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to promote charitable work by creating a modern institution that prioritizes meeting humanitarian needs, empowering affected communities, and advocating for localized humanitarian assistance.

Consolidating the principles of good governance and activating its institutions and tools to reach a cohesive, responsible and aware Syrian society

UMUDU CANLANDIRMA DERNEGI - Hope Revival Organization (HRO) is a humanitarian, advocacy, and non-profit organization dedicated to working with communities afflicted by conflict and crisis in order to overcome experiencing difficulty coping. HRO is a service-focused organization with a variety of objectives and the intent of promoting development as well as service projects that address everyday needs. As such, HRO's main mission is to promote psychosocial wellbeing through the provision of mental health and psychosocial support (MHPSS) services, capacity building and awareness raising of the target communities themselves. Our target group, as mandated in our mission, is "populations or people affected by crisis". Displaced people often face threats to their safety and dignity, including violence, coercion, exploitation and deprivation, as well as restrictions on their access to services, assistance, livelihoods and other basic rights. For HRO, populations and people affected by displacement include: IDPs, refugees, returnees, people at risk of displacement and people who are unable to flee (whether they are being obstructed or because they lack the means or ability to do so). Given the important role that host communities have in supporting displaced people and in contributing to durable solutions, we also include members of host communities in our programmes. This aligns with our conflict-sensitive approach and our efforts to understand and mitigate the potential negative effects of our interventions and programmes on communities, markets and the environment. HRO primarily works in situations of armed conflict, providing assistance, protection and concrete solutions. In order to enhance integration among refugees and host community members, HRO also targets those host communities to ensure a peaceful coexistence and that needs of both are met and addressed. Wherever we are present, we try to avail our long experience in war settings that are affected by protracted crisis and prioritize targeting the most vulnerable groups especially those with limited mobility or living in remote areas or even those affected by natural disasters such as earthquakes, floods, etc. Therefore, HRO aims to enhance their access to evidence-based, high quality, and culturally sensitive MHPSS services and to build sustainable local capacities and provide comprehensive, integrated, and community-based services that promote their resilience and overall wellbeing. HRO focuses on community care by creating safe environments that foster the effective participation of women, youth, and people with disabilities in economic, social and civil activities in order to limit marginalization, mitigate violence, empower them, and raise their awareness about their rights, which in turn helps in eliminating poverty and improving the quality of life and community resilience. HRO provides its services to all community categories (women, men, girls, and boys) regardless of their religion, race, ethnicity, or gender, using community-based, context-related, and culturally appropriate approaches within the following sectors: 1. MHPSS (Mental Health and Psychosocial Support) Programme aims to create safe spaces where people can be more capable of managing events that threaten their well-being, to prevent or reduce their negative effects on their everyday lives. Through this programme, HRO works on making MHPSS services easily accessible and meeting the special needs of those people whose lives are burdened by a history of trauma and stress, while also responding to the social, economic, and political impacts of these problems. HRO MHPSS Programme includes: a) mental health integration into health facilities (providing a primary mental health care inside hospitals and MHPSS centers as part of general health care which is more accessible, cost-effective and less stigmatizing); b) Community Mental Health and Psychosocial Support (community-based MHPSS case management approach that meets multiple needs helps people set goals, and links them with different available services and support); c) MHPSS interventions (including clinical supervision, MHPSS focused non-specialized, MHPSS specialized interventions, psychological first aid (PFA), psychosocial support activities, capacity development, advocacy, child and youth psychosocial programmes, and early childhood development). 2. Protection (violence prevention and response) and advocacy programme aims to promote gender equality, affirm and advocate for human rights, provide support to people who have experienced violence, especially the most vulnerable groups (females, children, elderly and persons with disabilities) and raise public awareness about their rights to mitigate and prevent discrimination against them, in addition to providing legal assistance and mine action services. HRO Protection Programme includes: a) Gender-based Violence Programme (preventing and responding to GBV, meeting the needs of GBV survivors, highlighting their exposure to GBV, restoring their dignity while ensuring safe access to these services, in addition to empowering them and supporting their economic independence); b) Child Protection (working with families, caregivers, and communities to promote positive social norms and behaviors to help to prevent violence against children, focusing on 3 main areas: Response, Prevention and Integrated Child Protection in Education); c) Mine Action (through risk education, educational activities aimed at reducing the risk of injuries from mines and unexploded ordnance and Victims' assistance with psychosocial support activities, social inclusion, and referral to other services); d) General Protection and Rule of Law (it helps to restore the dignity of individuals by providing quality protection services for the most vulnerable groups in highly affected areas through: protection monitoring, and legal assistance); e) Protection from Sexual Exploitation and Abuse - PSEA (it aims to preventing and responding to SEA committed by humanitarian workers against affected populations through community-based prevention activities and setting out strategies for creating and maintaining a safe and respectful environment); 3. Peace-building (transitional development) aims to increase people's ability to resolve conflict peacefully and reconstruct communication lines between conflicting parties to create more resilient communities through promoting peacebuilding, non-violent communication, negotiation skills, problem solving, positive coping mechanisms, coexistence, community dialogue, de-escalation mechanisms, common ground methodologies, mediation and intervening in disputes, etc.. We provide assistance in emergencies where needs are often the most acute, and where community resilience may be at its most fragile. We frequently work in complex, protracted crises characterized by long-term or cyclical displacement as well as recurring violence and shocks. Our programme and advocacy work contributes to and promotes durable solutions for displacement. Through this spectrum of work, we seek to bridge the gap between humanitarian and development interventions. The contexts where we work are generally highly volatile, and we often see consecutive waves of displacement, therefore, our programme responses should be developed in a way that ensures greater engagement of beneficiaries, community and local civil authorities, in addition to reinforcing community preparedness and resilience. Hope Revival Organization is also planning to create the "NAFSY" Application (My psychology application), a digital platform that provides psycho-social support services using web-based technologies. Through this innovative application, e-learning and e-counseling services are delivered through the e-learning channel (courses, articles, self-placed psycho-analytical quizzes, games, and blogs), which aims to combat the stigma and enhance the efficiency of direct services sector, constituted by an e-counseling channel, which will ensure the access to mental health counseling services by Syrian refugees living in Turkiye, while ensuring adequate and cost-efficiency services, data confidentiality, and cultural sensitivity. By promoting access to mental health services for refugees via mobile application, HRO aims to address the mental health disorders at refugees and displaced populations and overcome the following barriers they might encounter: language barriers (the high-quality of services is ensured through mental health professionals who are Arabic speakers), stigma and social misconceptions about the mental disorders (addressed through the e-learning portal), and financial barriers (combatted through the cost-effectiveness of the mobile application). As such, the innovative aspects of this prototyped application are as follows: the interlink between the e-learning and e-counseling services; the decent work opportunities provided to mental health professionals coming from the diaspora; the self-sustainability and scalability (achieved through a well-settled fundraising strategy) and the cost-efficiency of the mobile application itself.

Supports children with leukemia and their families by providing medical treatment, financial assistance, and long-term rehabilitation programs.

Verify-Sy mainly seeks through its activities to raise the democracy and transparency in Syria by refuting rumors and fake news, in addition to combating hate speech against Syrians around the world and raising public awareness about verifying news, in addition, to build the capacity of Syrian journalists in this regard.

Board of European Students of Technology is a non-profit and non-political organisation that since 1989 strives to improve communication, cooperation and exchange opportunities for European students. The mission of BEST is to help students achieve an international mindset, reach a better understanding of cultures and societies and develop the capacity to work in culturally diverse environments. To achieve this mission BEST offers high quality services to technology students all over Europe. These services include a European engineering competition, academic courses, career events and events on educational involvement. BEST offers these events in 96 European Universities, spread among 34 countries, reaching over one million students, with the help of 3300 members. It is BEST's mission to provide complementary, non-formal education in every event that it organises. This to make sure that the students that are reached grow to their full potential before they enter the job market. It is essential for BEST to show students the value of complementary education, not only to widen their perspective on the technology topics covered in their studies, but also to teach them the needed soft skills. To begin, these soft skills are covered in BEST's events by bringing students together with its two other stakeholders, universities and companies, and letting them dialog. Secondly, BEST provides specific training sessions to teach students how to acquire these skills in a safe and stimulating environment among peers. Lastly, this is done not only towards outside students, but also towards BEST's own members. By letting them organise events after they had a thorough knowledge transfer and did some in-depth training sessions, they acquire a lot of hands-on experience that makes them valued assets on the job market. In all this soft skill acquirement, there is one thing that makes BEST special: everything happens in a culturally diverse environment. BEST's volunteers really learn how to cooperate with project members from all over Europe and also the outside students are introduced to a specific mindset that BEST likes to call 'the BEST spirit'. This means that everyone works together, respecting each other's backgrounds, to achieve a common goal: empower students and give them a voice in today's society. For this donation campaign BEST would focus on the educational involvement that it stimulates among European students. It is namely very unique that an organisation run by students offers their peers a voice by collecting data in surveys and events and presenting that data to the relevant authorities. BEST, therefore, attends a lot of conferences about education to be able to share our outcomes to the fullest. We hope to raise some donations in this campaign to be able to carry out next year's planning around the theme of Digital Literacy. This theme focuses on how prepared students and universities are for the upcoming digitisation wave. It raises the question of how we will learn and teach digital skills and how industry 4.0 will make its way into our education. For this program BEST invests in conducting surveys, doing symposia on education and writing scientific papers with the purpose of disseminating the outcomes. It is not the first time that BEST is going to conduct such an Educational Involvement Programme. Last year, for example, the theme was 'Diversity in STEM education' and the years before we covered topics such as pedagogical skills, new teaching methods, relation between university and industry, etc. So what were the steps BEST undertook to create all the materials around last year's topic? First, a team was created to do research on existing literature about 'Diversity in (STEM) education'. Based on that research a survey was created in which 4 diversity types were tackled: cultural diversity, ethnic diversity, gender diversity and students with disabilities. Then, after the answers of the survey were gathered and analysed, the subtopics for the BEST Symposia on Education were identified: in this case, each symposium had a different diversity type. The same team that worked on the content creation of the symposia also prepared and delivered the sessions of those symposia. After the events, the input of all the participating students is gathered in a scientific report, which is then either published in conferences, or disseminated through social media and newsletters. The approach used last year proved to be a successful one and will be repeated in this year's Educational Involvement Programme. If we manage to get more funds via Global Giving, this will mean that we can elaborate this process and spend more resources on content creation, promotion of the surveys and dissemination of our results. In short: we will be able to make a lot more noise in the educational world.

Global Changemakers works to an unshakable mission of supporting young people to create a positive change towards a more just, fair and sustainable world. We do this through skills development, capacity building, mentoring and grants.

Apply the principle of leadership in the care of humanitarian relief work in its areas of work, by specialized cadres.

Ashinaga is a Japanese foundation headquartered in Tokyo. We provide financial support and emotional care to young people around the world who have lost either one or both parents. With a history of more than 55 years, our support has enabled more than 110,000 orphaned students to gain access to higher education. From 2001, we expanded our activities internationally, with our first office abroad in Uganda. Since then, we have established new offices in Senegal, the US, Brazil, the UK, and France to support the Ashinaga Africa Initiative. The Ashinaga movement began after President and Founder, Yoshiomi Tamai's mother was hit by a car in 1963, putting her in a coma, and she passed away soon after. Tamai and a group of likeminded individuals went on to found the Association for Traffic Accident Orphans in 1967. Through public advocacy, regular media coverage and the development of a street fundraising system, the association was able to set in motion significant improvements in national traffic regulations, as well as support for students bereaved by car accidents across Japan. Over time, the Ashinaga movement extended its financial and emotional support to students who had lost their parents by other causes, including illness, natural disaster, and suicide. The Ashinaga-san system, which involved anonymous donations began in 1979. This was inspired by the Japanese translation of the 1912 Jean Webster novel Daddy-Long-Legs. In 1993, Ashinaga was expanded to include offering residential facilities to enable financially disadvantaged students to attend universities in the more expensive metropolitan areas. Around this time Ashinaga also expanded its summer programs, or tsudoi, at which Ashinaga students could share their experiences amongst peers who had also lost parents. The 1995 Hanshin-Awaji Earthquake struck the Kobe area with a magnitude of 6.9, taking the lives of over 6,400 people and leaving approximately 650 children without parents. Aided by financial support from both Japan and abroad, Ashinaga established its first ever Rainbow House, a care facility for children to alleviate the resultant trauma. March 11, 2011, a magnitude 9.0 earthquake struck the northeastern coast of Japan, causing a major tsunami, vast damage to the Tohoku region, and nearly 16,000 deaths. Thousands of children lost their parents as a result. Ashinaga responded immediately, establishing a regional office to aid those students who had lost parents in the catastrophe. With the assistance of donors from across the world, Ashinaga provided emergency grants of over $25,000 each to over 2,000 orphaned students, giving them immediate financial stability in the wake of their loss. Ashinaga also built Rainbow Houses in the hard-hit communities of Sendai City, Rikuzentakata, and Ishinomaki, providing ongoing support to heal the trauma inflicted by the disaster. Over the past 55 years Ashinaga has raised over $1 billion (USD) to enable about 110,000 orphaned students to access higher education in Japan.

To educate and empower women, youth, people with disabilities and children by enabling them to have an effective and positive role in constructing a developed society.

Telecoms Sans Frontieres (TSF) was founded in 1998 as the world's first NGO focusing on emergency-response technologies. During humanitarian crises we give affected people the possibility to contact their loved ones and begin to regain control of their lives, as well as we build rapid-response communications centres for local and international responders. Thanks to 20 years of experience in the field, our high-skilled technical team adapts and tweaks existing tools to respond to different crises and beneficiaries' needs in the ever evolving humanitarian context. From its early days, the culture of first emergency response has been core to TSF's identity, but we have grown and evolved as the role of technologies in emergencies has expanded. In parallel to this core activity, we also develop, adapt, and make available innovative and cost-effective solutions to assist migrants, refugees, displaced people and other disadvantaged communities in different areas, including education, healthcare, women's rights and food security. TSF is a member of the United Nations Emergency Telecommunications Cluster (UNETC), a partner of the Office for the Coordination of Humanitarian Affairs (UNOCHA) and the Association of Southeast Asian Nations (ASEAN), and a member of the US State Department's Advisory Committee on International Communications and Information Policy. Since its creation, TSF responded to over 140 crises in more than 70 countries providing communication means to over 20 million people and nearly 1,000 NGOs. Telecoms Sans Frontieres hereby certifies any project presented on GlobalGiving or funds received by GlobalGiving will be under no circumstances used in countries where United States export or sanction laws are in place such as Syria, Iran, Cuba, and North Korea, or with individuals or institutions subject to U.S. restrictions.

Zahana in Madagascar is dedicated to participatory rural development, education, revitalization of traditional Malagasy medicine, reforestation, and sustainable agriculture. It is Zahana's philosophy that participatory development must be based on local needs and solutions proposed by local people. It means asking communities what they need and working with them collaboratively so they can achieve their goals. Each community's own needs are unique and require a tailor -made response