Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
|
Total |
0 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 64,990,294 | 61,307,387 | 58,753,887 | 53,931,738 | 55,713,960 | 294,697,266 |
| 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 | 64,990,294 | 61,307,387 | 58,753,887 | 53,931,738 | 55,713,960 | 294,697,266 |
| 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) .. | 2,549,146 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 292,148,120 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 64,990,294 | 61,307,387 | 58,753,887 | 53,931,738 | 55,713,960 | 294,697,266 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 523,820 | 431,884 | 476,676 | 563,027 | 983,144 | 2,978,551 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 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 | 297,675,817 | |||||
Calendar year (or fiscal
year beginning in) ![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (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.) | 0 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2019 | (b) 2020 | (c) 2021 | (d) 2022 | (e) 2023 | (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 on 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.).. | ||||||
| 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 0.015 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 0.035 | 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 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2023 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2023 |
(iii) Distributable Amount for 2023 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2023 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2023 (reasonable cause required-- explain in Part VI).
See instructions. |
||||
| 3 Excess distributions carryover, if any, to 2023: | ||||
| a From 2018....... | ||||
| b From 2019....... | ||||
| c From 2020....... | ||||
| d From 2021....... | ||||
| e From 2022....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2023 distributable amount | ||||
|
i
Carryover from 2018 not applied (see instructions) |
||||
| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2023 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2023 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2023, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2023. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2024. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2019..... | ||||
| b Excess from 2020..... | ||||
| c Excess from 2021..... | ||||
| d Excess from 2022..... | ||||
| e Excess from 2023..... | ||||
| Facts And Circumstances Test |
|---|
| Return Reference | Explanation |
|---|
| Software ID: | 23017509 |
| Software Version: |
| Return Reference | Explanation |
|---|---|
| Other | **** PLAN INTERNATIONAL USA,INC. PURPOSE STATEMENT **** |
| Other | Plan International USA (Plan) is a girls rights organization that focuses on international development and humanitarian assistance. Powered by our supporters, we partner with adolescent girls and their communities to overcome oppression and gender inequality. We provide the resources that are unique to their needs and the needs of their communities, ensuring they achieve their full potential with dignity, opportunity and safety. |
| Pt VI, Line 11b | The draft of Form 990 is provided electronically to each member of the Plan International USA Board of Directors in advance of filing along with a summary of key points and a reply by date for any feedback. This comment period allows the full Board to review the Form 990 and contact management with any follow-up points they may have from their review. After applying any changes to the Form 990 that are derived from the Board comment period, the most updated version of the Form 990 and the aforementioned summary of the key points are provided to the Plan International USA Audit Committee for their review and electronic vote in accordance with the organizations by-laws. Once the Form 990 has been approved by the Audit Committee, it is filed with the IRS electronically and posted to the Organizations website for public disclosure. |
| Pt VI, Line 12c | On an annual basis, the officers, directors and all employees receive a copy of Plan International USAs Conflict of Interest policy and review the disclosure questionnaire. Each of them signs that questionnaire where they must disclose any actual or potential conflicts of interest. All questionnaires with any actual or potential conflicts are then reviewed by the Deputy General Counsel and either General Counsel, Chief of People and Culture, the Audit Committee or the Executive Committee depending on the position of the person whose questionnaire has a disclosure. Appropriate action is taken as needed. During the year if potential conflicts arise, they must be disclosed promptly and in writing to the appropriate person (as noted above). |
| Pt VI, Line 12c | If there are any potential conflicts of interest relating to a particular vote that the Board is taking, the Board member(s) must declare the potential conflict and abstain from voting. This is then recorded in the minutes of the Board meeting. |
| Pt VI, Line 15a | Annually, the Executive Committee of the Board (EXCO) leads the CEO performance review process. The CEO is asked to complete a self-assessment of their performance against their set objectives. The Vice-Chair of the Board (with input from the Board Chair, Chief of People & Culture, Deputy Counsel and Corporate Secretary) compiles an evaluation survey to garner 360 degree feedback. This survey is completed by each Board and Executive team member as well as selected staff who work closely with the CEO. Input is also obtained from a small number of members of the Plan International, Inc. (PII) global community recommended by the CEO. The Vice-Chair then reviews the collective feedback, conducts follow-up conversations and provides the summary to the EXCO. Based on that feedback, the EXCO reviews the performance review with the Board. The discussion with the CEO is conducted by the Chair and Vice-Chair. |
| Pt VI, Line 15a | Based on how the CEO performs against their objectives, comparisons to external market factors for CEOs in similar locations and of similar sized organizations, availability of funds based on the budget and overall organizational performance, an increase (if applicable based on the aforementioned factors) or a one-time bonus in lieu of an increase is recommended by the EXCO and brought to the Board for approval; typically around the time of the September Board meeting. |
| Pt VI, Line 15a | The Chief of People & Culture or the Sr. Director of People and Culture retains the performance review summary and documentation with respect to the process, deliberations, external data, and the decisions made regarding CEO compensation. The process includes a regular review of the benchmarks with periodic consultation with a compensation specialist to ensure that the CEO salary and those of other positions in the organization are within the market range of comparable positions at similar organizations in similar markets. |
| Pt VI, Line 15b | For current staff, including officers and key employees, but with the exception of the CEO (as described in reference above to Pt VI, line 15a), the annual performance reviews are conducted in the summer/fall following each fiscal year end. At that time, managers determine compensation increases for staff based on merit and the availability of funds based on the budget and corresponding organizational performance. |
| Pt VI, Line 15b | As needed, positions at Plan International USA are market priced with an outside consultant to determine if the pay ranges for each job are in line with those in other like positions in similar geographic locations. When changes to the job descriptions are made, People and Culture staff have a process for determining the grade level and salary. For instances where the compensation for the position is in question, People and Culture consults with an external compensation specialist. |
| Pt VI, Line 15b | Documentation is kept regarding each employees salary. Officers and key employees are reviewed by the CEO and any salary changes for officers and key employees are approved by the CEO. |
| Pt VI, Line 19 | Plan International USAs audited financial statements are made available publicly on our website at: www.planusa.org and also on other websites such as Guidestar. In addition, financial information as well as governing documents and our Conflict of Interest Policy are available upon request. |
| Pt XI | Other Changes in Net Assets (Part XI, Line 9) |
| Pt XI | Change in value of split-interest agreements $ 47,891 |
| Pt XI | Difference in tax treatment of leases $ 114,064 |
| Pt XI | Change in value of perpetual trusts $ 19,166 |
| Pt XI | ----------- |
| Pt XI | Other Changes in Net Assets(non-operating) $ 181,121 |
| Other | PLAN INTERNATIONAL USA, INC. |
| Other | PROGRAM SERVICE ACCOMPLISHMENTS |
| Other | Plan International USA (Plan) is a girls rights organization that focuses on international development and humanitarian assistance. Powered by our supporters, we partner with adolescent girls and their communities to overcome oppression and gender inequality. We provide the resources that are unique to their needs and the needs of their communities, ensuring they achieve their full potential with dignity, opportunity and safety. |
| Other | We are part of the Plan International, Inc. (PII) family, which operates in 83 countries in Africa, the Americas, Asia, Europe, Oceania and the Middle East. In fiscal year 2024 (FY24), more than 43 million children, including over 23 million girls, benefited from our work in 63,875 communities. For over 85 years, we have been committed to building the capacity of communities to develop their own solutions and be part of projects from their inception, implementation and evaluation. |
| Other | A. PROGRAM AND TECHNICAL SUPPORT |
| Other | Program and technical support funding of $40,456,756 (for the fiscal year ending June 30, 2024) represents funds received by Plan from individual donors, corporations, foundations, bilateral and multilateral entities, $6,120,648 of which was used on programmatic activities conducted directly by Plan, and $34,336,108 of which was transferred to PII and combined with the funding received from 20 member offices around the world. The combined funds were then used to support programs that benefited more than 43 million children in over 80 countries. Plans programs are focused on the following four core areas: education, health, humanitarian assistance, and youth and economic empowerment. Plans work is intersectional and each of these core areas have overlapping elements with a goal of holistic achievements. An emphasis on gender is central to all Plan programming. |
| Other | PROGRAM APPROACH |
| Other | GirlEngage is a girl-driven and girl-centered approach that puts girls and youth rights issues at the center of our programs. GirlEngage is based on several core assumptions about girls and Plans roles and responsibilities in relation to them; namely, that girls who take an active role in programs are building critical skills and aptitudes, and that these cross-cutting competencies (e.g., creativity, confidence, communication and collaboration) support overall development and success. |
| Other | GirlEngage assumes that more input from the people our programs work with makes them more relevant, effective, timely and adaptable. GirlEngage assumes that by putting girls and their perspectives at the center of what we do, Plan is executing on our core commitment: to support girls. It also assumes that to be a leader in our field, Plan must push boundaries, ask difficult questions, and disrupt entrenched norms that undercut girls progress and ability to thrive. GirlEngage is all of these things. |
| Other | The GirlEngage model is equal parts philosophy and approach. In other words, it is both the spirit and mindset behind putting girls in the drivers seat, as the way Plan puts that mindset into action through programs and activities. GirlEngage is both the belief and the point of view - grounded in evidence around locally led, gender-transformative and participatory programs - that girls must have an equal seat at the table, as well as the concrete tools and methods our teams use to do that. The two sides of the approach - the theoretical and the practical - work hand in hand. |
| Other | 1. EDUCATION |
| Other | Plans goal: Inclusive quality education means that all children, regardless of physical, intellectual, social, emotional or linguistic abilities, learn and participate equally and effectively, in safety and free from gender bias. |
| Other | Plan offers holistic solutions that help the most vulnerable children access quality, inclusive educational opportunities. We support ministries of education and communities in countries where we work to ensure that all students have access to safe, quality educational opportunities, both in formal and nonformal settings, including children in complex and crisis environments. We provide support to ministries to design appropriate teaching and learning materials to ensure all children, regardless of language ability or ethnicity, learn foundational skills, including socio-emotional skills. |
| Other | At the primary school level, Plan works with families and caregivers to effectively support their childrens learning at home to improve learning outcomes and works with teachers and school administrators to deliver inclusive quality, and gender-transformative pedagogy to ensure the development of foundational skills including literacy, numeracy and social-emotional learning. |
| Other | Plan works with children and youth, but especially girls, to help them successfully navigate the transition from primary, secondary or vocational school. Plan collaborates across sectors to ensure adolescent girls can continue their education through secondary school by working to prevent early marriage, increase school safety, and reduce gender norms and stigma that are barriers to girls education. Plan provides additional learning support at home, at school and in the wider community to create an enabling environment for education through increased parental support. |
| Other | Plan aims to purposefully work both through our Country Offices at the local level, as well as fund local national partner organizations based in the communities we serve, guided by their systems, resources and knowledge to implement programs that are rooted in local contexts. |
| Other | In FY24, Plans expenditures in education totaled approximately $7,171,621 of which $5,615,753 was transferred to PII. |
| Other | 2. HEALTH |
| Other | Plans goal: Engage young people, their peers, families, households and communities so that they have the health knowledge, skills and capacity to thrive. This includes helping adolescents and young people to realize their right to sexual and reproductive health information and services, including HIV prevention, care and treatment. |
| Other | Plan approaches health programing with a commitment to advance gender equitable and socially inclusive health outcomes across the life cycle, addressing the diverse needs of girls, boys, women, men and gender-diverse individuals. Through our community-based and gender-transformative approach, Plan works with marginalized communities to ensure that they have access to needed health services, and to equip them with the information, skills and self-efficacy to manage their health. Plan also works with communities, civil society and governments to strengthen health systems and create enabling environments in which everyone can thrive. |
| Other | Our integrated approach to health intersects with our work to promote education from early childhood through secondary school, while providing support for parents and caregivers. We work with our partners to help mothers, children and young people access quality primary health care and social services. We also support quality, age-appropriate sexuality and reproductive health education and services for adolescents and young people. We challenge the beliefs, attitudes and practices that maintain inequality between genders and work to fundamentally transform norms, structures and systems that sustain and perpetuate gender inequality. |
| Other | In FY24, Plan Internationals expenditures for health totaled approximately $10,136,552 of which $9,553,254 was transferred to PII. |
| Other | 3. HUMANITARIAN ASSISTANCE |
| Other | Plans goal: Children and young people grow up in resilient communities and realize their right to safety and dignity before, during and after disasters and conflicts. |
| Other | In times of disaster, children are particularly vulnerable. Separation from families and friends causes uncertainty, anxiety and shock, with a significant impact on childrens emotional well-being. These impacts are exacerbated by interruption or cessation of education. Among children, girls are especially at risk during emergencies, facing threats to physical safety, increased risk of violence and exploitation, permanent removal from schooling, early and forced marriage, and deprivation of basic health and hygiene rights. Recognizing girls challenges and risks that girls confront during disasters, Plan implements response work that addresses their unique vulnerabilities and specific needs. |
| Other | Our initial disaster response work focuses on childrens urgent needs. We prioritize child protection and education to help reestablish a sense of security and normalcy. In FY24, we continued to increase our work in multisectoral response to crises and conflicts, generally involving large-scale displacement. |
| Other | Across the globe, Plan continues to work extensively with forcibly displaced populations, including refugees and internally displaced persons. In FY24, Plan implemented emergency response programming to assist children, families and communities impacted and displaced by conflict. Plan International USA worked with Plans Ethiopia Office to respond to the needs of displaced populations across northern Ethiopia and Gambella as well as drought-displaced and impacted populations in southern Ethiopia. Plan also implemented child protection programming with largely Indigenous populations in Ecuador and disaster preparedness and risk reduction programming with communities in northern Vietnam. Plan continued its work in research and tools development for child protection in emergencies through funding from the U.S. Agency for International Developments Bureau for Humanitarian Assistance. |
| Other | Our goal is to support children and young people, their communities and their societies to develop resilience, enabling them to better absorb external shocks and continue forward with their personal and community development. Toward that end, we also seek to address the social inequities and governance challenges that marginalize segments of the population and prevent them from developing resilience. |
| Other | Plan Internationals expenditures on humanitarian assistance in FY24 totaled approximately $17,076,981 of which $13,929,744 was transferred to PII. |
| Other | 4. YOUTH AND ECONOMIC EMPOWERMENT |
| Other | Plans goal: Adolescents and young people will live in environments which engage and value their participation, and provide opportunities to support leadership, skills and work pathways of their choosing. |
| Other | Plans youth and economic empowerment programming partners with very young adolescents (10-14), adolescents (15-19) and young people (20-24) toward the realization of two core rights: the right to decent work and the right to participate. |
| Other | Programming for decent work is built on supporting the successful transition of young people from education or training to the world of work, ensuring that they have the knowledge and skills to identify job opportunities, obtain a job of their choosing that affords them fair and decent working conditions, and maintain employment to build financial resiliency. This includes programmatic focuses on skills delivery; formal and informal workforce programming; strengthening systems for inclusion; accessibility and the realization of labor rights. |
| Other | Programming for the right to participate is done in partnership with young people and focuses on supporting adolescents in accessing opportunities to strengthen and use their power, voice, participation and leadership to create the change of their choosing at the individual, community, national and global levels. This includes programmatic focuses on positive youth development, youth governance and youth-led advocacy both domestically and globally. |
| Other | Plan expended approximately $6,071,602 on youth and economic empowerment in FY24, $5,237,357 of which was transferred to PII. |
| Other | B. BUILDING RELATIONSHIPS |
| Other | As part of our work, we promote learning and understanding between people of different countries and cultures. Our child sponsorship program - through which a sponsor in the U.S. is linked with a child in one of Plans program areas - encourages children and sponsors to exchange letters, cards and photographs as a way to better understand each others cultures. Through our website and sponsor communications, we frequently urge sponsors to send email communications and letters to their sponsored children. These cross-cultural exchanges provide the foundation for the sponsor/child relationship. |
| Other | Plan also provides various communications to sponsors throughout the year. Sponsors are introduced to their children through initial materials in their sponsorship welcome kit. This introduction provides information on the child and his or her family. This background information is accompanied by an area overview that provides information relevant to activities, programs and projects in the sponsored childs program area and country. We provide updates on this material regularly, and this is accompanied by new photographs of the sponsored child and their family members. |
| Other | Building relationships is a reciprocal process, and we frequently encourage two-way communications. We contact all new sponsors to welcome them to Plan and encourage them to write to their sponsored children. To support sponsors in writing to their sponsored children regularly, we provide turn-around stationery several times throughout the year. In addition, we remind sponsors of their childrens upcoming birthdays and encourage them to send birthday greetings. |
| Other | During FY24, there were more than 69,159 instances of communications between sponsors, sponsored children and families, and the childs local Plan office. These communications are processed through a centralized communications and mail area in Plans Rhode Island office. |
| Other | The cost of $1,312,531 associated with cross-cultural exchanges is known as building relationships. |
| Other | C. DEVELOPMENT EDUCATION, PUBLIC ENGAGEMENT AND ADVOCACY |
| Other | Plans development education, public engagement and policy efforts are focused on contributing to the global PII goal of enabling 100 million girls to learn, lead, decide and thrive. Specifically, we seek to positively impact 10 million girls around the world and in the U.S. by supporting their efforts to become effective champions of change and help address dynamics in their communities that keep girls from advancing. We aim to achieve these objectives in part by communicating with our supporters and partners to raise awareness around gender norms and inequalities that prevent girls from achieving their true potential; advocating for increased voice and representation of girls and young people, creating the space for those opinions, ideas and experiences to be shared; ensuring that girls feel safe, confident, supported and respected; and celebrating impactful moments and champions of girls equality. |
| Other | POLICY |
| Other | Plan works with girl and youth activists to identify critical issues. For our FY24 International Day of the Girl celebration, we focused on the Biden Administrations commitment to invest $2.6 billion for global gender equality. We urged the Administration to leverage this pledge by increasing the use of gender analysis to ensure women and girls priorities were met by USAID and State Department programs. |
| Other | Plan continues to foster policy change in two main focus areas: global gender equality and increasing the effectiveness of U.S. foreign assistance. As co-chair of the Big Ideas for Women and Girls Coalition and the Modernizing Foreign Assistance Network, Plan is playing a leadership role in civil society coalitions advocating for change on these issues. For example, in FY24, Plan led efforts brought youth leadership directly into consultations with the White House Gender Policy Council, the State Departments Ambassador at Large for Global Womens Issues, USAID and the U.S. Ambassador to the United Nations. |
| Other | Plan continues to work through a number of membership groups that span the international development sector, including the Society for International Development, U.S. Global Leadership Coalition and InterAction. We are recognized by our peers as innovators in shifting the power to both local civil society organizations in countries Plan works in and youth advocates in the U.S. |
| Other | YOUTH ENGAGEMENT |
| Other | Plans domestic youth engagement programming includes initiatives designed to engage young people in the U.S. in both the governance of the organization and as advocates for issues affecting young people, particularly girls, around the world. The Youth Advisory Board (YAB) is a group of high school and college-age individuals who partner with organizational decision-makers to reinforce our goal of working both for and with girls and young people. Their roles and responsibilities include contributing to strategic priorities, budgeting and program design and serving as advocates who bring youth perspectives and ideas into influential spaces where decisions are being made. In FY24, YAB members engaged in over 24 external advocacy and influencing opportunities with the U.S. government, United Nations and private corporations. |
| Other | Some notable highlights include: |
| Other | 1. One Youth Leadership Academy (YLA) Alum, now a YAB member, was honored by First Lady Dr. Jill Biden as an Inaugural Girl Leading Change Awardee at the White House on International Day of the Girl. |
| Other | 2. Two YAB members served as representatives to PII Global Education in Emergencies Panel attending United Nations General Assembly 78 (UNGA 78) to advocate for increased funding for adolescent girls around the world. |
| Other | 3. Multiple YAB members consulted the White House Gender Policy Council to present key recommendations on how to combat technology facilitated gender-based violence. |
| Other | 4. In addition, Plan runs a yearlong program called the Youth Leadership Academy. The YLA aims to build the capacity of high school-age young people in leadership, advocacy and civic engagement, while increasing knowledge about the worlds most pressing gender equality and development issues. In FY24, we worked closely with the YAB to deliver a yearlong YLA. This year the YLA served 50 high school students between the ages of 14-18 from 14 different states across the United States. Plan also awarded eight grants to help YLA members launch community projects. |
| Other | For International Day of the Girl and International Womens Day, many YLA members participated in Takeovers and innovation hubs with corporations such as National Grid and UNIQLO. They also served as panelists for various external panels at the 68th session of the United Nations Commission on the Status of Women, Interaction Forum, and USAIDs Protecting Children and Youth from Digital Harm Virtual Symposium. Plan Youth Advocates also led advocacy initiatives to combat technology facilitated gender-based violence and to combat period stigma and period poverty through the Its Bloody Normal Campaign. |
| Other | CORPORATE & FOUNDATION PARTNERSHIPS |
| Other | Plans strategic partnerships with corporations and foundations are an important element of our efforts to increase awareness about challenges around the world, especially around gender inequality. |
| Other | Part of our work with corporations is to build meaningful partnerships that celebrate girls and young women around the world through various employee engagement opportunities and cause marketing initiatives throughout the year. For example, as part of International Day of the Girl in October 2023, National Grid joined Plan in a Girl Takeover by inviting sixteen-year-old Leela to take over the role of the President of National Grid in New York. In her role for the day, Leela approved work on the ground at an onsite operations facility and took the stage at National Grids NY Decarbonization Summit. National Grid donated $9,980 to Plan for this initiative. |
| Other | Additionally, to celebrate International Womens Day in March 2024, UNIQLO hosted three Plan youth advocates, Ava, Karen, and Lily, in a multi-generational roundtable with two of UNIQLOs leaders. The youth advocates provided feedback and their individual views on different topics, including sharing their mentorship experiences and getting career advice from women leaders. To celebrate the launch of new Peace for All designs, all participants also took part in a special photoshoot wearing the new t-shirt designs. UNIQLO gave Plan a donation of $15,000 for this initiative. Finally, we partnered once again with Marimekko for a one-day cause marketing campaign where 20% of the sales proceeds on March 8 were donated to Plan. |
| Other | In FY24 we also partnered with Paramount through MTV to launch a pro-social awareness campaign called 8M Infinito. The campaign was developed to extend the emphasis on women and girl leaders that takes place every March 8 for International Womens Day and turn it into a year-round discussion. Through monthly on-air spots that ran the 8th of every month, Plan and MTV highlighted female content creators from Latin America and gave them the spotlight to raise awareness for issues affecting girls and women. This campaign generated a media value of $2,917,575. |
| Other | In the fiscal year ending June 30, 2024, total development education expenses were $1,474,898. During FY24, Plan initiated more than 500,000 communications to educate our donors and partners, and also participated in dozens of presentations, activities and forums. |
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