Synergos 2004-2005 Anual Report

THE SYNERGOS INSTITUTE Cov1

2004-2005 REPORT

THE SYNERGOS INSTITUTE 1

5UNIVERSITY FOR A NIGHT

6GLOBAL PHILANTHROPISTS CIRCLE

A dynamic network dedicated to eliminating poverty and increasing equity worldwide

8SEEDS OF CHANGE

Global leaders and concerned citizens find common ground in Brazil

12MULTI-STAKEHOLDER PARTNERSHIPS

Catalyzing partnerships between government, business and civil society to solve complex challenges

2004-2005 REPORT

2 MESSAGE FROM PEGGY

DULANY, FOUNDER & CHAIR

3MESSAGE FROM ROBERT H. DUNN, PRESIDENT & CEO

4STRENGTHENING BRIDGING

ORGANIZATIONSFostering institutional

philanthropy around the world

15PARTNERSHIP FOR CHILD NUTRITION

16OUR NETWORK, PARTNERS AND PROGRAMS

18A DREAM BECOMES REALITYUS-Mexico Border Philanthropy Partnership strengthens local capacity

22 BOARD OF DIRECTORS

23 STAFF

24 MAJOR DONORS

28 SUMMARY FINANCIAL REPORT

Cover: Artwork produced at a school run by Projeto Arrastão, a nonprofit organization in São Paulo, Brazil that is supported by the Abrinq Foundation for the Rights of Children, one of Synergos’ partners in that country.

FPO

page 6

page 18

page 12

page 8

The Synergos Institute is an independent nonprofit organization dedicated to the development of effective, sustainable and

locally based solutions to poverty. Working with partners, Synergos’ mission is to mobilize resources and bridge social and economic divides to reduce poverty and increase equity around the world.

We believe that poverty is the result of a complex 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 40 is headquartered in New York and onsite on the US-Mexico border, in Brazil, South Africa and India.

Our programs:n Build and strengthen community development

foundations and other bridging organizations in Africa, Asia and Latin America, fostering a local culture of philanthropy

n Bring leading philanthropic families together to deepen the impact of their social investments

n Catalyze partnerships between government, business and civil society in order to create and implement joint solutions to complex development challenges.

TheSynergoSInSTITuTe �

5University for a night

6global PhilanthroPists CirCle

Adynamicnetworkdedicatedtoeliminatingpovertyandincreasingequityworldwide

8seeds of Change

Globalleadersandconcernedcitizensfind common ground in Brazil

12MUlti-stakeholder PartnershiPs

Catalyzingpartnershipsbetweengovernment,businessandcivilsocietytosolvecomplexchallenges

2004-2005 report

2 Message froM Peggy

dUlany, foUnder & Chair

3Message froM robert h. dUnn, President & Ceo

4strengthening bridging

organizationsFosteringinstitutionalphilanthropy

aroundtheworld

15PartnershiP for Child nUtrition

16oUr network, Partners and PrograMs

18a dreaM beCoMes realityUS-Mexico Border Philanthropy Partnership strengthenslocalcapacity

22 board of direCtors

23 staff

24 Major donors

28 sUMMary finanCial rePort

Cover: Artwork produced at a school run by Projeto Arrastão, a nonprofit organization in São Paulo, Brazil that is supported by the Abrinq Foundation for the Rights of Children, one of Synergos’ partners in that country.

page 6

page 18

page 12

page 8

2 REPORT 2004-2005 THE SYNERGOS INSTITUTE 3

Systemic and sustainable solutions require groups and individuals to work together across their differences.

Synergos, since the beginning, has sought to build trust, to include the excluded and to bring together key stakeholders to solve problems of poverty and inequity using collaborative methods. We and our

partners in Africa, Asia and Latin America continue to strive to strengthen the financing for and capacity of civil society to work with other sectors of society, to strengthen the impact of philanthropy and philanthropists, and to help groups around the world to build partnerships that produce systemic solutions to local, national and global problems.

I am happy to introduce this report on our work during 2004 and 2005. The report offers a selection of stories about how Synergos has been making a difference in the fight to reduce poverty and increase equity around the world.

As you look through this report I hope you will join me in thanking my long-time colleague and friend Bruce Schearer, who stepped down from Synergos’ presidency in late 2005. I am grateful to him for 18 years of leadership, service and commitment to our organization and its mission. Bruce has been an essential part of my life and of Synergos’ achievements in the past and in positioning us to further increase our impact – and that of our partners around the world – in fighting poverty.

I hope you will also join me in welcoming Bob Dunn as Synergos’ extraordinarily capable new President and CEO and in working with him in the coming years.

With best wishes,

Peggy DulanyFounder & Chair

As Synergos moves into its third decade, I remain convinced that the complex social, economic and environmental problems the world faces

cannot be solved by one part of society alone.

There are also great frustrations being expressed that past efforts to advance the quality of life for the most poor and vulnerable in our global society continue to be so unsuccessful.

Synergos has a distinct record of accomplishment to build upon in this field and a demonstrated commitment to be a laboratory of innovation. We will continue to partner with

institutions and people who seek to create a more just and equitable society by engaging local communities, addressing root causes and supporting initiatives that bring people together across all sectors and differences.

Synergos has been most fortunate to have S. Bruce Shearer as one of its leaders. This report is about work begun and completed with the Synergos board, staff, partners, funders and collaborators on his watch. It’s a record that reflects his wisdom, integrity and diligence.

I feel privileged to serve as Bruce’s successor.

One of the ways in which the world is changing is that there are increasingly higher expectations of stakeholders for transparency and accountability. Synergos is in the process of weighing how best to meet these new requirements and you should expect to see the results of these deliberations in our next report.

In the meantime, I welcome your comments on this report and our work.

We remain grateful for the inspiration and support provided by the people we work with around the world. We hope we have done justice to their extraordinary capabilities and those of our own staff and supporters.

Cordially,

Robert H. DunnPresident & CEO

There is perhaps more discussion about

global poverty today than at any time in

recent history. There are new voices in this conversation

with exciting and innovative ideas.


Systemic and sustainable solutions require groups and individuals to work together across their differences.

Synergos, since the beginning, has sought to build trust, to include the excluded and to bring together key stakeholders to solve problems of poverty and inequity using collaborative methods. We and our

partners in Africa, Asia and Latin America continue to strive to strengthen the financing for and capacity of civil society to work with other sectors of society, to strengthen the impact of philanthropy and philanthropists, and to help groups around the world to build partnerships that produce systemic solutions to local, national and global problems.

I am happy to introduce this report on our work during 2004 and 2005. The report offers a selection of stories about how Synergos has been making a difference in the fight to reduce poverty and increase equity around the world.

As you look through this report I hope you will join me in thanking my long-time colleague and friend Bruce Schearer, who stepped down from Synergos’ presidency in late 2005. I am grateful to him for 18 years of leadership, service and commitment to our organization and its mission. Bruce has been an essential part of my life and of Synergos’ achievements in the past and in positioning us to further increase our impact – and that of our partners around the world – in fighting poverty.

I hope you will also join me in welcoming Bob Dunn as Synergos’ extraordinarily capable new President and CEO and in working with him in the coming years.

With best wishes,

Peggy DulanyFounder & Chair

As Synergos moves into its third decade, I remain convinced that the complex social, economic and environmental problems the world faces

cannot be solved by one part of society alone.

There are also great frustrations being expressed that past efforts to advance the quality of life for the most poor and vulnerable in our global society continue to be so unsuccessful.

Synergos has a distinct record of accomplishment to build upon in this field and a demonstrated commitment to be a laboratory of innovation. We will continue to partner with

institutions and people who seek to create a more just and equitable society by engaging local communities, addressing root causes and supporting initiatives that bring people together across all sectors and differences.

Synergos has been most fortunate to have S. Bruce Shearer as one of its leaders. This report is about work begun and completed with the Synergos board, staff, partners, funders and collaborators on his watch. It’s a record that reflects his wisdom, integrity and diligence.

I feel privileged to serve as Bruce’s successor.

One of the ways in which the world is changing is that there are increasingly higher expectations of stakeholders for transparency and accountability. Synergos is in the process of weighing how best to meet these new requirements and you should expect to see the results of these deliberations in our next report.

In the meantime, I welcome your comments on this report and our work.

We remain grateful for the inspiration and support provided by the people we work with around the world. We hope we have done justice to their extraordinary capabilities and those of our own staff and supporters.

Cordially,

Robert H. DunnPresident & CEO

There is perhaps more discussion about

global poverty today than at any time in

recent history. There are new voices in this conversation

with exciting and innovative ideas.


Strengthening Bridging Organizations, Synergos’ oldest and largest program, builds and supports community-based institutions in Asia, Africa and

Latin America that mobilize sustainable resources and bring government, business and civil society together to address poverty and inequity.

For over 15 years Synergos has helped create and strengthen indigenous grantmaking organizations, which

typically take the form of foundations, in over two dozen countries. These institutions bridge divides between sec-tors of the economy, between socioeconomic classes and between cultural, political, ethnic, and religious groups in ways that unite rather than divide communities.

Our accomplishments include helping create the first cross-border initiative in building philanthropic infra-structure along the US-Mexico border, described on page 8, as well as the first locally controlled grantmaking foun-dations supporting community development in Ecuador, Mozambique and Zimbabwe.

Today Synergos offers a range of services to new and emerging grantmaking institutions around the world, as well as to funding partners that share our goals of strength-ening local philanthropic capacity. These services, which include conducting feasibility studies and research, pro-viding consultancies, organizing training and workshops, and conducing studies tours and learning exchanges, ad-dress issues such as:

• Formation and governance• Program development and administration • Resource mobilization and asset building• Communications• Leadership and personal development• Partnership building.Most of these services are provided by the Senior

Fellows – leaders from some of the world’s most success-ful and innovative development foundations and philan-thropic support organizations. They come to the program with a record of accomplishment, solid technical skills, and reputations for originality and effectiveness. Fellows serve as peer consultants to foundations and other grant-making institutions around the world. Their work also produces knowledge on trends and innovative models, which Synergos distributes to a wide audience.

Fellows, who come predominantly from Latin America, Africa and South and Southeast Asia, serve for three years, while simultaneously performing their ongoing profes-sional responsibilities at their home institutions. ■

P R O G R A M S

Strengthening Bridging Organizations

FOSTERING INSTITUTIONAL PHILANTHROPY AROUND THE WORLD

FayemiExecutive DirectorAfrican Women’s Development FundGhana

Jaime BolañosExecutive DirectorOaxaca Community FoundationMexico

David BonbrightChief Executive OfficerKeystoneUnited Kingdom

Steven BurkemanUnited Kingdom

Hui-Jung ChiExecutive DirectorGarden of Hope FoundationTaiwan ROC

Alberto César CroceDirectorFundación SESArgentina

John DaviesPresidentBaton Rouge Area FoundationUnited StatesLúcia Gomes Vieria DellagneloPresidentInstituto Comunitário Grande FlorianopolisBrazilMarilou G. ErniExecutive DirectorPetron FoundationPhilippinesAmalia Eugenia Fischer PfaeffleExecutive CoordinatorAngela Borba Fund for WomenBrazilBeulah FredericksDirectorFoundation for Community Support TrustSouth Africa

Darren GodwellBoard Member & Former Executive DirectorLumbu Indigenous Community FoundationAustralia

Caroline HartnellEditorAlliance MagazineUnited Kingdom

Etha HenryVice President for ProgramsGreater New Haven Community Foundation United States

Peter HeroPresidentCommunity Foundation Silicon ValleyUnited States

Gaynor HumphreysDirectorWorldwide Initiatives for Grantmaker Support

Sándor KôlesExecutive DirectorCarpathian FoundationSlovakiaChrista KuljianVisiting Research FellowCentre for Policy StudiesUnited States/South AfricaAnn LamontFormer Chief Executive OfficerMindset NetworkSouth AfricaL. Agustín LandaVice President for Development & LinkingUniversidad Popular Autonoma del Estado de PueblaMexicoMaria de Lourdes NunesOfficer and Program ManagerFundação O Boticário de Proteção à NaturezaBrazil

Joe LumardaExecutive Vice President/COOCalifornia Community FoundationUnited StatesTeboho MahumaChief Executive OfficerCity YearSouth AfricaKatherine MiszewskiExecutive DirectorOld Mutual FoundationSouth AfricaMonica MutukuSecretaryEast Africa Association of GrantmakersKenyaJacqueline NovogratzChief Executive OfficerAcumen FundUnited StatesElkhana OdemboDirectorCenter for Philanthropy and Civil SocietyKenya

William OkediProgram OfficerFord FoundationSouthern AfricaWon Soon ParkDirectorThe Beautiful FoundationSouth KoreaFely RixhonExecutive DirectorPhilippine Center for Population & DevelopmentPhilippinesVadim SamorodovProgram ManagerCharities Aid FoundationRussiaKgosto SchoemanChief ExecutiveKagiso Trust Charitable Development TrustSouth AfricaPushpa Aman SinghVice President for ProgramsGIVE FoundationIndia

THE SENIOR FELLOWS IN 2004-2005David SmithManaging DirectorBusiness and Environmental ServicesJamaicaFelicidad SoledadExecutive DirectorPhilippine Council for NGO CertificationThe PhilippinesIngrid SrinathChief ExecutiveChild Relief and You IndiaShannon St. JohnFormer Executive DirectorTriangle Community FoundationUnited StatesAbdi SuryaningatiVice-DirectorYAPPIKA-Indonesian Civil Society Alliance for Democracy IndonesiaAfsaneh TabriziSouth Africa

Bernardo ToroDean of EducationJaveriana UniversityColombiaSukich UtinduDirector, Resource MobilizationRaks Thai FoundationThailandPriya ViswanathChief Executive OfficerCharities Aid FoundationIndiaAna Maria WilheimSuperintendentAbrinq Foundation for the Rights of ChildrenBrazil

Positions listed are those held at time of Fellowship

Each year since 1997, University for a Night brings together leaders from around the world to discuss critical problems. Through a plenary discussion,

a question-and-answer session and discussions over dinner, participants share ideas on how to address poverty, inequity, environmental degradation and conflict. They also honor individuals or organizations whose work exemplifies what the evening is about – building bridges across traditional boundaries to create a better world – with the David Rockefeller Bridging Leadership Awards.

The overall theme of the 2004 event was new approaches to solving complex global problems. The Bridging Leadership Awards were presented to the Foundation for Community Development of Mozambique and John C. Whitehead, a former US Deputy Secretary of State and chair of the International Rescue Committee.

University for a Night 2005 brought attention not only to partnerships to address critical problems, but also to issues of democracy and security, with speakers including former President of the Philippines Corazon C. Aquino and former World Bank President James D. Wolfensohn (who each received the David Rockefeller Bridging Leadership Award), as well as Nigerian democracy advocate Hafsat Abiola-Costello, Deputy Prime Minister of Thailand Surakiart Sathirathai, and incoming Synergos President Robert H. Dunn.

The 2005 event was also the final day of service as President of Synergos for S. Bruce Schearer, and the evening closed with the presentation of a video highlighting Synergos’ accomplishments under his leadership. ■

PLENARY SPEAKERS 2004-2005

Hafsat Abiola-Costello Executive Director Kudirat Initiative for Democracy

Corazon C. Aquino Chairperson Benigno S. Aquino, Jr. Foundation

Kjell Magne Bondevik Prime Minister of Norway

Mario Conejo Maldonado Mayor Otavalo, Ecuador

Robert H. Dunn Co-founder Business for Social Responsibility

Tex Gunning Business Group President Unilever Bestfoods, Asia

Noeleen Heyzer Executive Director United Nations Development Fund for Women

Surakiart Sathirathai Deputy Prime Minister of Thailand

James D. Wolfensohn Special Envoy for Gaza Disengagement for the Quartet Principals

Positions listed are those held at time of event

“The approach that we have adopted is focusing on the issue

of ownership and empowerment. Ownership is very important,

because you have to make sure that the poor feel that they are part

of the solution, not a part of the problem.” – Surakiart Sathirathai,

Deputy Prime Minister of Thailand at University for a Night 2005

University for a NightAN EVENING OF SHARING AND LEARNING

SOME PARTICIPANTS in the 2005 Global Senior Fellows Meeting in Cape Town, South Africa.

John Whitehead and David Rockefeller

Corazon Aquino and James D. Wolfensohn

Richard Gere described

the power of collaboration at University

for a Night 2004


Strengthening Bridging Organizations, Synergos’ oldest and largest program, builds and supports community-based institutions in Asia, Africa and

Latin America that mobilize sustainable resources and bring government, business and civil society together to address poverty and inequity.

For over 15 years Synergos has helped create and strengthen indigenous grantmaking organizations, which

typically take the form of foundations, in over two dozen countries. These institutions bridge divides between sec-tors of the economy, between socioeconomic classes and between cultural, political, ethnic, and religious groups in ways that unite rather than divide communities.

Our accomplishments include helping create the first cross-border initiative in building philanthropic infra-structure along the US-Mexico border, described on page 8, as well as the first locally controlled grantmaking foun-dations supporting community development in Ecuador, Mozambique and Zimbabwe.

Today Synergos offers a range of services to new and emerging grantmaking institutions around the world, as well as to funding partners that share our goals of strength-ening local philanthropic capacity. These services, which include conducting feasibility studies and research, pro-viding consultancies, organizing training and workshops, and conducing studies tours and learning exchanges, ad-dress issues such as:

• Formation and governance• Program development and administration • Resource mobilization and asset building• Communications• Leadership and personal development• Partnership building.Most of these services are provided by the Senior

Fellows – leaders from some of the world’s most success-ful and innovative development foundations and philan-thropic support organizations. They come to the program with a record of accomplishment, solid technical skills, and reputations for originality and effectiveness. Fellows serve as peer consultants to foundations and other grant-making institutions around the world. Their work also produces knowledge on trends and innovative models, which Synergos distributes to a wide audience.

Fellows, who come predominantly from Latin America, Africa and South and Southeast Asia, serve for three years, while simultaneously performing their ongoing profes-sional responsibilities at their home institutions. ■

P R O G R A M S

Strengthening Bridging Organizations

FOSTERING INSTITUTIONAL PHILANTHROPY AROUND THE WORLD

FayemiExecutive DirectorAfrican Women’s Development FundGhana

Jaime BolañosExecutive DirectorOaxaca Community FoundationMexico

David BonbrightChief Executive OfficerKeystoneUnited Kingdom

Steven BurkemanUnited Kingdom

Hui-Jung ChiExecutive DirectorGarden of Hope FoundationTaiwan ROC

Alberto César CroceDirectorFundación SESArgentina

John DaviesPresidentBaton Rouge Area FoundationUnited StatesLúcia Gomes Vieria DellagneloPresidentInstituto Comunitário Grande FlorianopolisBrazilMarilou G. ErniExecutive DirectorPetron FoundationPhilippinesAmalia Eugenia Fischer PfaeffleExecutive CoordinatorAngela Borba Fund for WomenBrazilBeulah FredericksDirectorFoundation for Community Support TrustSouth Africa

Darren GodwellBoard Member & Former Executive DirectorLumbu Indigenous Community FoundationAustralia

Caroline HartnellEditorAlliance MagazineUnited Kingdom

Etha HenryVice President for ProgramsGreater New Haven Community Foundation United States

Peter HeroPresidentCommunity Foundation Silicon ValleyUnited States

Gaynor HumphreysDirectorWorldwide Initiatives for Grantmaker Support

Sándor KôlesExecutive DirectorCarpathian FoundationSlovakiaChrista KuljianVisiting Research FellowCentre for Policy StudiesUnited States/South AfricaAnn LamontFormer Chief Executive OfficerMindset NetworkSouth AfricaL. Agustín LandaVice President for Development & LinkingUniversidad Popular Autonoma del Estado de PueblaMexicoMaria de Lourdes NunesOfficer and Program ManagerFundação O Boticário de Proteção à NaturezaBrazil

Joe LumardaExecutive Vice President/COOCalifornia Community FoundationUnited StatesTeboho MahumaChief Executive OfficerCity YearSouth AfricaKatherine MiszewskiExecutive DirectorOld Mutual FoundationSouth AfricaMonica MutukuSecretaryEast Africa Association of GrantmakersKenyaJacqueline NovogratzChief Executive OfficerAcumen FundUnited StatesElkhana OdemboDirectorCenter for Philanthropy and Civil SocietyKenya

William OkediProgram OfficerFord FoundationSouthern AfricaWon Soon ParkDirectorThe Beautiful FoundationSouth KoreaFely RixhonExecutive DirectorPhilippine Center for Population & DevelopmentPhilippinesVadim SamorodovProgram ManagerCharities Aid FoundationRussiaKgosto SchoemanChief ExecutiveKagiso Trust Charitable Development TrustSouth AfricaPushpa Aman SinghVice President for ProgramsGIVE FoundationIndia

THE SENIOR FELLOWS IN 2004-2005David SmithManaging DirectorBusiness and Environmental ServicesJamaicaFelicidad SoledadExecutive DirectorPhilippine Council for NGO CertificationThe PhilippinesIngrid SrinathChief ExecutiveChild Relief and You IndiaShannon St. JohnFormer Executive DirectorTriangle Community FoundationUnited StatesAbdi SuryaningatiVice-DirectorYAPPIKA-Indonesian Civil Society Alliance for Democracy IndonesiaAfsaneh TabriziSouth Africa

Bernardo ToroDean of EducationJaveriana UniversityColombiaSukich UtinduDirector, Resource MobilizationRaks Thai FoundationThailandPriya ViswanathChief Executive OfficerCharities Aid FoundationIndiaAna Maria WilheimSuperintendentAbrinq Foundation for the Rights of ChildrenBrazil

Positions listed are those held at time of Fellowship

Each year since 1997, University for a Night brings together leaders from around the world to discuss critical problems. Through a plenary discussion,

a question-and-answer session and discussions over dinner, participants share ideas on how to address poverty, inequity, environmental degradation and conflict. They also honor individuals or organizations whose work exemplifies what the evening is about – building bridges across traditional boundaries to create a better world – with the David Rockefeller Bridging Leadership Awards.

The overall theme of the 2004 event was new approaches to solving complex global problems. The Bridging Leadership Awards were presented to the Foundation for Community Development of Mozambique and John C. Whitehead, a former US Deputy Secretary of State and chair of the International Rescue Committee.

University for a Night 2005 brought attention not only to partnerships to address critical problems, but also to issues of democracy and security, with speakers including former President of the Philippines Corazon C. Aquino and former World Bank President James D. Wolfensohn (who each received the David Rockefeller Bridging Leadership Award), as well as Nigerian democracy advocate Hafsat Abiola-Costello, Deputy Prime Minister of Thailand Surakiart Sathirathai, and incoming Synergos President Robert H. Dunn.

The 2005 event was also the final day of service as President of Synergos for S. Bruce Schearer, and the evening closed with the presentation of a video highlighting Synergos’ accomplishments under his leadership. ■

PLENARY SPEAKERS 2004-2005

Hafsat Abiola-Costello Executive Director Kudirat Initiative for Democracy

Corazon C. Aquino Chairperson Benigno S. Aquino, Jr. Foundation

Kjell Magne Bondevik Prime Minister of Norway

Mario Conejo Maldonado Mayor Otavalo, Ecuador

Robert H. Dunn Co-founder Business for Social Responsibility

Tex Gunning Business Group President Unilever Bestfoods, Asia

Noeleen Heyzer Executive Director United Nations Development Fund for Women

Surakiart Sathirathai Deputy Prime Minister of Thailand

James D. Wolfensohn Special Envoy for Gaza Disengagement for the Quartet Principals

Positions listed are those held at time of event

“The approach that we have adopted is focusing on the issue

of ownership and empowerment. Ownership is very important,

because you have to make sure that the poor feel that they are part

of the solution, not a part of the problem.” – Surakiart Sathirathai,

Deputy Prime Minister of Thailand at University for a Night 2005

University for a NightAN EVENING OF SHARING AND LEARNING

SOME PARTICIPANTS in the 2005 Global Senior Fellows Meeting in Cape Town, South Africa.

John Whitehead and David Rockefeller

Corazon Aquino and James D. Wolfensohn

Richard Gere described

the power of collaboration at University

for a Night 2004

6 REPORT 2004-2005

lutions and a network of support to play this important role. The international diversity of the members brings to the Circle a wealth of experience and relationships supported by social and financial resources and a moti-vation to leverage them for the greater good.

SERVICES FOR MEMBERS The Circle network is an energizing, safe space for learning, discussion and col-laboration, helping members articulate and realize their philanthropic visions. Organized and staffed by Synergos, activities and services are tailored to member needs and time availability.

The Circle provides each family with a relationship manager, a dedicated professional who can help to devel-op a membership program suited to the family’s needs. Drawing on the exceptional resources of the Circle and the larger Synergos network, this person will help create a personal networking plan to build connections to help leverage your efforts. The Circle also offers a strategic planning expert who works with members to develop strategic plans, review current goals and objectives, and evaluate current activities.

PROMOTING PEER LEARNING Throughout the year, the Circle holds a variety of events and activities to bring members together to allow to share ideas and ex-periences, including:

• Learning Visits to Developing Countries which expose participants to innovative philanthropic ap-proaches to complex global problems and also provide interaction with other prominent international phi-lanthropists, including those from the host country or region.

• Working Dinners and Dialogues, hosted by Circle members in various part of the United States and other countries throughout the year; recent events have taken place in Buenos Aires, London, Madrid, Mumbai and Beirut.

• Annual Meetings, held in New York City consists of a series of small interactive workshops and plena-ry sessions during the day, followed by The Synergos Institute’s University for a Night in the evening.

• Effective Philanthropy Workshops held twice a year to increase the effectiveness of member philanthropy.

• Wilderness Retreats that enable a small, diverse group of members to explore their personal philan-thropic purposes and future intentions through a multi-day experience at Peggy Dulany’s Montana ranch. ■

The Global Philanthropists Circle is a dynamic network of leading international philanthropists dedicated to eliminating poverty and increasing

equity worldwide. It brings together many of the most respected individuals and families from every part of the globe who are committed to using their time, influ-ence and resources to address some of the world’s most significant problems.

The Circle provides exceptional opportunities for members to advance their own philanthropic projects by drawing on the advice, experience, relationships and collaboration of other members. In addition, the Circle supports initiatives to work together with international development agencies, foundations and other philan-thropic organizations.

Founded in 2001 by Peggy Dulany, Synergos’ Chair, and her father, David Rockefeller, the Circle now includes more than 55 families from 23 countries who recognize the

increased impact they might have, as individuals and col-lectively, on initiatives to reduce poverty globally.

The Circle is also intergenerational. The Next Generation Group, formed in 2003, focuses on succes-sor generations – family members between their teens and early 30s – to promote their involvement in philan-thropy and build a strong community of future social investors and philanthropists.

WHY THE CIRCLE? In a time of vastly increasing, yet disproportionately distributed wealth, poverty and in-equity are two of the world’s most complex challenges. The Global Philanthropists Circle is committed to en-couraging and supporting the essential role that private philanthropists can play to resolve these problems.

To play this role, many philanthropists are eager to learn with and from each other how they can make a difference. The Circle provides a platform to explore so-

P R O G R A M S

Global Philanthropists CircleDYNAMIC NETWORK DEDICATED TO ELIMINATING POVERTY AND INCREASING EQUITY WORLDWIDE

RIGHT, CLOCKWISE FROM TOP: South Africa; visit to a school in the

Philippines in 2005; GPC Member Mike Murray with former President of the

Philippines Corazon Aquino at the 2004 Annual Meeting; Desmond Tutu

at a symposium for peace in Colombia organized by GPC Member María Eugenia

Garcés; retreat event in Montana.

MEMBERS OF THE Global Philanthropists

Circle visit an orphanage in South

Africa in 2005.


lutions and a network of support to play this important role. The international diversity of the members brings to the Circle a wealth of experience and relationships supported by social and financial resources and a moti-vation to leverage them for the greater good.

SERVICES FOR MEMBERS The Circle network is an energizing, safe space for learning, discussion and col-laboration, helping members articulate and realize their philanthropic visions. Organized and staffed by Synergos, activities and services are tailored to member needs and time availability.

The Circle provides each family with a relationship manager, a dedicated professional who can help to devel-op a membership program suited to the family’s needs. Drawing on the exceptional resources of the Circle and the larger Synergos network, this person will help create a personal networking plan to build connections to help leverage your efforts. The Circle also offers a strategic planning expert who works with members to develop strategic plans, review current goals and objectives, and evaluate current activities.

PROMOTING PEER LEARNING Throughout the year, the Circle holds a variety of events and activities to bring members together to allow to share ideas and ex-periences, including:

• Learning Visits to Developing Countries which expose participants to innovative philanthropic ap-proaches to complex global problems and also provide interaction with other prominent international phi-lanthropists, including those from the host country or region.

• Working Dinners and Dialogues, hosted by Circle members in various part of the United States and other countries throughout the year; recent events have taken place in Buenos Aires, London, Madrid, Mumbai and Beirut.

• Annual Meetings, held in New York City consists of a series of small interactive workshops and plena-ry sessions during the day, followed by The Synergos Institute’s University for a Night in the evening.

• Effective Philanthropy Workshops held twice a year to increase the effectiveness of member philanthropy.

• Wilderness Retreats that enable a small, diverse group of members to explore their personal philan-thropic purposes and future intentions through a multi-day experience at Peggy Dulany’s Montana ranch. ■

RIGHT, CLOCKWISE FROM TOP: South Africa; visit to a school in the

Philippines in 2005; GPC Member Mike Murray with former President of the

Philippines Corazon Aquino at the 2005 Annual Meeting; Desmond Tutu

at a symposium for peace in Colombia organized by GPC Member María Eugenia

Garcés; retreat event in Montana.



When Peggy Dulany accompanied a group of Global Philanthropists Circle members from around the world on a learning vis-it to Brazil in 2004, it was a particularly meaningful homecoming for the found-

er of Synergos, who had lived and worked in a favela, or squatter settlement, in Rio de Janeiro as a young woman.

Dulany’s early experience in Brazil marked the begin-ning of a long and close relationship between that country and Synergos. “Life in the favela taught me that the people affected by poverty are those with the greatest determina-tion to escape it,” Dulany said. “What was missing was ac-cess to a network of others with the skills and resources to help poor people make a better life for themselves.”

These lessons from Brazil proved formative when Dulany went on to work for the New York City Partnership, an organization that promotes economic development and social change through public-private collaboration. “I saw the possibility of bringing people together from different sectors and levels of society and realized that this could happen in Brazil and other parts of the world, not just New York,” she said. “Synergos grew out of that set of experiences.”

Today, a variety of philanthropic partnerships seeded by Synergos in Brazil have begun to take root, creating a fertile climate for positive social change. “Previously, the word ‘partnership’ wasn’t known in Brazil – each sector had its own culture, its own role and its own priorities,” said Wanda Engel Aduan, a leading advocate for children and youth in Brazil, and one of several Synergos board members who took part in the 2004 learning visit.

“Synergos introduced this country to the notion of joining forces, a concept that is more and more impor-tant for us to deal with our most serious problems – pov-erty and inequality,” said Engel Aduan, former Secretary

of State for Social Assistance in Brazil and now with the Regional Dialogue Division at the Inter-American Development Bank.

LEARNING FROM THE EXPERIENCE OF BRAZILPartnership and collaboration were consistent themes in the Global Philanthropists Circle’s country visit to Brazil in 2004. Such visits are among the many opportunities for learning, sharing and collaboration offered to mem-bers of the Circle, a network of leading donors who run or support global initiatives that address issues of poverty and inequity. “Through these and other types of learning opportunities, Synergos provides a space for GPC mem-bers to connect, reflect, exchange ideas and help each other become more effective agents of change in their own parts of the world” said Jim Brasher, who served as the Circle’s first director.

From the teeming favelas of Rio de Janeiro and São Paulo to the lush but fragile ecosystem of the Amazon rainforest, the ten-day country visit gave participants a chance to observe the social and economic divides chal-lenging Brazil and the diverse – and often ground breaking –ways in which GPC members and other Synergos part-ners are addressing these barriers by fostering the practice and culture of philanthropy.

Despite the political and economic advances of the past two decades, Brazil remains one of the most socio-eco-nomically divided societies in the world. Nearly a third of its 184 million citizens live in poverty, many in the over-crowded and neglected favelas of Brazil’s two mega-cities, São Paulo and Rio de Janeiro. The situation is particularly precarious for poor children and youth in these commu-nities, who often find themselves marginalized, exploited and endangered by life on the streets.

In Brazil and other developing countries around the

SEEDS OF

CHANGE

“Life in the favela taught me that the people most affected by poverty are those with the greatest determination to escape it.” –Peggy Dulany

BRAZIL


When Peggy Dulany accompanied a group of Global Philanthropists Circle members from around the world on a learning vis-it to Brazil in 2004, it was a particularly meaningful homecoming for the found-

er of Synergos, who had lived and worked in a favela, or squatter settlement, in Rio de Janeiro as a young woman.

Dulany’s early experience in Brazil marked the begin-ning of a long and close relationship between that country and Synergos. “Life in the favela taught me that the people affected by poverty are those with the greatest determina-tion to escape it,” Dulany said. “What was missing was ac-cess to a network of others with the skills and resources to help poor people make a better life for themselves.”

These lessons from Brazil proved formative when Dulany went on to work for the New York City Partnership, an organization that promotes economic development and social change through public-private collaboration. “I saw the possibility of bringing people together from different sectors and levels of society and realized that this could happen in Brazil and other parts of the world, not just New York,” she said. “Synergos grew out of that set of experiences.”

Today, a variety of philanthropic partnerships seeded by Synergos in Brazil have begun to take root, creating a fertile climate for positive social change. “Previously, the word ‘partnership’ wasn’t known in Brazil – each sector had its own culture, its own role and its own priorities,” said Wanda Engel Aduan, a leading advocate for children and youth in Brazil, and one of several Synergos board members who took part in the 2004 learning visit.

“Synergos introduced this country to the notion of joining forces, a concept that is more and more impor-tant for us to deal with our most serious problems – pov-erty and inequality,” said Engel Aduan, former Secretary

of State for Social Assistance in Brazil and now with the Regional Dialogue Division at the Inter-American Development Bank.

LEARNING FROM THE EXPERIENCE OF BRAZILPartnership and collaboration were consistent themes in the Global Philanthropists Circle’s country visit to Brazil in 2004. Such visits are among the many opportunities for learning, sharing and collaboration offered to mem-bers of the Circle, a network of leading donors who run or support global initiatives that address issues of poverty and inequity. “Through these and other types of learning opportunities, Synergos provides a space for GPC mem-bers to connect, reflect, exchange ideas and help each other become more effective agents of change in their own parts of the world” said Jim Brasher, who served as the Circle’s first director.

From the teeming favelas of Rio de Janeiro and São Paulo to the lush but fragile ecosystem of the Amazon rainforest, the ten-day country visit gave participants a chance to observe the social and economic divides chal-lenging Brazil and the diverse – and often ground breaking –ways in which GPC members and other Synergos part-ners are addressing these barriers by fostering the practice and culture of philanthropy.

Despite the political and economic advances of the past two decades, Brazil remains one of the most socio-eco-nomically divided societies in the world. Nearly a third of its 184 million citizens live in poverty, many in the over-crowded and neglected favelas of Brazil’s two mega-cities, São Paulo and Rio de Janeiro. The situation is particularly precarious for poor children and youth in these commu-nities, who often find themselves marginalized, exploited and endangered by life on the streets.

In Brazil and other developing countries around the

SEEDS OF

CHANGE

“Life in the favela taught me that the people most affected by poverty are those with the greatest determination to escape it.” –Peggy Dulany

BRAZIL


technical assistance. Intrigued by the emerging community foundation

movement – which Synergos also pioneered in Ecuador and Mozambique – the group explored and ultimately ad-opted the model with the aim of leveraging local resourc-es and skills in a more systematic way to meet the needs of Rio’s most vulnerable residents. Thanks to early sup-port from Synergos, the Ford Foundation, and the Avina Foundation, Instituto Rio also has access to a growing in-ternational network of connections and support for com-munity foundations.

Instituto Rio fulfills its mission both through grant-making to local organizations and by providing skills and expertise to help them build capacity. It concentrates its work in the Zona Oeste, or West Zone of the city, where human development ratings are among the lowest in Brazil despite a growing commercial and industrial sector. For many living in the long-neglected neighborhoods of the West Zone, the organizations supported by Instituto Rio often make the difference between social exclusion and productive engagement.

In the community of Campo Grande, for example, which began as an illegal settlement of displaced persons, a volunteer organization called NEAC (Núcleo Especial de Atenção à Criança) helped residents win rights to their land and today provides day care, after-school activities and training for adolescents that complement the offer-ings of the formal education system.

Another West Zone organization, Casa de Santa Ana, has transformed a care facility for low-income elderly into a haven for seniors and a hub for community in-volvement. Through activities such as dances, workouts and cultural projects, older members of the community are given meaning and purpose, rather than being ware-housed in asylums.

Located in Cidade de Deus, or City of God – a neigh-borhood known more for the cycle of poverty, despair and crime depicted in the 2002 film of the same name – Casa de Santa Ana creates a climate of mutual respect and in-teraction between old and young.

BUILDING A TRADITION OF PRIVATE GIVING IN BRAZILInstituto Rio has managed to overcome an array of chal-lenges to build support for its community-based ap-proach to problem solving. These include difficulties in explaining a community foundation concept unfamiliar to many in Brazil; a tax system that provides few incen-tives to stimulate private philanthropy; and the task of building an endowment fund in a country that lacks a tradition of private giving.

“Historically, there has not been a strong concept of pri-vate philanthropy in Brazil,” said Geraldo Jordão Pereira, a major Brazilian publisher who serves on Instituto Rio’s board of directors. “Social problems are seen as the gov-ernment’s problems and no one feels responsible, but this is starting to change, particularly in the business sector.”

Leading this change are donors such as Jordão, who recently gave a major gift to Instituto Rio to create an endowment fund to provide sustainable, long-term sup-

world, Synergos works in a variety of creative ways to bridge such social and economic divides by bringing lead-ing philanthropic families together to deepen the impact of their social investments; building and strengthening bridging organizations such as community foundations; and brokering partnerships among philanthropists, gov-ernment, business and citizens to increase the flow of re-sources and expertise to impoverished communities.

“Synergos tries to identify and support relationships that can be catalysts for wider change,” said William Bohnett, a Synergos board member and partner in the internation-al law firm of Fulbright & Jaworski. Bohnett took part in the 2004 trip where he and the other participants had a chance to see the Global Philanthropists Circle and other Synergos lines of work coming together in visits to strate-gic philanthropic initiatives that are operating in some of Brazil’s most challenging settings.

A UNIQUE LABORATORY FOR CHANGE IN THE AMAZON RAINFORESTAmong the philanthropic innovations that Synergos When it comes to promoting a culture of local phi-lanthropy, the dynamic members of Synergos’ Global Philanthropists Circle in Brazil are leading by example in their own strategic social investment projects and collab-orations, all focused primarily on children and youth.

The group learned about one key member’s effort when it traveled deep into the Amazon rainforest, where Circle member Sergio Amoroso’s Jari project is providing a new model of engagement in one of the richest – and most en-dangered – bioregions on earth.

CEO of Orsa Group, a leading producer in Brazil of cor-rugated boxes and packaging papers, Amoroso created the Orsa Foundation in 1994, at an early stage of the corpo-rate social responsibility movement in Brazil. Today, the Foundation operates more than 60 programs nationwide that provide an integrated array of training and develop-ment for children and youth at risk. Orsa Group invests at least one percent of its gross annual revenues in the foun-

dation, yielding nearly $5 million in 2004, resulting in as-sistance to 1.4 million people around Brazil.

Amoroso’s decision to acquire a production facility, Jari Cellulose, in the Amazon rainforest in 2000 represented a major new undertaking, for the São Paulo-based Orsa Group and the Foundation. Orsa’s new business commu-nity consists of 100,000 residents with a vast array of so-cial needs, and stewardship of 1.6 million hectares of na-tive rainforest, the largest privately held reserve of native forest in the world.

Undaunted, Amoroso views the Jari project as a unique laboratory for social change in a region still struggling with a past legacy of unsustainable business practices, en-vironmental degradation and social neglect.

Guided by a recognition that his business is integrally linked to the continuing health of the people and the en-vironment of the Amazon rainforest, Amoroso is pursuing a multi-prong strategy that integrates sustainable harvest-ing and production techniques; income-generation proj-ects for local residents in harmony with the native forest; and comprehensive training and development services for local children and families. For Amoroso, his company’s role is to partner with the community in ways that extend its benefits to those closest to its operations, narrowing some of the social and economic divides that had been created previously.

During their stay in Jari, trip participants toured Orsa’s state-of-the-art production facilities, hiked the rainforest together and met with children and families enrolled in many of Orsa Foundation’s community projects. At the end of the four-day visit, participants met with Sergio Amoroso and other leaders of Orsa Group to share les-sons learned and explore ways to connect the knowledge gained to their own philanthropic projects.

“It’s a picture worth a thousand words, seeing how good these programs are on the ground,” said Synergos board member William Bohnett. “It’s very beneficial for both the board and the GPC to see each other’s work and role in the field.”

For Marcos de Moraes, a successful technology entre-preneur based in São Paulo who is both a GPC member and Synergos board member, such opportunities for cross-fertilization are rare and particularly valuable. He empha-sized the benefits of learning from each other’s distinct experiences, citing how it helps everyone think about how to increase the effectiveness and impact of their own ef-forts to address poverty issues. For me, he added, “inter-acting with the group is extremely important for stimulat-ing new and innovative ideas.”

INSTITUTO RIO: A NEW MODEL FOR COMMUNITY PHILANTHROPYDuring the trip, the group also learned about a commu-nity-based model of giving when it visited with Instituto Rio, the country’s first community foundation, which Synergos helped to launch and nurture. Instituto Rio grew out of a dialogue between Peggy Dulany and local leaders concerned that even though diverse initiatives ex-isted to promote social change in Rio de Janeiro, their impact was limited by a lack of access to financing and

port for local organizations. Jordão’s action is “unusual in Brazil, both for the size of the gift and the fact that it’s an individual donation to a small, young organization’s en-dowment fund,” said Candace Lessa, director of programs for Synergos in Brazil and president of Instituto Rio’s board. “It will leave a lasting legacy for Instituto Rio and the people of the West Zone.”

A CRITICAL MASS FOR MOVING FORWARD IN BRAZIL The groundwork laid by Synergos and its partners in Brazil has opened important new channels of private phi-lanthropy and created momentum for moving the social agenda forward. As they seek out windows of opportu-nity to promote philanthropy and collaboration in Brazil, the circle of impact continues to widen. “Synergos is starting to harvest the fruits of years of building bridges and partnerships in Brazil and other parts of the world,” said GPC member and Synergos board member Marcos de Moraes.

Following the successful GPC trip in 2004, for exam-ple, various ideas for collaboration among a wider group of Circle members interested in Brazil have emerged. Increasingly, private donors in the country are stepping forward with innovative solutions to persistent societal challenges, such as a landmark $10 million fund created by de Moraes to keep kids in São Paulo off the streets and productively engaged.

The list of emerging grantmaking foundations in Brazil continues to grow, supported by Synergos. Inspired by the example of Instituto Rio, efforts are also being made to expand the community foundation model to other parts of Brazil.

“With all of our experience, we’re at a breakthrough point in this country,” said Candace Lessa, director of Synergos’ programs in Brazil. “We’ve become increasingly involved with our partners and are gaining their trust. We now have a critical mass for moving forward together, ac-celerating this movement and giving it room to grow.” ■

PEGGY DULANY with children in São

Paulo who benefit from the work of

Projeto Arrastão, a nonprofit

organization supported by the

Abrinq Foundation for the Rights of Children, one of

Synergos’ partners in Brazil.

SERGIO AMOROSO shares the experience of the Orsa Foundation.

BRAZIL


technical assistance. Intrigued by the emerging community foundation

movement – which Synergos also pioneered in Ecuador and Mozambique – the group explored and ultimately ad-opted the model with the aim of leveraging local resourc-es and skills in a more systematic way to meet the needs of Rio’s most vulnerable residents. Thanks to early sup-port from Synergos, the Ford Foundation, and the Avina Foundation, Instituto Rio also has access to a growing in-ternational network of connections and support for com-munity foundations.

Instituto Rio fulfills its mission both through grant-making to local organizations and by providing skills and expertise to help them build capacity. It concentrates its work in the Zona Oeste, or West Zone of the city, where human development ratings are among the lowest in Brazil despite a growing commercial and industrial sector. For many living in the long-neglected neighborhoods of the West Zone, the organizations supported by Instituto Rio often make the difference between social exclusion and productive engagement.

In the community of Campo Grande, for example, which began as an illegal settlement of displaced persons, a volunteer organization called NEAC (Núcleo Especial de Atenção à Criança) helped residents win rights to their land and today provides day care, after-school activities and training for adolescents that complement the offer-ings of the formal education system.

Another West Zone organization, Casa de Santa Ana, has transformed a care facility for low-income elderly into a haven for seniors and a hub for community in-volvement. Through activities such as dances, workouts and cultural projects, older members of the community are given meaning and purpose, rather than being ware-housed in asylums.

Located in Cidade de Deus, or City of God – a neigh-borhood known more for the cycle of poverty, despair and crime depicted in the 2002 film of the same name – Casa de Santa Ana creates a climate of mutual respect and in-teraction between old and young.

BUILDING A TRADITION OF PRIVATE GIVING IN BRAZILInstituto Rio has managed to overcome an array of chal-lenges to build support for its community-based ap-proach to problem solving. These include difficulties in explaining a community foundation concept unfamiliar to many in Brazil; a tax system that provides few incen-tives to stimulate private philanthropy; and the task of building an endowment fund in a country that lacks a tradition of private giving.

“Historically, there has not been a strong concept of pri-vate philanthropy in Brazil,” said Geraldo Jordão Pereira, a major Brazilian publisher who serves on Instituto Rio’s board of directors. “Social problems are seen as the gov-ernment’s problems and no one feels responsible, but this is starting to change, particularly in the business sector.”

Leading this change are donors such as Jordão, who recently gave a major gift to Instituto Rio to create an endowment fund to provide sustainable, long-term sup-

world, Synergos works in a variety of creative ways to bridge such social and economic divides by bringing lead-ing philanthropic families together to deepen the impact of their social investments; building and strengthening bridging organizations such as community foundations; and brokering partnerships among philanthropists, gov-ernment, business and citizens to increase the flow of re-sources and expertise to impoverished communities.

“Synergos tries to identify and support relationships that can be catalysts for wider change,” said William Bohnett, a Synergos board member and partner in the internation-al law firm of Fulbright & Jaworski. Bohnett took part in the 2004 trip where he and the other participants had a chance to see the Global Philanthropists Circle and other Synergos lines of work coming together in visits to strate-gic philanthropic initiatives that are operating in some of Brazil’s most challenging settings.

A UNIQUE LABORATORY FOR CHANGE IN THE AMAZON RAINFORESTAmong the philanthropic innovations that Synergos When it comes to promoting a culture of local phi-lanthropy, the dynamic members of Synergos’ Global Philanthropists Circle in Brazil are leading by example in their own strategic social investment projects and collab-orations, all focused primarily on children and youth.

The group learned about one key member’s effort when it traveled deep into the Amazon rainforest, where Circle member Sergio Amoroso’s Jari project is providing a new model of engagement in one of the richest – and most en-dangered – bioregions on earth.

CEO of Orsa Group, a leading producer in Brazil of cor-rugated boxes and packaging papers, Amoroso created the Orsa Foundation in 1994, at an early stage of the corpo-rate social responsibility movement in Brazil. Today, the Foundation operates more than 60 programs nationwide that provide an integrated array of training and develop-ment for children and youth at risk. Orsa Group invests at least one percent of its gross annual revenues in the foun-

dation, yielding nearly $5 million in 2004, resulting in as-sistance to 1.4 million people around Brazil.

Amoroso’s decision to acquire a production facility, Jari Cellulose, in the Amazon rainforest in 2000 represented a major new undertaking, for the São Paulo-based Orsa Group and the Foundation. Orsa’s new business commu-nity consists of 100,000 residents with a vast array of so-cial needs, and stewardship of 1.6 million hectares of na-tive rainforest, the largest privately held reserve of native forest in the world.

Undaunted, Amoroso views the Jari project as a unique laboratory for social change in a region still struggling with a past legacy of unsustainable business practices, en-vironmental degradation and social neglect.

Guided by a recognition that his business is integrally linked to the continuing health of the people and the en-vironment of the Amazon rainforest, Amoroso is pursuing a multi-prong strategy that integrates sustainable harvest-ing and production techniques; income-generation proj-ects for local residents in harmony with the native forest; and comprehensive training and development services for local children and families. For Amoroso, his company’s role is to partner with the community in ways that extend its benefits to those closest to its operations, narrowing some of the social and economic divides that had been created previously.

During their stay in Jari, trip participants toured Orsa’s state-of-the-art production facilities, hiked the rainforest together and met with children and families enrolled in many of Orsa Foundation’s community projects. At the end of the four-day visit, participants met with Sergio Amoroso and other leaders of Orsa Group to share les-sons learned and explore ways to connect the knowledge gained to their own philanthropic projects.

“It’s a picture worth a thousand words, seeing how good these programs are on the ground,” said Synergos board member William Bohnett. “It’s very beneficial for both the board and the GPC to see each other’s work and role in the field.”

For Marcos de Moraes, a successful technology entre-preneur based in São Paulo who is both a GPC member and Synergos board member, such opportunities for cross-fertilization are rare and particularly valuable. He empha-sized the benefits of learning from each other’s distinct experiences, citing how it helps everyone think about how to increase the effectiveness and impact of their own ef-forts to address poverty issues. For me, he added, “inter-acting with the group is extremely important for stimulat-ing new and innovative ideas.”

INSTITUTO RIO: A NEW MODEL FOR COMMUNITY PHILANTHROPYDuring the trip, the group also learned about a commu-nity-based model of giving when it visited with Instituto Rio, the country’s first community foundation, which Synergos helped to launch and nurture. Instituto Rio grew out of a dialogue between Peggy Dulany and local leaders concerned that even though diverse initiatives ex-isted to promote social change in Rio de Janeiro, their impact was limited by a lack of access to financing and

port for local organizations. Jordão’s action is “unusual in Brazil, both for the size of the gift and the fact that it’s an individual donation to a small, young organization’s en-dowment fund,” said Candace Lessa, director of programs for Synergos in Brazil and president of Instituto Rio’s board. “It will leave a lasting legacy for Instituto Rio and the people of the West Zone.”

A CRITICAL MASS FOR MOVING FORWARD IN BRAZIL The groundwork laid by Synergos and its partners in Brazil has opened important new channels of private phi-lanthropy and created momentum for moving the social agenda forward. As they seek out windows of opportu-nity to promote philanthropy and collaboration in Brazil, the circle of impact continues to widen. “Synergos is starting to harvest the fruits of years of building bridges and partnerships in Brazil and other parts of the world,” said GPC member and Synergos board member Marcos de Moraes.

Following the successful GPC trip in 2004, for exam-ple, various ideas for collaboration among a wider group of Circle members interested in Brazil have emerged. Increasingly, private donors in the country are stepping forward with innovative solutions to persistent societal challenges, such as a landmark $10 million fund created by de Moraes to keep kids in São Paulo off the streets and productively engaged.

The list of emerging grantmaking foundations in Brazil continues to grow, supported by Synergos. Inspired by the example of Instituto Rio, efforts are also being made to expand the community foundation model to other parts of Brazil.

“With all of our experience, we’re at a breakthrough point in this country,” said Candace Lessa, director of Synergos’ programs in Brazil. “We’ve become increasingly involved with our partners and are gaining their trust. We now have a critical mass for moving forward together, ac-celerating this movement and giving it room to grow.” ■

PEGGY DULANY with children in São

Paulo who benefit from the work of

Projeto Arrastão, a nonprofit

organization supported by the

Abrinq Foundation for the Rights of Children, one of

Synergos’ partners in Brazil.

SERGIO AMOROSO shares the experience of the Orsa Foundation.

BRAZIL


PROGRAMS

W ith so much abundance in the world, why are 800 million people malnourished? Why do 1.2 billion people live without safe drinking water? Why can’t 30 million HIV-positive

people access treatment? Why does 20% of humanity live in extreme poverty?

Given the vast human, technical, and financial resources of our global community, why are lasting solutions to such problems so elusive?

One key challenge is that these issues are simply too big and complex for any one organization or sector to solve. Creating breakthroughs and taking to scale what works will require collaboration: creatively combining the re-sources of government, the market knowledge of corpora-tions, the social connection of civil society and the partici-pation of communities.

Yet such collaboration is neither easy nor commonplace. Synergos, since its founding in 1986, has sought to build

trust, to include the excluded and to bring together key stakeholders to solve problems of poverty and inequity us-ing collaborative methods.

In 2005, building on years of experience in Asia, Africa and Latin America, Synergos launched the Multi-Stakeholder Partnerships program with Generon Consulting.

The Multi-Stakeholder Partnerships program catalyz-es partnerships between government, business and civil society to solve complex development challenges. By as-sembling partnerships that transcend traditional social boundaries and problem-solving methods, we approach development problems in a new way.

We are not authorities on any particular development issue. Instead, we:

• Convene people and institutions with the resources, leverage and insight to collectively solve systemic problems at scale

• Enable those people and institutions to “think” and

act together • Unleash the leadership and commitment needed for

sustained effort by connecting people to meaning and their highest purpose

• Translate ideas into action on the ground by testing in-novations and institutionalizing what works

• Build collaboration among key leaders and institu-tions to enhance the successful implementation of innovations.

A DISTINCTIVE APPROACH The Synergos Multi-Stakeholder Partnership program features four distinctive elements:

Whole Systems: Development approaches often sim-plify poverty problems into parts more easily addressed by narrow, technical solutions. While important value can be generated this way, such interventions leave the underly-ing systems that create and reinforce problems untouched. We take a broad view of development challenges, looking at issues in historical, economic, social and political con-text. We bring together influential actors from multiple vantage points to identify levers that can address issues at their systemic root cause.

Non-Prescription: We do not approach any project or development challenge with a pre-determined solu-tion. Solving complex social problems requires a partici-patory and iterative process of discovery and testing, un-dertaken by people most closely connected to the issue being addressed.

PART NER SHIPS

MULTI-STAKEHOLDER

CATALYZING PARTNERSHIPS BETWEEN GOVERNMENT, BUSINESS AND CIVIL SOCIETY

TO SOLVE COMPLEX CHALLENGES

PARTICIPANTS IN the launch of the Partnership for Child Nutrition in India use Lego bricks to create models of the current reality in that country – a reality they are working to improve.


PROGRAMS

W ith so much abundance in the world, why are 800 million people malnourished? Why do 1.2 billion people live without safe drinking water? Why can’t 30 million HIV-positive

people access treatment? Why does 20% of humanity live in extreme poverty?

Given the vast human, technical, and financial resources of our global community, why are lasting solutions to such problems so elusive?

One key challenge is that these issues are simply too big and complex for any one organization or sector to solve. Creating breakthroughs and taking to scale what works will require collaboration: creatively combining the re-sources of government, the market knowledge of corpora-tions, the social connection of civil society and the partici-pation of communities.

Yet such collaboration is neither easy nor commonplace. Synergos, since its founding in 1986, has sought to build

trust, to include the excluded and to bring together key stakeholders to solve problems of poverty and inequity us-ing collaborative methods.

In 2005, building on years of experience in Asia, Africa and Latin America, Synergos launched the Multi-Stakeholder Partnerships program with Generon Consulting.

The Multi-Stakeholder Partnerships program catalyz-es partnerships between government, business and civil society to solve complex development challenges. By as-sembling partnerships that transcend traditional social boundaries and problem-solving methods, we approach development problems in a new way.

We are not authorities on any particular development issue. Instead, we:

• Convene people and institutions with the resources, leverage and insight to collectively solve systemic problems at scale

• Enable those people and institutions to “think” and

act together • Unleash the leadership and commitment needed for

sustained effort by connecting people to meaning and their highest purpose

• Translate ideas into action on the ground by testing in-novations and institutionalizing what works

• Build collaboration among key leaders and institu-tions to enhance the successful implementation of innovations.

A DISTINCTIVE APPROACH The Synergos Multi-Stakeholder Partnership program features four distinctive elements:

Whole Systems: Development approaches often sim-plify poverty problems into parts more easily addressed by narrow, technical solutions. While important value can be generated this way, such interventions leave the underly-ing systems that create and reinforce problems untouched. We take a broad view of development challenges, looking at issues in historical, economic, social and political con-text. We bring together influential actors from multiple vantage points to identify levers that can address issues at their systemic root cause.

Non-Prescription: We do not approach any project or development challenge with a pre-determined solu-tion. Solving complex social problems requires a partici-patory and iterative process of discovery and testing, un-dertaken by people most closely connected to the issue being addressed.

PART NER SHIPS

MULTI-STAKEHOLDER

CATALYZING PARTNERSHIPS BETWEEN GOVERNMENT, BUSINESS AND CIVIL SOCIETY

TO SOLVE COMPLEX CHALLENGES

PARTICIPANTS IN the launch of the Partnership for Child Nutrition in India use Lego bricks to create models of the current reality in that country – a reality they are working to improve.


Leadership Commitment: Social and organizational transformation begins with personal change – adjusting the perceptions, commitments, mind sets and intentions of those who can influence the future. Although we ulti-mately seek social change, our point of departure is the in-terior condition of the individual. We help connect leaders to their own source of inspiration and provide experiences that broaden their world view and readiness to act in true collaboration.

Sustainability: We seek solutions that can be repli-cated and sustained at scale over time by focusing on four levels of sustainability:

• Individual: Supporting leaders to change attitudes and behaviors, absorb new perceptions of work and self and act upon new commitments.

• Relational: Facilitating long-term personal relation-ships among potential collaborators and creating net-works where existing relationships can deepen and new ones can form.

• Organizational: Housing partnerships within institu-tions capable of mobilizing resources, accessing deci-sion makers and replicating results.

• Systemic: Designing solutions to complex social problems that use market forces, involve policy or other govern-ment commitments, and enjoy broad citizen support.

AN INNOVATIVE PROCESS To facilitate collaborative action on complex develop-ment problems, the Multi-Stakeholder Partnerships use a new social process, the Change Laboratory, developed by our partner, Generon Consulting, and the Massachusetts Institute of Technology.

The Change Laboratory facilitates multi-sectoral learn-ing, relationship building and problem solving. Core ele-ments have been successfully applied in a wide range of

settings including post-conflict societies (Guatemala), countries in democratic transition (South Africa), govern-ment health systems (Germany) and multiple private sec-tor corporations.

Change Laboratories convene teams of 30-40 senior representatives from business, government and civil so-ciety, who together possess the influence, knowledge and ability to build breakthrough solutions to complex prob-lems. The team acts as a “strategic microcosm” of the larg-er system affecting the issue. Separately each party repre-sents one key piece of the larger system, but collectively the team approximates the system itself.

The Change Laboratory Team participates in a struc-tured series of activities over several months.

Change Laboratories have three phases:1) Observe: The Change Laboratory Team immerses

itself in the problem, taking “Learning Journeys” into the field to better understand the issue. They meet communi-ties affected by the problem and sometimes perform com-munity service as a learning tool. The Team also spends significant time as a collective to deepen awareness of the problem system and to appreciate the diversity of per-spectives represented within the Team itself. During these experiences, the Team develops an iterative series of joint “problem statements” and “solution concepts” that repre-sent the group’s collective thinking.

2) Reflect: The Team sets aside “what is” and dreams of “what could be.” They are guided in seeing more clearly the whole system and their roles in it, in accessing their sources of commitment and inspiration, in perceiving with greater clarity what they are being called to do. Reflection is facilitated through an innovation retreat, centered on a multi-day solo nature experience that enables individuals to tap inner insights and to sense emerging futures.

3) Act: As the Team emerges from the reflection phase, they begin a series of design workshops to distill possibili-ties for joint action. They answer the question, “What can we, the people on this team, actually do to shift the system creating the problem?” The objective is to translate the creativity, insights, and commitments emerging from the observation and reflection periods into on-the-ground ac-tion, not just to proclaim good ideas for others to imple-ment. Teams coalesce around activity clusters and work to

Child malnutrition and related diseases account for more than 50% of child deaths worldwide.

This problem is particularly severe in India, home to more than one third of the world’s malnourished children. Some 200 million Indian children are malnourished. Last year, malnutrition contributed to seven million Indian children’s deaths, nearly two million before age one.

Despite enormous social, economic and technological advances since independence, India continues to suffer from extreme poverty and preventable diseases, including child malnutrition.

A shared vision of a world free from childhood malnutrition inspired Unilever, one of the world’s largest food companies, UNICEF and Synergos, to form the Partnership for Child Nutrition. The Partnership aims to dramatically reduce worldwide child malnutrition, starting in India.

The Partnership’s goal is to reduce Indian child malnutrition by 50% within ten years, with a focus on women of child-bearing age, pregnant and lactating women and children younger than three. Partnership activities will start in Maharashtra, India’s second most populous state with 96 million inhabitants. Activities are initially focusing in five districts with the highest

child malnutrition rates, aiming to helping 250,000 malnourished children. Lessons learned in Maharashtra will be adapted to other Indian states.

A diverse group of Indian organizations has joined the initiative, including respected consumer products and financial services companies Hindustan Lever, ICICI Bank, HDFC Bank and Tata Industries; well-known nonprofit organizations such as Self-Employed Women’s Association, CARE-India and Friends of the Poor; and key government agencies such as the Mother-Child Health & Nutrition Mission of Maharashtra and the Department of Women and Child Development (Maharashtra).

Participating organizations are committing financial resources, staff time, expertise and input from senior executives to this effort.

The Indian organizations participating in the partnership are using the Change Lab process to develop high-leverage efforts that use local strengths and opportunities, while breaking through barriers to collective action. They are creating a national trust, the Bhavishya Alliance, to provide the long-term financial support, leadership and human capacity required to achieve national impact. ■

THE PARTNERSHIP FOR CHILD NUTRITION

INDIA

Individuals, NGOs, corporations and government agencies each holding their own light, each believing they see the whole picture and not trusting each other. New approaches are needed.

—Robert H. Dunn, President & CEO, Synergos

PLANNING OF possible initiatives

created by participants in a Change Lab

14 REPORT 2004-2005

A Generon staffperson with children met during the Learning Journey for the Partnership for Child Nutrition in India.

iteratively design and test concepts, first as models then as on-the-ground field pilots. Pilots are rigorously evaluated and adapted for broader mainstream application.

CORE CAPACITIES.In helping stakeholders create Change Laboratories, we provide services such as:

• Stakeholder Mapping – identifying the key insti-tutions and individuals that can influence the issue(s) and analyze the connectivity between these actors

• Partnership Building and Convening – bringing together leading partners from government, business and civil society to provide resources, access and high-level guidance, and then recruiting individual partici-pants in the Change Laboratory (including those who are “part of the problem” and who need to be “part of the solution”)

• Facilitation – offering expert process facilitation for each phase of the Change Laboratory

• Capacity and Institution Building – training oth-ers to replicate Change Laboratory work and strength-en organizations which house the partnerships.

PARTNERSHIPS UNDERWAYPartnerships being created include the Partnership for Child Nutrition described on page XX and a Sustainable Food Laboratory, supported by the W.K. Kellogg Foundation and other donors, in which leaders from busi-nesses, governments, farm groups and non-governmental organizations are striving to make food systems more economically, environmentally, and socially sustainable – in other words, profitable and affordable, in balance with nature and good for both producer and consumer communities. Synergos is working with local and inter-national partners to explore the creation of other part-nerships around issues including improving the lives of the Aboriginal communities in Canada, and addressing HIV/AIDS in Southern Africa. ■

CHANGE LABORATORY

OBSERVATION

ACTION

REFLECTION


Child malnutrition and related diseases account for more than 50% of child deaths worldwide.

This problem is particularly severe in India, home to more than one third of the world’s malnourished children. Some 200 million Indian children are malnourished. Last year, malnutrition contributed to seven million Indian children’s deaths, nearly two million before age one.

Despite enormous social, economic and technological advances since independence, India continues to suffer from extreme poverty and preventable diseases, including child malnutrition.

A shared vision of a world free from childhood malnutrition inspired Unilever, one of the world’s largest food companies, UNICEF and Synergos, to form the Partnership for Child Nutrition. The Partnership aims to dramatically reduce worldwide child malnutrition, starting in India.

The Partnership’s goal is to reduce Indian child malnutrition by 50% within ten years, with a focus on women of child-bearing age, pregnant and lactating women and children younger than three. Partnership activities will start in Maharashtra, India’s second most populous state with 96 million inhabitants. Activities are initially focusing in five districts with the highest

child malnutrition rates, aiming to helping 250,000 malnourished children. Lessons learned in Maharashtra will be adapted to other Indian states.

A diverse group of Indian organizations has joined the initiative, including respected consumer products and financial services companies Hindustan Lever, ICICI Bank, HDFC Bank and Tata Industries; well-known nonprofit organizations such as Self-Employed Women’s Association, CARE-India and Friends of the Poor; and key government agencies such as the Mother-Child Health & Nutrition Mission of Maharashtra and the Department of Women and Child Development (Maharashtra).

Participating organizations are committing financial resources, staff time, expertise and input from senior executives to this effort.

The Indian organizations participating in the partnership are using the Change Lab process to develop high-leverage efforts that use local strengths and opportunities, while breaking through barriers to collective action. They are creating a national trust, the Bhavishya Alliance, to provide the long-term financial support, leadership and human capacity required to achieve national impact. ■

THE PARTNERSHIP FOR CHILD NUTRITION

INDIA

A Generon staffperson with children met during the Learning Journey for the Partnership for Child Nutrition in India.

iteratively design and test concepts, first as models then as on-the-ground field pilots. Pilots are rigorously evaluated and adapted for broader mainstream application.

CORE CAPACITIES.In helping stakeholders create Change Laboratories, we provide services such as:

• Stakeholder Mapping – identifying the key insti-tutions and individuals that can influence the issue(s) and analyze the connectivity between these actors

• Partnership Building and Convening – bringing together leading partners from government, business and civil society to provide resources, access and high-level guidance, and then recruiting individual partici-pants in the Change Laboratory (including those who are “part of the problem” and who need to be “part of the solution”)

• Facilitation – offering expert process facilitation for each phase of the Change Laboratory

• Capacity and Institution Building – training oth-ers to replicate Change Laboratory work and strength-en organizations which house the partnerships.

PARTNERSHIPS UNDERWAYPartnerships being created include the Partnership for Child Nutrition described at right and a Sustainable Food Laboratory, supported by the W.K. Kellogg Foundation and other donors, in which leaders from businesses, gov-ernments, farm groups and non-governmental organiza-tions are striving to make food systems more economi-cally, environmentally, and socially sustainable – in other words, profitable and affordable, in balance with nature and good for both producer and consumer communities. Synergos is working with local and international partners to explore the creation of other partnerships around is-sues including improving the lives of the Aboriginal communities in Canada, and addressing HIV/AIDS in Southern Africa. ■

CHANGE LABORATORY

OBSERVATION

ACTION

REFLECTION

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Synergos Offices



The border between the US and Mexico spans 2,000 miles and is home to more than 10 million people. Border communities struggle with a multitude of

social and economic issues – inadequate social services and infrastructure, low wages, high unemployment and environmental crises. Cities on the Mexican side are overwhelmed by demands for basic health, housing and public services. Counties in the US have some of the highest poverty rates in the nation.

The US-Mexico Border Philanthropy Partnership (BPP) was born in 2001, seeded with $3 million in funds from the Ford Foundation. At its core was a dream – to create a partnership of funders who shared a commitment to sup-porting community philanthropy along the border.

Synergos was involved in the process from the onset, conducting the feasibility study that helped to identify foundations on both sides of the border that were play-ing or had the capacity to play critical roles in commu-nity development. These foundations – 14 US and seven Mexican – were to become partners with nine founding foundations in a governing system where each partner had an equal voice, working together to create a program that met the needs of diverse border communities.

The 21 BPP community foundations span two countries, numerous states (four in the US and six in Mexico), rural and urban constituencies and organizations with differ-ent levels of financial assets – some with rich endowments (as much as $450 million) and others with no financial as-sets at all. Today the BPP comprises 22 border commu-nity foundations and 12 regional, national or international foundations.

During Phase I, Synergos worked with its funding part-ners, encouraging new and established community foun-dations to grow and pursue new avenues of development. Its involvement in the BPP is characteristic of the organi-zation’s involvement in systemic foundation-building that strengthens bridging organizations – organizations that build connections among different parts of society.

“The process has had its challenges,” says Shari Turitz, Director of Synergos’ Strengthening Bridging Organizations program. “But the partnership has seen some remarkable results in just a three-year period.”

PHASE I SUCCESSESThe original concept was to create an individualized

The US-Mexico Border Philanthropy Partnership

US-MEXICO BORDER

A DREAM BECOMES REALITY A DREAM BECOMES REALITY

MEETING THROUGH a fence that divides the US and Mexico


The border between the US and Mexico spans 2,000 miles and is home to more than 10 million people. Border communities struggle with a multitude of

social and economic issues – inadequate social services and infrastructure, low wages, high unemployment and environmental crises. Cities on the Mexican side are overwhelmed by demands for basic health, housing and public services. Counties in the US have some of the highest poverty rates in the nation.

The US-Mexico Border Philanthropy Partnership (BPP) was born in 2001, seeded with $3 million in funds from the Ford Foundation. At its core was a dream – to create a partnership of funders who shared a commitment to sup-porting community philanthropy along the border.

Synergos was involved in the process from the onset, conducting the feasibility study that helped to identify foundations on both sides of the border that were play-ing or had the capacity to play critical roles in commu-nity development. These foundations – 14 US and seven Mexican – were to become partners with nine founding foundations in a governing system where each partner had an equal voice, working together to create a program that met the needs of diverse border communities.

The BPP community foundations span two countries, numerous states (four in the US and six in Mexico), rural and urban constituencies and organizations with differ-ent levels of financial assets – some with rich endowments (as much as $450 million) and others with no financial as-sets at all. Today the BPP comprises 22 border commu-nity foundations and 12 regional, national or international foundations.

During Phase I, Synergos worked with its funding part-ners, encouraging new and established community foun-dations to grow and pursue new avenues of development. Its involvement in the BPP is characteristic of the organi-zation’s involvement in systemic foundation-building that strengthens bridging organizations – organizations that build connections among different parts of society.

“The process has had its challenges,” says Shari Turitz, Director of Synergos’ Strengthening Bridging Organizations program. “But the partnership has seen some remarkable results in just a three-year period.”

PHASE I SUCCESSESThe original concept was to create an individualized

The US-Mexico Border Philanthropy Partnership

US-MEXICO BORDER

A DREAM BECOMES REALITY A DREAM BECOMES REALITY


approach for each community foundation. How could Partnership members improve and enhance their border involvement? For established programs, the goal was to increase activities and impact. For new organizations, BPP needed to start from scratch.

In the course of this work, thirteen established founda-tions increased their programmatic and administrative ca-pacities. Six start-up border community foundations pro-gressed beyond the “idea” stage, coached by Synergos staff, who helped them to put into action what they learned at workshops. BPP partners have diversified their leadership to represent the communities they serve, taken on issues beyond their original agendas and mobilized a broader range of community assets.

New programs were launched in community health, housing, environmental justice and poverty alleviation through family asset building. In Mexico, where insti-tutionalized community philanthropy is a new concept, foundations made significant progress.

Achievements include:• Mobilizing local resources through creation of donor-

advised pass-through funds• Educating donors about the benefits of the philan-

thropy and the importance of giving as key to the non-profit sector

• Determining community assets – an important first step in moving grantmaking from donor-driven to community-driven

• Helping develop the nonprofit sector by identifying and connecting nonprofit organizations and local do-nors, as well as providing capacity-building services and seminars.

There were financial successes as well. The internation-al, national and regional founding funders have mobilized $15 million for the BPP and its community foundations. At the same time, participating foundations raised an esti-mated $3 million in local funds.

The partners grew together, creating a funder/commu-nity foundation governance system that has gone beyond the planning stage into actual operation. Partners learned from each other through BPP cross-border “Learning Communities” and peer exchanges.

THE DREAM BECOMES A REALITYIn Arizona: Family Asset Building & Diversity in Yuma; Intergenerational Assessment in Douglas The Arizona Community Foundation (ACF) has been the leader in a campaign to increase family wealth through savings – family asset building. In conjunction with The Annie E. Casey Foundation’s National Tax Assistance for Working Family Campaign to have the Earned Income Tax Credit benefit low-income families, ACF set up tax assistance offices in Yuma, Douglas, Nogales and South Tucson. Twenty-eight volunteers spent more than 1,000 hours working with 289 families and individuals prepar-ing their taxes. This generated $173,042 in earned income tax credits and $291,532 in income tax refunds.

The next step was to educate families in fiscal manage-ment, trying to get people who do not have bank accounts into the system. An ACF affiliate, the Yuma Community Foundation (YCF), encouraged tax refund recipients to de-posit at least a portion of their refund into an IDA – indi-vidual development account. YCF and its partner, Catholic Community Service of Arizona, have IDAs that focus on affordable housing. Any money invested into the IDA is matched one-to-one (or more). At the same time, account owners must save $20/month as a sign of good faith.

YCF is working with Fannie Mae to make home pur-chase more affordable. The Catholic Community Service program counted 67 new IDAs in 2004.

As already established foundations, ACF and its Yuma and Douglas affiliates were operational when the BPP was created. Yet, staffing and board makeup were not truly re-flective of the communities they served. Linetta Gilbert, Ford Foundation Program Officer, recommended that the issue be faced head on. ACF hired community members as fellows – Maria Quezada in Yuma and Del Cabarga in Douglas. Gilbert applauds this move. “They’re known in the community,” she says, “and are much more involved with the people being served. They can network easier be-cause they already have relationships – providing a better sense of what the community wants.”

Maria Quezada became the Yuma fellow in 2003. “I feel I’ve helped contribute a link to the community,” she says. “It was hard for community members to accept an Anglo coming in and telling them what to do. They were more accepting of a Latina, who spoke their language and could relate to them. They feel the foundation is reaching out to them.” Maria has attended training in resource develop-ment in San Diego and a facilitator-training workshop in Douglas. Currently studying for her masters, she says, “I have grown personally and professionally and developed skills in both areas. I learned to care for my community.”

Yuma also reevaluated its board. None of its 12 board members were Hispanic. YCF undertook a board assess-ment. By 2005 the board had expanded to 16 seats with eight diverse members, of which seven are Latino. “YCF’s board has been a catalyst for frank community discussion on diversity,” says Gilbert.

The Douglas Community Foundation also connected with the community, which is 86% Hispanic. ACF funded an intergenerational survey to determine issues of impor-tance to local residents. Those surveyed included youth,

adults and seniors. The survey report, published in October 2004, identified four major issue areas: connectivity and resources, volunteers and mentoring, jobs and community development and lifelong learning. During the survey, 14 young people, under the tutelage of a filmmaker, filmed the interviews with seniors, as well as footage of the com-munity. Their final product is available on DVD. In Tijuana: Changing the Culture of Giving; Promoting Institutional Philanthropy The culture of giving is very different in Mexico than it is in the US. “Mexicans are very generous,” says Antonieta Beguerisse de Beltrán, Director General of Fundación Internacional de la Comunidad (FIC). “But they are not organized to give. They give based on what they think others need rather than asking what they do need. There’s no process.”

FIC’s mission has been to build organized philanthro-py and an endowment for the organization. Part of its work is educational – informing donors and businessmen about the benefits of giving in an organized way through a fund organized by FIC. Board president José Galicot, a businessman committed to changing Tijuana’s image, has opened an individual fund at FIC. FIC is also trying to build a group of volunteers, teaching them about commu-nity responsibility and commitment.

Marcy G. Kelley, Deputy Vice President/Programs of the Inter-American Foundation (IAF) agrees. IAF is a BPP funder. “The challenge is how you’re perceived,” she says. “How do you define and empower a community that hasn’t had a voice? It’s also important not to just give people money, but encourage them to invest something of themselves.”

IAF provided FIC with technical assistance in develop-ing ways to review sub-grantees, especially programs. “FIC is funding informal community groups, giving money to or-ganizations that don’t have bank accounts,” says Kelley.

Three projects reflected this approach:• Mixtec Indians migrate to the border from the south,

living in makeshift housing without electricity. They needed a tuba for their traditional band, so they could perform around Tijuana and earn money to support themselves. FIC paid for the tuba.

• A rural municipality wanted playground equipment for a local park. Residents went in and cleaned the park up, then asked for the playground equipment, which FIC funded.

• When social workers were canvassing women about po-tential projects, they were approached by a youth about 13 or 14. He told them he wanted to do a project to pre-vent family violence, which FIC funded. Today, young people are helping other kids be safe in their homes.

“IAF was impressed with FIC’s ability to capture com-munity-based granting and systematize,” said Kelley. “As a result, we will be funding travel grants for three other com-munity foundations to go to Tijuana for two days in April 2005 to learn how it’s done.”

FIC has also improved its internal operations. Its first board of directors had 22 members, many of whom nev-er came to meetings. Through board development, there were 15 active members in 2005, meeting bi-monthly. Each received action assignments and, every week, a small group meets with Galicot and Beguerisse to assess progress.

THE NEXT PHASEPhase I of the Border Philanthropy Project ended in 2005. Most of the original funders, as well as JPMorgan Chase and Pfizer have agreed to continue their support in Phase II, which will run until 2008.

This second phase will take the project to the next level, building on the substantial base created during the project’s first phase. BPP will continue to follow the tailor-made ap-proach to community foundation development and con-solidation. Organizations in the start up and growth stages will work on organization development, focusing on Board and fund development. Established foundations (and some that are in the growth stage) will hone in on issues key to improving quality of life for low-income border families. Special emphasis will be put on corporate outreach and ad-vocacy (creating a tool kit for best practices), health, youth and family asset building.

“We’re very excited about the future,” says Synergos’ Turitz. “We’ve seen incredible accomplishments but still have work to do. Community foundation building is a long-term project. There’s still plenty of work to be done.” ■

Border Community FoundationsArizona Community Foundation

The Brownsville Community Foundation

Cochise Community Foundation

Community Foundation for Southern Arizona

Community Foundation of Southern New Mexico

El Paso Community Foundation

Frontera Women’s Foundation

Fundación del Empresariado Chihuahuense A.C. - Cd. Juárez

Fundación del Empresariado Chihuahuense A.C. - Ojinaga

Fundación Comunitaria de la Frontera Norte A.C.

Fundación Internacional de la Comunidad A.C.

Fundación Comunitaria de Matamoros A.C.

Fundación del Empresariado Sonorense A.C.

Fundación Comunitaria de Tecate A.C.

International Community Foundation

Mascareñas Foundation

New Mexico Community Foundation

The San Diego Foundation

Santa Cruz Community Foundation

Laredo Area Community Foundation

Texas Valley Communities Foundation

Yuma Community Foundation

FundersAnnie E. Casey Foundation

Charles Stewart Mott Foundation

Ford Foundation

Fundación Gonzalo Río Arronte

Houston Endowment

Inter-American Foundation

JPMorgan Chase

The McCune Charitable Foundation

Meadows Foundation

Pfizer Inc

W.K. Kellogg Foundation

The William and Flora Hewlett Foundation

GIRL AT A TIJUANA school for the

deaf and hearing-impaired supported by the International

Community Foundation.


approach for each community foundation. How could Partnership members improve and enhance their border involvement? For established programs, the goal was to increase activities and impact. For new organizations, BPP needed to start from scratch.

In the course of this work, thirteen established founda-tions increased their programmatic and administrative ca-pacities. Six start-up border community foundations pro-gressed beyond the “idea” stage, coached by Synergos staff, who helped them to put into action what they learned at workshops. BPP partners have diversified their leadership to represent the communities they serve, taken on issues beyond their original agendas and mobilized a broader range of community assets.

New programs were launched in community health, housing, environmental justice and poverty alleviation through family asset building. In Mexico, where insti-tutionalized community philanthropy is a new concept, foundations made significant progress.

Achievements include:• Mobilizing local resources through creation of donor-

advised pass-through funds• Educating donors about the benefits of the philan-

thropy and the importance of giving as key to the non-profit sector

• Determining community assets – an important first step in moving grantmaking from donor-driven to community-driven

• Helping develop the nonprofit sector by identifying and connecting nonprofit organizations and local do-nors, as well as providing capacity-building services and seminars.

There were financial successes as well. The internation-al, national and regional founding funders have mobilized $15 million for the BPP and its community foundations. At the same time, participating foundations raised an esti-mated $3 million in local funds.

The partners grew together, creating a funder/commu-nity foundation governance system that has gone beyond the planning stage into actual operation. Partners learned from each other through BPP cross-border “Learning Communities” and peer exchanges.

THE DREAM BECOMES A REALITYIn Arizona: Family Asset Building & Diversity in Yuma; Intergenerational Assessment in Douglas The Arizona Community Foundation (ACF) has been the leader in a campaign to increase family wealth through savings – family asset building. In conjunction with The Annie E. Casey Foundation’s National Tax Assistance for Working Family Campaign to have the Earned Income Tax Credit benefit low-income families, ACF set up tax assistance offices in Yuma, Douglas, Nogales and South Tucson. Twenty-eight volunteers spent more than 1,000 hours working with 289 families and individuals prepar-ing their taxes. This generated $173,042 in earned income tax credits and $291,532 in income tax refunds.

The next step was to educate families in fiscal manage-ment, trying to get people who do not have bank accounts into the system. An ACF affiliate, the Yuma Community Foundation (YCF), encouraged tax refund recipients to de-posit at least a portion of their refund into an IDA – indi-vidual development account. YCF and its partner, Catholic Community Service of Arizona, have IDAs that focus on affordable housing. Any money invested into the IDA is matched one-to-one (or more). At the same time, account owners must save $20/month as a sign of good faith.

YCF is working with Fannie Mae to make home pur-chase more affordable. The Catholic Community Service program counted 67 new IDAs in 2004.

As already established foundations, ACF and its Yuma and Douglas affiliates were operational when the BPP was created. Yet, staffing and board makeup were not truly re-flective of the communities they served. Linetta Gilbert, Ford Foundation Program Officer, recommended that the issue be faced head on. ACF hired community members as fellows – Maria Quezada in Yuma and Del Cabarga in Douglas. Gilbert applauds this move. “They’re known in the community,” she says, “and are much more involved with the people being served. They can network easier be-cause they already have relationships – providing a better sense of what the community wants.”

Maria Quezada became the Yuma fellow in 2003. “I feel I’ve helped contribute a link to the community,” she says. “It was hard for community members to accept an Anglo coming in and telling them what to do. They were more accepting of a Latina, who spoke their language and could relate to them. They feel the foundation is reaching out to them.” Maria has attended training in resource develop-ment in San Diego and a facilitator-training workshop in Douglas. Currently studying for her masters, she says, “I have grown personally and professionally and developed skills in both areas. I learned to care for my community.”

Yuma also reevaluated its board. None of its 12 board members were Hispanic. YCF undertook a board assess-ment. By 2005 the board had expanded to 16 seats with eight diverse members, of which seven are Latino. “YCF’s board has been a catalyst for frank community discussion on diversity,” says Gilbert.

The Douglas Community Foundation also connected with the community, which is 86% Hispanic. ACF funded an intergenerational survey to determine issues of impor-tance to local residents. Those surveyed included youth,

adults and seniors. The survey report, published in October 2004, identified four major issue areas: connectivity and resources, volunteers and mentoring, jobs and community development and lifelong learning. During the survey, 14 young people, under the tutelage of a filmmaker, filmed the interviews with seniors, as well as footage of the com-munity. Their final product is available on DVD. In Tijuana: Changing the Culture of Giving; Promoting Institutional Philanthropy The culture of giving is very different in Mexico than it is in the US. “Mexicans are very generous,” says Antonieta Beguerisse de Beltrán, Director General of Fundación Internacional de la Comunidad (FIC). “But they are not organized to give. They give based on what they think others need rather than asking what they do need. There’s no process.”

FIC’s mission has been to build organized philanthro-py and an endowment for the organization. Part of its work is educational – informing donors and businessmen about the benefits of giving in an organized way through a fund organized by FIC. Board president José Galicot, a businessman committed to changing Tijuana’s image, has opened an individual fund at FIC. FIC is also trying to build a group of volunteers, teaching them about commu-nity responsibility and commitment.

Marcy G. Kelley, Deputy Vice President/Programs of the Inter-American Foundation (IAF) agrees. IAF is a BPP funder. “The challenge is how you’re perceived,” she says. “How do you define and empower a community that hasn’t had a voice? It’s also important not to just give people money, but encourage them to invest something of themselves.”

IAF provided FIC with technical assistance in develop-ing ways to review sub-grantees, especially programs. “FIC is funding informal community groups, giving money to or-ganizations that don’t have bank accounts,” says Kelley.

Three projects reflected this approach:• Mixtec Indians migrate to the border from the south,

living in makeshift housing without electricity. They needed a tuba for their traditional band, so they could perform around Tijuana and earn money to support themselves. FIC paid for the tuba.

• A rural municipality wanted playground equipment for a local park. Residents went in and cleaned the park up, then asked for the playground equipment, which FIC funded.

• When social workers were canvassing women about po-tential projects, they were approached by a youth about 13 or 14. He told them he wanted to do a project to pre-vent family violence, which FIC funded. Today, young people are helping other kids be safe in their homes.

“IAF was impressed with FIC’s ability to capture com-munity-based granting and systematize,” said Kelley. “As a result, we will be funding travel grants for three other com-munity foundations to go to Tijuana for two days in April 2005 to learn how it’s done.”

FIC has also improved its internal operations. Its first board of directors had 22 members, many of whom nev-er came to meetings. Through board development, there were 15 active members in 2005, meeting bi-monthly. Each received action assignments and, every week, a small group meets with Galicot and Beguerisse to assess progress.

THE NEXT PHASEPhase I of the Border Philanthropy Project ended in 2005. Most of the original funders, as well as JPMorgan Chase and Pfizer have agreed to continue their support in Phase II, which will run until 2008.

This second phase will take the project to the next level, building on the substantial base created during the project’s first phase. BPP will continue to follow the tailor-made ap-proach to community foundation development and con-solidation. Organizations in the start up and growth stages will work on organization development, focusing on Board and fund development. Established foundations (and some that are in the growth stage) will hone in on issues key to improving quality of life for low-income border families. Special emphasis will be put on corporate outreach and ad-vocacy (creating a tool kit for best practices), health, youth and family asset building.

“We’re very excited about the future,” says Synergos’ Turitz. “We’ve seen incredible accomplishments but still have work to do. Community foundation building is a long-term project. There’s still plenty of work to be done.” ■

Border Community FoundationsArizona Community Foundation

The Brownsville Community Foundation

Cochise Community Foundation

Community Foundation for Southern Arizona

Community Foundation of Southern New Mexico

El Paso Community Foundation

Frontera Women’s Foundation

Fundación del Empresariado Chihuahuense A.C. - Cd. Juárez

Fundación del Empresariado Chihuahuense A.C. - Ojinaga

Fundación Comunitaria de la Frontera Norte A.C.

Fundación Internacional de la Comunidad A.C.

Fundación Comunitaria de Matamoros A.C.

Fundación del Empresariado Sonorense A.C.

Fundación Comunitaria de Tecate A.C.


Mascareñas Foundation

New Mexico Community Foundation

The San Diego Foundation

Santa Cruz Community Foundation

Laredo Area Community Foundation

Texas Valley Communities Foundation

Yuma Community Foundation

FundersAnnie E. Casey Foundation

Charles Stewart Mott Foundation

Ford Foundation

Fundación Gonzalo Río Arronte

Houston Endowment

Inter-American Foundation

JPMorgan Chase

The McCune Charitable Foundation

Meadows Foundation

Pfizer Inc

W.K. Kellogg Foundation

The William and Flora Hewlett Foundation

GIRL AT A TIJUANA school for the

deaf and hearing-impaired supported by the International

Community Foundation.


STAFFListed are staff who served during the period of this report (2004-2005) or later, up to October 2006.

Robert H. Dunn President & CEO S. Bruce Schearer President (to 11/05)

STRENGTHENING BRIDGING ORGANIZATIONS Shari Turitz Director Natasha Amott Regional Program Officer, Southeast Asia (to 12/04)Jaqueline Castro-Fuentes Assistant, Country Operations & Global Program Services (to 04/05)Christiana DeBenedict Program Coordinator, US-Mexico Border Philanthropy PartnershipHilda Gertze Assistant to the Regional Director, Southern AfricaJudy Harper Director, US-Mexico Border Philanthropy Partnership (to 2/06)Michelle Jaramillo Program Officer, US-Mexico Border Philanthropy PartnershipCandace A. Lessa Country Director, BrazilKatia Massa Program Assistant, BrazilAnjana Pandey Program Officer, Senior Fellows Program (to 10/05)Cristina Parnetti Senior Program Officer, Latin America Andrea J. Rogers Regional Program Officer, Southern AfricaAzeen Salimi Program Officer Rowena Sison Program Assistant Barry Smith Regional Director, Southern AfricaShannon St. John Senior Advisor Ann Tartre Director, US-Mexico Border Philanthropy Partnership

(Deputy Director, Strengthening Bridging Organizations to 9/06)Philip Walsh Senior Program Officer, Latin America (to 9/04)Silvia Siller Senior Program Officer, US-Mexico Border Philanthropy Partnership (to 08/ 04)Javier Valdés Program Officer, Latin America (to 08/05)Maria Gisela Velasco Regional Director for Southeast Asia (to 12/04)

GLOBAL PHILANTHROPISTS CIRCLEJames M. Brasher III Founding Director (to 07/06)Beth H. Cohen Acting Director (Associate Director to 07/06) Daniel Domagala Program Coordinator Melissa Durda Senior Program Officer Ann Graham Manager, Strategic Planning Helen Knapp Senior Program Officer

MULTI-STAKEHOLDER PARTNERSHIPSJohn Heller Co-Director (Deputy Director, Country Operations & Global Program Services to 10/05)David Winder Co-Director (Director, Country Operations & Global Program Services to 10/05)Chong-Lim Lee Program CoordinatorMaggie Neilson Development Consultant (to 06/06) Surita Sandosham Deputy Director

BRIDGING LEADERSHIPSayyeda Mirza Associate (to 01/04)

OPERATIONS Janet Becker Director Alexandra Baquerizo Executive Assistant to the Chair & Board Relations Liaison Virginia Briones Coordinator, Human Resources Tasmyn Craig Assistant, Information TechnologyJerry De La Espada Facilities Manager (to 06/06)Mervin De La Espada Building Services (to 11/05)Steve Ferrier Manager, Information TechnologyJoanne Hirschberg Associate Director, Human Resources & Administration (to 12/05)Kelly Legiec Executive Assistant to the PresidentAna Mendonca Assistant to the Chair (to 10/04)

FINANCE Imran Riffat Director Digant Bahl Senior Accountant (to 07/06)Lucy Lam Staff Accountant (to 03/05)Eric Martin Manager, Strategic & Annual Planning Zaid Mohammed Associate Director, Finance (to 02/2005)Kofi Nti Manager, Accounting Pratima Singh Staff Accountant

DEVELOPMENT & COMMUNICATIONS James M. Brasher III Director (to 09/06)Alissa Desmarais Manager, Annual Giving Jessica Feinman Manager, Capital Campaign (to 05/06)Laura Lopez Manager, Development Services Jean M. Reilly Senior Manager, Grant Proposals (to 07/05)Kenneth Scheffler Development Assistant Andrew Sillen Deputy Director of Development for Foundations, Corporations & Government Agencies (to 09/05)John Tomlinson Associate Director, Public Affairs Nathan Wendt Development Coordinator (to 01/05)

Wanda Engel Aduan Regional Dialogue Division Inter-American Development Bank

Hylton Appelbaum Executive Trustee Liberty Life Foundation

Valentin von Arnim (to 2005) Corporate Treasury Goldman Sachs

Edward Bergman Co-Founder and Executive Director Miracle Corners of the World

William Bohnett Partner Fulbright & Jaworski LLP

Emmett Carson (to 2006) CEO The Minneapolis Foundation

Alan Detheridge Vice President, External Affairs, Exploration & Production Shell International Limited

Lance Dublin (to 2006) President and CEO Lance Dublin Consulting

Peggy Dulany Founder and Chair The Synergos Institute

Robert H. Dunn President and CEO The Synergos Institute

John Michael Forgách (to 2006) McCluskey Fellow Yale School of Forestry and Environmental Studies

Nili Gilbert Quantitative Research Analyst for Structured Products INVESCO

Juliette Gimon Trustee William and Flora Hewlett Foundation

Dorian S. Goldman President and Trustee Irving Goldman Foundation

Kees van der Graaf President Europe Unilever

Nadine B. Hack President beCause Global Consulting

Brian Henderson Chairman, Global Public Sector Client Group Merrill Lynch

Nilufar Hossain (to 2006)

H. Peter Karoff Chairman and Founder The Philanthropic Initiative, Inc.

Uday Khemka Partner and Director SUN Group of Companies

Maria Elena Lagomasino Chief Executive Officer Asset Management Advisors, LLC

Cornelio Marchán Executive President Esquel Foundation - Ecuador

Marcos Augusto de Moraes Chairman Sagatiba S/A

Lucia Moreira Salles President of the Board of Directors Riovoluntario

Kim Samuel Johnson Director The Samuel Group of Companies

S. Bruce Schearer (to 2006) Senior Advisor 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 BOARD OF DIRECTORS Listed are members who served during the period of this report (2004-2005) or later, up to October 2006.


STAFFListed are staff who served during the period of this report (2004-2005) or later, up to October 2006.

Robert H. Dunn President & CEO S. Bruce Schearer President (to 11/05)

STRENGTHENING BRIDGING ORGANIZATIONS Shari Turitz Director Natasha Amott Regional Program Officer, Southeast Asia (to 12/04)Jaqueline Castro-Fuentes Assistant, Country Operations & Global Program Services (to 04/05)Christiana DeBenedict Program Coordinator, US-Mexico Border Philanthropy PartnershipHilda Gertze Assistant to the Regional Director, Southern AfricaJudy Harper Director, US-Mexico Border Philanthropy Partnership (to 2/06)Michelle Jaramillo Program Officer, US-Mexico Border Philanthropy PartnershipCandace A. Lessa Country Director, BrazilKatia Massa Program Assistant, BrazilAnjana Pandey Program Officer, Senior Fellows Program (to 10/05)Cristina Parnetti Senior Program Officer, Latin America Andrea J. Rogers Regional Program Officer, Southern AfricaAzeen Salimi Program Officer Rowena Sison Program Assistant Barry Smith Regional Director, Southern AfricaShannon St. John Senior Advisor Ann Tartre Director, US-Mexico Border Philanthropy Partnership

(Deputy Director, Strengthening Bridging Organizations to 9/06)Philip Walsh Senior Program Officer, Latin America (to 9/04)Silvia Siller Senior Program Officer, US-Mexico Border Philanthropy Partnership (to 08/ 04)Javier Valdés Program Officer, Latin America (to 08/05)Maria Gisela Velasco Regional Director for Southeast Asia (to 12/04)

GLOBAL PHILANTHROPISTS CIRCLEJames M. Brasher III Founding Director (to 07/06)Beth H. Cohen Acting Director (Associate Director to 07/06) Daniel Domagala Program Coordinator Melissa Durda Senior Program Officer Ann Graham Manager, Strategic Planning Helen Knapp Senior Program Officer

MULTI-STAKEHOLDER PARTNERSHIPSJohn Heller Co-Director (Deputy Director, Country Operations & Global Program Services to 10/05)David Winder Co-Director (Director, Country Operations & Global Program Services to 10/05)Chong-Lim Lee Program CoordinatorMaggie Neilson Development Consultant (to 06/06) Surita Sandosham Deputy Director

BRIDGING LEADERSHIPSayyeda Mirza Associate (to 01/04)

OPERATIONS Janet Becker Director Alexandra Baquerizo Executive Assistant to the Chair & Board Relations Liaison Virginia Briones Coordinator, Human Resources Tasmyn Craig Assistant, Information TechnologyJerry De La Espada Facilities Manager (to 06/06)Mervin De La Espada Building Services (to 11/05)Steve Ferrier Manager, Information TechnologyJoanne Hirschberg Associate Director, Human Resources & Administration (to 12/05)Kelly Legiec Executive Assistant to the PresidentAna Mendonca Assistant to the Chair (to 10/04)

FINANCE Imran Riffat Director Digant Bahl Senior Accountant (to 07/06)Lucy Lam Staff Accountant (to 03/05)Eric Martin Manager, Strategic & Annual Planning Zaid Mohammed Associate Director, Finance (to 02/2005)Kofi Nti Manager, Accounting Pratima Singh Staff Accountant

DEVELOPMENT & COMMUNICATIONS James M. Brasher III Director (to 09/06)Alissa Desmarais Manager, Annual Giving Jessica Feinman Manager, Capital Campaign (to 05/06)Laura Lopez Manager, Development Services Jean M. Reilly Senior Manager, Grant Proposals (to 07/05)Kenneth Scheffler Development Assistant Andrew Sillen Deputy Director of Development for Foundations, Corporations & Government Agencies (to 09/05)John Tomlinson Associate Director, Public Affairs Nathan Wendt Development Coordinator (to 01/05)

Wanda Engel Aduan Regional Dialogue Division Inter-American Development Bank

Hylton Appelbaum Executive Trustee Liberty Life Foundation

Valentin von Arnim (to 2005) Corporate Treasury Goldman Sachs

Edward Bergman Co-Founder and Executive Director Miracle Corners of the World

William Bohnett Partner Fulbright & Jaworski LLP

Emmett Carson (to 2006) CEO The Minneapolis Foundation

Alan Detheridge Vice President, External Affairs, Exploration & Production Shell International Limited

Lance Dublin (to 2006) President and CEO Lance Dublin Consulting

Peggy Dulany Founder and Chair The Synergos Institute

Robert H. Dunn President and CEO The Synergos Institute

John Michael Forgách (to 2006) McCluskey Fellow Yale School of Forestry and Environmental Studies

Nili Gilbert Quantitative Research Analyst for Structured Products INVESCO

Juliette Gimon Trustee William and Flora Hewlett Foundation

Dorian S. Goldman President and Trustee Irving Goldman Foundation

Kees van der Graaf President Europe Unilever

Nadine B. Hack President beCause Global Consulting

Brian Henderson Chairman, Global Public Sector Client Group Merrill Lynch

Nilufar Hossain (to 2006)

H. Peter Karoff Chairman and Founder The Philanthropic Initiative, Inc.

Uday Khemka Partner and Director SUN Group of Companies

Maria Elena Lagomasino Chief Executive Officer Asset Management Advisors, LLC

Cornelio Marchán Executive President Esquel Foundation - Ecuador

Marcos Augusto de Moraes Chairman Sagatiba S/A

Lucia Moreira Salles President of the Board of Directors Riovoluntario

Kim Samuel Johnson Director The Samuel Group of Companies

S. Bruce Schearer (to 2006) Senior Advisor 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 BOARD OF DIRECTORS Listed are members who served during the period of this report (2004-2005) or later, up to October 2006.


André DesmaraisAlan DetheridgeDeutsche Bank AGYoussef DibThe William H. Donner FoundationGuillermo DonovanConway A. DowningWilliam H. Draper IIIMeredith DreissSam DrydenLance DublinAnthony Duke, Sr.Peggy DulanyAugustin and Malú EdwardsElbereth Investments LimitedElizabeth Strong-CuevasElizabeth W. EllersGaetana EndersKurt EngelhornPhilipp EngelhornFundación Esquel - EcuadorThe Eurasia FoundationCorinne EvensAnthony EvninExor AmericaExxonMobilMark FabryAmir and Nathalie F. Farman-FarmaThe John E. Fetzer Institute, Inc.Eileen Fisher, Inc.Brian D. FixFlora Family FoundationElizabeth FondarasFord FoundationForest TradeJohn Michael ForgáchDaniela FossatiNathalie I. Fradin-HoodBarbara FreedmanThe Frey FamilyJonathan FriedlandFrontera Focused Women’s FundRichard M. FurlaudElena Garcés de EderGarcés Echavarria FamilyMaría Eugenia Garcés CampagnaGeorge P. GardnerHoward Gardner

General Electric CompanyGeneral Mills, Inc.Generon ConsultingRichard GereNilizandr E. GilbertGeorge GilderJean-Paul and Eleanor GimonJuliette GimonDorian Goldman and Marvin IsraelowGoldman Sachs Group, Inc.Goldman Sachs Latin AmericaIrving and Joyce Goldman FoundationRichard GoldmanJeffrey GoldsteinGoldstein, Golub & KesslerClaudio X. Gonzalez GuajardoGonzalo Rio FoundationTatsuro GotoPeter GoulandrisKees van der GraafJudy GreenMary GreerKate GreswoldEileen and Paul GrowaldAgnes Gund and Daniel ShapiroSara Lee & George Gund FoundationThe Agnes Gund FoundationMimi and Peter HaasNadine HackScott and Sally HarrisonMrs. Randolph HearstCraig and Libby Heimark Charitable FoundationCharles A. and Monika HeimboldHeinz Family FoundationHeinz North AmericaBrian HendersonFelix HerlihyRoberto and Claudia HernándezJudith F. HernstadtMarlene Hess and James ZirinHewitt Associates/IntergamaWilliam and Flora Hewlett FoundationPatricia HigginsLinda HillConrad N.Hilton FoundationHimalaya FoundationHIP Health of New YorkMichael J. Hirschhorn

Heidi K. HonchariwNilufar HossainAmory HoughtonHouston Endowment Inc.Michael O. HübenerHans and Elizabeth HumesSwanee HuntPatricia HuntingtonJohn and Hilga HurfordInstitute for Civil SocietyInstitute of International EducationInstitutional Investor, Inc.Inter-American Development BankInter-American FoundationInternational Development Research CentreInternational Foundation for Education and Self-HelpInternational Institute for Sustainable DevelopmentInternational Youth FoundationInvescoChie IshibashiItaúsa-Investimentos Itaú S.A.J.P. Morgan Chase & Co.JP Morgan Chase FoundationDale E. JenkinsMarisa V. JensenJewish Communal Fund of New YorkFranklin P. JohnsonPaul Tudor JonesW. Alton Jones FoundationGeraldo Jordão PereiraBlaise Judja-SatoAlfred Jurzykowski FoundationPeter H. KaroffMartin P. KasofskyDonna KatzinPeter B. KellnerW.K. Kellogg FoundationShiv and Uday KhemkaKirsten MickelsonHenry KissingerRyuji KitamuraIsrael KlabinJohn KlingensteinJohn W. KlugeSergio KnaebelGary KnellYotaro Kobayashi

Aboriginal Leadership Institute Inc.Alfredo and Paz AcharWendy and Raymond AckermanWanda Engel AduanAEA Investors, Inc.AfricareThe Aga Khan Foundation CanadaGiovanni AgnelliDaniele Agostino FoundationAlbert KanebHope AldrichVictor AliceaTeymour and Faiza Alireza Yasmin T. AlirezaPaul AllaireAlvaralice FoundationOmar AmanatAmaranth FoundationAmelior FoundationAmerican Express CompanyAmerican Federation of State County & Municipal EmployeesAmerican International Group, Inc.Sérgio and Bernadete AmorosoJack AndersonAntonio Carlos de AndradeDwayne O. AndreasMrs. Walter AnnenbergAnonymousHylton and Wendy AppelbaumApple Computer CompanyManuel and Marie Thérèse ArangoArcher Daniels Midland CompanyValentin von ArnimDavid B. ArnoldThe Asia FoundationAsia Pacific Philanthropy ConsortiumAspen InstituteBrooke AstorAT&T FoundationThe Atlantic PhilanthropiesJosé Ignacio and Verónica AvalosJohn and Caron AveryAvina, Inc.Mark AxelowitzGlenn and Carolyn AyresEmilio Azcárraga JeanAlberto and Tere BaillèresRichard Bakal

BankAmerica FoundationBanyan Tree FoundationRoberto and Maria Rosa BaquerizoAnne BartleyBaton Rouge Area FoundationKing Baudouin FoundationJanet BeckerKenneth E. BehringBenjamin James AssociatesIan J. BenjaminOthman and Leila BenjellounThe Judy and Howard Berkowitz FoundationRichard BermanElisabeth BiemannPatti Cadby BirchHelen and William BirenbaumThe Blackstone GroupBloomberg L.P.David BohnettWilliam BohnettRoberto and Maria Mathilde BonettiBoricua CollegeThe Boston FoundationJames M. BrasherDavid A. BrewerSusan BriggsBristol-Myers Squibb CompanyBristol-Myers Squibb Foundation, Inc.Brownsville Community FoundationJudith BruceRon BruderLauretta J. BrunoMagalen O. BryantAndres von BuchCarlos BulgheroniTeresa BulgheroniAntony BurgmansJames E. and Diane W. Burke FoundationJ. Daniel ButlerCharles C. ButtPaul ButtenweiserDouglas CahnCanadian International Development AgencyElda L. CantuDonna CapatoCapital Group CompaniesFrank CarlucciHervé de Carmoy

The Carnegie Corporation of New YorkCarrefour - DGRussell L. CarsonAnnie E. Casey FoundationRobert B. CatellMerle ChambersRaymond G. ChambersCharlevoix County Community FoundationCharoen Pokphand Group Co., Ltd.Laura and Richard ChasinVarnnee Chearavanont RossC. C. ChenChevron Texaco Corporate ContributionsSophie ChichePetr ChitipakhovyanJacqueline de Chollet TowbinLuiz ChorChristie’sLowell ChristyGustavo A. and Patricia CisnerosCitigroup Inc.Citigroup Private BankThe Coca-Cola CompanyCohen Family FoundationCommon CentsThe Compton FoundationConoco PhilipsConservation, Food & Health FoundationFrederic G. CorneelCorona FundaciónCamille and William Cosby, Jr.Eduardo CostantiniCostcoT.G. CousinsDoris CramerCredit Suisse First BostonCrystal Springs FoundationElizabeth De CuevasJohn de CuevasLewis and Dorothy CullmanLee CullumJorge and Maria D’Assunção Jardim GonçalvesEleanor Naylor Dana Charitable TrustDaniel Dantas and Verônica DantasFania E. DavisDeBeersRichard and Barbara DebsChristel DeHaan Family Foundation

MAJOR DONORS Synergos’ work is supported by foundations, international agencies, corporate donations, and individual and family

contributions. Listed below are major donors through 2005.


André DesmaraisAlan DetheridgeDeutsche Bank AGYoussef DibThe William H. Donner FoundationGuillermo DonovanConway A. DowningWilliam H. Draper IIIMeredith DreissSam DrydenLance DublinAnthony Duke, Sr.Peggy DulanyAugustin and Malú EdwardsElbereth Investments LimitedElizabeth Strong-CuevasElizabeth W. EllersGaetana EndersKurt EngelhornPhilipp EngelhornFundación Esquel - EcuadorThe Eurasia FoundationCorinne EvensAnthony EvninExor AmericaExxonMobilMark FabryAmir and Nathalie F. Farman-FarmaThe John E. Fetzer Institute, Inc.Eileen Fisher, Inc.Brian D. FixFlora Family FoundationElizabeth FondarasFord FoundationForest TradeJohn Michael ForgáchDaniela FossatiNathalie I. Fradin-HoodBarbara FreedmanThe Frey FamilyJonathan FriedlandFrontera Focused Women’s FundRichard M. FurlaudElena Garcés de EderGarcés Echavarria FamilyMaría Eugenia Garcés CampagnaGeorge P. GardnerHoward Gardner

General Electric CompanyGeneral Mills, Inc.Generon ConsultingRichard GereNilizandr E. GilbertGeorge GilderJean-Paul and Eleanor GimonJuliette GimonDorian Goldman and Marvin IsraelowGoldman Sachs Group, Inc.Goldman Sachs Latin AmericaIrving and Joyce Goldman FoundationRichard GoldmanJeffrey GoldsteinGoldstein, Golub & KesslerClaudio X. Gonzalez GuajardoGonzalo Rio FoundationTatsuro GotoPeter GoulandrisKees van der GraafJudy GreenMary GreerKate GreswoldEileen and Paul GrowaldAgnes Gund and Daniel ShapiroSara Lee & George Gund FoundationThe Agnes Gund FoundationMimi and Peter HaasNadine HackScott and Sally HarrisonMrs. Randolph HearstCraig and Libby Heimark Charitable FoundationCharles A. and Monika HeimboldHeinz Family FoundationHeinz North AmericaBrian HendersonFelix HerlihyRoberto and Claudia HernándezJudith F. HernstadtMarlene Hess and James ZirinHewitt Associates/IntergamaWilliam and Flora Hewlett FoundationPatricia HigginsLinda HillConrad N.Hilton FoundationHimalaya FoundationHIP Health of New YorkMichael J. Hirschhorn

Heidi K. HonchariwNilufar HossainAmory HoughtonHouston Endowment Inc.Michael O. HübenerHans and Elizabeth HumesSwanee HuntPatricia HuntingtonJohn and Hilga HurfordInstitute for Civil SocietyInstitute of International EducationInstitutional Investor, Inc.Inter-American Development BankInter-American FoundationInternational Development Research CentreInternational Foundation for Education and Self-HelpInternational Institute for Sustainable DevelopmentInternational Youth FoundationInvescoChie IshibashiItaúsa-Investimentos Itaú S.A.J.P. Morgan Chase & Co.JP Morgan Chase FoundationDale E. JenkinsMarisa V. JensenJewish Communal Fund of New YorkFranklin P. JohnsonPaul Tudor JonesW. Alton Jones FoundationGeraldo Jordão PereiraBlaise Judja-SatoAlfred Jurzykowski FoundationPeter H. KaroffMartin P. KasofskyDonna KatzinPeter B. KellnerW.K. Kellogg FoundationShiv and Uday KhemkaKirsten MickelsonHenry KissingerRyuji KitamuraIsrael KlabinJohn KlingensteinJohn W. KlugeSergio KnaebelGary KnellYotaro Kobayashi

Aboriginal Leadership Institute Inc.Alfredo and Paz AcharWendy and Raymond AckermanWanda Engel AduanAEA Investors, Inc.AfricareThe Aga Khan Foundation CanadaGiovanni AgnelliDaniele Agostino FoundationAlbert KanebHope AldrichVictor AliceaTeymour and Faiza Alireza Yasmin T. AlirezaPaul AllaireAlvaralice FoundationOmar AmanatAmaranth FoundationAmelior FoundationAmerican Express CompanyAmerican Federation of State County & Municipal EmployeesAmerican International Group, Inc.Sérgio and Bernadete AmorosoJack AndersonAntonio Carlos de AndradeDwayne O. AndreasMrs. Walter AnnenbergAnonymousHylton and Wendy AppelbaumApple Computer CompanyManuel and Marie Thérèse ArangoArcher Daniels Midland CompanyValentin von ArnimDavid B. ArnoldThe Asia FoundationAsia Pacific Philanthropy ConsortiumAspen InstituteBrooke AstorAT&T FoundationThe Atlantic PhilanthropiesJosé Ignacio and Verónica AvalosJohn and Caron AveryAvina, Inc.Mark AxelowitzGlenn and Carolyn AyresEmilio Azcárraga JeanAlberto and Tere BaillèresRichard Bakal

BankAmerica FoundationBanyan Tree FoundationRoberto and Maria Rosa BaquerizoAnne BartleyBaton Rouge Area FoundationKing Baudouin FoundationJanet BeckerKenneth E. BehringBenjamin James AssociatesIan J. BenjaminOthman and Leila BenjellounThe Judy and Howard Berkowitz FoundationRichard BermanElisabeth BiemannPatti Cadby BirchHelen and William BirenbaumThe Blackstone GroupBloomberg L.P.David BohnettWilliam BohnettRoberto and Maria Mathilde BonettiBoricua CollegeThe Boston FoundationJames M. BrasherDavid A. BrewerSusan BriggsBristol-Myers Squibb CompanyBristol-Myers Squibb Foundation, Inc.Brownsville Community FoundationJudith BruceRon BruderLauretta J. BrunoMagalen O. BryantAndres von BuchCarlos BulgheroniTeresa BulgheroniAntony BurgmansJames E. and Diane W. Burke FoundationJ. Daniel ButlerCharles C. ButtPaul ButtenweiserDouglas CahnCanadian International Development AgencyElda L. CantuDonna CapatoCapital Group CompaniesFrank CarlucciHervé de Carmoy

The Carnegie Corporation of New YorkCarrefour - DGRussell L. CarsonAnnie E. Casey FoundationRobert B. CatellMerle ChambersRaymond G. ChambersCharlevoix County Community FoundationCharoen Pokphand Group Co., Ltd.Laura and Richard ChasinVarnnee Chearavanont RossC. C. ChenChevron Texaco Corporate ContributionsSophie ChichePetr ChitipakhovyanJacqueline de Chollet TowbinLuiz ChorChristie’sLowell ChristyGustavo A. and Patricia CisnerosCitigroup Inc.Citigroup Private BankThe Coca-Cola CompanyCohen Family FoundationCommon CentsThe Compton FoundationConoco PhilipsConservation, Food & Health FoundationFrederic G. CorneelCorona FundaciónCamille and William Cosby, Jr.Eduardo CostantiniCostcoT.G. CousinsDoris CramerCredit Suisse First BostonCrystal Springs FoundationElizabeth De CuevasJohn de CuevasLewis and Dorothy CullmanLee CullumJorge and Maria D’Assunção Jardim GonçalvesEleanor Naylor Dana Charitable TrustDaniel Dantas and Verônica DantasFania E. DavisDeBeersRichard and Barbara DebsChristel DeHaan Family Foundation

MAJOR DONORS Synergos’ work is supported by foundations, international agencies, corporate donations, and individual and family

contributions. Listed below are major donors through 2005.

26 REPORT 2004-2005

Kobrand CorporationJerome KohlbergPamela Vinal KohlbergMaria Elena LagomasinoFlorian LangenscheidtStephen S. LashLeonard and Evelyn Lauder FoundationRonald LauderCarola B. LeaIara LeeBernard van Leer FoundationJohn LennonLevi Strauss FoundationEdward LewisWalter LinkJerome and Kenneth Lipper Foundation Bobye ListThe Lodestar FoundationOscar LopezRina Lopez BautistaSheridan LorenzLucent Technologies Inc.William LucyThe Ann & Robert Lurie FoundationJohn D. and Catherine T. MacArthur FoundationAntonio and Teresa MaderoVincent and Anne MaiJoshua MailmanMalcolm H. WienerManagement Sciences for HealthCornelio MarchánMaria Matilde BonettiAlberto and Anabelle MariacaFundação Roberto MarinhoMarkle FoundationMarsh & McLennan Companies, Inc.David M. Masten-RosenRobert Masten-RosenChris MathiasCharles Léopold Mayer Foundation for the Progress of Humankind Mary A. and John M. McCarthy FoundationNeil McCarthy and Elizabeth MonacoBruce R. and Jolene McCawDoris L. McCoyMcCune Charitable FoundationSara S. McDanielJames McDonald

The McKnight FoundationMora McLeanRobert S. McNamaraLisa MeadowcroftMeadows Foundation, Inc.Felipe MedinaThe John Merck FundMerrill LynchMetanoia FundIkram MianMichaela WalshKirsten MickelsonMillstream FundSeymour MilsteinMindset NetworkMirant Philippines FoundationThe Cynthia and George Mitchell FoundationToby MoffettJosé Ermírio de MoraesMarcos A. de MoraesLucia Moreira-SallesThe Moriah FundMario MorinoPatrice and Precious MotsepeCharles Stewart Mott FoundationKenneth F. MountcastleEnrique MuñozMike MurrayMinistry of Agriculture, Nature and Food Quality of the NetherlandsNew Hampshire Charitable FoundationNew York City PartnershipNew York UniversityBruce NickersonMercedes NoboaWalter M. NoelMinistry of Foreign Affairs of NorwayNOVIBCherie M. NursalimThe Nursalim FamilyNutreco Nederland B.VMr. and Mrs. George D. O’NeillPeter O’NeillThe Oak Foundation, Ltd.Mark T. OcepekMorris W. OffitGeorge D. O’NeillOpen Society InstituteOrganic Valley Cooperative

Maria Clara OsorioSusan Packard OrrThe David and Lucile Packard FoundationPactAlan ParkerRichard D. ParsonsParticipación CiudadanaAnn PartlowIan PartridgeAnn H. PeipersJuan PeiranoMarianne PetersonPatricia Price Peterson FoundationPeter G. PetersonRudolph A. PetersonCarroll PetriePew Charitable TrustsPfizer, Inc.The Philanthropic CollaborativePhillips-Van HeusenMarnie and Don PillsburyPhilip PillsburyGeorge Pitt and Noreen ClarkPrince of Wales Business Leaders ForumPublic Media CenterPublic Welfare FoundationPablo and Luisa PulidoRabobank NederlandAlejandro Ramírez MagañaMarie S. RautenbergAgnieszka RawaKatherine J. and William RaynerReebok Human Rights FoundationMichael RennieCatherine B. Reynolds FoundationMildred Robbins LeetC.H. Robinson CompanyJames D. Robinson IIIJim and Linda Robinson Foundation, Inc.Charles RockefellerDavid Rockefeller, Jr.David Rockefeller, Sr.JD Rockefeller, III FundLaurance RockefellerMrs. Nelson A. RockefellerRockefeller & CompanyRockefeller Brothers FundRockefeller Philanthropy AdvisorsSteven C. Rockefeller

MAJOR DONORS

(continued)


The Rockefeller FoundationValerie RockefellerRaul RodriguezRohinton MedhoraDaniel RoseDavid M. RosenThe Arthur Ross Foundation, Inc.Jon W. RotenstreichSusan RothenbergThe Dowager Viscountess RothermereNeil L. RudenstineJohann and Gaynor RupertGeorge RuppRussell SakaguchiRicardo E.S. and Maria João SalgadoRalph SalomonRichard E. SalomonKim Samuel JohnsonSamuel, Son & Co., LimitedMarcelo SanchesSasakawa Peace FoundationFrank SavageS. Bruce SchearerSchering-PloughRobert J. SchwartzWilliam and Tsugiko ScullionNorman M. SeidenAyrton Senna FoundationViviane SennaClemente Serna AlvearPepita SerranoSesame WorkshopOlavo Egydio SetubalTokyo and Judy SexwaleShaler Adams FoundationLindsay SheaShell International LimitedHiroaki ShikanaiYoav ShohamD. Wayne SilbyAdele S. SimmonsIan SimmonsBruce SimpsonWilliam Kelly SimpsonAlan B. SlifkaJames SligarGordon V. SmithThe Christopher D. Smithers Foundation, Inc.

Michael Sonnenfeldt and Katja GoldmanSony CorporationHarry SophoclidesSouth African Institute for Advancement (Inyathelo) SAIADavid H. SpencerJohn SpencerThe Spencer FoundationJerry and Emily Spiegel Family Foundation, Inc.Theodore and Vada StanleyStarbucks Coffee CompanyThe Starr FoundationJohn A. SteinerSabine StenDonald M. and Isabel StewartMarco StoffelSue StoffelChristopher StoneElizabeth Strong-CuevasJon L. StrykerMichael von StummFrans SugiartaSurdna Foundation Inc.Government of SwedenWashington SycipSYSCO CorporationDeborah SzekelyCharles TateBarbara TaylorF. Morgan TaylorP.T. TchitipakhovianMaurice TempelsmanAlice Tepper MarlinEugene V. and Clare E. ThawFranklin ThomasLaura Thorn and William O’NeillTides FoundationTime Warner Inc.Robert C. TimpsonSarah L. TimpsonTinker Foundation, Inc.Susanna TisaToyota Motors of North AmericaTse FoundationTurney H. TseAmy and Stephen UnfriedUNICEFUnilever Bestfoods Asia

Unilever NV

United in Diversity

United Nations Development Programme

United Nations Foundation

US Food Service

US Agency for International Development

US Agency for International Development - Dominican Republic

VanEck Absolute Return Advisors ERS

Michele Verschoore

VillageReach

Phillipe de Villers

Rogier D. van Vliet

Richard A. Voell

Paul Volcker

Dan Wagner

Elizabeth Wahab

Miriam and Ira D. Wallach Foundation

Wal-Mart Foundation

Michaela Walsh

Hermine Warren

Washington Mutual

John and Martha Watts

Mark Weinberg

Peter Wheeler

William S. White

John C. Whitehead

Malcolm H. Wiener

Frederick Wildman & Sons

Christopher Williams

Montel Williams

Gary and Karen Winnick

Winston Foundation for World Peace

Wolfensohn Family Foundation

World Economic Forum

Pam Wuichet

Jasper Wyman & Son

Xerox Corporation

Lorenzo Zambrano

Zamorano-Pan American School of Agriculture

Jin Zidell

Dmitri Zimin

Zobel de Ayala Family

Kobrand CorporationJerome KohlbergPamela Vinal KohlbergMaria Elena LagomasinoFlorian LangenscheidtStephen S. LashLeonard and Evelyn Lauder FoundationRonald LauderCarola B. LeaIara LeeBernard van Leer FoundationJohn LennonLevi Strauss FoundationEdward LewisWalter LinkJerome and Kenneth Lipper Foundation Bobye ListThe Lodestar FoundationOscar LopezRina Lopez BautistaSheridan LorenzLucent Technologies Inc.William LucyThe Ann & Robert Lurie FoundationJohn D. and Catherine T. MacArthur FoundationAntonio and Teresa MaderoVincent and Anne MaiJoshua MailmanMalcolm H. WienerManagement Sciences for HealthCornelio MarchánMaria Matilde BonettiAlberto and Anabelle MariacaFundação Roberto MarinhoMarkle FoundationMarsh & McLennan Companies, Inc.David M. Masten-RosenRobert Masten-RosenChris MathiasCharles Léopold Mayer Foundation for the Progress of Humankind Mary A. and John M. McCarthy FoundationNeil McCarthy and Elizabeth MonacoBruce R. and Jolene McCawDoris L. McCoyMcCune Charitable FoundationSara S. McDanielJames McDonald

The McKnight FoundationMora McLeanRobert S. McNamaraLisa MeadowcroftMeadows Foundation, Inc.Felipe MedinaThe John Merck FundMerrill LynchMetanoia FundIkram MianMichaela WalshKirsten MickelsonMillstream FundSeymour MilsteinMindset NetworkMirant Philippines FoundationThe Cynthia and George Mitchell FoundationToby MoffettJosé Ermírio de MoraesMarcos A. de MoraesLucia Moreira-SallesThe Moriah FundMario MorinoPatrice and Precious MotsepeCharles Stewart Mott FoundationKenneth F. MountcastleEnrique MuñozMike MurrayMinistry of Agriculture, Nature and Food Quality of the NetherlandsNew Hampshire Charitable FoundationNew York City PartnershipNew York UniversityBruce NickersonMercedes NoboaWalter M. NoelMinistry of Foreign Affairs of NorwayNOVIBCherie M. NursalimThe Nursalim FamilyNutreco Nederland B.VMr. and Mrs. George D. O’NeillPeter O’NeillThe Oak Foundation, Ltd.Mark T. OcepekMorris W. OffitGeorge D. O’NeillOpen Society InstituteOrganic Valley Cooperative

Maria Clara OsorioSusan Packard OrrThe David and Lucile Packard FoundationPactAlan ParkerRichard D. ParsonsParticipación CiudadanaAnn PartlowIan PartridgeAnn H. PeipersJuan PeiranoMarianne PetersonPatricia Price Peterson FoundationPeter G. PetersonRudolph A. PetersonCarroll PetriePew Charitable TrustsPfizer, Inc.The Philanthropic CollaborativePhillips-Van HeusenMarnie and Don PillsburyPhilip PillsburyGeorge Pitt and Noreen ClarkPrince of Wales Business Leaders ForumPublic Media CenterPublic Welfare FoundationPablo and Luisa PulidoRabobank NederlandAlejandro Ramírez MagañaMarie S. RautenbergAgnieszka RawaKatherine J. and William RaynerReebok Human Rights FoundationMichael RennieCatherine B. Reynolds FoundationMildred Robbins LeetC.H. Robinson CompanyJames D. Robinson IIIJim and Linda Robinson Foundation, Inc.Charles RockefellerDavid Rockefeller, Jr.David Rockefeller, Sr.JD Rockefeller, III FundLaurance RockefellerMrs. Nelson A. RockefellerRockefeller & CompanyRockefeller Brothers FundRockefeller Philanthropy AdvisorsSteven C. Rockefeller

MAJOR DONORS

28 REPORT 2004-2005

SUMMARY FINANCIAL REPORT A complete set of audited financial statements is available upon request.

STATEMENT OF FINANCIAL POSITION

As of December 31, 2005 2004

ASSETS Cash $526,073 $1,312, 144Pledges and Other Receivables 6,981,798 9,606,206Investments, at Fair Value 1,944,886 404,251Prepaid Expenses and Other Assets 71,091 159,246Property and Equipment, Net 9,096,046 8,139,065Total Assets $18,619,894 $19,620,912

LIABILITIES AND NET ASSETSLiabilities: Accounts Payable and Accrued Expenses $1,930,629 $414,833

Capital Lease Obligation 174,605 76,048Note Payable 5,850, 000 5,850,000Total Liabilities 7,955,234 6,340,881

Commitments and ContingencyNet Assets: UNRESTRICTED:

Invested in Property and Equipment 2,419,768 2,289,065Undesignated 615,507 2,155,660Total Unrestricted Net Assets 3,035,275 4,444,725

Temporarily Restricted Net Assets 7,629,385 8,835,306Total Net Assets 10,664,660 13,280,031Total Liabilities and Net Assets $18,619,894 $19,620,912

STATEMENT OF ACTIVITIES

For Year Ended December 31, 2005 2004

Support and Revenue: CONTRIBUTIONS:Foundations $2,893,111 $4,688,347Corporations 1,974,705 238,487Individuals 1,262,038 3,942,160GPC Membership Dues 1,268,296 1,252,553Government Grant 121,447 462,348Special Event, net 651,414 976,145Return on Investments 29,480 13,751Other Income 299,277 214,045Total Support and Revenue 8,499,768 11,787,836

Expenses PROGRAM SERVICESStrengthening Bridging Organizations 3,496,668 2,977,335Multi-Stakeholder Partnerships 2,747,447 141,090Global Philanthropists Circle 1,173,480 826,196Communications and Outreach 99,518 161,059Bridging Leadership 136,476Total Program Services 7,517,113 4,242,156

SUPPORTING SERVICESManagement and General 2,265,607 1,156,819Fundraising 605,745 665,376Total Supporting Services 2,871,352 1,822,195

Total Expenses 10,388,465 6,064,351

Subtotal (1,888,697) 5,723,485

Loss on Disposal of Equipment (33,674) (34,490)Loss on Uncollectible Pledges (693,000) (179,500)

Change in Net Assets (2,615,371) 5,509,495

Net Assets at Beginning of Year 13,280,031 7,770,536

Net Assets at End of Year $10,664,660 $13,280,031

CREDITS

PHOTOS:

ABS-CBN Foundation

Fundación AlvarAlice

Wendy Appelbaum

Janet Becker

Gabriella Campagna

Beth Cohen

Zaid Hassan

John Heller


Rob Klein

Joe McCarron

Eric Miller

Richard Newton

Joe Schildborn

DESIGN:

Robin Read

Printed by Classic Color Systems on Forestry Stewardship Council-certified paper.

28 REPORT 2004-2005

SUMMARY FINANCIAL REPORT A complete set of audited financial statements is available upon request.

STATEMENT OF FINANCIAL POSITION

As of December 31, 2005 2004

ASSETS Cash $526,073 $1,312, 144Pledges and Other Receivables 6,981,798 9,606,206Investments, at Fair Value 1,944,886 404,251Prepaid Expenses and Other Assets 71,091 159,246Property and Equipment, Net 9,096,046 8,139,065Total Assets $18,619,894 $19,620,912

LIABILITIES AND NET ASSETSLiabilities: Accounts Payable and Accrued Expenses $1,930,629 $414,833

Capital Lease Obligation 174,605 76,048Note Payable 5,850, 000 5,850,000Total Liabilities 7,955,234 6,340,881

Commitments and ContingencyNet Assets: UNRESTRICTED:

Invested in Property and Equipment 2,419,768 2,289,065Undesignated 615,507 2,155,660Total Unrestricted Net Assets 3,035,275 4,444,725

Temporarily Restricted Net Assets 7,629,385 8,835,306Total Net Assets 10,664,660 13,280,031Total Liabilities and Net Assets $18,619,894 $19,620,912

STATEMENT OF ACTIVITIES

For Year Ended December 31, 2005 2004

Support and Revenue: CONTRIBUTIONS:Foundations $2,893,111 $4,688,347Corporations 1,974,705 238,487Individuals 1,262,038 3,942,160GPC Membership Dues 1,268,296 1,252,553Government Grant 121,447 462,348Special Event, net 651,414 976,145Return on Investments 29,480 13,751Other Income 299,277 214,045Total Support and Revenue 8,499,768 11,787,836

Expenses PROGRAM SERVICESStrengthening Bridging Organizations 3,496,668 2,977,335Multi-Stakeholder Partnerships 2,747,447 141,090Global Philanthropists Circle 1,173,480 826,196Communications and Outreach 99,518 161,059Bridging Leadership 136,476Total Program Services 7,517,113 4,242,156

SUPPORTING SERVICESManagement and General 2,265,607 1,156,819Fundraising 605,745 665,376Total Supporting Services 2,871,352 1,822,195

Total Expenses 10,388,465 6,064,351

Subtotal (1,888,697) 5,723,485

Loss on Disposal of Equipment (33,674) (34,490)Loss on Uncollectible Pledges (693,000) (179,500)

Change in Net Assets (2,615,371) 5,509,495

Net Assets at Beginning of Year 13,280,031 7,770,536

Net Assets at End of Year $10,664,660 $13,280,031

CREDITS

PHOTOS:

ABS-CBN Foundation

Fundación AlvarAlice

Wendy Appelbaum

Janet Becker

Gabriella Campagna

Beth Cohen

Zaid Hassan

John Heller


Rob Klein

Joe McCarron

Eric Miller

Richard Newton

Joe Schildborn

DESIGN:

Robin Read

Printed by Classic Color Systems on Forestry Stewardship Council-certified paper.

THE SYNERGOS INSTITUTE

51 Madison Avenue, 21st FloorNew York, NY 10010 USATel +1 212-447-8111Fax +1 [email protected] www.synergos.org

BRAZIL COUNTRY OFFICE

Instituto Synergos Rua Jardim Botânico, 600. Sala 207 Jardim Botânico Rio de Janeiro, RJ Brazil 22461 000Tel/Fax +55 (21) [email protected]

SOUTHERN AFRICA REGIONAL OFFICE

PO Box 8047Roggebaai 8012South AfricaTel +27 (0)21 421-9788Fax +27 (0)21 425 [email protected] address:10th Floor, ABSA House25 St. George’s MallCape Town 8001South Africa

US-MEXICO BORDER PHILANTHROPY PARTNERSHIP OFFICE

121 Broadway, Suite 370 San Diego, CA 92101 USATel: +1 619-234-6610Fax: +1 [email protected]

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Synergos 2004-2005 Anual Report

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