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Mission and Programs

Mission

Direct Relief International works to improve the health and lives of people living in developing countries and people affected by disaster or war. We are nonsectarian and nongovernmental. We provide locally run health facilities and projects the essential material resources they need: medicines, supplies, and equipment. We receive most of these products through donations and ensure that they are provided in the most secure, most efficient manner possible.
Our approach focuses on local health efforts and the people who run them. Our partner organizations typically serve rural communities in countries and areas that are poor, lack health infrastructure, and in which people confront severe health challenges. All partner organizations demonstrate the capacity, commitment, and credibility to provide quality health services in a nondiscriminatory manner. Direct Relief International also works nationally to address particular health needs in the U.S., including our home community of Santa Barbara, California.

Programs

Throughout the developing world, tremendous needs exist for a wide range of healthcare services. Our assistance program supports primary- and secondary-level health facilities and programs, including dispensaries, clinics, rural hospitals, and health projects serving impoverished areas. Maternal and Child Health (MCH) is an area of special focus. Assistance is provided to maternity hospitals, women's clinics, pediatric facilities, midwifery, and other programs that support mothers and babies.
In emergency response, we provide urgently needed medical resources to address acute needs. In these situations, we coordinate with local organizations in the country and other international organizations that engage in relief efforts.
Because we provide material resources, it is essential that the specific materials provided are suitable for the circumstances in which they will be used. Therefore, our assistance is determined by the specific requests of partner organizations.
Direct Relief International attempts to respond to all meritorious requests for assistance. However, current funding limits our response to approximately 20% of the requests that we receive each year.

Program / Activities (NTEE Code)

Disaster Preparedness and Relief Services
International Relief
Health - General and Rehabilitative N.E.C.

Accomplishments for Fiscal Year Ending 03/31/2008

1. Our work in Fiscal Year 2008 reached more than 1,200 healthcare partners in 59 countries, including the U.S., where we are expanding support to nonprofit health centers and clinics in which low-income, uninsured people can receive low-cost medical care and needed prescription medicines free of charge.
2. During Fiscal Year 2008, Direct Relief received more than $201 million in cash and in-kind material and services, all from private sources. We received generous support for our humanitarian efforts from individuals, foundations, service groups, dozens of the world's leading healthcare companies, and other corporations, such as FedEx and Google.

1. Expand our emphasis on Maternal and Child Health programs.
2. Continue to assist in the rebuilding of the healthcare system in Afghanistan, tsunami-affected areas in South Asia, and hurricane-affected areas along the Gulf Coast.
3. Fund selected meritorious projects that lack any other sources of funding.

Direct Relief's evaluation procedures include: (1) Making a thorough check of references of all prospective consignees and recipients (2) Requiring an evaluation form from all consignees and recipients after each shipment (3) Detailed distribution reports on all shipments (4) Assessment trips by Direct Relief program officers and volunteers to places where major shipments have been sent (5) Growth in operating revenue and total value of shipments sent.

Chief Executive Profile

Thomas Tighe came to Direct Relief International from the Peace Corps in Washington, D.C., where he served as Chief-of-Staff and Chief Operating Officer from 1995-2000. In that role, he was responsible for the day-to-day management of the Peace Corps' worldwide operations, involving more than 7,000 volunteers in 72 countries and an annual budget of $250 million.
During that period, the Peace Corps experienced a resurgence of interest and growth to the highest volunteer levels in 27 years. He negotiated agreements to establish new programs in South Africa, China, and Bangladesh, and directed a revamping of the agency's organizational structure and business systems. In 1998, Congress recognized the improvements and approved for the first time ever a four-year authorization for the Peace Corps to expand to 10,000 volunteers. Tighe was raised in Palo Alto, California, is a graduate of the University of California, Berkeley, and the U.C. Hastings College of the Law in San Francisco. He served as a Peace Corps volunteer in rural Thailand from 1986-1988 after completing law school and being admitted to the California State Bar.

Additional Comments

Forbes recognized Direct Relief for the seventh consecutive year as one of only eight nonprofit organizations in the United States that is 100 percent efficient in fundraising. The organization was also recognized as a "4-Star" charity and a "Slam Dunk" charity by Charity Navigator.

Financial Data
From the organization's FORM 990

Revenue and Expenses: Fiscal Year Ending March 31, 2008

Revenue			Expenses
Contributions $198,493,659 Government Grants $0 Program Services $4,900 Investments $21,162 Special Events $254,340 Sales $0 Other $37			Program Services $224,285,091 Administration $1,589,664 Other $840,821 Total Expenditures $226,715,576
Total Revenue	$198,774,098		NET GAIN/LOSS	$(27,941,478)

Balance Sheet: Fiscal Year Ending March 31, 2008

Notes
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot long survive, but the types of assets and liabilities also must be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Assets	Apr 1, 2007	Mar 31, 2008	Change
Cash & Equivalent	$3,176,555	$1,312,841	$(1,863,714)
Accounts Receivable	$0	$0	$0
Pledges & Grants Receivable	$0	$0	$0
Receivables/Other	$0	$0	$0
Inventories for Sale or Use	$81,647,061	$53,383,631	$(28,263,430)
Investments/Securities	$38,421,258	$4,500	$(38,416,758)
Investments/Other	$5,575,880	$0	$(5,575,880)
Fixed Assets	$3,961,167	$4,932,333	$971,166
Other	$301,129	$604,476	$303,347
Total Assets	$133,083,050	$60,237,781	$(72,845,269)
Liabilities	Apr 1, 2007	Mar 31, 2008	Change
Accounts Payable	$244,036	$209,180	$(34,856)
Grants Payable	$0	$0	$0
Deferred Revenue	$0	$0	$0
Loans and Notes	$1,467,282	$1,400,000	$(67,282)
Tax-Exempt Bond Liabilities	$0	$0	$0
Other	$484,711	$623,079	$138,368
Total Liabilities	$2,196,029	$2,232,259	$36,230
FUND BALANCE	$130,887,021	$58,005,522	$(72,881,499)

Comments from the organization
Our Fiscal Year 2009 begins on July 1, 2008 and ends June 30, 2009.

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