Civil Rights, Social Action, Advocacy

Bloom Charity NFP

#HopeBLOOMs. Plant the seeds of love!


North Chesterfield, VA


BLOOM seeks to improve the quality of life and long-term outcomes for institutionalized Moroccan orphans through campaigns targeting early childhood development/education and mental health needs. BLOOM also seeks to build networks of support for Moroccan children adopted in the USA, to foster their sense of community and a connection to their birth country.

Ruling Year



Ms Amina Shams


Ms Noma Saeed

Main Address

P.O. Box 73203

North Chesterfield, VA 23235 USA


advocacy, play, learn through play, education, mental health, psychosocial well being, physical health, care giving, love, creativity, outdoors, gardening, healing, therapuetic, children, orphans, joy





Cause Area (NTEE Code)

Children's Rights (R28)

IRS Filing Requirement

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

Social Media

Programs + Results

What we aim to solve New!

In Morocco, 6000-7000 babies are abandoned at birth each year (2% of total live births). There are approximately 65,000 orphans across Morocco. BLOOM Charity is committed to serving this vulnerable population.

The cofounders of BLOOM adopted their children from a Moroccan orphanage and observed that while basic survival needs are met, the institutionalized children are in a dire physical and emotional state. The orphan children rarely get outside to play and have little, if any, emotional or physical stimulation. They are often isolated from society, and have few opportunities to develop adequate psychosocial skills and interact with society at large. These circumstances result in physical, mental and social delays and disabilities.

Our programs

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

SOURCE: Self-reported by organization

Morocco's Magical PlayGardens

Enrichment Programs

BLOOM Community

Where we workNew!

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

BLOOM Charity, NFP is a 501(c)(3) nonprofit organization dedicated to improving the quality of life and long-term outcomes for institutionalized Moroccan orphans with a focus on early childhood development, mental & physical health and psychosocial needs.

BLOOM Charity is also dedicated to building networks of support for Moroccan adoptees and their families in the US, and advocating for the adoption rights of Moroccan orphans.

1. Our organization's primary focus is to improve quality of life and outcomes for the children living in Moroccan orphanages. Our pilot project, Morocco's Magical PlayGardens, builds playgrounds and healing, sensory gardens in Moroccan orphanages. These spaces provide the children with an opportunity to laugh, learn and heal. Through time in the PlayGardens the children will be creative, collaborate, problem-solve, build relationships and be physically and cognitively stimulated. The children will develop social skills, fine & gross motor skills and learn through play. The children will be empowered by contributing to the design of their own garden and will have a sense of pride and ownership in the completed project. 2. Through quarterly newsletters and an annual reunion for adoptive families, BLOOM is developing a community of support for US families that have adopted from Morocco. This online community and annual celebration will help Moroccan adoptive children residing in the US to develop a sense of pride in their heritage and adoption story, and help families that share this unique experience stay connected.

1. To fulfill our primary goal of improving quality of life for Moroccan orphans living in institutions we:

- built the relationships required for program success (ie, play equipment manufacturers, orphanage directors, staff/volunteers, pediatricians, therapists, photojournalists, play facilitators, etc).
- become knowledgable on the benefits of healing gardens and will implement those elements into each of our play gardens.
- become knowledgable about learn through play initiatives, play ground design.
- developed a fundraising plan and held numerous fundraising campaigns
- coordinate the plans to develop a space by: getting a space allocated at the orphanage, getting a letter of engagement signed, developing a design with playground equipment manufacturer, developing a design for healing garden aspects, coordinating fund transfers, coordinating oversight for build day, coordinating photojournalism for build day, coordinating labor for healing garden aspects to be incorporated, ensuring a positive donor experience by sharing project updates, etc.
- developed an Impact Evaluation Plan and the relationships and manpower required to 'measure impact' of our intervention program
- travel annually to conduct site studies personally.

2. To fulfill our secondary goals of building networks of support for Moroccan adoptees and their families in the US, and advocating for the adoption rights of Moroccan orphans we:

- publish a quarterly newsletter with educational content and community-driven content.
- maintain a blog on our website and a social media platform for adoptive families to share thoughts, ideas, resources, stories
- organize an annual reunion event for adoptive families

BLOOM has developed an Impact Evaluation Plan for the next play garden project as follows:

The primary outcome measured will be physical activity, quantified using FitBit devices, while secondary outcomes will include psychomotor development of children younger than 4 years of age and mental and social development in children older than 4 years.

For Children aged 4 years and older, the Strengths and Difficulties Questionnaire (SDQ) may be used to assess psychological well being. This questionnaire is widely used as a behavioral screening tool.

**Physical activity is not the only focus of the Magical PlayGarden Project. Playgrounds also have benefits for cognitive and social development and fundamental movement skills. Physical activity is always included in the design rationale of the program and the PlayGardens are designed to encourage and sustain physical activity that can be a useful as a population health intervention.

Other outcomes for identification:
Short term – increase in time spent in nature, free play, structured play/sports, mindfulness activities, creative activity. Additionally, an increase in social engagement, inter-generational exchanges, and an improvement in overall mood/focus.

Long term – improvement in focus in school, overall mood, perception of depth of relationships with peers, sleep patterns, mental health and school performance.

In three short months we were able to raise the funds for our first play garden! It has been completed and we are moving on to renovating an annex for the older children housed there.

We have received several requests for play gardens and have raised funds in 2018 to implement those plans. We are traveling to Morocco in October and hope to finalize sites and plans for as many play gardens as we raise funds for.

We have built a strong donor base, relationships with vendors in Morocco, as well as organizations in the United States doing similar work. We continue to build relationships with experts in the field of psychosocial development and healing gardens,

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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.

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?


Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization


Race & Ethnicity

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.


This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Diversity Strategies

We track retention of staff, board, and volunteers across demographic categories
We track income levels of staff, senior staff, and board across demographic categories
We track the age of staff, senior staff, and board
We track the diversity of vendors (e.g., consultants, professional service firms)
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan
We use other methods to support diversity