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******PLAN INTERNATIONAL USA,INC. MISSION STATEMENT****** |
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Plan strives to achieve lasting improvements in the quality of life of vulnerable children in developing countries by (1) Enabling children, their families and their communities to meet basic needs and to increase their ability to participate in and benefit from their societies; (2) Fostering relationships to increase understanding and unity among people of different cultures and countries; and (3) Promoting the rights and interests of the world's children. |
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The Form 990 is provided electronically to each member of the |
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Plan International USA Audit Committee. The Audit Committee |
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then meets with Plan International USA's CEO and CFO to review the |
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Form 990 in detail. Once the 990 has been approved by the Audit |
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Committee, it is sent electronically to the full Board of |
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Directors for review and comment. Once the comment period is over, |
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either the Board approves or delegates the authority to the |
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Executive Committee of the Board to approve the Form 990. |
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Once approved, it is filed with the IRS and posted to the |
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Organization's website for public disclosure. |
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On an annual basis, the officers, directors and all employees |
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receive a copy of and review Plan International USA's Conflict |
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of Interest disclosure questionnaire. Each of them signs that |
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questionnaire where they must disclose any actual or |
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potential conflicts of interest. All questionnaires with any |
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actual or potential conflicts are then reviewed by either the |
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Chair of the Audit Committee, Board Chair, V.P. of Human Resources |
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or the Ethics & Compliance Officer depending on the position |
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of the person whose questionnaire has a disclosure. |
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Appropriate action is taken as needed. During the year, if |
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potential conflicts arise, they must be disclosed promptly and |
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in writing to the appropriate person (as noted above). |
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If there are any potential conflicts of interest relating |
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to a particular vote that the Board is taking, the |
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Board member(s) must declare the potential conflict and |
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abstain from voting. This is then recorded in the minutes |
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of the Board meeting. |
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Every year (typically in late summer), the Talent Management |
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Committee of the Board ("TMC") leads the annual CEO performance |
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review process. The TMC requests and reviews a CEO evaluation |
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feedback form that is received from each Board member and |
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can also include feedback from members of the Executive Team. |
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Based on that feedback, the TMC prepares the performance |
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review for Board approval. The discussion with the CEO is |
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conducted by the Board Chair and the Chair of the TMC. Based |
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on the CEO's performance against objectives and a comparison |
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to external market factors for CEO's in similar locations |
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and of similar sized organizations, an increase (if applicable |
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based on the aforementioned factors) is recommended by the TMC |
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and brought to the Board for approval typically around the time |
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of the September Board meeting. The TMC retains documentation |
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with respect to the process, deliberations, external data and |
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the decisions made regarding CEO compensation. The process |
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includes a regular review of benchmarks with periodic consultation |
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with a compensation specialist to ensure the CEO salary and |
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those of other positions in the organization are within the |
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market range of comparable positions at similar organizations |
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in similar markets. |
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For current staff, including officers and key employees, |
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but with the exception of the CEO (as described in reference |
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above to Pt VI, Line 15a), the annual performance reviews |
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are conducted in the summer/fall following each fiscal year-end. |
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At that time, managers determine compensation increases for |
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staff based on merit and the availability of funds based on |
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the budget and corresponding organizational performance. |
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As needed, positions at Plan International USA are market |
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priced with an outside consultant to determine if the pay ranges |
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for each job are in line with those in other like positions |
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in similar geographic locations. When changes to the job |
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descriptions are made, Human Resources staff have a process |
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for determining the grade level and salary. For instances where |
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the compensation for a position is in question, HR has an |
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external compensation specialist to consult. Documentation |
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is kept regarding each employee's salary. Officers and key |
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employees are reviewed by the CEO and any salary changes for |
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officers and key employees are approved by the CEO. |
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Plan International USA's audited financial statements are made |
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available publicly on our website at: www.planusa.org and |
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also on other websites such as Guidestar. In addition, financial |
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information as well as governing documents and our Conflict |
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of Interest Policy are available upon request. |
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Other Changes in Net Assets (Part XI, Line 9) |
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Change in value of perpetual trusts $ 17,031 |
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Change in value of split-interest agreements 10,894 |
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Net loss from non-operating lease (39,355) |
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Net impairment loss on investments (107,990) |
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----------- |
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Other Changes in Net Assets(non-operating) $(119,420) |
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PLAN INTERNATIONAL USA, INC. |
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PROGRAM SERVICE ACCOMPLISHMENTS |
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Plan International USA, Inc. is the United States member |
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organization of Plan International Inc. (PII), along with 20 other member organizations around the world. Plan International |
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USA implements the vast majority of its international activities |
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through PII, which is also a non-profit organization registered |
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in the United States. Plan has been working for 80 |
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years to break the cycle of poverty. Today, we support children, |
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youth, families, and communities in 52 program countries |
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across Africa, Asia, and the Americas to strengthen the health, |
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knowledge, and resilience of millions of children, which |
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results in lasting change for families, communities, and |
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ultimately, nations. |
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We focus on ensuring that the children who are most marginalized |
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receive the education and protection to which they have a |
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right, and that they are not excluded from services or decision |
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-making. We carry out our work by partnering with communities, |
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local and national governments, and civil-society organizations. |
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We are independent, with no religious, political, or governmental |
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affiliations. |
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Plan International USA's Commitment to Gender Equality |
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Plan International USA is committed to promoting gender equality |
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in every aspect of who we are and how we work. Over the past five |
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years we have worked to promote gender equality in our offices |
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and staffing, our partnerships, our communications and marketing, |
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our advocacy and campaigns, and, of course, our programming. Recently |
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Plan International Inc. adopted a "Global Policy on Gender Equality |
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and Inclusion," which provides the backdrop for a global strategy |
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of working from now until 2022 to bring about gender-transformative |
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change so that 100 million girls and young women can learn, lead, |
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decide, and thrive. Plan International USA is a key partner in |
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implementing this ambitious strategy, which is inextricably entwined |
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with achieving the UN Sustainable Development Goals. |
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Plan's WomenLead Institute (WLI) is one way in which the organization |
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seeks to level the playing field for women and girls across the globe. |
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WLI's core mission is to enhance women's confidence, capacity, |
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and agency to fuel greater representation and impact of women |
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in leadership positions across all sectors and institutions, which |
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results in healthy and educated children and economically resilient |
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families and communities. WLI's distinguished women-centered programs |
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maximize women's leadership and decision-making skills; strengthen |
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their technical and management expertise; and promote gender equality. |
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WLI interventions respond directly to the call for greater representation of women in leading sustainable development efforts in non-profit, government, and political institutions. |
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A. PROGRAM AND TECHNICAL SUPPORT |
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Program and Technical Support Funding of $46,358,306 (for the |
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fiscal year ended June 30, 2017) represents funds received by |
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Plan International USA from sponsors, donors, and other entities |
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(such as the U.S. government, corporations, foundations, etc.), |
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$8,572,436 of which was used on programmatic activities conducted |
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directly by Plan International USA, and $37,785,870 of which more |
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than 96 percent was transferred to PII and combined with the funding |
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received from the other 20 member offices around the world. The |
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combined funds are then used to support field programs in more |
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than 53,000 communities in over 50 developing countries. |
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Plan's field programs are focused on the following six core areas described below: |
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EDUCATION |
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Plan's goal: Children and youth will realize their right |
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to quality education. |
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Education is one of the most powerful tools available to |
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ensure children are able to fulfill their potential. Every |
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child has the right to education, but many are excluded |
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because of poverty, gender, disability, geographical remoteness, |
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or language or cultural barriers. |
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We work to promote free, equal access to quality education for |
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all children. We promote child-friendly learning environments; |
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develop teaching skills and teaching materials; provide training |
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to government staff; and work closely with parents and communities |
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to enable them to support their children's learning at home, in |
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school, and in the wider community. Through our engagements, we |
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encourage young people and critical community stakeholders to |
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be advocates for the change they desire. |
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We work with national and local governments to help improve the |
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laws and public policy on education, and we take part in local, |
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national, and international campaigns to support quality education |
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for all. |
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In fiscal year 2017, Plan International USA's expenditures in |
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education totaled approximately $8,711,102, with $6,217,282 transferred |
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to PII for our overseas programs. Examples of Plan's FY17 projects |
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in this area include: Kenya Community-Led Action for Children; |
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Senegal All Children Reading; and Tanzania Tusome Pamoja. |
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Community-led Action for Children |
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This $2.3 million project, funded by the Conrad N. Hilton Foundation, |
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is the second phase of the Community-Led Action for Children project |
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that initially targeted children in communities affected by the |
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HIV/AIDS pandemic in Kenya and Mozambique. This three-year, eight-month |
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effort provides preschool-aged children with a healthy and strong |
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start in life through an array of interventions and has now refocused |
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its efforts primarily in the Kisumu region of Kenya. Critical |
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pillars of the project include active parenting education; establishment |
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of early learning centers in communities; support for the easy |
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transition of early learners to primary school (including their |
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successful retention); expansion of community referral systems |
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to meet children's education and health needs; and policy advocacy |
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and partnerships to strengthen national and sub-national Early |
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Childhood Care and Development (ECCD) policies and systems that |
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build upon a strong evidence base. The initiative also targets |
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efforts that foster positive family relationships between parents |
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and child and between spouses; enhance male-caregiver roles in |
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support of and engagement with their child; and strengthen families' |
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economic security through Village Savings and Loans Associations. |
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Senegal Lecture Pour Tous (All Children Reading) |
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Lecture Pour Tous is a five-year early grade reading program funded |
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by USAID and implemented by prime contractor Chemonics in support |
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of the Ministry-led Senegalese National Reading Program. The program |
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aims to greatly improve reading levels for students in Grades |
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1-3, with 70 percent of Grade 2 students reading at grade level |
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by the end of the program. As a lead subcontractor, Plan's $4.43 |
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million initiative focuses on implementing a comprehensive social |
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behavior change communication (SBCC) strategy in five regions |
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of Senegal, designed to increase parent demand for quality reading |
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instruction in schools and provide them with the skills to effectively |
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support their children at home as they learn to read. Traditionally |
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used within health and agricultural interventions, Plan is among |
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the first organizations to test comprehensive SBCC approaches |
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in the education sector. Our team will be working to transform |
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the knowledge, attitudes, and behaviors of key community members, |
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including parents and caregivers, teachers, school directors, |
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and community leaders through targeted communication campaigns, |
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parent and school management trainings, and NGO capacity development. |
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Key accomplishments thus far include the development of a comprehensive |
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Community Literacy Support Plan and SBCC communication and training |
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materials that challenge gender norms and promote positive parent-child |
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interaction around learning. |
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Tanzania Tusome Pamoja |
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The project aims to provide instruction in the 3Rs of learning |
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(reading, writing, and arithmetic) in grades 1-3 to teachers and |
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local government officials to help improve learning in Tanzanian |
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children. The improved instruction takes place alongside a specific |
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focus on increasing parental engagement in their children's education, |
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school planning, and achievement. Plan is specifically responsible |
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for increasing parents' understanding and knowledge around the |
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importance of education; the role they can play in their children's |
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learning; and the positive impacts education can have on their |
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lives. Working with targeted SBCC strategies through posters, |
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noticeboards, radio campaigns, and parent trainings, Plan is working |
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directly with the greatest influencers in a child's life: parents. |
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Plan encourages the education and empowerment of parents to support |
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their children's development. Beyond education and information |
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dissemination, Plan leads the formation of Parent Teacher Partnerships |
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(PTPs) and School Management Committees (SMCs) in the schools, |
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as well as the training of Community Education Mobilizers (CEMs) |
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who support the community in the roll-out of self-learning modules |
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on key parent/child-related topics. The comprehensive nature of |
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the program is already showing significant signs of impact in |
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responding to the needs of children and their community structures |
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across Tanzania. |
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2. HEALTH |
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Plan's goal: Providing the tools, training, and resources |
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for communities to raise healthy children. Children and |
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youth will realize their right to sexual and reproductive |
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health, including HIV prevention, care, and treatment. |
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Plan supports a range of programs that reduce newborn and |
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maternal mortality, increase child survival, and support |
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the healthy development of children into adulthood. These |
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interventions include initiatives to prevent and combat specific |
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avoidable childhood illnesses. |
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We promote good nutrition, early child development, and early |
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education, providing support for parents and caregivers. |
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We work with our partners to help mothers, children, and |
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young people access quality primary health care and social |
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services. We also support quality, age-appropriate reproductive |
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and sexual health education and services for children and |
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young people. We challenge the beliefs and attitudes that |
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maintain inequality between the sexes. We also advocate for |
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more effective policies and actions that respect and protect |
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the rights of children living in a world with HIV. These |
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include the right to be protected from HIV and, for those |
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affected, to receive care and support. This work includes |
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advocating for children orphaned by AIDS to live with family |
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members. In FY17, Plan International USA's expenditures |
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for health totaled approximately $15,023,605, $12,382,092 |
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of which was transferred to PII. Examples of Plan's FY17 |
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projects in this area include Nilinde: Support for Orphans |
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and Vulnerable Girls and Boys in Nairobi and Coast Counties |
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of Kenya; One Community; and USAID Systems for Health. |
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Nilinde: Support for Orphans and Vulnerable Girls and Boys in |
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Nairobi and Coast Counties of Kenya |
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On this $41,005,731 project, Plan leads a consortium that |
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also includes Ananda Marga Universal Relief Team (AMURT), |
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Childline Kenya, and mothers2mothers (m2m). The project, known |
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locally as "Nilinde," meaning "Protect Me" in Swahili, works |
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to support at-risk children in Kenya by focusing on improving |
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the welfare and protection of the most vulnerable households |
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affected by HIV in Nairobi and Coast Counties. Nilinde works |
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with local partner organizations to increase household resiliency |
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and empower parents and caregivers to make investments that |
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will improve the health and well-being of orphans and vulnerable |
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children (OVC). Working at both local and national levels, |
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Nilinde aims to increase access to health and social services |
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and support government efforts at strengthening child welfare |
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and protection systems. Nilinde's holistic case management |
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approach connects health, nutrition, HIV services, psychosocial |
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support, and education to economic strengthening services |
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designed to graduate families out of program support by developing |
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their ability to grow and sustain their assets, income, and |
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skills. In Nairobi County, the project focuses on informal |
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settlements where the majority of the OVC reside. In Coast |
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Counties, the project works in both informal settlements |
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in urban areas and in rural areas where larger OVC populations |
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live. Nilinde also works with Kenyan government agencies to |
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strengthen national monitoring and management information systems (MIS) |
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for OVC and integrates information and communications technology |
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(ICT) and social and behavior change communications (SBCC) |
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across project interventions. At the same time, Nilinde works |
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with governmental and non-governmental partners to use data for |
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decision making and to improve quality services to OVC. |
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One Community |
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Led by the Johns Hopkins Center for Communication Programs |
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(CCP), partnering with Project HOPE and Plan International USA, |
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the USAID-funded One Community Project (OC) focuses on building |
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strong HIV competent communities, families, and individuals. |
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Plan's portion of the grant as a subcontractor is $4,528,075. |
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The project works in eight districts including Balaka, Machinga, |
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Phalombe, Mulanje, Chikwawa, Blantyre, Zomba, and Mangochi, |
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and is based on a socio-ecological model that links the actions |
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of individual children, adolescents, and adults to the actions |
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of families and communities, the services available to them, |
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and the social structures that govern them. OC seeks to enable |
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community resource persons to deliver core packages of evidence |
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-based interventions tailored to vulnerable groups such as OVCs |
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and their families, adolescents living with HIV (ALHIV), adult |
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people living with HIV (PLHIV), fisher folk, and mobile workers. |
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The OC team will work closely with MOH and Ministry of Social |
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Welfare, President's Emergency Plan for AIDS Relief (PEPFAR), and other stakeholders to define priority vulnerable populations and standard minimum packages of services. Working in the catchment areas of the PEPFAR priority sites to complement facility interventions, activities will specifically focus on community mobilization and engagement of |
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local partners to reduce incidence of new infections and improve |
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clinical, social, and economic outcomes among vulnerable groups. Plan's |
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focus areas are OVCs, Early Childhood Development, and Provision |
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of services for adolescents living with HIV/AIDS (including |
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youth economic empowerment). Plan has also been tasked with |
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DREAMS, PEPFAR's new initiative to reduce new HIV infections |
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among vulnerable Adolescent Girls and Young Women (AGYW) in |
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ten priority African countries, including Malawi. DREAMS addresses |
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positive sexual health behaviors, increases access to sexual |
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and reproductive health services, and creates an enabling environment |
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for AGYW by supporting caregivers, addressing harmful community |
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norms and practices, and creating safe spaces for AGYW in schools and in communities. |
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Systems for Health |
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The USAID Systems for Health project in Ghana is supporting reductions |
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in preventable child and maternal deaths, unmet need for family |
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planning, and childhood mortality and morbidity from malaria, |
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as well as improving nutritional status for pregnant women and |
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children under 5. This is accomplished by strengthening vital |
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health systems building blocks, while mobilizing communities for |
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Community-based Health Planning and Services (CHPS) facilities, |
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strategic behavior change communication, and targeted demand generation |
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to maximize service delivery coverage. The project is working |
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in five regions of Ghana: Greater Accra, Central, Western, Volta, |
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and Northern Region. The Systems for Health project consortium |
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is led by University Research Co. LLC, (URC) with partners that |
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include PATH, Plan International USA, and Results for Development |
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Institute. The project works in partnership and collaboration |
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with the Ministry of Health, Ghana Health Service, and local Ghanaian |
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partners. Plan's portion of the grant is $4.3 million. |
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Plan's role on the project is to increase demand for services |
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by an empowered population and to ensure integration of gender |
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across the project. Plan provides ongoing support to the expansion |
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and strengthening of CHPS, as well as technical assistance for |
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gender mainstreaming. In the area of CHPS, mandates include promoting |
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community ownership and accountability for planning; supporting |
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the implementation and monitoring of the CHPS minimum package |
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of services; facilitating community-led models for quality improvement |
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of primary health care services; and designing and supporting |
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interventions at the community level to increase demand and appropriate |
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health-seeking behaviors for maternal and newborn child health |
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(MNCH), family planning/reproductive health (FP/RH), malaria, |
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and water, sanitation, and hygiene (WASH). |
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3. DISASTER & CONFLICT |
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Plan's goal: Children and youth grow up in resilient communities |
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and realize their rights in safety and with dignity, before, |
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during, and after disasters and conflicts. |
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In times of disaster, children are particularly vulnerable. |
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Separation from families and friends causes uncertainty, anxiety, |
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and shock, with a significant impact on children's emotional |
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well-being. Our initial disaster response work focuses on |
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children's urgent needs, such as shelter, food, and water. |
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These are prioritized along with child protection and education to help |
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re-establish a sense of security and normalcy. An important |
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part of our response involves developing child-friendly spaces |
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that help protect children from harm and exploitation, and |
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aid emotional healing. |
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Our goal is to support children and youth, their communities, |
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and their societies to develop resilience enabling them to |
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better absorb external shocks and continue forward with their |
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personal and community development. Toward that end, we |
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also seek to address the social inequities and governance |
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challenges that marginalize segments of the population and |
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prevent them from developing resilience. |
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Plan International USA's expenditures on disasters in FY17 totaled |
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approximately $5,311,386; $4,920,199 was transferred to PII. Examples |
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of Plan's FY17 projects in this area include: Strengthening |
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Community-based Disaster Risk Reduction in Eastern Visayas; |
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Supporting the Tracing and Reunification of Unaccompanied |
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and Separated Children, Including Children Formerly Associated |
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with Armed Forces and Armed Groups, in the Central African |
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Republic; and Provision of Integrated Protection and Education |
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Services to South Sudanese Refugee Girls, Boys, and Women |
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and Host Communities in Ethiopia. |
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Strengthening Community-based Disaster Risk Reduction in Eastern |
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Visayas |
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Strengthening Community-based Disaster Risk Reduction in Eastern |
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Visayas was an 18-month, $1 million USAID/OFDA-funded project |
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to strengthen the community-based disaster risk reduction capability |
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of 40 vulnerable barangays in Typhoon Haiyan-impacted municipalities |
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of Tacloban, Basey, Giporlos, and Guiuan. The project focused |
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on covering gaps and enhancing disaster risk reduction and management |
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(DRRM) capacities of local government units at the barangay level. |
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The project also enhanced the resilience of local barangay populations |
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through community-based DRRM interventions and incorporation of a |
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child-centered DRR approach, enabling children and youth to raise |
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their issues and concerns in the local government development |
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councils. Overall, the project directly benefited a total of 171,673 |
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individuals from 40 barangays, including 3,871 individuals (2,090 |
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females and 1,781 males) trained in disaster preparedness, mitigation, |
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and management. Further, through the project, more than 80 percent |
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of barangay residents were trained in the recognition/ identification |
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of early warning signals and the site of local evacuation centers. |
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Supporting the Tracing and Reunification of Unaccompanied and |
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Separated Children, Including Children Formerly Associated with |
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Armed Forces and Armed Groups, in the Central African Republic (CAR). |
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This 18-month $1.19 million USAID-funded project (including a |
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six-month extension, with $342,555 of additional funding) supported |
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the identification, documentation, interim care, tracing, reunification, |
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and reintegration of unaccompanied and separated children (UASC), |
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including Children Formerly Associated with Armed Forces and Armed |
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Groups (former CAAFAG), in the Prefectures of Lobaye and Ouham. |
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In total, 183 UASC and CAAFAG (128 girls) were reunited with their |
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families in the target prefectures. These same children also benefited |
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from gaining birth registration, which is key to ensuring that |
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children's basic rights are not violated and mitigating the risk |
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of abuse, exploitation, or recruitment into armed forces. In its |
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extension phase, the project provided a three-month intensive |
Other |
vocational training course in four trade areas to 100 youth being |
Other |
reunited under the project. This training, combined with life |
Other |
skills and literacy classes, supported sustainable reintegration |
Other |
of UASC, including CAAFAG. Through this process, the project provided |
Other |
life-saving assistance to these young people, helping break the |
Other |
cycle of violence in CAR by giving them a clear vision and realistic |
Other |
opportunity for productive economic futures. A total of 343 host |
Other |
families and reunited families benefited from food and non-food |
Other |
item support. In order to make sure that youth caring for younger |
Other |
children were able to take part in these activities, an Early |
Other |
Childhood Care and Development (ECCD) room was established in |
Other |
the venue of the vocational training and life skills and literacy |
Other |
classes. |
Other |
Provision of Integrated Protection and Education Services to South |
Other |
Sudanese Girls, Boys, and Women and Host Communities in Ethiopia |
Other |
This 14-month, $800,000 State Department-funded award improved |
Other |
access of the South Sudanese refugee population and host communities |
Other |
in Gambella to quality education and child protection services. |
Other |
The program responded to enormous needs, ranging from basic requirements |
Other |
of education to the more all-encompassing issue of child protection, |
Other |
among children and youth in the targeted populations. In Child |
Other |
Protection, the project reached 17,500 children and adults, including |
Other |
UASC, through case management (referral, tracing, family reunification, |
Other |
and long-term alternative care arrangement), psychosocial support, |
Other |
child-friendly activities, and non-food item distribution. Adults |
Other |
are directly benefiting from the project and are actively involved |
Other |
in project implementation, acting as social workers, foster parents, |
Other |
community-based child protection committee members, and through |
Other |
trainings and community awareness and learning sessions. Project |
Other |
accomplishments in Child Protection include the following: |
Other |
- A total of 8,941 children accessing Child-Friendly Spaces (127% of the target); |
Other |
- 5,472 UASC placed in long-term alternative care supported by individual case management; |
Other |
-603 UASC referred to the International Committee of the Red Cross for family reunification (including 73 cross-border cases); |
Other |
- 2,262 unaccompanied children supported with non-food items and referral for care arrangements; |
Other |
- 2,538 UASC and other vulnerable children received psychosocial support. |
Other |
In Education, the project provided access, improved teaching, |
Other |
and the necessary educational materials to ECCD centers and primary |
Other |
schools. Those activities targeted children from 0 to 14 years, |
Other |
as well as adults (ECCD facilitators, teachers, parents' association |
Other |
members, school mothers, and beneficiaries of awareness-raising |
Other |
sessions). In total, 10,500 students from Grades 1-4 and 4,644 |
Other |
preschool-aged children accessed schooling through the project. |
Other |
In light of the project's success, the State Department Bureau |
Other |
of Population, Refugees, and Migration awarded Plan a July 2017 |
Other |
follow-on project to address the continuing need for education |
Other |
and child protection among refugee and host community populations |
Other |
in Gambella. |
Other |
4. PROTECTION |
Other |
Plan's goal: Providing a safe place for children to live and grow |
Other |
to their full potential. |
Other |
Plan works to ensure that all children are safe and protected |
Other |
from abuse, neglect, exploitation, and violence. Plan recognizes |
Other |
that protection needs and challenges may vary according to a child's |
Other |
gender, and appropriately focuses its efforts and investments |
Other |
to address such differences. We provide services designed to prevent |
Other |
abuse, neglect, and exploitation of children and to help victims |
Other |
recover. We campaign for and promote adequate legal protection |
Other |
at all levels, as well as advocate for strong support within families |
Other |
and communities. In addition, we raise public awareness of, and |
Other |
respect for, the right of all children to protection, and we help |
Other |
young people access the skills and knowledge that will enable |
Other |
them to protect themselves. |
Other |
Expenditures from Plan International USA in this area totaled |
Other |
approximately $6,612,561 for FY17, $5,382,117 of which was transferred |
Other |
to PII. Examples of Plan's FY17 projects in this area include: |
Other |
Addressing Basic Human Rights in Senegal; Bangladesh Protecting |
Other |
Human Rights; and Rwanda Improved Services for Vulnerable Populations. |
Other |
Addressing Basic Human Rights in Senegal (ABRIS) |
Other |
Completed in March 2017, the $750,000 ABRIS project was funded |
Other |
by the U.S. Department of State's Office to Monitor and Combat |
Other |
Trafficking in Persons. ABRIS sought to address trafficking and |
Other |
exploitation of children in Senegal, particularly those attending |
Other |
private religious institutions. While many schools offer genuine |
Other |
religious instruction, some are physically and sexually abusive |
Other |
and highly exploitative, forcing young children to beg for food |
Other |
and money. Plan and its partners conducted a comprehensive study |
Other |
of the underlying factors and the various types of trafficked |
Other |
children and built the capacity of law enforcement, legal, and |
Other |
health system personnel to identify and refer trafficked children. |
Other |
In addition, Plan and its partners implemented a community campaign |
Other |
to raise awareness of child trafficking through forced begging, |
Other |
its causes and effects, and the proper identification and referral |
Other |
of child victims. While the project received positive results |
Other |
across project objectives and enhanced public awareness dramatically, |
Other |
there is more work to be done in regard to referral system awareness, |
Other |
police and government personnel training, and advocacy for the |
Other |
enforcement of existing legislation fighting child trafficking. |
Other |
Bangladesh Protecting Human Rights (PHR) |
Other |
Completed in March 2017, the PHR program was a $12.7 million |
Other |
USAID-funded project that used a comprehensive set of interventions |
Other |
to combat domestic violence, child marriage, and other human |
Other |
rights abuses, all highly prevalent in many parts of Bangladesh. |
Other |
Plan's response comprised five interconnected components: |
Other |
advocating for stronger legislation and enforcement of laws |
Other |
to reduce domestic violence; building the capacity of duty-bearers- |
Other |
including law enforcement, the judicial system, civil society |
Other |
organizations, and the media-to better understand the laws, |
Other |
support survivors, and share their stories; increasing access |
Other |
to justice and helping survivors make informed choices by |
Other |
providing pro-bono legal support and information, including |
Other |
through "doorstep" legal counseling; strengthening direct |
Other |
services to survivors, including medical, shelter, and livelihood |
Other |
support; and public awareness campaigns to inform people of |
Other |
domestic violence laws and shift attitudes towards harmful |
Other |
practices. Working closely with the Bangladesh National Woman |
Other |
Lawyers' Association (BNWLA), and 11 local NGOs, PHR saw major |
Other |
success. During the life of the project, the government signed |
Other |
into law the Rules of Domestic Violence (Prevention and Protection |
Other |
Act) of 2013 and the Child Marriage Restraint Act of 2017. |
Other |
A trained cadre of social workers together with community-based |
Other |
Social Protection Groups have resulted in community ownership |
Other |
as they look to both decrease incidences of domestic violence |
Other |
as well as help survivors. Through the training of teachers |
Other |
and students as well as working in partnership with a range |
Other |
of stakeholders, PHR has supported local government to create |
Other |
child marriage- free zones. |
Other |
Rwanda Improved Services for Vulnerable Populations/Twiyubake |
Other |
Plan is a member of a consortium led by Global Communities |
Other |
to implement the Improved Services for Vulnerable Populations |
Other |
(ISVP) program, a USAID-funded project that aims to assist the |
Other |
members of 50,000 vulnerable households in 12 districts of |
Other |
Rwanda to build their self-reliance in ways that promote mutual |
Other |
support. The program capitalizes upon USAID support to the |
Other |
Government of Rwanda and civil society partners to facilitate |
Other |
these vulnerable populations' access to health and social services |
Other |
that enable them to live productive lives. |
Other |
The program uses a family-centered approach to strengthen |
Other |
the knowledge, skills, and capacities of parents and guardians |
Other |
as the main providers for children. With a goal of increasing |
Other |
resilience, the program focuses on three key areas within |
Other |
each household: economic strengthening; improving care practices; |
Other |
and expanding safety nets. Program objectives include reducing |
Other |
the risk and impact of HIV/AIDS and other health conditions |
Other |
on the most vulnerable populations in Rwanda and increasing |
Other |
the capacity of families and communities to provide better |
Other |
care for vulnerable individuals. Twiyubake supports access |
Other |
to education for vulnerable people as a core element for improving |
Other |
the protection of vulnerable populations against adverse circumstances |
Other |
over the long term. |
Other |
Gender integration cuts across Twiyubake program interventions. |
Other |
Gender work focuses on: 1) reducing gender disparities in access |
Other |
to, control over, and benefit from resources, wealth, opportunities, |
Other |
and services; 2) reducing gender-based violence and mitigating |
Other |
its harmful effects on individuals and communities; and 3) |
Other |
increasing the capability of women and girls to realize their |
Other |
rights, determine their life outcomes, and influence decision-making |
Other |
in households, communities, and society, in order to ensure |
Other |
equal participation, access to USAID/Twiyubake services, and |
Other |
benefits for all household members. In 2017, nearly 2.5 years |
Other |
into program implementation, Plan International USA supported |
Other |
Global Communities to successfully launch an ambitious gender |
Other |
mainstreaming effort that will significantly expand and enrich |
Other |
the gender work already underway. |
Other |
5. WATER, SANITATION AND HYGIENE |
Other |
Plan's goal: Children and youth will realize their right to |
Other |
safe, reliable, and affordable drinking water supplies; hygienic |
Other |
sanitation; and a clean environment. |
Other |
Plan's water, sanitation, and hygiene (WASH) programs are |
Other |
reaching a growing number of people, by supporting a range |
Other |
of interventions that improve access to and use of improved |
Other |
sanitation, as well as enhance adoption of hygienic behavior |
Other |
to reduce preventable diseases. Plan is among the leading |
Other |
proponents of community-led total sanitation (CLTS) in Asia |
Other |
and Africa. The CLTS approach involves encouraging community |
Other |
members-children and adults to take the lead in improving |
Other |
the entire community's sanitation and hygiene. |
Other |
Plan trains and supports the community to improve water supply |
Other |
site management; construct household latrines; and reinforce |
Other |
behaviors such as hand washing with soap and household water |
Other |
treatment. We work alongside government, communities, and |
Other |
local groups to scale up services and ensure that the impact |
Other |
of our interventions are sustained after Plan's programming |
Other |
ends. |
Other |
Plan International USA expended approximately $3,445,288 on |
Other |
water, sanitation, and hygiene in FY17, $2,682,871 of which |
Other |
was transferred to PII. Examples of Plan's FY17 projects in |
Other |
WASH include: Afya Pwani - Kenya; Promoting Agriculture, Health, |
Other |
and Alternative Livelihoods (PAHAL) - Nepal, and Transform |
Other |
WASH - Ethiopia. |
Other |
Afya Pwani - Kenya |
Other |
This three-year, $48 million program is led by Pathfinder |
Other |
International and includes partners Plan International ($1,892,813 |
Other |
is Plan's share of the funding), the Cooperative League of the |
Other |
USA (CLUSA), International Centre for Reproductive Health, |
Other |
Futures Group International, and O'Hanlon Health Consulting. |
Other |
The project focuses on five counties-Kilifi, Kwale, Lamu, |
Other |
Mombasa, and Taita Taveta-and works to improve access to |
Other |
and utilization of quality health services including HIV; |
Other |
maternal, neonatal, and child health (MNCH); family planning; |
Other |
WASH; and nutrition. Plan International is responsible for |
Other |
the WASH and nutrition component that aims to increase access |
Other |
to and utilization of WASH and nutrition services by communities |
Other |
in Kilifi County. The project's investment in WASH and nutrition |
Other |
focuses on building the County Health Management Team's capacity |
Other |
to integrate WASH and nutrition services into school and health |
Other |
institutions' regular portfolios and to support the community's |
Other |
involvement in WASH-related decision-making. Plan also supports |
Other |
community-based WASH and nutrition activities including hand |
Other |
washing, household water treatment, safe sanitation, and community |
Other |
support groups to implement nutrition trainings, kitchen gardening, |
Other |
and planning for diversified diets. In 2017 the project team |
Other |
provided capacity building, training, and mentoring to the |
Other |
County Health Management Team, as well as supported school, |
Other |
health facility, and community-based WASH and nutrition activities. |
Other |
Promoting Agriculture, Health, And Alternative Livelihoods (PAHAL) - Nepal |
Other |
Under the leadership of Mercy Corps for this $37 million, |
Other |
USAID/Food for Peace-funded comprehensive program, Plan International USA, Development Enterprises (DE), Tufts University's Feinstein |
Other |
International Center (FIC), and Nepalese partners NTAG, Rupantaran, |
Other |
RIMSNepal, and SAPPROS work at a systemic level to address |
Other |
both the symptoms and root causes of food insecurity, targeting |
Other |
individuals, households, communities, and systems to build |
Other |
resilience. As the technical lead for the sanitation component |
Other |
of the program, Plan is implementing community-led total sanitation |
Other |
and promotion of a Total Sanitation strategy that focuses |
Other |
on promoting latrine use, personal hygiene, hand washing with |
Other |
water and soap, and household drinking water safety activities. |
Other |
The project is operational in 167 Village Development Committee |
Other |
(VDCs) in 14 target districts of the Far West and Mid-West |
Other |
Regions. In FY17, the project team implemented a set of activities |
Other |
including rapid WASH services assessment; capacity-building |
Other |
training to the entire PAHAL project staff to integrate WASH |
Other |
into other programs; school management and WASH volunteers; |
Other |
and coordination with the districts and Village WASH Coordination |
Other |
Committees to improve drinking water safety and the government's |
Other |
Total Sanitation program implementation. |
Other |
Transform WASH - Ethiopia |
Other |
This five-year, $23,884,619 USAID-funded project is being |
Other |
led by Population Services International (PSI) in partnership |
Other |
with Plan International USA ($3,190,599 is Plan's share of |
Other |
the funding), SNV, and IRC. The project is being carried out |
Other |
in 40 districts of eight regions, including Southern Nations, |
Other |
Nationalities, and Peoples' region; Oromia; Amhara; Tigray; Afar; Somali region; Benshangul; and Gambella. |
Other |
It aims to improve access to and utilization of quality WASH products and services through improved water governance increased demand and supply of low-cost quality sanitation products; and an increased knowledge base that uses WASH innovations to improve health services. |
Other |
In this consortium, Plan International USA leads the demand-creation |
Other |
activities for improved sanitation products through Health |
Other |
Extension Workers (HEW). Plan applies evidence-based interventions |
Other |
to change communities' behavior on household latrine construction |
Other |
and sustained use. Plan also constructs water supply and/or |
Other |
sanitation facilities at strategically-located health institutions |
Other |
where HEWs would demonstrate the tested project products to |
Other |
visiting patients and community members. Further, Plan establishes |
Other |
and strengthens Village Savings and Loans Associations (VSLAs) |
Other |
to test the viability of community-based financing options |
Other |
for improved WASH products and service. In FY17, we focused |
Other |
primarily on project start-up activities, including development |
Other |
of the Year 1 work plan, team mobilization, consensus-building |
Other |
communications, and workshops with government officials and |
Other |
community leaders. |
Other |
6. YOUTH AND ECONOMIC EMPOWERMENT |
Other |
Plan's goal: Young adolescents and youth will live in communities |
Other |
that value their participation and provide opportunities for |
Other |
their leadership and economic empowerment. |
Other |
Plan currently works with youth in 72 countries around the world. |
Other |
Through Plan's community-based, gender-sensitive approach, |
Other |
our programs engage marginalized youth to build their productive |
Other |
assets and prepare them with appropriate skills to manage their |
Other |
transition to work and adulthood. Our holistic programming |
Other |
targets very young adolescents (10-14), adolescents (15-19), |
Other |
and youth (20-29). |
Other |
Plan International USA expended approximately $7,254,364 on youth |
Other |
and economic empowerment in FY17, $4,794,474 of which was transferred |
Other |
to PII. Examples of Plan's FY17 projects in this area include: |
Other |
USAID Honduras Local Governance Project; USAID Bridges to Employment |
Other |
in El Salvador; Mitra Kunci - Indonesia; and USAID Bangladesh |
Other |
Advancing Adolescent Health (A2H). |
Other |
USAID Honduras Local Governance Project |
Other |
Plan is a member of a consortium led by Development Associates |
Other |
International (DAI) to implement the USAID Honduras Local Governance |
Other |
(HLG) Project. This project focuses on improving basic service |
Other |
provision, such as education, health, nutrition, and water management |
Other |
by strengthening citizen participation and influence of local |
Other |
governance in 90 municipalities across Honduras, through increased |
Other |
influence of civil society and improved performance of local service |
Other |
providers. With more than 40 years of experience working with |
Other |
Honduran communities, Plan supports the Honduran Local Governance |
Other |
project by engaging citizens to oversee service delivery, and |
Other |
builds the capacity of local civil society in project management, |
Other |
social audits, networking, planning, gender and inclusion, advocacy, |
Other |
and data-driven decision-making. Plan is also implementing an |
Other |
internship program for young people who will gain valuable work |
Other |
experience and employability skills by supporting the USAID Honduran |
Other |
Local Governance project. |
Other |
USAID Bridges to Employment in El Salvador |
Other |
The USAID Bridges to Employment project, led by DAI and in partnership |
Other |
with Plan International USA and JBS International, aims to link more |
Other |
than 20,000 at-risk youth-especially young women and vulnerable |
Other |
populations-to basic social resources of work, knowledge, security, |
Other |
and social capital to foster social inclusion through employment |
Other |
opportunities. The $3 million subcontract works to advance three |
Other |
objectives: 1) improved enabling environment promoting workforce |
Other |
development of at-risk youth in targeted high-growth sectors; |
Other |
2) improved quality of workforce development services to effectively |
Other |
insert at-risk youth into targeted high-growth sectors; and 3) |
Other |
improved workforce readiness demonstrated by targeted at-risk |
Other |
youth. The project currently works with youth, employers, training |
Other |
institutions, and other stakeholders in 12 of El Salvador's high-crime |
Other |
municipalities. Through various recruitment events and job fairs, |
Other |
Plan has recruited more than 2,700 youth for the project. |
Other |
Plan International USA is a key partner and leads Objective 3, working |
Other |
directly with youth to increase their employment and self-employment |
Other |
opportunities. Plan leads major activities, including the 2015 |
Other |
implementation of a comprehensive Participatory Youth Assessment |
Other |
with more than 1,500 youth. Plan is working in partnership with |
Other |
the National Institute for Youth (INJUVE) to enhance its life |
Other |
skills curriculum based on USAID's 2016 guidance, and translating |
Other |
the curriculum into braille for youth with sight impairments. |
Other |
After youth take a psychometric exam, Plan staff help determine |
Other |
whether the young person is better suited for formal employment |
Other |
or entrepreneurship. For youth interested in employment, Plan |
Other |
facilitates their transition into technical courses related to ICT, |
Other |
manufacturing, hospitality, and agriculture. For those interested |
Other |
in entrepreneurship, Plan supports them with the development of |
Other |
their business plans and offers additional training in self-employment. |
Other |
Other youth who have not finished high school are encouraged to |
Other |
return to school or to participate in flexible education programs. |
Other |
For example, Plan met with the Ministry of Education, which shared |
Other |
the database of youth who are interested in finishing their studies |
Other |
through blended learning or online high school programs. Plan |
Other |
has also facilitated strategic partnerships with the Ministry |
Other |
of Labor, private sector businesses (such as Pollo Campero), and |
Other |
other donor-funded programs to expand the reach of project activities, |
Other |
and to ensure ongoing support by these actors after the project ends. |
Other |
Mitra Kunci - Indonesia |
Other |
Mitra Kunci is a $22.8 million, USAID-funded inclusive workforce |
Other |
development project implemented by a consortium led by Development |
Other |
Associates International (DAI). By working directly through local |
Other |
partners, Mitra Kunci supports 200,000 poor and vulnerable youth |
Other |
by improving access to quality workforce development programs; |
Other |
increasing private sector training opportunities; and enhancing |
Other |
the capacity of decision-makers to identify, promote, and support |
Other |
workforce development opportunities and initiatives. Plan leads |
Other |
on three core cross-cutting components of the project including |
Other |
Positive Youth Development (PYD), gender equality and social inclusion, |
Other |
and Technical Vocational Educational Training (TVET) and soft skills |
Other |
training. Through capacity building, Plan supports local partners |
Other |
to integrate positive youth development strategies that places |
Other |
the needs, aspirations, perspectives, and contributions of youth |
Other |
at the center of project design and implementation to help them |
Other |
become healthy, productive, and engaged citizens who can access |
Other |
and benefit from skills development, job training, and job placement |
Other |
activities. Similarly, at every stage Plan will work to help the |
Other |
consortium address barriers rooted in gender inequality and social |
Other |
exclusion to promote responsive, inclusive, and effective activities |
Other |
that prioritize the engagement of young women and people with |
Other |
disabilities. |
Other |
USAID Bangladesh Advancing Adolescent Health (A2H) |
Other |
The goal of the $6,000,000 A2H project is to improve adolescents' |
Other |
sexual and reproductive health and family planning knowledge, |
Other |
as well as access and use of related services for married and |
Other |
unmarried adolescents. The various cohorts targeted in this project |
Other |
include unmarried and married girls and boys aged 10-14 and 15-19. |
Other |
The project is structured to allow for multi-level interventions |
Other |
that target specific married and unmarried adolescent cohorts, |
Other |
as well as strengthen the engagement of key community gatekeepers |
Other |
and increase the demand for higher quality adolescent sexual and |
Other |
reproductive health (ASRH) and family planning services at the |
Other |
health center and provider levels. The project will also encourage |
Other |
delayed marriage, healthy birth spacing, and adolescent-friendly |
Other |
SRH services at government, non-governmental organization (NGO), |
Other |
and private sector health facilities. Specific objectives of the |
Other |
project are to: |
Other |
- Deliver ASRH information; encourage delayed marriage; and provide |
Other |
family planning, nutrition and foundational life skills training |
Other |
via a peer-to-peer model to married and unmarried adolescents |
Other |
in the following cohorts: unmarried girls and boys aged 10-14; |
Other |
unmarried girls and boys aged 15-19; pre-marital couples; newly-married |
Other |
couples; married couples with no children; and married couples |
Other |
with one or more children. |
Other |
- Strengthen adolescent-friendly SRH and family planning services |
Other |
and information, as well as comprehensive confidential counseling, |
Other |
in both government and community health centers and with formal |
Other |
and non-formal providers. |
Other |
- Engage key community gatekeepers in the intervention areas to |
Other |
become resources and advocates-accountable for their communities' |
Other |
adolescent population-to assist in delaying age at marriage, delaying |
Other |
age at first birth, and encouraging safe birth spacing, along |
Other |
with increasing demand for utilization of and access to strengthened |
Other |
SRH and family planning services. |
Other |
B. BUILDING RELATIONSHIPS |
Other |
As part of our mission, we promote learning and understanding |
Other |
among people of different countries and cultures. Our child |
Other |
sponsorship program-through which a sponsor in the U.S. is |
Other |
linked with a child in need-encourages children and sponsors |
Other |
to exchange letters, cards, and photos as a way to better understand |
Other |
each other's cultures. Through our website and sponsor communications, |
Other |
we frequently urge sponsors to send email communications or |
Other |
letters to their sponsored children. These cross-cultural exchanges |
Other |
provide the foundation for the sponsor/child relationship. |
Other |
Plan also provides various program communications to sponsors |
Other |
throughout the year. Sponsors are introduced to their children |
Other |
through the initial materials in their Sponsorship Guide. The |
Other |
"Sponsored Child Introduction" provides information on the |
Other |
child and his or her family, along with two photographs. This |
Other |
background information is accompanied by an "Area Overview" |
Other |
that provides information relevant to activities, programs, |
Other |
and projects in the sponsored child's program area and country. |
Other |
Our annual "Sponsored Child Update" also details activities, |
Other |
programs and projects within a child's program area and country. |
Other |
This update is accompanied by new photographs of the sponsored |
Other |
child and his or her family members. |
Other |
Building relationships is a reciprocal process, and we frequently |
Other |
encourage two-way communications. We contact all new sponsors |
Other |
to welcome them to Plan and encourage them to write to their |
Other |
sponsored child. To support sponsors in writing to their sponsored |
Other |
children consistently, we provide turn-around stationery several |
Other |
times throughout the year. In addition, we remind sponsors |
Other |
of their children's upcoming birthdays and encourage them to |
Other |
send birthday greetings. |
Other |
The cost of $968,839 associated with these cross-cultural exchanges |
Other |
is known as "Building Relationships." During the year ending |
Other |
June 30, 2017, there were more than 121,502 instances of communications |
Other |
between sponsors, sponsored children and families, and the |
Other |
child's local Plan office. These communications are processed |
Other |
through a centralized communications and mail area at the Plan |
Other |
International USA office in Warwick, RI. |
Other |
C. DEVELOPMENT EDUCATION AND ADVOCACY |
Other |
To further our mission, Plan International USA conducts educational |
Other |
outreach programs in the U.S. with youth, educators, donors, |
Other |
sponsors, and the public about issues affecting children and |
Other |
families in the developing world. Development Education programs |
Other |
enhance the public's understanding of the causes and conditions |
Other |
of poverty in developing countries and the role that Plan has |
Other |
in addressing children's vulnerabilities and breaking the cycle of |
Other |
poverty. Development Education is one of the key tools Plan uses |
Other |
to strengthen relationships with and between individual children, |
Other |
adults, groups, organizations, and institutions. We provide messages |
Other |
to the public through country and practice area technical briefs, |
Other |
website updates, monthly e-newsletters, and social media posts, |
Other |
among other materials. Youth group activities and speaking engagements |
Other |
by staff also play a key role in the delivery of Plan's messages. |
Other |
The Youth Engagement and Action (YEA) team at Plan International |
Other |
USA works directly with students and teachers in an effort to |
Other |
increase awareness of the challenges and barriers that children |
Other |
and youth face in the developing world. The Youth Advisory Board |
Other |
(YAB) is another body of young people from around the U.S. striving |
Other |
to vocalize the needs of youth by serving as ambassadors to and |
Other |
for Plan International USA. The YAB creates and nurtures a network |
Other |
between Plan's international youth and organizational decision-makers |
Other |
in order to reinforce Plan's mission of empowering children across |
Other |
the world. Its role ranges from participating in discussions with |
Other |
the Board of Directors to collaborating with other Plan Federation |
Other |
members' youth advisory groups, and growing a network of youth |
Other |
across the U.S. dedicated to supporting the work of Plan. |
Other |
Additionally, Plan International USA facilitates engagement through |
Other |
memberships and advocacy efforts that reinforce our communications |
Other |
around poverty and community development. Plan International USA |
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is an active partner and/or member of groups and coalitions that |
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support these issues, such as the Sanitation and Water for All |
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Partnership (SWA), Alliance for International Youth Development, |
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Modernizing Foreign Assistance Network (MFAN), Society for International |
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Development (SID), U.S. Global Leadership Coalition (USGLC), and |
Other |
InterAction. Plan International USA is also a founding member, |
Other |
chair, and coordinator of the Orphans and Vulnerable Children |
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Task Force. |
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Other important elements of Plan's outreach are the partnerships |
Other |
we develop to increase awareness about challenges in the developing |
Other |
world. Plan and Nickelodeon International's "Together For Good" |
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is a global initiative to empower kids to make positive changes |
Other |
in the world around them. "Together For Good" serves as Nickelodeon's |
Other |
international platform to inspire its audiences to get involved |
Other |
in their communities, provide the resources and education to get |
Other |
the job done, and celebrate the impact they're making every day. |
Other |
Plan is Nickelodeon's inaugural partner for this initiative. As |
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part of Nickelodeon's international "Together For Good" initiative, |
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Plan teamed up with Nickelodeon to launch Together We Rock, a pro-social |
Other |
campaign dedicated to promoting gender equity. Nickelodeon created |
Other |
an international game to inspire concepts of gender equity, which |
Other |
invited players to join Tomika, the main character in the hit |
Other |
show School of Rock, to lead a group of student musicians on the |
Other |
way to greatness. The network also aired an international School |
Other |
of Rock programming marathon during the month of May across more |
Other |
than 170 countries and territories internationally, showcasing |
Other |
episodes from the series that highlight female role models, |
Other |
equity-themed moments, and self-confidence. The campaign was a huge |
Other |
success and leveraged over $5.6m of media outreach across multiple |
Other |
Nickelodeon platforms. |
Other |
Plan also has an ongoing partnership with Glamour magazine, which |
Other |
announced its newest charitable initiative in 2014: The Girl Project. |
Other |
The Girl Project was conceptualized and started in part because |
Other |
of recent world events highlighting the dangers girls face going |
Other |
to and staying in school. Along with three other non-profit partners, |
Other |
Plan is benefiting from money raised from the print campaign and |
Other |
broader outreach, including advocacy and awareness-raising events |
Other |
featuring former First Lady Michelle Obama and other notable influencers |
Other |
and activists. Plan youth ambassadors from Vietnam, the Philippines, |
Other |
and El Salvador have spoken at high-level events promoting international |
Other |
support for girls' education. |
Other |
A different type of partnership-celebrity engagement-has been |
Other |
extremely helpful in leveraging our brand and raising awareness. |
Other |
Celebrities are able to lend their voices to Plan International |
Other |
USA's causes and amplify our messages to various audiences, particularly |
Other |
through print, on-air, and social media channels. Through donor |
Other |
communications, sponsor meetings, website publications, and public |
Other |
gatherings, Plan International USA will continue to reach out |
Other |
to the public and invite them to engage with us and make a lasting |
Other |
difference for children around the world. We have found that once |
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people understand these issues, they are willing to take action. |
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Our task is to help bring these issues to light. |
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Regular meetings between CEOs and senior staff of organizations |
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with similar missions help to give all of us a stronger voice. |
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For the fiscal year ended June 30, 2017, the total Development |
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Education and Advocacy expenses were $1,239,009. During FY17, |
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Plan International USA initiated more than 1,500,000 mailed or |
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emailed communications, to help educate our donors and partners |
Other |
and also participated in various presentations, activities, and |
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forums. |
Form 990EZ, Part I, Line 16 |
Professional Consulting Fees |
Form 990EZ, Part I, Line 16 |
Marketing/Media |
Form 990EZ, Part I, Line 16 |
Miscellaneous |
Form 990EZ, Part II, Line 24 |
Pledges Receivable - Net |
Form 990EZ, Part II, Line 24 |
Grants Receivable - Net |
Form 990EZ, Part II, Line 24 |
Prepaids |
Form 990EZ, Part II, Line 24 |
Investments |
Form 990EZ, Part II, Line 26 |
Accounts Payable & Accrued Expenses |