FOUNDATION FOR PEACE
EIN: 55-0810709
Mission
We can’t do everything, but we’ll do anything! Foundation for Peace works hand in hand on health, education and community initiatives in the Dominican Republic, Haiti and Kenya. Our flexible partnership approach lets us say “yes” to communities’ greatest needs, leading to new opportunities and lasting relationships.
Notes from the nonprofit
2022 is a key rebuilding year for us as mission teams start to return! Our efforts to improve business success for our vocational school graduates, opening of the health and wellness center for medical/dental care,and physical and speech therapy, the continuing home/school rebuilding for earthquake victims in Southern Haiti and securing documentation for Haiti descendants living in the DR could will for a fantastic year of service together!
Ruling year
2003
President
Dr. Kenneth Culver
Global Director of Missions
Ms. Wendy Patchin
Main address
P.O. Box 61394
King Of Prussia, PA 19406 USA
EIN
55-0810709
Vocational education
Health care clinics
Disaster relief
Job creation and workforce development
Human services
Population served
Children and youth
Adolescents
Adults
Economically disadvantaged people
People with physical disabilities
NTEE code
International Development, Relief Services (Q30)
Human Service Organizations (P20)
Vocational Technical (B30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Planning and partnering with community organizations, FFP aims to provide long term development to break the cycle of poverty and short-term relief to alleviate suffering. Programs and projects in education and health and wellness are undertaken working hand in hand with local leaders on their prioritized needs. FFP also provides life-changing short term mission trips for North American to work on some of these projects.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Community development
FFP partners with communities in the Dominican Republic, Haiti and Kenya on education, healthcare and community development projects.
In addition, we conduct short-term mission trips to serve the materially-impoverished through programs and projects determined by the community leaders.
Educational opportunities
Support of education programs for children and adults in the Dominican Republic, Haiti and Kenya.
Health and wellness
Medical care and medicines for people who lack access in slums and rural areas in all 3 countries
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of volunteers
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Community development
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of clinic visits provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Health and wellness
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of grants received
This metric is no longer tracked.Totals By Year
Population(s) Served
Economically disadvantaged people, Victims and oppressed people
Related Program
Community development
Type of Metric
Other - describing something else
Direction of Success
Increasing
Context Notes
The first grant application from FFP was submitted in late 2021
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
1. Expand and enhance educational opportunities in communities that lack access
2. Improve the overall health and wellness of underserved people by bridging gaps in care
3. Expand community development activities
What are the organization's key strategies for making this happen?
1. Expand and enhance educational opportunities in communities that lack access
a. Expand vocational school capacity and programs in Haiti and the DR
b. Facilitate vocational graduate entrepreneurial success
2. Improve the overall health and wellness of underserved people by bridging gaps in care
a. At the FFP Health and Wellness Center, initiate health education programs for the community and provide physical and speech therapy for children and young adults without access
b. Bridge gaps in care in communities by holding day clinics several times a year, treating and referring people as needed, using NA medical teams under the supervision of local doctors
3. Expand community development activities
a. Enable North American mission teams with varied skills to serve communities in-country
What are the organization's capabilities for doing this?
1. The Foundation for Peace has been providing educational programs and opportunities in the Dominican Republic and Haiti more than 20 and 15 years respectively. We have established partnerships with local schools and governments. Currently we operate a vocational school in Ganthier, Haiti and we are the primary partner for one in El Batey, Dominican Republic. The experience of our staff and success at these schools have proven that we have the capability to help students succeed in their chosen vocational area.
2. We have been providing medical care in the Dominican Republic for more than 20 years. During that time we have cared for over 350,000 patients. FFP employs a Dominican physician as our Medical Director, and she leads our in-country healthcare programs. Through these experiences we've learned that there are critical gaps that we can fill. Thanks to our donors we have a new facility, the Health and Wellness Center, that is being remodeled to provide physical and speech therapy. This program will fill a very important gap for children and young adults in the area surrounding our headquarters in Santo Domingo.
3. Providing opportunities for North Americans to serve side-by-side with Dominicans and Haitians has been one of our core areas of expertise. COVID-19 stopped mission teams for about 18 months. A key goal of ours is to enable teams to start coming back to complete community development projects, including school, medical clinic and church construction, and to provide additional services that the communities have prioritized. We have four talented full-time staff in the Dominican Republic and four in Haiti at our headquarters in Santo Domingo and Croix-de-Bouquets respectively. They transform short-term mission into long-term benefit for the communities.
What have they accomplished so far and what's next?
1. We operate a vocational school in Ganthier, Haiti and are co-leading a vocational school in the Dominican Republic. They are providing a variety of vocational courses including sewing, tiling, cooking, barbering and electrical training. The next step is to provide students with business training and graduates with the equipment they need to create their own businesses.
2. Through relationships with local health care providers in the Dominican Republic, we are remodeling a building next to our headquarters to be utilized for a variety of health care activities including speech therapy, physical therapy, and outpatient medical care. The remodeling will be complete in 2022 and will provide critical services for the local community and patients identified by our mission teams in surrounding areas.
3. We have the infrastructure to handle up to 40 mission teams a year. This includes housing, transportation, translators, security, leadership and other needs required to have a meaningful and productive experience. In addition, we have trained, experienced staff who were able to plan for the team, support the in-country activities and to follow up afterwards, to make sure that projects come to their full fruition.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
People of Haiti, the Dominican Republic and Kenya in resource poor areas
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How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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What significant change resulted from feedback?
We modify our approaches and partnership strategies/processes based on their feedback. From the beginning, we work together on their priority projects, with their leadership. Therefore we are usually well aligned.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
1.35
Months of cash in 2021 info
9.6
Fringe rate in 2021 info
0%
Funding sources info
Assets & liabilities info
FOUNDATION FOR PEACE
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
FOUNDATION FOR PEACE
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of FOUNDATION FOR PEACE’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $161,435 | -$46,636 | $47,825 | -$39,401 | -$83,271 |
| As % of expenses | 4.5% | -1.9% | 1.8% | -3.4% | -11.7% |
| Unrestricted surplus (deficit) after depreciation | $144,738 | -$57,226 | $43,652 | -$43,573 | -$87,444 |
| As % of expenses | 4.0% | -2.3% | 1.6% | -3.8% | -12.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $3,763,766 | $2,443,641 | $2,711,300 | $1,099,954 | $671,828 |
| Total revenue, % change over prior year | 226.3% | -35.1% | 11.0% | -59.4% | -38.9% |
| Program services revenue | 17.1% | 29.7% | 23.5% | 14.1% | 3.4% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.5% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 1.3% |
| All other grants and contributions | 83.0% | 70.7% | 76.4% | 84.2% | 94.8% |
| Other revenue | -0.1% | -0.4% | 0.1% | 1.6% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $3,603,958 | $2,487,487 | $2,666,968 | $1,143,941 | $712,379 |
| Total expenses, % change over prior year | 238.7% | -31.0% | 7.2% | -57.1% | -37.7% |
| Personnel | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Professional fees | 0.2% | 1.1% | 0.5% | 1.0% | 2.4% |
| Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Interest | 0.0% | 0.0% | 0.0% | 0.2% | 1.5% |
| Pass-through | 89.2% | 82.2% | 89.9% | 83.5% | 72.3% |
| All other expenses | 10.6% | 16.7% | 9.6% | 15.3% | 23.8% |
| Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $3,620,655 | $2,498,077 | $2,671,141 | $1,148,113 | $716,552 |
| One month of savings | $300,330 | $207,291 | $222,247 | $95,328 | $59,365 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $3,920,985 | $2,705,368 | $2,893,388 | $1,243,441 | $775,917 |
Capital structure indicators
| Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Months of cash | 0.9 | 1.0 | 1.0 | 4.0 | 9.6 |
| Months of cash and investments | 0.9 | 1.1 | 1.3 | 4.3 | 11.4 |
| Months of estimated liquid unrestricted net assets | 1.3 | 1.6 | 1.7 | 3.6 | 4.4 |
| Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Cash | $260,802 | $214,448 | $226,933 | $380,679 | $569,978 |
| Investments | $14,692 | $18,010 | $56,950 | $27,126 | $106,778 |
| Receivables | $25,000 | $21,400 | $17,800 | $15,400 | $13,000 |
| Gross land, buildings, equipment (LBE) | $369,174 | $369,174 | $369,174 | $369,174 | $366,174 |
| Accumulated depreciation (as a % of LBE) | 40.5% | 43.4% | 44.5% | 45.6% | 46.3% |
| Liabilities (as a % of assets) | 0.0% | 0.0% | 0.0% | 22.9% | 52.9% |
| Unrestricted net assets | $600,203 | $542,977 | $586,629 | $543,056 | $455,612 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 | $0 | $0 |
| Total net assets | $600,203 | $542,977 | $586,629 | $543,056 | $455,612 |
Key data checks
| Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
President
Dr. Kenneth Culver
Ken is one of the founding directors of the Foundation for Peace. He is a physician trained in Pediatrics and Allergy-Immunology. Currently he works at GlaxoSmithKline as the Global Medical Affairs Leader for Cell and Gene Therapy (Collegeville, PA). He previously worked at the National Cancer Institute in Bethesda, Maryland on genetic research and at Novartis Oncology.
Since 1989, Ken has led more than 30 trips to the Dominican Republic, Haiti and Kenya. Most of the trips have included one or more of his three children, Ryan, Ian and Kathryn.
Global Director of Missions
Wendy Patchin
Wendy is a retired middle school math teacher. Throughout her teaching career she’s taught preschoolers through college students. Wendy has a heart for students with special needs.
Wendy went on her first mission trip with the Foundation for Peace in 2004, and has been on countless trips since. Since 2010, Wendy has served as Associate Director, working on various aspects of the ministry, including being the Chair of the Board of Missions and now serves as the Director of Global Missions.
Number of employees
Source: IRS Form 990
FOUNDATION FOR PEACE
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
FOUNDATION FOR PEACE
Board of directorsas of 04/15/2022
Board of directors data
Dr. Alberto Martinez
No affiliation
Term: 2002 -
Kenneth W Culver
GlaxoSmithKline
Cynthia Alloway
Presbyterian Church of the Roses
Joy Spragens
Retired
Jeffrey Spragens
Retired
Rosalina Martinez
Ministerio Medico Misionero
Wendy Patchin
Consultant
Frank Speranza
Hospitality Talent Scouts, Inc.
Alberto Martinez
Ministerio Medico Misionero
Bruce Jones
Retired
Judy Jones
Woodside Presbyterian Church
Scott Coapman
Sanofi
Kelli Regan
LightBulb Lab
Betty Jean
Mental Health Association in New Jersey
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and 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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 10/21/2021GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
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