Synergos

2009 Report
2 What We Do
3 Letter from the Chair
& the President
5 Where We Work
6 India
7 Middle East & North Africa
8 Southern Africa
11 Canada
12 Latin America
13 Global Networks
15 Synergos Services
16 Special Events
17 Year at a Glance
19 Financial Report Summary
21 Sustainability Report
22 Donors
25 Board of Directors
26 Staff & Offices
 What We Do
The name “Synergos” comes from the Greek root meaning “working together.”
We address global poverty and social injustice by working collaboratively to
change the systems that keep people in poverty. Bringing together government,
business, civil society, and poor and marginalized communities, we help create
sustainable systems change.

Over the course of more than 23 years, Synergos has supported the development
of innovative leaders, organizations, and partnerships in Africa, the Americas,
Asia, and the Middle East.

Above: Jordanian man who benefits from the work of

Rabee’ Zureikat, a Synergos Arab World Social Innovator
working to narrow socio-economic divides in his country.
Left: Global Philanthropists Circle members explore
philanthropy’s role in promoting systemic change to
overcome poverty .
Cover: The African Public Health Leadership and Systems
Innovation Initiative is creating a replicable model for
improving public health leadership and systems perfor-
mance, beginning in Namibia.

2

Chair & the President
Peggy Dulany Robert H. Dunn
Founder and Chair President and CEO
“Synergos taps into the wisdom,
knowledge, experience and
aspirations of everyone impacted
by the system in need of change
by bridging the divides that
separate them.”
Letter from the
Dear Friends,
For many people, 2009 was an especially difficult year.
The global economic downturn that began in 2008
slowed progress in fighting poverty, and even increased
it in some places. According to World Bank estimates,
45 million people fell into extreme poverty as a result
of the downturn, and an unacceptable number of
children – 400,000 – lost their lives.
At the same time, the economic slowdown increased
the challenges faced by organizations in raising
financial support for programs to help communities
respond to these tremendous difficulties.
This is the context in which Synergos operated in
2009: a world of continued, and sometimes increas-
ing, need, combined with a more difficult financial
environment.
Our response has been two-fold. The first was to
implement measures to reduce our own costs and
increase our effectiveness and efficiency, including
reducing the size of our staff in our New York head-
quarters early in 2009, and in our office in Brazil later
in the year. We took these actions reluctantly and tried
to lend support to those adversely affected to help
them transition successfully to new employment.
The second major change we’ve implemented has
involved increasing the impact of our work in reduc-
ing poverty and promoting social equity. We continue
to believe that the best way to bring about and sustain
systemic change is by bringing together leaders from
government, business and civil society. Synergos
taps into the wisdom, knowledge, and experience of
everyone impacted by the system in need of change
by bridging the divides that separate them so they can
work together to identify and implement long-lasting
innovations.
Our largest program, the African Public Health Lead-
ership Initiative in Namibia, has focused on strength-
ening the senior leadership team of the Health Minis-
try and improving maternal health. The early successes
from prototypes are now leading to a national roll-out
of the change processes we implanted there to reduce
maternal mortality rates.
Our longstanding efforts through the Bhavishya
Alliance to reduce child under-nutrition in India also
made great strides forward. Participants in the affili-
ated Girls Gaining Ground program have already
witnessed tangible improvements in their lives and
the lives of their families.
3
“If there is any positive side to the
challenging financial environment
we’re in, it has been in the wider
recognition that we need to focus
greater attention on long-term,
systemic interventions.
As you can see in the following report,
that is the approach that we and
our partners are taking in working to
overcome poverty and injustice.”
On Vancouver Island, in Canada, the Aboriginal If there is any positive side to the challenging financial
Leadership Initiative has leveraged business and gov- environment we’re in, it has been in the wider recogni-
ernment resources for development priorities identi- tion that we need to focus greater attention on long-
fied by local communities, and the approach taken term, systemic interventions.
will serve as the basis for a national conference in
Ottawa in 2010. As you can see in the following report, that is the
approach that we and our partners are taking in
Work in South Africa with leaders of the children’s working to overcome poverty and injustice.
sector has resulted in numerous collaborative efforts
and policy changes. Our initiative in that country and We want to express our gratitude and appreciation
Mozambique to strengthen community capacity to to the many partners and supporters we have worked
help isolated children in distress will also be expanded with in 2009. They continue to inspire us and help
and serve as the basis for an advocacy campaign affect- us help others to meet their basic needs, enjoy their
ing care givers and public policy in the region. fundamental rights, and achieve their full potential.
We have grown, deepened our relationship with Warmly,
members, and increased the interactions among our
three leadership networks – the Global Philanthropists
Circle, Synergos Senior Fellows, and the Arab World
Social Innovators. Participants in these groups tell Peggy Dulany Robert H. Dunn
us the benefits of their affiliation with Synergos have Founder and Chair President and CEO
enabled them to be more strategic, scale up existing
efforts, collaborate more effectively, and better mea-
sure the return on their social investments. Members
of these networks are also increasingly launching, lead-
ing and supporting cross-sector partnerships to change
the systems that keep people in poverty.
During 2009, we also stepped up our work with
businesses and foundations, launching a new services
group to support these organizations’ efforts to work
to address global poverty.
4
Where We Work

Senior Fellows Key Program Countries

Global Philanthropists Circle Families Synergos Offices

Arab World Social Innovators

Board Members

As of June 1, 2010
5
A Partnership for
Child Nutrition
India
Synergos’ work in India focuses on addressing child
under-nutrition through our work with the Bhav-
ishya Alliance, a multi-sectoral partnership we created
with Hindustan Lever, various Indian governmental
agencies and non-governmental organizations, and
UNICEF.

A key Bhavishya initiative is Girls Gaining Ground,

which empowers girls (between the ages of 11-19
years) to become more confident, aware and respon-
sive toward the health and nutrition of their families
and themselves. The program, which is supported by
the Nike Foundation, is reaching about 10,000 girls
from over 100 communities in the state of Maha-
rashtra. Girls from Latku village provide an excellent
example of the impact of Girls Gaining Ground.
With confidence and learning acquired from a train-
ing workshop, they confronted Latku’s sarpanch
(elected leader) about inaction in spending money
allocated for water sanitation. The result was govern-
ment action to provide a clean water tap.

Other Bhavishya achievements include improving the

quality of food in supplementary feeding programs “GGG teaches us how to make decisions about
at daycare centers through a partnership with the
our own rights, maintain cleanliness, and
Taj Group of Hotels; teaching mothers of infants
improved breast-feeding behaviors and comple- communicate with others.”
mentary feeding practices; the provision of literacy, — Girls Gaining Ground participant from
health and nutrition training to over 1,000 women in
thirty villages; and getting the Indian government to Thane district, India
provide day care facilities for migrant workers at three
construction sites in Mumbai.
6
Middle East & North Africa
Strengthening
Entrepreneurs in the
Arab World
Synergos’ Arab World Social Innovators (AWSI) pro-
gram supports high-impact social entrepreneurs who
are each transforming a powerful idea into a grow-
ing social venture – in fields such as education, youth
employment, women and girls, civic engagement, and
technology. With support of the US Agency for Inter-
national Development and other donors, the program
provides seed funds, professional development training,
and access to global networks so that the Innovators
can scale-up their initiatives and increase their impact.
The inaugural class of 22 – from Egypt, Jordan, Leba-
non, Morocco, and Palestine – were welcomed into
the Synergos family in February at an orientation in
Amman, Jordan. Collectively, they serve over 300,000
women, children, youth, and people with special needs.
Members of the AWSI program participated in a
number of global events to present their work, network
with influential individuals, and share their experi-
ence addressing development challenges in the Arab
world. Highlights included participation at the Skoll
World Forum and other events in Europe and the
Arab region, followed by a trip to the United States for
meetings and events with government officials, founda-
tion staff, and academic audiences. Social Innovators
have received media coverage on BBC World Business
Service radio, CNN, Al-Arabiya, and Al-Jazeera.
Synergos entered into partnerships with consult-
ing firms and international organizations to deliver
professional development training to the innovators.
For example, the Social Entrepreneurship Assistance
Program (SEAP – affiliated with consulting firm Booz
Allen Hamilton) connected each Social Innovator with
a dedicated consultant who provides advisory ser-
vices on strategic planning and organizational design.
Through this support, each of the 22 Innovators has
crafted a strategic plan, outlining the vision, mission,
and goals for their project.
“The relationship between the initiative and
Synergos is based on trust and a common
belief in the ability of community-based
initiatives to bring about even a small part
of the change required to make a hole of
hope in the wall of obstacles to human
development in Palestine, and the fight
against poverty in this society.”
— Jehad Shejaeya, Founder,
From Student to Student, Palestine
Right: Garbage collectors in Cairo, Egypt benefit from
development programs organized through the efforts
of Ezzat Naem, a Synergos Arab World Social Innovator.
Inset: Raghda el-Ebrashi, a Synergos Arab World Social
Innovator from Egypt who runs youth and micro-loan
programs in poor communities in Cairo, receives an
achievement award from King Abdullah II of Jordan at
the 2009 World Economic Forum in the Middle East.
7
 Southern Africa
Strengthening Public Health
The African Public Health Leadership and Systems Innovation Initiative aims
to transform policies into actions with the ultimate result being increased access,
quality, and efficiencies in health service provision.

The effort began in 2009 in Namibia, with support at the highest levels of
government. It is funded by the Bill & Melinda Gates Foundation and the
Global Alliance for Improved Nutrition (GAIN). McKinsey & Company and
the Presencing Institute collaborate with Synergos on this effort.

In 2009, the initiative focused on maternal and young child health and nutrition
as a high-impact strategy. “Maternal health captured the interest of Cabinet
because of its poor performance in the light of the country’s commitment to the
Millennium Development Goals, one of which is to cut maternal mortality by
75% by 2015,” says Len le Roux, who heads Synergos’ partnership-building Above: Mothers wait with their children to receive infant healthcare in Windhoek, Namibia.
Left: The initiative involves government at the highest level in Namibia, including the engagement
programs in Africa.
and leadership of Prime Minister Nahas Angula (right, with Synergos’ Len le Roux).

A key element of this work has been recognizing

and augmenting capacity that exists within the
national health system – including not only
diverse government agencies but also from “We’ve already shown a remarkable difference in the working
community-based service providers, civil society atmosphere, improving the environment, the frequency of
and the private sector.
communication, the openness of communication, and the
So far, improvements have included a reorganization of the Windhoek ambulance preparedness of our management staff. We are thinking
system that has resulted in a reduction in response times and improved operations about solutions and we are designing solutions.”
at health facilities that has reduced waits for expecting mothers during ante-natal
visits. In one case, nurses successfully pressed the government to open an ante- — Dr. Norbert Forster, Deputy Permanent Secretary,
natal care facility that had been constructed but had lain dormant for over a year. Ministry of Health of Namibia
In addition, community-based facilities are now providing services to women who
would otherwise have to walk hours for care, or choose between buying a meal or
a taxi ride to an ante-natal care facility.
8
 Southern Africa
Supporting
Community-focused
Philanthropy
Synergos serves as facilitator and convenor of the
Southern African Community Grantmakers Leader-
ship Cooperative, a vibrant partnership that harnesses
the collective capacity of 28 independent development
trusts and community grantmakers from Mozam-
bique, Namibia, South Africa, and Zimbabwe. The
underlying premise of our work with the Cooperative
is that social justice grantmaking can be a powerful
vehicle for change. Through workshops and other
learning events, the Cooperative provides opportuni-
ties for peer learning and planning for joint action by
grantmakers in the region.

“[We benefit from the] high quality of dialogue members

engage in, the ease with which we exchange ideas, and the
diverse experiences I am exposed to and can tap into, both
within the Cooperative and The Synergos Institute.”
— Chris Mkhize, Chief Executive Officer,
uThungulu Community Foundation, South Africa Top: Children in South Africa participate in education
programs supported by the Community Development
Foundation Western Cape, a member of the Cooperative.
Above: Cooperative learning event.

9
Meeting the Needs of
Vulnerable Children
Formed in 2008, the Imbeleko Partnership is a cross-
border effort to strengthen the ways communities in
Mozambique and South Africa address the needs of
orphans and vulnerable children – especially in ways
that reduce the isolation of children in distress, reduce
their vulnerability, and maximize the social inclusion
of children and caregivers. Synergos works on this
partnership on behalf of Synergos Canada.
By supporting on-the-ground community-based
services in rural communities, cross-border learning
exchanges, applied research, and documentation, the
partnership – which includes the Nelson Mandela
Children’s Foundation (NMCF) of South Africa, the
Foundation for Community Development (FDC)
in Mozambique, and Kim Samuel Johnson, a mem-
ber of the Board of Synergos Canada – is creating a
sustainable, Afro-centric model of care that builds on
community assets, traditions, and patterns of mutual
help to reduce the isolation and vulnerability of chil-
dren in distress, and to maximize the social inclusion
of children and caregivers. By late 2009, the FDC and
NMCF had provided holistic community-based ser-
vices to almost 9,000 orphans and vulnerable children.
Southern Africa
development practitioners in order to influence the
adoption of more effective strategies.
“In my experience, the projects with the
A related effort in South Africa is the Leadership and greatest impact and sustainability have as
Innovation Network for Collaboration in the Chil-
participants all the possible constituents,
dren’s Sector (LINC) partnership, launched in 2006 to
transform care for millions of South African children in terms of the make-up of its governance
living in distress due to the multiple crises of HIV/ and operational processes, to ensure that
AIDS, poverty, and social exclusion. LINC has created
a Fellowship which currently consists of 75 strategic all voices are represented and being heard.”
leaders in the children’s sector – from government, — Kim Samuel Johnson, Director, Samuel
business, civil society and donor agencies. LINC Fel-
Family Foundation, Canada
lows receive leadership development training, benefit
from peer learning, and collaborate on innovation in
areas including building community capacity, coordi-
nation of service delivery, and developing reliable and
accessible information systems.

The initiative is in its second phase, one focus of

which is testing integrated approaches in four to six
locations in Mozambique and South Africa that build
upon local traditions. The second focus is engaging
policymakers, government agencies, donors, and other Above: Children in Mozambique.

10
 Canada
“The Ahp-cii-uk effort is not only bearing fruit in British Columbia, it is also
modeling ways in which the Government of Canada and First Nations people
can work together more effectively on poverty and social exclusion. The
program brings about tangible change in communities and is also building
hope and trusting relationships between First Nations and others. Our vision
in the coming years is to work with First Nations, government, business and
nonprofit partners to expand this approach across Canada.”
— John Heller, Senior Director, Partnerships, Synergos
Strengthening
Aboriginal Leadership
The Aboriginal Leadership Initiative is modeling new
ways Canadian First Nations, government agencies,
businesses, and nonprofit organizations can work
together.
The effort is being piloted first with three First
Nations on the West Coast of British Columbia.
Known locally as Ahp-Cii-Uk, meaning “going the
right way” in the Nuu chah nulth language, the initia-
tive advances practical economic and social develop-
ment priorities of participating communities while
simultaneously building relationships of trust and
understanding between First Nations and others.
One example of Ahp-Cii-Uk is efforts to build eco-
tourism in the Ahousaht First Nation. With support
of new partners from BC Parks, the BC Transmission
Corporation, Terasen Gas, and others, the Ahousaht
First Nation was able to re-establish a path – called the
Walk the Wildside Heritage Trail – through parts of
its territory with cultural and historical significance.
Partners helped bring the community’s vision to life
with financial support and know-how on marketing
and tourism development. The Ahousahts commis-
sioned a master carver to create a welcome figure,
signifying the community’s openness to receiving
visitors. The welcome figure, supported financially by
the Donner Canadian Foundation and others, enabled
young Ahousahts to apprentice with elders and arti-
sans in the process, helping youth to reconnect with
their traditional culture.
Left: Craftsman at a newly established artists’ market.
11

Promoting Philanthropy and Inclusion
In 2009, Synergos continued to strengthen social justice
philanthropy and provide capacity-building services
to the NGO sector in Latin America. We also strove
to promote greater community participation in develop-
ment programs, particularly in cooperation with our
Senior Fellows and members of the Global Philanthro-
pists Circle.
One example of this was our supporting efforts of the
AlvarAlice Foundation, the foundation of a Global Phi-
lanthropists Circle member family in Colombia, to sup-
port restorative justice efforts in that country through
microfinance and other approaches. In 2008, Synergos
helped AlvarAlice obtain strong international partici-
pation in a key symposium on this topic. In 2009 we
assisted the foundation in follow-up to that event, which
engaged participants from the highest levels of society,
including the then-President of Colombia Alvaro Uribe.
Latin America
Another example was in Brazil, where Synergos com-
pleted research for The Rockefeller Foundation around
the theme “New Partnerships for Inclusive Cities.” The
project examined approaches to cross-sectoral partner-
ships and leadership development to improve slum
upgrading and urban renewal efforts. The research
focused on opportunities to work on inclusive processes
for urban renewal in Brazil’s favelas (slums).
In Mexico, in cooperation with our Senior Fellows,
members of the Global Philanthropists Circle, and local
partners, we conducted a series of events aimed at pro-
moting collaboration and strengthening the role of phi-
lanthropy in a time of social and economic challenges.
They included a Philanthropy Summit organized in
cooperation with the Americas Business Council, and a
workshop on corporate philanthropy at ITAM, a private
research university.
“Joining Synergos was one of the most
strategic things my family did. We are
helping to bring peace and stability to
Colombia, to create a more peaceful
and equitable society. . . .
The synergies and connections are
so powerful, that anything you put
your mind to you can do [but] we
would never have been able to do
this without this supportive group. It’s
opened doors for us. It’s something
that’s so valuable, that it’s hard to put
a price on.”
— María Eugenia Garcés, Chair,
AlvarAlice Foundation, Colombia

Far left: Kids who benefit from the programs of Instituto Desid-
erata in Rio de Janeiro, Brazil, an organization led by Beatriz
Azeredo, a Synergos Senior Fellow.
Left: In Colombia, Global Philanthropists Circle member María
Eugenia Garcés led an effort to explore the use of microcredit as
a means of sustaining peace, helping bring together then-Pres-
ident of Colombia Alvaro Uribe with Alicia Meneses, a microen-
trepreneur who sells empanadas on the street, in a televised
conversation.

12
 Global Networks
Senior Fellows Network
Synergos Senior Fellows are civil society leaders commit-
ted to using collaborative approaches to address poverty
and inequity in their own countries, regions and globally.
Through the Synergos Fellows program, these leaders are
linked to a worldwide learning, support and action network,
thus creating a laboratory for proven innovators to expand
their work through cooperation with other sectors of society
and in tandem with the communities they serve.
Senior Fellows provide strategic and technical advice to one
another and, on occasion, to third party civil society orga-
nizations through peer consulting sessions, exchanges, and
field assignments in their area of expertise. These exchanges
and assignments not only grow the capacity of others, but
also expand the Fellow’s own networks and skills. Fellows
also take advantage of a variety of learning events.
In 2009, Synergos selected twelve new Fellows to begin their
three-year fellowships in 2010, followed by a permanent net-
work membership. Among them are Ayla Göksel, who leads
efforts in Turkey on education, women’s empowerment, and
rural development, and Wangsheng Li, who makes strategic
philanthropic investments in public health in China.
Other examples of the Fellows’ work includes Celso Grecco
of Brazil launching a Social Stock Exchange within Euronext
Lisbon (a major stock exchange in Portugal) and Pushpa
Aman Singh and Hui-Jung Chi (Fellows from India and Tai-
wan, respectively) bringing information on best practices in
nonprofit organization accountability from India to Taiwan.
In 2009, Fellows gathered in New York City in September
for their Annual Global Meeting to explore Leadership
for Creating Equitable Societies. In August, the second
All-Africa Senior Fellows Meeting held in Johannesburg
explored the same theme from an African perspective.
Fellows also shared ideas and perspectives for cooperation
through the social networking site.

Top: Photo taken as part of study of gender roles in “Now I more strongly believe that the issues of poverty and social injustice cannot
economic development in the Philippines that was
supported by Senior Fellow Felicitas Rixhon. be eliminated only by implementing projects without simultaneously giving equal
Above: Maryam Bibi, a Senior Fellow from Pakistan,
works on development of women, children, and
attention at all levels, including international policy framework. This cannot be
strong families in the remote areas in her country’s
northwest.
achieved without building bridges and partnerships at all levels.”
—M
 aryam Bibi, Chief Executive, Khwendo Kor, Pakistan

13
 Global Networks
Global Philanthropists Circle
The Global Philanthropists Circle is a network of
leading philanthropic families from across the world
committed to using their time, influence and resources
to fight global poverty and social injustice. Founded
in 2001 by Peggy Dulany, Synergos’ Chair, and her
father, David Rockefeller, the GPC increases the
impact of members’ philanthropy and allows them
to become more effective social investors by offering
opportunities for learning and collaboration.
In 2009, Synergos organized a journey in Kenya and
Tanzania for members to learn about innovative work
on issues including microfinance, education, water,
and the environment. We also conducted workshops
and other events in South Africa, the United Kingdom
and the United States on philanthropy, and philan-
thropists’ role in addressing critical issues such as
poverty and climate change.
The lynchpin event for the network was its Annual
Meeting in September which brought together mem-
bers from around the world with other experts and
speakers to explore topics such as investing in social
entrepreneurship and how philanthropists can pro-
mote collaboration for social change. A highlight was
a session featuring personal reflections among three
generations of the Rockefeller Family on philanthropy.
In addition, Synergos worked directly with individual
members and families in places from Colombia
(described on page 12) to Indonesia to South Africa.
“Synergos opened a whole new world for us ... it made
us think globally. We’re still working locally in Mexico
but we’re global in our vision.”
— José Ignacio Avalos, President, Un Kilo de Ayuda,
Mexico
Top right: Agricultural project visited during the learning
journey to Kenya and Tanzania.
Above right: David Rockefeller talks about philanthropy at
the GPC 2009 Annual Meeting.
Left: Participants at a Global Philanthropists Circle workshop
on strategic philanthropy to address climate change.
14
Synergos launched an initiative earlier this year
formalizing our work serving as a strategic advisor to
global corporations seeking creative and sustainable
ways to invest and operate in the emerging markets
of Africa, Asia, Latin America, and the Middle East.
As more companies aim to realize both financial and
societal return on investment, many are turning to us
for guidance.
Synergos Services provides business leaders deep
insight into developing country contexts, our extraor-
dinary network of contacts, and our ability to conceive
and help implement creative solutions that advance
corporate goals in ways that also achieve meaningful
social impact. Service offerings include stakeholder
mapping and situation research, corporate team field
learning visits, strategy development for social engage-
Synergos Services
ment, partnership design and management, and
program implementation.
“Synergos was able to get honest
As part of this, in 2009 we organized two field learn- perspectives from stakeholders
ing visits to Africa (to Malawi and Nigeria) for corpo- we could not have reached
rate executives from a Fortune Global 500 company
seeking to address under-nutrition globally. Synergos ourselves. We listened to that
helped the company assess the potential for partner- direct feedback, and shifted to a
ship with government as well as relevant nonprofit
better course as a result.”
organizations to develop and distribute low-cost
nutritionally beneficial processed foods. Senior execu- —M
 allika Janakiraman,
tives were also “immersed” in the market – meeting Vice President, Health
with producers, retailers as well as consumers – to gain
better insight and knowledge into the local context for and Wellness, PepsiCo
the company’s products.
15

“[W]e must also remember, when we talk of
leaders, that leadership doesn’t mean one
must always be right, and one must always
win, and one must always be in the lead.
We should remember that a good leader is
also a good follower.“
— K ofi Annan, seventh Secretary-General,
United Nations
Synergos held a number of special events through
the course of the year to build upon our extensive
global networks and provide opportunities for shar-
ing ideas and approaches to address poverty and other
critical global issues. One example was a roundtable
discussion we organized between U.S. Global AIDS
Coordinator Eric Goosby and business, nonprofit and
academic leaders in New York.
Our largest special event – University for a Night
– is held annually and combines these networking
goals with fundraising for our programs as well as
recognition of achievement in bridging leadership.
University for a Night 2009 took place in September
in New York, and featured a conversation between
Kofi Annan, the seventh Secretary-General of the
United Nations, Sheela Patel, Chair of Shack/Slum
Dwellers International, Guilherme Leal, Co-Chair of
Brazil’s Natura Cosméticos, and Synergos Chair Peggy
Dulany.
Special Events
Right: Kofi Annan speaks at University for a Night
Mr. Annan and Ms. Patel were honored with the as Synergos’ Peggy Dulany looks on.
David Rockefeller Bridging Leadership Award, pre- Far right: Sheela Patel (right) of Shack/Slum
sented by Mr. Rockefeller and Ms. Dulany. In accept- Dwellers International and Guilherme Leal of
Natura Cosméticos at University for a Night.
ing his award, Mr. Annan described the importance
of multi-sector partnerships and leadership in tackling
the challenges of the world. Ms. Patel talked about
the importance of community voice in setting devel-
opment priorities in cities.
Synergos also held its first University for a Night in
Africa, which featured a plenary discussion with Graça
Machel and Synergos Senior Fellows, Bisi Adeleye-
Fayemi and Achmat Dangor. Like the global event in
New York, the evening concluded with discussions
over dinner led by “Distinguished Faculty” – innova-
tive leaders sharing their insight and expertise.
16
Area Overview
Southern Africa Synergos is helping improve health services
in Namibia, strengthening local capacity to
help orphans and other vulnerable children
in Mozambique and South Africa, and
strengthening community philanthropy
across Southern Africa.
Middle East & Our Arab World Social Innovators program
North Africa supports talented women and men from
Egypt, Jordan, Lebanon, Morocco, and
Palestine who are leading social ventures.
With the support of the US Agency for
International Development (USAID) and
other donors, Synergos helps innovators
increase the capacity and impact of their
organizations to serve more people in their
communities and beyond. At the same
time, we are connecting our networks of
Innovators, philanthropists, and Senior
Fellows in the region to create new collabo-
rations.
India Synergos is helping the Bhavishya Alliance,
a groundbreaking multi-sectoral partner-
ship we established in cooperation with
Hindustan Lever, various Indian govern-
mental agencies and non-governmental
organizations, and UNICEF to create
sustainable, systemic solutions to child
undernutrition.
Progress in 2009
Year at a Glance
• The African Public Health Leadership and Systems Innovation Initiative in Namibia focused on improving maternal health
as a high-leverage strategy. Prototype projects have reduced response times for ambulances in Windhoek and wait times for
ante-natal visits by expecting mothers. Six clinics, including one completely new facility, are bringing ante-natal services to
women in previously underserved outlying areas of Windhoek.
• In South Africa and Mozambique, we are helping to provide sustainable care for orphans and vulnerable children affected
by the HIV/AIDS crisis. In partnership with the Nelson Mandela Children’s Fund in South Africa, the Foundation
for Community Development in Mozambique, and Synergos Canada board member Kim Samuel-Johnson, this effort
combines traditional and Western practices to enable communities to reduce the isolation and vulnerability of children in
distress, and maximize the social inclusion of children and caregivers.
• The Leadership and Innovation Network for Collaboration in the Children’s Sector (LINC), with key support from Capri-
corn Investments, is developing leadership capacity to improve services for orphans and vulnerable children in South Africa.
Seventy-five Fellows, from government and private sector agencies engaged in work on children, have formed thematic
teams to design and pilot initiatives.
• The Southern African Community Grantmakers Leadership Cooperative, which consists of twenty-eight community grant-
makers and grantmaking trusts, has emerged as a significant network in advancing strategic philanthropy in the region.
• Inaugural class of 22 Social Innovators was inducted at the regional convening in Amman, Jordan.
• Innovators received technical assistance on strategic planning and organizational design from the Social Entrepreneurship
Assistance Program (SEAP – affiliated with consulting firm Booz Allen Hamilton), as well as grant support to scale-up their
programs to serve more constituents. Their programs are expanding at a much faster rate when equipped with these services
and seed funds.
• Social Innovators participated in international and regional events – including the Skoll World Forum, the World Economic
Forum in the Middle East, and briefings Synergos organized with USAID, the US State Department, universities, and foun-
dations – generating interest and support for innovators and the growing field of social entrepreneurship in the Arab region.
• Documentation underway of Innovators’ programs delivering services to thousands of women, youth, and people with
special needs.
• A Food Diversification Project on supplementary feeding programs at daycare centers created in partnership with the Taj
Group of Hotels.
• The Girls Gaining Ground initiative, with support from the Nike Foundation, has trained twenty-four new facilitators for
its second phase; it is empowering 10,000 girls to serve as change agents in nine villages.
• Mothers of infants are being taught improved breast-feeding behaviors and complementary feeding practices with materials
developed by Project Yashoda, led by Hindustan Lever.
• Over 1,000 women in thirty villages received literacy training, health education, and nutrition awareness.
• Bhavishya Alliance gets Indian government to provide day care facilities at construction sites in Mumbai for migrant
workers.
17
Area Overview
Latin America Synergos strengthens social justice philan-
thropy and provides capacity-building
services to the NGO sector in Latin
America. We also seek to promote greater
community participation in development
programs, particularly in cooperation with
our Senior Fellows and members of the
Global Philanthropists Circle.
Canada Synergos is working through the Aboriginal • Local projects are moving ahead with three Nuu-Chah-Nulth communities on Vancouver Island: the Ahousaht
Leadership Initiative to improve the ability
of Aboriginal communities, government
agencies, businesses, and nonprofit orga-
nizations to collaborate on projects that
improve the quality of life for indigenous
peoples.
Synergos In 2009, Synergos launched an advisory
Services service for global corporations seeking
creative and sustainable ways to invest and
operate in the emerging markets of Africa,
Asia, Latin America, and the Middle East.
The aim is to better enable companies to
realize both financial and societal return
on investment. Synergos’ service offer-
ings include stakeholder-mapping and
situation research, corporate team field
learning visits, strategy development for
social engagement, partnership design and
management, and program implementa-
tion.
Global Synergos’ networks allow members to
Networks & learn from each other, make new connec-
Events tions, develop their skills, and take their
work to new levels. We support two global
networks: the Senior Fellows network of
more than 100 civil society leaders from
more than 30 countries, and the Global
Philanthropists Circle, with a member-
ship of more than 75 families (including
approximately 250 individual philanthro-
pists), from more than 25 countries.
Progress in 2009
• In Mexico, Synergos worked with several members of the Global Philanthropists Circle, as well as groups such as the
Americas Business Council and Poder magazine, on a series of events aimed at strengthening the role of philanthropy in a
time of social and economic challenges.
• In Colombia, we helped Global Philanthropists Circle member María Eugenia Garcés and her family’s AlvarAlice Founda-
tion increase international participation in a groundbreaking symposium on microfinance and peace. The event resulted in
widespread attention among the Colombian public and government on the potential of microfinance to help ensure stability
in that country.
• In Brazil, we worked with a partnership of nonprofit groups in Rio de Janeiro to increase community participation in public
policy.
community is developing an ecotourism project around their Walk the Wild Side Heritage Trail; the Tseshaht
community has established an artists’ market; and the Ehattesaht community is developing pre-employment
training for youth.
• The Initiative has built self-esteem, respectful and equitable partnerships, and respect for culture and traditions among the
members and partners of the First Nation communities, according to an evaluation conducted in early 2009.
• We organized two field learning visits in sub-Saharan Africa during which corporate executives interacted with
consumers and other stakeholders to deepen their local knowledge.
• Synergos provided ongoing consultation to business leaders on innovative ways to work with government, civic groups and
other stakeholders related to malnutrition in the developing world.
• Discussions underway with more than 20 prospective clients.
• The Senior Fellows welcomed seven new Fellows into the class of 2009 and recruited 12 Fellows for the class of 2010.
Synergos runs the Senior Fellows program in part on behalf of Synergos Canada, with major support from Synergos Canada
Board member Kim Samuel Johnson, Heidi Honchariw, the Charles Stewart Mott Foundation, and the W.K. Kellogg Foun-
dation.
• Global Philanthropists Circle members went on a learning journey to Kenya and Tanzania to visit initiatives in health, water,
education, environment, and microenterprise.
• The Global Philanthropists Circle Annual Meeting was held with the overall theme of leading collaboration for social change.
Circle workshops and events were held on topics including addressing climate change and developing bridging leadership.
• An online social networking and knowledge management website launched for the Circle, Senior Fellows, and Synergos staff
with support from the Shelley & Donald Rubin Foundation.
• The Senior Fellows gathered in New York City in September for their Annual Global Meeting to explore “Leadership for
Creating Equitable Societies.” In August, the second All-Africa Senior Fellows in Johannesburg explored the same theme
from an African perspective. The African Fellows meeting was preceded by the first University for a Night in Africa.
18
 Financial Report Summary
A complete set of audited financial statements
Consolidated Statements of Financial Position is available online at www.synergos.org/
publications and upon request.
December 31, 2009 2008
ASSETS
Cash $189,559 $3,902,001
Short-Term Investments, at fair value 2,395,225 1,737,094
Pledges and Other Receivables, net 2,610,618 6,279,714
Investments, at fair value 11,819,079 8,366,211
Prepaid Expenses and Other Assets 100,010 106,687
Property and Equipment, net 1,628,407 1,927,154
Total assets $18,742,898 $22,318,861

LIABILITIES AND NET ASSETS

Liabilities:
Accounts payable and accrued expenses $494,372 $723,526
Capital lease obligation 50,282 41,680
Deferred rent and lease incentive 1,339,404 1,382,975
Total liabilities 1,884,058 2,148,181

Commitments and Contingency

Net Assets:
Unrestricted:
Invested in property and equipment 1,578,125 1,885,474
Designated for long-term investment 9,825,792 8,348,844
Undesignated 1,625,820 1,894,376
Total unrestricted net assets 13,029,737 12,128,694
Temporarily restricted net assets 3,829,103 8,041,986

Total net assets 16,858,840 20,170,680

Total liabilities and net assets $18,742,898 $22,318,861

19
Consolidated Statements of Activities 2009 2008
Temporarily Summarized
Unrestricted Restricted Total Information Total
Support and Revenue
Contributions:
Foundations $286,476 $49,392 $335,868 $1,442,514
Individuals 661,274 42,631 703,905 798,979
Contributed services 59,225 - 59,225 -
GPC membership dues 1,540,019 - 1,540,019 1,602,273
Gates Foundation grant - 28,824 28,824 110,572
Government grant 458,233 - 458,233 163,320
Special event, net 634,707 - 634,707 666,122
Return on investments available for operating activities 17,125 13,241 30,366 159,469
Other income 678,090 - 678,090 556,341
Net assets released from restrictions - satisfaction of program and time restrictions 4,346,971 (4,346,971) - -
Total support and revenue 8,682,120 (4,212,883) 4,469,237 5,499,590

Expenses
Program services:
Networks 3,076,227 - 3,076,227 3,339,095
Partnerships 809,081 - 809,081 732,757
Gates-Namibia 2,033,991 - 2,033,991 1,994,329
Southern Africa 780,711 - 780,711 982,153
Communications and Outreach 245,360 - 245,360 405,422
Total program services 6,945,370 - 6,945,370 7,453,756
Supporting services:
Management and general 1,380,639 - 1,380,639 1,787,108
Fund-raising 873,785 - 873,785 905,040
Total supporting services 2,254,424 - 2,254,424 2,692,148
Total expenses 9,199,794 - 9,199,794 10,145,904
Results of operations (517,674) (4,212,883) (4,730,557) (4,646,314)
Return on Investments on Board-Designated Funds for Long-Term Investments 1,369,324 - 1,369,324 (2,310,603)
Foreign Currency Transactions Gain (Loss) 49,393 - 49,393 (118,352)
Change in net assets 901,043 (4,212,883) (3,311,840) (7,075,269)

Net Assets
Beginning 12,128,694 8,041,986 20,170,680 27,245,949
Ending $13,029,737 $3,829,103 $16,858,840 $20,170,680

20
 Sustainability Report
In the interest of being a transparent and ethically driven organization, Synergos works to ensure
a sustainable organization. This report summarizes our efforts toward this goal in 2009.
Overview
Synergos focuses on supporting and connecting networks of leaders so they can work together
in partnership with others to change the systems that keep people in poverty. At the beginning
of 2009, we launched Synergos’ first online social networking site (available at network.synergos.
org), which will enable members of our networks to share ideas and work together via the
Internet. Synergos offers workshops, trainings, convenings, peer learning opportunities and free
downloadable resources on our website.
Governance
In 2009, Synergos had a 24-member Board of Directors with five standing committees: finance
(with investment and audit subcommittees), nominating and governance, development, pro-
gram and planning, and executive. At the end of 2009, there were nine female board members,
twelve directors were from countries outside the United States, and nine were from countries
where Synergos works. None of the Board members are compensated for their service.
The Synergos Community
The nature of Synergos’ work requires the engagement of a diverse set of stakeholders, including
civil society organizations, philanthropists, business and government, as well as representatives of
poor and marginalized communities. We work to identify and engage all stakeholders in chang-
ing the systems that maintain poverty. Synergos also works to strengthen local capacity to create
social change.
Fiscal Responsibility
Synergos is committed to being a fiscally responsible and transparent organization. Every year
Synergos hires an independent firm to conduct a financial audit. We are also accountable to
our donors, submitting regular reports and sometimes providing more formal evaluations. Our
systems are designed to track organizational expenses and staff time so we can accurately report
to donors on the use of their funds.
Synergos’ investment policy places roughly 25% of our board-restricted fund in mission-driven
investments.
Program Impacts
Our programs have in place evaluation tools or frameworks that will help us better document
their impact. In Namibia, the African Public Health Leadership and Systems Innovation Initia-
tive, as indicated earlier in this report, has already improved maternal health services by reducing
processing and wait times for expecting mothers, made services more accessible through more
efficient transport, and increased provision for ante-natal care in under-served communities.
In 2009, the Girls Gaining Ground project in India trained about 10,000 girls in life skills. Posi-
tive impacts were already demonstrated in 2009 among girls interviewed by graduate students
from New York University. The girls showed greater awareness of available government services
and a desire for continued schooling, had taken steps to improve their own nutrition, and shared
what they had learned with their families and communities. A full evaluation of the project will
be available in 2010.
The Arab World Social Innovators Program has built evaluation into its training and convenings
in addition to tracking the Innovators’ individual and organizational progress. A full evaluation
of the program will be completed in 2010. In 2010, initial results of the comprehensive intake
and monitoring system developed in 2009 for the Global Philanthropists Circle will also be
available.
Environmental Impacts
Synergos is dedicated to reducing our impact on the environment. We purchase carbon credits
to offset the footprint of our international travel and other activities. In 2009 we purchased
carbon credits to offset one million miles of travel, equivalent to 586 tons of carbon, for $10,000.
About 85% of the paper we use is recycled or sustainably produced.
Workplace Policies and Practices
At the end of 2009, Synergos had 34 full-time and three part-time staff, reflecting staff reduc-
tions at headquarters and in Brazil, as well as turnover during the year. The staff gender ratio was
66% female to 34% male. In December 2009, 28% of the staff was based in the field, compared
to 30% in December 2008. Since then, staffing patterns show a trend towards a higher percent-
age of field-based staff in response to program needs.
Synergos aims to strengthen staff competencies through targeted training, exposure to network
events, and a performance management system that involves staff in goal setting and perfor-
mance evaluation. Diversity continues to be a hallmark of the Synergos staff, who come from
more than a dozen countries and are fluent in more than a dozen languages.
As a global organization, Synergos uses computer technology to be globally connected to all
our offices. We also continue exploring technologies to support online collaboration among our
Senior Fellows and other networks.
Our Values
Synergos seeks to model our core values of social justice, collaboration, innovation, integrity and
compassion in our relationships with all of our stakeholders and in all our programs and activi-
ties. Our staff and Board are governed by a conflict of interest policy, and we compensate staff
on a merit-based system.
Feedback
Synergos welcomes your comments and suggestions about this report and ways it could be
improved in future years. Please write to synergos@synergos.org.
21
Donors
Synergos’ 2009 programs and operations were Stanley and Marion Bergman
supported by the following group of foundations, Donors Providing Richard A. Berman
corporations, governments and international agencies, Angelica Berrie
and individuals. $50,000 to $99,999 The David Bohnett Foundation
William Bohnett
You can join them in supporting our work by visiting Ford Foundation Amy Brakeman
www.synergos.org/donate. JPMorgan Chase James M. Brasher III
Vincent and Anne Mai Ron Bruder
Shell International Ltd. Magalen O. Bryant
Donors Providing Michael Sonnenfeldt and Katja Goldman Bsaibes Family
H.E. Butt
$100,000 or More Greg Carr
Additional Donors The MCJ Amelior Foundation and Ray Chambers
The Atlantic Philanthropies Laura Chasin
Alberto and Tere Baillères and Family Ackerman Family Dhanin and Tawee Chearavanont and Family
Carlos Bulgheroni American Express Mark Chen
Peggy Dulany Anonymous Petr Chitipakhovyan and Family
Philipp Engelhorn Muna Abusalayman Aimée Christensen
The Bill & Melinda Gates Foundation Miriam Adams Christie’s
Dorian Goldman and Marvin Israelow Wanda Engel Aduan Frederic Corneel
The William and Flora Hewlett Foundation Cities Alliance Alejandra Cortés De Milmo
Marcos de Moraes Hylton and Wendy Appelbaum Joy Craft
Lúcia R. Moreira Salles Loreen Arbus Elizabeth Strong de Cuevas
The Charles Stewart Mott Foundation Valentin von Arnim Richard Debs
Nike Foundation David and Dorothy Arnold Alan Detheridge
David Rockefeller, Sr. José Ignacio and Verónica Avalos and Family Youssef Dib
The Rockefeller Foundation Janet Averill Judy Dimon
Instituto Rukha Ronda and Mark Axelowitz Donner Canadian Foundation
Kim Samuel Johnson Emilio Azcárraga Jean and Family William H. Draper
US Agency for International Development Richard Bayles Sam Dryden and Sandy McLeod
Ian Benjamin Robert H. Dunn
Othman and Leila Benjelloun Dynamica
Edward Bergman Emirates Investment Group
22
 Pamela Hawley John D. and Catherine T. MacArthur Foundation
Margaret Heller Joshua Mailman
Marlene Hess and James Zirin Darren Manelski
Linda Hill Mannheim LLC
Conrad N. Hilton Foundation Cornelio Marchán
Jerry Hirsch Strive Taputair Masiyiwa
Frank and Sorcha Holmes Chris Mathias
Heidi Honchariw Maria Matilde Bonetti
Jeffrey Horowitz & Family Sally McDaniel
Barbara L. Hunt Felipe Medina
Above: Olive Luena (center), a Synergos Senior Fellow from Tanzania, Helen Hunt Family Ferne Mele
works to support people in the informal economy by providing credit,
training, marketing, technology, and low-cost housing.
Patricia S. Huntington Mérieux Family
Institute of International Education
Emirates Sunland Group International Development Research Centre
Kurt A. Engelhorn and Family Itaú Unibanco Banco Multiplo S.A
Enshaa PSC Raza and Neena Jafar
Corinne Evens Dale E. Jenkins
Anthony Evnin Franklin and Catherine Johnson
Daniel Feffer and David Feffer Cynthia Jones
Feirstein Capital Management Patricia Kahane
James Ferrari Dr. Natalia Kanem
The Flora Family Foundation H. Peter Karoff
Mimi Frankel Kele Contracting
GAIN - Global Alliance for Improved Nutrition Peter Kellner
Nili Gilbert Shiv Khemka and Uday Khemka
Eleanor Gimon Stephen Killelea
Give to Colombia John and Pat Klingenstein
The Goldman Sachs Group, Inc. Daniel Kropf
Donald Gordon Foundation Frieder Krups
Grassroots Business Fund Muslim Lakhani Family
Eileen and Paul Growald Deborah and Rocco Landesman
Mimi and Peter Haas Fund John P. Lennon
Nadine Hack Bobye List
Roland Harris Laura Lopez
Sarah Hashwani Oscar Lopez Above: Welcome figures in a community that participates in the
Aboriginal Leadership Initiative in Canada.
23
Peter Miscovich Tsugiko and William Scullion Sarah Timpson
Cynthia and George Mitchell Family Maria Alice Setubal Theo Tobé
Deborah A. Moore Adele Simmons Turney Tse
Mario Morino Pedro Sirotsky UN Secretary-General´s Special Envoy for Malaria
Patrice and Precious Motsepe Charles Slaughter Stephen M. Unfried
Kenneth F. Mountcastle Alan B. Slifka Foundation United Nations Foundation
Enrique Muñoz James Sligar Diderico van Eyl
Elizabeth Munson Gordon V. Smith Richard A. Voell
Mvelaphanda Holdings John Spencer Miriam and Ira D. Wallach Foundation
George and Abby O’Neill Theodore and Vada Stanley and Family Hermine Warren
Open Society Foundation for South Africa David Stewart Curtis M. Webster
Open Society Institute Christopher Stone Western Union
Ayşen and Hüsnü Özyeğin Jon Stryker The Whitehead Foundation
Sergio Palleroni Michael von Stumm Malcolm Hewitt Wiener Foundation
Ann Partlow Washington Sycip Winsor Family
PepsiCo Lynn Thoman Wolfensohn Family Foundation
Peter G. Peterson and Joan Ganz Cooney Laura Thorn Richard Woo
Martin Ping Robert C. Timpson and and Peregrine Whittlesey
Fern Portnoy
Alejandro Ramírez Magaña
Marie Rautenberg
Michael Rennie
Rockefeller Brothers Fund, Inc.
David Rockefeller, Jr.
Carlos Rodríguez-Pastor Persivale
Shelley and Donald Rubin Right: An early outcome of our
The Shelley and Donald Rubin Foundation African Public Health Leadership
Instituto Rukha initiative in Namibia is reduction
of ambulance response times in
Cynthia Ryan Windhoek by about 75%.
Michael Sacks
Scandia Foundation Photos in this report are thanks
S. Bruce Schearer to Christine A. Butler, Dominic
Chavez, Fanie Jason, William
Linda Schejola and Family Vázquez, and Synergos part-
Daniel Schwartz ners, interns and staff.

24
 Board of Directors
January 1, 2009-December 31, 2009 Philipp Engelhorn Adele S. Simmons
Founder and Director, Cinereach President, Global Philanthropy Partnership
Wanda Engel Aduan (from 6/2009) (to 5/2010)
Executive Superintendent, Instituto Unibanco
(to 5/2010) Nili Gilbert James Sligar
Invesco Partner, Milbank, Tweed, Hadley & McCloy
Sabina Alkire (to 5/2010)
Executive Director, Oxford Poverty & Human Dorian S. Goldman
Development Initiative President and Trustee, Joyce and Irving Goldman Corazon Juliano-Soliman
(to 5/2010) Foundation Founding Trustee, INCITEGov,
(from 6/2009)
Hylton Appelbaum Roland S. Harris III
President, Liberty Life Foundation Vice President, GBS Americas Region, Strategy and Michael W. Sonnenfeldt
Market Development, IBM Managing Member, MUUS & Company, LLC
Edward Bergman (to 5/2010) (to 5/2010)
Co-Founder and Executive Director, Miracle
Corners of the World Raza Jafar Rajesh Tandon
Emirates Investment Group Chief Executive, Society for Participatory
William Bohnett (from 1/2010) Research in Asia
Partner, Fulbright & Jaworski LLP
Uday Khemka Monica Winsor
Alan Detheridge Vice Chairman, SUN Group of Companies Founding Partner, Inspired Philanthropy Group
Associate Director, The Partnering Initiative
Marcos de Moraes
Youssef Dib Chairman, Sagatiba S/A
CEO, Private Banking, Crédit Agricole
Kim Samuel Johnson
Peggy Dulany Director, The Samuel Group of Companies
Founder and Chair, The Synergos Institute (to 5/2010)

Robert H. Dunn Tokyo Sexwale

President and CEO, The Synergos Institute Executive Chairman, Mvelaphanda Holdings

25
 Staff & Offices
Staff as of June 1, 2010 Marilyn Shivangulula Global Headquarters Southern Africa
Pratima Singh Robert H. Dunn Barry Smith
Karin Sonja Batista Dileepan Siva President and CEO Regional Director, Southern Africa
Sarina Beges Abigail Smith 51 Madison Avenue, 21st Floor PO Box 8047
Virginia Briones Barry Smith New York, NY 10010 Roggebaai 8012
Yvonette Broomes Shannon St. John USA South Africa
Beth H. Cohen Ilona Szabó de Carvalho Tel: +1 212-447-8111 Tel: +27 (0)21 421-9788
Justin Dake John Tomlinson Fax: +1 212-447-8119 Fax: +27 (0)21 425 0413
Jessica Dolan Adéle Wildschut synergos@synergos.org bsmith@synergos.org.za
Daniel Domagala Désirée Younge
Robert H. Dunn Middle East and North Africa Len le Roux
Steve Ferrier Thanks also to former staff who George Khalaf Director, Partnerships, Southern Africa
Hilda Gertze served at Synergos in 2009: Director, Middle East and 152 Robert Mugabe Avenue
Anna M. Ginn Daniel Becker North Africa Region Windhoek
Lulekwa Gqiba Janet Becker 51 Madison Avenue, 21st Floor Namibia
John Heller Manisha Bhinge New York, NY 10010 Tel: +264 61 386950
Anna Jantjies Alissa Desmarais USA Fax: +264 61 221492
Husam Jubran Alex Dolan Tel: +1 646-963-2151 lleroux@synergos.org
George Khalaf Kathleen Freis Fax: +1 212-447-8119
Nelago Kondombolo Joanna Hoffman gkhalaf@synergos.org Help Synergos fight poverty by giving
Len le Roux Cristina Parnetti online at www.synergos.org/donate.
Chong-Lim Lee Imran Riffat
Laura Lopez Hisham El Rouby
Méan Mak
Leslie Meek-Wohl
Humberto Saddler
Azeen Salimi Synergos
Ferne Mele Rowena Sison www.synergos.org
Kasee Mhoney Ruth Yaeger
Ken Nero
Katherine Potaski
Surita Sandosham
Martha Shikwambi

26