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California Shakespeare Theater (Cal Shakes) redefines the classical theater for the 21st Century, making works of extraordinary artistry that engage with our contemporary moment so we might learn about ourselves and each other in the fullness of our world. There are three pillars of our work: Make, Learn, and Engage. MAKE: We create art that represents the best of what we can do, and the making of it makes us better. Cal Shakes creates exemplary productions of works both old and new interpreted in vital and urgent ways. We do this with a commitment to bold theatricality, innovative interpretation, thoughtful excavation, to expanding cultural ownership of classic stories, and to being our best selves as artists, stewards, and members of our community. LEARN: We nurture a culture of learning where we are both teacher and student. Cal Shakes seeks to both teach and learn through our art—not simply about the theater but about our world. We transform young minds through the practice of theater, we listen to and amplify seldom heard voices, we confront our own insecurities and ignorance with an openness to new ideas. ENGAGE: We forge community by dismantling barriers to participation. Acknowledging that the theater is a rare public forum, we pursue a robust culture of participation that values above all authentic discourse around the work we make. We endeavor to hold space for all points of view because it provides a deeper, richer, more nuanced and human experience of the world.

Founded in 1979, MRT primarily serves the Merrimack Valley – a region of northeast Massachusetts and southern New Hampshire located about 45 minutes from Boston – where it is the only professional theatre. It also draws audiences from the greater Boston area (where it is one of three LORT Theatres), New England, and beyond. Merrimack Repertory Theatre has become known for its unwavering commitment to high production standards and selection of mostly regional and world premieres. This tradition has been embraced by artistic director Sean Daniels, who continues to develop MRT as a leader of new play production in the country. MRT attracts leading professional playwrights, directors, actors and designers from around the country, who share the company's commitment and welcome the opportunity to make MRT one of their theatrical homes. During the 2016-17 Season, the intimate 279-seat theatre will feature seven vibrant plays and musicals about who we are as a people, a country, and New Englanders, that “advance the cause of human understanding through the art of theatre." The lineup includes four world premieres, and three plays that explore New England themes. The Theatre has mounted over 200 productions in its 37-year history, including 23 world premieres and 40 regional premieres. MRT is governed by a 30-member Board of Trustees and receives advisory assistance from a Board of Overseers. Both boards are composed of community leaders, entrepreneurs, and business leaders.

The IBC, International Blue Crescent Relief and Development Foundation was founded in 1999 to provide input in improving the lives of the people suffering, especially the most disadvantaged section of the world population and this initiative turned into foundation, which is officially registered to Turkish Laws and Regulation as NGO permitted for international activities with registration number 4820. IBC's strengths upon three core elements; - General Assembly's and Board of Director's vision embracing all human beings without discrimination and awareness of the necessity for the civil society to actively contribute in the healthy development of the society itself. - Existing cooperation schemes with local, national and international actors and the willingness to improve and enlarge these ties. - IBC's organizational structure characterized by transparency and accountability, flexibility, open to communication and cooperation, functional and cross-functional working and considerable autonomy in decision-making. In the years, with the aim and intention to increase its effectiveness internationally, IBC became a member of ICVA International Council of Voluntary Agencies having its headquarters in Geneva on April 2003. On the 13th General Assembly held on March 2006, IBC was elected to the Board of Directors of the organization. IBC has applied to UN Economic and Social Council to have Special Consultant Status in order to contribute to the work of ECOSOC and its subsidiary bodies in cooperation with other NGOs. The Economic and Social Council (ECOSOC) serves as the central forum for discussing international economic and social issues, and for formulating policy recommendations addressed to Member States and the United Nations system. "The Special Consultative Status with the Economic and Social Council of the United Nations" of IBC has been approved on July 2006.

Powerful Beyond Measure (PBM) is a 501c3 non-profit that implements efforts towards youth and community development; focusing on creative, academic, professional, civic, social and personal growth by strategically integrating the arts, entertainment, sports and media industries into programming. Our vision is to utilize these influential fields to effectively reach the urban communities of our targeted youth, via multi-dimensional services that will help positively shape young people and empower the adults around them to become active leaders and contributors. We aim towards the following: o To impact urban youth by exposing them to enriching and positive experiences, opportunities, and adults – leading them towards a greater chance for a productive adult life and away from negative endeavors o To create alliances with other non-profits to support them by developing a collective effort to assist and empower those around us; as well as support like-minded organizations with resources and services. o To help lower income families experience the same rights as those of greater income i.e. education, job training & access, programs and food/clothing – through volunteerism and information PBM uses the arts, entertainment and sports as tools to motivate. This approach was developed upon the realization that these fields are powerful by way of their appeal and influence on our target population. By harnessing that power to make programs more appealing, we can continue to implement the important values and societal offerings of more conventional non-profits. Powerful Beyond Measure believes we can help each other realize our potential for greatness, inspire the pursuit of success, and make powerful strides by working together for altruistic purposes. Founded in 2006, the organization began with its charter program, C.A.P.E. League (see below) – a multi-dimensional youth enrichment program. In 2007, we launched Exploring Possibilities, a unique career day for teens and young adults to discover non-traditional professions. Since 2008, we have produced PBM's Weekly Source Email – an on-line newsletter distributed to DC area residents, community groups and non-profits. It lists public events, job openings, services, scholarships and programs. In 2017, PBM will re-launch the Triple I Program to provide young adults with the opportunity to gain professional experience through hands-on work, mentorship, workshops and giving back.

New York Classical Theatre’s mission is to reinvigorate and create audiences for the theatre by presenting free productions of popular classics and forgotten masterpieces that pop up in non-traditional public spaces throughout the five boroughs. We are the only all-free professional theatre in New York City. Our free productions currently pop up outdoors in Central Park, The Battery, Battery Park City Parks, Prospect Park and Brooklyn Bridge Park and indoors in Brookfield Place and One Liberty Plaza. New York Classical’s hallmark is Panoramic Theatre, a style created by Founding Artistic Director, Stephen Burdman, to build a unique relationship between the actor, audience and venue. Scripts are adapted to fully embrace each performance space and through the influence of 19th century staging and single camera cinema techniques, the audience is placed at the center of the action of the play, giving them access to a deeply immersive theatrical experience. Our outdoor productions in expansive public locations push Panoramic Theatre further. At each performance, the audience follows the actors from place to place as the plot unfolds from scene to scene, following the journey of the characters. Using different areas to stage specific scenes opens up endless creative possibilities for performers and our audience. By utilizing large physical environments as our playing arenas, audiences literally inhabit the world of the play and become active participants in the drama unfolding around them. By offering our Off-Broadway performances for free, we ensure that all people, regardless of their economic, ethnic or educational background have access to the highest quality professional theatre. Our open rehearsals in public venues also allow our audience to observe the evolution of a production while demystifying the language and poetry of classical theatre. We firmly believe that the themes of the classics remain relevant to the lives of all New Yorkers today. Through the lens of classical theatre, we come to better understand human nature and our role in contemporary life. As a result, our free performances build new and future audiences for live theatre by attracting many underserved and non-traditional spectators.

The Stonewall Group is the largest organization fighting for the rights of LGBT+ people in the Wielkopolska region. The Group has been active since 2015 in the following areas: advocacy, education, help/intervention, culture, and healthcare. The Group comprises 41 members and around 50 volunteers cooperate with us. The board comprises five members. Each of them is responsible for a few areas of activity. Our flagship activity is the Poznan Pride Week festival (we organized a few hundred events in the course of five editions of the festival), which culminated in the Equality March (13,000 people participated in 2019). We help LGBT+ people and their families. For four years now, we have been co-operating with six therapists holding psychological consultations which have been provided for around 200 individuals now. We run five support groups for: youth, transgender people, families of LGBT+ people, bisexual people, and LGBT+ people from Ukraine. We provide legal help for LGBT+ people, who are often victims of hate crimes (the legal help is also partially financed by municipal grants); since 2016 we have provided a few hundred hours of support in total, which also consisted in representing a client. We organize many cultural activities: produce concerts, theatre plays, and organize meetings with authors. We are also active in the area of healthcare - thanks to the grant from the city of Poznan, we are organizing a training project for therapists about so-called ChemSex. In 2019, we were commissioned by Panstwowy Zakad Higieny (State Institute of Hygiene) to conduct research about ChemSex. We provide free testing for HIV, syphilis, and HCV. We train companies about antidiscrimination (e.g., Allegro, Franklin Templeton). In 2019, we organized the first edition of Letnia Akademia Rownosci (Summer Equality Academy) - we visited seven cities in Poland, combating harmful stereotypes about LGBT+ people (funded by Sprite). We conduct business activity - we manage the bar Lokum Stonewall bar which has become not only a meeting place for the Poznan LGBT+ community, but also the main stage of Polish queer culture for such events like weekly drag queen performances. The bar also boosts our visibility - it is located on the main pedestrian street in the center of Poznan (facebook.com/LokumStonewall). What is more, as a part of our business activities, we run an online shop (outandproud.pl) and organize trainings for companies.

WereldOuders focuses on the empowerment and personal development of vulnerable children and families in Latin America and the Caribbean. With us, they receive attention and the support that suits them. WereldOuders has a unique approach, based on four pillars: a safe home, health, education and independence. By providing a social safety net while building the children's self-confidence, they regain a future perspective, an opportunity to realize their dreams. WereldOuders has projects in nine countries in Latin America and the Caribbean. These are Bolivia, Dominican Republic, El Salvador, Guatemala, Haiti, Honduras, Mexico, Nicaragua and Peru. A home is the most important safe base for a child. When a home situation is scarred by poverty, addiction, violence or the death of one of the parents, the secure base falls away. WereldOuders and partner organization NPH are committed to creating or restoring a safe home base for children and youth in Latin America. Our vision of "a safe home" has changed significantly over the past years. NPH was founded in Mexico in 1954 with the opening of a children's home for children who had nowhere else to go. The organization continued to expand to include children's homes in the other eight countries. More than 19,000 children found shelter in an NPH home. These homes were called "family homes" by the organization. NPH placed great importance on creating a warm, loving family atmosphere in the homes. No matter how well this worked out, a family home can never replace a real family. With today's knowledge, arising from empirical evidence and in accordance with the UN Convention on the Rights of the Child, we recognize the unintended harmful effect that institutionalization has on children and youth. Children and youth become alienated from their families and communities of origin. Stigmas attached to growing up in a children's home lead to (young) adults struggling to find their place in society. Having no family to fall back on makes it difficult to hold your own in society as an "uprooted" adult. 'Our' children can always come to NPH even later in life, but that is an exception in the world of children's homes. Uprootedness in general is a major problem: this group has difficulty raising their own children and keeping them from ending up in crime or on the streets. International child welfare organizations are therefore increasingly focusing on de-institutionalization. NPH, too, is going through this transition. We can and want to do more to really change the situation of families and children. We have to change course. We have therefore started to focus more and more on supporting vulnerable families and communities to prevent families from falling apart. This is not entirely new: since its founding, NPH has supported more than 80,000 children who did not live in an NPH family home.

Real School in Goris is founded to create an informal education in Goris which will give the students the opportunity to get both theoretical and practical knowledge and skills, which will be enough to enter the job market easier. Our main goal is to create a techno-park based on that educational platform. To reach this goal, we took the Real School concept and programs and we are implementing the school in Goris as a separate institution. The main mission is like the Real School mission, which can be found below: The REAL SCHOOL is providing its graduates with knowledge (theoretical and practical) and skills (professional, personal and social) to succeed in high-tech innovative industry. REAL SCHOOL is a four year collage level program that combines liberal arts in-class education and vocational off-site trainings in R&D organizations, resulting in a level of knowledge comparable to today's Bachelor level graduates of Armenian universities combined with practical skills and CV of a 1-year junior developer in modern IT/High-tech company. The main difference from classical Bachelors program is targeting professional career in the industry, rather than academic career. However it doesn't mean that the applicants are low-level technicians. Modern high-tech industry requires everyday effort in self-education (lifelong learning) due to constantly changing technologies, innovation, new fields, spheres, opportunities. The modern life is not divided into "learn" and "work" segments anymore, but is combining the work & learning process till the last day of the professional career. As a consequence, the classical approach to education (learn only) and to professional career (work only) is failing in XXI century. Our vision of XXI century high-tech organization is a combination of Research, Production and Education formats. An organization that lacks any one of these 3 components, will loose in competition to those who are doing their own innovation, that is close to their own production, and are educating their own staff by maintaining the internship logistics. Our mission is to implement such program in partnership with IT organizations in neighborhood of each RealSchool site. It includes expansion to rural areas of developing countries, helping local industry to upgrade to meet the challenges of innovative high-tech economy. The liberal arts program is following classical approach to education of a "free citizen" of a republic, i.e. provide understanding of the structure of the world, universe, civilization, economy, which is sufficient for the person to discover their mission for their life or at least for the next 7-12 years, and to develop their skills and knowledge towards fulfillment of that mission. The liberal arts program itself is built in a project-based approach. The projects used in this section of the curriculum are also real-life projects, i.e. they are not invented by professors for educational purposes but are chosen from the infrastructure projects and issues faced by the region/country/world. Examples of such projects for I and II grade students include: 1) Forest recovery, in cooperation with the Armenian Forestry Committee. Green industry projects. Reuse of materials. Effective ovens development. Effective usage of forests/wood in the industry and household. Biodegradable materials development and use in the small scale high-end production. 2) Study of ancient Armenian literature, classical Armenian language, terminology, in cooperation with prominent researchers in the field. Creation of fonts, spell-checkers, translators for modern dialects (western/eastern) of Armenian and classical Armenian. Localization of the GNU SW (Firefox, Thunderbird, OpenOffice, Xfce4, Gimp, Inkscape, etc). 3) Study of ancient musical notation systems and body movement (dance) notation systems, development of SW for musical and ethnographic studies, in cooperation with researches from Armenian Conservatory, institute of Komitas and Armenian song and dance academy. 4) Study of environmental health control and monitoring, development of measurement kits for air, water, soil and ether (electromagnetic) pollution, performance of the measurements and publication/awareness promotion projects 5) Study of information management systems, information security challenges, development of national standards for information age, upgrade of national institutions, ministries to reduce paperwork and use modern IT solutions 6) Study of macroeconomic and microeconomic field, legislation. Development of promotion programs and lobbying for making legislation more friendly towards innovation, startup, family-business and small/medium enterprises. 7) Study of pedagogical and epistemological issues in high-tech post-modern reality, development of extracurricular and curricular studies for middle-school and high-school students. Support and further development of Armath curriculum, in cooperation with original authors of Armath curicula. Augmenting Armath with radio-frequency, electronics, mechatronics and biochemical kits. In the fields of pedagogy and epistemology - the mission is to reconsider foundations of personal training, establishment, attachment and feeling of heartbeat of the civilization, world, universe for a modern human being. From our perspective the history of the epistemology and thought is split into segments of before XIV century (primarily descriptive science), followed by the birth of analytical methods and decomposition, until hitting the ground (subatom, genome, lexical elements) in the mid XX century, and starting the third phase - the age of synthetic science (syntetic materials, synthetic life forms, synthetic languages). At the same time this switch from analytical to synthetical coincided with demographic supernova burst: for ages the population on earth was < 1B, and in XX it jumped to 7B and continues growing. As in the case of supernova - and in general - any bifurcation point - it is hard to predict what will be the next state: the dwarf, black hole, or new star. It is easier to choose desired outcome and invest resources in achieving that outcome, rather than investing in analytical efforts to predict the outcome. Fundamental reconsideration of human beings attitude towards self, towards their planet, their civilization and the universe is due to protect new generation from storm of information they are facing from their birth time, and give them instruments to categorize, prioritize and filter that information, in order to extract the core values, build goals and obtain attachment to life that was "given" in in the past to a person by the life style, and now has became a major problem for new generation, which has hard time finding challenges outside the virtual world of social networks and network games. Parents cannot solve this problem alone. The system needs to be built by the state to help them. Our goal is to provide B2G consulting and active participation in building the new formats and curricula for different age groups. Our consortium has created the Armath program under this mission, is building the Real School program, and has started building the Academic Research Hub for the academic (fundamental research) field as well. Among these, the RealSchool in mid-term has the highest impact on our future.

Founded as a traditional community foundation in 1994, Incourage has evolved into a place-based philanthropic community steward, dedicated to and led by the people of rural Central Wisconsin. Over two decades, we have adapted our work to meet the complex needs of a region recovering from a severity of disinvestment that parallels that of central Appalachia. Today, Incourage plays many roles in community development: steward, convener, facilitator, trainer, researcher, grant-maker, fundraiser, investor, and advocate. We play these critical roles in an attempt to foster an environment in which residents believe that change-both cultural renewal and economic reinvention-can exist and thrive. Our mission is to cultivate an inclusive community that is open and productive for all, and simultaneously to build and diversify a sustainable, resilient local economy. We align these operational goals with our philosophical values of equity, opportunity, and shared stewardship. People are our most important asset and positive community change happens when individuals have the opportunity to realize their full potential. Residents who feel a sense of ownership, shared responsibility and shared destiny by virtue of a shared place are essential in shaping healthy, sustainable and inclusive economic growth. Two important theoretical frameworks guide all of our strategic endeavors: To help individuals and organizations learn to build the trusting relationships needed to mobilize for change, Incourage integrates tools and techniques from Adaptive Leadership, a practical framework for collective action in communities facing complex systemic challenges. Changing attitudes and behaviors can take years to achieve, and this model helps Incourage tackle the inevitable interpersonal challenges in that incremental process. Incourage also frequently invokes the idea of Connected Capitals- that effective placemaking requires harnessing all assets (or "capitals") that contribute to community health and prosperity: human, economic, environmental, social, cultural, moral and reputational. Many of rural Central Wisconsin's valuable resources were not previously integrated into the once thriving single-industry ecosystem that has now evaporated. By promoting a comprehensive view of community assets, and by spearheading innovative opportunities for cooperative investment, Incourage helps to strengthen cross-sector networks, fill gaps, and nurture a holistic local economy. Now is an especially exciting time for Incourage. Through our work, we have exposed weaknesses in the traditional structure of a community foundation in meeting the greater needs of a marginalized rural community in America. As we focus on creating a community that works well for all people, Incourage seeks long-term community transformation that addresses our deep history of wealth inequality. Specifically, we are working to transform the underlying social, political, cultural, and economic conditions in our community that have hindered access to opportunity and perpetuated the status quo. Community members who have benefited from decades of inequitable business-as-usual cultural norms actively resist our attempts to fuel change. Lessons learned have allowed us to more recently identify and define our role as a disruptor in the sphere of traditional philanthropic community development organizations. We remain committed to the radical idea that community-led philanthropy can drive the transformation of a sustainable, equitable region where all people can truly thrive, and we are now on the cusp of implementing a new, next level structure to leverage our impact and resources for the people we serve.

VISION To establish endurable modalities to improve the lives of the vulnerable population in conflict and disaster-affected areas through peace building and promotion of social-cultural and socio-economic multiplicity. MISSION Strive to inform and transform vulnerable population in conflict and disaster-affected areas through provision of humanity services towards sustainable development with focus on Holistic Education, Youth Empowerment, peace building, psychosocial support, games and sports, Food Supplements to Malnourished, Agricultural-Farming and economic empowerment. CORE VALUES All members of BC Global shall individually and collectively uphold to the common vision, mission and objective through A- Cohesion B- Inclusiveness C- Participation D- Transparency E- Integrity F- Commitment G- Professionalism H- Accountability OBJECTIVES 11.1.1 To promote environmental protection through recovery of ecosystems and conserve biodiversity. 11.1.2 To develop strong livelihood initiatives for community’s transformation. 11.1.3 To enhance the development of peaceful communities, less violent society through peacebuilding, education and development of interpersonal skills for handling relationships and conflict management constructively. 11.1.4 To improve the quality of life of young people by facilitating their access to resources needed for their socio-economic development. 11.1.5 To promote education by focusing on inclusive learning, capacity building and technical support. 11.1.6 To boost the capacity of persons with disabilities by providing for their physical, social and economic rehabilitation. 11.1.7 To promote counseling, raising awareness on health issues including corona virus, H.P B, HIV/AIDS awareness 11.2.4 Education i. Capacity building trainings for local communities-based education committees such as the Parents and Teachers Association, School Management Committees on their roles and responsibilities in primary and secondary schools in the refugee settlements and selected schools host community District. ii. Provision of scholastic materials for the pupils and teaching aids to the teachers to enhance learning for improved numeracy and reading thus achieving increased literate rate among refugee children and students in the settlements and host community schools. iii. Provide sanitary kits and towels for girl child enrolled in schools in the settlements and host community schools to increase enrolment and retention and education cycle completion. iv. Construction of makeshift and permanent classrooms and latrines in schools to create a better learning environment in the schools. v. Lobby for provision of furniture for pupils and teachers in primary and secondary schools in the settlements and selected host community schools. vi. Establishment of school gardens for learning and food security purposes. This will target schools with adequate land for agriculture. vii. Lobby and build partnership for school feeding program for the primary and secondary schools. viii. Lobby for the facilitation of life skills training for youth and women through community of practice approach where the learners are attached to practical learning in tailoring centers, garages, carpentry workshops, welding and metal fabrication workshops and block laying grounds. Challenges : Inadequate learning spaces, Inadequate qualified teachers, No alternative learning due to the pandemic, and No strategic plan or policy to ensure the return of the children to learning Water and sanitation I. Carry out periodic water and sanitation surveys for up-to-date data for intervention measures. II. Clean water, sanitation & hygiene promotion. III. Participate in the annual sanitation week through sensitization meetings by organization an annual water and sanitation dialogue. IV. Create awareness in the settlements, rural and urban host communities on good health and hygiene practices to ensure healthy and good public health in the community. V. Advocate and lobby for safe water sources and clean water use for human use and other domestic chores. VI. Organize and participate in the organization of world water day 11.2.3 Health, nutrition and behavioral change i. Promote and facilitate maternal health through sensitizations, linkages and support to manage mothers in labor. ii. Disseminate public health education through the use of different media and languages for improved health seeking behavior. iii. Promote and facilitate voluntary HIV/AIDS, Hepatitis and other sexually transmitted Infections. iv. Construct, equip and operationalize trauma centers to rehabilitate trauma victims in the refugee population and host communities. v. Organize sensitization meetings through radio talk-shows, face to face meetings and forum plays on trauma healing methods. vi. Organize dialogues on dangers of drug, substance abuse, drug substance business, its effects and document the discussions for future sharing. vii. Promote use of community-led health initiative for increased latrine use in the refugee settlements and host communities to achieve reduction in open defecation. viii. Facilitate a referral mechanism for trauma victims among refugees and host communities for better management of the victims. ix. Conduct settlement and host community reproductive health clinics for refugees and host communities in West Nile. x. Organize trainings and dialogues on road safety. Challenges: Incapacitated health units, scarcity of drugs and medical equipment, inadequate healthcare personnel, Distanced healthcare units/centers from other bomas, and Tsetse flies infestation 11.2.2 Agriculture and Farming, Activities under livelihood i. Improve equitable and sustainable livelihoods for smallholder farmers in Jebel Lado Payam and refugee’s camps in Northern Uganda with a particular focus on the empowerment of women and young men. ii. Support smallholder farmers with microloans to improve food security. iii. Empower and resilient agricultural producers capable of adapting to climate change and supplying products of high quality and in quality to access formal markets. iv. Formation and training of community-based farmer on extension agricultural training that involved agricultural mechanization engineering, group management, record keeping and meeting management. These groups shall target women, youth and the engendered groups with a mix of all males, female across age, ability and status. v. Training of refugee and host community farmers on good agricultural practices and climate smart agriculture and livestock farm management. This is intended to maximize output quality and reduce on input wastage and ensure operation on optimal capacity. vi. Promotion of urban and green house vegetable farming in main towns to increase access to home grown vegetables. Common and easily obtainable and cheap planting materials such as old tyres, old buckets and sacks to mention. vii. Carry out qualitative and quantitative baseline surveys on food security, agricultural needs, agricultural input prices to inform the stakeholders with credible and an updated information. viii. Carry out livestock vaccination and treatment against common livestock diseases and outbreaks that require emergency response. ix. Emergency farm kit distribution including seeds, tools and fishing gears to the affected communities. Water resources Water resources in South Sudan comprise two main sources rainfall and River Nile which falls from Uganda. Rainfall in South Sudan decreases from the South to the North. The country suffers from many ecological crises such as a chronic shortage of freshwater over the country, drought, and desertification in the higher east part of the country. Rural South Sudanese are forced off their land by changing landscapes and a lack of agricultural production. Demand for water is increasing, but its availability to the country’s inhabitants remains low. BC Global Source of Funding: Most of the farmers in South Sudan have low levels of saving where microfinance institutions lack credit to loan the farmers. We are seeking a source of funds for agriculture and farming to improve the socio-economic status of the local communities. 11.2.5 Peace building i. Carry out sensitization meetings on land use and peaceful coexistence for sustainable production. ii. Recruit and train community and settlement-based peace ambassadors to carry out routine peace building messages. iii. Establish local community-based radio powered with battery to amplify story telling by refugees and host communities’ messages. iv. Initiate and facilitate peace promotion meetings among refugees, host communities, local governments and service providers. v. Form and facilitate inclusive school level peace clubs to organize school plays, peace messages during activities in the schools. Inclusion: There is a need for intervention from both government organizations and other development partners to ensure that these communities are supported. Posted by: Francis Limbe, The President of BC Global www.bcgfederation.org info@bcgfederation.org Tel.: (909)618-8336

The Dallas Holocaust And Human Rights Museum Is Dedicated To Teach The History Of The Holocaust And Advance Human Rights To Combat Prejudice Hatred And Indifference.

TO PROMOTE PEACE, EDUCATION, HUMAN RIGHTS, AND TO FIGHT EXTREME POVERTY IN AFRICA.