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STAFF AND OFFICES
INTRODUCTION: BRIDGING SOCIAL AND ECONOMIC DIVIDES TO OVERCOME POVERTY AND INCREASE EQUITY
OUR NETWORK, PARTNERS AND PROGRAMS
SOUTHEAST ASIA: FOUNDATIONS WORKING TO SOLVE LOCAL AND NATIONAL PROBLEMS
Community foundations in the Philippines, Thailand and Indonesia are fostering collaboration among civil society, local government and business to address development challenges.
FDC: RAY OF HOPE FOR MOZAMBIQUE’S FUTURE
The country’s ﬁrst grantmaking foundation enables Mozambicans to help themselves.
LEADERSHIP THAT BRIDGES DIVIDES: CONNECTING DIVERSE INTERESTS FOR COMMON GOOD
Synergos convenes a global task force that develops tools to teach skills needed for successful collaboration.
GPC TRIPS TO SOUTHERN AFRICA
Global Philanthropists Circle member trips leave an indelible impression, forging alliances and transforming philanthropy.
COVER: Amelia’s Home for Abandoned Children, a program in Cape Town, South Africa, supported by Ikamva Labantu and the Rupert family, that Global Philanthropists Circle members visited.
ABRINQ: DEDICATED TO THE RIGHTS OF BRAZIL’S CHILDREN AND ADOLESCENTS
The Abrinq Foundation bridges social and economic divides to protect the rights and improve the lives of Brazil’s children.
ESQUEL: ECUADOR’S MODEL FOUNDATION
An innovative organization uses new approaches in Ecuador’s struggle to reduce poverty and promote sustainable development.
AN INFORMATION SOURCE ON PHILANTHROPY, SOCIAL INVESTMENT AND BRIDGING DIVIDES
US-MEXICO BORDER: COMMUNITY FOUNDATIONS AS CHANGE AGENTS
A unique partnership tackles social and economic problems along the US-Mexico border.
UNIVERSITY FOR A NIGHT
SENIOR FELLOWS: CATALYSTS FOR CHANGE
39 BOARD OF DIRECTORS 40 DONORS 42 SUMMARY FINANCIAL REPORT
(as of October 1, 2003) Staff members are based at our main ofﬁce in New York City unless otherwise indicated.
THE SYNERGOS INSTITUTE 9 East 69th Street New York, NY 10021 USA Tel +1 (212) 517-4900 Fax +1 (212) 517-4815 email@example.com www.synergos.org
EXECUTIVE OFFICE S. Bruce Schearer President Eric Martin Associate Kelly Pitoscia Executive Assistant to President & Chair
COUNTRY PROGRAMS David Winder Director, Country Programs Natasha Amott Associate, Southeast Asia Jaqueline Castro-Fuentes Assistant to the Director Hilda Gertze (Based in Cape Town, South Africa) Assistant to the Regional Director, Southern Africa Judy Harper (Based in San Diego, CA, USA) Associate Director, US-Mexico Border Philanthropy Partnership Candace A. Lessa (Based in Rio de Janeiro, Brazi) Associate, Brazil Cristina Parnetti Associate, Latin America Andrea J. Rogers Associate, Southern Africa Silvia Siller Associate, US-Mexico Border Philanthropy Partnership Barry Smith (Based in Cape Town, South Africa) Regional Director, Southern Africa Shari Turitz Deputy Director, Country Programs Maria Gisela Velasco Regional Director, Southeast Asia (Based in Quezon City, the Philippines) Philip Walsh Associate, Mexico
BRAZIL COUNTRY OFFICE Rua Dias Ferreira 64 Sala 306 Leblon Rio de Janeiro, RJ 22431-050 Brazil Tel/Fax (55-21) 3205-8721 firstname.lastname@example.org
SOUTHEAST ASIA REGIONAL OFFICE Rm. 207 - Center for Social Policy & Public Affairs Social Development Complex Quezon City 1108 The Philippines Tel +63 (2) 426-6001 local 4647 Fax +63 (2) (+632) 426-5999 email@example.com
s our name suggests, at The Synergos Institute we believe in the transformative power of collaboration among people and organizations to bridge the divides that prevent successful resolution of poverty-related problems.
We are fortunate to work with an array of talented partners who are also committed to bridging social and economic divides. Our broad network of contacts in different regions and sectors of the world enables us to play a convening role to bring different groups to the table in an atmosphere of trust and mutual respect. Our committed and talented staff offers guidance and support and brings expertise to particular problems where it is needed. Diverse donors provide essential support for our work. But it is our partners at the local and national levels who undertake the important initiatives outlined in these pages, initiatives that are having a real impact on the quality of life and access to livelihood in multiple communities around the world. Beyond the individual initiatives you will read about here, however, Synergos and its partners are developing and reﬁning an approach to bridging divides that will be available to many other groups around the world. We happen to focus on foundations as key bridge builders in many societies. As institutions that are conveners, funders, capacity builders and advocates, comprised of diverse boards of trustees with reach into many segments of society, they have a particular combination of attributes that makes them well-qualiﬁed for this task. But we also recognize the potential for many other organizations and individuals to play similar bridging roles. Our work to build partnerships to bridge divides extends to such other players as well. And our work with philanthropists to enable them to be more strategic in the application of their funds and their access and talents also leads us in this direction. It is our profound privilege to witness the remarkable – and often unexpected – results that occur when individuals committed to positive change join forces to build stronger and more self-reliant communities and institutions. Synergos serves as a catalyst for this change and for the creative connections across civil society, government and businesses that can lead to it. This report covers a selection of our work in 2002 and early 2003 with a sample of our partners; future editions will examine work with other partners. We invite you to examine these pages and to visit our website (www.synergos.org) for additional information and inspiration as to how you too can engage in bridge building for a better world. We encourage you to contact us with questions and ideas and hope that we can ﬁnd ways of working together. Sincerely,
FOUNDATION BUILDING John Heller Deputy Director, Foundation Building Services Christine Yu Associate, Foundation Building Services
GLOBAL PHILANTHROPISTS CIRCLE James M. Brasher III Director, Global Philanthropists Circle Beth H. Cohen Associate Director, Global Philanthropists Circle Helen R. Knapp Associate, Global Philanthropists Circle Anjana Pandey Assistant, Global Philanthropists Circle
BRIDGING DIVIDES Steven Pierce Senior Advisor for Bridging Leadership Sayyeda Mirza Associate, Bridging Divides
SOUTHERN AFRICA REGIONAL OFFICE PO Box 8047 Roggebaai 8012 South Africa Tel +27 (021) 421-9788 Fax +27 (021) 425 0413 firstname.lastname@example.org (Visiting address: 10th Floor, ABSA House Thibault Square Cape Town 8001 South Africa)
DEVELOPMENT & COMMUNICATIONS James M. Brasher III Director, Development & Communications Jessica Feinman Associate, Capital Campaign Forest Michaels Development Assistant Jean M. Reilly Associate, Institutional Development for Programs Andrew Sillen Campaign Director John Tomlinson Associate Director, Public Affairs
US-MEXICO BORDER PHILANTHROPY PARTNERSHIP OFFICE 921 25th Street San Diego, CA 92102 USA Tel: +1 (619) 234-6630 Fax: +1 (619) 230-1937 email@example.com www.borderpartnership.org
OPERATIONS Janet Becker Director, Operations Jerry De La Espada Facilities Management Coordinator Steve Ferrier Associate, Information Technology Joanne Hirschberg Associate Director, Human Resources & Administration Lucy Lam Staff Accountant Zaid Mohammed Associate Director, Finance
Peggy Dulany Founder and Chair
S. Bruce Schearer President
Ray of Hopefor
Graça Machel, co-founder and Chairperson of the Foundation for Community Development and former first lady of Mozambique and South Africa.
he history of Mozambique is fraught with colonialism, internal conflict and famine. A Portuguese colony for almost 500 years, Mozambique achieved its independence in 1975 after a fiveyear, hard-fought war. That struggle was followed by 15 years of foreigninfluenced war. A UN-brokered settlement brought peace in 1992, but the consequences of the wars were devastating. Almost a million Mozambicans died during the fighting and from famine caused by a severe drought.
It is one thing to help an individual – another to build an institution that helps thousands.
– Graça Machel, Chairperson, Foundation for Community Development
Landmines littered the landscape. The country’s children were deeply affected. Healthcare delivery was minimal, creating a fertile environment for the spread of HIV/AIDS. The nation’s economy and infrastructure were ruined. Today, tremendous poverty persists, but Mozambicans are pulling their country back together. One of the rays of hope in Mozambique emerged thanks to the vision of Graça Machel, widow of Mozambique’s ﬁrst president, and other Mozambican leaders. She decided to create a private grantmaking foundation that would enable Mozambicans to help themselves. Synergos worked with her to make the dream a reality.
SYNERGOS PROVIDES SUPPORT TO LAUNCH THE DREAM
In the late 1970s, President Samora Machel invited David Rockefeller to Mozambique to discuss the government’s opening to relations with the West. With Rockefeller was his daughter Peggy Dulany, who became friends with the President and his wife Graça Machel. When President Machel died in a plane crash in 1986, Dulany, who spoke Portuguese, ﬂew to the funeral in the capital city of Maputo to be with her friend. In 1990, Mrs. Machel was Mozambique’s Minister of Education. When she left that post, the “mother of the country” formed MOZAMBIQUE an indigenous nonPopulation: governmental 17.9 million organization (NGO) Avg. annual income: – the Association for $210 C o m m u n i t y Population below Development the poverty line: (ADC). At that time, 70% /2001 est. the only NGOs in UN Human the country were forDevelopment Index rating: 170 out of 175 eign. She contacted Dulany, who had Life expectancy at birth: 31.3 years founded Synergos in Death rate: 1986, to talk over 30 deaths/1,000 the idea. Synergos had recently assisted the Esquel Group in
Ecuador transform from an NGO into a foundation. After hearing the story of Esquel, Mrs. Machel believed that the time was ripe for such a foundation in Mozambique. A large percentage of the nation’s budget came from foreign aid, but all the money ﬂowed directly to the government or international NGOs. The goal was to create a local, indigenous grantmaking and programming entity that would mobilize local resources, attract foreign money, and serve as an intermediary between donors and communities in need. Synergos introduced Machel to American philanthropists and provided assistance in developing proposals for initial support. The John D. and Catherine T. MacArthur Foundation funded the organization’s feasibility study and startup. Other funding came from the government through a debt forgiveness program. And ADC’s founding members raised money inside Mozambique. “[A]ll of us contributed money to what is now the endowment,” says Graça Machel. “We asked friends, people we knew, for money, and we contacted some businesses. We wanted to send a clear message that Africans – Mozambicans – want to be in charge and in control, because, no matter how small the sums of money were, it was coming from Mozambican hands.”
MAKING THE DREAM A REALITY
In 1994, ADC became the Foundation for Community Development (FDC – Fundação para o Desenvolvimento da Communidade), Mozambique’s first endowed grantmaking foundation. “It is one thing to help an individual – another to build an institution that helps thousands,” says Mrs. Machel. “The creation of the Foundation for Community Development in Mozambique was a pivotal intervention in our country.” FDC is the only social and economic development foundation in Mozambique, funding and operating programs in nine of Mozambique’s ten provinces. It develops and builds the capacity of NGOs and community-based organizations so they can be instruments of poverty-eradication and social
justice. In addition, FDC mobilizes resources by building bridges between individuals, donors and the nonprofit, public and private sectors. The organization now has 30 international donors, whose funding has allowed FDC to build a strong, professional staff and develop effective, high-impact programs. It has created service delivery systems in education, health and disaster recovery, some of which the government is replicating. In the past eight years, FDC has mobilized more than $11 million, which has helped fund more than 100 social development initiatives. These programs have directly benefited 35,000 Mozambicans, indirectly benefiting many more. Each year, FDC funnels more than $2 million in grants to local communities.
SYNERGOS’ PARTNERSHIP WITH THE MOZAMBICAN FOUNDATION
With funding from the US Agency for International Development (USAID), the W.K. Kellogg Foundation and the Charles Stewart
Mott Foundation, Synergos has provided FDC with a full range of capacity building technical assistance – strategic planning, board development, grants management, ﬁnancial operations, staff development, evaluation and outreach through one-on-one interactions, as well as workshops. In turn, Synergos has learned from the FDC’s experiences, using this knowledge to help other foundations around the world. With support from Synergos, FDC has enhanced its fundraising capability; established ﬁnancial systems; and created a broad, effective outreach program to donors and other stakeholders. In an example of how Synergos has continued to support FDC in its efforts to strengthen its institutional capacities, Synergos Senior Fellows (see page 28) Sandra Libunao (the Philippines), Antonio Carlos Martinelli (Brazil), and Len le Roux (Namibia) were part of a team that assisted FDC to develop its five-year strategic plan. The process included a highly participatory eval-
Children at a school renovated with support from FDC and UNICEF.
uation, involving FDC’s Mozambican stakeholders, which made “a unique contribution to FDC’s experience,” according to Libunao. The evaluation provided information on where the organization is efﬁcient and effective and where it needs strengthening. It highlighted key successes and identiﬁed factors that need to be improved to produce lasting change. It also gave FDC a better sense of the perspectives of donors, partners and stakeholders – knowledge that will help the organization refine its programs and services.
FOCUSING ON PREVENTING AND COPING WITH THE EFFECTS OF THE HIV/AIDS EPIDEMIC
FDC is in the forefront of HIV/AIDS education, prevention and healthcare in Mozambique. It was selected by USAID to implement a three-year, $11.5 million project to prevent and combat HIV/AIDS. The project – Development Corridor of Hope – marks the ﬁrst time that Mozambican local and national HIV/AIDS organizations are working together in a coordinated, comprehensive manner on projects ranging from information dissemination and education to healthcare delivery. The grant “…will enable FDC to create internal capacity to deal with the problem of HIV/AIDS in a more profound way,” says former FDC Executive Director Carlos Fumo. “It is the ﬁrst time that USAID funding has gone to a Mozambican national NGO, which means both tr ust and a tremendous shift that is highly commendable. This kind of approach enables Mozambicans to solve their own problems.” Development Corridor of Hope targets individuals and communities along the Maputo Development Corridor – a critical road and rail link between Mozambique and South Africa. It distributes HIV/AIDS prevention materials, encouraging safe sexual practices. It also improves healthcare for
those with the disease and provides education that helps reduce the discrimination they face in their local communities. Women and children are bearing the brunt of HIV/AIDS in Mozambican society. On the outskirts of Maputo, women are caring for 400 orphaned and vulnerable children – children who are either HIV/AIDSinfected, have lost at least one parent to the disease, or have parent(s) who are dying. Reencontro, a community-based initiative of 15 community activists, provides a wide range of services to the children – who range in age from infancy to 18. Services include weekly food rations, educational materials, counseling on living with HIV/AIDS, AIDS prevention, and home-based care for HIV/AIDS-infected infants and parents. The network has been primarily self-sufﬁcient. Each member contributes $50 whenever she can. FDC works with Reecontro on programming and fundraising goals. Increased funding will permit expansion of services. School Free of HIV (Êsh! – Escola Sem HIV) assists students and teachers in planning and implementing HIV prevention programs in 45 primar y and secondar y schools in the Maputo area. FDC assists each school to develop its own strategy and activities aimed at increasing knowledge and access to information about HIV/AIDS and sexually transmitted illness. The program was started in 2000 and in 2001 expanded to ten secondary schools in the northern province of Nampula, which has few prevention programs due to a low HIV-infection rate. FDC created Lessening the Impact of HIV/AIDS for Women and Children to reduce the impact of HIV/AIDS on families in southern Mozambique. The rapid spread of the disease in the area is twice that of anywhere else in the country. Without such a program, the organization feared that the number of area AIDS orphans – 33,034 in 2000 – could multiply to 210,000 by 2010.
Partners in Southern Africa
Besides FDC, we work with several other partners in Southern Africa including the Southern African Grantmakers’ Association (SAGA), and The Community Foundation for the Western Region of Zimbabwe (WRF). SAGA has more than 85 members – corporate and international donors, local private foundations, grantmaking NGOs, community foundations, and government funding agencies. SAGA programs fall into four areas – leadership and innovation, networking and coordination, information and communication, and professional development and training. Together with Synergos, SAGA has offered regional workshops, conferences and Senior Fellow consultancies that enhance local grantmaking organizations’ capabilities. Synergos played a key role in WRF’s founding in 1998. WRF funds community development programs throughout the western region of Zimbabwe. Its priorities are women’s economic empowerment, youth development, rural agriculture, water and education. Hands-on grantmaking ensures viability of local projects. We have been working with WRF since its commencement and supported it through donor linkages, international Senior Fellow consultancies, and technical assistance to the staff and board. Staff and board members of SAGA and WRF have served as Synergos Senior Fellows.
A PARTNER IN PROGRAMS THAT MAKE A DIFFERENCE: HEALTHCARE DELIVERY
Since its inception, FDC has worked to improve healthcare delivery in Mozambique, especially in rural areas beyond Maputo. Through a unique partnership with VillageReach, a US-based nonprofit organization, great progress is being made in the provision of children’s vaccinations. It is estimated that Mozambique’s national vaccination rates are just 61 percent for DPT-3 (Diptheria-Pertussis-Tetanus) and only 56 percent for polio. The rates for rural Cabo Delgado and Nampula provinces, some 900 miles north of the capital, are even lower, with DPT3 rates in Cabo Delgado estimated at 29 percent. Local health facilities in this area were frequently short of critical vaccines, medicines and supplies. To make matters worse, even when they did have vaccines, the clinics’ kerosene-powered refrigerators were typical-
ly either broken or out of fuel. Lack of refrigeration meant that, too often, vaccines that could save lives were instead spoiled. Between 45 and 55 percent of the population live more than two hours from the nearest clinic. Often they would make the walk only to get poor quality or no service. FDC was interested in adapting southern Mozambican healthcare systems to function in the north. Its goal was to ensure that people who arrived at the clinics got service. This, in turn, would increase conﬁdence in healthcare delivery. Blaise Judja-Sato, VillageReach founder and President, actively worked to raise funds for FDC in the United States in 1999. A telecommunications executive, he traveled to Mozambique in 2000, delivering resources he had mobilized for ﬂood victims. When he returned, he decided to dedicate his future to improving life in remote communities. “The ﬁrst person I called was Peggy Dulany,” says Judja-Sato. “She provided guidance to smooth my transition; and since
1975 1977 1990
Mozambique achieves independence from Portugal Foreigninﬂuenced warfare begins
1995 1996 1999 2000 2001 2002
FDC programs help build schools and strengthen local NGOs FDC & Synergos organize major conference on business involvement in social development FDC’s programs reach 9 of Mozambique’s 10 provinces Synergos strengthens FDC staff skills through internship program USAID chooses FDC to implement major HIV/AIDS prevention program
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Talks begin to end warfare. Peace Graça Machel and other visionary agreement signed Mozambicans found the Association for Community Development (ADC) ADC becomes the Foundation for Community Development (FDC) – Mozambique’s ﬁrst grantmaking foundation FDC’s annual grantmaking level reaches two million dollars
Fighting HIV/AIDS in Southern Africa
HIV/AIDS is devastating Southern Africa, decimating families and leaving orphaned children to fend for themselves. Close to 28.5 million people in the area are HIV-infected. Synergos has brought together regional grantmakers, HIV/AIDS service organizations, and government and nonproﬁt representatives to address the crisis in a coordinated way. In 2000-2001, we conducted a study assessing the size and scope of alreadyexisting programs – their approaches, potential for expansion, and capacity needs. The study recommended establishing a regional HIV/AIDS grantmakers initiative to develop and implement common regional grantmaking strategies, channel funds to local projects, and build the capacity of community-based and non-governmental organizations. The group would also play a leadership role in inﬂuencing government policy. At a 2002 meeting organized by Synergos, the Southern African HIV/AIDS Intermediary Grantmaker Collaborative (SAHIC) was born – made up of organizations from Mozambique, Namibia, South Africa and Zimbabwe. SAHIC’s mission is to help stem the spread of HIV/AIDS. Synergos works with SAHIC to enhance collaboration; foster regional programs; develop “best practice” regional models; and bridge divides between public, private and nonproﬁt sectors.
percent in the first six months. A streamlined distribution system has been set up for rapid delivery of critical vaccines, medicines and medical supplies. It has its own ﬂeet, which makes regular deliveries to remote facilities, working with the government to reach 42 clinics serving more than 900,000 people. In order to secure the availability of LPG being used in the clinics, FDC and VillageReach established VidaGas, a local distribution company. FDC owns 52 percent of the company. VidaGas provides the Ministry of Health, small businesses, and homes with a reliable supply of nontoxic fuel. This energy alternative not only improves overall health service delivery, but also reduces the negative impact of current fuel sources – wood, charcoal and dung. Profits from the sale of LPG should gradually cover the costs of project operations and help sustain local VillageReach operations.
Installation of new LPG-powered refrigerators in 30 clinics reduce vaccine spoilage (above), while new vehicles ensure improved fuel and medical supply distribution to remote facilities (right).
installing clean-burning, liquid petroleum gas (LPG)-powered refrigerators in 30 clinics. It has also installed LPG lamps, sterilization facilities, and needle-disposal equipment. Vaccine spoilage has been reduced; injections are safer. Clinics in which babies were too often delivered in the dark now offer safer deliveries just because of the availability of illumination. One hundred health workers and local staff have been trained to properly operate and maintain the new equipment. In some districts served by the project, voluntar y immunizations increased by 40
then, she and Synergos staff have provided me with valuable support and introduced me to potential funding sources and experts.” In 2002, FDC and VillageReach signed a five-year agreement with the Mozambican Ministr y of Health for the Nor ther n Mozambique Project, which provides logistical healthcare services in Cabo Delgado province. The project has developed a cold chain,
Synergos continues to be a committed, supportive partner to the foundation. We share the organization’s core values and work to strengthen its capacity and help it achieve its goals.
– S. Bruce Schearer, President, The Synergos Institute
Describing FDC, Judja-Sato says, “The organization is a strong, well established partner with known capacity. The long-term sustainability of the model is critical. We wouldn’t have been able to do this without FDC.” FDC provides funding and manages relationships with the government. It also educates local communities about the project and enlists community leaders’ support – increasing trust in the health system and demand for higher quality services. Ultimately, FDC will manage the program. Exp a n s i o n i s p l a n n e d to a r e a s i n Ca b o D e l g a d o a n d n e i g h b o r i n g Na m p u l a province. “In FDC’s healthcare delivery area, in its other program areas, and in its institutional development, Synergos continues to be a committed, supportive partner to the foundation” says Schearer. “We share the organization’s core values and work to strengthen its capacity and help it achieve its goals.”•
The provision of liquid petroleum gas not only improves health service delivery, but also reduces the negative impact of current fuel sources such as wood and dung.
Abrinq: Dedicated to the Rights of Brazil’s Children and Adolescents
n 1990, Brazil passed progressive legislation in support of children’s rights. That same year, the Brazilian Association of Toy Makers, intent on ensuring the implementation of the new law, created the Abrinq Foundation for Children’s Rights (Fundaçao Abrinq pelos Direitos da Criança e do Adolescente). Abrinq has been in the forefront of the cause of children’s rights ever since, using innovative approaches to improve the lives of Brazil’s children. Synergos and Abrinq share a common mission – bridging social and economic divides to overcome poverty and increase equity.
A Unique Foundation, A Model Organization
From the outset, Abrinq was unique in Brazilian society. While the country was only beginning to establish a formal philanthropic infrastructure, Abrinq inaugurated a new model – an independent organization with the capability to mobilize resources for social justice. Abrinq aims to engage the broader society in making children and adoles-
cents “the absolute priority” on the nation’s agenda. For example, in one of its successful campaigns to reduce illegal child labor, it has mobilized citizens to expose companies that break the law, while also engaging international actors such as UNICEF and the International Labour Organization in the effort. It is also committed to promoting and developing visible actions and programs that can be disseminated and replicated throughout Brazil. Abrinq is not just an organization. It’s a brand. Known throughout the country, the foundation has communicated its message using advertising, events, and the media – increasing both its visibility and its impact. What makes Abrinq special? Its roots are in the private sector. Many board members are entrepreneurs, which has allowed the foundation to capitalize on its superior connections within the business community. By using business management principles and contacts in the private sector, it has opened doors that would otherwise remain shut. Its programs are highly effective and widely admired. Membership is open not only to businesses but
also to individuals. Abrinq has hired professional fundraisers to approach businesses, giving them a variety of options for involvement in the foundation’s work – membership, partnership and program-related collaboration. This partnership approach has helped Abrinq mobilize financial resources and work with companies, organizations and individuals to achieve the foundation’s objectives and successfully run its programs. Partners help fund, manage and disseminate Abrinq’s programs and projects. They also provide technical assistance, resources, products or services. Program-related collaborations mobilize the corporate sector behind a particular children’s issue, generating ﬁnancial and material support for Brazil’s children while promoting child-friendly business practices. Abrinq’s ﬁrst program was the Our Children initiative, which was aimed at getting children and adolescents off the streets. The concept was simple: contributors gave $50 each, which in turn was given to institutions so they would open new slots for homeless children. As the program grew, the foundation planned for the next step – creation of new institutions to house the children. By 2002, Abrinq had 14 active programs and projects.
Partnering with Abrinq to Advance its Mission
Our partnership with Abrinq began in 2000. “Organizations are constituted by people, reflecting their beliefs, values and commitments. The Synergos Institute is a sympathetic and respectful organization committed to the improvement of the lives of individuals living in countries where the poverty level is unsustainable,” says Ruben Naves, Abrinq’s president. “It effectively fulfills its mission of promoting synergy between individuals who are willing to help and those who need help. Synergos support is very important for Fundação Abrinq in achieving its results.” Members of the Synergos Senior Fellows program (see page 28) consulted with Abrinq in 2002 to help strengthen its operations. They included: s Achmat Dangor (South Africa), a specialist in setting up funds, who ran a workshop on endowment building s David Smith (Jamaica), an independent consultant on environmental manage-
ment, who participated in a board development workshop s Len le Roux (Namibia), an expert in ﬁnancial sustainability of foundations, who was also involved in the board development workshop. Abrinq, Synergos and the International Youth Foundation were the sponsors of an international seminar in São Paulo in September 2002 on Evaluation, Systematization and Dissemination of Social Projects. The audience was made up of 350 representatives of the nonproﬁt sector – grassroots organizations, associations and foundations, government agencies and private companies, primarily from Brazil, with some attendees from elsewhere in Latin America. Presentations were made by international specialists, including Achmat Dangor, who gave the keynote address. Bernardo Toro, a Senior Fellow from Colombia, also participated. Through our Brazil ofﬁce, Synergos works hand-in-hand with Abrinq, assisting the foundation with funding and operational issues. “Year after year, The Synergos Institute has been perfecting its role as a mediator of the relationships between organizations of distant countries,” says Ana Maria Wilheim, Abrinq’s then Superintendent, “bringing us together through new skills and reflections about organizational social practices focused on human development.” At the same time, Synergos’ programs have beneﬁted greatly from our relationship with Abrinq. Wilheim is a Synergos Senior Fellow, sharing Abrinq’s experience at engaging the public, government and the business sector in addressing pressing social issues. One of Abrinq’s founders – Helio Mattar – addressed these issues at University for a Night 2002 (see page 19). And more generally, we are
The Synergos Institute is a sympathetic and respectful organization committed to the improvement of the lives of individuals living in countries where the poverty level is unsustainable.
— Ruben Naves President, Abrinq
BRAZIL Population: 182 million Avg. Annual Income: $3,070 Population under 14: 27.1% Population below the poverty line: 22% Income Disparity: Sixth most unequal in income distribution in the world
working to share Abrinq’s innovative approaches with foundations around the world.
[Synergos is] a mediator of relationships between organizations of distant countries, bringing us together through new skills and reflections.
the Guide to municipalities, also making it available on its website. Seminars for ChildFriendly Mayors were held in São Paulo, Child-Friendly Programs Porto Alegre, Belém and Recife. Databanks That Make a Difference were also made available to help support Abrinq’s “child-friendly” programs focus on municipal governments’ self-analyses and both the private and public sectors. action plans. Empresa Amiga da Criança (Child-Friendly The Presidente Amigo da Criança (ChildCompany) aims at engaging companies in social Friendly President) program was launched in action with an emphasis on stopping child la- 2001 to obtain the commitment of presidenbor. By becoming a Child-Friendly Company, tial candidates to making the well-being of businesses earn the right to use a special “Child- children a priority on the national agenda. Friendly Company” seal on their product pack- All four main presidential candidates pledged aging. Currently, to do so. After the election, President-elect there are 587 such Luiz Inácio Lula da Silva agreed to present, businesses through- within six months of taking ofﬁce, an action out Brazil. These plan to achieve the goals set by the UN Specompanies have in- cial Session for Children’s “World of Chilvested $34.2 million dren” agreement. Abrinq used this program in health, education, to launch a communications campaign to social and other raise public awareness about the rights and projects for children needs of children and adolescents. and adolescents. In 2002, Abrinq inaugurated the Prêmio They also have do- Criança (Child Award), a program to identinated $1.3 million fy and replicate initiatives that protect toward funds for the Brazil’s children and adolescents. Competirights of children tion for the award was ﬁerce – 293 organizaand adolescents. tions registered their programs, which had The Preifeito to be in the areas of infant and expectant Amigo da Criança mother health, family and community life, child education, and prevention and combating of domestic violence. Sixteen finalists were chosen, from which four received the award. —Ana Maria Wilheim, former Superintendent, Abrinq Abrinq is documenting the winning initiatives so (Child-Friendly Mayor) program promotes gov- that they can be replicated. ernmental support for policies that protect Other Abrinq programs are in the areas of children and adolescents. In 2001, all Brazil’s reading, educational innovation, youth citizenmayors received the Child-Friendly Mayor ship, and volunteerism. Guide, which proposes that mayors make chilAbrinq’s 2002 Annual Report answers the dren and adolescents a priority in their admin- question “What does being child-friendly istrations. mean?” through the voices of children. One reThe nation’s mayors responded, with 1,542 sponse came from an indigenous 15-year-old signing a pledge to follow the Child-Friendly boy, whose answer was “Cherohaih” – “love” in Mayor program. Each signatory received a copy his native Guarani language. of the Map of Childhood and Adolescence. This As Abrinq’s chairman and its president tool helped municipalities evaluate their cur- suggest, “Love children and the world will be rent programs, determine government goals, a better place for everyone.” and draw up an action plan. Once a mayor reOur partnership with Abrinq complements turns the map and action plan to Abrinq, he or our other efforts in Brazil, where we work she becomes part of the Child-Friendly Mayor with Instituto Rio, GIFE (the Group of InstiNetwork. When action plans are validated, the tutes, Foundations and Enterprises) and other city receives a “Child-Friendly Mayor” seal. partners to strengthen philanthropy and In 2002, Abrinq continued to distribute bridge divides. •
Social Investment and Bridging Divides
An Information Source on Philanthropy,
ynergos is a major resource for knowledge on best practices in philanthropy and social investment around the world. A key element of our work is collecting and synthesizing information on the development and operation of foundations around the world, as well as on ways to bridge social and economic divides. Research is conducted in cooperation with our Senior Fellows and partners and results in learning materials designed to make a difference.
The Synergos website is a trove of information, containing tools, articles, reports and bibliographies that can help foundations strengthen their operational capacities. The Global Philanthropy & Foundation Building site (www.globalphilanthropy.info) is the center for information- and experience-sharing among organizations. In 2002, the site averaged 49,000 page views a month. It contains: s A knowledge base of best-practice experiences from foundations around the world, accompanied by supplementary research s A database of foundations operating in Latin American and Southeast Asian countries. Also on the website is a members-only Senior Fellows Community Area, through which Fellows share the tools and other information they use in providing services to foundations around the world. We produce publications in English, Spanish, Portuguese and, with the help of our partners, other languages. An example is the upcoming resource book on Southeast Asian foundations entitled Financing Development in Southeast Asia, written with the support of the Sasakawa Peace Foundation; portions are being translated into Bahasa Indonesian and Thai. In 2002, new publications included a series of National Directories of Civil Society Resource Organizations on Indonesia, the Philippines and Thailand. We also continued to distribute the Foundation Building Sourcebook to groups around the world in English and Portuguese; translation into Spanish is underway.
Feature stories from 2002 issues of Global Giving Matters include:
“American India Foundation – Long Distance Philanthropy Brings Donors Closer to Home” “John Michael Forgách – Giving Globalization a Human Face” “Philanthropy Across Generations – Proﬁle of the Flora Family Foundation” “Supporting Innovation in Afghanistan – The Experience of the Aga Khan Development Network” “José Ignacio Avalos Hernández – Full-time Philanthropist with a Businessman’s Mind-Set”
Global Giving Matters
Global Giving Matters is our bimonthly online newsletter (www.globalgivingmatters.org) presenting best practices and innovations in international individual philanthropy and social investment, produced in cooperation with the World Economic Forum. The newsletter’s distribution is supported by Rockefeller Philanthropy Advisors. Each issue features articles, the latest news in global philanthropy, and useful resources and links.
Community Foundations as Change Agents
Expanding local foundation grantmaking through permanently endowed funds Providing a voice for local disenfranchised citizens and communities. A program needed to be designed that would not only cover the needs of all of these community foundations, but also would be convincing and interesting to potential donors. A creative way to make this happen was through a partnership between national and regional donors and community foundations that would beneﬁt both groups. Such an initiative was an opportunity not only to address sustainable community development, but also to initiate bi-national learning, resulting in an increase in funding to the region and bringing tangible beneﬁts to border families and communities.
BUILDING THE PARTNERSHIP FOR LONG-TERM DEVELOPMENT ALONG THE BORDER
(Top to bottom) The border at Tijuana-San Diego; border residents using community foundation funds to create low-income housing in New Mexico; a visioning exercise at the first Learning Community meeting.
he border between the United States and Mexico spans 2,000 miles, touching four US and six Mexican states. The area is fraught with social and economic challenges. The region’s population is growing rapidly – from nearly 10 million people today to an estimated 20 million by the year 2020. Communities on both sides of the border are struggling with inadequate social services and infrastructure, low wages, and high unemployment. Rapid, unplanned growth is causing environmental crises – with water shortages and air and water pollution. Mexican border cities are increasingly unable to fulfill expanding demands for basic health, housing and public services. US border counties have some of the worst poverty rates in the nation. At the same time, the massive ﬂow of migrants from Mexico crossing the border under dangerous conditions has resulted in human rights abuses. In the past, foundations have supported isolated actions on the border. The US-Mexico Border Philanthropy Partnership focuses on long-term solutions and community development.
SYNERGOS FACILITATES THE LAUNCHING OF A MAJOR NEW INITIATIVE
In 1995, at a joint meeting of the Council on Foundations and the Mexican Center for Philanthropy, Susan Berresford, President of the Ford Foundation, announced her interest in creating a $10 million fund to promote
border philanthropy. She subsequently set aside $3 million toward the creation of the eventual US-Mexico Border Philanthropy Partnership. Following up on this commitment, in 2001 the Ford Foundation asked Synergos to conduct a feasibility study. We interviewed leaders on both sides of the border, as well as potential donors. The study investigated existing foundations on both sides of the border and whether they could be strengthened to play a larger role in improving the quality of life in border communities. It also assessed donor interest in the community foundation concept for sustainable community development. In addition, we looked at funder collaboratives established elsewhere to draw lessons on how to best shape a governance system. Synergos found 14 US and 7 Mexican community foundations operating along the border. Despite their diversity and varying levels of development, all were playing or had the potential to play critical roles in their communities, including: Acting as community-based grantmakers, matching resources with local needs Strengthening the capacity of nonproﬁt organizations and community groups serving the local communities Bringing together representatives of the public, private and nonproﬁt sectors in action partnerships Connecting local efforts to national and international networks
In 2001, Synergos and the Ford Foundation, along with the Texas-based Meadows Foundation, convened a group of potential funders to launch the process for creating a cross-border philanthropic initiative. From this, the US-Mexico Border Philanthropy Partnership, a collaboration of 9 founding international, national and regional foundations and 21 border community foundations, was established. The Partnership is bound by its members’ common concern
that the area’s social, economic and environmental challenges be adequately met. “This is a historic event,” says Enrique Suarez of Fundación Comunitaria de la Frontera Norte, a Mexican border community foundation. “Two very different countries come together to address common critical needs through a philanthropic network.” The Partnership’s main objectives are to: Build and strengthen the organizational leadership, programs and institutional resources of border community foundations – rooting development efforts in local participation and building local social capital Encourage cross-border collaboration that will result in an improved quality of life. It sets out strategies to assist border community foundations – capacity building, bi-annual “Learning Communities” to share best practices; inter-foundation exchanges; bridge building between diverse community segments and between the foundations and members of other societal sectors; and technical assistance in fundraising and grantmaking. More information is available online at www.borderpartnership.org. Funders have provided close to $2 million for a pooled fund, managed by Synergos, to be used for capacity building technical assistance, communications, partnership management, and liaising with current and future funders. And they have committed up to $10 million in unpooled funds that will go
SYNERGOS PARTNERS IN THE US-MEXICO BORDER PHILANTHROPY INITIATIVE
FOUNDING FOUNDATIONS Annie E. Casey Foundation Ford Foundation (US and Mexico) Fundación Gonzalo Río-Arronte William and Flora Hewlett Foundation Houston Endowment Inter-American Foundation McCune Charitable Foundation Meadows Foundation Charles Stewart Mott Foundation COMMUNITY FOUNDATIONS/MEXICO Fundación Comunitaria de la Frontera Norte Fundación Comunitaria de Matamoros Fundación Comunitaria de Tecate Fundación del Empresariado Chihuahuense-Juárez Fundación del Empresariado Chihuahuense-Ojinaga Fundación del Empresariado Sonorense Fundación Internacional de la Comunidad (FIC) COMMUNITY FOUNDATIONS/UNITED STATES Arizona Community Foundation (ACF) Border Women’s Development Fund Brownsville Community Foundation Cochise Community Foundation/ACF Community Foundation for Southern Arizona (CFSA) El Paso Community Foundation International Community Foundation Mascareñas Foundation New Mexico Community Foundation San Diego Foundation Santa Cruz Community Foundation/CFSA Tejas Foundation Texas Valley Communities Foundation Yuma Community Foundation/ACF
Population: Nearly 10 million people on both sides of the border US border poverty and economics: 23% of population below poverty line; 21 of the 48 counties on the US border are designated as economically distressed, with unemployment rates 250-300% higher than in the rest of the US Mexican border poverty and population economics: Poverty rates are below the Mexican national average; income is generally more uniformly distributed than in Mexico as a whole Mexican border services: Border communities have less access to basic water and sanitation services than the rest of Mexico due to rapid industrialization Illegal border crossings: In 2000, there were 1.6 million arrests and some 400 deaths of immigrants trying to cross the border
Catalysts for Change
We learned a lot in establishing Esquel in 1990. And we've continued to learn as we've built programs that address critical social and economic issues in Ecuador. Now I'm sharing that hard-earned knowledge with groups around the world that are strengthening civil society capacity in their own countries. That's a great thing!
The Senior Fellows program contributes to emerging foundations through four interconnected strategies – global networking, capacity building services, leadership skill development, and knowledge creation and dissemination.
rate-community engagement, program design, and strategic planning.
Fely Rixhon Consuelo Foundation PHILIPPINES Oscar Rojas Fundación AlvarAlice COLOMBIA Lorenzo Rosenzweig Mexican Fund for Conservation MEXICO Benjamas Siripat Local Development Foundation THAILAND David Smith Environmental Foundation of Jamaica JAMAICA Ingrid Srinath Child Relief and You INDIA Shannon St. John Triangle Community Foundation UNITED STATES Julio Tan* Foundation for the Philippine Environment PHILIPPINES Maria Aurora FranciscoTolentino Asia Paciﬁc Philanthropy Consortium PHILIPPINES Bernardo Toro* Social Foundation COLOMBIA
Leadership Skill Development
Fellows sharpen their technical and leadership skills by setting a personal learning agenda that guides their participation in the program. We ensure that capacity building assignments are opportunities for Fellows not only to teach others, but also to expand their networks and acquire additional skills.
Synergos has established an active global network to enable these foundation leaders to exchange expertise and experience, form inter-institutional linkages, and obtain state-of-the-art information on best practices. Through this process, we are creating a reliable support, exchange and mutual aid system that allows foundation leaders to draw upon peer assistance over the long term. Networking activities include global meetings, country gatherings, cross-national affinity groups, and online exchanges.
Knowledge Production and Dissemination
Each Senior Fellow writes at least one major issue paper in his or her field of expertise. All papers, presentations, models, tools and studies created by Fellows are collected, organized and disseminated. Knowledge products explore practical, theoretical and conceptual topics. Distribution is made to the Fellows’ institutions and approximately 500 foundations worldwide in print, CD and electronic formats. The Senior Fellows program has successfully forged a vital peer network of practitioners who can draw upon one another as a reservoir of ideas, innovations and support for years to come.
he Senior Fellows program, begun in 1999, is a cornerstone of our efforts to strengthen local foundations in developing countries. The program identiﬁes talented foundation leaders from vanguard philanthropic institutions worldwide and links them in a global learning network.
history of achievement and high potential for making a significant contribution in their home countries. The 35 foundation leaders participating as Senior Fellows in 2002 come from 19 countries. Fellows serve for three years, while simultaneously performing their ongoing professional responsibilities. Senior Fellows are uniquely qualified to meet the critical challenges facing philanthropic institutions because they: s Lead exemplary institutions s Are leaders within the broader foundation sector of their society s Are innovators who forge new models that can be replicated.
Capacity Building Service Delivery
Senior Fellows provide expert advice to foundations that request assistance through intensive workshops and seminars or through consultancies. Each Fellow commits to at least one capacity building assignment, and many complete more. Topics include board development, endowment building, evaluation, corpo-
Fellows serve as peer consultants to other foundations around the world. Their work produces knowledge on trends, models and innovations, which Synergos distributes to a wide audience.
Who Are the Senior Fellows?
Fellows are leaders from some of the world’s most successful and innovative development foundations and philanthropic support organizations. They come to the program with a record of accomplishment, solid technical skills, and reputations for originality and effectiveness. Most Fellows are in mid-career with a
Carlos Fumo* Foundation for Community Development MOZAMBIQUE Darren Godwell Lumbu Indigenous Community Foundation AUSTRALIA Eugenio Gonzales* Foundation for Sustainable Society PHILIPPINES Ismid Hadad KEHATI, the Indonesian Biodiversity Foundation INDONESIA Etha Henry Community Foundation of Greater New Haven UNITED STATES Claudia Jeunon Instituto Rio Community Foundation BRAZIL Tatyana Kipchatova Eurasia Foundation RUSSIA
Marcos Kisil Institute for the Development of Social Investment BRAZIL Sándor Köles Carpathian Foundation SLOVAKIA Len le Roux Rössing Foundation NAMIBIA Sandra Libunao* Philippine Business for Social Progress PHILIPPINES Joyce Malombe Ford Foundation KENYA Antonio Carlos Martinelli* C & A Foundation BRAZIL Juraj Mesik World Bank SLOVAKIA Joy Mills-Hackmann South African Sugar Association SOUTH AFRICA
Katharine Miszewski Old Mutual Foundation SOUTH AFRICA
Olabisi Adeleye-Fayemi African Women’s Development Fund GHANA Jaime Bolaños Oaxaca Community Foundation MEXICO David Bonbright Aga Khan Foundation UNITED KINGDOM Roberto Calingo Mirant Foundation-Philippines PHILIPPINES Marissa Socorro Camacho-Reyes Philippine Center for Population & Development PHILIPPINES Emmett Carson The Minneapolis Foundation UNITED STATES Guillermo Carvajalino Business Foundation for Education COLOMBIA Nelson Colón Puerto Rico Community Foundation UNITED STATES Boris Cornejo Esquel Foundation ECUADOR Adriana Cortes Bajío Community Foundation MEXICO Achmat Dangor* Nelson Mandela Children’s Fund SOUTH AFRICA Anne Emmett* Equal Opportunity Foundation SOUTH AFRICA Lygia Fontanella CARE Foundation BRAZIL
Inviolatta Moyo The Community Foundation for the Sukich Utindu Western Region of Zimbabwe Raks Thai Foundation ZIMBABWE THAILAND Monica Mutuku Javier Vargas Kenya Community Vamos Foundation Development Foundation MEXICO KENYA Elkanah Odembo Center for Philanthropy and Social Responsibility KENYA Jesús Ortega Fundación del Empresariado Chihuahuense, A.C. MEXICO Monica Patten Community Foundations of Canada CANADA Ana Maria Wilheim* Abrinq Foundation for Children’s Rights BRAZIL Iftekhar Zaman Bangladesh Freedom Foundation BANGLADESH
— Boris Cornejo Vice President, Esquel Foundation
*These Fellows were associated with the foundation listed at the time of their Rebecca Raposo Group of Institutes, Foundations Fellowship and have now moved on to careers as private and Enterprises BRAZIL consultants or in academia.
RUSSIA CANADA UNITED KINGDOM PORTUGAL UNITED STATES CYPRUS MOROCCO MEXICO SLOVAKIA BELGIUM SPAIN
HE SYNERGOS INSTITUTE is an independent nonprofit organization dedicated to the development of effective, sustainable and locallybased solutions to poverty. Synergos is a force for reducing poverty in the developing world. We believe that poverty is the result of a complicated array of causes and conditions and cannot be remedied without the commitment of all key sectors of society—government, business, nonprofit organizations, and other major stakeholders. Our staff of 35, headquartered in New York and onsite in Asia, Latin America and Southern Africa, work with Synergos partners to mobilize resources and bridge social and economic divides to reduce poverty and increase equity. Our programs: s Build and strengthen community foundations in Africa, Asia and Latin America, fostering a local culture of philanthropy s Bring leading philanthropic families together to deepen the impact of their social investments s Broker partnerships among philanthropists, government, business and citizens, increasing the flow of resources to impoverished communities around the world.
INDIA JAMAICA PUERTO RICO COLOMBIA GHANA KENYA ECUADOR
TANZANIA BRAZIL ANGOLA ZAMBIA MALAWI MOZAMBIQUE ZIMBABWE
Senior Fellows & Alumni
Global Philanthropists Circle Families Board Members
BOTSWANA SWAZILAND LESOTHO SOUTH AFRICA AUSTRALIA
Partners Key Program Countries Regional Programs Synergos Ofﬁces
Our Networks, Partners and Programs
he aftermath of the Asian ﬁnancial crisis in the late 1990s strained the resources of Southeast Asia, increasing unemployment, adversely affecting vulnerable populations, and further endangering the environment. Although poverty rates have tapered off slightly, the residual effects of that period remain. Poverty is still endemic, especially in Indonesia and the Philippines where the disparities between rich and poor continue to grow. At the same time, political change has brought about new opportunities. Three diverse countries – Thailand, the Philippines and Indonesia – are giving more power to their citizens through decentralized governments. In this climate, local foundations have emerged as especially useful vehicles for fostering collaboration among civil society, local government and business that address development challenges. Synergos is promoting and supporting foundations – which can mobilize resources and channel funding and technical support to service deliverers – as critical institutions in combating poverty in Southeast Asia.
Synergos in Southeast Asia
Synergos has been facilitating the community foundation movement in Southeast Asia by bringing together local institutions, leaders and resources since 1997. Work includes producing directories of foundations in each country, providing foundation capacity building services through Senior Fellow consultancies, organizing workshops on foundation resource mobilization, and linking foundations to funding and information sources. We began work in Southeast Asia by mapping the foundation sector in each country. Research identified the key actors, the amount and sources of funds being mobilized, and the types of programs being supported. Findings were discussed in country and regional workshops to identify opportu-
Foundations Working to Solve Local and National Problems
nities for capacity building and exchanges of information. This work produced the ﬁrst set of directories of foundations in Indonesia, the Philippines and Thailand, with country overviews and analyses, as well as information on individual foundations. In addition, we have assembled case studies and analytical essays examining approaches for building financial sustainability among leading Southeast Asian foundations. This collection has been compiled into a book, Financing Development in Southeast Asia: Opportunities for Collaboration and Sustainability. Synergos will be using this volume as the basis for holding dialogues on the subject in all three countries, thus drawing upon local knowledge and experience in strengthening foundations in the region.
The Philippines: Building the Capacity of Community Foundations
In the 1980s, the Philippines emerged from an era of martial law into a more democratic period. Foundations and NGOs grew, developing a strong niche and helping the country navigate important political transitions. Although the country offers hope and opportunity, an enormous amount of poverty still exists. Declining economic opportunities and cutbacks in public social spending have exacerbated the situation for poor Filipinos. In 2001, 40 percent of Filipinos lived below the poverty line. The disparity between rich and poor persists and grows. While there is a strong foundation sector at the national level, similar organizations at the community level still need assistance – particularly given recent reductions in external funding – in areas such as education, health and the environment. If the country is going to maintain recent socioeconomic advances, these community foundations must be nurtured so they can continue to support local development. One of Synergos’ partners in the Philip-
pines – the Association of Foundations (AF) – is the largest federation of foundations and NGOs in the nation. Started in the 1970s, AF had more than 100 members f rom around the country by 2002. Synergos’ involvement in the Philippines is two-fold: To assist in the development of skills and capacities of emerging and existing community foundation leaders and support organizations. To support AF in its efforts to strengthen its capacity as a national membership network promoting and supporting community foundations throughout the country. Synergos and AF have been working on a joint community foundation initiative, which began with a feasibility study to assess the possibilities of increased foundation development in the Philippines. The study examined Philippine organizations with features similar to existing community foundations in other countries. The results form the basis of a capacity building agenda for a growing number of emerging community foundations and support organizations for these foundations. “The Synergos Institute is a signiﬁcant partner in supporting the Association of Foundation’s thrust in building and assisting community foundations in the Philippines,” explains Oman Q. Jiao, AF’s Executive Director. An example is Pondong Batangan, managed by the Catholic Archdiocese of Lipa. This foundation takes small donations from local residents to help others. Simply, people donate centavos every day until they fill a tibyo (empty soda can doubling as a coin bank). The archdiocese has collected about 13 million pesos (approximately $250,000), helping thousands of poor Batanguenos to start businesses through a no-interest microlending program. Synergos staff connected Pondong Batangan with AF so it could participate in the initiative and receive capacity building assistance as needed.
brought decentralization and more power to local governments. This political change has provided fertile ground for communitybased foundations. Prior to the Asian financial crisis, Thailand had one of the best economies in the developing world, but today the country is struggling with recession, uneven development and high unemployment. In this predominantly Buddhist country, Thais have a history of giving mostly to local temples. The national government has devoted its resources to providing development opportunities to local communities through a program that provides one million
from the organizational representatives she met there. “Citizen participation is an indispensable factor for development,” she says. “By comparing the work of organizations in Asia with ours in Mexico, it helps me visualize new paths that could be applied here [in Mexico].” Thai attendees shared Cortes’s enthusiasm about the interaction. “Starting with Adriana’s workshop here in Bangkok,” says Khun Sukich Utindu, Director of Resource Development for CARE Thai-
Senior Fellow Adriana Cortes of Mexico with partners from Thailand.
By comparing the work of organizations in Asia with ours in Mexico, it helps me visualize new paths that could be applied here (in Mexico).
baht (about $23,000) to 70,000 localities. A key need has been to strengthen the effectiveness of the delivery of these funds to those who need them. One creative solution is community foundations. In Thailand, Synergos focuses on working with local groups to build community foundations. Senior Fellow Adriana Cortes, founder and General Director of the Bajío Community Foundation, presented a workshop drawing from her personal experiences starting and operating a community foundation in Irapuato, Mexico. In attendance were 100 representatives of community organizations who explored opportunities for building similar organizations in Thailand. Cortes not only provided technical assistance, but also heard new and different perspectives about foundation management land-Raks Thai Foundation. “Thai community leaders have been inspired this year to think about bridging leadership through the vehicle of community foundations. Now, the momentum of this concept is speeding up and forming into an exciting national agenda.” Utindu is now a Synergos Senior Fellow, sharing the Raks Thai Foundation’s experience with interested groups in Southeast Asia and around the world.
—Adriana Cortes, Synergos Senior Fellow, Founder/President, Bajío Community Foundation
Indonesia: Protecting Biodiversity, Creating Jobs
Indonesia is the largest Muslim, and fourth most populated, country in the world. The Asian financial crisis hit the country hard, with the number of Indonesians living below the poverty line increasing from 17 to 25 percent. The country continues to struggle with deeply entrenched poverty, problems with government service delivery, and the challenges of forging a new democracy. After the fall of the Suharto regime, civil society ﬂourished. The number of organizations multiplied, supported by the inﬂux of external aid and funding. Yet nongovernmental organizations that provide capacity building for fledgling foundations were scarce; Synergos helped ﬁll the gap. One of the most critical issues facing Indonesia is its environment. The country is home to one of the world’s richest areas of biodiversity, and the destruction of natural resources is a growing threat to communities’ livelihoods. In the 1990s, a national grantmaking foundation was created – KEHATI, the Indonesian Biodiversity Foundation
Population: 84.6 million Avg. annual income: $1,030 Unemployment rate: 10.2%/2002 Population below the poverty line: 40%/2001 est. Religion: Mostly Roman Catholic (83%), with Protestant (9%) and Muslim (5%) minorities
Thailand is the only Southeast Asian nation that has never been under colonial rule. Over the years it has had many constitutions. But it was not until 1998 that a political opening occurred – a people’s constitution – that impelled the nation’s advancement toward democracy. New government policies have
Population: 62.3 million Avg. annual income: $1,940 Independence: Only Southeast Asian country never ruled by a European nation Religion: Primarily Buddhist (95%)
Starting with Adriana’s workshop here in Bangkok, Thai community leaders have been inspired this year to think about bridging our leadership through the vehicle of community foundations. Now, the momentum of this concept is speeding up and forming into an exciting national agenda.
terprise development through small loans. KEHATI has since produced a manual on microenterprise development, detailing roles, perspectives, funding, and stages of sustainable enterprise development using natural resources (tuber roots, dried rattan for furniture, ﬁsh ponds and medicinal herbs). “The learning exchange helped KEHATI understand not only more about the need to bring more of a business perspective into the foundation,” says Anida Haryatmo, KEHATI’s Program Director, “but also the importance of working with other key partners to achieve positive results. We hope that contacts we made with the institutions and Eugene Gonzales in the Philippines will continue to beneﬁt KEHATI and its partners.” The contacts did continue. Later in the year, Gonzales visited Indonesia for a follow-up exchange. Synergos also helped KEHATI with other forms of fundraising – Senior Fellow Marissa Socorro CamachoReyes, also from the Philippines, made a presentation to KEHATI senior staff on raising monies in the capital market. These efforts are just the beginning. Synergos will continue to enhance local foundations’ capacity to solve development problems through research, learning exchanges, and foundation capacity building in the years ahead. And we are working to share best practices developed by KEHATI and other foundations in the region with foundations and philanthropists around the world. •
Leadership that Bridges Divides Connecting Diverse Good Interests for Common
ollaboration among individuals and groups with disparate interests is an essential element for solving the world’s problems. However, these collaborations do not always arise naturally. What makes them achievable? Synergos has researched whether those with diverse concerns – economic, social, cultural, religious and political – can bridge their differences and work together.
tive individual and community responses to the differences. Then they were asked to apply this analysis to themselves and their communities. “When they analyzed their leadership capital – their capacity to bring people together – in relation to the divide,” says Garilao, “they were empowered. Few realized the potential of their bridging capital.” The course used the case studies developed by Synergos and the international group it had convened as illustrations, providing participants with the keys to the process of convening – bringing sectors together. The final segment of the training had participants identify a community divide they wanted to address and develop a six-month plan to accomplish their goals. After six months, the group will meet to evaluate its progress.
(Yayasan Keanekaragaman Hayati Indonesia) – to support conservation, sustainable use, and equitable sharing of the beneﬁts of Indonesia’s biodiversity. In 2002, Synergos supported KEHATI to increase its program development capacity through a learning exchange. Three KEHATI grantmaking and program staff traveled to the Philippines to study enterprise development and public-private partnerships. Prior to the trip, Synergos prepared the — Khun Sukich Utindu staff for the experience, identifying what they Director of Resource needed and wanted to learn when they got to Development, CARE the Philippines. Once they arrived, they were Thailand-Raks Thai accompanied by Eugene Gonzales, a Filipino Foundation Senior Fellow with expertise in microenterprise development. Gonzales was able to enrich their learning by prompting the right kind of dialogue and ensuring that KEHATI staff was exposed to relevant experiences. Exchanges included visits to operating projects, talks f rom exper ts in microenterprise netINDONESIA work building, Population: 234.9 million Avg. annual income: $690 and a meeting Geography: The world’s largest archipelago with a bank supReligion: Largest Muslim country in the world (88% of population) porting microen-
We convened, organized and coordinated a global task force of representatives from leading universities, foundations and NGOs in Asia, Africa, Latin America and the United States to explore this question. The group has researched and written case studies of leaders who have successfully spanned diverse interests and perspectives. It has used these best practices to create and test a model curriculum that teaches the skills needed for successful collaboration.
Training that Empowers Leadership Moments
Individuals who took the AIM course left with a newfound understanding of the principles and skills needed to be a leader. Marissa Socorro Camacho-Reyes, President of the Philippine Center for Population and Development and a Synergos Senior Fellow, found the course approach stimulating. “There were participants from various groups,” she says, “making the learning more reality-based by bringing to the discussion conflicting interests, agendas and points of view. The exercises mirrored real life situations, which enabled us to analyze why certain efforts fail and others succeed.” For her, the most important revelation was that “…there are leadership moments in a person’s life where one is able to make a difference. I learned how to make these leadership moments happen more often and have more impact.” Another important thing Reyes learned was that what is best for the community is not necessarily what each stakeholder thinks is best. “The best solution is probably less than ideal from the perspective of each stakeholder,” she explains, “but is the common ground that will help them move forward.” This training model is being used by other partners in Southeast Asia, Latin America and Southern Africa.
Bringing Bridging Leadership to the Philippines
Synergos and one of our partner organizations in the Philippines, the Asian Institute for Management (AIM), have developed training methods and materials to help diverse stakeholders enter partnerships that bridge societal divides. AIM has held three bridging leadership training courses, the last one of which took place in the Mindanao region of the Philippines, the site of years of armed conflict between the Muslim minority and Catholic majority. Directed by AIM professor Ernesto Garilao, former Philippine Secretary of the Department of Agrarian Reform, the course was a rare gathering of the military, the Muslim separatist group Moro National Liberation Front (MNLF), religious leaders (Christian and Muslim), local officials, and representatives from NGOs and community-based organizations. Initial sessions helped participants understand the bridging leadership concept by asking them to look at their own networks, their “relationship capital.” Students learned about the theoretical framework of divides, as well as how to identify diverse interests and develop collabora-
Global Philanthropists African Trips Circle: Members Share Diverse Experiences on Southern
t a dinner one night in Cape Town, the room was packed with a cross section of the foremost figures from the anti-apartheid struggle, current government and business leaders of South Africa, and visit-
ing members of the Global Philanthropists Circle (GPC). Another day, Circle members stood in a ﬁeld on the country's remote Eastern Cape where community women grow vegetables for sale at the local market. Members learned ﬁrsthand about the strength of one organization and its piv-
otal role in improving the well-being of the residents. These are just two examples of the diverse experiences shared by GPC members on trips to Southern Africa in 2002 and 2003. Both visited South Africa; the 2002 trip also stopped in Mozambique.
The GPC offers its members – engaged philanthropists from 14 countries – a chance to exchange ideas with peers, learn about successful philanthropic initiatives and strategies, and collaborate in groundbreaking efforts to eradicate poverty around the world. The annual trips also offer a spe-
I have not gone a week without remembering the children and women of the village in Mozambique and the leaders that are supporting their efforts.
—Ian Simmons GPC Member
t a dinner one night in Cape Town, the room was packed with a cross section of the foremost figures from the anti-apartheid struggle, current government and business leaders of South Africa, and visiting mem-
The GPC offers its members – engaged philanthropists from 14 countries – a chance to exchange ideas with peers, learn about successful philanthropic initiatives and strategies, and collaborate in groundbreaking efforts to eradicate poverty around the world. The annual trips also offer a special opportunity for members and their families to benefit from meaningful dialogue and interaction with Synergos’ international network of development institutions, government, academic and business leaders and key social actors – dialogue and interaction that enhances attendees’ philanthropy once they return home.
message both years was the importance of leadership and the power of reconciliation. Although South Africa’s history of colonialism and apartheid could have left it permanently scarred, it has instead become a thriving democracy and the economic engine of the region. Both visits explored South Africa’s tremendous potential and helped participants appreciate the nonprofit, private and public sectors’ collaboration – working together to address the country’s many challenges. Circle members experienced the dynamism of many South Africans and their commitment to their country’s advancement. The group also discovered how they could apply what they learned to
ginalized during apartheid can participate in the marketplace and how the nation can fight the AIDS epidemic, which is a growing and ominous threat. The group attended a dinner hosted by Circle members Tokyo and Judy Sexwale. A corporate leader, Mr. Sexwale spent 13 years
Left: Njabulo Ndebele of the University of Cape Town and GPC member Vincent Mai. Below: Discussion at the Perinatal Unit of the Chris Hani Baragwanath Hospital in Soweto.
(Clockwise, from above) Synergos board member Juliette Gimon during a visit organized by the Nelson Mandela Children’s Fund to a program addressing the effects of HIV/AIDS; Nelson Mandela; visit to a community support program outside Cape Town; Synergos board members Lucia Moreira-Salles, Tokyo Sexwale and Kim Samuel Johnson; David Rockefeller and Ahmed Kathrada.
South Africa: Overcoming Adversity Through Leadership, Reconciliation and a Common Vision
The Circle’s first trip to South Africa explored a wide range of themes – partnership and progress, rural community development, youth and communities, fostering leadership, and eco-tourism. The second visit expanded the knowledge and connections made on the previous visit and focused on the issue of HIV/AIDS. Both trips were attended by some 30 philanthropists from around the world – each with different perspectives and at different stages in their philanthropy – united by a desire to learn more and see firsthand how local actors are working to solve critical problems. While the two trips reflected diverse aspects of this dynamic country, the overriding
bers of the Global Philanthropists Circle (GPC). Another day, Circle members stood in a ﬁeld on the country's remote Eastern Cape where community women grow vegetables for sale at the local market. Members learned ﬁrsthand about the strength of one organization and its pivotal role in improving the well-being of the residents. These are just two examples of the diverse experiences shared by GPC members on trips to Southern Africa in 2002 and 2003. Both visited South Africa; the 2002 trip also stopped in Mozambique.
their own philanthropy. In small meetings, trip participants met with former President Nelson Mandela; Frene Ginwala, Speaker of the Parliament (one of the world’s few female parliament speakers); Minister of Finance Trevor Manuel; and Ahmed Kathrada, who spent 26 years in Robben Island Prison and is now Chairman of the Robben Island Museum Council. During their meeting with Tre vor Manuel, participants had the opportunity to discuss South Africa’s major issues – how to structure the economy so that those mar-
imprisoned on Robben Island during apartheid. More than 300 business, NGO and political leaders and heroes from the anti-apartheid movement attended the event. What made the evening even more special was that attendees had the opportunity to hear Mandela and David Rockefeller speak about their lives and visions of philanthropy. Their interaction, facilitated by Rockefeller’s daughter and Synergos Chair PegThe trip set my head and gy Dulany, offered inheart spinning, trying to sight on their experiences, providing understand the power of inspiration to those who forgiveness in the face of will take South Africa incalculable suffering. We saw into the future. Circle member Ian how a prison [Robben Island] Simmons, a leading fundraiser, donor and had become a workshop in founding director of Re- which courage and source Generation, was compassion were fashioned. especiall y moved by Mandela’s humility and — Ambassador Swanee Hunt, Circle Member commitment to sharing his knowledge with South Africa’s next generation. “As fantastic as it was to meet Nelson Mandela, he himself would not want to be the highlight of a…trip to South Africa,”
in South Africa, members of the group saw the effects of AIDS, which has infected one out of every four citizens. They encountered the epidemic’s reality in the faces and arms of children, a s we l l a s w i t h af f l i c te d adults and those trying to deal with the disease’s consequences. “Somehow, when you hear the statistics of AIDS prevalence, it doesn’t sink in,” says Dulany. “It is seeing, touching the children whose lives have been affected — by having it themselves, by losing their parents to it, or by having been abused by desperate men seeking protection or cure from the dread disease – that the meaning reaches you While South Africa continues to face challenges – like a two-by-four striking inclusion of those who have been socially marginalized your head.” Circle members visited and HIV/AIDS – my feelings of helplessness were outAmelia’s Home. From the weighed by the hope and power of the people we saw outside, the small house in a poor township of Cape Town and other actors who are working on the ground. looked only big enough for a — Peggy Dulany, Founder and Chair, The Synergos Institute family of four. However, when the group entered the house, they found more than 60 children Above: President says Simmons. “He would have preferred Joaquim Chissano what happened – our meeting and becoming who were being cared for by a woman whose of Mozambique inspired by the next generation of unsung heart was big enough for them all. with Synergos' It was a moment Circle member Anne Mai, a Chair Peggy Dulany. heroes of South Africa.” Below: Cherie Nursalim, Executive Director of board member of Project DOCC (Delivery of A community Indonesia’s Gajah Tunggal Group and a GPC Chronic Care) and Fountain House, has not sewing project in forgotten. “The children were all well cared for Cape Town. member, was moved by Mandela. “He asked me about my country…. His interest for oth- and got along well, with the older kids taking er fellow men and women in the developing care of those who were younger. All the chilworld is so genuine,” she says. Nursalim recollects a moment that was, for her, inspirational. “I saw exANC leader Tokyo Sexwale toast de Klerk, thanking him ‘…for letting us out of jail.’ If only in other countries, including ours,” she continues, “even a fragment of this South African ‘forgiveness’ and ‘reconciliator y’ spirit can spread its wings, the world will be more peaceful.” Throughout their time
dren go to school with clean clothes,” she says. “When they leave, Amelia takes in other children so their parents can work.” Dulany’s observations sum up the feelings of many who were on both trips. “While South Africa continues to face challenges – inclusion of those who have been socially marginalized and AIDS – my feelings of helplessness were outweighed by the hope and power of the people we saw and other actors who are working on the ground.”
GLOBAL PHILANTHROPISTS CIRCLE:
Enhancing Philanthropy of Donors and Their Families
Mozambique: Visions of Progress
In Mozambique, Circle members saw firsthand the impressive growth that the country has experienced in the past ﬁve years. Graça Machel, children’s rights advocate and founder of the Foundation for Community Development – a Synergos partner and the nation’s major grantmaking foundation – hosted the visit (see story on page 4). As in South Africa, participants met with business and government leaders, notably President Joaquim Chissano, and later split up into small groups for site visits to local programs. In the capital city of Maputo, one group viewed an attempt to create some normalcy for those affected by AIDS – an art class of dozens of young children. The teacher was Mozambican artist Naguib, who was showing his students how to draw pictures in the sand, using bits of pebbles and straw for deﬁnition. Ian Simmons recalls a trip to a village far from Maputo where participants were warml y welcomed with song and food by a women’s cooperative recently started in the village. “The…trip didn’t moralize or romanticize but allowed me to observe, connect, be inspired, and recognize how much history and future lies in the balance of our commitments to each other,” says Simmons. “…I have not gone a week without remembering the children and women of the village in Mozambique and the leaders who are supporting their efforts.”
he Global Philanthropists Circle (GPC) offers an opportunity for individuals and families interested in addressing issues of poverty around the world to strengthen their philanthropy. The Circle provides a comfortable environment in which members exchange ideas with other committed philanthropists. They learn about successful initiatives; meet a cross section of leaders from government, business and civil society; collaborate in groundbreaking international initiatives; and invest in efforts to reduce poverty and increase equity around the world. The Circle has 45 member families from 14 countries. OPPORTUNITIES FOR PEER INTERACTION The Circle enhances the effectiveness of its members’ philanthropic efforts through country visits, meetings and retreats, private dinner discussions, and individualized support from Synergos staff. Country Visits provide members with ﬁrst-hand knowledge of countries and development issues that would be difﬁcult for them to obtain on their own. Meetings and Retreats allow members to learn, interact and solve problems together. Each event has an overall theme; selected experts and practitioners are often invited to share their special knowledge. Small group sessions enable participants to learn about each other’s philanthropic projects and discuss common interests and strategies. Private Dinners, hosted by member families, address selected themes in philanthropy for groups of 15-25 people. These gatherings give members and prospective members an opportunity to interact with other international philanthropists in an intimate setting, discussing issues around the dinner table or one-on-one. SERVICES THAT STRENGTHEN PHILANTHROPY Members also beneﬁt from individualized services designed to enhance their philanthropic efforts. Our staff helps members identify personal philanthropic interests and organizational goals and can create a philanthropic plan that meets each member’s special needs. Staff sets up trips and meetings for members who want to expand their knowledge of speciﬁc countries, issues and local organizations. An important component of the Circle is its intergenerational nature, focusing on successor generations – family members between their teens and early 30s – who are striving to become effective social investors and philanthropists. This next generation has its own forum for sharing information and collaboration, which was created in response to family members who expressed their desire to communicate with each other about wealth, philanthropy, dealing with friends and family, and other issues. Also, there is a special next generation email list and plans to meet on a regular basis in order to build a network of friends and colleagues with a common background with whom to share experiences and ﬁnd common areas of philanthropic interest. GPC members have access to Synergos’ global network of philanthropic organizations – such as foundations that provide the critical education, services and collaboration necessary to successfully improve the lives of those living in poverty around the world. The staff can also help connect members with institutions and individuals with expertise in fundraising, building board capacity, and strategic planning. The Circle provides members with the personal and professional resources that enhance their philanthropy both at home and abroad through diverse services, experiences and relationships.
Forging Alliances, Transforming Philanthropy
Circle trips have forged alliances between members and transformed their philanthropy. “My favorite part of the trip was meeting the people who are doing the work,” says Juliette Gimon, Flora Foundation board member, Hewlett family member and Synergos board member. “It strengthened the Flora
Many of Esquel’s programs benefit children and youth, women, and indigenous populations.
Ecuador’s Model Foundation
poverty. In the course of this partnership, Synergos has learned a lot about what makes foundations effective, knowledge it has been able to share with hundreds of other foundations around the world.
THE BIRTH OF ESQUEL: SYNERGOS HELPS CREATE A PROTOTYPE
cuador – one of South America’s most geographically and ethnically diverse countries – presents two very different faces. The size of Nevada, it borders Colombia and Peru and includes the Galápagos Islands, Amazonian rain forests, Andean mountains, active volcanoes, tropical beaches, and Quito – one of the oldest cities in the Americas. Ecuador has a rich history. Its 13 million citizens are racially and culturally diverse – descendants of mestizos, Indians, Spaniards and Africans. The other face is harsher. Despite its abundant supply of natural resources, more than 60 percent of Ecuador’s population lives in poverty. It has one of the lowest ratings in Latin America on the United Nations Development Programme’s Human Development Index. The Esquel Foundation (Fundación Esquel) has been in the forefront of the fight to reduce poverty and promote sustainable development in Ecuador for over ten years. Synergos has partnered with Esquel since its inception, assisting in the creation of the organization and, over the years, in its efforts to bridge divides in order to eradicate
The Esquel Group was a struggling network of Latin American NGOs in the late 1980s. Two of its members, Cornelio Marchán (then Ecuador’s Minister of Planning) and Roberto Mizrahi (a co-founder of the Esquel Group), wanted Esquel to become an organization that provided grants to communities and NGOs rather than constantly looking for funds for its own programs. Local ﬁnancing for development was a Synergos concern. Then Esquel’s founders asked Peggy Dulany, founder, and S. Bruce Schearer, President of Synergos, to work with them to develop and plan a fundraising strategy. “The group came to us to get our perspectives on the idea,” says Schearer. “It was a creative departure and the beginning of a new model. With money from a debt swap,
Esquel could be a foundation instead of an NGO, which would allow it to influence policy, award grants, and support community programs.” With Synergos support, Marchán and several other Ecuadorian civil society leaders developed a concept paper. Synergos connected representatives of Esquel to The Rockefeller Foundation, which provided a grant to undertake a feasibility study on establishing and managing the proposed foundation. “We were interested in the foundation structure as a vehicle that potentially could be used around the world,” says Dulany. “However, Synergos needed to learn about the challenges, difficulties and needs in establishing and growing this type of institution. Esquel was a crucial partner in learning about and solving these issues.” Schearer spent a month in Ecuador working with the foundation’s core leadership to develop a proposal. At the completion of the nine-month feasibility study, The Rockefeller Foundation agreed to fund the start-up of Esquel using the debt swap concept. It bought some of Ecuador’s commercial debt. In return, the Ecuadorian government gave back a percentage of the savings to Esquel. Those savings constituted Esquel’s endowment. This initial funding from The Rockefeller Foundation was supplemented with funding from the International Youth Foundation, and Esquel became operational in 1991. Esquel’s four main areas of commitment are sustainable development, children and youth, democracy and citizen formation, and entrepreneurial development. “Today,” says Schearer, “Esquel is not only creating and funding social, economic and health programs, but it is also working to bridge divides between indigenous people and the rest of society.” Esquel’s work has directly beneﬁted more than 700,000 people and indirectly improved the lives of millions of Ecuadorians, especially children and youth, women, and indigenous populations. To date, Esquel has distributed $30 million to local communities. It collaborates with more than 150 NGOs, 200 grassroots organizations, 180 youth groups, and several organizations in other parts of Latin America and in the United States. The ties between Esquel and Synergos are strong. According to Cornelio Marchán, now Esquel’s Executive President, “Synergos’ technical support has allowed us to identify areas of work and development mechanisms. Its role as a networker has been of crucial importance for our growth and institutional development, through which we have attained important support for the fulﬁllment of our programs.”
BRIDGING DIVIDES BY STRENGTHENING PHILANTHROPY
Since Esquel’s inception, our organizations have worked together to strengthen the capacity of community-based organizations in Ecuador. Recently, we have collaborated on two innovative programs. One is the establishment of a consortium of Ecuadorian foundations. The other is development of a training program aimed at building future
Ecuadorian leaders. The development of the Ecuadorian Consortium for Social Responsibility (CERES – Consorcio Ecuatoriano para Responsabilidad Social) – Ecuador’s only network of foundations and corporate social responsibility programs – started in 1998, when Esquel and Synergos began a series of events focused on promoting and strengthening Ecuador’s philanthropic sector. Progress in this initial phase was difficult, not only because of Ecuador’s economic and political crisis in the late 1990s, but also because of the lack of comprehensive information about the sector’s size, scope and characteristics. In 2000, we jointly undertook research to locate and map out the characteristics of local foundations in Ecuador, Brazil and Mexico. The study identified 21 Ecuadorian foundations. In 2001, these organizations were invited to a meeting where the concept of an association was introduced. This meeting was, in itself, a bridging exercise, convening foundations that, despite working on the same issues, had never come together for dialogue. This and subsequent meetings were instrumental in establishing a basis of trust and, in 2002, Esquel and Synergos held a strategic planning meeting to initiate creation of the network. In January and March of 2002, the two organizations convened working sessions —S. Bruce Schearer with a cross section of President, The Synergos Ecuadorian foundations and Institute corporations in Quito and Cuenca, resulting in the formal establishment of CERES. These sessions were led by Rebecca Raposo, a Senior Fellow from Brazil, and a local consultant. CERES members agreed to focus its work on promotion of social responsibility in Ecuador, an issue per- ECUADOR ceived as vitally important Population: 13.7 million to the country’s sustainable Avg. Annual Income: $1,080 and equitable development. Pop. below the poverty line: Over 60% It defined social responsibil- Pop. earning less than $2/day: 52.3%
Esquel is not only creating and funding social, economic and health programs, but it is also working to bridge divides between indigenous people and the rest of society.
ity as the “adoption of an ethical position, by one or more social actors, leading to active commitment towards solving Ecuador’s development problems.” This definition is based on the belief that the civil society, private and public sectors share responsibility for solving Ecuador’s development challenges. Despite being a young association, CERES already plays an important role in building the infrastructure of relationships and cooperation (intra- and intersectoral) that can make social responsibility the engine of Ecuador’s development. It offers a safe space for the exchange of skil ls and experiences among staff and board members of foundations. And it convenes national seminars with the public and private sectors to discuss strategic alliances to promote social responsibility and development. CERES is working to en—Cornelio Marchán courage the national governExecutive President, Esquel ment to provide financial incentives for philanthropy. CERES aims to act as an educator on social responsibility, working to increase the level of awareness and understanding on the importance of being socially responsible. It uses a variety of instruments to achieve this goal, including a newsletter, website, and a resource center that is open to the public. CERES also offers capacity building services directly to member and non-member organizations, with diagnostic processes used to determine each organization’s strengths and weaknesses, as well as common areas of need. Several Synergos Senior Fellow workshops were scheduled for CERES members in 2003 on the issues of board development, financial sustainability and resource mobilization, and communications and social marketing. Senior Fellows consultancies and other activities help connect Ecuador’s foundation sector with experiences and actors from other countries, keeping it abreast of innovations and best practices.
Board of Directors
(as of October 1, 2003)
Synergos’ technical support has allowed us to identify areas of work and development mechanisms. Its role as a networker has been of crucial importance for our growth and institutional development.
Wanda Engel Aduan Regional Dialogue Division Inter-American Development Bank Valentin von Arnim Corporate Treasury Goldman, Sachs & Co.
Cornelio Marchán with Janet Becker of Synergos
Cornelio Marchán Executive President Esquel Foundation-Ecuador Marcos Augusto de Moraes President Empreendimentos e Participações B4 S.A. Lucia Moreira-Salles Trustee Riovoluntairo Kim Samuel Johnson Director The Samuel Group of Companies S. Bruce Schearer President The Synergos Institute Tokyo Sexwale Executive Chairman Mvelaphanda Holdings Adele S. Simmons President Global Philanthropy Partnership James Sligar Partner Milbank, Tweed, Hadley & McCloy Michael W. Sonnenfeldt Managing Member MUUS & Company, LLC
Synergos would like to thank the following retiring board members for their years of service (positions listed are those held at conclusion of board service):
BUILDING LEADERSHIP CAPACITY THAT BRIDGES DIVIDES
Synergos and Esquel have begun working together on the design and implementation of a project that would build leadership capacity in Ecuador. The goal of the program is to train young Ecuadorians in the theory and practice of “bridging” leadership, allowing them to bring together diverse groups in society to solve the problems of poverty and inequity.
Esquel applied for and received a grant from the W.K. Kellogg Foundation for a three-year pilot program that will train 150 bridging leaders. This program combines formal training courses with practical experience (through case studies, simulations, internships and exchanges). The 16-day course, taught by high-level educators, was held on eight weekends. Course topics included Self Knowledge, You and Your Community, The Challenge, The Response, Concertación I & II, Inﬂuencing Your Surroundings, and Administering and Sustaining the Collective Effort. Guillermo Esteban Calero Moscoso, President of Facultad Latinoamericana de Ciencias Sociales (FLACSO)/Student Council of Masters in Social Sciences, said the course “helped me with communication skills, knowing how to deal with demands, respecting diversity, and knowing how to communicate the community’s needs.” Marcela Angélica Sosa Muñoz is from Guayaquil and works for Fundación Leonidas Ortega Moreira, which provides scholarships for children and youth without economic resources. “This process has generated self-reflection and questioning about two of my foundation’s plans,” she says, “as a result of looking at the way other institutions with other backgrounds work.” For Martiza Paulina Seguar Villalba, “This process helped me a great deal because it has strengthened intuitions that I had. It has generated in me great responsibility and commitment to my work,” she explains. “We have dealt with the theme of communication, how to think systematically. We have identified the limits of each member of the team and developed the capacity to negotiate with each other.” Villalba works for the United Nations Population Fund and the Ministry of Human Development, where she is involved in creating the Intersectoral Organization Against Family Violence. Acquired skills and knowledge are applied to real dialogue and consensus-building – called concertación – aimed at solving local community problems. The Esquel-Synergos relationship is best summed up by Cornelio Marchán: “Today, we can say that Esquel and Synergos have developed a partnership founded on common visions and work objectives that have sustained a relationship of mutual respect and autonomy.” •
Bill Bohnett Partner Fulbright & Jaworski LLP Alan Detheridge Vice President, External Affairs, Exploration & Production Shell International Limited Lance Dublin President and CEO Lance Dublin Consulting Peggy Dulany Chair The Synergos Institute John Michael Forgách McCluskey Fellow Yale School of Forestry and Environmental Studies Juliette Gimon Trustee Flora Family Foundation Dorian S. Goldman President and Trustee Irving Goldman Foundation Nadine B. Hack President beCause Global Consulting Brian Henderson Vice Chairman, Merrill Lynch Europe Middle East and Africa Merrill Lynch Nilufar Hossain Family Care International H. Peter Karoff Chairman and Founder The Philanthropic Initiative, Inc. Maria Elena Lagomasino Chairman & CEO, JPMorgan Private Bank J.P. Morgan Chase & Co
Etienne Allard Cramer & Cie Sarah Spencer Program Specialist Women’s Commission for Refugee Women and Children Richard Parsons Chairman and CEO AOL Time Warner Inc. Michaela Walsh President Women’s Asset Management
Listed below are signiﬁcant donors through October 31, 2003.
W. Alton Jones Foundation Alfred Jurzykowski Foundation Peter Karoff Martin P. Kasofsky Peter B. Kellner W.K. Kellogg Foundation Shiv and Uday Khemka Henry Kissinger Ryuji Kitamura John Klingenstein John W. Kluge Gary Knell Y otaro Kobayashi Kobrand Corporation Pamela Vinal Kohlberg Maria Elena Lagomasino Florian Langenscheidt Leonard and Evelyn Lauder Foundation Ronald Lauder Mildred Robbins Leet John Lennon Levi Strauss Foundation Edward Lewis Walter Link Jerome and Kenneth Lipper Foundation Bobye List Oscar Lopez Lucent Technologies Inc. William Lucy Ann Lurie John D. and Catherine T. MacArthur Foundation Antonio and Teresa Madero Vincent and Anne Mai Joshua Mailman Management Sciences for Health Cornelio Marchán Alberto and Anabelle Mariaca Fundação Roberto Marinho Markle Foundation Robert Masten-Rosen Mary A. and John M. McCarthy Foundation Neil McCarthy and Elizabeth Monaco Bruce R. and Jolene McCaw Doris L. McCoy McCune Charitable Foundation Sara S. McDaniel James McDonald The McKnight Foundation
Mora McLean Lisa Meadowcroft Meadows Foundation, Inc. Rohinton Medhora The John Merck Fund Merrill Lynch Joyce Mertz-Gilmore Foundation Seymour Milstein The Cynthia and George Mitchell Foundation Toby Moffett José Ermírio de Moraes Marcos Augusto de Moraes Lucia Moreira-Salles The Moriah Fund Patrice and Precious Motsepe Charles Stewart Mott Foundation Mike Murray Mercedes Noboa New Y City Partnership ork New Y University ork Bruce Nickerson Government of Norway NOVIB The Nursalim Family The Oak Foundation, Ltd. Mark T. Ocepek Morris W. Ofﬁt Mr. and Mrs. George D. O’Neill Peter O’Neill Laura Thorn and William O’Neill Open Society Institute Susan Packard Orr Pact Alan Parker Richard D. Parsons Anne Partlow Ian Partridge Patricia Price Peterson Foundaton Peter G. Peterson Rudolph A. Peterson Carroll Petrie Pew Charitable Trusts Phillips-Van Heusen Marnie and Don Pillsbury Philip Pillsbury George Pitt and Noreen Clark Prince of Wales Business Leaders Forum Public Welfare Foundation Pablo and Luisa Pulido Katherine J. and William Rayner
James D. Robinson III Rockefeller & Company Rockefeller Brothers Fund Charles Rockefeller David Rockefeller, Jr. David Rockefeller, Sr. The Rockefeller Foundation JD Rockefeller, III Fund Laurance Rockefeller Mrs. Nelson A. Rockefeller Steven C. Rockefeller Valerie Rockefeller Raul Rodriguez Jon W. Rotenstreich Susan Rothenberg Neil L. Rudenstine Johann and Gaynor Rupert Russell Sakaguchi Ricardo E.S. and Maria João Salgado Ralph Salomon Richard Salomon Kim Samuel Johnson The Sasakawa Peace Foundation Frank Savage S. Bruce Schearer Schering-Plough Robert J. Schwartz William and Tsugiko Scullion Ayrton Senna Foundation Viviane Senna Olavo Egydio Setubal Tokyo and Judy Sexwale Shaler Adams Foundation Lindsay Shea Shell International Limited Hiroaki Shikanai D. Wayne Silby Adele Simmons William Kelly Simpson Alan Slifka James Sligar The Christopher D. Smithers Foundation, Inc. Michael Sonnenfeldt and Katja Goldman Sony Corporation Harry Sophoclides John Spencer Theodore and Vada Stanley The Starr Foundation Sabine Sten Donald M. and Isabel Stewart
Marco and Sue Stoffel Christopher Stone Elizabeth Strong-Cuevas Jon Stryker Michael von Stumm Surdna Foundation Inc. Government of Sweden Charles Tate Barbara Taylor Maurice Tempelsman Eugene V. and Clare E. Thaw Charitable Trust Franklin Thomas Time Warner Inc. Robert C. Timpson Sarah Timpson Tinker Foundation, Inc. Susanna Tisa Toyota Motors of North America Tse Foundation Amy and Stephen Unfried UNICEF United Nations Development Programme United Nations Foundation US Agency for International Development VanEck Absolute Return Advisors ERS Phillipe de Villers Richard Voell Paul Volcker Ira Wallach Michaela Walsh Hermine Warren Washington Mutual John and Martha Watts Mark Weinberg Malcolm Wiener Peter Wheeler John C. Whitehead Frederick Wildman & Sons Christopher Williams Montel Williams Gary and Karen Winnick Winston Foundation for World Peace Wolfensohn Family Foundation World Economic Forum Xerox Corporation Zamorano-Pan American School of Agriculture Dmitri Zimin Zobel de Ayala Family
Alfredo and Paz Achar Wendy and Raymond Ackerman Wanda Engel Aduan Africare The Aga Khan Foundation Canada Giovanni Agnelli Daniele Agostino Foundation Hope Aldrich Victor Alicea Paul Allaire Amelior Foundation American Express Company American International Group, Inc. Sérgio and Bernadete Amoroso Jack Anderson Antonio Carlos de Andrade Dwayne O. Andreas Mrs. Walter Annenberg Anonymous Hylton and Wendy Appelbaum Apple Computer Company Manuel and Marie Thérèse Arango Archer Daniels Midland Company Valentin von Arnim David Arnold The Asia Foundation Asia Paciﬁc Philanthropy Consortium Aspen Institute Brooke Astor AT&T Foundation The Atlantic Philanthropies José Ignacio and Verónica Avalos John and Caron Avery Avina, Inc. Glenn and Carolyn Ayres Alberto and Tere Baillères Richard Bakal BankAmerica Foundation Banyan Tree Foundation Roberto and Maria Rosa Baquerizo Anne Bartley King Baudouin Foundation United States Inc. Othman and Leila Benjelloun The Judy and Howard Berkowitz Foundation
Patti Cadby Birch Helen and William Birenbaum The Blackstone Group Bloomberg L.P. William Bohnett Roberto and Maria Mathilde Bonetti James M. Brasher III David A. Brewer Susan Briggs Bristol-Myers Squibb Company Judith Bruce Magalen O. Bryant Carlos and Teresa Bulgheroni James E. and Diane W. Burke Foundation J. Daniel Butler Charles Butt Canadian International Development Agency Capital Group Companies Frank Carlucci Hervé de Carmoy The Carnegie Corporation of New Y ork Russell L. Carson Annie E. Casey Foundation Merle Chambers Laura and Richard Chasin Jacqueline de Chollet Towbin Luiz Chor Christie’s Gustavo A. and Patricia Cisneros Citigroup Inc. Citigroup Private Bank Coca-Cola Company Cohen Family Foundation Common Cents The Compton Foundation Conservation, Food & Health Foundation Frederic G. Corneel Camille and William Cosby, Jr. Eduardo Costantini T.G. Cousins Doris Cramer Credit Suisse First Boston John de Cuevas
Lewis and Dorothy Cullman Lee Cullum Eleanor Naylor Dana Charitable Trust Daniel Dantas and Verônica Dantas Jorge and Maria D’Assunção Jardim Gonçalves Richard and Barbara Debs Christel DeHaan Family Foundation André Desmarais Alan Detheridge Deutsche Bank Conway Downing William H. Draper III Sam Dryden Lance Dublin Anthony Duke, Sr. Peggy Dulany Augustin and Malú Edwards Gaetana Enders Kurt Engelhorn Exor America ExxonMobil Mark Fabry Amir and Nathalie F. Farman-Farma Eileen Fisher, Inc. Flora Family Foundation Elizabeth Fondaras Ford Foundation John Michael Forgách Frey Family Jonathan Friedland Richard M. Furlaud Maria Eugenia Garcés Campagna Elena Garcés de Eder Garcés Echavarria Family General Electric Company George Gilder Jean-Paul and Eleanor Gimon Juliette Gimon Dorian Goldman and Marvin Israelow Irving and Joyce Goldman Foundation Richard Goldman Goldstein, Golub & Kessler Tatsuro Goto
Peter Goulandris Judy Green Mary Greer Kate Greswold Eileen and Paul Growald Agnes Gund and Daniel Shapiro Mimi and Peter Haas Nadine Hack Scott and Sally Harrison Mrs. Randolph Hearst Charles A. and Monika Heimbold Heinz Family Foundation Brian Henderson Roberto and Claudia Hernández Judith F. Hernstadt Marlene Hess and James Zirin Hewitt Associates/Intergama William and Flora Hewlett Foundation Linda Hill Conrad N. Hilton Foundation HIP Health of New Y ork Michael J. Hirschhorn Nilufar Hossain Houston Endowment Inc. Hans and Elizabeth Humes Swanee Hunt Patricia Huntington John and Hilga Hurford Institute for Civil Society Institute of International Education Institutional Investor, Inc. Inter-American Development Bank International Development Research Centre International Institute for Sustainable Development International Y outh Foundation Chie Ishibashi Itaúsa-Investimentos Itaú S.A. J.P. Morgan Chase & Co. Dale E. Jenkins Jerry and Emily Spiegel Family Foundation, Inc. Jewish Communal Fund of New Y ork Paul Tudor Jones Franklin P. Johnson
Summary Financial Report
A complete set of audited ﬁnancial statements is available upon request. STATEMENT OF FINANCIAL POSITION DECEMBER 31, 2002
ASSETS Cash Pledges and Other Receivables Investments, at Fair Value Prepaid Expenses and Other Assets Property and Equipment, Net Total Assets
$353,570 5,335,994 1,229,536 39,909 8,650,563 $15,609,572
LIABILITIES AND NET ASSETS LIABILITIES Accounts Payable and Accrued Expenses Capital Lease Obligations Note Payable Total Liabilities COMMITMENTS NET ASSETS Unrestricted Invested in Property and Equipment Long-term investments Undesignated Total Unrestricted Temporarily Restricted Net Assets Total Liabilities and Assets
$300,151 31,846 5,850,000 6,181,997
2,768,717 1,229,536 915,811 4,914,064 4,513,511 9,427,575 $15,609,572
STATEMENT OF ACTIVITIES FOR YEAR ENDED DECEMBER 31, 2002
SUPPORT AND REVENUE CONTRIBUTIONS Foundations Corporations Individuals GPC Membership Dues Government Grant Special Event, net Return on Investments Other Income Net Assets released from restrictions – satisfaction of program and time restrictions Total Support and Revenue EXPENSES PROGRAM SERVICES Global Philanthropy Latin America Southeast Asia Southern Africa Bridging Leadership Border Project Global Philanthropists Circle Total Program Services SUPPORTING SERVICES Management and General Fundraising Total Supporting Services Total Expenses Change in Net Assets Net Assets at Beginning of Year Net Assets at End of Year UNRESTRICTED TEMPORARILY RESTRICTED TOTAL
$11,765 55,000 403,838 944,000 483,682 468,838 3,036 197,074 3,190,728 5,757,961
$3,381,510 55,000 3,063,327 944,000 483,682 468,838 3,036 197,074
(3,190,728) 2,838,506 8,596,467
315,849 782,795 444,486 473,610 578,773 341,663 636,984 3,574,160 1,335,169 792,960 2,128,129 5,702,289 55,672 4,858,382 $4,914,064 2,838,506 1,675,005 $4,513,511
315,849 782,795 444,486 473,610 578,773 341,663 636,984 3,574,160 1,335,169 792,960 2,128,129 5,702,289 2,894,178 6,533,397 $9,427,575
Leslie J. Yerman (lead writer) Robin Read (design) James M. Brasher III, John Heller, Andrew Sillen, Shari Turitz, John Tomlinson (editorial board) Classic Color Systems (printing) Photographs by/Courtesy of: Abrinq Foundation for Children’s Rights Bajío Community Foundation Border Health Commission (map) Esquel Foundation Sylvain Gaboury Art Humphrey Grace Kiniki/Foundation for Community Development Richard Kiy/International Community Foundation Eric Miller Ricardo Morales Philippine Business for Social Progress J.D. Scott VillageReach Gisele Wulfsohn