2019 Annual Report (5)

2019

SCHOONER FOUNDATION

ANNUAL REPORT

2

© The Schooner Foundation

July 2020

THE SCHOONER FOUNDATION

2019 ANNUAL REPORT

Letter from the Foundation

About the Foundation

2019 Grantmaking

Grant Analysis At A Glance

2019 Foundation Grant Dashboard

Giving History: Over 20 Years of Philanthropy

2019 Global Grantmaking

Foundation FInancials

2019 Discretionary Grantmaking

Operations + Partnerships

2019 Grantee Profiles

2019 Trip Reports

Nepal Trip Report | February 2019

MGH Rural Health Fellowship, Rosebud Reservation | June 2019

HEAL Initiative, Navajo Nation | June 2019

Rosebud Reservation Summit | October 2019

4

7

8

10

12

14

16

18

20

25

53

68

72

76

3

LETTER FROM THE FOUNDATION

We are finding ourselves at a truly unprecedented time in history, with the threat to

our democracy, COVID-19?s devastating impact, especially on those most

vulnerable, and the pervasive systemic racism in our country. At a moment like this,

we are called to affirm our commitment to doing the important, long-term work of

advancing human rights initiatives in its many forms both domestically and globally. In

these challenging times, we continue to be inspired daily by our partners working

tirelessly and selflessly on the frontlines, and are filled with hope as they make a

difference in the lives of others.

Since the Foundation?s inception in 1998, we have invested over $80 million towards

protecting human rights, improving access to quality health care, and providing the

most vulnerable populations with education and economic opportunities. In 2019, the

Foundation granted $7.2 million to over 90 organizations in 14 countries. We added

eleven new exciting grantees to our portfolio, renewed our support to five

organizations with multi-year commitments, and continued to refine our focus and

impact. We invested in 7 new global grants to organizations working in Sudan, Nepal,

Democratic Republic of Congo, Ireland and Turkey to name a few. We also renewed

our support to key organizations including the Fund for Global Human Rights,

expanding our global reach to serve over 300 grassroots organizations around the

world, and we leveraged $1.2 million through ten challenge matching grants. With a

grantee-centric, hands-on approach, we work with our portfolio partners to not only

offer financial support, but to amplify their work and catalyze impact.

As we reflect on over twenty years of the Foundation, we understand that there is still

so much more work to do. We know that the path forward is rarely linear, and we

recognize our responsibility and unique position as a Foundation to act, listen to,

support, and amplify the voices of our partners. As you read the following highlights

from 2019, we hope you feel a renewed sense of commitment to the Foundation?s

mission and efforts.

In partnership,

Vin Ryan

President, Schooner

Julia Pettengill

Executive Director

4

ABOVE: The Fund for Global Human Rights has been a Schooner Grantee since 2008 and supports

locally-rooted organizations in over 20 countries. "There is real heart and purpose is in the way the

Schooner Foundation has supported us over the years," says Regan Ralph, CEO and President of

FGHR. "From the start, it felt like a collaboration, not a traditional donor-grantee relationship. Schooner

pushed us to think big and take risks - it?s freeing and transformative when donors take this approach."

5

6

ABOVE: The HEAL (Health Equity Action Leadership) Initiative supports over 130 frontline

professionals across 9 countries to better serve the most marginalized communities. "This

is some of the most important work in global health equity," says HEAL co-founder Dr.

Sriram Shamasunder, "and we are proud to be part of the Schooner Family."

ABOUT THE FOUNDATION

The Schooner Foundation believes in the fundamental right to a life with dignity, opportunity, and

access to resources.

Founded in 1998, the Foundation seeks to advance human rights by leveraging funds and

resources where there is the greatest need and opportunity, both domestically and

internationally.

We identify and invest in innovative organizations led by teams that demonstrate exemplary

character and accountability. The Foundation supports initiatives across the spectrum of human

rights, from global health equity and investigative journalism, to campaign finance reform and

peace & security. With a deep commitment to partnership rooted in trust, integrity, and respect,

we work with our grantees to provide guidance, advocate on issues, and foster strategic

collaborations.

Our grantees do work across the following core funding areas:

Human Rights

& Social Justice

Global Health

Equity

Education

& Economic

Empowerment

Environment

7

2019 GRANTMAKING AT A GLANCE

$7.2 MILLION

IN TOTAL GRANTS

Human Rights &

Social Justice

37% Global Health Equity

30%

Human Rights

& Social Justice

Global Health Equity

Education & Economic

Empowerment

$2.6M

$2.2M

$660K

Education $1M

Trustee Discretionary

Grants

$475K

Additional Grants $240K

Additional

3%

This year, the Foundation granted to

98 organizations and brought on

board 11 new grantees.

The Foundation granted $305,000 to

meet immediate needs and address

current threats to human rights.

Discretionary

7%

Conservation

14%

Education

9%

8

$1M: 1

$500K: 2

$201-300K: 7

$101-200K: 7

$51-100K: 15

Up to $50K: 28

2019 Grant Size

68% of our 2019 core

grants are domestic.

32% of our 2019 core grants

are international.

While the Foundation grants directly

to programs in 14 countries, some

of our grantees also work in an additional

36 countries.

$1.2 million

was leveraged through 10 matching

grants to promote diversified

funding and financial sustainability.

9

2019 GRANT DASHBOARD

HUMAN RIGHTS AND SOCIAL JUSTICE | $2,632,105 (37%)

Harvard University - Carr Center Special Project | Cambridge, MA $500,000 Project-Based Multi-Year Commitment NEW MATCHING

Fund for Global Human Rights (FGHR) | Global $250,000 General Operating Multi-Year Commitment

Brennan Center for Justice | New York, NY $200,000 General Operating Regular Annual Gift

Mother Jones | Washington, DC $200,000 General Operating Multi-Year Commitment MATCHING

Tennessee Innocence Project | Nashville, TN $206,105 General Operating Multi-Year Commitment NEW

Ploughshares Fund | San Francisco, CA $125,000 General Operating Regular Annual Gift END-IN-2020

Annunciation House | El Paso, TX $120,000 Project-Based One-Time Immediate Response NEW

American Oversight | Washington, DC $100,000 General Operating Multi-Year Commitment

Brave New Films | Los Angeles, CA $100,000 General Operating Regular Annual Gift ENDI-IN-2020

Center on Budget and Priorities | Washington, DC $100,000 General Operating Multi-Year Commitment

Center for Community Change | Washington, DC $100,000 General Operating Multi-Year Commitment

Center for Victims of Torture | Jordan $100,000 Project-Based Multi-Year Commitment MATCHING

Issue One | Washington, DC $100,000 General Operating Regular Annual Gift

Yale Immigration Clinic | New Haven, CT $100,000 General Operating Multi-Year Commitment

Irish International Immigrant Center | Boston, MA $65,000 General Operating Regular Annual Gift MATCHING

Harvard University - Dean's Leadership Council | Cambridge, MA $50,000 General Operating Membership

Homeless Children's Foundation of Indian River County | Indian River, FL $50,000 General Operating Multi-Year Commitment

Progressive Change Institute | Washington, DC $50,000 Project-Based One-Time Immediate Response

Harvard University - Belfer Center | Cambridge, MA $25,000 General Operating Membership

Harvard University - Carr Center | Cambridge, MA $25,000 General Operating Membership

Institute for Justice and Democracy in Haiti | Boston and Haiti $25,000 General Operating Multi-Year Commitment

J Street | Washington, DC $25,000 General Operating Regular Annual Gift END-IN-2020

Siddharth Kara (via FGHR) | Democratic Republic of the Congo $15,000 Project-Based One-Time Immediate Response NEW

The Progressive | Madison, WI $1,000 General Operating Membership

GLOBAL HEALTH EQUITY | $2,181,431.16 (30%)

Brigham and Women's Hiatt Residency Program | Boston, MA $500,000 General Operating Multi-Year Commitment

HEAL Initiative | Oakland, CA $250,000 General Operating Multi-Year Commitment NEW MATCHING

MGH Rural Health Fellowship Program | Rosebud, SD $250,000 Project-Based Multi-Year Commitment

Seed Global Health | Boston and Uganda $250,000 Project-Based Multi-Year Commitment

Syrian American Medical Services Foundation | Syria $250,000 Project-Based Multi-Year Commitment NEW MATCHING

RYR-1 Foundation | Pittsburgh, PA $206,431.16 General Operating Regular Annual Gift MATCHING

Possible Health | Nepal $200,000 Project-Based Multi-Year Commitment

EqualHealth, Inc | Haiti $100,000 General Operating Multi-Year Commitment MATCHING

One Heart Worldwide | Nepal $85,000 Project-Based Multi-Year Commitment NEW

Aurora Health Initiative & Dr. Tom Catena | Sudan $50,000 Project-Based One-Time Immediate Response NEW

Silent Spring Institute | Newton, MA $25,000 General Operating Regular Annual Gift

Village Health Works | Burundi $15,000 Project-Based Regular Annual Gift

10

EDUCATION & ECONOMIC EMPOWERMENT | $659,412 (9%)

SHOFCO | Kenya $22,263 Project-Based Multi-Year Commitment

Ryan-Gallagher-Kennedy Cuala Project | Dublin, Ireland $196,149 Project-Based Multi-Year Commitment NEW

Karam Foundation | Syria, Turkey, & Jordan $100,000 General Operating Multi-Year Commitment NEW MATCHING

Street Business School | Uganda $75,000 General Operating Multi-Year Commitment MATCHING

Student Refugee Health Project at BU with Dr. Zaman | Uganda $60,000 Project-Based Multi-Year Commitment

Gifford Youth Achievement Center | Vero Beach, FL $60,000 Project-Based Multi-Year Commitment

Superemos via Dothouse Health | Nicaragua $60,000 General Operating Multi-Year Commitment

Tanzanian Children's Fund | Tanzania $50,000 General Operating Multi-Year Commitment MATCHING

Montserrat Aspirers, Inc. | Boston, MA $16,000 General Operating Regular Annual Gift

Butterfly House | Nepal $10,000 General Operating Multi-Year Commitment

Initiative for A Competitive Inner City | Boston, MA $5,000 General Operating Regular Annual Gift

Little Sisters Fund | Nepal $5,000 General Operating One-Time Immediate Response NEW

ENVIRONMENT | $1,020,000 (14%)

The Nature Conservancy in honor of Lee Bodenhamer | Arkansas $1,000,000 Project-Based Multi-Year Commitment

Indian River Land Trust | Vero Beach, FL $20,000 General Operating Multi-Year Commitment

ADDITIONAL | $233,500 (3%)

Block Island Medical Center | Block Island, RI $50,000 Project-Based Multi-Year Commitment

JFK Library Foundation | Boston, MA $50,000 Project-Based Regular Annual Gift

Wildflower Camp Foundation | Lexington, MA $50,000 General Operating One-Time Gift MATCHING END-IN-2019

BU Men's Rowing | Boston, MA $25,000 General Operating Regular Annual Gift

Indian River Medical Foundation - Stroke Clinic | Vero Beach, FL $15,000 Project-Based One-Time Immediate Response

Isabella Stewart Gardner Museum | Boston, MA $15,000 General Operating Regular Annual Gift

Boys and Girls Club of Indian River County | Vero Beach, FL $10,000 General Operating One-Time Immediate Response NEW

The Furniture Society | Libertyville, IL $10,000 General Operating Regular Annual Gift

Whitehead Institute | Cambridge, MA $5,000 General Operating Membership

North Bennet Street School | Boston, MA $2,500 General Operating Multi-Year Commitment

Childcare Resources of Indian River County | Vero Beach, FL $1,000 General Operating One-Time Immediate Response NEW

DISCRETIONARY GRANTS | $475,000 (7%)

See Page 20 for more details on the 2019 Discretionary Grantees

11

OVER TWENTY YEARS

OF PHILANTHROPY

Amount Granted in Millions of US Dollars

In 2006, Schooner

grant ed $2.7M t o 93

organizat ions.

$621K grant ed

in 1999 t o 21

organizat ions.

GIVING HISTORY

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

$426K $621K $762K $1.25M $445K $2.1M $410K $1.2M $2.7M $1.5M $3.7M

12

In 2017,

Schooner grant ed

over $9.1M, t he

m ost it 's ever

grant ed.

$5.6M

grant ed t o 72

organizat ions

in 2014.

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

$3.5M $3.9M $2.9M $3.4M $3.9M $5.6M $7.7M $7.5M $9.1M $8.9M $7.2M

13

2019 GLOBAL GRANTMAKING

HAITI 2019: $125,000

SF Grants: Health, Democracy

Population: 11,067,777

Percentage Below Poverty: 58.5%

GDP Per Capita: $1,800

NICARAGUA 2019: $110,000

SF Grants: Community Health Education




14

SYRIA, JORDAN, + TURKEY 2019: $300,000

SF Grants: Mental Health, Youth Education, Trauma


Percentage Below Poverty: 39.5% (average)

GDP Per Capita: $13,033 (average)

NEPAL 2019: $300,000

SF Grants: Maternal Health, Girls' Education




EAST AFRICA 2019: $787,000

SF Grants: Health, Women's and Youth Education


Percentage Below Poverty: 36.8% (average)

GDP Per Capita: $2,380 (average)

14 Countries we give to directly

35 Countries where our grantees work

15

16

ABOVE: Gifford Youth Achievment Center (GYAC) is is located in a predominantly black community

in Indian River County, and was opened to address the plummeting graduation rate of students.

"Did you know that in 1969 the Black graduation rate was 92%, and by 1996 that rate had dropped

to under 30% for black students?" says Executive Director Angelia Perry. Schooner's grant to the

Center's Capital Campaign added 8 new classrooms to the facility. Today, GYAC serves over

300 students and the current Black graduation is above 80%.

FOUNDATION FINANCIALS

DRAFT

COMING

SOON

17

2019 DISCRETIONARY GRANTS

43 TOTAL GRANTS

$475K granted in 2019

Human Rights

& Social Justice $111K

Global Health Equity $86K

Education $125K

Conservation $91K

Schools & Universities $62K

81% of

discretionary

grants funded

initiatives in

the U.S.

25%

of all discretionary grants were made to new

organizations. 75% of all discretionary grants

were repeat gifts.

19% of

discretionary

grants funded

initiatives

abroad.

18

HUMAN RIGHTS & SOCIAL JUSTICE | $111,000 (23%)

ACLU Tennessee | Nashville, TN $20,000

International Justice Mission | Washington, D.C. $11,000

Marley's Mutts Dog Rescue | CA $4,000

Nashville Children's Alliance | Nashville, TN $3,000

Oasis Center | Nashville, TN $5,000

Safe Haven | Nashville, TN $2,000

Safe TN Project | Nashville, TN $5,000

ThinkTennessee | Nashville, TN $6,000

TN Justice for Our Neighbors | Nashville, TN $5,000

Zimbabwe Alliance | Zimbabwe $50,000

GLOBAL HEALTH EQUITY | $86,400 (18%)

Block Island Medical Center | Block Island, RI $1,000

Lake Tanganyika Floating Health Clinic | East Africa $3,400

Resilient Sisterhood Project | Boston, MA $20,000

RYR-1 Foundation | Pittsburgh, PA $50,000

Silent Spring Institute | Newton, MA $12,000

EDUCATION | $124,600 (26%)

Block Island Club | Block Island, RI $20,000

Bunker Labs | Chicago, IL $10,000

Esther's Aid | Kigali, Rwanda $5,000

USN Horizons Program | Nashville, TN $18,000

KIPP Nashville | Nashville, TN $6,000

Little Sister's Fund | Kathmandu, Nepal $23,000

NBO Musical Theatre Initiative | Nairobi, Kenya $39,000

Shining Hope for Communities (SHOFCO) | Nairobi, Kenya $3,600

ENVIRONMENT | $91,000 (19%)

The Nature Conservancy - Block Island Program | BI, RI $10,000

Friends of Radnor Lake | Radnor Lake, TN $2,000

Global Greengrants | Global $10,000

GreenRoots | Chelsea, MA $25,000

GreenWave | New Haven, CT $20,000

Mothers Out Front | Boston, MA $20,000

NEID Climate and Health Giving Circle | Boston, MA $3,000

Sound Forest | Nashville, TN $1,000

SCHOOLS & UNIVERSITIES | $62,000 (13%)

Franklin Road Academy | Nashville, TN $10,000

Hobart and William Smith Colleges | Geneva, NY $1,000

Montgomery Bell Academy | Nashville, TN $15,000

New Hampton School | New Hampton, NH $20,000

St. George's School | Middletown, RI $10,000

University of California, Davis | Davis, CA $5,000

University School of Nashville | Nashville, TN $1,000

19

OPERATIONS + PARTNERSHIPS

2019 was a year of growth and learning for the Schooner Founation team. We launched new programs and

initiatives to increase engagement across the Schooner family, and nurtured partnerships across the broader

philanthropy sector in Boston and beyond.

JAN

SF launched its first

internship program

for undergraduate

students. See Page

18 for more on the

program.

APR

Stephanie Ditenhafer, Jenny

Baxter, and Julia Pettengill visited

Nepal to conduct site visits at

Possible Health, One Heart

Worldwide, Butterfly House, and

Little Sisters Fund. Their trip

highlighted opportunities for

project-based grants addressing

gaps in maternal health. Read

more on Page 64.

JUN

SF visited the MGH Rural

Health Fellowship on the

Rosebud Reservation in

South Dakota and the HEAL

Initiative in Navajo Nation. The

trip to Rosebud highlighted the

need for connectivity and

partnership among the many

actors on the ground.

JUN

Q2 Forum with TN

Innocence Project

MAR

SF held its first Quarterly Forum as part of

a new presentation series to inform the

Schooner Capital team on the Foundation?s

activities, inspire collaboration across

sectors, and engage each other in finding

creative, progressive solutions. Possible

Health and the B&W Hiatt Residency

Program presented for the first Forum.

MAY

Schooner brought on an

associate into a new joint role

between the both the

Foundation and Schooner

Capital to provide grantmaking

and administrative support to

the Foundation, and to manage

the internship program.

20

OCT

SF co-hosted a New England

International Donors

(NEID) Giving Circle on

Climate and Health.

DEC

Q4 Forum with Street

Business School - SBS

presented SF with the

Wildfire Award for its

partnership and support

over the years.

SEP

Q3 Forum with

Syrian-American Medical

Society (SAMS) and the

Karam Foundation

NOV

SF held its Annual

Trustee Meeting in

Nashville, TN.

JUL

East Africa Funders

Convening in NYC hosted by

the Ford Foundation and the

Oak Foundation provided the

partnerships and landscape

needed to inform Schooner's

strategy in the region.

OCT

Inspired by the July site

visit, SF coordinated a

Rosebud Reservation

Summit for key

stakeholders to discuss

their goals and strategies

for the community. In

attendance were leaders

from REDCO, MGH, BU

CISWH, and PIH COPE.

DEC

With NEID,

RefugePoint, and

WBUR, SF co-hosted

a conversation with

Samantha Power,

the former US

Ambassador

to the UN.

21

OPERATIONS + PARTNERSHIPS CONT.

SF INTERNSHIP PROGRAM

2019 marked the launch of the Foundation?s vibrant

Internship Program to provide both exposure to and

practical training in all areas of philanthropy. Student

interns work to promote and administer the full

spectrum of grantmaking operations, learn about the

various grantee organizations in Schooner?s diverse

portfolio, and gain a deep understanding of

philanthropic decision-making. SF is committed to

making its internship program a comprehensive,

dynamic, and invaluable experience for its interns -

as such, students receive academic credit from their

institutions, and we provide career advice and

recommendations to our interns beyond their

semester at Schooner.

Barbara Zayas

Spring 2019

Boston University '19

Gina Goldenberg

Summer 2019

Wake Forest University '21

To date, six student interns have joined us from

Boston University, Wake Forest University (North

Carolina), Tufts University, Northeastern University,

and Emmanuel College, and contributed to countless

projects, including a data analysis of Schooner?s

historical grantmaking activity in Africa, to a

90-page booklet of grantee profiles, summarizing

over 60 organizations in the Foundation?s portfolio.

SF Internship alumni have gone on to work at the

Center for Research and Teaching in Economics

(CIDE) in Mexico, pursue a co-op at Global Health

Corps in NYC, and be accepted into the human

rights graduate program at Columbia University.

Lucas Adams

Fall 2019

Tufts University '21

Meloee Nazaire

Spring 2020

Emmanuel College '20

Sophia Slape

Fall 2019

Northeastern University '22

Caroline Kinsella

Spring 2020

Boston University '20

?My time at the Schooner Foundation was empowering for both my professional and personal life. Working

with a team who is devoted to creating a social and global impact through philanthropy is a valuable and

unique opportunity. Without a doubt, my internship with SF reaffirmed my desire to work towards

international development in order to uplift marginal communities.?

- Barbara Zayas

Spring 2019

22

ABOVE: Syrian American Medical Society (SAMS) was brought on board in 2019 as a core portfolio grantee after

first being introduced to the Foundation as a Trustee Discretionary grant in 2015. Schooner's grant supports

SAMS' mental health and psychological support and gender based violence services in refugee and host

communities throughout Jordan. As one of the only integrated MHPSS programs in the country, SAMS

takes a survivor-centered, rights-based approach to behavioral health.

23

24

ABOVE: Karam Foundation, which provides educational support and community development opportunities

to those displaced by the crisis in Syria, was one of the eleven core foundation grantees brought on in 2019.

"The Schooner team invests in our vision to uplift the lives of young refugees and build future leaders," says

Founder and Executive Director Lina Attar. "The matching grant has motivated us to leverage their generous

support in creative ways that stretch our development efforts, expand stronger networks of support with our

donors, and build relationships with new donors."

CORE PORTFOLIO

GRANTEE PROFILES

HUMAN RIGHTS AND SOCIAL JUSTICE | Total Giving 2019: $2,632,105 (37%)

American Oversight (Democracy Alliance) | D.C.

Current Grant Commitment: $100k per year for 4 years, 2017-2020, $400,000 SF Grantee Since: 2017

Total Granted to Date: $300,000 Founding Year: 2017

Founder & Leaders: Austin Evers (Executive Director), Melanie Sloan (Senior Advisor) Relationship: Vin

Founded in 2017, American Oversight is a 501(c)(3) organization that acts primarily as an ethics watchdog of the Trump

administration. American Oversight aims to uncover and expose any corruption or abuse of taxpayer funds within the

executive branch. The organization uncovers documents of interest by filing public records lawsuits under the Freedom of

Information Act and other public records laws. By making documents of interest public, the judicial system and politicians

can take action against corrupt individuals.

Impact And Successes

- American Oversight is currently investigating the Trump administration and President Trump?s personal lawyer,

Rudy Guiliani?s, possible malfeasance in conducting foreign policy with Ukraine.

- The organization also investigated Ivanka Trump and Jared Kushner?s role in the Trump administration through

public information lawsuits which have uncovered likely violations of records rules and potential mishandling of

classified information.

- American Oversight is currently requesting documents regarding potential voter suppression in the states of

Texas, Florida, and Georgia.

Annunciation House | El Paso, TX

Current Grant Commitment: One-time immediate response grant of $120,000 SF Grantee Since: 2019

Total Granted to Date: $120,000.00 Founding Year: 1978

Relationship: Vin

Annunciation House has helped migrants, refugees, and economically vulnerable people within the El Paso community for

41 years. The Annunciation House has 3 different houses which provide shelter and food for immigrant families who are

experiencing financial hardship, immigrants who are involved in immigration proceedings, medical situation, and those

who have just been released from ICE detention centers. The Annunciation House has also opened up temporary

hospitality centers around El Paso to scale up their aid for migrants who have been released from ICE detention centers.

The organization is also involved in advocacy efforts to help educate the local population of El Paso, communities around

the U.S., and policymakers about the lives of immigrants and their needs.

This Schooner Foundation grant is a one time grant to allow the Annunciation House to rent a building in Texas for triaging

Immigrants and refugees.


- Since late Spring of 2018, the Annunciation House sheltered and aided 300 to 600 migrants and refugees each

week. In Spring 2019, the Annunciation House received and help almost 1,000 immigrants per day. Most of these

were recently released by ICE and a few of them were parents separated from their children.

- The Annunciation House provides about 20 immersion experiences annually to student, civic, and religious groups

who visit the El Paso migrant community to learn more about the lives and issues affecting immigrants.

25

Brave New Films (Democracy Alliance) | Culver City, CA

Current Grant Commitment: $100,000 regular annual gift SF Grantee Since: 2008

Total Granted to Date: $1,208,011.30

Annual Budget: $2.4M

Founder: Robert Greenwald, Jim Miller (Executive Director) Founding Year: 2000

Relationship: Vin, Cynthia

Brave New Films (BNF) is a nonpartisan nonprofit championing social justice to inspire, empower, motivate, and teach

civic participation. BNF uses media, education, and grassroots volunteer involvement to make this difference, and has

created a quick-strike capability that informs the public, challenges mainstream media with the truth, and motivates people

to take action on social issues nationwide. Their work focuses on justice, immigrant rights, accountability, voting rights,

and youth action. BNF envisions an open democratic society that encourages rigorous debate, opportunity, and justice for

all.


- BNF?s most recent film, Suppressed: The Fight to Vote, tells the story of voter suppression in the 2018 election,

including Stacey Abrams?race for governor of Georgia. This film reported on polling place closures, voter purges,

missing absentee ballots, extreme wait times and a host of voter ID issues ? all of which disproportionately

prevented many students and people of color from voting. This film was also screened at a congressional briefing.

- BNF created a mini-series in December 2018 called Following Their Lead: Youth in Action. Each episode

highlights young leaders across the country who are creating positive change on social and political issues. The

most recent episode focuses on the Leaders Igniting Transformation?s (LIT) fight to stop the school to prison

pipeline in Milwaukee, Wisconsin. LIT is a Milwaukee-based student group that mobilizes and trains young people

of color to engage civically to advance progressive policy agendas. In the episode, students successfully protest

the school board?s investment in systematic criminalization of black and brown youth.

Brennan Center for Justice (Democracy Alliance) | New York


Total Granted to Date: $1,150,022.60

Annual Budget: $17.7M

Leaders: President, Michael Waldman; VP Programs, John F. Kowal Founding Year: 1995

Relationship: Vin

As a nonpartisan law and policy organization, the Brennan Center for Justice aims to create a more democratic, just, and

free society. The Center was founded in 1995 by former law clerks to Supreme Court Justice William J. Brennan with the

vision of guaranteeing human dignity. The Center focuses its efforts on addressing the problems of voter suppression,

political campaign contributions, and electoral college reform among many other issues. The Center conducts research to

better understand the issues and devise solutions for the problems facing American democracy, liberty, and justice

system. The Center also conducts advocacy campaigns, engages in partnerships with legislators, and participates in

litigation to advance beneficial legislation.


- The Brennan Center for Justice?s work has helped enact automatic voter registration in 16 states.

- The Center has designed ballot initiatives which have ended partisan gerrymandering in numerous states.

- In July 2018, a definitive study on states purging millions of voters from voter rolls. This study was also published

as an op-ed in the New York Times

- Formation of the National Task Force on Rule of Law & Democracy which drafts and advocates for policy like

mandating the release of a president?s tax returns and strengthening the Office of Government Ethics.

- Keeping the vote free in Florida. Last November, Florida voters resoundingly passed Amendment 4 to end the

state?s lifetime voting ban for people with a past felony conviction. It restored the vote to 1.4 million.

- Advancing election security funding. In a major breakthrough, Sen. Mitch McConnell ? under increased pressure

from many of our coalition partners and public ridicule as ?Moscow Mitch? ? relented and agreed to back $250

million for states to bolster election security in the Senate version of the budget bill. The House already approved

$600 million. The two sides will negotiate the final amount. We spearheaded this strategy, running a weekly ?war

room? on behalf of a bipartisan coalition of over 20 groups ? including R Street, Freedom House, the ACLU and

SEIU. These resources add to $380 million in federal funding we helped secure last year.

- States must act and federal funding is just one step. The Brennan Center is focused on protecting Michigan,

Pennsylvania, Georgia, and Wisconsin ? battleground states particularly threatened by cyberattacks.

- Stopping illegal purges. The wrongful removal of eligible voters from voter registration rolls, using unreliable

methods and little oversight, could result in millions losing their right to vote. Our research shows states with a

26

history of racial discrimination are the most problematic (i.e. states that the now-gutted Voting Rights Act was

intended to police). The Brennan Center is deep in preparations for a March 2020 trial to challenge Indiana?s

illegal purges.

Carr Center for Human Rights Policy: The Rights and Responsibility Initiative | Harvard Kennedy School,

Cambridge, MA

Current Grant Commitment: $500,000 per year for 2 years, 2019-2020, $1,000,000 total

Total Granted to Date: $500,000 SF Grantee Since: 2019

Leaders: Mathias Risse (Carr Center Faculty Director), Lucius N. Littauer (Professor of Philosophy and Public

Administration), Sushma Ramanm (Carr Center Executive Director) John Shattuck (Senior Fellow, former Assistant

Secretary of State for Democracy, Rights, and Labor)

Founding Year: 2019

Relationship: Vin and Carla

The Rights and Responsibility Initiative at the Carr Center for Human Rights and Policy, aims to address the erosion of

civil rights and liberties in the United States by bringing together Harvard faculty, fellows, and students to examine the US

system of rights, the challenges they currently face, and what can be done to renew them.

The initiative was developed based on the goals of creating and disseminating a non-partisan, evidence-based rights

agenda and associated research and policy products for the next U.S. administration in 2021 as well as creating a

convening space and ongoing working groups and research on specific rights issues. Their research is focused on core

areas, such as the right to democracy, equal rights, equality of opportunity, freedom of speech, due process of law and the

basic necessities of life.

This $1 million grant distributed over 2 years will underwrite the start of the Rights and Responsibility Initiative at the Carr

Center for Human Rights and Policy, while the Center seeks to attract additional funding.

Center for Victims of Torture | Jordan

Current Grant Commitment: $100,000 matching grant per year for 3 years, 2018-2020, $300,000 total


Annual Budget: $23M Founding Year: 1985

Founder and Leaders: Curt Goering, Executive Director

Relationship: Stephanie

The Center for Victims of Torture (CVT) is a US-based organization that works globally to heal the wounds of torture on

individuals, their families, and their communities and to end torture worldwide. CVT?s focus is on four primary areas

including: Rebuilding the lives of individual survivors of torture, severe war-related traumas and other gross human rights

violations; Building the capacity of other torture survivor rehabiilitation centers and human rights defenders; Monitoring

and evaluation, and research; policy advocacy, reaching 50,000 individual survivors and 200,000 family members.

Founded in 1985, CVT is dedicated to healing survivors and ending torture. The 2019 grant will support the New Tactics in

Human Rights program, intended to build the strategic effectiveness of human rights activists through training, mentoring,

and the provision of online resources and conversations. This program has made significant progress in the Expansion of

online learning capabilities; Expansion and enhanced capacity of New Tactics MENA (Middle East & North Africa);

Enhancing program monitoring and evaluation by continuing a two-year project to develop an evaluation method;

Expansion beyond MENA, especially to the US, which has been identified as a priority market for expansion and trainings

have been well received in the US; and revenue diversification, specifically via the US market.

Schooner is currently fulfilling a three year matching grant with CVT of $300,000 and 2019 is the second year. Previous

grants have allowed CVT to leverage the funding to find new donors, increase giving, and reinstate lapsed donors and

contributed to general fundraising by supporting six different target campaigns, both digitally and through direct mailings.

The 2019 grant will provide core program support for CVT?s New Tactics in Human Rights program.

The New Tactics program is intended to build the strategic effectiveness of human rights activists through training,

mentoring, and the provision of online resources and conversations. The program has and continues to make significant

progress in the following five primary focus areas:

- Expansion of online learning capabilities, specifically the Tactical Mapping Tool (TMT) which allows activists to

track key actors and interventions. TMT has been so well received that it was invited to present at the 2018

Techfugees Global Summit.

- Expansion and enhanced capacity of New Tactics MENA (Middle East & North Africa)

27

- Enhancing program monitoring and evaluation by continuing a two-year project to develop an evaluation method.

- Expansion beyond MENA, especially to the US, which has been identified as a priority market for expansion and

trainings have been well received in the US.

- Revenue diversification, specifically via the US market.


- CVT recently launched its online Tactical Mapping Tool and released the Jordanian Civic Activist Toolkit II.

- 96% of New Tactics trainees demonstrated increase in knowledge of tactical human rights work after taking CVT?s

training.

- 83% of trainees increased readiness to implement components of the Strategic Effectiveness method that support

campaign development and implementation.

- continued work on developing a new evaluation methodology for advocacy

- CVT is positioned to reach 5,000 individual survivors and 20,000 family members of those survivors.

- Since their founding in 1985, CVT has rehabilitated over 33,000 torture and war trauma survivors through direct

healing.

Center on Budget and Policy Priorities (Democracy Alliance) | Washington, D.C.

Current Grant Commitment: $100,000 per year for 2 years, 2019-2020, $200,000 SF Grantee Since: 2006

Total Granted to Date: $724,869.80 Annual Budget: $33M

Founder and Leader: Robert Greenstein (President) Founding Year: 1981

Relationship: Nicholas, Vin

The Center on Budget and Policy Priorities aims to promote federal and state policies which will reduce poverty and

inequality while restoring the fiscal responsibility of governments through equitable and effect means. In order to promote

these types of policies, the Center analyzes proposed and current budgets and policies to determine their effect on the

economy and low income populations. In particular, the Center has analyzed the effects of social security, climate change,

and low income welfare programs on low income communities. The Center has also partnered with over 40 nonprofits

across the U.S. through their State Priorities Partnership to help improve their ability to conduct budget and policy analysis

and participate in policy debates. The Center also designs policies to promote programs designed to help low income

communities like Medicaid, Earned Income Tax Credit, and the Supplemental Nutrition Assistance Program.


- The Center helped as many as 36 states avoid losing billions of dollars in revenue by securing a last minute

change to the 2017 Tax and Jobs Act to retain state tax levels on pass-through entities.

- The Center has had numerous legislators, like Senator Sherrod Brown and Senator Michael Bennet, introduce

policy designed by the Center on expanding the Earned Income Tax Credit and Child Tax Credit.

- The Center helped 33 states prepare requests for federal waivers to suspend new limits on SNAP program

benefits. All 33 waivers were approved by the federal government.

- The crisis of Kansas?s economy and budget deficit allowed the Center?s state partners to prepare advocacy,

research, and policy initiatives on proposed tax cuts in numerous states, including Michigan, Georgia, West

Virginia, and Nebraska where these cuts were rejected.

- The Center helped launch the Protect Our Care coalition that helped protect the ACA from repeal.

Community Change | Washington D.C.

Current Grant Commitment: $100,000 per year for 3 years, 2019-2021, $300,000 total

Total Granted to Date: $670,000.00 SF Grantee Since: 2013

Annual Budget: $6.5M Founding Year: 1986

Leaders: Dorian Warren (President), Deepak Pateriya (Chief of Staff)

Relationship: Cynthia, Vin

Community Change is a strategic funding and advocacy organization which aims to create a more equitable and

progressive society by working towards economic justice, racial justice, and immigrant rights. Community Change

primarily works through partnerships with community and grassroots organizations. Community Change provides these

partners with strategic coaching and support to partner officers and members. Community Change also provides funding

to both 501(c)(3) and 501(c)(4) partners. In 2018, Community Change funded $3.35M through 147 different grants to

programmatic and advocacy partners. Community Change is also works with a 501(c)(4) arm called Community Change

Action. Community Change Action provides political funding, training, and advocacy work. Community Change Action

focuses their efforts on battleground states where voters of color can provide the margin of victory and where Community

Change Action has previously invested resources.

28


- In Maine, Community Change?s local partners successfully lobbied for expansion of the Earned Income Tax Credit

by executing a strategy to attend public hearings, coordinate demonstrations, and engage local media. This

strategy involved partnering with local business owners to share support on social media and procuring a

bipartisan op-ed in local media from key state congressional figures.

- In D.C., Community Change?s local child care partner attended budget meetings, offered community members

leadership training, and placed a series of op-eds to successfully lobby for the approval of a $16M investment into

child development for the first 3 years of life.

- In 2018, Community Change Action engaged more than 2.5M voters of color, women, and young people in the

2018 elections through in-person canvassing, phone calls, texts, and social media. Through partnerships with

Color of Change PAC, Planned Parenthood Votes, and the Service Employees International Union, statewide

mobilization and turnout programs were conducted in Florida, Michigan, and Nevada.

The Fund for Global Human Rights | New York


Total Granted to Date: $2,000,000 SF Grantee Since: 2008


Leaders: Regan E. Ralph (President and CEO), Sushil Raj (Director of Strategic Partnerships)

Relationship: Cynthia

The Fund for Global Human Rights (FGHR) supports courageous activists who speak truth to power, challenge

wrongdoing, and strive to build a more just and equitable world, envisioning a world where all people live with dignity and

can secure their rights. The Fund works in 15 countries around the world, supporting human rights advocacy on a full

range of issues, from women?s rights and LGBT acceptance to environmental activism and the defense of indigenous

communities.

Currently the Fund?s key role, in an increasingly inhospitable climate for human rights, is to enable frontline human rights

defenders to continue the work they have painstakingly built up over years and sometimes decades. In order to support

these individuals and organizations, the Fund provides grants using a model that recognizes the primacy of frontline

human rights defenders in understanding local needs and carrying out effective advocacy.

The Schooner grant provides general support to the Fund and plays a large role in ensuring that they maintain the

flexibility they need to make smart investments in the future while continuing to play the most effective role they can in

building the human rights movement today. SF?s three-year grant of $750,000 will provide additional general operating

support and fuel their progress at a critical time for the human rights movement.


- Fund grantees have won major victories in all of the regions where they are working.

- Land Rights in Morocco: the Moroccan government approved 116 income generating projects valued at 81 million

Moroccan Dinars for 93 community groups who hold the rights 13 to communal agricultural land due to a Fund

grantee (Azetta, advocating for the rights of the Amazigh people).

- Sexual and reproductive health rights in El Salvador: the Fund supports a number of women?s rights organizations

that have secured the release of women jailed on abortion-related charges over the past two years in El Salvador,

specifically securing the release of 11 women.

- Rights for Domestic Workers in Mexico: their grantee, Centro de Apoyo para Empleadas del Hogar (CACEH),

strategically advocated for domestic rights and inclusion leading to the Supreme Court to declare it

unconstitutional to exclude domestic workers from the social security regime in Mexico in 2018.

Homeless Children?s Foundation | Indian River County, FL | hcfirc.com



Leaders: Hannah Hite (Executive Director), Allison Hamilton (Case Manager) Founding Year: 2015


Homeless Children?s Foundation (HFC) aims to fund and coordinate programs for homeless children to enable their

healthy development and long-term success while guiding their families to self-sufficiency. Their vision is to ?Change the

Outcome? through providing support and resources to homeless families and children. The organization and its board is

dedicated to providing opportunities to local homeless children that encourage social and developmental growth.

29

HFC is currently the only organization in the Indian River County coordinating and funding homeless children to participate

in enrichment activities. They are partnered with over 30 organizations in the community that provide unique programs

including internships, swim lessons, an equine program, and daily academic support as well as spring, summer, and

winter break camps. In addition to coordinating these programs, HFC provides transportation for children who do not have

other means of getting to and from their assigned program, increasing the reach and attendance, and eliminating a major

barrier for homeless families.

Since its founding in 2015, Vin and Carla have supported the foundation in implementing programs to provide enrichment

activities for homeless children in the Indian River County. In 2015 Vin and Carla provided funding to a pilot program which

provided 47 children the opportunity to attend summer camp. After its success, the Homeless Children?s Foundation was

founded and HCF became a 501c3 in August 2015. SF has continued to support HFC from 2016-2019 in designing and

sustaining the organization.


- In the past year, HCF has served approximately 300 children who are currently homeless, previously homeless, or

extremely at risk of becoming homeless (missed rent payments, may be evicted, major loss of income, etc.)

- In June 2019, a homeless parent came into the HCF office to thank the staff, saying she was able to find a job

because her two children are at summer camp every day. At the time, the family was living in their car and the

mother said without HCF, the children would likely have been sitting in the vehicle staring at the woods all day until

school started back up.

- In August 2019, a homeless 18-year-old started her courses at the local state college, after participating in a paid

internship HCF arranged for her with ORCA (Ocean Research & Conservation Association) throughout her senior

year. During this internship, she completed research and data entry for the organization.

- After she graduated high school, the Homeless Children?s Foundation completed a voucher for the

student to attend college for free while she is homeless.

Irish International Imigration Center | Boston, MA

Current Grant Commitment: $15,000 regular annual gift, plus $50,000 special matching grant in 2019



Leaders: Ronnie Millar (Executive Director), Tony Mariano (Legal Director)


The Irish International Immigrant Center (IIIC) empowers immigrants and refugees from across the globe by providing the

legal, educational and wellness support they need to build successful lives. Their vision is of a shared society, where all

people are welcomed, valued, and enjoy equal opportunities and protections. IIIC supports recent refugees fleeing from

persecution, students, homeless women and children, survivors of domestic abuse, and immigrant families. Programs for

immigrants and refugees at the IIIC include: Immigration Legal Services, Education Services, Individual Achievement

Program, Wellness Services, and community building initiatives.

SF has provided IIIC many grants throughout the years to increase organizational capacity at times of critical need for

immigrants and refugees. This year Schooner provided an annual gift of $15,000 and an additional matching grant of

$50,000 to leverage their event fundraising for the annual Solas Awards Celebration, celebrating 30 years of serving

Boston?s immigrant community. The grant and all matching funds raised by the IIIC will be designated for increased

staffing of the IIIC's immigration legal services team in 2020. Additional full-time staff immigration attorneys will join their

existing team of 7 attorneys, 2 program assistants, and 38 volunteer attorneys, serving an additional 135 people and

families in 2020.


- Each year their programs assist more than 3,500 low-income and underserved families from over 120 countries.

- Through the Immigration Legal Services program, they support more than 2,100 immigrants every year, and

currently provide full legal representation to 600 immigrant families.

- This year they have supported 25% more individuals and families than in years past.

- Their Education Services provides more than 200 adult immigrant learners with multiple courses every year such

as English for Speakers of Other Languages.

30

Institute for Democracy and Justice in Haiti| Port Au Prince, Haiti and Boston, MA

Current Grant Commitment: $25,000 SF Grantee Since: 2013

Total Granted to Date: $175,000 Annual Budget: $1M - $550K

Leaders: Brian Concannon (Founder), Franciscka Lucien (Executive Director) Founding Year: 1995

Relationship: Vin and Paul Farmer

The Institute for Justice and Democracy in Haiti (IJDH) along with their Haiti-based partner the Bureau des Avocats

Internationaux (BAI) is dedicated to advancing the Haitian people?s struggle for justice and democracy in Haiti on the

international stage. In order to accomplish their mission, IJDH and BAI advocate, litigate, build constituencies and nurture

networks, creating systemic pathways to justice for marginalized Haitians and holding international human rights violators

accountable.

IJDH was founded in 1995 and has helped victims prosecute human rights cases, trained Haitian lawyers and spoken

out on justice issues since. Their innovative networks are making concrete improvements in human rights for the most

marginalized Haitians, both individually and as a whole, and are a promising global model for confronting entrenched

social justice challenges.

Schooner has funded the Institute for Democracy and Justice in Haiti since 2013 and has consistently given $25K per

year. With the help of SF grants, IJDH and BAI have continued to play a powerful role in building justice for Haitians,

including amplifying the wave of Haitian voices calling for an end to corruption and better government services. They have

implemented programs in cholera accountability, strengthening defense of women?s rights, defense of activists and other

victims of government abuse, and promoting fair immigration policy.

Impact And Successes:

- The Cholera Justice Campaign implemented by IJDH and BAI has generated over $18M in investments to stop

choler, treat the sick, and help cholera victims through international pressure

- BAI?s Rape Accountability and Prevention Project (RAPP) has over 100 current cases, 3 women lawyers working

almost exclusivley on these cases, and 12 lawyers total.

- IJDH adapted the networked approach to the fight for the extension of Temporary Protected Status (TPS) for

Haitians in the US, and although the administration still terminated the program, TPS advocacy forced an

unprecedented extension, which provides an opportunity to continue fighting for a permanent solution.

Issue One (Democracy Alliance) | Washington, D.C.


Total Granted to Date: $825,000.24 Founding Year: 2014

Leaders: Nick Penniman (CEO & Co-founder),

Relationship: Vin

Amelia Leonardi (COO & Co-founder), Meredith McGhee (Executive Director)

Issue One strives to strengthen and protect American democracy through bolstering ethics laws, reducing the influence of

big money on politics, modernizing elections, and minimizing conflicts of interest and corruption within government. Issue

One partners with former and current members of federal and state bodies to advocate for bipartisan democratic reforms.

Issue One aims to educate the general public and members of congress about the need for greater accountability and

ethical checks in government and politics. Issue One also exposes corruption and campaign finance issues through

investigative reporting.

Impact and Successes:

- Issue One has recently tried to combat foreign influence in American elections through recruiting congressional

sponsors for the bipartisan Honest Ads Act.

- Issue One has also started its ?Don?t Mess With US? project to advocate for policies to combat foreign

interference. Such policies include the DETER Act which would impose sanctions on nation?s which interfere in

American elections and the Secure Elections Act to improve election infrastructure.

- Issue One has had nearly 200 meetings with Congress members and their staff in order to inform them of

necessary democratic reforms.

J Street (Democracy Alliance) | D.C.

Current Grant Commitment: $25k per year (ends in 2020) SF Grantee Since: 2009

Total Granted to Date: $225,000.00

Annual Budget: $9.5M`

31

Leaders: Jeremy Ben-Ami (President and Founder), Jessica Smith (COO) Founding Year: 2007

Relationship: Vin [Recommended by Arnold Hiatt]

J Street is an advocacy organization centered around advancing jewish and democratic values. J Street has played a

significant role in advocating for a two state solution between Israel and Palestine and other policies which would help

keep Israel as the secure, democratic, and national home of the Jewish people. J Street advocates for these positions by

mobilizing voters and lobbying political figures. J Street also has a student organization called J Street U for mobilizing

pro-peace, pro-Israel voices on college campuses. J StreetPAC funds candidates for federal offices who support J Street?s

mission.

SF has made the decision to conclude our funding to J Street at the end of 2020.


- In the 2018 midterm elections, J StreetPAC distributed $5M to 163 congressional candidates of which 131 won

their election.

- J Street?s congressional lobbying has focused on opposing the annexation and occupation of Palestinian lands,

fighting against spending cuts of American aid to Palestine, supporting aleternative solutions to the Boycott,

Divestment, and Sanctions movement, and advocating for rejoining the Iran Nuclear Deal.

- J Street U now has 50 established chapters and a presence on 70 college campuses nationwide.

Karam Foundation | Syria, Turkey, & Jordan

Current Grant Commitment: $100,000 2:1 matching grant per year for 3 years, 2019-2021, $3k total

Total Granted to Date: $280K ((including 2019) SF Grantee Since: 2015


Leaders: Lina Sergie Attar (CEO and Founder)

Relationship: Stephanie

Karam Foundation was introduced to Schooner as one of Stephanie?s discretionary grants, and became a core foundation

grant in 2015. Beginning this year, Karam Foundation is receiving a three-year grant of $300,000 that will provide

programmatic support and fund Karam?s foundational programs such as Karam House, Karam Scholars, and Sponsor a

Syrian Refugee Family.

The SF grant will support Karam Foundation in continuing to empower displaced Syrian youth and families in Turkey and

Jordan. The support will be channelled through three programs: Sponsor a Syrian Refugee Family, Karam House and

Karam Scholars, as well as support operational costs in order to develop their organizational capacity and further grow

their impact. This grant is investing in the newest Karam initiative: 10,000 Leaders, that seeks to empower refugee

children and youth through higher education initiatives to become agents of social change.


- Karam House, an innovation work space providing Syrian refugee teens access to non-formal education, offers

state of the art facilities where students can explore ideas, access learning equipment, and develop skills.

- Karam House: Reyhanli has already welcomed over 1,300 students.

- Karam House: Istanbul, which opened in October 2018, has so far welcomed over 200 students students,

which they expect to increase to 400 in 2019.

- 115 scholarships have been awarded to students at universities across Turkey and Jordan through Karam

Foundation.

- SSRF is active in Turkey, currently supporting 336 children through a monthly cash stipend.

- In regards to the 10,000 Leaders Initiative, they currently have 2,131 children and youth on their pathway to

leadership.

Mother Jones | San Francisco, CA

Current Grant Commitment: $200,000 per year for 5 years, 2017-2021 grant commitment, total of $1M


Annual Budget: $18.3 million Founding Year: 1976

Leaders: Monika Bauerlein (CEO), Clara Jeffery (Editor-in-Chief),


Steve Katz (Publisher)

SF has provided support for Mother Jones since 2010. Starting in 2017 SF agreed to a 5 year grant commitment of

$200,000 per year, with a total of $1M by 2021. This grant provides general support for the organization. Through the

32

support of Schooner and other donors, Mother Jones has entered a transformative period of growth and change: adding

more than 30 positions across the organization; updating their technology and infrastructure, maximizing the impact of

their reporting, and strengthening their ability to raise revenues for the long run.

Mother Jones is an investigative news organization that provides a trusted resource for readers seeking to make sense of

the forces shaping U.S. democracy. In order to provide coverage that readers can turn to Mother Jones employs all the

tools of contemporary journalistic storytelling to meet their readers where they are and powerful visual storytelling bringing

in-depth reporting to social channels. In the past year, Mother Jones has focused on subjects that resonate with their

national audience: political corruption and dark money; information warfare; gender justice; voting rights; criminal justice;

immigration; and the way each of these subjects intersects with national politics.

Impact and Successes

- Mother Jones recently won the prestigious 2017 National Magazine Award for Magazine of the Year

- It has been nominated for the National Magazine Award for General Excellence nine times in the magazine?s

history, winning three times.

- Some examples in 2019 of Mother Jones?investigative journalism include: America?s role in the bloody Syrian

conflict; voter suppression, the 2020 census, and partisan gerrymandering; climate reporting that influenced the

DNC to reverse course and hold a vote on a climate debate ? and catalyzed a special program airing on The

Weather Channel in November; and of immigration detention and private prisons.

Ploughshares | San Francisco, CA

Current Grant Commitment: $125,000 for 2 years, 2019 and 2020, to complete funding in 2020

Total Granted to Date: $3.4M SF Grantee Since: 2002

Annual Budget: $9,458,988 Founding Year: 1981

Leaders: Sally Lilienthal (Founder), Joe Cirincionne (President),

Relationship: Vin and Cynthia

Philip Yun (Executive Director)

SF has provided general support to Ploughshares Fund since 2002 and Cynthia is a previous board member of the Fund.

After providing a grant of $125K in 2019 and 2020, SF is ending support for the Ploughshares Fund. SF decided to

conclude our support to Ploughshares in 2020.

Ploughshares Fund is a global security grantmaking foundation that has supported initiatives to reduce and eventually

eliminate nuclear weapons since 1981. They are the largest US philanthropic organization to focus exclusively on nuclear

security.

Ploughshares Fund is currently focused on preventing a war with Iran by maintaining and advocating for the JOPAC

despite US withdrawal; Finding a diplomatic solution in Korea through efforts (funding direct advocacy for educating

legislators on potential risks of war, providing policy makers with ideal scenarios for a deal etc.) that push back against

misinformation, defends diplomacy and supports a potential denuclearization agreement; Preventing conflict in South Asia

and the Middle East by creating the space and public pressure to move the peace process forward between Pakistan and

India; Increasing channels of communication between Arab states, Iran and Israel to decrease the likelihood of

uncontrolled conflict; Striving to correct the Nuclear Policy field?s gender imbalance by creating the Ploughshares Fund

Women?s Initiative, providing 39 grants to women and women led organizations across its campaign.


- Ploughshares Fund funded American and Soviet scientists who first demonstrated the feasibility of verifying a

treaty banning nuclear weapons.

- They stopped the development of controversial and unnecessary nuclear weapon technologies like the bunker

buster in the post 9/11 era.

- The organization ran a five year $12 million campaign to forge a diplomatic solution to the Iran nuclear crisis: the

historic agreement of 2015 rolled back Iran?s nuclear program and prevented another war in the Middle East.

- Ploughshares Fund has brought together 30 organizations in a campaign to win the ratification of the New START

Treaty, reducing US and Russian deployed strategic weapons.

Progressive Change Institute | Washington, D.C.

Current Grant Commitment: $50,000 one-time immediate response grant in 2019


Founder and Leaders: Adam Green and Stephanie Taylor

Relationship: Vin

33

SF committed $50K to the Progressive Change Institute?s work for an educational and polling based project. The

Progressive Change Institute uses cutting-edge technology to harness the power of people behind new ideas, and inject

those ideas into mainstream political discourse. Their work intersects technology, data, policy and strategy and their

programs enable regular people to make democracy better, bolder, more distributive, and more representative.

Protect Democracy Project | Washington, D.C.


Total Granted to Date: $0 SF Grant Begins: 2020


Founder and Leaders: Ian Bassin (Executive Director, Co-Founder, and Board Member), Justin Florence (Legal Director,

Co-Founder, and Board Member)

Relationship: Vin

The Protect Democracy Project is a new grantee of SF and was approved for a two-year grant commitment for a total of

$500,000 beginning in 2020 and 2021. This grant will provide general support to the project.

Founded by a group of former high-level executive branch officials who served in the White House Counsel?s Office and

upper-echelons of the Department of Justice, the Protect Democracy Project monitors and investigates violations of

democractic norms and uses research, analysis, public education, and litigation to uphold these norms. Their goal is to

prevent the American democracy from declining into a more authoritarian form of government.

Protect Democracy has filed more than fifty legal actions to protect democratic institutions, generated a forward-looking

policy agenda for restoring democratic guardrails that is already being embraced by members of Congress and candidates

for the presidency, and used strategic interventions to generate hundreds of stories in the media designed to educate the

public and pressure key actors on the threats facing our democracy.


- More than 50 legal actions filed to protect democratic institutions

- Implemented numerous projects to stop corruption, spreading misinformation, delegitimizing communities,

politicizing independent institutions, executive power grabs, and quashing dissent

Siddharth Kara via Fund for Global Human Rights | Democratic Republic of the Congo

Current Grant Commitment: One-time immediate response grant of $15,000 in 2019 SF Grantee Since: 2019

Total Granted to Date: $15,000

Relationship: Vin

Siddharth Kara, Adjunct Lecturer, Harvard Kennedy School and Senior Fellow, Harvard School of Public Health,

conducted research in the summer of 2018 and 2019 into child labor, forced labor, and human trafficking in the artisinal

cobalt mining sector in the Democratic Republic of the Congo.

During his trip to the DRC, Kara documented child labor at several cobalt mining sites linked to the supply chains of the

top smartphone and electric vehicle makers in the world. He also took depositions of 16 cases of death or grievous injury

of children at cobalt mining sites, most of them linked to mines owned by Glencore, a giant mining company that sells

cobalt to Apple, Samsung, Tesla, and their peers. While there, he also witnessed a mining tunnel collapse 200 meters

away from him. 63 people were buried alive; no one survived. Kara is now working with a DC-based human rights attorney

to bring a lawsuit on behalf of the deposed clients in the Congo against all US-based tech and car companies and will also

file an import ban on all products containing cobalt sourced in the DRC under the 2016 Trade Facilitation Act.

He also uncovered fraud at a "model site" run by a US-based NGO with the support of millions of dollars from Apple,

Microsoft, Google, and other major tech companies. The NGO claims that the site has no child labor and that all cobalt

bags are tagged and quarantined all the way until refining with no mixing from other sources. Kara managed to gain entry

to the site and uncovered the exact opposite - child-mined cobalt enters the supply chain of the site, none of the bags are

tagged, and cobalt from numerous sources is mixed at the refinery. He hopes for continued support from SF to continue

the study.

Tennessee Innocence Project | Nashville, TN

Current Grant Commitment: $200,000 per year for 5 years, 2019-2023, $1M total SF Grantee Since: 2019

Total Granted to Date: $200,000 Founding Year: 2019

Founders: Peter Ross Johnson (President of the Board, Co-Founder), Jessica Van Dyke (Executive Director, Lead

34

Counsel)

Relationship: Stephanie and Kim

The Tennessee Innocence Project (TIP) was founded in 2019 to prevent and correct wrongful convictions throughout the

State of Tennessee. TIP litigates wrongful conviction cases for those in TN prisons to obtain exonerations, trains law

students and attorneys about how to litigate these cases and prevent future wrongful convictions, and effectuates changes

that facilitates the discovery of wrongful convictions and remedies the wrongfully convicted.

Tennessee?s criminal justice system poses a unique set of issues, as the state has seen only 21 exonerations. Lack of

funding for attorneys litigating wrongful convictions have made it nearly impossible for an inmate in Tennessee to prove

their innocence with the necessary resources. After many years as a volunteer-based group with rooted partnerships with

Tennessee universities and law programs, the Tennessee Innocence Project debuted in 2019 as a stand-alone 501(c)3

nonprofit. The Schooner Foundation provided $1 million in seed funding over five years ($200,000 per year) and

Stephanie serves on the Board. Tennessee Innocence Project just held a very successful inaugural fundraising dinner with

author John Grisham.

Yale Worker and Immigrant Rights Advocacy Clinic | New Haven, CT



Faculty Leaders: Michael Wishnie, Muneer Ahmad, Marisol Orihuela, & Reena Parikh Relationship: Vin and Carla

In 2018, Schooner Foundation granted a gift of $100,000. SF is providing continued support that allows WIRAC to acquire

the necessary resources needed to reshape the public debate around the DACA program and persuade one of the five

conservative Supreme Court justices to swing the other way. They receive soft funding from the Yale Law School.

Students working in the Worker and Immigrant Rights Advocacy Clinic (WIRAC) represent immigrants, low-wage workers,

and their organizations in labor, immigration, criminal justice, civil rights, and other matters. The clinic aims to create the

next generation of leaders who take what they learned from their unique experience at the law school and carry that out to

create real world change.

The Worker and Immigrant Rights Advocacy Clinic has anywhere between 30 and 40 students working at a time along

with the three co-founding faculty and one teaching fellow. The curriculum of WIRAC encourages students to take their

experience and knowledge out into the world and in doing so, the clinic has produced several prolific leaders. A large

portion of their success can be attributed to WIRAC?s incredibly diverse student body; it is comprised of students who are

or come from immigrant backgrounds, were dreamers and now are students, and who are people of color.


- In 2019, WIRAC took one of their cases to the Supreme Court, Batalla Vidal v. McAleenan; this case was the first

case to protest against the DACA termination and is one of three that the Supreme Court decided to hear that

challenges the discontinuance of the DACA program for Dreamers.

- The year of 2018 brought about a whole host of successes in areas including family separation litigation, family

detention, DREAMer advocacy, immigration detention, the Muslim Ban, and deportation defense.

- WIRAC won the first lawsuit in the country brought on behalf of the children, rather than the parents, forcibly

separated under the ?zero tolerance? policy in the cases of J.S.R. v. Sessions & V.F.B. v. Sessions.

- Students in the clinic successfully appealed the termination of DACA and are working to argue against the

government?s appeal of the injunction in the US Court of Appeals for the Second Circuit.

- Continued its representation of United We Dream (the largest organization advocating for immigrant justice in the

US), helping advocate for and draft the most progressive DREAM Act to be introduced in Congress.

- WIRAC has also defended and prevented the deportation of two individual clients.

35

GLOBAL HEALTH & EQUITY | Total Giving 2019: $2,181,431.16 (30%)

Aurora Initiative and Dr. Tom Catena | Nuba Mountains, Sudan

Current Grant Commitment: One-time immediate response grant of $50,000 SF Grantee Since: 2019

Total Granted to Date: $50,000

Relationship: Vin

Dr. Tom Catena is currently the only permanent doctor at the Mother Mary Hospital in Gidel where he provides medical

services to half a million people in the area. This area is a focal point in the war against the Nubian people and all those

who struggle against the genocide and oppression of the government. There is no other hospital for nearly 300 miles. The

Schooner Foundation granted Dr. Catena $50,000 through the Aurora Humanitarian Initiative. With support from our grant,

Dr. Catena trained and certified 6 nurses at Mother Mary Hospital in Gidel.

Watch Nicholas Kristoff's The Worst Atrocity You've Never Heard Of: Sudan's Nuba Mountains | The New York Times

Boston University Center for Innovation in Social Work and Health | Boston, MA

Current Grant Commitment: The endowment has been completed, but SF continues to be engaged.

Total Granted to Date: $12.5M Founding Year: 2015

Leaders: Dr. Jorge Delva (Director/Dean)

Relationship: Carla (Board Chair)

The Center for Innovation in Social Work and Health at the Boston University School of Social Work (CISWH)is focused

on increasing social work impact and leadership in public health and health care through connecting social work

scholarship, practice, policy and education. They currently have three focus areas, which serve as the foundation for all

their work: global health, research, and social work leadership.

The current challenges related to immigration, health reform, climate change, racism, growing economic inequality, and

other forms of social injustice, open up new opportunities for social work to embrace, redefine and strengthen its role in

health. Social workers have front row seats to the changing social, environmental, and economic determinants of health

and witness, on a daily basis, the effects of a fragmented health system on the most vulnerable people in society. Social

workers are either working directly on health or are working on issues that socially determine health and well-being,

including, housing, child welfare, education, and criminal justice. As evidence mounts on the need to focus on the social

determinants of health, prevention, and other upstream interventions, there is an urgency for social work to widen its lens

and practice beyond our current ?downstream? roles of diagnosis, counseling, discharge planning, to be boundary

spanners, creating linkages across issues to advance health equity through policy, interprofessional practice, and health

systems transformation.

SF has provided the Boston University Center for Innovation in Social Work and Health with a $12.5M endowment.

Although the endowment is completed, SF continues to be engaged and Carla serves as Chair of the Board for CISWH.

Brigham and Women?s Hiatt Residency Program | Boston, MA

Current Grant Commitment: $500,000 per year for 10 years, 2013 - 2022, $5M total

Total Granted to Date: $3.5M SF Grantee Since: 2013

Annual Budget: $1M Founding Year: 2004

Founders: Dr. Howard Hiatt, Dr. Paul Farmer, Dr. Joseph Rhatigan

Relationship: Vin

The Doris and Howard Hiatt Residency Program in Global Health Equity and Internal Medicine at Brigham and Women?s

Hospital trains future leaders in global and domestic health administration and advocacy to affect change. Launched in

2004, this four-year program combines rigorous training in internal medicine with the advanced study of public health.

Residents in this program receive:

- Culturally competent clinical training that promotes the reduction of health disparities,

36

- An education that addresses the impact of economic, societal, political, and adverse environmental factors on

health status,

- Mentorship to trainees seeking applied/and or research careers in addressing health disparities, beginning in the

internship year.

- Eligibility for certification from the American Board of Internal Medicine, and

- A Master?s Degree in Public Health from the Harvard School of Public Health.

Through the Hiatt Residency Program, dedicated young physicians receive the medical and non-clinical skills they need to

improve the health of some of the world?s most impoverished people.

The Schooner Foundation grant is a 10-year commitment from 2013-2022 of $500,000 per year, totalling $5 million for

general support to the Hiatt residency program. One of the Foundation?s longest grant commitments, this grant?s impact

extends far beyond the classroom, with 85% of the program graduates continuing to work in global health.


- 54 young physicians have completed a global health equity residency through the program.

- 85% of the alumni continue to work in global health and have gone on to:

- Develop an innovative nutritional support program within the Navajo Nation.

- Design a national postgraduate medical education curriculum in Botswana.

- Developing protocols for Ebola treatment units in Liberia and Sierra Leone.

- Improve non-communicable disease services in a rural district of Malawi.

- Train community health workers and medical officers in Chiapas, Mexico.

- Developing a private-public partnership in Nepal to improve community and facility-based care throughout

remote areas of the country.

- Coordinate a hepatitis-C treatment trial.

- Develop and implementing oncology treatment protocols in rural Rwanda.

- Build a graduate education program in Haiti, in collaboration with the Haiti Ministry of Health.

- Develop a nonprofit management elective for the GHE residents, in conjunction with the leadership of

Partners in Health.

Several alumni have gone on to found their own organizations that are now also Schooner grantees:

- Possible Health (Nepal), founded by Dr. Duncan Maru

- HEAL Initiative (Global), founded by Dr. Phuoc Le

- EqualHealth (Haiti), founded by Dr. Michelle Morse

- Partners in Health Cope (Rosebud Reservation, South Dakota), led by Dr. Sara Selig

The Foundation, together with Brigham and Women?s Hospital, is exploring hosting a convening to bring together all

graduates currently working in global health equity to share their work and lessons learned.

EqualHealth | Brookline, MA


Total Granted to Date: $100,000 Matching Grant SF Grantee Since 2018

Annual Budget: $283K Founding Year: 2011

Leaders: Dr. Michelle Morse (Founding Co-director, Hiatt Residency Alum),

Relationship: Vin

Dr. Zadok Sacks (Founding Co-director)

EqualHealth strives to inspire, empower, and support the development of leaders among the next generation of Haitian

health professionals. Working with local partners to strengthen medical and nursing education, EqualHealth fosters the

development of a self-sustaining, equitable, collaborative and effective Haitian healthcare system run by qualified medical

professionals who provide world-class, evidence-based care.

The organization provides clinicians across the career continuum with the skills needed to be effective teachers and

37

providers, and encourages the sharing of knowledge and best practices among providers worldwide. EqualHealth offers

programs in:

Transformative leadership training:

- The Marshall Wolf Medical Education Fellowship

- Social Medicine Course,

Educator training and professional development:

- Annual Haitian Medical Education Conference

- Teach the Teacher Model

Partner-driven medical education opportunities:

- Visiting Professor Program

- Physician and Nurse Training

Through these programs, EqualHealth aims to close the gap between those with the potential to be strong medical

providers and how much access they have to adequate training.

Michelle Morse, founding co-director of Equal Health, is an alumna of the Brigham and Women?s Hiatt Residency in Global

Health Equity and Internal Medicine. Now in its second year of a 3-year commitment, the Schooner Foundation grant to

EqualHealth is a matching grant for general operating support.


- Social Medicine Course has been in operation for 5 years, the course has had over 100 participants from 12

different countries, 79% of which are medical students.

- Social Medicine Alumni in Haiti assisted in courses and conferences, supported visiting professors and designed

a seminar that helped their peers understand how to bring health care equity to Haiti.

- Convened a group of over 300 Haitian health professionals and students for our seventh annual conference,

focused on strategies for activism towards health equity in Haiti.

- Initiated a Women?s Leadership Program to invest in emerging female leaders in the Haitian health sector.

- Supported Social Medicine Alumni Haiti (SMAH), an organization comprised of graduates of our Social Medicine

Course, to implement a social medicine training in the south of Haiti.

- Marshall Wolf Medical Education Fellowship has 10 selected courses completed from the Harvard Medical

School, Business School, Kennedy School of Government and Graduate School of Education.

- Visiting Professors Program has had 5 institutional partnerships in 5 years in which time a total of 2,639 students

have been taught 73 total courses.

- Social Medicine Consortium was hosted in Chicago where over 500 health care professionals discussed how to

create coalitions that redistribute power, center marginalized voices, and truly create equal health.

HEAL Initiative | Oakland, CA




Founders and Leaders: Dr. Phuoc Le and Dr. Sriram Shamasunder

Relationship: Vin

The HEAL Initiative (Health, Equity, Action, and Leadership) was founded in 2014 to train and transform front line health

professionals through building a community dedicated to serving the underserved as their lifelong choice. Serving

vulnerable populations across Navajo Nation, Haiti, Liberia, Mexico, India and Nepal, HEAL works to build global

partnerships, offer training and mentorship to professionals (HEAL fellows), and commit long term to domestic and

international sites.

The HEAL Model incorporates three key components: Building global partnerships by pairing US trainees with on-site

health professionals working in low-resource communities to create a sustainable pipeline for global health leaders;

Providing immersive training and mentorship entailing an intensive, experiential education on global health delivery,

38

culminating in an online master?s degree through a partner institution; and committing to the sites for the long-term,

increasing the effective health workforce which can enhance the retention of leaders, train incoming health workers, and

forever improve the quality of healthcare delivery both internationally and domestically.

As a graduate of the Hiatt Global Health Equity Resident, Dr. Phuoc Le (founder) has shared values and alignment with a

committed Schooner Foundation grantee and HEAL has since been awarded a grant of $250,000 per year for three years

dedicated towards staff and faculty for scaling from 2019-2021.


- 100% of graduated fellows stay committed to serving underserved populations.

- 50% of graduated fellows acquired global health leadership positions after their fellowship.

- 40% of rotating fellows chose to stay in Navajo Nation after their fellowship.

- HEAL fellows have seen 800,000 patients seen across 16 partner sites, and over 1,725,000 patients served in

underserved countries over 4 years.

- For every $1 that HEAL receives in philanthropic support, they generate an additional $9 from clinical contracts.

Massachusetts General Hospital - Rural Health Fellowship Program | Rosebud Indian Reservation, South Dakota



Founding Year: 2016


Leaders: Katrina Armstrong, Physician-In-Chief and Senior Advisor; Matthew Tobey, Fellowship Director

The Massachusetts General Hospital (MGH) Health Fellowship Program in Rural Health Leadership provides world class

training to early-career clinicians who seek to partner with rural communities to improve health. Founded in 2016 as part of

a broader effort by MGH?s Department of Medicine and Division of General Internal Medicine to partner with rural

communities, the program currently offers a fellowship for physicians in partnership with the Rosebud Sioux Tribe (RST)

and the Indian Health Service (IHS). The program is also developing a fellowship for physician assistants and nurse

practitioners, and is currently accepting inquiries from interested applicants. The fellowship program aims to develop

early-career clinicians into leaders who will transform health systems in resource-limited communities. The program

provides exemplary training in clinician-led health systems transformation; serves its partner communities with respect,

dedication, and sustainability; and serves as a model for meaningful partnerships for health systems transformation.

.

Primary care physician fellows serve clinically on the Rosebud Reservation in South Dakota for approximately three

months a year split into two-week rotations, sharing a primary care panel with a close-knit team of co-fellows and faculty.

The program includes:

- Clinical time in Rosebud at an IHS site

- Curricula centered around rural health, home-grown leadership, and public health

- Funding for away rotations and conference attendendance

- Career support through extensive mentorship and a mentored project of the fellow?s choosing

- And a masters degree in Public Health at the Harvard T. H. Chan School of Public Health

While the central focus is primary care, participants in the MD/DO Fellowship have the opportunity to engage with the

community and work to develop local capacity. Fellows engage with local high school students, work with leadership of the

tribe jail to expand a new onsite clinical program, develop a primary care-based hepatitis C treatment program, contribute

to the educational curricula for staff at the IHS facility, and engage with Rosebud?s robust community health worker

program.

Todd County, the site of the IHS?s Rosebud Service Unit, is one of the counties with the lowest median income in the

United States with unemployment hovering between 80 and 90%. Age-adjusted mortality rates are among the highest in

the nation. Todd County's remote location compounds its challenges. The Rural Health Leadership Fellowship has worked

hard to cultivate a collaborative partnership with the Rosebud Sioux Tribe (RST), as the Tribe?s goals and values guided

the development of the program. In February 2019, MGH signed a formal Memorandum of Understanding with the RST,

approved anonymously by the Tribal Council.

39

The Foundation began its partnership with the Rural Health Fellowship on the Rosebud Reservation in 2017 and renewed

its funding with a 3-year grant commitment of $250,000 per year (2019 - 2021).

Schooner recently convened the leadership of the MGH Rural Health Fellowship, Rosebud Economic Development

Corporation (REDCO), Boston University Center for Innovation in Social Work and Health (BU CISWH), Partners in

Health/COPE, and other leaders engaged on the Reservation. During this meeting, stakeholders shared their visions for

their work and identified areas for partnership and future collaboration. Partnership. The meeting proved to be a success

and constructive next steps are emerging.


- In 2018, MGH assisted the Tribe in obtaining $500,000 over two years through the Substance Abuse and Mental

Health Services Administration (SAMHSA) for opioid care.

- In 2019, MGH assisted the Tribe in obtaining a $4 million five-year grant for youth suicide prevention, alsot

thruogh SAMHSA.

- In the summer of 2019, MGH assisted the Tribe in obtaining a one-year planning grant through the IHS for the

deployment of the Tribe?s Medical Mobile Unit.

- In 2018, the Mass General clinical team performed 4,000 patient visits at the Rosebud Indian Health Service.

- The Suboxone program cares for 10-12 patients, helps these patients maintain sobriety from opioids and, by

doing so, helps keep the opioid epidemic from striking the Reservation.

One Heart Worldwide | Nepal

Current Grant Commitment: $265,000 over 3 years ($85,000 in 2019 and $90,000 in 2020 and 2021)



Founder: Arlene Samen (Founder and President)

Relationship: Cynthia and

Stephanie

One Heart Worldwide?s (OHW) mission is to improve access to, and utilization of healthcare services to reduce the risk of

maternal and neonatal mortality in the most remote, rural areas. They believe that all women and newborns can receive

the quality healthcare services they deserve during pregnancy and childbirth, anytime and anyplace. OHW seeks to build

a network of safety around a mother and her baby to end these needless deaths.

Based on over ten years of experience in the Tibetan Autonomous Region, OHW has established an effective, replicable

and sustainable model to reduce preventable deaths related to pregnancy and childbirth among vulnerable populations in

remote rural areas with limited access to care. They are currently active in 13 districts in Nepal, representing 122

municipalities. Essential to the OHW model are integration of local resources, collaboration with local communities and

providers, and respect for cultural norms and practices.

One Heart Worldwide was first introduced as a discretionary grant by Cynthia, and became a Foundation grant in 2019.

Following a site visit this April, OHW and SF are implementing a new joint training package including Helping Mothers

Survive (HMS) and Helping Baby Breathe (HBB), two established evidence-based, hands-on training protocols developed

by a unique partnership of notable leaders in global health (Jhpiego, Laerdal Global Health and the American Academy of

Pediatrics).

Both HMS and HBB have been developed to reduce maternal and neonatal mortality in resource-limited environments.

HMS and HBS modules are data-driven teaching materials that consist of concise facility-based training sessions,

followed by short, frequent sessions to improve team performance. They also instill the importance of tracking

improvements in outcomes. In the realm of skills transfer, these curricula are on the forefront of improving outcomes for

women and babies.

? Helping Mothers Survive (HMS): is designed to improve the quality of care to women and families. It is a suite of

hands-on, simulation-based learning modules designed to improve and sustain the critical skills of midwives, nurses,

40

doctors and those who assist them to care for women during pregnancy, labor and delivery. HMS uses the latest clinical

standards and evidence coupled with proven learning strategies to build capacity of providers to deliver high quality

services.

? Helping Babies Breathe (HBB) teaches the initial steps of neonatal resuscitation to be accomplished within The

Golden Minute to save lives and give a much better start to many babies who struggle to breathe at birth. HBB neonatal

resuscitation techniques that have been shown to reduce neonatal mortality by up to 47% and fresh stillbirths by 24%.

Training plan for Master trainers: Each Master Trainer certification training will last 7 days and include both HMS and

HBB training modules.

Mentoring program for Rural SBAs: Intend to roll out the combined HMS-HBB training package via a coaching and

mentoring program for rural skilled birth attendants (SBA) in Nepal. Mentorship, particularly in these remote environments,

can reduce the feeling of isolation and provide health providers with support in their personal and professional growth.

Estimated project timeline and expected outcomes: Implemented over the course of 3 years, 3 US-based Master

Trainers (Dr. Audrey Sheridan, Ms. Angela Stevens and Ms. Jennifer Baxter) will provide specialized training to a cohort

Nepali trainees to become Master Trainers themselves. Every year, we will aim to train 8-12 new master trainers (4 per

district). With full funding, our aim is to reach 9 districts over the three years period. For year one, we will target the

districts of Ramechhap, Sankhuwasabha, and Udayapur (districts for year 2 and 3 will be subsequently determined in

collaboration with our Nepali government partners). In the first year, the program will directly benefit the 12 new Master

Trainers, but will also indirectly benefit 33 SBAs from Ramechhap, 48 SBAs from Udayapur, and 46 SBAs from

Sankhuwasabha, not to mention countless pregnant mothers and their families. At full scale, this program can be

extended to each of the 276 SBAs OHW has trained thus far, as well as the SBAs we will continue to train as part of our

scale up to 17 more districts by 2030.

Possible Health | Nepal

Current Grant Commitment: $200 per year for 3 years, 2019-2021, $600,000 total



Leaders: Duncan Maru, MD, PHD (CEO, Co-founder),

Relationship: Vin, Stephanie

Bibhav Acharya, MD, (Co-founder), SP Kalaunee (Executive Director)

Possible Health is a global partnership that improves healthcare for underserved communities. Possible includes Nyaya

Health Nepal (a Nepal-based NGO), a US based non-profit, and technical advisors. They leverage their work as integrated

care providers to build, design, test, and scale solutions that improve population health in Nepal and beyond. Co-Founder

Dr. Duncan Maru is a Hiatt Global Health Equity Residency alum. Stephanie, Julia and Jenny Baxter conducted a site visit

in April 2019 and co-developed this grant focused on women?s health with Possible.

The key components of their integrated care delivery model include: primary care at facilities that cut across conditions,

including chronic disease, mental health, and surgical care; home-based, longitudinal care delivered by paid

professionalized community health workers; and an integrated electronic health record to optimize care between the

facility and home. They use their data, research, and experience as healthcare providers to inform local, national, and

global healthcare policy and practice.

The SF grant for Possible Health provides support in enhancing quality and comprehensive women?s health services at

Bayalpata Hospital in Achham, Nepal, creating a task force at Bayalpata Hospital that is empowered to create greater

representation for women in leadership and decision-making roles, and institutionalizing enhanced quality of care for

women and girls within municipal health systems. In doing so they ensure appropriate physical space and resources to

enable the delivery of efficient as well as dignified care for mothers and newborns during childbirth, and carry out an

evaluation and improvement as needed of care provision and protocols in pain relief and anesthesia in the peripartum

period, addressing postpartum depression, rights based contraceptives counseling and review of maternal and neonatal

deaths. Moreover, the task force will ensure care for women that responds to their needs and preferences in

41

Possible-operated facilities and create gender responsive programming.


- Possible has seen over 824,000 facility-based visits to date, and made over 241,000 home visits to deliver care

and counseling.

- Possible?s 400+ staff (including 96 community health workers) provide integrated care to a catchment population

of over 218,000 people.

- In 2019, Possible celebrated 10 years of partnership with the Ministry of Health, and is actively developing

relationships with municipalities within the new federal structure. Over the ten years of partnership, Possible has

received over $900,000 of cash and in-kind donations from the local and national government.

- Their cost of care is less than $25 per capita price point.

RYR-1 Foundation | Pittsburg, PA | ryr1.org

Current Grant Commitment: $20,6431.16 Matching Grant for General Operations

Total Granted to Date: $$1,330,000.16 SF Grantee Since: 2015

Leader: Michael Goldberg, President Founding Year: 2014

Relationship: Jeni

The mission of the RYR-1 Foundation is to support research leading to an effective treatment or cure for RYR-1 related

diseases. The Foundation was started by members of the Goldberg family who have been affected by the RYR-1 muscle

disease (myopathy). Currently, there is no other organization that exists solely to advocate for and serve the needs of

patients with RYR-1 myopathy.

The Foundation aims to catalyze their mission by acting on their three main goals:

- Support Research: As the only organization dedicated to this specific cause, the Foundation makes grants to

researchers interested in RYR-1 myopathy to promote research in this area. They are also developing a patient

registry to adjunct this research.

- Physician Education: Since a large majority of physicians have not heard of RYR-1 myopathy, the foundation

works to raise awareness by offering resources and the latest RYR-1 medical literature on their website, as well

as direct meetings with physicians worldwide.

- Patient/Family Support: Due to the rarity of RYR-1 myopathy, receiving this diagnosis can be an anxiety-provoking

and isolating experience for an affected patient and their families. The Foundation serves as a resource for

patients and families by offering tools on their website, social media, and family conferences.


- The second RYR-1 International Family Conference took place in July 2018 with almost 200 attendees from 5

different countries and 16 expert speakers. The conference was live streamed so that those who could not attend

in person could still participate in the meeting.

- Rycals - a class of drugs that has shown potential benefit in treating patients with RYR-1 muscle disease -

received ?Orphan Drug Status? by the FDA in August 2018. This status is granted by the FDA only to drugs that

show promise in the treatment of rare/orphan diseases.

- Research: Their funded researchers developed multiple strains of mice that have muscle weakness due to

mutations in the RYR-1 gene. Until that point, the only RYR-1 mice that were available had only mild, if any,

muscle weakness. These new, severely affected mice will be crucial components of future research.

- With the expanding scope and sophistication of their research, the Foundation felt it beneficial to expand their

Board of Trustees, Scientific Advisory Board, and Board of Advisors.

- To better serve patients with a wide range of symptoms (not just muscle weakness) related to their RYR-1 illness,

the Foundation has expanded their mission to serve these individuals and their families. They partnered with Cody

Hodgson, a former NHL star, to raise awareness of the widening spectrum of RYR-1 related conditions.

42

Seed Global Health | Boston, MA

Current Grant Commitment: $250,000 per year for 3 years, 2019 - 2021, $750,000 total

Total Granted to Date: $1,250,000 SF Grantee Since: 2015


Founder: Vanessa Kerry, MD, MSc (CEO and Founder)


Rooted in the belief that every country deserves a robust health workforce able to meet the needs of its population, Seed

Global Health educates a rising generation of health professionals and health educators, bolstering the pipeline of

healthcare providers who have local knowledge and deep ties to the region. Seed understands that access to quality

health care contributes to stronger economies, greater personal and national security, and sustained prosperity. By

teaching local health professionals and engaging existing educational and advocacy programs, entire communities and

countries benefit from the ?ripple effect? created when more skilled clinicians are better prepared to care for the population

and serve as educators themselves for and alongside their local peers. These skilled professionals also become leaders

in their health system, advocating for better health in a positive feedback loop.

Beginning in 2019, Schooner?s current three-year grant commitment of $250,000 per year provides general support for

Seed?s activity in Uganda, specifically in Emergency Care.

Faculty and infrastructure support in this sector continue to face critical deficiencies in Uganda. Less than 25% of Level 4

health centers in the country offer 24-hour emergency care, mainly due to limited trained healthcare professionals.

Currently, there are fewer than 10 qualified emergency care specialists in the country to provide training and leadership,

and only two accredited programs exist to train physicians in emergency care at a graduate level. Seed is prioritizing the

expansion of Emergency Care programs with a complimenting focus on maternal, neonatal and child health through family

medicine, pediatrics and obstetrics programs. With a strong emphasis on leveraging local institutional partnerships, Seed

is positioned to play an important role in policy and advocacy in Uganda, focusing on three pillars:

- Policy: In recognition of the influence that governments and public policies can have on education systems,

standards of care, and viability of health care professionals, Seed will dynamically engage with policy makers and

thought leaders to help create an enabling environment for professional health workers. They will advocate

globally and in-country to elevate issues and policies that help support strong health professional education and

practice.

- Education: Seed will continue to work with the institutions and faculty who are educating and training a rising

generation of healthcare professionals, to strengthen their ability to deliver high-quality teaching and education.

- Practice: Seed will enhance the quality of clinical education and practice by strengthening clinical skills of local

health providers, faculty, and students/trainees through mentorship and training and Seed will continue to provide

clinical mentorship and practice improvement to partner sites. They will deploy a broad package of services to

improve clinical practice including Skill and Simulation labs, mentorship and training.

Schooner?s grant comes at a critical juncture in Seed?s development, following the closure of the Global Health Service

Partnership (GHSP). GHSP was a collaboration between PEPFAR, the Peace Corps, and Seed, and provided Seed with

extensive administrative and logistical support. Since GHSP closure, Seed has been building its internal capacity to

manage its programming, growing from 1 to 7 staff in Uganda, and has a trajectory for growth and recovery following the

USG partnership termination.


- Seed publicly launches its 5-year strategy in Uganda in early November with the support of the Prime Minister of

Uganda and the US Ambassador. Plans include a partnership with the Ministry of Health (MoH) to raise national

awareness for emergency medicine and advocate for multi-sectoral support, and an opportunity to provide a

2-year expert on emergency medicine to the MoH in order to establish and train regional emergency medical

systems and leadership.

- Seed has launched its fifth institutional partnership in Uganda in July, and is currently partnering with the Ministry

of Health, 2 emergency care sites, 2 MNCH sites, and 1 mixed specialty site.

- Uganda's National Antimicrobial Resistance (AMR) Plan is in its 4th annual session and has expanded its

43

attendance up to 1,200 people.

- From 2013 through 2018, Seed physicians and nurse faculty have taught over 704 courses and trainings, reached

13,703 trainees, and have contributed 227,227 service hours; mobilized 54 educators as year long faculty in 5

institutions, providing 80,000 service hours which supported over 3,825 trainees.

Syrian American Medical Society (SAMS) | Syria and Lebanon


Total Granted to Date: $405,000 ($155,000 in Discretionary Grants) SF Grantee Since: 2015


Leaders: Dr. Zaher Sahloul (President), Dr. Abdul El-Shaar (Board Member)

Relationship: Kim

Syrian American Medical Society (SAMS) is a global medical relief organization dedicated to delivering health services,

revitalizing health systems, and promoting medical education. Working on the front lines of crisis relief in Syria and

beyond, SAMS seeks to provide dignified medical relief where needed, alleviate suffering, and strengthen the future of

Syria?s healthcare.

Founded in 2007 in the US, SAMS responded to the current Syrian crisis beginning in 2011 by expanding its capacity to

support Syrian healthcare. SAMS began sponsoring field hospitals and ambulances, training and paying the salaries of

Syrian medical personnel, organizing medical missions throughout the year, and sending lifesaving humanitarian aid and

medical equipment to where it is needed most. Today, SAMS implements medical relief programs in Syria, Turkey,

Greece, Lebanon, Jordan, Bangladesh, and the US.

SAMS was first introduced to Schooner as one of Kim Dano?s discretionary grants in 2015, and became a core

Foundation grant in 2019. Beginning this year, SAMS is receiving a $750,000 grant, distributed over 3 years to support

mental health and psychological support (MHPSS) and gender based violence (GBV) services in refugee and host

communities throughout Jordan. As one of the only integrated MHPSS programs in the country, SAMS takes a

survivor-centered, rights-based approach to MHPSS. The program seeks to utilize outreach services and group

workshops to strengthen referrals and train both private and public medical professionals to boost existing systems, and

focuses on key at-risk groups, such as women and girls, people with disabilities, and the elderly. By employing Syrian and

Jordanian mental health and social work specialists and outreach workers, and by designing its activities based on needs

assessments conducted in collaboration with local partners, SAMS ensures cultural competency and is well-positioned to

respond to identified gaps in health, MHPSS and GBV outreach and service provision.

Impact And Successes Of Sf Grant

- SAMS MHPSS programs assessed 3,292 individuals and made 510 referrals.

- 959 people participated in Psycho-education Workshops.

- 685 individuals participated in the Women and Girls GBV workshop.

Village Health Works | Burundi

Current Grant Commitment: $15,000 regular annual gift; to be considered for a larger commitment


Annual Budget: $3.7M Founded Date: 2005

Founder: Deogratias ?Deo? Niyizonkiza (Founder and CEO)

Relationship: Carla

Village Health Works?mission is to provide quality, compassionate healthcare in a dignified environment while also

addressing the root causes of illness, poverty, violence and neglect.

Village Health Works aims to fulfill their mission by addressing the following statements in their work:

- Improving the physical and mental health of the most impoverished and marginalized fellow human beings is not

only possible but absolutely essential to sustainable development

- Lack of access to quality education and healthcare is the greatest threat to human development and peace

44

- Education based on critical thinking, from an early age onward, is the foundation of a healthy and just society

SF is currently giving 15K per year to Village Health Works and is looking into potentially increasing the grant in

subsequent years. The Village Health Works grant has contributed to the Women?s Health Pavilion at the Kigutu Hospital.


Village Health Works targets five main areas and has seen major progress within each sector:

- Education: 0% global acute malnutrition rate for children in their pre-schools; 4% primary school drop-out rate;

90% passing rate on national 9th grade exams; 100% of teachers implemented new strategies they learned;

100% teacher retention in the past two years

- Health Care: 56,000 households reached by community health workers, 37,914 consultations; 7,378 patients

screened for HIV; 90% of live births by skilled professionals; 24% increase in patient?s seeking mental health care

- Agriculture/Nutrition: 624 farmers now applying improved farming methods; 39,000 pounds of food produced by

onsite food security program and distributed to patients or sold for profit; ~ 1,000 people participated in nutrition

education seminars

- Community Engagement: 12,000 community volunteers in Kigutu; 550 young participants in music and dance

programs; 351 young participants in sports programs; 86 trained community health workers; 12,000 trees planted

and 30,000 in the nursery for slash/burn lands.

EDUCATION & ECONOMIC EMPOWERMENT | Total Giving 2019: $659,412 (9%)

Boston University - Student Refugee Project | Makerere University, Uganda & Boston, MA

Current Grant Commitment: $100,000 over 2 years ($40,000 in 2018 and $60,000 in 2019)


Founder and Leader: Professor Muhammad Zaman

Relationship: Vin

Boston University?s Dr. Muhammad Zaman (professor of biomedical engineering) has developed a three-week immersive

program at Makerere University in Uganda to educate the next generation of leaders and professionals to address refugee

challenges. Through immersive learning, collaboration, cultural cognizance, and design thinking, the program seeks to

address the lack of opportunity in academia to understand, discuss, and design ethical solutions surrounding refugee

issues. The program provides an original and rigorous immersive learning program for students to understand the

challenges facing refugees, to appreciate the cultural context and history, to analyze the evidence, and to create novel

sustainable solutions.

The Schooner grant facilitated the launch of Zaman?s program for over 15 students alongside Boston and at Makerere

University in Uganda, local non-profit organizations working with refugees, and the office of the Prime Minister of Uganda,

Dr. Ruhakana Rugunda. Students had the opportunity to meet with the Prime Minister, and also visited Uganda?s

Adjumani Refugee Camp, where they worked with local NGOs to interview public health workers, clinicians, community

workers, and refugees to better understand the challenges. Upon returning from Adjumani, students worked with mentors

from local institutions to develop and design ethical and sustainable solutions based on their own observations, evidence

from other studies, experience of Ugandan scholars and practitioners, and engagement of local government officials. Their

work was shared with the office of the Prime Minister and some projects are currently being discussed at the highest level

in Uganda.

45

Butterfly Home | Nepal



Founders: Pushpa Basnet, President Founding Year: 2012

Relationship: Stephanie and Julia (Site Visit to Nepal)

Butterfly Home, also known as the Early Childhood Development Center (ECDC) works for children whose parents are in

prison. The organization believes that all children should have access to proper education, medical care and vaccines,

balanced nutrition and clothing for all seasons and aims to give mothers a better alternative, and to give children a home,

a life and future. In Nepal, incarcerated women must choose between bringing their children to live with them in prison or

sending them to the street. Butterfly Home is a safe haven, learning center and surrogate family founded to support the

education and growth of these children both in and out of prison. Here, children lead normal lives, attend local schools,

enjoy warm clothing, healthy meals and appropriate health care.

Butterfly Home currently cares for 40 children in their residential home and 7 children in their day care center. The

organization provides children with a place to live, access to schooling, food, medical care, and a sense of belonging.

Children also have the chance to learn from local entrepreneurs and volunteers. Additionally, the President and Founder

of the organization, Pushpa Basnet, teaches imprisoned and released women how to make handcrafts and Waldorf dolls.

The sale of these handmade goods support Butterfly Home and helps Nepali women learn valuable income-generating

skills.

Butterfly Home is a new grant for the SF and will receive a total of $30,000 distributed over a period of 3 years, 2019-2021

via the Utopia Foundation.


- In 2012, CNN recognized Pushpa as Hero of the Year.

- Since the organization?s establishment, donations have been used to purchase a used 18-seat mini bus, bicycles,

rain coats and boots, beds and blankets, solar panels, education materials, used cameras and computers, and a

trampoline.

- Butterfly Home currently cares for 40 children in their residential home and 7 children in their day care center.

The Cuala Project: The Ryan-Gallagher-Kennedy Post-Doctoral Research Fellowship |

Trinity College, Dublin, Ireland

Current Grant Commitment: 2 year grant (2019-2020) of $325,131.88


Leaders: Dr. Angela Griffith, Project Leader and Director of the Irish Art Research Centre, TCD and Dr. Jane Maxwell,

Principal curator manuscripts & archives research

Relationship: Vin, Carla, Stephanie, and Kim

The visual and textual productions at the Cuala Press at Trinity College in Dublin provides significant insights into the

construction and presentation of a distinctive and sophisticated form of Irish cultural identity to national and international

audiences. These images, such as those from the Ryan Cuala Press collection, have yet to be methodically

contextualised within ideologies at that time or since, in particular their agency within an evolving Free State Ireland. The

goal of the Cuala Project is to ensure the visibility and accessibility of this important historical material in order to support

and enable the teaching, learning and research needs of TCD staff, students, visiting scholars and the wider public.

46

The Schooner grant will contribute to the conservation (including preservation photography) and archiving of the Ryan

Cuala Press collection and situating it within the existing collection, and a post-doctoral researcher fellowship over 2

years. This fellowship will evaluate the Ryan Cuala Press collection within its historical, social and cultural contexts, and

associated overheads specific to Phase 1 of the project.

Gifford Youth Achievement | Vero Beach, FL

Current Grant Commitment: $60,000 per year for 5 years, 2019 - 2023, $300,000 total



Founder and Leaders: Dr. A Ronald Hudson, Danforth K. Richardson


and Rev. Dr. William Nigh, Angelia Perry, MS (Executive Director)

Gifford Youth Achievement?s mission is to establish a partnership among youth and adults of the Gifford community and

surrounding municipalities of Indian River County that will develop self-esteem, teach character, and encourage each

individual to reach for his or her ultimate potential. The Center focuses on five pillars to help mold students: Educational

enrichment; Tutoring/Mentoring; Family Support; Athletics and Community Involvement. In addition to homework

assistance, these pillars give their students access to on-site counseling, leadership opportunities, field-trips, motivational

guest speakers and cultural, social and recreational activities.

Their vision is that through their programs and activities they will increase participation, increase high school and college

graduation rates, increase parental involvement, enhance youth and adult success in life, and increase the positive sense

of self-worth within every individual they serve. Programs offered at the Gifford Youth Achievement include: After School

Education Program, Walter Jackson Haven (summer) Camp, Beyond Special K (senior/adult) Program (BSK), and Boys to

Men to Greatness Mentoring Program (B2M2G).

SF?s grant is a capital campaign gift for a new room at the center named in honor of Bryan Stevenson, founder and

executive director of the Equal Justice Initiative (EJI).

Programs

- After School Education Program: Serves students in grades K-12 by providing homework assistance, tutoring,

educational enrichment, personal growth and development instruction and cultural, social and recreational

activities.

- Walter Jackson Haven (summer) Camp: Provides students a summer enrichment program that provides academic

reinforcement in the morning and recreational activities in the afternoon. Students spend time in the mornings

with teachers who tutor and prepare them for the upcoming school year in reading, comprehension, spelling,

math, and science.

- Beyond Special K (senior/adult) Program (BSK): Serves adults/senior citizens who participate in educational,

recreational, and cultural activities. In addition, intergenerational activities take place between BSK participants

and students.

- Boys to Men to Greatness Mentoring Program (B2M2G): A holistic mentoring program for vulnerable, Black boys

ages 12 ? 18. The program provides mentors that act as a role model while also providing support and

encouragement. Participants received academic support, participate in community service activities and enjoy

recreational, cultural and social activities.

- Collaborative partners provide specific programmatic expertise in such areas as cultural arts, gardening and

music instruction. These collaborative partnerships include the School District of Indian River County, Indian

River State College, The Science Institute of Discovery, Riverside Children?s Theatre, Vero Beach Museum of Art,

Indian River County Recreation Dept., the Humane Society, Indian River County Extension 4-H Program, Float

Hope Swim Program, the Master Gardener Program, the Indian River Golf Foundation and Mardy Fish

Foundation to name just a few.


- The Gifford Youth Achievement has been recognized and awarded with the United Way of Indian River County

Agency Excellence Award (2010); The Girard Equipment Company H.E.T.Y (Helping Equip Today?s Youth) Award

(2012); the Dr. Martin Luther King, Jr. Birthday Committee Torch Bearer Award (2014); and the Humane Society of

Indian River County Dart Reynolds Award (2015).

- Facility: A 38,000 square foot facility equipped with classrooms, computer labs, a County operated library, and an

in-door gymnasium.

47

- In 2018, 100% of students received educational enrichment activities.

- Over 25 students are receiving GYAC scholarships to assist them in their pursuit of post-secondary education.

Little Sisters Fund | Nepal

Current Grant Commitment: $5,000 one-time immediate response grant in 2019


Annual Budget: $636,543 Founded Date: 1998

Founders: Trevor Patzer, Co-founder and Executive Director, Little Sister?s Fund, USA; and Usha Acharya, Co-founder

and Executive Director, Education For Empowerment Program, Nepal

Relationship: Stephanie and Julia (Site Visit to Nepal), Kim (Discretionary Grant)

Little Sisters Fund helps Nepalese girls in 20 different districts to become empowered leaders through education,

mentoring, and community support. They aim to contribute to the development of a more equitable, just, and prosperous

world where all children can claim their right to education and marginalization does not occur on the basis of gender.

Long-term scholarships protect economically disadvantaged girls from child trafficking, child marriage and child labor.

Through their supplemental programs Little Sister?s Fund delivers the multi-dimensional support that ensures girls thrive

through the end of school and beyond. Educated, empowered, independent women, in turn, transform their communities

from the inside out.

Little Sister?s Fund was introduced to Schooner by the president of One Heart Worldwide and is both a discretionary and

core grant at SF as the mission and vision of Little Sisters Fund aligns with the Schooner Foundation?s goals of advancing

education, poverty, human trafficking and female empowerment. The $5,000 core grant will provide general support for the

foundation.


- Since its establishment, 2113 little sisters have obtained adequate education

- These little sisters pass the School Leaving Certificate at a rate of 98% (nationally, the pass rate is

consistently around 45%)

- 98% of Little Sisters continue in the program and with their studies every year. In comparison, only 56% of poor

rural girls complete primary school

- In 2009, Little Sisters Fund was awarded the Unsung Heroes of Compassion Award from the Dalai Lama

Shining Hope for Communities (SHOFCO) | Nairobi, Kenya

Current Grant Commitment: $250,000 per year over 4 years, 2017-2020, $1,000,000 total

Total Granted to Date: $792,291.25 SF Grantee Since: 2014


Founders: Kennedy Odede and Jessica Posner (Founders)

Relationship: Cynthia and Vin

Shining Hope for Communities (SHOFCO) is a grassroots movement that catalyzes large-scale transformation in urban

slums by providing critical services for all, community advocacy platforms, and education and leadership development for

women and girls. With a commitment to build urban promise from urban poverty, SHOFCO seeks to disrupt survival mode,

empower collective action, and build long-term female leadership.

SF has committed $1 million over the course of four years ($250,000 each year from 2017-2020) to improve access to

clean water, financial inclusion, and clean energy in Kenya?s urban slums. SHOFCO?s High Level Priorities for its

Schooner grant include:

1. Optimize water distribution and resolve persistent challenges through continuous improvement and quicker

response time for repair and maintenance issues. Realize improvements in efficiency via cashless payments and

increased storage capacity. Implement solar-powered water pumping system in order to reduce reliance on

generator and improve overall performance.

48

2. Expand water distribution coverage in Kibera by drilling a second borehole in early 2020, followed by a network of

water distribution kiosks providing clean water access to approximately 84,000 people.

3. Ensure all SHOFCO kiosks are integrated with cashless ATM and solar lighting.

4. Expand solar lighting capacity to community centers, to promote clean energy and reduce reliance on expensive

electricity vendors.

5. Pursue ambitious growth plan for the SHOFCO SACCO, while ensuring strong governance and financial

management practices, towards the goal of enrolling 10,000 SACCO members.

Schooner withheld its $250,000 installment of the grant in 2018 subject to a review of the projects. Update to follow.

Street Business School | Kampala, Uganda

Current Grant Commitment: $150,000 matching grant over 3 years ($100,000 in 2018, $75,000 in 2019 and 2020)



Founders: Devin Hibbard (CEO and Co-founder),

Relationship: Vin and Cynthia

Tifany Boyles (Director of Global Philanthropy)

Street Business School (SBS) is a mobile classroom with trainings held in the local community that trains women to

launch micro-businesses, gain confidence and leave poverty behind. SBS aims to end extreme poverty by empowering

women as entrepreneurs, and teaching other organizations how to implement proven and effective business training.

Throughout a six-month program, training is focused on nurturing human capital to prepare women as business leaders.

This training includes breaking down traditional stereotypes, building confidence, providing basic education, offering

simplified and practical training on market research, business plan development, procuring capital, and bookkeeping. SBS

also focuses on one-on-one coaching, in which women discuss individual business plans and goals, as well as building

the confidence in themselves necessary to succeed.

SF committed a three-year grant to Street Business School (SBS), in March, 2018, to support Phase II (July, 2017 to

June, 2020) expansion goals of SBS. Recently, Schooner co-authored an article on SBS?novel social franchise model and

the importance of informed risk in philanthropy (not yet published). SBS will also be honoring the Schooner Foundation

with their 2019 Wildfire Award.


- 89% of graduates have businesses 2 years later, and more than 40% opened a second business.

- As of November 2018, SBS trained 4,800 women as business owners.

- SBS now has trained 148 Certified Lead Coaches in 13 countries across Africa, through 66 partner organizations.

- SBS is becoming an independent nonprofit, so that all donations will now come directly to SBS instead of through

our sister organization BeadforLife.

Superemos Foundation via Dot House Health | Northern Nicaragua

Current Grant Commitment: $50,000 in 2019 and $35,000 in 2020 SF Grantee Since: 2017

Total Granted to Date: $179,000 Annual Budget: $177,905

Leaders: Gladys Ruiz Gonzalez, President Founding Year: 1999

Relationship: Carla?s Mother, Carla, and Nick

The Superemos Foundation was established in 1999 in Estelí, Nicaragua in order to promote sustainable community

development through education, training and related health and social work programs. Through work with local partner

organizations, relevant local authorities, and building relationships with various faculties of Boston University, Superemos

has implemented numerous programs, including: the Health Care Program; Women?s Support Program; Estelí Women?s

School Scholarship Program; Music, Dance And Art Education Program; and the Vocational Training Project.

49

The 2019 grant will provide general programmatic support to the Superemos Foundation via Dot House Health.


- The Women?s Support Program will support 75 women and their families receiving counseling and legal support

and over 200 participants, mainly women, children and adolescents, in program education and training activities.

- The Estelí Women?s School Scholarship Program will directly benefit 70 women from and around Estelí studying

the Ministry of Education?s Community Baccalaureate with 45 scholarships of $230 and $115.

- The health care program supports over 210 families (approx. 900 people), over 300 children from low-income

families in 5 rural communities, and around 400 individual patients.

- The vocational training project will directly benefit 50 participants, mainly women.

Tanzanian Children?s Fund | Tanzania

Current Grant Commitment: $50,000 matching grant per year for 3 years, 2018-2020, $150k total


Annual Budget: $1,651,005 (2017) Founding Year: 2004

Founders: Peter Leon Mmassy and India Howell, Co-founders

Relationship: Carla

The mission of the Tanzanian Children?s Fund is to create a home for children, transform communities, and build futures in

Tanzania. TFC is dedicated to improving education, increasing access to health care, and creating economic opportunities

for our entire community in order to create lasting and positive change. In order to achieve their goals, TCF provides a

permanent home for 97 marginalized children at the Rift Valley Children?s Village and employs an innovative multi-pronged

approach to addressing systemic poverty that has allowed them to have a lasting and deep impact on the community.

TFC offers programs for education, medical care, microfinance, and the Rift Valley Children?s Village (RVCV). Through

these programs, they seek to accomplish their mission and provide sustainable solutions to build futures in Tanzania.

SF is currently committed to a $150K grant distributed over 3 years, 2018 to 2020 that provides general support to the

Tanzanian Children?s Fund.


- TFC has nearly 40 of their children enrolled in higher education, and plans to support 53 post-secondary students

in 2019.

- They have expanded their Early-Childhood Education and Daycare Initiative to include nearly 30 children from

their community.

- At the end of the first term at Gyetighi Primary School, their 6 most recent preschool graduates were

ranked at the top of their class in the 97th percentile.

- The Microfinance Program has added 50 new clients in 2018, with loans ranging from $125 to $1,000.

- The Rural Community Health Clinic has treated over 6,170 patients and provided health checks to all students

enrolled in partner schools

ENVIRONMENT | Total Giving 2019: $1,020,000.00 (14%)

The Nature Conservancy | Little Rock, Arkansas

Current Grant Commitment: 3 year grant commitment of $3M ($1M per year, 2018-2021)

Total Granted to Date: $3 million SF Grantee Since: 2006

Founding Year: 1951

Relationship: Vin/Carla

Leaders: Mike Sweeny, Executive Director (California) and Bill Ulfelder, Executive Director (New York)

The Nature Conservancy (TNC) is a global environmental nonprofit working to create a world where people and nature

can thrive. They are tackling some of the toughest problems facing people and nature today, replicating good ideas to

50

save many places and improve people?s lives. Their mission is to conserve the lands and waters on which all life depends

and their vision is a world where the diversity of life thrives, and people act to conserve nature for its own sake and its

ability to fulfill our needs and enrich their lives.

The SF grant specifically provides support to The Nature Conservancy in Arkansas for conserving the Arkansas?Pinnacle

Mountains in honor of Lee Bodenhamer.

ADDITIONAL 2019 GRANTEES

Block Island Medical Center

Boys and Girls Club of Indian River County

BU Men?s Rowing

Childcare Resources of Indian River County

The Furniture Society

Harvard University - Belfer Center

Harvard University - Carr Center

Harvard University - Dean?s Leadership Council

Indian River Land Trust

Indian River Medical Foundation

Initiative for a Competitive Inner City

Isabella Stewart Gardner Museum

JFK Library Foundation

Montserrat Aspirers, Inc.

North Bennet Street School

The Progressive

Silent Spring Institute

Whitehead Institute

Wildflower Camp Foundation

$2,000

$10,000

$25,000

$1,000

$10,000

$25,000

$25,000

$25,000

$20,000

$15,000

$5,000

$15,000

$50,000

$16,000

$2,500

$1,000

$25,000

$5,000

$50,000

51

TRIP REPORTS 2019

Nepal Site Visit | April 2019 ............................................................................................................................. 52

MGH Rural Health Fellowship, Rosebud Reservation | June 2019 ................................................................. 68

HEAL Initiative, Navajo Nation | June 2019 ..................................................................................................... 72

Rosebud Reservation Summit | October 2019 ................................................................................................ 76

Nepal Site Visit | April 17th-27th 2019

Stephanie Ditenhafer, (Trustee), Jennifer Randall Baxter (SF Guest & Maternal Health Advisor)

and Julia Pettengill (SF Executive Director)

On April 17-27, 2019, Stephanie, Jenny and Julia visited

Nepal to observe local conditions, visit grantee

organizations, and consult with various stakeholders

regarding past, current and future Schooner Foundation

grants. Goals of the site visits were to determine if the

organizations fit the strategic objectives of the Schooner

Foundation, evaluate organizations and potential grants,

provide a hands on experience with grantee

organizations, and establish a pipeline of organizations SF

may fund in the future.

Meetings:

1. Possible Health (www.possiblehealth.org)

2. One Heart Worldwide

(www.oneheartworldwide.org)

3. Little Sister?s Fund (www.littlesistersfund.org)

4. Butterfly Home (www.butterflyhomenepal.org)

5. Field Ready (www.fieldready.org)

6. Hari Phuyal - Judge in Nepal's Supreme Court .

Introduction by Fund for Global Human Rights

52

POSSIBLE HEALTH | possiblehealth.org

Schooner Grants to date: $300,000 (100K per year for 3 years)

SF Funding Recommendation: $200,000 per year for 3 years for Maternal Health and Obstetrics Grant

"The Hospital on the Hill, a Hub of Innovation and Center of Excellence"

ABOUT POSSIBLE Possible mobilizes global best practices to improve healthcare for underserved communities in Nepal.

Currently, Possible works in two districts: Achham in the Far-West and Dolakha, which was devastated by the 2015

earthquakes. In each of these two provinces, Possible operates a government referral hospital and a network of

professionalized community health workers (CHW). With a staff over 380, Possible provides integrated care from home to

hospital to over 200,000 community members, provides over 150,000 hospital visits, and conducts over 8,000 surgical

procedures annually. They leverage their work as integrated care providers to build, design, test, and scale solutions that

improve population health in Nepal and beyond.

We visited Possible Health?s Bayalpata Hospital and participated in Community Health Worker visits to two homes in the

nearby community. Travel conditions to Achham (road and air) were extremely challenging given the hospital?s remote

location. Travel took a day each way with long flight delays due to weather conditions and a 10-hour drive by jeep on the

return to Kathmandu. This gave us an enormous appreciation for the logistics involved in running a state of the art

hospital, and attracting both the leadership and staff willing to relocate to Achham or travel frequently back and forth.

Possible Health has a clear vision and mission that drives their programming, and their work is deeply rooted in the

community it serves. With its comprehensive multi-year strategic plan that supports and operationalizes the mission, the

Possible model is both scalable and replicable, with the goal of being sustainable. The organization has a strong history

with key milestones in its development. It also has strong and strategic global partnerships, ensuring that it stays abreast

of the latest thinking in the field.

PROGRAMS AND USE OF CURRENT SF FUNDS

Possible built Nepal?s first integrated electronic health record, NepalEHR, which is one of the world?s first successful

integrations of OpenMRS (facility-based data capture), DHIS2 (data aggregation and visualization), and CommCare

(home-based data capture). Together, these components allow care providers to deliver timely, integrated, coordinated,

continuous and comprehensive care based on the needs of the population. This care is in areas of pregnancy, child

health, chronic diseases, mental health, and orthopedics. The NepalEHR is unprecedented, and serves as an exemplar

for other programs and countries.

Possible Health?s community health workers cover and regularly surveil a population of 200,000 across eight

municipalities, to whom they provide proactive home-based care and monitoring, referrals to facilities for treatment,

53

follow-up and continued care, and counseling. Both of Possible Health?s hospitals see upwards of 150,000 patient visits,

6,000 surgical procedures, and 2,000 inpatient visits annually. Bayalpata Hospital sees between 400- 600 patients per

day. The Schooner Foundation?s past funding has been instrumental in helping Possible Health refine their integrated

healthcare delivery approach, evaluate its impact and lay down the strategy and foundation to scale their solutions.

Following the 2015 earthquake that devastated much of Nepal, Possible initiated work in Dolakha to bring its work to the

region. Possible designed and implemented a professionalized community health worker program to make healthcare

more accessible to remote communities. This is also where Possible developed NepalEHR, the first-of-its-kind electronic

health record to improve efficiency in care delivery and establish a culture of data use for decision-making among

healthcare providers and managers. We saw firsthand how CHWs used a smartphone app to gather information on their

mobile phones. Each rural household has been labelled with a small blue house number attached to the

house(untraditional and uncommon for many of these communities) for identification purposes. To date this information

has been housed in a separate database. In the coming months, the app and database will be synched with the

NepalEHR system,a large milestone in the organization.

During the course of the multi year Schooner Foundation grant, Possible began an evaluation of their professionalized

Community Health Worker (CHW) program, in collaboration with the Nepal Ministry of Health. Prior to this professionalized

CHW model, some of the duties of the CHWs were performed by community health volunteers, mostly women who were

nominated by their peers to serve their community. We were able to meet some of these volunteers during our site visit.

By professionalizing the role of CHW, Possible has taken a commendable step in gender equity in Nepal by providing

these women financial stability and empowering them within their community.

Once completed, the study will demonstrate what the impact of a professionalized CHW network supported by strong

facilities has on reproductive, maternal, newborn and child health (RMNCH) outcomes. Data collection for the study is

expected to be completed by July 2019, and Possible hopes that the evidence generated will strengthen the case for a

professionalized and paid CHW cadre to be deployed through the public health sector in Nepal to support the

Government?s mandate of healthcare for all.

INTEGRATED HEALTHCARE DELIVERY APPROACH AND IMPACT

Possible Health?s integrated healthcare delivery approach is a direct response to the gaps they have observed as a public

sector provider. Specifically, Possible has identified the following five components as essential to quality, equitable and

effective healthcare:

I. Home-based care by community health workers for proactive, longitudinal service delivery;

II. Technology and systems-based enhancements at the facility level to alleviate the quality gap in public health

facilities;

III. Systems for data collection, aggregation and utilization to enable providers and program managers to identify and

adapt to shifting needs and service gaps;

IV. Value-based healthcare principles to improve financial risk protection for people accessing care while reducing

overall health system costs; and,

V. Patient-centered healthcare focused on longitudinal care of patients and families.

54

Possible is now preparing to roll out their integrated, primary healthcare delivery model one municipality at a time, in

collaboration with municipal governments. The model includes interventions at both the primary health level and

community levels in each municipality, with NepalEHR facilitating coordination and data exchange between the two levels.

The municipality, consisting of 5,000 to 50,000 people, serves as an ideal unit of scale for their model.

While the results of the formal evaluation of our integrated RMNCH intervention delivered through professionalized CHWs

will become available at the end of the year, Possible Health is already seeing strong results. In a series of studies

between 2012 and 2017, Possible saw an increase in institutional birth rate, a critical process indicator for maternal

mortality, from 30% to 95% within a 14-village region in Achham district, where Possible has been implementing their

integrated delivery model. Furthermore, we observed a 50% decrease in the mortality rate of children under two years of

age, from 36.9 to 32.5 to 18.5 per 1,000 live births over a three-year period.

In parallel, Possible Health has worked with the government to ensure that they are achieving value in healthcare, namely,

quality outcomes at an affordable price point. The annual costs of the integrated intervention include: $1.50 per capita at

CHW level; $5 per capita at the facility level; and $0.50 per capita for digitization. Relative to an overall public health

sector spend of $16 per capita, a country-commitment to expand that to over $100 by 2030, and Possible?s extensive

insurance costing analysis, these costs are affordable to the government at scale.

Bayalpata Hospital (top left) before undergoing renovations (bottom left) under Possible

Health's administration. Through a partnership with the Nepal Ministry of Health and

Population, Possible Health upgraded Bayalpata Hospital, which is powered almost exclusively

by solar energy, to the state-of-the-art building it is today (above).

\BAYALPATA HOSPITAL

Achham District was selected as the site for Possible?s first clinic, the Sanfe Bagar Medical Clinic, and it opened in 2008

with initial programs focused on maternal health, child malnutrition, and HIV, tuberculosis treatment. Soon after the

opening of the Sanfe Bagar Medical Clinic, the community requested that Possible take over administration of the nearby

Bayalpata Hospital. Possible joined a formal contractual partnership with the Nepal Ministry of Health and Population to

jointly renovate and scale up services at the facility over a period of five years.

The Government committed to funding 50% of rebuilding of the Bayalpata Hospital. The hospital is powered almost

exclusively by solar energy, using the grid only when needed. They have battery systems they keep fully charged. They

are producing an excess of power they plan to sell to the government grid their High Speed Internet is via fiber optic cable

and costs less than 1000USD per month. They beam the Internet to their other health sites. We found the internet to be of

higher quality and speed than the service provided at the hotels in Kathmandu. The hospital has a state-of-the-art

laboratory and imaging equipment. Surgeries are conducted daily, most of which are orthopedic - broken legs and arms

55

due to falling off trees. Given that the NepahlEHR is the first point-of-care digital system to be implemented at the public

healthcare facility in Nepal, there is instant digitization of impact data. The hospital is also focused on chronic diseases,

injuries, and behavioral health.

THE BAYALPATA HOSPITAL BIRTHING UNIT AND

GYNECOLOGICAL SERVICES

The Hospital provides comprehensive Obstetrical care

including intrapartum, postpartum, contraception,

abortion-services, as well as antepartum and prenatal

care. For the most part, these services are provided by

the SBA (skilled birth attendant) and the General

Practice MD (mostly stepping in when a Cesarean

Section is needed) at the hospital. Some of the prenatal

and postnatal care is provided by the Community

Healthcare Worker (CHW) in the home and in group

settings. Prenatal Care provided in the group setting is

innovative and data-driven to provide culturally

appropriate care that allows for community building

amongst the participates. Women enjoy the aspects of asking questions and getting input from not just their care providers

but from the other women in their prenatal group. Group prenatal care has shown to improve health outcomes for mothers

and babies in studies and we were surprised and excited to see that Possible Health was integrating group prenatal care

into their model. This is a model that many health systems in the United States are utilizing, including the Denver Health

System, where Jenny Baxter is employed. We were surprised and thrilled to see that Possible was doing this.

Skilled Birth Attendants attend most births in Nepal and have significantly less training than is the standard in places like

the United States. The training is similar to an LPN (licensed practical nurse) with 8 additional weeks of training specific to

birth. To compare, CNMs (certified nurse midwives) in the US are Bachelors-prepared nurses with a minimum of 3 years

of additional training that is typically a Masters degree. With that said, as the SBAs become experienced over time and

receive ongoing training, they are invaluable for providing care and are providing much-needed services to women

throughout Nepal. The maternal and neonatal outcomes are markedly better in the hands of a skilled birth attendant.

?One of the highlights of my trip was the time I got to spend with the SBAs doing a drill-based training session on shoulder

dystocia, which is an obstetric emergency. I was so pleased to see

that the SBAs were engaged and excited to learn and to share their

own accomplishments and struggles. They were bright and willing

to work on practicing the maneuvers; they asked pertinent

questions and seemed to work well as a team. The staff is

accustomed to having an education session every day. This is

unique and is a wonderful culture for learning and dissemination of

information. I applaud this practice and wish, myself, that I had this

opportunity?.

- Jenny Baxter, Nurse / Midwife in Denver, CO

The hospital is a center of excellence and serves as a

demonstration for how things can/should be. The Obstetrics unit

was busy and well-staffed and with some small changes, it could

also serve as a beacon for OB care in Nepal. The WHO advocates

for a woman-centered, dignified approach to creating a birth

culture.

56

WHO GUIDELINES:

From the 2018 WHO Guidelines for Intra-partum care : ?The UN Global Strategy for Women?s, Children?s and Adolescents?

Health seeks to ensure that not only do women survive childbirth complications if they arise, but also that they thrive and

reach their full potential for health and life. In line with this objective, this guideline brings together existing and new

recommendations that address not only the clinical requirements for a safe labor and childbirth but also meet the

psychological and emotional needs of women. It seeks to ensure that women give birth in an environment that in addition

to being safe from a medical perspective also allows them to

have a sense of control through involvement in decision

making and which leaves them with a sense of personal

achievement. Adopting a woman-centered philosophy and a

human-rights based approach opens the door to many of the

care options that women want such as the right to have a

companion of choice with them throughout the labor and birth

as well as the freedom to move around during the early stages

of labor and to choose their position for birth. These

recommendations are all evidence-based, optimize health and

well-being, and have been shown to have a positive impact on

women?s experience of childbirth.?

COMMUNITY HEALTHCARE WORKERS + VISITS

The community health team strives to create a high-quality,

low-cost, decentralized healthcare delivery system that brings

care closer to the patient. Their focus is primarily on reduction

in child mortality, community-based care delivery, counseling

and referrals, and mother mortality. Their continuous

surveillance system and enhanced primary care delivery at

clinics aim to detect and triage patients in need of care,

ensuring no one falls through the cracks.

We participated in a Community Health Workers (CHWs) visit to two homes providing group-based pre- and postnatal

care, as well as home-based integrated management of neonatal and childhood illness (IMNCI). One visit involved an

antenatal visit with a young pregnant mother, in addition to contraceptive counseling for her mother in law.

The second home visit was for a child under the age of two. During the visit the Community Health Worker established

that the child had not gained sufficient weight and counseled the mother on nutrition.

There is a focus on the control of chronic diseases (CD). All CD patients who are treated at the hospital hub receive

follow-up home care visits by a CHW who provides counseling on medication adherence, lifestyle management, and care

coordination. CHWs make regular visits to all homes in their enrolled area, providing home-based counseling, medication

adherence education, birth and emergency planning among mothers, and identifying patients who require follow-up.

It?s important to note that 1 in 25 children does not survive to their fifth birthday in Nepal. The top 3 killers for all deaths are

Ischemic Heart Disease, COPD, & Cerebrovascular disease.

Community Healthcare is focused on continuous surveillance, and the active and passive case detection of acute and

chronic conditions Pregnancy, childhood illnesses, Contraceptive use, NCDs; Counseling and Referrals which entails

CHW home visits and counseling & Referrals to ensure routine antenatal care, under 2-year old children care at local

facilities and NCD care; and Community-based Care Delivery including Healthcare at the community level, and Group

antenatal care for pregnant women (including counseling, ultrasound, lab services)

POTENTIAL FOR SCALE

Nepal has undergone a remarkable transformation over the past decade. Emerging from a civil war in 2006, it transitioned

from a unitary to a decentralized, federal republic, institutionalizing the transition over the last two years by holding

municipal elections for the first time. During this period, it also established a national health insurance scheme and passed

57

58

the national health insurance act, which involves an individual mandate requiring all citizens to enroll. Although they

acknowledge it will be a slow process before all Nepali?s actually enroll. These two developments enable, on the one

hand, local self-governance of the health system and, on the other hand, a national (federal) commitment to financial

protection. This offers a tremendous opportunity for Possible to work with municipalities to adopt our model, assess its

impact at scale, and bring to bear lessons to other countries around the world aiming to meet Astana?s mandate.

Over the next three years, Possible Health will expand their integrated healthcare delivery model, with a specific focus on

maternal and child health, to 10 municipalities or 200,000 population. Their delivery model will be operationalized via a

public-private partnership approach. This includes the deployment of a professionalized Community Healthcare Worker

network to deliver home-based and longitudinal care; implementation of NepalEHR at the primary health center level and

lower-level clinics (health posts) in the municipality to integrate care across health system tiers; and collaboration with the

municipality around governance and financing. Possible?s approach takes advantage of the decentralized governance

structure to advance locally driven, owned and supported integrated care delivery systems. With this project, Possible

seeks to generate the evidence necessary to encourage other municipalities to adopt and finance integrated care delivery

systems. They believe that a network of municipalities implementing integrated care delivery can contribute to the

evidence base and inform the broader national dialogue around health systems strengthening.

Success for this project means that a total of ten municipalities have adopted our integrated care delivery model. They will

assess value by capturing both impact measures and costs: 1) the rate of under-2 child mortality, per 1,000 live births; 2)

percentage of women delivering at a facility (institutional birth rate - the best process indicator for reducing maternal

mortality); and, 3) per capita costs of the home-based, facility-based, and community health worker components.

Ultimately, the goal of expansion of their integrated care delivery system to 10 municipalities proposed here is to test the

viability of the model at scale within the resource constraints posed by the current fiscal space in Nepal. As such, an

important criterion in selecting the municipalities to expand into will be the political will and capacity to cover the operating

costs of the model. At $7 per capita, however, the cost of healthcare delivery should be well within the budgetary capacity

of the municipal, provincial and national governments. With the evidence generated on the cost and impact of the model

as well as lessons learned with respect to operationalization, Possible?s endeavor will be to work with the government of

Nepal to codify integrated care delivery and support its adoption across Nepal.

OBSERVATIONS

Possible Health has a clear vision and mission that drives their programming, and their work is deeply supported and

rooted in the community it serves. With its comprehensive multi-year strategic plan that supports and operationalizes the

mission, the Possible model is both scalable and replicable, with the goal of being sustainable. The organization has a

strong history with key milestones in its development. It also has strong and

strategic global partnerships, ensuring that it stays abreast of the latest

thinking in the field.

The ratio of doctors to patients in Nepal is 1:10,000 and Clinical Health

Worker to patient is 1:778. Possible Health has diversified leadership with

decision making authority. 50% of their leadership are women, and most of

the leadership is from Nepal. The Physicians, staff, and leadership are all

highly educated, committed and skilled. Dr. Santoush Kuman Dhungana

(Provincial Director) is excellent. He will be moving the U.S, but a search has

already begun in Nepal for his replacement. Dr. Santoush will continue to

remain involved with Dr. Duncan Maru. We also met with SP Kalopunee, the

executive director who is very capable and worked in Government Relations

for many years. Ghaurav Tiwari, director of operations is also noteworthy.

Dr.Mandeep Pathak, the Orthopedic surgeon is highly skilled and relocated

with his wife to Achham. Dr. Bikash Gauchan is a Heal Fellow placed at the

hospital. I will have the opportunity to learn more about his work with

Possible when I meet with him at his U.S HEAL graduation in June. Link to

the Staff Bios

Possible Health grows and retains leaders, and demonstrates upward

mobility of its staff. The organization has a commitment to professional

development and capability building, including sending fellows to

opportunities including Global Health courses at Harvard, etc. They have a

Board and Advisory Council both in Nepal and the U.S. Particularly

noteworthy is that Possible Health implemented a Gender Equity and Social

Inclusion Committee (GESI) and hired a dedicated staff person, Subeksha

Poudel (Senior Manager of Communications and Gender Equity and Social

Inclusion). The committee and staff are working on many issues related to

Gender Equity and Social Inclusion, including the elimination of the practice

of Chhaupadi, where girls and women are banished to huts during

menstruation and are at risk of being bitten by snakes, raped, or death as a

result of smoke inhalation by burning cookstoves.

Possible demonstrates excellent reporting and impact data, a defined growth

and sustainability plan, and excellent Indicators of success and Impact. They

are strongly aligned with the Schooner Mission in Global Health. They are a

trustworthy and transparent Partner.

The Electronic Record System is unprecedented. It has customized templates, tracks wait times, number of visits,

treatments, lab results, hospital beds, patient flow and is linked to the billing systems. Even the pharmacy is kept up to

date so the doctor or nurse cannot prescribe a drug that is unavailable onsite. One of the practices we were particularly

impressed by was the Continued Medical Education Modules (CMEs) which took place every day for the staff. In addition

Possible uses Objectives Key Results OKRs and 360 reviews.

The Community Health Worker Model is moving from pilot to scale. As it scales up in other municipalities, the government

is covering some of the costs.

In the next five years Possible hopes that the national health insurance will cover 65% of their operations. There will be

municipality and ward financing, vertical programs and supply chains, government HR, and basic healthcare.

In 2019 Possible adopted a new structure. This evolution to on the ground leadership has led to more accountability and

stronger participation. The new federal structure of the country allows Possible to negotiate at various levels of

government.

59

Possible Health could benefit from focusing on strengthening the following areas:

OBGYN / Birthing Unit and Staff Training

Development / Strategic Partnerships

Board Development

SCHOONER FOUNDATION FUNDING RECOMMENDATION: $200,000 per year for 3 years for Maternal Health and

Obstetrics (Proposal to be co created with Possible Health)

BAYALPATA HOSPITAL

1. Improving the Delivery Room: As it stands, the delivery room has 2 beds that are very close together and provide

for no privacy especially in emergencies like postpartum hemorrhage. A delivery room should only have 1 bed and

should accommodate the possibility of the woman being in the position she chooses to have her baby. Possible is

currently expanding the Delivery Unit. We recommend part of the grant is used to more optimally outfit the unit.

2. Pain Management: While it may be ?cultural? to expect women to suffer through childbirth, the WHO advocates for

options being available and we feel that Bayalpata has the capability. The most likely options for pain relief on the

labor unit would be Nitrous Oxide or IV pain relief. Clearly, an epidural, would the ultimate pain relief option; In the

absence of an anesthesiologist, it seems like it wouldn?t be possible. We would like to explore the potential for

pain management for women at Bayalpata Hospital.

3. Separating the Abortion Facility from the Birthing Unit: The Abortion facility is currently next to the birthing unit and

could be moved. Perhaps that could be turned into a 2nd delivery room and the abortion room could be in the new

antenatal center. We recommend allocating some of the grant to reorganizing the unit and separating the abortion

facility from the birthing unit.

TRAINING FOR DOCTORS, NURSES, AND COMMUNITY HEALTH WORKERS

1. Training and Support programs for Obstetrics: To be discussed with Possible Health.

2. Gender Equity and Social Inclusion (GESI): We recommend some funding be allocated to the ongoing work of the

GESI Committee and very impressive and dedicated staff person Soubeksha Poudel. Areas they are addressing

include better working conditions for women, eradicating cultural practices like Chaupadi which risk the lives of

girls and women and providing the gender lens across Possible Health?s work.

60

ONE HEART WORLDWIDE | oneheartworld-wide.org

Schooner Grants to date: 2018 Cynthia Discretionary Grant - $25,000

Funding Recommendation: 2-year grant, amount contingent on Letter of Intent

We visited Baireni birthing center situated in Galchhi rural municipality, Dhading district. It took close to three hours by

paved road to get there. The total population of this rural municipality is 14,827 and the total expected live births is 342.

4th ANC as per protocol (4th, 6th, 8th & 9th month of pregnancy visit) is 183 and institutional delivery (FY 2018/19) is

149.This center acts as an emergency referral center to cases referred from other health centers including those from the

district hospital because of its proximity to Kathmandu. The district hospital referred 37 maternal cases in the last fiscal

year. OHW has supported the renovation of the birthing center, provided equipment support and training to health workers.

The Health Center also provides FCHV and RUSG services.

One Heart Worldwide has noteworthy impact with a relatively small budget, and have created a model that is easily

duplicated. Between 1999 and 2009, One H.E.A.R.T. piloted a unique community-based healthcare delivery model in

Tibet. Over these ten years, One H.E.A.R.T. successfully developed what is today called the Network of Safety model, a

culturally sensitive maternal and newborn program from the village level through the secondary and tertiary healthcare

facilities. One H.E.A.R.T. was able to decrease unattended home births from 85% to 20%, mostly by ensuring the

presence of a Skilled Birth Attendant at delivery. In 2008, in the two counties where One H.E.A.R.T was working, the

Lhasa Prefecture Health Bureau reported no maternal deaths and newborn death rates dropped from 10% to 3%. In 2009,

One H.E.A.R.T. stepped out of Tibet and turned over their program to the local Tibetan team, who registered themselves

as a non-governmental organization. To this day, their Tibetan team successfully continues their work with local resources.

The long-term sustainability and demonstrated success of the Network of Safety model led Arlene to expand the

operations to other sites in need.

In 2010, One H.E.A.R.T. expanded to a global scale as One Heart World-Wide (OHW), a 501(c)3 organization providing

on-the-ground training in maternal and neonatal health, and moved its operations to Nepal. In collaboration with a team of

international experts in maternal and neonatal health, Arlene refined the unique One H.E.A.R.T. program into a simple,

effective, replicable and sustainable model, the Network of Safety. By the end of 2017 the maternal and neonatal mortality

were significantly reduced in Baglung and Dolpa, their two pilot districts in Nepal. In 2017, Dolpa reported zero maternal

deaths, and Baglung reported a reduction of over 90% in maternal and neonatal mortality since the program began in

2010. OHW is implementing its program in thirteen program sites in Nepal, and planning to continue adding another two to

four districts each year. Today, OHW has served a population of over 2.6 million people and 70,000 pregnancies. In

addition, over the last 5 years, OHW has successfully shared the Network of Safety with several other organizations

around the world. They have provided technical assistance to programs in China, Ecuador, Liberia, Mexico and Peru.

61

62

There are currently 35 under-served districts in Nepal that need help in the area of maternal and neonatal health. This

represents a combined population of 7.5 million people, and 200,000 pregnancies per year (Census Report 2011). Each

year in Nepal, there are an average of 630,000 deliveries, many of which take place at home without a skilled provider

present. Each year in Nepal, 1,500 women die in childbirth and more than 13,000 babies die within their first month of life.

One Heart World-Wide is one of the few international organizations partnering with the Nepali government and local

NGOs to cover these areas of desperate need.

The challenge to ensure every woman has access to a safe delivery remains. The "Network of Safety" model of OHW is

uniquely positioned to overcome this gap. With this model, OHW address the barriers that limit access to quality maternal

and neonatal healthcare services at all levels of the existing local healthcare infrastructure. Their community-based

programs builds a network of properly equipped and staffed health facilities and train local healthcare providers to ensure

quality maternal and newborn health care. The model is based on the integration of local resources and a respect for

cultural norms and practices. One Heart World-Wide does not establish a parallel healthcare system but strives to

strengthen existing governmental and local capacity. The Network of Safety aligns itself with local governmental priorities

and policies, and is endorsed at the national, regional and local level.

Founder Arlene Samen has been empowering mothers and children to lead healthy lives for over 35 years. After many

years as a nurse practitioner specializing in maternal and fetal care, Arlene left her clinical practice at the University of

Utah in 2004 to dedicate her life to serving vulnerable pregnant women in the most remote regions of the world. She

founded One H.E.A.R.T, a maternal health project in Tibet, and worked with local governments to bring safe motherhood

to poor, uneducated women in remote, mountainous regions where one in ten newborns were dying of preventable

causes. In 2009, Arlene founded One Heart World-Wide and extended the model to remote villages in Nepal and the

Copper Canyon of Mexico.

FINANCIAL HEALTH & SUSTAINABILITY

In 2017, OHW had a total revenue of $2,604,000 with total expenses were $2,411,000

Out of these expenses, $2,051,000 were program services (85%). General and administrative expenses totaled 12.2% of

the total expenses, and fundraising 2.8%.

OHW INDICATORS OF SUCCESS & IMPACT

8, 291 community stakeholders trained

1,032 medical providers receiving CME

13,251 Community outreach providers trained

345 new birthing center upgrades

276 skilled birth attendants trained

147,642 pregnancies reached

Today, OHW has served a population of over 2.6 million people and 70,000 pregnancies.

In addition, over the last 5 years, OHW has successfully shared the Network of Safety with several other organizations

around the world. They have provided technical assistance to programs in China, Ecuador, Liberia, Mexico and Peru. One

Heart World-Wide works closely with the government of Nepal, partnering with the Family and Child Health Division of the

Ministry of Health.

OBSERVATIONS

As a Certified Nurse Midwife with 18 years of experience, Jenny offered invaluable maternal health lens during the site

visits. She is a fully licensed as a Clinical Nurse and Midwife in the United States. She takes care of women by providing

prenatal care, contraception (including IUDs and Nexplanon insertion), delivering babies, first assisting for Cesarean

Section, postpartum care, repairing perineal wounds in the immediate postpartum period, cervical cancer screening or

GYN visits. Jenny recently completed her master trainer certifications for HBB (Helping Babies Breathe), and HMS

(Helping Mothers Survive) which includes both the BAB (Bleeding After Birth) and the Pre-Eclampsia and Eclampsia

modules. Low Dose High Frequency (LDHF) training methodologies, like HMS and HBB, have been proven to provide the

greatest impact for birth attendants to learn life-saving skills.

It was clear that OHW is doing great work in terms of upgrading the standard of birthing centers throughout Nepal. They

work in close collaboration with government, and the government officials we met with were very proud of his partnership

with OHW. We were particularly impressed by the equipment including the portable ultrasound machine. OHW expressed

the need for additional training where Jenny Baxter can be very helpful. OHW hopes to train all of their staff in specific

techniques that Jenny is a certified master trainer of, and this could be a potential funding/project area for the Schooner

Foundation.

Jenny Baxter?s Insights:

As a visiting healthcare provider, I was impressed by the Baireni Birth Center and the professionalism was evident; the

staff was very proud of the safe environment they have created and the measures they take to keep the birth center

running smoothly. I would highlight the following:

- They were able to share quality measures and to show documentation of the improvements they have had on

safety and cleanliness. They utilized checklists which is a valuable tool in the healthcare setting and many

forward-thinking hospitals in the US know that this increases safety.

- The patient-care areas were clean and included details that made the environment inviting.

- There was emergency equipment and sterilization tools and supplies and the staff was able to identify the location

of the supplies.

- Despite the remote location, they provided both abortion and contraceptive services on-site and had protocols in

place for the safe use of medications.

- They utilized algorithms and checklists for emergency care and clinical guidelines for transport.

- An ambulance was available for transport.

- The Nepalese government is in the process of building a temporary housing structure to allow families that live

remotely to stay close by which thereby increases the chances of a facility-based birth.

- They had an U/S machine and an SBA that was trained to use it.

- The SBAs were engaged and eager to learn and had many clinical questions about how we do things in US; it

was evident that they were proud of their work and eager to advance their skills.

- The birth center was a resourceful place for the whole community to gather; more than anything, this is a key to

women seeking and receiving care for them and their families.

As is the case all over Nepal, the SBAs are highly dedicated professionals. The training they receive, while minimally

adequate, is not enough to handle more challenging clinical scenarios. They are also functioning in extremely remote

locations with only very basic equipment and little to no support staff. I was able to see that the SBAs wanted more

training in hemorrhage management and hypertensive emergencies because when given the opportunity- this was where

the queries centered when given the chance to ask me questions. How very insightful that those are two of the largest

contributors to increases in the Maternal Mortality Rate.

63

SCHOONER FOUNDATION FUNDING RECOMMENDATION:

2-Year Grant, amount contingent on Letter of Intent

This 2-year grant would upgrade the training of over 30 staff and Master Trainers, impacting hundreds of community

health workers by certifying them in HBB (Helping Babies Breathe), and HMS (Helping Mothers Survive). This would then

be potentially adopted by the government.

The plan would be to train master trainers who will then provide refresher skills labs for OHW's SBAs. It is a very

important component as OHW move forward in Nepal to have all of their SBAs attend a refresher course in life saving

skills post training. They are the foundation in Nepal in delivering mothers in remote areas, we owe it to them to make sure

they feel confident after their short training. We have a lot of passion for this program and do feel they will have buy in

from the local communities and perhaps cost sharing if possible. One Heart Worldwide is currently working on a Letter of

Intent for the Schooner Foundation to consider (mid - late June). Laerdal would also be a potential funding partner.

Schooner Foundation will also propose a partnership between Possible Health and OHW.

64

BUTTERFLY HOME | butterflyhomenepal.org

2012 CNN Hero of the Year, Pushpa Basnet, Founder

SF Funding Recommendation: $10,000 per year for three (3) years

Butterfly Home, also known as the Early Childhood

Development Center (ECDC), is a

non-governmental organization that works for the

children whose parents are in prison. The

organization believes that all children should have

access to a nurturing home, an education, medical

care and vaccines, balanced nutrition and clothing.

Their mission is to give mothers a better alternative,

and to give children a home, a life and future. The

organization believes that no child should grow up

behind prison walls.

In Nepal, incarcerated women - most of whom are in

prison for killing their abusive husbands in

self-defense - must choose between bringing their

children to live with them in prison or sending them

to the street. Butterfly Home is a safe haven,

learning center and surrogate family founded to

support the education and growth of these children

both in and out of prison. Here, children lead normal

lives, attend local schools, enjoy warm clothing,

healthy meals and appropriate health care. Nepal is

one of the poorest countries in the world, according

to UNICEF. Thus, it lacks the social safety net that

exists in most nations. Space is extremely limited in

the few children?s homes affiliated with the

government. So when no local guardian is available,

an arrested parent often must choose between

bringing their children to jail with them or letting

them live on the streets. The organization provides

children with a place to live, access to schooling,

food, medical care, and a sense of belonging.

65

Children also have the chance to learn from local entrepreneurs and volunteers. Additionally, the President and Founder

of the organization, Pushpa Basnet, teaches imprisoned and released women how to make handcrafts and Waldorf dolls.

The sale of these handmade goods support Butterfly Home and helps Nepali women learn valuable income-generating

skills.

The Butterfly Home also provides pregnant

women in prison with a baby box which

provides a safe and clean bed for the baby,

clothes, blankets, nutritional guidance, etc.

Learning Boxes, filled with books, toys and

learning materials are also distributed to the

prisons to provide stimulation for the young

children. Pushpa is currently working on

Vocational Training for Women in Prison for

income generation for these women when

they are released and reunited with their

child.

LEADERSHIP & GOVERNANCE:

Pushpa Basnet, President/Founder

Pushpa visited a women?s prison in Kathmandu at age 21 and came face to

face with children living alongside their incarcerated mothers. She soon

started the ECDC, the first step in a lifelong mission to rescue Nepal?s

imprisoned children. Since then, she has founded Butterfly Home and has

rescued and cared for over 500 children. The Butterfly Home was set to

become a permanent home for the ECDC in the Fall of 2015, but a

massive earthquake hit Nepal, destroying 60% of the structure. Thanks to

the generous funding from BILD hilft e.V. ?Ein Herz für Kinder,? a German

organization, Butterfly Home moved to a new building that is solar

powered, wheelchair accessible and equipped with a medical room, library

and kitchen.

Board Members: US and in Nepal

Butterfly House uses a fiscal sponsor: Utopia Foundation

Members of Butterfly Home include young Nepalese leaders in the non-profit, business, education and healthcare sectors.

Additionally, ECDC has earned the trust of government officials, prison administrators, and incarcerated mothers, and

works with them to relocate children from prisons to a loving community at The Butterfly House in Kathmandu.

SCHOONER FOUNDATION FUNDING RECOMMENDATION: $10,000 per year for 3 years

66

LITTLE SISTERS FUND | littlesistersfund.org

The mission and vision of Little Sisters Fund is focused on addressing education, poverty, human trafficking and female

empowerment. Little Sisters Fund is a 501(c)(3) non-profit organization that helps Nepalese girls to become empowered

leaders through education, mentoring and community support. Their model is focused on scholarships (individual

sponsorships, school scholarships, locally supported scholarships). Long-term scholarships protect economically

disadvantaged girls from child trafficking, child marriage and child labor.

Prior to her role with the Fund, co-founder Usha Acharya led Nepalese in-country efforts as a Senior Program Officer for

Save the Children (UK) on topics including education, marginalized children, discrimination against women, and HIV/AIDS

awareness. She also served as Program Officer for The Asia Foundation in Nepal, focusing on Nepalese societal

well-being. Usha earned a Masters of Arts in Economics from Delhi University in Delhi, India, and a Masters of Philosophy

from Jawaharlal Nehru University in Delhi, India. Usha has published two books, Primary Education in Nepal: Policy,

Problems and Prospects (2002) and Girls Trafficking and Child Labor in Nepal (2011).

?We believe in the 25/27 Rule. We do not date until the age of 25, and no babies until we are 27! We focus on our

studies?- Little Sister

About 25% of the population in Nepal lives on less than $1.25 per day. Furthermore, 10,000-15,000 girls are trafficked

each year in Nepal, meaning that 30% of girls are engaged in child labor. Little Sisters Fund serves in 20 districts of Nepal

to provide education and opportunity to girls. Consequently, scholarship programs ensure girls?safety by through access

to education, but access alone is rarely enough to break the cycle of intergenerational poverty. Comprehensive supporting

programs create an environment that nourishes empowerment, independence and leadership.

Little Sisters Fund strives for a holistic support in the following areas:

- Primary Education Training

- Mobile Libraries (provides girls in remote areas access to books)

- School Coordinators (young female leaders who have graduated from programs serve as role models)

- Counseling and Awareness Raising (educates parents, teachers, community about education and rights)

- Little Daughters Saving Fund (microfinance program)

- Preventative Healthcare

Since its establishment, 2113 little sisters have obtained an education. These little sisters pass the School Leaving

Certificate at a rate of 98% (nationally, the pass rate is consistently around 45%). 98% of Little Sisters continue in the

program and with their studies every year. In comparison, only 56% of poor rural girls complete primary school. In 2009,

Little Sisters Fund was awarded the Unsung Heroes of Compassion Award from the Dalai Lama.

Little Sisters Fund partners with more than 70 schools in 19 districts in Nepal. Additional partners include the Nepal

Women Community Service Center and WED Investing in Women Leading Change. Their Annual Budget is approximately

$650,000 per year raised predominantly in the United States.

SCHOONER FOUNDATION FUNDING RECOMMENDATION: One-time $5,000 grant

67

MGH Rural Health Leadership Fellowship Program | Rosebud Indian Reservation

Hosted by Program Director Dr. Matthew Tobey, M.D. , M.P.H & Nicole Collins, M.P.H

June 24th - 26th, 2019

On June 24 - 26, I conducted a site visit to the MGH Rural Health Fellowship Program on the Rosebud Reservation to

observe local conditions at the program, consult with various stakeholders, evaluate our grant, and make

recommendations for future funding. The MGH initiative in Rosebud is critical, impressive and humbling given the extreme

poverty and health challenges on the reservation.

I had the opportunity to do a tour of the reservation with Damon Leader Charge, visit the hospital with Dr. Tobey, meet the

leadership, participate in a teaching session at the Tribal Jail and attend a meeting at the Substance Abuse Rehabilitation

Center. I stayed with the team at the doctors?housing overnight and learned a great deal about the challenges, progress

and opportunities. Thank you for this extraordinary opportunity - the site visit allowed me to better understand the context,

community, landscape, history, wildlife and how SF can continue to be most effective.

Site Visit Activities:

1. Tour of the Rosebud Indian Reservation led by Damon Leader Charge

2. Health Programs Appreciation Lunch with Rosebud Health Administration

3. Meeting with Wizipan Little Elk at Rosebud Economic Development Corporation (REDCO)

4. Visit to Rosebud Sioux Tribe Adult Correctional Facility during student outreach session followed by Dinner with

MGH team, students and Janet Routzen, J.D.

5. Meetings and tour of the Indian Health Service - The Hospital

6. Visit to the Rosebud Sioux Tribe Drug and Alcohol Treatment Program

7. Visit, Tour and Overnight at the Conata Ranch

8. Pine Ridge Relief Meeting- Ernest Pourier, Peri, Ernest, Pine Ridge Reservation

Context

A perfect storm of state and federal policy failures, underfunding, geographic remoteness and extreme poverty on the

Rosebud and Pine Ridge Indian Reservations create unique health care challenges the Indian Health Services has tried in

vain to overcome. The population lacks consistent preventative care, live in areas considered food deserts and experience

diabetes at the highest rates in the state. Median life expectancy among Native American people in South Dakota is

devastatingly low, the second lowest in the Western Hemisphere (second only to Haiti).

Housing on the reservations is limited. Safety is a concern, and schools there are some of the worst-performing in South

Dakota. Obesity and alcohol and drug addiction rates are high. Many of the leading causes of death are fueled by alcohol

use and many of the leading cancers are related to alcohol use (pancreatic, stomach, and liver).

These health problems are exacerbated by the geographic isolation of the hospital. The facilities are in extremely remote,

impoverished areas, making it difficult for the agency to recruit doctors to send there. For example, the nearest Walmart is

130 miles away. And while doctors may be interested in IHS jobs, their families aren't. Doctor turnover is high, which

makes it hard for patients to see the same doctors consistently. There is one primary care provider for every 9,960 people

in Todd County, a county on the Rosebud Indian Reservation with a total population of just over 10,000. That?s a

doctor-patient ratio eight times that of the state average in what is one of the poorest counties in the nation. Dozens of

patients have died needlessly due to errors made in IHS hospitals in South Dakota alone. Thousands more in the state?s

rural Indian reservations face limited access to primary care providers, long wait times for basic medical treatments and

outstanding medical debt for necessary care sought outside the federally-funded facilities.

68

MGH Relationship with the Rosebud Sioux Tribe and community

Massachusetts General Hospital has built a strong foundation for a successful, long-term partnership to advance the

health of a tribal community. Since the launch of their Rural Health Leadership Program four years ago, MGH has

cultivated meaningful relationships with tribal leaders, community health programs, and federal funders such as the Indian

Health Service (IHS) and the Centers for Medicare and Medicaid. Their efforts have led to significant improvements in the

delivery of health care and community health programs to the Rosebud Sioux Tribe in South Dakota, and their network is

only growing as academic medical centers and local healthcare delivery systems express interest to collaborate.

Meetings:

Tour of the Rosebud Indian Reservation led by Damon Leader Charge

Damon gave an excellent account of the history during the 3 hour tour of Rosebud Reservation. It gave me a good sense

of the history, poverty, population, unemployment, housing including boarded up houses that had tested positive for meth

and the occupants evicted, health challenges, distance, state of schools, college and hospital.

Meeting with Wizipan at Rosebud Economic Development Corporation (REDCO)

REDCO is designed as the economic arm of the Tribe to generate revenue and create economic opportunity for the

Sicangu Lakota Oyate and surrounding communities. Focused on sustainability, REDCO prides itself on ?thinking of the

7th Generation? and creating a self-sufficient environment in order to move away from dependence and uphold the Tribe?s

sovereignty in local markets, government contracting, real estate and construction groups.

I met with Wizipan Little Elk, Executive Director of REDCO. He is an impressive leader and gives me hope for the

reservation. His business thinking and strategic planning make sense, but capacity appears to be a major challenge.

REDCO has 16 subsidiaries all in varying stages of development, of which construction is the fastest growing. In 2013,

REDCO saw $4.5M gross revenue, losing $1.4M per year; in 2018, $16M Gross and in the black. It seems that they are

out of crisis mode. Wizipan also has directors for each subsidiary, but capacity building funding is still lacking.

Statistic: Out of 100 High School Graduates, only 6 graduate College.

*Wizipan would like some advice on PRI?s.

Visit to Rosebud Sioux Tribe Adult Correctional Facility during student outreach session

I accompanied Nicole Collins, Program Coordinator, to a teaching session on ?Healthy Relationships: Caring People and

Caring Relationships, Equality Wheel, Anger as a Secondary Feeling, Dealing with Anger, Power & Control Wheel,

Feelings List, Four Safe Skills, Friends Wheel, and Creating a Relationship Bill of Rights?. The session was attended by

15 incarcerated males. They were all actively engaged in the session, open to sharing, connecting, and demonstrated

humor. No guards were present. They clearly have a good relationship with Nicole and the social worker who facilitated

the session. Most of them are in jail for fights, drug use, domestic disputes, and similar offenses.

Dinner with MGH team, students and Janet Routzen, J.D.

The MGH doctors?housing is welcoming, organized and has a community feel. Up to 8 people can sleep there at any

given time in dorm style housing. All participated in colling dinner and Janet, a native American Elder shared stories of the

history and her personal challenges. Her daughter is in prison for drugs, she is taking care of her 3 grandchildren, working

and has health challenges of her own.

Meetings and tour of the Indian Health Service - The Hospital

Clinical report: In 2018, our Mass General clinical team performed 4,000 patient visits at the Rosebud Indian Health

Service. With the patients?health and economic challenges, the visits often demand a skilled, energetic provider. The

Mass General visits represent nearly 25% of all outpatient visits seen at the Rosebud Indian Health Service. Our team

also covers the inpatient unit for 10-15% of the year. Underscoring the health challenges and excessive mortality rates

faced by the tribe, 30% of our patients suffered from diabetes, 72% suffered obesity, and an overwhelming number ? 1 in

50 ? died.

69

The Suboxone program cares for 10-12 patients, helps these patients maintain sobriety from opioids and, by doing so,

helps keep the opioid epidemic from striking the reservation. They are treating patients for hepatitis C virus with new

antiviral therapies, the first such program in the Indian Health Service in South Dakota. Six patients are currently under

treatment for hepatitis C with more planned in the coming months. Their jail-based program continues to function well.

Each week, the team clinician has 15-20 patient visits at the tribal jail for acute and chronic medical needs. This jail clinic

is perhaps the most active such program in the nation, and they are working with the jail leadership to expand further.

Every two years, the Rosebud Indian Health Service, like all rural hospitals, faces an accreditation survey from the Center

for Medicare and Medicaid Services. MGH is working aggressively with the hospital to ensure they meet their accreditation

standards. They are working on tele-health with MAVEN (company). They are optimistic that this will have a significant

impact on their ability to care for patients.

Current fellows, Dr. Stephanie Sun and Dr. Hannah Wenger, are thriving despite the health system challenges in

Rosebud. Dr. Sun plans to become a leading educator and innovator with handheld ultrasound technology in rural areas.

Dr. Wenger has taken on leadership positions at Rosebud, including spearheading our hepatitis C virus treatment

program. Both are demonstrating great promise as future health leaders.

The senior leadership team includes Mass General Physician-in-Chief Katrina Armstrong, MD, and former Assistant

Secretary of Health Nicole Lurie, who remain engaged in the program and our fellows?development. Program founder and

director Matthew Tobey, MD continues at the helm for the program?s daily management. Affiliated faculty include Dr. Omar

Amir and Dr. Krupa Parikh.

Visit to the Rosebud Sioux Tribe Drug and Alcohol Treatment Program

This is one of the most successful treatment programs on the reservations. About 12 participants attended at varying

stages of recovery. It?s a good program offering psycho social support.

Pine Ridge- Ernest Pourier, Peri, Ernest - Pine Ridge Relief

I drove to Pine Ridge reservation this morning to meet with Peri and Ernest. They were held up and I had to make it to the

airport so we couldn?t meet in person, but plan to talk by phone. I did meet with Kevin Pourier there.

Conata Ranch: Your ranch is Magnificent! Doug and Dusty were so welcoming and generous with their time. The cabins

are so innovative and beautiful. The views were breathtaking and I saw my first Buffalo (photos attached)!

Funding Priorities: The health and health care needs of these communities require an interdisciplinary workforce that is

embedded and engaged in the communities they serve and supported by a consortium of committed academic medical

centers and local health care delivery systems. MGH has made substantial progress in four key aspects of this vision that

must be extended for this collaborative effort to achieve its full potential.

1. Rural Health Fellows The fellows are critical for the efforts to provide direct care and conduct quality improvement

and community health projects. To succeed in achieving their vision, they must expand internal medicine fellowship

training to provide staffing for inpatient and ambulatory services, create new fellowships in emergency medicine, pediatrics

and obstetrics and gynecology, and extend highly successful MGH leadership and professional development fellowship

opportunities to the clinical workforce in the Great Plains.

2. Interprofessional Education The challenged rural health system in South Dakota will benefit from enhanced

interprofessional health training. Their program is the region?s largest reservation-based clinical training program. Trainees

join from medical school, residency, dental, physician assistant and nursing training programs. They intend to strengthen

their interprofessional curriculum until Rosebud?s training into a leading model and expand to social work, physical

therapy, occupational therapy, pharmacy and community health work.

70

3. Teaching Faculty The development of a long-term clinician workforce will be greatly supported by onsite clinical

rotations. The enhancement of local clinician training is endorsed by tribal and IHS leadership. They will build upon the

highly successful engagement of internal medicine faculty at MGH to recruit teaching faculty in nursing, social work,

emergency medicine, obstetrics and gynecology and other fields as needed to develop a vibrant and highly sought-after

educational opportunity for trainees in health professions.

4. Academic Consortium The impact of this endeavor will come, in part, from leveraging the consortium of academic

medical centers interested in partnering with these most vulnerable communities. This consortium provides expertise and

experience in training, community building and innovative care approaches, as well as direct engagement of their faculty

and trainees.

Summary of funding needs:

Short term needs: For this next phase of the program to succeed, support for leadership positions, faculty, fellows, and

training programs is required . With a scope to support Pine Ridge and Rosebud, MGH anticipates this requiring an annual

budget of over 2 million dollars, of which half will come from payment for health care services, a quarter will be supported

by the MGH, and a quarter will require philanthropic support.

*Funding update from Dr. Tobey: In the past two weeks: the tribe?s $4 million suicide prevention program that we are

directing, Katrina?s Great Plains NIH palliative care research project, and the residency planning process have all received

the green light from their respective federal agencies.

Long term needs: MGH is now ready to expand their successful programs and deepen their commitment to providing

much-needed clinical care, education and advocacy. They anticipate the funding needs for the effective and sustainable

management of this coordinated education and clinical care program will require a $10 million endowment. Under the

leadership of Katrina Armstrong, M.D., Chief of Medicine, and Matt Tobey, M.D., they are confident an endowed program

will provide stability and ensure the long-term impact on the health of the tribal communities in the Great Plains. Given

their long-term commitment to these communities, they are now seeking to endow this transformative program.

Recommendation:

Short term: A grant to their current programs 250K per year / 3 years

71

HEAL Initiative | Mid-Fellowship Retreat and Graduation

Dine College in Tsaile, Arizona, Navajo Nation | June 27th - June 29th, 2019

On June 27 - 29, 2019, Julia Pettengill travelled to the Navajo Nation in order to participate in the HEAL Mid Fellowship

Retreat and Graduation. HEAL hosted the retreat and graduation on the Dine College Campus, Tsaile Arizona, Navajo

where all workshops took place and housing was in student dorms. Attendees included the HEAL founders Phuoc Le and

Sri Shamasunder, steering committee members, HEAL Mentors, Staff, 29 Fellows of the 2017 -2019 Cohort working in

Global Health and Equity in the Navajo Nation, Mexico, Liberia, Mali, Malawi, Haiti, India and Nepal graduated. Also

present were 17 fellows of the 2018 -2020 Cohort for their Mid Fellowship retreat (profiles attached). It was a truly unique

opportunity to meet the leadership, staff and fellows (nurses, doctors, social workers), and learn about all of the HEAL

programming and the work the HEAL Fellows are doing in the field of Global Health and Equity in their sites around the

world.

Sessions attended:

6/27

1. Fellow Spotlight: Jennifer Gorman & Jessica Top. Pediatric Department & Wellness Center Partnerships, Navajo

Nation

2. Social Medicine Rounding: How to Approach Cases from a Social Medicine Lens

3. Health and Environment: Upstream Public Health Issues Such as Climate Change., Air and Water Quality,

Pollution, and Biodiversity Loss: Coming together for Transformative Action

4. Adapting Local Contexts for Success

5. Practical Facilitation Tools for Inclusion and Equity

6. HEAL Site Work Poster Presentations

7. Hike with Fellows in Canyon de Chelly

6/28

1. Fellow Spotlight: Fellows Site Exchange SEWA, India / Possible Health, Nepal

2. Building Movement within HEAL

3. Fellows Site Presentations

4. Graduation

5. Meeting with HEAL Founders: Phuoc Le and Sri Shamasunder

6. Dinner and Discussion

6/29

1. Day trip/ Airport Drive and Possible Health Grant work with Dr Bakash from Possible Health

Observations:

1. Excellent, Diverse Leadership, Staff and Fellows: I was very impressed by the values of HEAL deeply ingrained in

the DNA of the founders, steering committee members, staff, mentors and fellows. They are highly competent,

diverse, supportive of each other and committed to the movement of Global Health and Equity. They demonstrate

humility, solidarity, health equity, immersion, responding to structural violence, transforming through community,

and relentless incrementalism.

1. High Quality Fellowship and Programming: The fellows, fellowship curriculum, structure and programming is

exemplary. This is a transformative experience for fellows and cultivates long term relationships, collaborations

and peer support (bios attached). Interestingly, Dr. Phuoc Le had initially thought of starting a global health

residency but opted for the Fellowship program instead because it was more cost effective, could include nurses,

doctors, social workers, and could be funded in large part by clinical contracts.

72

1. Examples of work by Fellows include:

SEWA/ Rural India: Ensure complete immunization and rigorous follow-up of the high risk, new-borns. Managing

sick new-borns, post-natal care, follow-up, referral services and immunization services.

Possible Health: Focus on building Quality Improvement capacity and empowering staff physicians and nurses to

lead projects. Addressing gender based violence by facilitating various GBV modules to staff and creating on-site

training at Bayalpata Hospital. Quality Improvement projects include post abortion contraception, Newbordn QI

initiative and screening for gestational diabetes. Additionally, the Possible Fellows are addressing Continuing

Medical Education (CME) and Neonatal Resuscitation Training/ helping babies Breath.

Fort Heal Tribe/ Navajo Nation: Focus on improved communication, Opioid Treatment Clinic, Nutrition, Pediatric

Clinic, Traditional Medicine, Public Health Nursing

Tribal Health Initiative/ Sittilingi Valley of Tamil Nadu: 1200 Admissions per year, 24 Beds. Out-patient sees 250

patients /day. Focus on Basic Health Care & Training, Implementation of Social Medicine Rounds, Antenatal

programs and a Type 1 Diabetes program.

Infectious Disease Clinic (HIV) at Northern Navajo Medical Center: HIV Treatment, education and counselling.

Challenges include: Substance abuse, mental health and depression among patients.

Partner Site Visits: It was fascinating to see the cross collaboration across sites. HEAL Fellows visit their partner sites to

learn as well as participate in knowledge and practice sharing. For example: The HEAL Fellows from India who visited

Possible Health in Nepal shared lessons learned from the site visit. They shared that they learned best practices from

Possible Health in understanding effective mental health programming, electronic health record systems, working with

governments and the public health systems and Possible?s work culture and team building efforts.

HEAL Executive Summary

The HEAL Initiative was founded in 2014 to train and transform front line health professionals through building a

community dedicated to serving the underserved as their lifelong choice. Serving vulnerable populations across Navajo

Nation, Haiti, Liberia, Mexico, India and Nepal, HEAL works to build global partnerships, offer training and mentorship to

professionals (HEAL fellows), and commit long term to domestic and international sites. As a graduate of the Hiatt Global

Health Equity Resident, Dr. Phuoc Le (Founder) has shared values and alignment. SF made a 3 year commitment of

$250,000 per year dedicated towards staff and faculty for scaling from 2018-2020.

Mission, Vision, Model

The mission of HEAL is to train and transform frontline health professionals through building a community dedicated to

serving the underserved as their lifelong choice. HEAL envisions a world where health is achievable for even the most

vulnerable populations in the world by applying the principles of equity, justice, and solidarity.

The HEAL Model incorporates three key components:

1. Building global partnerships by pairing US trainees with on-site health professionals working in low-resource

communities to create a sustainable pipeline for global health leaders.

2. Providing immersive training and mentorship entailing an intensive, experiential education on global health

delivery, culminating to an online master?s degree through a partner institution.

3. Committing to the sites for the long-term, increasing the effective health workforce which can enhance the

retention of leaders, train incoming health workers, and forever improve the quality of healthcare delivery both

internationally and domestically.

Impact Metrics

- 100% of graduated fellows stay committed to serving underserved populations

- 50% of graduated fellows acquired global health leadership positions after their fellowship

73

- 40% of rotating fellows chose to stay in Navajo Nation after their fellowship

- 800,000 patients seen by HEAL fellows across 16 partner sites

HEAL?s 3 P Strategy for Scaling Impact 2018-2020

1. Potentiate the Community of Practice: Having built its operational capacity, HEAL now intends on increasing the

effectiveness of their Community of Practice with site exchanges being the core strategy for achieving this goal.

HEAL began to engage in these cross-cultural conversations in 2017-2018 by sending HEAL associated nurses

and fellows to various locations to learn about local approaches to health care. In doing so, HEAL aims to share

best practices across their sites and maintain that their fellows/alumni will stay committed to driving change in

underserved communities.

2. Pipeline Development: HEAL plans to alleviate the student loan burden that impedes those with great potential

from embarking on this fellowship. Their strategy includes three aspects: a loan repayment of up to $10k per

HEAL fellow during their fellowship; working with different authoritative bodies to incorporate HEAL fellows into

existing loan forgiveness programs; work with medical school programs to reduce tuition for HEAL candidates. By

mitigating the student loan obstacle, HEAL hopes to grow the pipeline of fellow candidates to bolster global health

equity.

3. Power of Deep Partnerships: HEAL?s next step is to deepen their commitment to their partner sites to enhance

the staying power of the health professionals, specifically the Navajo Nation reservation in Arizona and New

Mexico. HEAL will conduct in-person capacity building sessions for all fellows; strengthen the daily exchanges

among their five partner sites in Navajo Nation; and grow their relationships with local organizations in Navajo

Nation. In doing so, HEAL will deepen ties and trust between the health system and their community.

Financials

- HEAL?s financial model relies on domestic clinical contracts with their partner sites in Navajo Nation

- Revenue from direct clinical contracts accounts for nearly 90% of their total revenue, with the other 10% coming

from philanthropic and foundation support.

- For every $1 that HEAL receives in philanthropic support, they generate an additional $9 from clinical contracts.

- They currently have a five-year (2018-2023) contract with the Navajo Nation to ensure continued financial stability.

HEAL Community and Leadership

- HEAL has a core team of 11 members including 5 full-time staff.

- They have 16 partner sites located in 8 countries around the world.

- There are 32 site advisors recruited from their partner sites .

- There are 60 current fellows:

- 31 site fellows

- 29 rotational fellows

- HEAL has 22 mentors who provide close mentorship to HEAL fellows.

- There are 20 graduated fellows who remain working in underserved populations.

- Graduating classes 2015-2019:

- Class of 2015-2017: 22 fellows



Next Steps & Recommendations: This grant and collaboration we can be very proud of. What great individuals, coupled

with an impactful grant! SF is part of moving the field forward in Global Health and Equity. This is an important partnership

for the Schooner Foundation and an anchor in our Global Health and Equity Portfolio. I could not be more pleased with the

Fellowship Program. I am very grateful to have met the fellows, leadership and participated in this site visit. It makes an

enormous difference seeing them in action and getting to know them!

74

1 2

3 4 5

7

6

HEAL INITIATIVE SITE VISIT JUNE 2019 | 1 HEAL held its third graduation

ceremony this June. There were 34 fellows in the Class of 2019, HEAL's largest

class yet. | 2, 6, 8 Fellows hike in Window Rock Tribal Park. | 3 Fellows in a retreat

work session. | 4 Dr. Bikash Gouchan, a graduating fellow at Possible Health in

Nepal, presents his work. | 5 Graduating and current fellows pose with HEAL

co-founder Dr. Phuoc Le (far right). 7 Graduating HEAL fellow Robynn Frank,

BSPH, presents her work in HIV interventions at the Infectious Disease Clinic at

Northern Navajo Medical Center.

8

75

Rosebud Reservation Meeting:

Tuesday, October 15th, 10:00am - 2:30pm | REDCO, Rosebud Reservation

Attendees:

Schooner Foundation: Vin Ryan, Carla Meyer, Julia Pettengill

REDCO: Wizipan Little Elk, Mike Prate

Massachusetts General Hospital (MGH): Matt Tobey, Katrina Armstrong

Boston University Center for Innovation in Health and Social Work (BU CISWH):

Madi Wachman (in person), Luz López (by Zoom/Skype)

PIH COPE: Micah Lunderman (in person), Sara (by Zoom/Skype)

Guiding Questions:

- What is your vision for your work in Rosebud for the future?

- What are your short and long term goals? What are some immediate areas of collaboration vs longer

term?

- How might the organizations represented help you achieve these goals and/or identify and connect you

with other potential partners?

- How do we create a roadmap and keep each other updated on our work going forward?

- What does success look like in terms of this group?

10:00 am Welcome, Introductions, and Building Shared Values - led by Wizipan

10:30 am Vision for REDCO and Discussion - led by Wizipan and Mike

11:15 am MGH Vision for the Rural Health Fellowship and Discussion - led by Katrina and Matt

12:00 pm - Lunch and Discussion provided by the REDCO Food Sovereignty Group

12:30 pm COPE Vision for the Future and Discussion - led by Micah and Sara

1:15 pm About Boston University Center for Innovation in Health and Social Work - led by Madi

2:00 pm Next Steps

2:30 pm Meeting close

-----

2:30 pm - 4:00 pm Tour of reservation by Damon Leader Charge and tour of the Rosebud Indian Health

Service by Matt Tobey

76

2019 Annual Report (5)

Create successful ePaper yourself

Delete template?

Save as template?