TY 2015 Form 990EZ

Part IIIStatement of Program Service Accomplishments (see the instructions for Part III) Check if the organization used Schedule O to respond to any question in this Part III . .	Expenses (Required for section 501(c)(3) and 501(c)(4) organizations; optional for others.)
What is the organization's primary exempt purpose? The mission of the Global Community Trust is to provide a wide array of educational and charitable programs, i.e., technical assistance, capacity building and sustainability models to educate impoverished farming families across the globe who reside in communities with potentially lucrative crops such as coffee, tea, chocolate and sugar. Designed to empower and educate these impoverished families, the Global Community Trust program is committed to improving the overall quality of life for these communities, and to create a sustainable, educational foundation from which generations of poverty can be overcome.
Describe the organization’s program service accomplishments for each of its three largest program services, as measured by expenses. In a clear and concise manner, describe the services provided, the number of persons benefited, and other relevant information for each program title.
28 1. Background and ContextThe Ixil area is affected by poverty, exclusion, and still suffers deep wounds from the brutal civil war. Close to 52% of the school-age population has access to formal education (55% of boys and 44% of girls). The most accessible level of education is elementary school, with 67% of boys and girls between 7 and 12 years old. However, only 13% and 5% of the population attend middle and high school, respectively. The average Ixil adult has 3.3 years of formal education and the illiteracy rate is 39% (60.48% for women). Particular exclusion from education for girls persists, as well as an overall poor quality of education. Health services are limited with only one doctor per 8,215 inhabitants. The leading cause of mortality is acute respiratory infection (accounting for 26% of deaths in the 3 municipalities). This is due to climatic conditions and conditions at home (smoke-filled from burning wood). The second leading cause of death is intestinal parasites (13.7%) due primarily to the ingestion of polluted water and the lack of sanitary infrastructure. The third cause of death is malnutrition (9.25%). The Ixil area is highly vulnerable to food insecurity. According to the Third Census of Height among School-age Children in the 1st Grade in the Ixil Region, 76.9% suffer from stunting. Furthermore, according to the study of food insecurity in Guatemalan municipalities, where being in 1st place denotes the least secure, the town of Nebaj is in 7th place, Chajul is in 9th place, and Cotzal is in 15th place out of a 133 total. The main causes of malnutrition in the Ixil area are inadequate access to food and insufficient purchasing power. This situation is exacerbated in rural areas where there is the highest incidence of poverty (income of $2.00/day) and extreme poverty (income of $1.00/day). Additionally, cultural factors play an important role, as well as the lack of training, education and hygienic practices, all of which further create an unsanitary and unhealthy environment that adversely affects children younger than 2 years old and mothers in particular.2.Executive SummaryRoya Recovery: Production of Effective Microorganisms (EMs) to kill the roya fungus on coffee leaves and starve the fungus in the soil. Cover-cropping. Pruning, red worm composting, etc,.. All training through the shared learning principles of Campesino a .Campesino. to 571 farmers.Food Sovereignty: continuing to work along with Asociacin Chajulense de Mujeres at Sotzil and Chel as Administrator and the Coffee Trust as the Coordinator of the Program, with improved stoves, family gardens, laying hens, worm compost and use of Ems with the methodology Campesino a Campesino and training for women of 158 families.BeneficiariesThe table below shows the number of persons reported as beneficiaries or associates in each project or institution.INSTITUTION/PROJECTLa roya eradication: 571 People AttendedFood sovereignty: 158 People AttendedTotal of reported persons: 729A low percentage of persons attended in more than one project and also allowed to identify some deficiencies in la roya eradication program. There are 729 persons attended in these two projects.There is 2% that attended in more than one project. 3.Activities, Results and Impacts, learned lessons3.1 Roya Recovery with Association ChajulenseActivitiesPersonnelAdvisors: Two advisors participate in this program; one expert in the Campesino a campesino methodology and vast experience in organic coffee production, and the other with a Masters degree in rural development. Coordinator: The field coordinator has given stability to the team. He is very responsible and has good values. He supervises the technician and promoters activities. Technicians: The project has three technicians; two of them are Agriculture students from Universidad del Valle de Guatemala who are sponsored by Fundacin Ixil; and the other is an Elementary school teacher who has had experience as promoter and technician in the association.Promoters and farmers: Each promoter must be in charge of an average of 25 associates. There are 20 promoters. A significant achievement has been that associates that were not in the project have asked to be included. There are three communities, Visich, Santa Clara and Las Brisas where the promoters have had to support 48, 38 and 30 associates respectively. Additionally, the three communities incorporated 27 more associates. That is why, currently, the associates in the program are 571. Based on these experiences, for 2016 we expect to have one promoter for 50 associates. Trainings:Training for Technicians: This year, as a suggestion from the advisor of Campesino a campesino methodology, the training for technicians was implemented and they are carrying the practice in a 15 cuerdas (0.66 Ha) parcel of one of them. Through this, the technicians have had access to field practice and better criteria to supervise the promoters work in a comprehensive way. Training for Promoters: This year the promoters began with weekly trainings (as of March). Previously, they received training two times a month but the need for a more intensive process was established. It is expected that the promoters are thoroughly prepared to train the farmers directly. In order to have access to all technical content on coffee practices, a manual is being elaborated. Training for Farmers: Due to the lack of assistance as well as of personnel available, it was decided to give training to the associates once a month. Program Techniques: Roya control: We obtained good results for la roya control using beneficial microorganisms. The coffee plants kept the leaves and there was more flowering and fruits. It was applied an average of three times which is good but not enough. It is important to apply the microorganisms at least five times in order to substantially improve the coffee plantation. Although this component had great acceptance among the beneficiaries and 99% applied it, it still has to be reinforced. 96% think that EM helped them to control la roya. Soil management: This year we began promoting several soil management techniques:Contour coffee sowing: The coffee is sowed against the natural slope in order to stop erosion. Contour living fences: Contour sowing every 10 meters of living fences in order to stop erosion. The plants used are: pacaya, taro, mashn, banana, pineapple, grass, cola de gallo, etc..Ditches: A 60cm long x 30cm width x 30cm depth ditch is opened at a 40cm distance from the coffee trunk to retain humidity and generate organic matter (compost in situ) to provide nutrients. Hole digging: The opening of 40cm x 40cm x 40cm holes for sowing coffee plants in order for them to have more space for their root system and a better supply of organic matter. Brush management: The brush is placed at a 40cm distance around the trunk as an individual terrace in order to increase the supply of organic matter.Increase of soil fertility: Several practices are being promoted to increase soil fertility:Use of coffee pulp: In order to increase fertility, one or two pounds of coffee pulp are spread around the plant. Another advantage of using the pulp is that the river contamination has decreased since many farmers use to throw it to the rivers. 81% of the associates perform this practice. Use of mead: A cup of mead per plant is also used as soil fertilizer and this practice has also helped to decrease river contamination. 58% of beneficiaries apply mead to their coffee plantation. Worm inoculation: We are still waiting to inoculate earthworms to the base of the coffee plants to help with organic matter decomposition. Currently the promoters are breeding worms. Sowing green manure: In order to increase the soil nitrogen content, canavalia beans were sowed. Three pounds of canavalia beans were handed to each associate and they were incorporated in the coffee plantations, with good results. In the upcoming years the associates will be able to obtain their seeds. Tissue management: The practice of planting coffee seedlings has begun, and even the farmers that were against this practice were asked to plant at least one cuerda of coffee seedlings so they may see the results in three years. 54% of the associates carried out the practice; however, only 36% has performed block seedling planting. This is a considerable improvement; however, we have to promote it because seedlings are basic for coffee production. Also, there has been shade management; the plantation must have 50% (50% sun 50% shade).Compliance of certification requirements: Follow-up has been given to several practices that are a requirement for achieving organic certification, such as:Inorganic waste disposal: All plastic waste must be removed from the parcels. Buffer zones with living fences: Living fences are planted in the limits of the parcel in order to avoid chemical contamination carried through the wind from a non-organic neighbor parcel. Buffer zones w (Grants $ 369,999) If this amount includes foreign grants, check here ...			28a	156,661
29 (Grants $ ) If this amount includes foreign grants, check here ...			29a
30 (Grants $ ) If this amount includes foreign grants, check here ...			30a
31 Other program services (describe in Schedule O) ................ (Grants $ ) If this amount includes foreign grants, check here...	31a
32 Total program service expenses (add lines 28a through 31a)..........	32	369,999

(a) Name and title	(b) Average hours per week devoted to position	(c)Reportable compensation (Forms W-2/1099-MISC) (if not paid, enter -0-)	(d) Health benefits, contributions to employee benefit plans, and deferred compensation	(e) Estimated amount of other compensation
William Fishbein President	40.00	0
Mary ellen Collins VP/Treasurer	1.00	0
Mark Griffith Secretary	1.00	0
Rick Peyser Director	1.00	0
Jonathan Rosenthal Director	1.00	0
Paula Rodriguez Marcucci Director	1.00	0
Carlos Murillo Director	1.00	0
Julie Barrett O'Brien Director	1.00	0

- TIN:

SCHEDULE A
(Form 990 or 990EZ)

Department of the Treasury
Internal Revenue Service

Public Charity Status and Public Support

Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust.
right arrow

Attach to Form 990 or Form 990-EZ.
right arrow

Information about Schedule A (Form 990 or 990-EZ) and its instructions is at www.irs.gov/form990.

OMB No. 1545-0047

2015

Open to Public
Inspection

Name of the organization

The Coffee Trust

Employer identification number

80-0202426

Part I

Reason for Public Charity Status (All organizations must complete this part.) See instructions.

The organization is not a private foundation because it is: (For lines 1 through 11, check only one box.)

A church, convention of churches, or association of churches described in section 170(b)(1)(A)(i).

A school described in section 170(b)(1)(A)(ii). (Attach Schedule E (Form 990 or 990-EZ))

A hospital or a cooperative hospital service organization described in section 170(b)(1)(A)(iii).

A medical research organization operated in conjunction with a hospital described in section 170(b)(1)(A)(iii). Enter the hospital's name, city, and state:

An organization operated for the benefit of a college or university owned or operated by a governmental unit described in section 170(b)(1)(A)(iv). (Complete Part II.)

A federal, state, or local government or governmental unit described in section 170(b)(1)(A)(v).

An organization that normally receives a substantial part of its support from a governmental unit or from the general public described in section 170(b)(1)(A)(vi). (Complete Part II.)

A community trust described in section 170(b)(1)(A)(vi). (Complete Part II.)

An organization that normally receives: (1) more than 331/3% of its support from contributions, membership fees, and gross receipts from activities related to its exempt functions—subject to certain exceptions, and (2) no more than 331/3% of its support from gross investment income and unrelated business taxable income (less section 511 tax) from businesses acquired by the organization after June 30, 1975. See section 509(a)(2). (Complete Part III.)

An organization organized and operated exclusively to test for public safety. See section 509(a)(4).

An organization organized and operated exclusively for the benefit of, to perform the functions of, or to carry out the purposes of one or more publicly supported organizations described in section 509(a)(1) or section 509(a)(2). See section 509(a)(3). Check the box in lines 11a through 11d that describes the type of supporting organization and complete lines 11e, 11f, and 11g.

Type I. A supporting organization operated, supervised, or controlled by its supported organization(s), typically by giving the supported organization(s) the power to regularly appoint or elect a majority of the directors or trustees of the supporting organization. You must complete Part IV, Sections A and B.

Type II. A supporting organization supervised or controlled in connection with its supported organization(s), by having control or management of the supporting organization vested in the same persons that control or manage the supported organization(s). You must complete Part IV, Sections A and C.

Type III functionally integrated. A supporting organization operated in connection with, and functionally integrated with, its supported organization(s) (see instructions). You must complete Part IV, Sections A, D, and E.

Type III non-functionally integrated. A supporting organization operated in connection with its supported organization(s) that is not functionally integrated. The organization generally must satisfy a distribution requirement and an attentiveness requirement (see instructions). You must complete Part IV, Sections A and D, and Part V.

Check this box if the organization received a written determination from the IRS that it is a Type I, Type II, Type III functionally integrated, or Type III non-functionally integrated supporting organization.

Enter the number of supported organizations ..............

Provide the following information about the supported organization(s).

(i)Name of supported organization	(ii) EIN	(iv) Is the organization listed in your governing document?		(v) Amount of monetary support (see instructions)	(vi) Amount of other support (see instructions)
(i)Name of supported organization	(ii) EIN	Yes	No	(v) Amount of monetary support (see instructions)	(vi) Amount of other support (see instructions)


Total

For Paperwork Reduction Act Notice, see the Instructions for
Form 990 or 990-EZ.

Cat. No. 11285F

Schedule A (Form 990 or 990-EZ) 2015

Page 2

Part II

Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi)
(Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization fails to qualify under the tests listed below, please complete Part III.)

Section A. Public Support

Calendar year (or fiscal year beginning in)		(a) 2011	(b) 2012	(c) 2013	(d) 2014	(e) 2015	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any unusual grants.) ....	559,806	245,300	507,872	197,293	157,426	1,667,697
2	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.......						0
3	The value of services or facilities furnished by a governmental unit to the organization without charge..						0
4	Total. Add lines 1 through 3	559,806	245,300	507,872	197,293	157,426	1,667,697
5	The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f)..						1,179,764
6	Public support. Subtract line 5 from line 4.						487,933

Section B. Total Support

Calendar year (or fiscal year beginning in)		(a) 2011	(b) 2012	(c) 2013	(d) 2014	(e) 2015	(f) Total
7	Amounts from line 4..	559,806	245,300	507,872	197,293	157,426	1,667,697
8	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources...	703	405	191	517	63	1,879
9	Net income from unrelated business activities, whether or not the business is regularly carried on..						0
10	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.)..						0
11	Total support. Add lines 7 through 10.						1,669,576

Gross receipts from related activities, etc. (see instructions) ..................

First five years. If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here........................................ right arrow

Section C. Computation of Public Support Percentage

Public support percentage for 2015 (line 6, column (f) divided by line 11, column (f)) .........

29.220 %

Public support percentage for 2014 Schedule A, Part II, line 14 ...............

20.500 %

16a

33 1/3% support test—2015. If the organization did not check the box on line 13, and line 14 is 33 1/3% or more, check this box
and stop here. The organization qualifies as a publicly supported organization ....................... right arrow

33 1/3% support test—2014. If the organization did not check a box on line 13 or 16a, and line 15 is 33 1/3% or more, check this
box and stop here. The organization qualifies as a publicly supported organization ..................... right arrow

17a

10%-facts-and-circumstances test—2015. If the organization did not check a box on line 13, 16a, or 16b, and line 14
is 10% or more, and if the organization meets the facts-and-circumstances test, check this box and stop here. Explain
in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly supported
organization ..................................................... right arrow

10%-facts-and-circumstances test—2014. If the organization did not check a box on line 13, 16a, 16b, or 17a, and line
15 is 10% or more, and if the organization meets the "facts-and-circumstances" test, check this box and stop here.
Explain in Part VI how the organization meets the "facts-and-circumstances" test. The organization qualifies as a publicly
supported organization ................................................ right arrow

Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see
instructions ..................................................... right arrow

Schedule A (Form 990 or 990-EZ) 2015

Page 3

Part III

Support Schedule for Organizations Described in Section 509(a)(2)
(Complete only if you checked the box on line 9 of Part I or if the organization failed to qualify under Part II. If the organization fails to qualify under the tests listed below, please complete Part II.)

Section A. Public Support

Calendar year (or fiscal year beginning in)		(a) 2011	(b) 2012	(c) 2013	(d) 2014	(e) 2015	(f) Total
1	Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .
2	Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose......
3	Gross receipts from activities that are not an unrelated trade or business under section 513...
4	Tax revenues levied for the organization's benefit and either paid to or expended on its behalf...
5	The value of services or facilities furnished by a governmental unit to the organization without charge..
6	Total. Add lines 1 through 5.
7a	Amounts included on lines 1, 2, and 3 received from disqualified persons...
b	Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year.
c	Add lines 7a and 7b..
8	Public support. (Subtract line 7c from line 6.)

Section B. Total Support

Calendar year (or fiscal year beginning in)		(a) 2011	(b) 2012	(c) 2013	(d) 2014	(e) 2015	(f) Total
9	Amounts from line 6...
10a	Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources..
b	Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975.
c	Add lines 10a and 10b.
11	Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on.
12	Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) ..
13	Total support. (Add lines 9, 10c, 11, and 12.)..

First five years. If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization,
check this box and stop here............................................. right arrow

Section C. Computation of Public Support Percentage

Public support percentage for 2015 (line 8, column (f) divided by line 13, column (f)) .........

Public support percentage from 2014 Schedule A, Part III, line 15 ...............

Section D. Computation of Investment Income Percentage

Investment income percentage for 2015 (line 10c, column (f) divided by line 13, column (f)) ......

Investment income percentage from 2014 Schedule A, Part III, line 17 .............

19a

331/3% support tests—2015. If the organization did not check the box on line 14, and line 15 is more than 33 1/3%, and line 17 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization ....... right arrow

33 1/3% support tests—2014. If the organization did not check a box on line 14 or line 19a, and line 16 is more than 33 1/3% and line 18 is not more than 33 1/3%, check this box and stop here. The organization qualifies as a publicly supported organization .... right arrow

Private foundation. If the organization did not check a box on line 14, 19a, or 19b, check this box and see instructions .... right arrow

Schedule A (Form 990 or 990-EZ) 2015

Page 4

Part IV

Supporting Organizations

(Complete only if you checked a box on line 11 of Part I. If you checked 11a of Part I, complete Sections A and B. If you checked 11b of Part I, complete Sections A and C. If you checked 11c of Part I, complete Sections A, D, and E. If you checked 11d of Part I, complete Sections A and D, and complete Part V.)

Section A. All Supporting Organizations

Yes

Are all of the organization’s supported organizations listed by name in the organization’s governing documents?
If "No," describe in Part VI how the supported organizations are designated. If designated by class or purpose,
describe the designation. If historic and continuing relationship, explain.

Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? If "Yes," explain in Part VI how the organization determined that the supported organization was described in section 509(a)(1) or (2).

Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? If "Yes," answer (b) and (c) below.

Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? If "Yes," describe in Part VI when and how the organization made the determination.

Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? If "Yes," explain in Part VI what controls the organization put in place to ensure such use.

Was any supported organization not organized in the United States ("foreign supported organization")? If “Yes” and if you checked 11a or 11b in Part I, answer (b) and (c) below.

Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? If “Yes,” describe in Part VI how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations.

Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? If “Yes,” explain in Part VI what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes.

Did the organization add, substitute, or remove any supported organizations during the tax year? If “Yes,” answer (b) and (c) below (if applicable). Also, provide detail in Part VI, including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization's organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document).

Type I or Type II only. Was any added or substituted supported organization part of a class already designated in the organization's organizing document?

Substitutions only. Was the substitution the result of an event beyond the organization's control?

Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization’s supported organizations? If “Yes,” provide detail in Part VI.

Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? If “Yes,” complete Part I of Schedule L (Form 990 or 990-EZ) .

Did the organization make a loan to a disqualified person (as defined in section 4958) not described in line 7? If “Yes,” complete Part I of Schedule L (Form 990 or 990-EZ).

Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? If “Yes,” provide detail in Part VI.

Did one or more disqualified persons (as defined in line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? If “Yes,” provide detail in Part VI.

Did a disqualified person (as defined in line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? If “Yes,” provide detail in Part VI.

10a

Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? If “Yes,” answer line 10b below.

10a

Did the organization have any excess business holdings in the tax year? (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings).

10b

Schedule A (Form 990 or 990-EZ) 2015

Page 5

Part IV

Supporting Organizations (continued)

Yes

Has the organization accepted a gift or contribution from any of the following persons?

A person who directly or indirectly controls, either alone or together with persons described in (b) and (c) below, the governing body of a supported organization?

11a

A family member of a person described in (a) above?

11b

A 35% controlled entity of a person described in (a) or (b) above? If “Yes” to a, b, or c, provide detail in Part VI.

11c

Section B. Type I Supporting Organizations

Yes

Did the directors, trustees, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization’s directors or trustees at all times during the tax year? If “No,” describe in Part VI how the supported organization(s) effectively operated, supervised, or controlled the organization’s activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove directors or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year.

Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? If “Yes,” explain in Part VI how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised or controlled the supporting organization.

Section C. Type II Supporting Organizations

Yes

Were a majority of the organization’s directors or trustees during the tax year also a majority of the directors or trustees of each of the organization’s supported organization(s)? If “No,” describe in Part VI how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s).

Section D. All Type III Supporting Organizations

Yes

Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided?

Were any of the organization’s officers, directors, or trustees either (i) appointed or elected by the supported organization(s) or (ii) serving on the governing body of a supported organization? If "No," explain in Part VI how the organization maintained a close and continuous working relationship with the supported organization(s).

By reason of the relationship described in (2), did the organization’s supported organizations have a significant voice in the organization’s investment policies and in directing the use of the organization’s income or assets at all times during the tax year? If "Yes," describe in Part VI the role the organization’s supported organizations played in this regard.

Section E. Type III Functionally-Integrated Supporting Organizations

Check the box next to the method that the organization used to satisfy the Integral Part Test during the year (see instructions):

The organization satisfied the Activities Test. Complete line 2 below.

The organization is the parent of each of its supported organizations. Complete line 3 below.

The organization supported a governmental entity. Describe in Part VI how you supported a government entity (see instructions)

Activities Test. Answer (a) and (b) below.

Yes

Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? If "Yes," then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities.

Did the activities described in (a) constitute activities that, but for the organization’s involvement, one or more of the organization’s supported organization(s) would have been engaged in? If "Yes," explain in Part VI the reasons for the organization’s position that its supported organization(s) would have engaged in these activities but for the organization’s involvement.

Parent of Supported Organizations. Answer (a) and (b) below.

Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations? Provide details in Part VI.

Did the organization exercise a substantial degree of direction over the policies, programs and activities of each of its supported organizations? If "Yes," describe in Part VI. the role played by the organization in this regard.

Schedule A (Form 990 or 990-EZ) 2015

Page 6

Part V

Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations

Check here if the organization satisfied the Integral Part Test as a qualifying trust on Nov. 20, 1970. See instructions. All other Type III non-functionally integrated supporting organizations must complete Sections A through E.

	Section A - Adjusted Net Income		(A) Prior Year	(B) Current Year (optional)
1	Net short-term capital gain	1
2	Recoveries of prior-year distributions	2
3	Other gross income (see instructions)	3
4	Add lines 1 through 3	4
5	Depreciation and depletion	5
6	Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions)	6
7	Other expenses (see instructions)	7
8	Adjusted Net Income (subtract lines 5, 6 and 7 from line 4)	8

	Section B - Minimum Asset Amount		(A) Prior Year	(B) Current Year (optional)
1	Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year):	1
a	Average monthly value of securities	1a
b	Average monthly cash balances	1b
c	Fair market value of other non-exempt-use assets	1c
d	Total (add lines 1a, 1b, and 1c)	1d
e	Discount claimed for blockage or other factors (explain in detail in Part VI):
2	Acquisition indebtedness applicable to non-exempt use assets	2
3	Subtract line 2 from line 1d	3
4	Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions).	4
5	Net value of non-exempt-use assets (subtract line 4 from line 3)	5
6	Multiply line 5 by .035	6
7	Recoveries of prior-year distributions	7
8	Minimum Asset Amount (add line 7 to line 6)	8

	Section C - Distributable Amount		Current Year
1	Adjusted net income for prior year (from Section A, line 8, Column A)	1
2	Enter 85% of line 1	2
3	Minimum asset amount for prior year (from Section B, line 8, Column A)	3
4	Enter greater of line 2 or line 3	4
5	Income tax imposed in prior year	5
6	Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions)	6

Check here if the current year is the organization's first as a non-functionally-integrated Type III supporting organization (see instructions)

Schedule A (Form 990 or 990-EZ) 2015

Page 7

Part V

Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations (continued)

Section D - Distributions		Current Year
1 Amounts paid to supported organizations to accomplish exempt purposes
2 Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity
3 Administrative expenses paid to accomplish exempt purposes of supported organizations
4 Amounts paid to acquire exempt-use assets
5 Qualified set-aside amounts (prior IRS approval required)
6 Other distributions (describe in Part VI). See instructions
7Total annual distributions. Add lines 1 through 6.
8 Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions
9 Distributable amount for 2015 from Section C, line 6
10 Line 8 amount divided by Line 9 amount

Section E - Distribution Allocations (see instructions)		(i) Excess Distributions	(ii) Underdistributions Pre-2015	(iii) Distributable Amount for 2015
1 Distributable amount for 2015 from Section C, line 6
2 Underdistributions, if any, for years prior to 2015 (reasonable cause required--see instructions)
3 Excess distributions carryover, if any, to 2015:
a
b
c
d From 2013.......
e From 2014.......
fTotal of lines 3a through e
g Applied to underdistributions of prior years
h Applied to 2015 distributable amount
i Carryover from 2010 not applied (see instructions)
j Remainder. Subtract lines 3g, 3h, and 3i from 3f.
4Distributions for 2015 from Section D, line 7:
$
a Applied to underdistributions of prior years
b Applied to 2015 distributable amount
c Remainder. Subtract lines 4a and 4b from 4.
5 Remaining underdistributions for years prior to 2015, if any. Subtract lines 3g and 4a from line 2 (if amount greater than zero, see instructions)
6 Remaining underdistributions for 2015. Subtract lines 3h and 4b from line 1 (if amount greater than zero, see instructions)
7 Excess distributions carryover to 2016. Add lines 3j and 4c.
8 Breakdown of line 7:
a
b
c Excess from 2013.......
d From 2014.......
e From 2015.......

Schedule A (Form 990 or 990-EZ) (2015)

Schedule A (Form 990 or 990-EZ) 2015

Page 8

Part VI

Supplemental Information. Provide the explanations required by Part II, line 10; Part II, line 17a or 17b; Part III, line 12; Part IV, Section A, lines 1, 2, 3b, 3c, 4b, 4c, 5a, 6, 9a, 9b, 9c, 11a, 11b, and 11c; Part IV, Section B, lines 1 and 2; Part IV, Section C, line 1; Part IV, Section D, lines 2 and 3; Part IV, Section E, lines 1c, 2a, 2b, 3a and 3b; Part V, line 1; Part V, Section B, line 1e; Part V Section D, lines 5, 6, and 8; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions).

Facts And Circumstances Test

Return Reference	Explanation
Part I: Additional Information	Explanation - How the Organization meets the facts and circumstances test:What the organization is doing to attract public support: When The Coffee Trust (TCT) program of the organization was first established, it had a great deal of fundraising experience within the specialty coffee trade. The founder of The Coffee Trust (TCT), Bill Fishbein, was also the founder of Coffee Kids (CK), a non-profit organization he had established in 1988 with similar goals to those of TCT. Bill led CK for 20 years and had developed numerous relationships with contributors from within the Specialty Coffee Trade in support of CK. Having left CK in in 2008, Bill established the Coffee Trust and began to search for other donors immediately, but steered clear of CK contributors to avoid a conflict with CK. This made things a bit difficult to raise funds at the outset, however the specialty coffee trade was evolving and new businesses unfamiliar with CK were entering the market. So, there was a developing group of new businesses with the potential to become contributors to TCT without conflict with CK. It would only take a little time to access them. The initial fundraising strategy was to find one or a few donors who could provide TCT with the seed capital to get started, and develop a track record. Once TCT established credibility, the strategy followed to reach out to a developing group of new specialty coffee businesses for funding. To accomplish this strategy TCT immediately went to Green Mountain Coffee Roasters (GMCR). The founder of TCT had a long, and productive relationship with (GMCR) going back to the late 1980s. GMCR was a contributor to CK and numerous other NGOs working in the specialty coffee sector. However, when approached by TCT, GMCR assured TCT that contributions to CK would continue as usual even if GMCR funded TCT. Funding from GMCR allowed TCT to support community-based development projects in the Ixil region of Guatemala, which began with education scholarships and support for a local library, which gradually led to a comprehensive, integrated sustainable development program supervised by TCT. These projects included a micro-credit project, a womens weaving project, a honey production project, a health care and food sovereignty project, an agricultural improvement project and a capacity building support system designed to strengthen each of the developing projects. The fundraising strategy succeeded as these programs provided the credibility that TCT needed to seek other funding besides GMCR. For the first few years, GMCR was the major funder. However, TCT promoted its efforts in the specialty coffee trade so the trade would be aware of TCT even if funding didnt occur immediately. TCT approached numerous businesses in the specialty coffee trade to support its developing program while at the same time, trying to respectfully avoid CK contributors. In 2009, TCT attended the Specialty Coffee Association Trade Show and conference in search of other donors, and TCT continued to attend this industry-wide trade show and conference each year through 2015. While the TCT donor base did grow beyond GMCR, it did so slowly. Over the years, TCT conducted a semi-annual direct mail campaign and began to develop its donor base. TCT advertised in 2 major trade publications, a US based, nationwide magazine called Coffee Talk Magazine and a European Union based trade publication called Coffee & Cocoa International. It was difficult to generate large sums of money from many small contributions. However, TCT continued to produce brochures describing its efforts and send periodic mailing to its growing donor base. To promote its work, TCT created a web site that accepted donations by way of PayPal. TCT produced its own Facebook Page, Twitter Account, and numerous other social media sites managed by Kelly Kowlaski of Okajandja 90. Kelly has made several trips to Guatemala to produce films for promotion of TCT and its work in Guatemala, which can be found on the TCT web site and Facebook Page. In the meantime, TCT began to solicit contributions from larger donors. For several years, TCT has received donations from the Good for Life Charity in the UK most recently reaching $55,000 per year. This encouraged Bill to make a trip to the UK to meet with the donor and seek out other donors as well. 2 additional major donors have committed to support TCT. TCT also approached larger donors in the US, such as Equal Exchange, a $20,000 contributor to TCT and Longbottom Coffee Roasters who has recently increased their contributions to TCT from $10,000 per year to $25,000 per year. TCT has also started a unique fundraiser collaborating with local cafes to do their own long-term fundraisers for TCT engaging their customers in the effort. For this, TCT has produced brochures, posters, information and promotional videos and other materials for each participating caf to present in their stores. One caf, Coffee Exchange in Providence, RI raised $11,000 for TCT in a 6-week fundraiser, $10,000 on a New Years Day fundraiser and is on track to do additional fundraisers throughout the year. TCT provides all of the promotional material. The cafes do the promotion. To support these fundraisers, TCT provides a separate donation key to be used on each participating cafs web site, which is then directly sent to the TCT Pay Pal page. All donations go directly to TCT, however, in such a way as to be able to acknowledge the caf for making the donation possible. Another caf in Americus, GA has recently concluded a similar fundraiser for TCT. A cafe in in Portland, OR is holding an in-store fundraiser now and there re approximately 15 other caf in Oregon interested in doing the same thing. This didnt just happen on its own. TCT hired a TCT Representative to work in the Portland, OR area to raise funds in this fashion. TCT follows up with a monthly Program Report that is sent to each caf keeping its customers updated on the progress of the project funded. Some participating cafes are receiving as much as $100 per week in residual contributions long after their fundraisers have ended as customers continue to support TCT. TCT continues to do promotional mailings, and recently held 2 events to promote its work. TCT held a reception at the Specialty Coffee Association Trade Show and Conference in Seattle, and made a presentation at a fundraiser in Portland. TCT has also initiated other outreach efforts intended to inform and educate the public on the mission and programs it undertakes in the Ixil Region of Guatemala. These efforts include public speaking engagements by the founder, Bill Fishbein,and International Program Director, Paula Rodriguez. TCT's current fundraising strategy recognizes that current and potential funders must have a clear sense of the charitable need, the measurable impact, and the potential for further progress and development. Public speaking engagements, augmented with audio/visual presentations depicting TCT's work at various programming locations, served to cultivate donors who became informed and educated. In October of 2015, one such public outreach event involved a "Conversation About Coffee" public reception at the local Farmer's Market Pavilion. Over 75 persons in attendance heard about specific facts and viewed images related to the locale of TCT's program delivery. Other locations of outreach speaking engagements included Longbottom Coffee, Hillsboro, OR (over 100+ in attendance), a reception at the Specialty Coffee Association of American trade show (over 75+ in attendance), and venues in the Northeast including New York City and Providence, RI. Each of these public outreach engagements resulted in the raising of private donations.The Composition of the Organization's Board of Directors: The TCT board of director is made up of dedicated professionals, none of whom make large contributions to TCT. None of the board members are major funders. Bill Fishbein is the president and founder of TCT. He has over 35 years experience in the specialty coffee trade, 27 years experience in sustainable development for coffee producers and their families in Latin America, and 27 year experience raising funds for to support coffee producers and their families. Jonathan Rosenthal is one of the principles of Just-Works, a non-profit consulting group that has supported non-profit development for over 20 years. Jonathan is also one of the co-founders of Equal Exchange, the first for trade coffee distributor in the United States. Maryellen Collins is vice president and treasurer for TCT and is a marketing and advertising entrepreneur in the Santa Fe region. Maryellen is not a major contributor to TCT, but provides insight and connection to a developing fundraising opportunity in the local Santa Fe market. Rick Peyser is a program director for Lutheran World Relief. Rick has a great deal of experience in sustainable development for coffee producers from years of work with G

Return Reference

Explanation

Part I: Additional Information

Explanation - How the Organization meets the facts and circumstances test:**What the organization is doing to attract public support: When The Coffee Trust (TCT) program of the organization was first established, it had a great deal of fundraising experience within the specialty coffee trade. The founder of The Coffee Trust (TCT), Bill Fishbein, was also the founder of Coffee Kids (CK), a non-profit organization he had established in 1988 with similar goals to those of TCT. Bill led CK for 20 years and had developed numerous relationships with contributors from within the Specialty Coffee Trade in support of CK. Having left CK in in 2008, Bill established the Coffee Trust and began to search for other donors immediately, but steered clear of CK contributors to avoid a conflict with CK. This made things a bit difficult to raise funds at the outset, however the specialty coffee trade was evolving and new businesses unfamiliar with CK were entering the market. So, there was a developing group of new businesses with the potential to become contributors to TCT without conflict with CK. It would only take a little time to access them. The initial fundraising strategy was to find one or a few donors who could provide TCT with the seed capital to get started, and develop a track record. Once TCT established credibility, the strategy followed to reach out to a developing group of new specialty coffee businesses for funding. To accomplish this strategy TCT immediately went to Green Mountain Coffee Roasters (GMCR). The founder of TCT had a long, and productive relationship with (GMCR) going back to the late 1980s. GMCR was a contributor to CK and numerous other NGOs working in the specialty coffee sector. However, when approached by TCT, GMCR assured TCT that contributions to CK would continue as usual even if GMCR funded TCT. Funding from GMCR allowed TCT to support community-based development projects in the Ixil region of Guatemala, which began with education scholarships and support for a local library, which gradually led to a comprehensive, integrated sustainable development program supervised by TCT. These projects included a micro-credit project, a womens weaving project, a honey production project, a health care and food sovereignty project, an agricultural improvement project and a capacity building support system designed to strengthen each of the developing projects. The fundraising strategy succeeded as these programs provided the credibility that TCT needed to seek other funding besides GMCR. For the first few years, GMCR was the major funder. However, TCT promoted its efforts in the specialty coffee trade so the trade would be aware of TCT even if funding didnt occur immediately. TCT approached numerous businesses in the specialty coffee trade to support its developing program while at the same time, trying to respectfully avoid CK contributors. In 2009, TCT attended the Specialty Coffee Association Trade Show and conference in search of other donors, and TCT continued to attend this industry-wide trade show and conference each year through 2015. While the TCT donor base did grow beyond GMCR, it did so slowly. Over the years, TCT conducted a semi-annual direct mail campaign and began to develop its donor base. TCT advertised in 2 major trade publications, a US based, nationwide magazine called Coffee Talk Magazine and a European Union based trade publication called Coffee & Cocoa International. It was difficult to generate large sums of money from many small contributions. However, TCT continued to produce brochures describing its efforts and send periodic mailing to its growing donor base. To promote its work, TCT created a web site that accepted donations by way of PayPal. TCT produced its own Facebook Page, Twitter Account, and numerous other social media sites managed by Kelly Kowlaski of Okajandja 90. Kelly has made several trips to Guatemala to produce films for promotion of TCT and its work in Guatemala, which can be found on the TCT web site and Facebook Page. In the meantime, TCT began to solicit contributions from larger donors. For several years, TCT has received donations from the Good for Life Charity in the UK most recently reaching $55,000 per year. This encouraged Bill to make a trip to the UK to meet with the donor and seek out other donors as well. 2 additional major donors have committed to support TCT. TCT also approached larger donors in the US, such as Equal Exchange, a $20,000 contributor to TCT and Longbottom Coffee Roasters who has recently increased their contributions to TCT from $10,000 per year to $25,000 per year. TCT has also started a unique fundraiser collaborating with local cafes to do their own long-term fundraisers for TCT engaging their customers in the effort. For this, TCT has produced brochures, posters, information and promotional videos and other materials for each participating caf to present in their stores. One caf, Coffee Exchange in Providence, RI raised $11,000 for TCT in a 6-week fundraiser, $10,000 on a New Years Day fundraiser and is on track to do additional fundraisers throughout the year. TCT provides all of the promotional material. The cafes do the promotion. To support these fundraisers, TCT provides a separate donation key to be used on each participating cafs web site, which is then directly sent to the TCT Pay Pal page. All donations go directly to TCT, however, in such a way as to be able to acknowledge the caf for making the donation possible. Another caf in Americus, GA has recently concluded a similar fundraiser for TCT. A cafe in in Portland, OR is holding an in-store fundraiser now and there re approximately 15 other caf in Oregon interested in doing the same thing. This didnt just happen on its own. TCT hired a TCT Representative to work in the Portland, OR area to raise funds in this fashion. TCT follows up with a monthly Program Report that is sent to each caf keeping its customers updated on the progress of the project funded. Some participating cafes are receiving as much as $100 per week in residual contributions long after their fundraisers have ended as customers continue to support TCT. TCT continues to do promotional mailings, and recently held 2 events to promote its work. TCT held a reception at the Specialty Coffee Association Trade Show and Conference in Seattle, and made a presentation at a fundraiser in Portland. TCT has also initiated other outreach efforts intended to inform and educate the public on the mission and programs it undertakes in the Ixil Region of Guatemala. These efforts include public speaking engagements by the founder, Bill Fishbein,and International Program Director, Paula Rodriguez. TCT's current fundraising strategy recognizes that current and potential funders must have a clear sense of the charitable need, the measurable impact, and the potential for further progress and development. Public speaking engagements, augmented with audio/visual presentations depicting TCT's work at various programming locations, served to cultivate donors who became informed and educated. In October of 2015, one such public outreach event involved a "Conversation About Coffee" public reception at the local Farmer's Market Pavilion. Over 75 persons in attendance heard about specific facts and viewed images related to the locale of TCT's program delivery. Other locations of outreach speaking engagements included Longbottom Coffee, Hillsboro, OR (over 100+ in attendance), a reception at the Specialty Coffee Association of American trade show (over 75+ in attendance), and venues in the Northeast including New York City and Providence, RI. Each of these public outreach engagements resulted in the raising of private donations.**The Composition of the Organization's Board of Directors: The TCT board of director is made up of dedicated professionals, none of whom make large contributions to TCT. None of the board members are major funders. Bill Fishbein is the president and founder of TCT. He has over 35 years experience in the specialty coffee trade, 27 years experience in sustainable development for coffee producers and their families in Latin America, and 27 year experience raising funds for to support coffee producers and their families. Jonathan Rosenthal is one of the principles of Just-Works, a non-profit consulting group that has supported non-profit development for over 20 years. Jonathan is also one of the co-founders of Equal Exchange, the first for trade coffee distributor in the United States. Maryellen Collins is vice president and treasurer for TCT and is a marketing and advertising entrepreneur in the Santa Fe region. Maryellen is not a major contributor to TCT, but provides insight and connection to a developing fundraising opportunity in the local Santa Fe market. Rick Peyser is a program director for Lutheran World Relief. Rick has a great deal of experience in sustainable development for coffee producers from years of work with G

Schedule A (Form 990 or 990-EZ) 2015

Additional Data

Software ID:	15000324
Software Version:	2015v2.0

- TIN:

SCHEDULE O
(Form 990 or 990-EZ)

Department of the Treasury
Internal Revenue Service

Supplemental Information to Form 990 or 990-EZ

Complete to provide information for responses to specific questions on
Form 990 or 990-EZ or to provide any additional information.
MediumBullet

Attach to Form 990 or 990-EZ.
MediumBullet

Information about Schedule O (Form 990 or 990-EZ) and its instructions is at
www.irs.gov/form990.

OMB No. 1545-0047

2015

Open to Public
Inspection

Name of the organization

The Coffee Trust

Employer identification number

80-0202426

Return Reference	Explanation
Client Note 1	Client Note 1 - Continued: Schedule A, Part IV, Explanation - How the Organization meets the facts and circumstances test:Mark Griffith is a member of the board. He is currently the board secretary. Mark is not a major funder to TCT, however, Mark brings over 30 years of non-profit management to the organization. Sources of Support and Accountability: TCT accepts contributions from private foundations and from public support. TCT accepts no government funding at all. Private foundations are provided a detailed budget, a mid-year report and an end-of-the-year report. The year-end report is accompanied by a monitoring and evaluation guide. This informs the donors of the progress and challenges faced by the project. TCT makes public a monthly report on its web site. Programs and Facilities are made available to the general public and the organization's definitive program to accomplish its charitable work: TCT works in one of the most impoverished coffee-producing regions in the world, the Ixil region of Guatemala. The deeply indigenous Ixil region has faced generations of poverty. It has been ravaged by Guatemalas 36-year brutal civil war. After the war ended in 1996, the area was flooded with well-intended, but ill-informed NGOs who provided give-away program fro the people. The unintended consequences of their actions were to create a culture of dependency out of a strong people who had somehow managed to survive poverty and war for generations. Programs and Facilities are made available to the general public and the organization's definitive program to accomplish its charitable work (continued): San Gaspar Chajul is where the lions share of our work in the Ixil region takes place. In San Gaspar Chajul half their population was murdered during the war. Since the war ended, the population has rebounded. However, now half the population is under 20 years old without any jobs, skills, or opportunity. The options for young people are severely limited, leaving them little choice but to abandon failing family coffee farms and looking for a better life north across the border to the United States. In addition to problems caused by the civil war, the region faces debilitating respiratory illnesses caused by inefficient, unventilated, in-home wood stoves causing fatalities for Ixil mothers and stunted brain development for children. Chronic food shortages remain a serious problem resulting in hunger as a common occurrence after the coffee harvest. Almost completely dependent upon coffee as a sole source of income, the Ixil people are almost completely vulnerable to price drops, and losses in productions, which can be devastating. A lack of knowledge about appropriate agriculture leaves the Ixil farmers vulnerable to blights, insect infestations, and natural disasters. Recently, the region has been struck by a fungus that has destroyed over 75% of its coffee production. EDUCATION: TCTs comprehensive, integrated development effort provides funding for the maintenance and support of the only local library in San Gaspar Chaul serving students from as young as 5 ears old through high school. TCT also provides scholarships to deserving, middle school and high school students and to students to attend technical school at nearby Rafael Landivar University in Quiche. TCT has also provided university scholarships to students to attend University del Valle de Guatemala in Solola and to Rafael Landivar University in Queztalenango. Conditions for scholarships are for graduating students to remain at home for at least 5 years to work in the region. The goal of this project is provide capable Ixil youth with an opportunity to gain employment at home in the Ixil region, and apply their skills in their own community. ECONOMIC DIVERSIIFCATION: TCTs economic diversification program is designed to provide alternative income for Ixil families so they are no longer dependent upon coffee, a volatile crop at best, as a sole source of income and to provide income opportunities for unemployed Ixil youth and families. Womens Savings and Micro-credit began with 20 women and was completely dependent upon outside donations, predominantly from TCT. After 7 years, though, there are now 1,000 women in the program, which has become completely financially sustainable, no longer requiring capital from TCT. TCTs capacity building effort has trained the women to access their own funding fro expansion through zero interest loans from KIA Foundation and the Swedish Embassy in Guatemala al has just provided them with a 3-year, $480,000 grant for capital. TCT will continue to support the program, with capacity building as in a few short years there will be 5,000 women in the program and they will need other management skills to manage what is quickly becoming a regional bank for the poor. The Womens Weaving Cooperative also provides added income for Ixil families. It is currently 80% financially sustainable and will probably require another 1 - 2 years to reach that 100%. This program funded by TCT is also providing income for Ixil people to remain at home with their families. The Chajulense Honey Farmers, an independent association of beekeepers is now 100% financially sustainable, but seriously lacking in management skills. TCT will still support organizational development and management skills tor this group until it has the capacity to survive on its own. Once again this alternative income project allows farmers overly dependent upon coffee to have an income whether coffee production is high or low or the price is high or low. The program also provides Ixil youth with a skill to earn their own income and stay at home instead of cross the border to the US. HEALTH AND FOOD SOVEREIGNTY: TCTs health and food sovereignty project is deeply rooted in the principles of Campesino a Campesino, the shared learning principles from farmer-to-farmer. The program teaches women to establish their own family gardens, raise chickens, and build and install their own efficient ventilated stoves. The program addresses the serious food shortages in the region, as well as debilitating respiratory illnesses, the number one health hazard in the Ixil region caused by in-home, unventilated, inefficient stoves. Also addresses is the gleaning of the rain forest of wood to feed the inefficient stoves. ROYA RECOVERY AND AGRUICULTURAL IMPROVEMENT: The Ixil region has been attacked by a vicious fungus call roya, or rust in Spanish. The roya kills the leaves of the coffee plant preventing it from flowering or bearing fruit, the coffee. Over the last 3 years, local coffee farmers have lost 75% of their production. Using the same principles of Campesino a Campesino, TCT has embarked on an agricultural improvement campaign to help farmers recover their lost production and improve their soil. The project will take 3-5 years, after which production is expected to triple. That said, these agricultural techniques will have to be maintained to ensure that the farmers can handle any other blight that may come their way. All of the above programs address the serious social and economic issues facing the Ixil people. Additionally, once all these projects have reached a level of sustainability, it is the goal of TCT to establish a formal training institute to continue training in the region and also open it up to interested farmers from other regions of Guatemala, Latin America and elsewhere to share with other what has been learned in this deeply impoverished region of Guatemala.General Public Special Knowledge and Expertise: Members of the TCT are training members of the public in the areas of sustainable development. In fact, the technicians working for our Roya Recovery Project are former graduates from our university scholarship program. So, there are these professional at work in the region, right now for TCT, and the future for themselves and for the coffee cooperative and others.
Client Note 2	Client Note 2 - Continued from Schedule O, Form 990-EZ, Part III, Line 28 - Statement of Program Service AccomplishmentsPump delivery: Asociacin Chajulense decided to give pumps to the associates. Since they had given pumps before, they only gave to the ones who hadn't received them. The people complained about the unequal distribution. Lack of microorganism application: In commercial farms they usually apply chemical products 3 times for la roya control; however, la roya will not be controlled with 3 microorganism application, it is necessary to understand that at least 5 applications will be needed. Lack of trimming: The associates still do not understand the benefit of trimming. We are trying to promote among the associates the trimming of at least 10% of the coffee plants older than10 years. Dishonesty: We found that some promoters are not visiting the associates as they should. In the future we will call monthly, 10% of the associates to follow up the promoter's work, as well as the field visits of the technicians. On the other hand, one promoter was expelled from the program because he was found applying herbicides. Attention of beneficiaries: In 2016, it is expected that each promoter attends 50 associates.Microorganism production using local materials: In order to reproduce the microorganisms using local products an experiment has been carried out using banana and ashes instead of molasses. It has been called Local Effective Microorganisms (MEL for its initials in Spanish). Until now, the tests are promising, it has good fermentation and has good flavor. We will see how it works in the field. 3.2 Food Sovereignty, with Asociacin Chajulense de MujeresActivitiesPersonnelAdvisor:An advisor with experience in development and community health projects entered the Food Sovereignty Program this year. She visits the program twice a month. Coordinator:Since the former coordinator, Loyda Cobo resigned, a young determined woman with leadership skills was hired for the position. Technicians:Two new technicians were incorporated to the program; one will be in charge of the Sotzil supervision and the other of Chel.Promoters:The 5 Sotzil promoters continue to visit twice a month an average of 20 beneficiaries each, making a total of 100 beneficiaries. It has been detected that some promoters do not comply their task. ComponentsTrainings:Training workshops are delivered to the beneficiaries twice a month and weekly to promoters. The training topics have been mainly about the components, the importance of adding eggs to the diet, and lately, on chicken farming.Stoves:The first 168 beneficiaries still have their stoves; however, 55 left the program for different reasons, the main of which is that they do not want to attend the trainings, so they are not receiving follow-up. An important approach of the program is that in Chel community the stoves will be the last component to be implemented since the beneficiaries are going to pay for them with the money they earn through the other components. We are waiting to decide whether we stay with the same stove model or implement a new one.ChickensThere have been a lot of improvements in this component and the most important one has been de decrease of chicken mortality, which is now in 36%. Although it is still high, the annual pest which caused most of the mortality has been avoided. However, women still have to learn how to use EM more efficiently since currently they are benefiting from using them for healing instead of taking advantage of their preventive use. The second improvement is the support we are receiving from an expert from the Ministry of Agriculture, Roberto Mendizbal, BSc, who is helping to implement an excellent and efficient model for chicken breeding. Chicken yards with the capacity to hold up to 82 animals (2 roosters, 20 hens, 20 chickens from 0 to 1 month old, 20 chickens from 1 to 2 months old and 20 chickens from 2 to 3 months old) have been built in a four square meters space (2x2). The main strength of this program is that it uses poultry manure to produce fly larvae which, jointly with the worms, is used to feed chickens, helping to achieve an appropriate protein intake. The chicken yards of the promoters have been already built and the first 300 hens have been delivered. VegetablesThe promoters have been of great importance in continuing with planting and taking care of vegetables. The most important improvement in this component is that to achieve sustainable family gardens we promote the planting of local vegetables like culix, celery, chipilin, amaranth, etc. The promoters produce the seeds and hand them to the new beneficiaries. The family gardens of 91% of the associates are already producing. EarthwormsThe interest in this component was increased considerably when the worms were fed to the chicken. 72% of the women have lombricompost pens and this technology has been installed successfully. Before the program women didn't work with worms, so the success is due to the intervention of the program.Beneficial microorganismsThe microorganisms have been very successful among women; they give them to their animals, for family consumption and apply them in their family gardens. 96% of the women produce them and thanks to the microorganisms the chicken pest was avoided. Lessons Learned & Next StepsCommunity problems: the promoters resented the hiring of one of them as their full-time supervisor, even though she was the best chicken breeder promoter. Nevertheless, she was hired and the need to promote and implement values among them as well as in the different groups of women was identified. Likewise, the appropriate techniques for conflict resolution based on the implementation of values will be promoted. Lack of understanding on the importance of protein in human diet: The beneficiaries have not understood that each family member has to eat one egg daily (and pregnant women, two) in order to complement the necessary protein intake. The average egg consumption per family member is still two eggs a week. Lack of understanding on the importance of feeding protein to the hens: Even though the associates produce the worms, they still don't understand they have to feed them daily to the hens; instead, they feed them three times a week. Lack of understanding on the microorganism use: Even though most of them produce them EMs, they use the microorganisms to heal (when the hen is already sick) instead of to prevent it (give them on a daily basis).
Grants and Similar Amounts Paid In Excess of $5,000.2	Class of Activity: Secondary Scholarships \| Donee's Name: Horizontes Sin Limites IXIL \| Cash Amount Given: $10000
Grants and Similar Amounts Paid In Excess of $5,000.4	Class of Activity: Economic Development \| Donee's Name: Asociacion Chajulense De Mujeres \| Cash Amount Given: $63915
Grants and Similar Amounts Paid In Excess of $5,000.6	Class of Activity: Economic Development \| Donee's Name: Asociacion Chajulense La Union \| Cash Amount Given: $57529
Grants and Similar Amounts Paid In Excess of $5,000.10	Class of Activity: Economic Development \| Donee's Name: Universidad del Valle de Guatemala \| Cash Amount Given: $12104
Grants and Similar Amounts Paid In Excess of $5,000.11	Class of Activity: Economic Development \| Donee's Name: Copichajulense R.L. \| Cash Amount Given: $10000
Other Expenses.1001	Advertising and Promotion $61699
Other Expenses.1002	Office Expenses $2053
Other Expenses.1003	Information Technology $345
Other Expenses.1005	Travel $30238
Other Expenses.1009	Depreciation $510
Other Expenses.1010	Amortization $13222
Other Expenses.1012	Insurance $1851
Other Expenses.1	Bank Service Charges $2910
Other Expenses.3	Equipment Rental $1498
Other Expenses.4	Supplies $1334
Other Expenses.5	Dues and Membership Fees $1244
Other Expenses.7	License and fees $75
Other Expenses.8	Miscellaneous $7
Other Assets.1004	Miscellaneous - Beginning $1525 Miscellaneous - Ending $1015
Other Assets.1005	Accounts Receivable - Beginning $0 Accounts Receivable - Ending $620
Other Assets.1006	Pledges and Grants Receivable - Beginning $94050 Pledges and Grants Receivable - Ending $2000
Other Assets.1011	Prepaid Expenses and Deferred Charges - Beginning $900 Prepaid Expenses and Deferred Charges - Ending $3842
Other Assets.1012	Intangible Assets - Beginning $19829 Intangible Assets - Ending $17207
Total Liabilities.1001	Accounts Payable and Accrued Expenses - Beginning $10203 Accounts Payable and Accrued Expenses - Ending $16111
Total Liabilities.1008	Unsecured Notes and Loans Payable - Beginning $1952 Unsecured Notes and Loans Payable - Ending $53038
Changes to Organizing or Governing Documents	Name Change from the Global Community Trust to The Coffee Trust. Copies of documents previously submitted to the IRS are attached.

For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.

Cat. No. 51056K

Schedule O (Form 990 or 990-EZ) 2015

Additional Data

Software ID:	15000324
Software Version:	2015v2.0

1	Contributions, gifts, grants, and similar amounts received ....................	1	157,426
2	Program service revenue including government fees and contracts ...............	2
3	Membership dues and assessments ...........................	3
4	Investment income ...........................	4	63
5a	Gross amount from sale of assets other than inventory .....	5a
b	Less: cost or other basis and sales expenses .......	5b	0
c	Gain or (loss) from sale of assets other than inventory (Subtract line 5b from line 5a) ......	5c
6	Gaming and fundraising events
a	Gross income from gaming (attach Schedule G if greater than $15,000)	6a
b	Gross income from fundraising events (not including $ of contributions from fundraising events reported on line 1) (attach Schedule G if the			sum of such gross income and contributions exceeds $15,000) ..	6b	0
c	Less: direct expenses from gaming and fundraising events ...	6c	0
d	Net income or (loss) from gaming and fundraising events (add lines 6a and 6b and subtract line 6c)	6d
7a	Gross sales of inventory, less returns and allowances ......	7a
b	Less: cost of goods sold .............	7b	0
c	Gross profit or (loss) from sales of inventory (Subtract line 7b from line 7a) .........	7c
8	Other revenue (describe in Schedule O) ..........	8
9	Total revenue. Add lines 1, 2, 3, 4, 5c, 6d, 7c, and 8 ..............	9	157,489

18	Excess or (deficit) for the year (Subtract line 17 from line 9) ............	18	-249,032
19	Net assets or fund balances at beginning of year (from line 27, column (A)) (must agree with
	end-of-year figure reported on prior year’s return) ............	19	212,359
20	Other changes in net assets or fund balances (explain in Schedule O) ..........	20	3,000
21	Net assets or fund balances at end of year. Combine lines 18 through 20 .......	21	-33,673

(a) Name and business address of each independent contractor	(b) Type of service	(c) Compensation
NONE

Sign Here

	Signature of officer	Date

	Type or print name and title

Name of organization The Coffee Trust

Part I	Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
RESTRICTED	,	$ RESTRICTED	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
(a) No.	(b) Name, address, and ZIP + 4	(c) Total contributions	(d) Type of contribution
		$	Person Payroll Noncash (Complete Part II for noncash contributions.)
Schedule B (Form 990, 990-EZ, or 990-PF) (2015)

10	Grants and similar amounts paid (list in Schedule O) ............	10	156,661
11	Benefits paid to or for members ................	11
12	Salaries, other compensation, and employee benefits ................	12
13	Professional fees and other payments to independent contractors ............	13	122,037
14	Occupancy, rent, utilities, and maintenance ...................	14	8,637
15	Printing, publications, postage, and shipping ..............	15	2,200
16	Other expenses (describe in Schedule O) ..............	16	116,986
17	Total expenses. Add lines 10 through 16 ..............	17	406,521

Name of organization The Coffee Trust		Employer identification number 80-0202426

Part II	Noncash Property (see instructions). Use duplicate copies of Part II if additional space is needed.
(a) No.from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No.from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No.from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No.from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No.from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
(a) No.from Part I	(b) Description of noncash property given	(c) FMV (or estimate) (see instructions)	(d) Date received
		$
Schedule B (Form 990, 990-EZ, or 990-PF) (2015)


Name of organization The Coffee Trust			Employer identification number 80-0202426
Part III Exclusively religious, charitable, etc., contributions to organizations described in section 501(c)(7), (8), or (10) that total more than $1,000 for the year from any one contributor. Complete columns (a) through (e) and the following line entry. For organizations completing Part III, enter the total of exclusively religious, charitable, etc., contributions of $1,000 or less for the year. (Enter this information once. See instructions.) $ Use duplicate copies of Part III if additional space is needed.

1(a) Name of disqualified person	(c) Description of transaction	(d) Corrected?
1(a) Name of disqualified person	(c) Description of transaction	Yes	No

(a) Name of interested person	(b) Relationship with organization	(c) Purpose of loan	(d) Loan to or from the organization?		(e)Original principal amount	(f)Balance due	(g) In default?		(h) Approved by board or committee?		(i)Written agreement?
(a) Name of interested person	(b) Relationship with organization	(c) Purpose of loan	To	From	(e)Original principal amount	(f)Balance due	Yes	No	Yes	No	Yes	No
(1) FishbeinSF Coffee Trust	Officer	Acct Payable-Unreimb Expenses	X		1,952	3,038		No		No		No
(2) William Fishbein	Officer	Short Term Funds	X		80,000	25,000		No		No		No








Total ............... $						28,038

(a) Name of interested person	(c) Amount of transaction	(d) Description of transaction	(e) Sharing of organization's revenues?
(a) Name of interested person	(c) Amount of transaction	(d) Description of transaction	Yes	No