Physicians For Peace

teach one. heal many.

aka Physicians For Peace   |   Norfolk, VA   |
GuideStar Charity Check

Physicians For Peace

EIN: 54-1532165


The purpose of Physicians for Peace is to educate and empower local providers of surgical care to alleviate suffering and transform lives in under-resourced communities around the world.

Notes from the nonprofit

Physicians for Peace makes a sustainable, lasting difference in the healthcare systems of under-resourced countries whose populations suffer a gap in access to quality surgical care. Our "Teach One, Heal Many" model means our volunteer healthcare professionals do not travel abroad, perform treatments scarce or unavailable in that country, and leave. They DO travel to teach peer healthcare workers living in those areas, using resources they already have—to build their knowledge, skills, and capabilities to deliver needed treatments themselves. Our sustainable model is also renewable. We work with motivated trainees who want to teach, and empower them to become trainers themselves. This increases the number of health educators in under-served regions, lessening the need for medical volunteers to travel there and teach. This model succeeds because we partner with committed medical facilities and providers willing to work closely with Physicians for Peace to create permanent change.

Ruling year info


Chief Executive Officer

Mr. James E. Morgan CPA

Main address

520 W. 21st Street, Suite G2103

Norfolk, VA 23517 USA

Show more contact info



Subject area info


Community and economic development

International development

Population served info

Children and youth


People with diseases and illnesses

NTEE code info

Community Improvement, Capacity Building N.E.C. (S99)

What we aim to solve

SOURCE: Self-reported by organization

The vast majority of the world's population lacks access to safe, quality surgical care. Physicians for Peace partners with surgical care providers in under-resourced communities around the world, prioritizing education and training to strengthen skills and contribute to systemic changes that build stronger, healthier communities.

Our programs

SOURCE: Self-reported by organization

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

Burn Care

The Physicians for Peace burn care program provides essential skills and training that contribute to greater access to quality care in under-resourced areas of the world.

Proper treatment of burn injuries greatly improves not only medical outcomes, but also psychosocial and economic outcomes. Recognized best practices in treatment involve a multidisciplinary medical team comprised of surgeons, nurses, and therapists.

Because burns are lifetime injuries, requiring dedicated medical care for years after the initial injury, PFP voluntary medical educators provide training and mentorship to an array of healthcare providers who treat and heal patients with burn injuries throughout their recovery and rehabilitation.

Population(s) Served
Children and youth
People of Latin American descent
People with physical disabilities
People with psychosocial disabilities

Physicians for Peace (PFP) is improving access to safe, timely surgical care by educating and training Malawian surgeons, anesthesiologists, surgical registrars, clinical officers, and nurses to increase the country’s surgical capacity. Access to medical care in Malawi ranks among the most challenging in the world, with only 60 surgeons and 6 anesthesiologists for the population of 19 million. Our volunteer medical educators serve as visiting faculty in the surgical department at Queen Elizabeth Central Hospital (QECH) in Blantyre. PFP also supports an operating room dedicated to surgical training activities. Alongside QECH staff, the Malawi College of Medicine, and collaborators, PFP is working to bolster surgical training and education so that Malawi’s surgical workforce can continue to grow and strengthen to serve the overwhelming patient need.

Population(s) Served
People with diseases and illnesses
Children and youth

Where we work

Affiliations & memberships

InterAction - Member 2000

The G4 Alliance 2016

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of health education trainings conducted

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of volunteer health care providers

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Total number of volunteer hours contributed to the organization

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of people trained

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Our goals include increasing surgical capacity to strengthen delivery of surgical care in local communities by:

• training physicians, nurses, registrars, residents and clinical officers;
• ensuring successful patient recovery through strengthening post-operative care, critical care, and rehabilitation;
• ensuring the availability of proper anesthesia providers and medications;
• contributing to enduring education and training programs sustainable at the local level through creation of protocols and procedures,
• implementing monitoring and evaluation, leadership training; and
• fostering long term connections with and among trainees, as they become trainers themselves and colleagues in our work going forward.

For more than 30 years, Physicians for Peace (PFP) has contributed medical expertise, combined with compassion, commitment and cultural competency, to address the need for training and education that builds surgical capacity in under-served communities. We accomplish this by investing in long term partnerships centered on education, connecting medical expertise with defined needs, and responding and adapting to situational changes over time.

Our volunteer experts in surgical care, along with PFP’s staff and board of directors, are united in the belief that the capacity to provide quality local surgical care is essential to transforming lives and communities, and that peer-to-peer partnerships that address locally identified gaps in training and education are the most effective and sustainable methods to achieve these goals.

We identify and develop strong in-country partnerships with local governments, hospitals, academia and professional societies and provide visiting faculty as both short-term and long-term volunteer medical educators, working as multidisciplinary teams to develop curricula and teach leadership skills.

We provide salary support for key in-country personnel functioning as extensions of PFP’s staff. Our peer-to-peer approach is expanded in reach through technology to enhance communications and maintain continuing education and mentorship activities. We also foster relationships within the global health community, actively engaging in global health discourse in order to serve as an active voice advocating for under-served surgical patients and under-resourced surgical providers.

At the core of our organizational strength is a cadre of dedicated volunteer medical educators who are committed to building capacity to provide sustained, quality, safe surgical care.

To leverage our resources, we strategically partner with in-country colleagues, hospitals, academic institutions, professional societies, as well as other non-profits. Whenever possible we use low cost, high impact tools for communicating and training.

In Malawi, a country of 19 million with just 60 surgeons and 6 anesthesiologists, our multi-year, multidisciplinary in-country training contributes to building a stronger surgical care workforce. PFP helped start up the first pediatric ICU in Malawi, contributing a long term volunteer intensivist physician overseeing education and systems creation, longitudinal expert pediatric nurse training, and ongoing mentorship and systems development. We’ve nurtured a partnership with the non-profit, Raising Malawi, supporting the Pediatric Surgical and Intensive Care Centre’s success, and collaborate with several other Malawian organizations.

Building on a long history of strong partnerships across Latin America, PFP improves the skills of multi-disciplinary burn care professionals from local burn units that collectively treat thousands annually. Many who have received PFP training and education are now trainers themselves, leading education and training in the region, strengthening capacity and sustainability for the benefit of patients and their families. This strategy extends PFP’s impact and facilitates continuing education, training support and the adoption and sharing of best practices among burn care professionals in the region. We created burn surgery rehabilitation certification, adapting a Burn Rehabilitation Therapist Competency tool aligned with the International Society for Burn Injuries, to ensure each Latin American partner country has at least one expert burn therapist teaching their peers gold standards of care and serving as a valuable regional resource.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, 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

  • 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 look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, The people we serve tell us they find data collection burdensome, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to get honest feedback from the people we serve

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 44.14 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 1.6 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 11% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Physicians For Peace

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Physicians For Peace

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Physicians For Peace

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Physicians 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.

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Business model indicators

Profitability info 2017 2018 2019 2020 2022
Unrestricted surplus (deficit) before depreciation -$691,481 -$610,444 -$334,912 -$138,549 -$471,458
As % of expenses -65.3% -66.3% -40.4% -16.6% -46.7%
Unrestricted surplus (deficit) after depreciation -$692,272 -$610,444 -$334,912 -$138,549 -$471,458
As % of expenses -65.3% -66.3% -40.4% -16.6% -46.7%
Revenue composition info
Total revenue (unrestricted & restricted) $431,982 $278,576 $479,482 $716,284 $696,377
Total revenue, % change over prior year -17.4% -35.5% 72.1% 49.4% 0.0%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 8.8% 5.8% 1.0% 0.3% 0.1%
Government grants 0.0% 0.0% 0.0% 0.0% 0.0%
All other grants and contributions 62.7% 81.2% 97.3% 97.9% 99.9%
Other revenue 28.6% 13.0% 1.6% 1.8% 0.0%
Expense composition info
Total expenses before depreciation $1,059,139 $920,431 $828,007 $836,875 $1,009,689
Total expenses, % change over prior year -42.6% -13.1% -10.0% 1.1% 0.0%
Personnel 40.2% 54.5% 56.2% 69.7% 79.3%
Professional fees 27.1% 18.2% 18.1% 16.3% 2.3%
Occupancy 2.7% 0.0% 0.0% 0.0% 0.0%
Interest 0.0% 0.0% 0.0% 0.0% 1.0%
Pass-through 9.3% 6.0% 6.5% 6.3% 8.6%
All other expenses 20.7% 21.3% 19.2% 7.6% 8.9%
Full cost components (estimated) info 2017 2018 2019 2020 2022
Total expenses (after depreciation) $1,059,930 $920,431 $828,007 $836,875 $1,009,689
One month of savings $88,262 $76,703 $69,001 $69,740 $84,141
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $1,148,192 $997,134 $897,008 $906,615 $1,093,830

Capital structure indicators

Liquidity info 2017 2018 2019 2020 2022
Months of cash 4.1 1.5 2.1 5.4 0.2
Months of cash and investments 30.7 26.5 22.5 22.4 9.6
Months of estimated liquid unrestricted net assets 28.8 25.2 23.2 21.0 8.1
Balance sheet composition info 2017 2018 2019 2020 2022
Cash $366,132 $113,765 $145,595 $378,756 $16,370
Investments $2,339,829 $1,915,722 $1,406,818 $1,185,581 $788,763
Receivables $4,486 $1,509 $74,737 $6,729 $156,590
Gross land, buildings, equipment (LBE) $0 $0 $0 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 2.7% 2.0% 2.2% 2.3% 4.5%
Unrestricted net assets $2,545,812 $1,935,368 $1,600,456 $1,461,907 $683,300
Temporarily restricted net assets $52,071 $59,451 N/A N/A N/A
Permanently restricted net assets $40,000 $0 N/A N/A N/A
Total restricted net assets $92,071 $59,451 $65,451 $76,541 $234,687
Total net assets $2,637,883 $1,994,819 $1,665,907 $1,538,448 $917,987

Key data checks

Key data checks info 2017 2018 2019 2020 2022
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Chief Executive Officer

Mr. James E. Morgan CPA

James E. (Jamie) Morgan was named Chief Executive Officer in 2016. He joined Physicians for Peace in 2011 as CFO and is a Certified Public Accountant. Morgan has worked in senior Finance roles with a division of DuPont Corporation and Barnett Banks of Florida and as practice executive for multispecialty medical practices in Georgia and Virginia. He holds bachelor’s degrees in accounting and finance from Valdosta State University, Valdosta, Georgia, and a master’s degree in theology from Saint Leo University. Throughout his career, Morgan has served on nonprofit boards with organizations that improve quality of life for families and communities. He is a member of the board of directors of InterAction and the Permanent Council of The G4 Alliance, a coalition of more than 60 organizations working in 160 countries, advocating for the neglected surgical patient. He is an ordained permanent deacon currently serving in the Archdiocese of Atlanta.

Number of employees

Source: IRS Form 990

Physicians For Peace

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Physicians For Peace

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Physicians For Peace

Board of directors
as of 06/21/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Jennifer Schlener-Thomas

Association of American Medical Colleges

Term: 2021 - 2023

Cynthia Romero, MD

Eastern Virginia Medical School

Mark Asplund, MD

Barrett Noone, MD

American Board of Plastic Surgery

Jennifer Barker

JP Morgan Chase

Shemaine Rose, CPA

Chesapeake General Hospital

Edwin Burkett, MD

Alliance Medical Ministry

Serena Keith


Sowmya Murthy, PhD


Richard Austin, CPA


John Schulz, MD

Massachusetts General Hospital

Shemaine Rose, CPA

Chesapeake General Hospital

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • 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

SOURCE: Self-reported; last updated 9/26/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 09/16/2022

GuideStar 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 disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • 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.


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser