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With the goal of helping under-served communities in India, Nepal, and Tibet receive the vital services they need, Karuna-Shechen was founded in 2000 by Matthieu Ricard (www.matthieuricard.org), renown TED speaker, author, and humanitarian. We strive to reduce inequalities and work toward a fairer and more compassionate world. We trust that communities can be lifted out of poverty, that change is possible, and that the well-being of every individual, regardless of race, gender, class, or caste, is essential. We believe that building on local strengths and knowledge is the most efficient way to respond to the specific needs and aspirations of our beneficiaries. Rooted in the ideal of "compassion in action", we serve others with joy and determination by cultivating altruism in our hearts and actions. We provide vulnerable and disadvantaged populations access to health care, education and vocational training, clean water, solar electricity, and other sustainable solutions that offer options to find a livelihood and a better life. We work with a grassroots network of local partners, and give special attention to the education and empowerment of girls and women. Karuna-Shechen's name expresses its mission while paying homage to its roots: Karuna means "compassion" in Sanskrit, and Shechen is the name of a major monastery in Tibet.

Founded in 1994, SEEDS had one ultimate goal: building the resilience of people exposed to disasters and climate change impacts. For the last 27 years, we have been enabling this through practical solutions for disaster readiness, response and rehabilitation. Our approach has involved grafting innovative technology on to traditional wisdom. Over this time, our dedicated team has partnered families affected by disasters and climate emergencies in a variety of ways. Disaster survivors have had schools, homes and community infrastructure restored and upgraded. Marginalised communities have gained access to clean water, sanitation and health facilities. Nature-based solutions have been designed to help adapt to climate change in ecologically-sensitive areas. We have also invested in skill building, partnerships and advocacy to build the long-term resilience of at-risk communities. SEEDS continues to advocate for and work with communities across Asia to build a safer and more sustainable world. SEEDS Vision Transforming the vulnerable into resilient and thriving communities SEEDS Mission Equipping the most vulnerable with appropriate tools and technologies, sharing knowledge and skills, and promoting linkages among stakeholders to prevent life loss and suffering.

Alice for Children by Twins International ETS is an Italian NGO operating in Kenya since 2006, focusing on improving the quality of life for vulnerable communities in the slums of Nairobi and the rural area of Rombo, near the Tanzanian border. The organization collaborates with local communities to address systemic challenges, emphasizing access to education, healthcare, and economic empowerment while protecting and promoting human rights in the remote and neglected areas. Key initiatives include establishing schools in underserved areas, improving infrastructure, and providing resources to foster sustainable development. In the slums of Dandora and Korogocho, where the Organization first began working in 2006, Twins International manages 1 Early Childhood Care Centre (Baby Care) and 8 schools (primary, junior secondary and secondary), together with local community-based organizations, that offer education and support to children living in extreme poverty. The slum areas, characterized by a lack of basic services such as water and sanitation, are home to families who depend on informal work like waste collection for survival. By focusing on education, the organization offers children a path out of poverty and an opportunity to achieve long-term stability. Beyond education, Twins International has implemented programs that empower families and communities through healthcare access, food assistance, and adult training initiatives.

Our Mission is to alleviate the suffering of individuals and families in the poorest communities through sustainable grassroots initiatives aimed at local empowerment,access to health, services and education opportunities especially to women ,girls and children in an efforts to fulfil basic human rights,embracing a spirit of compassion and service to humanity. To improve the livelihood of rural women and girls towards sustainable Development.Towards this end,(WWBK) seeks to uplift the lives and dignity of vulnerable girls and women in rural communities of Western Kenya in four thematic areas:Empowerment,Human Rights,Education ,Water,sanitation&Hygiene. It was established in the year 2007 as Local NGO operating in Western province.In Bungoma County.The county has a population of 1.7 million with amojority of women and girls.15% are orphans aged between 1-15 years.The recent survey by Afya plus says 7% who are not in school and they are not supported by any organisation.Out of the 9 sub- counties in Bungoma none of the NGOs prefer to work in the rural village.According to research done by Global education" it says 62 million girls are out of school globally, while camfed foundation says in Sub- Saharan Africa 28 million girls are not in school.Why high poverty levels,early marriage, early pregnancy, child abuse/asexual abuse,child labor,child trafficking, poor infrustracture in schools,lack of sanitary pads and cultural barriers.ONE says 53 million girls are out of schools in Africa. EDUCATION: Bungoma County has formal & informal institutions, colleges, and Universities to cater for education.The Government has declared free primary education which is not possible. The children flocked in and the number of children they more than the teachers the Government could hire,basic needs like school uniform ,tuition fee to enable teachers bring extra exams, other basic necessities that could keep the child in class makes majority of girls more vulnerable. Through 4 thematic areas that we have mentioned above,WWBK visit the communities we work with share with them problems that affect their daily life's.We do community mobilization and sensitization on the rights of the child and women, we do community empowerment through trainings ,formulation of women groups and reffrals to other institution s for further support.We do invitation of other stakeholders who are experts in other fields to impact them with knowledge.We do trainings on sexual and reproductive health to both women and idolescent girls,Guiding and counseling. According to the research done by UNICEF in Ethiopia.said that while they worked their they learnt that school structures can contribute to girl child dropout rate.Such like lack of sanitation, lack of water on the schools, poor infrustracture poor buildings,lack of electricity. WWBK we are going to network with both local and international donors to put things in place sothat girls may complete their education.

The mission is to support social and economic initiaves for high-risk populations (women, children, young people, men and the elderly ) to combat the causes of vulnerability they face(hunger, extreme pauverty, disease,...) and environnemental problems. The global objectif is to sustainably reduce vulnerability of population and communities, including ethnic minorities in the Great Lakes sub-region, through sustainabe development, peace-building, democratization, environnemental protection and inclusive management of naturel resources. The specifics objectives are : 1. Tackling hunger, malnutrition and extrem poverty ; 2) Making it easier for people to acces essential water, hygiene and sanitation services ; 3) Protect the environment, biodiversity and combat global warming; 4) Consolding good local governance, human rights ; 5) consolidate democracy and democratic values in the self-promotional organizations and networks ; 6)Supporting the prevevtion and transformation of conflicts for inter-communal peace ; 7) Sttrenthening actions to combat gender-based violence ; 8) Integrating ethnic minorities into all actions without a spirit of marginalization ; 9) Support education, adult training, literacy and professional leaning ; 10) Supporting women's and youth's economic empowerment initiatives ; 11) Improving the health of mothers and children (mental health, reproductive health,...); 12) Supporting investisment in promotion of small entreprises ;13) Renove social and economic infrastructures of communities in the DRC.

Diocese of Marsabit: The Catholic Diocese of Marsabit was established in November 1964 through the efforts of Bishop Charles Cavallera (Bishop of the Diocese of Marsabit 1964-81). The jurisdiction previously covered the two Counties of Northern Kenya namely: Marsabit and Samburu. In 1981 the Diocese got a new Bishop, the Rt. Rev. Ambrose Ravasi was in charge of the Diocese until 2006. Rt. Rev. Peter Kihara Kariuki the current Bishop was installed as the third Bishop of the Diocese in January 2007. Coverage: The Diocese covers the entire Marsabit County, which is the second largest in Kenya after Turkana and covers an area of 70,961.2 sq. km. Marsabit is classified as 100% Arid and Semi-Arid Land (ASAL). According to the 2019 census, the county has a population of 459,785. It has 17 Parishes served by clergy from different congregations and nationalities. The county is mainly inhabited by pastoralist communities with a mix of indigenous ethnic and sub-ethnic communities who profess Christianity, Islam, and African traditional religions. Caritas Marsabi: Catholic Diocese of Marsabit's development agency - Caritas Marsabit is a committed Faith Based Organization that supports integral human development of the pastoralists' communities in Marsabit County. The function of Caritas Marsabit aligns itself with the objectives of the pastoral department of the diocese, whose main function is evangelization. The organization's mission is to empower the people to know God and live in dignity and harmony. It envisions a people holistically empowered in line with the gospel values. W In her programs, Caritas Marsabit aims to facilitate, network, and empower the target communities through need-based multi-sectoral programs built on positive cultural and modern practices that utilize available local resources and modern technology. In all these, we are guided by core values of Love, Honesty, Stewardship, Accountability, and Community engagement. Target: Our target groups are largely pastoralists and agro-pastoralists who rely on agriculture which is a highly climate-sensitive sector. As such, the goal of promoting adaptation, mitigation, and poverty reduction is core in our program designs. The organization adopts the Kenya National Adaptation Plan (2015-2030) recommendation of mainstreaming climate change adaptation in all sectors. As such the organization undertakes short-term, medium-term, and long-term measures to build communities' resilience against climate change-related shocks. Our Programs: Caritas Marsabit has identified six strategic pillars that guide our work and help us address the diverse needs of the communities we serve. These pillars form the foundation of our programs and initiatives: 1. Water, Sanitation, and Hygiene (WASH): We strive to improve access to clean water, and proper sanitation facilities, and promote hygienic practices. Our WASH programs focus on constructing and rehabilitating water sources, building latrines, and conducting hygiene promotion activities to ensure healthier living conditions for the most vulnerable communities of Marsabit County. Caritas Marsabit Specific objectives under this program include; Potable water supply at the household and institution levels increased Empowered communities managing water resources effectively Improved access to safe sanitation and hygiene 2. Health and Nutrition: Caritas Marsabit is dedicated to improving the health and nutrition status of the people in the county. We provide healthcare services, promote preventive health practices, conduct awareness campaigns, and support nutrition programs to combat malnutrition and enhance overall well-being. The program`s specific objectives include: To reduce morbidity and mortality rates of children and mothers To promote preventive Health practices Promote advocacy on health issues 3. Sustainable Livelihoods: Caritas Marsabit supports the development of sustainable livelihood options for individuals and communities. We provide vocational training, entrepreneurship development, and access to microfinance to empower people to generate income, improve their economic situation, and reduce poverty. The specific objectives under this theme include: To promote diverse income-generating activities To enhance Livestock production and marketing 4. Justice and Peace (JP): We advocate for justice, equality, and peace in Marsabit. Our programs focus on promoting social cohesion, conflict resolution, human rights awareness, and strengthening community-based justice systems. We strive for a just and peaceful society where everyone can live harmoniously. The specific objectives under this program include: To promote communities` engagement in peace-building and conflict transformation processes. Increase public participation in good governance issues at local and national levels 5. Disaster Risk Reduction, Climate Change, and Natural Resource Management (DCC-NRM): We work towards building resilience and mitigating the impacts of disasters and climate change. Our efforts include disaster preparedness, climate change adaptation strategies, sustainable land and water management, and conservation of natural resources. The specific objectives include: Promote sustainable use of natural resources Increase communities` capacities to manage disaster Reduce communities` suffering during emergencies. 6. Institutional Development and Capacity Strengthening (IDCS): Caritas Marsabit places significant emphasis on Institutional Development and Capacity Strengthening as a pivotal pillar in its strategic plan. This commitment stems from the organization's recognition of deficiencies in organizational policies before 2015, wherein the Human Resources (HR) policy was merely a two-page document utilized across the entire diocese, lacking the depth necessary for effective management. The financial manual was brief, outlining minimal guidelines on procurement, and several essential policies were absent. During the preceding strategic period (2015-2020), Caritas Marsabit underwent substantial institutional growth. A series of self-assessments revealed longstanding institutional gaps, allowing the organization to formulate comprehensive work plans addressing these issues. Notably, the strategic initiative aligned with the Encyclical Deus Caritas Est, which emphasized the importance of professional competence among individuals caring for those in need. In response, Caritas Marsabit developed a robust HR policy, aligning with contemporary standards, and fostering improved recruitment processes, staff establishment, and retention. The implementation of a structured organogram, clear reporting lines, and detailed job descriptions for all positions significantly contributed to attracting and retaining competent staff. The positive shift is evident as Caritas Marsabit now attracts professionals from peer organizations, marking a departure from the high staff turnover experienced in the past. Financial management and operational procedures have undergone periodic improvements, earning approval from partners and auditors due to robust internal control systems. Annual organizational audits and project-specific audits enhance accountability, transparency, and quality management, culminating in organizational efficiency and a diverse resource base. Caritas Marsabit further refined logistics and procurement through a separate policy document. Manuals for fleet management, warehouse operations, anti-fraud, gender, child protection, sexual harassment, and community feedback and complaints handling mechanisms were developed and implemented. The organization's governance structure now includes a fully constituted board meeting bi-annually, providing oversight to different departments. As a member of the CHS Alliance, Caritas Marsabit has achieved a well-structured institutional system. Nevertheless, the organization acknowledges the need for continuous improvement in capacity. Collaborating with partners and donors, Caritas Marsabit has undertaken various capacity-strengthening initiatives. The organization engaged in discussions with Caritas Kenya on institutional capacity strengthening and shared learning with other diocesan Caritas Organizations. One significant proposal involved the assessment against the Caritas Internationalis Management Standards (CIMS) within the dioceses. Caritas Marsabit aims to conduct a self-assessment against CIMS in the new strategic plan, reflecting the organization's commitment to sustained growth and adherence to international standards. Here are three specific objectives for IDCS: Comprehensive Policy Framework: Develop and implement a comprehensive policy framework that addresses organizational deficiencies, ensuring adherence to contemporary standards and best practices. This includes revising and expanding the Human Resources (HR) policy, financial manual, and other essential policies to guide effective management, recruitment processes, and operational procedures. Professional Competence and Staff Retention: Enhance the professional competence of the organization's workforce by implementing a robust HR policy. This involves providing proper training for staff, improving recruitment processes, establishing clear reporting lines through the development of an organogram, and creating detailed job descriptions for all positions. The goal is to attract, retain, and empower competent professionals, reducing staff turnover and fostering a more stable and skilled workforce. Efficient Financial Management and Accountability: Strengthen financial management and accountability through the periodic improvement of operational procedures, and internal control systems, and the development of specific manuals for logistics, procurement, fleet management, and warehouse operations. Conduct routine audits, including annual organizational audits and project-specific

The Federation of Polish Food Banks is a public benefit organization whose mission since its establishment 20 years ago has been to prevent food waste and malnutrition in Poland. 31 Food Banks, which operate throughout the country form the Federation of Polish Food Banks. They are all NGOs with the status of an Association. Together, they form an Association with status of public benefit organization. The Federation is a community voluntarily created by various, autonomous Food Banks. Their common values and activities are supported and represented by a democratically elected Board. Food Banks associated in the Federation specialize in obtaining, transporting and distributing food products. Thanks to their large-scale daily operations, they obtain 50,000 tons of food annually, which is then distributed among over 1,600,000 most needy people through 3,500 aid organizations and social institutions. The food is obtained, among others, from producers, farmers, retail chains and as part of food collection campaigns. The organization also actively works to prevent food waste and promote healthy eating through educational activities addressed to various social groups, including social campaigns and workshops. Food wastage has many aspects. It can be considered as a social, ecological and economic problem. From a social perspective, a basic question is that many people do not have access to good quality food that would satisfy their health-related needs. Paradoxically, many people cannot afford to buy food while at the same time tons of whole food are discarded. However, food wastage has above all an adverse effect on the environment. Food production, processing and delivery to shops and homes of consumers entails water, energy and fuel consumption. Discarded food means wasted hectoliters of water and wasted energy used for its production, transport, storage and preparation. Food is wasted at every single stage of its production and distribution with consumers being responsible for over 50% of food wastage. Minimizing the scale of food waste requires actions to be taken to alert people about reasons and consequences of throwing food away. Apart of main activity concentrated on collection and distribution of food, educational projects, research project and initiatives aimed at creation of national law supporting reducing of wasted food belong to our strategic goals. The above additional but also crucial goals are described in document presenting information about three main categories of our activity. Federation of Polish Food Banks realizes its mission through: - Searching for sources of surplus of food, - Acquiring food, including products with a short shelf life, - so-called non - commercial products, incorrectly packaged, whose nutritional value is beyond doubt - Storage of received products and their rational distribution to organizations, not individuals - Promoting attitudes that counteract the utilization of food or food waste - Large-scale initiatives having impact on modifications of national law aimed at reduction of food waste (National Act against waste of food, which came into force on 1th March 2020)

Big Sur Land Trust is a non-profit organization with a mission to inspire love of land across generations, conservation of our unique Monterey County landscapes, and access to outdoor experiences for all. We see a future where natural landscapes, working lands, urban open spaces and healthy communities are cared for by people who share a love of nature and a deep appreciation for the richness of their diverse cultures. Since 1978, our generous donors and partners have conserved over 40,000 acres throughout Monterey County. As an accredited land trust, our work promotes: 1. HEALTHY LANDS: Conserving and caring for the magnificent natural landscapes, habitats and waterways of our region to ensure a sustainable future. 2. HEALTHY PEOPLE: Providing opportunities for all who live in and visit Monterey County to experience the healthful benefits associated with access to parks and open spaces, fresh food, clean air and water, and a deep connection to nature. 3. HEALTHY COMMUNITIES: Engaging in partnerships where conservation and civic participation increase community vitality, economic prosperity and social equity. Big Sur Land Trust is a private non-profit 501(c)(3) governed by a board of trustees, operated by a professional staff and supported by hundreds of members and volunteers. Our work is funded by generous private donations and public conservation funding. We are proud to be accredited by the Land Trust Accreditation Commission, an independent program of the Land Trust Alliance. The accreditation seal is awarded to land trusts meeting the highest national standards for excellence and conservation permanence.

Our mission is "Creating opportunities to overcome vulnerabilities" and our vision is "Empower vulnerable with equal opportunities" We do this through the four thematic pillars of the organization as indicated: Pillar one: protections 1. Child protection 2. Protection of women and people living with disabilities 3. Emergency Respond for recovery and rehabilitation 4. Free legal aid for women and girl child on cases of gender-based violence (GBV) and free legal aid for disable persons 5. Civic education for enhancement of human rights and promotion of peace, gender equity, and right governance. Pillar two: livelihood and resilience Empowerment of people living with disabilities, women, and marginalized youth through: 1. Entrepreneurship development and business management skill 2. Agriculture Pillar three: education 1. Early childhood education 2. Secondary education (scholarship program for disabled young people and girls) 3. Tertiary education (scholarship program for disabled people and girls) 4. Technical and Vocational Education and Training (TVET) targeting school dropout youth 5. Development of school infrastructure Pillar four: health 1. Nutritional services to malnourished children, pregnant mothers, breast-feeding mothers, and people leaving with HIV/AIDS 2. Primary health care services 3. Water, Sanitation, and Hygiene (WASH) services 4. Mental and Psychosocial Support 5. HIV/AIDS services 6. Reproductive Health and Adolescent Care services to teenage youth 7. Development of Health care infrastructure

Integrated Rural Awareness & Development Organization (IRADO) is a not-for-profit, non-governmental humanitarian organization established in October 2009. The Organization is registered under the Societies Act 1860 of Pakistan. IRADO aims to strive for reinforcing the socio-economic status of deprived communities in the disaster-prone Zone of Sindh. Since its inception, IRADO has worked for the empowerment of the downtrodden poorest. IRADO assists communities to achieve socioeconomic status and thereby improve the lives of marginalized families through an integrated rural development approach, mobilizing communities and enhancing their capacities to improve their living standards. IRADO holds vast experience as an effective organization in implementing sustainable development projects. The Organization has completed multiple small, medium, and large-scale projects in collaboration with national, international, and philanthropic partners. The majority of its funding comes from consistence local as well international partners, the long-standing presence and rich experience of IRADO demonstrate the organization's commitment and ability to engage with various stakeholders and contribute to addressing rural development challenges. Its expansion from desert to other areas in Sindh is another strength that adds value to remain relevant and efficient. One of organization's key strengths is its focus and productive engagement of its beneficiaries which consists of vulnerable groups, including women, youth, children, orphans, widows, and differently able persons from the rural and far-flung areas of rural as well of urban areas of Sindh. While operating with an inclusive approach ensuring the onboarding of all stakeholders and relevant government departments, the emphasis demonstrates the organization's commitment to social equity and inclusion in its development interventions. Additionally, the IRADO program prioritization with a comprehensive and integrated approach to rural development, while addressing various aspects of rural life, including the availability of drinking water, sanitation, hygiene, food security, nutrition, livelihoods, emergencies, disaster risk reduction, education, women's and youth empowerment, sustainable community engagement, climate change, and good governance make IRADO unique among all players. IRADO's prime thematic area prioritizes humanitarian Assistance at all stages and for all walks of life. IRADO steps forward to wrestle with social issues by involving like-minded organizations and alliances. Vision: "To strive for well-mobilized youth, women & child community as socially aware, economically empower, politically participative and access to all health, human rights and socially equal a just fair society without any caste, creed, and religious discriminations." Mission: To bring multi-sectoral and pro-poor partnerships, serve communities through a gender-balanced approach, nurture institutions of the people, and build their capacities in various sectors for sustainable community development. Objectives: 1. To Mobilize, educate and engage marginalized communities, focusing youth, and women groups in integrated rural development of the program area, 2. Enhance the managerial capacities and technical skills of the indigenous communities, especially of women to develop & empower their leadership in the development process, 3. Promote access to quality education, and Primary health care focusing on women, and girls through efficient advocacy and community-based development programs, 4. To promote and protect environment management and thereby work for climate change adaptation and reduce disaster risks at the community level. 5. Raising awareness through mobilization for the sustainable development & Protection of the rights of the deprived communities, 6. To partner and develop linkages with institutions and networks for timely sharing of resources, and expertise and join for participatory and sustainable development, Organizational Values: o Equity: Ensuring that all segments of society have the opportunity to reach their full potential and participate fully in the development process, regardless of their background or circumstances. o Empowerment: Helping marginalized communities, particularly youth and women, to build the skills, resources, and confidence they need to advocate for their rights and take control of their development. o Inclusion: Promoting the participation and representation of marginalized groups, such as youth and women, in decision-making processes and efforts to address social and economic issues. o Sustainability: Ensuring that development efforts are sustainable in the long term, taking into account the needs of present and future generations and the impact on the environment. o Partnership: Building strong partnerships with local communities, institutions, and other organizations to share resources, and expertise, and collaborate on development efforts. o Transparency: Operating in an open and accountable manner, with clear goals, objectives, and processes, and being responsive to the needs and concerns of marginalized communities. Thematic Areas: o Community Mobilization: to organize rural communities, train and provide them with a lead role as capacitated partners in the rural development of the society. o Rights and Protection: Especially focused on the poorest, women youth, and minorities, educate aware and equip them for raising their voices to exercise their rights promised in the constitution of the land. o Sustainable Livelihood Support: Protect & Promote natural resources, Specially Agriculture up skilling youth for employable skills, contributing to small and medium enterprises, and promoting volunteerism for the development and well-being of society. o Social Services: to facilitate in access to education, basic health, water supply, and sanitation services. o Climate Change & Disaster Preparedness: educate, empower and engage the community and local institutions on climate change, and disaster risks and contribute to the humanitarian response in emergencies. Agriculture is very important to Pakistan's economy and community. It is the largest sector, employing over 42% of the workforce and contributing around 24% to the country's GDP, cotton contributes nearly 10 per cent in the agriculture GDP and a source of 60 per cent foreign exchange earnings. The value addition through cotton is 8.2 per cent in agriculture and 2 per cent in the GDP. Integrated Rural Awareness & Development Organization (IRADO) one core theme is Cotton sustainability programs aim to address the environmental, social, and economic challenges associated with cotton production while ensuring the long-term viability of cotton-growing communities. IRADO done these all through 20 farmers groups/organizations, in Umerkot, TM khan, Badin and Matiari District of Sindh. Environmental Protection and Restoration: 1- Sustainable Agriculture Practices: Promoting the adoption of environmentally friendly farming techniques such as reduced tillage, crop rotation, integrated pest management, and the use of organic fertilizers to minimize the environmental impact of cotton cultivation. 2- Water Management: Implementing water-efficient irrigation systems, promoting rainwater harvesting techniques, and encouraging farmers to use water judiciously to conserve this precious resource. 3- Biodiversity Conservation: Preserving and enhancing biodiversity within cotton-growing regions by protecting natural habitats, promoting agroforestry practices, and minimizing the use of harmful chemicals that can harm local ecosystems. 4- Soil Health: Supporting soil conservation practices such as cover cropping, mulching, and composting to improve soil fertility, structure, and resilience, thereby enhancing the long-term productivity of cotton farms. Social and Economic Development: 1- Fair Labor Practices: Ensuring fair wages, safe working conditions, and the prohibition of child labor in cotton production to uphold human rights and improve the livelihoods of cotton farming communities. 2- Community Empowerment: Investing in education, healthcare, and infrastructure projects to enhance the well-being and resilience of cotton-growing communities, fostering economic diversification and reducing dependency on cotton farming. 3- Gender Equality: Promoting gender equality and women's empowerment within cotton communities by providing access to education, training, and resources for women farmers, and ensuring their participation in decision-making processes. 4- Capacity Building: Offering training programs, technical assistance, and access to innovative technologies to help cotton farmers improve their agricultural practices, increase yields, and adapt to changing environmental conditions and market dynamics. Market Access and Supply Chain Transparency: 1- Market Linkages: Facilitating direct relationships between cotton producers and buyers committed to sustainability, fair trade, and ethical sourcing, thereby providing market access and premium prices for sustainably produced cotton. 2- Consumer Awareness: Raising awareness among consumers about the importance of supporting sustainable cotton production and encouraging responsible purchasing decisions through marketing campaigns, labeling initiatives, and product certifications.

TELSA has carved out two areas of action for its mission; one is long-term and the other is short term. Its area of action is India, particularly rural India. The long term goal is to promote the concept of a master plan approach to rural change whereby each village is encouraged to prepare a master plan for its overall development in order to address the long-term needs of its population in a holistic manner across all aspects of living: childhood development, literacy, education, human resource development,rural infrastructure development, industrial development, job creation, retirement and so on. The goal here is to reverse the trend of distress migrations to cities where rural populations end up in slums with all the concomitant problems of ill-health, crime and alienation. This goal is sought to be accomplished by carrying on campaigns amongst indian populations in villages, urban slums, academia and policy-formulation circles. For its short term goal TELSA strives to provide immediate help to poorer sections of the population in villages, especially in the area of children's education. The method chosen is to make school attendance a more attractive proposition to both children and parents in disadvantaged households. Children from poor households suffer from several disadvantages, such as first generation exposure to education, lack of access to existing schools due to lack of transportation, loss of income to families deprived of child labor earnings and so on. Besides, schools in villages lack basic infra-structure in terms of sanitation, drinking water, class room furniture, classroom supplies, teacher motivation etc. The help sought to be provided by TELSA attempts to address one or several of these deficits.

TOUCHLIVES ALBERT FOUNDATION, based in Portharcourt, Rivers state, Nigeria, West Africa. Is a duly registered nonprofit, non political, and non governmental organization, with Corporate Affairs Commission CAC/IT/REG NO: 7149127, in accordance with the laws of the federal republic of Nigeria. That Carter's to the welfare and wellbeing of the orphans, vulnerable and lesspriviled children (OVC) in our communities in Nigeria. For the past few years, we have been working with good spirited and compassionate philanthropic partners to support the children (OVC) by sponsoring them with: Free Education, Quality Healthcare services, Shelter, Clean water and Sanitation, Provisions of Food and Clothing. We also render assistance to the vulnerable men/women, the windows and young people (Youths), graduates and non graduates, with unemployment through our community outreach programs, where we engage, encourage and train them in various skills acquisition. And also give them monetary empowerment in order for them to become self sufficient and employers of labour to take care of their needs and that of their families, and also contribute to the development of their communities and the world. Aims and Objectives To provide neccessary assistance to Orphans and Widows. Assistance to young people through advancement of education and employment skills development, with particular emphasis on children from deprived backgrounds. To provide and ensure easy access to healthcare to lessprivilage in the society. To empower and support the lessprivilage. Our Mission Is to help eradicate: Hunger, Illiteracy, and Unemployment in our communities and the world. Our Vision To raise Godly, healthy, and academic genius children that will make impact in the society. Our Core Values Integrity. Accountability. Teamwork. Community. Empowerment. Sustainability. Compassion. Motto Making impacts for a better future.