Physicians For Peace
teach one. heal many.
Physicians For Peace
EIN: 54-1532165
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
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
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.
Surgical Care
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.
Where we work
Affiliations & memberships
InterAction - Member 2000
The G4 Alliance 2016
Photos
Videos
Our results
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
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?
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.
What are the organization's key strategies for making this happen?
Since 1989, 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 PFPs 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 PFPs 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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
3.16
Months of cash in 2023 info
0.1
Fringe rate in 2023 info
13%
Funding sources info
Assets & liabilities info
Financial data
Physicians For Peace
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
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 | 2018 | 2019 | 2020 | 2022 | 2023 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$610,444 | -$334,912 | -$138,549 | -$471,458 | -$604,332 |
As % of expenses | -66.3% | -40.4% | -16.6% | -46.7% | -50.1% |
Unrestricted surplus (deficit) after depreciation | -$610,444 | -$334,912 | -$138,549 | -$471,458 | -$604,332 |
As % of expenses | -66.3% | -40.4% | -16.6% | -46.7% | -50.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $278,576 | $479,482 | $716,284 | $696,377 | $678,527 |
Total revenue, % change over prior year | -35.5% | 72.1% | 49.4% | 0.0% | -2.6% |
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 | 5.8% | 1.0% | 0.3% | 0.1% | 1.6% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 81.2% | 97.3% | 97.9% | 99.9% | 98.4% |
Other revenue | 13.0% | 1.6% | 1.8% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $920,431 | $828,007 | $836,875 | $1,009,689 | $1,206,125 |
Total expenses, % change over prior year | -13.1% | -10.0% | 1.1% | 0.0% | 19.5% |
Personnel | 54.5% | 56.2% | 69.7% | 79.3% | 74.2% |
Professional fees | 18.2% | 18.1% | 16.3% | 2.3% | 6.1% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 1.0% | 0.0% |
Pass-through | 6.0% | 6.5% | 6.3% | 8.6% | 9.7% |
All other expenses | 21.3% | 19.2% | 7.6% | 8.9% | 10.0% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2022 | 2023 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $920,431 | $828,007 | $836,875 | $1,009,689 | $1,206,125 |
One month of savings | $76,703 | $69,001 | $69,740 | $84,141 | $100,510 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $997,134 | $897,008 | $906,615 | $1,093,830 | $1,306,635 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2022 | 2023 |
---|---|---|---|---|---|
Months of cash | 1.5 | 2.1 | 5.4 | 0.2 | 0.1 |
Months of cash and investments | 26.5 | 22.5 | 22.4 | 9.6 | 1.7 |
Months of estimated liquid unrestricted net assets | 25.2 | 23.2 | 21.0 | 8.1 | 0.8 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2022 | 2023 |
---|---|---|---|---|---|
Cash | $113,765 | $145,595 | $378,756 | $16,370 | $12,287 |
Investments | $1,915,722 | $1,406,818 | $1,185,581 | $788,763 | $159,890 |
Receivables | $1,509 | $74,737 | $6,729 | $156,590 | $272,660 |
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) | 2.0% | 2.2% | 2.3% | 4.5% | 12.2% |
Unrestricted net assets | $1,935,368 | $1,600,456 | $1,461,907 | $683,300 | $78,968 |
Temporarily restricted net assets | $59,451 | N/A | N/A | N/A | N/A |
Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
Total restricted net assets | $59,451 | $65,451 | $76,541 | $234,687 | $311,421 |
Total net assets | $1,994,819 | $1,665,907 | $1,538,448 | $917,987 | $390,389 |
Key data checks
Key data checks info | 2018 | 2019 | 2020 | 2022 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
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 employeesSOURCE: IRS Form 990
Compensation data
Physicians For Peace
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Physicians For Peace
Board of directorsas of 04/16/2024
Board of directors data
Dr. John Schulz
Massachusetts General Hospital
Term: 2023 - 2025
Cynthia Romero, MD
Eastern Virginia Medical School
Jennifer Barker
BNY Mellon Treasury Services
Shemaine Rose, CPA
Chesapeake Hospital Authority
Edwin Burkett, MD
Alliance Medical Ministry
Serena Keith
Backstage
Sowmya Murthy, PhD
Johnson & Johnson
John Schulz, MD
Massachusetts General Hospital
Atul Grover, MD, PhD
AAMC Research & Action Institute
Carolyn Ramwell, RN, MSN, PNP
Children's National Medical Center
Jennifer Schlener-Thomas
Association of American Medical Colleges
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:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 04/03/2024GuideStar 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.
- 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.
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G