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MIDDLE EAST CHILDRENS INSTITUTE INC Organization Name provided in the GuideStar Exchange* as of 05/06/2013: MIDDLE EAST CHILDRENS INSTITUTE INC

Organization Name as listed in the IRS Business Master File as of 11/10/2014: MIDDLE EAST CHILDRENS INSTITUTE INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

AKA  MECI
New York, NY
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

MIDDLE EAST CHILDRENS INSTITUTE INC Organization Name provided in the GuideStar Exchange* as of 05/06/2013: MIDDLE EAST CHILDRENS INSTITUTE INC

Organization Name as listed in the IRS Business Master File as of 11/10/2014: MIDDLE EAST CHILDRENS INSTITUTE INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: MECI
Physical Address: New York, NY 10023 
EIN: 20-2512003
Web URL: www.mecinstitute.org 
NTEE Category: Q International, Foreign Affairs, and National Security
Q33 International Relief
Year Founded: 2005 
Ruling Year: 2005 
How This Organization Is Funded: individuals - $158,500
foundations - $244,000
IMF - $12,500


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Mission Statement

MECI’s mission is to address the educational psychosocial health and other basic humanitarian needs of Middle Eastern children and women in both war-torn and impoverished areas.

Legitimacy Information

This organization is registered with the IRS.

This organization is not required to file an annual return with the IRS.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

(GuideStar Exchange,
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May 2013)

Fiscal Year Starting: January 1, 2011
Fiscal Year Ending: December 31, 2011

Total Revenue $523,498
Total Expenses $547,753

Revenue & Expenses

(GuideStar Exchange,
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May 2013)

Fiscal Year Starting: January 1, 2011
Fiscal Year Ending: December 31, 2011

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

Financial Statements

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Annual Reports

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Leadership

(GuideStar Exchange,
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May 2013)

Karen Linehan Mroz

Profile:

Karen Linehan Mroz joined MECI in early 2008 with a passion for and experience in philanthropic programs focusing on the Middle East, children’s education and the needs of women in the region. She was the founding Executive Director of the Friends of UNRWA Association; the first USA non-profit created to raise public awareness and funds for Palestine refugees supporting the humanitarian work of the United Nations Relief and Works Agency (UNRWA). She traveled extensively throughout the camps meeting with refugees and touring UNRWA operations in Gaza, the West Bank, Jordan, Syria and Lebanon. Karen has a strong background in the private sector and philanthropic organizations. She was a program officer responsible for strategic events and communications with The Goldman Sachs Foundation. At the Foundation, she was responsible for the development of the Goldman Sachs Global Leaders Program (GSGLP) and the annual GSGLP University. She joined the Institute of International Education continuing to develop the strategic programs for the Global Leaders Program. Karen developed her own business delivering executive training in Fortune 500 companies. She served as an elected member of a Massachusetts board of education creating unique programs in special education. She is an experienced public speaker who incorporates a passion for photography into her presentations to personalize and illustrate the most urgent needs for women and children in the Middle East.

Board Chair (GuideStar Exchange,
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May 2013)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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May 2013)

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Board Leadership Practices (GuideStar Exchange,
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May 2013)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in May 2013

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Programs

Program: MECI Community Child Development Program (GuideStar Exchange,
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May 2013)

Budget:
$360,000
Category:
Middle East
Population Served:
Female Children ( 5 - 14 years)
Male Children (5 - 14 years)
Female Adults

Program Description:

MECI's comprehensive after school program for elementary school age children addresses severe health issues through a nourishing food program, builds skills through academic tutoring, and provides psychosocial support through art therapy programs in music, fine arts, drama and athletics. In addition, local women are organized and employed through a women's association, the program also stimulates the distressed local economy through purchases from local farmers and suppliers.

Program Long-Term Success:

Instill hope in Middle Eastern children and women through education and community development Provide educational and economic development programs to resolve conflict, contribute to global peace, prosperity, and security Dignify women and children whose lives and self worth have been affected by years of war.

Program Short-Term Success:

Annually MECI seeks to improve academic standings through academic tutoring, heal through fine arts and sports building strong positive images amongst all students enrolled. Encourage and measure growth amongst the number of women received benefits from the social entrepreneurship opportunities.

Program Success Monitored by:

MECI annually conducts pre and post after school program monitoring and evaluation reviews for all students enrolled in the program. In 2013, an independent evaluation conducted by a regional well respected academic institution was completed covering 2007-13.

Program Success Examples:

Education • Over 1,500 students and their families have participated in MECI • Absenteeism – from 36% to zero • Improved academic performance: Math increased 26%, English increased 19% • 71% increase in students achieving grades of 90 or better • Scored 6th out of 1,000 schools in MoE achievement tests across the West Bank • Reduced aggressive behavior in and out of classrooms from 25 incidents per month and maintained zero violence to date School Related Health and Nutrition Impact • Over 250,000 nutritious snacks and hot meals served to children • Over 1,500 complete blood tests and hearing tests conducted in accordance with MECI health and wellness programs. • Reduced anemia from 20% to 0.5% to zero in the fall of 2011 • MECI's healthy food and medical intervention program improved overall health and psychosocial well being of students • Decreased acute symptoms of depression and PTSD like aggression • 50% increase in children articulating (verbally and non-verbally) feelings of improved self esteem and positive self-imagery Women’s Empowerment • 150 village women employed or engaged in income generating opportunities • Heightened self worth and financial security of village women • MECI held unique workshops on nutrition, parenting, and women’s health issues for mothers and village women • MECI lead business development workshops for local women’s associations • MECI former staff hold positions in the public and private sectors
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Impact Summary from the Nonprofit

-Over 1,500 students and their families have participated in MECI -Absenteeism – from 36% to zero -Improved academic performance: Math increased 26%, English increased 19% -71% increase in students achieving grades of 90 or better -Scored 6th out of 1,000 schools in MoE achievement tests across the West Bank -Reduced anemia from 20% to 0.5% to zero in the fall of 2011
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