Public Safety, Disaster Preparedness and Relief
The mission of Doctors Without Borders/Médecins Sans Frontières (MSF) is to provide impartial medical relief to the victims of war, disease, and natural or man-made disaster, without regard to race, religion, or political affiliation.
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humanitarian aid, medical relief, doctor, disaster, epidemic, emergency
Disaster Preparedness and Relief Services (M20)
IRS Filing Requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Doctors Without Borders / Medecins Sans Frontiérès (MSF) provides emergency medical care to millions of people caught in crisis in more than 70 countries around the world. MSF provides assistance when catastrophic events, such as armed conflict, epidemics, malnutrition or natural disasters, overwhelm local health systems, and operates comprehensive, and in some cases long-standing, treatment programs for people living with a host of neglected diseases. MSF also assists people who face discrimination or neglect from their local health systems or are otherwise excluded from health care. At times, MSF may speak out publicly to bring a forgotten crisis into view, or to denounce abuses, or challenge the diversion of assistance, or to call out policies that restrict access to medical care or essential medicines.
What are the organization's current programs, how do they measure success, and who do the programs serve?
SOURCE: Self-reported by organization
Emergency Relief and Response
On any given day, MSF medical teams, made up of approximately 34,000 committed individuals representing dozens of nationalities, can be found at about 460 projects in over 70 countries where they provide assistance to people caught in crises. The people who work for MSF are doctors, nurses, midwives, epidemiologists, water-and-sanitation experts and many others who combine their professional expertise with a commitment to the world’s most vulnerable people. They frequently run programs in remote locations and are often the first international aid workers to arrive at the scene of an emergency—ranging from areas devastated by earthquakes or floods to epidemic outbreaks and armed conflicts.
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SOURCE: Self-reported by organization
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Our mission is to alleviate suffering, protect life and health, and to restore respect for human beings and their fundamental human rights. We provide medical care in emergencies, assisting the most vulnerable people in crisis due to conflict and, when necessary, exposing obstacles that we encounter in the course of that work. In case of massive and neglected acts of violence, we might speak out publicly, based on our eyewitness accounts, medical data and experience. In catastrophic situations that temporarily overwhelm individuals, communities and local health structures, we strive to provide quality medical and other relevant care to contribute to the survival and relief of as many people as possible. We bring down barriers that keep people from getting the treatment they need to stay alive and healthy. We advocate for effective drugs, tests and vaccines that are available, affordable, suited to the people we care for, and adapted to the places where they live.
MSF offers humanitarian assistance to people based on need, irrespective of race, religion, gender or political affiliation. We work to save lives, alleviate suffering and restore dignity. Our actions are guided by medical ethics and the principles of neutrality and impartiality. To effectively access and assist people in need, our operational policies must be strictly independent of governmental, religious and economic powers. We conduct our own assessments, manage projects directly and monitor the impact of our assistance. In conflict zones, we refuse funds from governments or other parties to the conflict. We rely on private individuals for the majority of our funding. Almost one-third of MSF projects in recent years were dedicated to providing assistance to populations caught in violent conflict. MSF also assisted people on the move—fleeing repression, poverty or violence—and responded to other emergencies caused by epidemics and natural disasters.
Rapid and effective emergency response is at the core of our work. MSF develops and maintains pre-packaged kits enabling teams to offer rapid lifesaving assistance - from cholera and surgical kits to inflatable hospitals. Medical care and Innovation: Medical guidelines for our teams are regularly updated to build on best practices. MSF innovation has influenced landmark advances in health care for people in crisis–from pioneering ready-to-use foods for malnourished children, to new, shorter treatment regimens for drug-resistant tuberculosis. A solid supply and logistics network provisions MSF teams with exactly the right materials – whether in acute emergencies, when supplies are critical within 24 hours, or in long-running programs relying on a steady supply of equipment and medicines. Our teams: When crisis hits, MSF staff already in the area mobilize to assist. More staff from the region or further abroad are sent if needed, including medics, logisticians, and water-sanitation spec
Our teams conduct independent evaluations to determine medical needs and assess what assistance to provide. Different criteria determine what we do, such as the magnitude of a given crisis, the levels of illness and mortality in the population, the severity of exclusion from healthcare, and the added value we can bring to the affected people. We regularly question the form, relevance and impact of our presence. Formal evaluation processes have become an integral part of MSF’s work. Currently, MSF has independent and specialized Evaluation Units in Vienna, Stockholm and Paris. Evaluations complement less resource-demanding monitoring activities, such as end-of-cycle reports or reviews. Evaluations are primarily field-focused and may cover one or more field projects, strategies or policies. Every year, a detailed report (https://www.msf.org/international-activity-report-2017/year-review) compiles activity figures and highlights successes and failures.
In 2017 alone, MSF performed over 10,648,300 outpatient consultations, admitted more than 749,700 patients to our facilities, assisted more than 288,900 births, treated over 2,520,600 cases of malaria, admitted more than 81,300 severely malnourished children to inpatient feeding programs, performed more than 110,000 major surgical interventions, treated more than 216,700 patients on first or second-line HIV antiretroviral treatment and held more than 356,000 individual or group mental health consultations. Our biggest challenges will focus 1) on migration and forced displacement, which are currently at unprecedented levels due to violence, persecution, economic deprivation, global warming, and/or other factors, 2) on responses to outbreaks and epidemics, as demographic shifts, climate change, and conflict result in new patterns of epidemic disease and drug resistance, and 3) on influencing global health policies and agendas, to meet changing patient needs.
DOCTORS WITHOUT BORDERS USA INC
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The people, governance practices, and partners that make the organization tick.
as of 12/3/2018
Dr. John Lawrence
Pediatric surgeon at Maimonides Medical Center
physician chief of medical practice San Francisco VA Medical Center
President of MSF France
SOURCE: Self-reported by organization
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.SOURCE: Self-reported by organization
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?
Has the board conducted a formal, written assessment of the chief executive within the past year?
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Has the board conducted a formal, written self-assessment of its performance within the past three years?