position in this vision to move CCH forward. Dr. Paul Gregerson, Medical Director for the JWCH Institute and the CCH s Chief Medical Officer points out,  When Weingart Foundation got the results of Michael s report, they pulled together all the agencies that worked down here and we began brainstorming and pulling together programs and funding for the gaps identified. Over time the main goal became clear: co-locating a variety of essential services in one dedicated building. Most of the housing developed for the homeless in LA County is in this five to ten block radius of Skid Row  shelters, transitional housing, and low cost housing all exist side by side. Creating a  one-stop-shop exclusively for health needs in a well-situated location was bound to have an impact on the individuals living there.  This was an amazing opportunity to impact the lives of the people we serve, says Greg Scott, President and CEO of Weingart Center Association. A small primary health clinic run by JWCH had existed in Weingart Center, but the decision to move the space up the block to 522 South San Pedro Street allowed the footprint to more than double, from 9,000 to 21,000 square feet. With the help of Weingart Center Association, the largest health and human services agency in LA for the homeless, the building was donated and a capital campaign started that would eventually raise $6 million. Another indispensable partner in the process was the Community Clinic Association of LA County, a private trade association for clinics which according to CEO, Gloria Rodriguez, took on a brokering role in   running interference and overcoming the numerous political roadblocks which arose, while continuing to help in the day-to-day planning for the clinic and coordinating the service providers. ROLLING UP THEIR SLEEVES  Change is never easy, says Fred Ali, President and CEO of Weingart Foundation.  In the first meeting we had with service providers, we invited about 10 foundations to join us, essentially, we used the power of money to challenge the various providers to come together and look for innovative ways to expand and improve healthcare on skid row  to develop a less fragmented, more coordinated system of care. Ali urged this new collaborative to avoid redundant energy, and from this initial gathering and no-nonsense approach came the impetus for the group to begin meeting on a regular basis. According to Ballesteros of JWCH,  From our organization s work with the homeless, we saw specific areas that needed the greatest focus, and we took pains to make sure they were included. These ultimately included: Better outreach to help with appointments and general clinic awareness. Educating clients about public benefit eligibility with clinic specialists focusing on enrollment, and providing transportation to and from the clinic. Providing recuperative care: a critical issue due to a rising number of indigent patients who were being discharged from hospitals but not ready for life back on the streets. Private investments and buy-in based on these directives were impressive. Within a short time the millions of dollars raised caught the attention of the Los Angeles County Department of Health. Cheri Todoroff, Deputy of Planning and Program Oversight for the LA County Department of Health, another key partner in CCH notes,  We had already collaborated with JWCH in doing work to fight HIV/AIDS at its smaller clinic at the Weingart Center Association, and partnering to create CCH proved to be a natural extension to that. In what evolved into a private-public partnership, t< he County saw the potential for innovation and replication down the road, and wanted to be a part of it.  Trying to get people comfortable with doing something different was a huge thing to overcome& [But] the center provides a unique approach to healthcare integration in the County, explains Kathy House, manager of the Service Integration Branch for the County CEO s Office.  It was one of the most incredible collaboratives I have ever seen. It is a model that will be replicated and studied all over the country, adds Jonathan Hunter of the Corporation for Supportive Housing, which has been responsible for developing over 1,000 units of low cost housing in the area.  This creates an essential medical  home for the people living in the housing we ve created. INNOVATIONS Currently, between case management, nurse, and pharmacy visits, the Center for Community Health receives 120 150 patient visits a day with capacity to see more. Saul Garcia, a CCH patient, ended up on the street after a catastrophic car accident. He credits the center s innovative peer-led Diabetic Group and his case manager with helping him get to a point where he is no longer insulin dependent.  I was depressed and on the street, and now I have a steady job, and my diabetes is under control. Photo: Rick Nahmias But of the many innovations the creation of CCH has already engendered, its consolidation of patient health records might be the most impressive. All patients of the clinic will have a single medical record assessed by integrated teams, no matter which or how many services they access. Three (soon to be four) autonomous teams or  pods of doctors, nurses and support staff work together and meet regularly to discuss patients. Each pod is comprehensive and has the infrastructure to get the specialty care their individual patients require: be it primary medical care, mental health, chronic disease care, substance abuse, pharmaceutical or other needs. Jim O Connell, a nationally respected expert on healthcare for the homeless, described the finished clinic as nothing he had ever seen before in respect to numbers served and sheer complexity of the operation. Dr. Gregerson explains,  The difference between this model and the models in, let s say, Boston and San Francisco is there the employees are all working for the county. This is a multi-agency multi-disciplinary approach which combines the workforces of several different aspects of homeless healthcare. Ballesteros of JWCH adds,  We ve been around the country looking at different models, and this is completely unique and homegrown for LA& We took what was existing, learned from the investment of the Homeless Healthcare Initiative, and culminated in what we have here. Photo: Rick Nahmias A WORK-IN-PROGRESS Ben Weingart was a firm believer that  those who would have nothing to do with thorns should never attempt to gather flowers. All partners in this multi-year effort would probably agree this has been a long, sobering experience, which at times was nothing short of a struggle. At the clinic s opening last October, Fred Ali called this  another beginning, knowing that opening the doors was a large and symbolic step, but by no means the end of the efforts to perfect what the collaborative had built. Photo: Rick Nahmias The economic downturn and massive state budget cuts have made getting the facility up and running at full capacity a real challenge. Lack of funding has not just limited the intended number of physician teams to three instead of four, but is also keeping the dental clinic  including its seven brand new chairs  limited to two days of use a week, and an eye clinic still awaiting an opening date. According to JWCH s Ballesteros,  Due to state budget cuts at the Governor s level, a year ago a lot more people would have qualified for dental than today. (He is quick to point out that there is no sustainable payer source for dental care for poor people in the state of California.) Additionally, there is only one psychiatrist serving the entire clinic, in contrast to the original visio< n, which was for each pod to have their own attending psychiatrist.  The limiting step is lack of funding rather than lack of demand, says Dr. Gregerson. That said, he adds,  I pinch myself everyday that we ve accomplished what we have. WHAT LIES AHEAD Through the creation of the Center for Community Health, Skid Row didn t only get a new state-of-the-art healthcare facility for thousands of its residents, but additionally it has demonstrated that partners on both sides of the private/public equation can come together and collaborate in a way that can transform inadequate systems and old modes of thinking and bring about concrete change. To patient Kevin Michael Key the changes couldn t be clearer, or more appreciated.  This center is modern. People feel like they are in a doctor s office and are treated like ordinary medical patients. The entire system has been upgraded to work in a more professional way. It is healthcare  be it addiction counseling, treatment for chronic disease, or other health needs  which helps people stabilize their lives. As Ali notes,  When you combine good healthcare with other efforts now underway, such as permanent supportive housing, you have the ingredients necessary to get people off the streets and on with their lives. $http://www.webcitation.org/672qZJ1B0$http://www.webcitation.org/672qa9g61$http://www.webcitation.org/672qayv9zOur Theory of ChangePartners/Capital AggregationSharing Knowledge The Edna McConnell Clark Foundation supports organizations that help economically disadvantaged young people, ages 9 to 24, become independent, productive adults. We concentrate on three outcomes: Improving their educational skills and achievement; Preparing them for the world of work so they can find and hold jobs and achieve economic self-sufficiency; and Helping them avoid high-risk behaviors such as teen pregnancy, substance abuse and illegal activities. The Foundation has developed a theory of change to achieve these outcomes: The Edna McConnell Clark Foundation finds high-potential youth-serving organizations that meet its due diligence criteria. A compelling program with evidence that it improves educational skills and attainment, employment prospects, and/or reduces high-risk behaviors Outstanding leadership with a track record of accomplishment and a vision of growth Financial viability Operational viability A commitment to tracking performance and measuring outcomes Compatibility with the Foundation s investment approach We structure our investments according to the needs and nature of a grantee s operations and its stage of organizational development. Is the grantee a single-service organization, delivering one program in several locales and seeking to expand elsewhere? Is it a multi-service organization, providing an array of services in one community? Is it a national network, providing one or more services through local affiliates in many communities? If the grantee is a single-service organization, is it: - An early stage organization in need of business planning and external evaluation? - A growth ready organization that needs to strengthen its evaluation and its infrastructure? - A sustainable growth organization with a scientifically proven program that requires growth capital to expand? We help grantees prepare to grow by assisting them with business planning and with improving the quality of their programs, the evidence of their programs effectiveness, and their organizational capacity. In some instances we also provide up-front growth capital. Business planning Unrestricted multi-year investments Performance tracking systems External evaluation Talent and leadership development Up-front growth capital As our grantees grow, they improve the life prospects of greater numbers of youth with programs that have been proven effective. Growth in service capacity and numbers served Improved program effectiveness as demonstrated in evaluation Stronger organizations able to sustain growth and quality More youth benefit from improved life prospectsThrough< out our history, the Edna McConnell Clark Foundation has enjoyed a variety of relationships with funding partners, ranging from simple information-sharing to more complex, closely aligned co-investments. We are committed to advancing funding partnerships for the benefit of our grantees and the entire youth development field. In 2007, EMCF launched the Growth Capital Aggregation Pilot (GCAP). Its purpose was to raise, with co-investors, $120 million in up-front growth capital to help three of out most promising grantees Citizen Schools, Nurse-Family Partnership and Youth Villages make a significant impact on some of the nation s most intractable social problems. Within a year, we reached our fundraising goal, helping these grantees secure, over and above the Foundation s investment of $39 million, commitments of $81 million from their boards and 19 co-investors, including other foundations, financial institutions and individual philanthropists. Today all three grantees are much stronger organizations. They serve more youth, earn more annual revenue, and are well-positioned to benefit from new federal funding opportunities for proven programs. List of GCAP Co-investors. In 2011, EMCF advanced and adapted this capital aggregation approach by creating the True North Fund to leverage our role as an intermediary organization for the Social Innovation Fund (SIF). By combining federal funding with the private resources of the Foundation and other philanthropic co-investors, we hope to maximize support for SIF grantees positioned for growth, and demonstrate how public and private dollars can be aggregated to help evidence-based programs achieve greater impact and scale. EMCF is proud and grateful to have been joined in the True North Fund by four initial partners that have committed a total of $17 million over three years to help inaugural members of the True North Fund that meet their own grantmaking criteria fulfill a portion of their SIF matching fund requirement and expand and evaluate their programs. We welcome and actively seek additional institutional and individual philanthropic partners to join us in propelling effective organizations to scale and sustainability through the True North Fund. Current list of True North Co-investors.The Foundation is committed to sharing the successes, failures and lessons learned from its efforts to increase the numbers of youth served with proven programs. We hope the knowledge we develop and disseminate will influence the field of youth development, nonprofit organizations, the greater philanthropic community and government policymakers to place greater emphasis on evidence-based programs that deal effectively with the social challenges the United States faces. In addition to reports on and analysis of our grantmaking approach, the Foundation plans to develop tools that other nonprofits can use to enhance the effectiveness of their own programs, improve operations, and attract greater support and resources. As one of the inaugural intermediary organizations selected by the Corporation for National and Community Service to award and administer Social Innovation Fund grants, EMCF is eager to contribute to a learning community of intermediaries that expands the pool of evidence-based social programs, the number of vulnerable people they serve, and our knowledge about how to achieve these goals. A list of available reports and resources from the Foundation can be found in the Reading Room section under Publications.$http://www.webcitation.org/672qgzAxv$http://www.webcitation.org/672qi9gkq Growth Capital Aggregation PilotThe True North FundThe Edna McConnell Clark Foundation has launched the Growth Capital Aggregation Pilot (GCAP) to help some of its most successful grantees, with programs that have been proven effective, achieve their potential for growth, become financially sustainable, and better serve greater numbers of low-income youth. EMCF s experience with youth-serving organizations suggests that: Aggregating in advance larger amounts of up-front growth capital should help high-performing grantees pursue growth strategies more successfully, and Raising such capital has been slow and piecemeal for most grantees. EMCF s resources alone cannot provide all the up-front growth capital that promising grantees need, but we should be able to do more. That is why we launched a pilot to test a capital aggregation approach with three organizations: Nurse-Family Partnership, Youth Villages and Citizen Schools. Subsequently the incoming Obama administration cited all three as exemplary organizations and called for expanding and replicating programs like theirs throughout the nation. As of June 25, 2008, EMCF committed $39 million of a $120 million<  total goal, and 19 co-investors (and each organization's board) committed the remaining $81 million. Co-investors in each organization signed a shared "Memorandum of Understanding" that outlines a joint set of terms and conditions, performance metrics to be used by all investors, shared reporting, and a financial model that allows the grantee to draw down growth capital only if it achieves performance milestones, including the securing of reliable, renewable funding. All the GCAP funding flows directly from investors to the grantees, with coordinated payout schedules. (The Bridgespan Group and the Nonprofit Finance Fund assisted Nurse-Family Partnership, Youth Villages and Citizen Schools in developing their growth plans and financial models.) In its role as lead investor, EMCF is providing additional extra-financial support to help grantees meet their growth goals, and coordinating performance reporting, payouts and communications on behalf of its co-investors. EMCF plans to continue this facilitating role through 2012. The grantees participating in the Growth Capital Aggregation Pilot were selected because: Their program models have been proven to make a critical difference in the lives of low-income youth. They demonstrated strong performance during EMCF's previous investments. Their growth plans are national in scope and impact, emphasize financial sustainability, and have the potential to influence public policy. They have solid, established leadership, including active boards of directors that are give-and-get investors in their organizations' growth campaigns. They have a strong base of prominent private and public partners, and access to the resources required to execute their growth plans. They are emerging as strong nonprofit  brands. If the pilot proves successful, the initial infusion of $120 million in up-front growth capital will lay the groundwork and pave the way for additional investment and support by others. All three organizations will continue to raise significant amounts of renewable, reliable private and public funding to execute their growth strategies and achieve long-term sustainability. Success will depend, of course, on the diligence of the grantees, the dedication of the co-investors, and economic and political conditions. Over time, we expect the pilot will produce the following outcomes: $700 million in public funding will be leveraged by 2012. Grantees will achieve organizational and financial sustainability at scale. Co-investors will be able to make successful exits if they choose, assured that grantees are in a strong, sustainable position to make lasting contributions to society, including: Impoverished, young first-time families will avoid criminality and achieve greater economic self-sufficiency. Youth involved in the child welfare and juvenile justice systems will benefit from better preventive services that will give them a second chance to lead productive, healthy lives. At-risk middle school students will improve their prospects of graduating from high school and attending college. Grantees will expand proven programs at an unprecedented rate and scale, benefitting more than 65,000 youth, in part because their leadership is able to spend more time concentrating on quality and growth, and less time raising funds. Foundations, corporate philanthropy and individuals will successfully partner in other attempts at this funding approach, which in turn will drive more positive changes for disadvantaged youth and encourage improvements in public policy. Learning Agenda Assuming a coordinating role among investors on behalf of our grantees raises the stakes for EMCF in terms of leadership, partnership and accountability. Consequently, the Foundation has outlined a learning agenda of questions that we seek to answer during the course of the pilot project: What has been the experience of our co-investors, and what can we learn from them? For what types of funders is this approach most compelling and useful? What < value does the co-investment approach add to this group of grantees, and are there lessons to be learned that can be applied to other EMCF grantees at different stages of organizational development? Have there been unintended negative consequences? How must EMCF operate differently to succeed in such collaborative ventures? What skills must we adapt, and what new ones must we add? Once the growth capital is drawn down after three to five years, will we and other investors be able to exit these grantee relationships effectively? Did grantees achieve the goals of their growth plans, including raising sufficient reliably renewable funding and reaching long-term financial sustainability? GCAP Progress Report: An Experiment in Coordinated Investment Published in October 2008, An Experiment in Coordinated Investment is the first in a series of reports documenting the Edna McConnell Clark Foundation's experience with its Growth Capital Aggregation Pilot. The paper describes the factors that led EMCF to develop the pilot, highlights key aspects of this joint approach to supporting the growth and sustainability of three highly effective youth organizations, and outlines what EMCF and its co-investors hope to learn and accomplish over the next several years. Download Report The Edna McConnell Clark Foundation's True North Fund seeks to leverage public money from the Social Innovation Fund (SIF) and private money from the Foundation and other institutional and individual philanthropic co-investors to effectively capitalize and expand evidence-based programs to serve more low-income young people. The name we have given this fund the True North Fund reflects the inspiration and example we believe these grantees and this funding model can provide for helping our nation s most economically disadvantaged young people overcome the obstacles that confront them, discover a sense of direction and purpose in their lives, and steer a course to productive, independent, successful adulthood. The first nine nonprofits in the True North Fund are: BELL (Building Educated Leaders for Life), whose summer learning program is proven to help raise the academic achievement of low-income, academically behind youth during the summer months. Center for Employment Opportunities, which runs a program proven to reduce recidivism among youth recently released from prison. Children s Aid Society Carrera Adolescent Pregnancy Prevention Program, a teenage pregnancy prevention program with top tier evidence of its effectiveness. Children s Home Society of North Carolina, whose child welfare services include innovative programs to help youth in foster care and educate young men about responsible sexual behavior. Children s Institute, Inc., which provides comprehensive, evidence-based services to vulnerable youth and their families in poor neighborhoods in Los Angeles, CA. Communities in Schools, which helps economically disadvantaged students in grades K-12 who are at greatest risk of dropping out stay in and succeed in school. Gateway to College National Network, which reconnects youth who have dropped out of high school or are in danger of doing so with educational opportunities, helping them earn diplomas and college credits. Reading Partners, whose one-on-one tutoring program helps elementary school students lagging six to 30 months behind catch up to their peers and become proficient in reading. The SEED Foundation, which opens and supports public boarding schools for seriously disadvantaged students who are highly unlikely to succeed in a traditional public school setting and can benefit greatly from a 24-hour-a-day learning environment. To learn more about the True North Fund, see: EMCF President Nancy Roob's latest column, Charting a New Path for Growth, which describes the rationale for the fund and its relationship to EMCF's overall grantmaking strategy Fund Genesis, Objectives & Selection Process, which explains the creation of the fund, its goals, and how organizations were selected to participate Co-Investors & Capital Aggr< egation for information about our funding strategy and the partners that have joined us to date Strategic Collaborators to learn about the role of MDRC and the Bridgespan Group EMCF and the Social Innovation Fund regarding details about EMCF's role as a SIF intermediary $http://www.webcitation.org/672qyACzo$http://www.webcitation.org/672qyNOucHigh Education Programs K-12 ProgramsPrograms in Higher Education Supported by the O'Donnell Foundation _________________________________ Applied Computational Engineering and Sciences (ACES) (http://www.aces.utexas.edu) The Applied Computational Engineering and Sciences (A.C.E.S.) Building is the newest addition to The University of Texas at Austin campus. This state-of-the-art facility supports interdisciplinary research and graduate study in computational science and engineering, mathematical modeling, applied mathematics, software engineering and computer visualization. Center For Human Nutrition (http://www2.swmed.edu/humannutrition/) The Center for Human Nutrition was established at The University of Texas Southwestern Medical Center (UT Southwestern Medical Foundation) to create an endowment fund for use by UT Southwestern in developing a program to place the entire field of nutrition on a firm scientific foundation. Texas Institute for Computational and Applied Mathematics (TICAM) (http://www.ticam.utexas.edu) The Texas Institute for Computational and Applied Mathematics (TICAM) is an organized research unit established by The University of Texas at Austin to foster interdisciplinary research in broad areas of computational science and computational and applied mathematics. Its major mission is to develop, organize, and administer programs in basic and applied research that deal with mathematical modeling and computer simulation. Alliance For Cellular Signaling (AFCS) (http://cellularsignaling.org/) The overall goal of the Alliance for Cellular Signaling is to understand as completely as possible the relationships between sets of inputs and outputs in signaling cells that vary both temporally and spatially. The same goal, stated from a slightly different perspective, is to understand fully how cells interpret signals in a context-dependent manner. This will involve identification of all the proteins that comprise the various signaling systems, the assessment of time-dependent information flow through the systems in both normal and pathological states, and finally the reduction of the mass of detailed data into a set of interacting theoretical models that describe cellular signaling.K- 12 Programs Supported by the O'Donnell Foundation _____________________ Advanced Placement Incentive Program Advanced Placement is a program designed to give students an opportunity to take college-level courses and exams while still in high school. This link connects you to Advanced Placement Strategies Inc., a nonprofit corporation that works with Texas Schools and the private sector to manage Advanced Placement (AP) and Pre-AP programs. Advanced Placement is a program of the College Board. Presentation Book A PowerPoint Presentation of the O'Donnell Foundation's history of AP Incentive Programs. ___________________________ The O'Donnell Foundation supports an Advanced Placement Incentive Program for Art and Music. Click here for Student Success Stories$http://www.webcitation.org/672rDvuQt$http://www.webcitation.org/672rHVQ1n$http://www.webcitation.org/672rN60H4Foundation ProjectsMoody Foundation Scholarships"Recent Grants 2011 Note: Grants from 2006-2011 are supplied, 2011 displayed in this table to give an indication as to the other work the foundation currently does in addition to the three main foundation projects listed in the boxes 'Foundation Projects' and 'Moody Foundation Scholarships';Throughout its history, the Moody Foundation has proactively developed projects that meet the needs of the community. The most enduring of these have been the Moody Scholars Program, Moody Gardens, and the Transitional Learning Center. Moody Gardens was conceived in the 1980s to augment Galveston s tourism sector with facilities that would attract visitors year-round, extending the economic impacts of local tourism beyond the summer months. The attractions now generate annual revenues in excess of $36 million, and indirect revenues to Galveston businesses totaling several times that amount. The complex now includes a one-acre rainforest environment, the Discovery Pyramid of science exhibitions, a 3-D IMAX theater, and one of the country s largest aquariums. The Moody Gardens Hotel and Convention Center, built by the Moody Foundation and owned by the City of Galveston, bring many visitors to the island. Moody Gardens environmental education programs are used by teachers at all grade levels. The Transitional Learning Center was established to offer comprehensive rehabilitation services to survivors of traumatic brain injury, and outstanding research opportunities for scientists working in the fields of neurology, physical therapy, internal medicine, and other disciplines involved in the recovery from brain injury. eThe Moody Scholars program began in 1969 to provide partial financial assistance for college to qualified Galveston County high school students. Many Moody Scholar applicants would be unable to pursue higher education without some level of financial support. Since the program s inception, more than 4000 graduating seniors have received over ten million dollars in scholarship support. In 2004, The Moody Foundation trustees expanded the program to include two high schools in Dallas, and most recently, in 2011 two more schools were added in Austin. Currently, the number of schools served is sixteen and more than $500,000 is committed annually to these schools. FROM THE SCHOLARSHIP DIRECTOR: <  Each fall during the application process, I have the privilege of meeting many of the brightest individuals in Galveston and Dallas County. Moody Scholar applicants level of dedication to excellence in their lives always inspires me. Though it s not possible, I truly wish the Foundation could fund every applicant, as they are all deserving. I also want to extend heartfelt appreciation to all the parents, teachers, counselors and friends who support the students and assist in our selection process. Your influence is essential to their success. Finally, to all Moody Scholar applicants, best of luck in your pursuit of higher education! Allan Matthews Scholarship DirectorV:Alley s House --Dallas assistance in providing case management services to teen mothers and their children, enabling them to achieve independence through mentoring, life and job skills training, office and computer training, and parenting education in order to break the cycle of teen pregnancy and poverty $10,000 American Cancer Society, Inc./ Cattle Baron s Ball --Dallas assistance in providing children who have cancer, and their families, with a fun, no-cost respite on April 2, as they attend  Disney on Ice and a special luncheon with entertaining activities and memorable keepsakes $50,000 Ann Richards School Foundation --Austin assistance in reaching the goal of 100% college enrollment among graduates of the Ann Richards School, an all-girls public secondary school, by maintaining a full-time college advising staff, offering exploratory trips to college campuses, exposing students to careers, and providing guidance through the college entrance and financial aid process $50,000 Attitudes & Attire --Dallas assistance in providing restorative dentistry to low-income women who are transitioning to the workplace from homelessness, rehabilitation or other circumstances $10,000 Austin Independent School District --Austin assistance in a three-phase planning and implementation of the School for Young Men, a school for boys in grades 6-12 designed to address the academic, social-emotional, and behavioral needs specific to boys and young men, reversing the trend of high dropout rates, low high-school graduation rates and low college enrollment and completion among males $4,633,128 The Care Communities/dba Hill Country Ride for AIDS --Austin assistance in underwriting the twelfth annual Hill Country Ride for AIDS on April 30, a collaborative fundraising effort of ten Central Texas organizations that provide medical and social services to people affected by HIV/AIDS $25,000 Championship Hearts Foundation, LLC --Austin assistance in preventing sudden cardiac death among high school athletes and students participating in other physically vigorous activities by providing free screenings for Hypertrophic Cardiomyopathy, the leading cause of cardiac death among young people $22,387 Chase s Place, Inc. --Addison assistance in providing on-site occupational and speech therapy for the school s students with developmental disabilities such as mental retardation, pervasive developmental disorder, autism, traumatic brain injuries and neurological disorders $5,000 Child Protective Services Community Partners/ dba Community Partners of Dallas --Dallas assistance in providing children who are in CPS care and living with relatives with needed services and materials, such as glasses, dental work, clothing, therapy, and after-school enrichment, enabling their low-income relatives to take in the child and prevent their institutionalization $10,000 Children s Center, Inc. --Galveston assistance in providing shelter and support to homeless families through the Family Crisis Center, the only homeless shelter in Galveston County that services family units, providing transitional housing, case management, job training and life skills training that will enable parents to become better providers for their families $85,000 Christus Foundation for Healthcare/ Our Daily Bread --Houston/Galveston assistance<  in rehabilitating homeless men and women who are addicted to drugs or alcohol through the  New Beginnings program in Galveston, which is designed to serve as the transition between living on the streets and being ready to accept structured, medically-supervised treatment $20,000 Clayton Dabney Foundation for Kids With Cancer --Dallas assistance in funding the special needs of approximately seven terminally ill children through the  Medicine of the Heart program to provide financially needy children with special requests or financial assistance for the parents to spend time with their child $10,000 Colonel Museum, Inc. --Galveston assistance in repairing and restoring thinning metal areas and replacing rusted metal doors as well as performing the dry dock operations mandated by the U.S. Coast Guard, all with the goal of keeping the Colonel a safe, enjoyable and educational addition to Galveston's Atractins for visitors and residents year-round $498,822 Crystal Charity Ball --Dallas assistance in supporting the 2011 Crystal Charity Ball and the eight charities chosen to benefit in 2011-2012 from its fund-raising proceeds, each of which addresses children's agencies that improve the health, education, and social services for Dallas County children $50,000 Dream Factory, Inc. --Dallas assistance in improving the physical and emotional health of critically and chronically ill children by fulfilling one of their dreams, including trips to Walt Disney World, excursions and meeting a favorite celebrity or athlete, through a newly-established chapter serving the Dallas area $15,000 Educational First Steps --Dallas assistance in raising the quality of early childhood education available to low-income children by providing teacher training, mentoring, equipment and support services to one additional private child care center in Dallas, and in enabling 550 children to attend two field trips to the Frontiers of Flight Museum $29,943 Family Place, Inc. --Dallas assistance with the Children s Outreach Services which provides community-based group and individual counseling and support services to children who have witnessed or experienced family violence, enabling them to regain their trust and alleviate their anxiety, developmental delays, and depression $25,000 Galveston Bay Foundation --Webster assistance in underwriting the  Bike Around the Bay awareness and fundraising event scheduled for October 15-16, 2011, which will continue to raise awareness of Galveston Bay s ecosystems to a broad audience while raising funds for conservation, restoration, education and research projects $25,000 Galveston Chamber Partnership, Inc. --Galveston support, over a two-year period, in presenting the "Celebrating Women: Mind, Body, Spirit" conference at Moody Gardents Convention Center, as the event, which is the Chamber of Commerce's largest fundraiser, transitions to a financial model anchored by sponsorship. $100,000 Greater Dallas Council on Alcohol and Drug Abuse --Dallas assistance in providing partial matching funds for a government grant to reduce the spread of HIV infection in Dallas County, which has the highest rate of infection in Texas, through outreach and prevention efforts aimed at those most at risk, especially homeless and/or substance abusing individuals, by providing incentives for HIV testing and prevention education $10,000 Gulf Coast BIg Brothers & Big Sisters, Inc. --Galveston assistance in mentoring Galveston County children who have a parent or other close family member incarcerated, in order to reduce their isolation and anti-social behavior, improve their school performance and prevent them from being in the 70% of prisoners' children who become incarcerated themselves as adults $10,000 Healing Hands Ministries, Inc. --Dallas assistance in providing immunizations and basic health and dental care to more low-income children in the Lake Highlands area of Dallas, by adding off-site immunization events and additional clinic hours to accommodate last year s 50% < increase in clients, all of whom have no insurance and have incomes below 200% ofthe poverty level $10,000 Jeremiah Program --Austin assistance, over a two-year period, in establishing a comprehensive program to break the cycle of generational poverty by providing young single mothers in the Austin area of Texas who are not reaching their potential with low-income housing, life skills education, career support and child care in order to facilitate their pursuit of education leading them to employment $1,500,000 Jubilee Park and Community Center --Dallas assistance in providing after-school and summer programs for children and youth living in the Fair park area that improve their academic progress, social interactions and nutritional health in a safe, nurturing environment aimed at overcoming the hardships of the 62-block neighborhood $12,500 Mental Health America of Greater Dallas --Dallas assistance in presenting the We Help Ourselves (WHO) abuse prevention curriculum to an additional 6,000 children ages 4-18, keeping them safe by providing practical strategies and information to defend themselves against physical and emotional abuse, neglect, violent assault, peer pressure, abduction, sexual harassment and cyber-situations $15,000 Metroplex Animal Coalition --Dallas assistance in continuing to reduce the stray animal population in Dallas and the health hazards they pose, through a free spay/neuter program that provides sterilization surgery at no cost for pets of low-income residents in 32 of Dallas most impoverished zip codes, saving the city part of the $6.6 million it spends addressing the issue of stray animals annually $10,000 Moody Gardens, Inc. --Galveston assistance with the costs of upgrading digital 3D projectors and other improvements to the IMAX theater $200,000 Museum of Nature and Science --Dallas assistance, over a two-year period, in meeting two challenge grants for the completion of the Perot Museum of Nature and Science by developing two educational areas for children: 1. The Children's Museum: River in the City, designed for children ages 0-5, and 2. the indoor-outdoor Forum Area, a gathering place for larger programs, school groups, and other activities. $6,000,000 Project Graduation, Inc. --Galveston partially underwriting the  Project Graduation 2011 to provide a substance-free graduation celebration for the Ball High School Class of 2011 and their guests $5,000 Reading and Radio Resource, Inc. --Dallas assistance in providing twenty Dallas public schools with a master audio library of 100 award-winning children s books so that children with learning disabilities can participate in the district s new curriculum initiative promoting language arts $18,000 Resource and Crisis Center of Galveston County --Galveston assistance in redirecting more of the operating budget to serve the victims of domestic violence, sexual assault and child abuse by retiring the outstanding mortgage on the domestic violence shelter, enabling those funds to provide more legal, psychological, residential, and social services to those recovering from trauma inflicted by others $25,000 Rice University --Houston assistance in finalizing plans for a new Football Student-Athlete Training Complex that will serve student-athletes in all sports with strength training and medical training, and offer updated locker rooms, strength and conditioning equipment, and meeting rooms $92,000 The Rose --Houston assistance in meeting the rapidly increasing need for breast health services in Galveston County, parts of which are designated a Medically Underserved Area, by bringing a mobile mammography unit to areas of the county with a high concentration of low-income uninsured women $10,000 Rosenberg Library --Galveston assistance in completing phase five repairs to first-floor facilities damaged by the floodwaters of Hurricane Ike, including the children s library and two meeting rooms used by the library and by community groups, and installing flood barriers to prevent futu< re water damage $250,000 Saint Andrew s Episcopal School --Austin assistance, over a five-year period, in supplementing the annual financial aid portion of the school s budget to keep tuition affordable to a diverse population $1,250,000 The Salvation Army - Galveston --Galveston assistance in furnishing the new Salvation Army Center of Hope by purchasing 104 beds, mattresses and under-bed storage chests that will be used by the men, women and families with children who will be occupying the emergency shelter $86,413 Southern Methodist University --Dallas assistance, over a five-year period, in renovating Moody Coliseum to enhance the team, spectator and broadcast aspects of the events held there, including graduations, concerts, and basketball games $20,000,000 Texas Tech Foundation, Inc. --Lubbock assistance in updating and enhancing the visitor experience and science education at the Moody Planetarium at the Museum of Texas Tech University by replacing the analog system and purchasing and installing a digital projection system and purchasing full-dome planetarium shows appropriate for school groups and the general public $49,565 Transitional Learning Center at Galveston --Galveston continuing support of programs for adults recovering from traumatic brain injuries at the Postoffice Street facility, including inpatient and outpatient therapy and research $6,796,568 Turtle Creek Manor, Inc. --Dallas assistance in providing matching funds for a federal grant that will provide indigent patients who have a dual diagnosis of substance abuse and mental illness with an intensive 60-day residential program to aid them in achieving psychiatric stability, sobriety, employment, and permanent housing $12,500 United Way of Galveston, Inc./ Galveston County Recovery Fund --Galveston assistance in repairing or rebuilding 80 Galveston County homes damaged or destroyed by Hurricane Ike by assisting homeowners with up to $10,000 in funding, to overcome financial obstacles that have prevented them from receiving disaster aid, thereby releasing millions of dollars of federal funding $100,000 Vogel Alcove --Dallas assistance in healing emotional trauma experienced by young children from homeless families by contracting with a mental health consultant who will make classroom observations, evaluations and interventions, train staff, and refer families to clinical services for their children ages 6 months- five years, who account for 20% of the Dallas homeless population $10,000 Volunteer Center of North Texas --Dallas assistance in matching a challenge grant to operate the Mass Care Task Force, a collaboration of four North Texas social service organizations developing a comprehensive disaster relief plan that will coordinate emergency responses, including shelter, food, communications and volunteers, in the wake of a disaster than impacts North Texas $10,000 West Texas A&M University --Canyon assistance, over a two-year period, in implementing a support network to aid survivors of traumatic brain injury, their families and caregivers in accessing services, education and counseling that will enhance recovery from TBI, especially for those in rural areas of West Texas $36,600"Recent Grants 2011 Note: Grants from 2006-2011 are supplied, 2011 displayed in this table to give an indication as to the other work the foundation currently does in addition to the three main foundation projects listed in the boxes 'Foundation Projects' and 'Moody Foundation Scholarships'$http://www.webcitation.org/672rrst7L$http://www.webcitation.org/672rtIOXO$http://www.webcitation.org/672rutA1n$http://www.webcitation.org/672rvwuth$http://www.webcitation.org/672ryohL3Immigrant RightsGay and Lesbian RightsEducation Opportunities Leadership Community)Immigrants come to the U.S. seeking the same things that have attracted so many others over decades and centuries before  freedom from poverty and prejudice, a chance at a better life for themselves and their families. And yet they still face enormous obstacles to their full participation in American society. The Evelyn and Walter Haas, Jr. Fund has a long history of working to lift up the voice, leadership, and civic and political participation of immigrant communities. Building on this commitment, we re joining with an array < of partners to help build a diverse and powerful movement for immigrant rights and integration. We have three funding priorities in this work: Strengthen public understanding about the need for comprehensive immigration reform at the national level. We are working to build the capacity of immigrant organizations to advance the cause of reform that offers a pathway to citizenship for millions of immigrants. Increase civic participation among immigrants in California. We are working in selected areas of the state to help immigrants increase their influence in government and society through voting and active citizenship. Support public education about the need for immigrant-friendly state and local policies in California. We are helping to build a statewide network of advocates to make the case for policies that advance immigrant rights and integration at all levels. Working with our partners at the local, state and national levels, the Haas, Jr. Fund strives to make sure that today s immigrants are part of a society that welcomes their contributions, respects their humanity, and rewards them on an equal basis for their hard work and ideas. Over the past five years (2006-2010), the Fund has made grants totaling nearly $18 million to support immigrant rights. The Evelyn and Walter Haas, Jr. Fund is a leading supporter of gay and lesbian equality, based on our founders vision of a just and caring society where all people are able to live, work and raise their families with dignity. For gay people and their families, this vision remains stubbornly unreal. In the United States in the twenty-first century, gays and lesbians still do not have the same  privileges or immunities that the framers of the U.S. Constitution claimed as the birthright of all Americans. No federal law protects gay people from discrimination, and it is still perfectly legal in more than 29 states to fire an individual simply because of his or her sexual orientation. Even today, gay people are more likely to be victims of bias-motivated violence than any other minority. And, anti-gay forces have succeeded in passing 30 state constitutional amendments barring same sex couples from the freedom to marry, an unprecedented use of the ballot box to deprive a minority of equal rights. At the same time that these stark inequities persist, recent years have seen important advances for gay and lesbian rights. Over the last decade, more state and local jurisdictions have adopted nondiscrimination protections; "Don't Ask, Don't Tell", the law barring gay and lesbian Americans from open military service, was repealed; despite high-profile defeats, more states are supporting marriage equality and recognizing same-sex relationships; and over half the population now supports marriage equality. The Haas, Jr. Fund believes this is a crucial moment for gay and lesbian rights. As the movement seeks to build on recent gains, it also must continue to fight back against opponents who have grown more committed, more organized and more vocal over time. Making the most of this moment will require new investments, new strategies and new partnerships. At the Haas, Jr. Fund, we are working with an array of partners to achieve the gains needed to tip the scales once and for all in favor of equal rights for gays and lesbians nationwide. We have three funding priorities in this work: Achieve marriage equality in more states. We are working with our partners in the movement to bring more states into the marriage equality column, including restoring this freedom in California. Advance nondiscrimination protections at all levels of government. We are supporting public education efforts to ensure a speedy and effective implementation of the repeal of "Don't Ask, Don't Tell," and promoting family recognition, nondiscrimination, anti-bullying and other pro-equality measures in cities and states. Build support for gay equality in communities of faith. Recognizing that opposition to gay equality often originates in faith communities, we are working to build su< pport for gay equality among targeted groups of clergy and congregations. Over the past five years (2006-2010), the Fund has made grants totaling nearly $30 million in this program area. [ A key path out of poverty is a quality education. Yet too many young people in the Bay Area, particularly people of color, do not have the opportunities to develop the skills and knowledge they need for success in life and in today s competitive economy. Since its founding in 1953, the Evelyn and Walter Haas, Jr. Fund has been an active supporter of programs that provide young people with important life skills. The Fund has played a major role in the growth of the youth development field in the Bay Area. For example: The Fund was a co-founder of (and continues to play an active part in) the San Francisco Beacon Initiative, a partnership with the City s school district, Department of Children, Youth and Their Families, and others. The initiative has created eight vibrant community centers, housed in San Francisco public schools, that offer after-school classes, academic tutoring, sports programs and other services to nearly 5,300 participants each year. The Fund helped launch Coaching Corps which uses sports as a vehicle to help transform the lives of young people. With continuing support from the Fund and other partners, Coaching Corps is breaking down barriers and increasing access for thousands of low-income girls and boys throughout the state to have quality sports opportunities. The Fund played a significant role in helping to shape the implementation of the After School Education and Safety Act, which provides $550 million of state after-school funding, to ensure that this major new funding serves the students who need it most and addresses program quality. Today, the Haas, Jr. Fund is building on this body of work and exploring new ways to level the playing field and expand educational opportunities for children and young adults. We are currently focused on an emerging public-private partnership in San Francisco aimed at closing the achievement gap by grade three. The partnership is developing a community school approach that integrates high quality preschool and elementary school learning. We are also continuing to explore how to increase academic success and completion rates of community college students in the Bay Area. In the last five years, from 2006-2010, the Fund has made grants of nearly $23.8 million to improve the life chances for success of young people in our community ($19.7 million in the field of youth development and $4.1 million since 2008 in education opportunities). In addition, the Fund made a $16 million grant to the University of California, Berkeley in 2009 to support a comprehensive initiative designed to create a more equitable and inclusive university. Strengthening nonprofit leadership is a key grantmaking priority for the Evelyn and Walter Haas, Jr. Fund. We believe that the vision and skills of talented and committed leaders are the driving force behind the many nonprofits that the Fund supports, from small, emerging grassroots groups to large, established organizations. Whether they are advancing policies that welcome immigrants, fighting for marriage equality, or reducing the achievement gap for students from low-income families, nonprofit organizations need strong and capable leaders on both the staff and board to achieve their goals for social change. At the Evelyn and Walter Haas, Jr. Fund, we re addressing the leadership needs of the nonprofit organizations we support, and exploring new approaches to strengthening leadership in the fields and movements in which we work. The following are our funding priorities: Invest in the leadership of Haas, Jr. Fund grantees so they can more effectively achieve their social change goals. The Fund s Flexible Leadership Investment (FLI) program supports a variety of leadership development activities  from executive coaching to board development, training and senior team development  tailored to the specific needs and goals of our current grante< es. Advance knowledge and learning about nonprofit leadership. The Haas, Jr. Fund is committed to sharing what we re learning, while also supporting organizations and programs that are spurring new thinking and action to develop nonprofit leaders. Over the last several years, the Haas, Jr. Fund has become a major funder of leadership development for the nonprofit sector. From 2006 through 2010, the Fund made grants totaling more than $9 million in this program area. Grants in this area are by invitation only and are generally made to organizations with whom the Fund has had a long term relationship. Over the decades, the Haas, Jr. Fund has been a leading supporter of many of the organizations and institutions that make the Bay Area the special place that it is. Today, we re building on this work through special partnerships and initiatives that create more opportunities for more people to enjoy the benefits of living in this community that we feel privileged to call home. Crissy Field Supporting the transformation of Crissy Field from a from a former military base to a 100-acre urban national park for the entire community. The Presidio Restoring the Presidio's comprehensive network of trails and strengthening community access throughout the park, including Rob Hill Campground. San Francisco Museum of Modern Art Supporting special exhibitions and programs that bring diverse audiences to San Francisco's world-class modern art museum. San Francisco Symphony Supporting an ambitious, multiyear, multimedia project called Keeping Score that is aimed at bringing the joy of classical music to more people. Chronicle Season of Sharing Fund Supporting the annual holiday fundraising drive that provides support, recovery and hope for thousands of Bay Area residents in great need. San Francisco Beacon Initiative Supporting efforts to create safe, after-school community centers for children, youth and their families throughout San Francisco. Coaching Corps Supporting efforts to break down barriers to participation in youth sports for thousands of low-income youth in the Bay Area. University of California, Berkeley Supporting Cal s work to strengthen academic and athletic excellence, including programs emphasizing diversity, equity and inclusion. Critical Assistance Supporting emergency food, clothing, shelter, transportation and other vital services for very low-income individuals and families.$http://www.webcitation.org/672zZ0ftI$http://www.webcitation.org/672zZRBGl$http://www.webcitation.org/672zZtkJ7iStrengthen public understanding about the need for comprehensive immigration reform at the national level;Increase civic participation amoung immigrant in CaliforniaeSupport public education about the need for immigrant-friendly state and local policies in CaliforniamThe Evelyn and Walter Haas, Jr. Fund supports public education about the need for comprehensive immigration reform. We re working to strengthen immigrant rights organizations so they can make a powerful case for reform that offers a pathway to citizenship for immigrants who are currently living and working in the shadows of American society. Today, at least 12 million immigrants in the United States, including nearly three million in California alone, live in constant fear of deportation  unable to report crimes, seek services or participate in community life. Millions of children who are U.S. citizens are growing up in mixed-status families, unsure if their parents will be able to remain in the United States. These individuals and their families face an array of challenges, from possible exploitation at work to lack of access to education. The Haas, Jr. Fund was one of the first foundations to get involved in supporting the movement for comprehensive immigration reform. We were an early investor in the Four Freedoms Fund, the national funding collaborative for the immigration movement. In addition, we have supported many of the key organizations educating the public about the need for reform, while at the same time investing in California-based immigrant groups working on this issue. The Fund has adopted three strategies in this work: Support a unified approach to building the immigrant rights movement among major < funders. The Haas, Jr. Fund is working to strengthen the movement for comprehensive reform by collaborating with other funders to support a coordinated national public education effort. Connect national and state advocacy. The Haas, Jr. Fund is supporting the work of California immigrant rights organizations to play an integral role in the movement for reform in Washington and to represent the state s interests in the national debate. Prepare California for the passage of reform. The Haas, Jr. Fund is working with our nonprofit, government and philanthropic partners to develop a coordinated plan for legalizing immigrants in California and implementing other facets of reform in the state. The Haas, Jr. Fund believes that immigrant voices must be heard as California and the nation debate issues that affect the lives of immigrants and their families. We are committed to building the power and influence of immigrants through partnerships and investments aimed at expanding immigrant voting and civic participation. The demographics are powerful. California is home to 10 million immigrants. They represent nearly 30% of the state s population and one-third of its workforce, including nine out of ten agricultural jobs. The 2010 Census showed that Latinos now make up 38 percent of the California population and half of underage Californians. Asians are the fastest-growing population in the state and now account for more than one out of every eight California residents. Despite their large numbers, immigrants wield relatively little policy influence in California. Local and statewide debates about immigration issues tend to be dominated by anti-immigrant and nativist interests. The Haas, Jr. Fund believes that immigrants influence should mirror their growing role in the California population. This is why the Fund was a leading supporter of efforts to ensure a fair and accurate count of all Californians, including hard-to-reach immigrant populations, in the 2010 Census. Working with Grantmakers Concerned with Immigrants and Refugees (GCIR), the Haas, Jr. Fund helped develop and lead a statewide partnership to increase Census outreach to immigrant and low-income communities. Building on the Census effort, the Fund is currently working with GCIR to create a statewide initiative aimed at helping eligible immigrants become U.S. citizens. California has 2.5 million immigrants who are eligible for citizenship and the many benefits it brings, from voting and access to public-sector jobs to student financial aid. In other activities, the Fund is working to increase civic participation and voting among immigrants in seven targeted regions of the state. Working with a group of foundations that have come together as California Civic Participation Funders, the Haas, Jr. Fund Is seeking to strengthen local organizations in the targeted regions so they can mobilize and engage immigrant voters more effectively in their work.  The Haas, Jr. Fund believes that California must lead the way in protecting and advancing the rights of America s newest residents and ensuring that they have equal opportunities and an equal voice. Yet, immigrants living in California today face a range of challenges that keep them from participating fully in their communities and the larger society. The Haas, Jr. Fund is supporting California s immigrant advocates as they strive to educate the public and their elected representatives about the need for changes in state and local policies. Together with a range of partners, we are working to: advance a unified approach to public education and outreach on these issues; strengthen immigrant rights organizations and coalitions so they can work together more effectively; and change the tenor of public discourse to highlight the positive contributions of immigrants in the state. The Fund is working with its partners to seek progress on three state and local policy issues that have emerged as priorities in immigrant communities: Increasing education access and financial aid for undocumented students. California is < home to millions of young people who were brought to this country by undocumented parents. The Fund is working with the Coalition for Humane Immigrant Rights of Los Angeles (CHIRLA) to strengthen student organizing and public education about the need for expanded education access for these current and future students - so they can get an affordable higher education and contribute to the economy and society. Supporting more humane and fair immigration enforcement policies. Immigrant communities across the state are concerned and fearful about civil rights violations connected to immigration enforcement. The Fund is currently working with the California Immigrant Policy Center (CIPC) to develop a campaign aimed at educating the general public and policymakers about the need for wide-ranging enforcement reforms. Other partners in this work include Mexican American Legal Defense and Educational Fund (MALDEF), the National Day Laborer Organizing Network, the American Civil Liberties Union (ACLU) and the National Immigrant Law Center. Protecting immigrant programs in the state budget. The Fund is supporting a coalition led by the California Immigrant Policy Center that aims to ensure that immigrants are not unjustly singled out as lawmakers strive to address the state budget crisis. Among the priorities: protecting important safety-net programs that provide food and cash assistance for low-income immigrant families. $http://www.webcitation.org/6730EtpZr$http://www.webcitation.org/6730FuLQX$http://www.webcitation.org/6730HZqiq(Achieve marriage equality in more statesAAdvance nondiscrimination protections at all levels of government6Build support for gay equality in communities of airthThe Evelyn and Walter Haas, Jr. Fund supports marriage equality for gays and lesbians for two reasons. First, without the freedom to marry, same-sex couples face tremendous discrimination and are deprived of literally hundreds of legal and economic protections and responsibilities. For example, there are over 1,100 benefits and responsibilities uniquely associated to marriage under federal law  everything from tax benefits to Social Security benefits for surviving spouses  that are simply unavailable to gay couples, causing extreme hardship for millions. Second, we also believe that winning this right is a defining step toward full equality and inclusion of gay people in society. Nearly a decade ago, the Haas, Jr. Fund was the first foundation to embrace marriage equality as a priority. We helped create Freedom to Marry and the Civil Marriage Collaborative and have played a leadership role in numerous other initiatives to advance equal marriage rights in California and across the country. Today, the Haas, Jr. Fund is working with our partners in the marriage equality movement toward four goals: Increase the number of states extending the freedom to marry to same-sex couples. We are working with our funding partners in the Civil Marriage Collaborative to keep the movement on track toward its long-term goals. Advance marriage equality in California. We are building support for the movement s goals in two communities that experience shows are crucial to success: communities of faith and people of color. Support and sustain a cohesive vision and strategy for the movement. We continue to support Freedom to Marry as a pivotal player in framing the national debate and uniting the movement around a shared agenda. Increase support for marriage equality among diverse funders. We are working to raise additional money for this work from funders that have not traditionally supported marriage equality and other gay causes. We believe that continued momentum on marriage equality in a significant number of states in the years ahead will move the nation toward a tipping point on marriage equality  with the ultimate goal of full, nationwide marriage rightsIn addition to championing the struggle for marriage equality, the Evelyn and Walter Haas, Jr. Fund has made significant investments in changing a range of policies and practices that keep gay men and lesbians from becoming full, contributing members of society. We are working with our movement partners at the lo< cal, state and national levels to establish a national social norm rejecting discrimination against gay people. The Fund's goals are to: Support state and local actions to extend nondiscrimination and other protections. The Haas, Jr. Fund, the Gill Foundation, the Arcus Foundation and an anonymous contributor created the State Equality Fund, which supports public education efforts to secure basic rights for gay people at the state and local level, including nondiscrimination protections, parenting rights, relationship recognition, safer schools policies and measures to address hate-motivated violence. We hope this will result in increasing the share of the U.S. population living in localities and states with nondiscrimination laws from 50 percent today to 60 percent by 2012. Support efforts to implement the repeal of  Don t Ask, Don t Tell (DADT). The Haas, Jr. Fund joined with our movement partners in celebrating the repeal of DADT in late 2010, an action that marked a crucial gain in acceptance for gay people in American society. We commend the work of two Fund grantees, the Palm Center at University of California, Santa Barbara, and the Servicemembers Legal Defense Network in building public and military support for overturning DADT. Now, we continue to work with them to ensure that the repeal moves forward as quickly as possible. The Evelyn and Walter Haas, Jr. Fund recognizes that opposition to marriage equality and nondiscrimination protections for gays and lesbians is often justified by, or originates from, faith communities. As a result, we have been working with a range of allies to build support for gay equality among targeted groups of clergy and congregations. While religiously based homophobia remains a significant barrier to the cause of gay equality, the Haas, Jr. Fund and its partners have achieved important victories on this front in recent years. For example, the United Church of Christ has embraced marriage equality; the Evangelical Lutheran Church in America overturned its ban on non-celibate gay clergy; and the Presbyterian Church USA amended the church's constitution to allow openly gay and lesbian members to become ordained ministers. To build on these achievements, the Haas, Jr. Fund and its partners have adopted three goals: Increase support for gay equality among mainline Protestant clergy. The Haas, Jr. Fund is working to increase the number of clergy as pro-gay allies. Through our leadership in developing and supporting the Believe Out Loud campaign, the Haas, Jr. Fund is investing in innovative communications strategies to reach and move more mainline Protestant clergy to become advocates for equality. Increase the number of congregations that are welcoming and affirming of gay people. The Haas, Jr. Fund is supporting the Institute for Welcoming Resources and other faith groups to increase the number of welcoming and affirming congregations within mainline Protestant and Jewish denominations. Build support for marriage equality among communities of faith in California. Recognizing that the voices and power of these communities have not been fully utilized in our home state, the Haas, Jr. Fund is investing in efforts to build support for marriage equality among congregations across the state. $http://www.webcitation.org/6730OZUpY$http://www.webcitation.org/6730QNH41rInvest in the leadership fo Haas, Kr. Fund grantees so they can more effectively achieve their social change goals9Advance knowledge and learning about nonprofit leadershipThe Evelyn and Walter Haas, Jr. Fund believes that nonprofit organizations need tailored, flexible support that allows them to identify the leadership investments that will help them advance their goals for social change while strengthening their organizations for tomorrow. This is the goal of our Nonprofit Leadership Program, which provides current Haas, Jr. Fund grantees with a variety of supports, including Flexible Leadership Awards The Flexible Leadership Awards program engages executive directors, senior staff and board members of selected nonprofits to think expansively about where their organizations want to go, what kind of leadership they need to get there, and how to make sure that staff and board leaders have the skills and the support that will help them succeed. The awards allow organizations to work with consultants and coaches to address key leadership and strategic issues, such as making tough decisions about core work and staffing; developming boards and senior staff teams; and navigating in a rapidly changing environment. Special Initiatives The Haas, Jr. Fund is always looking for additional opportunities to support current grantees as they strive to develop the leadership capabilities of their staffs and boards. The 21st Century Fellows Program, for example, is a collaborative effort of the Haas, Jr. Fund and the Arcus and Gill Foundations to enroll people of color who are managers of LGBT organizations in a year-long program of leadership retreats, skills training and peer learning opportunities. Participants include current grantees of the three foundations. Grantees early < impressions of the program s value are captured in an Arcus Foundation report. The private sector invests billions in sustained and focused leadership development. Within the nonprofit sector, these kinds of investments are often seen as a luxury rather than a necessity. As a result, nonprofit leadership is comparatively undeveloped. The Haas, Jr. Fund is committed to sharing our learnings as we invest in developing nonprofit leaders. Our goal is to broaden understanding among foundations and nonprofits about how leadership development support can strengthen organizations and about the most effective types of leadership investment.  Leadership development for nonprofits is still a relatively new field, notes Linda Wood, senior director for leadership and grantmaking with the Fund.  By advancing the conversation on this topic, we can increase the chances that philanthropy is making smart investments that generate stronger nonprofit leadership with better results for the issues we care about. The Haas, Jr. Fund is interested in supporting organizations and programs that inspire new thinking and action related to developing nonprofit leaders, particularly within the Fund s program areas of interest. The following are some of the key questions we seek to answer as we move forward with this work. Included is a sampling of articles concerning our efforts to advance the conversation about nonprofit leadership development. What is leadership development & and why should funders invest in it? The Haas, Jr. Fund is working to expand philanthropy s understanding of and support for leadership development within nonprofits. With support from the Fund and others, Grantmakers for Effective Organizations (GEO) has produced numerous case studies and guides for grantmakers about leadership development topics. GEO is also organizing learning groups, conference sessions and other activities to explore relevant issues. Read the foreward to GEO's Investing in Leadership: Volume 2, by Vice President of Programs at the Fund Sylvia Yee What is executive coaching & and how and when is it an effective strategy for leadership development? The Haas, Jr. Fund has become a leading supporter of coaching for nonprofit leaders. In addition to providing coaching support for grantees, we have partnered with the Coaching and Philanthropy Project to produce Action Guides and an online toolkit to help advance the field s understanding of coaching as a strategy for building effective nonprofits. We have also created a series of short videos that provide firsthand accounts about the value and impact of coaching, and how it works best. Additionally, Coaching Practices and Prospects is an independent evaluation of the coaching component of the Flexible Leadership Awards (FLA) program. What are the special needs of next-generation leaders? In partnership with GEO, the Building Movement Project, CompassPoint, the Annie E. Casey Foundation and others, the Haas, Jr. Fund has supported an in-depth look at the needs and characteristics of new leaders who are called upon to carry the torch for social change. Changing demographics are creating a particularly urgent need for the nonprofit sector to develop and support leaders of color and leaders from immigrant communities. Read Supporting Next-Generation Leadership: An Action Guide and Up Next: Generation Change and the Leadership of Nonprofit Organizations to learn more. What are the governance challenges of small and mid-sized nonprofit boards & and how can funders help? The Haas, Jr. Fund also has become a strong supporter of efforts to help foundations and nonprofits explore strategies for creating stronger nonprofit boards. Among the activities we have funded on this topic are: the BoardSource/Foundation Strategy Group study, Advancing Good Governance: How Grantmakers Invest in the Governance of Nonprofit Organizations; and a study by The Urban Institute on board governance challenges of small to mid-size nonprofits, a cohort that is often overlooked in recent research. How can funders support successful executive di< rector transitions? The Haas, Jr. Fund has long been interested in what it takes to ensure effective executive transitions in the nonprofit sector. Ten years ago, the Fund seeded efforts to build this important practice area. We teamed up with the Annie E. Casey Foundation, CompassPoint and others to develop an array of resources addressing transitions and succession planning. Through our Flexible Leadership Investment Program, we often support organizations in the midst of transitions, providing exiting and incoming leaders with the tools and resources they need to keep their organizations on a path to success. Read Capturing the Power of Leadership Change, Building Leaderful Organizations, or Managing Executive Transitions to learn more. How can nonprofits do strategic planning faster and better? Strategic planning processes in the nonprofit sector typically require a 9 to 12 month commitment, making it difficult for organizations to respond to emerging opportunities, especially during dynamic and uncertain times. The Haas, Jr. Fund has supported a pilot effort to develop quicker, less costly, more effective alternatives to traditional strategic planning by adapting the most useful and innovative business practices from the private sector. Read Convergence: How Five Trends Will Shape the Social Sector to learn more. How do we support and sustain seasoned leaders? Seasoned leaders are an invaluable asset to the nonprofit sector, providing a wealth of knowledge, savvy and contacts as organizations strive to meet new and recurring challenges. The Haas, Jr. Fund has supported efforts aimed at helping grantmakers and others understand how to reap the benefits of what seasoned leaders have to offer, and how to help ensure that they remain a vital source of good ideas and inspiration. Read Creative Disruption or The Departing to learn more. What are the leadership needs of social change movements? The Haas, Jr. Fund is not only interested in the leadership support needs of organizations; we also want to know how best to support key leaders in the movements that are the focus of our grantmaking. For example, we recently worked in collaboration with the Movement Advancement Project to produce a groundbreaking report, Building LGBT Nonprofit Leadership Talent. The report argues that intentional and consistent efforts to support, nurture and grow LGBT leadership should become integral to the day-to-day work of movement organizations. The report goes on to offer specific recommendations about staff recruitment and development, deployment, retention and more. The Fund has appreciated its partnerships with grantees and others with whom we share what what we re learning about cultivating nonprofit leadership. We promise to continue seeking opportunities to advance the conversation on these topics. $http://www.webcitation.org/67314v9LQ$http://www.webcitation.org/67315mxlO$http://www.webcitation.org/67317ECph$http://www.webcitation.org/67317zURu$http://www.webcitation.org/67319kJ81Funding PrioritiesPrimary Funding RegionGeneral GrantsScientific Research Grants!Focused Program Grants in SciencedSince 1975 the Trust has invested almost $650 million into non-profit organizations in the form of grants and enrichment programs. Jack Murdock s desire to  nurture and enrich the educational, spiritual, cultural, and social lives of individuals, families, and communities" continues to be reflected in grants, enrichment programs, and all of the Trust s activities to this day. Mr. Murdock was an avid learner, innovator, and entrepreneur. His informal education was continuous and lifelong. The special importance he placed on education has been the beacon leading Trust support of many colleges and universities in the five states of Alaska, Idaho, Montana, Oregon, and Washington. Organizations involved in advancing culture and the arts are welcomed each year, as are projects targeted to elevating human services, health, and health care in the region. These include community-based and faith-based organizations, particularly those that serve youth. From a founder who was thoroughly unpretentious, the Trust has taken his lead to welcome the best ideas from all across the region s urban and ru< ral areas. The Trust s founder believed in science and technology as one of the most important sources of knowledge and inventiveness, knowledge that he believed to be strategic to resolving many issues. As a result, the Trust has long been at the forefront of private support for scientific research and innovation. In recent years, this has realized more than 60 scientific research grants annually. Mr. Murdock was vitally interested in community issues and encouraged the convening and collaboration of diverse leaders to focus on questions of importance. The Trust continues to bring many voices together to examine and explore ideas and trends in various fields and sectors. Several of our enrichment programs in leadership development, scientific education, and organizational capacity building have come from such gatherings. Grant Guidelines In most cases, grants are awarded for the benefit of the people living and contributing in the Pacific Northwest (Alaska, Idaho, Montana, Oregon, and Washington). Some, however, are made beyond the five-state region to foster the commerce of national and international ideas in the Pacific Northwest and beyond. Requests are considered from organizations that fit with current Trust interest and have been ruled to be tax-exempt under Section 501(c)(3) of the Internal Revenue Code and are not private foundations as defined in Section 509(a)/170(b) of the Code. Charitable organizations applying for support must have in hand the most current IRS documentation reflecting their status or qualification as a tax-exempt entity. Grant award size varies depending upon organization and project; however, past practices inform future decisions. Because the Trust's application and evaluation process is rigorous, thorough, and time intensive, requests for less than $50,000 are generally discouraged. While the Trust supports a wide variety of projects and programs in the region, there are limitations to what the Trust will fund. The best indicator of current Trust interest is generally reflected in a review of past grants (visit Grants Awarded on the Trust s website for a recent listing). The following kinds of requests are NOT considered: For funds that will ultimately be passed through to other organizations. For sectarian or religious organizations whose principal activity is for the primary benefit of their own members or adherents. For long-term loans, debt retirement, or operational deficits. For institutions that in policy or practice unfairly discriminate against race, ethnic origin, sex, creed, or religion. For propagandizing or for influencing legislation and elections. From specific individuals and for their personal benefit. From individuals unauthorized to act on behalf of a qualified tax-exempt organization. The following kinds of requests are RARELY considered: For normal ongoing operations, including existing staff, or for the continuation of existing projects. For continuation of programs previously financed from other external sources. For organizations organized and operating outside any U.S. state or territory. For urgent needs, emergency funding, or gap funding. For endowments or revolving funds that act as such. For funds to be distributed to beneficiaries of the organization s choosing. )Jack Murdock sought to direct the resources from his estate to elevate and celebrate people, labors, learning, energy, creativity, and beauty with particular attention to the Pacific Northwest he so loved. regional map Washington was Jack s home, where he lived a good portion of his life and established a Piper aircraft distributorship--the scope of which helped define our five-state region. Born and raised in Oregon, Jack began his creative work at Tektronix, a primary source of the personal fortune which seeded his endowment. Alaska took delivery of a large fraction of his Piper aircraft sales, as did people in the vast wide open spaces of Montana and Idaho. Click here to learn more about Jack Murdock. By the close of 1975, the three Trustees appoi< nted in his will to steward the mission of the Trust s resources focused their grantmaking to serving the geographic region and made the initial 14 grants, for a little over $4 million, to educational and non-profit organizations of the Pacific Northwest. That geographic focus continues to the present.The Trust awards grants for projects that are of strategic importance to the organization and consistent with its mission. Awards are made in the following four areas: Arts and Culture Performance and visual arts projects that enrich the cultural environment of the region are of interest to the Trust. There is a high value placed on educational outreach efforts. Education The Trust considers educational projects offered in both formal and informal settings. Special interest is afforded to private higher education. Health and Human Services The Trust is interested in a diverse range of projects to enhance the quality of life in the region. Preventive efforts that address physical, spiritual, social, and psychological needs, especially those focused on youth, are preferred. Research Most of the Trust s funding for scientific research is limited to specific organizations and projects. However, the Trust does consider other science-based initiatives. The Trust makes grants for building the capacity of non-profit groups in these primary ways for the following three types of projects: Capital The Trust regularly funds projects that involve construction, renovation, land purchase, and more. Requests for capital projects are preferred once a portion of the funds needed have been secured. Program Both new programs and the expansion of existing programs are considered. Requests may be for start-up costs and/or related additional staff members. The Trust prefers to fund these grants on a declining basis over three years (100/67/33 percent). Equipment Scientific research instrumentation, technology, and other essential equipment items are often funded. In every case, the Trust requires a cost share of 50 percent or more. Before proceeding, interested parties should review the Guidelines for Grantseekers to learn more and determine the organization s eligibility and the appropriate nature of the project to the Trust.Eligibility for scientific research grants is limited. Select public research universities and medical institutes located within the five-state region are typically considered for funding. The Trust prefers requests for projects in the natural sciences where the main objective is the acquisition of new knowledge. However, requests for research in engineering and medicine are also eligible. Training students in conducting research is an important consideration. A Letter of Inquiry is required unless your organization has received a Trust grant for scientific research within the last five years. If you are confident that you are eligible, then select, complete, and submit the Scientific Research Application. For more information, please review the Scientific Research Grant Guidelines. If you are uncertain about your eligibility, please contact Mr. Dana L. Miller, senior program director at the Trust, by email or phone at 360-694-8415.The Trust has initiated several focused grant programs in the sciences. Procedures vary for applying to one or another of these grant programs, and interested organizations should review each one for eligibility, deadlines, and other guidelines. Focused grant programs in the sciences: Murdock College Science Research Program The goal of this program is to strengthen faculty and undergraduate student research efforts in the natural sciences at private, predominantly undergraduate colleges and universities in the Trust's grantmaking region. Murdock College Research Program for the Life Sciences This program is designed to support research in the life sciences at private, predominantly undergraduate colleges and universities in the Trust's grantmaking region. Exceptional Opportunity Grants Program This program supports projects for select public research universities that have special merit but require one-time funding because of time constraints, no immediate source of funding, or some other unusual circumstance. Partners in Science Program This program provides research opportunities for science-trained high school science teachers to work for two summers with investigators in academic labs in cutting-edge research. Research Start-up Grants for New Science Faculty This program provides funding to supplement the establishment of new faculty positions in the n< atural sciences at private, predominantly undergraduate colleges and universities in the Trust s grantmaking region. More information on these focused programs, as well as application guidelines, are available on the specific program pages on this website. Please contact the Trust by email or by phone at 360-694-8415 if you have questions regarding any of these grants opportunities.$http://www.webcitation.org/6731KHqTS$http://www.webcitation.org/6731L3pm2$http://www.webcitation.org/6731LrKvl$http://www.webcitation.org/6731Md3Ke$http://www.webcitation.org/6731NOBax(Murdock College Science Research Program6Murdock College Research Program for the Life Sciences'Execeptional Opportunity Grants ProgramPartners in Science Program0Research Start-up Grants for New Science Faculty4This program is designed to support research in the life sciences at private, predominantly undergraduate colleges and universities in the Trust s funding region. Eligible institutions must offer a baccalaureate degree, but not a doctoral degree, in the sciences. Principal investigators must hold a faculty appointment in a department of biology or one identified by a traditional subfield of biology. The program was introduced in 1997. To find out more about applying for this program, please download the Guidelines for Life Sciences Grants information. The application process differs from that of the General Grants program, so please read the instructions thoroughly. There is one proposal cycle per year with a deadline of October 1 for completed applications. Application forms may be downloaded, but cannot be submitted electronically. Please print the forms, complete your application and mail it to the Trust at the address provided. For more information about the College Research Program for Life Sciences, contact Murdock Trust by email or call 360.694.8415.Exceptional Opportunity Grants meets the special program needs of regional graduate research universities. It is appropriate for projects that have special merit but require special funding due to time constraints, no immediate source of funding, or some other unusual circumstance. The Vice President for Research, or the equivalent, at each of the universities with which arrangements have been made, may authorize an investigator or team to submit a proposal for a maximum amount of $50,000. This grant is open to applicants only upon invitation or special arrangements with the Trust. Any potential applicant or organization interested in this programs should confer with the Trust before serious consideration is given to making application. Proposals may not be submitted to the Trust except at the invitation of the Vice President for Research at the principal investigator s institution. For more information, contact Murdock Trust by email or call 360.694.8415.sThe Program is designed to help high school science teachers work with a mentor doing cutting-edge research over the course of two summers. The purpose of this grant is to bring the knowledge from the research lab back into the high school science classroom, promoting hands-on science education. Partners in Science grants provide research opportunities for teachers to work with investigators in academic labs or in labs associated with other non-profit institutions. Teachers are expected to arrange their own partnerships, although the Trust may provide some guidance. Approximately 25 grants are awarded each year to teacher-mentor partnerships in the Pacific Northwest. A brochure is available to download for your reference. Please see Partners in Science Guidelines for additional application information. Teachers who have completed a regular Partners in Science grant, having done two summers of research, are eligible to apply through their high schools for a Supplementary Partners in Science grant. For more information about the Supplementary Partners in Science Grant, contact Murdock Trust by email or call 360-694-8415.This program offers support to supplement start-up cost for the establishment of new faculty positions in the natural sciences at private educational institutions. Grants are primarily targeted at undergraduate colleges and universities in the Trust s five-state region. Start-up packages are often offered by colleges and universities to new faculty in the sciences to assist them with initiating their research. These start-up packages usually include both a cash component and in-kind, non-cash, support. An expert scientific consultant external to the college must be involved in every hire for which Trust support is sought. It is expected that this consultant, to be chosen by the institution, will provide advice on the professional scientific credentials of the applicant. Every application to the Trust must include a copy of the chosen consultant s CV and a description of the rol< e to be played by the consultant in the hiring process. A panel of successful academic scientists representing the various scientific disciplines will evaluate the applications, and will advise the Trust concerning funding decisions. The panel will consider the likelihood that an outstanding candidate will be selected; the likelihood that the new hire can be successful in initiating a sustainable research presence on the campus; and the strength of the start-up package. In this way, the evaluation will not be of the candidate her/himself, but rather of the institutional setting and of the hiring process that is planned. The deadline for receipt of these applications is August 1; awards will be announced in late November. To find out more, please download the Guidelines for Research Startup Grants.The Murdock College Science Research Program is designed exclusively for private four-year liberal arts colleges in the Trust s grantmaking region. The goal of the program is to strengthen faculty and undergraduate student research efforts in the natural sciences in these colleges. Grants are given to institutions with the capacity for developing division-wide, faculty-student research programs that can be sustained with institutional resources and external funding. To date, eleven colleges have been admitted into the program: Gonzaga University, Lewis & Clark College, University of Puget Sound, Whitman College, Linfield College, Northwest Nazarene University, Pacific Lutheran University, Pacific University, Seattle University, Willamette University, and the University of Portland. Colleges prepared to enter into and benefit from this program are invited to contact Murdock Trust by email or call 360.694.8415.$http://www.webcitation.org/6731gyDwPGeneral GudinelineshThe Adelson Family Foundation supports charitable organizations located primarily in Israel and the United States that generally fall within the following programmatic categories: Healthcare Holocaust and Anti-Semitism Awareness Israel Advocacy and Defense Israel Programs Israel Studies on Campus Jewish and Zionist Identity & Education Media and Culture Welfare The Foundation makes grants to organizations that are public charities or certain other qualified non-profit organizations. It does not generally contribute to capital projects, and does not provide endowment funding. $http://www.webcitation.org/6732F0VEN$http://www.webcitation.org/6732FkqLt$http://www.webcitation.org/6732HJWsN$http://www.webcitation.org/6732IRPsj$http://www.webcitation.org/6732L81fd$http://www.webcitation.org/67332Tk2p*Delivert System Innovation and ImprovementHealth Reform Policy1Health System Performance Assessment and Tracking5International Program in Health Policy and Innovation<Archived Program Note: Subcategories not noted in this table Fellowships Several of The Commonwealth Fund's research programs are focused on systemic improvements to the delivery of health care in the United States. Together, these programs are advancing the broad adoption of promising approaches for getting patients the best-quality care possible and assuring payers that they are receiving good value for their health care dollars. Commonwealth Fund programs focusing on Delivery System Innovation and Improvement include: Health System Quality and Efficiency Patient-Centered Coordinated Care Picker/Commonwealth Fund Long-Term Care Quality Improvement Of special interest to the Fund are delivery system models capable of providing population-based, patient-centered, accountable care that is well integrated across the full continuum of services preventive, health-promoting, acute, chronic, and long-term and the payment reforms that make such models feasible. Projects supported by these programs are intended to inform health care leaders and policymakers at the local, state, and national levels about promising ways of using new and existing resources to overcome barriers and stimulate delivery system improvements. The Fund's work within Delivery System Innovation and Improvement is closely coordinated with Fund initiatives in Health Reform Policy, International Health Policy and Innovation, and Health System Performance Assessment and Tracking. View Health System Quality and Efficiency The Program on Health System Quality and Efficiency aims to improve the quality and efficiency of health care in the United States, with special emphasis on fostering greater coordination and accountability among all entities involved in the delivery of health care. View Picker/Commonwealth Fund Long-Term Care Quality Improveme< nt The Picker/Commonwealth Fund Program on Long-Term Care Quality Improvement, part of the foundation s efforts to improve the health care delivery system and spur innovation, aims to raise the quality of postacute and long-term care services and supports, and improve care transitions for patients by integrating these services with the other care that they receive. View Patient-Centered Coordinated Care Program In support of The Commonwealth Fund s efforts to promote delivery system improvement and innovation, the Program on Patient-Centered Coordinated Care sponsors activities aimed at improving the quality of primary health care in the United States, including efforts to make care more centered around the needs and preferences of patients and their families. View Vulnerable Populations The Program on Vulnerable Populations is designed to ensure that low-income, uninsured, and otherwise disadvantaged minority populations are able to obtain care from high-performing health systems capable of meeting their special needs. Several of The Commonwealth Fund s research programs work on health reform policy options at the federal, state, and local levels. Together, these programs foster the identification, development, evaluation, and dissemination of policy solutions that have the potential to expand Americans access to affordable, high-quality, efficient health care, while also reducing growth in health spending. In much of this work, there is particular emphasis placed on vulnerable populations, including people with low income and members of racial and ethnic minorities. Commonwealth Fund programs that collaborate in this work include: Affordable Health Insurance Payment and System Reform Federal Health Policy, including the Commission on a High Performance Health System State Health Policy and Practices Health Reform Policy projects undertaken by the Fund and its grantees focus on developing ways to: ensure that individuals, families, and employers have access to comprehensive, affordable health insurance coverage; foster the spread of high-performing accountable and coordinated health systems; ensure the sustainability of effective and efficient safety-net health systems; support the development and assessment of pilots and demonstrations of health care payment innovations, with a priority on multipayer initiatives and efforts to align private and public payment; and slow the growth of health care costs. The Fund s work on Health Reform Policy is closely coordinated with Fund initiatives in Delivery System Innovation and Improvement, International Health Policy and Innovation, and Health System Performance Assessment and Tracking. View Affordable Health Insurance As part of The Commonwealth Fund s efforts to inform health reform policy, the Program on Affordable Health Insurance envisions an equitable and efficient system of health coverage that makes comprehensive, continuous, and affordable coverage available to all Americans. View Commission on a High Performance Health System In establishing the Commission on a High Performance Health System in 2005, The Commonwealth Fund s Board of Directors recognized the need for national leadership to revamp, revitalize, and retool the U.S. health care system. View Federal and State Health Policy The Commonwealth Fund s Program on Federal and State Health Policy is designed to strengthen the link between the work of the foundation, including the Commission on a High Performance Health System, and policy processes at the federal and state levels. View Payment and System Reform The Commonwealth Fund, through its Program on Payment and System Reform, supports analysis and the development of policy options to curb health spending growth and improve the way health care is provided. To advance its goal of a high performance U.S. health care system, The Commonwealth Fund gathers and disseminates evidence of excellence in health care from across the country and the world. This work is intended to show what it is possible to achieve, and to stimulate health care providers, policymakers, and stakeholders to take action to improve performance in all facets of care. The Fund's capacity for Health System Performance Assessment and Tracking enables it to: track and compare h< ealth system performance, by identifying benchmarks for patient care experiences, health outcomes, and cost that states, health care providers, and others can use to set improvement targets; assess trends in health insurance coverage, access to care, and patient-reported quality of care; and monitor public and private actions to transform health care delivery, including payment innovations, health information technology adoption, and the organization of care. The Fund's Health System Performance Assessment and Tracking activities are closely coordinated with Fund initiatives in Delivery System Innovation and Improvement, Health Reform Policy, and International Health Policy and Innovation. Health System Performance Assessment and TrackingPerformance Assessment and Tracking Activities Health system performance scorecards. Since 2006, The Commonwealth Fund and its Commission on a High Performance Health System have tracked the performance of U.S. health care through a series of national and state scorecards. The National Scorecard on U.S. Health System Performance (2006 and 2008), focuses on health care outcomes, quality, access, efficiency, and equity. The State Scorecard on Health System Performance (2007 and 2009) assesses states' performance on health care relative to achievable benchmarks for 38 indicators of access, quality, costs, and health outcomes. The upcoming Scorecard on Long-Term Care in the U.S. will report on care delivered by America's nursing homes, assisted-living facilities, home health agencies, and other long-term care providers (for more information, see Picker/Commonwealth Fund Program on Long-Term Care Quality Improvement). WhyNotTheBest.org. The Fund's benchmarking and quality improvement Web site for health care providers, WhyNotTheBest.org enables users to compare hospitals within and among states, read case studies of top performers and innovative programs, and access a variety of quality improvement resources. Surveys. The Fund conducts a wide range of surveys, both in the United States and abroad, to monitor trends in health care access and quality, explore public views on health care matters, and assess the policy perspectives of health care leaders. Recent and ongoing surveys include: Commonwealth Fund Biennial Health Insurance Survey. Over the years, these surveys have produced a wealth of information about the extent and quality of health care coverage in the U.S. Specific topics covered in past surveys include: the stability and quality of adults' health insurance coverage, cost-related difficulties in accessing care, medical bill problems, and medical debt. Commonwealth Fund International Health Policy Survey (annual). Now including 11 industrialized countries, these annual surveys explore such topics as health system performance and responsiveness from the perspective of seriously ill adults and primary care physicians. Visit the Fund's online International Health Policy Center for more information. Commonwealth Fund Survey of Public Views of the U.S. Health Care System (2006 and 2008). The 2008 survey assessed the public's experiences and perspectives on the organization of the nation's health care system and ways to improve patient care. Commonwealth Fund/Modern Healthcare Health Care Opinion Leaders Survey (quarterly). Since 2004, these surveys have sampled key professional audiences about important health policy issues and options for addressing them. The four surveys in 2010 asked opinion leaders for their views on payment system reform, priorities for the Obama administration, slowing the growth of health care costs, and health reform legislation. Commonwealth Fund Survey of Young Adults (2009). Young adults ages 19 to 29 are one of the largest uninsured segments of the population. This nationally representative survey found that nearly half have gone without insurance at some time during the year. Commonwealth Fund National Survey of Federally Qualified Health Centers (2009). With the likely increase in demand for community health center services following enactment of health reform legislation, this survey explored these clinics' ability to provide access to care, coordinate care across settings, engage in quality improvement and reporting, adopt and use health information technology, and serve as patient-centered medical homes. Commonwealth Fund 2009 Survey of Clinic Patients in New Orleans. One of the many things Hurricane Katrina devastated when it hit New Orleans in 2005 was the city's health care system. To find out how well community clinics were serving their high-need populations, The Commonwealth Fund conducted interviews with patients at 27 clinics in 2009. The findings were encouraging. To access all Fund surveys, visit Surveys at commonwealthfund.org. Multinational comparisons of health system data. Comparing the health care system in the United States with the systems of other industrialized countries reveals striking differences in spending, availability and use of services, and health outcomes. Each year, the Fund produces a chartbook depicting key health data for the 30 member nations of the Organization for Economic Cooperation and Development (OECD), as well as analyses based on those data. Visit the Fund's online International Health Policy Center for more information. The program's key activities include high-level international policy forums, the Harkness Fellowships in Health Care Policy and Innovation, and an annual international survey on health policy issues. State Health Policy and Practices The State Health Policy and Practices program is designed to help states implement policies and programs that ensure residents have access to affordable, accountable, high performance health systems View Child Development and Preventive Care The Commonwealth Fund's Child Development and Preventive Care Program seeks to encourage, support, and sustain improvements in preventive care for young children particularly those services dealing with their cognitive, emotional, and social development. View Health Care Disparities The goal of The Commonwealth Fund's Program on Quality of Care for Underserved Populations is to improve the quality of health care delivered to low-income Americans and members of racial and ethnic minority groups, and to reduce racial and ethnic health disparities. View Health Care in New York City View Program on Medicare's Future For more than 40 years, Medicare has helped the nation's elderly and disabled obtain the health care they need, while protecting the most vulnerable among them from financial hardship. View State Innovations The Commonwealth Fund's State Innovations Program aims to improve state and national health system performance by supporting, stimulating, and spreading integrated, state-level strategies for ex< panding access to care and promoting high-quality, efficient care, particularly for vulnerable populations. View Task Force on Academic Health Centers View The Task Force on the Future of Health Insurance /Commonwealth Fund fellowship programs are designed to give promising young researchers the opportunity for in-depth study of various health care policy topics, working with investigators, policy analysts, government officials, and others in a number of U.S. and international settings. View Mongan Commonwealth Fund Fellowship Program (formerly The Commonwealth Fund/Harvard University Fellowship in Minority Health Policy) Based at Harvard Medical School, this year-long fellowship offers intensive study in health policy, public health, and management for physicians committed to transforming delivery systems for vulnerable populations. View Association of Health Care Journalists Media Fellowships on Health Performance The Association of Health Care Journalists (AHCJ) Media Fellowships on Health Performance is a yearlong program enabling mid-career journalists to pursue a significant reporting project examining health care systems. View Australian-American Health Policy Fellowship The Australian-American Health Policy Fellowship offers a unique opportunity for outstanding, mid-career U.S. health policy researchers and practitioners to spend up to 10 months in Australia conducting original research and working with leading Australian health policy experts on issues relevant to both countries. View Ian Axford Fellowships in Public Policy Ian Axford (New Zealand) Fellowships in Public Policy give outstanding mid-career American professionals opportunities to research, travel, and gain practical experience in public policy in New Zealand, including firsthand knowledge of economic, social, and political reforms and management of the government sector. The Fund formerly administered the Atlantic Fellowships and provided partial support for the Paul Beeson Physician Faculty Scholars in Aging Research. <Archived Program Note: Subcategories not noted in this table$http://www.webcitation.org/6732QSvIq$http://www.webcitation.org/6732RuWCD$http://www.webcitation.org/6732T05eG$http://www.webcitation.org/6732UgYyl$Health System Quality and Efficiency;Picker/Commonwealth Fund Long-Term Care Quality Improvement)Patient-Centered Coordinated Care ProgramBProgram Goals The Program on Health System Quality and Efficiency is a major part of The Commonwealth Fund s focus on health care delivery system improvement and innovation. The program s mission is to improve the quality and efficiency of health care in the United States, with special emphasis on fostering greater coordination and accountability among all those involved in the delivery of health care. The program s work is rooted in the recognition that improvements are most likely to occur when the need for change is understood, measured, and publicly recognized; when providers have the capacity to initiate and sustain change; and when the appropriate incentives are in place. To that end, the program supports projects that: assess the capacity of organizations to provide coordinated and efficient population-based care, and help expand that capacity where necessary; foster the development and widespread adoption of standard measures for benchmarking the performance of health care organizations over time; and promote the use of incentives to improve quality and efficiency in health care. The program is led by Vice President Anne-Marie J. Audet, M.D. The Issues The quality and efficiency of American health care is not what it should be. While the basic skill and dedication of the nation s health care providers is not in question, there are nonetheless ample opportunities for improvement in quality, safety, coordination, and patient-centeredness throughout the health care system. According to The Commonwealth Fund s 2011 National Scorecard on U.S. Health System Performance, as many as 91,000 fewer premature deaths would occur if the United States were to reach the benchmark level of "mortality amenable to health care" achieved by the top-performing country. The relatively poor performance of the U.S. health system, coupled with the nation s standing as the biggest spender on health care in the world, also suggests it is a highly inefficient one. Supporting efforts to increase the value obtained from our health care dollars is one of the Fund s chief goals. Recent Projects Redesigning Care for High Performance Hospitalizations consume nearly one-third of the $2 trillion spent on health care in the United States. Many of these are readmissions for conditions that could have been prevented had proper discharge planning, education, and postdischarge support been provided for patients. In 2009, the Institute for Healthcare Improvement (IHI), with Commonwealth Fund support, initiated the State Action on Avoidable Rehospitalizations (STAAR), a multipronged effort to help hospitals improve their processes for transitioning discharged patients to other care settings and assist state policymakers and other stakeholders with implementing s< ystemic changes that will sustain improvements. According to a report in Health Affairs (July 7, 2011) that presented early findings from the initiative, the most important rehospitalization-reduction strategies used so far are improving patient education, ensuring timely follow-up with patients after hospital discharge, and creating universal patient transfer or discharge forms. To date nearly 150 STAAR hospitals in three states have joined more than 500 community-based partners, including nursing homes, home health agencies, and physician practices, in the push to improve care transitions. STAAR is also informing national efforts to reduce rehospitalizations, highlighting the value of collaboration among hospitals and community-based providers for improving care transitions and keeping discharged patients out of the hospital. The initiative has produced a number of how-to guides and other resources all available online to help providers implement best practices for good transitional care. A concurrent Commonwealth Fund supported evaluation of STAAR by Pennsylvania State University s Dennis Scanlon, Ph.D., is assessing how well the interventions succeed in reducing hospital readmission rates. The results should hold interest for the Medicare program and other public and provider payers for whom reducing hospitalizations is a priority. To help hospital leaders get started on a plan for reducing readmissions, a team of experts at the Health Research and Educational Trust (HRET) produced the Health Care Leader Action Guide to Reduce Avoidable Readmissions, with support from both the John A. Hartford Foundation and The Commonwealth Fund. This resource outlines strategies for reducing unplanned readmissions and enables hospitals to estimate the level of effort required for them to implement those strategies. Accountable Care Systems As the nation moves toward health care delivery systems that are accountable for the outcomes and health care costs of their patient populations, The Commonwealth Fund is sponsoring efforts intended to ensure the success of this model for achieving coordinated, patient-centered, efficient care. With Fund support, Elliott Fisher, M.D., and colleagues at the Dartmouth Institute for Health Policy and Clinical Practice and the Brookings Institution developed and pilot-tested a "starter set" of health care claims based measures that could be used both to assess quality of care and to determine payments to accountable care organization (ACO) providers and the shared savings for which they are eligible. In the project s second phase, the team is developing and testing a more advanced set of measures, including clinical outcomes measures and patient-reported measures of care experience and health status. A new case study series produced by the Dartmouth team examines the progress of four diverse health care organizations from integrated health systems to a community hospital as they collaborate with their private-payer partners to become accountable care providers. The cases detail how these institutions, which are all taking part in the Brookings Dartmouth ACO Pilot Program, formed their ACO partnerships, how they are developing the capacity to manage population health, quality, and costs, and how they are dealing with issues of governance, patient attribution, payment, patient and provider engagement, and benefit design. For ACOs to succeed, new payment models are needed to foster greater accountability for the quality and cost of patient care. One such model is the Alternative Quality Contract, a global payment system for providers developed by Blue Cross Blue Shield of Massachusetts (BCBS) to replace fee-for-service reimbursement and counter rising health care spending. Under the contract, BCBS pays health care providers a comprehensive payment that covers the entire continuum of a patient s care for a specific illness including inpatient, outpatient, rehabilitative, and long-term care, as well as prescription drugs. Providers are eligible for a performance bonus if they meet certain quality targets. With Fund<  support, Harvard University s Michael Chernew, Ph.D., evaluated spending and quality improvement for BCBS patients whose primary care providers participated in the AQC and did the same for a control group of patients whose providers were not in the AQC. According to a study in the New England Journal of Medicine coauthored by Chernew, Harvard colleague Zirui Song, and others, medical spending was modestly lower in the AQC s first year, as patients were referred to providers that charged lower fees. Improvements in the quality of adult chronic care and pediatric care were also evident. In another article, published in Health Affairs, Robert E. Mechanic, M.B.A., of Brandeis University, together with Chernew and colleagues, described how physician groups in the AQC have begun to focus on quality improvement, reduce their use of expensive sites of care, and coordinate services for high-risk patients. Meeting and Raising Benchmarks for Quality Today, nearly 7,500 hospital executives, quality improvement professionals, medical directors, and others use The Commonwealth Fund s online resource for health care quality benchmarking, WhyNotTheBest.org, to compare their organization s performance against their peers, learn from case studies of top performers, and access innovative improvement tools. With an array of custom benchmarks available, users can compare their organization s performance to the leaders and to national and state averages. Recently, the site added two new benchmarks: health system hospitals and non health system hospitals. WhyNotTheBest profiles more than 8,000 hospitals and 400 hospital systems on measures of appropriate care processes and outcomes, patient experiences, readmission rates, mortality rates, patient safety and use of resources. The site also reports on the incidence of central line associated bloodstream infections for more than 1,300 U.S. hospitals, and it serves as a unique source of all-payer data across 12 states. In the past year, the site added an interactive map that enables users to explore performance at the county, hospital referral region, state, and national levels. The performance map will continue to be developed to track accountable care organizations and other emerging integrated systems and communities of care. Additional efforts this year will focus on outreach to new audiences for WhyNotTheBest, such as business coalitions and employers. Resources such as WhyNotTheBest are essential for improving performance, but they are only as good as the measures for which they report data. Studies have shown that current measures of hospital readmission rates suffer from a lack of consensus over clinical validity, among other concerns, and that different rehospitalization measures rank hospitals differently. With Commonwealth Fund support, Gerard Anderson, Ph.D., and Stephen Jencks, M.D., are leading a project to define an easily understood, clinically credible measure that will allow for fairer comparisons among states, regions, and hospitals. This work is especially timely, as the Centers for Medicare and Medicaid Services, in addition to private payers, are instituting incentives and penalties based on readmissions for certain preventable medical conditions. Assessing Providers' Capacity to Improve Care Mortality rates for people who have experienced an acute myocardial infarction (AMI) a heart attack vary substantially across U.S. hospitals, even when researchers adjust for the severity of the condition or other factors like hospital volume, teaching status, and patients socioeconomic status. With Commonwealth Fund support, Elizabeth Bradley, Ph.D., and her team at Yale University interviewed more than 150 hospital staff members closely involved in AMI care to identify organizational factors that are common to providers with low AMI mortality rates. In a paper published in Annals of Internal Medicine (March 15, 2011), Bradley and her team reported that in the absence of an organizational culture that supports high-quality care, teamwork, and coordination, evidence-based clinical interventions < may not be sufficient to improve care and reduce death from AMI. The authors say that hospitals need to set clear goals, secure the engagement of senior management, and establish clear communication and coordination standards. Access to measures of physician clinical quality remains a challenge. Most commonly used measures education, board certification, and malpractice history, among others are mere proxies. With Commonwealth Fund support, researchers from RAND and the University of Pittsburgh, led by Ateev Mehrotra, M.D., used data from a large sample of physicians to examine the relationship between these types of physician characteristics and a range of performance measures. The results of the study, published in the Archives of Internal Medicine (Sept. 13, 2010), show that proxy measures are not valid measures of clinical quality, and underscore the need to prioritize expanded public reporting of physician quality data. Disseminating Best Practices and Innovative Models Conducting case studies of high-performing provider organizations is an effective way to educate health care stakeholders about best practices for managing chronic diseases, reducing hospitalizations, increasing patient satisfaction, and achieving other important performance goals. A July 2010 Commonwealth Fund case study series profiled three health care organizations participating in the Institute for Healthcare Improvement s Triple Aim initiative. The series, written by Douglas McCarthy and Sarah Klein, sheds light on how each is partnering with providers and organizing care to improve the health of its patient population and the experience of care, while also controlling the per capita cost of care. The organizations selected CareOregon, a nonprofit Medicaid managed health care plan, Genesys Health System, a nonprofit integrated delivery system, and QuadMed, a firm that develops and manages worksite health clinics and wellness programs represent a diversity of approaches. Another set of Commonwealth Fund case studies documents advancements in patient safety made in the last five years by four health care organizations that were pioneers in the movement. In the series overview, Keeping the Commitment: A Progress Report on Four Early Leaders in Patient Safety Improvement, authors McCarthy and Klein describe how these providers were able to reduce serious events of patient harm, improve the organizational safety climate, and reduce malpractice claims as safety interventions spread from individual hospital units to the entire delivery system even home health care providers. The case studies describe how the four systems Johns Hopkins Medicine, OSF HealthCare, Sentara Healthcare, and the U.S. Department of Veterans Affairs have deployed new training, coaching, and motivational methods to engage staff in patient safety work; designed tools and systems for minimizing error and maximizing learning; set ambitious goals; and held individual units accountable for their performance. The Fund is also sponsoring two evaluations focusing on best practices in health care delivery. The first evaluation, led by Geoffrey Lamb, M.D., is examining the Wisconsin Collaborative for Healthcare Quality, one of the U.S. Department of Health and Human Services designated Chartered Value Exchange Networks and a leader in public reporting and the sharing of best practices. The other is studying shared decision-making in primary care and specialty clinics that are part of the Group Health Cooperative s network in Washington State. Headed by David Arterburn, M.D., the project is assessing the effectiveness of 12 patient-decision aids on the use of elective surgical procedures, total health care utilization, and total costs. Future Directions Although the Affordable Care Act encourages the establishment of accountable care organizations, it is not clear how ready health care providers are to participate in them or if they will be able to develop the capabilities to do so. In the first study of its kind, Commonwealth Fund supported researchers led by Maulik Joshi, Dr.P.H., of the Health R< esearch and Educational Trust will profile U.S. hospitals and health systems for their readiness to be accountable for the continuum of patient care, including their ability to manage financial risk, receive bundled payment, and calculate and distribute shared savings to providers. Karen Donelan, Sc.D., of Massachusetts General Hospital and Catherine DesRoches, Ph.D., of Mathematica Policy Research will lead a longitudinal national survey to learn about the organizational settings and local health care markets in which physicians practice, as well as their care coordination processes and relationships with other providers, forms of reimbursement, and use of health information technology. Under a Fund grant to the University of Oregon, Jessica Greene, Ph.D., will evaluate the impact of provider payment reforms instituted by Fairview Health Services, an integrated health system in Minnesota that is discarding fee-for-service and replacing it with payment based on quality of care, productivity, patient experience, and cost. The 17 U.S. communities chosen to participate in the federally authorized Beacon Community Cooperative Agreement Program are currently engaged in efforts to build and strengthen their health information technology infrastructure to achieve improvements in health care quality, cost-efficiency, and the management of community-level population health. With a combination of Commonwealth Fund and federal support, AcademyHealth has launched the Beacon Evaluation and Innovation Network to assist the Beacon Communities in accelerating the identification, documentation, and dissemination of lessons and results of their individual efforts. The network provides an unprecedented opportunity to expand the effectiveness of the program by helping to coordinate and convene evaluators with external experts to address research challenges and maximize opportunities to disseminate evidence.1Program Goals Long Term CareThe Picker/Commonwealth Fund Program on Long-Term Care Quality Improvement, part of the foundation s efforts to improve the health care delivery system and spur innovation, aims to 1) raise the quality of postacute and long-term care services and supports, and 2) improve care transitions for patients by integrating these services with the other care that they receive. Specifically, the program seeks to: identify, test, and spread measures, practices, models, and tools that will lead to person-centered, high-performing long-term care services; build strong networks among stakeholders to create a sense of common purpose and shared interest in improving performance and coordinating care; assess, track, and compare the performance of long-term services and supports at the state and national levels; and ensure that long-term services are part of an integrated system of patient care and are a component of provider payment, health information, and care delivery reforms. A focus of the program is the development of coordinated care systems for the especially vulnerable group of individuals enrolled in both the Medicare and Medicaid programs. The Issues As our population ages, an increasing number of people live with multiple chronic conditions, compromised physical function, and sometimes dementia. These problems not only can complicate our ability to manage our health care needs, but they can also jeopardize our ability to remain independent. Access to high-quality postacute care and long-term services and supports is therefore critical for patients trying to get well, stay well, and remain functional especially older adults living alone. Patients and their families know this, often from personal experience. Policymakers, on the other hand, generally have been slow to recognize the importance of long-term care to health system redesign, in terms of reducing overall costs and creating a seamless care system for patients. As implementation of the Affordable Care Act proceeds, The Commonwealth Fund s Program on Long-Term Care Quality Improvement is supporting efforts to help nursing homes and other pro< viders improve their performance and ensure successful transitions for patients as they move from one level of care to the next. Recent Projects Advancing Excellence in America's Nursing Homes Advancing Excellence in America s Nursing Homes is a national, voluntary quality improvement campaign to help nursing homes become good places to live, work, and visit. Launched in 2006 with support from The Commonwealth Fund and the Centers for Medicare and Medicaid Services (CMS), Advancing Excellence was recently incorporated as a not-for-profit educational organization, led by a board representing all those with a major stake in high-quality nursing home care. The campaign is unique in encouraging the participation of not only nursing home providers but also the individuals who staff facilities and the consumers they serve. To join, nursing homes must agree to work on at least three of eight quality-related issues, such as reducing staff turnover a problem endemic within the industry or improving the care planning process to address patients goals for care. Nursing homes taking part must also set performance targets and measure change. The campaign works with state stakeholder coalitions called Local Area Networks for Excellence, or LANEs, which help keep nursing homes engaged and moving forward. Advancing Excellence has achieved great success in attracting nursing homes now more than 7,400, representing over 47 percent of all U.S. nursing facilities and in making measurable progress toward quality goals Through the campaign s Web site, www.nhqualitycampaign.org, nursing homes can access tools for tracking improvement and comparing facilities performance, learn about evidence-based practices, and participate in free training webinars. Consumers, meanwhile, can find information that will help them get good care. Preserving "Critical-Access" Nursing Homes The Commonwealth Fund s abiding interest in reducing disparities in health care for vulnerable populations has led to heightened attention on safety-net health care providers. The recent trend of nursing home closures in inner-city neighborhoods, a phenomenon identified by Brown University s Vincent Mor, Ph.D., and others, points to the importance of nursing homes to the overall health care safety net. Although many of these facilities are of poor quality, they are often the only sources of postacute and long-term care services easily accessible to residents. With support from the Fund and CMS, a pilot project led by Carol Benner, Sc.M., national director of the Advancing Excellence campaign, is attempting to stabilize "critical access" nursing homes to forestall closure, and then improve them sufficiently to warrant their continued participation in the Medicare and Medicaid programs. The LANE members in Georgia, Illinois, Indiana, and Ohio worked with the management and frontline staff of 18 nursing homes on organizational development aimed at stabilizing staff and improving performance. Over the 10-month pilot, many of the homes reported decreases in staff turnover and improvements in morale. The Pioneer Network Since 1997, the Pioneer Network has worked with a broad coalition of long-term care stakeholders to promote person-centered care in America s nursing homes. Pioneer staff, with Commonwealth Fund support, have provided nursing homes that are pursuing culture change with training, practical tools, and access to a community of peers. In the past year, for example, staff compiled "Just in Time" toolkits to help homes implement person-centered improvements to resident dining, physical environment, and staffing, and comply with federal regulations in those areas. The Pioneer Network also plays an important policy role, helping federal officials dismantle barriers to culture change and promote improvement. Recently, Pioneer s leadership, working closely with CMS officials, informed the development of revised regulations issued to guide states on the use of civil monetary penalty (CMP) funds collected from nursing homes in violation of quality standards. The final rule, which will<  take effect in 2012, stipulates that 90 percent of Medicare s portion of penalty funds held in escrow during the appeals process may be used for activities that improve care for nursing home residents; formerly these funds were conveyed to the U.S. Treasury. In addition, Pioneer has begun collaborating with the Office for the Assistant Secretary for Planning and Evaluation on ways to advance culture change as a quality improvement strategy and evaluate its impact on nursing home residents. This work will support CMS in its effort to design the culture change demonstration projects called for in the Affordable Care Act. Expanding Nursing Homes' Capacity to Improve Care Surprisingly, researchers in the past have been unable to find a clear association between staffing levels in nursing homes and quality of care. A recent study by the University of Pittsburgh s Nicholas Castle, Ph.D., investigated this issue and identified several staffing characteristics, such as turnover, use of agency staff, and mix of professional staff, that together with staffing levels, do in fact influence quality. To help senior-level managers in nursing homes see how changes to one or more of these characteristics can affect quality, Castle developed a Web-based staffing and quality simulation tool called Staff Assist, which he has introduced to nursing home associations around the country. A number of studies have shown that a sizable number of hospital admissions of nursing home residents could be avoided if nursing home staff were given the skills and tools necessary to provide safe care to residents. Recent Commonwealth Fund support enabled a team led by Joseph Ouslander, M.D., at Florida Atlantic University to refine and test INTERACT-II, a set of clinical tools he helped develop that assist nursing home staff in the early identification, assessment, communication, and documentation of acute changes in residents health status. Of the 25 facilities across Florida, Massachusetts, and New York that took part in the six-month trial, there was a 17 percent overall reduction in hospitalizations, as reported in an April 2011 article in the Journal of the American Geriatrics Society. And while the average implementation cost per nursing home was $7,700, the savings to Medicare for a typical 100-bed home are estimated at approximately $125,000 per year. (The INTERACT-II tools can be found at http://interact2.net.) Long-Term Care Scorecard The Affordable Care Act will greatly expand the availability of Medicaid-funded community-based long-term services and provide states with financial incentives intended to forge a better balance between nursing home care and services delivered in the home or by community-based providers. As states embark on this new era in long-term care, they will need the means to assess progress in expanding access to a range of affordable, high-quality long-term care services. Following on the success of the Fund s national and state health system scorecards, Susan Reinhard, R.N., Ph.D., and her team from AARP collaborated with The Commonwealth Fund and the SCAN Foundation to develop the first-ever state performance scorecard focused on long-term care. The report, Raising Expectations: A State Scorecard on Long-Term Services and Supports for Older Adults, People with Physical Disabilities, and Family Caregivers, examines four key dimensions of performance affordability and access, choice of setting and provider, quality of life and quality of care, and support for family caregivers and assesses each state s performance overall as well as on 25 individual indicators. It finds that all states need to improve; even the top three states (Minnesota, Washington, and Oregon) have a long way to go to create a highperforming system of long-term services and supports. According to the authors, areas for improvement include home care, assisted living, nursing home care, and supports for family caregivers. Future Directions In addition to continuing its support for person-centered care and quality improvement in nursing homes, the Commonwealth Fund<  s Program on Long-Term Care Quality Improvement is supporting a number of projects aimed at improving care transitions for patients. Barriers separating long-term care from the rest of the health care system fragment what should be a seamless continuum of care for the 10 million Americans with chronic illnesses or disabilities who rely on these services. This lack of integration harmsquality of care and drives up costs. With Fund support, the Long-Term Quality Alliance, a broad-based coalition of leaders in health and long-term care, aging, policy, and consumer advocacy, will identify opportunities in the Affordable Care Act for achieving better care coordination and transitional care, develop options to overcome challenges to incorporating long-term care into state and national reform activities, and harvest examples of innovative person-centered transitional care practices. The Alliance is also developing the Innovative Communities Learning Program to promote community-level coordination across all service providers health care, social services, transportation, and housing with the goal of improving transitions between care settings and reducing rehospitalizations. Under another Commonwealth Fund grant, a team led by Penny Hollander Feldman, Ph.D., of the Visiting Nurse Service of New York will determine whether home health care agencies can effectively use the Care Transitions Measure, a three-item patient questionnaire developed previously by Eric Coleman, M.D., with Fund support, to assess how well patients are prepared to manage their care prior to being sent home from the hospital. The study will test whether home health agencies are able to use the tool to assess how well a hospital prepares patients for home care, predict the level of resources new patients will require, tailor services to patients' individual needs, and provide hospitals with feedback on discharge planning activities. Additionally, Harvard Medical School researchers, led by David Grabowski, Ph.D., are working closely with a telemedicine vendor and 11 nursing homes in Massachusetts to provide physician consultation and treatment recommendations to on-site staff during evenings and weekends. It is hoped that this intervention will be shown to provide a safe, cost-effective way to reduce hospitalizations, and rehospitalizations, of nursing home residents.1Program Goals In support of The Commonwealth Fund s efforts to promote delivery system improvement and innovation, the Program on Patient-Centered Coordinated Care sponsors activities aimed at improving the quality of primary health care in the United States, including efforts to make care more centered around the needs and preferences of patients and their families. To achieve this mission, the program makes grants to: PCCCstrengthen primary care by promoting the collection and dissemination of information on patients health care experiences and on physician office systems and practices that are associated with high-quality, patient-centered care; assist primary care practices with the adoption of practices, models, and tools that can help them become more patient-centered and coordinate more closely with hospitals, specialists, and other public and private health care providers in their communities; and inform the development of policies to encourage patient- and family-centered care in medical homes. The Issues As defined by the Institute of Medicine, patient-centered care is "health care that establishes a partnership among practitioners, patients, and their families ... to ensure that decisions respect patients needs and preferences, and that patients have the education and support they need to make decisions and participate in their own care." There is substantial evidence that health systems that have a strong primary care foundation deliver higher-quality, lower-cost care overall and greater equity in health outcomes. Research also shows that patient-centered primary care is best delivered in a medical home a primary care practice or health center that partners with its patients in<  providing enhanced access to clinicians, coordinating health care services, and engaging in continuous quality improvement. Recent Projects Promoting and Evaluating the Patient-Centered Medical Home In April 2008, The Commonwealth Fund launched the five-year Safety Net Medical Home Initiative to support the transformation of primary care clinics serving low-income and uninsured people into patient-centered medical homes. Led by Jonathan Sugarman, M.D., president and CEO of Qualis Health, a nonprofit quality improvement organization based in Seattle, and Ed Wagner, M.D., of the MacColl Institute for Healthcare Innovation, the initiative involves 65 clinics in five states: Colorado, Idaho, Massachusetts, Oregon, and Pennsylvania. The Qualis/MacColl team is providing technical assistance to local quality improvement organizations that, in turn, are helping the clinics achieve benchmark levels of performance in quality and efficiency, patient experience, and clinical staff experience. Eight foundations have joined The Commonwealth Fund in support of the initiative. To extend the reach and impact of the Safety Net Medical Home Initiative, the project team is developing a Web-based national curriculum for quality improvement coaches to support the nation s 1,300 community health centers in becoming effective medical homes. Under another Fund grant, Marshall Chin, M.D., and a team of researchers at the University of Chicago are evaluating whether clinics participating in the Qualis/MacColl initiative are in fact able to make the changes necessary to function as medical homes. The team is also assessing the extent to which sites receiving technical assistance and enhanced reimbursement for providing medical home services improve their performance on measures of quality, efficiency, patient experience, and clinician or staff satisfaction. While data on patient impact is not yet available, baseline results of physician and clinic staff surveys show that when a safety-net clinic has more core medical home features systems for tracking patients with unmet needs, personnel to help patients manage their chronic conditions, resources for quality improvement the physician and clinic staff report higher morale and greater satisfaction with their jobs. Given the large number of medical home evaluations the Fund is supporting, The Commonwealth Fund established the Patient-Centered Medical Home Evaluators Collaborative, cochaired by Meredith Rosenthal, Ph.D., and Melinda Abrams, to align evaluation methods, share best practices, and exchange information on ways to improve evaluation designs. A key objective of the collaborative is to reach consensus on a core set of standardized measures in each of the key areas under investigation, such as care utilization, cost savings, clinical quality, patient experience, and clinic staff experience. In an August 2010 article in Medical Care Research and Review, Rosenthal and colleagues provided recommendations for measuring changes in utilization and costs in medical home evaluations. Information about the collaborative and its progress can be found on the Fund s Web site. Building Capacity for Delivering Patient-Centered Coordinated Care The Commonwealth Fund also is supporting efforts to improve the measures by which primary care practices achieve accreditation as medical homes, with a particular focus on making the measures more patient- and family-centered. In 2006, the Fund supported the National Committee for Quality Assurance (NCQA) in its work with the nation s leading primary care specialty societies to develop criteria for assessing and recognizing practices as medical homes. As of November 2011, at least 15,000 clinicians at more than 2,900 primary care practices have officially been recognized as patient-centered medical homes. Under a subsequent grant, Sarah Scholle, Dr.P.H., and her colleagues at NCQA developed and tested additional criteria for recognition based on patients experience, including the quality of patient clinician communication, patient self-management, and care coordination. The n< ew medical home standards were released in January 2011. Helping Smaller Physician Practices Share Patient Care Resources Because of their limited resources and capacity, smaller independent physician practices often struggle to meet all the functional requirements of a medical home, from providing round-the-clock patient access to using a team approach to chronic disease management. Research has shown, however, that when primary care providers in the same community band together to share local resources, such as quality improvement coaches or care coordinators, they can enhance their capacity and improve performance. With Commonwealth Fund support, Ann S. O Malley, M.D., of the Center for Studying Health System Change (HSC) is identifying primary care sites that jointly provide after-hours coverage, helping patients avoid trips to the emergency department. Her research team is preparing cases studies of these physician practices to provide guidance for other practices looking to replicate effective models. Another HSC team, led by Emily Carrier, M.D., is exploring how independent primary care practices develop and implement agreements with specialists, hospitals, and nursing homes to coordinate care for the patients they share. The findings could aid in the development of accountable care organizations and bundled-payment systems that are predicated on well-coordinated care. Also under study is the potential of shared patient panel management, which involves identifying and reaching out to patients with chronic illness who are overdue for office visits as well as patients requiring follow-up treatment with a specialist. Improving Policy and Financing to Promote Patient-Centered Care Forty-one states are developing patient-centered medical home programs for their Medicaid and Children s Health Insurance Program enrollees. With Commonwealth Fund support, Neva Kaye and Mary Takach of the National Academy for State Health Policy (NASHP) are working with state Medicaid officials to ensure beneficiaries have access to a medical home. In 2009, NASHP assisted eight states Alabama, Iowa, Kansas, Maryland, Montana, Nebraska, Texas, and Virginia with creating incentives and payment models that encourage primary care sites to become medical homes, helping new medical homes obtain official certification, and developing measurement strategies to monitor and evaluate quality and cost outcomes statewide. In 2011, NASHP launched its third Medicaid medical home consortium to help up to 17 states strengthen, expand, and sustain medical home initiatives that they previously established. Additionally, the NASHP team is developing a new policy curriculum to inform federal officials about the states experiences. In a July 2011 Health Affairs article, NASHP s Mary Takach noted the promising early results of recent state policies centered on medical home qualification and payment, including improved access to care, quality, and cost control. For more information about states efforts to promote medical homes, view NASHP s interactive medical home map or download the Commonwealth Fund/NASHP report, Building Medical Homes: Lessons from Eight States with Emerging Programs. To identify the most effective way to reimburse primary care providers that attain high performance, the Pennsylvania Chronic Care Initiative the most extensive multipayer medical home demonstration program in the nation is testing four different models for financially rewarding primary care sites that function as patient-centered medical homes. A Fund-supported team of RAND and Harvard University researchers headed by Mark W. Friedberg, M.D., is assessing the differential impact of these payment approaches which range from per-member per-month care management fees to shared savings on health care utilization, efficiency, cost, and quality of care. Future Directions The Affordable Care Act includes a number of provisions intended to strengthen primary care in the United States. To aid successful implementation of these reform efforts, The Commonwealth Fund s Program on Patient-Centered < Coordinated Care will support projects in a number of areas. Making medical homes successful. To help the spread of medical homes, health system leaders, clinicians, and policymakers need information on the factors that lead to improved efficiency and lower costs. Under a Commonwealth Fund grant, a team of researchers at Pennsylvania s Geisinger Health System is studying how its organization s medical home program is achieving reductions in costly hospital admissions and readmissions. dditional Fund-supported analyses will examine effective ways to streamline and standardize implementation of medical homes in primary care sites. Resource-sharing. Owing to their limited resources, smaller independent physician practices typically are unable to deliver the breadth of services and engage in the range of quality improvement activities that are more common in larger practices. The Fund is supporting research into effective models for sharing clinical support services and health information systems that enable practices to provide coordinated care, after-hours appointments, and other services expected from medical homes. For example, Tara Bishop, M.D., and Lawrence Casalino, M.D., at Weill Cornell Medical College are evaluating a pilot program in New York City in which safety-net practices will share the services of a patient-panel manager, who helps ensure patients receive recommended routine services and chronic disease care. Policy implementation. As the Affordable Care Act s primary care provisions take effect, a Commonwealth Fund priority will be to share early lessons from the field with local, state, and federal policymakers to help ensure full advantage is being taken of the opportunities provided in the legislation. For example, with Fund support, NASHP staff will work with a select group of states on creating "health homes" (medical homes) for care of patients with chronic illness. Improving care coordination. Commonwealth Fund support is aiding efforts to identify and assess promising models for improving information-sharing among primary care clinicians and specialists, hospitals, and other providers in both safety-net and commercial settings. One such project, led by Timothy Ferris, M.D., at Massachusetts General Hospital, is comparing successful primary care based care management programs, which have been shown to improve quality of care and health outcomes for high-risk patients as well as reduce per capita expenditures. To apply for a grant from The Commonwealth Fund s Patient-Centered Coordinated Care program, visit Applicant and Grantee Resources.;5Program Goals As part of The Commonwealth Fund s efforts to support delivery system improvement and innovation, the Program on Vulnerable Populations is designed to ensure that low-income, uninsured, and otherwise disadvantaged minority populations are able to obtain care from high-performing health systems capable of meeting their special needs. To achieve this mission, the program makes grants to: Identify policy levers that can achieve equity in health care access and quality and address concerns faced by vulnerable populations across the continuum of care; Identify promising care delivery practices and models and develop and disseminate policy recommendations to support such innovations so that care systems can better serve vulnerable populations; Encourage state and local planning efforts to achieve systems of care that meet the specific needs of vulnerable populations; and Document and track health care utilization and quality for vulnerable populations at the state level. The program is led by Pamela Riley, M.D., M.P.H. The Issues In the United States, vulnerable populations, including low-income people, the uninsured, and racial and ethnic minorities, have greater difficulty accessing health care, receive worse care overall, and experience poorer health outcomes than the general population. Members of vulnerable populations also have disproportionately high special needs arising from personal, social, and financial circumstances, any of which may < negatively affect health and hamper efforts to obtain care. High-performing health systems for vulnerable populations must be equipped to address these needs. Vulnerable Populations While the traditional safety-net health system is critical for providing care to vulnerable populations, many members of vulnerable groups do not rely on it as their main source of care. That is why improvements in health care delivery must be made not only within the safety net but across the broader health system as well. All patients should have access to high-performing health care systems capable of providing care that is patient-centered, population-based, comprehensive, high-quality, accountable, and integrated across the continuum of needed services. Recent Projects Promoting Integration of Safety-Net Systems With continuing weakness in the economy, the number of people relying on publicly funded health care has grown, while the revenue states have available to support that care has shrunk. Simply put, safety-net providers are being forced to do more with less. Public hospitals and community health centers that operate within integrated systems appear best equipped to handle the needs of vulnerable patients efficiently. Integrated health care systems offer vulnerable patient populations access to specialty services, continuity in relationships with providers, and better-coordinated care than smaller independent practices or hospitals typically do. Under the direction of Leighton Ku, Ph.D., George Washington University researchers have been examining the degree to which safety-net providers are part of larger systems of care, identifying examples of different approaches to integration, and analyzing policies that would facilitate greater integration of safety-net systems. In a Commonwealth Fund brief laying out the keys to greater integration, Ku and his team note that success will require flexible strategies that accommodate variations in community and state needs. The use of federal safety-net funding to encourage the spread of integrated care systems has the potential to lower health care costs and ensure the sustainability of the safety net. Under the leadership of Barbara Wynn, M.A., at the RAND Corporation, project staff are researching the current and projected flow of federal safety-net funding to determine how those monies might be used to facilitate the integration of community health centers and hospitals. They will also identify policy levers that could promote integration of the care systems serving vulnerable populations. The integration of federally qualified health centers a critical source of comprehensive health care services for vulnerable populations with each other and with public and private community hospitals has the potential to improve the quality and efficiency of care in urban and rural communities across the nation. The laws and regulations guiding the structure and financing of these organizations, however, may impede integration among them, health centers legal obligation to serve all community residents, regardless of income, insurance status, or ability to pay, as well as limits on affiliation. Led by Sara Rosenbaum, J.D., at the George Washington University, Commonwealth Fund sponsored researchers analyzed these legal barriers and demonstrated how successfully integrated safety-net providers overcame them, whether through co-location of services or umbrella affiliations in which health centers remain independent partners yet agree to act collaboratively to achieve specific goals. Their report, Assessing and Addressing Legal Barriers to the Clinical Integration of Community Health Centers and Other Community Providers, was published by the Fund in July 2011. Identifying Shared Resources for Care Coordination and Delivery System Improvement Federally Federally qualified health centers are already experienced in providing a range of medical and support services to patients, many of which are required components of the medical home model. With the influx of $11 billion in new funding for health centers under the < health reform law, states will have an opportunity to leverage the capabilities of their health centers to improve care delivery for all residents, including those in other primary care settings. Under the direction of Mary Takach, M.P.H., and Neva Kaye at the National Academy for State Health Policy (NASHP), a Commonwealth Fund supported project examined ways in which health centers can serve as community "utilities," fostering connections with other Medicaid primary care providers to help beneficiaries get the services they need to manage their health and reduce costly visits to the hospital. In a May 2011 report published by the Fund and NASHP, the team highlighted promising community utility models involving partnerships between states and health centers, as well as the policy options available at the state level to replicate these models. The authors note that such partnerships could help states accommodate the needs of the 20 million additional Medicaid beneficiaries expected after health reform is fully implemented. At the Center for Health Care Strategies, Inc., Nikki Highsmith, M.P.A., under a Commonwealth Fund grant, documented how some states are supporting small independent physician practices that serve Medicaid patients by establishing networks of shared resources. By sharing such services as coverage for evening and weekend appointments, patient registry reports and panel management, and electronic systems for ordering and tracking tests, these typically underresourced providers are able to ensure their patients have access to a wide range of medical home services. The project identified the types of organized practice supports that are most needed by highvolume Medicaid practices and produced a set of design considerations for state Medicaid agencies. Read the March 2011 Fund report Driving Value in Medicaid Primary Care: The Role of Shared Support Networks for Physician Practices to learn more. Future Directions Monitoring and Tracking to Guide Planning and Policy States have a large role in ensuring access to health care for vulnerable populations. To understand the extent to which states are meeting this responsibility and how they are going about it The Commonwealth Fund plans to develop a state scorecard assessing health care access, utilization, and equity among vulnerable populations, as well as state policies, resources, and programs that address their needs. The Fund will also likely support projects that identify sources of care for vulnerable populations as part of broader efforts to assess and improve their access to quality care. Promoting Statewide Planning Efforts for Care of Vulnerable Populations Many states have not undertaken a systematic review of their policies and programs for vulnerable populations, and as such may be ill-prepared to seize new opportunities in the Affordable Care Act for strengthening their health care safety net. But in Iowa, health care leaders are preparing for a comprehensive planning effort to identify strategies that they and policymakers in other states could follow to achieve a high performance health care system for their vulnerable populations. Under the leadership of the University of Iowa s Peter Damiano, D.D.S., M.P.H., this Commonwealth Fund supported project will convene an advisory group of state officials and safety-net providers to determine the current funding, expenditures, and infrastructure of Iowa s safety net, and then develop strategies for improving its integration. Establishing Sustainable Financing for Safety-Net Systems Funded by a combination of patient care revenue, local and state taxes, and supplemental payments from disproportionate-share payment programs, public hospitals contend with wide fluctuations in their funding streams and near-constant financial uncertainty. Under the leadership of Nancy Kane, D.B.A., at Harvard University, researchers will collect audited financial statements from approximately 150 large, urban public hospitals to analyze their funding streams and financial sustainability, with the goal of setting a baseline for mo< nitoring their viability over the next decade as reforms in the Affordable Care Act take hold. Identifying Promising Models and Opportunities for Delivery System Reform For vulnerable populations, accessing specialty care services is at least as great a problem as accessing primary care. Under the direction of Anna Sommers, Ph.D., at the Center for Studying Health System Change, a team will study existing and emerging models for financing specialty care for Medicaid enrollees for example, using physician assistants to provide specialty care at lower cost to identify those that are sustainable and to consider policy options for promoting their adoption. Another Commonwealth Fund project, led by Wendy Holt, M.P.P., at DMA Health Strategies, will focus on the "enabling services" transportation, interpretation, psychosocial support, and outreach, among others that safety-net providers typically offer patients to overcome personal, social, geographic, financial, and environmental barriers to care. The DMA team will research current approaches to the financing and provision of enabling services and produce recommendations for ensuring that vulnerable individuals are able to take full advantage of their coverage, regardless of where they choose to seek care. Mongan Commonwealth Fund Fellowship Program (formerly Commonwealth Fund/Harvard University Fellowship in Minority Health Policy) Moving toward a high-performance health care system requires trained, dedicated physician leaders who can transform health care delivery systems and promote policies and practices that improve access to high-quality care and health outcomes for vulnerable populations, including racial and ethnic minorities and economically disadvantaged groups. With the passage of the Affordable Care Act, it is more important than ever that the needs of vulnerable populations be represented by well-trained clinician leaders as the provisions of the new law are implemented. Since 1996, the Mongan Commonwealth Fund Fellowship Program (formerly the Commonwealth Fund/Harvard University Fellowship in Minority Health Policy) has played an important role in developing physician leaders who will address the health needs of vulnerable populations. Based at Harvard Medical School under the direction of Joan Reede, M.D., Dean for Diversity and Community Partnership, the year-long fellowship offers intensive study in health policy, public health, and management for physicians committed to transforming delivery systems for vulnerable populations. Fellows also participate in leadership forums and seminars with nationally recognized leaders in health care delivery systems, minority health, and public policy. Under the program, fellows complete academic work leading to a master of public health degree at the Harvard School of Public Health, or a master of public administration degree at the Harvard Kennedy School of Government. Beginning with the July 2012 entering class, the fellowship program will include an optional second year of practicum experience to supplement the fellows academic and leadership development training, with practical experience creating high performance health care for vulnerable populations. Fellows chosen for the second-year practicum will spend one year in a health care delivery system setting, a federal or state agency, or a policy-oriented institution. The practicum is a competitive program open to first-year fellows, with a variable number of placements available per year. A total of 80 fellows have graduated from the program since it began. In 2011 12, five physicians were selected for the fellowship program. For more information about the fellowship, including how to apply, visit the Mongan Commonwealth Fund Fellowship Program page. To apply for a grant from The Commonwealth Fund s Vulnerable Populations program, visit Applicant and Grantee Resources.$http://www.webcitation.org/6732ohpAo$http://www.webcitation.org/6732qBEuO$http://www.webcitation.org/6732rI4bU$http://www.webcitation.org/6732t5kbWAffordable Health Insurance.Commission on a High Performance Health SystemFederal and State Health PolicyPayment and System ReformFProgram Goals As part of The Commonwealth Fund s effort< s to inform health reform policy, the Program on Affordable Health Insurance envisions an equitable and efficient system of health coverage that makes comprehensive, continuous, and affordable coverage available to all Americans. The program support activities to: provide timely analysis of changes in employer-based health insurance, health plans offered in the individual market, and public health coverage for people under age 65, and estimate the impact those changes will have on the numbers covered and the quality of coverage; document how being uninsured, or underinsured, affects personal health, finances and job productivity; inform federal and state policymakers and the media about the provisions of the health reform law the Patient Protection and Affordable Care Act and related federal regulations, along with their implications for people and employers; inform implementation of the new law through analysis of its key provisions for achieving affordable, comprehensive, and near-universal insurance coverage; and analyze and develop new policy options for expanding and stabilizing health insurance coverage, making coverage more affordable, and optimizing administrative efficiency. The Affordable Health Insurance program is led by Vice President Sara R. Collins, Ph.D. Affordable Health Insurance The Issues The most recent census data reveal that 49.9 million people lacked health insurance in 2010, an increase of 13 million over the last decade. Moreover, new Commonwealth Fund research published in Health Affairs shows that in 2010, an additional 29 million nonelderly adults with health coverage had such high out-of-pocket costs relative to their income that they could be considered  underinsured ; this represents an increase of 13 million people since 2003. Both trends have had serious consequences for U.S. families. An estimated 73 million adults under age 65, both with and without health care coverage, reported problems paying their medical bills in 2010, and 75 million reported a time when they did not get needed care because of the cost. Fortunately, help is on the way. The Affordable Care Act will significantly expand health insurance in the United States. To achieve near-universal coverage beginning in 2014, the law expands Medicaid eligibility and provides premium and cost-sharing subsidies that will make it easier for small businesses and individuals to afford private plans purchased through the new insurance exchanges. In addition, new regulations will limit underwriting by insurers, prohibit exclusions from coverage based on preexisting health conditions and establish a new standard for comprehensive health benefits helping to protect against underinsurance. To ensure the law is implemented effectively, policymakers will need information about the likely impact of the reforms on the affordability and quality of coverage, as well as aspects of the law that might require modification. Recent Projects Disseminating Information About Health Insurance Reform The Commonwealth Fund s Program on Affordable Health Insurance has been closely monitoring implementation of the Affordable Care Act and emerging federal regulations, assessing their impact on coverage, affordability, and access to care, and informing policymakers of its findings. Once President Obama signed the act into law, the Fund launched an online interactive timeline to guide policymakers, the press, and the public through the law's provisions and dates of implementation one of many tools available in the Health Reform Resource Center on commonwealthfund.org. In posts to The Commonwealth Fund Blog, Fund staff and grantees are also providing analysis of the federal regulations as they are issued, including rules governing health insurance exchanges, risk adjustment for health plans, preventive services for women, student health plans, and plan medical loss ratio requirements. The new Commonwealth Fund publication series, Realizing Health Reform's Potential, explains how the Affordable Care Act may benefit different populations and groups, as < well as improve insurance coverage and overall health system performance. Among the topics covered in the series are young adults, small businesses, women, and baby boomers ages 50 to 64. Additional briefs in the series assessed the relative affordability of health insurance under reform, reviewed the law's essential benefit package and what it means for people with disabilities, and reported on enrollment in the new preexisting condition insurance plans. As a complement to these briefs, Commonwealth Fund webinars on health reform provide a forum for state officials and other stakeholders to hash out implementation issues. Discussing the new state-based health insurance exchanges, for example, were Timothy Jost, J.D., of the Washington and Lee University School of Law, Illinois Department of Insurance director Michael McRaith, and Sandra Shewry of the California Health and Human Services Agency. A webinar on the federal Pre-Existing Condition Insurance Plan (PCIP) program featured Jean Hall of the University of Kansas, PCIP program director Richard Popper, and Amie Goldman and Deborah Armstrong, who direct the PCIPs in Wisconsin and New Mexico, respectively. Analyzing Key Reform Implementation Issues Health Insurance Exchanges The centerpiece of the Affordable Care Act s private health insurance reforms, new state-based insurance exchanges are expected to provide coverage to up to 30 million individuals and small-business employees by 2020. In the September 2010 Commonwealth Fund report Health Insurance Exchanges and the Affordable Care Act: Eight Difficult Issues, Washington and Lee University School of Law professor Timothy Stoltzfus Jost, J.D., took on the thorny questions that federal and state policymakers will need to resolve to ensure the exchanges will be up and running in time. One of the risks to the exchanges is that they will disproportionately enroll people in poorer health, a situation that could lead to higher premiums for everyone purchasing plans through the exchanges. To guard against this outcome, the Affordable Care Act requires federal and state officials to construct a risk adjustment mechanism that protects health insurers that attract a disproportionate share of patients with high health care needs. In a Commonwealth Fund issue brief synthesizing the views of leading experts in risk adjustment, Wake Forest University's Mark Hall, J.D., explored the challenges regulators will face and compared the merits of different strategies. Among the recommendations offered in the brief: use diagnostic risk measures in addition to demographic ones, and phase in the issuance of risk transfer payments, to give insurers more time to predict and understand the full effects of risk adjustment. In examining California's new health insurance exchange, the nation's first, the New America Foundation's Leif Haase and Micah Weinberg, Ph.D., found that state policymakers took advantage of flexibility in the reform law to ensure that the exchange will act as an active purchaser in the marketplace, as well as to combat adverse selection and allow Medicaid plans to be sold. Their study, supported by The Commonwealth Fund, was published in a May 2011 issue brief. On The Commonwealth Blog, the Fund's Sara Collins and Tracy Garber are tracking states' progress in establishing exchanges. Affordability and Cost Protection of Coverage Under Reform Sharp growth in U.S. health care costs, rising premiums and deductibles in both employer and individual market insurance plans and stagnant household incomes have increased the number of people struggling with high health insurance and health care costs. In a March 2011 analysis of survey data, Fund staff reported that in 2010, nearly one-third of adults ages 19 to 64 spent 10 percent or more of their income on out-of-pocket costs and premiums, up from 21 percent in 2001. Since 2005, the share of people who reported having deductibles of $1,000 or more has nearly doubled, rising from 10 percent to 18 percent. Meanwhile, the number of U.S. adults who had health insurance all year but were stil< l "underinsured" with very high medical expenses relative to their incomes rose by 80 percent between 2003 and 2010, from 16 million to 29 million, according to a Commonwealth Fund study published in Health Affairs (Sept. 2011). The Fund's Cathy Schoen and colleagues have found that people who are underinsured are nearly as likely as those who are uninsured to skip needed health care and prescriptions and have problems paying medical bills. Through a major expansion of health insurance coverage providing essential health benefits as well as premium and cost-sharing subsides, the Affordable Care Act should help diminish the medical cost burden faced by U.S. families. In a May 2011 Commonwealth Fund issue brief, Jonathan Gruber, Ph.D., professor of economics at the Massachusetts Institute of Technology, found that under the new law, fewer than 10 percent of families would not have room in their budgets for premiums and typical out-of-pocket costs. The individuals most likely to lack sufficient resources for health care costs, Gruber found, would be the sickest those with the highest medical expenses. As reform moves forward, it will be critical for state and federal policymakers to understand the medical cost burdens U.S. families are facing. Such information will be needed to help ensure that people can afford timely health care and are protected from catastrophic health care costs. Tracking the Uninsured and Underinsured The 2010 Commonwealth Fund Biennial Health Insurance, a nationally representative phone survey of 4,000 adults, enabled Fund researchers in the past year to examine the effects of the recent severe economic recession on insurance coverage, as well as to assess changes in coverage, access to care, and medical bill problems over a decade. According to the Fund report Help on the Horizon, which drew from the survey findings, an estimated 9 million working-age adults in the last two years became uninsured after losing a job with health benefits. Most people who lost their jobs were unable to afford COBRA continuation coverage. And people who ventured into the individual market faced higher premiums or preexisting-condition exclusions; in fact, of all survey respondents who tried to buy health plans in the individual market during the last three years, 60 percent said it was very difficult or impossible to find affordable coverage. Help on the Horizon also described the significant increase in the prevalence of cost-related difficulties getting needed care and problems paying medical bills. Commonwealth Fund researchers also used the Biennial Survey to explore the coverage and care experiences of working-age women, who have greater health care needs than men. Together with colleagues, Ruth Robertson, a senior research associate, found that over the last decade coverage became less affordable and health care more costly for women under 65. Less than half of women in the survey were up to date on recommended preventive care services like mammograms and colon cancer screenings. Those lacking health insurance or in households with low incomes were the least likely to get the care they needed. Another issue brief, published in May 2011, examined the crisis in health insurance coverage among young adults ages 19 to 29 the age group with the largest number of uninsured. Fund authors Collins and Garber reported the number of uninsured young adults climbed to nearly 15 million in 2009, up from 13.7 million the year before, in a continuation of a decade-long trend that also saw 45 percent forgo needed care in 2010 because of the cost. Beyond reporting grim data, each of these reports also shows how the health reform law will make a difference for each of these groups, whether by enabling young men and women to remain under their parents coverage until age 26, enroll in Medicaid if their income low, and buy subsidized private coverage through the insurance exchanges. Recent federal data shows, in fact, that the law may already be having an impact: for example, the Centers for Disease Control and Prevention recently estimated t< hat in the first quarter of 2011 there were 900,000 fewer uninsured adults ages 19 to 25 than in 2010. Closing Gaps in Insurance Coverage Over the last several years, the Program on Affordable Health Insurance has examined gaps in Americans' coverage and the phenomenon of "churning" in plan enrollment, which occurs when people lose their source of coverage, as may happen through job loss, and transition to another source. A recent Commonwealth Fund sponsored analysis led by Pamela Farley Short of Pennsylvania State University found that the Affordable Care Act will help limit the coverage gaps experienced by many people when their life circumstances change. To reduce gaps further, Short and her colleagues say policymakers will need to find ways to overcome four key challenges: 1) adjusting premium and cost-sharing subsidies when incomes change; 2) coordinating eligibility for insurance premium credits and public coverage; 3) facilitating continuous coverage; and 4) minimizing transitions between the individual and small-business insurance exchanges. Redesigning Employer Benefits to Encourage Use of High-Value Treatments Value-based insurance design (VBID) is a strategy that increasing numbers of employers and insurers are adopting to improve health care quality while controlling health spending. The basic idea is to promote use of services or treatments that provide high benefits relative to their cost and, alternatively, to discourage the use of services whose benefits do not justify their cost. To test whether VBID actually works, Commonwealth Fund grantee Niteesh Choudhry and colleagues at Brigham and Women s Hospital in Boston examined a program at Pitney Bowes that eliminated copayments for cholesterol-lowering statins and reduced them for clopidogrel, a blood clot inhibitor. Their findings suggest that by reducing or eliminating copayments, patient adherence to prescribed medications can indeed improve. While the gains in adherence were relatively modest, the researchers believe these could be augmented through additional policies that address "suboptimal" use of health care services. Future Directions The Program on Affordable Health Insurance will continue to monitor the impact of the Affordable Care Act on the nation s uninsured and underinsured and inform policymakers and federal officials about ways to ensure the reforms achieve their goals. Timothy Jost, in collaboration with Mark Hall and Harvard University's Katherine Swartz, Ph.D., will monitor the creation of state insurance exchanges where individuals will be able to shop for their health coverage. Their Commonwealth Fund supported work will provide recommendations to state and federal officials, legislators, and regulators for ensuring that these crucial components of health reform function as intended. Sara Rosenbaum, J.D., of George Washington University, meanwhile, will examine the structure and features of the different exchanges; her findings will be used to create an interactive tool on commonwealthfund.org to enable side-by-side comparisons. The Affordable Health Insurance program will also continue to track trends in the affordability of health coverage. With Fund support, the National Opinion Research Center s Jon Gabel will compare the affordability of health plans offered through the exchanges, and the cost protection these plans provide, with that of plans offered by employers and sold through the individual market. Using the federal Medical Expenditure Panel Survey, Peter Cunningham, Ph.D., of the Center for Health System Change is monitorin changes in the medical cost burden faced by Americans, including insurance premiums and out-of-pocket expenses; in particular, he will be looking at the health care impact on people with diabetes and asthma. Year-to-year changes in personal income will affect eligibility for the Affordable Care Act's insurance premium tax credits, which will be offered on a sliding, income-based scale. A decrease in income could result in a higher tax credit, while an increase in income means that someone might have < to return all or part of the tax credit. Jonathan Gruber, Ph.D., of the Massachusetts Institute of Technology will use a microsimulation model to project the potential frequency of such adjustments and examine how policy changes might reduce costs for individuals and the government. To inform state and federal policymakers about the importance of continuity in insurance enrollment, researches led by Pamela Farley Short, Ph.D., of Pennsylvania State University will estimate gaps in people s health coverage and the extent of churning in health plan enrollment over the period 2004 to 2007. The analysis will yield baseline data for evaluating the capacity of health reform to address the problem. At the University of Kansas Center for Research, Jean Hall, Ph.D., will continue to track state by state enrollment and patient experiences in the high-risk insurance pools created by the new law and offer recommendations to officials charged with their implementation. Finally, a new series of online longitudinal surveys will track the effects of the Affordable Care Act over the next three years as it is implemented and establish baseline measures prior to 2014, when the major provisions of the law go into effect. Throughout this transformational period in U.S. health care, the new surveys will provide a flexible, policy-relevant survey tool to supplement the Fund s longstanding national Biennial Health Insurance Survey. To apply for a grant from The Commonwealth Fund's Affordable Health Insurance program, visit the Applicant and Grantee Resources page. ,Commission Goals In establishing the Commission on a High Performance Health System in 2005, The Commonwealth Fund s Board of Directors recognized the need for national leadership to revamp, revitalize, and retool the U.S. health care system. The Commission s 17 members distinguished experts and leaders representing every sector of health care, as well as the state and federal policy arenas, the business sector, and academia are charged with promoting a highperforming health system that provides all Americans with affordable access to excellent care while maximizing efficiency in its delivery and administration. Of particular concern to the Commission are the most vulnerable groups in society, including low-income families, the uninsured, racial and ethnic minorities, the very young and the aged, and people in poor health. The Commission s principal accomplishments have been to highlight specific areas where health system performance falls short of what is achievable, and to recommend practical, evidence-informed strategies for transforming the system. Many of the major ideas in the Affordable Care Act among them, new insurance market regulations, requiring everybody to have coverage, the availability of premium and cost-sharing subsidies for low- and moderateincome families, and payment and delivery system reforms were advanced by the Commission through the reports and statements it has issued. The Commonwealth Fund Commission on a High Performance Health System is chaired by David Blumenthal, M.D., Fund staff members Stuart Guterman, Cathy Schoen, and Rachel Nuzum serve as executive director, research director, and senior policy director, respectively. The Issues The United States provides some of the best medical care in the world. Yet a growing body of evidence indicates that our health care system, as a whole, comes up short compared with what is achieved not only in other industrialized nations but also in some areas within the U.S. Although the nation s health spending is by far the highest in the world, we are the only industrialized nation that fails to guarantee universal health insurance, and millions of our citizens lack affordable access to primary and acute care. Moreover, the care that is provided is highly variable in quality and often delivered in a poorly coordinated fashion driving up costs and putting patients at risk. Recent health reform legislation provides policy tools that can be used to address many of these problems. In the coming year, the Commission wi< ll focus on reinforcing the principles and goals of a high performance health system, helping the nation realize the potential of health reform, and advancing the unfinished agenda to control costs, improve value, and ensure that all Americans have access to efficient, high-quality health care. Recent Projects Defining and Laying Out a Framework for a High Performance Health System. In its first report, Framework for a High Performance Health System for the United States (2006), the Commission outlined a vision of a uniquely American, high performance system. That report established high performance as an achievable objective for the U.S. health system and defined the key strategies necessary to reach that objective. Two years later, the report Organizing the U.S. Health Care Delivery System for High Performance highlighted the detrimental effects of the nation s fragmented health care delivery and payment systems and offered recommendations for establishing greater coordination across providers and care settings. Among other changes, the Commission favors moving away from fee-for-service payment and toward bundled-payment methods that reward coordinated, high-value care. Making the Case for Reform. In 2007, the Commission on a High Performance Health System released A Roadmap to Health Insurance for All: Principles for Reform, making the case for achieving universal coverage by building on the current mix of private group plans and public programs a course of action that would retain the best features of our current system while minimizing dislocation for Americans who currently have good insurance coverage. The Commission believes that while ensuring that all Americans have health insurance is essential, doing so is alone not enough to drive the kind of reform our health system needs. In its report A High Performance Health System for the United States: An Ambitious Agenda for the Next President (2007), the Commission discussed concrete goals and the strategies for achieving them that should be on the national health care agenda, including: guaranteeing affordable health insurance for all; containing growth in health care costs and reforming provider payment; fostering greater organization and integration of care delivery; speeding adoption of health IT, evidence-based medicine, and other infrastructure; and setting and meeting national goals through strong national leadership. Tracking Health System Performance. The Commission has issued two national and two state-level scorecards for the U.S. health system. These reports take a broad look at how well the health care system is doing, where improvements are needed, and what examples of good care exist that could serve as models for the rest of the country. They look at specific issues, including: Do people have access to the health care they need? Are they getting the highest-quality care? Are we spending money and using health care resources efficiently? The 2011 edition of the National Scorecard on U.S. Health System Performance finds that despite pockets of improvement, the United States as a whole failed to improve when compared with the top 10 percent of U.S. states, regions, health plans, or health care providers, or the top-performing countries. The scorecard measures the health system across 42 key indicators of health care quality, access, efficiency, equity, and healthy lives. In particular, the report noted significant erosion in access to care and affordability of care, as health care costs have risen far faster than family incomes. The bright spots in U.S. performance have largely been in areas on which public reporting or collaborative improvement initiatives have focused, such as blood pressure control, hospital treatment of heart attack and pneumonia, and prevention of surgical complications, all of which have improved substantially across the country. The Commission s State Scorecard on Health System Performance, meanwhile, offers a metric for evaluating individual states on access to care, prevention and treatment quality, avoidable hospital use and costs, < health outcomes, and equity with the goal of spurring policymakers and private stakeholders to undertake efforts to improve their performance to benchmark levels and beyond. The second edition of Aiming Higher: Results from a State Scorecard on Health System Performance, released in 2009 along with an interactive map showing state-by-state comparisons, reported that the cost and quality of health care, as well as access to care and health outcomes, continue to vary widely. Developing Policy Options. In its 2007 report, Bending the Curve: Options for Achieving Savings and Improving Value in U.S. Health Spending, the Commission showed how policies that are designed to improve health system performance can also help reduce spending growth. The report estimated the likely effects of a set of specific policy options, finding that if they were to be implemented along with universal health coverage, national health expenditures would fall by $1.5 trillion over 10 years. At the same time, the nation would reap the benefits of improved access to health care, higher-quality care, and better health outcomes. As the national health reform debate began taking shape in early 2009, the Commission unveiled an array of comprehensive insurance, payment, and system reforms that could help make affordable health coverage widely available, lead to improved health outcomes, and slow the growth of health spending by $3 trillion by the end of the next decade. Many of the policy options presented in The Path to a High Performance U.S. Health System: A 2020 Vision and the Policies to Pave the Way are similar to provisions later included in the Affordable Care Act. Helping to Realize the Potential of Health Reform. One of the most important provisions in the health reform legislation was the creation of the Center for Medicare and Medicaid Innovation, which is tasked with developing and implementing new models of health care financing and delivery that will improve care and reduce cost growth. The Center will also monitor the impact of these models and help spread ones that demonstrate success. In the 2010 issue brief Developing Innovative Payment Approaches: Finding the Path to High Performance, the Commission proposed a set of principles to guide the new Innovation Center and facilitate innovation, while recognizing the need to maintain the fiscal integrity of the Medicare and Medicaid programs. A model of health care financing and delivery reform that has attracted much attention is the accountable care organization (ACO), a group of health care providers that agree to take responsibility for the quality and cost of care delivered to a population of patients. In the 2011 report High Performance Accountable Care: Building on Success and Learning from Experience, the Commission provides a set of recommendations for ensuring the successful implementation and spread of the ACO model, which holds promise as an effective and efficient way to deliver care, especially to people with chronic or complex medical conditions. Informing Policymakers. In addition to formulating options for improving health policy and recommendations for implementing reform, the Commission on a High Performance Health System engages and informs policymakers in the executive and legislative branches and key health care stakeholders. The Commission sponsors bipartisan briefings and meetings for members of Congress and their staff, as well as key Administration officials. Its senior policy director, Rachel Nuzum, also directs The Commonwealth Fund s Federal and State Health Policy program and provides policymakers in the executive and legislative branches with information and technical assistance that draw upon both Commission and Fund work. In addition, staff from the Fund and the Commission are frequently called upon by federal and state legislators to lend expert testimony and assistance. Future Directions Even with the passage of comprehensive health care reform, the work of the Commission on a High Performance Health System is far from complete. Over the coming months and years the C< ommission seeks to: 1) inform implementation of the Affordable Care Act and assess its potential to move the U.S. along the path to a high performance health system; 2) help health care leaders and the American public understand the new legislation and what it means for them; and 3) lay the groundwork for future delivery system change and health policy action. In addition, the Commission will continue its efforts to assess national and state health system performance and to inform health policy at all levels.Program Goals The Commonwealth Fund s Program on Federal and State Health Policy is designed to strengthen the link between the work of the foundation, including the Commission on a High Performance Health System, and policy processes at the federal and state levels. As a key component of the Fund s efforts around health reform, the program focuses on the identification, development, evaluation, and spread of policies that expand access to affordable, high-quality, and efficient care particularly for vulnerable populations while reducing health spending growth. Specific activities include: convening federal and state policymakers, in both the executive and legislative branches of government, to discuss key health policy issues and to help identify policy solutions; producing written materials on timely issues relevant to federal and state policymakers and their staff, with particular emphasis on implementation of the Affordable Care Act; facilitating information exchange between federal and state policymakers, both to inform federal leaders of innovations in state health policy that have implications for national health reform.implementation and to inform state leaders about federal policies affecting the development of state health reform strategies; and fostering dialogue among policymakers, national stakeholders, and the research community on key health policy issues. The program is led by Vice President Rachel Nuzum, M.P.H.Fed State Health Policy Recent Projects Bipartisan Congressional Health Policy Conference for Members of Congress A select group of members of the U.S. House of Representatives and Senate are invited each year to meet in an informal, off-the-record setting with leading health policy experts and health care practitioners from a variety of backgrounds. The Bipartisan Congressional Health Policy Conference gives members of Congress the opportunity to learn about timely health policy issues and engage in substantive discussion, all in an environment free from partisan politics and media pressures. In addition to serving as an opportunity to reach one of the Fund s most influential audiences, it also helps build working relationships with members who can advance the Fund s mission to achieve a high performance health system. Seventy-nine House and Senate members have attended the retreat since 1998, with strong bipartisan representation. Health Reform Briefings and Roundtables The health policy briefings and roundtables conducted jointly by the Alliance for Health Reform and The Commonwealth Fund are a valuable resource for congressional and agency staff, representatives of national organizations, the media, and other key stakeholders looking to stay abreast of the latest developments in health care policy. The briefings, held on Capitol Hill and open to the public, focus on timely health policy topics under discussion at the federal and state levels. Dialogues for Congressional and Administration Staff A series of off-the-record, invitation-only discussions provides a forum for senior congressional and administration staff to engage in dialogue with their peers and receive technical assistance from outside experts on key national health policy issues. In 2011, federal officials together with state experts and congressional staff discussed topics related to the implementation of the Affordable Care Act, such as the establishment of Pre-Existing Condition Insurance Plans and the formation of accountable care organizations. Bipartisan Health Policy Retreat for Senior Congressional Staff At < this annual conference, invited senior congressional staff and senior staff from congressional support agencies meet in an informal setting with leading academics and health care practitioners to learn about pertinent health policy issues, engage in open and off-the-record debate, and discover opportunities for bipartisan collaboration. Supporting Medicaid Directors During Health Reform Implementation This project supports a series of conference calls related to Medicaid-specific health reform implementation challenges and opportunities. Held in partnership with the Center for Health Care Strategies and the National Association of Medicaid Directors, the calls are focused on areas of most interest to both state and federal policymakers. The calls provide education, guidance, and a forum to exchange experiences and lessons learned on key implementation issues. All-Payer Claims Databases: Resources for States States need to have comprehensive information on disease incidence, treatment costs, and medical outcomes when formulating and evaluating health care policies. Because such information is often not readily available, a growing number of states are developing all-payer claims databases (APCDs), which combine data from public programs like Medicaid and Medicare, as well as from private insurance carriers and pharmacy benefit managers, to give policymakers statewide information on costs, quality, utilization, and access to care. With Commonwealth Fund support, the National Association of Health Data Organizations (NAHDO) tracked the current status of state-based APCDs and provided technical guidance to state officials interested in developing APCDs. In the Fund issue brief, All-Payer Claims Databases: State Initiatives to Improve Health Care Transparency, NAHDO executive director Denise Love and colleagues showed how these databases are proving to be powerful tools for filling in long-standing gaps in health care information and providing essential trend data that will be needed to guide policymakers through the transitions that health reform will bring. Future Directions In the coming year, the Federal and State Health Policy Program will continue to examine the intersection of federal and state health policy in the implementation of the Affordable Care Act and in efforts to improve health care delivery in the United States. Program staff will furnish guidance and technical assistance to federal and state policymakers and congressional and administrative staff engaged in the law s implementation and in delivery and payment system reform. In addition, program staff will also inform federal and state policymakers about recent Commonwealth Fund research and analysis, policy recommendations from the Fund s Commission on a High Performance Health System, and case studies of innovative policies and programs around the country. The Federal and State Health Policy Program makes a limited number of small grants each year. To apply for a grant, visit the Applicant and Grantee Resources page. -Program Goals The Program on Payment and System Reform is a key component of The Commonwealth Fund s efforts to inform health reform policy. It supports the development and analysis of options for reforming how health care is paid for, focusing on incentives to improve the effectiveness and efficiency of care delivery while curbing spending growth. Activities sponsored by the program include: examining reforms that would align incentives and provide a base for more comprehensive payment reform; modeling the potential impact of alternative payment reform options within the Medicare program and throughout the health care system; studying how payment reform could stimulate new models of health care delivery that yield better, more coordinated care; and evaluating the potential for for broader application of successful payment and delivery models. The program is led by Vice President Stuart Guterman and Senior Policy Analyst Mark A. Zezza, Ph.D.Payment System Reform The Issues National spending on health care in the United States which<  already has the most expensive health system of any country is projected to nearly double over the next decade, from $2.6 trillion in 2010 to $4.6 trillion, or 20 percent of the gross domestic product, by 2020. Yet the resources spent on health care have failed to produce commensurate returns in access, outcomes, or value. There is growing agreement that many of the cost and quality problems in our health system today are caused, or at least exacerbated, by the way we pay for care. It has become clear that new approaches to paying for health care are needed so that providers are rewarded for the high value of their care rather than the volume of services they deliver, and so that working together to deliver more appropriate, coordinated, and effective care is rewarded, rather than punished as it often is in the current system. In addition to its provisions for making health insurance coverage available to millions of uninsured Americans, the Affordable Care Act establishes a foundation for identifying, developing, implementing, testing, and spreading new payment approaches. To aid this effort, policymakers will need information and analysis on the available alternatives, as well as the potential and actual impacts on health care utilization, spending, and quality. Recent Projects Developing Alternative Approaches to Health Care Payment and Delivery Although a variety of payment reforms have been proposed, many are seen as either doing too little to make an appreciable impact, or changing payment too radically to implement without great disruption to health care providers. In Transitioning to Accountable Care, a 2011 report published by the Center for Health Care Quality and Payment Reform with Commonwealth Fund support, Harold Miller, Ph.D., calls for flexible, "middle ground" options that promote accountability for care yet do not force providers to take on more financial risk than they can manage or be held accountable for services they cannot effectively control. He identifies and describes three types of payment changes that could help primary care and specialty physician practices transition toward more global payment structures, and the central issues that must be addressed in implementing these changes. The Affordable Care Act has been both a source and a catalyst for innovative approaches to payment reform and care delivery, as well as for new ways to measure performance and value and increase use of health information technology. One such innovation is the Medicare Shared Savings Program, which provides financial incentives for "accountable care organizations" (ACOs) to provide their patients with coordinated, well-integrated, and efficient care. Although many providers and payers are now preparing to participate in ACOs, little known about what it takes for ACOs to succeed, including the payment models from shared savings to shared risk that will most appropriately support them. A July 2011 Commonwealth Fund report prepared by Catalyst for Payment Reform, in partnership with Booz Allen Hamilton, examined the formation of eight private accountable care organizations that use, or are planning to deploy, a shared payer provider risk payment model. The study team, led by Suzanne Delbanco, Ph.D., emphasizes that continued experimentation with both shared-savings and shared-risk arrangements in the private sector will be critical in the search for successful ways to align incentives for high-value care. In a complementary Fund-supported effort, Michael Bailit, M.B.A., and Christine Hughes, M.P.H., of Bailit Health Purchasing, interviewed payer and provider organizations and state agencies involved in shared-savings arrangements about their diverse approaches, including populations and services covered, assignment of providers, use of risk adjustment, and methods for calculating and distributing savings. In their issue brief, Key Design Elements of Shared-Savings Payment Arrangements, the authors identify the issues that payers and providers must still resolve, including how to determine whether savings were truly achieved, how<  to equip providers with the data, tools, and guidance they need, and what standard provider performance measures should be used. Models for Transforming the Health Care System The Physician Group Incentive Program (PGIP) is a collection of practice transformation and quality improvement initiatives in Michigan striving to improve the quality of patient care across the state. Developed collaboratively by Michigan physicians, their medical groups, and Blue Cross Blue Shield of Michigan, the PGIP works within the existing fee-for-service payment system to support, recognize, and reward practice performance and improvement among the more than 11,000 participating physicians. Incentive payments are tied to key outcome measures, including evidence-based recommendations for care processes and population-based cost measures, and support physician organizations' efforts to acquire patient-centered medical home capabilities. The Commonwealth Fund is supporting an evaluation of the PGIP by a team at the University of Michigan, led by Christy Lemak, Ph.D. The study is examining the initiatives developed as part of the program, the implementation of those initiatives, how providers are responding, and the impacts on the quality and costs of care. In Massachusetts, meanwhile, Blue Cross Blue Shield the state's largest commercial payer is trying out a global payment model called the Alternative Quality Contract (AQC), which pays health care providers a comprehensive, global payment rather than reimbursing them on a fee-for-service basis. The payment covers the entire continuum of a patient's care, including inpatient, outpatient, rehabilitation, long-term care, and prescription drugs, and providers are eligible for a performance bonus if they meet certain quality targets. With Commonwealth Fund support, a team led by Michael Chernew, Ph.D., of Harvard Medical School is evaluating the AQC's impact on health care utilization, spending, and quality of care. Initial findings of the evaluation indicate somewhat lower medical spending and improvements in both chronic and pediatric care. The Premier Healthcare Alliance offers another model for health care organizations seeking to control costs and improve patient care. Premier, which began as a hospital purchasing collaborative, has formed a collaborative of 25 health systems that are forming accountable care organizations and pursuing the goals of better health, better care, and lower costs. For ACOs to flourish nationally, health care organizations will need guidance in designing and implementing ACOs while achieving those objectives. Under the direction of Eugene Kroch, Ph.D., and Danielle Lloyd, M.P.H., Premier is helping providers undergo the transformation by demonstrating how the more than 60 candidate members of its accountable care collaborative are seeking to acquire the infrastructure and capabilities of a successful ACO, including payment mechanisms, data systems, and performance measurement and improvement strategies. The project team is also performing an inventory of members' core capabilities as part of an assessment of ACO readiness. Transformative health system change is also occurring on a statewide scale. In May 2011, Vermont became the first state to enact a law mandating a single-payer health care financing system a system intended to achieve both universal health insurance coverage and greater control over costs. Supported in part by The Commonwealth Fund, William Hsiao, Ph.D., of Harvard University and his research team modeled alternative health care financing options for Vermont's legislature. In a July 2011 article in Health Affairs, Hsiao and colleagues provide estimates of savings, costs, and impacts of the historic legislation. According to their projections, the law will produce annual savings of 25.3 percent compared with current spending, cut employer and household spending by $200 million, create 3,800 jobs, and boost the state's overall economic output by $100 million. The article also recounts the political, legal, fiscal, and institutional hurdles that had to be su< rmounted, the strategies used to overcome them, and the factors that were integral to the law's passage. Future Directions In the coming year, the Program on Payment and System Reform will further develop the capacity to model the potential provider- and system-level impact of changes to health care payment and delivery, including those called for in the Affordable Care Act. The projects it supports will also identify ways to improve the process of rapid-cycle development, testing, and implementation of payment and system improvements, with which the new Center for Medicare and Medicaid Innovation is charged, and evaluate local initiatives to restructure payment incentives and improve health care delivery. Commonwealth Fund supported work also will examine how public and private initiatives can help reinforce each other. For example, the Affordable Care Act contains several provisions designed to make private Medicare Advantage insurance plans more efficient and effective in providing beneficiaries with coordinated care. In addition to lowering reimbursement for these plans so that per-beneficiary costs are more in line with traditional fee-for-service Medicare, the law rewards plans that perform well on measures of quality and patient experience and strengthens protections for beneficiaries. Brian Biles, M.D., and his colleagues at the George Washington University are analyzing the impact that the new policies have on these plans and their enrollees. Researchers also will investigate factors that drive increases in health care costs. While it is well known that care utilization and spending by Medicare beneficiaries vary from region to region, patterns of use and spending in commercial insurance markets are not as well understood. Under a Commonwealth Fund grant, Harvard Medical School's Michael Chernew, Ph.D., is examining geographic variation in commercial spending and the correlation between commercial and Medicare spending across hospital referral regions. Other projects will focus on modeling the impact of alternative payment system approaches, identifying examples of ACOs and similar organizations in practice, and examining public and private sector initiatives to support accountability in health care provision. To apply for a grant from The Commonwealth Fund s Payment and System Reform program, visit Applicant and Grantee Resources.$http://www.webcitation.org/6732xxSis,Program Goals Sponsoring activities ranging from high-level international policy forums to the Harkness Fellowships and an annual health policy survey, The Commonwealth Fund s International Program in Health Policy and Innovation promotes cross-national learning by: sparking high-level creative thinking about health policy among industrialized countries; encouraging comparative research and collaboration among industrialized nations; building an international network of health care researchers devoted to policy; and showcasing international innovations in policy and practice that can inform U.S. health reform. The program is led by Vice President Robin Osborn, M.B.A.. The Issue International Health PolicyAcross the industrialized world, health care policymakers face mounting pressure to provide access to expensive new drugs and medical technologies, improve the quality and safety of care, and ensure that the care patients receive is responsive to their needs and preferences. Learning about other countries' approaches to attaining a high performance health care system one that provides comprehensive health insurance coverage and delivers cost-effective, timely, high-quality health services is of particular benefit to the United States, which continues to spend far on health care per capita than any other nation and yet receives less in return than most. Recent Projects 2011 International Symposium on Health Care Policy For the past 14 years, The Commonwealth Fund has hosted an annual international health care policy symposium in Washington, D.C., organized in collaboration with the leading U.S. health policy journal, Health Affairs. The 2011 symposium,<   Achieving a High Performing and Sustainable Health Care System: Bending the Cost Curve, brought together health ministers and 65 leading policy thinkers from Australia, Canada, France, Germany, New Zealand, the Netherlands, Norway, Sweden, Switzerland, the United Kingdom, and the United States. Kicking off the symposium was Annette Widmann-Mauz, Parliamentary State Secretary for Health for Germany, who outlined her vision of a 21st-century health care system. In the annual John M. Eisenberg International Lecture, David Blumenthal, M.D., Samuel O. Thier Professor of Medicine and Health Policy at Harvard Medical School and chair of The Commonwealth Fund Commission on a High Performance Health System, noted the  performance improvement imperative in the U.S. and laid out general principles to guide strategic use of the new tools provided by health reform to raise health system performance. Guest speaker Naoki Ikegami, M.D., Ph.D., a health economist from Keio University in Japan, described how prices are controlled in Japan s multipayer health system. Japan, which celebrated 50 years of universal coverage in 2011, has been successful in restraining health spending while providing good access to care and producing excellent patient outcomes. Japan spends less than half as much per capita on health care as the U.S. A highlight of the symposium was the presentation of findings from the 2011 Commonwealth Fund International Health Policy Survey, which found that adults with complex medical conditions benefit from receiving their care from a medical home. According to the survey, which focused on the care experiences of  sicker adults in the U.S. and 10 other high-income countries, patients connected with primary care practices that have medical home characteristics were less likely to report medical errors, test duplication, and other care coordination failures. Moreover, they reported better relationships with their doctors and rated their care more highly. An article based on the survey findings was published by Health Affairs (Nov. 9, 2011). The survey was conducted in Australia, Canada, France, Germany, the Netherlands, New Zealand, Norway, Sweden, Switzerland, the United Kingdom, and the United States. Harkness Fellowship in Health Care Policy and Practice Targeted toward promising health care policy researchers and practitioners in nine countries, the Harkness Fellowships provide a unique opportunity to spend up to 12 months in the United States conducting a policy-oriented research study, gaining firsthand exposure to innovative models of health care delivery, and working with leading health policy experts. In 2011, Sweden joined Australia, Canada, Germany, the Netherlands, New Zealand, Norway, Switzerland, and the United Kingdom as participants in the program. Harkness alumni continue to generate important research based on their fellowship work and move into high-profile positions back home. For example: In a feature article in Milbank Quarterly (March 23, 2011), Geraint Lewis (U.K., 2007 08), Rhema Vaithianathan (U.K., 2007 08), Peter Hockey (U.K., 2007 08), and coauthors identified lessons from the aviation industry that could be applied to patient safety improvement efforts. In a piece in the New England Journal of Medicine (April 14, 2011), Adam Elshaug (Australia, 2010 11) and colleagues examined the budget impact of two medical procedures commonly covered by insurers (percutaneous vertebroplasty and kyphoplasty) that recent comparative-effectiveness research suggests may not only be ineffective but also raise safety concerns. Stephanie Stock (Germany, 2007 08) reported in Health Affairs (Dec. 28, 2010) the successes of German diabetes management programs in lowering mortality, complications, and costs for diabetics. To learn more about the Harkness Fellowships and about alumni fellows, visit the Harkness Fellowships page. In collaboration with the Australian Department of Health and Ageing, The Commonwealth Fund also offers the Australian American Health Policy Fellowship, a  reverse Harkness Fellowshi< p designed to enable midcareer U.S. policy researchers or practitioners to spend six to 10 months in Australia conducting research and gaining an understanding of that country s health care system. International Meeting on Quality of Health Care Since 1999, The Commonwealth Fund and The Nuffield Trust have sponsored annual symposia bringing together senior government officials, leading health researchers, and practitioners from the United States and the United Kingdom for an exchange on quality improvement policies and strategies. The 12th conference in this series, held in July 2011 at Pennyhill Park, England, compared country reform strategies for transforming the delivery system and bending the cost curve through accountable care organizations in the U.S. and clinical commissioning groups in the U.K. The discussion centered on getting the right balance between competition, collaboration, and regulation to drive quality and integration; using institutional payment mechanisms as drivers of quality and accountability; and creating a policy environment that enables models of excellence and innovation to thrive. Since its inception, this meeting has underpinned a cross-national collaboration on quality led in the U.S. by Carolyn Clancy, director of the Agency for Healthcare Research and Quality (AHRQ), and, until 2011, in the U.K. by Sir Liam Donaldson, former chief medical officer for England s Department of Health. Capitol Hill Briefings In November 2011, The Commonwealth Fund and the Alliance for Health Reform cosponsored a Capitol Hill briefing for congressional staff, policymakers, and journalists to highlight the policies other countries use to improve value in pharmaceutical purchasing. The panelists, who included the directors of the U.K. s National Institute for Health and Clinical Excellence (NICE), Germany s Federal Joint Committee, and France s National Authority for Health, discussed the roles of such tools as comparative effectiveness research, limited-entry agreements, and reference pricing. Harkness Alumni Policy Forum At a Washington, D.C., forum held in May 2011, senior U.S. policymakers and alumni of the Harkness Fellowships program gathered to share information about international innovations in health care delivery and lessons for health reform. Fellows presented findings on such topics as shared services in primary care, after-hours care arrangements, mobile health interventions, and patient safety strategies. Among the U.S policymakers taking part in the event were Donald M. Berwick, M.D., former head of the Centers for Medicare and Medicaid Services; Jeanne Lambrew, Ph.D., Deputy Assistant to the President for Health Policy; David Blumenthal, M.D., former director of the Office of the National Coordinator for Health Information Technology; and Carolyn Clancy, director of the Agency for Healthcare Research and Quality. Partnerships with International Foundations The Commonwealth Fund has more than 20 ongoing international partnerships with health ministries, research organizations, and health care foundations whose cofunding and collaboration support the expansion of the Harkness Fellowships and the Fund s annual International Health Policy Survey, in addition to important cross-national research on comparative health system performance (see table). Country Partner Organization: International Survey Partner Organization: Harkness Fellowships Australia Bureau of Health Information Canada Health Council of Canada Health Care Quality Council of Alberta Ontario Health Quality Council Qubec s Commissioner of Health and Welfare Canadian Health Services Research Foundation France National Health Authority (HAS) National Fund for Health Insurance for Employees (CNAM) Germany German National Institute for Quality Measurement in Health Care (BQS) B. Braun Foundation Robert Bosch Foundation Netherlands Ministry for Health, Welfare, and Sport Scientific Institute for Quality of Healthcare (IQ Healthcare) Ministry for Health, Welfare, and Sport Norway Knowledge C< entre for Health Research Council of Norway Sweden Ministry of Health and Social Affairs Switzerland Federal Office of Public Health Swiss Medical Foundation Careum Foundation United Kingdom Health Foundation Nuffield Trust NHS National Institute for Health Research/SDO Future Directions The 2012 International Health Policy Survey will assess health care system performance from the perspective of primary care physicians, focusing on practices capacity to serve as medical homes and coordinate care, deployment of care teams for chronically ill patients, use of electronic health records with information exchange capabilities, payment arrangements, and job satisfaction. The findings will be released at the Fund s 15th annual Most of the International Program s unrestricted grant money is for small grants up to $50,000 and for issue briefs and case studies. Topics of particular interest include health care delivery system integration; patient-centered primary care models; governance structures for ensuring quality, cost-containment, and competition; and comparative pricing and utilization for pharmaceuticals, medical imaging, and medical devices. To apply for a grant from The Commonwealth Fund's International Program in Health Policy and Innovation, visit the Applicant and Grantee Resources page. $http://www.webcitation.org/6733BScgD$http://www.webcitation.org/6733CCnOv$http://www.webcitation.org/6733DBCmk$http://www.webcitation.org/6733EXXvIMongan Commonwealth Fund Fellowship Program (formerly The Commonwealth Fund/Harvard University Fellowship in Minority Health Policy)MAssociation of Health Care Journalists Media Fellowship on Health Performance,Australian-American Health Policy Fellowship'Ian Axford Fellowships in Public PolicyProgram Goals Moving toward a high-performance health care system requires trained, dedicated physician leaders who can transform health care delivery systems and promote policies and practices that improve access to high-quality care and health outcomes for vulnerable populations, including racial and ethnic minorities and economically disadvantaged groups. With the passage of the Affordable Care Act, it is more important than ever that the needs of vulnerable populations be represented by well-trained clinician leaders as the provisions of the new law are implemented. Since 1996, the Mongan Commonwealth Fund Fellowship Program (formerly the Commonwealth Fund/Harvard University Fellowship in Minority Health Policy) has played an important role in developing physician leaders who will address the health needs of vulnerable populations. Based at Harvard Medical School under the direction of Joan Reede, M.D., Dean for Diversity and Community Partnership, the year-long fellowship offers intensive study in health policy, public health, and management for physicians committed to transforming delivery systems for vulnerable populations. Fellows also participate in leadership forums and seminars with nationally recognized leaders in health care delivery systems, minority health, and public policy. Under the program, fellows complete academic work leading to a master of public health degree at the Harvard School of Public Health, or a master of public administration degree at the Harvard Kennedy School of Government. Beginning with the July 2012 entering class, the fellowship program will include an optional second year of practicum experience to supplement the fellows academic and leadership development training, with practical experience creating high performance health care for vulnerable populations. Fellows chosen for the second-year practicum will spend one year in a health care delivery system setting, a federal or state agency, or a policy-oriented institution. The practicum is a competitive program open to first-year fellows, with a variable number of placements available per year. For more information about the fellowship, please visit: http://www.mfdp.med.harvard.edu/fellows_faculty/cfhuf/about.html. Download the program brochure (PDF). The Association of Health Care Journalists (AHCJ) Media Fellowships on Health Performance is a yearlong program enabling mid-career journalists to pursue a significant reporting project examining health care systems. With Commonwealth Fund support< , reporters attend seminars on health system performance and consult with AHCJ fellowship leaders and experts. Fellows may also receive financial support for field reporting, health data, or other research needs. The 2011 2012 fellows are: John George, a health care reporter for the Philadelphia Business Journal. George will focus on the state of obstetrics services in the Philadelphia area. Margot Sanger-Katz, a health care correspondent for the National Journal in Washington, D.C. Sanger-Katz will examine the growing pattern of hospital consolidation and its influence on health care costs and the future of health reform. Tammy Worth, a Kansas City-area freelance writer. Worth will produce articles about health care delivery to uninsured undocumented immigrants. LOn behalf of the Australian Department of Health and Ageing, The Commonwealth Fund is pleased to announce the Australian-American Health Policy Fellowship. From 2003 2009, the Australian-American Health Policy Fellowship was known as the Packer Policy Fellowships, named in honor of the late Mr. Kerry Packer AC, former chairman of Consolidated Press Holdings Limited. This program offers a unique opportunity for outstanding, mid-career U.S. professionals academics, government officials, clinical leaders, decision makers in managed care and other private health care organizations, and journalists to spend up to 10 months in Australia conducting research and working with Australian health policy experts on issues relevant to both countries. The deadline for receipt of applications for the 2013-14 fellowship is August 15, 2012. Upcoming Webinar for Potential Applicants The Commonwealth Fund, in collaboration with the Centre for Health Economics Research and Evaluation at the University of Technology, Sydney, and the Australian Government Department of Health and Ageing, invites you to a web conference on the Australian-American Health Policy Fellowship. The web conference will be held at 5:00 pm EST on Monday, April 23, 2012. To register for the web conference, please go to: https://cc.readytalk.com/r/j01dh28kqs8g Application Form for the Australian-American Health Policy Fellowship 2013-14 Australian-American Health Policy Fellowship Announcement Overview and Brochure About the Fellowship Selected Fellowship Highlights The Health Care System and Health Policy in Australia Recent Reforms in the Australian Health Care System 2013-14 Australian-American Health Policy Fellowship Areas of Interest Fellowship Award Eligibility Review and Selection Criteria Fellowship Conditions and Timetable Who to Contact for More Information View Fellows Ian Axford (New Zealand) Fellowships in Public Policy give outstanding mid-career American professionals opportunities to research, travel, and gain practical experience in public policy in New Zealand, including firsthand knowledge of economic, social, and political reforms and management of the government sector. Three to four fellowships per year are awarded for six months of research in New Zealand. Applicants must be U.S. citizens with at least five years of experience in their profession, and submit a formal application package. Fellows will be based at a relevant host institution and carefully paired with a leading policy expert who will serve as their mentor. During their fellowship they will conduct research toward developing a policy paper for publication and public presentation in New Zealand before returning to the United States. The Commonwealth Fund no longer administers the Ian Axford (New Zealand) Fellowships in Public Policy in the U.S. Please visit www.fulbright.org.nz for further information and application details. $http://www.webcitation.org/6734gpM5v$http://www.webcitation.org/6734vQzO5$http://www.webcitation.org/6734jjEX1$http://www.webcitation.org/6734l7dZd$http://www.webcitation.org/6734nE5nK$http://www.webcitation.org/6734oZdWx$http://www.webcitation.org/6734psfnB$http://www.webcitation.org/6734sdU8e$http://www.webcitation.org/6734tY2qf Child AbuseHousing and HomelessnessInternational Human RightsIssues Affecting WomenLearning DifferencesSpecial Interest GrantsOak Foundation DenmarkOak Zimbabwe Foundation In the Child Abuse Programme, we envisions a world in which all children are protected from sexual abuse and sexual exploitation. Recognising that for many children these forms of abuse do not exist in isolation from other forms of abuse and violence, Oak supports initiatives that: directly address sexual abuse and sexual exploitation; and/or diminish other forms of abuse and violence that are related to or impact upon sexual abuse and sexual exploitation. We have a particular interest in promoting and supporting learning from the work of partners. This is done through the identification of learning opportunities within our existing partnerships as well as through new partnerships specifically designed to drive learning forward across the sector. Please refer to our What we're learning page for more information. Where we fund We fund organisations in Switzerland, Bulgaria, Latvia, Moldova, Ethiopia, Uganda and Tanzania. Please see examples of our grants in the Grant Database. Priority Areas In 2010, a five-year programme of work came to an end. An external programme review was then conducted that provided insights into new ways for us to operate in the future. As a result, we have chosen to prioritise two areas in the coming years: to eliminate the < sexual exploitation of children in all its forms; Objective one: Reduce societal tolerance of the sexual exploitation of children Objective two: Prevent entry of children into sexual exploitation in all its forms Objective three: Create strong, enforceable legislative environments to protect children from sexual exploitation Objective four: Children who are sexually exploited have access to a range of services that enhances their safety and well-being and supports exit from sexual exploitation. and to make the positive engagement of men and boys a driving force in the elimination of the sexual abuse of children. Objective one: Men and boys will have greater opportunities to engage positively in children's lives and to protect them from sexual abuse Objective two: By 2016 the incidence of sexual abuse of children and levels of recidivism will be reduced Objective three: Boys and girls will respect each other for their different and equally valuable contributions to families and communities In addition to these focus areas, the support of community-based child protection and national child protection systems will continue, ensuring that the needs and rights of sexually abused and exploited children are included as a top priority. Our presence alongside global actors tackling some of the drivers of sexual abuse and sexual exploitation will be maintained. Initiatives that will be a feature of our work in the next five years include: protecting children who move from their homes and are therefore especially vulnerable to abuse; and ending the long-term placement of children in large, anonymous care institutions through the development of alternative solutions within families and communities. The latter issue is the subject of a new and exciting initiative entitled The Global Partnership for Children, for which we are soliciting broad-based international support. Climate patterns play a fundamental role in shaping natural ecosystems on which human economies and cultures of the world depend. These patterns are being negatively affected as increasing levels of greenhouse gas (GHG) emissions from the global economy are influencing natural climatic and oceanic systems. The concern is that the inherent ability of these systems to function normally will be compromised and less efficient in providing essential ecological goods and services that sustain the conditions for life. Acidification of the world s oceans and increased disruption of climatic systems are only two possible scenarios likely to occur as a result of increased global GHG emissions. Meanwhile, a rapid depletion of marine resources has led to a global fisheries crisis, while strong scientific evidence exists to indicate that some geographies are experiencing severe biodiversity loss. It is the realisation that these two threats disproportionately impact the economically disadvantaged that has led our Trustees to institute an Environment Programme focusing on the conservation of marine resources and the mitigation of climate change. What we're doing Our vision is to achieve a zero-carbon global economy and the recovery of marine fisheries and habitats. In keeping with Oak Foundation s overall vision and mission, in the Environment Programme, we aim to: protect the oceans and the climate by contributing to the development of responsible global and local governance mechanisms; and catalyse transformational changes in the way these global commons are perceived and exploited, resulting in a more socially and environmentally sustainable society. Please read the Climate Change and Marine Conservation pages to learn more about our programme priorities and current grant information. Principles In terms of guiding principles, we are committed to: % Addressing root causes % Supporting realistic and solutions-based strategies and objectives % Putting in place the enabling conditions required for an influential and diverse civil society % Working through others, particularly NGOs % Working in partnership with grantees and other foundations % Leveraging resources, taking risks, and catalysing broad-scale change % Taking a longer-term approach In the Housing and Homelessness Programme, we aim to promote economic self-sufficiency, increase the availabilty and supply of affordable housing and prevent homelessness. Read more about our grant-making priorities below. Where we fund Our geographic focus is currently on: Boston, New York and Philadelphia in the United States; London, Belfast, South Wales and Glasgow in the United Kingdom; and Ranchi and Kolkata in India. Projects which have national impact in the US and the UK are also funded. Priority Areas We have three core priorities: Economic self-sufficiency: to equip homeless people and those who are at risk of homelessness with the skills and support that will lead to their long-term economic stability; and contribute to projects that overcome barriers to employment and econ< omic stability. Increased supply of affordable housing: to provide seed funding to facilitate affordable housing development and the preservation of existing affordable housing. Homelessness prevention: to prevent homelessness among identified vulnerable groups and in regional  hot spots from which it originates; and facilitate support and advocacy for individuals and families facing housing crisis. We are interested in systems change objectives across all three programme priorities. Executed at national or local levels these objectives may take the form of: securing mainstream statutory funding for a proven new solution; removing structural and cultural barriers that hamper individual success; or, changing the way a service is delivered. Systems change initiatives may be aimed at governments or the not-for-profit sector.yIn the International Human Rights Programme, we support activist organisations involved in documenting, campaigning against and litigating gross human rights abuses and empowering human rights defenders at risk. We provide core, project and seed funding in multi-year grants. Where we fund We support NGOs working globally, regionally and nationally. We directly fund organisations operating in the United States, Europe, Brazil, Argentina, Russia, Thailand/Burma and India. Priority Areas Our grant-making is organised along three priorities. Priority one  defend the liberty and security of the person Aims: To uphold prohibitions on torture and arbitrary detention, especially in the counter-terrorism and immigration contexts, to promote the embedding of these guarantees in the States legal fabrics, and to win popular support for their observance. Methodology: We support the documentation of abuses, the capacity building of advocates and the challenging  through litigation and advocacy  of egregious State conduct. Expected results: The respect of fundamental guarantees in counter-terrorism measures. The respect of immigrants right to due process and the use of immigration detention only as a measure of last resort. The civilian oversight and access to detention centres to ensure freedom from torture and the implementation of minimum humane standards of confinement. Example: Detention Action (formerly known as London Detainee Support Group): Our funding has enabled the organisation to continue to work with the UK government to reduce the detention of unaccompanied minors and to examine due process flaws in the UK s  fast track asylum process. Priority two  ending impunity for gross human rights violations Aim: To end impunity for gross human rights violations by holding abusers to account and ensuring victims redress. Methodology: We support strategic campaigns and litigation, truth-seeking initiatives, and medical and social rehabilitation projects. We also fund initiatives that seek to collect, preserve, and present the historical narrative of human rights violations. Expected results: The removal of obstacles to the effective prosecution of perpetrators of human rights abuses. The redress and compensation of victims of gross human rights violations through civil damages, public apologies, restitution and medical and social rehabilitation. The implementation of effective methodologies to prevent historical revisionism of past repression. The construction of a public discourse supportive of human rights. Example: Centro de Estudios Legales y Sociales (Argentina): Our funding allowed CELS to bring justice to victims of torture and enforced disappearances during the 1976-1983 military dictatorship, to remove legal barriers to the prosecution of perpetrators, and to provide psychological and social support to victims of gross human rights abuses. Priority three  enabling human rights defenders Aim: To support emerging human rights activists and those operating under threat and who are working towards our objectives. Methodology: We support projects that build the capacity of human rights defenders, equips them with ne< w technologies and protects them through litigation, advocacy and emergency assistance. Expected results: Enhanced material assistance for activists under threat and the mobilisation of their colleagues. Challenges to egregious and stifling restrictions on the reasonable regulation and bureaucratic oversight of human rights organisations. Information and communication tools for defenders addressing data management, data protection and popular mobilisation. Example: Front Line Defenders: Our funding has enabled Front Line Defenders to continue to provide emergency assistance, training, and advocacy support through urgent appeals to human rights defenders around the world.&!In the Issues Affecting Women Programme (IAW), we have two strategic priorities: Movement Building and Ending Violence Against Women. Within the first pillar, we fund initiatives that promote movement building through women's funds, "anchor women s organisations and networks. Within the second pillar, we focus more specifically on: human trafficking and exploitation; intra-familial violence; and violence against women that takes place in situations of crisis. Where we fund We fund largely in the Unites States, Mexico, Central America, the United Kingdom, Switzerland, the Balkans, Eastern Europe, India (Jharkhand and West Bengal) and the Democratic Republic of Congo. The movement-building pillar of the programme has a broader geographic focus. Please see examples of our grants in the Grant Database. Priority Areas Pillar 1: Movement Building The movement-building pillar of the programme helps to create strong, visible, and effective women s movements that are unified by rights-based principles and that work to ensure the physical, social, economic, and political rights of women. A major component of this portfolio are women s funds, which are international, regional and national grantmakers that support groups working towards women s empowerment. These funds invest in women and in women-led solutions and build the leadership of grassroots groups that address the issues of women and girls within their context. Through their flexible grant-making processes and their strong local knowledge, women s funds can identify the grassroots groups who, with a small amount of funding, can push beyond the status quo to develop strategies that bring about fundamental changes for women in their communities. Women s funds also contribute to the development and empowerment of the groups they support through capacity-building activities related to the planning, budgeting, and monitoring and evaluation of projects from a gender and diversity perspective. Although women's funds are primarily financed by grants, they are set apart from other donors by their theory of social change as well as the role they play as change agents in their respective communities. In addition to our support for women s funds working in the Global South and East, IAW is also committed to supporting  anchor women s organisations and networks that are visible, active, and vocal champions of the women s rights movement. These organisations work at a local and/or international level and are explicitly dedicated to promoting engagement, catalyzing innovation, and advancing legal frameworks and standards that strengthen women s rights and support human rights movement building. Many of these organisations are also at the forefront of innovations in organising including through social media and technology that can further galvanize a robust constituency in support of women s rights. As part of our commitment to women s rights movement building, we also works to increase resource mobilisation for women s organizations both at a global philanthropic level, as well as by funding the development of local philanthropy in the contexts in which we work (for example through our support of women s funds) to encourage local participation and investment in women and women s rights issues. Pillar 2: Ending Violence Against Women Within the broad spectrum of the ending violence p< illar, the programme focuses more specifically on: human trafficking and exploitation; intra-familial violence; and violence against women that takes place in situations of crisis. Trafficking and Exploitation: We recognise that human trafficking is fuelled by complex and interconnected factors and believe that a rights-based approach is fundamental to combating human trafficking and ensuring justice for trafficked persons. We also recognise the importance of supporting women who experience various forms of exploitative working conditions in informal or unregulated industries, but who may not qualify as a victim of trafficking under the legal definition of the Palermo Protocol. Our primary concern is the well-being, recovery and empowerment of women and girls who find themselves in all kinds of exploitative situations where their rights are being violated. We provide financial support and seek to strengthen the institutional capacities (including the sustainability) of those organisations and networks that adopt or strive to adopt a rights-based approach to providing comprehensive, coordinated and client-centred services to victims of trafficking and exploitation. This rights-based approach encompasses an engagement with victims that promotes the agency and empowerment of survivors. It also informs advocacy for the adoption and effective implementation of anti-trafficking legislation and policies that place a trafficked person s priorities and best interest at the centre of anti-trafficking work and recognise the need to protect and assist the victims of all forms of trafficking. We further support survivors and groups likely to be affected by anti-trafficking policies. We are also committed to supporting initiatives that prevent trafficking and exploitation by: creating greater awareness of trafficking patterns through education, research, training and outreach, engaging with and empowering groups of women at risk of trafficking such as women migrants, asylum seekers, sex workers and domestic workers, and broadening the understanding of the factors of vulnerability that lead to patterns of trafficking and exploitation. One such factor is the violence and abuse a woman may experience in childhood and/or in previous intimate relationships. Another factor of vulnerability is the migration process itself as women now constitute half the international migrant population and are often compelled by economic factors to migrate via unsafe routes and in hazardous conditions to forge a new life for themselves and their families. We are also working to link organisations and networks that are active in countries of origin, transit and destination to promote the creation of formal connections, allow the exchange of information to inform prevention and advocacy activities, and improve the effectiveness of services to women victims of violence through the sharing of lessons learned and best practices. To date, we have already promoted this kind of networking and coalition building between the U.S., Mexico & Central America and in the Balkans between Bosnia & Herzegovina, Croatia, and Serbia. We have also begun supporting transnational projects that include multi-national stakeholders and advocacy strategies. Finally, our programme supports evidence-based research and innovation in the field for example, deconstructing the relationship between trafficking and masculinity to improve our understanding of the psychological, cultural, social, and economic motivations of men that participate in the trafficking of women and girls. Intra-familial Violence: We define intra-familial violence as any violence that affects women in the private sphere including violence stemming from the family, culture, religion or tradition. We commit our resources to strengthening organisations that meet the needs of victims of violence through services that are coordinated and comprehensive and which promote the agency and self representation of survivors within a rights based framework. To that end, we also support these organisations and their ne< tworks in advocating for the effective adoption, implementation and enforcement of domestic violence legislation including ensuring the sustainability of their services through public funding. We are further committed to addressing the root causes of intra-familial violence by creating greater awareness of their rights among women and girls, promoting positive models of masculinity, and offering services to violent and abusive men who want to change their behaviour. Finally, we support research and learning that advances innovation and promotes best practices in the field. Situations of Crisis: The smallest of the specific programmatic objectives in this pillar includes violence against women that takes place in conflict, refugee and immigration settings. Our funding in this regard is intended to provide flexible and responsive support in crisis zones where violence against women is systemic and stands in the way of rights based recovery. NOver the next five years, in the Learning Differences Programme, we hope to fund organisations that aspire to advance the field of learning differences so that: students with a wider range of learning profiles will achieve success within public schools from K-12 and transition to college and other post-secondary opportunities. We seek to work with organisations that address public school children whose learning profiles are not being adequately addressed in academic areas (reading, math, science and other content areas). We would also like to identify interventions and techniques that could be widely used in public schools. Where we fund To date, in the Learning Differences Programme, we have funded projects in the United States, and have supported a limited number of European projects. We will expand to include more international work in 2012. Priority Areas We will continue to focus on projects and organisations that can identify, confirm and verify success, or help define and share best practices across a variety of interventions and approaches. We are mainly interested in funding initiatives that focus on Response to Intervention (RTI), mentoring and transition to college. In addition, we hope to support grantees that can help fill gaps in the K-12 toolkit by: Identifying better interventions in the area of middle school math, as eighth grade algebra has proven to be a gate-keeping course to college-track preparation in high school in many districts. Supporting strategies for developing literacy skills for students who are not able to use sound/symbol associations as a decoding method. We also feel that students would benefit from approaches that create a learning culture that expects and is prepared to address variation in learning. This would mean classrooms with teachers prepared to: Understand and address the instructional needs of a wider variety of learners Utilise curriculum that can be adjusted to the needs of more learners Adopt language that describes learners and acknowledges learning strengths as well as areas of weakness. In the Special Interest Grant Programme, we fund a range of projects in health, humanitarian relief, education and the arts. The Trustees are committed to remaining flexible and to seizing opportunities as they arise. Due to the diversity of our programme, we have structured this page differently than other programme pages by highlighting a selection of our grants. Please click on the links at the end of the grant descriptions to review more details in our Grants Database. European Environment Health Initiative (EEHI) - Europe Led by Oak Foundation, Jenifer Altman Foundation and Marisla Foundation, this initiative seeks to strengthen the civil society engagement in improving EU policies on endocrine disrupting chemicals (EDCs). Despite widespread use of EDCs and the evidence of hazards to health, the EU has not yet properly regulated these substances. Over the next three years, crucial decisions will be taken in a variety of EU legislative frameworks which will be significant in deciding the level of controls for EDCs. This project's ultimate goal is to influence EU decision makers to adopt an inclusive and protective approach for regulating EDCs in order to enhance protection for human health and wildlife. More >> East Durham Children s Initiative (EDCI) - USA East Durham is an area in North Carolina, USA, that is home to a population largely composed of underprivileged African American and Hispanic families. The EDCI is working to create wrap-around services that support children from birth to success in college or a career. In collaboration with partners, EDCI will provide a number of interventions, with the ultimate aim of improving academic progress and well-being of the children they serve. This grant will contribute towards ensuring that: educational opportunities for the children living in this neighbourhood will be increased, health conditions will improve; and families are connected to supportive networks and services. More >>Oak Foundation Denmark was established in May 2002. Since its inception, it has supported mo< re than 200 projects through two programmes  Social Issues and Arts and Culture  and other areas of special interest to the Trustees. Oak Foundation Denmark generally restricts its grant making to Denmark based organisations and projects. On rare occasions, the Foundation will consider requests from Danish organisations to support projects abroad where there is a strong, direct link to Denmark. Beginning in 2012 Oak Foundation Denmark will focus grants exclusively on social issues. Please visit www.oakfnd.dk for further information.OOak Zimbabwe Foundation is a national programme based in Harare. Oak funds local organisations involved in caring and providing for the most disadvantaged and vulnerable people in Zimbabwean society. It only funds projects in Zimbabwe. Oak Zimbabwe Foundation supports organisations operating in the following priority areas: health, including HIV/AIDS; rural water supplies; special needs education (people with mental or physical disabilities); women, children and the elderly at risk. We are currently not accepting letters of enquiry for Oak Foundation Zimbabwe.$http://www.webcitation.org/67357VN9E$http://www.webcitation.org/67358g1AlMarine ConservationThe Challenge Climate patterns play a fundamental role in shaping natural ecosystems on which human economies and cultures of the world depend. These patterns are being negatively affected as increasing levels of greenhouse gas (GHG) emissions from the global economy are influencing natural climatic and oceanic systems. The concern is that the inherent ability of these systems to function normally will be compromised and less efficient in providing essential ecological goods and services that sustain the conditions for life. Where we fund In the Climate Change Programme, we fund organisations working in the United States, Canada and Europe as well as in emerging economies such as Brazil, China and India. Please see examples of our grants in the grants database. Priority Areas Goal 1: Global greenhouse gas (GHG) emissions peak by 2020 From a climate perspective, we are interested in developing partnerships with organisations working to stabilize and curb GHG emissions at the international level. GOAL 2: By 2030 greenhouse gas (GHG) emissions from the power and transportation sectors are reduced to levels consistent with the latest scientific recommendations for climate stabilization To reach this goal, we aim to partner with organisations around the world to: reduce emissions from the power and transportation sectors by increasing energy efficiency; fostering massive uptake of renewable energy sources; and avoiding major lock-in of carbon intensive infrastructure; reduce absolute GHG emissions from vehicles by transforming patterns of mobility and infrastructure; and ensuring the massive uptake of fuel efficiency standards; and reduce sources of pollution that aggravate warming in the Arctic. sNorth Pacific/Arctic Programme The Challenge The North Pacific and the Arctic are places renowned for their unique endemic biological diversity, productive fisheries and rich maritime-adapted cultures. Over the past decade, there has been growing concern in the global community about the rapid transformation occurring in these regions, particularly in the Arctic, due to impacts from climate change. Temperatures in the region are increasing at nearly twice the rate of the rest of the world resulting in a significant loss of sea ice, glaciers, and permafrost, as well as weather and ecological changes that are affecting every aspect of life for the four million people who call the region home. Compounding these effects, many arctic communities are coping with pressures to develop their off shore resources and the rapid social and economic changes that continue to impact health and well being of its residents. Setting a new standard for natural resource management, sustainable societies, and conservation in the Arctic during this time of rapid transformation is imperative. More>> What we fund By tapping into the wealth of knowledge, innovation and stewardship practices that have defined the long standing culture traditions in the region, we seek to invest in local and regional conservation efforts that promote healthy and resilient marine ecosystems for the benefit of future generations of Arctic residents. In the North Pacific/Arctic Programme, our main goal is to use precautionary principles and ecosystem-based management tools to: improve ocean governance and the sustainable use of coastal and marine resources; mitigate impacts of large scale industrialization on local communities; and reduce overfishing and foster community-based stewardship of ocean resources. Mesoamerican Programme The Challenge Belize s barrier reef and associated marine ecosystem are not being managed sustainably, in part due to funding constraints and emerging climate impacts. Several indicators attest to these emerging threats: a) reduction in fisheries annual catch; b) reduction of coral cover; c) reduction in the area of coastal mangroves; d) encroachment in coastal beach area and coastal lagoons of detrimental value to the services of the reef; and e) severe coral mortality<  induced by warmer sea surface temperatures and increasing ocean acidification. More>> What we fund In the Mesoamerican Programme, our main goal is to develop an ecologically representative network of marine reserves that maintain the health of the barrier reef ecosystem and its wildlife, and that support the food security and sustainable economic development of local coastal communities. We support capacity building, research, communications, policy, advocacy and market-based activities that: improve marine reserve management effectiveness; promote sustainable coastal and marine resource management, including sustainable financing; and promote long-term, non-extractive, diverse economic development opportunities for coastal communities. Europe Programme The Challenge The European Union is one of the biggest importers and exporters of fish. With its large fishing fleet, strong domestic markets, and the political and commercial influence, the EU exerts enormous influence in fisheries policies worldwide, many of which encourage overfishing. At the same time, the EU is lagging when it comes to sustainable fisheries policy. The majority of assessed EU fish stocks are overfished; the EU fleet is characterised by overcapacity often supported with public aid; and decision making is often non-transparent and on the behalf of short-term interests of segments of the EU fishing industry. What we fund In the Europe Programme, our main goal is to restore (and maintain) European marine ecosystems. We aim to fund organisations that ensure the European fleet operates sustainable practices whether in European waters or elsewhere. Our main initiatives are to: recover fish stocks and ecosystem health through the reform of the overarching European Common Fisheries Policy and ensure its implementation; promote growth of sustainable seafood in Europe through supply and demand side initiatives; and increase stakeholder engagement, improve fisheries management decision making and provide the pressure parliamentarians require to support progressive fisheries policy. $http://www.webcitation.org/6735UI0We$http://www.webcitation.org/6735WfRRF$http://www.webcitation.org/6735YLEerOperating Principles GuidelinesSelection CriteriaCFidelity Investments Chairman Edward C. Johnson 3d and his father, the founder of the company, established the Fidelity Foundation in 1965 with several operating principles in mind. These principles, still current today, guide our decisions and grantmaking. Strengthening Nonprofit Organizations The Fidelity Foundation grant program was designed to strengthen the long-term effectiveness of nonprofit institutions. The types of projects we fund, and the way in which we fund them, are specifically intended to help nonprofits build the organizational capabilities they need to better fulfill their missions and serve their constituencies. Approaching Grants as Investments We view our philanthropy as an investment  not just of financial resources, but also of our business skills and experience. In considering each proposal, we apply the fundamentals of investing: We carefully examine each aspect of an organization's project idea, management team and financial situation before committing our resources in order to ensure that a grant can achieve tangible results. Leveraging Resources We seek to leverage the Foundation's resources wherever possible. Often we do this by offering challenge grants that encourage nonprofits to seek and secure other funding partners. We also help match grants given by other national foundations. We draw on our own business experience by working with grantees to develop performance measures that help determine whether a grant accomplished its intended purpose. As we gain information from projects we've funded, we use it to help inform us on future projects in similar fields. We also utilize our contacts to put present grantees in touch with former grantees that have faced similar issues. Commitment to Excellence and Innovation The Foundation's grant program seeks to reflect Fidelity Investments' commitment to quality and continu< ous improvement. We especially look for projects representing creative and innovative means of advancing an organization or nonprofit sector and strive to remain flexible and opportunistic through a competitive selection process.The Fidelity Foundation considers Letters of Inquiry from organizations with current IRS 501(c)(3) public charity status only and directs its funding in line with the following restrictions and focus. Restrictions Grants are not made to start-up, sectarian or civic organizations; public school systems; disease-specific associations; or individuals. Grants are not made for operating support, sponsorships, galas or benefits, scholarships, corporate memberships, or video and film projects. Fidelity Cares, Fidelity Investments' corporate citizenship program, may be a resource for initiatives that do not meet the Foundation's guidelines: Sponsorships Volunteers Community initiatives Please visit the Fidelity Cares Web site for more information. Organization and Project-Size Focus Grants are generally made only to organizations with operating budgets of $500,000 or more. Grants are made to fund only significant, transformative projects usually budgeted at $50,000 or more. Geographic Focus The Fidelity Foundation considers projects from organizations of regional or national importance throughout the United States. High-impact projects with potential to inform or influence the nonprofit sector are of particular interest. Click Contacts for instructions on where to send Letter of Inquiry. Sector Focus The Foundation's primary philanthropic investments are allocated to the following sectors: Arts and culture Community development and social services Secondarily, grants are considered in the following fields: Health Education* *The majority of our education funding is employee-driven through Fidelity Investments' Matching Gifts to Education program: The Foundation matches charitable contributions made by eligible full-time Fidelity employees to qualified educational institutions. Since the program began in 1987, the Foundation has matched more than 35,000 gifts with more than $24.5 million. MBeyond our basic guidelines, the Foundation uses a tiered review process to determine whether our collaboration and investment can add value and will measurably improve the applicant's impact. Our selection criteria focus on the overall organization, the project being proposed and the project's likelihood of success. Types of Projects The Foundation seeks to work with organizations on strategic, transformative projects that have the potential to substantially increase the grantee's impact, efficiency or long-term sustainability. The types of projects we fund and specific points of interest to include in Letters of Inquiry are as follows: Planning Initiatives: Funding for project consultants to develop strategic, business, technology and other types of plans. Points of interest to include in your letter of inquiry: Status of the current plan, if any When the last plan was completed Name, background and rationale for the selection of the consultant who will facilitate the proposed plan A copy of the consultant's work plan Technology Projects: High-impact technology projects that can substantially increase an organization's efficiency, effectiveness and sustainability. Projects may include the development of front- and back-end office systems; performance measurement systems; online functionality; and financial accounting, inventory management, point-of-sale and other business systems. Points of interest to include in your letter of inquiry: Technology project fit within the context of the organization's overall technology plan Evidence of a plan for integrating maintenance of the new system(s) into the organization's operating budget Capital Improvements: Large-scale projects central to the overall health and sustainability of the applicant, such as new construction, renovations, expansions and other initiatives that support the organization's strategic vision. Points of interest to include in your letter of inquiry: Size, scope and feasibility of the project Organization's history of successful capital improvements Organization's history of raising funds for previous and current projects Size of the organization's endowment and the percentage committed to supporting facilities Organizational Development: Projects that involve the recruitment and development of senior management and operating staff. Points of interest to include in your letter of inquiry: The organization's grant history with the Foundation How the new hire will help the organization achieve its business plan priorities The organization's transition plan to sustain new hire's position after the initial funding Assessment of the Organization If, after submitting a Letter of Inquiry, an organization is invited to submit a proposal, we will begin with a review of an organization's financial health and leadership, specifically evaluating the following: Financial history, including evidence of ability to achieve and maintain operating surpluses, as a measure of sound financial management Strength of the organization's balance sheet, including adequate current and net assets Senior management team tenure as well as Board Member tenure and professional affiliations, to determine the composition, strength and continuity of leadership Strategic direction as reflected in a current plan; an accompanying business plan and operating budget as evidence of how the strategy is being implemented Potential for Success Like an investor, we ultimately seek to understand the potential benefits of a project: Will it work? What will it achieve? What is the return on investment and estimated years to payback? In evaluating a project's potential for success, we seek evidence of the following, which should be included as part of your proposal: Institutional commitment to the project by the organization's Board A realistic project budget A thorough implementation plan A plan for performance measurement Post-implementation operating projections Knight FoundationClark Foundation, The$http://www.webcitation.org/674JBCrH1$http://www.webcitation.org/674J1JGZ1$http://www.webcitation.org/674Iwsdxz$http://www.webcitation.org/674IqFhgx$http://www.webcitation.org/674IoTRpKR http://www.webcitation.org/674IkVJaZ AND http://www.webcitation.org/674ImICxt(+$http://www.webcitation.org/674IjALSy$http://www.webcitation.org/674Ici8Uk$http://www.webcitation.org/674IYFWf9 American ArtAsiaCalre Boothe LuceLuce Scholarships!Public Policy and the Environment"Religion and International AffairsTheology?The American Art Program focuses on American fine and decorative art, and is committed to scholarship and the overall enhancement of American art history. The program supports exhibitions, publications and research that emphasize an aesthetic approach to American art, specifically scholarly study of painting, sculpture, prints, drawings, decorative arts, photography, and architecture. The program is primarily national in scope and provides support for all periods and genres of American art history. The program does not support projects that are predominantly historical, social, documentary, sociological, or that concern private collections. The program is limited to the visual arts, but does not include grants for film or broadcast media. Proposals are not accepted from individuals. A leader in American art funding for thirty years, the program has surpassed the $140 million level in grantmaking. Scholarly studies and enhanced awareness of American art have been supported at < some 250 museums, universities, and service organizations in forty-seven states, the District of Columbia, and internationally. The American Art Program support projects in three grant categories: the Luce Fund in American Art, responsive grants, and dissertation awards. Program Director: Ms. Ellen Holtzman Program Assistant: Ms. Lorraine Morales The Luce Foundation's Asia Program pursues two interrelated goals. One is fostering cultural and intellectual exchange between the United States and the countries of East and Southeast Asia. The second is creating scholarly and public resources for improved understanding of Asia in the United States. The Asia Program includes two categories of grantmaking: Asia Responsive Grants and Special Initiatives. The Luce Scholars Program, which provides fellowships for professional internships in Asia for young American leaders, is administered as a separate program. Asia Responsive Grants Asia Responsive Grants, periodically approved by the Foundation's board, respond to needs in the field of Asian studies identified by scholars and institutions. Funding is limited to programs and projects concerning the countries and cultures of Northeast and Southeast Asia. The Foundation's guidelines and resources do not allow inclusion of South or Central Asia. Special Initiatives The Foundation also funds special competitive initiatives on specific issues relevant to the study of Asia. The Foundation is pleased to announce the most recent such initiative, the Luce Initiative on Asian Studies and the Environment (LIASE), approved by the Foundation s Directors in November 2010. LIASE is a competition for invited liberal arts colleges and liberal arts college consortia in the United States. LIASE aspires to encourage innovative approaches to Asian studies teaching and research at the undergraduate level through the lens of the environment and sustainable development. Other special initiatives have included the Luce Initiative on East and Southeast Asian Archaeology and Early History, a five-year initiative which supported the creation of ten new faculty positions, collaborative research and individual fellowships; the Luce Fund for Asian Studies (1999-2002), which supported the creation of 38 new faculty positions at American liberal arts colleges; the United States-China Cooperative Research Program (1988-98); and the Luce Fund for Southeast Asian Studies (1987-94). Program Director: Ms. Helena Kolenda Program Officer: Mr. Li Ling Program Assistant: Ms. Maureen F. Cullen|  Since its first grants in 1989 the Clare Boothe Luce Program (CBL) has become the single most significant source of private support for women in science, mathematics and engineering. Clare Boothe Luce, the widow of Henry R. Luce, was a playwright, journalist, U.S. Ambassador to Italy, and the first woman elected to Congress from Connecticut. In her bequest establishing this program, she sought  to encourage women to enter, study, graduate, and teach in science, mathematics and engineering. The program has three categories: 1) undergraduate scholarships and research awards, 2) graduate and post-doctoral fellowships, and 3) term support for tenure-track appointments at the assistant or associate professorship level. All awards must be used exclusively in the United States (not for travel or study abroad). Student recipients must be U.S. citizens and faculty recipients must be citizens or permanent residents. Thus far, the program has supported more than 1500 women. According to the terms of the bequest, at least fifty percent of the awards go to Roman Catholic colleges or universities. Grants are made only to four-year degree-granting institutions, not directly to individuals. Program Director: Dr. Carlotta Arthur Program Assistant: Ms. Kathy Czerniak Clare Boothe Luce Program News Dr. Jane Zimmer Daniels has retired from the Luce Foundation s staff on December 31, 2011. Initially appointed in January 2001, she has served as the director of the Clare Boothe Luce Program, and since 2009 has also directed the Higher Education Program. For three decades, Dr. Daniels has been an advocate for women s leadership in the STEM disciplines, having directed innovative programs for women in engineering at Purdue < University and co-founded the national association, WEPAN. At the Luce Foundation, she expanded the scope of recipient institutions; introduced undergraduate research awards and post-doctoral fellowships to the Clare Boothe Luce Program s grants for women in the sciences, mathematics, and engineering; and contributed research to advance the careers of women in these fields. Dr. Carlotta M. Arthur has been appointed Program Director for the Clare Boothe Luce Program, effective on January 1, 2012. After completing the bachelor s degree in metallurgical engineering at Purdue University, she worked as an engineer for 10 years in industry. She received the M.A. and Ph.D. in Clinical Psychology from the State University of New York  Stony Brook, where she also taught undergraduates. Following a residency at the University of Texas, she was a Kellogg post-doctoral fellow at the Harvard School of Public Health, then taught at Meharry Medical College in Nashville and later at Smith College. Most recently she has served on the staff of the Andrew W. Mellon Foundation, where she has been director of the Mellon Mays Undergraduate Fellowship Program and program officer for Diversity Initiatives.  The creation of new intellectual resources at colleges and universities is a central theme for much of the Luce Foundation s work, most of which takes place through thematic programs (such as American art, East Asia, or Theology) or special initiatives. From to time to time, however, grants are also considered for projects that are in keeping with the Foundation s purposes but fall outside the boundaries of its other activities. Some grants have addressed the Foundation s commitment to increase America s capacity for international understanding. For example, a grant to the American Council on Education (ACE) supports an Internationalization Forum of Chief Academic Officers, while a program at the Association of American Colleges and Universities (AAC&U) encourages the integration of international perspectives into the general education curriculum for undergraduates. Higher Education grants have also addressed the interests as well as the history of the Foundation and the Luce family. A grant to the Woodrow Wilson National Fellowship Foundation supported a program to promote innovation in U.S. doctoral education at a public and private universities; the National Humanities Center in North Carolina administers a Henry Luce Senior Fellowship in the fields of American art, Asian studies, and theology; and a major gift to Yale University in the mid-1990s established Henry R. Luce Hall, the home of Yale s Center for International and Area Studies. A recent grant to the United Board for Christian Higher Education in Asia is funding the renovation of buildings bearing the Luce name on the campuses of Satya Wacana University in Indonesia, and Central Philippine University and Silliman University in the Philippines. In addition, a few small grants have been made to organizations that work to increase support for women in science and engineering, supplementing the goals of the Foundation s Clare Boothe Luce Program. Letters of inquiry can be submitted at any time of the year by qualified organizations. There is no category for grants to individuals, and because of limitations on the Foundation s resources it is not possible to respond to requests to enhance international education at individual colleges and universities. Program Director: Dr. Michael Gilligan Program Assistant: Ms. Kathy Czerniak The Luce Scholars Program is a nationally competitive fellowship program. It was launched by the Henry Luce Foundation in 1974 to enhance the understanding of Asia among potential leaders in American society. The program provides stipends, language training, and individualized professional placement in Asia for 15-18 Luce Scholars each year, and welcomes applications from college seniors, graduate students, and young professionals in a variety of fields who have had limited exposure to Asia. The program is unique among American-Asian exchanges in that it is intend< ed for young leaders who have had limited experience of Asia and who might not otherwise have an opportunity in the normal course of their careers to come to know Asia. Those who already have significant experience in Asia or Asian studies are not eligible for the Luce Scholars Program. On the other hand, candidates may have taken Asian language or Asia-focused courses on a U.S. campus (without majoring in Asian Studies). They may have spent up to a total of eight weeks, or have participated in a university-organized summer program, in one or more countries where Luce Scholars are placed. Luce Scholars have backgrounds in virtually every field other than Asian studies, including but not limited to the arts, journalism, law, medicine, science, public health, environmental studies, and international relations. Candidates must be U.S. citizens who, by July 1 of the year they enter the program, will have received at least a bachelor s degree and will not have reached their 30th birthday. Luce Scholar candidates are nominated by seventy-five colleges and universities. Completed applications necessary for institutional endorsement are due by mid-October at most participating schools. The Luce Foundation cannot accept individual applications submitted directly to the foundation. Successful candidates should have a record of high achievement, outstanding leadership ability, and clearly defined interests with evidence of potential for professional accomplishments. After two rounds of one-on-one interviews, the new class of Luce Scholars is announced in February. Luce Scholars gain new perspectives and cultural insights on their host countries through immersive living and working experiences in Asia. A professional placement is individually arranged for each Scholar on the basis of his or her professional interest, background, and qualifications. Placements can be made in the following countries or regions: Cambodia, China, Hong Kong, India, Indonesia, Japan, Laos, Malaysia, Mongolia, Philippines, Singapore, South Korea, Taiwan, Thailand, and Vietnam. The  Luce year begins in late June with orientation in New York and San Francisco. Luce Scholars engage in intensive language study in Asia in July and August. Placements begin in September, and conclude with a wrap-up meeting in July of the following year. In Asia, the program is administered by The Asia Foundation under a grant from the Luce Foundation and a cooperative agreement that dates from the program s inception. The Asia Foundation, based in San Francisco, is a private not-for-profit agency active in development and education throughout Asia. Its field representatives in Asian capitals assist in identifying appropriate placements for the Scholars and in providing administrative support during the program year. A senior staff member of The Asia Foundation serves as program coordinator, working in close collaboration with the staff of the Luce Foundation. Program Director: Mr. Li Ling Program Associate: Ms. Michelle Douenias  The Luce Foundation currently provides limited funding for Public Policy projects. Grants in this area often reflect the interests of our founder, Henry R. Luce, who actively encouraged the development of public leadership. Grants have supported orientation programs for new members of Congress, the study of the Presidency, and analysis of the judicial system. Each year the Luce Foundation approves several Public Policy grants to organizations that promote best practices in and knowledge about philanthropy. Examples of Public Policy grants are listed under Recent Grants. Inquiries and proposals can be submitted at any time, and grants are determined by the Board of Directors, which meets three times a year. Requests for new support should be directed to the Director of Policy Initiatives. Director of Policy Initiatives: Dr. Toby Alice Volkman AND In June 2000, the Luce Foundation announced a $30 million initiative in the environment, designed to enhance the quality of academic training and research on the environment at small li< beral arts colleges and large research universities, and to support ground-breaking projects of environmental organizations that held promise for solving specific problems. Since the initiative s launch, the foundation has approved 77 grants ranging from $1,000 to $1.6 million. These grants have reached 35 American colleges and universities, and 32 non-governmental organizations. Grants in higher education supported interdisciplinary programs, international exchanges, participatory and empirical teaching, and training in environmental management. Grants to environmental organizations focused on large-scale global systems, science-driven public policy, sustainable development, and biodiversity and natural resource management. With grants approved in March 2007, the foundation reached its goal of $30 million, and celebrated the successful completion of the initiative. Although the foundation is not inviting new proposals, a number of the projects approved during the initiative are still underway. The foundation maintains its commitment to these grants and will attempt to share the learning from this work. fi& The Henry R. Luce Initiative on Religion and International Affairs, announced in June 2005, seeks to deepen understanding of religion as a critical but often neglected dimension of national and international policies and politics. Religion is an increasingly visible cultural, political, and economic force in societies around the globe. Yet our resources are inadequate for understanding the potency of religion in recent decades, its new forms and expressions, and its complex roles in public life and policy. In the academy, for example, knowledge about religion is unevenly distributed across disciplines. Scholarly expertise is rarely linked to communities of policy-makers and practitioners, or to media that inform discussion and debate in the public square. One part of the Henry R. Luce Initiative provides support for programs at professional schools of international affairs in the United States. The aim is to prepare the next generation of policy specialists who will assume positions in fields such as diplomacy, development, relief work, human rights, and journalism, with a better understanding of the role of religion. Efforts supported by these grants typically create links across disciplines and programs, through a variety of activities that bring together faculty and students in fields such as international relations, anthropology, religion, and area studies. Many of these projects also develop innovative approaches to engaging with particular policy communities. Other grants build on existing or emerging efforts at U.S. universities, public policy institutions, and the media, to strengthen or create new programs, to focus on particular issues, or to amplify synergies among those working at the intersection of religion and international affairs. The initiative invites proposals from academic as well as policy or media institutions that work to deepen interdisciplinary understanding of the role of religion in world affairs, and to link this knowledge to a range of policy issues, communities, and wider publics. Grant-making will continue to focus on institutions in the United States, but the initiative encourages proposals that seek to develop sustainable conversations and relationships with colleagues and institutional partners in many parts of the world. Program Director: Dr. Toby Alice VolkmanThe Luce Foundation s Theology Program encourages the development of religious leaders through theological education, and fosters scholarship that links the academy to religious communities and other audiences. Support has focused on accredited seminaries and divinity schools in the United States, institutions that prepare leaders for religious institutions and the broader society. A key priority of the Theology Program is support for new models of theological education to prepare leaders for service in a religiously plural world. Grants have promoted a number of approaches, including seminars for faculty, field experience and internships for students, the development of new curricula, and visiting professorships. The emphasis is on engagement with and respect for the lived religion of others. Other long-standing interests of the Theology Program include the relationships of religion and the arts, Asian religions, and world Christianity. The Theology Program occasionally provides support for other projects of religious scholarship as well, such as the collecting, editing, and publishing of the papers of Jonathan Edwards and Howard Thurman. Program Director: Ms. Lynn Szwaja Program Assistant: Ms. Elizabeth BrennanOn occasion, the foundation makes limited discretionary grants for special projects that fall outside the guidelines of its programs.  The Luce Foundation currently provides limited funding for Public Policy projects. Grants in this area often reflect the interests of our founder, Henry R. Luce, who actively encouraged the development of public leadership. Grants have supported orientation programs for new members of Congress, the study of the Presidency, and analysis of the judicial system. Each year the Luce Foundation approves several Public Policy grants to organizations that promote best practices in and knowledge about phila< nthropy. Examples of Public Policy grants are listed under Recent Grants. Inquiries and proposals can be submitted at any time, and grants are determined by the Board of Directors, which meets three times a year. Requests for new support should be directed to the Director of Policy Initiatives. Director of Policy Initiatives: Dr. Toby Alice Volkman AND In June 2000, the Luce Foundation announced a $30 million initiative in the environment, designed to enhance the quality of academic training and research on the environment at small liberal arts colleges and large research universities, and to support ground-breaking projects of environmental organizations that held promise for solving specific problems. Since the initiative s launch, the foundation has approved 77 grants ranging from $1,000 to $1.6 million. These grants have reached 35 American colleges and universities, and 32 non-governmental organizations. Grants in higher education supported interdisciplinary programs, international exchanges, participatory and empirical teaching, and training in environmental management. Grants to environmental organizations focused on large-scale global systems, science-driven public policy, sustainable development, and biodiversity and natural resource management. With grants approved in March 2007, the foundation reached its goal of $30 million, and celebrated the successful completion of the initiative. Although the foundation is not inviting new proposals, a number of the projects approved during the initiative are still underway. The foundation maintains its commitment to these grants and will attempt to share the learning from this work. $http://www.webcitation.org/674JMpijk$http://www.webcitation.org/674JPZCeZ$http://www.webcitation.org/674JSAFU3$http://www.webcitation.org/674JVHponLuce Fund in American Art-Responsive Grants & American Art Renewal FundDissertation Fellowships ExhibitionsThis category supports scholarly exhibitions and their related publications that contribute significantly to the study of American art. Each proposed project must result in a tangible product that can be added to the body of scholarship in the field of American art. Applicants must be the originator of the exhibition project, not a subsequent venue. All periods and genres of American art history are included. Intellectual merit and potential contribution to scholarship are the most important criteria for evaluating proposals. Demonstrable impact of the artist or subject must be substantiated. The program is aesthetically and object-based and does not include projects that are primarily historical, documentary, sociological, or that concern private collections. Museum permanent collection projects are not included in this category. Any American museum evincing a commitment to American art is eligible to apply for a grant. A prior letter of inquiry is required to ascertain the foundation s interest. The letter should be no more than two pages including the basic facts about the exhibition, i.e., who, what, when, where, why and estimated cost. Inquiry letters may be submitted at any time, but must be received in hard copy (not electronically) no later than April 1st for possible acceptance to the annual summer review of approximately 20 proposals. The annual deadline for receipt of proposals is June 15th. The foundation is assisted in its review of proposals by a panel of experts that includes art historians, curators, museum directors and art journalists. Awards are announced in mid-November. The process can take up to eight months. It is recommended to inquire at least 18 months in advance of an exhibition's opening date. Museums outside of the United States may submit appropriate projects for consideration only if they have proof of valid non-profit status provided by the U.S. Internal Revenue Service. Proposals are not accepted from individuals. This category enables the Foundation to support projects that address the prevailing needs of the American art field and are crucial to its development. Successful projects include, but are not limited to, reinstallation, digitization and archives of American art collections. Funding for specia< l exhibitions is not included under this category; museum permanent collection projects are eligible. A letter of inquiry may be submitted in hard copy (not electronically) at any time. The foundation s directors review proposals at board meetings three times a year. Inquiry letters should be no more than two pages including the basic facts about the project, i.e., who, what, when, where, why and estimated cost. Proposals are not accepted from individuals. The American Art Renewal Fund (AARF), the Foundation's response to the economic downturn, culminated in November 2011 with the distribution of 57 grants totaling nearly $5.5 million. A full report can be found here. The Luce Foundation awards fellowships to doctoral candidates working on dissertations in American art. Currently, ten fellowships of $27,000 each are made through an annual, national competition. This program is administered by the American Council of Learned Societies on behalf of the Luce Foundation. Dissertation Fellowships 2011 Anastasia Renee Aukeman, City University of New York, Graduate Center Alexandra Davis, University of Pennsylvania Matthew H. Fisk, University of California, Santa Barbara Bridget Gilman, University of Michigan, Ann Arbor Claire R. Grace, Harvard University Tara Cooke McDowell, University of California, Berkeley Emily L. Moore, University of California, Berkeley Claire de Dobay Rifelj, New York University Catherine H. Walsh, University of Delaware Cassie Wu, University of California, Los Angeles 2010 Matthew K. Bailey, Washington University Amanda Douberley, University of Texas, Austin Lauren Jacks Gamble, Yale University Jason Goldman, University of Southern California Edwin Rein Harvey, University of California, Berkeley Catherine Reed Holochwost, University of Delaware Anna C. Katz, Princeton University Rebecca E. Keegan, Duke University Edward M. Puchner, Indiana University, Bloomington Katherine Elizabeth Roeder, University of Delaware 2009 Lydia Brandt, University of Virginia Katherine Carroll, Boston University Elizabeth Ferrell, University of California, Berkeley Angela George, University of Maryland, College Park Adam Greenhalgh, University of Maryland, College Park Karin Higa, University of Southern California Annelise Madsen, Stanford University Sara Mandel, Indiana University, Bloomington Rachel Middleman, University of Southern California Tanya Pohrt, University of Delaware 2008 Mary Campbell, Stanford University Eileen Costello, University of Texas, Austin Melody Deusner, University of Delaware Sarah Eckhardt, University of Illinois, Urbana-Champaign Jason Hill, University of Southern California Dalia Linssen, Boston University Emily Scott, University of California, Los Angeles Dalila Scruggs, Harvard University Jennifer Sorkin, Yale University Jennifer Van Horn, University of Virginia 2007 Heidi Applegate, Columbia University Robin Cowie, Yale University Elizabeth Gand, University of California, Berkeley Jason LaFountain, Harvard University Jessica Lanier, Bard College Anna Marley, University of Delaware Sascha Scott, Rutgers University, New Brunswick Julia Sienkewicz, University of Illinois, Urbana-Champaign Malka Simon, New York University Laura Smith, Indiana University, Bloomington 2006 Zara Bernhardt, University of Delaware Benjamin Cawthra, Washington University Kimberly Curtiss, Rutgers University Jennifer Greenhill, Yale University Kevin Hatch, Princeton University Wendy Ikemoto, Harvard University Lauren Kroiz, Massachusetts Institute of Technology Sarah Miller, University of Chicago Dorothy Moss, University of Delaware Patricia Scanlan, Indiana University, Bloomington Robert Slifkin, Yale University Adrian Kohn, University of Texas, AustinAmerican Art Exhibitions Current and Upcoming Tours American Vanguards: Graham, Davis, Gorky, de Kooning, and their Circle, 1927-1942 ADDISON GALLERY OF AMERICAN ART, Andover, MA ($100,000  2010) Neuberger Museum of Art, Purchase, NY Amon Carter Museum, Ft. Worth, TX Addison Gallery of American Art, Andover, MA John Marin s Watercolors: A Medium for Modernism THE ART INSTITUTE OF CHICAGO, Chicago, IL ($50,000  2009) High Museum of Art, Atlanta, GA The Weir Family, 1820 1920: Expanding the Traditions of American Art BRIGHAM YOUNG UNIVERSITY MUSEUM OF ART, Provo, UT ($75,000  2009) Brigham Young University Museum of Art, Provo, UT New Britain Museum of American Art, New Britain, CT Mint Museum, Charlotte, NC Youth and Beauty: Art of the American Twenties BROOKLYN MUSEUM, Brooklyn, NY ($150,000  2009) Brooklyn Museum, Brooklyn, NY Dallas Museum of Art, Dallas, TX Cleveland Museum of Art, Cleveland, OH Rodin and America: Influence and Adaptation 1880-1930 IRIS & B. GERALD CANTOR CENTER FOR VISUAL ARTS, Stanford University, Stanford, CA ($150,000 - 2008) Iris & B. Gerald Cantor Center for Visual Arts, Stanford University, Stanford, CA Gustav Stickley and the American Arts and Crafts Movement DALLAS MUSEUM OF ART, Dallas, TX ($150,000  2007) San Diego Museum of Art, San Diego, CA Howard Pyle: American Master Rediscovered DELAWARE ART MUSEUM, Wilmington, DE ($100,000  2010) Delaware Art Museum, Wilmington, DE Norman Rockwell Museum, Stockbridge, MA Back to top Frederic Church: To the Holy Land and Beyond DETROIT INSTITUTE OF ARTS, Detroit, MI ($200,000  2010) Detroit Institute of Arts, Detroit, MI Art Interrupted: Advancing American Art and the Politics of Cultural Diplomacy GEORGIA MUSEUM OF ART, The University of Georgia, Athens, GA ($150,000  2009) Indiana University Art Museum, B< loomington, IN Georgia Museum of Art, Athens, GA NOW DIG THIS! Art and Black Los Angeles 1960-1980 HAMMER MUSEUM, University of California, Los Angeles ($100,000 - 2008) Hammer Museum, UCLA, Los Angeles, CA California Design, 1930-65:  Living in a Modern Way LOS ANGELES COUNTY MUSEUM OF ART, Los Angeles, CA ($100,000  2010) Los Angeles County Museum of Art, Los Angeles, CA Uncommon Threads: Wabanaki Textiles, Clothing and Costume MAINE STATE MUSEUM, Augusta, ME ($150,000 - 2008) Maine State Museum, Augusta, ME Marisol Retrospective MEMPHIS BROOKS MUSEUM OF ART, Memphis, TN ($75,000  2010) Memphis Brooks Museum of Art, Memphis, TN Toledo Museum of Art, Toledo, OH Freedom to Experiment: The Triumph of the American Studio Craft Movement MUSEUM OF ARTS & DESIGN, New York, NY ($100,000 - 2004) Museum of Arts & Design, New York, NY Back to top Phenomenal: California Light and Space MUSEUM OF CONTEMPORARY ART, SAN DIEGO, CA ($225,000 - 2008) Museum of Contemporary Art, San Diego, CA Duncan Phyfe: Master Cabinetmaker in New York MUSEUM OF FINE ARTS, HOUSTON, Houston, TX ($150,000  2010) Metropolitan Museum of Art, New York, NY Museum of Fine Arts, Houston, TX West, Copley, Trumbull: American Revolutionary Paintings in a Transatlantic World THE MUSEUM OF FINE ARTS, HOUSTON, Houston, TX ($150,000  2009) Museum of Fine Arts, Houston, TX Venues TBA De Kooning: A Retrospective THE MUSEUM OF MODERN ART, New York, NY ($300,000  2009) Museum of Modern Art, New York, NY George Bellows (1882-1925) NATIONAL GALLERY OF ART, Washington, DC ($150,000  2010) National Gallery of Art, Washington, DC Metropolitan Museum of Art, New York, NY Royal Academy of Arts, London, UK John Rogers: American Stories NEW YORK HISTORICAL SOCIETY, New York, NY ($100,000 - 2008) Dixon Gallery and Gardens, Memphis, TN New York Historical Society, New York, NY Back to top Doin It in Public: Feminism and Art at the Woman s Building OTIS COLLEGE OF ART AND DESIGN, Los Angeles, CA ($50,000  2010) Otis College of Art and Design, Los Angeles, CA Richard Diebenkorn: The Ocean Park Series, 1967 1988 ORANGE COUNTY MUSEUM OF ART, Newport Beach, CA ($175,000  2009) Museum of Modern Art, Fort Worth, TX Orange County Museum of Art, Newport Beach, CA Jennifer Bartlett: After Rhapsody  A Survey of Paintings, Drawings, and Sculpture, 1977-2011 PARRISH ART MUSEUM, Southampton, NY ($75,000  2010) Parrish Art Museum, Southampton, NY Henry Ossawa Tanner: Modern Spirit PENNSYLVANIA ACADEMY OF THE FINE ARTS, Philadelphia, PA ($200,000  2009) Pennsylvania Academy of Fine Arts, Philadelphia, PA Cincinnati Art Museum, Cincinnati, OH Museum of Fine Arts, Houston, TX George Inness in Italy PHILADELPHIA MUSEUM OF ART, Philadelphia, PA ($50,000  2010) Timken Museum of Art, San Diego, CA Taft Museum of Art, Cincinnati, OH Weatherbeaten: The Late Paintings of Winslow Homer PORTLAND MUSEUM OF ART, Portland, ME ($200,000  2010) Portland Museum of Art, Portland, ME Garry Winogrand s America SAN FRANCISCO MUSEUM OF MODERN ART, San Francisco, CA ($100,000  2010) San Francisco Museum of Modern Art, San Francisco, CA Carefree California: Cliff May and the Romance of the Ranch UNIVERSITY ART MUSEUM, University of California, Santa Barbara, CA ($100,000 - 2008) University Art Museum, University of California, Santa Barbara, CA Lyonel Feininger: At the Edge of the World WHITNEY MUSEUM OF AMERICAN ART, New York, NY ($150,000  2010) Whitney Museum of American Art, New York, NY Montreal Museum of Fine Arts, Canada Paint, Pattern and Plain Style: Furniture of Southeastern Pennsylvania, 1725-1850 WINTERTHUR MUSEUM & COUNTRY ESTATE, Winterthur, DE ($75,000  2007) Winterthur Museum & Country Estate, Winterthur, DE Back to top Check local venues for precise dates. $http://www.webcitation.org/674JA3xer$http://www.webcitation.org/674J5H1vaResponsive Grants<Luce Initiative on Asian Studies and the Environment (LIASE)9Asia Responsive Grants provide opportunities to improve understanding between the United States and the Asia-Pacific region. These grants typically support research, create new scholarly an< d public resources, or promote the exchange of ideas and information between Americans and Asians. Asia Responsive Grants are limited to work in the humanities and social sciences concerned with Northeast and Southeast Asia, typically for longer-term programs or projects that respond to the needs and priorities of the Asian studies field and benefit a wide range of scholars and institutions. Most awards are made to colleges, universities and organizations based in the United States. Grants have included but are not limited to support for: Asian studies at the undergraduate and graduate levels Language training Library and resource development Southeast Asian studies Asian art history studies and art exhibitions Faculty development Scholarly collaboration and exchange Policy studies Underrepresented and newly emerging fields of inquiry Research on the history of Christianity in China and other parts of Asia Examples of programs that have received support from Foundation include: ASIANetwork, a consortium of liberal arts colleges in the U.S. which works to improve the study of Asia by undergraduate students; the Southeast Asian Studies Summer Institute, a nine-week intensive language training program for undergraduate and graduate students and professionals, offering instruction in Burmese, Hmong, Indonesian, Javanese, Khmer, Lao, Tagalog, Thai and Vietnamese; and the China Historical Geographic Information System, an international collaboration to create a digital database for the collection and sharing of Chinese historical information with a spatial element to examine change across time. j The Henry Luce Foundation is pleased to announce the Luce Initiative on Asian Studies and the Environment (LIASE), approved by the Foundation s Directors in November 2010. LIASE, administered by the Foundation s Asia Program, is a competition for invited liberal arts colleges and formal associations of liberal arts colleges in the United States. LIASE aspires to encourage innovative approaches to Asian studies teaching and research at the undergraduate level through the lens of the environment and sustainable development. By inviting faculty and students to cross geographic and disciplinary boundaries, LIASE will open opportunities to: " increase the capacity of Asian studies faculty to teach about critical topics affecting the region; and " expand Asia-related content across the curriculum. Traditionally structured around the disciplines of history, religion, anthropology, philosophy, language and literature, Asian studies remains housed primarily within the humanities. For various reasons, students in other fields, including the physical and biological sciences, mathematics, and economics, often have relatively fewer opportunities to learn about Asia. Yet Asia s transformation is changing the ways in which knowledge about the region is developed and taught. Asia has become prominent in campus discussions on the environment because of the environmental challenges the region presents as well as the green technologies being developed there. Environmental challenges will require global cooperation and engagement by people with interdisciplinary training, comparative perspectives and knowledge of local conditions and historical and cultural context. LIASE will provide incentives for faculty and students to think in new ways about Asia and the environment; energize Asian studies programs; and build bridges between the humanities, social sciences, physical and biological sciences, and policy and professional fields. Program Goals and Scope The Luce Initiative on Asian Studies and the Environment is a two-stage, annual competition open by invitation to American liberal arts colleges and formal associations of liberal arts colleges. The competition begins with small exploration grants. Recipients of exploration grants will be eligible to submit proposals for larger implementation grants in a second stage. LIASE expects to support between 15 and 25 institutions over a period of five years. LIASE is intended to challenge undergraduate institutions to create fresh entry points for engagement with Asia within and beyond the walls of the classroom. It aims to bring Asia specialists and non-specialists together to enrich the study of the region, broaden literacy about Asia among new constituencies on college campuses, and inspire ideas for future work and study on pressing issues of the 21st century. In these guidelines,  environment and  sustainable development are defined broadly to draw participation from a wide range of disciplines. Projects and programs supported through LIASE will be limited primarily to the regions of East and Southeast Asia. For information on eligibility, requirements, and selection, click here. $http://www.webcitation.org/674IuuaVQHenry R. Luce ProfessorshipsThe Henry R. Luce Professorship Program was established in 1968 t< o encourage academic experimentation and creativity. It was inspired by one of Mr. Luce's favorite concepts, which he called "the unity of truth," and designed to support the integration of knowledge through innovative, interdisciplinary teaching and learning. The Luce chairs, which are funded for six to nine years, focus on the humanities and social sciences, and often draw upon insights from scientific discoveries. Luce Professors have included distinguished academics as well as public intellectuals and practitioners from outside the academy. Since its inception, the program has supported 71 professorships at 56 institutions. In June 2003, the Luce Foundation s Directors decided to make no further new grants for the Henry R. Luce Professorship Program. Concluding a comprehensive review of the program, the Directors expressed pride in the accomplishments of the Luce Professors over more than three decades. The Directors also reaffirmed the Foundation s commitment to all existing Luce Professorships. In June 2005, the Foundation's Directors approved the Henry R. Luce Initiative on Religion and International Affairs, which has succeeded the Luce Professorship Program. $http://www.webcitation.org/674IhgJ0X"Henry Luce III Fellows in TheologyEstablished in 1993, the program of the Henry Luce III Fellows in Theology supports the research of junior and senior scholars whose projects offer significant and innovative contributions to theological studies. The program seeks to foster excellence in theological scholarship, and to strengthen the links among theological research, churches, and wider publics. The program is administered by the Association of Theological Schools, the accrediting and program agency for graduate theological education in the United States and Canada. Its 235 member institutions are Catholic, Orthodox, and Protestant schools of theology, including freestanding seminaries and university-related divinity schools. Full-time faculty members at ATS-accredited and candidate schools are eligible to apply. Each fellowship provides up to $75,000 of salary replacement and research funds during a sabbatical year. Applications for fellowships in 2012-2013 must be received in the office of the Association of Theological Schools by December 1, 2011. Guidelines for Henry Luce III Fellows in Theology can be found at the Association for Theological Schools website (www.ats.edu). To request an application, please email your name, ATS school name, and preferred email address to grants@ats.edu. For additional information about this competitive program, please contact its administrator, Dr. Stephen Graham (phone: 412-788-6505, ext. 251, email: graham@ats.edu). Since the program's inception, 111 faculty members in ATS schools have been named Luce Fellows. The three most recently selected groups are named below. 2012-2013 Henry Luce III Theology Fellows Curtis Junius Evans University of Chicago Divinity School The Federal Council of Churches and Race Relations: An American Experiment Paul J. Griffiths Duke University Divinity School The End: An Eschatological Assay Karen L. King Harvard University Divinity School Martyrdom and its Discontents: An Historical Essay on Rethinking Religion and Violence in the Formation of Christianity Richard Lischer Duke University Divinity School Telling Lives: Christian Autobiography and Memoir Amy Plantinga Pauw Louisville Presbyterian Theological Seminary Wisdom Ecclesiology Amos Yong Regent University School of Divinity The Renewal of Christian Theology: Systematic & Dogmatic Reconsiderations for a Global Christianity 2011-2012 Henry Luce III Theology Fellows Khaled Emmanuel Anatolios Boston College School of Theology and Ministry Deification Through the Cross: An Eastern Christian Soteriology John P. Burgess Pittsburgh Theological Seminary Orthodoxy and National Identity in Post-Soviet Russia: Lessons from Patriarch Kirill s Program of Votserkovlenie Charles E. Hill Reformed Theological Seminary  Many Antichrists Have Come : Dissent and the Beginnings of the Johannine Corpus Mark D. Jordan Harvard University Divinity<  School Incarnation, Sacrament, and Christian Character in Aquinas Paul Chang-Ha Lim Vanderbilt University Divinity School God s Problems: Revelations, Strange Providences, and the Religious  Other in Enlightenment England Sandra M. Schneiders Jesuit School of Theology of Santa Clara University Risen Jesus, Cosmic Christ: Biblical Spirituality in the Gospel of John Chlo F. Starr Yale University Divinity School Chinese Intellectual Christianity Back to top 2010-2011 Henry Luce III Theology Fellows John R. Bowlin Princeton Theological Seminary Counting Virtues: The Difference that Transcendence Makes Francis Xavier Clooney Harvard University Divinity School When God is Absent: Toward a Theo-Dramatic Reading of Religious Diversity Linda A. Mercadante Methodist Theological School in Ohio Unfettered Belief, Untethered Practice: Thinking Theologically about "Spiritual but not Religious" Mary Clark Moschella Wesley Theological Seminary Anatomy of Joy: A Pastoral Theological Call for Joy in the Ministry and in Life Carol A. Newsom Candler School of Theology of Emory University Constructions of Good and Evil in Biblical and Early Postbiblical Literature Kathryn Tanner University of Chicago Divinity School Grace and Gambling Back to top 2009-2010 Henry Luce III Theology Fellows J. Matthew Ashley Associate Professor of Theology/Director of Graduate Studies, University of Notre Dame Department of Theological Studies Telling the Universe Story/ies: Christian Theology and Scientific Narratives of Origin Randall Charles Bailey Andrew W. Mellon Professor of Hebrew Bible, Interdenominational Theological Center Being on the Same Page: A Biblical Model for Promoting Dialogue among Differing Theologies S. Mark Heim Samuel Abbot Professor of Christian Theology, Andover Newton Theological School No Handle on the Cross: Muslim and Buddhist Insights on Atonement Mia M. Mochizuki Assistant Professor and Thomas E. Bertelsen, Jr. Chair of Art History and Religion, Jesuit School of Theology at Berkeley/Graduate Theological Union The Netherlandish Print Abroad, 1543-1639: Art, Religion and Economics in the Early Modern World Barbara R. Rossing Professor of New Testament, Lutheran School of Theology at Chicago Nor Any Scorching Heat: Apocalypse, Ecology and the Crisis of Global Warming Grant Wacker Professor of Christian History, Duke University Divinity School Billy Graham s AmericaFreeman FoundationSkirball Foundation$http://www.webcitation.org/674Kx3HPS$http://www.webcitation.org/674Kv8DZiSocial Justice Conservation Internationally, Arcus grantees are working to advance human rights on the basis of sexual orientation and gender identity. Specific policy change goals include decriminalization, death penalty repeal, and full constitutional protection. Nationally, Arcus grantees have led the way to significant policy changes and initiatives to protect and enhance equality for lesbian, gay, bisexual and transgender people in the US. "The Arcus Social Justice Program is currently not accepting new grant applications while it refines its strategy for pursuing its longstanding mission. The Foundation will provide further guidance by the fall of 2012 and looks forward to engaging with potential new partners and grantees at that time. Most recently, the foundation has supported grantees through the following programs." International Sexual Orientation & Gender Identity Rights Program This program s goal has been to support a vibrant, networked, representative and sustained global movement, based on strong national and regional movements, to advance sexual orientation and gender identity equality in the Global South and East. National LGBT RIghts Program This program has worked nationally in the United States to achieve LGBT equality through increased state-level and federal legal rights and regulatory protections. Strategies toward reaching this goal include supporting a stronger, more coordinated LGBT movement and building alliances nationally and regionally to tackle key policy issues. Michigan LGBT Rights Program Working in the Arcus Foundation's home state of Michigan, this program's goal has been to en< sure that LGBT people in diverse communities across the state enjoy greater equality, and that a robust, inclusive and self-sustaining movement is positioned to defend and continue advancing LGBT equality throughout Michigan. Religion & Values Program This program s goal has been to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at state, national, and international levels. Racial Justice, Sexual Orientation & Gender Identity Program This program has worked to increase respect and equality for LGBT people of color by strengthening the power and influence of LGBT people of color organizations and leaders, ensuring that their interests are advanced by the LGBT and racial justice movements, and supporting core institutions in communities of color to fully include their LGBT constituents. Special Opportunities From time to time, the Arcus Foundation may support organizations and projects that do not fall within the guidelines of the Arcus LGBT Program. Such opportunities are limited and occur only at the initiation of the Foundation. The Foundation will not accept unsolicited requests for funds in this area.6The Arcus Foundation seeks to protect the great apes and to strengthen protections from threats to their habitats. Arcus supports various efforts to conserve apes living in the wild and to provide and maintain sanctuary for apes that have been forced to live in captivity. With Arcus help, two of the largest sanctuaries in the U.S. now serve as models of top-quality long-term care for chimpanzees. We are also working to stop the destruction of ape habitats in Africa and Asia. In order to provide interactive, online monitoring of great ape habitats around the world, Arcus, in collaboration with several international partners, launched the Great Apes Mapper, an online portal that provides real-time monitoring. Support is limited to activities that specifically impact gorillas, chimpanzees, orangutans, bonobos and gibbons. We invite you to join us. Great Apes in the Wild This program works to ensure that viable populations of great apes are protected from extinction and living in habitats that are managed sustainably and holistically, as well as integrated with economic development objectives. Great Apes in Captivity This program aims to strengthen an international commitment to protect great apes in the wild and care for them in captivity by providing them with effective sanctuaries. The program aims to halt the use of great apes in entertainment or invasive medical research. Great Apes and Ethics This program's goal is to increase the recognition of and respect for the rights and intrinsic value of the great apes, especially the right to live free of abuse, exploitation and private ownership. Ultimately, we seek to significantly decrease the need for sanctuaries and to improve the great apes' well-being and their chances of survival. Special Opportunities From time to time, the Arcus Foundation may support organizations and projects that do not fall within the guidelines of the Arcus Great Apes Program. Such opportunities are limited and occur only at the initiation of the Foundation. The Foundation will not accept unsolicited requests for funds in this area.$http://www.webcitation.org/674LIGaDE$http://www.webcitation.org/674LKWXJ6$http://www.webcitation.org/674LLkUzb$http://www.webcitation.org/674LN5ML5$http://www.webcitation.org/674LO8J1q$http://www.webcitation.org/674LRuuZKNationalMichiganRelgion & ValuesRacial JusticeSpeical Opportunities Note this text is from a flow diagram: This program s goal is to support a vibrant, networked, representative and sustained global movement, based on strong national and regional movements, to advance sexual orientation and gender identity equality in the Global South and East. Ultimate Goal: To advance the recognition, respect and affirmation of the full expression of sexual orientation and gender identity (SOGI) nationally, regionally an< d globally. Measureable Program Outcome: A vibrant, networked, representative and sustained global movement, based on strong national and regional movements, is advancing SOGI legal and lived equality in the Global South and East. Goal 1 Build strong autonomous local and regional movements working to advance just and egalitarian societies where sexual orientation and gender identity are not barriers to full rights of citizenship or access to essential services. Goal 2 Advance key policy and service delivery changes (national, regional and global) to expand SOGI legal equality, fair treatment and equal access to essential services. Goal 3 Expand effective use of resources to ensure adequate and sustained funding for local, regional and global SOGI movements. STRATEGY A Develop sub-regional hubs: Create two to four sustained, autonomous movement ecosystems by establishing and nurturing hubs to support SOGI work in multiple adjoining countries. STRATEGY B Work with intermediaries: Promote collaborative re-granting by intermediaries to increase strategic focus, boost impact and momentum, and better support national SOGI organizations in two to four areas. STRATEGY C Promote transgender inclusion: Convene transgender and SOGI global movement leaders to build consensus around priorities and develop strategies for full inclusion of gender identify in global-, regional- and national-level work. STRATEGY D Support national-level policy change: Support targeted SOGI decriminalization, anti-death penalty and constitutional protection campaigns to drive near-term wins with regional/global leverage. STRATEGY E Promote national-level essential services: Expand access to essential services for SOGI communities to create favorable conditions for autonomous advocacy and eventual policy change efforts. STRATEGY F Strengthen regional/global work: Support diverse voices to engage key regional / global influencers regarding SOGI concerns. STRATEGY G Develop new funder resources to advance the program s goals and ensure long-term movement sustainability. Stories of Impact Uniting for Social Change Leaders from several Kalamazoo nonprofits have been given a unique opportunity to look beyond immediate needs and work for long-term change through the Arcus Foundation s Michigan Racial and Economic Justice Initiative. Read more >> Liberation through Religion: A Conversation with Rabbi Sharon Kleinbaum Rabbi Sharon Kleinbaum s life traces the arc of the LGBT rights movement. Today, as the rabbi of the largest LGBT synagogue in the world, she is one of the country s preeminent religious voices for progressive values. Read more >> & Note this text is from a flow diagram: This program works nationally in the United States to achieve LGBT equality through increased state-level and federal legal rights and regulatory protections. Strategies toward reaching this goal include supporting a stronger, more coordinated LGBT movement and building alliances nationally and regionally to tackle key policy issues. Ultimate Goal: To achieve LGBT equality in the United States. Measureable Program Outcome: Basic LGBT rights have been won; and a sustainable national LGBT movement is actively advancing equity for particularly vulnerable LGBT populations  those who historically have been marginalized because of race, class, gender, gender identity, citizenship status, age or other identity-defining attributes. Goal 1 Key basic rights and intersectional issue victories build leverage and momentum for change, and address the needs of vulnerable / marginalized LGBT populations Goal 2 A stronger, more inclusive, networked and sustainable national LGBT movement is better positioned to improve the lives of all LGBT people. STRATEGY A Support ongoing advocacy and organizing of the mov< ement s anchor organizations to (a) complete passage of the basic legal rights  Equality Agenda and (b) address inequities experienced by vulnerable/marginalized LGBT populations. SUB-STRATEGIES: A1: Build stability and sustainability through multi-year general operating support combined with targeted capacity building A2: Build targeted cross-sector alliances A3: Foster sustained collaboration with grassroots advocates A4: Dedicated funds to support continued growth of aging and transgender advocacy sector STRATEGY B Identify and invest in discrete intersectional issue campaigns focused on equity for vulnerable/marginalized LGBT populations, and which build cross-sector and intra-movement relationships. SUB-STRATEGIES: B1: Build and support LGBT Immigration cohort B2: Research and convening to identify and prioritize high-leverage campaigns B3: Field building and cross sector alliances B4: Increase visibility of alliances to build momentum around progressive cultural change STRATEGY C Develop new funder resources to support the portfolio and ensure long-term movement sustainability.' Note this text is from a flow diagram: Working in the Arcus Foundation's home state of Michigan, this program's goal is to ensure that LGBT people in diverse communities across the state enjoy greater equality, and that a robust, inclusive and self-sustaining movement is positioned to defend and continue advancing LGBT equality throughout Michigan. Ultimate Goal: To achieve respect and equality for all LGBT people In Michigan. Measureable Program Outcome: LGBT Michiganders in diverse communities across the state enjoy greater legal and lived equality; and a robust, inclusive and self-sustaining LGBT movement is positioned to defend and continue advancing LGBT equality throughout Michigan. Goal 1 Create a strong, networked LGBT movement, representative of Michigan s racial, economic and geographic diversity, to work with diverse allies in advancing LGBT equality and social justice in Michigan. Goal 2 Advance policy changes in five critical issue areas (employment / housing non-discrimination; second parent adoption; hate crimes; anti-bullying; relationship recognition) to expand LGBT legal equality and fair treatment in Michigan. Goal 3 Change cultural beliefs leading to increased public support for LGBT legal equality, affirmation of LGBT moral equality and inclusion of LGBT people as members of Michigan s diverse communities. STRATEGY A Build regional infrastructure: Strengthen and stabilize key local anchors and support organizations with strong grassroots engagement, including autonomous LGBT people of color organizations. STRATEGY B Build statewide capacity and coordination: Strengthen key statewide anchor organizations; ensure access to data to inform planning; facilitate movement-level planning and coordinated action. STRATEGY C Build diverse LGBT leadership capacity: Nurture new and existing LGBT leaders working in LGBT, racial justice and other progressive movements with a special emphasis on youth, transgender and people of color. STRATEGY D Support direct civic engagement around targeted policy issues: Organize, educate and advocate to shift public opinion and promote LGBT moral equality and inclusion. STRATEGY E Develop key strategic cross-sector alliances (especially with business, faith, labor, and racial / social justice groups) to advance intersectional policy issues, shift public opinion and promote LGBT moral equality and inclusion. STRATEGY F Use key influencers, media and cultural projects to boost LGBT visibility, moral equality and inclusion in Michigan s diverse civic, professional, ethnic and religious communities. STRATEGY G Develop new funder resources to help achieve the program s outcome and ensure long-term movement sustainabili< ty. ' Note this text is from a flow diagram: Arcus Foundation The Arcus Foundation is a leading global foundation advancing pressing social justice and conservation issues. Specifically, Arcus works to advance LGBT equality, as well as to conserve and protect the great apes. Newsroom Contact Us Stay Informed Social Justice Conservation About Us What We Support Grants Impact Research and Reports Search Search <p> This program s goal has been to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at state, national, and international levels.</p> Religion & Values Program This program s goal has been to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at state, national, and international levels. Kike Arnal Grants The Arcus Social Justice Program is currently not accepting new grant applications while it refines its strategy for pursuing its longstanding mission. The Foundation will provide further guidance by the fall of 2012 and looks forward to engaging with potential new partners and grantees at that time. Grant Forms Grantee Resources Awarded Grants ACLU Foundation New York, NY $500,000 See more >> What We Support International National Michigan Religion & Values Racial Justice Special Opportunities Share on facebook Share on twitter Share on email More Sharing ServicesMore | Share on print Print This program s goal is to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at state, national, and international levels. Ultimate Goal: To achieve moral equality for LGBT people. Measureable Program Outcome: Increased affirmation of LGBT moral equality, support for equality in public policy, and full inclusion in religious life among people of faith. Goal 1 Ensure that denominations and faith-based institutions affirm LGBT moral equality and support LGBT rights. Goal 2 Support pro-LGBT faith-based leaders who form, sustain and drive the movement or LGBT moral equality and civil rights. STRATEGY A Organize and advocate for denominational and institutional change. STRATEGY B Build and leverage alliances with progressive faith-based social justice groups. STRATEGY C Strengthen the knowledge, skills and tools of pro-LGBT faith-based leaders. STRATEGY D Position religious voices to assume pro-LGBT state and national leadership roles. STRATEGY E Catalyze international pro-LGBT faith-based advocacy. STRATEGY F Develop new funder resources to support the program s goals and ensure long-term movement sustainability.& Note this text is from a flow diagram: This program works to increase respect and equality for LGBT people of color by strengthening the power and influence of LGBT people of color organizations and leaders, ensuring that their interests are advanced by the LGBT and racial justice movements, and supporting core institutions in communities of color to fully include their LGBT constituents. Ultimate Goal: To achieve respect and equality for LGBT people of color. Measureable Program Outcome: LGBT people of color enjoy greater lived and legal equality. Goal 1 A strong LGBT people of col< or field defines and advances a policy and cultural change agenda. Goal 2 Fully inclusive racial justice and LGBT movements advance intersectional policy issues. Goal 3 Core institutions in communities of color publicly and actively support LGBT constituents. STRATEGY A Knowledge: Build a comprehensive body of knowledge about LGBT people of color concerns to support movement planning. STRATEGY B infrastructure: Strengthen the capacity of the LGBT people of color field to advance movement-level planning and coordination. STRATEGY C Leadership: Advance LGBT people of color leaders working in the LGBT and racial justice movements. STRATEGY D Civic Engagement: Promote strategic cross-sector relationships and alliance-building to advance intersectional policy issues. STRATEGY E Communications: Use public education, media and cultural projects to boost LGBT people of color visibility in communities of color. STRATEGY F Develop new funder resources to support the program s goals and ensure long-term movement sustainability.'/From time to time, the Arcus Foundation may support organizations and projects that do not fall within the guidelines of The Arcus LGBT Program. Such opportunities are limited and occur only at the initiation of the Foundation. The Foundation will not accept unsolicited requests for funds in this area. Note this text is from a flow diagram: This program s goal is to support a vibrant, networked, representative and sustained global movement, based on strong national and regional movements, to advance sexual orientation and gender identity equality in the Global South and East. Ultimate Goal: To advance the recognition, respect and affirmation of the full expression of sexual orientation and gender identity (SOGI) nationally, regionally and globally. Measureable Program Outcome: A vibrant, networked, representative and sustained global movement, based on strong national and regional movements, is advancing SOGI legal and lived equality in the Global South and East. Goal 1 Build strong autonomous local and regional movements working to advance just and egalitarian societies where sexual orientation and gender identity are not barriers to full rights of citizenship or access to essential services. Goal 2 Advance key policy and service delivery changes (national, regional and global) to expand SOGI legal equality, fair treatment and equal access to essential services. Goal 3 Expand effective use of resources to ensure adequate and sustained funding for local, regional and global SOGI movements. STRATEGY A Develop sub-regional hubs: Create two to four sustained, autonomous movement ecosystems by establishing and nurturing hubs to support SOGI work in multiple adjoining countries. STRATEGY B Work with intermediaries: Promote collaborative re-granting by intermediaries to increase strategic focus, boost impact and momentum, and better support national SOGI organizations in two to four areas. STRATEGY C Promote transgender inclusion: Convene transgender and SOGI global movement leaders to build consensus around priorities and develop strategies for full inclusion of gender identify in global-, regional- and national-level work. STRATEGY D Support national-level policy change: Support targeted SOGI decriminalization, anti-death penalty and constitutional protection campaigns to drive near-term wins with regional/global leverage. STRATEGY E Promote national-level essential services: Expand access to essential services for SOGI communities to create favorable conditions for autonomous advocacy and eventual policy change efforts. STRATEGY F Strengthen regional/global work: Support diverse voices to engage key regional / global influencers regarding SOGI concerns. STRATEGY G Develop new funder resources to advance the program s goals and ensure long-term movement sustainability. <  Stories of Impact Uniting for Social Change Leaders from several Kalamazoo nonprofits have been given a unique opportunity to look beyond immediate needs and work for long-term change through the Arcus Foundation s Michigan Racial and Economic Justice Initiative. Read more >> Liberation through Religion: A Conversation with Rabbi Sharon Kleinbaum Rabbi Sharon Kleinbaum s life traces the arc of the LGBT rights movement. Today, as the rabbi of the largest LGBT synagogue in the world, she is one of the country s preeminent religious voices for progressive values. Read more >>  Note this text is from a flow diagram: This program works nationally in the United States to achieve LGBT equality through increased state-level and federal legal rights and regulatory protections. Strategies toward reaching this goal include supporting a stronger, more coordinated LGBT movement and building alliances nationally and regionally to tackle key policy issues. Ultimate Goal: To achieve LGBT equality in the United States. Measureable Program Outcome: Basic LGBT rights have been won; and a sustainable national LGBT movement is actively advancing equity for particularly vulnerable LGBT populations  those who historically have been marginalized because of race, class, gender, gender identity, citizenship status, age or other identity-defining attributes. Goal 1 Key basic rights and intersectional issue victories build leverage and momentum for change, and address the needs of vulnerable / marginalized LGBT populations Goal 2 A stronger, more inclusive, networked and sustainable national LGBT movement is better positioned to improve the lives of all LGBT people. STRATEGY A Support ongoing advocacy and organizing of the movement s anchor organizations to (a) complete passage of the basic legal rights  Equality Agenda and (b) address inequities experienced by vulnerable/marginalized LGBT populations. SUB-STRATEGIES: A1: Build stability and sustainability through multi-year general operating support combined with targeted capacity building A2: Build targeted cross-sector alliances A3: Foster sustained collaboration with grassroots advocates A4: Dedicated funds to support continued growth of aging and transgender advocacy sector STRATEGY B Identify and invest in discrete intersectional issue campaigns focused on equity for vulnerable/marginalized LGBT populations, and which build cross-sector and intra-movement relationships. SUB-STRATEGIES: B1: Build and support LGBT Immigration cohort B2: Research and convening to identify and prioritize high-leverage campaigns B3: Field building and cross sector alliances B4: Increase visibility of alliances to build momentum around progressive cultural change STRATEGY C Develop new funder resources to support the portfolio and ensure long-term movement sustainability. Note this text is from a flow diagram: Working in the Arcus Foundation's home state of Michigan, this program's goal is to ensure that LGBT people in diverse communities across the state enjoy greater equality, and that a robust, inclusive and self-sustaining movement is positioned to defend and continue advancing LGBT equality throughout Michigan. Ultimate Goal: To achieve respect and equality for all LGBT people In Michigan. Measureable Program Outcome: LGBT Michiganders in diverse communities across the state enjoy greater legal and lived equality; and a robust, inclusive and self-sustaining LGBT movement is positioned to defend and continue advancing LGBT equality throughout Michigan. Goal 1 Create a strong, networked LGBT movement, representative of Michigan s racial, economic and geographic diversity, to work with diverse allies in advancing LGBT equality and social justice in Michigan. Goal 2 Advance policy changes in five critical issue areas (employment / housing non-discrimination; second parent adoption; hate crimes; anti-bullying; relationship recognition) to expand LGBT legal equality and fair treatment in Michigan. Goal < 3 Change cultural beliefs leading to increased public support for LGBT legal equality, affirmation of LGBT moral equality and inclusion of LGBT people as members of Michigan s diverse communities. STRATEGY A Build regional infrastructure: Strengthen and stabilize key local anchors and support organizations with strong grassroots engagement, including autonomous LGBT people of color organizations. STRATEGY B Build statewide capacity and coordination: Strengthen key statewide anchor organizations; ensure access to data to inform planning; facilitate movement-level planning and coordinated action. STRATEGY C Build diverse LGBT leadership capacity: Nurture new and existing LGBT leaders working in LGBT, racial justice and other progressive movements with a special emphasis on youth, transgender and people of color. STRATEGY D Support direct civic engagement around targeted policy issues: Organize, educate and advocate to shift public opinion and promote LGBT moral equality and inclusion. STRATEGY E Develop key strategic cross-sector alliances (especially with business, faith, labor, and racial / social justice groups) to advance intersectional policy issues, shift public opinion and promote LGBT moral equality and inclusion. STRATEGY F Use key influencers, media and cultural projects to boost LGBT visibility, moral equality and inclusion in Michigan s diverse civic, professional, ethnic and religious communities. STRATEGY G Develop new funder resources to help achieve the program s outcome and ensure long-term movement sustainability. Note this text is from a flow diagram: Arcus Foundation The Arcus Foundation is a leading global foundation advancing pressing social justice and conservation issues. Specifically, Arcus works to advance LGBT equality, as well as to conserve and protect the great apes. Newsroom Contact Us Stay Informed Social Justice Conservation About Us What We Support Grants Impact Research and Reports Search Search <p> This program s goal has been to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at state, national, and international levels.</p> Religion & Values Program This program s goal has been to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at state, national, and international levels. Kike Arnal Grants The Arcus Social Justice Program is currently not accepting new grant applications while it refines its strategy for pursuing its longstanding mission. The Foundation will provide further guidance by the fall of 2012 and looks forward to engaging with potential new partners and grantees at that time. Grant Forms Grantee Resources Awarded Grants ACLU Foundation New York, NY $500,000 See more >> What We Support International National Michigan Religion & Values Racial Justice Special Opportunities Share on facebook Share on twitter Share on email More Sharing ServicesMore | Share on print Print This program s goal is to achieve the recognition and affirmation of the moral equality of LGBT people. To accomplish this goal, the program supports the efforts of religious leaders to create faith communities in which LGBT people are welcomed as equal members; it also supports civic leadership to promote the moral and civil equality of LGBT people at < state, national, and international levels. Ultimate Goal: To achieve moral equality for LGBT people. Measureable Program Outcome: Increased affirmation of LGBT moral equality, support for equality in public policy, and full inclusion in religious life among people of faith. Goal 1 Ensure that denominations and faith-based institutions affirm LGBT moral equality and support LGBT rights. Goal 2 Support pro-LGBT faith-based leaders who form, sustain and drive the movement or LGBT moral equality and civil rights. STRATEGY A Organize and advocate for denominational and institutional change. STRATEGY B Build and leverage alliances with progressive faith-based social justice groups. STRATEGY C Strengthen the knowledge, skills and tools of pro-LGBT faith-based leaders. STRATEGY D Position religious voices to assume pro-LGBT state and national leadership roles. STRATEGY E Catalyze international pro-LGBT faith-based advocacy. STRATEGY F Develop new funder resources to support the program s goals and ensure long-term movement sustainability.Note this text is from a flow diagram: This program works to increase respect and equality for LGBT people of color by strengthening the power and influence of LGBT people of color organizations and leaders, ensuring that their interests are advanced by the LGBT and racial justice movements, and supporting core institutions in communities of color to fully include their LGBT constituents. Ultimate Goal: To achieve respect and equality for LGBT people of color. Measureable Program Outcome: LGBT people of color enjoy greater lived and legal equality. Goal 1 A strong LGBT people of color field defines and advances a policy and cultural change agenda. Goal 2 Fully inclusive racial justice and LGBT movements advance intersectional policy issues. Goal 3 Core institutions in communities of color publicly and actively support LGBT constituents. STRATEGY A Knowledge: Build a comprehensive body of knowledge about LGBT people of color concerns to support movement planning. STRATEGY B infrastructure: Strengthen the capacity of the LGBT people of color field to advance movement-level planning and coordination. STRATEGY C Leadership: Advance LGBT people of color leaders working in the LGBT and racial justice movements. STRATEGY D Civic Engagement: Promote strategic cross-sector relationships and alliance-building to advance intersectional policy issues. STRATEGY E Communications: Use public education, media and cultural projects to boost LGBT people of color visibility in communities of color. STRATEGY F Develop new funder resources to support the program s goals and ensure long-term movement sustainability.$http://www.webcitation.org/674L2GwBm$http://www.webcitation.org/674L3eiML$http://www.webcitation.org/674L4uvuK$http://www.webcitation.org/674LAjD1AGreat Apes in the WildGreat Apes in CaptivityGreat Apes and Ethics Note this text is from a flow diagram: This program works to ensure that viable populations of great apes are protected from extinction and living in habitats that are managed sustainably and holistically, as well as integrated with economic development objectives. Ultimate Goal: To advance conservation of and respect for the world s great apes. Measureable Program Outcome: Viable populations of great apes are protected from extinction and live in habitats that are managed sustainably and integrated with economic development objectives. There is international commitment to effectively support the captive care of great apes in sanctuaries and not tolerate their use in entertainment or invasive medical research. Goal 1 Conservation and development are reconciled to ensure that key great ape habitats and surrounding landscapes that support viable ape populations are maintained. Goal 2 Establishment of effective movement institutions and leadership with great ape focus that eff< ectively address current and emerging threats. Goal 3 Great apes rights and value is protected to ensure that exploitation is diminished and they are provided appropriate care. STRATEGY A Identify priority landscapes linking ape conservation and human livelihoods. STRATEGY B Strengthen movement capacity through leadership, knowledge and institutional networking. STRATEGY C Establish sustainable finance mechanisms through development planning, endowments and other funding streams. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY E Strengthen, maintain and support effective model sanctuaries. STRATEGY F Create and implement a public support campaign.'- Note this text is from a flow diagram: This program aims to strengthen an international commitment to protect great apes in the wild and care for them in captivity by providing them with effective sanctuaries. The program aims to halt the use of great apes in entertainment or invasive medical research. Ultimate Goal: To advance conservation of and respect for the world s great apes. Measureable Program Outcome: Viable populations of great apes are protected from extinction and live in habitats that are managed sustainably and integrated with economic development objectives. There is international commitment to effectively support the captive care of great apes in sanctuaries and not tolerate their use in entertainment or invasive medical research. Goal 1 Conservation and development are reconciled to ensure that key great ape habitats and surrounding landscapes that support viable ape populations are maintained. Goal 2 Establishment of effective movement institutions and leadership with great ape focus that effectively address current and emerging threats. Goal 3 Great apes rights and value is protected to ensure that exploitation is diminished and they are provided appropriate care. STRATEGY A Identify priority landscapes linking ape conservation and human livelihoods. STRATEGY B Strengthen movement capacity through leadership, knowledge and institutional networking. STRATEGY C Establish sustainable finance mechanisms through development planning, endowments and other funding streams. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY E Strengthen, maintain and support effective model sanctuaries. STRATEGY F Create and implement a public support campaign.&{ Note this text is from a flow diagram: This program's goal is to increase the recognition of and respect for the rights and intrinsic value of the great apes, especially the right to live free of abuse, exploitation and private ownership. Ultimately, we seek to significantly decrease the need for sanctuaries and to improve the great apes' well-being and their chances of survival. Ultimate Goal: To advance conservation of and respect for the world s great apes. Measureable Program Outcome: Viable populations of great apes are protected from extinction and live in habitats that are managed sustainably and integrated with economic development objectives. There is international commitment to effectively support the captive care of great apes in sanctuaries and not tolerate their use in entertainment or invasive medical research. Goal 1 Conservation and development are reconciled to ensure that key great ape habitats and surrounding landsca< pes that support viable ape populations are maintained. Goal 2 Establishment of effective movement institutions and leadership with great ape focus that effectively address current and emerging threats. Goal 3 Great apes rights and value is protected to ensure that exploitation is diminished and they are provided appropriate care. STRATEGY A Identify priority landscapes linking ape conservation and human livelihoods. STRATEGY B Strengthen movement capacity through leadership, knowledge and institutional networking. STRATEGY C Establish sustainable finance mechanisms through development planning, endowments and other funding streams. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY E Strengthen, maintain and support effective model sanctuaries. STRATEGY F Create and implement a public support campaign.&5From time to time, the Arcus Foundation may support organizations and projects that do not fall within the guidelines of the Arcus Great Apes Program. Such opportunities are limited and occur only at the initiation of the Foundation. The Foundation will not accept unsolicited requests for funds in this area.Note this text is from a flow diagram: This program works to ensure that viable populations of great apes are protected from extinction and living in habitats that are managed sustainably and holistically, as well as integrated with economic development objectives. Ultimate Goal: To advance conservation of and respect for the world s great apes. Measureable Program Outcome: Viable populations of great apes are protected from extinction and live in habitats that are managed sustainably and integrated with economic development objectives. There is international commitment to effectively support the captive care of great apes in sanctuaries and not tolerate their use in entertainment or invasive medical research. Goal 1 Conservation and development are reconciled to ensure that key great ape habitats and surrounding landscapes that support viable ape populations are maintained. Goal 2 Establishment of effective movement institutions and leadership with great ape focus that effectively address current and emerging threats. Goal 3 Great apes rights and value is protected to ensure that exploitation is diminished and they are provided appropriate care. STRATEGY A Identify priority landscapes linking ape conservation and human livelihoods. STRATEGY B Strengthen movement capacity through leadership, knowledge and institutional networking. STRATEGY C Establish sustainable finance mechanisms through development planning, endowments and other funding streams. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY E Strengthen, maintain and support effective model sanctuaries. STRATEGY F Create and implement a public support campaign.-Note this text is from a flow diagram: This program aims to strengthen an international commitment to protect great apes in the wild and care for them in captivity by providing them with effective sanctuaries. The program aims to halt the use of great apes in entertainment or invasive medical research. Ultimate Goal: To advance conservation of and respect for the world s great apes. Measureable Program Outcome: Viable populations of great apes are protected from extinction and live in habitats that are managed sustainably and integrated with economic development objectives. There is international commitment to effectively support the captive care of great apes in sanctuaries and not tolera< te their use in entertainment or invasive medical research. Goal 1 Conservation and development are reconciled to ensure that key great ape habitats and surrounding landscapes that support viable ape populations are maintained. Goal 2 Establishment of effective movement institutions and leadership with great ape focus that effectively address current and emerging threats. Goal 3 Great apes rights and value is protected to ensure that exploitation is diminished and they are provided appropriate care. STRATEGY A Identify priority landscapes linking ape conservation and human livelihoods. STRATEGY B Strengthen movement capacity through leadership, knowledge and institutional networking. STRATEGY C Establish sustainable finance mechanisms through development planning, endowments and other funding streams. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY E Strengthen, maintain and support effective model sanctuaries. STRATEGY F Create and implement a public support campaign.{Note this text is from a flow diagram: This program's goal is to increase the recognition of and respect for the rights and intrinsic value of the great apes, especially the right to live free of abuse, exploitation and private ownership. Ultimately, we seek to significantly decrease the need for sanctuaries and to improve the great apes' well-being and their chances of survival. Ultimate Goal: To advance conservation of and respect for the world s great apes. Measureable Program Outcome: Viable populations of great apes are protected from extinction and live in habitats that are managed sustainably and integrated with economic development objectives. There is international commitment to effectively support the captive care of great apes in sanctuaries and not tolerate their use in entertainment or invasive medical research. Goal 1 Conservation and development are reconciled to ensure that key great ape habitats and surrounding landscapes that support viable ape populations are maintained. Goal 2 Establishment of effective movement institutions and leadership with great ape focus that effectively address current and emerging threats. Goal 3 Great apes rights and value is protected to ensure that exploitation is diminished and they are provided appropriate care. STRATEGY A Identify priority landscapes linking ape conservation and human livelihoods. STRATEGY B Strengthen movement capacity through leadership, knowledge and institutional networking. STRATEGY C Establish sustainable finance mechanisms through development planning, endowments and other funding streams. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY D Support related policy advocacy in the US, EU, through international development bodies and within range states. STRATEGY E Strengthen, maintain and support effective model sanctuaries. STRATEGY F Create and implement a public support campaign.$http://www.webcitation.org/674Lmj751$http://www.webcitation.org/674Lnek66$http://www.webcitation.org/674LoqyObMission StatementAwards HistoryCurrent & Upcoming AwardsFAMRI dedicates its accomplishments to the flight attendants who worked for decades in tobacco smoke filled airline cabins. Click here to read more. Mission Statement FAMRI s mission is to sponsor scientific and medical research for the early detection, prevention, treatment and cure of diseases and medical conditions caused from exposure to tobacco smoke and to ensure that health care providers ask the right questions of their patients about second<  hand tobacco smoke exposure. FAMRI does not support investigators who are currently receiving funds from the tobacco industry. Animal use in research is restricted to mice and rats. Statement from the Executive Director  It is not the years in your life that count; it is the life in your years. ~Abraham Lincoln The tenor of all our lives changed through the determination of two Florida attorneys, Stanley and Susan Rosenblatt, and a class of non-smoking flight attendants who joined together to change people s perception of the harmful effects caused from second hand tobacco smoke by seeking justice for the illnesses and diseases resulting from exposure to cigarette smoke in their workplace airline cabins thus forming the prototype for other industries and legislatures to engage in more battles. Class Counsel, Stanley and Susan Rosenblatt, established Flight Attendant Medical Research Institute (FAMRI), an independent, not-for-profit foundation, pursuant to the terms of a settlement of the flight attendant class action. Incorporated in 2000, this unique organization celebrating its tenth year, continues to fight for flight attendants health through commitments in excess of $200 million to scientists, physicians and Centers of Excellence at prestigious institutions world wide, and has created bridges for cooperation and collaboration among the projects it funds. These programs foster research to find treatments and cures for diseases suffered by non-smoking flight attendants whose illnesses become more debilitating with each passing year or who are beginning to evince with these diseases as they age. It goes without saying that the general public benefits from the research as the science promotes early detection for treatment and cure. The scientific findings, through collaborative efforts and shared resources among FAMRI s grantees, bring us closer to these cures for the diseases caused from these noxious emissions. Through its funding program FAMRI has launched many new careers among young scientists now interested in second hand tobacco smoke research and the diseases it causes. Thus this funding has moved a field a science that was relatively forgotten. FAMRI s funds have expanded and been leveraged as several investigators have obtained funding for projects from other peer reviewed agencies. New discoveries from the funded research have an impact in both understanding and diagnosing these diseases while others have demonstrated promise in treating the chronic and acute diseases that affect class members. Our Ninth Symposium, as those before, provides a forum for FAMRI investigators to discus new ideas and launch collaborations in this field. The national and international Centers of Excellence provide focus into diseases that specifically affect flight attendants and act as vehicles for acceleration of benefits directly to flight attendants world wide. Just as we don t know what unexpected opportunity is around the corner, the history of the flight attendant fight and formation of FAMRI has created innumerable opportunities for early diagnosis, treatment and cure of diseases caused by tobacco smoke exposure. Scientific evidence and education are the cornerstones to continue these contributions. We look to the past for our history to inspire our actions for the future thanks to the  life in the flight attendants years to bring into the public s conscious the detrimental health effects of exposure to tobacco smoke. Elizabeth A. Kress Executive Director Information about FAMRI-supported research can be found by going to the following links: A compiled list of all FAMRI-supported publications as of March 27, 2012 2011 compendium of FAMRI-supported research Centers of Excellence - Links to the FAMRI funded Centers of Excellence Types of Awards Center of Excellence This board-designated award is FAMRI s Centerpiece for linking physicians and scientists from various disciplines into multidisciplinary programs in patient care and research. The Board of Trustees has placed a moratorium on these applications. C< linical Innovators This three-year award is to stimulate novel medical and clinical scientific research studies on the effects of exposure to tobacco smoke and to foster innovative breakthroughs as well as creative collaborations through these grants. Learn more about this $100,000 per year award. Indirect costs are provided. Young Clinical Scientists This multi-year award is to help prepare and support new clinical investigators, particularly research fellows and junior faculty members, to provide the bridge between the clinic and the laboratory for the critical translation of basic research findings into diagnostic and therapeutic approaches. Fellow awards are for $75,000 per year; faculty level awards are for $100,000 per year plus indirect costs. Learn about eligibility. Dr. William Cahan Distinguished Professors This board-designated award is named for the late Dr. William Cahan, a surgeon at Memorial Sloan-Kettering Cancer Center for over 50 years, who was a pioneer in the national movement to fight the health hazards of tobacco and second hand smoke. The award is for three-years at $200,000 per year and is made in recognition of the recipients ongoing work in combating the diseases caused by exposure to second hand tobacco smoke. You may view synopses of past and present research by the Cahan professors in the 2010 compendium of FAMRI-supported research. Bland Lane International Distinguished Professor This board-designated award is named in Honor of Bland Lane, whose service as a class representative in the flight attendant class action against the tobacco industry and subsequently as a Trustee on the FAMRI Board, and her commitment to its mission, the Chairman of the Board and the Board of Trustees have established the Bland Lane International Distinguished Professor Award in recognition of Bland s desire to fund excellent scientific research throughout the world. The Award recognizes the recipients valuable work in combating the diseases caused from exposure to tobacco smoke. The first recipient of this award is Dr. Lars Edvinsson of Lund University. A synopsis of his research can be found in the 2010 compendium of FAMRI-supported research.?FAMRI will be accepting Letters of Intent for the 2012-2013 funding cycle starting in late May. Please watch this site for updates. Please note that each applicant for any FAMRI award must be certain that your institution can agree to the terms of the FAMRI grant agreement. Click here to download a copy of the Grant agreement. As noted in the application process, FAMRI's Grant Agreement is non-negotiable. When contemplating a change of institution, alert the grants office of the potential institution about your Grant Agreement with FAMRI. Your FAMRI grant may be transferred with the terms of the original agreement as the prevailing instrument of governance. FAMRI has two award programs: Clinical Innovator Awards Program The Clinical Innovator Awards (CIA) Program was established to stimulate novel medical and clinical scientific research studies on the topic of second hand tobacco smoke. Young Clinical Scientist Awards Program The purpose of the FAMRI Young Clinical Scientist Award (YCSA) Program is to help prepare and support new clinical investigators with a MD or PhD as they begin their careers as independent researchers. The program is limited to the development of young researchers in smoking-related disorders. There are two types of YCSA Awards; one for individuals who are currently faculty members, or who expect to be before the start date of the award (YCSA faculty), and one for individuals who do not expect to become faculty until after the start date of the award (YCSA fellow). Questions or problems regarding the use of this Web site should be submitted to famri@aibs.org. Instructions for full proposal submission Please watch this site for information regarding the 2012-2013 funding cycle. Please sign up for the FAMRI ListServ to ensure you are kept up to date of all current and future funding opportunities.#Lurie Foundation, Ann and Robert H.Kendeda Fund, The$http://www.webcitation.org/674MRXXJYGrantmaking StrategyVThe Hall Family Foundation concentrates its philanthropic efforts on six areas of interest in the Kansas City Area. Early and K-12 Education: Grantmaking in early, elementary and secondary education seeks to promote excellence and access to a quality education. We prefer to support organizations, programs and projects that address the educational needs of urban school children with a particular interest in systemic reform/improvement efforts, closing achievement gaps and building human capital. Higher Education: The Foundation makes Higher Education grants for select programs that are considered centers of excellence. We emphasize programs that expand research capacity and education opportunities. We recognize the link between Higher Education and the economic vitality of the region. Children, Youth and Families: Grants in this category intend to improve well-being and respond to families physical and emotiona< l needs. We emphasize services to people most at risk due to poverty, limited access to resources, health issues and exposure to violence. Our preference is assistance to children and youth and to those living in the urban cores of Kansas City, Missouri and Kansas City, Kansas. Community Development: Our community development grantmaking seeks to prevent or overcome blight and deterioration of the urban core and its neighborhoods. We prefer to support organizations, programs and projects that promote lasting, comprehensive redevelopment in targeted areas or whose work leverages HFF grant awards in other interest areas that may affect specific neighborhoods. The Arts: Grants in The Arts encourage excellence in the community s performing and visual arts organizations. Top priority is given to programs which enhance quality, strengthen management and increase audience development. While larger, established arts groups take priority, we also invest in smaller groups that fill a specific arts niche. Additional Interests: Grants in this category include Foundation support of community-wide efforts that seek to provide long-term solutions to high priority local issues, such as Life Sciences. $http://www.webcitation.org/674Mg4r5V$http://www.webcitation.org/674MhaH69$http://www.webcitation.org/674MiuiyZ$http://www.webcitation.org/674MlCgrc$http://www.webcitation.org/674MmptvX$http://www.webcitation.org/674MoWTVHDemocratic PracticePeace BuildingPivotal Place: New York CityPivotal Place: Southern ChinaPivotal Place: Western Balkans'For democracy to flourish and deliver on its promises-including political participation, human rights, access to justice, a good education, an improved quality of life, a healthy environment, and personal security-its citizens must be informed, engaged, empowered, and assertive. Similarly, institutions of governance must be inclusive, transparent, accountable, and responsive. The frequent failure of both new and established democracies to deliver on democracy's promises undermines the commitment to democratic practices. Wealthy and powerful actors exercise undue influence, and voices that historically have been excluded remain unheard in decision-making processes. The United States continues to face a number of democratic deficits: a decline in many traditional forms of civic engagement; reduced participation in the formal institutions of democracy, including but not limited to voting; and declining trust in all institutions, especially institutions of government. These deficits are being exacerbated by deeply rooted economic challenges, and American society is becoming increasingly polarized, socially, economically, and politically. At the same time, the process of globalization has similarly produced democratic deficits in global governance. Global power and wealth inequities have deepened, while the significance of decisions made by transnational institutions such as multilateral organizations, multinational corporations, and international financial institutions has increased. In this patchwork of institutions and practices, global governance decisions are made with inadequate inclusiveness, accountability, and transparency, often preempting or distorting legitimate national and local decision-making processes. The Fund's Democratic Practice program has two parts: strengthening democracy in the United States and strengthening democratic practice in global governance. Based on a careful assessment of local needs and priorities, the Fund also pursues one or more of the democratic principles underlying the program in its "pivotal places." Recognizing that there is no single model of effective democratic practice, the Fund emphasizes flexibility and adaptability to different contexts in these pivotal places. DEMOCRACY IN THE UNITED STATES Persistent and deep divisions undermine the nation's, social, economic, and political vitality. The gap between rich and poor, both economic and social, continues to widen, with the top one percent of American wage earners receiving nearly a quarter of the nation's total income. Exorbitant amounts of private money spent on political campaigns and lobbying profoundly distort the political system. Those without the financial resource< s to influence public policy are further marginalized, and private interests are frequently prioritized over the public good, fostering public cynicism and a distrust of elected officials. According to the Center for Responsive Politics, in 2008 successful candidates for the House of Representatives spent an average of $1.3 million on their campaigns; successful candidates for the Senate spent an average of $8.5 million. Moreover, there were 14,800 registered lobbyists working to influence Congress and federal agencies-27 for every member of Congress-with a total of $3.3 billion spent on lobbying. The quality of our political culture is deteriorating. There are few examples of bipartisanship and constructive compromise in political debate. While participation in national elections has increased, it remains below that of most advanced democracies and turnout for local elections is persistently low. Furthermore, millions of eligible voters have been kept from voting by registration or identification problems and many others have been discouraged by poor administration of polling places, or worse, by overt efforts at voter suppression. For years, government has been derided as a source of the nation's ills, rather than a positive force for national progress. The capacities of government institutions have been weakened, and confidence in them has declined. In the media, confrontation often passes for dialogue, crowding out nuanced views and a middle ground. Traditional media organizations face financial challenges that are reducing the number of public voices and limiting journalism's ability to hold government and business accountable. Resources for investigative journalism are shrinking. New media offer opportunities to broaden and redefine journalism but may foster a cacophony of voices without editorial mediation, leaving the public with no way to judge the accuracy or reliability of the information. All of our nation's democracy deficits are particularly acute among, and disproportionally affect, young people, especially low-income youth, youth of color, and non-college youth. These young people are profoundly disconnected from work, school, and civic institutions. Despite the persistent, systemic problems facing low-income youth and youth of color, there is still reason for optimism about the future of their civic participation. Young people are using new technologies, particularly Internet, video, and social networking tools, to facilitate organizing and build community. Voting rates among young people have increased substantially over the last ten years, especially among African-American youth in the 2008 presidential elections. Finally, the numbers of young people involved in volunteerism is encouraging, though service opportunities too rarely penetrate beyond college campuses and middle- and upper-class communities. Goal: Strengthening the Vitality of Democracy in the U.S. In the United States, the Fund seeks to strengthen and to broaden participation in the practices and institutions of democratic governance through the following strategies. Strategies: Combating the corrupting influence of money in politics by supporting the adoption of public financing of electoral campaigns and selected other reforms that increase access to and participation in elections and enhance the integrity of representative democracy. Fostering greater understanding of and appreciation for the role of the public sector in society. Support also will be provided on a limited basis to organizations that promote the improved performance of key public sector institutions. Promoting the transparency, accountability, and responsiveness of government institutions and the transparency and accountability of corporate political spending, with special attention to the potential of new technologies to enhance transparency and strengthen accountability, and to the importance of investigative journalism. Strengthening networks of support for youth-led organizations in which youth define their concerns; develop and harness their own approaches t< o pursue social change; and form effective and stable constituencies. Organizations led by low-income youth, youth of color, and non-college youth will receive special attention. GLOBAL GOVERNANCE Globalization the dramatic increase in cross-border flows of capital, goods, and people and their values and ideas is producing deeper interdependencies and changes in power relations. It is a defining process of the 21st century, offering both challenges and opportunities. Global governance is an incomplete patchwork of institutions, rules, and processes that transcend the authority of individual nations. The elements of global governance are many, including formal agreements among nations; the architecture and practices of international and intergovernmental institutions and international courts; the policies, behaviors, and actions of states and multinational corporations; and the work and influence of civil society organizations. Economic interests have largely overshadowed democratic practices, social equity, and environmental concerns in the evolution of global governance institutions and processes. Powerful international trade and financial institutions remain opaque and exclusive, while the power and reach of multinational corporations often escape oversight or effective regulation. Thus, while the impact of global governance on peoples lives is growing, democracy in global governance faces acute deficits. Transparency and accountability in global decision making are often critically deficient. Representation in global governance processes remains limited; underrepresented populations and weaker states have restricted voice and standing, curtailing their access and participation. Injustices persist, as rights are unevenly recognized and ad hoc coordination often substitutes for meaningful democratic processes. Together, these deficits challenge the ability of nations and groups to protect their commonwealth, ensure necessary social and environmental protections, and promote ethical and effective stewardship of common resources. At the same time, globalization has opened up new opportunities for building cross-border coalitions that are finding innovative ways to address and resolve global problems. Novel combinations of public, private, intergovernmental, and nongovernmental organizations are asserting their concerns, forging new democratic practices, and advancing systemic changes in global processes, rules, and institutions. Goal: Strengthening the Vitality of Democracy in Global Governance In its work to strengthen democracy in global governance, the Fund focuses on the areas of climate change, development finance, and trade. The Fund is particularly interested in civil society organizations that represent and advance developing country concerns as they seek to increase equity and foster sustainability. Strategies: Enhancing transparency and accountability of global governance institutions and decision-making processes. Expanding access to and participation in global governance institutions and decision-making processes. Priority is given to initiatives led by or in support of constituencies underrepresented in global governance. Advancing new ideas, advocacy approaches, and institutional arrangements aimed at more effective and democratic decision making in global governance and more just and sustainable outcomes. Numerous and diverse factors drive contemporary conflicts, from strained relations between governments and groups of people to threats that transcend borders such as environmental crises, the flow of weapons, and violent extremism. In today s interdependent world, regional or local conflicts often have consequences that undermine the security and well-being of distant communities. Transforming conflict to build just and durable peace requires the global community to think differently about how it responds to the complex nature of 21st century challenges. Governments, multilateral organizations, and civil society must work in concert to develop a new framework for conflict prevention and peacebu< ilding that engages international, regional, state, and local actors in addressing the human security challenges of local populations. As the world evolves rapidly toward a multipolar reality in which a growing array of nations pursue their national interests from positions of shifting political and economic power, the United States continues to play an important role in global efforts to create a more just, sustainable, and peaceful world. U.S. policies and behaviors that demonstrate respect for the competencies and perspectives of both traditional allies and emerging powers can help create a greater sense of shared responsibility and advance collective problem-solving to prevent, manage, and resolve conflicts. Civil society organizations have a significant role to play in promoting non-violent responses to conflict and cultivating the political climate necessary for official peacebuilding and diplomatic negotiations to succeed. They also are important advocates for a more robust multilateral system that is effective at brokering peace agreements. The Fund s Peacebuilding program aspires to strengthen grassroots constituencies for peace and to connect them with policymaking on the regional and international levels. It aims to understand the conditions that lead to violence and the processes that support durable peace in order to identify innovative solutions to the most pressing drivers of insecurity. The program s grantmaking focuses on conflicts that have a disproportionate influence on international peace and security. It works closely with the Fund s Pivotal Place programs, especially in the Western Balkans, and with the Global Governance portfolio of the Democratic Practice program. The Fund places particular importance on elevating the role of women and young leaders in international peacebuilding and conflict transformation efforts. Goal: Advancing Just and Durable Peace The Fund will pursue the following interrelated strategies with respect to select conflicts. Strategies: Supporting innovative and collaborative approaches and policies for conflict prevention, management, and transformation at the multilateral, regional, and national levels. Strengthening constituencies and political will for conflict transformation and durable peace. Exploring solutions to emerging transnational threats and drivers of conflict (specific focus to be developed). The program is currently focusing a significant portion of its grantmaking on the wider Middle East. Human activity is causing climate change, rapid loss of biodiversity, and accelerating degradation of Earth s life support systems. These developments threaten the livelihoods, health, and security of people in all nations and cultures as well as the well-being of the greater community of life. The RBF s sustainable development grantmaking endeavors to address these challenges by supporting development that meets the needs of the present without compromising the ability of future generations to meet their own needs. The program supports global stewardship that is ecologically based, economically sound, socially just, culturally appropriate, and consistent with intergenerational equity. The Fund encourages government, business, and civil society to work collaboratively on climate change, to acknowledge the moral and ethical consequences of inaction, and to make it an integral part of all development planning and activity. Recognizing the global nature of many environmental problems, the Fund also promotes international cooperation in addressing these challenges. The Sustainable Development program maintains a significant focus on the United States in light of its disproportionate impact on the global economy, politics, and the environment. The program s work is also advanced in collaboration with the Fund s  pivotal place programs New York City, Southern China, and the Western Balkans and with the Democratic Practice program s Global Governance portfolio. Pivotal place programs support work in specific countries or regions to build the knowledge, policies, or< ganizational capacity, and leadership needed to advance sustainable development in locally appropriate ways. The Fund s Global Governance portfolio supports broad participation in forging the international agreements and institutional arrangements needed to encourage investment in sustainable development. Fund staff work to ensure that global developments inform work in specific places and that locally grounded efforts generate lessons and innovations needed for global impact. With the recognition that the impact of unchecked climate change threatens all other conservation efforts, the Sustainable Development program focuses its U.S. grantmaking on building a green economy at the federal, state, and local levels. Goal: Advancing Solutions to Climate Change Strategies: Building public and policymaker understanding and support for a range of actions to address the threat of climate change. Supporting implementation efforts to build a clean energy economy at the federal, state, and local levels. Supporting efforts to reduce reliance on carbon-intensive energy sources. Supporting targeted efforts to advance international progress on climate change. KThe Rockefeller Brothers Fund has been active in New York City since its founding there in 1940. New York City's extraordinarily diverse population, economic prominence, and cultural vitality combine to make the city pivotal to the future of its region, the nation, and the world. New York City has the potential to be a model 21st century sustainable urban community that nourishes neighborhoods and civic life, encourages immigrant civic and political participation, supports individual achievement and artistic expression, generates widely shared prosperity, and preserves and enhances its built and natural environments. Linked as it is to the region, the nation, and the world, New York City can become a beacon of excellence and a force for positive change both within and well beyond its boundaries. Two of the Fund's three program areas sustainable development and democratic practice are reflected in the RBF's engagement with New York City as a pivotal place. The Charles E. Culpeper Arts & Culture Grants are a distinctive feature of the Pivotal Place: New York City program. DEMOCRATIC PRACTICE In the absence of national immigrant integration policies, much can be accomplished at the local level to remove barriers to immigrant and new citizen civic and political engagement. The Fund will focus on immigrant communities throughout its Democratic Practice grantmaking in New York City by pursuing the following goal and strategies: Goal: Advancing the Civic and Political Participation of Immigrant Communities Strategies: Strengthening the organizational capacity of a limited number of key community-based and immigrant-led groups to advance citywide social and political equity issues. Supporting collaborations and new networks among immigrants, established community groups, and public institutions to improve local government accountability, access, and services. A special interest of the Fund is to strengthen citywide multi-group collaboration and strategic alliances to advance public education advocacy efforts that promote accountability, transparency, and equal access for all public institutions. Connecting immigrant groups with citywide, national, and international networks and campaigns for joint action on immigration issues, mutual support, and leadership development. Special attention will be given to projects that align with RBF-related thematic areas. SUSTAINABLE DEVELOPMENT New York City is poised to become a model of urban sustainable development and environmental stewardship for the next century. However, the city faces complex development challenges driven by projections of significant population growth, limited space, and the imperatives of climate change mitigation and adaptation. Against these challenges, PlaNYC and the adoption of state and local legislation to advance green economic development in the city offer promising new avenues for the develo< pment of sustainable New York communities. Goal: Building Sustainable Communities Following on a history of support for community and waterfront development and brownfield remediation, the Fund seeks to engage low-income communities and communities of color in the development of an equitable green economy that produces high quality jobs in New York City. Strategies: Supporting citywide advocacy efforts that advance brownfield reclamation and waterfront revitalization and promote civic engagement in vital, green, and sustainable communities. Advancing energy efficiency and innovative affordable green buildings, particularly in affordable housing. CHARLES E. CULPEPER ARTS & CULTURE GRANTS The Charles E. Culpeper Arts & Culture Grants honor the legacy of Charles E. Culpeper by supporting the artists and arts and cultural organizations that make New York City one of the world's most dynamic creative capitals. These grants support the creative process, build the capacity of small and mid-size arts and cultural institutions, and promote the pursuit of the creative life. The standard online grant inquiry process does not apply for these grants. Applications may only be submitted online at www.rbf.org. Because of the response to the 2011 request for proposals, the Fund will not be issuing requests for proposals in 2012 and 2013. Grantee organizations must wait a minimum of three years from their grant final payment before reapplying. Goal: Supporting the Creative Process The Fund seeks to foster an environment in which artists and the creative process can flourish through the following strategy: Strategy: Supporting organizations that assist individual artists and the creative process, providing infrastructure to sustain the artistic life, and offering artists additional opportunities to develop skills complementary to their creative talents. Goal: Building Capacity in Cultural Organizations The Fund seeks to sustain and advance small and mid-size cultural organizations, particularly those that are community-based and/or culturally specific, with annual budgets under $4 million, through the following strategies: Strategy: Giving non-renewable, capacity-building grants as added vitality in the immediate term. In March 2004, the Rockefeller Brothers Fund decided to concentrate its Asian grantmaking in southern China, one of the fastest growing and most dynamic regions of the world. This focus builds on the Fund s history of philanthropy in East and Southeast Asia and continues over a century of Rockefeller family philanthropy in China which includes the founding of the Peking Union Medical College in 1917. The Fund s geographic area of interest encompasses the nine diverse and interconnected provinces of the Pan Pearl River Delta Guangdong, Guangxi, Hunan, Yunnan, Sichuan, Guizhou, Fujian, Hainan, and Jiangxi and, to a lesser extent, Hong Kong and Macau. This region accounts for one-third of China s population and 40 percent of its GDP. It has played a pivotal role in China s extraordinary progress over the last 30 years, progress which includes, among many achievements, the elevation of hundreds of millions of people out of extreme poverty and the growth of China s economy into the second largest in the world. In practice, RBF grantmaking also connects work in southern China with Beijing-based institutions and stakeholders because of their importance in addressing regional and national sustainable development challenges. Southern China s rapid development, however, has been accompanied by profound challenges including environmental degradation and growing disparities between rich and poor, urban and rural which, if not addressed, threaten the sustainability of development in the region, the country, and the world. With innovative government policy, a vibrant marketplace, and growing public participation, China has the potential to lead the world in sustainable approaches to development. The RBF's southern China grantmaking seeks to assist indigenous Chinese efforts to: 1) prevent and mitigate environmental pollut< ion and improve the well-being of the Chinese people; 2) further sustainability energy practices and climate change solutions; and 3) strengthen community leadership for sustainable development. At the core of all of the RBF s work in southern China is a fundamental belief in the wisdom, creativity, and resourcefulness of the Chinese people. The Fund will encourage multidisciplinary approaches to problem solving that integrate social, economic, environmental, and cultural concerns; and it will seek to foster collaboration at all levels and across sectors government, business, civil society, and academia. SUSTAINABLE DEVELOPMENT Goal: Mitigating Environmental Pollution and Its Impact on Public Health Strategies: Building knowledge, capacity, and cross-sector, cross-discipline collaborations. Strengthening public participation in environmental governance by promoting accountability, transparency, and access to information. Encouraging responsible corporate behavior in protecting the environment and public health. Goal: Advancing Solutions to Climate Change Strategies: Supporting a broad range of initiatives to assist China s efforts to reduce greenhouse gas emissions, with a strong emphasis on work at the provincial and local levels to promote energy conservation and clean energy production. Building understanding and facilitating cooperation between the United States and China in pursuing effective policy and action on energy and climate challenges. Goal: Strengthening Community Leadership to Support Sustainable Development Strategies: Nurturing indigenous philanthropy. Strengthening the capacity of key civil society institutions, including the development of emerging leaders. The Rockefeller Brothers Fund (RBF) has been engaged in grantmaking in the Western Balkans since 2001. At that time, in light of the region s long history of instability and the recent conclusion of the Balkan wars of the 1990s, the prospect of a peaceful, democratic, and prosperous Europe hinged, in part, on the Balkans successful transition to a post-Communist and post-conflict era. During its first years in the Western Balkans, the Fund s grantmaking aimed to nurture healthy democratic processes, support regional initiatives to debunk persistent myths and prejudices, and encourage development of a vibrant civil society. The Fund s work in the Balkans, and especially in Serbia, Montenegro, and Kosovo, builds on its 20-year experience in Central and Eastern Europe, supporting transition processes and helping to create conditions for their accession to the European Union. The countries of the Western Balkans are now focused on realizing their own European integration aspirations, as accession brings with it the promise of stability and rule of law necessary prerequisites for long-term peace, prosperity, and democracy. To support that vision, the Fund will help create the enabling legal, fiscal, and political environment for EU membership, giving special attention to democratic practice and sustainable development requirements. Engagement and leadership of youth in building a sustainable future for the region, facing the past, and establishing a truth and reconciliation process will continue to be part of the RBF s support in the region. The RBF will continue to work closely with civil society groups, governmental institutions, and other funding organizations to highlight the richness of the region s ethnic, gender, age, cultural, and racial diversity and to promote the values of a tolerant and inclusive society. The RBF is pursuing the following goals and strategies across the Western Balkans region: DEMOCRATIC PRACTICE Goal: Improving the Performance, Transparency, and Accountability of Government Strategies: Enhancing the capacity of civil society to monitor the quality of public sector governance and service delivery. Strengthening the investigative and educational practices of media and nongovernmental organizations. Strengthening the capacity of government and nongovernmental institutions to conduct s< ound policy analysis. Goal: Building Civil Society Capacity and Effectiveness to Strengthen Participatory Democracy Strategies: Strengthening the organizational and financial capacity of the civic sector. Stimulating indigenous philanthropy and solidarity in society. SUSTAINABLE DEVELOPMENT Goal: Building a Culture and Practice of Sustainable Development Strategies: Contributing to participatory and inclusive approaches to the design and implementation of strategies for sustainable development. Supporting educational reforms to include sustainable development concepts and practices as part of curriculum. Introducing and encouraging energy efficiency and environmental protection approaches in economic and infrastructure development. PEACEBUILDING Goal: Strengthening Constituencies for Reconciliation and Enduring Peace Strategies: Supporting efforts to establish and disseminate the truth about atrocities and mass violations of human rights during the years of conflict in the region. Contributing to regional initiatives that engage diverse states and communities in conflict transformation to create conditions for enduring peace. Engelstad Family Foundation#Carson Family Charitable Trust, The$http://www.webcitation.org/674NUcQYE$http://www.webcitation.org/674NVaVFr$http://www.webcitation.org/674NWmHDh$http://www.webcitation.org/674NXdL0x$http://www.webcitation.org/674NZSjAy$http://www.webcitation.org/674NaW43bServiceIsrael Inclusivity GrantmakingNetworks5Tens of thousands of young Jewish adults are eagerly engaging in vibrant, personally meaningful Jewish experiences. We re committed to making these experiences as widespread and relevant as possible. At CLSFF, our vision is to inspire as many teens, college students and young adults as possible to live Jewishly and to find and create exciting modes of Jewish engagement for themselves and their peers. We want to reach these young people with a powerful message: that in their search for meaning, for relevance, for connections and direction, actively engaging in Jewish life offers an incredible wealth of opportunities. We are broadening the reach and diversifying the appeal of Jewish life by creating and investing in programs, as well as supporting and partnering with institutions, organizations and initiatives, that: Engage individuals who currently lead or have high potential to lead the entrepreneurial and established Jewish organizations and communities; Provide infrastructure for recruitment, peer-to-peer engagement and follow-through for immersive and episodic experiences; Uphold a vision of a continuum of engagement that includes a web of Jewish activities and organizations across ages and geographies; and Create effective, cohesive and interconnected experiences for young Jewish adults. A Jewish service movement is beginning to blossom. We re investing in this movement to inspire, educate and connect young Jews eager to make a difference in the world. At CLSFF, we are working to expand authentic service learning experiences that make service a core Jewish value, a gateway to Jewish life and a rite of passage for all young Jews. We envision a generation of Jews who are committed to service and who build a powerful force to dramatically and positively impact communities and individuals in need around the world. To reach this goal, we support initiatives, partnerships and collaborations that: Enhance and multiply opportunities for young people to serve in Jewish service programs; Provide Jews serving in nonsectarian programs with Jewish framing, connections and experiences; and Invest in the leadership, innovation and infrastructure needed to increase the resources, scale, quality and impact of these opportunities and programs. Israel plays an important role in the lives of the Jewish people, as an ally of the United States and on the world stage. We re committed to building knowledge of, and deepening connections to, this diverse and complex country. Our love for Israel has figured strongly in our grantmaking since the earliest days of our foundation. Currently we are at the forefront of expanding opportunities for young Jews to learn about modern Israel i< nside and outside the classroom. We aim to significantly broaden and improve the quality of formal and informal Israel education in the U.S. in four primary areas: University-Level Education: Offering opportunities to study about modern Israel in a rigorous, academic way at universities across the U.S.; Pre-Collegiate Education: Vastly improving the quality of modern Israel education in K-12 formal and informal educational settings; Advocacy and Engagement: Expanding the understanding of modern Israel outside of the classroom through targeted initiatives, especially on campuses; and Arts and Culture: Exposing both Jewish communities and the general public to the vibrant, creative face of modern Israel through the lens of its arts and culture. The Jewish community is a tapestry of people and identities representing the rich diversity of what it means to be Jewish. We re committed to fostering welcoming, inclusive communities for all Jews. At CLSFF, our interest in promoting a diverse and inclusive community is currently focused on supporting programs for lesbian, gay, bisexual and transgender (LGBT) Jews seeking to actively lead Jewish lives. We are strengthening the capacity of the organized LGBT Jewish community while uniting leaders who are prepared to make the necessary changes for Jewish institutions to become fully inclusive. Specifically, we are working with Jewish organizations to: Institute non-discrimination hiring policies for sexual orientation and gender identity or expression; Provide benefits for domestic partners of staff members; and Craft practices around the use of inclusive language and images. At CLSFF, our primary vehicle for achieving our mission is our grantmaking, which has become increasingly strategic with each passing year. We focus our investments on building large-scale national movements across our key program areas using four interwoven strategies that we believe make us more efficient and effective: Launching and funding platform organizations to advance entire fields; Incubating and piloting new initiatives that enhance these fields; Creating connections, partnerships, robust networks, and common standards and systems among our grantee organizations; and Employing rigorous evaluation to measure impact, refine approaches and boost the effectiveness of the organizations we support and the fields in which they operate. Beyond the dollar value of our grants, our team provides tangible support to our grantees, including strategic advice, mentoring, coaching, board service, and convenings, retreats and networking opportunities for leadership at all levels. We also take our commitment to collaboration very seriously and work with a range of partners to achieve our goals. Our partners include the nonprofit organizations to whom we make grants, as well as the foundations and organizations who may co-fund with us or help us bring together multiple players working toward a common goal. As one of the largest players in Jewish philanthropy, we continuously challenge ourselves to find the most effective ways to use our financial and human resources to maximize our impact and fulfill our vision. For more, read The New Philanthropy (Giving Effectively in Challenging Times) by our national director, Lisa Eisen. Grants Policy In 2010, following nearly a decade of steady growth and expansion into new programs, organizations and initiatives, we shifted our emphasis to deepening, rather than solely broadening, our impact. Due to the increasingly strategic and focused nature of our grantmaking, we are not currently accepting unsolicited requests or proposals for funding. We work continuously to identify potential grant applicants through due diligence procedures and will request proposals from a limited number of organizations that fall within our current focus areas. With this in mind, we are still interested in learning about the organizations, initiatives and ideas that inspire you. Please use the form below to provide us with a brief description, which we will keep on file for future reference.Vibrant pockets of Jewish life are sprouting up around the world. We are committed to helping these clusters of relationships grow and connect to each other in service of our larger collective vision: building inspired, enduring Jewish communities. CLSFF believes that by facilitating stronger connections and relationships between the individuals, organizations and networks that comprise Jewish life today, we can ultimately achieve our greater common aspirations. In doing so, we hope to inspire and empower large numbers of young Jewish adults to take ownership of their Jewish identities and live rich Jewish lives in the 21st century. We are exploring how to help connect and strengthen networks of Jewish life together in ways that match the dynamic and evolving nature of today s world fast paced, rapidly changing, hyper connected. Currently we are focused on: Identifying, animating and linking existing and emerging networks of young Jewish adults and their leadership to resources that will enable them to create personally meaningful Jewish experiences for themselves and their peers; Supporting a complementary mix of programs and partnerships designed to help as many you< ng Jewish adults as possible connect with one another and work together to build vibrant Jewish communities; and Engaging with individuals who are personally and collectively weaving the tapestry of Jewish life in ways that will enable our communities to respond to the ideas, interests and experiences that will inspire even larger numbers of young Jewish adults. Manton Foundation, The%http://www.webcitation.org/66YwStq55 %http://www.webcitation.org/66YwT04AQ %http://www.webcitation.org/66YwTJA9J %http://www.webcitation.org/66YwTKlj2 %http://www.webcitation.org/66YwTbuoV %http://www.webcitation.org/66YwTgPmX %http://www.webcitation.org/66YwTvqHK Education ProgramServing Bay Area CommunitiesPhilanthropy ProgramPerforming Arts Program)Global Development and Population Program0The Education Program makes grants to improve education by expanding the reach of openly available educational resources, improving California education policies, and by supporting "deeper learning"  a combination of the fundamental knowledge and practical basic skills all students will need to succeed William and Flora Hewlett had a deep and abiding commitment to the community in which they lived. Today, their Foundation provides support to a range of vital nonprofit organizations that offer services to disadvantaged communities in the Bay Area and Central Valley.sMost grantmaking is based on finding organizations that fit with the Foundation s strategies. But the Foundation recognizes that sometimes unanticipated problems and opportunities arise that require flexibility in how we respond. The Foundation reserves funding each year to support special projects that do not necessarily align with the Foundation s primary strategies.Philanthropy is an essential resource for the nonprofit sector. Individuals, foundations, and corporations in the United States contribute roughly $300 billion each year to more than a million non-profit organizations that address complex social and environmental problems and enrich communities.But a donor who cares about an issue is faced with a daunting task. The information available is often inadequate, making it difficult to determine the impact of giving. And if donors do not make well-informed choices, funds will not always go to the organizations that do the greatest social good.With these challenges in mind, the Hewlett Foundation and its Philanthropy Program are committed to making sure that more money goes to the most effective organizations and that nonprofit organizations make the maximum impact. The Philanthropy Program has identified three strategies to advance these ideals.The Performing Arts Program supports artistic expression and encourages public participation in the arts. Grants sustain many quality organizations, from such well-established ones as the San Francisco Symphony and Berkeley Repertory Theatre to the more experimental organizations such as Intersection for the Arts, which presents new and alternative performances in such areas as dance, music, and literature.The Global Development and Population Program makes grants to improve the well-being of vulnerable people. In developing countries, our grantmaking focuses on promoting transparent, accountable governance to deliver social services. We also make grants in developing countries to provide high quality basic education, family planning, and reproductive health, and to ensure that policymaking is based on sound evidence. In the United States, the Program supports access to quality family planning and reproductive health servicesThe Environment Program makes grants to conserve the North American West and to tackle the problems of energy and climate change. William and Flora Hewlett recognized the importance of protecting the environment, making it a cornerstone of the Hewlett Foundation's work. Today, their commitment is expressed through our ongoing efforts to tackle complex environmental problems at home and abroad. Urgent questions about greenhouse gases and climate change, land and water conservation, energy efficiency and clean transportation all demand the world s attention. We pursue four broad goals designed to help protect the planet for generations to come.%http://www.webcitation.org/66YxTyjhX %http://www.webcitation.org/66YxTjn6E %http://www.webcitation.org/66YxTqIrd %http://www.webcitation.org/66YxTNOWC Open Educational ResourcesCalifornia EducationDeeper LearningThe Education Program supports San Francisco Bay Area organizations that advance the Program's overall goals. These include: " Demonstrations of innovative Open Educational Resources activities " Examples of deeper learning in practice [Since 2002, the Hewlett Foundation has worked with OER grantees to improve education globally by making high-quality academic materials openly available on the Internet. The Education Program continues to work toward establishing a self-sustaining and adaptive global OER ecosystem and demonstrating its potential to improve teaching and learning.To that end, the Hewlett Foundation in 2011 helped establish the California Education Policy Fund, which will make grants to support innovative organizations working to reform state policy with an emphasis on closing the achievement gap for the neediest students. It replaced direct grants from the Foundation s Education Program while maintaining the Program s commitment to reform of education policy in the state.AThe Foundation envisions a new generation of U.S. schools and community colleges designed to give all students especially those from underserved communities the knowledge and abiliti< es necessary to succeed in this new environment. These schools would harness the deeper learning skills of critical thinking, problem solving, effective communication, collaboration, and learning how to learn to help students develop a strong foundation in traditional academic subjects. The benefits are clear at every level. Students need deeper learning to succeed in college and prepare for careers. The United States must cultivate its talent and raise its overall educational attainment in order to lead in the global economy. And the world needs these capabilities to solve critical problems through teamwork and international collaboration. %http://www.webcitation.org/66YxVpMz5 %http://www.webcitation.org/66YxVf2dM %http://www.webcitation.org/66YxVVfIl Energy and ClimatehPoor communities and neighborhoods frequently have fewer parks, lack equipment to take advantage of outdoor recreation, and are in need of more environmentally-friendly public transportation. With this in mind, the Environment Program makes a small number of multi-year grants to support regional organizations that partner with residents of these communities.The Environment Program is committed to dramatically lowering global emissions of greenhouse gases and traditional pollutants worldwideWThe Hewlett Foundation envisions an ecologically vibrant West where the landscape is unspoiled and people and wildlife thrive. We invest in a range of efforts to help build broad-based support for conservation and ensure that Western ecosystems and species thrive. With an eye to the effects of climate change, and respect for sustainable human uses, the Foundation seeks to fund organizations working to protect land and rivers that are essential to healthy biodiversity and ensure their continuing protection by building broad-based support for conservation among key constituencies in the West. %http://www.webcitation.org/66YxhT9eM %http://www.webcitation.org/66YxhMMTD %http://www.webcitation.org/66Yxh6g7D %http://www.webcitation.org/66YxhA4S1 %http://www.webcitation.org/66Yxgfdif OAccess to Quality Family Planning in the Developing World and the United States)Quality Education in Developing CountriesBStrengthening Capacity for Research, Policy Analysis, and Advocacy7Better Governance through Transparency & AccountabilityThe Hewlett Foundation makes a number of grants in the San Francisco Bay Area and California's Central Valley in order to reduce teen pregnancy particularly in disadvantaged communities. These local grants not only serve the local community, but also provide valuable insights on what programs work on the ground. These lessons inform the Foundation's grants elsewhere in California, the U.S., and around the world.wEnsuring access to family planning and reproductive health in the developing world and in the United States entail different challenges, but for the Global Development and Population Program the same underlying principles drive both. Access to voluntary family planning and good reproductive health benefit both individuals and their community, wherever they are in the world1Many more children enroll in school today than a decade ago, an achievement brought about by leadership and policy changes at the international and national levels. But the promise of greater enrollments may not pay off. Just enrolling in and attending school does not guarantee mastery of even the most basic skills. The Hewlett Foundation s Global Development and Population Program, working in a unique partnership with the Bill & Melinda Gates Foundation, established the Quality Education in Developing Countries (QEDC) initiative to focus on ensuring that children learn to read, calculate, and begin to think critically by the end of third grade. QEDC has developed a strategy to demonstrate that significant changes in education from teacher practice to donor behavior are possible in a relatively short time.Improving lives in the developing world begins with accurate, high quality information that leaders can use to create sound policy. The Global Development and Population Program funds a broad range of grantmaking to ensure that information is availableNo government policy, no matter how sound, can help its citizens if its execution is hobbled by the corruption or inefficiency. Too often in the developing world, budgets are diverted and policy goals are ignored, with result being that some of the world s poorest people do not receive the help they need to succeed. In response, the Global Development and Population Program makes a broad range of grants to organizations that work to shed light on the workings of governments and how they manage revenue and deliver services.%http://www.webcitation.org/66YxtusVr %http://www.webcitation.org/66Yxu9T0X %http://www.webcitation.org/66YxuFbtQ $http://www.webcitation.org/6780iFfj2%http://www.webcitation.org/66YxuWOcV %http://www.webcitation.org/66YxuQszr Opportunities for ParticipationExceptional Works of Art$The California Cultural Data Project;The Performing Arts Grantmaking Strategy and Arts EcosystemvFor more than forty years, the Hewlett Foundation s Performing Arts Program has played a leading role in nurturing the San Francisco Bay Area s rich cultural diversity. The Program s grantmaking supports organizations that use the power of the arts to reduce barriers for low income communities and communities of color in the Bay Area to access and participate in the arts.Years of budget cuts have decimated arts education in California public schools. In response, since 2005, the Performing Arts Program, in collaboration with the<  Foundation s Education Program, has made a series of grants totaling more than $10 million as part of an initiative to encourage the state to follow its own Visual and Performing Arts content standards. At the heart of these investments is a goal to provide a quality education that includes the arts  music, dance, theater, and visual arts  to California s 6.5 million K-12 public schoolchildren. As part of the Performing Arts Program s strategy, support for arts education increases participation in arts experiences and helps to ensure that young people have access to the arts.The San Francisco Bay Area is a mecca for artists in the United States. The Hewlett Foundation supports hundreds of the region's performing arts organizations-from theater companies to contemporary music ensembles, dance companies, and film, video, and new media projects. The Program hopes to make the arts easily accessible-to bring theater, music, anddance into people's everyday lives.The California Cultural Data Project is an online management tool designed to strengthen arts and cultural organizations. This unique system allows users to track their own financial and programmatic performance over time and to benchmark themselves against comparable organizations in specific disciplines, geographic regions, and budget sizes. Applicants to the Hewlett Foundation's Performing Arts Program must create a California Cultural Data Project profile to be eligible for consideration.The Performing Arts Program makes grants to ensure that the San Francisco Bay Area remains a place for exceptional works of art. As the area's largest funder of the performing arts, the Hewlett Foundation supports more than two hundred nonprofit organizations and artists.The Arts Ecosystem helps us understand the constellation of entities and people that create art, that experience it, and that build and maintain the arts infrastructure. It include the individuals and public and private sector institutions that support the arts, for- and non-profit arts and entertainment organizations that provide support and venues for arts experiences, artists that create and interpret works of art, and the general public, which participates in, experiences, and supports the arts. As in any ecosystem, these different actors are connected to and influence one another, and their vitality impacts the system's overall health. The arts ecosystem is impacted by environmental factors such as changing demographics, advances in technology, and the national economy.%http://www.webcitation.org/66Yxv4Rih %http://www.webcitation.org/66YxvJGG7 &Improving the Practice of Philanthropy/Improving the Nonprofit Information Marketplace Understanding good practices and strategies for philanthropy, and making sure this information gets in the hands of practitioners are crucial steps to improving the practice of philanthropy. Unfortunately, up-to-date research about philanthropy doesn't always exist or is hard to find. As a result, the Hewlett Foundation makes grants that support the development of this research as well as ways to share it with potential donors. A grant to the Duke Foundation Research Program, for example, helped grow a research and teaching program to better understand how foundations make decisions, and to find more accurate ways of measuring their impact. The Bridgespan Group, another grantee, continues to draw lessons from its nonprofit consulting firm and share them in reports. Good information is a vital part of good decision-making. In the business world, investors use a variety of data to help them decide where to put their money. In the world of charitable giving, as donors look to invest in people and programs, the necessary information isn't always as accessible or reliable. For that reason, the Philanthropy Program works to strengthen the online marketplace of information-ways for donors to compare potential grantees and learn more about their goals, strategies, performance, and progress. %http://www.webcitation.org/66Yxw3ONu =Update to the Legislative Tri-Caucus on Diversity GrantmakingsThroughout its history, the Hewlett Foundation has been committed to supporting diverse and disadvantaged communities in the Bay Area and around the world. The following is a letter that Foundation President Paul Brest shared with the California Legislative Tri-Caucus to provide an update on the Foundation s grantmaking to support diverse and disadvantaged communities.%http://www.webcitation.org/6733bItUZ %http://www.webcitation.org/673456vf9 $http://www.webcitation.org/6734BLTaxEducation Reform Home RegionThe Walton Family Foundation is committed to improving K-12 student achievement in the United States at every level  in traditional public schools, charter public schools and private schools. Our core strategy is to infuse competitive pressure into America s K-12 education system by increasing the quantity and quality of school choices available to parents, especially in low-income communities. When all families are empowered to choose from among several quality school options, all schools will be fully motivated to provide the best possible education. Better school performance leads, in turn, to higher student achievement, lower dropout rates and greater numbers of students entering and completing college. The Walton Family Foundation s environmental giving focuses on achieving lasting conservation in some of the world s most important ocean and river systems. Desired outcomes are intended to benefit both people and wildlife by aligning economic and conservation interests. Accordingly, we invest in projects that create new economic incentives for sustainability and biodiversity protection, and in projects utilizing other conservation tools where needed. In our Home Region, we invest in programs of specific interest to the Walton family that measurably improve the quality of life and enhance educational and economic opportunities for the citizens and communities of northwest Arkansas, throughout the< state of Arkansas, and in the delta region. Through the years, both the Walton family and the foundation have played leadership roles in these areas by addressing key issues and leveraging important opportunities impacting education, economic development and quality of life. These past investments have demonstrated a strong commitment to the Home Region, and it will continue to be a focus area of extraordinary interest and importance to the Walton family. %http://www.webcitation.org/6734NXqsy %http://www.webcitation.org/6734jowdJ %http://www.webcitation.org/6734uAHPy Shape Public PolicyCreate Quality SchoolsImprove Existing Schools.For parents to be empowered to choose among high-performing schools, local and state public policy must allow for those choices to exist. To this end, we seek to build the capacity of organizations to help enact, strengthen and protect programs that empower parents to choose high-performing schools. xOnce strong policies are in place to allow parental choice, we support entrepreneurs who are creating high-quality schools. Investment Strategies To facilitate the establishment and expansion of new, high quality schools of choice, we invest in: School Startups  Promising groups starting or expanding schools of choice; Charter Management Organizations  Replication capacity of proven charter management organizations; School Leaders  Groups that train people to open and lead quality schools of choice; and Facilities Assistance and Financing  Groups that assist schools of choice with obtaining and financing facilities. Many schools  whether district, public charter or private  respond constructively to the evolution of increasingly competitive markets. The Walton Family Foundation invests in these schools and organizations that support them to enhance student performance. Investment Strategies To help reformers respond constructively to increasing competition, foundation investment strategies include: Teacher Effectiveness  Improve the way teachers are selected, trained and compensated; District School Replacement  Help traditional districts close and replace low-performing schools; and Non-district School Quality  Address weaknesses in the governance, management and instructional performance of public charter and private schools. %http://www.webcitation.org/6735Fgi1d %http://www.webcitation.org/6735QBjeG Freshwater Conservation2Our goal is to ensure healthy and resilient communities of both wildlife and people in targeted river systems. We want to do this through economic incentives and other conservation tools, including engaging in demonstration projects, pursuing policy reforms at the federal and state levels, supporting targeted scientific and economic analysis, and advancing communications strategies. Our geographic focus is on the Mississippi and Colorado River Basins. Strategies in both river basins are organized around four components, all key to a healthy river system. M Within globally important marine areas that are Walton Family Foundation priorities, we work with our grantees to create networks of effectively managed protected areas that conserve key biological features, and ensure the sustainable utilization of marine resources  especially fisheries  in order to benefit nature and people. %http://www.webcitation.org/6735gJUdG %http://www.webcitation.org/6735pGNFb $http://www.webcitation.org/67363bhiSArkansas Education ReformNorthwest Arkansas*Delta Region of Arkansas and Mississippi In the state of Arkansas, we are engaged in efforts to increase academic performance of the state s students by investing in programs that improve accountability, transparency, choice and incentives in our public schools. Investment Strategies We work with grantees to: Promote and support academically and financially successful independent and open-enrollment public charter schools, and encourage the closure of those that are not; Invest in organizations that can leverage continued policy support and advancement of educational accountability and choice policy, primarily Act 35, Omnibus, and Open-Enrollment Public Charter School/School Choice Policy; and Assist traditional school districts in complying with the mandates of Arkansas accountability policy, primarily Act 35 and Omnibus. kAs a result of strong historical and Walton family ties, northwest Arkansas is of particular importance to us. The goal is to enhance the quality of life for residents of northwest Arkansas, primarily in Washington and Benton counties, by supporting community, economic and educational initiatives that will have a direct impact on the regional industries ability to attract and retain a quality workforce. Investment Strategies The Walton Family Foundation focuses its investments on five primary quality-of-life drivers in the region, including: Efforts to improve education by investing in independent public charter schools, state and geographically targeted advocacy organiza< tions, traditional school districts and preschool programs; Economic development and infrastructure; Fine arts, culture and natural amenities; Diversity outreach; and Environmental programs. _Our history of support and engagement in the Delta dates back to 1991. We work with our grantees to improve the quality of life in this impoverished region by implementing economic development and community-based strategies that lead to sustainable progress in these defined geographic areas, and by enhancing educational opportunities for children and adults. We work with two intermediary organizations that implement and monitor these projects: Southern Bancorp Capital Partners (Phillips County, Arkansas, and Coahoma County, Mississippi) The Foundation for the Mid South (Leflore County, Mississippi) $http://www.webcitation.org/6736eztxN%http://www.webcitation.org/6736npeKz %http://www.webcitation.org/6736vnd9e %http://www.webcitation.org/673721FND $http://www.webcitation.org/6737CAxTD$http://www.webcitation.org/6737QPR6s Educated Kids Healthy KidsSecure FamiliesRacial Equality Mission-Driven Investments3To ensure that all children get the development and education they need as a foundation for independence and success, we seek opportunities to invest in early child development (ages zero to eight), leading to reading proficiency by third grade, high school graduation, and pathways to meaningful employmentWe seek funding opportunities that allow us to make progress in ensuring that all children can grow and thrive by having love, good parenting, high-quality food, physical activity, interaction with nature and access to health care. .Research shows that family economic security is a key to creating the conditions that help children be successful in learning, in school and in life. Our goal is to build economic security for vulnerable children and their families through sustained income and asset accumulation. .We believe that all children should have equal access to opportunity. To make this vision a reality, we direct our grants and resources to support racial healing and to remove systemic barriers that hold some children back. We invest in community and national organizations whose innovative and effective programs foster racial healing. And through action-oriented research and public policy work, we are helping translate insights into new strategies and sustainable solutions. .yWe believe that people have the inherent capacity to solve their own problems and that social transformation is within the reach of all communities. We partner with those committed to inclusion, impact, and innovation in solving public problems. We seek engagement through dialogue, leadership development, collaboration, and new models of organizing. We amplify voices, and support the civic and philanthropic infrastructures that help propel vulnerable children and communities forward. By partnering with diverse communities, we support new solutions tailored to meet the needs of children and families who are most vulnerable. .Just as the W.K. Kellogg Foundation awards grants to advance our mission of improving the lives of vulnerable children, our mission-driven investing effort uses investments to reinforce that same goal. Our mission-driven investing program is, as its name suggests, an investment program designed to help maximize our efforts to realize our mission. The approach goes beyond traditional grantmaking efforts to invest endowment dollars in enterprises that both realize market rates of return and improve the lives of vulnerable children. $http://www.webcitation.org/6737gMQBEEducation Nation;The W.K. Kellogg Foundation is proud to support Education Nation, NBC s signature leadership summit and news broadcast initiative, beginning Sunday, Sept. 25. A few ways to stay engaged in this effort are to learn more about WKKF and Education Nation, watch Education Nation programming and join the conversation. %http://www.webcitation.org/6737o3qqk %http://www.webcitation.org/67381FhHK Dental TherapyFood & CommunityAt the Kellogg Foundation, we are working with partners across the country to build awareness of oral health access issues and to end dental care shortages that disproportionately afflict low-income communities and communities of color by bringing quality dental care to every communityThrough the W.K. Kellogg Foundation Food & Community program, the foundation targets investments to improve school food systems, increase access to good food and physical activity, and shape the national movement for healthy eating and active living. $http://www.webcitation.org/67387Axmt%http://www.webcitation.org/6738EejeP New Options ProjectMoving Above the LineThe New Options Project is an initiative to establish new ways of connecting out-of-school, out-of-work young people, ages 16-24, with meaningful career opportunities. Through innovations at alternative schools, community-based organizations, and work-training programs, New Options helps young people gain marketable skills and build bridges to employers eager for a more prepared workforce. !The W.K. Kellogg Foundation convened national and state-based leaders from across the country who are spearheading critical program and policy work that will help break the cycle of poverty and lay the foundation for a more vibrant pathway to success for children being raised in single-parent households. The gathering, a roundtable on Vulnerable Children in Single-Parent Families, was held May 5-6, 2010 in Grand Rapids, Michigan. It was designed to spark dialogue among experts and offer a rich learning opportunity for all participants. %http://www.webcitation.org/6738Xe7C7 America Healing InitiativeIn 2010, we launched the America Healing initiative, to support programs that promote racial healing and address racial inequity, with the goal to ensure that all children in America have an equitable and promising future. Why is this critical to improving the health, well-being, education and financial security of vulnerable children and families? Children of color are over-represented among the 29 million low-income children and families in this country, particularly among families living in areas of concentrated poverty. They are less likely to attend high-quality schools, live healthy lives, and eat nutritious food. This five-year, $75 million initiative called America Healing is focused on bringing healing to divided communities and bridging racial gaps in the areas of education, health, juvenile justice, economic success, the media, and other areas. This work focuses on issues at the core of structural racism those policies and practic< es that continue to create barriers for children of color while at the same time is aligned with the foundation's primary program areas of Education and Learning; Food, Health and Well-being; and Family Economic Security. %http://www.webcitation.org/6739I6gvH %http://www.webcitation.org/6739PHWQn $http://www.webcitation.org/6739qFuk5Environmental ConservationSan Francisco Bay Area%A healthy natural environment provides us with the resources needed to sustain life from food and clean water, to medicines and raw materials. It also maintains global biodiversity and the productivity and resilience of ecological systems. However, in many places around the globe this natural capital is being spent faster than it can be renewed. Our goal is to change the ways in which people use terrestrial, freshwater, and coastal marine ecosystems to conserve critical ecological systems and functions, while allowing sustainable use. 0The Foundation s Science program seeks to make a significant impact on the development of provocative, transformative scientific research, and increase knowledge in emerging fields through investment in the work of researchers and organizations at the frontiers of science. In addition to funding long-term initiatives, grant dollars are allocated to special and opportunistic science projects with the potential for high impact. The Science program employs a Guiding Framework to achieve its goals and guide its decisions on grant and change making efforts. The San Francisco Bay Area program includes the Betty Irene Moore Nursing Initiative, a commitment to the Betty Irene Moore School of Nursing, and two areas of focus: land conservation, and supporting science education and learning. These issues reflect the Moore family s values and priorities and have been identified as areas where the Foundation s grant dollars can have a significant impact. Our program objective is to make measurable, long-term improvement in the quality of life in the San Francisco Bay Area. %http://www.webcitation.org/673CQqNjK $http://www.webcitation.org/673Ccz7L5$http://www.webcitation.org/673CmJlLX$http://www.webcitation.org/673Cuss2a$http://www.webcitation.org/673D2n9I3Andes-Amazon InitiativeConservation InternationalMarine Conservation Initiative"Wild Salmon Ecosystems Initiative Standalone grants|The Andes-Amazon Initiative s goal is to conserve the Amazonian forests, which provide habitat for biodiversity and regulate the regional climate cycle. To achieve this goal, the Foundation supports work that addresses the following elements: " Resilient protected areas and protected area systems, " The transformation of frontier economies, and " Basin-wide enabling conditions. |The Gordon and Betty Moore Foundation began funding Conservation International (CI) in 2001. The initial commitment provided support for field activities and the creation of innovative programs, such as the Global Conservation Fund, the Center for Applied Biodiversity Science, and the Tropical Ecology Assessment and Monitoring network. Additionally, the Gordon and Betty Moore Foundation supported CI s work in Marine Management Area Science and large-scale action plans in key biodiversity hotspots. CI field work supported by the Gordon and Betty Moore Foundation has focused primarily in South America, Melanesia, and Madagascar. Launched in July 2005, the Marine Conservation Initiative focuses on two of the largest, yet most solvable, threats to the oceans: overfishing (including bycatch and discards of unwanted catch) and habitat alteration. The initiative addresses these threats through support for diverse and broad constituents; durable policies, governance mechanisms, institutions, and financing; and applied science, monitoring tools, and technology. Work is focused in the US and Canada, largely in British Columbia, the U.S. West Coast and New England  geographies selected for their significant ecosystem services, baseline conditions and socio-economic characteristics, momentum among key stakeholders to pursue innovative solutions, and potential to serve as models. Additionally, the initiative is investigating opportunities to advance marine spatial planning that balances human use and conservation in the Arctic. Salmon play a critical ecological role that stretches from the stre< ams where they hatch, to estuaries, to the open ocean, and back to their natal streams to spawn and die. The Foundation s Wild Salmon Ecosystems Initiative is working in collaboration with grantees and partners to ensure that these salmon ecosystems remain healthy. An important focus of the Initiative has been to expand the scale of salmon ecosystem conservation by helping coordinate the work of grantees and other collaborators across a large region. As such, to understand how salmon are fairing across the North Pacific, the Initiative helped launch a clearinghouse for data called the State of the Salmon program. In addition to large-scale, long-term initiatives, the Foundation s Environmental Conservation program supports a limited number of standalone grants for special projects. These grants are evaluated based on the Foundation s four filters, which ask if a project is important, makes a difference and has enduring impact, has measurable outcomes, and contributes to a portfolio effect. Our Environmental Conservation standalone grants have addressed several areas including: %Establishing conservation-friendly land use in unique and irreplaceable sites %Developing new environmental science, including new knowledge, research tools and methods %Supporting conservation-based changes to the economic, social or policy context within which durable environmental conservation can occur$http://www.webcitation.org/673BinMGN$http://www.webcitation.org/673BmxkBC$http://www.webcitation.org/673BuhwPD%http://www.webcitation.org/673C1cMZF "California Institute of TechnologyMarine Microbiology InitiativeThirty Meter Telescope As an alumnus and trustee of Caltech, Gordon Moore has a special connection to the university. The Foundation has committed $300 million in potential grants over 10 years to Caltech to support the institution in maintaining its position at the forefront of higher education and scientific research. The grants, combined with an additional personal gift of $300 million from Gordon and Betty Moore, make Caltech the recipient of the largest donation ever made to an institution of higher learning. While Caltech is relatively small, it attracts world-renowned scientists and engineers, and is pursuing some of the most extraordinary and poignant research in science today. Partly because of its small size, it has a unique capacity to conduct multidisciplinary research. nThe aim of the Marine Microbiology Initiative is to uncover the principles that govern the interactions among microbes (who interacts with whom, how, when, where, and the consequences thereof) and that influence the microbially mediated nutrient flow in the marine environment (who consumes and excretes what, where, how much, when, and the consequences thereof). When completed, the Thirty Meter Telescope (TMT) will be the world s largest ground-based optical/infrared telescope. Between 2003 and 2007, the Foundation funded $50 million to complete a detailed design study for the TMT. In December 2007, the Foundation pledged an additional $200 million for completion of the design and early construction phases, and the construction phase. In March 2009, the TMT successfully completed its five-year Design Development Phase. The Early Construction Phase commenced on April 1, 2009. Science standalone grants are allocated for unique opportunities outside the Foundation s initiative structure and are given to researchers in a broad range of scientific disciplines, such as astronomy, astrophysics, information science, and molecular science. Some standalone grants have helped to increase open access to scientific research and data, as well as improve scientific information exchange capabilities. In some cases, projects indirectly support the Foundation's work in environmental conservation through the development of new tools and techniques. For example, the Foundation has supported the standards-setting body dedicated to developing standards for biodiversity data and metadata, the Taxonomic Databases Working Group (TDWG), which is a vital partner with the Global Biodiversity Information Facility (GBIF) in the digitization and dissemination of the world's primary scientific data on biodiversity$http://www.webcitation.org/673BCYJCl$http://www.webcitation.org/673BHE5eL$http://www.webcitation.org/673BMMHm6$http://www.webcitation.org/673BZh6qH$Betty Irene Moore Nursing Initiative#Betty Irene Moore School of NursingLand ConservationScience LearningThe Betty Irene Moore Nursing Initiative (BIMNI) seeks to improve nursing-related patient outcomes in adult acute care hospitals in five San Francisco Bay Area counties (Alameda, Marin, San Francisco, San Mateo and Santa Clara) and five Greater Sacramento counties (Amador, Nevada, Placer, Sacramento and Yolo). From the time that BIMNI was approved by the Foundation s Board of Trustees in late 2003, through the end<  of 2009, over 115 grants have been awarded, totaling more than $112 million. The Betty Irene Moore School of Nursing at University of California, Davis was launched through a $100 million commitment from the Gordon and Betty Moore Foundation, the nation's largest grant for nursing education. The vision of the Betty Irene Moore School of Nursing is to transform health care through nursing education and research. Through nursing leadership, the school will discover knowledge to advance health, improve quality of care and health outcomes, and inform health policy across California and throughout the nation. }The Foundation s Land Conservation area of focus strives to sustain a healthy Bay Area ecosystem. Many individuals and organizations have worked together to make the San Francisco Bay Area a model urban region that has prospered with a mixture of land uses and conservation. Our efforts support and build on that history. The Foundation seeks to expand the network of conserved landscapes critical to maintaining natural systems function. Efforts to conserve large-scale landscapes are enhanced when there is coordination across the eco-region, and we endeavor to help groups link their work to achieve regional conservation gains. The Foundation supports a number of Bay Area science learning institutions to increase scientific awareness and critical inquiry. These institutions have a strong focus on educational programs for students and teachers, as well as a research component. The Foundation makes grants to support the development of new programs and exhibits to further engage the public in science and technology, and to provide educators, students, and the public with increased exposure to a richness of scientific information. $http://www.webcitation.org/673EIzcNz$http://www.webcitation.org/673EOsqXK$http://www.webcitation.org/673EVgfVJ$http://www.webcitation.org/673Ebx9ny$http://www.webcitation.org/673EgpMagHiger Education and Scholarship4Scholarly Communications and Information Technology %Art History, Conservation and MuseumsPerforming Arts Conservation and the EnvironmentN/AThe Scholarly Communications and Information Technology Program was formed in 2010 through the merger of the Programs on Scholarly Communications and Research in Information Technology. Scholarly communications covers a broad range of activities, including the discovery, collection, organization, evaluation, interpretation, and preservation of primary and other sources of information, and the publication and dissemination of scholarly research. Within this wide area, the Foundation s grantmaking in scholarly communications has three main objectives: (1) to support libraries and archives in their efforts to preserve and provide access to materials of broad cultural and scholarly significance; (2) to assist scholars in the development of specialized resources that promise to open or advance fields of study in the humanities and humanistic social sciences; and (3) to strengthen the publication of humanistic scholarship and its dissemination to the widest possible audience. The Andrew W. Mellon Foundation program for art museums is designed to help excellent institutions build and sustain their capacity to undertake serious scholarship on their permanent collections; to preserve these collections; and to share the results of their work in appropriate ways with scholarly and other audiences. The art conservation program concentrates largely on advanced training for future generations of conservators, but it also undergirds fundamental work in developing fields such as photograph conservation and conservation science  areas of increasing importance to conservation as a whole. Both programs, therefore, are engaged in supporting basic research intended to enable curators, conservators, and other professionals to devote intensive study to the objects in their care, and to make their knowledge and professional expertise available to others in new as well as in more traditional ways. sThe Foundation s Performing Arts Program provides multi-year grants on an invitation-only basis to a small number of leading orchestras, theater companies, opera companies, modern dance companies, and presenters based in the United States. Although the Foundation does not confine its support to large organizations with national visibility, it does seek to support institutions that contribute to the development and preservation of their art form, provide creative leadership in solving problems or addressing issues unique to the field, and which present the highest level of institutional performance. Grants are awarded on the basis of artistic merit and leadership in the field, and concentrate on achieving long-term results. Special consideration is<  also given to programs supporting generative artists US composers, playwrights, choreographers, and artist-led theatrical ensembles. In conjunction with regular program grants, the Foundation also makes a limited number of grants to research and service organizations that are doing work closely related to program goals, particularly in the area of professional development. The Foundation's program in Conservation and the Environment (C&E) evolved from interests originally stated by the Avalon and Old Dominion Foundations as including the preservation of natural areas and the support of "organizations concerned with increasing man's understanding of his natural environment, his relation to it, and the effects of his activities upon it." Through the early 1970s, a substantial fraction of grants supported land acquisition. Between 1974 and 1979, grants supported research in energy, natural resources and the environment including the oceans, and institutions working in these fields. From 1980 through 2002 the program supported basic research on how natural ecosystems work. This support included grants to junior faculty in their first tenure-track positions. We emphasized support of leading institutions, innovative research, and training of promising doctoral and postdoctoral researchers. Grants were originally restricted to the US but gradually expanded to include Latin America and then South Africa. Within the broad field of ecosystems research and training, we generally limited our grants to botany and terrestrial ecosystems because of their key importance to overall ecosystems and because other funding sources paid the least attention to them. $http://www.webcitation.org/673EoBYek$http://www.webcitation.org/673EvqGoo$http://www.webcitation.org/673F6470P$http://www.webcitation.org/673FDy04m0Research Universities and Humanistic ScholarshipLiberal Arts Colleges ProgramvMellon Mays Undergraduate Fellowship Program, Historically Black Colleges and Universities, and Diversity Initiatives .Special International Emphasis: South Africa The Foundation supports a wide range of initiatives to strengthen the institutions that sustain scholarship in the humanities and "humanistic" social sciences, primarily research universities but also a small number of centers for advanced study and independent research libraries. Particular emphases in this area include (but are not limited to) doctoral education, postdoctoral fellowships, faculty research, and discipline-related projects. On occasion the Foundation has underwritten research on higher education. More than 125 liberal arts colleges benefit either from direct grants or from support the Liberal Arts Colleges Program provides through various consortia and associations. The seven consortia currently affiliated with the Program include the Appalachian Colleges Association, which, prior to 2010, was the beneficiary of a separate Foundation program. All grants made by the Liberal Arts Colleges Program result from invitations issued by the Foundation to institutions and organizations with which staff have engaged in preliminary exchanges. Uninvited proposals are not considered. On the basis of criteria, established over several decades, by which the Foundation distinguishes the liberal arts college from other postsecondary institutions, the program has selected approximately seventy colleges that are eligible to seek direct grants from the Foundation. Fundamental among these criteria is a preponderant institutional commitment to a broad liberal education, as opposed to pre-professional training. ~The Mellon Mays Undergraduate Fellowship (MMUF) is one of the Foundation s premier programs and the centerpiece of the Foundation s long-term effort to help remedy the serious shortage of faculty of color in higher education. MMUF aims to create a legacy of qualified and gifted scholars who will provide opportunities for all students to experience and learn from the perspectives of diverse faculty members. Established in 1988, MMUF works to achieve its mission by identifying and supporting students of great promise and helping them to become scholars of the highest distinction. The name of the program honors Dr. Benjamin E. Mays, the noted African-American educator, statesman, minister, and former president of Morehouse College. Dr. Mays was a mentor to Dr. Martin Luther King, Jr., both of whom exemplify the character, integrity, and purposes of the Program s mission and goals.The main goal of the Foundation s higher education program in South Africa is to develop capacity in higher education by providing opportunities for individuals who were previously disadvantaged and individuals who have demonstrated a commitment to the previously disadvantaged. $http://www.webcitation.org/673FaqAtZ$http://www.webcitation.org/673G13q9B$http://www.webcitation.org/673GGHPo2$http://www.webcitation.org/673Ga9oti$http://www.webcitation.org/673GytMEQ$http://www.webcitation.org/673IKwiPW$http://www.webcitation.org/674EzgpMs$http://www.webcitation.org/674F2lZww$http://www.webcitation.org/674F8owl0$http://www.webcitation.org/674FGdDBh$http://www.webcitation.org/674FL4gpC$http://www.webcitation.org/674FSFGT1$http://www.webcitation.org/674FXeiRt$http://www.webcitation.org/674Gduk5X$http://www.webcitation.org/674Grdpz6$http://www.webcitation.org/674Gy47Nj$http://www.webcitation.org/674HBo8jQ$http://www.webcitation.org/674HGTtsE$http://www.webcitation.org/674HQu0GpArts and Culture in Chicago"Community and Economic Development(Conservation and Sustainable DevelopmentDigital Media and Learning#Higher Education in Russia & AfricaHousing&Human Rights and International Justice5MacArthur Award for Creative & Effective InstitutionsMacArthur Fellows Master's in Development PracticeMedia MigrationPolicy ResearchResearch Networks;MacArthur s support for over 200 arts and cultural organizations in Chicago and the region is an expression of its civic commitment to the community where the Foundation is headquartered and John and Catherine MacArthur made their home. Grants are designed to help sustain the cultural life of the city and region. Helping to increase social and economic opportunities for low-income Chicago< ans, MacArthur supports the New Communities Program, a comprehensive community revitalization effort in 16 Chicago neighborhoods, as well as communication of its lessons learned to other cities and the field.MacArthur's conservation grantmaking aims to preserve ecosystems and species and to promote development that respects the environment MacArthur's grantmaking aims to determine how digital media are changing the way young people learn, play, socialize, and participate in civic life. Answers are critical to education and other social institutions that must meet the needs of this and future generations.OTo help nurture the intellectual freedom necessary to keep emerging democratic societies healthy and economically vibrant, MacArthur makes grants for the development of modern university-based science and social science research and training capabilities in Russia and provides long-term support for four leading African universities. 2Decent, stable, and affordable housing is at the core of strong, vibrant families and communities. MacArthur s grantmaking is designed to support more balanced housing policies that acknowledge the importance of affordable rental housing and to help low- and moderate-income Americans improve their lives. MacArthur seeks to further the development of an international system of justice and advance human rights around the globe, with a special focus on Mexico, Nigeria, and Russia. The Foundation s goals in the area of international peace and security grantmaking are to prevent nuclear terrorism and strengthen stability in the Asia-Pacific region/Through the Models for Change initiative, MacArthur supports reform in 16 states and aims to help accelerate a national juvenile justice reform movement to improve the lives of young people in trouble with the law, while enhancing public safety and holding young offenders accountable for their actions.Continuing MacArthur's tradition of encouraging creativity and building effective institutions to help address some of the world's most challenging problems, these annual awards recognize exceptional Foundation grantees and help ensure their sustainability. The MacArthur Fellows Program awards unrestricted fellowships to talented individuals who have shown extraordinary originality and dedication in their creative pursuits and a marked capacity for self-direction.kThe challenges of poverty, population, health, conservation, and human rights around the world are interconnected, requiring sustained and comprehensive interventions. Recognizing the need for a new approach, MacArthur supports the first global initiative to provide rigorous, cross-disciplinary professional training for future leaders in sustainable developmentMacArthur supports the production and distribution of news and documentary programs for television, radio, and the web that help inform the American public about important domestic and international current affairs and policy issues. MacArthur seeks to foster systematic improvement in the lives of migrants worldwide through support for improved governance of international migration and research on the relationship between migration and economic development. @MacArthur s policy-related grantmaking aims to improve and inform decision making at the federal, state and local levels through general operating support to a small portfolio of organizations across an array of issues and special fiscal, demographic and analytical projects with broad implications for domestic policy. The Foundation s population and reproductive health grantmaking has two goals: to reduce maternal mortality and morbidity; and to advance young people s sexual and reproductive health and rights. Geographic priorities are India, Mexico, and NigeriaBy providing flexible loans and equity investments, known as program-related investments, MacArthur helps nonprofit and social enterprises grow and leverage capital to meet the needs of underserved peopled and communities. The Foundation supports interdisciplinary research networks, "research institutions without walls," on topics related primarily to human and community development. They are Foundation-initiated projects that bring together highly talented individuals from a spectrum of disciplines, perspectives, and research methods. The networks examine problems and address empirical questions that will increase the understanding of fundamental social issues and are likely to yield significant improvements in policy and practice.$http://www.webcitation.org/673Fjdrbl$http://www.webcitation.org/673G7QkUa&Chicago International Connections Fund"Macarthur Arts & Culture Loan FundoTo encourage a stronger artistic community in Chicago, the MacArthur Foundation has established a one-year, $1 million fund to help eligible non-profit arts and culture organizations advance their work by collaborating with peer organizations abroad. Through these international artistic collaborations, the Foundation helps foster new work and international learningThe Working Capital Loan Fund provides small and medium sized arts and culture organizations with loans to address cash flow shortages and form long-term banking relationships. The program is open to arts organizations that are grantees of the MacArthur Foundation or the MacArthur funds at the Prince Charitable Trusts and the Richard H. Driehaus Foundation. Eligible organizations will have annual operating budgets between $250,000 and $3 million.$http://www.webcitation.org/673ISIM9w$http://www.webcitation.org/673IXqgnQ$http://www.webcitation.org/673IfTiCA*Addressing the Nation's Housing ChallengesHousing Policy Research$Preserving Affordable Rental HousingXThe next several decades will bring dramatic shifts in demographics and family structure coupled with decreased income stability. In an effort to address these challenges while considering the next generation s housing needs, the Foundation launched the Bipartisan Policy Center s Housing Commission, which will release recommendations in 2013.zCompelling findings from a range of fields are revealing critical links between housing and other national policy issues. Our $150 million Window of Opportunity: Preserving Affordable Rental Housing initiative seeks to preserve and improve affordable rental housing nationwide. $http://www.webcitation.org/674HVAytf$http://www.webcitation.org/674HbHbCB&Digital Media and Learning CompetitionHow Housing MattershThe 4th annual Digital Media and Learning Competition will provide $2 million for innovations in badges.How Housing Matters to Families and Communities explores the notion that affordable housing may be an essential "platform" that promotes positive outcomes in education, employment, and physical and men< tal health, among other areas.Open Society Foundations$http://www.webcitation.org/677j8PH4s$http://www.webcitation.org/677jDgQob$http://www.webcitation.org/677jcQdEA$http://www.webcitation.org/677jymQwQ$http://www.webcitation.org/677kSFloC$http://www.webcitation.org/677lTaH1L$http://www.webcitation.org/677m0yfab$http://www.webcitation.org/677m3Eh63$http://www.webcitation.org/677mN7rZp$http://www.webcitation.org/677mdpM7s$http://www.webcitation.org/677mq4eZn$http://www.webcitation.org/677nEo86D$http://www.webcitation.org/677nKB7je$http://www.webcitation.org/677nhHxEZ$http://www.webcitation.org/677oCQE2B$http://www.webcitation.org/677op2cGL$http://www.webcitation.org/677p4NjeQ$http://www.webcitation.org/677pQc90L$http://www.webcitation.org/677pfYfpp$http://www.webcitation.org/677pjc6Ap$http://www.webcitation.org/677q6zidu$http://www.webcitation.org/677qA5pid$http://www.webcitation.org/677qDc5pL$http://www.webcitation.org/677rPev2X$http://www.webcitation.org/677qZnV21$http://www.webcitation.org/677rhzAcW$http://www.webcitation.org/677rksk4s$http://www.webcitation.org/677sJAgem$http://www.webcitation.org/677sWNVQ3$http://www.webcitation.org/677sm80mL$http://www.webcitation.org/677tlKKBq$http://www.webcitation.org/677tz1W56$http://www.webcitation.org/677uv3ofGAfriMAPArab Regional OfficeArts & Culture ProgramAt Home in Europe Project'Burma Project/Southeast Asia InitiativeCentral Eurasia Project#Closing the Addiction Treatment GapDocumentary Photography ProjectEarly Childhood Program%East East: Partnership Beyond BordersEducation Support ProgramGlobal Drug Policy Program(Human Rights & Governance Grants ProgramInformation Prgram.International Higher Education Support Program Internation Migration InitiativeInternational Women's ProgramLatin America Program5Local Government and Public Service Reform Initiative Media Program%Middle East & North Africa InitiativeOpen Society Fellowship"Open Society Institute - BaltimoreOpen Society Institute Brussels)Open Society Institute - Washington, D.C.Open Society Justice InitiativePublich Health ProgramRights InitiativesRoma InitiativesScholarship ProgramsThink Tank Fund U.S. ProgramsYouth InitiativeThe Africa Governance Monitoring and Advocacy Project (AfriMAP) was established in 2004 to monitor the compliance of member states of the African Union (AU) with selected standards of good governance, democracy, human rights, and the rule of law.5Based in Amman, Jordan, the Open Society Foundations Arab Regional Office supports a diverse group of civil society organizations, research centers, universities, and media organizations across the Arab world in Egypt, Iraq, Jordan, Lebanon, Morocco, the Occupied Palestinian Territories, Tunisia, and Yemen. The Arts and Culture Program draws on the power of culture, in particular artistic and expressive culture, to help build and maintain open societies. ~The At Home in Europe Project focuses on monitoring and advocacy activities that examine the position of minorities in a changing Europe. Through its research and engagement with policymakers and communities, the project explores issues involving the political, social, and economic participation of Muslims and other marginalized groups at the local, national, and European levels.The Burma Project/Southeast Asia Initiative focuses on open society issues throughout Southeast Asia, particularly in Burma but also in other countries where essential freedoms are threatened. ?The Central Eurasia Project aims to promote social progress and human rights in the South Caucasus, Central Asia, and Mongolia by developing programs and international campaigns that use policy research and advocacy to shape debates on significant economic, political, social and security challenges facing the region. This national program is designed to create awareness of and increase resources to close an alarming gap in the availability of drug and alcohol addiction treatment for Americans who need it. The Open Society Foundations invite photographers to submit a body of work for consideration in the Moving Walls 20 exhibition, which showcases documentary photography that highlights human rights and social issues. The Early Childhood Program is an education reform program that introduces child-centered teaching methods and supports community and family involvement in preschool and primary school.The East East: Partnership Beyond Borders Program supports international exchanges that bring together civil society actors to share ideas, information, knowledge, experiences, and expertise and to support practical actions that result from that networking.The Education Support Program works to facilitate change in education and national policy development in Central and Eastern Europe, South East Europe, former Soviet Union and Mongolia.The Global Drug Policy Program aims to engage and support drug policy experts and other related professionals as they analyze and publicize the effects of drug policy on public health, human rights, national security, and the economy. The Human Rights and Governance Grants Program provides support to nongovernmental organizations operating in the fields of human rights and governance in Europe and Central Asia.The Information Program works to increase public access to knowledge, facilitate civil society communication, and protect civil liberties and the freedom to communicate in the digital environment.The International Higher Education Support Program (HESP) promotes the advancement of higher education within the humanities and social sciences in Central and Eastern Europe, the former Soviet Union, and Mongolia.The International Migration Initiative seeks to address the inequality, exclusion, and discrimination faced by migrants, as well as to create greater accountability in the way states manage the movement of people across their borders. The International Women s Program promotes the advancement of women s human rights, gender equality, and empowerment as an integral part of the process of democratization.The Latin America Program works throughout the region to create more open societies, enhance human rights protections, and encourage the implementation of economic and political policies firmly rooted in democracy.The Local Government & Public Service Reform Initiative supports democratic and effective national and subnational governance, and advances policy analysis as a tool for decision making in public affairs.The Media Program assists in the development and establishment of media systems marked by freedom, pluralism, and the inclusion of minority voices and opinions.The Open Society Foundations Middle East & North Africa Initiative operates primarily as a grantmaking program on issues ranging from media and information to women's rights.The Open Society Fellowship enables innovative professionals including journalists, activists, academics, and practitioners to work on projects that inspire meaningful public debate, shape public policy, and generate intellectual ferment within the Open Society Foundations.OSI-Baltimore focuses on helping youth succeed, reducing the social and economic costs of incarceration, tackling drug addiction, and b< uilding a corps of Community Fellows to bring innovative ideas to Baltimore s underserved communities. xOSI-Brussels aims to ensure that the European Union puts human rights and good governance at the heart of its policies. OSI Washington, D.C., focuses on civil liberties in the United States as well as other domestic and international policy issues including globalization, criminal justice reform, human rights, and women's rights. The Open Society Justice Initiative pursues law reform activities grounded in the protection of human rights, and contributes to the development of legal capacity for open societies worldwide. The Open Society Foundations Public Health Program supports initiatives throughout the Soros foundations network that encourage sustainable change in public health policy and practice.Rights Initiatives were established to develop a set of global grant-giving projects that build upon the strengths of the Open Society Foundations in promoting human rights and accountability.Roma Initiatives focus primarily on improving the social, political, and economic situation of Romani populations in Central and Eastern Europe and the Balkans region. Scholarship Programs mobilize students and scholars by providing support for fellowships, scholarships, and related activities that empower individuals throughout the world to improve the social, political, and intellectual environments of their home communities. |The Think Tank Fund supports independent policy centers in Europe and Central Eurasia that strengthen democratic processes. The Open Society Foundations U.S. Programs aims to address core threats to open society, including increasingly punitive national security policies, decreasing government transparency, entrenched structural racism, and growing incarceration rates.The Youth Initiative seeks to empower youth to become active citizens who are willing and able to influence public life and promote open society ideals. $http://www.webcitation.org/677jG8s8Y$http://www.webcitation.org/677jHgAsn$http://www.webcitation.org/677jJSEmP$http://www.webcitation.org/677jL5DHp$http://www.webcitation.org/677jMWISz$http://www.webcitation.org/677jOGqFIRights & GovernanceMedia & InformationWomen's RightsKnowledge & EducationArab TransitionsThe Open Society Foundations support proactive and innovative projects, including monitoring, documentation, and advocacy efforts to further diversity, equality, nondiscrimination, and access to justice alongside other basic civil and political rights. The Open Society Foundations support projects across the Arab region that promote free and independent media and the open exchange of information. Gender rights advocacy and research in support of women's engagement in public life as well as improving policy formulation and implementation are a primary focus for the Open Society Foundations. The Open Society Foundations support projects that focus on youth engagement as active citizens in building an open society and promoting early education. The Open Society Foundations promote cultural and artistic creativity as an activity that reflects open society values and positively influences public attitudes. The approach of the Open Society Foundations is to respond to and reinforce Arab leadership in the transitions underway in the region. $http://www.webcitation.org/677jgHIAc$http://www.webcitation.org/677jjqiYkAdvancing Roma InclusionStrengthening Civil SocietyThe Open Society Arts and Culture Program provides grants to projects that aim to promote the cultural inclusion of Roma in Central and Eastern Europe.The Open Society Arts and Culture program provides grants to strengthen alternative and autonomous cultural infrastructures and innovative arts initiatives in Central Asia, the Caucasus, Afghanistan, Moldova, Mongolia, and Turkey. $http://www.webcitation.org/677k8Vnna$http://www.webcitation.org/677kAAPBL$http://www.webcitation.org/677kBaaCh$http://www.webcitation.org/677kD5Jpa$http://www.webcitation.org/677kEy70N$http://www.webcitation.org/677kGjaVk$http://www.webcitation.org/677kIINXt$http://www.webcitation.org/677kJlb3f$http://www.webcitation.org/677kLKMXd$http://www.webcitation.org/677kMvOPL$http://www.webcitation.org/677kOT7fV AmsterdamAntwerpBerlin CopenhagenHamburg Leicester MarseilleParis Rotterdam StockholmLondonvMuslims of Turkish, Moroccan, and Surinamese descent comprise approximately 40 percent of the population of Amsterdam.|Demand for labor in Belgium during the last century fueled an influx of workers from countries including Morocco and Turkey.Immigration has always played an important role in shaping the face of Berlin, which continues to attract migrants from all over the world. The largest immigrant groups recently arriving in Denmark come from predominantly Muslim countries in the Middle East and Africa, as well as Bosnians who fled ethnic cleansing in the Balkans.;Islam is the third largest religion in the city of Hamburg.Leicester has one of the most diverse populations of ethnic minorities in the UK outside of London and is predicted to become the UK s first plural city within the next few years. qIslam is the second most practiced religion in Marseille, where the Muslim population is estimated at 30 percent.Paris, home to a varied population of more than two million people, is a city of immigrants, at least 50 percent of whom are Muslim.While no official statistics are available on religious affiliation of the people of The Netherlands, the number of Muslims in Rotterdam is estimated at around 13 percent of the city s population.Approximately 50 percent of all Muslims in Sweden live in Stockholm, which is the intellectual and theological center of Islam in that country.The London borough of Waltham Forest has one of the largest concentrations of Muslims in the UK and the third largest Muslim community in London.Central Eurasia Project $http://www.webcitation.org/677lgZiRW$http://www.webcitation.org/677li9fl1$http://www.webcitation.org/677lkqMGn$http://www.webcitation.org/677lmHTnR$http://www.webcitation.org/677lsITCZ$http://www.webcitation.org/677lo1zF8Labor Migration$Transparency and Consumer Protection9Transparency of Western Military and Security Cooperation Turkmenistan UzbekistanHThe Central Eurasia Project supports human rights organizations that protect and promote fundamental political and civil rights, including but not limited to individual physical security and safety; protection from discrimination; rule of law; access to information; and freedom of assembly, speech, and political participation..The Central Eurasia Project works to address widespread mistreatment of labor migrants from Central Asia and the Caucasus on a strategic level to achieve an improved management of rights violations in the receiving countries and to mitigate negative impacts of labor migration on the sending countries.The Central Eurasia Project funds research that sheds light on the formal and informal set-up of the energy sector and provides resources to organizations that work to enhance electricity and hydropower governance in the region.The Central Eurasia Project provides funding for projects that increase the transparency of Western military and security cooperation by monitoring pertinent developments and trends, particularly those that impact w< ider foreign policy agendas of Western countries towards Central Asia.The Central Eurasia Project promotes civil society in Turkmenistan via support for social and economic rights, community development, good governance, human rights, and more.XThe Central Eurasia Project addresses human rights and rule of law issues in Uzbekistan.$http://www.webcitation.org/677mCQ0bU$http://www.webcitation.org/677mETATK$http://www.webcitation.org/677mGDRcN$http://www.webcitation.org/677mHxGQ0$http://www.webcitation.org/677mJZG61Audience Engagement Grants Discretionary Grants Moving Walls Exhibition Production Grants to Individuals"Production Grants to OrganizationsThe Open Society Documentary Photography Project provides grants to encourage new ways of presenting documentary photography to the public.The Documentary Photography Project awards small discretionary grants on a case-by-case basis to work that has broad impact in the photographic community.Since its inception in 1998, Moving Walls has featured over 100 photographers whose works address a variety of social justice and human rights issues that coincide with OSI s mission.The Documentary Photography Project provides production support directly to individual photographers from Central Asia, the Caucasus, Afghanistan, Mongolia, and Pakistan.The Documentary Photography Project provides production support to organizations that award production grants to photographers through their own grantmaking programs. $http://www.webcitation.org/677mUFzrI$http://www.webcitation.org/677mYhboS$http://www.webcitation.org/677mZdVSg$http://www.webcitation.org/677mazF9pPublic Policies and ProgramsCapacity DevelopmentEquityMonitoring & AccountabilityThe Early Childhood Program engages in analysis and policy development to help establish high-quality, affordable education systems and services that respect the rights and needs of communities, children, and parents, particularly disadvantaged children and their families.The Early Childhood Program provides technical assistance and support to educate and provide ongoing professional development opportunities for early childhood professionals.The Early Childhood Program implements specific initiatives designed to alleviate social disadvantage and improve opportunities for target populations that are central to the Open Society Institute s mission, including young children with disabilities, children living in poverty with no access to early childhood development services, and children from marginalized groups such as Roma.KIn order to protect the rights of young children and improve their opportunities for development, the Early Childhood Program engages in partnerships with key stakeholders to pursue advocacy and awareness building activities that elevate early childhood issues on the agendas of international, regional, and national institutions. -East East: Partnership Beyond Borders Program$http://www.webcitation.org/677mibhSC$http://www.webcitation.org/677mkHa8fSoutheast Asia5Central & Eastern Europe, Central Eurasia, and TurkeyThe program supports multinational initiatives of civil society and nongovernmental organizations in Southeast Asia, and the participation of these organizations in regional and global exchanges.The program supports international exchanges among civil society and nongovernmental organizations to share experiences and create new knowledge to advance principles of open society internationally. $http://www.webcitation.org/677mzXy0H$http://www.webcitation.org/677n1RcTo$http://www.webcitation.org/677n3LIG6$http://www.webcitation.org/677n5P4bc$http://www.webcitation.org/677n7y3WZDiscrimination in Education4Education in Conflict- and Crisis-Affected Countries'Critical Thinking and Quality Education"The Political Economy of EducationCivil Activism in EducationThe Education Support Program advocates for children s legal rights while striving to provide governments and educators with the access to professional development and expertise that make inclusion possible. In conflict- and crisis-affected countries, all but the most privileged children are marginalized in education. The Education Support Program focuses its efforts primarily in Liberia and Pakistan.The Critical Thinking Project focuses foremost on the essential transaction of teaching and learning and provides a practical method that empowers teachers to create learning environments which nurture inquiry and active participation in learning.Through the Privatization in Education Research Initiative, the Education Support Program is supporting accessible, knowledgeable public debate to better inform decisions by governments, teachers, and parents.]The Education Support Program nurtures movements and activism that advance education justice.+Human Rights and Governance Grants Program $http://www.webcitation.org/677nVyy6l$http://www.webcitation.org/677nXkJIG$http://www.webcitation.org/677nZ9UxT$http://www.webcitation.org/677naRBmP$http://www.webcitation.org/677ncXElr$http://www.webcitation.org/677ndweTLGovernment Accountability(Penal Reform and the Rights of Detainees$Open Society Human Rights InternshipMarek Nowicki Small Grants FundThe Human Rights and Governance Grants Program supports more than 100 human rights related organizations across Central and Eastern Europe and the former Soviet Union and Mongolia.The Human Rights and Governance Grants Program promotes public participation in, and oversight of, governmental activity at both the national and local levels, including in the delivery of services.The Human Rights and Governance Grants Program engages with organizations across Central and Eastern Europe and the former Soviet Union to ensure that reforms dealing with incarcerated populations are launched or reinvigorated.The Human Rights and Governance Grants Program encourages organizations in the region to engage in monitoring and litigation to push for better enforcement of international women s rights standards.The Open Society Human Rights internship places social science, law, and humanities graduates at a leading human rights and accountability organization in Central/Eastern Europe or the former Soviet Union. The fund supports nongovernmental organizations from the Commonwealth of Independent States and is aimed at empowering democracy, the rule of law, and human rights observance. Information Program$http://www.webcitation.org/677np2Ucb$http://www.webcitation.org/677nqzgRH$http://www.webcitation.org/677nszap9Access to KnowledgeCivil Society CommunicationOpen Information PolicyThe Information Program supports initiatives which enhance access to the knowledge-based public goods that underpin open societies, especially in the disadvantaged parts of the world.Civil Society Communication provides support to organizations within the OSI network in their use of information tools and tactics, and b< uilds global expertise to address the information and communications needs of NGOs in innovative ways.The Open Information Policy initiative aims to broaden communications access in the most disadvantaged countries and to protect the freedom to communicate in the digital environment./International Higher Education Support Program $http://www.webcitation.org/677oOfuRv$http://www.webcitation.org/677oPiBne$http://www.webcitation.org/677oRHbJo$http://www.webcitation.org/677oT1aWZ$http://www.webcitation.org/677oVGMp7$http://www.webcitation.org/677oXscWf$http://www.webcitation.org/677oYmnq5Academic Fellowship Program:Central Asia and Caucasus Research and Training Initiative-Central European University Outreach ProgramsHESP Mobility Program3Regional Seminar for Excellence in Teaching (ReSET)Institutional SupportStudent InitiativesThis program contributes to higher education reform by supporting promising local scholars and assisting progressive universities in certain countries of South Eastern Europe and Eurasia.This initiative provides support and training for research by young university-based academics in the post-Soviet countries of South Caucasus and Central Asia, Afghanistan, and Mongolia.Central European University offers a set of outreach opportunities for educators, run through the support of the OSI International Higher Education Support Program.^The HESP Mobility Program is designed to support visits to and from HESP network institutions.The Regional Seminar for Excellence in Teaching aims to develop and support teaching excellence in the humanities and social sciences at the undergraduate university level.The International Higher Education Support Program's strategy for institutional support involves both financial assistance and proactive engagement with institutions in a number of priority areas.The aim of the Student Initiatives program is to empower students to address issues related to systemic change in higher education."International Migration Initiative$http://www.webcitation.org/677oximpr$http://www.webcitation.org/677oze5Dv$http://www.webcitation.org/677p1bF3cGovernance & PolicymakingEquality & JusticeCross-Issue LinkagesThe initiative seeks to build the capacity of stakeholders to engage in design, implementation, and monitoring of migration policies. Work includes ensuring migrants voices in policymaking and promoting greater accountability and transparency.The initiative works to protect the human rights of all migrants. Areas include access to justice, advocating for a path to naturalization and citizenship, and improving the conditions of migrant workers.The initiative creates linkages with other major social issues and movements, thereby developing common agendas and solutions that address inequality, exclusion, and discrimination.International Women s Program$http://www.webcitation.org/677p8eDKk%http://www.webcitation.org/677pBFBEM $http://www.webcitation.org/677pFGU1H$http://www.webcitation.org/677pGU56j3Reducing Discrimination and Violence Against Women (Strengthening Women's Access to Justice *Women's Empowerment and Capacity Building Travel and Event Grants oThe International Women's Program supports organizations that reduce discrimination and violence against women.bThe International Women's Program supports organizations that strengthen women's access to justice|The International Women's Program supports organizations that increase women's participation as decision makers and leaders.Through its Travel and Event Grants Program, the International Women's Program aims to amplify the voices of women's rights advocates in key international policy venues.$http://www.webcitation.org/677pU92tM$http://www.webcitation.org/677pZ6faw$http://www.webcitation.org/677paclCi$http://www.webcitation.org/677pc3xOcAccountability and TransparencyCitizen SecurityPolicy Debate and Dialogue{The Latin America Program supports initiatives that encourage informed, constructive public oversight of government policy.The Latin America Program supports initiatives that encourage constructive policy advocacy and dialogue between civil society and governments relating to issues of citizen security, law enforcement, and judicial policiesjThe Latin America Program supports organizations that advance human rights and strengthen the rule of law.The Latin America Program encourages greater participation in the formulation of international policies that reduce conflict, reinforce democratic governance, and promote social justice.$http://www.webcitation.org/677pu5ihi$http://www.webcitation.org/677pvAF9A$http://www.webcitation.org/677px9nQQ$http://www.webcitation.org/677pyZi4O$http://www.webcitation.org/677q10q1Y$http://www.webcitation.org/677q1yFn7$http://www.webcitation.org/677q4D5jJAssistance to Media Outlets) Journalism and Media Management TrainingMapping Digital MediaMedia Association BuildingMedia-Related Research(Media Self-Regulation and AccountabilityPromotion of Media FreedomThe Media Program provides assistance to media outlets that promote democratic values and demonstrate through their editorial approach a high level of professionalism, independence, and openness.The Media Program supports training aimed at current or future media professionals, including instruction in professional skills and in-depth reporting on specialized areas such as human rights, minorities, economics and finance, education, public health, and elections.The Media Program supports development of appropriate mechanisms for ensuring increased professionalism, accuracy, and adherence to ethical standards among journalists.sThe Media Program supports research as the basis for subsequent activities in policymaking, advocacy, and training.The Media Program provides direct support to the development of professional membership-based associations, including through partnerships with appropriate international bodies and umbrella institutionsThe Media Program promotes media freedom by supporting projects that ensure monitoring and defense of journalists rights and that advocate an open legal and regulatory environment.$http://www.webcitation.org/677qNppWA$http://www.webcitation.org/677qPFYCN$http://www.webcitation.org/677qQe8AZ$http://www.webcitation.org/677qRyQwo$http://www.webcitation.org/677qTQqHg Baltimore Community Fellowships Education and Youth Development Criminal and Juvenile Justice Tackling Drug Addiction Special Opportunities Program OSI's Baltimore Community Fellowships assist individuals wishing to apply their education and professional experiences to serve marginalized communities.OSI-Baltimore's Education and Youth Development Program aims to help Baltimore s children and youth become successful citizens, workers, and parents through improved public education and enhanced after-school and summer programs.OSI-Baltimore's Criminal Justice Program seeks to end Maryland's overreliance on incarceration, which disproportionately affects the poor and individuals in communities of color.The Tackling Drug Addiction initiative focuses on increasing the availability of effective approaches to reduce the harm caused by drug addiction in Baltimore.The Special Opportunities Program allows OSI Baltimore to make occasional gran< ts outside its usual target areas that further its mission.!Open Society Institute - Brussels$http://www.webcitation.org/677raLCCq$http://www.webcitation.org/677rbIL4H$http://www.webcitation.org/677rcsJgYEU Foreign Policy'Opening Societies on the EU's Periphery8Maintaining Vibrant and Tolerant Societies within the EUfThe Open Society Institute-Brussels advocates that EU foreign policy be driven by open society values.The Open Society Institute-Brussels views EU enlargement policy towards its Eastern neighbors as a useful tool for creating more open societies.The Open Society Institute Brussels believes that fundamental commitments to liberty, democracy, human rights, and rule of law are the foundation of the European Union's identity.$http://www.webcitation.org/677r3jz4B$http://www.webcitation.org/677r5C5gf$http://www.webcitation.org/677r67lIL$http://www.webcitation.org/677r7rlXf$http://www.webcitation.org/677r9GAqbCivil LibertiesCriminal Justice Reform D.C. Community Grants Initiative*Eastern Europe/Former Soviet Union ProjectOSI-Washington seeks to counter the U.S. government s efforts to limit civil liberties by building coalitions with other advocacy groups and NGOs that are working to safeguard hard-won civil rights in American society.OSI-Washington, D.C. advocates criminal justice reform in the United States to create a fairer, more equitable justice system for all Americans.The DC Community Grants Initiative annually awards one-year grants to community-based organizations that engage in youth leadership and development and/or provide services for low-income families.wThe project serves as a resource for government agencies, multilateral institutions, and NGOs interested in the region.OSI-Washington supported efforts to increase awareness of the Convention on the Elimination of all forms of Discrimination Against Women (CEDAW) and to create a political and social climate in which the United States will eventually ratify it.Public Health Program$http://www.webcitation.org/677rzXGkj$http://www.webcitation.org/677s0SVKD$http://www.webcitation.org/677s35efg$http://www.webcitation.org/677s4NDQ1$http://www.webcitation.org/677s5cTh6$http://www.webcitation.org/677s7hF8M$http://www.webcitation.org/677s8RsSK$http://www.webcitation.org/677s9qXMt$http://www.webcitation.org/677sB0KsE$http://www.webcitation.org/677sCC6Jw$http://www.webcitation.org/677sDSvpU$http://www.webcitation.org/677sElvksAccess to MedicinesEnsuring AccountabilityHarm Reduction & Drug Use Health MediaLaw and Health Mental Health Palliative Care Roma HealthSexual Health and RightsWomen's HealthThe Open Society Public Health Program supports efforts to ensure access to medicines, including opioids for pain relief and drug addiction treatment, and medicines for HIV and TB prevention and treatment.lThe Open Society Public Health Program aims to ensure that civil society groups have the information, skills, and capacity to hold governments accountable for their actions. Through its health monitoring and financing initiatives, it promotes civil society leadership and participation in shaping health policies that are based on evidence and respect human rightsThe International Harm Reduction Development Program focuses on diminishing the damages associated with drug use particularly the risk of HIV infection through innovative measures. The Open Society Public Health Program launched its Health Media Initiative to facilitate interaction between the media and public health organizations. The initiative aims to increase public awareness of stigmatized health issues involving marginalized populations.The Open Society Public Health Program works to support vulnerable and marginalized populations who are typically neglected in approaches to treating and preventing HIV and AIDS.The Law and Health Initiative seeks to advance public health priorities by supporting civil society s capacity in law and health, and promoting the practice and discipline of law and health.The Open Society Mental Health Initiative aims to ensure that people with mental disabilities (mental health problems and/or intellectual disabilities) are able to live as equal citizens in the community and to participate in society with full respect for their human rights.The International Palliative Care Initiative works to improve end-of-life care for patients and their families, with a special focus on vulnerable populations including the elderly, children, and patients with cancer or AIDS.The Roma Health Project works to promote equal access of Roma to appropriate and quality health care services, and encourages full participation of Roma advocates in developing and shaping health policies.)The Sexual Health and Rights Project of the Open Society Public Health Program works to ensure that people who are stigmatized because of their sexual practices, sexual orientation, or gender identity have access to quality health and social services and can effectively advocate for their rights.The Open Society Public Health Program supports projects and advocacy efforts aimed at reducing the spread of TB among marginalized populations, including people living with HIV/AIDS.The Open Society Public Health Program works to address the vulnerabilities of women and girls, particularly marginalized groups such as young girls, sex workers, women who use drugs, and Roma women. Rights Initiatives $http://www.webcitation.org/677sPVBVS$http://www.webcitation.org/677sQQ0b9$http://www.webcitation.org/677sRXieh$http://www.webcitation.org/677sU9QnzCriminal JusticeDisability Rights LGBTI RightsRight to InformationThe Open Society Global Criminal Justice Fund seeks to strengthen civil society engagement in the protection of the rights of criminal defendants and in confronting the overuse of pretrial detention.The Open Society Disability Rights Initiative seeks to address discrimination against people with disabilities and promote their inclusion in society by supporting a rights-based approach to disability.The Open Society LGBTI Rights Initiative seeks to combat discrimination based on sexual orientation or gender identity by empowering lesbian, gay, bisexual, transgender, and intersex communities to promote and defend their human rightsThe Open Society Right to Information Fund supports civil society groups that are working to promote the full implementation of laws that guarantee the public s right to information and ensure access to government records.$http://www.webcitation.org/677scz25K$http://www.webcitation.org/677sdmn6A$http://www.webcitation.org/677sfANy8>Advocacy for Changes in Policies and Practices Concerning Roma.Challenging Negative Attitudes and Stereotypes Empowerment of RomaThe Roma Initiatives engage directly in advocacy efforts at national and international levels. Additionally, the Initiatives provide technical assistance and funding to NGOs carrying out advocacy work pursuing local and national policy agendas on Roma issues.Attitude< change is a complex process, and toward this end the Roma Initiatives support projects that promote intercultural dialogue, identify the factors that drive prejudice and negative attitudes, and show how such attitudes can be effectively challenged and ultimately changedThrough grantmaking, the Open Society Roma Initiatives are committed to supporting Roma community members and nongovernmental organizations with an emphasis on empowerment of Roma women and youth.$http://www.webcitation.org/677t7RzlY$http://www.webcitation.org/677t8KGGb$http://www.webcitation.org/677t9W5MG$http://www.webcitation.org/677tB9qDs$http://www.webcitation.org/677tCMGU8$http://www.webcitation.org/677tDvTWb$http://www.webcitation.org/677tFCIXA$http://www.webcitation.org/677tGKpm4$http://www.webcitation.org/677tISCvt$http://www.webcitation.org/677tJVEIq$http://www.webcitation.org/677tLBYo1$http://www.webcitation.org/677tLxC0n$http://www.webcitation.org/677tNTP9g$http://www.webcitation.org/677tOtUye$http://www.webcitation.org/677tQ3k2v$http://www.webcitation.org/677tRRfCX$http://www.webcitation.org/677tUpgBM$http://www.webcitation.org/677tVlhse$http://www.webcitation.org/677tXC8VZ!Afghan Communications ScholarshipAlumni Grant Program6Centre National des Ruvres Universitaires et ScolairesCivil Service AwardsDAAD-OSI ProgramDoctoral Fellows ProgramEARTH University ScholarshipsFaculty Development Fellowship+Georgia Program for Education ProfessionalsGlobal Faculty Grants Program"Global Supplementary Grant Program, Middle East Rule of Law Masters Scholarship9Open Society Foundations Scholarships in European Studies Palestinian Rule of Law Program Social Work Fellowship ProgramSouth Asia Scholarship Program Supplementary Grant Program AsiaUK Scholarship ProgramsUndergraduate Exchange ProgrammThe Afghan Communications Scholarship provides fully funded fellowships to qualified citizens of Afghanistan.The program offers grants to Scholarship Programs alumni to further expand the knowledge gained during their fellowship and make a positive contribution to their home country.The French government program for Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan and Uzbekistan offers awards for postgraduate study at universities in France, thanks to cooperation between the Open Society Foundations and the Centre National des Ruvres Universitaires et Scolaires.The Civil Service Awards of the Open Society Foundations offer fellowships for master s degree study, providing professional training and development to public-sector employees engaged in policy analysis and implementation. Currently the program is offered in Georgia and Moldova The German Academic Exchange Service (DAAD) and Open Society Scholarship Programs cosponsor a scholarship program for graduate students in the Balkans and graduate students and junior faculty in the Transcaucasian and Central Asian countries of the former Soviet Union.The Open Society Foundations Doctoral Fellows Program is a flexible program designed to provide the highest research and teaching qualifications to individuals from Georgia and Kyrgyzstan who are positioned to become leading scholars in the social sciences and humanities. The Open Society Foundations provide undergraduate scholarships for students from Haiti, Liberia, and Sierra Leone to study at EARTH University in Costa Rica. Faculty Development Fellowships are offered to outstanding faculty in Armenia, Azerbaijan, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Mongolia, Tajikistan, and Uzbekistan. The Georgia Program for Education Professionals offers fellowships for master's degree study in the United States for individuals from Georgia. Global Faculty Grants Program offers grants for mid-career and senior level faculty from select countries of the former Soviet Union, the Middle East and Nepal to visit Western universities The Global Supplementary Grant Program offers supplementary grants to doctoral students from selected countries of Southeastern Europe, the former Soviet Union, Mongolia, the Middle/Near East, and South Asia. LThe Middle East Rule of Law Masters Scholarship offers qualified applicants from Egypt, Jordan, Iraq, Lebanon, and Syria the opportunity for scholarships in the fields of public policy and public administration, media and communications studies, law (Master of Laws-LLM), and gender studies at universities within the United States.This program offers European Studies fellowships at Maastricht and Aarhus Universities to scholars from Belarus, Georgia, Moldova, and the Ukraine.{The Palestinian Rule of Law Program provides support for graduate legal studies leading to an LLM (Masters of Laws) degree.The Social Work Fellowship Masters Program supports individuals from Jordan, Kyrgyzstan and Tajikistan to complete a two year graduate program in social work at an American University. The South Asia Scholarship Program provides full fellowships to qualified citizens of Afghanistan and Nepal to complete graduate degrees in sustainable development, counseling, and law.The program funds students enrolled in academic programs primarily in Asia and who are likely to return to Burma to work toward its democratic and economic rebirth. The Open Society Foundations support scholarships, generally in the social sciences and humanities, for students and scholars from select countries in Eastern Europe, Southeast Asia, Mongolia, and the former Soviet Union to study at graduate institutions in the UK.The Undergraduate Exchange Program supports students from Albania, Kosovo, and Ukraine for one year of non-degree academic studies in the United States, followed by one year community service in the scholar's home country.$http://www.webcitation.org/677tmOnG2$http://www.webcitation.org/677tnmy0g$http://www.webcitation.org/677tpsC3j$http://www.webcitation.org/677tqnZjF$http://www.webcitation.org/677tsB5PL$http://www.webcitation.org/677tuAitF$http://www.webcitation.org/677tvOPvg9Core and Institutional Support to Policy Research Centers"Open Society New Response Projects(Working Together for Tolerance in EuropeCUsing Data for Policy-Relevant Research and Evidence-Based Advocacy7Peer Learning, Exchange and Cooperation for Think TanksThink Tank Fund Fellowships/Think Tank Internships for MA and PhD GraduatesThe OSI Think Tank Fund offers grants to independent, nonpartisan, multi-issue public policy centers to promote inclusive policy change.The Open Society Think Tank Fund offers funding to independent policy research centers to promote research and alternatives on issues critical to effective and accountable democratic governance.The Open Society Think Tank Fund offers support to joint initiatives of EU think tanks combining comparative research, advocacy, and communication efforts to tackle various forms of intolerance.?The Think Tank Fund and the East East: Partnership Beyond Borders Program of the Open Society Foundations support bilateral partnerships between think tanks in Central and Eastern Europe/former Soviet Union and Southeast Asia, and between think tanks in Central and Eastern Europe/former Soviet Union and Latin America.The Open Society Think Tank Fund and Information Program offer support to think tanks, policy research organizations or advocacy organizations with in-house research capacity for comprehensive projects focusing on using data for policy relevant research and evidence-based advocacy.The Think Tank Fund a< nd the Scholarship Programs offer internships for MA and PhD graduates who were the recipients of the Scholarship Programs' fellowships in 2009, 2010, or 2011; or who have graduated from the Central European University since 2009.The goal of this fellowship program includes enhancing the professional capacity of junior researchers in organizing policy processes and developing innovative and quality policy products on current issues.$http://www.webcitation.org/677uLvSej$http://www.webcitation.org/677uMn91F$http://www.webcitation.org/677uOHVfz$http://www.webcitation.org/677uPRocl$http://www.webcitation.org/677uQgsXo$http://www.webcitation.org/677uXcj8F$http://www.webcitation.org/677uZuC5R$http://www.webcitation.org/677ubucRy$http://www.webcitation.org/677ueaxuv$http://www.webcitation.org/677ugLHur$http://www.webcitation.org/677uiaZfz$http://www.webcitation.org/677uknglK$http://www.webcitation.org/677umgoU5 BaltimoreBlack Male AchievementDemocracy and PowerEquality and Opportunity# National Security and Human RightsNeighborhood StabilizationNew Drug Policy New Orleans Poverty AlleviationStrategic OpportunitiesTransparency and IntegrityThe Open Society Institute Baltimore uses an integrated approach to reverse the negative dynamics caused by failing schools, pervasive drug addiction, and a broken criminal justice system.-The Campaign for Black Male Achievement was launched in 2008 as a three-year, cross-program campaign to provide expanded resources to address, and help reverse, the ways in which African American boys and men are stigmatized, criminalized, and excluded from the U.S. economic and political mainstream.Through its programming and grantmaking, the Criminal Justice Fund supports efforts to end the over-reliance on incarceration and harsh punishment in the United States. The Democracy and Power Fund supports organizations that inspire public participation and civic engagement from underrepresented communities, develop new leaders, and generate solutions to address threats to democracy and advance social justice and a more open society.The Equality and Opportunity Fund includes grantmaking and other initiatives to ensure justice and equality, to prohibit arbitrary and discriminatory government action, and to lift barriers that prevent people from participating fully in economic, social, and political life.OSI is committed to offering individual fellowships to support the research and work of open society leaders and visionaries who engage passion, ingenuity, and dynamism to effect changeOSI's National Security and Human Rights Campaign is designed to help dismantle the flawed paradigms used to justify destructive national security policies, and to promote progressive policies that respect human rights and the rule of law.The Open Society Institute Neighborhood Stabilization Initiative supports effective and timely responses to the U.S. subprime lending and foreclosure crisis.The Campaign for a New Drug Policy promotes effective alternatives to the U.S. "war on drugs" and seeks to end the harm it causes to individuals, families, and communities.The Open Society Foundations have been engaged in strengthening civic engagement in New Orleans for more than a decade work that became even more urgent and nationally relevant after Hurricane Katrina and the floods.The Special Fund for Poverty Alleviation leverages public and private money to provide resources and opportunities to benefit underserved communities across the United States.The Strategic Opportunities Fund provides rapid flexible funding to respond to new opportunities and urgent situations and also supports grant strategy research and development.The Transparency and Integrity Fund supports efforts to ensure transparency and effective government oversight and protect the integrity of government institutions.$http://www.webcitation.org/677v878aL$http://www.webcitation.org/677uzqaWZ$http://www.webcitation.org/677vDA97X$http://www.webcitation.org/677vEhqZ4$http://www.webcitation.org/677vFb6A3Youth Action FundGlobal Debates2Youth Response to Xenophobia and Racism in Europe Youth PolicyYouth Citizen JournalismThe Youth Action Fund provides small grants and other support to encourage progressive, youth-driven initiatives that are aligned with the mission of the Open Society FoundationsThe Global Debates program encourages youth to engage in reasoned discussion about issues important to their lives and to call for positive change around the world.The Youth Initiative has sponsored a series of youth citizen journalism workshops to accompany the Moving Walls International documentary photography exhibit across the Middle East and North Africa.The Open Society Youth Initiative supports projects that raise awareness of the way public policy affects young people internationally.The Open Society Foundations offer support for new and innovative initiatives that promote tolerance and inclusion and/or combat racism and xenophobia in Europe$Broad Foundations, Eli & Edythe, The$http://www.webcitation.org/674Ja1c2f$http://www.webcitation.org/674K5QH7v$http://www.webcitation.org/674KZlWOq$http://www.webcitation.org/674KhcYwPScience Art CivicjTransforming K-12 Public Education through better governance, management, labor relations, and competitionQMaking significant contributions to advance major scientific and medical researchdThe Broad Art Foundation is a lending resource of contemporary art drawn from the collections of two of the foremost philanthropists of our day, Eli and Edythe Broad. With a strong desire to advance public appreciation for contemporary art, the Broads established The Broad Art Foundation in 1984 as a way to keep these works in the public domain through an enterprising loan program that makes the art available for exhibition at accredited institutions throughout the world. The result is a lending library of contemporary art and an expansive collection that is regularly cited as one of the top in the world.+Los Angeles is known as the  City of Angels, and every vibrant cosmopolitan metropolis needs civic angels to support and advance its educational and cultural offerings. We embrace our role as one of the city s most active supporters. We move quicker than government. We provide essential funds that are lacking. We offer our energy, our enthusiasm and our ideas to champion Los Angeles. From the opera to arts education, from architecture to urban development, we are proud to take an active role in advancing Los Angeles as a global city of the future. $http://www.webcitation.org/674Jk9I3D$http://www.webcitation.org/674JwJiSAThe Broad CenterThe Broad PrizeRIdentifying, preparing, and supporting successful leaders of public school systems_The $1 million Broad Prize, established in 2002, is the largest education award in the country given to school districts. The Broad Prize is awarded each year to honor urban school districts that demonstrate the greatest overall performance and improvement in student achievement while reducing achievement gaps among low-income and minority students.$http://w< ww.webcitation.org/674KEq8Ga$http://www.webcitation.org/674KLNR7j$http://www.webcitation.org/674KRzzU8Genomics Stem Cells Broad MedicalIn June 2003, in an unprecedented partnership with the Massachusetts Institute of Technology, Harvard University and Whitehead Institute, The Eli and Edythe Broad Foundation announced the $100 million founding gift later increased to $600 million to create The Eli and Edythe Broad Institute for Biomedical Research. The Institute s aim is to realize the promise of the human genome to benefit clinical medicine and to make genomic knowledge freely available to scientists around the world.CThe Eli and Edythe Broad Foundation created the Broad Medical Research Program (BMRP) for Inflammatory Bowel Disease (IBD) Grants in 2001. IBD refers to two chronic inflammatory gastrointestinal disorders: Crohn's disease and ulcerative colitis. Although numerous scientific advances have been made in understanding and treating IBD, the precise cause, successful treatment and prevention of IBD remain unknown. The Eli and Edythe Broad Foundation, through the BMRP, provides 40 percent of all private funding for IBD research in the United States. Our approach is different than many traditional scientific and medical funding organizations. We fund early stage investigation  with the goal that innovative ideas need financial support for early testing to ultimately lead to effective treatment, diagnosis and prevention of IBD $http://www.webcitation.org/674LXDUAb$http://www.webcitation.org/674LsBYRA$http://www.webcitation.org/674LyZhDdHealth Happens in NeighborhoodsHealth Happens in SchoolHealth Happens with PreventionIn healthy neighborhoods, children ride bikes and play together in nearby parks. Parents buy healthy affordable foods at local markets, and everyone feels safe walking to school or work. Thriving neighborhoods aren t just pleasant, they re healthy! Research shows that healthy planning and smart land use can reduce heart disease, diabetes and obesity and support a healthier, happier life.When students are healthy, schools perform better and academic achievement increases. Schools can help promote kids health by providing healthy meals, daily exercise and positive learning environments where children feel safe, welcomed and supported.oThe Affordable Care Act is in line with our mission to expand access to health care in California. But we also know good health goes beyond the medical care system. People with the best health outcomes live in places where opportunities and policies involving income, education, the workplace, community design, and nutrition protect and actively promote good health.%http://www.webcitation.org/674Lbwiat $http://www.webcitation.org/674Li5Wrw$http://www.webcitation.org/674Ln9DliFresh Food Access Safe StreetsVibrant NeighborhoodsIn neighborhoods dominated by fast-food restaurants and convenience stores, it s difficult for families to put healthy food on the table. We re working to bring healthy, affordable food retail to communities that lack access to fruits and vegetables.Families can t take advantage of healthy resources in their neighborhoods and live life to the fullest unless they feel safe and secure around their homes and in transit.Land use decisions help determine what kinds of businesses move in and how public property is used. Smart growth and wise planning makes a big impact on neighborhood health.Health Happens in Schools$http://www.webcitation.org/674MhwSh1$http://www.webcitation.org/674MoPDD3%http://www.webcitation.org/674Ms0pZY $http://www.webcitation.org/674MvUf8v!Healthier Schools Food and Drinks$Fresh Free Drinking Water in SchoolsExercise During the School DayCommon Sense School DisciplineTCalifornia schools serve 810 million meals a year, each one a chance to keep kids healthy and reduce the risk of serious diseases like childhood obesity, diabetes and hypertension. Healthier meals and snacks are coming to California schools, thanks to new standards requiring more fruits, vegetables and whole grains, and less salt and fat.7Fresh Free Drinking Water in SchoolsState law requires that schools provide fresh free drinking water with meals, but a 2009 survey found that about 40% of California schools are not doing so. Water is always a healthier choice than sugary drinks, which can lead to childhood obesity and other serious disease. More than two-thirds of California children failed at least one part of the state s most recent physical fitness test. Exercise is key to preventing childhood obesity, and schools can do their part by ensuring that kids get the activity they need to grow up strong and healthyCalifornia schools are suspending and expelling students at alarming rates, even for minor offenses like tardiness or talking back. Instead of sending students away, schools should focus on preventing problems in the first place and keeping kids in school.%http://www.webcitation.org/674MSuS4Q $http://www.webcitation.org/674MWdBdT$http://www.webcitation.org/674Matvxs<Encouraging Enrollment through the Affordable Care Act (ACA)*Helping Small Businesses Implement the ACA$Giving Rise to Healthier Communities0A recent UCLA study showed that nearly 5 million uninsured Californians can gain access to prevention-based coverage in 2014 through federal hea< lth reform, but many people eligible for Medi-Cal, the state s public insurance program, haven t enrolled. We aim to educate key communities about the benefits of the ACA and, by doing so, increase the number of children and adults enrolled in affordable health coverage. We re focusing on Latinos and lower income Californians, who represent approximately 92% of the state s total eligible but uninsured population.ZSmall business outreach is a key factor in increasing access to preventive health in our communities. The Endowment and its key partners will help educate California s small businesses about the benefits available to them with the implementation of the ACA and engage them in the creation of a new marketplace for employees to purchase insurance.Enrolling in health care coverage that includes a routine wellness program is just one element of accessing preventive care. Ensuring that the places where we live, learn, and play are healthy environments is essential to prevention. This involves people being their own health advocates and thinking about our communities differently. Residents and community leaders across all sectors working together can give rise to healthier communities.%http://www.webcitation.org/674N9zlu9 $http://www.webcitation.org/674NG9toB$http://www.webcitation.org/674NK8VAj$http://www.webcitation.org/674NNfzi6$http://www.webcitation.org/674NSUDVrHealth and Medical Research&The Security and Development of IsraelThe Leona M. and Harry B. Helmsley Charitable Trust supports a broad spectrum of healthcare and medical research-based programs. The areas supported include Type 1 Diabetes, Digestive Diseases, Rural Healthcare, Cardiology, and a range of other programs and institutions.The Leona M. and Harry B. Helmsley Charitable Trust seeks to support organizations addressing the critical needs of children and adults living in poverty in the U.S. and elsewhereWith 1.1 million students attending more than 1,600 schools, New York City s is the largest public school system in the United States. Through its education program, the Helmsley Charitable Trust seeks to support high-quality teaching and learning in schools to close persistent achievement gaps, to address the tremendous diversity in students learning and language ability, and to advance educational outcomes community-wide.Through its Conservation Program, The Leona M. and Harry B. Helmsley Charitable Trust invests in the protection and stewardship of some of the world s most spectacular and threatened places, characterized by high rates of species biodiversity and endemism. The Trust s place-based, comprehensive conservation approach is predicated on the alignment of environmental protection goals with sustainable human development: The Conservation Program views each geographic focal area as a holistic system in which interdependent variables  terrestrial and marine targets; climatic and oceanic dynamics; and the economic and political forces that influence human behavior  must be addressed inclusively to maximize results. Wherever possible, the Trust leverages investment and leadership of actors in the public and private sectors, and seeks long-term financing mechanisms to ensure the sustainability of efforts and impact.hThe creation of the State of Israel in 1948 was a profound event in world and Jewish history. Since then, Israelis have made enormous strides in building a vibrant, strong and just society. The Leona M. and Harry B. Helmsley Charitable Trust is committed to contributing to the development of Israel, both for the country's benefit and for humanity in general.$http://www.webcitation.org/674NWRkKD$http://www.webcitation.org/674NYmxxV$http://www.webcitation.org/674Nb22i7$http://www.webcitation.org/674NcdLkH$http://www.webcitation.org/674Nei0gsType 1 DiabetesDigestive Diseases CardiologyRural HealthcareOther1T1D is an autoimmune disease in which a person s own body attacks its insulin-producing cells in the pancreas. These cells are required to break down glucose. Without them, the body cannot break down glucose elevated glucose kills cells and results in complications and ultimately death if not controlled. T1D is managed today by a rigorous regimen of testing glucose levels and injecting insulin between 3-5 times per day or by wearing an insulin pump. The Leona M. and Harry B. Helmsley Charitable Trust supports innovative and collaborative funding for T1D.The Leona M. and Harry B. Helmsley Charitable Trust supports leading institutions in the areas of education, research, and treatment of digestive diseases, with a particular emphasis on Crohn's and colitis. By supporting a holistic approach to disease management ranging from improving technology to coordinating treatment and care, the Trust hopes to improve patient outcomes and cure diseasesThe Leona M. and Harry B. Helmsley Charitable Trust supports leading-edge programs in cardiology treatment and research, particularly focused on electrophysiology. \The Leona M. and Harry B. Helmsley Charitable Trust seeks to improve rural healthcare. While many Americans grapple with access to affordable health care, the obstacles faced by health care providers and patients in rural areas differ from those in urban areas. Because of lower average incomes, geographic isolation, and a severe shortage of qualified healthcare providers, rural Americans are often disadvantaged in their ability to access quality health care. The Rural Healthcare Program se< rves the upper Midwest states of North Dakota, South Dakota, Nebraska, Wyoming and western Minnesota and Iowa.Additional support will be provided for medical institutions and research in a range of other areas in addition to the categories above.%http://www.webcitation.org/674O0gGJq $http://www.webcitation.org/674O6IRMa$http://www.webcitation.org/674OAu9tK$http://www.webcitation.org/674ODZyqk Child Care Health CareHiger Education Rural ChurchBy expanding opportunities for vulnerable children in North Carolina and South Carolina, The Duke Endowment hopes to help them lead successful lives as they mature. We work through accredited organizations and other select nonprofit groups to help children, who are without the benefit of family support or are at risk of losing such support, reach developmental milestones and prepare for successful transitions to adulthood.Health care today is a growing, dynamic field that has evolved into a comprehensive system for the delivery of services. Advancements in medicine and medical education allow people with chronic diseases to live longer and enhance their quality of life. A variety of factors, including inadequate insurance coverage, remote rural locations, lack of transportation, insufficient coordination among providers, poor nutrition and limited preventative medicine, have a negative impact on obesity, chronic health problems and other health concerns. By improving access to quality health care, The Duke Endowment seeks to enhance the lives of individuals and the vitality of communities in North Carolina and South Carolina.-In an increasingly competitive global environment, the need for exceptional educational experiences is critical. The Duke Endowment gives grants for undergraduate programs, scholarships, professorships and faculty, all with the goal of educating people whose future contributions will benefit society.@By supporting rural United Methodist churches and their leaders, we aim to expand church outreach in regions across North Carolina. We work collaboratively with the North Carolina and Western North Carolina conferences of the United Methodist Church and Duke Divinity School to help rural churches serve their neighbors.$http://www.webcitation.org/674OwLu4K$http://www.webcitation.org/674OzMLu4$http://www.webcitation.org/674P3KLJ3%http://www.webcitation.org/674P6PfFw $http://www.webcitation.org/674PAVVro$http://www.webcitation.org/674PGfqFe$http://www.webcitation.org/674PJundu$http://www.webcitation.org/674PMTBNv$http://www.webcitation.org/674PP2mG1$http://www.webcitation.org/674PRwaH1$http://www.webcitation.org/674PUj3J9Water HomelessnessSubstance AbuseChildren Affected by HIV?AIDSCatholic Sisters BlindnessMultiple SclerosisDisaster Relief and RecoveryCatholic EducationHospitality Education Access to safe water, in conjunction with adequate sanitation and hygiene services can improve the overall well-being of the world's most disadvantaged and vulnerable people. A lack of access remains a major challenge for developing countries and multiplies devastation in impoverished communities. In 2009, the Foundation conducted a WASH (Water Access, Sanitation, and Hygiene) landscape research (pdf) project to assess the issue of safe water around the world and to guide development of our water initiative strategy.n partnership with the public, philanthropic, nonprofit, and private sector stakeholders at work on this urgent issue, the Hilton Foundation aims to eliminate chronic homelessness in Los Angeles County. Together, we will do this in three ways: creating and operating permanent supportive housing, ensuring that the most vulnerable are housed in these units and can stay there as needed, and preventing more people from becoming chronically homeless.The Conrad N. Hilton Foundation is determined to help people gain the understanding, skill, and confidence to resist drugs and alcohol abuseAThe Foundation works to directly impact the lives of hundreds of thousands of young children affected by HIV/AIDS in high-prevalence regions by ensuring that they are better able to realize their full potential for cognitive, social, and physical development. Research has concluded that the first five years are critical to a child s ability to learn and gain life skills. Investments in essential services for young children affected by HIV/AIDS help create an environment for them to succeed, thereby providing them with the foundation to break out of the cycle of poverty.=The Hilton Foundation's focus on youth in foster care is relatively new. As we continue our strategic planning process, these grantee programs and projects have informed our perspective: " Dennis P. Culhane of the University of Pennsylania School of Social Policy and Practice led a two-year research study on the outcomes of young adults who have aged out of foster care and/or the juvenile justice system in Los Angeles County. The study informs policies and programs that improve transitions for foster youth exiting the system. " First Place for Youth operates a 24-month housing support program, My First Place, for 18 to 24-year-old former foster youth in Los Angeles. " San Diego State University's Guardian Scholars Program provides scholarships, programming, and assistance to youth who have been in the foster care systemThe Conrad N. Hilton Foundation seeks to enhance both the vitality of consecrated religious life for women and the impact of the services Catholic Sisters provide to the poorest and most vulnerable populations globally.;Since 1995, Hilton Foundation funding has helped make it possible to implement various aspects of the SAFE strategy for preventing trachoma in Burkina Faso, Cambodia, Ethiopia, Ghana, Mali, Mozambique, Nepal, Niger, Nigeria, Southern Sudan, Tanzania and Vietnam. Our funds have also supported the World Health Organization's development of a trachoma curriculum to encourage the teaching of health and hygiene behaviors to prevent trachoma. This curriculum is now integrated into the health education programs of numerous schools in trachoma-endemic regions of the world.kThe Conrad N. Hilton Foundation seeks a cure and improved quality of life for those who are affected by MS.In the event of a natural disaster, the Conrad N. Hilton Foundation supports immediate emergency relief efforts, with a focus on the provision of water, sanitation and hygiene services for the affected populations. The Hilton Foundation is also interested in addressing the often neglected medium- and long-term recovery needs of communities impacted by the disaster. The Foundation places no geographical limits on the support it provides for natural disaster relief and recovery."The Conrad N. Hil< ton Foundation supports Catholic schools and seeks to extend their educational benefit to more students. The Foundation is especially interested in exploring ways to help ensure that Catholic education remains vital and accessible throughout the Archdiocese of Los Angeles.Though not affiliated with Hilton Worldwide Corporation, the Hilton Foundation promotes excellence in the sector that our founder and his family influenced so significantly. We do this by helping students from all backgrounds access quality programs in hotel and restaurant management.Water$http://www.webcitation.org/674PZ1CTP$http://www.webcitation.org/674PbRNPs$http://www.webcitation.org/674PdbrkDWest Africa Water InitiativeWater Access in EthiopiaWater Forever ProgramtThe Conrad N. Hilton Foundation spearheaded the formation of the West Africa Water Initiative (WAWI) in 2002 to provide potable water, sanitation, and hygiene to rural villages in Ghana, Mali, and Niger. The public-private partnership generated $56 million, with Hilton Foundation grants matched nearly dollar-for-dollar by funds raised by the participating organizations.)In 2007, the Conrad N. Hilton Foundation awarded $7 million to the Millennium Water Program to directly benefit 360,000 villagers in Ethiopia over the next four years. This program works to provide clean water, promote sanitation, facilitate hygiene education, and build local government capacity.Since 1998, the Hilton Foundation has supported Alternativas y Procesos de Participacin Social, helping this organization develop a surface water project in villages in the Mixteca Region. The Foundation's work has emphasized environmentally sensitive watershed management to meet the needs of marginalized rural communities. Projects have included the development of dams, earthen dikes, shallow wells, conveyance lines, and storage tanks.$http://www.webcitation.org/674PlJ20h$http://www.webcitation.org/674PnagOd$http://www.webcitation.org/674PpTaap$http://www.webcitation.org/674Q2pFwS$http://www.webcitation.org/674Psr8jQ"Corporation for Supportive HousingHousing for the Most VulnerablePublic Will to End HomelessnessPublic-Private Leadership)At-risk and homeless mothers and childrenAThe Conrad N. Hilton Foundation has supported the efforts of the Corporation for Supportive Housing (CSH) to catalyze the development of permanent supportive housing for nearly 20 years. Most recently, this partnership has focused on Los Angeles County, where thousands of chronically homeless people live on the streets.To achieve a measureable reduction of chronic homelessness in Los Angeles, housing resources need to be used more effectively by being matched with the most needy and costly chronically homeless individuals. In 2007, Common Ground developed an outreach model implemented in Times Square in New York that resulted in a decline of 87% in street homelessness in three years. In 2010, Community Solutions launched the 100,000 Homes Campaign, a nationwide effort which aims to house 100,000 chronically homeless persons across the nation in three years. The Conrad N. Hilton Foundation is supporting the work of Common Ground in Los Angeles as it partners with community programs and public sector leaders to house the most vulnerable homeless..The Conrad N. Hilton Foundation supports the efforts of United Way of Greater Los Angeles to educate the public and key stakeholders on how to most effectively end homelessness in Los Angeles. Through HomeWalk, an annual 5k family walk event, United Way mobilizes thousands of people to raise awareness about the personal and societal costs of homelessness and to raise funds to address the issue. HomeWalk participants and donors receive regular updates throughout the year about policy issues and what they can do to advocate for solutions to homelessness.With funding from the Conrad N. Hilton Foundation, the National Alliance to End Homelessness has developed a Peer-to-Peer Leadership Council that several times each year connects a select group of leaders from across the nation who have taken responsibility for ending homelessness in their cities. Through the Leadership Council, the Alliance hopes to provide these leaders with opportunities to share experiences, overcome challenges, and educate federal policymakers.This project aims to improve the housing, health, and development of young at-risk and homeless mothers and children. It works by better integrating the systems serving the housing and child development needs of homeless families through four innovative, locally-based collaborations$http://www.webcitation.org/674Rje48K$http://www.webcitation.org/674RoMma6$http://www.webcitation.org/674Rs6gwjJournalism and Media InnovationEngaged CommunitiesFostering the ArtsMedia Innovation: Since 2007, Knight has invested more than $100 million in new technologies and techniques, including in more than 200 community news and information experiments. Its media innovation portfolio seeks to improve public media, discover new platforms for investigative reporting, increase digital and media literacy, promote universal broadband access and support a free and open Web.To help sustain healthy communities in a democracy, Knight aims to increase the ability of individuals to engage in change. Knight fosters initiatives that develop in people a strong sense of belonging and caring, timely access to relevant information, the ability to understand that information, and the motivation, opportunity and skills to take sustainable action on a range of issues throughout their lives.EThrough its arts program, the foundation seeks to weave the arts into the fabric of Knight resident communities to engage and inspire the people living in them. The foundation believes that the arts are a catalyst for public dialogue, and that shared cultural experiences contribute to a sense of place and communal identity.$http://www.webcitation.org/674S8I1gv%http://www.webcitation.org/674SUUyJj $http://www.webcitation.org/674Sa65rJ$http://www.webcitation.org/674Sdlok6Internet Access and AdoptationUniversal Access!Journalism Training and Education%Freedom of Information and ExpressionAt Knight Foundation, we strongly believe that information is as vital to the healthy functioning of communities as clean air, safe streets and good schools. Today, much of the critical information people need to make decisions is offered solely online.0The 2007 Knight-funded study, "News, Improved: How America's Newsrooms are Learning to Change, showed that 3 in 10 news organizations are increasing training. Digital media and management training are high on the list of priorities. Playing a leading role: the Knight Digital Media Center, a partnership between the University of Southern California and the University of California, Berkeley. The center provides journalists with multimedia storytelling training; editors and reporters with special technology training; a portal web site with distance learning; leade< rship seminars for editors and online managers from leading news organizations to help them transform their newsrooms; seminars for portal editors and online journalists; and workshops for news leaders on how to manage multimedia multiculturalism.The International Center for Journalists has played a leadership role through the Knight International Journalism Fellowships. This program offers year-long fellowships to qualified journalists worldwide who are matched with high-impact, innovative projects that build skills and enhance the standards of independent news media. The fellows, who read and write the local language fluently, are required to leave something behind, especially the training of trainers. For more, go to www.knight-international.org .$http://www.webcitation.org/674SxOFID%http://www.webcitation.org/674T5lnW4 $http://www.webcitation.org/674TCcrh9$http://www.webcitation.org/674TJdm4gNational ProgramSocial entrepreneurshipTransformation FundFor a foundation dedicated to community and communications, that's not acceptable. That's why Knight Foundation is investing in projects in communities across the United States to ensure digital access for all Americans. IKnight's National Program wants people to have the awareness and the means to pursue their true interests. We partner with innovators and entrepreneurs with transformative ideas and the potential to achieve them. Those that merit our funding are innovators with the potential for permanent systemic change that can be replicated.Our commitment to transformation is rooted in the beliefs of our founders, John S. and James L. Knight. They were newspaper entrepreneurs who had the vision to transform a small newspaper company in Akron, Ohio, into the nation s largest newspaper chain. They relied on courage, tenacity and know-how and valued the constant discovery of new ideas. One of their collaborators, Knight Newspapers editor Stuffy Walters once said:  The secret of the Knight papers is ideas, not dough. We have no inhibitions. We ll try anything. $http://www.webcitation.org/674TXPFqICommunity Foundations ProgramThe nature of the relationship we have with our network of partners in each of our 26 Knight Communities is invaluable. To date we have committed to giving at least $140 million to community foundation endowments. The leadership behind these organizations is not only supported by our assets, but increasingly by our efforts to ease the flow of information between all of us so that we may learn and lead more effectively.$http://www.webcitation.org/674dAw7r4$http://www.webcitation.org/674dEU3x1$http://www.webcitation.org/674dHysc9Urban EducationChildhood HealthFamily Economic Stability Education-related grants comprise two-thirds of our giving. We are committed to improving student performance and increasing access to education so that children and adolescents everywhere have the opportunity for life-long success.!For economically disadvantaged families worldwide, the basic building blocks of good health can seem unobtainable. The ramifications for children are profound, snowballing from struggles to stay in school to a higher risk of lifetime poverty to dramatically diminished life expectancies. Fighting preventable childhood illness is key to our mission. We focus on timely interventions that can mitigate a number of common childhood afflictions including obesity in the U.S., and malnutrition, poor sanitation and other maladies in Africa and IndiaSWe view microfinance as a tool that can help give underprivileged Indian children a chance at stable, productive adulthoods. To promote family economic stability in India s impoverished slums, we have committed more than $25 million in grants and equity investments to urban microfinance institutions (MFIs) working in urban neighborhoods.$http://www.webcitation.org/674dtSVIG$http://www.webcitation.org/674e5qghq$http://www.webcitation.org/674e7v6ZR$http://www.webcitation.org/674eABrZr$http://www.webcitation.org/674eEIoKD$http://www.webcitation.org/674eGm20Z$http://www.webcitation.org/674eKOCQp$http://www.webcitation.org/674eMWgE1$http://www.webcitation.org/674ePq3u4$http://www.webcitation.org/674eSPiTGPerformance Driven EducationCollege Prep & CompletionQuality School OptionsScholarship ProgramAcademic After-school ProgramsAcademic SupportEmployable Skills Development"Scholarship Program (South Africa)$Insight into the reams of educational data collected daily could change everything. That belief drives our investments in performance-driven education, which uses objective, longitudinal data to fuel real-time insights and continuous improvement in every classroom and school in the country. Our goal is to prepare students to successfully complete college-level coursework by funding initiatives that provide them with the curricular, financial and environmental support needed so they enter and finish a 4-year degree program.We seek to increase the number of exceptional educators, administrators and specialized district support staff through investments in programs that attract, retain, develop and manage talent in the education sectorWe strive to increase the number of quality school options for children through investing in high performing charter schools, alternative school models and innovative learning models that are proven to produce positive student achievement results.We hope to change the way our country approaches its support for low-income, high-risk socioeconomic students. The structure of the Dell Scholars Program proves that this type of retention program is successful in helping these students obtain a college degree. We believe that more money doesn t necessarily mean better outcomes, which is why we put more emphasis on student retention and graduation, than the size of the financial reward..We seek to improve at-risk children s ability to engage and perform effectively at school. We fund nonprofit organizations that use during- and after-school services to promote behavioral and academic improvements among Central Texas students who face significant socioeconomic and personal challenges.WWe seek to improve learning outcomes for children from early childhood through school graduation. Our strategy is to fund < scalable, sustainable and innovative programs that help teachers ensure their students perform at grade-levels. We also seek to establish comparable and consistent metrics that measure which programs work and which don't.We strive to improve learning outcomes for children from early childhood through school graduation. Once a model is developed, we want to make that replicable and scalable, and make them market sustainable.We seek to increase the opportunity for youth to gain meaningful employment after high school graduation. To do this, we invest in scalable, sustainable programs that provide vocational and life skills development.By offering comprehensive support throughout university, we help ensure graduation and employment for disadvantaged South African students who show the potential to become leaders in their professional lives and communities.$http://www.webcitation.org/674eWzkx7$http://www.webcitation.org/674eZS29J$http://www.webcitation.org/674ecPmYG$http://www.webcitation.org/674eeXCZC$http://www.webcitation.org/674eh9bNE$http://www.webcitation.org/674ejHc32$http://www.webcitation.org/674elFvNB)Childhood Obesity Prevention and WellnessApplied Pediatric ResearchBasic Health ServicesChildhood SafetySchool and Community Health Orphaned and Vulnerable Children#Basic Health Services (Pan-African)Our goal is to make healthy choices easy for children and families nationwide. Our strategy is to fund and support effective, sustainable, and scalable intervention and prevention programs.1Our goals are to better understand the lifelong implications of childhood health and behavior, and to combat the chronic diseases that disproportionately affect vulnerable populations. Our strategy is to support institutions that focus on behavioral prevention, direct care and applied pediatric research.We fund local organizations that significantly improve access to quality healthcare services for low-income and uninsured children and their families in Central Texas.Our goal is to ensure the safety and wellbeing of Central Texas children. Our strategy is to fund a range of programs that address the needs of at-risk children, including those who reside with child protective services, or in foster care and residential treatment facilities.To decrease the incidence of preventable illness, we support community and school-based health and nutritional interventions as well as efforts to improve access to adequate water and sanitation.We fund high-quality and innovative organizations that improve the health of people with HIV, that provide support for orphaned and vulnerable children, and that work to reduce the prevalence of mother-to-child transmissions of HIV and AIDS.Across Africa, we support a variety of programs that foster health and meet three basic goals: Immediate positive impact, the potential to be sustained over time, and the proven ability to scale to meet the needs of as many people as possible.Family Economic Stability$http://www.webcitation.org/674eopRE6$http://www.webcitation.org/674eqfdzc$http://www.webcitation.org/674esm1X6$http://www.webcitation.org/674euUodhUrban MicrofinanceAffordable HousingWater and SanitationSocial PerformanceWe support the establishment of a strong, sustainable urban microfinance industry though equity investments in and grants to early-stage, high-potential, socially motivated MFIs working with the poor in the slums of India.We strive to provide better access to affordable housing that will improve the quality of life for India s urban poor. Our strategy is focused on funding initiatives, including improving access to housing finance, to catalyze the affordable housing industry as a market-based solution.Our aim is to effectively combine microfinance and the provision of basic services to improve the health, quality of life, disposable income levels and child literacy rates of urban poor families."We collaborate with a global consortium of microfinance donors to endorse and support the adoption of industry-accepted standards of social performance reporting. Our goals are to ensure increased industry accountability and transparency, and a truer measure of the lives we aim to improve.$http://www.webcitation.org/674fWjPhH$http://www.webcitation.org/674faZJ3t$http://www.webcitation.org/674fdSO6C$http://www.webcitation.org/674fgRayl$http://www.webcitation.org/674flqBP2Medical ResearchReligion and Spirituality Other GrantsThe Robertson Foundation believes that all Americans should receive a quality education. Accordingly, a substantial majority of our grantmaking in this area is directed towards public school reform. In addition, the Robertson Foundation has sponsored the Robertson Scholars Program in an effort to develop a new generation of leaders who will be thoughtful and engaged contributors to society.JThe Robertson Foundation believes that we have an obligation to be responsible stewards of the earth for future generations. Grantmaking in this area supports activities that promote a habitable, sustainable environment. The Foundation's primary areas of interest within the environment are climate change and marine conservation.The Robertson Foundation has supported select oncology research at a number of leading academic medical institutions in the New York area, such as The Rockefeller University, Cancer Research Institute and Memorial Sloan-Kettering Cancer Center. As it continues to expand its giving in the area of medical research, the Foundation seeks to leverage its dollars with larger grants from the government or other large foundations.The Robertson Foundation is committed to reinvigorating religious life in the United States and connecting people with a community of faith. The Foundation believes that such a connection - regardless of creed or denomination - reinforces ethical behavior and motivates active engagement driven by a concern for others. These desired outcomes cut across all of the Robertson Foundation's areas of interest.The Robertson Foundation has a number of grants in other areas beyond its four primary areas of interest For example, concern over poverty in developing countries, particularly in Africa, has led the Foundation to make two pilot investments aimed at alleviating poverty. The environment in Ghana currently facilitates government-community-NGO cooperation at the village level, and the Foundation supports the expansion of The Hunger Project in that country.$http://www.webcitation.org/674frGXni%http://www.webcitation.org/674fxmiSb Public School ReformInvesting in Future Leaders The Robertson Foundation's goal is to ensure that all children have access to high-quality educational opportunities. Our public school reform initiatives seek to address the challenges which negatively impact student achievement. We utilize a two-pronged approach:oThe Foundation's efforts to foster leadership at the undergraduate level centers on the Robertson Scholars Program. Each year, the program selects thirty-six new Scholars - half matriculate at Duke University and half at the University of North Carolina at Chapel Hill (UNC). All have access to courses at both UNC and Duke, and all must spend at least one semester living at the school where they are not otherwise enrolled. This four-year merit scholarship provides a comprehensive program of summer enrichment opportunities, mentoring, special courses, and unique access to the resources of its two partner universities.$http://www.webcitation.org/674g677ww$http://www.webcitation.org/674g9KszIGThe Foundation's current funding supports the goal of reducing global GHG emissions, specifically by encouraging action on this issue in the United States. Our primary focus is to advance policy solutions such as a national cap on carbon coupled with market-based tool< s that will yield economically efficient carbon reductions.'The oceans are integral to life on earth and are drivers of local economies and lives. Problems facing the oceans include climate change, overfishing and destructive fishing practices. The Foundation is exploring ways to curb destructive fishing practices and to protect fragile marine habitats.$http://www.webcitation.org/674gG4g620History, Program Interests, and Geographic FocusWith assets over $1.9 billion at December 31, 2010, the Richard King Mellon Foundation has built on the vision of these founders. The Foundation s current giving priorities primarily serve Southwestern Pennsylvania with a program focus on Regional Economic Development and Conservation, along with Education and Human Services and Nonprofit Capacity Building. The Foundation gives first consideration to requests that clearly align with these interests and demonstrates the greatest likelihood of achieving measurable results. $http://www.webcitation.org/674gqvKBy$http://www.webcitation.org/674godlVu$http://www.webcitation.org/674gmZy7dChildren, Youth, and FamiliesEnvironment & CommunitiesThe Children, Youth, & Families program funds work in Greater Philadelphia to promote a better early care and education system, more effective and equitable education policies, networks of developmental opportunities for older youth, and improvements to the systems supporting families. Our grantmaking focuses largely on critical transitions in the lives of children as they progress from birth, through early childhood, and into young adulthood. The Environment & Communities program uses an integrated grantmaking approach to enhance the sustainability of Greater Philadelphia's ecosystems and older communities. The program seeks to foster greater cross-sector collaborations that build on the assets of our region through revitalization of its urban core and protection and restoration of the region s natural assets, which we define as key landscapes and waterways. Our Environment & Communities program makes investments intended to catalyze innovation and leadership in the region. Through the Arts & Culture program, we provide various types of core operating support for arts groups and cultural institutions, enabling them to pursue their creative missions with confidence in their organization s future. We also fund work that broadly advances the region s cultural sector. Our funding strategies promote artistic achievement and encourage public participation in and support for the arts.$http://www.webcitation.org/674h3X7mM$http://www.webcitation.org/674hCBmUp% http://www.webcitation.org/674hE13HUSchool ReadinessPublic EducationQuality early care and education programs are effective strategies for improving the health and development of young children and increasing their life success in adolescence and young adulthood. Positive effects are particularly strong for children at risk of poor outcomes because of poverty or other family circumstances. Our funding in this area aims to promote the well-being of children from prenatal through age eight and to facilitate transitions to school. Many children who attend public schools in Greater Philadelphia s urban districts are not sufficiently equipped for work or higher education. Inadequate education not only hurts children and families, it also negatively impacts the region s social and economic health. Our main public education objectives are to Improve academic outcomes in Greater Philadelphia s urban public schools, with an emphasis on the School District of Philadelphia, Achieve an equitable school funding system in Pennsylvania., stem the tide of young people dropping out of school and increase opportunities to reengage those who have dropped out, Foster a robust education advocacy community in Philadelphia and the surrounding communities. DYoung people require community and connection. Complex factors interact to promote a successful transition to adult life, including family, income, neighborhood, community, education, and opportunity beyond school hours. The Foundation values the role communities play in developing the social and personal assets of youth. $http://www.webcitation.org/674hNj2bP$http://www.webcitation.org/674hVnbLE$http://www.webcitation.org/674hiuMQi$http://www.webcitation.org/674hsGwHP4Protect and Conserve Significant Regional Landscapes.Protect, Conserve, and Restore Water Resources/Improve Regional Prosperity and Competitiveness,Revitalize Greater Philadelphia s Urban CoreGreater Philadelphia s distinctive natural, agricultural, and urban landscapes are key regional assets. The goals of the Environment & Communities program s landscape priority are to advance strategic conservation of critical open space and natural areas in four of the region s largest, intact landscapes, each of which is of national or international importance, and to promote public access to the region s two largest rivers. 'The Foundation has a long history of advancing the protection and restoration of the region s water resources and the surrounding watershed lands that drain into the Delaware and Schuylkill Rivers. Historically, these waterways have been significant industria< l, recreational, and natural assets in shaping the growth and development of Greater Philadelphia, as well as providing a major source of drinking water. Today, our program works to ensure our rivers continue to play this role well into the future by supporting policy in a variety of areas. The economic health and competitiveness of Greater Philadelphia is impacted by many policies and trends larger than the perspective or purview of its municipalities. To improve state policy while facilitating sustainable growth and fiscal health our program seeks to advance collaborative regional initiatives, research, and analysis capable of recognizing and responding to these larger socio-economic changes. The urban core of the Greater Philadelphia region is home to many significant neighborhood assets: commercial corridors, recreational opportunities, transit connections, cultural institutions, parks, and rivers that can anchor the revitalization of their communities. Our investments in targeted neighborhoods seek to complement community assets by catalyzing innovation and leadership. Our funding for policy advocacy supports and reinforces sustainable redevelopment in neighborhoods of strength. $http://www.webcitation.org/674hxJIkQ$http://www.webcitation.org/674i7UONiRobust Cultural CommunityOur overall objective is to foster an environment in which arts and culture flourish, and in which artists are valued and enabled to undertake a wide range of creative pursuits and investigations. wThe Foundation is interested in funding work that it believes is critical to strengthening the cultural community as a sector or within a particular field or discipline in the following two areas: Regional advancement, including advocacy, public policy, research and demonstration models, and cooperative efforts; and Organizational capacity, including technical assistance. $http://www.webcitation.org/674ikIUzN$http://www.webcitation.org/674itAs7F$http://www.webcitation.org/674j7T33g%http://www.webcitation.org/674jF71ie $http://www.webcitation.org/674jJSlgl$http://www.webcitation.org/674jUHWHBPurchase for Progress (P4P)Conservation AgricultureThe Global Water Initiative Ukulima Farm&Improving U.S. Agricultural ProductionMap the Meal Gap"National Geographic/Buffett AwardsAs the world s largest humanitarian agency, WFP is a major food buyer. In 2009, it purchased $965 million worth of food 82 percent of which was purchased from developing countries. P4P links WFP s demand for staple commodities with the expertise of a host of partners who support farmers to produce food surpluses and sell them at a fair price. This setup offers smallholder farmers opportunities to access agricultural markets, become competitive players in those markets and improve their lives.Conservation agriculture techniques save resources, increase production and preserve the soil. Some of these techniques include no-tillage (or zero-tillage), strip-tillage and minimum-tillage agriculture. HGBF practices minimum-tillage techniques on the thousands of acres that comprise its research farms in Illinois and South Africa. The Foundation also supports global conservation agriculture programs and research. The Global Water Initiative (GWI) addresses the declining state of the world's supply of fresh water and the lack of access to clean water services by the world's poorest people. It brings together the talents and experiences of seven leading international organizations Action Against Hunger USA, CARE, Catholic Relief Services (CRS), International Union for Conservation of Nature (IUCN), International Institute for Environment and Development (IIED), Oxfam America and SOS Sahel UK to work out effective solutions. ISpanning over 9,000 acres (3,642 ha), Ukulima Farm in South Africa s Limpopo Province is owned by the Nature Conservation Trust (NCT), a South African registered public benefit organization. NCT operations are fully funded by the Howard G. Buffett Foundation. Here, HGBF partners with seven organizations the International Wheat and Maize Improvement Center (CIMMYT), the Nature Conservation Trust (NCT), the Norman Borlaug Institute for International Agriculture at Texas A&M University, Pennsylvania State University (PSU), the Donald Danforth Plant Science Center (DDPSC), the Educational Concerns for Hunger Organization (ECHO) and the University of Missouri. CIMMYT s primary goal to develop and distribute improved seed varieties to African farmers with the goal to increase crop yields. NCT provides housing, land, production equipment, lab facilities and irrigation to its Ukulima Farm partners. The other partners operate or will operate projects that research and test crop varieties and cropping systems including cover crops, crop intermittently, agroforestry and livestock management.Our Foundation has supported a diverse group of global projects that promote no-tillage or some form of conservation-based production in numerous agro-growing zones. We believe conservation-based farming techniques are critical to meeting global food requirements.`Feeding America undertook the Map the Meal Gap project, with the generous support of the Howard G. Buffett Foundation and The Nielsen Company, to learn more about the face of hunger at the local community level. In August, 2011, with the support of the ConAgra Foods Foundation, child food insecurity data was added. This map reflects 2009 data; updates to include the recently released 2010 USDA and Census Bureau data will be incorporated in early 2012. Select your state from our interactive map below and start learning more about the residents struggling with hunger and the food banks that serve them. &The annual National Geographic Society/Buffett Awards for Leaders< hip in Conservation were established by the Society and the Howard G. Buffett Foundation to recognize and celebrate unsung heroes working in the field. Awardees have demonstrated outstanding leadership in managing and protecting the natural resources in their countries and regions. They are each inspirational conservation advocates, who serve as role models and mentors. There are two awards presented each year: Africa (established in 2002) and Latin America (established in 2005). Purchase for Progress$http://www.webcitation.org/674ioQWHk.HGBF funding for the World Food Programme s Purchase for Progress (P4P) initiative supports market development for smallholder farmers in seven countries. By connecting smallholder farmers and the local marketplace, WFP empowers farmers to provide for their families as well as their local communities.$http://www.webcitation.org/674lRha4E$http://www.webcitation.org/674lU8y8x$http://www.webcitation.org/674lWHMjf$http://www.webcitation.org/674lYKhGM$http://www.webcitation.org/674laB0Gu$http://www.webcitation.org/674lc0JnEBasic ResearchScience EducationPublic Understanding of ScienceDigital Information Technology,Economic Performance and the Quality of LifeSelect National IssuesThe Foundation believes that a carefully reasoned and systematic understanding of the forces of nature and society, when applied inventively and wisely, can lead to a better world for all. With its Basic Research program area, the Foundation expands that understanding by funding original, high-quality research in science, technology, engineering and mathematics. Grants in the Basic Research program area promise to substantively benefit society or significantly add to the body of scientific knowledge. By funding basic research, the Alfred P. Sloan Foundation has created a digital survey of the sky, is advancing species identification and discovery worldwide, and is crafting a better understanding of the built environment in which we live.The Alfred P. Sloan Foundation is unique among foundations in its focus on science and technology. We believe that the scholars and practicioners in scientific and technical fields are chief drivers of the nation's prosperity. Grants in the Science Education program area promote access to the scientific enterprise, provide information about scientific and technical careers, and encourage innovation to the structure of scientific training.'In its Public Understanding of Science program, the Foundation makes grants that foster a better public understanding of the increasingly scientific and technological environment in which we live. The program also aims to convey some of the challenges and rewards of the scientific and technological enterprise and of the lives of the men and women who undertake it. Using books, television, radio, film, theater and other media, grants in this program area promote a deeper, richer contact with all the ways science and technology affect our lives.This program seeks to better our understanding of the relationship between technology, information, and society, primarily through research on and the development of digital information technology for the conduct of scholarly research and public engagement with knowledge. The Alfred P. Sloan Foundation believes that a theory-based, empirically-tested understanding of the U.S. economy is essential to improving the American quality of life. The Foundation funds grants for high-quality original research that promise to broaden that understanding or use it to improve American institutions. Grants in the Economic Performance and Quality of Life program have expanded our knowlege of how particular industries function, encouraged better communication and cooperation between citizens and their local governments, and focused scholarly and public attention on the issues and challenges faced by contemporary working families.#The Alfred P. Sloan Foundation recognizes that there are select opportunities outside of science, education and economics in which it can create an important benefit to society. Its National Issues program area looks for unique opportunities where Foundation funds promise to advance a significant national interest. Grants in the Select National Issues program are funding work to increase America's biosecurity and investigate how recent advances in information technology affect the spread of knowledge and the structure of scientific endeavor.$http://www.webcitation.org/674lg3CSh$http://www.webcitation.org/674lhpvxF$http://www.webcitation.org/674ljbhfO$http://www.webcitation.org/674llbLuU$http://www.webcitation.org/674lnqIF8$http://www.webcitation.org/674lpmSIcBarcode of LifeDeep Carbon ObservatoryEncyclopedia of Life%Microbiology of the Built EnvironmentSloan Digital Sky SurveySynthetic Biology This program, started in 2002, aims to speed the building and use of a library of short DNA sequences (barcodes) to identify animal and plant species reliably and inexpensively.Foundation grantmaking has supported the selection of gene regions for use in identification and the networking of stakeholder institutions in the field, which include museums and herbaria that have collections of specimens, laboratories that perform analyses, and regulatory agencies concerned, for example, about the accuracy of food labeling.The Consortium for the Barcode of Life, based at the Smithsonian Institution, includes over 170 member organizations from 50 countries.Barcodes of over 850,000 specimens from over 70,000 species have been accumulated with plans to extend the barcode library to 500,000 species over the next five years.Grantmaking for 2010 will focus on supporting the Consortium as it shifts to financial reliance on government agencies concerned both with basic science and with consumer and environmental protection. This new program aims to revolutionaize our understanding of the carbon deep in the Earth, including its connections to the origins of life and to the origins, distribution, and abundance of fossile fuels, through a multidisciplinary international network that develops and applies new instruments, takes observations, and performs analyses. A three-year 2009 grant to the Carnegie Institution of Washington supports the initial phase of the program, which will focus on developing instruments to meet the severe technical challenges associated with probing the high-pressure, high-temperature rocesses in Earth's deep interior and on building an organizational infrastructure to set strategic priorities, engage a network of researchers, and secure funding commitments from institutional partners. The goal of this program is to help build a reliable online encyclopedia with a Web page for each of the named 1.8 million species of plants, animals, and fungi. A $2.5 million grant from the Alfred P. Sloan Foundation along with a $10 million grant from the John D. and Catherine T. MacArthur Foundation initiated the project in 2007. Over 30,000 pages of the Encyclopedia were released early in 2008 and the site has since grown to include more than 200,000 authenticated species-pages.-Historically environmental research and policy have focused on natural or urban outdoor environments. Little is known about bout the complex microbial ecosystems found in the built environment. The goal of the Microbiology of the Built Environment program is to grow a new field of scientific inquiry.In cooperation with the Astrophysical Research Consortium, the Foundation has helped build and operate a specially designed telescope to observe and archive galaxies, quasars and other cosmological phenomena. Data collected through the SDSS is providing an increasingly detailed picture of the universe, including data bearing on the curvature of the universe itself, on the existence of dark ener< gy, and on the features of the Milky Way.UThe goal of Sloan s Synthetic Biology initiative is to identify the risks associated with research in and applications of synthetic biology and to assess the ethical, regulatory, and public policy implications of these risks. Grantmaking aims to educate scientists, policy makers, journalists and the public about synthetic biology, improve biosecurity and biosafety within the field, lay groundwork to address issues in regulation and governance, and help develop a cadre of scholars and practitioners to evaluate the ethical, social, and public policy consequences of synthetic biology research.$http://www.webcitation.org/674lroSPI$http://www.webcitation.org/674lu8BE5%Education for Underrepresented GroupsStudent RetentionThe Alfred P. Sloan Foundation makes grants that expand educational opportunities in mathematics, science and engineering (MS&E) to groups underrepresented in those fields Grants in the Student Retention program work to improve understanding of the factors underlying undergraduate and graduate completion rates and to encourage individual campuses to collect and make visible undergraduate and graduate completion rates and time-to-degree.$http://www.webcitation.org/674lwhYpq$http://www.webcitation.org/674lyxqz6http://www.sloan.org/program/22$http://www.webcitation.org/674m4Ug1O$http://www.webcitation.org/674m6rQlK$http://www.webcitation.org/674m9EAZzBooksFilmRadio TelevisionTheatre Other EffortsThe Foundation supports a wide range of books aimed at public understanding of science and technology. Popular categories include books that elucidate the scientific basis of issues that are often confusing or controversial or unnecessarily obscure. The Foundation also supports books that profile scientific and technological figures from varying angles, but with an emphasis on the human story. Books about the relevance of technology to daily life and about the relationship between women and technology also find occasional support. The goal of the Film program is to influence the next generation of filmmakers to tackle science and technology themes and characters, to increase visibility for feature films that depict this subject matter, and to produce new scripts about science and technology and about scientists, engineers and mathematicians. This program works primarily through initiatives with film schools, film festivals, and independent and Hollywood film producers.The Foundation supports a range of radio programs that deal with science and technology and seeks to increase both the quantity and the quality of science and technology coverage. The Foundation is a major supporter of public television documentaries, docudramas and dramas about science, technology and the lives of the men and women involved in scientific and technological pursuit.In this program, the Foundation makes grants to encourage playwrights and theater companies to write and produce new plays about scientists, engineers and mathematicians that will break down the barrier between "the two cultures." -The Foundation occasionally sponsors innovative efforts to reach a broad, cross-cultural audience or to target specific segments of the public. These efforts may take the form of, but are not limited to, Internet projects, conferences, multimedia events, performances, and science and arts festivals.$http://www.webcitation.org/674mBmbQO$http://www.webcitation.org/674mE3IGy$http://www.webcitation.org/674mGPaz8Data and Computational ResearchScholarly CommunicationUniversal Access to KnowledgerGrants in this sub-program aim to help researchers develop tools, establish norms, and build the institutional and social infrastructure needed to take full advantage of these important developments in data-driven, computation-intensive research. Emphasis is placed on projects that encourage access to and sharing of scholarly data, that promote the development of standards and taxonomies necessary for the interoperability of datasets, that enable the replication of computational research, and that investigate models of how researchers might deal with the increasingly central role played by data management and curation.#Grants in this sub-program aim to ease this transition by supporting the development of new models of filtering and curating online scholarly materials and by engaging the emerging community of stakeholders and practitioners tackling similar issues in widely divergent disciplinary contexts.TGrants in this program support the digitization of scientific and cultural knowledge and aim to preserve the openness and accessibility of all such knowledge for the widest public benefit. Major grants have gone to the Internet Archive, with its huge scanning and storage capacity; the Open Content Alliance, a consortium of over 100 universities, libraries, and scientific and cultural organizations committed to placing all their scanned materials into a common open digital repository; and Wikipedia, the largest encyclopedia in history, the fifth largest website in the world, and a model of collaborative open source knowledge on the Web. Current grantmaking focuses on identifying and eroding the economic, legal, and institutional barriers to universal access to knowledge and on supporting efforts to create a Digital Public Library of America.(Economic Performance and Quality of Life$http://www.webcitation.org/674mIc5KB$http://www.webcitation.org/674mKnM0o/Economic Institutions, Behavior and PerformanceWorking LongerGrants in the Economic Institutions, Behavior and Performance program primarily support basic empirical and policy-relevant research in economics, management, regulation, law, and political economy related to the structure, behavior and performance of the U.S. economy and its place in the global economy. Grants are also made to convey the results of this research to policymakers in ways that are useful to them. _The Foundation s Working Longer program began grant making in 2010 to expand and deepen our understanding of aging Americans work patterns. The goal is to understand a) employer practices by industry and sector; b) obstacles to continued employment of older Americans; and c) the economic consequences for both individuals and for the federal budget.$http://www.webcitation.org/674mO2Qwk$http://www.webcitation.org/674mTH3dO$http://www.webcitation.org/674mXvA5i$http://www.webcitation.org/674mbgce4 BiosecurityCivic InitiativesEnergy and Environment!History of Science and TechnologySince our Biosecurity program began in 2000, the Foundation has provided $44.1 million in support. Our original focus was on preparedness, both for individual citizens and for organizations. We have supported a number of important projects, including the development of the U.S. Department of Homeland Security s Ready< .gov initiative. Since 2000, we have underwritten the influential Center for Biosecurity of the University of Pittsburgh Medical Center, whose mission is to strengthen national security by reducing the risks posed by biological attacks, epidemics, and other destabilizing events, and to improve the nation s preparedness and response in the face of such events. Our Biosecurity program has also addressed issues surrounding dangerous research and the potential misuse of scientific knowledge, methods and materials in the life sciences. In this arena, we funded a number of significant projects, including the landmark Fink committee report:  Biotechnology Research in an Age of Terrorism, the U.S. National Academies International Biosecurity Project and the World Health Organization s program to raise awareness of the potential for misuse of biotechnology research. QSince its founding in 1934, the Alfred P. Sloan Foundation has been proud to call New York City home. With its Civic Initiatives Program, the Foundation responds to unique opportunities to benefit the New York City metro area with an eye toward advancing the Foundation's other interests in science, technology and economic performance.Grantmaking in this small interdisciplinary program looks for unique opportunities to expand our understanding of the economic, technological, organizational, regulatory, national security, and environmental consequences of energy production and consumption.TIn this program, the Foundation makes grants to preserve the raw material of history$http://www.webcitation.org/674nTReGX$http://www.webcitation.org/674ngaDun$http://www.webcitation.org/674niIxNe$http://www.webcitation.org/674nkEbbj$http://www.webcitation.org/674nmRy20Science and Big QuestionsCharacter DevelopmentFreedom and Free Enterprise'Exceptional Cognitive Talent and GeniusGeneticsThe Foundation has honored Sir John s vision of the Big Questions by supporting a wide range of research projects, as well as other activities of a more practical or educational purposeThe Foundation supports a broad range of programs, publications, and studies focused on the universal truths of character development, from childhood through young adulthood and beyond. The qualities of character emphasized by Sir John in the Foundation s charter include awe, creativity, curiosity, diligence, entrepreneurialism, forgiveness, future-mindedness, generosity, gratitude, honesty, humility, joy, love, purpose, reliability, and thrift. 9As one of the most successful investors of modern times, Sir John understood the enormous contribution that free markets and entrepreneurship could make to material improvement. As a student of classical liberalism, from Adam Smith to Milton Friedman, he also saw that, without economic freedom, individual freedom was fragile and vulnerable. The Foundation honors this profound vision by supporting a range of programs intended to liberate the initiative of individuals and nations and to establish the necessary conditions for the success of profit-making enterprise.vIn pursuing Sir John s aims, the Foundation has made a strong commitment to identifying and nurturing young people who demonstrate exceptional talent in mathematics and science. In the U.S., we have supported accelerated learning for students capable of working well beyond their grade level, and we have funded a number of important national studies of the issue. Internationally, the Foundation has sponsored academic training and competitions for students who show extraordinary potential but whose talents might not otherwise be developed, especially because of their economic circumstances or insufficient educational support  The Foundation s engagement with this Core Funding Area is still in its early stages, and we are not currently accepting unsolicited proposals on genetics. The only current opportunity for support in this area is through our Funding Priority, "Can Genetically Modified Crops Help to Feed the World?" The Foundation s initial investments in genetics can be seen in the grants listed below, and we look forward to developing a broader grant portfolio, in keeping with Sir John s great hopes for the field, in the years ahead.$http://www.webcitation.org/674nVXTTd$http://www.webcitation.org/674nXPDOb$http://www.webcitation.org/674na1A7e$http://www.webcitation.org/674nbttvJ$http://www.webcitation.org/674neRWrV"Mathematical and Physical SciencesHuman SciencesPhilosophy and TheologyScience in Dialogue\The Foundation supports innovative projects that focus on foundational questions in mathematics or that seek a deeper understanding of the nature of reality within the realm of physics, cosmology, astronomy, chemistry, or other physical sciences. Projects that are unlikely to be supported by conventional funding sources are especially encouraged.>The Foundation supports projects investigating the evolution and fundamental nature of life, human life, and mind, especially as they relate to issues of meaning and purpose. Projects are welcome from a variety of disciplinary perspectives, including the biological sciences, neuroscience, archeology, and paleontology-The Foundation supports projects that apply the tools of anthropology, sociology, political science, and psychology to the various moral and spiritual concepts identified by Sir John Templeton. These include altruism, creativity, free will, generosity, gratitude, intellect, love, prayer, and purpose.The Foundation supports< projects that attempt to develop new philosophical and theological insights, especially (but not only) in relation to advances in scientific understanding.The Foundation has a strong interest in projects that bring one or more scientific disciplines into a mutually enriching discussion with theology and/or philosophy, whether for a scholarly audience or the public at large.$http://www.webcitation.org/674oDOvx7$http://www.webcitation.org/674oG3Nsr$http://www.webcitation.org/674oINyWK$http://www.webcitation.org/674oKVsQw$http://www.webcitation.org/674oNu6ed$http://www.webcitation.org/674oPs0lESpecial IniativesThe Arts & Culture Program works to create an outstanding cultural ecology that is accessible to all the citizens of the region. The Children, Youth & Families Program seeks to ensure that children and adolescents are fully prepared to succeed in school and in lifeThe Endowments grant making will strive to change the dynamics of the school-reform dialogue in Allegheny County. Support will go to programs and services that cover African American and economically disadvantaged students in middle school and high-school learning environments  the Pittsburgh Public Schools, other public districts in the county, charter, faith-based and independent schools. Partners include school districts, intermediaries, universities, and organizations working within districts or directly with these students. In addition to these institutional partners, Endowments support also will be directed to efforts that encourage parents and concerned citizens to raise their voices as a community dedicated to ensuring equity-focused education systems. The Environment Program promotes excellent environmental quality and sustainable development by supporting efforts to eliminate waste, harness the power of the market and create an economy that promotes environmental and social justice.!The Heinz Endowments grant-making program devoted to increasing economic opportunity in the Pittsburgh region has a new director and a new focus, underscoring the foundation s decision to broaden its grant making to include significant economic development in specific geographic areas.  The Endowments five program areas and its Communications Department collaborate on special initiatives intended to magnify the impact of the foundation s investment in this region. Teams of staff members pool their expertise to craft and implement strategies, which also rely on community partners and support. The current initiatives are African American Men and Boys, the Breathe Project and the Downtown Now Photography Project. $http://www.webcitation.org/677vK0aZg$http://www.webcitation.org/677vLteOU$http://www.webcitation.org/677vNXz8jAfrican American Men and BoysThe Breathe Project Downtown Now Photography Project`The African American Men and Boys Initiative was created in 2007 to identify and increase educational, economic, social and leadership opportunities for African American men and boys in the Pittsburgh region. This mission uses an asset-based approach in working with the African American community to create improved life outcomes for this population. "Thank you for taking the time to learn about the Breathe Project, one of the most important environmental health initiatives ever undertaken by the Endowments, which was created to move the Pittsburgh region s air quality from the ranks of the worst in the nation to the ranks of the best. The Heinz Endowments invited nine photographers to participate in a three-year project to document the changing culture and sites of Downtown Pittsburgh. Of the thousands of photographs that they submitted during this time frame, more than 400 were chosen to be included in a permanent archive. We view this body of work as one of lasting historical and artistic significance and intend to make it available to the public as appropriate. $http://www.webcitation.org/677fUYiZs$http://www.webcitation.org/677flXAKD$http://www.webcitation.org/677g9mjKS$http://www.webcitation.org/677gBSL7K$http://www.webcitation.org/677gEKVSz$http://www.webcitation.org/677gGaMaE"Osher Scholars and Fellows Program*Osher Lifelong Learning Institutes Program!Osher Reentry Scholarship Program#Osher Integrative Medicine Programs#Local Arts and Educational Programs:Osher Initiative for California Community College StudentsThe Osher Scholars and Fellows Program provides scholarship support for students of academic promise and financial need matriculating at colleges and universities principally in Northern California and the State of Maine.=The Osher Lifelong Learning Institutes are found on the campuses of 116 colleges and universities from Maine to Hawaii and Alaska. Each provides a distinctive array of non-credit courses and activities specifically developed for seasoned adults aged 50 or older who are interested in learning for the joy of learning.The Osher Reentry Scholarship Program provides scholarship support for students pursuing the first baccalaureate degree after a significant break in their studies. At present, there are 86 universities and colleges in 47 states participating in this program.&There are three integrative medicine programs receiving Osher support. They are found at the University of California, San Francisco; Harvard University with a clinical center at Brigham and Women's Hospital; and the Karolinska Institute in Sweden. The programs feature research, education, and clinical care in integrative medicine, also known as complementary or alternative medicine. The Foundation also supports a career development award program for complementary and alternative medicine practitioners through the National Institutes of Health.An array of arts and educational programs in The Greater San Francisco Bay Area (California) and in the State of Maine also receive support from the Foundation. This is the only program within the Foundation that receives unsolicited letters of interest.This initiative, launched in 2008, aimed to provide up to $100 million in endowed funds to support scholarship programs dedicated to California's Community College students.$http://www.webcitation.org/677fe9D3A+List of Osher Scholars and Fellows Programs$http://www.webcitation.org/677fplb9A$http://www.webcitation.org/677frssKT$http://www.webcitation.org/677fv2eOTList of < InstitutesNational Resource Center+Program Description & Application ProcedureLIn October, 2004, Foundation Chairman Barbro Osher announced that the University of Southern Maine would administer the National Resource Center for the Osher Institutes. While the Foundation retains responsibility for all grant-making operations, the National Resource Center provides opportunities for communication among the individual Osher Institutes, professional development, and other value-added activities going forward. The Center has launched several projects including an extranet for Osher Institute network participants and a website for general reference (www.osher.net). The Bernard Osher Foundation s Osher Lifelong Learning Institutes grant program provides support to institutions of higher education to develop and strengthen initiatives that offer intellectually stimulating, non-credit courses specifically designed for students 50 years of age or older who are interested in personal enrichment. Emphasis is placed on learning for the joy of learning and on keeping in touch with a larger world. $http://www.webcitation.org/677gPoglC$http://www.webcitation.org/677gSr4i8$http://www.webcitation.org/677gX8ZJl$http://www.webcitation.org/677gZDwCT$http://www.webcitation.org/677gc7a4jScience and EngineeringUndergraduate EducationSouthern California0The Science and Engineering Research Program seeks to benefit humanity by supporting projects that are distinctive and novel in their approach, question the prevailing paradigm, or have the potential to break open new territory in their field. Past grants have been awarded to major universities and independent research institutions to support pioneering science and engineering research and the development of promising new technologies, and to facilitate the purchase of advanced instruments where such instruments would further specific research ventures. 7The Medical Research Program seeks to advance the frontiers of the life sciences by supporting basic research that is high-risk and has the potential to transform its field. Successful projects are distinctive and novel in their approach to problems, push the edge of their field or question the prevailing paradigm. Past grants have been awarded to major research universities, medical schools and independent research institutions to support pioneering biological research, including the development of promising new technologies, instrumentation or methodologies. The Foundation's Undergraduate Education Program promotes distinctive learning and research experiences in science, engineering and the liberal arts at four year undergraduate colleges only in Foundation designated states, or through national organizations that address undergraduate needs. Public institutions and research universities located in the designated states may apply but must demonstrate a compelling or unique resource to be competitive. +The Southern California Program seeks to promote the education and healthy development of children and youth, strengthen families and enhance the lives of people in the greater Los Angeles area through its support of organizations that provide arts and cultural enrichment, civic and community services, early childhood and pre-collegiate education, and health care. Projects that address compelling issues and have the potential to have a significant impact on the target population, organization, region and/or field are encouraged. A special emphasis is placed on projects that focus on children and youth from low-income families, special needs populations and safety-net services. Collaborative initiatives as well as projects arising from the vision of one organization's strong leadership are supported. From time to time the Foundation invites major grants designated as "special projects" for potentially significant endeavors that we believe will ultimately benefit humankind. These special projects are exclusively initiated by the board of directors. Once invited, before a special grants proposal is submitted, the applicant must request an extensive list of terms and conditions the Foundation requires for each grantee.$http://www.webcitation.org/677guSQZg$http://www.webcitation.org/677gwpm1b$http://www.webcitation.org/677gyqAp7$http://www.webcitation.org/677h3hlf2$http://www.webcitation.org/677h6SW6b$http://www.webcitation.org/677h93tjVW. M. Keck Observatory0Keck Graduate Institute of Applied Life SciencesUSC Keck School of Medicine*National Academies Keck Futures Initiative@Institute for Space Studies  California Institute of Technology2KCET  Community Television of Southern California(Home to the twin 10-meter Keck telescopes, which together form the world s largest optical telescope, the Keck Observatory is situated near the summit of Mauna Kea on the island of Hawaii and is a joint project of the California Institute of Technology (Caltech) and the University of California.As part of the Claremont College Consortium, located at Claremont, CA, this is the first graduate school in the United States solely dedicated to equipping a new generation of bioscientists and bioengineers with leading-edge knowledge and a practical orientation.USC is one of the nation s leading private research universities. This grant was designed to strengthen and expand the programs at the Keck School of Medicine and, in particular, support the growth of its research in neurodegenerative diseases.Initiated in 2003, this 15-year program was designed to stimulate interdisciplinary scientific and technological research that bridges disciplines, cultures, institutions and methodologies.~The Institute combines the brainstorming of new ideas on space science and technology with follow-up research and development.YContinued underwriting of Sesame Street and other innovative programming since the 1970s.$http://www.webcitation.org/677hn5wkS Goal 2025pTo increase the proportion of Americans with high-quality degrees and credentials to 60 percent by the year 2025$http://www.webcitation.org/677hr86K0$http://www.webcitation.org/677huXJNr$http://www.webcitation.org/677hwoens Preparation Success ProductivityFar too many students are unprepared for education beyond high school. Given that many other foundations already invest in student preparation and that Lumina s focus is on higher education, the Foundation s strategies for preparation are focused on the areas in which Lumina is best positioned to make a difference. Lumina s priority strategies will: " Promote the alignment of K-12 and higher education systems. " Expand national posts< econdary access outreach and action campaigns. " Support the expansion of sustainable, high-quality student service and advocacy networks. " Advocate for policies and programs that support low-income students. " Support research on innovative approaches to support low-income students, including state and federal tax- and asset-based programs. In recent years, Lumina has focused on preparation primarily through the KnowHow2GO initiative, which has two components: a national outreach program and work to greatly expand the reach of state and local higher education access programs. Our partnership with the YMCA-USA will work to connect KnowHow2GO to the well-established financial aid outreach network of College Goal Sunday and expand the reach of both programs. Because of its focus on completion, the second high-level outcome is the most direct line to the big goal. Just over half of beginning four-year students complete higher education with a degree or credential, and success rates are even lower for two-year students. Thus, the number of graduates in the United States could more than double if those who enroll actually graduate. Lumina s priority strategies will: " Advocate for the redesign, rebranding and improvement of developmental education. " Promote strategies that improve attainment of degrees and certificates, particularly by traditionally underrepresented students. " Explore the development of alternative pathways and credentials. " Implement stronger transfer and articulation systems that keep students moving toward completion of degrees and credentials. " Advocate for the use of quality data in higher education, through universal nationally linked state student record data systems that follow students to the workforce, as well as data that facilitate alignment of higher education and workforce. " Define and measure student learning outcomes and align them with workforce needs.While improving preparation and completion are essential, the third outcome needed to reach the big goal is to increase the capacity of the higher education system to produce 23 million additional graduates. It is unlikely that the current system can be scaled up to meet this need and demand. The Foundation s priority strategies will: " Pilot new approaches to define, measure and increase effectiveness and productivity in higher education. " Share learning from pilots with states and higher education institutions to help promising approaches be adopted more quickly. " Support creation or expansion of alternative delivery systems for higher education that incorporate new technologies, competency-based approaches and other innovations. The Foundation s effort to make higher education more productive is embodied in a multi-state grant initiative. In late 2009, seven states received productivity grants to effect policy changes over four years that can serve as examples to the nation that many more students can be educated within existing budgets while maintaining academic quality. In 2010, those states and others will be invited to join groups that collaborate across state lines on common challenges such as instituting funding reforms and removing regulatory barriers to better serving more students within their means. The Foundation s work in this area also includes supporting research on new higher education finance data systems and new models for delivery of higher education degrees and credentials.Grantmaker NameContactCare OfStreet Address 1Street Address 2CityStateZIP Code TelephoneFaxE-mail Total Assets Total GivingInquiry Admin.P.O. Box 23350SeattleWA 98102-0650(206) 709-3100(206) 709-3180info@gatesfoundation.orghttp://www.gatesfoundation.orgBuddy D. Philpot, Exec. Dir. P.O. Box 2030 BentonvilleAR 72712-2030(479) 464-1570(479) 464-1580info@wffmail.com%http://www.waltonfamilyfoundation.orgSecy.320 E. 43rd St.New YorkNY 10017-4801(212) 573-5000(212) 351-3677#office-secretary@fordfoundation.orghttp://www.fordfoundation.orgEric Brown, Dir., Comms.2121 Sand Hill Rd. Menlo ParkCA 94025-6909(650) 234-4500(650) 234-4501http://www.hewlett.orgCollege Rd. E. and Rte. 1 P.O. Box 2316 PrincetonNJ 08543-2316(877) 843-7953 mail@rwjf.orghttp://www.rwjf.org1 Michigan Ave. E. Battle CreekMI 49017-4005(269) 968-1611http://www.wkkf.orgCommunications Dept. 300 2nd St. Los Altos 94022-3632(650) 948-7658communications@packard.orghttp://www.packard.orgGenny Biggs, Comm. Manager1661 Page Mill Rd. Palo Alto 94304-1209(650) 213-3000(650) 213-3003http://www.moore.org/Allen Greenberg, Pres.222 Kiewit Plz.OmahaNE< 68131-3302scholarships@stbfoundation.org"http://www.buffettscholarships.org*Michele S. Warman, Genl. Counsel and Secy.140 E. 62nd St. 10065-8124(212) 838-8400(212) 223-2778inquiries@mellon.orghttp://www.mellon.orgRip Rapson, C.E.O. and Pres.3215 W. Big Beaver Rd.Troy 48084-2818(248) 643-9630(248) 643-0588info@kresge.orghttp://www.kresge.orgGRichard J. Kaplan, Assoc. V.P., Institutional Research and Grants Mgmt.140 S. Dearborn St., Ste. 1200ChicagoIL 60603-5285(312) 726-8000(312) 920-62584answers@macfound.orghttp://www.macfound.orgVerna Boggs, Admin. Asst.2801 N. Meridian St.P.O. Box 88068 IndianapolisIN 46208-0068(317) 924-5471(317) 926-4431http://www.lillyendowment.org400 W. 59th St., 4th Fl. 10019-8023Karina Mayer, Grants Manager1701 Village Center Cir. Las VegasNV 89134-6303(702) 804-6000(702) 804-6099generalquestions@dwrf.orghttp://www.dwreynolds.org10900 Wilshire Blvd., 12th Fl. Los Angeles 90024-6532(310) 954-5050(310) 954-5051info@broadfoundation.orghttp://www.broadfoundation.org/ 420 5th Ave. 10018-2702(212) 869-8500%http://www.rockefellerfoundation.org/1000 N. Alameda St. 90012-1804(800) 449-4149(213) 928-8801questions@calendow.orghttp://www.calendow.orgMarilyn Simons, Pres.160 5th Ave., 7th Fl. 10010-7037(646) 654-0066admin@simonsfoundation.orghttp://www.simonsfoundation.org230 Park Ave., Ste. 659 10169-0698(212) 679-3600http://www.helmsleytrust.org/*Nicole Howe Buggs, Dir., Grants Management437 Madison Ave. 10022-7003(212) 754-4073http://www.carnegie.orgEugene W. Cochrane, Jr., Pres.100 N. Tryon St., Ste. 3500 CharlotteNC 28202-4012(704) 376-0291(704) 376-9336infotde@tde.orghttp://www.dukeendowment.orgMott Foundation Bldg.503 S. Saginaw St., Ste. 1200Flint 48502-1851(810) 238-5651(810) 766-1753 info@mott.orghttp://www.mott.org/&Bloomberg Family Foundation, Inc., The Geller & Co.909 3rd Ave., 16th Fl. 10022-4797(212) 205-0100Suzanne Eden, Prog. Off.399 Park Ave., 17th Fl. 10022-4614(212) 909-3600(212) 750-3536 suzanne.eden@starrfoundation.orghttp://www.starrfoundation.org/>Jordan Faires, Sr. Grants Manager; Rose M. Arnold, Grants Mgr.#10100 Santa Monica Blvd., Ste. 1000(310) 556-4694(310) 556-2301cnhf@hiltonfoundation.orghttp://www.hiltonfoundation.org191 Peachtree N.W., Ste. 3540AtlantaGA(404) 522-6755(404) 522-7026fdns@woodruff.orghttp://www.woodruff.org Grant Admin."Wachovia Financial Ctr., Ste. 3300200 S. Biscayne Blvd.MiamiFL 33131-2349(305) 908-2600(305) 908-2698web@knightfoundation.orghttp://www.knightfoundation.orgKate Wolford, Pres.710 S. 2nd St., Ste. 400 MinneapolisMN 55401-2290(612) 333-4220(612) 332-3833info@mcknight.orghttp://www.mcknight.orgP.O. Box 163867AustinTX 78716-3867 info@msdf.orghttp://www.msdf.org/Satonya C. Fair, Dir., Grants701 St. Paul St.MD 21202-2311(410) 547-6600(410) 547-6624webmail@aecf.orghttp://www.aecf.orgDeborah Rutigliano 101 Park Ave.(212) 984-5714"http://www.robertsonfoundation.orgRachel Garbow Monroe, C.O.O.7 Park Center Ct. Owings Mills 21117-4200(410) 654-8500info@theweinbergfoundation.org#http://www.hjweinbergfoundation.orgScott Izzo, Dir.BNY Mellon Ctr."500 Grant St., 41st Fl., Ste. 4106 PittsburghPA 15219-2502(412) 392-2837(http://fdncenter.org/grantmaker/rkmellon3555 Farnam St.(402) 341-1717"http://www.sherwoodfoundation.org/Jeremy Nowak, Pres.2 Logan Sq., 11th Fl.100 N. 18th St. Philadelphia 19103-2757(215) 988-1830(215) 988-1823"moreinfo@williampennfoundation.org$http://www.williampennfoundation.org650 5th Ave., 19th Fl. 10019-6108(212) 974-7000(212) 974-7590http://www.ddcf.org145 N. Merchant St.Decatur 62523-1442(217) 423-9286+http://www.thehowardgbuffettfoundation.org/Leonard Aube, Exec. Dir.!2000 Ave. of the Stars, Ste. 1000 90067-4704(310) 209-4560(310) 209-1631info@annenbergfoundation.org"http://www.annenbergfoundation.orgPaul L. Joskow, Pres.630 5th Ave., Ste. 2550 10111-0242(212) 649-1649(212) 757-5117http://www.sloan.org600 Travis, Ste. 6400Houston 77002-3003(713) 238-8100(713) 238-8101info@houstonendowment.orghttp://www.houstonendowment.org$300 Conshohocken State Rd., Ste. 500West Conshohocken 19428-3801(610) 941-2828(610) 825-1730info@templeton.orghttp://www.templeton.org/!Kelly Martin, Dir., Grants Admin.575 Market St., Ste. 3400 San Francisco 94105-2858(415) 777-2244(415) 777-0869grantsadmin@irvine.orghttp://www.irvine.orgRobert F. Vagt, Pres.30 Dominion Twr.625 Liberty Ave., 30th Fl. 15222-3115(412) 281-5777(412) 281-5788info@heinz.orghttp://www.heinz.org301 Battery St., Fl. 5(415) 830-9330http://www.seachange.orgPatricia T. Nagle, Sr. V.P.1 Ferry Bldg., Ste. 255 94111-4243(415) 861-5587(415) 677-5868http://www.osherfoundation.orgNancy Pittman, Exec. Dir.2217 Welch Ave. 77019-5617(713) 523-6867(713) 523-2917bfi@brownfoundation.orghttp://www.brownfoundation.orgCMaria Pellegrini, Exec. Dir., Progs.; Matesha Varma, Sr. Prog. Dir.550 S. Hope St., Ste. 2500 90071-2617(213) 680-3833(213) 614-0934info@wmkeck.orghttp://www.wmkeck.orgKelly Merryman, Opers. Mgr.535 Fifth Ave., 33rd. Fl. 10017-0051http://www.novofoundation.org'Juan Suarez, Sr. V.P., External Affairs P.O. Box 1806 46206-1806(317) 951-5063Ksuarez@luminafoundation.orghttp://www.luminafoundation.orgKerri Ann Hurley, Grants Mgr.The Pilot House Lewis WharfBostonMA(617) 854-3500(617) 854-3501info@barrfoundation.orghttp://www.barrfoundation.orgGinny Vander Hart, Exec. Dir.P.O. Box 230257 Grand Rapids 49523-0257(616) 643-4700(616) 774-0116virginiav@rdvcorp.comWebsite Not Found88 Black Falcon Ave., Ste. 342 Center Lobby 02210-2431(617) 338-6300(617) 542-4487inform@citizensenergy.comhttp://www.citizensenergy.comTashia F. Morgridge, Pres.Tashia F. Morgridge#3130 Alpine Road, PMB 705, Ste. 288Portola Valley 94028-8005Robert W. Wilson520 83rd St., Ste. 1RBrooklyn 11209-4520(718) 748-6113Joy Torchia, Comms. Mgr.4801 Rockhill Rd. Kansas CityMO 64110-2046(816) 932-1000(816) 932-1100info@kauffman.orghttp://www.kauffman.org?Peter Droege, V.P., Comms.; Barb Danbom, Sr. V.P., Grants Prog.101 Monroe St.DenverCO 80206-4467(303) 393-7220(720) 941-4110info@danielsfund.orghttp://www.danielsfund.org Yvonne deBeixedon, Grants Admin.9215 Wilshire Blvd. Beverly Hills 90210-5501(310) 278-0770info@theahmansonfoundation.org$http://www.theahmansonfoundation.orgM. LaVoy Robison, Exec. Dir.1727 Tremont Pl. 80202-4006(303) 308-8220-http://anschutzfamilyfoundation.org/home.aspx343 Sansome St., Ste. 1200 94104-1303(415) 658-8730(415) 658-8736info@jimjosephfoundation.org"http://www.jimjosephfoundation.orgDaniel P. Schmidt, V.P., Progs.1241 N. Franklin Pl. MilwaukeeWI 53202-2901(414) 291-9915(414) 291-9991http://www.bradleyfdn.orgDuquesne Capital Mgmt.40 W. 57th St., 25th Fl. 10019-4001(212) 404-1150,John Klingenstein, Pres.; Kathleen Pomerantz787 7th Ave., 6th Fl. 10019-6016(212) 492-6181(212) 492-7007#kathleen.pomerantz@klingenstein.comhttp://www.klingfund.org John H. Conway, Jr., Vice-Chair.401 S. Boston, Ste. 3001TulsaOK 74103-4017(918) 584-4286mabeefoundation@sbcglobal.nethttp://www.mabeefoundation.comFrederick Slagle, Exec. Dir. 1266 W. Paces Ferry Rd., No. 615 30327-2306(404) 240-7700'Yossi Prager, Exec. Dir., North America1015 Park Ave. 10028-0904(212) 396-8850(212) 396-8833info@avichaina.orghttp://www.avichai.orgAmy Scop, Dir., Grants Mgmt.6320 Canoga Ave., <Ste. 1700Woodland Hills(818) 702-1900(818) 702-1999 tcwf@tcwf.orghttp://www.calwellness.org/ Genl. Mgmt.5 Penn Plz., 7th Fl. 10001-1837(212) 251-9700(212) 679-6990info@wallacefoundation.org http://www.wallacefoundation.orgMichael D. Desler, Exec. Dir.1939 Harrison St., Ste. 510Oakland 94612-3532(510) 466-6060(510) 466-6067info@wgvalley.org0http://foundationcenter.org/grantmaker/wgvalley/Nancy S. DeMoss, Chair.&1747 Pennsylvania Ave. N.W., Ste. 1000 WashingtonDC 20006-3944#Stephen Canna, SAC Capital Advisors72 Cummings Point Rd.StamfordCT 06902-7912(203) 890-2302Glenda Menges, Admin.668 N. Coast Hwy., PMB 1400 Laguna Beach 92651-1513(949) 494-0365glenda@marisla.org!http://www.fsrequests.com/marislaPhillip Henderson, Pres.330 Madison Ave., 30th Fl. 10017-5001(212) 557-0010(212) 557-0003questions@surdna.orghttp://www.surdna.org Prog. Staff70 W. Madison St., Ste. 2750 60602-4344(312) 782-2464(312) 782-4160info@joycefdn.orghttp://www.joycefdn.org250 University Ave., Ste. 200 94301-1738(650) 331-1031(650) 331-1033grants@skollfoundation.orghttp://www.skollfoundation.org/Fred J. Ali, C.E.O. and Pres.1055 W. 7th St., Ste. 3050 90017-2305(213) 688-7799(213) 688-1515info@weingartfnd.orghttp://www.weingartfnd.orgAlbert Chung, Comms. Assoc.415 Madison Ave., 10th Fl. 10017-7949(212) 551-9100(212) 421-9325 info@emcf.orghttp://www.emcf.orgCarolyn B. Dickson, Exec. Dir.100 Crescent Ct., Ste. 1660Dallas 75201-1884 info@odf.orghttp://www.odf.orgPeter M. Moore, Dir., Grants2302 Post Office St., Ste. 704 Galveston 77550-1936(409) 797-1500(409) 763-5564info@themoodyf.orghttp://www.moodyf.orgDenis Chicola, Sr. Comms. Off.114 Sansome St., Ste. 600(415) 856-1400(415) 856-1500siteinfo@haasjr.orghttp://www.haasjr.orgDana Miller, Sr. Prog. Dir.703 Broadway, Ste. 710 Vancouver 98660-3308(360) 694-8415(360) 694-1819http://www.murdock-trust.org300 First Ave.Needham(781) 972-5950(781) 972-5999proposals@adelsonfoundation.org/http://www.adelsonfoundation.org/AFF/index.html$Andrea C. Landes, Dir., Grants Mgmt. 1 E. 75th St. 10021-2692(212) 606-3500 info@cmwf.orghttp://www.commonwealthfund.org511 Congress St., Ste. 800PortlandME 04101-3478naep@oakfnd.orghttp://www.oakfnd.orgAnne-Marie Soulliere, Pres.82 Devonshire St., Ste. F9A3 02109-3614(617) 563-68064http://www.fidelityfoundation.org/aboutus/index.htmlLisa Mckillips Nike Inc.1 Bowerman Dr. BeavertonOR 97005-0979(503) 671-3500Doug Bauer, Exec. Dir.1 Rockefeller Plz., 31st Fl. 10020-2102(212) 977-6900Michael Gilligan, Pres.51 Madison Ave., 30th Fl. 10010-1603(212) 489-7700(212) 581-9541hlf1@hluce.orghttp://www.hluce.orgGeorge S. TsandikosRockefeller Trust Company, N.A.10 Rockefeller Plz., 3rd Fl.(212) 549-5270Martin Blackman, Pres.31 W. 52nd St., 21st Fl. 10019-6396(212) 832-8500Carol Snapp, Comms. Mgr.402 E. Michigan Ave. Kalamazoo 49007-3888(269) 373-4373(269) 373-0277contact@arcusfoundation.orghttp://www.arcusfoundation.orgElizabeth A. Kress, Exec. Dir. 201 S. Biscayne Blvd., Ste. 1310 33131-4333(305) 577-0005ekress@famri.orghttp://www.famri.org440 W. Ontario St. 60610-4014(312) 466-3982Foundation Source501 Silverside Rd., Ste. 123 WilmingtonDE 19809-1377(800) 839-1754/Tracy McFerrin Foster, V.P.; Jeanne Bates, V.P.P.O. Box 419580, Dept. 323 64141-6580(816) 274-8547#http://www.hallfamilyfoundation.orgHope Lyons, Dir., Grants Mgmt.475 Riverside Dr., Ste. 900(212) 812-4200(212) 812-4299grantsmgmt@rbf.orghttp://www.rbf.org851 S. Rampart Blvd., Ste. 150 89145-4882(702) 732-7102Bank of America, N.A.One Bryant Park, NY 1-100-28-05 10036-6715 Sanford "Sandy" R. Cardin, Pres.Two W. 2nd St., 20th Fl. 74103-3123(918) 591-1090(918) 591-1758http://www.schusterman.org0Casey Castaneda, Prog. Off., JPMorgan Chase BankJPMorgan Chase Bank, NY1-K348270 Park Ave., 16th Fl. 10017-2014(212) 464-2487casey.b.castaneda@jpmchase.com I oL! ^ Ƅ  $Vc% W&Yi&-9'5'<(uP(ge(cc   dMbP?_%*+$!&C&"Times New Roman,Regular"&12&A)&&C&"Times New Roman,Regular"&12Page &P&333333?'333333?(-؂-?)-؂-?"d,,333333?333333?U } } }  <VVV VVVVVV V V V V VVVVVVVVVVVVVVVVVVV                                       ! "! #" $# %$ &% '& (' )( *) +* ,+ -, .- /. 0/ 10 21 32 43 54 65 76 87 98 :9 ;: <; =< >= ?> @? 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DH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH ?2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH ?2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(?2;<SDD(@BA BH)?2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,?2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH0?2;<SDD0@BA BH1?2;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH9?2;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<?2;<SDD<@BA BH=?2;<SDD=@BA BH>2;<SDD>@BA BH??2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB?2;<SDDB@BA BHC?2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG?2;<SDDG@BA BHH2;<SDDH@BA BHI?2;<SDDI@BA BHJ2;<SDDJ@BA BHK?2;<SDDK@BA BHL?2;<SDDL@BA BHM2;<SDDM@BA BHN?2;<SDDN@BA BHO2;<SDDO@BA BHP?2;<SDDP@BA BHQ?2;<SDDQ@BA BHR?2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B Y~ "#>@ %T? DH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&?2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)?2;<SDD)@BA BH*?2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH5?2;<SDD5@BA BH6?2;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH9?2;<SDD9@BA BH:?2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=?2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@?2;<SDD@@BA BHA?2;<SDDA@BA BHB?2;<SDDB@BA BHC?2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH?2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL?2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP?2;<SDDP@BA BHQ?2;<SDDQ@BA BHR?2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B Z~ #9@ %T{Gz? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH?2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"?2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(?2;<SDD(@BA BH)2;<SDD)@BA BH*?2;<SDD*@BA BH+?2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH4?2;<SDD4@BA BH52;<SDD5@BA BH6?2;<SDD6@BA BH7?2;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<?2;<SDD<@BA BH=?2;<SDD=@BA BH>2;<SDD>@BA BH??2;<SDD?@BA BH@?2;<SDD@@BA BHA?2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE?2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ?2;<SDDJ@BA BHK?2;<SDDK@BA BHL?2;<SDDL@BA BHM?2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP?2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B [~  # 9@ % T {Gz? D H ?2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH ?2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D@BA BH ?2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH !2;<SD D!@BA BH "?2;<SD D"@BA BH #2;<SD D#@BA BH $?2;<SD D$@BA BH %2;<SD D%@BA BH &2;<SD D&@BA BH '?2;<SD D'@BA BH (2;<SD D(@BA BH )2;<SD D)@BA BH *2;<SD D*@BA BH +2;<SD D+@BA BH ,2;<SD D,@BA BH -2;<SD D-@BA BH .?2;<SD D.@BA BH /?2;<SD D/@BA BH 02;<SD D0@BA BH 12;<SD D1@BA BH 22;<SD D2@BA BH 32;<SD D3@BA BH 42;<SD D4@BA BH 52;<SD D5@BA BH 6?2;<SD D6@BA BH 72;<SD D7@BA BH 82;<SD D8@BA BH 9?2;<SD D9@BA BH :2;<SD D:@BA BH ;2;<SD D;@BA BH <2;<SD D<@BA BH =2;<SD D=@BA BH >2;<SD D>@BA BH ??2;<SD D?@BA BH @?2;<SD D@@BA BH A?2;<SD DA@BA BH B2;<SD DB@BA BH C2;<SD DC@BA BH D2;<SD DD@BA BH E2;<SD DE@BA BH F?2;<SD DF@BA BH G2;<SD DG@BA BH H2;<SD DH@BA BH I?2;<SD DI@BA BH J?2;<SD DJ@BA BH K2;<SD DK@BA BH L2;<SD DL@BA BH M2;<SD DM@BA BH N?2;<SD DN@BA BH O2;<SD DO@BA BH P2;<SD DP@BA BH Q?2;<SD DQ@BA BH R?2;<SD DR@BA BH S?2;<SD DS@BA BH T2;<SD DT@BA BH U?2;<SD DU@BA B \~ r# 1@ % T ? D H 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D@BA BH ?2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH !2;<SD D!@BA BH "2;<SD D"@BA BH #2;<SD D#@BA BH $?2;<SD D$@BA BH %?2;<SD D%@BA BH &2;<SD D&@BA BH '?2;<SD D'@BA BH (2;<SD D(@BA BH )2;<SD D)@BA BH *2;<SD D*@BA BH +2;<SD D+@BA BH ,2;<SD D,@BA BH -2;<SD D-@BA BH .2;<SD D.@BA BH /2;<SD D/@BA BH 02;<SD D0@BA BH 1?2;<SD D1@BA BH 2?2;<SD D2@BA BH 3?2;<SD D3@BA BH 42;<SD D4@BA BH 5?2;<SD D5@BA BH 62;<SD D6@BA BH 72;<SD D7@BA BH 82;<SD D8@BA BH 92;<SD D9@BA BH :2;<SD D:@BA BH ;2;<SD D;@BA BH <2;<SD D<@BA BH =2;<SD D=@BA BH >2;<SD D>@BA BH ??2;<SD D?@BA BH @2;<SD D@@BA BH A2;<SD DA@BA BH B?2;<SD DB@BA BH C2;<SD DC@BA BH D?2;<SD DD@BA BH E?2;<SD DE@BA BH F?2;<SD DF@BA BH G2;<SD DG@BA BH H2;<SD DH@BA BH I?2;<SD DI@BA BH J2;<SD DJ@BA BH K2;<SD DK@BA BH L2;<SD DL@BA BH M2;<SD DM@BA BH N2;<SD DN@BA BH O2;<SD DO@BA BH P2;<SD DP@BA BH Q2;<SD DQ@BA BH R?2;<SD DR@BA BH S2;<SD DS@BA BH T2;<SD DT@BA BH U2;<SD DU@BA B ]~ 6# ,@ % T $I$I? D H 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D @BA BH 2;<SD D @BA BH ?2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH !2;<SD D!@BA BH "2;<SD D"@BA BH #2;<SD D#@BA BH $2;<SD D$@BA BH %2;<SD D%@BA BH &2;<SD D&@BA BH '2;<SD D'@BA BH (2;<SD D(@BA BH )?2;<SD D)@BA BH *2;<SD D*@BA BH +2;<SD D+@BA BH ,2;<SD D,@BA BH -2;<SD D-@BA BH .2;<SD D.@BA BH /2;<SD D/@BA BH 02;<SD D0@BA BH 12;<SD D1@BA BH 22;<SD D2@BA BH 32;<SD D3@BA BH 4?2;<SD D4@BA BH 52;<SD D5@BA BH 6?2;<SD D6@BA BH 72;<SD D7@BA BH 82;<SD D8@BA BH 92;<SD D9@BA BH :?2;<SD D:@BA BH ;2;<SD D;@BA BH <2;<SD D<@BA BH =?2;<SD D=@BA BH >2;<SD D>@BA BH ?2;<SD D?@BA BH @2;<SD D@@BA BH A2;<SD DA@BA BH B2;<SD DB@BA BH C2;<SD DC@BA BH D2;<SD DD@BA BH E2;<SD DE@BA BH F2;<SD DF@BA BH G2;<SD DG@BA BH H2;<SD DH@BA BH I2;<SD DI@BA BH J?2;<SD DJ@BA BH K2;<SD DK@BA BH L2;<SD DL@BA BH M2;<SD DM@BA BH N?2;<SD DN@BA BH O2;<SD DO@BA BH P2;<SD DP@BA BH Q2;<SD DQ@BA BH R2;<SD DR@BA BH S2;<SD DS@BA BH T2;<SD DT@BA BH U2;<SD DU@BA B ^~ &# ,@ % T $I$I? D H 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH ?2;<SD D @BA BH 2;<SD D @BA BH ?2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D @BA BH !2;<SD D!@BA BH "2;<SD D"@BA BH #?2;<SD D#@BA BH $2;<SD D$@BA BH %2;<SD D%@BA BH &2;<SD D&@BA BH '?2;<SD D'@BA BH (2;<SD D(@BA BH )2;<SD D)@BA BH *2;<SD D*@BA BH +2;<SD D+@BA BH ,2;<SD D,@BA BH -2;<SD D-@BA BH .2;<SD D.@BA BH /?2;<SD D/@BA BH 02;<SD D0@BA BH 12;<SD D1@BA BH 22;<SD D2@BA BH 32;<SD D3@BA BH 42;<SD D4@BA BH 52;<SD D5@BA BH 62;<SD D6@BA BH 72;<SD D7@BA BH 82;<SD D8@BA BH 92;<SD D9@BA BH :2;<SD D:@BA BH ;2;<SD D;@BA BH <2;<SD D<@BA BH =2;<SD D=@BA BH >2;<SD D>@BA BH ?2;<SD D?@BA BH @2;<SD D@@BA BH A2;<SD DA@BA BH B2;<SD DB@BA BH C?2;<SD DC@BA BH D2;<SD DD@BA BH E?2;<SD DE@BA BH F2;<SD DF@BA BH G2;<SD DG@BA BH H2;<SD DH@BA BH I?2;<SD DI@BA BH J?2;<SD DJ@BA BH K2;<SD DK@BA BH L2;<SD DL@BA BH M2;<SD DM@BA BH N2;<SD DN@BA BH O2;<SD DO@BA BH P2;<SD DP@BA BH Q?2;<SD DQ@BA BH R?2;<SD DR@BA BH S2;<SD DS@BA BH T2;<SD DT@BA BH U2;<SD DU@BA B _~ # "@ % T qq? D H ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH 2;<SD D @BA BH ?2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D @BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH ?2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D@BA BH 2;<SD D @BA BH !2;<SD D!@BA BH "2;<SD D"@BA BH #2;<SD D#@BA BH $2;<SD D$@BA BH %2;<SD D%@BA BH &2;<SD D&@BA BH '2;<SD D'@BA BH (2;<SD D(@BA BH )2;<SD D)@BA BH *2;<SD D*@BA BH +?2;<SD D+@BA BH ,2;<SD D,@BA BH -2;<SD D-@BA BH .2;<SD D.@BA BH /2;<SD D/@BA BH 02;<SD D0@BA BH 12;<SD D1@BA BH 22;<SD D2@BA BH 32;<SD D3@BA BH 42;<SD D4@BA BH 52;<SD D5@BA BH 62;<SD D6@BA BH 72;<SD D7@BA BH 82;<SD D8@BA BH 92;<SD D9@BA BH :2;<SD D:@BA BH ;2;<SD D;@BA BH <2;<SD D<@BA BH =?2;<SD D=@BA BH >2;<SD D>@BA BH ?2;<SD D?@BA BH @2;<SD D@@BA BH A2;<SD DA@BA BH B2;<SD DB@BA BH C2;<SD DC@BA BH D2;<SD DD@BA BH E2;<SD DE@BA BH F2;<SD DF@BA BH G2;<SD DG@BA BH H2;<SD DH@BA BH I?2;<SD DI@BA BH J?2;<SD DJ@BA BH K2;<SD DK@BA BH L2;<SD DL@BA BH M?2;<SD DM@BA BH N2;<SD DN@BA BH O2;<SD DO@BA BH P2;<SD DP@BA BH Q2;<SD DQ@BA BH R2;<SD DR@BA BH S2;<SD DS@BA BH T2;<SD DT@BA BH U2;<SD DU@BA B `~ :#"@ %Tqq? DH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+?2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:?2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=?2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B a~ #"@ %Tqq? DH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+?2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH4?2;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG?2;<SDDG@BA BHH2;<SDDH@BA BHI?2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B b~ N# @ %T? DH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%?2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH8?2;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD?2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI?2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP?2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B c~ f# @ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"?2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+?2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH2?2;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH6?2;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:?2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE?2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B d~ ^#@ %T$I$I? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH1?2;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH??2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN?2;<SDDN@BA BHO?2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR?2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B e~ 2#@ %TUUUUUU? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH0?2;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=?2;<SDD=@BA BH>?2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B f~ F#@ %TUUUUUU? DH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+?2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH4?2;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH7?2;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B g~ R#@ %TUUUUUU? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH ?2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$?2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'?2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH6?2;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF?2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ?2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B h~ v#@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%?2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH3?2;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B i~ #@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!?2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH2?2;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH6?2;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;?2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B j~ n#@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH0?2;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B k~ #@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(?2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH4?2;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B l~ #@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH6?2;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B m~ #@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(?2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG?2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B n~ #@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&?2;<SDD&@BA BH'2;<SDD'@BA BH(?2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/?2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@?2;<SDD@@BA BHA2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B o~ #@ %T? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH ?2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB?2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH?2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B p~ #@ %TUUUUUU? DH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+?2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=?2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B q~ .#@ %TUUUUUU? DH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH?2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH 2;<SDD @BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH2;<SDD@BA BH 2;<SDD @BA BH!2;<SDD!@BA BH"2;<SDD"@BA BH#2;<SDD#@BA BH$2;<SDD$@BA BH%2;<SDD%@BA BH&2;<SDD&@BA BH'2;<SDD'@BA BH(2;<SDD(@BA BH)2;<SDD)@BA BH*2;<SDD*@BA BH+2;<SDD+@BA BH,2;<SDD,@BA BH-2;<SDD-@BA BH.2;<SDD.@BA BH/2;<SDD/@BA BH02;<SDD0@BA BH12;<SDD1@BA BH22;<SDD2@BA BH32;<SDD3@BA BH42;<SDD4@BA BH52;<SDD5@BA BH62;<SDD6@BA BH72;<SDD7@BA BH82;<SDD8@BA BH92;<SDD9@BA BH:2;<SDD:@BA BH;2;<SDD;@BA BH<2;<SDD<@BA BH=?2;<SDD=@BA BH>2;<SDD>@BA BH?2;<SDD?@BA BH@2;<SDD@@BA BHA?2;<SDDA@BA BHB2;<SDDB@BA BHC2;<SDDC@BA BHD2;<SDDD@BA BHE2;<SDDE@BA BHF2;<SDDF@BA BHG2;<SDDG@BA BHH2;<SDDH@BA BHI2;<SDDI@BA BHJ2;<SDDJ@BA BHK2;<SDDK@BA BHL2;<SDDL@BA BHM2;<SDDM@BA BHN2;<SDDN@BA BHO2;<SDDO@BA BHP2;<SDDP@BA BHQ2;<SDDQ@BA BHR2;<SDDR@BA BHS2;<SDDS@BA BHT2;<SDDT@BA BHU2;<SDDU@BA B V!V"V#V$V%V&V'V(V)V*V+V,V-V.V/V0V1V2V3V4V5V6V7V8V9V:V;V r~ ># @ % T UUUUUU? 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D/H/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/ 2;<SD/D @BA BH/ 2;<SD/D @BA BH/ 2;<SD/D @BA BH/ 2;<SD/D @BA BH/ 2;<SD/D @BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/?2;<SD/D@BA BH/2;<SD/D@BA BH/2;<SD/D@BA BH/ 2;<SD/D @BA BH/!2;<SD/D!@BA BH/"2;<SD/D"@BA BH/#2;<SD/D#@BA BH/$2;<SD/D$@BA BH/%2;<SD/D%@BA BH/&2;<SD/D&@BA BH/'2;<SD/D'@BA BH/(2;<SD/D(@BA BH/)2;<SD/D)@BA BH/*2;<SD/D*@BA BH/+2;<SD/D+@BA BH/,2;<SD/D,@BA BH/-2;<SD/D-@BA BH/.2;<SD/D.@BA BH//2;<SD/D/@BA BH/02;<SD/D0@BA BH/12;<SD/D1@BA BH/22;<SD/D2@BA BH/32;<SD/D3@BA BH/42;<SD/D4@BA BH/52;<SD/D5@BA BH/62;<SD/D6@BA BH/72;<SD/D7@BA BH/82;<SD/D8@BA BH/92;<SD/D9@BA BH/:2;<SD/D:@BA BH/;2;<SD/D;@BA BH/<2;<SD/D<@BA BH/=2;<SD/D=@BA BH/>2;<SD/D>@BA BH/?2;<SD/D?@BA BH/@2;<SD/D@@BA BH/A2;<SD/DA@BA BH/B2;<SD/DB@BA BH/C2;<SD/DC@BA BH/D2;<SD/DD@BA BH/E2;<SD/DE@BA BH/F2;<SD/DF@BA BH/G2;<SD/DG@BA BH/H2;<SD/DH@BA BH/I2;<SD/DI@BA BH/J2;<SD/DJ@BA BH/K2;<SD/DK@BA BH/L2;<SD/DL@BA BH/M2;<SD/DM@BA BH/N2;<SD/DN@BA BH/O2;<SD/DO@BA BH/P2;<SD/DP@BA BH/Q2;<SD/DQ@BA BH/R2;<SD/DR@BA BH/S2;<SD/DS@BA BH/T2;<SD/DT@BA BH/U2;<SD/DU@BA B 0~ 0#0? %00T0? D0H02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH0 2;<SD0D @BA BH0 2;<SD0D @BA BH0 2;<SD0D @BA BH0 2;<SD0D @BA BH0 2;<SD0D @BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH0?2;<SD0D@BA BH02;<SD0D@BA BH02;<SD0D@BA BH0 2;<SD0D @BA BH0!2;<SD0D!@BA BH0"2;<SD0D"@BA BH0#2;<SD0D#@BA BH0$2;<SD0D$@BA BH0%2;<SD0D%@BA BH0&2;<SD0D&@BA BH0'2;<SD0D'@BA BH0(2;<SD0D(@BA BH0)2;<SD0D)@BA BH0*2;<SD0D*@BA BH0+2;<SD0D+@BA BH0,2;<SD0D,@BA BH0-2;<SD0D-@BA BH0.2;<SD0D.@BA BH0/2;<SD0D/@BA BH002;<SD0D0@BA BH012;<SD0D1@BA BH022;<SD0D2@BA BH032;<SD0D3@BA BH042;<SD0D4@BA BH052;<SD0D5@BA BH062;<SD0D6@BA BH072;<SD0D7@BA BH082;<SD0D8@BA BH092;<SD0D9@BA BH0:2;<SD0D:@BA BH0;2;<SD0D;@BA BH0<2;<SD0D<@BA BH0=2;<SD0D=@BA BH0>2;<SD0D>@BA BH0?2;<SD0D?@BA BH0@2;<SD0D@@BA BH0A2;<SD0DA@BA BH0B2;<SD0DB@BA BH0C2;<SD0DC@BA BH0D2;<SD0DD@BA BH0E2;<SD0DE@BA BH0F2;<SD0DF@BA BH0G2;<SD0DG@BA BH0H2;<SD0DH@BA BH0I2;<SD0DI@BA BH0J2;<SD0DJ@BA BH0K2;<SD0DK@BA BH0L2;<SD0DL@BA BH0M2;<SD0DM@BA BH0N2;<SD0DN@BA BH0O2;<SD0DO@BA BH0P2;<SD0DP@BA BH0Q2;<SD0DQ@BA BH0R2;<SD0DR@BA BH0S2;<SD0DS@BA BH0T2;<SD0DT@BA BH0U2;<SD0DU@BA B 1~ 1#1? %11T1? D1H12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH1 2;<SD1D @BA BH1 2;<SD1D @BA BH1 2;<SD1D @BA BH1 2;<SD1D @BA BH1 2;<SD1D @BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH12;<SD1D@BA BH1?2;<SD1D@BA BH12;<SD1D@BA BH1 2;<SD1D @BA BH1!2;<SD1D!@BA BH1"2;<SD1D"@BA BH1#2;<SD1D#@BA BH1$2;<SD1D$@BA BH1%2;<SD1D%@BA BH1&2;<SD1D&@BA BH1'2;<SD1D'@BA BH1(2;<SD1D(@BA BH1)2;<SD1D)@BA BH1*2;<SD1D*@BA BH1+2;<SD1D+@BA BH1,2;<SD1D,@BA BH1-2;<SD1D-@BA BH1.2;<SD1D.@BA BH1/2;<SD1D/@BA BH102;<SD1D0@BA BH112;<SD1D1@BA BH122;<SD1D2@BA BH132;<SD1D3@BA BH142;<SD1D4@BA BH152;<SD1D5@BA BH162;<SD1D6@BA BH172;<SD1D7@BA BH182;<SD1D8@BA BH192;<SD1D9@BA BH1:2;<SD1D:@BA BH1;2;<SD1D;@BA BH1<2;<SD1D<@BA BH1=2;<SD1D=@BA BH1>2;<SD1D>@BA BH1?2;<SD1D?@BA BH1@2;<SD1D@@BA BH1A2;<SD1DA@BA BH1B2;<SD1DB@BA BH1C2;<SD1DC@BA BH1D2;<SD1DD@BA BH1E2;<SD1DE@BA BH1F2;<SD1DF@BA BH1G2;<SD1DG@BA BH1H2;<SD1DH@BA BH1I2;<SD1DI@BA BH1J2;<SD1DJ@BA BH1K2;<SD1DK@BA BH1L2;<SD1DL@BA BH1M2;<SD1DM@BA BH1N2;<SD1DN@BA BH1O2;<SD1DO@BA BH1P2;<SD1DP@BA BH1Q2;<SD1DQ@BA BH1R2;<SD1DR@BA BH1S2;<SD1DS@BA BH1T2;<SD1DT@BA BH1U2;<SD1DU@BA B 2~ 2#2? %22T2? D2H22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH2 2;<SD2D @BA BH2 2;<SD2D @BA BH2 2;<SD2D @BA BH2 2;<SD2D @BA BH2 2;<SD2D @BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH22;<SD2D@BA BH2 2;<SD2D @BA BH2!2;<SD2D!@BA BH2"2;<SD2D"@BA BH2#2;<SD2D#@BA BH2$2;<SD2D$@BA BH2%2;<SD2D%@BA BH2&2;<SD2D&@BA BH2'2;<SD2D'@BA BH2(2;<SD2D(@BA BH2)2;<SD2D)@BA BH2*2;<SD2D*@BA BH2+2;<SD2D+@BA BH2,2;<SD2D,@BA BH2-2;<SD2D-@BA BH2.2;<SD2D.@BA BH2/2;<SD2D/@BA BH202;<SD2D0@BA BH212;<SD2D1@BA BH222;<SD2D2@BA BH232;<SD2D3@BA BH242;<SD2D4@BA BH252;<SD2D5@BA BH262;<SD2D6@BA BH272;<SD2D7@BA BH282;<SD2D8@BA BH292;<SD2D9@BA BH2:?2;<SD2D:@BA BH2;2;<SD2D;@BA BH2<2;<SD2D<@BA BH2=2;<SD2D=@BA BH2>2;<SD2D>@BA BH2?2;<SD2D?@BA BH2@2;<SD2D@@BA BH2A2;<SD2DA@BA BH2B2;<SD2DB@BA BH2C2;<SD2DC@BA BH2D2;<SD2DD@BA BH2E2;<SD2DE@BA BH2F2;<SD2DF@BA BH2G2;<SD2DG@BA BH2H2;<SD2DH@BA BH2I2;<SD2DI@BA BH2J2;<SD2DJ@BA BH2K2;<SD2DK@BA BH2L2;<SD2DL@BA BH2M2;<SD2DM@BA BH2N2;<SD2DN@BA BH2O2;<SD2DO@BA BH2P2;<SD2DP@BA BH2Q2;<SD2DQ@BA BH2R2;<SD2DR@BA BH2S2;<SD2DS@BA BH2T2;<SD2DT@BA BH2U2;<SD2DU@BA B 3~ 3#3? %33T3? D3H32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH3 2;<SD3D @BA BH3 2;<SD3D @BA BH3 2;<SD3D @BA BH3 2;<SD3D @BA BH3 2;<SD3D @BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH32;<SD3D@BA BH3 2;<SD3D @BA BH3!2;<SD3D!@BA BH3"2;<SD3D"@BA BH3#2;<SD3D#@BA BH3$2;<SD3D$@BA BH3%2;<SD3D%@BA BH3&2;<SD3D&@BA BH3'2;<SD3D'@BA BH3(2;<SD3D(@BA BH3)2;<SD3D)@BA BH3*2;<SD3D*@BA BH3+2;<SD3D+@BA BH3,2;<SD3D,@BA BH3-2;<SD3D-@BA BH3.2;<SD3D.@BA BH3/2;<SD3D/@BA BH302;<SD3D0@BA BH312;<SD3D1@BA BH322;<SD3D2@BA BH332;<SD3D3@BA BH342;<SD3D4@BA BH352;<SD3D5@BA BH362;<SD3D6@BA BH372;<SD3D7@BA BH382;<SD3D8@BA BH392;<SD3D9@BA BH3:2;<SD3D:@BA BH3;2;<SD3D;@BA BH3<2;<SD3D<@BA BH3=2;<SD3D=@BA BH3>2;<SD3D>@BA BH3?2;<SD3D?@BA BH3@2;<SD3D@@BA BH3A2;<SD3DA@BA BH3B?2;<SD3DB@BA BH3C2;<SD3DC@BA BH3D2;<SD3DD@BA BH3E2;<SD3DE@BA BH3F2;<SD3DF@BA BH3G2;<SD3DG@BA BH3H2;<SD3DH@BA BH3I2;<SD3DI@BA BH3J2;<SD3DJ@BA BH3K2;<SD3DK@BA BH3L2;<SD3DL@BA BH3M2;<SD3DM@BA BH3N2;<SD3DN@BA BH3O2;<SD3DO@BA BH3P2;<SD3DP@BA BH3Q2;<SD3DQ@BA BH3R2;<SD3DR@BA BH3S2;<SD3DS@BA BH3T2;<SD3DT@BA BH3U2;<SD3DU@BA B 4~ 4#4? %44T4? D4H42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH4 2;<SD4D @BA BH4 2;<SD4D @BA BH4 2;<SD4D @BA BH4 2;<SD4D @BA BH4 2;<SD4D @BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH42;<SD4D@BA BH4 2;<SD4D @BA BH4!2;<SD4D!@BA BH4"2;<SD4D"@BA BH4#2;<SD4D#@BA BH4$2;<SD4D$@BA BH4%2;<SD4D%@BA BH4&2;<SD4D&@BA BH4'2;<SD4D'@BA BH4(2;<SD4D(@BA BH4)2;<SD4D)@BA BH4*2;<SD4D*@BA BH4+2;<SD4D+@BA BH4,2;<SD4D,@BA BH4-2;<SD4D-@BA BH4.2;<SD4D.@BA BH4/2;<SD4D/@BA BH402;<SD4D0@BA BH412;<SD4D1@BA BH422;<SD4D2@BA BH432;<SD4D3@BA BH442;<SD4D4@BA BH452;<SD4D5@BA BH462;<SD4D6@BA BH472;<SD4D7@BA BH482;<SD4D8@BA BH492;<SD4D9@BA BH4:2;<SD4D:@BA BH4;2;<SD4D;@BA BH4<2;<SD4D<@BA BH4=2;<SD4D=@BA BH4>2;<SD4D>@BA BH4?2;<SD4D?@BA BH4@2;<SD4D@@BA BH4A2;<SD4DA@BA BH4B?2;<SD4DB@BA BH4C2;<SD4DC@BA BH4D2;<SD4DD@BA BH4E2;<SD4DE@BA BH4F2;<SD4DF@BA BH4G2;<SD4DG@BA BH4H2;<SD4DH@BA BH4I2;<SD4DI@BA BH4J2;<SD4DJ@BA BH4K2;<SD4DK@BA BH4L2;<SD4DL@BA BH4M2;<SD4DM@BA BH4N2;<SD4DN@BA BH4O2;<SD4DO@BA BH4P2;<SD4DP@BA BH4Q2;<SD4DQ@BA BH4R2;<SD4DR@BA BH4S2;<SD4DS@BA BH4T2;<SD4DT@BA BH4U2;<SD4DU@BA B 5~ 5#5? %55T5? D5H52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH5 2;<SD5D @BA BH5 2;<SD5D @BA BH5 2;<SD5D @BA BH5 2;<SD5D @BA BH5 2;<SD5D @BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH52;<SD5D@BA BH5 2;<SD5D @BA BH5!2;<SD5D!@BA BH5"2;<SD5D"@BA BH5#2;<SD5D#@BA BH5$2;<SD5D$@BA BH5%2;<SD5D%@BA BH5&2;<SD5D&@BA BH5'2;<SD5D'@BA BH5(2;<SD5D(@BA BH5)2;<SD5D)@BA BH5*2;<SD5D*@BA BH5+2;<SD5D+@BA BH5,2;<SD5D,@BA BH5-2;<SD5D-@BA BH5.2;<SD5D.@BA BH5/2;<SD5D/@BA BH502;<SD5D0@BA BH512;<SD5D1@BA BH522;<SD5D2@BA BH532;<SD5D3@BA BH542;<SD5D4@BA BH552;<SD5D5@BA BH562;<SD5D6@BA BH572;<SD5D7@BA BH582;<SD5D8@BA BH592;<SD5D9@BA BH5:2;<SD5D:@BA BH5;2;<SD5D;@BA BH5<2;<SD5D<@BA BH5=2;<SD5D=@BA BH5>2;<SD5D>@BA BH5?2;<SD5D?@BA BH5@2;<SD5D@@BA BH5A2;<SD5DA@BA BH5B?2;<SD5DB@BA BH5C2;<SD5DC@BA BH5D2;<SD5DD@BA BH5E2;<SD5DE@BA BH5F2;<SD5DF@BA BH5G2;<SD5DG@BA BH5H2;<SD5DH@BA BH5I2;<SD5DI@BA BH5J2;<SD5DJ@BA BH5K2;<SD5DK@BA BH5L2;<SD5DL@BA BH5M2;<SD5DM@BA BH5N2;<SD5DN@BA BH5O2;<SD5DO@BA BH5P2;<SD5DP@BA BH5Q2;<SD5DQ@BA BH5R2;<SD5DR@BA BH5S2;<SD5DS@BA BH5T2;<SD5DT@BA BH5U2;<SD5DU@BA B 6~ 6#6? %66T6? D6H62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH6 2;<SD6D @BA BH6 2;<SD6D @BA BH6 2;<SD6D @BA BH6 2;<SD6D @BA BH6 2;<SD6D @BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH62;<SD6D@BA BH6 2;<SD6D @BA BH6!2;<SD6D!@BA BH6"2;<SD6D"@BA BH6#2;<SD6D#@BA BH6$2;<SD6D$@BA BH6%2;<SD6D%@BA BH6&2;<SD6D&@BA BH6'2;<SD6D'@BA BH6(2;<SD6D(@BA BH6)2;<SD6D)@BA BH6*2;<SD6D*@BA BH6+2;<SD6D+@BA BH6,2;<SD6D,@BA BH6-2;<SD6D-@BA BH6.2;<SD6D.@BA BH6/2;<SD6D/@BA BH602;<SD6D0@BA BH612;<SD6D1@BA BH622;<SD6D2@BA BH632;<SD6D3@BA BH642;<SD6D4@BA BH652;<SD6D5@BA BH662;<SD6D6@BA BH672;<SD6D7@BA BH682;<SD6D8@BA BH692;<SD6D9@BA BH6:2;<SD6D:@BA BH6;2;<SD6D;@BA BH6<2;<SD6D<@BA BH6=2;<SD6D=@BA BH6>2;<SD6D>@BA BH6?2;<SD6D?@BA BH6@2;<SD6D@@BA BH6A2;<SD6DA@BA BH6B2;<SD6DB@BA BH6C2;<SD6DC@BA BH6D2;<SD6DD@BA BH6E2;<SD6DE@BA BH6F2;<SD6DF@BA BH6G2;<SD6DG@BA BH6H2;<SD6DH@BA BH6I2;<SD6DI@BA BH6J2;<SD6DJ@BA BH6K2;<SD6DK@BA BH6L2;<SD6DL@BA BH6M?2;<SD6DM@BA BH6N2;<SD6DN@BA BH6O2;<SD6DO@BA BH6P2;<SD6DP@BA BH6Q2;<SD6DQ@BA BH6R2;<SD6DR@BA BH6S2;<SD6DS@BA BH6T2;<SD6DT@BA BH6U2;<SD6DU@BA B 7~ 7#7? %77T7? D7H72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH7 2;<SD7D @BA BH7 2;<SD7D @BA BH7 2;<SD7D @BA BH7 2;<SD7D @BA BH7 2;<SD7D @BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH72;<SD7D@BA BH7 2;<SD7D @BA BH7!2;<SD7D!@BA BH7"2;<SD7D"@BA BH7#2;<SD7D#@BA BH7$2;<SD7D$@BA BH7%2;<SD7D%@BA BH7&2;<SD7D&@BA BH7'2;<SD7D'@BA BH7(2;<SD7D(@BA BH7)2;<SD7D)@BA BH7*2;<SD7D*@BA BH7+2;<SD7D+@BA BH7,2;<SD7D,@BA BH7-2;<SD7D-@BA BH7.2;<SD7D.@BA BH7/2;<SD7D/@BA BH702;<SD7D0@BA BH712;<SD7D1@BA BH722;<SD7D2@BA BH732;<SD7D3@BA BH742;<SD7D4@BA BH752;<SD7D5@BA BH762;<SD7D6@BA BH772;<SD7D7@BA BH782;<SD7D8@BA BH792;<SD7D9@BA BH7:2;<SD7D:@BA BH7;2;<SD7D;@BA BH7<2;<SD7D<@BA BH7=2;<SD7D=@BA BH7>2;<SD7D>@BA BH7?2;<SD7D?@BA BH7@2;<SD7D@@BA BH7A2;<SD7DA@BA BH7B2;<SD7DB@BA BH7C2;<SD7DC@BA BH7D2;<SD7DD@BA BH7E2;<SD7DE@BA BH7F2;<SD7DF@BA BH7G2;<SD7DG@BA BH7H2;<SD7DH@BA BH7I2;<SD7DI@BA BH7J2;<SD7DJ@BA BH7K2;<SD7DK@BA BH7L2;<SD7DL@BA BH7M2;<SD7DM@BA BH7N?2;<SD7DN@BA BH7O2;<SD7DO@BA BH7P2;<SD7DP@BA BH7Q2;<SD7DQ@BA BH7R2;<SD7DR@BA BH7S2;<SD7DS@BA BH7T2;<SD7DT@BA BH7U2;<SD7DU@BA B 8~ 8#8? %88T8? D8H82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH8 2;<SD8D @BA BH8 2;<SD8D @BA BH8 2;<SD8D @BA BH8 2;<SD8D @BA BH8 2;<SD8D @BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH82;<SD8D@BA BH8 2;<SD8D @BA BH8!2;<SD8D!@BA BH8"2;<SD8D"@BA BH8#2;<SD8D#@BA BH8$2;<SD8D$@BA BH8%2;<SD8D%@BA BH8&2;<SD8D&@BA BH8'2;<SD8D'@BA BH8(2;<SD8D(@BA BH8)2;<SD8D)@BA BH8*2;<SD8D*@BA BH8+2;<SD8D+@BA BH8,2;<SD8D,@BA BH8-2;<SD8D-@BA BH8.2;<SD8D.@BA BH8/2;<SD8D/@BA BH802;<SD8D0@BA BH812;<SD8D1@BA BH822;<SD8D2@BA BH832;<SD8D3@BA BH842;<SD8D4@BA BH852;<SD8D5@BA BH862;<SD8D6@BA BH872;<SD8D7@BA BH882;<SD8D8@BA BH892;<SD8D9@BA BH8:2;<SD8D:@BA BH8;2;<SD8D;@BA BH8<2;<SD8D<@BA BH8=2;<SD8D=@BA BH8>2;<SD8D>@BA BH8?2;<SD8D?@BA BH8@2;<SD8D@@BA BH8A2;<SD8DA@BA BH8B2;<SD8DB@BA BH8C2;<SD8DC@BA BH8D2;<SD8DD@BA BH8E2;<SD8DE@BA BH8F2;<SD8DF@BA BH8G2;<SD8DG@BA BH8H2;<SD8DH@BA BH8I2;<SD8DI@BA BH8J2;<SD8DJ@BA BH8K2;<SD8DK@BA BH8L2;<SD8DL@BA BH8M2;<SD8DM@BA BH8N?2;<SD8DN@BA BH8O2;<SD8DO@BA BH8P2;<SD8DP@BA BH8Q2;<SD8DQ@BA BH8R2;<SD8DR@BA BH8S2;<SD8DS@BA BH8T2;<SD8DT@BA BH8U2;<SD8DU@BA B 9~ 9#9? %99T9? D9H92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH9 2;<SD9D @BA BH9 2;<SD9D @BA BH9 2;<SD9D @BA BH9 2;<SD9D @BA BH9 2;<SD9D @BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH92;<SD9D@BA BH9 2;<SD9D @BA BH9!2;<SD9D!@BA BH9"2;<SD9D"@BA BH9#2;<SD9D#@BA BH9$2;<SD9D$@BA BH9%2;<SD9D%@BA BH9&2;<SD9D&@BA BH9'2;<SD9D'@BA BH9(2;<SD9D(@BA BH9)2;<SD9D)@BA BH9*2;<SD9D*@BA BH9+2;<SD9D+@BA BH9,2;<SD9D,@BA BH9-2;<SD9D-@BA BH9.2;<SD9D.@BA BH9/2;<SD9D/@BA BH902;<SD9D0@BA BH912;<SD9D1@BA BH922;<SD9D2@BA BH932;<SD9D3@BA BH942;<SD9D4@BA BH952;<SD9D5@BA BH962;<SD9D6@BA BH972;<SD9D7@BA BH982;<SD9D8@BA BH992;<SD9D9@BA BH9:2;<SD9D:@BA BH9;2;<SD9D;@BA BH9<2;<SD9D<@BA BH9=2;<SD9D=@BA BH9>2;<SD9D>@BA BH9?2;<SD9D?@BA BH9@2;<SD9D@@BA BH9A2;<SD9DA@BA BH9B2;<SD9DB@BA BH9C2;<SD9DC@BA BH9D2;<SD9DD@BA BH9E2;<SD9DE@BA BH9F2;<SD9DF@BA BH9G2;<SD9DG@BA BH9H2;<SD9DH@BA BH9I2;<SD9DI@BA BH9J2;<SD9DJ@BA BH9K2;<SD9DK@BA BH9L2;<SD9DL@BA BH9M2;<SD9DM@BA BH9N?2;<SD9DN@BA BH9O2;<SD9DO@BA BH9P2;<SD9DP@BA BH9Q2;<SD9DQ@BA BH9R2;<SD9DR@BA BH9S2;<SD9DS@BA BH9T2;<SD9DT@BA BH9U2;<SD9DU@BA B :~ :#:? %::T:? 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B@ BA B B B(C B)D B*E B+ BKF BLG BMH BNI BmC BnF BoD BpG BqE BrH Bs BtIfBu-C*DC;dB@CP@ DBCCn 7@-DCA $B $CBDCCC-DCAA&DCAB$ BCm D D-D9@DD;dB@D@P@ DCCDq= ף9@-DDA $C $DBDDCD-DDAA&DDAB$ B DJ DJ DJ D J D J D J D( D)K D*L D+M D,N D-O DKP DLQ DMR DNS DOT DPU DQS Dm DnP DoK DpQ DqL DrR DsM DtS DuN DvT DwO DxUNDy-E*DE;dB@EP@ DDCEK7!9@-DEA $D $EBDECE-DEAA&DEAB$ BEm F F-F;@DF;dB@FP@ DECFx&;@-DFA $E $FBDFCF-DFAA&DFAB$ B FV FV FV F V F V F V F(W F)X F*Y F+Z F,[ F-\ FK] FL] FM] FN] FO] FP] FmW Fn^ FoX Fp^ FqY Fr^ FsZ Ft^ Fu[ Fv^ Fw\ Fx^NFy-G*DG;dB@GQ@ DFCG(\";@-DGA $F $GBDGCG-DGAA&DGAB$ BGm H H-H=@DH;dB@H@Q@ DGCHl=@-DHA $G $HBDHCH-DHAA&DHAB$ B H_ H` Ha H b H c H d H e H( H) H*f H+g H,h H-i H.j HKk HLl HMm HNn HOo HPp HQq Hm Hnk Ho Hpl Hqf Hrm Hsg Htn Huh Hvo Hwi Hxp Hyj HzqBH{ I I-I=@DI;dB@IQ@ DHCIR=@-DIA $H $IBDICI-DIAA&DIAB$ B Ir Is It I(u I)v I*w IKx ILy IMz Imu Inx Iov Ipy Iqw IrzrIs J J-J=@DJ;dB@JQ@ DICJV-=@-DJA $I $JBDJCJ-DJAA&DJAB$ B J{ J| J(} J)~ JK JL Jm} Jn Jo~ Jp~Jq K Kh-K=@DK;dB@KR@ DJCKOn=@-DKA $J $KBDKCK-DKAA&DKAB$ B K K K( K) KK KL Km Kn Ko Kp~Kq L Li-L=@DL;dB@L@R@ DKCL =@-DLA $K $LBDLCL-DLAA&DLAB$ B L L L L( L) L* LK LL LM Lm Ln Lo Lp Lq LrrLs-M*DM;dB@MR@ DLCMʡ%=@-DMA $L $MBDMCM-DMAA&DMAB$ BMm NS N-N?@DN;dB@NR@ DMCN33333?@-DNA $M $NBDNCN-DNAA&DNAB$ B N N N N  N  N( N) N* N+ N,BN-J NK NL NM NN NO NPQ Nm Nn No Np Nq Nr Ns Nt Nu NvZNw-O*DO;dB@OS@ DNCO-&?@-DOA $N $OBDOCO-DOAA&DOAB$ BOm P P-P@@DP;dB@P@S@ DOCP`"ۉ@@-DPA $O $PBDPCP-DPAA&DPAB$ B P P P P  P  P  P  P( P) P* P+ P, P- P. 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(!Z)!!!!!!!!0 K![ L!!!!!!!!!!!!!X(m$%(HDm@B@=Update to the Legislative Tri-Caucus on Diversity Grantmaking(n$%KkDn@BsThroughout its history, the Hewlett Foundation has been committed to supporting diverse and disadvantaged communities in the Bay Area and around the world. The following is a letter that Foundation President Paul Brest shared with the California Legislative Tri-Caucus to provide an update on the Foundation s grantmaking to support diverse and disadvantaged communities.(o$%(HDo@B(p$%KkDp@B(q$%(HDq@B(r$%KkDr@B(s$%(HDs@B(t$%KkDt@B(u$%(HDu@B(v$%KkDv@B(w$%(HDw@B(x$%KkDx@B(y$%(HDy@B(z$%KkDz@B({$%(HD{@B(|$%KkD|@B(}$%(HD}@B(~$%KkD~@B($%(HD@B($%KkD@B($%(HD@B($%KkD@B($%(HD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B($%KkD@B !!-*D;dB@m@ DC r@-DA $ $BDC-DAA&DAB$ B\!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!0"K!!!!!!!!!!!!!!Xm -*D;dB@n@ DC|?5@-DA $ $BDC-DAA&DAB$ B*"K!!!!!!!!!!!!!!Xm ; -@D;dB@ n@ DC!rh@-DA $ $BDC-DAA&DAB$ B #\ #] %^$ && (_ ) *` Ka Lb McN!!!!!!!!!!!X m_ na o pb q` rcns ; _-@D;dB@@n@ DCV-@-DA $ $BDC-DAA&DAB$ B #d #e #f$  (g )h *i Kj Lk MlN!!!!!!!!!!!X mg nj oh pk qi rlns ; -@D;dB@`n@ DCl@-DA $ $BDC-DAA&DAB$ B #m #n& (o )q Kp LqM!!!!!!!!!!!!X mo np oq pqzq ; `-@D;dB@n@ DCʡE@-DA $ $BDC-DAA&DAB$ B #r #s #t$  (u )v *w Kx Ly MzN!!!!!!!!!!!X mu nx ov py qw rzns -*D;dB@n@ DCx@-DA $ $BDC-DAA&DAB$ B*"K!!!!!!!!!!!!!!Xm -*D;dB@n@ DCzG@-DA $ $BDC-DAA&DAB$ B*"K!!!!!!!!!!!!!!Xm != !-@D;dB@n@ DCrh@-DA $ $BDC-DAA&DAB$ B #{ #| #} #~ # # (! )! *! +! ,! -! 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