David Conrads, correspondent for The Christian Science Monitor, recently wrote an inspiring profile on Caroline Boudreaux who works with India’s orphans and started The Miracle Foundation.

Caroline Boudreaux is a passionate, effective advocate for India’s orphans

The Miracle Foundation dramatically improves standards in a growing network of orphanages.

By David Conrads, Correspondent

Austin, Texas ' Caroline Boudreaux was not looking for her life' s work back in 1999 when she set out with a friend on a yearlong trip around the world. But she found it in a remote village of thatch-roofed mud huts in the Indian state of Odisha.

Invited to dine at the home of a local family, Ms. Boudreaux was completely unprepared for what she encountered: more than 100 filthy, emaciated orphans, wide-eyed with longing, and so starved for affection that they clamored simply to touch the two American visitors. While the adults ate chicken, the children were given rice and sugar.

The children slept in crowded dormitories on beds made of wooden planks " no mattresses, pillows, or blankets. When Boudreaux put one little girl to bed, who had fallen asleep in her lap, she could hear the child' s bones hit the boards.

"It was like putting her down on a picnic table," she says. "The whole experience was overwhelming. They were the sweetest, saddest children I had ever seen in my life. I knew I had to do something."

For several years prior, Boudreaux had been actively seeking a new direction in her life. Though not yet 30 years old, she seemed to have it all. The sixth of seven children from a middle-class family in Lake Charles, La., she was selling advertising for a network television station in Austin, Texas, and making more money than she ever imagined possible.

She drove a nice car, lived in a beautiful condominium in one of the city' s best neighborhoods, and led an active social life. By any measure of material success, Boudreaux had made it.

Except for one nagging problem: She found her job unfulfilling and its material benefits less and less satisfying.

"I felt empty inside," she recalls. "I felt like I was being wasted. I knew in my heart that I had a higher purpose that I wasn' t fulfilling."

Her yearlong sabbatical was not intended as a way to find that higher purpose, but find it she did. She knew when she returned to Austin in the fall of 2000 that she would devote her time and energy to relieving the plight of orphans.

Boudreaux started The Miracle Foundation that year as a typical international adoption agency, matching available children in India with Americans desiring to adopt. She changed her approach when she discovered that the process of international adoptions in India can be highly corrupt, involving a never-ending string of fees and bribes. She also realized that she could only facilitate about 20 adoptions a year. At that time, there were some 25 million orphans in India, with about 1 million new ones being added each year.

She also realized that it was the orphans who were not being offered for international adoption, who had no realistic alternative to growing up in an orphanage, who needed help the most.

Boudreaux entered into a partnership with an organization in India and began building orphanages from the ground up, training house mothers and setting high standards for nutrition, hygiene, emotional and physical care, and education.

The Miracle Foundation was very successful at building high-quality orphanages. Boudreaux knew she was onto something good, but didn' t know how to make it grow.

In 2009 she hired Elizabeth Davis, a veteran entrepreneur in Austin' s bustling high-tech world, to be the organization' s chief operating officer. In bringing her business savvy to bear on The Miracle Foundation, Ms. Davis immediately questioned why it was building new orphanages when there were already thousands operating in India.

So Boudreaux changed her approach again. She and Davis built a system for finding existing orphanages that were willing to partner with The Miracle Foundation.

Inspired by the 1989 United Nations Convention on the Rights of the Child, they created the Miracle Foundation' s Rights of the Child, which includes the right to basics such as health care, nutrition, clean water, a stable environment, and a good education.

With these codified rights as benchmarks, they set up measurable standards and assessment tools, both to gauge an orphanage' s progress and to demonstrate the success of the foundation to prospective donors.

Orphanages that partner with The Miracle Foundation are provided with various kinds of assistance to help them bring their operations up to a high standard " from trained house mothers to a computer loaded with accounting software. While the foundation supplies support, employees of the orphanages are all Indian, as are the social workers who make periodic checks, and the country head, who oversees the operation.

Most important, during the first phase of partnership, the orphanage is given the resources to bring the ratio of children to house mothers to 20:1. (The norm in Indian orphanages is about 80:1.) When the orphanage becomes a full partner with The Miracle Foundation, the ratio is reduced even further, to 10 children for every house mother.

The homes also group both boys and girls of different ages together with one house mother, like a family, rather than grouping children of the same age together, like a school.

Several of the orphanages have shown dramatic improvement, scoring just 30 percent in their first assessment of meeting the standards, to scoring in the high 90s on the same assessment 15 months later.

"It' s remarkable," Boudreaux says. "The directors and the house mothers are doing the work. The heavy lifting is on them."

The Miracle Foundation now works with 11 orphanages, home to more than 800 children. Thanks to Boudreaux' s efforts, these children grow up in a happy, healthy, loving environment and can look forward to a future that includes vocational training or even a college education.

"The results of all her work are really apparent, the way the orphanages have turned into homes," says Nivedita DasGupta, the Miracle Foundation' s India country head, in an interview via Skype from her office in New Delhi. "The children now have loving mothers to take care of them, which they did not have before. They thrive with proper meals, education, and depth of care."

Before joining The Miracle Foundation in 2011, Ms. DasGupta worked for several nonprofit organizations in India, primarily with children. She has nothing but praise for Boudreaux. "I have never come across anybody as passionate and as competent as she is," DasGupta says.

"Caroline is one of the smartest nonprofit leaders in the US today," says Alan Graham, founder and president of Mobile Loaves & Fishes, an Austin-based organization that delivers meals to the homeless in several cities. Boudreaux once served as a volunteer for Mr. Graham and considers him a mentor. He advised her when she badly needed encouragement and direction.

"She' s got everything going for her. She' s got great communication skills. The work she does is compelling and meaningful," he says.

Chief operating officer Davis concurs. She particularly praises Boudreaux' s ability to adapt and grow as her vision for The Miracle Foundation broadens. Davis also notes Boudreaux' s ability to attract people to her cause, both in the United States and India, as employees, board members, and donors. "She does what she does for all the right reasons, and that' s what resonates," Davis says. "She has a magnetic quality about her."

Boudreaux' s immediate goal is to partner with more orphanages and serve more children. She is also hoping to expand beyond India. Her larger goal is to bring the plight of orphans to the world' s attention.

To that end, she is hoping to have the care of orphans included in the UN' s next set of sustainable development goals. Thus far, the plight of the world' s 153 million orphans is not on the UN goals list " or much on the radar of global concern, she says.

"These are the world' s children, and they belong to nobody," Boudreaux says. "What if they belonged to everybody? How cool would that be?"

• For more information, visit www.miraclefoundation.org.

How to take action

Universal Giving helps people give to and volunteer for top-performing charitable organizations around the world. All the projects are vetted by Universal Giving; 100 percent of each donation goes directly to the listed cause. Below are links to three organizations helping children in India:

• • Greenheart Travel is a nonprofit international exchange organization that provides cultural immersion programs to change lives, advance careers, and create leaders. Take action: Volunteer to teach children in India.
  • Embrace advances maternal and child health by delivering innovative solutions to the world' s most vulnerable populations. Take action: Provide infant warmers for newborn babies in India.
  • Globe Aware promotes cultural awareness and sustainability. Take action: Volunteer to fight poverty in India by working with children in slums.

The Christian Science Monitor

Writing for Chase magazine, freelancer Michelle Seitzer looked at the myriad opportunities and ways to turn a regular vacation into a meaningful vacation through volunteer travel. Globe Aware founder Kimberly Haley-Coleman offered some great insight on what to look for and how to pick volunteer vacations that provide the best return for destination communities and countries.

Family Travel That Gives Back: A Meaningful Vacation

Going Away for a Good Cause
By Michelle Seitzer

Americans sometimes choose work over play — a 2014 study found that more than 150 million vacation days go unused every year — but a new kind of family adventure may be just the thing to give today’s modern family a high-quality break.

A volunteer vacation, or service trip, offers an opportunity to do good while working together as a family. A growing number of organizations now make it possible to do it without spending weeks or months away.

Kimberly Haley-Coleman founded Globe Aware to weave her passion for cultures, languages, and out-of-the-box travel with the strong demand for short-term volunteer trips. Her non-profit fosters "a mutual learning experience" benefiting travelers and individuals in needy communities worldwide.

"We' re not putting people on ladders or going into war zones," says Haley-Coleman. The liability is too high for her small company, and it' s not their mission " which may come as a relief to those worried about the challenges of global volunteer work.

Globe Aware specializes in community-driven projects that can be completed in a week, from Saturday to Saturday, without need for language or technical skills. And there are no age restrictions. Participants have ranged from 2 to 95 years old.

Most of the week is devoted to project work and organic interactions with local residents, but volunteers still visit landmark sites like Machu Picchu and Angkor Wat. "We go to tourist favorites but focus on the cultural awareness window to the world," she says.

"It' s tangible, visible giving, not just writing a check."

Kimberly Haley-Coleman, Globe Aware

On one of their Cambodia trips, volunteers assembled wheelchairs for land mine victims. In Guatemala, they installed concrete floors and outdoor garden spaces in the homes of impoverished single mothers.

"It' s tangible, visible giving, not just writing a check," says Haley-Coleman.

First-World Problems, Illuminated

Waiting to complete an international adoption inspired Mary Voorhies and Philip Southwick to take a working vacation to Nicaragua, where they helped to deliver clean water and establish modern bathrooms in rural communities.

For Voorhies, the most valuable takeaway was this realization: "Road bumps in my every day life are all now first-world problems."
An Unexpected Gift … and Guilt

Krista McKay accompanied her nurse-practitioner mother on a medical mission trip to Honduras that she described as "an operation in improvisation." The small but mighty team of doctors, surgeons, and nurses from a suburban Philadelphia hospital has visited the same villages for more than five years now. Though she is not a healthcare professional, McKay was invited to join the group on a recent visit after lending her marketing and fundraising expertise because the volunteers have to cover all costs themselves, including medical supplies.

In the heart of the village, the group sets up mobile clinics where locals line up to be seen for anything from common cold symptoms to gaping wounds to complications from diabetes. They also perform surgeries in the local hospital, where the team scrubs with a wash basin because there' s no running water. Patients wait with outdated x-ray printouts while wild dogs run in and out of the building.

The strengthened relationship McKay and her mother gained from working side-by-side in hard healthcare situations " treating seizures on the spot, in one instance " made the trip worthwhile. Still, McKay returned with mixed feelings. "I didn' t feel like what I did was enough. You feel good for doing something good, but you also have guilt for having more than you need."
Planning a Giving Vacation

Motivated to make a difference in someone else' s life " yours included " on a service adventure abroad? There are risks and rewards associated with giving this way, which is why you should do adequate research when choosing an organization to handle your trip, says Haley-Coleman.

Unsure about bringing younger family members? Evaluate what exposure they' ve already had, and consider a closer-to-home Latin American country vs. crossing an ocean for their first experience.

Choosing to do good on your next family vacation instead of simply consuming goods (or staying behind the desk and letting your employer have your unused vacation days) is a wise investment that can pay off in many ways.

Self

Writing for The Huffington Post’s Blog, University of Southern California student Rachel Scott examines the benefits of traveling abroad, immersing herself in foreign communities and cultures and discovers the secret to the most fulfilling travel adventure is to volunteer abroad.

Don’t Just Go Abroad — Volunteer Abroad

Ask anyone about their study abroad experience, and they will tell you it was nothing short of amazing. But there is a secret to making it even better — volunteering.

I took my first trip abroad to Thailand this past December and found myself bringing in the New Year in a new country with new friends and an interesting new perspective on life. I spent nearly three weeks stepping out of my comfort zone, exploring the land, riding elephants, feeding monks, shopping in night markets, learning a new language and appreciating new foods and culture. While the spices of Thailand tickled my tongue and the temples sparked an interest for learning, I can’t begin to tell you about my trip without telling you about the lives I tried to touch and how they touched me.

I traveled to Thailand with 17 other amazing American students who decided to give up their entire winter break, including Christmas and New Years to help those in need. We partnered with an organization called Travel to Teach, and together we headed to two different schools in Chiang Mai. We had the opportunity to work with primary school children from poor backgrounds, who didn’t have much. It was at one school where I came across a teenage boy who gave himself that nickname, Laos. He fled from Burma with his family, hoping to get a better life in Thailand. I would soon learn that he was among dozens of other children in the same position. At his school, more than 90 percent of the children were Burma refugees or children of Burma refugees. For nearly all of them, we were the first Westerners they had ever seen.

Laos was taken back by our differences and was stunned to learn that we had traveled across the world to teach. Although he was a teenager, he was in classes with children who were two to three years younger than him. He knew the most English out of everyone in the group, often translating for the rest of the students. Laos took such pride in school, he was happy to be there and looked forward to learning as much as he could. For the next week I would work with him and dozens of other students, teaching English and helping with tasks around the school. While many of the students impressed me as students in the classroom, I was more impressed by the conditions in which they lived in and how they got to school.

At the end of the first school day, I walked with Laos and several students down to the driveway, where I assumed they would be picked up by their parents and taken home. Laos waited for his little sister, who was several years younger and also attended the school. As he waited, he told me that the two bike nearly an hour just to get to school. He told me his sister rode on the back of his bike, while he pedaled all the way home. I began to wonder how the other children arrived to school and how they got back home. I turned around and saw dozens of children piling into a van and dozens of others climbing into the back of a pick up truck. I sat there and counted, watching as 16 kids got into one van. I looked inside and noticed how they were all packed in together, none wearing seat belts. Yet, they didn’t seem to mind. These young girls and boys weren’t complaining about the time it took to get to school, their family conditions or even the fact that they had to go to school. Rather, they were eager to get an education and delighted that a group of “Westerners,” as they called us, had traveled thousands of miles just to be with them.

We were just as delighted to meet them and excited to help in whatever way we could. We taught them English, an important skill to have in order to move up in Thai culture. Learning English not only gives a way for Thais a way to compete in tourism, one of the country’s main industries but it can also give access for students to attend international schools and gain other educational opportunities. We helped rebuild their school — building a water fountain, painting classrooms, building a wall to block out the noise from the street and donated money to help sustain the institution.

Despite the language barrier, it was amazing how much we could communicate without saying much at all. Many of us came to Thailand to help those in need but in the end we were the ones that perhaps received the most. We each developed our own relationships with the children and they left lasting impressions.

“One of the students that I got attached to was little Fai,” Juan Ramirez, a student-volunteer on the trip said. “Fai was around the age of 10 and was one of the shyer kids,” he continued. For several days, Juan worked with Fai teaching her English and working on her vocabulary. “I remember the last day of school was so sad, especially when I had to say goodbye to Fai. I saw her eyes tearing up,” he said. The experience changed Juan’s perspective on his own education. “There have been times where I complained about our public schools,” he said. “There were times when a child’s textbook was falling apart or their pen would barely write. Even though they had so little, they still seem so grateful. It just brings into perspective that material possessions don’t bring happiness,” he said.

Perspective was perhaps one the greatest gifts I received from the children in Thailand. I can go on and on about things they didn’t have but what was even more remarkable, is what they did have. They had happiness, joy and were full of life. They were respectful of each other, their elders and protected those who were younger than them. The children of Thailand were fearless, caring little about material objects and more about human interaction. As we left, I couldn’t help but feel so incredibly thankful for how they helped me and how much they pushed me to be a better individual. Just when I thought I couldn’t be more surprised by their strength, kindness and endurance, I was wrong.

On the last day at the school, two students who nicknamed themselves Nooey and June ran up to me with gifts. Before giving me a tight hug, they handed me a flower and a bear. They both began to cry. Yet again, I was amazed. The two little girls, who had almost nothing still found something to give. They didn’t have money to buy anything so instead they gave me their own personal belongings to show their gratitude. It was about the gift that meant so much to me but the gesture that made all the difference.

So I urge you not to just go abroad but to volunteer abroad. Push yourself out of your comfort zone and away from the typical tourist experience. It will be challenging, in many cases a culture shock — but it will reward you a thousand times over. As student volunteer Sahil Dhailwal said, “It’s sometimes so easy to forget that other nations and millions of other people with other languages, customs and traditions exist. This experience definitely opened up my interest in wanting to travel more and continue doing service.”

So take the road less traveled — explore, volunteer and open up your mind. You’ll learn that service is a two-way street and you may be surprised with who receives the most at the end.

The Huffington Post

Mark Horoszowski, writing for Devex Impact, a global initiative by Devex and USAID in partnership with top international organizations and private industry leaders, examines how an international corporate volunteering program can help a business grow into new, growing markets and assist in staff recruitment and retention.

Why your company needs an international corporate volunteering program

By Mark Horoszowski

06 February 2015

The current state of the global economy shows that businesses have immense opportunity ' not only by expanding into booming markets, but also by helping develop the economic potential of underdeveloped markets.

It was evident at the 2015 World Economic Forum, where "the stars of the show were from the private sector … people and business are stepping in where government is failing," according to Richard Edelman, the president and CEO of Edelman.

One of the ways that companies are stepping up is by bringing the skills of their employees to bear through corporate volunteering programs.

A great example of this is Microsoft' s presence in 17 countries across Africa with its 4Afrika initiative. By helping develop skills, increasing access to technology and supporting innovation, the tech giant is working towards its goal to empower every African to turn their ideas into a reality, which in turn can help their community, their country or even the continent at large.

Originally, 4Afrika focused on hosting educational events for students and entrepreneurs, funding startups, and providing technology grants. But as the program grew, Microsoft realized it had more to offer than cash and products. In 2014 the company started to contribute its most valued asset ' its people ' to volunteer their skills with nonprofits, startups, schools, and small and medium-sized enterprises.

In doing so, the 4Afrika program has demonstrated that an effective skills-based volunteering engagement ' we call it experteering ' can accelerate the progress of local organizations, can help increase the economic opportunity within a country, and can provide an invaluable learning experience to the volunteer. Microsoft is not alone in this realization.

There are three well-documented forces that highlight why corporations should embrace international corporate volunteering programs, and help explain why the programs are growing at a rate of 150 percent:

1. How corporations benefit from international corporate volunteering.

The stated benefits of international corporate volunteering programs can be traced all the way to the bottom line. While early benefits of these ICV programs tout recruiting and retention benefits, new research shows that is only the tip of the iceberg.

Recruiting and Retention

Indeed, the recruiting and retention benefits are massive. Considering the cost of replacing an employee can be equal to 150 percent of their salary, more should definitely be done to retain top employees. Research by Points of Light showed that 90 percent of its companies saw a drop in turnover after implementing skills-based volunteer programs. Benefit Group reported that its turnover dropped from 22 percent to 7 percent after implementing its ICV program.

Leadership Development

According to recent research by The Conference Board of CEOs, a lack of globally-minded leaders is a leading concern for CEOs. Corporations have responded by increasing their investment in leadership development by as much as 15 percent year-over-year. Increasingly, leadership development programs are looking to experiential programs that provide true growth opportunities.

A great research summary by McKinsey explains why experience is so important: "Even after very basic training sessions, adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing."

More than any other benefit, leadership development is recognized as a primary outcome of every report we' ve seen on ICV programs.

Performance and Engagement

In a program that we supported for Microsoft, both the participants and their managers shared that the program noticeably improved leadership-related skills, and 100 percent of the managers would permit other team members to participate. A little time away from the job doing relevant and meaningful work appeared to result in employees returning more engaged and higher-performing.

Additional research from George Washington University found that beyond "stimulating new insights," international corporate volunteer "programs are a better investment than businesses school leadership programs, both in terms of cost and diversity of learning."

Indeed, companies should give their employees time to travel and volunteer, and pay them to do it.

Innovation

While slightly more challenging to measure, program managers of ICV programs state innovation as one of the leading reasons to justify its expense. Not only does volunteering in geographic areas of strategic interest provide unique insights that can' t be taught in a textbook, it also provides unique customer insight, which can lead to new product and marketing developments. In addition it fosters engagement, which is proven to improve on-the-job performance.

According to RealizedWorth: "For companies where employees were more engaged than not, their profitability jumped by 16 percent, general productivity was 18 percent higher than other companies, customer loyalty was 12 percent higher, and quality increased by 60 percent."

2. Why employees demand international volunteering opportunities.

Beyond the obvious desire to see the world, international exposure is a right of passage for up and coming business leaders. Harvard Business Review consistently writes about the value of international experiences for business leaders. In fact, of employees aged 25-34, more than 5 percent plan to relocate overseas to gain international exposure. In a recent article on the Society of Human Resource Management titled "Developing 21st Century Global Leaders in 2015," the SHRM foundation was quoted saying, "to be effective, the leaders of tomorrow must be able to collaborate while navigating cultural, regional and political differences."

Beyond global experience, skilled-volunteering also acts as a tool to recruit top talent. According to research published by Net Impact, an average of 75 to 80 percent of respondents prefer to work for a company known for its social responsibility, 53 percent of working professionals state that the ability to make an impact is essential to on-the-job happiness.

Perhaps more telling was that 35 percent of students would take a pay cut to work at a company committed to CSR and 78 percent said money "was less important to them than personal fulfillment."

3. How skills-based volunteering is building a better world.

According to the World Economic Forum, one of the leading barriers to progress is a "lack of access to quality talent". This "skills gap" is becoming so large, that in some places like Brazil and India, it is being considered the leading barrier to progress.

In a recent campaign we participated in with Devex, Peace Corps and other leading global development organizations called #DoingMore, participants shared stories about how skills-based volunteering was:

1. 1. Essential to building skills of change-makers, like the MySkills4Afrika program which used volunteers to teach program management best-practices to startups and social enterprises working out of iHUB.
   2. Solving complex technical, creative, and/or business problems facing organizations, like the Microsoft Leaders in Action program which consulted with Kenya Red Cross to optimize its use of existing technology as a way to improve operations and measure impact.
   3. Addressing systemic issues by connecting skilled-volunteers not only to small, resource-strapped organizations, but also to international NGOs and even governmental institutions.
   4. Accelerating projects that lack human capital by bringing in skilled volunteers for very specific tasks.
   5. Empowering job creators by connecting skilled-volunteers to the most under-resourced organizations that also have the most potential to create jobs and end poverty.

Perhaps more than any business activity other than core operations, international corporate volunteering programs have massive potential to create positive business outcomes, positive personnel outcomes, and positive global development outcomes.

Devex Impact