International, Foreign Affairs, and National Security

INTERNATIONAL TIBET SUPPORT NETWORK

  • Vienna, VA
  • www.tibetnetwork.org

Mission Statement

To maximize the effectiveness of the worldwide Tibet movement, which is dedicated to ending human rights violations in Tibet and to actively supporting the Tibetan people's right under international law to determine their future political, economic, social, religious and cultural status.

Main Programs

  1. Strategic Campaign Development and Coordination
  2. Training and Capacity Building
  3. Regional Coordination

service areas

International

Self-reported by organization

ruling year

2006

chief executive for fy 2006

Ms Alison Reynolds

Self-reported by organization

Keywords

Tibet, Human Rights, Advocacy, China

Self-reported by organization

Sign in or create an account to view Form(s) 990 for 2014, 2013 and 2012.
Register now

EIN

81-0663477

Also Known As

International Tibet Network

Contact

Cause Area (NTEE Code)

International Human Rights (Q70)

Civil Rights, Advocacy for Specific Groups (R20)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Impact statement

The Network coordinates international campaigns for its 180 plus Member organizations around the four strands of its Strategic Plan:
1. Putting Tibetans in Tibet first; example campaigns are "Free Tibetan Heroes (www.freetibetanheroes.org) for Tibetan political prisoners, to protect the rights of Tibetan nomads, and to celebrate Tibetan cultural resistance (www.ihearttibet.org).
2. Pressure on Governments and Corporations to support Tibet. The Network coordinates annual lobby days for Tibet and recommends advocacy strategies for day-to-day lobbying of elected representatives and governments.
3. Targeting China's Leaders responsible for Tibet policy. See www.chinese-leaders.org, and educational resource created by the Network.
4. Outreach to Chinese People. See www.chinatibetfriendshithe Network convenes regular Regional and International Meetings of its member organizations, provides small capacity-building grants and training in campaign-related and organizational-development skills.

Programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

Self-reported by organization

Program 1

Strategic Campaign Development and Coordination

The International Tibet Network aims to develop and implement strategic campaigns that the whole movement can engage in on behalf of the Tibetan peopl. Using its Strategic Plan as a framework, the Network convenes regular regional and international meetings, and supports Campaign Working Groups to develop new ideas.

Category

International, Foreign Affairs & National Security

Budget

$100,000.00

Population Served

Ethnic/Racial Minorities -- Other Specified Group

Program 2

Training and Capacity Building

The International Tibet Network aims to strengthen the Tibet movement by providing appropriate skills training and supporting groups in building their capacity.

Category

International, Foreign Affairs & National Security

Budget

$30,000.00

Population Served

Ethnic/Racial Minorities -- Other Specified Group

Program 3

Regional Coordination

The International Tibet Network aims to develop regionally coordinated campaigns on behalf of the Tibetan people through its two Regional Coordinators and by convening biennial regional planning meetings

Category

International, Foreign Affairs & National Security

Budget

$60,000.00

Population Served

Ethnic/Racial Minorities -- Other Specified Group

service areas

International

Self-reported by organization

Blog

The organization's Blog

Funding Needs

The International Tibet Network has two primary funders; the Isdell Foundation and the National Endowment for Democracy. Membership fees and donations contribute around 10% of the Network's annual budget. Over the last few years securing funds has become increasingly challenging; China continues to exert its influence and the pool of foundations and individuals willing to fund Tibet campaigns and advocacy has contracted. The International Tibet Network has an annual deficit of around $30,000 which it urgently needs to find funding to meet.

photos



External Reviews

The review section is powered by Great Nonprofits
Source: greatnonprofits.org

Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

INTERNATIONAL TIBET NETWORK
Fiscal year: Jan 01-Dec 31

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2014, 2013 and 2012
  • Board Chair, Board Co-Chair and Board Members
  • Access to the GuideStar Knowledge Base Search
Get all this now for free
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Operations

The people, governance practices, and partners that make the organization tick.

INTERNATIONAL TIBET SUPPORT NETWORK

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2014, 2013 and 2012
  • Board Chair, Board Co-Chair and Board Members
  • Access to the GuideStar Knowledge Base Search
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

CHIEF EXECUTIVE FOR FISCAL YEAR

Ms Alison Reynolds

BIO

Ms Reynolds has been working for Non-Governmental organizations since 1986. She was the Head of the Direct Action Unit for Greenpeace UK for five years prior to taking up the position of Director of the UK-based Free Tibet Campaign. She has considerable management and financial experience, having managed budgets in excess of $1.5million.

STATEMENT FROM THE CEO

"The International Tibet Network was born as a coordinating body in 2000 and has grown into a coalition of over 180 worldwide groups, committed to non-violence as a fundamental principle of the struggle. A united, focused, well-organized movement that puts sustained pressure on our governments and on China for a peaceful resolution is the best hope for Tibet. Our key priorities are:1. To improve strategic planning across the movement; our Three-Year Plan embraces a number of complementary strategies:    • Building international political support for Tibet as a counterweight to Chinese pressure and to increase tangible actions that help the Tibetan people.    • Amplifying the actions and aspirations of the Tibetan people, drawing attention to their extraordinary courage and sense of identity.    • Developing a program of outreach to strategically chosen groups of Chinese people to increase understanding about Tibet.    • Educating the movement about China's leadership; the structures and individuals responsible for setting Tibet policy.2. To increase participation in and coordination of creative global campaigns to help Tibetans in Tibet. Previous examples include the 2008 Olympics; current campaigns focus on political prisoners (see www.freetibetanheroes.org) and on using multi-media techniques to inform influential media and political audiences about emerging movements in Tibet.3. To build the capacity of individual Tibet support groups, the Network and the movement through training, strategic planning, biennial Regional Conferences and skill-sharing.Given the escalated suffering of the Tibetan people in the years since 2008, we must speak out more forcefully and consistently than ever. This is where the International Tibet Network comes in, and we thank our funders and all our Member organisations for sharing our vision of an effective movement that leads to real change in Tibet."

Governance

BOARD CHAIR

Mr Dennis Cusack

Tibet Justice Center

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization


RESPONSE NOT PROVIDED

BOARD ORIENTATION & EDUCATION

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

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?