BATCH 38 - csonet.orgcsonet.org/content/documents/add37.pdf · 2013-05-16 · BATCH 38 United Nations E/C.2/2013/R.2/Add.37 Economic and Social Council Distr.: ... Mindanao Land Acquisition,

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BATCH 38

United Nations E/C.2/2013/R.2/Add.37

Economic and Social Council Distr.: Restricted 09 April 2013 Original: English

Committee on Non-Governmental Organizations 2013 Resumed Session

New applications received from non-governmental organizations for consultative status with the Economic and Social Council Memorandum by the Secretary-General

Contents

1. African Palliative Care Association

2. Earthquakes and Megacities Initiative

3. Frankfurt School of Finance and Management gemeinnutzige GmbH

4. Help A Child Africa

5. Institute for Conflict Transformation and Peace-building

6. Mindanao Land Acquisition, Housing and Development Foundation, Inc.

7. Ningim Hope Alive Foundation

8. Prevention Association of Social Harms (PASH)

9. The Institute of Development Studies

10. Youngstars Foundation International

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1. African Palliative Care Association PART I 2. Contact Information 2. a) Permanent headquarters address. 850 Dr Gibbons Road Kampala Uganda 2. b) Postal address, if different from headquarters address. PO BOX 72518 Uganda 2. c) Contact phone and fax number. Tel : +256414266251 Fax : 2. d) Name and position of contact person. Faith Mwangi-Powell 2. e) E-mail address. [email protected] 2. f) Website, if any. www.apca.org.ug 3. Summarize the aims and purposes of your organization. At the centre of the work of African Palliative Care Association (APCA) are patients, their families and carers. They, and the millions of people who need pain and symptom management offered through palliative care but who are not fortunate enough to receive it, are behind everything we do. Palliative care is an approach that improves the quality of life of patients and their families facing the problems associated with life-threatening illness, through the prevention and relief of suffering by means of early identification and impeccable assessment and treatment of pain and other problems, physical, psychosocial and spiritual. In sub-Saharan Africa, the need for palliative care is significant but there are millions of the people across Africa with life threatening illnesses that are currently not accessing palliative care as its provision is inconsistent, often provided from isolated non-governmental and faith-based centres rather than being integrated into mainstream national health systems. Moreover, there is widespread lack of understanding of what palliative care is and how it enhances life across

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all levels of stakeholders. Few people comprehend its holistic nature, while even fewer understand its powerful potential to restore quality of life to patients and their carers. With most Africans having limited, if any, access to cancer screening, early diagnosis, treatment or palliative care, the consequence in most cases, is a painful and distressing death. More importantly, even in the era of antiretroviral therapy (ART), and despite the fact they have exerted a profound impact on patient morbidity and mortality, ARTs have not negated the need for palliative care. Palliative care plays an essential role in addressing ART initiation, adherence and the burdensome pain and symptoms patients with the HIV disease experience. On the other hand, even where a confirmatory cancer or HIV diagnosis is made sufficiently early, many African countries lack the health and social care infrastructure to provide the needed care. Not only is there a shortage of general medical staff in many African countries, there is a significant skills training deficit in palliative care. Alongside this, drug access is crucial for effective pain and symptom management, but in many African countries access to even the simplest pain-relieving medication is legally restricted. In response to the above issues, APCA’s overarching goal is to ensure access to palliative care for all in Africa by increasing knowledge and awareness of palliative care, strengthening health systems by integrating palliative care and building its evidence base. To achieve this APCA’s work is based on four strategic drivers: Increasing knowledge and awareness of palliative care among all stakeholders. Strengthening health systems by integrating palliative care. Building the evidence base for palliative care in Africa. Ensuring the economic sustainability of APCA Within this, APCA’s broad objectives are to: Strengthen health systems through the development and implementation of an information strategy to enhance the understanding of palliative care among all stakeholders; ¿ Provide leadership and coordination for palliative care integration into health policies, education programmes and health services in Africa; ¿ Develop an evidence base for palliative care in Africa; ¿ Ensure good governance, efficient management practices and competent human resources to provide institutional sustainability; ¿ Position palliative care in the wider global health debate in order to access a wider array of stakeholders and to develop strategic collaborative partnerships, and; ¿ Diversify the financial resources base to meet APCA’s current funding requirements and to ensure the organisation’s future income and sustainability. 4. a) Explain how you carry out these aims. APCA aspires to see integrated and sustainable palliative care services across Africa that are aligned with both the public health approach and the health systems strengthening agenda

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advanced by the World Health Organisation (WHO). While many individuals and organisations across the continent are working tirelessly to advance palliative care, APCA as a regional organisation is in a unique position to be able to work with all partners, sharing knowledge, resources and experiences from one African country to another. APCA’s model of work, as outlined in our strategic plan (2011-2020), is based on the four key strategic drivers outlined above. These drivers provide APCA flexibility with the implementation of its work in the face of limited funding opportunities. APCA’s key programmatic activities, which are critical for the development of palliative care, are underpinned by the four strategic objectives; 1. Developing an information strategy on palliative care information for all levels of stakeholders by type. 2. Providing leadership and coordination for palliative care integration into health policies, education programmes and health services in Africa. 3. Facilitating and developing an evidence base for palliative care in Africa. 4. Developing and implementing a financial sustainability framework for APCA. To realise these objectives APCA works through a public health approach with partners across Africa and internationally. The role of APCA is not to provide direct clinical care to people living with progressive, life-threatening illnesses, but instead to play a facilitative role, working collaboratively with existing and potential providers of palliative and other health care services to expand service provision by building capacity and strengthening health systems by supporting the integration of palliative care at all levels. The public health approach is the science and art of preventing disease, prolonging life, and promoting the health of entire populations through the organised efforts of society. This approach is vital for scaling up palliative care across Africa. Since its operational formation in 2005, APCA has been engaged in advocating for, training in, and conducting research into palliative care on the continent. In this work it has followed the WHO’s four-pillar enhanced public health model of palliative care provision: i.e. appropriate government policies (e.g. a national health policy, an essential medicines policy and education policies); adequate drug availability; the education of health professionals; and, critically, implementation of palliative care at all levels (see Figure 1), to ensure its integration into national health systems. Through the APCA partnership strategy, APCA aims to position itself so that it can respond to emerging challenges and seize new opportunities, further strengthening collaborative approaches to achieve effective palliative care development and integration across Africa. It vital that clear priorities are set to ensure the impact of our work is able to be measured. In view of this APCA’s priorities for palliative care scale- up across 20 African countries by

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2020 are: Develop and disseminate tailored palliative care information for all levels of stakeholders Make palliative care a component of health policies, guidelines, strategies and budgets; Make palliative care a component of education at all levels for health care providers; Ensure the accessibility of essential palliative care medications; Ensure that quality palliative care as defined by the APCA palliative care standards is integrated into health systems; Develop the skills and knowledge for palliative care research; Develop strategic partnerships entering into at least two strategic partnerships per year; Diversify financial resources to meet APCA’s current funding requirements. 4. b) Please give examples of recent projects and activities. In the seven years of APCA’s life, significant advancements in palliative care have been made and documented. APCA monitors and evaluates its work on an ongoing basis using specific indicators relating to the strategic drivers outlined above. In a recent SWOT analysis it was evident that APCA has made significant achievements. Some examples of recent projects and activities include: The development of national level palliative care policies in Swaziland and Rwanda working with the Ministries of Health and key stakeholders within each country Reviewing legislation, policy documentation and implementation guidelines in ten Southern Africa countries to assess the inclusion of palliative care. Following the review recommendations were made and a full report published with the findings. The development and distribution of APCA publications focusing on the correct handling and use of opioids has enhanced the capacity of health workers to handle and use opioids. Trainings and sensitisation meetings with doctors, nurses, pharmacists and health professionals have been held to train them in handling opioids. The development of standards for quality provision of palliative care across the continent. These standards were developed through a review of existing palliative care standards across Africa and in consultation with experts across Africa and internationally. As the regional organization advocating for palliative care scale-up across Africa, APCA believes that having palliative care standards that embrace the WHO public health strategy for an effective palliative care program, will relieve unnecessary suffering for persons with life-threatening illnesses. The development of a palliative care core curriculum to be used by doctors and nurses. To ensure the provision, accessibility and availability of quality palliative care in Africa to all it must be integrated into all levels of the national health care systems. Developing palliative care core competencies to guide education and service development across Africa Integrating palliative care into government hospitals in Kenya, Malawi and The Gambia. This project will continue to be rolled out onto other countries.

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Advocacy training and awareness raising to Governments, Ministries of Health, Health workers, health management teams, social workers among others to understand the important of palliative care and to increase the awareness of palliative care and pain management as a human right. Training Legal experts in palliative care, and raising the awareness of patient’s legal rights, to ensure that patients with terminal illnesses can access the legal services they require to organise their estate. Palliative care materials relating to the legal rights of patients have been developed. Training lecturers in nursing and medical schools in different African countries has been ongoing to ensure that palliative care is included within the curriculum for nurses and doctors. APCA advocates for its inclusion in the curriculum rather than an ‘add on’. The running of a small grants programme, a nursing scholarship programme and a social workers scholarship programme to facilitate small scale grass roots palliative care projects across Africa and to ensure more nurses and social workers are trained in palliative care. 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Despite the need for palliative care to address the large burden of disease in Africa, culturally appropriate, holistic palliative care (that includes effective pain and symptom management) provision is inconsistent, rarely integrated into mainstream health systems, often sporadic and geographically specific. 45% (21/47) of African countries have no identified palliative care activity, and only 9% (n=4) have services approaching integration with mainstream service providers. Key indicators for palliative care provision (e.g. pain management, the development of national policies, and integration into the curriculum of health professionals and health services) point to fundamental gaps, most pronounced in rural regions or areas of severe deprivation (African countries use 1/20th of the global average for morphine use). There is willingness within Governments to provide adequate care for those who are dying, but Ministries note the lack of effective, persuasive, evidence based models to champion the cause and illustrate how such care can be delivered nationally. To date, less than 10 African countries have palliative care identified within their national health policies and strategies and only two have standalone policies. Only six countries have palliative care integrated in the curriculum of health professionals, as an examinable subject. By gaining consultative status APCA would hope to contribute to the work of ECOSOC by being able to provide information relating to palliative care development in Africa and emphasising the increased need for working together to ensure effective integration into the main health systems within each country. Palliative care which includes effective pain control is a human right and APCA is in a unique position to be able to effectively communicate the issues that affect quality care being provided. APCA would intend to

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contribute to the work carried out by the commission for narcotic drugs, and the human rights council through the following: Advocacy: APCA works to empower local partners to engage in national decision- making processes, in terms of drug legislation, and address the unfavourable drugs policies that are associated with opioid availability across Africa. Therefore APCA would like to further advocate for access to pain relief as a basic human right. APCA will continue to work with the Ministries of Health to address the WHO's task-shifting agenda, whereby through innovative leadership provided by palliative care, health professionals are increasingly becoming empowered to provide services they would otherwise not routinely do (e.g. in Uganda, nurses have been trained and empowered to prescribe opioids and we want this extended to other parts of Africa) and by working closely with ECOSOC we would hope to bring this message to more central debates around access to care, access to essential medicines, and the task shifting agenda. Supply chain mechanism: this is an important issue that is related to the country morphine consumption estimates that countries provide to the International Narcotic Control Board (INCB). Evidence shows that many countries do not know how to provide these estimates and yet the estimates that countries provide determine how much morphine supply they are allowed to import. In view of this, APCA would like to relate more closely with the Commission for Narcotic Drugs to receive assistance with supply chain mechanisms in relation to reviewing country opioid estimates procedures, and putting in place appropriate mechanisms to address this challenge, as well as addressing issues around storage facilities, documentation, importation and taxation of drugs. 5. b) Please give details on planned activities and projects. APCA would contribute to two key activities of the ECOSOC 1) Annual Ministerial Review (AMR): Given that the AMR provides an opportunity to assess progress in achieving the internationally agreed development goals (IADGs) arising out of the major conferences and summits, and given its thematic nature and national voluntary presentations on progress and challenges towards achieving the IADGs, including those contained in their key national MDG-based development strategies, we see this as a key opportunity to share progress against the MDG- goal 6. APCA would provide thematic progress information on countries’ achievements in mitigating the impact of HIV/IAIDS especially focusing on provision of palliative care, pain management drugs and control of symptoms. Indeed, in the past APCA has developed periodic reviews for Tanzania and Uganda to share with the Human Rights Council as part of the thematic review on access to opioids. This is a key aspect of our work and therefore we would be able to provide country information on annual basis. 2) Sharing resources: As a regional organisation supporting the development of

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palliative care across Africa, APCA has developed a wealth of technical a resources which we would chare with the ECOSOC to enable distribution to wider audience and to other members of ECOSOC who could benefit or use those materials with their networks, members and partners. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail Yes, APCA’s Executive Director, Dr Faith Mwangi-Powell represented APCA at the UN-Human Rights Council meeting held in Geneva in 2011. Dr, Faith Mwangi-Powell was one of the panellists sharing information on the access to and use of opioids for pain management in Africa at a side event organised by the Human Rights watch. 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail APCA contributed to the annual period reviews of access to opioids in Tanzania and Uganda in 2010. APCA provided information on the status of access to opioids in the two countries and looked at the key barriers for future scale-up. 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Advocacy/lobbying organization. APCA is primarily an advocacy/ lobbying organisation, as this is a key part of the work, but alongside this APCA is also a technical assistance organisation. APCA provides technical assistance in palliative care to a wide range of stakeholders, provides technical resources and materials to health professionals across Africa, advises Governments on policy issues and areas of inclusion in national documents, and undertakes research in areas relating to palliative care for dissemination through the African Palliative Care Research Network. The role of APCA is not to provide direct clinical care to people living with progressive, life-threatening illnesses, but instead to play a facilitative role, working collaboratively with existing and potential providers of palliative and other health care services to expand service provision by building capacity and strengthening health systems by supporting the integration of palliative care at all levels. As such, APCA provides African solutions to African problems, articulating them with what is the recognised voice for palliative care across the continent, as it seeks to drive forward its development for all in need.

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PART II 8. Date of registration or date of establishment 26 August 2003 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered The impetus for APCA’s founding in 2004 originated at a meeting of twenty-eight palliative care trainers from across the African continent, which met in Cape Town, South Africa, in 2002 and produced a declaration calling for the integration of palliative care into health care systems and national health strategies. APCA was first registered as a non-governmental organisation in Kampala, Uganda on 26th August 2003. At this stage the organisation was run by a board of directors and work was started by board committees. In January 2005, the Executive Director was appointed and established the organisational secretariat in Kampala Uganda, and then later setting up offices in Namibia and the UK as mentioned below. APCA was registered in Namibia on 27th October 2008, and in the UK on 1st March 2010 Uganda – APCA is registered as a Non-Governmental Organisation with the National Board for Non Governmental organisations. Namibia – APCA Namibia is registered as a company limited by guarantee. UK – APCA UK is registered with the Charity Commission and is registered as a company limited by guarantee in England and Wales. Registered Charity No. 1134483. Company Limited by Guarantee No. 7053625 10. Registered/established as In Uganda APCA is registered as a Non-Governmental Organisation with the National Board for NGOs. Registration Number 4231. In Uganda an NGO is defined as an organisation established to provide voluntary services, including religious, educational, literary, scientific, social or charitable services to the whole community or any part of it. NGOs in Uganda are governed by the NGO Registration Act 1989 which was amended by the NGO Registration (Amendment) Act 2006. The National Board of Non-governmental Organisations is charged under the current legal framework to oversee NGO activity. It meets once a month to consider new applications for registration. The NGO Board sits within the Ministry of Internal Affairs. The Ministry of Finance, Planning and Economic Development may also have contact with NGOs to

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approve the work plans when seeking registration. 11. Do you consider your organization to be Regional. APCA is a regional (pan-African) organisation whose headquarters are based in Kampala, Uganda and whose mandate is to work across Africa to ensure access to palliative care for all. Our vision, mission, strategic drivers, and objectives are all focused on providing palliative care to who need it across Africa. APCA works closely with national organisations within each country to implement the work of integrating palliative care, and works with international organisations for technical and financial support. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. The organisational structure of APCA shows the relationships between the staff and the governing body, as well as among staff. As shown in the structure the highest level of authority for APCA is the general assembly made up of the APCA membership. The assembly develops and review the constitution and they also appoint the Board of Directors through a nomination and voting system. The Board of Directors undertake the day to day governance role for the organisation including setting up policies that govern the organisation and appointing the Executive Director, who oversees all the operational issues within the organisation. Within the organisation APCA has three Directorates; Programmes, Resources, Learning and Research. These three directorates are overseen by Directors and they, and the Executive Director make up the Senior Management Team that oversees the day to day operations of the organisation. 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. The APCA Board of Directors (BoD) is voted for by members of the organisation at the triennial general meeting (TGM) that is held every three years at the triennial APCA conference. A call for nominations is sent out prior to the TGM with a request for members to send in their nominations accompanied by the persons CV and a 500 word narrative on why they are nominating the person. Once received the selection panel appointed by the BoD reviews all nominations and present the short list to the members at the TGM. The members then vote for those they would like to see on the APCA BoD. Depending on the results, the BoD is able to second up to two members onto the board.

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APCA BoD is made up of 12 people representing different organisations and countries across Africa as well as internationally. Each board member can serve 2 three year terms on the BoD. The current BoD is as follows: Name Nationality Country of residence Fr. Richard W. Bauer American Namibia Dr. Jonah N. Wefuan Cameroonian Cameroon Prof. Beugre Kouassi Ivorian Cote D’Ivoire Ms. Zodwa Sithole South African South Africa Prof. Elly Tebasoboke Katabira Ugandan Uganda Dr. Bernard Tei Dornoo Ghanaian Ghana Mr. John Mastrojohn III American America Meredith Lwanga Ugandan Uganda Lois Chingandu Zimbabwean Zimbabwe Dr. Joseph F. O’Neill American America Dr Donno Ghanaian Ghana Professor Matti Moroccan Morocco In July 2011, the APCA BoD approved the establishment of an Advisory Council that would be comprised of a wide selection of palliative care technical experts who would advice both the board and the staff in programmes development and organisational mandate. In addition, APCA being a membership organisation the Council would be drawn from the Membership thus increasing stakeholder engagement and collaboration. The Councils role is to support APCA in the following ways: Be the advisor to the APCA Board of Directors in setting the mandate of the organisation Use their palliative care expertise to advice APCA in developing and implementing its strategic plan Provide advice on the theme and agenda for the APCA triennial conference and support review of abstracts and the overall development of the scientific programme Support APCA in reviewing and updating its membership agenda. Represent APCA in various forums as requested by either the Board of Directors or the Executive Director Be the APCA spokespersons within their own organisations or networks Provide APCA with advice in new areas of programme development, which will enhance the development of palliative care across Africa. Support APCA in delivering technical assistance to other partners across Africa, either through consultancies otherwise. The Advisory Council were selected from palliative care experts through a nomination process by the staff and approved by the Board of Directors. The current Advisory Council members are as follows:

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Name Nationality Mr. Malik Jafffer South African Dr Liz Gwyther South African Ms. Megan Obrien American Dr. Lucas Radbruch German Dr. Zipporah Ali Kenyan Mr. Lameck Thambo Malawian Ms. Rose Kiwanuka Ugandan Ms. Njekwa Lumba Zambian Ms. Girlmerina Matiza Zimbabwean Dr. Ndikintum George Beng Cameroonian 13. b) Are any government officials members of your board or executive staff? N/A 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. APCA has 66 paid individual members and 8 paid organisational members. Membership is an area that has been difficult to establish for APCA as it is very difficult to receive annual membership fees. Many of APCA’s members are located in Africa and so do not have access to credit cards for online payments. Also bank transfers incur high charges and so this is also not a good option for many individuals. APCA therefore has many unpaid members and partners who we work with on a regular basis, but the figures for paid membership are relatively low and do not accurately represent those with whom APCA has a relationship with. Current paid individual members: Botswana 2 Cameroon 1 Canada 1 DRC Ethiopia 1 Ghana 3 Ivory Coast 1 Kenya 3 Malawi 6 Namibia 8 Nigeria 4 Saudi Arabia 1 Senegal 1

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South Africa 8 Swaziland 1 Tanzania 4 Uganda 5 UK 1 USA 6 Zambia 2 Zimbabwe 5 Miscellaneous 3 67 15. Do the membership rules of your organization allow both individuals and organizations to be members? 1. Pallia Familli, DRC 2. Ripples Health care centre, Ghana 3. Ndimoyo Palliative care Trust, Malawi 4. Hospice, Malawi 5. Hospice Africa Uganda, Uganda 6. Palliative Care Works, UK 7. Kitovu Mobile Palliative Care Unit, Uganda 8. Hospice and Palliative Care Association of Zimbabwe (HOSPAZ, Zimbabwe) 9. Island Hospice, Zimbabwe 10. Palliative Care Association, Cote D'Ivoire 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain APCA has two membership streams and then an option for people to become a life member: Membership within Africa (voting) – organisations $100 pa; individuals, $30pa. Membership outside Africa (non-voting) – organisations $150 pa; individuals, $50pa. Life Membership within Africa (voting) - individuals $300 dollars; organisations $1,200 dollars. APCA is a pan African membership organisation who primarily would like to attract people from within Africa to become our members. Therefore to make this affordable and accessible, a reduced rate was agreed by the Board of Directors for individuals and organisations within Africa. As the African members have the voting rights for the selection of the APCA board every three years it is important to ensure that all our partners are able to become our members. Country Individual Africa annual Individual Africa Life Individual International annual Individual International Life Organisation Africa Organisation International Botswana 2

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Cameroon 1 Canada 1 DRC 1 Ethiopia 1 Ghana 2 1 1 Ivory Coast 1 1 Kenya 3 Malawi 5 1 2 Namibia 6 2 Nigeria2 2 Saudi Arabia 1 Senegal 1 South Africa 8 Swaziland 1 Tanzania 4 Uganda 4 1 2 UK 1 1 USA 4 2 Zambia 2 Zimbabwe 4 1 2 Miscellaneous 1 2 Total 47 10 8 2 9 1 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them No 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) No 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations Although APCA is an independent organisation, we work closely with key partners. APCA is also a member of the following organisations; FHSSA (formerly Foundation for Hospices in Sub-Saharan Africa), World Palliative Care Alliance (WPCA) and the International Hospice and Palliative Care Association (IHPCA).

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19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. The Governments in each of the countries we work are very key and important partners for APCA to develop relationships with in order for effective implementation of palliative care into the current health systems. APCA has established a strong relationship with various ministries of health across the African region and more specifically has identified the Hon, Bennedict Xaba, Minister of Health of Swaziland as an ambassador for palliative care across Africa. Currently we have an MOU with the Ministry of health in Namibia and The Gambia and we are exploring further relationships with other Ministries of Health across Africa. 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. No 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify No 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify No

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PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: US Dollar | Rate to 1$ US: 1.0) Source of Income Income in home currency Income in USD

Funding from international organizations

Donor Grants 2 486 022 2 486 022

Membership dues

membership fees received 6 741 6 741

Income generated from contracts

Technical assistance 10 241 10 241

Hosting of internet 850 850

Conference orgnaisational fees

69 875 69 875

Conference Administration Fees

8 107 8 107

Other sources (eg. philantropic contributions)

interest 203 203

Refunds 1 840 1 840

Sales - materials 3 660 3 660

Contribution from members

Donations 2 320 2 320

Total income 2 589 859 2 589 859

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Source of Expenditure Expenditure in home currency

Expenditure in home currency

Projects

orgnaisational development for partners

80 117 80 117

Training 400 445 400 445

Organisational Development for APCA

64 184 64 184

Monitoring and Evaluation 6 014 6 014

Conference 357 613 357 613

Advocacy 191 385 191 385

Standards 39 158 39 158

National Association Grants 440 796 440 796

Research 97 015 97 015

Small Grants 147 364 147 364

Administration (If administrative expenditures exceed 30% of the total, please provide details)

Personnel Costs 852 013 852 013

Administration 222 513 222 513

Other expenditure

Capital Expenses 27 519 27 519

Total expenditure 2 926 136 2 926 136

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Summary of Application for Consultative Status

Name: African Palliative Care Association (Officially registered or established name)

Permanent headquarters address:

850 Dr Gibbons Road Kampala Uganda (P.O. boxes are not accepted as headquarters address)

Date of registration or date of establishment: (See item B on front page of

main application form)

25 August 2003

Membership

National organization

with 67 individual members and 10 organizations members

Summarize the aims and purposes of your organization. At the centre of the work of African Palliative Care Association (APCA) are patients, their families and carers. They, and the millions of people who need pain and symptom management offered through palliative care but who are not fortunate enough to receive it, are behind everything we do. Palliative care is an approach that improves the quality of life of patients and their families facing the problems associated with life-threatening illness, through the prevention and relief of suffering by means of early identification and impeccable assessment and treatment of pain and other problems, physical, psychosocial and spiritual. In sub-Saharan Africa, the need for palliative care is significant but there are millions of the people across Africa with life threatening illnesses that are currently not accessing palliative care as its provision is inconsistent, often provided from isolated non-governmental and faith-based centres rather than being integrated into mainstream national health systems. Moreover, there is widespread lack of understanding of what palliative care is and how it enhances life across all levels of stakeholders. Few people comprehend its holistic nature, while even fewer understand its powerful potential to restore quality of life to patients and their carers. With most Africans having limited, if any, access to cancer screening, early diagnosis, treatment or palliative care, the consequence in most cases, is a painful and distressing death. More importantly, even in the era of antiretroviral therapy (ART), and despite the fact they have exerted a profound impact on patient morbidity and mortality, ARTs have not negated the need for palliative care. Palliative care plays an essential role in addressing ART initiation, adherence and the burdensome pain and symptoms patients with the HIV disease experience. On the other hand, even where a confirmatory cancer or HIV diagnosis is made sufficiently early, many African countries lack the health and social care infrastructure to provide the needed care. Not only is there a shortage of

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general medical staff in many African countries, there is a significant skills training deficit in palliative care. Alongside this, drug access is crucial for effective pain and symptom management, but in many African countries access to even the simplest pain-relieving medication is legally restricted. In response to the above issues, APCA’s overarching goal is to ensure access to palliative care for all in Africa by increasing knowledge and awareness of palliative care, strengthening health systems by integrating palliative care and building its evidence base. To achieve this APCA’s work is based on four strategic drivers: Increasing knowledge and awareness of palliative care among all stakeholders. Strengthening health systems by integrating palliative care. Building the evidence base for palliative care in Africa. Ensuring the economic sustainability of APCA Within this, APCA’s broad objectives are to: Strengthen health systems through the development and implementation of an information strategy to enhance the understanding of palliative care among all stakeholders; Provide leadership and coordination for palliative care integration into health policies, education programmes and health services in Africa; Develop an evidence base for palliative care in Africa; Ensure good governance, efficient management practices and competent human resources to provide institutional sustainability; Position palliative care in the wider global health debate in order to access a wider array of stakeholders and to develop strategic collaborative partnerships, and; Diversify the financial resources base to meet APCA’s current funding requirements and to ensure the organisation’s future income and sustainability. How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Despite the need for palliative care to address the large burden of disease in Africa, culturally appropriate, holistic palliative care (that includes effective pain and symptom management) provision is inconsistent, rarely integrated into mainstream health systems, often sporadic and geographically specific. 45% (21/47) of African countries have no identified palliative care activity, and only 9% (n=4) have services approaching integration with mainstream service providers. Key indicators for palliative care provision (e.g. pain management, the development of national policies, and integration into the curriculum of health professionals and health services) point to fundamental gaps, most pronounced in rural regions or areas of severe deprivation (African countries use 1/20th of the global average for morphine use). There is willingness within Governments to provide adequate care for those who are dying, but Ministries note the lack of effective, persuasive, evidence based models to champion the cause and illustrate how such care can be delivered nationally. To date, less than 10 African countries have palliative care identified within their national health policies and strategies and only two have standalone policies. Only six countries have palliative care integrated in the curriculum of health professionals, as an examinable subject. By gaining consultative status APCA would hope to contribute to the work of ECOSOC by being able to provide information relating to palliative care development in Africa and

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emphasising the increased need for working together to ensure effective integration into the main health systems within each country. Palliative care which includes effective pain control is a human right and APCA is in a unique position to be able to effectively communicate the issues that affect quality care being provided. APCA would intend to contribute to the work carried out by the commission for narcotic drugs, and the human rights council through the following: Advocacy: APCA works to empower local partners to engage in national decision- making processes, in terms of drug legislation, and address the unfavourable drugs policies that are associated with opioid availability across Africa. Therefore APCA would like to further advocate for access to pain relief as a basic human right. APCA will continue to work with the Ministries of Health to address the WHO's task-shifting agenda, whereby through innovative leadership provided by palliative care, health professionals are increasingly becoming empowered to provide services they would otherwise not routinely do (e.g. in Uganda, nurses have been trained and empowered to prescribe opioids and we want this extended to other parts of Africa) and by working closely with ECOSOC we would hope to bring this message to more central debates around access to care, access to essential medicines, and the task shifting agenda. Supply chain mechanism: this is an important issue that is related to the country morphine consumption estimates that countries provide to the International Narcotic Control Board (INCB). Evidence shows that many countries do not know how to provide these estimates and yet the estimates that countries provide determine how much morphine supply they are allowed to import. In view of this, APCA would like to relate more closely with the Commission for Narcotic Drugs to receive assistance with supply chain mechanisms in relation to reviewing country opioid estimates procedures, and putting in place appropriate mechanisms to address this challenge, as well as addressing issues around storage facilities, documentation, importation and taxation of drugs.

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2. Earthquakes and Megacities Initiative PART I 2. Contact Information 2. a) Permanent headquarters address. 2nd Floor, Puno Annex Building 47 Kalayaan Avenue, Diliman Quezon City 1101 Philippines 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : Fax : 2. d) Name and position of contact person. Fouad Bendimerad -- Chairman and Executive Director 2. e) E-mail address. [email protected] 2. f) Website, if any. 3. Summarize the aims and purposes of your organization. To serve as catalyst for the delivery of scientific, technical, managerial and operational knowledge to end-users within the public and private sectors through the dissemination and implementation of best practices in reducing the risk from earthquakes and other hazards in megacities and other complex urban environments; To participate in the global process of capacity development of megacities by supporting their disaster preparedness, mitigation, response and recovery efforts and by participating in global and regional initiatives aimed at urban disaster risk reduction; To foster partnerships and cooperation among megacities with the support of research, scientific, professional, non-governmental and inter-governmental organizations and other stakeholders.

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4. a) Explain how you carry out these aims. By working closely and collaboratively with its partner cities, helping them with knowledge, technology and methodology, and by learning directly from them in terms of the highly challenging context of local-level policy and practice, EMI has been able to develop competence in DRR analytical approaches, strategic planning and problem-solving. EMI has also developed unique knowledge in making use of participatory processes and competency building tools to guide stakeholders in mainstreaming disaster risk reduction in their processes and operations. EMI’s mandate is to build capacity in developing countries and enable the acquisition and implementation of scientific knowledge in both urban disaster risk reduction policy and practice. Thus, EMI is constantly improving its knowledge sharing and knowledge management approaches and tools, including training and capacity building. EMI works with local authorities to build the resiliency of cities and municipalities to disasters. It has a tested methodology for integrating DRR and Climate Change impacts in local governance, with a particular focus on empowering the disaster management units of each city and municipal government to understand their risks, build their capacity to address those risks with appropriate tools, and generate support and mobilize action from other stakeholders on risk reduction. EMI supports the efforts of local governments in mainstreaming DRR in their core functions by engaging city officials, its citizens including civil society and peoples’ organizations, academe, private sector, and other key stakeholders in a participatory process that builds ownership, sustainability, and efficient inter-institutional coordination. EMI’s methodologies and practices for building capacity and mainstreaming DRR have been used for a variety of local governance functions. The Disaster Risk Management Master Plan (DRMMP) is EMI’s analytical model to guide local authorities, especially megacities and complex metropolitan governments, to understand their vulnerability to natural hazards, analyze the potential physical and socioeconomic impacts and to develop a coherent risk reduction approach, given their priorities and implementation processes. It is fully multi-disciplinary and multi-sectoral and anchors its approach on the mainstreaming concept to develop sustainability and ownership EMI’s “Master Plan” approach has been refined and adapted in a number of major metropolises including Istanbul, Metro Manila, Kathmandu, Amman, and Mumbai. Master planning for disaster risk in these cities has resulted in extensive investment in disaster risk reduction. This is because the Master Planning approach seeks to: Provide a common, locally owned vision of risk, from which action and investment in risk reduction can be justified; Rationalize complex issues into a clear, step-by-step science and evidence-based approach;

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Set out a clear, measurable plan of action and budget with roles and responsibilities defined amongst stakeholders; Offer a mechanism for inter-institutional coordination and cooperation; and Build indigenous knowledge and skills to foster a culture of prevention and professional leadership in the DRM field. 4. b) Please give examples of recent projects and activities. 1) Disaster Risk Reduction in Greater Mumbai Project Name of Client: Municipal Corporation of Greater Mumbai Country: India; location within country: Mumbai Start date: April 2009; completion date: March 2011 Outcome: Through the DRMMP process, MCGM and other key stakeholders in Mumbai were able to: •Understand their vulnerabilities to hazards •Evaluate the physical and socio-economic impacts of these hazards •Acquire the competency to plan for and effectively manage emergencies •Determine the appropriate series of options to reduce the risks in light of their priorities and capacities •Develop a coherent approach to managing the overall risk. 2)Pasig City Resilience to Earthquakes and Floods Project Name of Client: Pasig City Government Country: Philippines; location within country: Pasig City Start date: June, 2011; completion date: September, 2012 Intended outcome: 1. Develop a comprehensive plan for managing the earthquake and flood risk, preparing for response, and for reducing risk and building resiliency in Pasig City; 2. Generate awareness of the community by the development and dissemination of information, education and communication materials; 3.Create a geo-database integrating hazards, demographics, physical assets, and geographic features of Pasig City to help the emergency managers for planning and coordination during emergency operations and for efficient knowledge sharing; and 4.Develop a Pasig City risk atlas and disaster risk management tool kit containing relevant information about hazards, vulnerabilities, risk, preparedness and response elements,

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training elements and risk awareness material. 3) Support to Building National Capacities for Earthquakes Risk Reduction in Greater Amman Municipality Name of Client: UNDP Jordan Country: Jordan; location within country: Amman Start date: July 2007; completion date: April 2009 Outcome: Developed a Disaster Risk Management Master Plan (DRMMP) that sets the directions for mainstreaming sound DRR practices within Greater Amman Municipality’s (GAM) governance functions. 4) Mainstreaming Disaster Risk Reduction in Megacities: A Pilot Application in Metro Manila and Kathmandu – Phases 1 & 2 Name of Client: German Federal Foreign Office Country: Nepal, Philippines; location within country: Kathmandu, Makati City Start date: November 2007; completion date: January 2010 Outcome: 1. Strengthened the institutional capacities of Metro Manila and Kathmandu on disaster risk reduction; 2.Mainstreamed sound DRR practices within their basic local governance functions such as land-use allocations, urban planning, public works, social welfare, and disaster management; and 3. Facilitated the sharing and adaptation of good practices and learning experiences on DRR among disaster-prone cities. 5) Earthquake Impact Assessment Services, Preparedness and Response Project Name of Client: Asian Development Bank Country: Philippines; location within country: Metro Manila Start date: October 2011; completion date: February 2012 Outcome: Improved ADB’s understanding of the potential impacts of a major earthquake on Metro Manila and to develop reasonable and practical recommendations regarding preparedness and response, with a primary focus on the welfare of ADB personnel 6) Capacity Assessment of Selected Level 3 and 4 Government and Private Hospitals in Luzon in terms of their Structural, Non-Structural and Functional Preparedness to

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Emergencies and Disasters Name of Client: Philippine Department of Health Country: Philippines; location within country: 8 regions in Luzon Island Start date: Jan., 2012; completion date: Apr. 2013 Intended outcome: Identification of gaps based on the assessment and provision of recommendations for needed remedial actions to enhance the selected hospitals' emergency and disaster preparedness 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? 1. Contribute to the global discussion on disaster risk reduction, climate change adaptation, and urbanization. 2. Advocate for appropriate resources and attention to address the increasing risks that cities in developing countries are facing due to rapid urbanization and climate change. 5. b) Please give details on planned activities and projects. 1. Continuation of work on disaster risk reduction for megacities and complex metropolises. 2. Expansion of training programs on urban disaster risk reduction. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail 1) 1st Session of the Global Platform on Disaster Risk Reduction; Geneva, Switzerland; 5-7 June 2007 Invited by UNISDR, one of the organizers of side event on Building Code Enforcement and Dissemination - Safer Buildings for Sustainable Habitat 2)2nd Session of the Global Platform on Disaster Risk Reduction; Geneva, Switzerland; 16-19 June 2009 Invited by UNISDR, one of the organizers of Plenary Round Table 2: Urban risk - Increasing the Effectiveness of Local Action on Risk Reduction and Adaptation 3)3rd Session of the Global Platform on Disaster Risk Reduction; Geneva, Switzerland; 8-13 May 2011

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Invited by UNISDR as participant to the conference 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail In 2005, EMI was accredited by UNDP as an Implementing Agency for the UNDP/BCPR urban disaster risk reduction program. At the same time, the organization also became a part of the U.N. Task Force for Disaster Reduction. Since 2007, EMI has been a member of the UN Global Platform for Disaster Reduction (GPDRR), earning recognition for its authoritative knowledge, commitment and advocacy engagement in urban DRR. In 2009, EMI also became a member of the Primary Consultative Group for the Global Campaign on Building a Local Government Alliance for DRR, a worldwide effort being spearheaded by the UN International Strategy for Disaster Reduction (UNISDR). In recent years, EMI has been actively involved in several global DRR initiatives such as the UNISDR’s Making Cities Resilient Campaign and the 1 Million Safe Schools and Hospitals Campaign. 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Other. EMI functions both as an organization that implements projects on disaster risk reduction in megacities in collaboration with local governments and relevant national agencies, and as an organization that facilitates knowledge sharing of global sound practices between individuals and organizations working in urban disaster risk reduction. PART II 8. Date of registration or date of establishment 23 December 2003 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered EMI is registered in the Philippines with the Securities and Exchange Commission (SEC). The SEC is tasked with granting primary franchises and licenses to all corporations, partnerships or associations, and exercises jurisdiction and supervision over all these organizations.

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10. Registered/established as EMI is registered with the SEC as a non-stock, non-profit organization. 11. Do you consider your organization to be International. Although based in the Philippines, EMI implements projects in various countries. Additionally, EMI maintains a global network of local governments, research organizations, and academic institutions. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. We have a Board of Trustees composed of scientists, government officials, and practitioners who design and approve policies. We have a Secretariat Staff led by our Executive Director who implements those policies and run the operations of the organization which include implementing projects, running training programs and developing tools and products for use by practitioners in urban disaster risk reduction. 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. Dr. Fouad Bendimerad, American, Chairman and Executive Director. Dr. Friedemann Wenzel, German, Vice-Chair. Dr. Renato Solidum, Filipino, Vice-Chair. Atty. Violeta Seva, Filipino, General Secretary and Treasurer. Hon. Jejomar Binay, Filipino, Member. Dr. Asteya Santiago, Filipino, Member. Dr. Amaryllis Torres, Filipino, Member. Mr. Farouk Tebbal, Algerian, Member. The Board members are elected every three years. 13. b) Are any government officials members of your board or executive staff? Three members of our board are current government officials: Hon. Jejomar C. Binay - Vice President of the Republic of the Philippines

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Dr. Renato U. Solidum, Jr. - Director, Philippine Institute of Volcanology and Seismology Atty. Violeta S. Seva - Senior Advisor, Makati City, Philippines 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. EMI has 23 city governments in its network in the following locations: Asia: Japan - Kobe Philippines - Makati, Pasig, Quezon City China - Beijing, Shanghai, Tianjin Republic of Korea - Seoul Indonesia - Jakarta India - Mumbai Bangladesh - Dhaka Nepal - Kathmandu Uzbekistan - Tashkent North America: United States - Los Angeles Mexico - Mexico City South America: Colombia- Bogota Peru - Lima Ecuador - Quito Euro-Mediterranean: Egypt - Cairo Iran - Tehran Turkey - Istanbul Italy - Naples

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15. Do the membership rules of your organization allow both individuals and organizations to be members? As EMI's network is composed of partner cities, only the local governments of these cities are institutionally part of the network. The list of member cities/local governments are provided in Question 14. 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain No 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them No 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) No 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations United Nations International Strategy for Disaster Reduction (UNISDR) Global Facility for Disaster Reduction and Recovery (GFDRR) Earthquake Engineering Research Institute (EERI) Research Center for Urban Safety and Security (RCUSS) Earthquake Disaster Mitigation Research Center (EDM) of the National Research Institute for Earth Science and Disaster Prevention (NIED) Pacific Disaster Center (PDC) DKKV (Deutsches Komitee für Katastrophenvorsorge e.V./German Committee for Disaster Reduction) World Food Programme-Philippines Municipal Corporation of Greater Mumbai (MCGM)

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ICLEI - Local Governments for Sustainability CITYNET (The Regional Network of Local Authorities for the Management of Human Settlements) United Cities and Local Governments (UCLG) United Nations Development Programme-Jordan 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. No 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. Yes, from the Pasig City Government, a local government unit in the Philippines. We are currently implementing a project with them, entitled "Pasig City resilience to Earthquakes and Floods Project". Project duration is from June 13, 2011 to September 13, 2012. Total project cost is USD 279,000. 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify In 2005, EMI was accredited by UNDP as an Implementing Agency for the UNDP/BCPR urban disaster risk reduction program. At the same time, the organization also became a part of the U.N. Task Force for Disaster Reduction. Currently, EMI is represented in the Advisory Panel of the UNISDR Asia Partnership. 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify In 2005, EMI was accredited by UNDP as an Implementing Agency for the UNDP/BCPR urban disaster risk reduction program. At the same time, the organization also became a part of the U.N. Task Force for Disaster Reduction. Currently, EMI is represented in the Advisory Panel of the UNISDR Asia Partnership.

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PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: Philippine peso | Rate to 1$ US: 43.84) Source of Income Income in home currency Income in USD


Projects 17 667 409 402 997

Funding from private sector

Training 1 608 525 36 691


Interest, income, forex gain 86 905 1 982

Funding from governments

Projects 2 049 925 46 759

Total income 21 412 764 488 429 Source of Expenditure Expenditure in home

currency Expenditure in home currency

Projects

Direct cost for implementing projects

13 981 620 318 924


Salaries and overhead 5 572 589 127 112

Total expenditure 19 554 209 446 036

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Name: Earthquakes and Megacities Initiative (Officially registered or established name)


2nd Floor, Puno Annex Building 47 Kalayaan Avenue, Diliman Quezon City 1101 Philippines (P.O. boxes are not accepted as headquarters address)



23 December 2003

Membership



Summarize the aims and purposes of your organization. To serve as catalyst for the delivery of scientific, technical, managerial and operational knowledge to end-users within the public and private sectors through the dissemination and implementation of best practices in reducing the risk from earthquakes and other hazards in megacities and other complex urban environments; To participate in the global process of capacity development of megacities by supporting their disaster preparedness, mitigation, response and recovery efforts and by participating in global and regional initiatives aimed at urban disaster risk reduction; To foster partnerships and cooperation among megacities with the support of research, scientific, professional, non-governmental and inter-governmental organizations and other stakeholders. How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? 1. Contribute to the global discussion on disaster risk reduction, climate change adaptation, and urbanization. 2. Advocate for appropriate resources and attention to address the increasing risks that cities in developing countries are facing due to rapid urbanization and climate change.

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3. Frankfurt School of Finance and Management gemeinnutzige GmbH PART I 2. Contact Information 2. a) Permanent headquarters address. Sonnemannstrasse 9-11 60314 Frankfurt am Main Germany 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : 0049691540080 Fax : 2. d) Name and position of contact person. Christine Grüning -- Project Manager, Policy Expert Karlheinz Knickel -- Head of the Frankfurt School-UNEP Collaborating Centre 2. e) E-mail address. [email protected] 2. f) Website, if any. http://www.fs-unep-centre.org/ 3. Summarize the aims and purposes of your organization. Frankfurt School of Finance & Management (Frankfurt School) is the leading private Business School and advisory institute in Germany with more than 50 years’ experience in consulting, qualification, project implementation, and training services. Our mission is to foster national and international business practices through academic programmes and research, executive education, corporate services, and advisory activities. International Advisory Services (IAS) Sub-mission: The mission of IAS is to support and ensure the know-how transfer of our Finance and Management Expertise to institutions providing financial services in developing and transition countries, as well as emerging markets; and to improve the social and economic conditions of people in these territories. Our core competence centers include: sustainable energy finance, SME finance, sustainable rural development, housing finance, microbanking, risk management and higher education finance. We strive to deliver tailor-made innovative solutions to promote institutional and staff capacity building. In addition to our in-house Sustainable Energy Finance Competence Centre, Frankfurt School and UNEP have established a strategic partnership and launched the Centre for

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Climate & Sustainable Energy Finance in 2010. The mission of this Centre is to accomplish UNEP’s mandate to increase financial sector engagement in sustainable energy finance. Its goal is to promote energy efficiency and renewable energy investments in both developing and industrialized countries. The Centre provides guidance to financial institutions in order to overcome challenges that climate change implicates for the entire financial sector. 4. a) Explain how you carry out these aims. Our International Advisory Services (IAS) department is committed to improving financial markets in developing countries and increasing access to finance for small enterprises and low-income populations. We work almost exclusively in developing and transition countries as well as emerging markets (e.g. Azerbaijan, Barbados, Bolivia, Bosnia & Herzegovina, China, Congo, Croatia, Dominican Republic, DR Congo, Ethiopia, Georgia, Ghana, Haiti, India, Indonesia, Kenya, Kyrgystan, Lebanon, The Former Yugoslav Republic of Macedonia, Madagascar, Moldova, Mongolia, Morocco, Peru, Russia, Senegal, Serbia, Sudan, Sri Lanka, Syria, Tajikistan, Turkey, Turkmenistan, Ukraine, Uzbekistan, . Among our clients are the major international and development finance institutions (e.g. KfW, EBRD, EIB, ADB, AfDB, World Bank, IFC), bilateral and multilateral donor organisations (e.g. EU, UNDP, UNEP, AFD, GIZ), and non-government organisations. Our consulting and training services usually target banks, microfinance institutions, potential borrowers and investors, and other stakeholders of the financial community. We assist financial institutions in developing business segments for financing energy efficiency measures and renewable energy investments. Besides product development, marketing, and adaptation of procedures and reporting, we put a special focus on capacity building through class-room and on-the-job trainings. We furthermore support banks and borrowers during the entire investment cycle. This includes project identification, appraisal, implementation, development of innovative products, risk-sharing instruments, and project implementation approaches monitoring and evaluation, as well as verification of energy savings, CO2 emission reduction, and other key performance indicators. According to demand (e.g. for energy audits or energy-specific feasibility studies), the Frankfurt School team of economists, financial analysts, and bankers is complemented by experienced energy engineers. Our Sustainable Energy Finance team has a strong track-record in feasibility assessment of international donor projects. We assess the market potential (demand and supply for both climate-protection technologies and appropriate financing mechanisms) and give recommendations for programme design to refinancing institutions and selected local partner banks. Our studies establish the basis for the future programmes’ terms of reference. Furthermore, we are active in networking for international best practice exchange, awareness raising on policy-, industry-, and institution level, as well as applied research with regards to financing aspects of climate change mitigation and financial sector involvement.

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4. b) Please give examples of recent projects and activities. Regional Private Sector Consultation Workshop The workshop was organized by the FS – UNEP Collaborating in cooperation with UNEP FI. It was supported by UNEP and the African Development Bank. The central purpose of the consultation was to secure the private sector input to the Green Climate Fund design process. Global Trends in Renewable Energy Investment 2011 The Global Trends Report 2011 offers an elaborate analysis of Trends and Issues in renewable energy investment for different type of economies, technologies or asset classes. The Global Trends Report 2012 on the 11th June 2012 and focuses on Green Economy. National Climate Finance Institutions Support Programme (‘Fit for the Funds’) ‘Fit for the Funds’ builds and services a forum of national climate funding entities for the purpose of building capacities and sharing practical experience with the public financing of climate mitigation and adaptation actions. Climate Finance Innovation Facility (CFIF) CFIF supports finance-industry engagement in the new climate sectors renewable energy and energy efficiency. The Facility provides developing country financial institutions with technical assistance and funding for the development of climate focused financial products and services. Finance for Access to Clean Energy Technologies in South and South East Asia Access to modern, clean energy is essential to improve living conditions. However, many Southeast Asian households can't afford to purchase clean energy technologies. While financing is needed, any financial institutions have not yet realized these new credit opportunities. FACET aims at mobilizing financial access to clean energy by combining temporary financial support mechanisms with technical assistance and capacity building measures. EBRD: Promotion of Gender Equality in the Financial Sector in Azerbaijan As part of the EBRD’s Gender Action Plan, a pilot project to mainstream gender in the financial institutions sector in Azerbaijan is to be developed and implemented by the Frankfurt School of Finance & Management. Frankfurt School works together with the Azerbaijan Micro-Finance Association (AMFA) based in Baku to implement gender equality programmes in EBRD partner institutions (9 banks and 5 non-bank microfinance institutions). The project’s goals are to improve HR practices and policies within partner institutions, identify and address constraints and barriers to women’s employment in the financial sector as well as to women accessing loans. EBRD: TAFF - Tajik Agricultural Finance Facility - Phase II The TAFF (Tajik Agricultural Finance Framework) programme consists of the TAFF credit line of up to USD 35 million and an extensive technical assistance programme that aims at achieving sustainable economic growth in Tajikistan. The second phase of the EBRD programme is financed by the European Union. Through the cooperation with eight partner financial institutions finance for farmers and agribusinesses is provided. A comprehensive methodology for short term (seasonal finance for working capital) and medium term

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agricultural credits (mainly for machinery) has been developed and is now implemented successfully. This approach combines an agro-credit scoring component with the financial analysis of a client. CFCU/EU/KfW: Small Enterprise Loan Programme (SELP) II The European Commission (EC) has developed SELP II to improve access to finance in 49 priority development provinces in Turkey. The objectives are employment creation and contribution to economic development as well as expansion and deepening of the financial sector. Akbank, Garanti Bank, Isbank and Sekerbank are on-lending the € 82.5 million funds provided by the EC, Turkish Treasury, Counsel of Europe Development Bank and KfW Entwicklungsbank with a max. loan size of € 50,000 to the target group, i.e. small enterprises with less than 50 employees and assets of less than € 1 million. 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Our core competences are in advisory projects, applied research, networking and education. Furthermore, through our projects we meet different stakeholder (e.g. private sector and public sector). Therefore, we would like to support the ECOSOC and/or its subsidiary bodies either for their regional meetings or e-discussions with thematic contributions, presentations or in supporting the organization of an event, in case the topics or countries are in line with our activities. Our team has a strong experience in presenting on international conferences or organizing events. 5. b) Please give details on planned activities and projects. - Presentation and podium discussion at the Global Sustainable Finance Conference in Karlsruhe 05 -06 July 2012 by Carola Menzel. (Initiated by UNDEP FI). - Contributing and supporting UNEP in organizing the International Workshop on “Innovative Financing Mechanisms for Access to Energy”. Side event of the Asia Clean Energy Forum; 05.06 2012, Manila. - Contribution to ECOGERMA 2012, 26-28.06.2012, Sao Paoul; organized by the Brazilian-Germany Chamber of commerce - Assessment of National Financial Institution and Capacity building in 4-6 countries in South Pacific Islands, Latin America, Africa and Asia in 2011 to strengthen Institutions and to institutionalize the application process to international climate finance - Organization of an regional workshop for National Climate Finance Institutions and Governments in Latin America in collaboration with UNEP - Rolac. - Frankfurt School has been preselected for the Ecomicro, a technical cooperation program aimed at training twelve microfinance institutions in Latin America and the Caribbean to develop ‘green’ financial products. - Annually publication of the global trends in renewable energy investment which include actual investment in Renewable Energy, Trends and Analysis - Given the importance of the financial industry in shaping the world’s response to climate change and the rapidly increasing global demand for new energy solutions,

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Frankfurt School of Finance & Management decided to develop its course on Sustainable Energy Finance (SEF). For the first time there will be two Summer Academies: 15 - 20 July 2012 Frankfurt, Germany and 21 - 26 October 2012 Nairobi, Kenya. Further Summer- and Winter academies are Micro & SME Banking Summer Academy (8 – 13 July), Housing Finance Summer Academy (22 – 27 July) and Microfinance Winter Academy (18 – 23 November) in Cambodia. Frankfurt School provides for all summer academies several scholar ships. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail Yes. 1) Observer Status for the Seventeenth session of the Conference of the Parties (COP 17); 28 November to 9 December 2011 in Durban (South Africa); Access to the conference through the UNFCCC Online Registration system 2) UNEP and UNIDO’s Second Global Network Conference on Resource Efficiency and Cleaner Production (RECP-2011) in Nairobi (Kenya), 17-18 October 2011. Invitation by UNEP. 3) Meeting on “Climate Change Finance and Development Effectiveness: A country-led approach to strengthening the effectiveness of climate change finance”, 12-13 September, 2011, Bangkok (Thailand) organized by UNDP and Capacity Development for Development Effectiveness facility for Asia and Pacific (CDDE). 4) African Climate Change Finance and Development Effectiveness Dialogue 21-23 September 2011, Nairobi, Kenya (organizers: OECD, UNDP, AfDB) 5) “Experiences and Lessons Learned from Direct Access”, a workshop jointly convened by ODI and UNDP, 27th February 2012, London, UK. 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail Yes 1) Carola Menzel, presented the UNEP collaboration center at UNIDO's/UNEP's Cleaner Technology event and partook in the discussions regarding the developments in Resource Efficiency and Cleaner Production. 2) Ulf Moslener was part of the German Delegation for the “Bonn Climate Change Conference“, 14 to 25 May 2012, Bonn, Germany. 3) Organization and contribution to the Regional Private Sector Consultation Workshop to secure the private sector input to the Transitional Committee for the UN Green Climate Fund design process, 25th August 2012, Nairobi, Kenya.

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7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Other. FS -UNEP Centre combines project implementation on the ground with think tank activities. The Center has four work areas: education, advisory services, network and outreach, and research. The goal is to apply a continuum from research to project implementation, thereby building a knowledge base that is directly benefiting our partners and the wider community. By combining advisory work with applied research and capacity building we are identifying and multiplying good practice in sustainable energy and climate finance. PART II 8. Date of registration or date of establishment 19 October 1967 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Country of Registration: Germany Establishment: Country court (Amtsgericht) The main areas of an Amtsgericht's jurisdiction are: • court of first instance for civil case where the subject of litigation is worth 5,000 euros or less, and for litigation involving rental agreements, marriages, alimony and child custody. • court of first instance for criminal cases where a fine or a prison term of no more than four years can be imposed. • administration of several public register such as the companies', the associations', the cooperatives' and the land ownership register. 10. Registered/established as Founded in 1957 by the Gabler publishing house in Wiesbaden, the Bankakademie, as it was then known, took the legal form of an association, and rapidly became the national benchmark for the continuing education of financial sector employees. In 1966, the association was re-founded and the regional associations of the private banking sector and the association of cooperative banks were added to its list of members.

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At the end of the 1970s, the programme portfolio was extended to include general management studies, and in 1990, HfB Business School of Finance & Management (University of Finance & Management) was added as an academic arm. To coincide with the association’s 50th anniversary, at the beginning of 2007 all educational and consulting services were brought together under one roof as Frankfurt School of Finance & Management gGmhH in 2010 - a non-profit private limited company. 11. Do you consider your organization to be National. Frankfurt School is a National Organization as its single governmentally influenced by the German Government; even so the FS has headquarters abroad, acts internationally for and with international partners. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. Frankfurt School is a non-profit, limited liability company with almost 400 employees. Frankfurt School is directed and supervised by leading German commercial banks such as Deutsche Bank, Commerzbank, BHF-Bank, and Bayerische Hypo- und Vereinsbank. Currently, the Frankfurt School has more than 1.255 students in academic and more than 5.100 students in professional degree study programs. The company’s controlling bodies are: a) The Shareholders’ Meeting b) The Management Board c) The Board of Trustees. The school is governed by an Executive Board and is supported by a Board of Trustees providing guidance on specialist issues. The Shareholders’ Meeting is formed by the shareholder. Shareholders’ Meetings are held at the company’s registered offices or another location which all shareholders agree to. Management Board: The directors are appointed and dismissed by the Shareholders’ Meeting. It specifies a director as the Chairman of the Management Board. The latter is at the same time President of the Frankfurt School of Finance & Management. The Shareholders’ Meeting may issue rules for the Management Board. The Shareholders’ Meeting is generally responsible for agreement, amendment or termination of service relationships and pension agreements with the directors. Board of Trustees: The directors are appointed and dismissed by the Shareholders’ Meeting. It specifies a director as the Chairman of the Management Board. The latter is at the same time President of the Frankfurt School of Finance & Management. The Shareholders’ Meeting may issue rules for the Management Board. The Shareholders’ Meeting is generally responsible for agreement, amendment or termination of service relationships and pension agreements with the directors.

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Departments and Units Accounting & Controlling; Alumni & Fundraising, Career Services, Corporate Communications, Corporate Programmes & Services, Facilities, Faculty Human Resources, International Advisory Services, IT, Learning Advisory, Marketing Programme Development, Relationship Management 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. Executive and Managing Board: The Executive Board (Präsidium) forms the management body of the Frankfurt School of Finance &Management. It prepares the fundamental decisions for the medium- and long-term development of the Frankfurt School of Finance & Management President and CEO Professor Dr. Udo Steffens, German Vice President Ingolf Jungmann, German The directors are appointed and dismissed by the Shareholders’ Meeting. It specifies a director as the Chairman of the Management Board. The latter is at the same time President of the Frankfurt School of Finance & Management. The Shareholders’ Meeting may issue rules for the Management Board. The Shareholders’ Meeting is generally responsible for agreement, amendment or termination of service relationships and pension agreements with the directors. Board of Trustees: The Board of Trustees consists of up to sixteen members. Their period of office is up to five years; surrender of office is possible at any time. The members of the Board of Trustees and its Chairman are appointed - or dismissed for important reasons - by the Shareholders’ Meeting after hearing the Management Board. Chairman of the Board: Prof. Dr. h. c. Klaus-Peter Müller, Chairman of the Supervisory Board Commerzbank AG, Frankfurt am Main, Dr. Jörg Dräger, Member of the Executive Board Bertelsmann Stiftung, Gütersloh Joe Kaeser, Member of the Executive Board Siemens AG, München Wolfgang Kirsch, Chief Executive Officer DZ BANK AG Deutsche Zentral-Genossenschaftsbank, Frankfurt am Main Heinz Laber, Member of the Executive Board UniCredit Bank AG, München Rainer Neske, Member of the Executive Board Deutsche Bank AG, Frankfurt am Main Dietmar Schmid, Chairman of the Advisory Board BHF-BANK, Frankfurt am Main Prof. Dr. Udo Steffens (Managing Board) President and CEO der Frankfurt School of Finance & Management

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Executive and Managing Board: The Executive Board (Präsidium) forms the management body of the Frankfurt School of Finance &Management. It prepares the fundamental decisions for the medium- and long-term development of the Frankfurt School of Finance & Management President and CEO Professor Dr. Udo Steffens, German Vice President Ingolf Jungmann, German The directors are appointed and dismissed by the Shareholders’ Meeting. It specifies a director as the Chairman of the Management Board. The latter is at the same time President of the Frankfurt School of Finance & Management. The Shareholders’ Meeting may issue rules for the Management Board. The Shareholders’ Meeting is generally responsible for agreement, amendment or termination of service relationships and pension agreements with the directors. Board of Trustees: The Board of Trustees consists of up to sixteen members. Their period of office is up to five years; surrender of office is possible at any time. The members of the Board of Trustees and its Chairman are appointed - or dismissed for important reasons - by the Shareholders’ Meeting after hearing the Management Board. Chairman of the Board: Prof. Dr. h. c. Klaus-Peter Müller, Chairman of the Supervisory Board Commerzbank AG, Frankfurt am Main, Dr. Jörg Dräger, Member of the Executive Board Bertelsmann Stiftung, Gütersloh Joe Kaeser, Member of the Executive Board Siemens AG, München Wolfgang Kirsch, Chief Executive Officer DZ BANK AG Deutsche Zentral-Genossenschaftsbank, Frankfurt am Main Heinz Laber, Member of the Executive Board UniCredit Bank AG, München Rainer Neske, Member of the Executive Board Deutsche Bank AG, Frankfurt am Main Dietmar Schmid, Chairman of the Advisory Board BHF-BANK, Frankfurt am Main Prof. Dr. Udo Steffens (Managing Board) President and CEO der Frankfurt School of Finance & Management 13. b) Are any government officials members of your board or executive staff? No. 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. Locations Frankfurt am Main (Headquarters & central campus) 2 study centres – Hamburg and Munich

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4 external offices – Nairobi/Beijing/Pune/Sao Paulo 80 regional study centres in Germany Global projects Students >1,255 students (academic programmes) 5,100 students in professional degree study programmes >10,000 training activities Teaching staff ca. 1,800 Faculty43 Professors 2 visiting professors 7 honorary professors 57 Ph.D. Students 11 Programme Directors Admin staff 383 Alumni >100,000 alumni of professional degree programmes 3,339 Alumni from academic programmes (Dipl., B. Sc., M. Sc.) The IAS has regional offices in Nairobi (Kenya, Africa- 7 people) and in Istanbul and Ankara (Turkey, Mena - people 5) and Sao Paulo (Latin America, 1 person). Currently a team of 40 people manages over 60 projects worldwide. 15. Do the membership rules of your organization allow both individuals and organizations to be members? Frankfurt School of Finance & Management gGmbH (social private limited company) can only be joined as shareholder. 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain No, as it's a social private limited company and it is a leading private business school based in Frankfurt am Main, Germany with the International Advisory Services and the Frankfurt School - UNEP Collaborating Centre. 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them No 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) No

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18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations Frankfurt School of Finance & Management has a strategic cooperation with UNEP, the Frankfurt School - UNEP Collaborating Centre for Climate & Sustainable Energy Finance. 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. The daily business, the advisory projects, are funded amongst other by national and international donors, there are several projects funded by the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU). The Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU) is furthermore funding the core funding for established the Frankfurt School - UNEP Collaborating Centre for Climate & Sustainable Energy Finance. 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. The clients of the International Advisory Services and the Frankfurt School - UNEP Collaborating Centre for Climate & Sustainable Energy Finance are mainly international donors and/or national governments. As within the last 5 years there have been more than 200 projects we will forward the information if requested. 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify The Frankfurt School of Finance & Management is already accredited for the Observer status of NGOs for the UNFCCC. 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify The Frankfurt School of Finance & Management is already accredited for the Observer status of NGOs for the UNFCCC.

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PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: European euro | Rate to 1$ US: 0.77) Source of Income Income in home currency Income in USD


sales revenues 60 813 444 78 978 499

income from contributions and grants

1 443 102 1 874 158

other operating income 2 852 305 3 704 292

other interets 196 546 255 255

income from other investment affiliates

93 832 121 860

income from other securities 254 862 330 990

Donation 384 191 498 949

Total income 66 038 282 85 764 003 Source of Expenditure Expenditure in home



cost of material, personal expenses,

46 240 610 60 052 740

Other expenditure

write -down 913 853 1 186 822

other operating expenditures 12 616 710 16 385 338

Amortisation and depreciation

1 587 710 2 061 961

interst paid 385 857 501 113

taxes 129 082 167 639


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Name: Frankfurt School of Finance and Management gemeinnutzige GmbH (Officially registered or established name)


Sonnemannstrasse 9-11 60314 Frankfurt am Main Germany (P.O. boxes are not accepted as headquarters address)



18 October 1967

Membership



Summarize the aims and purposes of your organization. Frankfurt School of Finance & Management (Frankfurt School) is the leading private Business School and advisory institute in Germany with more than 50 years’ experience in consulting, qualification, project implementation, and training services. Our mission is to foster national and international business practices through academic programmes and research, executive education, corporate services, and advisory activities. International Advisory Services (IAS) Sub-mission: The mission of IAS is to support and ensure the know-how transfer of our Finance and Management Expertise to institutions providing financial services in developing and transition countries, as well as emerging markets; and to improve the social and economic conditions of people in these territories. Our core competence centers include: sustainable energy finance, SME finance, sustainable rural development, housing finance, microbanking, risk management and higher education finance. We strive to deliver tailor-made innovative solutions to promote institutional and staff capacity building. In addition to our in-house Sustainable Energy Finance Competence Centre, Frankfurt School and UNEP have established a strategic partnership and launched the Centre for Climate & Sustainable Energy Finance in 2010. The mission of this Centre is to accomplish UNEP’s mandate to increase financial sector engagement in sustainable energy finance. Its goal is to promote energy efficiency and renewable energy investments in both developing and industrialized countries. The Centre provides guidance to financial institutions in order to overcome challenges that climate change implicates for the entire financial sector.

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How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Our core competences are in advisory projects, applied research, networking and education. Furthermore, through our projects we meet different stakeholder (e.g. private sector and public sector). Therefore, we would like to support the ECOSOC and/or its subsidiary bodies either for their regional meetings or e-discussions with thematic contributions, presentations or in supporting the organization of an event, in case the topics or countries are in line with our activities. Our team has a strong experience in presenting on international conferences or organizing events.

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4. Help A Child Africa PART I 2. Contact Information 2. a) Permanent headquarters address. WOODSIDE SPURLANDS END ROAD Great Kingshill, Bucks. HP15 6HY United Kingdom of Great Britain and Northern Ireland 2. b) Postal address, if different from headquarters address. WOODSIDE SPURLANDS END ROAD United Kingdom of Great Britain and Northern Ireland 2. c) Contact phone and fax number. Tel : 01494713334 Fax : 2. d) Name and position of contact person. Dorothy Bird -- Trustee 2. e) E-mail address. [email protected] 2. f) Website, if any. www.helpachild.org.uk 3. Summarize the aims and purposes of your organization. a 1) Advancement of Education • To advance the education of pupils, living in Africa, by providing and assisting in the provision of facilities [not required to be provided by the local education authority] for education at school particularly in Africa • For the public benefit to promote and support the education of people, living in Africa, [under the age of 25 years] in such ways as the charity trustees think fit, including by: 1. awarding to such persons scholarships, maintenance allowances or grants also tenable at any university, college or institution of higher or further education.

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2. To financially support students who have received a further scholarship with travel costs to local colleges and local apprenticeships or preparation for entry to any occupation, trade or profession on leaving any educational establishment. • To advance the education support of teachers, living in Africa, to benefit their pupils by better teacher training and thereby the pupils gaining a better education / exam results. 2) Young People • To act as a resource for young people up to the age of 25 living in Africa by providing advice and assistance and organising educational programmes and other activities as a means of: (a) advancing their life and helping young people by developing their skills, capacities and capabilities to enable them to participate in the family and society as independent, mature and responsible individuals; (b) advancing education; (c) relieving unemployment; 3) Prevention or Relief of Poverty for the Public Benefit • The prevention or relief of poverty particularly in Africa by providing and supporting: education, grants, items and services to individuals in need and/or charities, or other organisations working to prevent or relieve poverty. • The prevention or relief of poverty or financial hardship anywhere in the world by providing support or assisting in the provision of education, training and all the necessary support designed to enable individuals to generate a sustainable income and be self-sufficient. 4. a) Explain how you carry out these aims. 1) Since May 2007 funds have been raised through monthly donations and various fund raising events by St. Augustine’s parishioners and friends of HelpaChild (HaC). HaC supports educational opportunity, assistance for needy children, young people and the family. The monies raised so far have been paid through St. Augustine’s parish bank account and we now feel it is appropriate to apply for a separate charity registration and expand HaC’s geographical influence. Agreements have and will be made with schools, colleges, universities and local groups for the provision maintenance and progress reporting of the local objectives. HaC intend to offer continuing educational opportunities for these students with additional scholarships for the best pupils to attend a higher educational level. They are being offered every academic year thus providing an incentive for the pupils to work hard and achieve

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their potential. Also HaC wish to extend its vocational training within local build projects. Our schooling and seminarian student’s course is currently a six year financial commitment. 2)HaC already provides support for training and further education of young people as either work experience or at college, institutes of further education or university. So far HaC have funded some basic carpentry tuition for six young people. It financially supports four young adults at higher education levels, a correspondence course student and a seminarian. 3) HaC believes in providing an opportunity and support for equipment, training and further education via various mechanisms. HaC provides an opportunity for employment advancement and helps to break the poverty trap of No Money, No Education, No Employment therefore No Money……………………. 4. b) Please give examples of recent projects and activities. a Currently HaC support / sponsor: 1. the education of 153 children of varying ages 2. provide two annual scholarships at a higher educational level 3. carpentry training at local workshop 4. support for a correspondence student 5. sponsor a seminarian student through college. The majority of these young people, helped to date, live in West Africa where good educational opportunities are extremely difficult / impossible to afford for the average family. In Grand Cess, Liberia the 150 child St Patrick’s school capacity shortfall was taken up with scholarship students sponsored by HaC and four further education scholarships have been provided where few were achieved previously. HaC are supporting and providing training and education to assist the employment prospects of children and young people thereby alleviating future unemployment, and thus relieving and preventing poverty. 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? In support of ECOSOC's aims of providing "universal primary education" and the UN's Millennium Development Goals, Help a Child Africa is providing scholarship places and financially assisting a least 120 children per year to receive an education, with an additional

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scholarship scheme for eight of the best students to continue onto college. These scholarships are in Monrovia, Harper, Barclayville and Grandcess, Liberia and contribute to short and long term economic growth for these communities. 5. b) Please give details on planned activities and projects. We plan to continue to financially support these children all the way through school and enrol additional children to maintain this ongoing commitment. Also, we have some vocational training in local trades, carpentry, home construction and water supply and maintenance techniques as well as continuing the opportunity to progress to college. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail No 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail Our main work is in Liberia, where the United Nations is currently working. 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Other. Providing funding and assistance for the Advancement of Education, training of young people and the prevention or relief of poverty for the public benefit PART II 8. Date of registration or date of establishment 25 January 2010 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Charity Commission - England - registration of UK charities. Help A Child Africa Head quarters - Woodside, Spurlands End Road, Great Kingshill, Bucks. HP15 6HY

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England Sub-office in Monrovia, Liberia 10. Registered/established as Registered Charity 11. Do you consider your organization to be International. Our work is at the moment mainly in Liberia but as Help A Child Africa expands we intend to help support education in other African countries. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. We are a UK registered charity governed by four Trustees and as such conform to "The Declaration of Trust" we signed when Help a Child was registered. Also, we abide by the Trustees Act of 2000 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. Clive Bird – British Dorothy Bird – British Fr. Sam Ofia – Nigerian Angela Beecroft – British Appointment of Trustees (i) There must be at least three Trustees. Apart from the first Trustees, every Trustee must be appointed for a term of 2 years by a resolution of the Trustees passed at a special meeting called under clause 15 of this deed. (ii) In selecting individuals for appointment as Trustees, the Trustees must have regard to the skills, knowledge and experience needed for the effective administration of the Charity. (iii) The Trustees must keep a record of the name and address and the dates of appointment, re-appointment and retirement of each Trustee. (iv) The Trustees must make available to each new Trustee, on his or her first appointment: (a) a copy of this deed and any amendments made to it; (b) a copy of the Charity’s latest report and statement of accounts. 13. b) Are any government officials members of your board or executive staff? No

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14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. England, Europe - four Liberia, Africa - two Nigeria, Africa - one 15. Do the membership rules of your organization allow both individuals and organizations to be members? Yes - no organisations at present 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain No, all our funding is from voluntary donations 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them No 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) No 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations No 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. No 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. No 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No

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21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify No 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify No PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: British pound | Rate to 1$ US: 1.6) Source of Income Income in home currency Income in USD


voluntary contributions and fund raising

15 483 9 677

Total income 15 483 9 677 Source of Expenditure Expenditure in home


Projects

Funding for education 4 471 2 794

Other expenditure

fund raising expenses 600 375

Total expenditure 5 071 3 169

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Name: Help A Child Africa (Officially registered or established name)


WOODSIDE SPURLANDS END ROAD Great Kingshill, Bucks. HP15 6HY United Kingdom of Great Britain and Northern Ireland (P.O. boxes are not accepted as headquarters address)



25 January 2010

Membership

International organization

with 0 individual members and 0 organizations members and 5 countries

Summarize the aims and purposes of your organization. 1)Advancement of Education • To advance the education of pupils, living in Africa, by providing and assisting in the provision of facilities [not required to be provided by the local education authority] for education at school particularly in Africa • For the public benefit to promote and support the education of people, living in Africa, [under the age of 25 years] in such ways as the charity trustees think fit, including by: 1. awarding to such persons scholarships, maintenance allowances or grants also tenable at any university, college or institution of higher or further education. 2. To financially support students who have received a further scholarship with travel costs to local colleges and local apprenticeships or preparation for entry to any occupation, trade or profession on leaving any educational establishment. • To advance the education support of teachers, living in Africa, to benefit their pupils by better teacher training and thereby the pupils gaining a better education / exam results. 2)Young People • To act as a resource for young people up to the age of 25 living in Africa by providing advice and assistance and organising educational programmes and other activities as a means of: (a) advancing their life and helping young people by developing their skills, capacities and capabilities to enable them to participate in the family and society as independent, mature and responsible individuals; (b) advancing education; (c) relieving unemployment;

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3)Prevention or Relief of Poverty for the Public Benefit • The prevention or relief of poverty particularly in Africa by providing and supporting: education, grants, items and services to individuals in need and/or charities, or other organisations working to prevent or relieve poverty. • The prevention or relief of poverty or financial hardship anywhere in the world by providing support or assisting in the provision of education, training and all the necessary support designed to enable individuals to generate a sustainable income and be self-sufficient. How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? In support of ECOSOC's aims of providing "universal primary education" and the UN's Millennium Development Goals, Help a Child Africa is providing scholarship places and financially assisting a least 120 children per year to receive an education, with an additional scholarship scheme for eight of the best students to continue onto college. These scholarships are in Monrovia, Harper, Barclayville and Grandcess, Liberia and contribute to short and long term economic growth for these communities.

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5. Institute for Conflict Transformation and Peace-building PART I 2. Contact Information 2. a) Permanent headquarters address. Schwanengasse 9 3011 Bern Switzerland 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : 0041 31 311 30 60 Fax : 2. d) Name and position of contact person. Tanja Mirabile -- Co-Director 2. e) E-mail address. [email protected] 2. f) Website, if any. www.institute-icp.ch 3. Summarize the aims and purposes of your organization. Our objectives are: • Peace-building on an individual, societal and international level; • Promotion of non-violent conflict transformation; • Promotion of conflict sensitive approaches in international development cooperation; • Prevention of violence and war; • Support to people afflicted by catastrophes and conflicts both home and abroad; • Assistance of reconciliation processes, especially after violence and war; • Development of cultures and structures that promote peaceful fulfilment of the human basic needs; • Integration of diverse theories, approaches and methods of conflict transformation and peace building. Our approach is based on interdisciplinary research in the areas of international peace- and conflict research, critical systems theory, culture- and communication studies, political psychology, group psychotherapy and others. In cooperation with internationally renowned institutions, universities, researchers, experts, networks and practitioners we continuously

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develop our services and contribute to the area of conflict transformation and Peace-building. We multiply our knowledge and findings in Peace-building with training in Switzerland and internationally. Complementing research and trainings, we also conduct various projects in the field of Peace-building in Switzerland and on an international level. 4. a) Explain how you carry out these aims. - ICP works on projects and provides services in mediation and conflict transformation on a national and international level. - ICP cooperates with partner organizations and national and international experts. For all projects and trainings, ICP has a network of national and international experts (professors and scholars, experts in the field of conflict transformation and Peace-building) with whom ICP closely cooperates and who support ICP's aims and purposes. - ICP informs the public about conflict transformation. ICP regularly organizes presentations or events for the public about topics from the field of conflict transformation. - ICP holds trainings in conflict transformation for persons who are already engaged in the field (Certificate of Advanced Studies CAS "The Art of Conflict Transformation). - Additionally, ICP annually organizes trainings for students / scholars and the public (Summer Academy in Caux, Summer School in Azerbaijan). - With all its different trainings and courses, ICP trains more than 100 persons on topics of Peace-building and conflict transformation every year. - ICP provides its knowledge and services in conflict transformation and Peace-building for a greater public. Upon request, ICP supports groups or individuals in facilitating or mediating conflicts. 4. b) Please give examples of recent projects and activities. - Office for Conflict Transformation in Berne (Konfliktbüro Bern). Opened in May 2012, the Office for Conflict Transformation provides support and mediation in conflict situations and is (due to low and adaptable costs) accessible for all societal levels and groups. One particular focus of the office is the support of migrants in Switzerland. The mediators of the office are fluent in many languages and intercultural translators are available on request. The project is supported by various organizations and institutions who also work in the field of conflict transformation in Berne. Also, the project receives financial support in the framework of the Swiss Integration Credit (Federal Office for Migration / Swiss Commission on Migration). - Master in Peace and Conflict Studies in the Balkan. Cooperation Project with the Universities of Zagreb, Sarajewo, Belgrad and Basel. In cooperation with the four Universities, ICP plans the launch of a Master program in Peace and Conflict Studies with a

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specific focus on the Balkans. The preparation phase of the project (2011 - 2014) is financially supported by the Swiss National Science Foundation. The project aims at further distributing concepts, knowledge and capacities in peace-building and conflict transformation and establishing a center of competence on these topics with a specific focus on the Balkan. - Summer School "Transition from Conflict to Peace and Non-Violence" in Azerbaijan. From June 1 - 14, 2011, ICP organized its first Summer School in conflict transformation in Azerbaijan. In cooperation with local partners and international experts, the two-week Summer School brought together students and scholars from Azerbaijan, the South Caucasus and Central Asia. The aim of the project is to provide young persons in the South Caucasus and neighbouring regions with conflict transformation skills and knowledge. A following event is planned for September 2012. - Summer Academy in Caux, Switzerland. Since 2007, ICP organizes every year a Summer Academy about various topics in the field of conflict transformation. During five days, international experts give talks on a specific topic or lead workshops, where the participants broaden their knowledge, among others through discussions and debates. Each year, the Summer Academy attracts a mixed international public. The next Summer Academy will take place in Caux from August 3-7, 2012. - Training: "The Art of Conflict Transformation". Since 2009, ICP organizes its flagship training in conflict transformation in cooperation with the University of Basel. Over a period of 1.5 years, participants complete 30 course days with changing experts about topics of Peace-building, dialogue and mediation. The courses take place in different seminar venues in the area of Berne. The courses aim at a greater distribution of ideas, knowledge and capacities in the field of conflict transformation. - Further Trainings: Courses on Dialogue Facilitation and Conflict Transformation (2011, in Berne), on Diaspora and Conflict Transformation (2011, in Caux), Presentations and workshop on Thérapie Sociale (2012, in Zürich, Berne). - In 2010, ICP was engaged in a mediation process between indigenous people and a international company in Guatemala. - Upon demand, ICP provides services in mediation and conflict transformation on a regular basis.

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5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? - ICP intends to participate in conferences, meetings or workshops of the ECOSOC that lie in the organization's main and related fields of competence, such as peace and conflict or conflict sensitivity in development. - ICP also intends to provide statements, inputs or position papers from a perspective of an NGO which is active in conflict transformation and Peace-building. - With its inclusive approach, ICP can also contribute to other topics or substantial fields, such as the status of women, youth, migrants or other societal groups. ICP makes a deliberate effort to specifically include marginalized or neglected groups of society in its projects, trainings and general work. ICP could therefore substantially contribute to subsidiary bodies of the ECOSOC such as the Commission on the Status of Women, the Commission for Social Development. - ICP also posseses specific regional knowledge and competences in the South Caucasus, the Balkan, Guatemala, and Europe, which could be brought in to support the work of ECOSOC and its regional commissions. 5. b) Please give details on planned activities and projects. - Dialogue Project in Azerbaijan / Armenia / Upper Karabakh in cooperation with German and UK NGOs. In cooperation with other NGOs from Germany and the UK, ICP plans an internal dialogue project in the three societies in Azerbaijan, Armenia and Upper Karabakh. The project aims at facilitating cooperation and communication, in a first phase among various societal groups in the two countries and the region of Upper Karabakh. In a second phase, between the three regional groups. The project also wants to distribute conflict transformation mechanisms and knowledge in these societies and thereby to contribute to a peaceful transformation of the conflict in this region. - Next editions of yearly events: Trainings in "The Art of Conflict Transformation (new term starting in December 2012), Training on Dialogue Processes and Conflict Transformation (Trainings in August and November), Summer School in Azerbaijan (September 10-17, 2012), Summer Academy in Caux, Switzerland (August 3-7, 2012). 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail On September 21 (the International Day of Peace), 2008, ICP held a presentation about Peace-building in the framework of an event which was organized by the United Nations Office at Geneva, NGO Liaison office.

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6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail - ICP was founded 2007 in the spirit of the UN International Decade for the Culture of Peace and Non-violence for the Children of the World, convinced that peace is more than the absence of war. ICP therefore chose a comprehensive approach for its work, including various actors, levels, processes and structures for its work in conflict transformation and Peace-building. With its trainings and courses, ICP promotes an inclusive approach for conflict transformation, aiming at further distributing and multiplying the idea of a Culture of Peace. - ICP sees its trainings and courses (and also its projects) as a direct contribution to the UN Global Campaign for Peace Education and the corresponding efforts by the UN. ICP trains more than 100 persons on topics of Peace-building and conflict transformation every year (CAS Training, other courses, Summer Academy in Switzerland and Azerbaijan). - Corresponding to the Initiative for a UN Decade on Interreligious and Intercultural Dialogue, Understanding and Cooperation for Peace, ICP organized its Summer Academy in 2009 about the topic Culture and Conflict. Due to the currentness of the topic still today, ICP plans to hold its Summer School in Azerbaijan in 2012 to the same topic. Also, the Office for Conflict Transformation in Berne is a contribution to intercultural and interreligious understanding, since it particularly addresses migrants and aims at including weaker groups of society to actively contribute in conflict transformation and society in general. 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Other. ICP sees itself as a substantial center of competence and is active in the education and implementation of projects in the field of Peace-building and conflict transformation. PART II 8. Date of registration or date of establishment 21 September 2007 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Switzerland. (With reference to the Swiss Civil Code (ZGB), Art. 60ff., there is no official registration process for associations in Switzerland. For proof of existence, please see our other attached documents (Taxbill of 2009, membership with KOFF since 2009, Membership Swiss Association for Mediation since 2009)).

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10. Registered/established as Association. 11. Do you consider your organization to be International. ICP works on a national and an international level and considers itself as active organization in both fields. Projects on a national and a international level are equally distributed. Although the seat of ICP is in Berne, Switzerland, it is important for the organization that its work on an international level is appropriately represented. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. ICP's decision making processes are based on its democratic structures which are defined in the by-laws of the association. The general assembly, the executive committee, and the patronage board - as stated in the by-laws - mostly contribute to the overall strategic development and planning of the association. The day to day business and decisions on projects within these strategic guidelines are subject to the responsibility of the management board and the executive members in the office in Berne. Due to the small number of direct employees, most decisions are made in discussions or meetings and try to include all different points of view. 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. Tanja Mirabile (Co-Director) - Switzerland Pascal Gemperli (Co-Director) - Switzerland The members of the executive bodies are appointed by the board of directors. 13. b) Are any government officials members of your board or executive staff? No. 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. In 2012, ICP has 13 members, who are all located in Switzerland. 15. Do the membership rules of your organization allow both individuals and organizations to be members? No.

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16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain ICP charges membership fees for its network members. The membership fees are the same for all and are charged to all members. 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them No. 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) No. 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations ICP is affiliated to the following organizations: - Swisspeace / KOFF (network member) - Swiss Federal Association for Mediation (network member) - www.konfliktbearbeitung.net (network member) - University of Basel (Partner for the CAS Training "The Art of Conflict Transformation" and the planned Master programme in Peace and Conflict Studies) - World Peace Academy (Cooperation for trainings and courses) 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. No. 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. For the Office for Conflict Transformation (Konfliktbüro) in Berne, ICP received CHF 40'000 from the framework of the Swiss Integration Credit (Federal Office for Migration / Swiss Commission on Migration). The first part of the funding (30'000) was received in February 2012. The funding is used for the preparation work for the office as well as for the implementation of mediation processes.

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20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No. 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify No. 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify No. PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: Swiss franc | Rate to 1$ US: 0.93) Source of Income Income in home currency Income in USD

Membership dues

Membership Fees 600 645


Other income 5 720 6 151

Income from Trainings / Courses

194 317 208 943

Total income 200 637 215 739

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Source of Expenditure Expenditure in home currency

Expenditure in home currency

Projects

Trainings / Courses 79 125 85 081


Overall administration (office rent etc.)

38 724 41 639

Salaries 2 943 3 165

Other expenditure

Advertisement 6 845 7 360

Total expenditure 127 637 137 245 Summary of Application for Consultative Status

Name: Institute for Conflict Transformation and Peace-building (Officially registered or established name)


Schwanengasse 9 3011 Bern Switzerland (P.O. boxes are not accepted as headquarters address)



20 September 2007

Membership



Summarize the aims and purposes of your organization. Our objectives are: • Peace-building on an individual, societal and international level; • Promotion of non-violent conflict transformation; • Promotion of conflict sensitive approaches in international development cooperation; • Prevention of violence and war; • Support to people afflicted by catastrophes and conflicts both home and abroad;

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• Assistance of reconciliation processes, especially after violence and war; • Development of cultures and structures that promote peaceful fulfilment of the human basic needs; • Integration of diverse theories, approaches and methods of conflict transformation and peace building. Our approach is based on interdisciplinary research in the areas of international peace- and conflict research, critical systems theory, culture- and communication studies, political psychology, group psychotherapy and others. In cooperation with internationally renowned institutions, universities, researchers, experts, networks and practitioners we continuously develop our services and contribute to the area of conflict transformation and Peace-building. We multiply our knowledge and findings in Peace-building with training in Switzerland and internationally. Complementing research and trainings, we also conduct various projects in the field of Peace-building in Switzerland and on an international level. How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? - ICP intends to participate in conferences, meetings or workshops of the ECOSOC that lie in the organization's main and related fields of competence, such as peace and conflict or conflict sensitivity in development. - ICP also intends to provide statements, inputs or position papers from a perspective of an NGO which is active in conflict transformation and Peace-building. - With its inclusive approach, ICP can also contribute to other topics or substantial fields, such as the status of women, youth, migrants or other societal groups. ICP makes a deliberate effort to specifically include marginalized or neglected groups of society in its projects, trainings and general work. ICP could therefore substantially contribute to subsidiary bodies of the ECOSOC such as the Commission on the Status of Women, the Commission for Social Development. - ICP also possesses specific regional knowledge and competences in the South Caucasus, the Balkan, Guatemala, and Europe, which could be brought in to support the work of ECOSOC and its regional commissions.

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6. Mindanao Land Acquisition, Housing and Development Foundation, Inc. PART I 2. Contact Information 2. a) Permanent headquarters address. No.62 Tatad St., Dumanlas, Buhangin, Davao City 8000 Philippines 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : (+6382) 3000206 Fax :(+6382) 2218522 2. d) Name and position of contact person. Eric John Matela -- Executive Director 2. e) E-mail address. [email protected] 2. f) Website, if any. www.minland.ph 3. Summarize the aims and purposes of your organization. 1) To conduct documentations, studies, and researches on land acquisition and development for rural and urban poor communities. 2) To organize and assist the rural and urban poor communities in acquiring and developing agricultural and residential lands respectively, in consonance with just and progressive agrarian and urban land reform programs. 3) To acquire and develop lands for socialized housing as well as for socioeconomic programs projects for the rural and urban poor 4) To engage in ecological preservation and development of land and natural resources in rural and urban areas for the benefit of farmers, fishermen, tribal communities, workers, and urban poor settlers. 5) To provide training, technical and management assistance to rural and urban poor communities on land acquisition and development

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4. a) Explain how you carry out these aims. 1) To safeguard, utilize, and act as custodian of the funds and properties of the foundation in order to obtain the optimum returns there from; 2) To receive contributions, legacies, gifts, bequests and donations, and the like, from person and entities in the Philippines and abroad; 3) To purchase, take, receive, hold, lease, acquire, develop, and manage real or personal property of any kind such as lands, buildings, machines and equipment, vehicles, tools, and the likes. 4) To sell, convey or otherwise dispose of, exchange, and encumber, its properties; 5) To manage estates and enterprises; 6) In general, to exercise ay, all and every power which non-stock, non profit foundations may be authorized by law and administrative rules now existing or which may hereinafter be enacted. 4. b) Please give examples of recent projects and activities. Urban Services: 1)A. PROPPAR- The Promoting Pro-poor Partnerships in Selected Mindanao Cities and Municipalities project aims for partner Peoples Organizations (PO) and their networks be established and able to take their own decisions and claim their rights with local government units. Partnerships with other NGO and communities will serve to answer the consequences of urbanization, social conflicts and climate change and to improve the living situation in various cities and municipalities of Mindanao. Specifically, the project aims for 2 PO federations in Davao and IGACOS (Kobbler and NLC) are sustained as models of people-led democracy and solidarity among member community organizations. Various NGOs and communities are supported in creating committees of POs and NGOs taking part in local housing planning, securing of land for social housing and the financing thereof. A discussion platform and periodic exchanges for experience between the stakeholders has been established for a discussion of their work, social housing and publication of the results for other interested parties. Goal – through the project implemented, two people’s organization –federation and some of their members are living demonstrations of people-led governance in the reduction of urban poverty and prevention of involuntary evictions in selected urban cities and municipalities. 2) C. Building Pilot Disaster Resilient Communities in Two Urban Baranggays In Davao City (New) With the combined problems of growing poor urban settlement s along the disaster risk areas in Davao City, and disaster vulnerabilities affecting the same poor settlements, MinLand proposed a three-year pilot project with Christian Aid that will establish the community based action team, at the purok level, to mitigate twin disaster risks from floodwater and fire. Results of the pilot experience will serve as bases to rigger local

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advocacy for: (1) Quick Action team to be adopted as mainstream strategy at least among the other high risks barangays in Davao City, both in BDRRC’s and DCDRRMC; (2) Proactive medium term to long-term mitigation through Resettlement Action Planning (RAP); (3) Integration of RAP, both in Comprehensive Shelter Plan, and updated Comprehensive Land Use Plan of the City. The project is still on its baseline ground working (i.e. Data collection, site selection, and among others). The overarching approach for the pilot establishment of the Quick Reaction Teams in the selected sitios is community governance, which will shape the main mode of community organizing in selected sitios in two Baranggay. Impact- Communities in two disaster risk areas in Davao City are more resilient and better prepared to anticipate, reduce risks and respond to disasters B. Rural Services (Post-conflict Communities) B. Mindanao Trust Fund for Reconstruction & Development Program (MTF-RDP) Efforts were made, exerted to establish a bank administered multi-donor Mindanao Trust Fund to support post-conflict reconstruction and development in conflict affected areas in Mindanao. MinLand presently is engaged in providing internal assessment, in partnership with BDA, covering operations and maintenance issues and sustainability of people’s organizations. Such undertaking will provide rich information on ongoing strengths and weaknesses related to BDA’s capacity to implement community driven-development. Goal - To improve prospects for peace and development in conflict-affected areas in Mindanao 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? With more than twenty two years of experience of Mindanao Land Foundation Inc. (MLFI) in the field of development through capacity/capability building of community partners to hasten basic services and social cohesion among marginalized, poor and conflict, and disaster prone communities in urban and urban, through MLFI's participation in ECOSOC, the organization will be able to help enrich discussions, impart learning, share development technology and tools that would strengthen inclusive participation and bridge gap between development implementer and community partners in terms of knowledge production; thus we take this opportunity to take a leap to develop partnership with UN and its affiliated network of organizations 5. b) Please give details on planned activities and projects. A. Develop web based forum, exchanges of learning and social development technology and tools B. Sharpening of development framework tools for a more inclusive and stronger inter-

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NGO dependency impact based development intervention that utilizes watershed based program and project with a more holistic programmatic development planning. The program will basically showcase current ongoing initiative of network NGOs in Mindanao Philippines through the help of Misereor for a watershed based development intervention which will take into consideration concentric and overlapping concerns and issues on urban liveability, climate change and disaster risk reduction and mitigation, sustainable agriculture promotion and forest protection and reforestation, Peace and development, and community good governance promotion 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail Yes, we have participated in the Cities Alliance and World Urban Forum III sponsored by the United Nations Habitat in June 2006 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail Mindanao Land Foundation, Inc. (MinLand) was created to respond to the complex development problems of poor communities in the Philippines. Incorporated in 1989, MinLand believes that housing is not simply land and structures but should be a continuing process of building relationships among families within a community and between the community and its environment. With its twenty year experience, the organization has significantly contributed during the roundtable discussions and dialogues conducted during the World Urban Forum to promote and respond to challenges for a better urban livability 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Grass-roots project implementation organization. Distinctively, MinLand has developed its distinguished expertise in securing land tenure needs through the CMP and direct purchase, community infrastructure and basic services, enterprise development, housing project development for poor communities and coordination and networking with other resource providers such as local government units, national government agencies and foreign funding institutions, In addition, MinLand has also polit-tested livelihood enterprises such as the production of micro-concrete roofing tiles, environment friendly and notably high repayment rates ranging from 87-95%, lies on its mandatory adoption of the standard template it developed that extensively looks into the affordability and willingness to pay of the community members/beneficiaries. MinLand’s advocacy work is done in close collaboration with multi-sectoral groups and is directed at ensuring efficiency in housing delivery focusing on the most disadvantaged

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groups. MinLand has provided active leadership in steering the National Congress of CMP Originators and Social Housing Developers since its inception more than 10 years ago. It is also part of the Philippine Undertaking for Social Housing (PUSH) which provides financial intermediation for social housing projects implemented nation-wide by NGO partners. Initially in partnership with 13 communities in Davao City, MinLand has now worked with 51 other communities in other cities and municipalities as well under different projects that include land tenure security, social housing, settlements enhancement, gender-integrated savings mobilization, poverty reduction, social cohesion building in post conflict communities and community-driven development for internally displaced persons in Mindanao urban areas. In its more than twenty (20) of years of operations, MinLand has already significantly acquired, developed, and enriched its experiences and expertise in various fields such as, but not limited to: (1) Land tenure security (2) Voluntary resettlement and social housing (3) Community organizing and governance (4) Community infrastructure (5) Urban community development (6) Poverty impact assessment (7) Organization building (8) Rapid resource appraisal (9) Community savings and credit (10) LGU comprehensive shelter planning (11) Social Cohesion building (12) Social protection and social services (13) Post conflict community development (14) Participatory social mapping (15) Livelihood and enterprise development (16) Village agri-processing (17) Community based natural farming (18) Social assessment In addition, MinLand has also developed its capabilities in information, communication, and visibility (ICV) administration and has already partnered with a number of Donor Agencies in producing ICV material for print, radio, television and the internet media. Today, MinLand has also set its focus on providing the conditions for further investment with sustainable resource use, building institutional capacity for informed planning, and achieving participation and ownership through consultation programs and awareness initiatives.

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MinLand takes pride in the distinction that it is one of the only two institutions in the entire Philippines that formally assists local government units in preparing local shelter plans. It has already come up with a standard template in developing shelter plans, starting in 1997 up to the present which has been the prototype of LGU adopted shelter plans in 12 urban centers in Mindanao. PART II 8. Date of registration or date of establishment 01 February 1989 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Republic of the Philippines Securities and Exchange Commission SEC registration number: DS-01682 issued 01February1989 Local Government of Davao City Mayor's permit number: 05409-9 Issued: 02February2011 10. Registered/established as Registered as Mindanao Land Acquisition, Housing and Development Foundation, Inc. a Non-stock, non-profit corporation 11. Do you consider your organization to be Regional. We had been operating both in rural post-conflict and urban poor communities in several region in Mindanao, Philippines. The following regions are our scope for the respective programs: A.PROPPAR - Promoting Pro-Poor Partnerships in Selected Cities and Municipalities in Mindanao Region XI Ares: 1) Villarica (2) Miranda, (3) Peñaplata, San Jose, Island City Garden of Samal (IGACOS), and (4) Panacan, Ilang, Davao City B. MTF - Mindanao Trust Fund Region IX, XI, XII, ARMM areas: Davao Oriental, Compostela Valley, South Cotabato, Saranggani, Sultan Kudarat, Lanao del Sur, North Cotabato, General Santos City, Maguindanao, Lanao del Norte, Zamboanga Sibugay & Basilan, and Cotabato City C. BPDRC - Building Pilot Disaster Resilient Communities in Two Urban Barangays in

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Davao City Davao City Areas: Purok Sanggilangan, Brgy. Ma-a and Purok 60 Muslim Village, Brgy. Talomo 12. Describe the structure and the decision making process of your organization, including all administrative bodies. On top of the organization is the management and control body which are tasked to do the following functions: (1) General change and management, (2) Quality control assurance, (3) Monitoring & evaluation, (4) External affairs/communications, and (5) development and overseeing of special projects. The staff is divided into two: Technical assistance and advisory services and Central services. The former is directly engaged in community works: (1) community driven governance, (2) enterprise and livelihood, (3) land tenure security, (4) voluntary resettlement and social housing, (5) community based natural farming, (6) social cohesion building, (7) social assessments, studies and evaluations, (8) LGU comprehensive shelter planning, and (9) financial management and procurement. The latter, central services cluster functions are as follows: (1) financial management 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. A. Policy Making Body 1) Romeo L. Lagahit (Filipino) BOT Member 1989 - Present Position Held for the Board of Trustees: Chairperson Position held for the General Assembly: President 2) Alex M. Rendon (Filipino) BOT Member 2001 - Present Position Held for the Board of Trustees: President Position held for the General Assembly: Member 3) Rhyan M. Pañales (Filipino) BOT Member 2010 - Present Position Held for the Board of Trustees: Secretary Position held for the General Assembly: Member 4)T itus C. Padua (Filipino) BOT Member since 2010 - Present Position Held for the Board of Trustees: Treasurer Position held for the General Assembly: Member 5) Nancy C. Camporedondo (Filipino) BOT Member, 2001 - Present Position Held for the Board of Trustees: Trustee Position held for the General Assembly: Member 6) Ruth U. Gamboa (Filipino)

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BOT Member, 2011 Position Held for the Board of Trustees: Trustee Position held for the General Assembly: Member 7) Marlina C. Lacquesta (Filipino) BOT Member, 2011 Position Held for the Board of Trustees: Trustee Position held for the General Assembly: Member 8) Cirila Lilibeth A. Panes (Filipino) BOT Member 2008 - Present Position Held for the Board of Trustees: Trustee Position held for the General Assembly: Member Operations 1) Eric John A. Matela (Filipino) Executive Director 2) Arvin C. Chua (Filipino) Director for Central Services 3) Luz A. Obsines (Filipino) Central Services Head - Davao City Office 4) Teresa N. Restauro (Filipino) Central Services Head - Kidapawan City, North Cotabato Office Consultant 1) Damaso C. Vertido •The Board of Trustees - exercises the corporate powers of the association, conducts business and property control • Qualiifcations - (1) Filipino Citizen, (2) Good Moral Character, (3) Involved in 13. b) Are any government officials members of your board or executive staff? Romeo L. Lagahit •Mr. Lagahit is a Career Executive Service Officer (CESO – Career Executive Service Eligible) under the Office of the President of the Philippines and been rendering his services to Presidential Commission for the Urban Poor, Field Operations Division for Mindanao as Regional Director Damaso C. Vertido • One of the board of the Social Housing and Financial Corporation (SHFC), Republic of the Philippines

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14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. 15 - Davao City Personnel 12 - Kidapawan City Personnel 08 - Board of Trustees 15. Do the membership rules of your organization allow both individuals and organizations to be members? No. We only allow individual membership 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain No, we do not charge membership fee 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them None known as of the time of application 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) None known as of the time of application 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations None known as of the time of application 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. We forge relationship with the government as development partners through sectoral representation in local and national special bodies. 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. None. Only through consultancy work. 20. Has your organization previously applied for ECOSOC consultative status? If yes,

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please indicate year of previous application No. This is our first time to apply. 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify None so far. 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify None so far. PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: Philippine peso | Rate to 1$ US: 43.55) Source of Income Income in home currency Income in USD


Misereor Grant 2 391 669 54 918

Christian Aid Grant 1 942 920 44 614

World Bank Grant 71 100 653 1 632 621


Origination Fees 304 679 6 996

Ledgering Fees 24 000 551

Low Cost Housing Project Payment from Lot Beneficiaries

2 090 090 47 993

Board & Lodging Fees 40 440 929

Interest Income from Banks 19 923 457

Local Counterpart from Community Partners

486 950 11 181


Receipts 2 863 441 65 751

Total income 81 264 765 1 866 011

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Source of Expenditure Expenditure in home


Projects

Christian Aid Project Implementation Costs

478 868 10 996

World Bank Project Implementation Costs

71 007 415 1 630 480

Misereor Project Implementation Costs

2 104 277 48 319


Administrative Costs World Bank Funded Project

2 915 358 66 943

Adminsitrative Costs Christian Aid Funded Project

75 722 1 739

Administrative Costs Misereor Funded Project

921 262 21 154

Total expenditure 77 502 902 1 779 631 Summary of Application for Consultative Status

Name: Mindanao Land Acquisition, Housing and Development Foundation, Inc. (Officially registered or established name)


No.62 Tatad St., Dumanlas, Buhangin, Davao City 8000 Philippines (P.O. boxes are not accepted as headquarters address)



01 February 1989

Membership



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Summarize the aims and purposes of your organization. 1) To conduct documentations, studies, and researches on land acquisition and development for rural and urban poor communities. 2) To organize and assist the rural and urban poor communities in acquiring and developing agricultural and residential lands respectively, in consonance with just and progressive agrarian and urban land reform programs. 3) To acquire and develop lands for socialized housing as well as for socioeconomic programs projects for the rural and urban poor 4) To engage in ecological preservation and development of land and natural resources in rural and urban areas for the benefit of farmers, fishermen, tribal communities, workers, and urban poor settlers. 5) To provide training, technical and management assistance to rural and urban poor communities on land acquisition and development How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? With more than twenty two years of experience of Mindanao Land Foundation Inc. (MLFI) in the field of development through capacity/capability building of community partners to hasten basic services and social cohesion among marginalized, poor and conflict, and disaster prone communities in urban and urban, through MLFI's participation in ECOSOC, the organization will be able to help enrich discussions, impart learning, share development technology and tools that would strengthen inclusive participation and bridge gap between development implementer and community partners in terms of knowledge production; thus we take this opportunity to take a leap to develop partnership with UN and its affiliated network of organizations

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7. Ningim Hope Alive Foundation PART I 2. Contact Information 2. a) Permanent headquarters address. Ningim Hope Alive Foundation - No. 4 Lingu Crescent, Off Aminu Kano Crescent Wuse II Abuja. Nigeria 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : 234 - 08033558901 Fax : 2. d) Name and position of contact person. Victoria Adejumo 2. e) E-mail address. [email protected] 2. f) Website, if any. under construction 3. Summarize the aims and purposes of your organization. Ningim Hope Alive Foundation was established in the year 2000 to reduce mortality rate amongst women, youth and children •To empower women, youths and children to overcome poverty and its effects and •To promote peace. 4. a) Explain how you carry out these aims. Ningim achieve these aims through different project and activities been implemented by the organisation like (1) Scholarship programs (2) skills Acquisition workshops and capacity building workshops in the area of need for a particular community we are working with. we also collaborate with community based organisations in the community where we work to achieve these aims. 4. b) Please give examples of recent projects and activities. Ningim recently implemented a project on skills acquisition training for survivals of human trafficking in Edo State, Nigeria.

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Ningim also implemented a project on rehabilitating and equipping of the Primary Health Center in Akoko Edo Local Government Area of Edo State. 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Ningim would like to contribute to the work of ECOSOC in the area of skills acquisition for the under trodden in more interior communities thereby contributing to the economic development of such areas and the people living in such areas. 5. b) Please give details on planned activities and projects. Ningim plans to do more skills acquisition training for more young women and girls in interior communities in Edo State where the case of human trafficking is rampant. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail No 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail No 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Grass-roots project implementation organization. Ningim is a Grass-root implementation organisation because we work more with communities that is the rural areas than in the urban areas because we believe that such areas are not as developed as the urban areas and will need assistance to meet their needs in the area of health, education, etc. PART II 8. Date of registration or date of establishment 26 March 2009

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9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Ningim was registered in Nigeria with the Corporate Affairs Commission. 10. Registered/established as Ningim was registered as an NGO. 11. Do you consider your organization to be Regional. Ningim is considered as regional because she works with communities within the South-South Geo-Political zone in Nigeria. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. Ningim has a board of trustees which is the highest decision making body in the organisation. And then a president, program coordinators, assistants, volunteers and administrative staffs including the accountant. the board of trustees meet quarterly to discuss issues that pertain to the organisation and how the organisation's effectiveness can be improved among other issues that might be raised. 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. 1. Dame Tumini Akogun - Nigerian 2. Timi Korepamo Agarey - Nigerian 3. Hon. Isibor Ifaluyi - Nigerian 4. Hajia Aisha Aliu - Nigerian 5. Mrs. Tokunbo Giwa Amu - Nigerian. they are been elected yearly. and this is done at the beginning of a new fiscal year through voting. 13. b) Are any government officials members of your board or executive staff? yes. Hon. Isibor Ifaluyi. He is a Honourable member of the House of Representatives. 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. they are five members in the board of trustees and they are all from Nigeria. 15. Do the membership rules of your organization allow both individuals and organizations to be members? NA

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16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain NA 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them NA 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) NA 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations No 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. No 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. yes from the Federal Ministry of Women Affairs and Social Development. the sum of N500,000 was given to Ningim on 2009. The funds was used to implement a 3day free medical program in three communities in Akoko Edo local government Area of Edo State. 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify No 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify No

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PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: Nigerian naira | Rate to 1$ US: 153.0) Source of Income Income in home currency Income in USD


for the funding of a project on trafficking

10 000 000 65 359



Projects

all activities implemented and logistics

6 000 000 39 216


for about 30% of all administrative logistics

1 000 000 6 536

Other expenditure

for the purchase of starter packs for the trained women and girls on skills acquisition

3 000 000 19 608


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Name: Ningim Hope Alive Foundation (Officially registered or established name)


Ningim Hope Alive Foundation - No. 4 Lingu Crescent, Off Aminu Kano Crescent Wuse II Abuja. Nigeria (P.O. boxes are not accepted as headquarters address)



25 March 2009

Membership



Summarize the aims and purposes of your organization. Ningim Hope Alive Foundation was established in the year 2000 to reduce mortality rate amongst women, youth and children •To empower women, youths and children to overcome poverty and its effects and •To promote peace. How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Ningim would like to contribute to the work of ECOSOC in the area of skills acquisition for the under trodden in more interior communities thereby contributing to the economic development of such areas and the people living in such areas.

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8. Prevention Association of Social Harms (PASH) , PASH PART I 2. Contact Information 2. a) Permanent headquarters address. Postal code: 1959984415, No.9, Rezaeiyan alley, Southern Ekhtiyariyeh, Tehran-Iran Iran (Islamic Republic of) 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : +98(912)2432920 Fax :+98(21)22548603 2. d) Name and position of contact person. Ebrahim Torki Harchegani 2. e) E-mail address. [email protected] 2. f) Website, if any. 3. Summarize the aims and purposes of your organization. According to our statute, aims and executive policy, our organization duties are as follow: 1- Attempt to prevent social harms considering role of media 2- Improving information level of people in controlling social harms 3- Paying attention to training, research, cultural activities and providing information for reduction of social harms 4- Prevention of AIDS 5- Prevention of drug addiction 6- Implementing interfering programs on harms with focus on children 7- Supporting vulnerable women and attempt to solve their problems 8- Empowerment and capacity building for prevention of social harms 9- Cooperation with governmental, non governmental and international organization 10- Attempt to solve refugees' problems 11- Attempt to extend human rights especially training of human rights 4. a) Explain how you carry out these aims. Our organization is made of different social groups including artists, writers, poets, journalists and lawyers. Each group cooperates with us based on its profession and after confirmation of director of board, their plans become executive. There are different

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committees in our company which are as follow: - prevention committee of AIDS - Committee for struggling against drug addiction - Children committee - Females' committee - Refugees committee - Human rights committee 4. b) Please give examples of recent projects and activities. 1- Publication of "World AIDS Day" special newsletter, 2009, with cooperation of UNICEF 2- Publication of "Third Wave of AIDS" special newsletter, 2010, with cooperation of UNICEF 3- Production and broadcasting of a fiction documentary about AIDS (Broadcast in Tehran Channel) with cooperation of UNICEF 4- Production and broadcasting of ten part serial, (Broadcast in overall TV Channels) with cooperation of UNDP 5- Production and broadcasting of AIDS prevention animation (Broadcast in overall TV Channels) with cooperation of UNICEF & UNDP 6- Production and broadcasting of Family and AIDS animation, with cooperation of UNFPA 7- Holding journalists workshop and training human rights for fifteen Iranian journalists in Istanbul, Turkey with cooperation of a Denmark company 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? 1-prevention of AIDS and addiction, solving children, female and refugees' problems and in human rights 2- We can cooperate in professional groups related to above mentioned items 3- We can cooperate in research programs 4- We will assist the council for achieving above aims 5. b) Please give details on planned activities and projects. Our organization is active as an NGO company and performs its activities with cooperation of international and governmental organization. Plans and programs are done by research groups and after confirming by board of director will be implemented. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail No

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6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail Considering millennium goals of UN, our organization has cooperated with different agencies of UN, namely, UNDP, UNFPA, UNAIDS in different fields including females, children, family, AIDS, Drug addiction, training, refugees and human rights. As an example we cooperate UNICEF in production of films and animations and journals, we cooperate UNFPA in production of animations for training of families. We cooperate with UNDP in production of film animation in different projects and with UNAIDS in media fields. 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Grass-roots project implementation organization. Our organization is active in all fields mentioned above. PART II 8. Date of registration or date of establishment 29 November 2008 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Country of registration: Islamic Republic of Iran 1- Ministry of interior of Islamic Republic of Iran, Number: 22/150930, dated: 20 Oct, 2009 2- Welfare organization of Islamic Republic of Iran, Number: 700/87/67757, dated: 29 Nov, 2008 10. Registered/established as NGO (Non governmental organization) 11. Do you consider your organization to be International. We know our organization as an international one because we try to solve problems of all people of world regardless of their nationality, religion or ethnicity.

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12. Describe the structure and the decision making process of your organization, including all administrative bodies. Our organization is managed by board of Trustees. Board of directors decides upon activities by choosing managing director and approving executive programs. Professional committees submit plans and programs after research and studies. These committees are as follow: -Prevention of AIDS committee -Drug addiction Committee - Children committee - Females' committee -Refugees' committee Plans are submitted by committees in board of directors and after reviewing and studying them, they will be approved and send to managing director. Board of directors will supervise execution of activities. The Board of Trustees is appointed by the General Assembly . 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. 1- Ebrahim Torki-Iranian-Journalist 2- Mohammad Khaje Hosseini- Iranian – Lawyer 3- Mohammad Hassan Maleki Nezhad- Iranian- Doctor 4- Gholam Abbas Torki- Iranian- Lawyer 5- Mohammad Mahmoudi- Iranian- Journalist 6- Hamid Reza Ali Akbari-Iranian- Journalist 7- Ehsan Bakeri-Iranian-Social activitist 8- Ebrahim Shahrokhiyan- Iranian- Social activitist 9- Mohammad Moayeri- Iranian- Social activitist Members of Board are determined by board of Trustees 13. b) Are any government officials members of your board or executive staff? No government's official is not among the members of the Board or our executive staff. 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. Now, we have 53 members who are in Iran. 15. Do the membership rules of your organization allow both individuals and organizations to be members? According to our statute allows all people with required capabilities and skills to join as a

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member. 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain All members pay membership fee and it is the same for everyone 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them No 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) No 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations No 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. No Our organization is an independent one and has not any relationship to government but we do some of our projects with government cooperation, namely with contribution of Ministry of health and medical education and Welfare organization 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. So far our organization has not received any monetary and material contribution from government 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify No

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21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify No PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: Iranian rial | Rate to 1$ US: 12200.0) Source of Income Income in home currency Income in USD


partner ship with all international agrement

1 560 000 000 127 869

Membership dues

all 53 membres 15 900 000 1 303

Contribution from members

membres hellping to NGO 36 000 000 2 951

Total income 1 611 900 000 132 123 Source of Expenditure Expenditure in home


Projects

project cust price 1 300 000 000 106 557


per year, location and staffs 220 000 000 18 033


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Name: Prevention Association of Social Harms (PASH) (Officially registered or established name)


Postal code: 1959984415, No.9, Rezaeiyan alley, Southern Ekhtiyariyeh, Tehran-Iran Iran (Islamic Republic of) (P.O. boxes are not accepted as headquarters address)



29 November 2008

Membership



Summarize the aims and purposes of your organization. According to our statute, aims and executive policy, our organization duties are as follow: 1- Attempt to prevent social harms considering role of media 2- Improving information level of people in controlling social harms 3- Paying attention to training, research, cultural activities and providing information for reduction of social harms 4- Prevention of AIDS 5- Prevention of drug addiction 6- Implementing interfering programs on harms with focus on children 7- Supporting vulnerable women and attempt to solve their problems 8- Empowerment and capacity building for prevention of social harms 9- Cooperation with governmental, non governmental and international organization 10- Attempt to solve refugees' problems 11- Attempt to extend human rights especially training of human rights How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? 1-prevention of AIDS and addiction, solving children, female and refugees' problems and in human rights 2- We can cooperate in professional groups related to above mentioned items 3- We can cooperate in research programs 4- We will assist the council for achieving above aims

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9. The Institute of Development Studies PART I 2. Contact Information 2. a) Permanent headquarters address. University of Sussex Brighton East Sussex, BN1 9RE United Kingdom of Great Britain and Northern Ireland 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : 01273 915640 Fax : 2. d) Name and position of contact person. Hannah Corbett -- Public Affairs and Events Officer Fiorella Rita Arenas Melissa Leach Adrian Ely Robert Byrne Adrian Smith 2. e) E-mail address. [email protected] 2. f) Website, if any. www.ids.ac.uk 3. Summarize the aims and purposes of your organization. The Institute of Development Studies (IDS) is a leading global charity for research, teaching and information on international development. Our vision is a world in which poverty does not exist, social justice prevails and economic growth is focused on improving human wellbeing. We believe that research knowledge can drive the change that must happen in order for this vision to be realised. Founded in 1966, IDS enjoys an international reputation based on the quality of our work and our commitment to applying academic skills to real-world challenges. Our theory of change is at the heart of what we do. We think that knowledge should be generated by sound methodology and in partnership with other development and non-development actors.

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IDS hosts six dynamic research teams, nine popular postgraduate courses, and a family of world-class knowledge services. These three spheres are integrated in a unique combination – as a development knowledge hub, IDS is connected into and is a convenor of networks throughout the world. The Institute is home to approximately 100 researchers, 70 knowledge services staff, 65 professional staff and about 200 students at any one time. But the IDS community extends far beyond, encompassing an extensive network of over 250 partners, 1500 alumni and hundreds of former staff across the development community worldwide. Our four strategic aims are as follows: 1. We will build new relationships with people and organisations outside the aid industry who are influential in determining the rate and pattern of global change, such as multinational companies, faith organisations and security experts. 2. We will link different perspectives so that many people can contribute their knowledge to generate research findings that are more grounded and relevant. 3. We will be present where it counts to persuade people who make decisions about development and aid to imagine and choose the right options. 4. We will build our institute to be fit for purpose to ensure that our culture, resources, systems and structures deliver on the first three aims. More details can be found at www.ids.ac.uk 4. a) Explain how you carry out these aims. The international development landscape has shifted significantly in recent years, with actors such as private foundations and business playing an increasingly important role in helping to achieve international development priorities. There is also greater focus on how development outcomes intersect with national and international security and foreign affairs priorities, and the implications for integrated working. Given these factors, IDS strategic aim of building new relationships with people outside the aid industry who are influential in determining the rate and pattern of global change has never been so important. IDS has sought to better understand the role and impact of new actors within the international development sector and the nexus between security, foreign affairs and development by undertaking cutting edge research on these issues. The Institute has also extended its networks and built strategic relationships with multinational companies, philanthropic organisations and key stakeholders within the security sector.

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IDS is a pioneer in development communications and we use this expertise to help us meet our strategic aim of linking different perspectives and ensuring that many people can contribute their knowledge to generate research findings that are more grounded and relevant. We host a range of innovative and highly regarded knowledge services – the British Library of Development Studies, Europe's largest research collection on economic and social change in developing countries; BRIDGE, which supports gender advocacy and mainstreaming with print and online information services; and Eldis, a web portal sharing a broad range of publications on development research, policy and practice. IDS also runs a number of projects which look at opening up access to research information, stimulating demand for its use, and strengthening the capacity of others also engaged in this knowledge brokering role. The IDS Knowledge Services identify and bridge knowledge gaps and use innovative information-sharing approaches to provide better access to the global pool of knowledge on development. IDS Knowledge Services work closely with other knowledge brokers across the world, and with partners in South Asia and sub-Saharan Africa. IDS aims to be present where it counts in order to persuade people who make decisions about development and aid to imagine and choose the right options. We seek to achieve this aim by identifying and understanding key policy debates and shaping them through our events, publications, social media activity and high level influencing programme. We endeavour to interact with diverse audiences at a local, national and international level and we actively engage with international decision makers, the media, UN agencies, EU institutions, and UK civil servants and parliamentarians. This level of engagement reflects our belief that research can help policy makers reduce poverty and promote human wellbeing. Central to IDS’ success is ensuring that as an Institute we are fit for purpose and that our culture, resources, systems and structures deliver on the first three aims. In order to achieve this aim, we have made significant improvements to the IDS website, and developed the way in which we use social media and blogs to promote our research and ensure that it engages with wider development discourse and policy debates. We have also installed a new contact relationship management system which has enabled us to map our existing relationships, promote our research more effectively and build new partnerships. We have also undertaken a piece of work to map our relationships with key policy makers and decision makers. Through this project we hope to gain a better understanding of our key policy audiences and how we can improve the way in which we engage with them.

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4. b) Please give examples of recent projects and activities. The following are just a few of the current or recent projects and activities that IDS has undertaken that demonstrate how the Institute has sought to achieve its four key strategic aims as outlined in Question 3 and 4a. The Bellagio Initiative was a series of global consultations to produce a new framework for philanthropic and international development collaboration in pursuit of human wellbeing in the 21st century. IDS led the project in partnership with the Rockefeller Foundation and the Resource Alliance. It brought together thought leaders from across the development, philanthropy, politics, and business sectors as well as civil society. There was online engagement with the Initiative in countries across the world, including Afghanistan and Pakistan, and it was covered in a diverse set of media outlets. The Bellagio Initiative had a strong influence on the UK Parliament’s international development select committee’s inquiry into the role of private foundations in development and on a UN consultation on philanthropy in international development cooperation. IDS has a wealth of experience and expertise on working on issues of conflict, security and development. IDS has a flagship programme supported by the UK Department for International Development looking at addressing and mitigating violence. There is also an ongoing research programme funded by the Economic and Social Research Council Global Uncertainties: Security in an Africa of networked, multi-level governance. IDS fellows have also given written and oral evidence to the UK Parliament’s International Development Select Committee on working in fragile and conflict affected states. The Institute has also convened a number of high profile events on these issues recently including a joint UK parliamentary meeting with the All Party Parliamentary Group for Debt, Aid and Trade and the All Party Parliamentary Group on Conflict Issues and a high level roundtable on the convergence of international development and security priorities which brought together policy makers and experts from across the UK, Europe and West Africa. A key focus for IDS in recent years has been on inequality and its impact on development outcomes. IDS and the UN MDG Achievement Fund joined forces to call upon NGOs, academics, social movements, UN agencies, governments and others to advocate for the prioritisation of equity and social justice in development agendas. In September 2011, IDS convened a high level consultation which brought together 27 participants from the United Nations, the governments of India, Brazil and the UK and international NGOs and academia. One of our research fellows Andy Sumner, who produced innovative research around the Bottom Billion, is now undertaking new work that is examining global poverty and national inequality. Issues around inequality and human security have also been addressed in a recent paper and policy briefing produced by IDS fellows Sir Richard Jolly and Gabriele Koehler looking at what should replace the Millennium Development Goals

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IDS Knowledge Services and seven other members of the IKMediary Network have developed an interactive website aimed at those who play a role in information management and knowledge-sharing. The Knowledge Brokers’ Forum (KBF) supports discussions and resource sharing that help to identify good practice in the field and strengthen the collective capacity and impact of this important community. Since its launch in September 2010, KBF has attracted over 300 members from 63 countries. 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? IDS produces high quality and innovative research on international development issues and we believe that the findings from this research can play an important role in helping to shape and inform ECOSOC’s thinking on five key policy areas – sustainable development, employment, financing for development and Peace-building and post conflict recovery IDS is also working on issues relating to the future of development cooperation. In particular looking at the role of the private sector and private foundations in achieving development outcomes and also the role of the emerging powers as international development donors. We also feel that findings from our research can contribute to the work of a number of ECOSOC subsidiary bodies including the Commission on Status for Women, the Commission for Sustainable Development and the Commission for Social Development. IDS is also uniquely positioned as a hub for global networks and has the capacity to convene high level development discourse that links multiple perspectives. This could prove invaluable to ECOSOC and its subsidiary bodies in terms of offering a grounded evidence base. 5. b) Please give details on planned activities and projects. IDS has a number of current research projects which can contribute to ECOSOC’s thinking on some of its key policy areas. Several IDS projects are looking at the changing nature of development cooperation and the emergence of new development actors such as the BRICS countries, the private sector and the private foundations. One of our research fellows Dr Noshua Watson who has been leading some of IDS’ work in this area, particularly around the role of private foundations and businesses will be contributing to the UN Development Cooperation Forum taking place in July 2012. Dr Watson also participated in the United Nations ECOSOC Special Dialogue on private philanthropic organizations. IDS has also recently launched a new flagship programme looking at the role of the rising

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powers in international development and on poverty reduction in low-income countries. The rising powers category includes the BRICS grouping of Brazil, Russia, India, China and South Africa, as well as regional powers such as Mexico and Indonesia. A number of IDS fellows are working on issues surrounding sustainable development, and will be participating in the forthcoming UN Conference on Sustainable Development (Rio+20). IDS has a climate change research team and also hosts the STEPS Centre, which is an interdisciplinary global research and policy engagement hub, funded by the Economic and Social Research Council (ESRC). The Centre aims to develop a new approach to understanding, action and communication on sustainability and development and seeks to address two vital global challenges. 1. How to link environmental sustainability with better livelihoods and health for poor people and 2.How to make science and technology work to reduce poverty and increase social justice. The STEPS Centre has a full programme of side events and associated activities planned for the Rio +20 conference and IDS will also be hosting an online sustainability dialogue as part of the event. IDS launched the International Centre for Tax and Development (ICTD) in 2010. ICTD is a global policy research network dealing with the political economy of taxation policies and practices in relation to the poorer parts of the world. The ultimate objective is to contribute to development in the poorer parts of the world by mobilising knowledge that will help make taxation policies more conducive to pro-poor economic growth and good governance. The IDS Globalisation team is also leading work on how the private sector is contributing to poverty reduction and sustainable growth, and providing a revenue stream to support development outcomes. IDS is also due to open a Business and Development Centre which will further contribute to work around these issues and seek to extend our networks and partnerships with the global business community. IDS will be launching a new report in the autumn that will examine the nexus between security and development and how a more integrated approach to working in conflict and fragile affected states can be developed. The report is based on a research project that has been undertaken over the course of last year and draws on case studies in the Horn of Africa and West Africa. IDS also hosted the Pathways of Women’s Empowerment Research Consortium and has recently launched two new flagship programme focusing on influencing policies to support women and girls and sexuality and development. These projects will be in a position to make a substantial contribution to the work of ECOSOC and subsidiary bodies such as the Commission for Status on Women and the Commission for Social Development.

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6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail UN Development Cooperation Forum, July 2012, New York – IDS fellow Dr Noshua Watson will be participating in this event, and this follows her contribution the ECOSOC Special Dialogue on private philanthropic organizations. UN Conference on Sustainable Development, June 2012, Rio – a number of IDS fellows will be participating in Rio +20 and IDS has been awarded special accreditation to attend this event. Fourth United Nations Conference on the Least Developed Countries, June 2011, Istanbul – IDS fellow Sir Richard Jolly attended this event as a member of the LDC Eminent Persons Group. UN MDG Summit, September 2010, New York – IDS fellow Martin Greeley produced a report, Accelerating progress on the MDGs, as part of the preparations for this summit for the United Nations Development Group’s (UNDG) Task Force. 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail In addition to the conferences highlighted in Question 6a, IDS has also participated in the United Nations ECOSOC Special Dialogue on "private philanthropic organizations: new prospects and specific challenges”, which took place in February this year. IDS Director Lawrence Haddad is the UK representative on the UN Committee on World Food Security's High Level Panel of Experts As outlined in question 5b IDS’ work relates to several areas of substantive concern to ECOSOC and the UN more generally. These include: • Development Cooperation and the role of the private sector, private foundations and emerging powers. • Financing for development and the role of taxation • Sustainable development • Conflict, security and development • Gender, sexuality and development In addition to these areas, IDS has also undertaken work on other issues with substantive UN concern and these are listed below. IDS has recently launched a new flagship programme looking at accelerating progress in

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reducing hunger and undernutrition which will be key to achieving the MDGs. The programme will focus on how agriculture can deliver better nutrition outcomes by developing evidence-based policy options and tools for businesses, governments, NGOs and donors. The programme will test metrics and mechanisms for monitoring hunger and nutrition commitments. This research will enable policy actors to support greater private sector investment in pro-nutrition agriculture and to respond more quickly to hunger crises. The new evidence generated by IDS and its partners will also equip civil society to more effectively monitor national and international commitments on undernutrition and hunger reduction. The Centre for Social Protection is based at IDS and the Institute also leads the Adaptive Social Protection programme. The Centre for Social Protection (CSP) supports a global network of partners working to mainstream social protection in development policy and encourage social protection systems and instruments that are comprehensive, long-term, sustainable and pro-poor. It produces research on conceptual approaches; design issues, including delivery, targeting and affordability; and impacts of different social protection initiatives. The Adaptive Social Protection in the Context of Agriculture and Food Security programme (ASP Programme) is a UK Department for International Development (DFID) funded programme exploring the benefits of an interlinked approach to risk reduction and resilience building in rural areas of developing countries. IDS has also recently launched a research programme looking at pro-poor electricity provision. This responds to the call from the UN Advisory Group on Energy and Climate Change for a goal of universal energy access by 2030. This programme will develop and promote evidence-based policy and programme guidance on low carbon energy investments to benefit poor people, especially women and girls. The programme will begin by systematically mapping evidence on the developmental impacts of expanding access to modern forms of energy. On the basis of this review, IDS will then identify which policy approaches work best and work with energy access programmes to evaluate and promote specific interventions. 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Research organization. IDS is committed to producing high quality and innovative research. Our fundamental belief is that research knowledge can drive the change required to create a world in which poverty does not exist, social justice prevails and economic growth is focused on improving human wellbeing.

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PART II 8. Date of registration or date of establishment 14 April 1966 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Registered with Companies House in the United Kingdom, which is an Executive Agency of the UK Government Department for Business, Innovation and Skills (BIS. 10. Registered/established as IDS is a registered charity. 11. Do you consider your organization to be International. IDS' headquarters are based in the UK. However our network of partners including other academic intuitions, NGOs, multilateral organisations and government agencies is global. A list of partners can be found at http://www.ids.ac.uk/go/about-us/our-partners 12. Describe the structure and the decision making process of your organization, including all administrative bodies. A full description of the structure and decision making processes of IDS can be found in the uploaded document, IDS Articles and Memorandum of Association. IDS is a charity and company limited by guarantee. As such it is bound by the requirements of the Charity Commission and Companies House, providing necessary information to both bodies annually and abiding by good practice promulgated by them. IDS has a governance and management structure comprising a Board of Trustees with members appointed for terms of office from two to four years (renewable). Members are drawn globally and include internationally esteemed academics; development practitioners; and senior staff from international development organisations. It has an independent chair. The University of Sussex Vice Chancellor is an ex officio member. The Board has a structure of sub-committees – Resources and Audit; Remuneration and Nominations. The Resources and Audit Committee has three external members with expertise is finance, accounting and HR matters. The Board appoints the Director (for a fixed term); approves the strategic plan; signs off the annual accounts; receives a regular report from the Director detailing work in progress and current strategic issues; approves an annual health and safety report and other aspects of effective corporate governance. The RAC approves the annual budget, leads on risk management, reviews internal audit reports, and receives an

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annual HR report. The Fellowship Review and Promotion Board is responsible to the Board for regular assurance of the quality of work by research Fellows and includes external members. The FRPB conducts a rigorous process of review on a three/four year cycle and considers recommendations for promotion, drawing on reports from independent referees. The Strategic Management Group is chaired by the Director and comprises senior staff leading the Institute’s research, teaching, knowledge services, communications and operational activities. It has a series of sub committees that give detailed scrutiny to research policy, risk management, teaching, and the Institute’s accommodation. The SMG is responsible inter alia for detailed work on the Institute’s budget and for preparing the strategic plan for Board consideration. The annual budget process determines the allocation of resources between areas of activity including specific investments and major changes in ways of working. 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. • Mr Charlie Beckett, Director, Polis, London Schoolof Economics, British • Professor Michael Farthing (Ex officio), Vice Chancellor, University of Sussex, British • Mr Peter Freeman CBE, Former Director, Finance and Aid Policy, DFID, British • Dr Martin Greeley, Fellow, Staff Trustee, IDS, British • Professor Lawrence Haddad (Ex officio), Director, IDS, British • Dr Uma Lele, Former Senior Advisor, Operations Evaluation Dept., World Bank, US Citizen • Dr Jon Lomoy, Director, Development Cooperation Directorate, OECD, Norwegian • Professor Nora Lustig, Argentinian • Ms Elizabeth Maddison, (Company Secretary), Director of Strategic Operations, IDS, British • Mr Richard Manning (Chair), Former Chair of the OECD’s Development Assistance Committee (DAC), British • Dr David O’Brien, Alumni trustee, International Development Research Centre, Canadian • Professor Adebayo Olukoshi, Director, UN African Institute for Economic Development, Nigerian • Ms Philippa Peck, Marketing and Fundraising Director, Tearfund, British • Dr Youba Sokona, Coordinator, African Climate Policy Center, UN Economic Commission for Africa, Malian • Dr Rajesh Tandon, President, PRIA, Indian • Mr Stephen Wood, Team Administrative Coordinator, Staff Trustee, IDS, British • Professor Xiulan Zhang, Director, Institute of Social Development and Public Policy, Beijing Normal University, Chinese Details of how trustees are appointed can be found in the document, IDS Articles and Memorandum of Association.

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13. b) Are any government officials members of your board or executive staff? No 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. IDS is not a membership organisation. 15. Do the membership rules of your organization allow both individuals and organizations to be members? n/a 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain n/a 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them n/a 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) n/a 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations No 19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. No - IDS undertakes contracted work for a number of government agencies but does not receive core funding from any of these agencies. 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. N/a

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20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify We received special accreditation for the UN Conference on Sustainable Development taking place in June 2012. 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify We received special accreditation for the UN Conference on Sustainable Development taking place in June 2012. PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: British pound | Rate to 1$ US: 0.65) Source of Income Income in home currency Income in USD


See comments box for further details

17 213 000 26 481 538


Income generated from teaching and training fees and trading (publications and catering), plus investment income

2 300 000 3 538 462

Total income 19 513 000 30 020 000

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Source of Expenditure Expenditure in home


Projects

Salaries for project staff; payments to partners and subcontractors; direct costs incurred in project delivery (travel, expenses). FY11/12 IDS had 264 active projects (contracts).

13 330 000 20 507 692


Staff and costs of core administrative functions (HR, Finance, IT, building maintenance, central management); governance and legal costs; general administration staff; buildings and equipment

4 573 000 7 035 385

Other expenditure

Expenses incurred in delivery of teaching and trading activities, including staff salaries, materials, supplies

1 798 000 2 766 154


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Name: The Institute of Development Studies (Officially registered or established name)


University of Sussex Brighton East Sussex, BN1 9RE United Kingdom of Great Britain and Northern Ireland (P.O. boxes are not accepted as headquarters address)



14 April 1966

Membership



Summarize the aims and purposes of your organization. The Institute of Development Studies (IDS) is a leading global charity for research, teaching and information on international development. Our vision is a world in which poverty does not exist, social justice prevails and economic growth is focused on improving human wellbeing. We believe that research knowledge can drive the change that must happen in order for this vision to be realised. Founded in 1966, IDS enjoys an international reputation based on the quality of our work and our commitment to applying academic skills to real-world challenges. Our theory of change is at the heart of what we do. We think that knowledge should be generated by sound methodology and in partnership with other development and non-development actors. IDS hosts six dynamic research teams, nine popular postgraduate courses, and a family of world-class knowledge services. These three spheres are integrated in a unique combination – as a development knowledge hub, IDS is connected into and is a convenor of networks throughout the world. The Institute is home to approximately 100 researchers, 70 knowledge services staff, 65 professional staff and about 200 students at any one time. But the IDS community extends far beyond, encompassing an extensive network of over 250 partners, 1500 alumni and hundreds of former staff across the development community worldwide. Our four strategic aims are as follows: 1. We will build new relationships with people and organisations outside the aid industry who are influential in determining the rate and pattern of global change, such as

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multinational companies, faith organisations and security experts. 2. We will link different perspectives so that many people can contribute their knowledge to generate research findings that are more grounded and relevant. 3. We will be present where it counts to persuade people who make decisions about development and aid to imagine and choose the right options. 4. We will build our institute to be fit for purpose to ensure that our culture, resources, systems and structures deliver on the first three aims. More details can be found at www.ids.ac.uk How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? IDS produces high quality and innovative research on international development issues and we believe that the findings from this research can play an important role in helping to shape and inform ECOSOC’s thinking on five key policy areas – sustainable development, employment, financing for development and Peace-building and post conflict recovery IDS is also working on issues relating to the future of development cooperation. In particular looking at the role of the private sector and private foundations in achieving development outcomes and also the role of the emerging powers as international development donors. We also feel that findings from our research can contribute to the work of a number of ECOSOC subsidiary bodies including the Commission on Status for Women, the Commission for Sustainable Development and the Commission for Social Development. IDS is also uniquely positioned as a hub for global networks and has the capacity to convene high level development discourse that links multiple perspectives. This could prove invaluable to ECOSOC and its subsidiary bodies in terms of offering a grounded evidence base.

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10. Youngstars Foundation International PART I 2. Contact Information 2. a) Permanent headquarters address. 36 First Avenue, F.H.A, Lugbe, Abuja Nigeria 2. b) Postal address, if different from headquarters address. 2. c) Contact phone and fax number. Tel : +2347035535876 Fax : 2. d) Name and position of contact person. Kingsley Bnagwell -- Executive Director Bola Abimbola -- Head of Administration 2. e) E-mail address. [email protected] 2. f) Website, if any. www.youngstarsfoundation.org 3. Summarize the aims and purposes of your organization. Aims and objectives -To enhance leadership development among youths. - To promote the culture of democracy and good governance among young persons. -To improve the competencies of youth organizations involved in development programs. -To foster relations between youth organizations and development partners at different levels. -To strengthen representation on issues that affects their well-being at different levels. 4. a) Explain how you carry out these aims. Youngstars Foundation carry out organizational aims and objectives via workshops, seminars, radio and television shows, productions of developmental films, online forums, debates, development of tool kits, annual young change makers challenges, formation of youth networks and more. Additional information can be access through our website www.youngstarsfoundation.org 4. b) Please give examples of recent projects and activities.

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(i)Democracy Series For Participatory Learning and Actions by Youth (DESPLAY): It is Africa’s foremost and most consistent annual youth democracy academy. The program which deepens young people’s knowledge about democracy and fosters active youth participation in governance processes has since 2005 reached hundreds and thousands of young people from across West Africa countries, namely: Nigeria, Ghana, Liberia, Cameroon and South Africa. DESPLAY Season consists of three semesters and training focuses on; Understanding Democracy and Good Governance, Youth Participation, and Leadership and Aspiration. Other DESPLAY component includes: The Learning visit to an Africa country practicing democracy, as well as three (3) weeks Legislative Internship at the National Assembly and other related institutions. (ii) I VOTED NOW WETIN (IVNW) FILM AND HANDBOOK PROJECT: This is a youth friendly 50minutes democracy film with a handbook component on post electoral activities. The film features non partisan Nigerian celebrities and it is designed to encourage youth engagement with elected officials in bringing about the implementation of campaign promises. The film comes with an engagement handbook for youths to use to promote engagement with elected representatives. A competition on the use of the film is presently being developed for announcement in June 2012. (iii) NIGERIA YOUTH WORKS TALENT HUNT AND TOP12 AWARDS: This project identifies young change makers in the Non Governmental Organisations (NGO) sector of Nigeria, equips them with effectiveness skills and rewards the Top12 innovations from young people who implement life changing projects in their local communities across Nigeria. (iv) YOUTH ORGANIZATIONS CAPACITY BUILDING SCHOOL (YOCBS): It is an annual capacity building training program designed to strengthen institutional building and operations of youth led organizations, in order to become more professional, impactful, and sustainable in their social development intervention and nation building. (v) YOUTH ENTERPRISE DEVELOPMENT: Encouraging youth to initiate business ideas and building the capacity of youths in business. A youth in business survey was carried out in (vi) INTERFAITH YOUTH TV DEBATE: This project seeks to educate youth on the myth and lies about causes of violent conflicts in Nigeria vis-à-vis encourage youth with skills on conflict resolution and transformation. It also offers a platform for youth of the two key faiths in Nigeria to deliberate freely without animosity on key developmental issues. (vii) YOUTH POWER RADIO SHOW: This is a youth democracy program that deepens young people’s knowledge on democracy, leadership, good governance and youth empowerment 5. a) How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Youngstars is a well known youth based organisation in Nigeria with networks and associates across different youth platforms. We believe our spread is strategic in promoting

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more awareness about ECOSOC and its activities in Nigeria. Moreso, via our different strategic activities with young people on the thematic areas we work, we believe we can contribute qualitative intellectual capital to ECOSOC deliberations and intellectual resource outcomes in any of these areas. Also in terms of providing qualitative young people from Nigeria to either participate or contribute to ECOSOC programs, we offer a huge and credible opportunity to bring on board good representations, among others. 5. b) Please give details on planned activities and projects. 1. We shall conduct annual online forums on related ECOSOC and UN activities based on its annual project calendar. 2. We shall also use our weekly youth radio program to discuss contemporary issues and activities of ECOSOC as it relates to young people. 3. As we become more acquainted with the ECOSOC /UN youth focus, we shall also develop programs and activities to align with them. 6. a) Has your organization participated in any UN-conference(s)? If yes, explain in detail None 6. b) Has your organization contributed to any areas with substantive UN concern and participated in any activities of the United Nations? If yes, explain in detail None 7. Would you broadly categorize your organization as a research organization, an advocacy/lobbying organization, a grass-roots project implementation organization or any other? Other. Youngstars is a youth led non governmental and non profit advocacy and project implementation organisation. Periodically we conduct surveys on youth led issues we are working on.

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PART II 8. Date of registration or date of establishment 03 August 2006 9. Country (or countries) of registration/establishment and nature and title of authorities with which registered Nigeria/ Plateau state ministry of youth, its the state department of the federal ministry of Youth. Nigeria / Corporate Affairs Commission is the highest body for registering organisations. Ghana / Registrar of Companies Ghana 10. Registered/established as Non Governmental Organization 11. Do you consider your organization to be Regional. Youngstars activities have been attracting youths from outside Nigeria since 2002, we have had youths from US, UK, Kenya, Ghana, Liberia, Cameroon and Bostwana physically come for our events in Nigeria. Presently we have a registered arm of Youngstars Foundation in Ghana also since 2007. 12. Describe the structure and the decision making process of your organization, including all administrative bodies. There is the Advisory Board headed by a Board Chairman Board of Trustee and Secretary of the Board. While the Executive and Administrative arm of the organisation is Executive Director of the foundation, administrative officer and other team members. Before decisions are finally taken, board of trustee through the recommendation of administrative officer must rectify and approve. There is also a team of volunteers, alumni and associates who play voluntary roles in the organisation. 13. a) List the names and nationalities of current members of your executive bodies and describe how they are elected/nominated. Mr. Bulus Dabit - Nigerian (Nominated) Mr. Kingsley Bangwell - Nigerian (Nominated)

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Mrs. Lydia Botmang - Nigeria (Nominated) Mr. Patrick Dakum - Nigeria (Nominated) Member of the Executive team consults and nominates the Advisory board members. 13. b) Are any government officials members of your board or executive staff? We have a member who has just been given a government appointment to head a state media station. 14. How many members does your organization have and in which countries are they located? Please list the number of members by country and continent. We have over 1,000 online registered members and over 500 direct beneficiaries in our data base. 15. Do the membership rules of your organization allow both individuals and organizations to be members? Yes. Please find attached a list of members of organisations registered with Youngstars Foundation. 16. Does the organization charge membership fees? Is the fee the same for all members and charged to all members? If not, please explain No. No membership pays any dues 17. a) Does your membership include organizations that have ECOSOC consultative status? If so, please list them None for now. 17. b) Is your organization a member of one or several organization(s) that are applying for or already have ECOSOC consultative status? If so, please provide name(s) None for now. 18. Are other organizations affiliated with your organization? If yes, please provide a list of these organizations Yes, Youngstars Foundation Ghana

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19. a) Does your organization have any relationship to a government? If yes, please describe the nature of this relationship. Yes, Youngstars partners with the Nigeria Ministry of Youth Development for the National Youth Talent Hunt Exhibition and Top 12 Awards Project. 19. b) In the past five years, did your organization receive money or other contributions from a government? If yes, please specify and provide the dates and amounts received, as well as an explanation of how the funds were used. Yes. In February 2009, Youngstars received the sum of N6,500,000 from Nigeria Ministry of Youth Development for the implementation of the first edition National Youth Talent Hunt Exhibition and Top 12 Award Project. And Also in May 2010 Youngstars as well received the sum of N5,000,000 from Nigeria Ministry of Youth Development for the implementation of the second edition of National Youth Talent Hunt Exhibition and Top 12 Award Project. Both amount received in 2009 and 2010 was used for Top 12 M&E activities across Nigeria, Hosting of the grand finale of the award in Abuja, Printing of the project photo books, Project award plague, publicity/logistic, accommodation and feeding for participants, transportation reimbursement, among other things 20. Has your organization previously applied for ECOSOC consultative status? If yes, please indicate year of previous application No 21. a) Does your organization already hold accreditation with any organs, funds, programmes or specialized agencies of the United Nations? If so, please specify No 21. b) Was your organization's accreditation with any organs, funds, programmes or specialized agencies of the United Nations ever withdrawn or suspended? If so, please specify No

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PART III Please summarize the income and expenditure from the last calendar or fiscal year of your organization using the following table: (Home currency: Nigerian naira | Rate to 1$ US: 155.0) Source of Income Income in home currency Income in USD


Grant from NED, Skipstead Ideation Denmark, NDI, and IRI

14 731 261 95 040

Funding from governments

Funding from Ministry of Youth, Nigeria

5 297 000 34 174



Projects

Total Expenditure 14 713 772 94 928


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Name: Youngstars Foundation International (Officially registered or established name)


36 First Avenue, F.H.A, Lugbe, Abuja Nigeria (P.O. boxes are not accepted as headquarters address)



02 August 2006

Membership



Summarize the aims and purposes of your organization. Aims and objectives -To enhance leadership development among youths. - To promote the culture of democracy and good governance among young persons. -To improve the competencies of youth organizations involved in development programs. -To foster relations between youth organizations and development partners at different levels. -To strengthen representation on issues that affects their well-being at different levels. How do you intend to contribute to the work of ECOSOC and/or its subsidiary bodies? Youngstars is a well known youth based organisation in Nigeria with networks and associates across different youth platforms. We believe our spread is strategic in promoting more awareness about ECOSOC and its activities in Nigeria. Moreso, via our different strategic activities with young people on the thematic areas we work, we believe we can contribute qualitative intellectual capital to ECOSOC deliberations and intellectual resource outcomes in any of these areas. Also in terms of providing qualitative young people from Nigeria to either participate or contribute to ECOSOC programs, we offer a huge and credible opportunity to bring on board good representations, among others.

Documents

BATCH 38 - csonet.orgcsonet.org/content/documents/add37.pdf · 2013-05-16 · BATCH 38 United Nations E/C.2/2013/R.2/Add.37 Economic and Social Council Distr.: ... Mindanao Land Acquisition,