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May 2010 • Vol. 28 • Issue 5

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Monday Developments Magazine
The Latest Issues and Trends in International Development
and Humanitarian Assistance

A Conversation
with MCC’s
Daniel Yohannes

Reaching Out
to Haiti’s
Overlooked Survivors Winning the NGO
Talent Competition
Bite-sized Islamic Schools

Philanthropy
Does Low-cost, High-volume
Giving Really Work?

www.mondaydevelopments.org

Washington, DC 20036
1400 16th Street NW, Suite 210
InterAction
 InterAction’s

FORUM 2010
Kicker

moving at the speed of change

ConnectInfluenceEngage
Forum sessions feature current and emerging international issues,
compelling speakers and interactive workshops.

Workshop Topics Plenary Sessions

➤➤Role of Private Foundations in the new PDA ➤➤New Directions for US Foreign Assistance
‘movement/revolution’ (CEOs Only) ➤➤America’s Ambassadors? The NGO role
➤➤Cost Recovery/Overhead (CEOs Only) in Public Diplomacy
➤➤Working Together to Fight Poverty and Meet the ➤➤Hunger as a Development Priority
MDGs ➤➤The Shifting Paradigm—Challenges in
➤➤Budget Appropriations 101: The Theory and Urban Assistance
Messy Reality ➤➤Haiti—A New Way Forward
➤➤Different Needs Equal Opportunities: Integrating
Gender Into Humanitarian Response
➤➤Promoting Women’s Political Participation in
South Asia: Afghanistan, Nepal and India
➤➤Disaster Risk Reduction in Urban Settings
➤➤NGO Coordination: Lessons Learned from Haiti
and Beyond
June 2-4
➤➤Images of the South in Northern Publications:
Ethical Photography and Related Issues
Walter E. Washington
➤➤Inclusive Foreign Assistance: Bringing Convention Center
Marginalized Voices to the Table
➤➤Managing Two Critical Risk Areas for Overseas Washington, D.C.
Operations: Taxation of American Expatriates
and Global Insurance
➤➤mSurvey—Global Datamapping

Register
2 onlineDEVELOPMENTS
MONDAY at www.interaction.org/forum
May 2010 or call 202-667-8227 for more information
Monday Developments Magazine

THIS ISSUE
23 A Conversation with Departments
MCC’s Daniel Yohannes
The first in a new series of 4 Reflections from
conversational interviews with the President
influential people affecting the
May 2010 Vol. 28 • No. 5 5 Washington Update
NGO community.
By Nasserie Carew 6 InfoBytes

12 26 Winning the NGO

Talent Competition
33 Projects
35 Events
How to retain and leverage your
most valuable resource. 36 Job Opportunities
By Curtis Grund

29 Navigating the Path

to a Rewarding Career
Plotting the career progression
of an international development
professional.
By Andrea Bediako

31 How Young NGO

Professionals Can
Develop a Career
Strategy
Practical steps for making a plan
that works for you.
By Roxy Allen

32 Tradition and
Learning in Islamic
Cover photo-illustration by Chad Brobst
Schools
A conversation with Helen Boyle.
Features 17 Beyond These By Heidi LaFleche
Mountains... More
12 How “Bite-
Sized” Philanthropy
Mountains
Want effective aid in Haiti? Tough 23
is Reshaping the choices need to be made right now.
Development Landscape By Terry F. Buss
New technologies and new
20 What Gets Left
17
strategies reach a new breed of
philanthropists. Behind
By Radha Muthiah and Chris Shea SEA and the long-term benefits
of building accountability to
15 Getting Clear, communities.
Real and Better By Angela Wiens and Daisy Francis
The Goldman Sachs 10,000
Women initiative forges a new 21 Reaching Out to
model of giving. Overlooked Survivors
By Jeri Eckhart-Queenan, Susan Thousands of earthquake survivors
Wolf Ditkoff and Susan J. Colby have dispersed into the Haitian
countryside. Are they doomed to
be forgotten?
By Martha Thompson
26
3
21
May 2010 MONDAY DEVELOPMENTS
 Reflections from the President
Recognizing NGOs as Donors
At the end of March,
InterAction convened two
days of meetings on Haiti
relief and reconstruction.
During those meetings, I met
with InterAction CEOs whose
organizations are working in Haiti, with Euro-
pean, Asian and Canadian NGOs working in
Haiti, with Haitian civil society and with U.S.
government and UN officials to discuss rebuild-
ing the country.
The meetings were fruitful and our community
came out unified on scope and message: we are
committed to working with the donors, the Haitian
government, the global NGO community and local
civil society to ensure that reconstruction in Haiti is
done in an efficient, effective and life-saving manner.
Part of that discussion focused on the private
funds that the NGO community has raised to work
in Haiti; at press time we were at $501 million just
for reconstruction efforts and $464 million for relief
efforts. Based on the amount of funds the Ameri-
can public has entrusted to InterAction members
alone, the NGO community has proven itself a
major donor, capable of raising funds equal to or
greater than that of governments and ODA levels.
How we use those funds, and the position it gives
us, should impact our standing as a donor in the
future—our accountability, our effectiveness and
our credibility to speak on issues of importance.
This month’s issue looks at trends in philanthropy,
as the overall architecture of international develop-
ment has become radically more complex with an
explosive growth of private development funding.
Recent conversations I have had with CEOs have
focused on elevating and rationalizing private devel-
opment assistance; understanding the impact of our
programs and how to effectively explain them to
different audiences; and how to properly recover the
cost of running our programs worldwide.
Elevating private development assistance is
directly linked to the role our community plays in
Haiti, how we relate to other donors, implement-
ers, the Haitian community itself and beyond. As
I mentioned on a number of occasions this past
year, the InterAction community in 2006 received
$5.995 billion from private funding sources—
including foundations, corporations and over 13.6
million donor groups (which translates to some 40
4 MONDAY DEVELOPMENTS May 2010
million individuals)—and
$2.87 billion from the U.S.
government. With regard
to Haiti, the NGO commu-
nity has raised over $900
million in private funds:
$501 million for recon-
struction and $464 million
for relief efforts.
Our community has
demonstrated effectively—in this recent crisis, but
also through its support for the diverse programs
members run worldwide—that the American
public considers us to be the face of American
assistance overseas. They entrust us with resources
and expectations to help people rebuild their lives.
As such, our community is a fundamental voice
at the table on discussions regarding aid effective-
ness, donor impact and global private develop-
ment flows. At the table we must demonstrate our
commitment to transparency and accountability
to both our beneficiaries and donors, as well as our
commitment to upholding standards for efficient,
effective development and humanitarian aid.
This touches on one of the major initiatives Inter-
Action is undertaking: mapping the footprint of our
community created by the programs our members
are carrying out. We’re working with members to
gather information needed to show donors and
others where our community works, what programs
we carry out and the reach that we have. Our goal
is to show the global reach of our community and
the complexity of NGO programming. We are
also working to help both NGOs and donors make
better-informed decisions about their investments
and development support. We hope to have a map
soon showing Haiti programs that will contribute to
the dialogue on reconstruction.
Regarding the recovery of our costs and the
issue of “overhead,” we hope to convene a group
of CEOs later this year to discuss an effective path
to solving this continuing challenge.
I hope to continue these discussions with your
organizations and to continue to work with you
to raise recognition of the U.S. NGO community
as both a partner and major donor. MD
Sam Worthington
President and CEO
InterAction
Monday Developments Magazine
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Monday Developments Magazine
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the largest alliance of U.S.-based interna-
tional development and humanitarian non-
governmental organizations. With more
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ing by advancing social justice and basic
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All statements in articles are the sole
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Articles may be reprinted with prior per-
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 Washington Update If you would like to be added to InterAction’s weekly public policy email update
please contact Margaret Christoph at mchristoph@interaction.org

Budget resolution
markups planned
As the budget cycle moves
forward, the House Budget
Committee is likely to mark up
its resolution April 14 or 21. No
word yet as to whether the Sen-
ate committee plans to follow
suit. A “mark up” involves the
appropriate subcommittee(s)
considering, possibly amend-
ing, and then voting on a bill so
it can go back to the full Appro-
priations Committee, then the
full chamber.
Haiti debt relief
legislation
On March 10, the House
passed a bill (HR 4573) calling
for the U.S. representatives
at the World Bank, Interna-
tional Monetary Fund, the
Inter-American Development
Bank and other multilateral
development institutions to
cancel debts owed by Haiti and
provide new assistance to Haiti
primarily in the form of grants.
It mirrors a bill (S 2961) passed
by the Senate on March 5. In
its passage of its bill, the House
adopted a provision from the
Senate version instructing the
Secretary of the Treasury to
support the creation and use
of a multilateral trust fund
for Haiti in order to leverage
potential U.S. contributions and
promote bilateral donations
to such a fund. The bill was
“preconferenced”—the House
and Senate versions were rec-
onciled before mark ups instead
of sending it to a Conference
Committee after—and the Sen-
ate took up the House version
to send to the president for his
signature.
Lord’s Resistance
Army bill
The Senate passed the Lord’s
Resistance Army Disarmament
and Northern Uganda Recovery
Act of 2009 (S 1067) on March
11 after Senator Tom Coburn
(R-OK) lifted a hold he had
placed on the legislation. The
bill directs the president to
create a strategy to guide future
U.S. support directed toward
protecting civilians and regional
stability from threats posed by
the Lord’s Resistance Army.
The bill also contained a sense
of Congress on the need for
increased funding to support
humanitarian assistance and
transitional justice activities.
A sense of Congress is a note
in a bill stating a firm opinion
on a matter, but not something
enforceable by law. The House
is expected to approve the Sen-
ate version for passage in the
next couple of months.
Haiti reconstruction
A summary of the results of
the post disaster needs assess-
ment (PDNA) for Haiti was
released on March 17. It put
the total cost of estimated that
$11.5 billion will be needed
for reconstruction in Haiti.
The government of Haiti also
released its reconstruction plan.
Also on March 17, InterAction
sent a letter to House and Sen-
ate Appropriations Leadership
outlining recommendations for
the anticipated Haiti supple-
mental appropriations legisla-
tion and other critical matters.
The recommendations include
$1.482 billion for immedi-
ate emergency needs around
the world (including fund-
ing for International Disaster
Assistance, food assistance
and Migration and Refugee
Assistance) and $2.5 billion for
long-term reconstruction needs
in Haiti.
On March 24, the adminis-
tration released its Haiti supple-
mental funding request. In
addition to funding for USAID
and the Department of State,
the $2.8 billion request also
seeks funding for the Depart-
ments of Agriculture, Defense,
Health and Human Services,
Homeland Security and
Treasury and the Broadcasting
Board of Governors to provide
for costs associated with relief
and reconstruction in Haiti.
A comparison of InterAction’s

Administration’s InterAction’s
Haiti Supplemental Funding Requests March 24, 2010 March 17, 2010
Request Recommendation
Emergency relief funding: $500.7 million $1.482 Billion1
International Disaster Assistance (IDA) $350.7 million $684 million
Food for Peace/food assistance $150 million $580 million2
Migration and Refugee Assistance (MRA) — $165 million3
Economic Support Fund (ESF) — $53 million4

Long-term reconstruction funding: $892.8 million $2.5 million5

Economic Support Fund (ESF) $749.311 million —
International Narcotics Control and Law Enforcement
$143.489 million —
(INCLE)

Multi-Donor Trust Fund up to $120 million —

1
InterAction’s March 17, 2010 supplemental funding request included recommendations for funding to address needs outside of those in Haiti.
2
InterAction’s recommended level for food assistance funding is in support of global needs not limited to Haiti.
3
This recommendation for the Migration and Refugee Assistance (MRA) account is for the support of global needs not limited to Haiti.
4
This recommendation for the Economic Support Fund is for the support of critical activities in southern Sudan.
5
InterAction’s request did not include specific account allocations but rather recommended an overall funding level for long-term reconstruction.

May 2010 MONDAY DEVELOPMENTS 5

Washington Update

request and the administration’s
request can be found in the
accompanying chart.
The request for the Depart-
ment of State and USAID
includes (but is not limited to):
Emergency Relief Funding:
• $350.7 million for Interna-
tional Disaster Assistance
(IDA). This request includes
funding to reimburse the
Office of Foreign Disaster
Assistance (OFDA) for trans-
fers to the Department of
Defense, FEMA (the Federal
Emergency Management
Agency) and the Depart-
ment of Health and Human
Services for their respective
responses in Haiti. It also
contains sector-specific
funding to continue OFDA’s
response activities in Haiti.
With this request, total IDA
for the government’s 2010
fiscal year (FY10) funding
would rise to $1.196 billion.
This week, it was reported
that total FY10 IDA spending
in Haiti could increase to as
much as $515 million, leav-
ing $680.7 million for OFDA
operations elsewhere around
the world.
• $150 million for Food for
Peace. Of this funding, $68
million will be used to supply
the World Food Program
with Title II Emergency Food
Assistance and $55 million
for proposals from private
voluntary organizations
(PVOs).
Long-Term Reconstruction
Funding:
• $749.311 million for Eco-
nomic Support Fund (ESF)
$68.311 million for the Office
of Transition Initiatives.
The request for the Department
of the Treasury includes $212
million to support a U.S.
contribution to a multi-donor
agreement to cancel debts owed
by Haiti. MD
Resources:
• InterAction’s letter on the
Haiti supplemental and other
critical matters is available at
www.interaction.org/sites/
default/files/InterAction%20
-%20March%2017%20
2010%20FY10%20Haiti%20
Supp%20Request.pdf.
• The official French version
of the Government of
Haiti’s reconstruction
plan is available at www.
interaction.org/sites/default/
files/2010%20PDNA%20
%28French%29.pdf.
• Visit www.interaction.org
and select the “Shaping the
Agenda” tab to discover more
policy-related issues.

12 Ways to Include
People with Disabilities in Your Development Work
1. Include disabled people’s organizations (DPOs) and other
disability organizations in your outreach work and networks

2. Disaggregate data (gender and disability)

3. Ensure that Education for All (EFA) is really for ALL! Education is
key to economic development

4. Hold skills training and business training workshops in

accessible locations and ensure material and communication is
accessible

5. Create partnerships between mainline development and

The World Bank (from a 2002 report) esti-
disability organizations
mates that 1 out of 6 people living on less
than $1 a day has a disability. Disability 6. Set targets for inclusion in economic development programs
adds to the risk of impoverishment, and
conditions of poverty add to the risk of 7. Raise the awareness of staff about disability rights
disability. By ensuring people, especially 8. Don’t patronize by expecting less of people with disabilities but
women, with disabilities are included we do be innovative to overcome barriers
are better able to meet poverty reduction
targets. Furthermore, when people who 9. Hire qualified staff with disabilities
have been traditionally marginalized have
the opportunity to earn a livelihood, the 10. Accommodate reasonably in the workplace and ASK people
themselves what will work
impact goes far beyond that of poverty
alleviation. The following 12 ways to in- 11. Lobby for inclusive development policies
clude people with disabilities in economic
Photo: Benoit Darrieux

development programs are not exhaus- 12. Support community based initiatives which are key to putting
tive but are drawn from experience. policy into practice
Try them out!
—By Karen Heinicke-Motsch, Director, International Programs, CBM US

6 MONDAY DEVELOPMENTS May 2010

 InfoBytes
Films not to miss...
By Sean Patrick Murphy
Crude (2009)
prepare the viewer for a one-sided David vs.
Goliath story, it gives ample time to Chevron
representatives who claim that not only is the
oil company free from blame but that attention
should be paid to the role Petroecuador (the
national oil company) has played in the area
since 1993.
At least one of the Chevron representatives
explains that the company acted in a way
that was consistent with the law. He says
the government of Ecuador allowed for
the exploitation of the area and that the
condemnation belongs to the government.
Yet, people are getting sick and dying in a
way that hadn’t happened before.
While a Chevron spokesman claims a big
shot law firm in Manhattan is seeking to cash
in on the settlement, it is obvious the people
named in the lawsuit are anything but greedy
people looking to capitalize on a tragedy. They
are residents of an area that was pristine until
oil was extracted.
Perhaps most unsettling is the testimony
What is refreshing about this documentary of a Chevron environmentalist who appears
is that it is balanced. Crude is about the 17- totally sincere when she says that she has
year, $27.3 billion lawsuit brought against found no evidence of toxic oil waste in the area
Chevron for allegedly dumping toxic oil waste in question.
in the Amazon sector of Ecuador. That, juxtaposed with interviews of people
The 30,000 residents of the area have filed crying because they cannot afford healthcare
a class action suit against Chevron, which for their sick children, leaves the viewer
assumed control of Texaco in 2001. The wondering who really is to blame.
indigenous people claim the oil company’s This film strikes a balance and shows both
practices have resulted in sickness and death. sides as neither black nor white, but as gray.
While the beginning of the film seems to Crude is available for rent.
Expat Youth A diverse panel of expatriates
will judge the 2010 Expat Youth
Scholarship Scholarship and help award a total
of $10,000 to six students. The
scholarship program is sponsored
by Clements International and is designed specifically for expat
students who acquire unique life experiences growing up abroad.
Prizes will be awarded to six students ages 12-18 of any nationality
who have resided in a foreign country for at least two consecutive
years. The scholarship entry deadline is Thursday, May 13, 2010.
To learn more about the judges or for more information about the
scholarship, visit www.expatyouthscholarship.com.
May 2010 MONDAY DEVELOPMENTS 7
Ben Affleck Creates
Congo Aid Group
Actor Ben Affleck recently launched
a new organization to raise money and
awareness of the plight of women and
children living in the volatile eastern
Congo. The Eastern Congo Initiative
(ECI) is a project of the New Venture
Fund whose founding members (in
addition to Affleck) include Howard G.
Buffett (son of billionaire investor Warren
Buffet), Humanity United, the Bridgeway
Foundation, Jewish World Watch and
others.
Photo: Max Culhane
According to Affleck, ECI will support
already established and effective
community-based approaches by
providing much needed capital. It will
also advocate to the U.S. government to
develop peaceful political solutions to
the countries many troubles.
For fear of being considered a self-
promoting celebrity, Affleck said he
didn’t want to get involved in such an
initiative without gaining first-hand
knowledge of the situation. The actor has
traveled to Congo five times since 2007
to understand the problems affecting
millions of women and children who are
victims of disease, rape and other forms
of gender based violence. He has also
met with the warlords and child soldiers
who have been accused of committing
the country’s atrocities.
Previously, Affleck directed 2008’s
“Gimme Shelter”, a short film made
with the help of The Rolling Stones’
Mick Jagger that called attention to the
country’s refugee camps and 1.3 million
displaced people.
InfoBytes
Challenges of NGO
Sustainability
By Jerry VanSant, visiting faculty, Duke
Center for International Development, Duke
University
Organizational sustainability is a key con-
cern of NGO managers. Informed donors
who want their resources to have a long-
term impact on performance and capacity
also care about sustainability.
There are three major capacity-related
categories of organizational sustainability:
autonomy, learning and leadership. These
attributes enable an organization to tran-
scend the sum of its component parts. They
also are the most useful predictive indicators
of future organizational impact.
Organizational Autonomy
Autonomy is the organization’s degree of
independence from other agencies or forces
in its environment. Effective autonomy is
reflected in the power to make decisions
about basic matters such as organizational
goals, policy, budget, hiring practices, pay
and incentives, and external linkages.
In Non Governments: NGOs and the
Political Development of the Third World,
Julie Fisher identified several keys to organi-
zational autonomy. These include:
• being driven by mission rather than by
donors or other funding sources;
• financial diversification;
• a mass constituency;
• technical expertise;
• strategic knowledge on development
issues; and
• social and managerial knowledge
Critical for building autonomy is commit-
ment to a clear sense of purpose. Institutions
with a clear vision and internal consensus
regarding that vision (often referred to as
alignment) usually employ resources effec-
tively because they know what they stand
for. Autonomous organizations also tend to
conduct programs or activities that earn a
high degree of acceptance by relevant stake-
holders and, in turn, contribute in demon-
strable ways to organizational resources and
performance, for example by attracting new
funding, enhancing organizational learning or
broadening organizational influence.
8 MONDAY DEVELOPMENTS May 2010
Organizational Learning
Much has been said about learning in orga-
nizations. Organizational assessment is one
path to a powerful learning experience that
an organization can do on its own or in a
highly interactive setting with a facilitating
donor, consultant or partner organization.
In fact, just about anything an NGO does
can be turned into a learning experience if
it is done with creative attention to process.
Indeed, fundamental organizational functions
like planning, organizing, performance man-
agement and human resource management
all should be seen as key learning opportuni-
ties. For this reason such functions should
never be turned over to outsiders although
consulting expertise may be employed in a
supportive role.
Appropriate monitoring and evaluation
of an NGO’s actual programmatic or other
activities also is an obvious tool for learning.
These functions, too, should be handled
internally and for the primary purpose of
informing the organization’s managers and
staff, not just outsiders.
Learning from programmatic activities
serves both better management and also,
in many cases, better support for efforts to
influence policymakers or civil society.
Leadership
Leadership is the most essential ingredient
in organizational sustainability and the most
important determinant of organizational per-
formance. Key elements of leadership are a
values-based vision, innovation, proactive deci-
siveness, and an enabling and empowering
approach to the people in the organization.
Leadership is the controlling force in
organizational development. It is the key
to realistically assessing problems and
opportunities, establishing priorities, and
marshalling internal and external resources
to address these priorities. In effective insti-
tutions leadership does not reside only at
the top; elements of it are evident at various
levels of the organization.
The importance of leadership of this kind
and of the resulting core values and internal
alignment to those values in an organization
cannot be overemphasized. These fac-
tors are key to sustaining an organization’s
capacity to meet its objectives in a changing
environment.
Photo: Corazon C .Lagamayo
Climate Change
Hour: Tick Tick for
Evaluation
By Christelle Chapoy, Advocacy and
Communications Officer, International
Initiative for Impact Evaluation (3ie)
As policy makers and development
practitioners gear up for the next round of
negotiation talks in Cancun, Mexico, the race
is on to increase financing for climate change
mitigation and adaptation.
According to the World Bank, developing
countries need $400 billion per year to
mitigate the effects of climate change. If
money is essential to the success of climate
change interventions, proving the cost
effectiveness of current spending will be
even more vital to maintain and gain support
from donors. The selection and design of
climate change mitigation and adaptation
interventions should be based on evidence
of what works, what doesn’t, under what
circumstances and at what cost.
A new report from the International
Initiative for Impact Evaluation (3ie)—Impact
Evaluation and Interventions to Address
Climate Change—stresses that impact
evaluations must be integrated into program
designs from the very outset. Development
agencies need to calculate the cost-
effectiveness of the emissions reductions
produced by different interventions. Doing
so requires putting a value on all the costs
and benefits of the interventions. If we can
assess the carbon footprint of a project
(the carbon emission resulting from the
intervention) estimating the money the
project could save by reducing its emissions
becomes straightforward as well.
To date, there is limited evidence on
bringing about behavior change in the
InfoBytes
context of climate change interventions.
However, much can be learned from
experiences in the field of payment for
environmental services, decentralized forest
management or conservation. For instance,
deforestation accounts for 20 percent of
annual global carbon emissions and tens
of millions of dollars have been invested in
payments for Ecosystem Services projects
from South Africa to Costa Rica and even
New York City. But do we know if payment
schemes work for reducing deforestation
and addressing climate change?
3ie is funding two research projects that
will measure the impact of such interventions
on the ecosystem and welfare of local
communities. They will in particular assess
two innovative interventions: a first-of its
kind, large-scale project in Mexico and a
pilot project in Uganda.
In this climate change hour, time is now
also ticking for closing the evaluation gap.
 
Climate Change: Facts with an Impact
Sea levels could rise by 9 to 88 cm by 2100,
Kjaer Group (US Liaison Office) Inc. | 1601 North Kent Street, Suite 100 | Arlington, Virginia 22209
Tel: (703) 778.9400 | Fax: (703) 778-9405 | USA@KjaerGroup.com | www.kjaergroup.com
causing widespread flooding of low-lying
costal areas and islands. According to a 2007
estimate by the Intergovernmental Panel on
Climate Change, a one-meter rise would
displace 70 million people in Bangladesh, for
example, and submerge 80 percent of the
Marshall Islands. It would also threaten the
Gulf and South Atlantic coasts of the United
States and the coastal zone on which Tokyo,
Osaka and Nagoya sit in Japan.
The UN Development Program has
reported that during the 20th century
economic losses from climate-related
disasters were three times higher than those
involving geophysical disasters (earthquakes,
avalanches, landslides) and affected 55
times the number of people.
The 2005 Atlantic hurricane season
was the most active on record, the best
known of which was Hurricane Katrina.
Yet 27 other storms wreaked havoc across
Central America and the Caribbean, causing
mudslides and claiming more than 1,600 lives.
Women are more severely affected by
climate change because of their social roles.
Oxfam International found that 83 percent of
low-income, single mothers were displaced in
the wake of Hurricane Katrina, the deadliest
United States hurricane since the 1928.
The cost of tackling the problem could
be around one percent of global GDP (gross
domestic product) if mitigation policies
are well-designed according to the 2007
Stern Report. Recent figures from the UN
Framework Committee on Climate Change
put the costs of adaptation for developing
countries at between $28 to $67 billion in
2030.
In 2007 the Stern Report noted that
the costs of ignoring climate change have
been estimated at more than five to twenty
percent of GDP—more than that of the two
world wars and the Great Depression.
3ie (www.3ieimpact.org, recently nominated
as part of Aid Watch’s Grand Prize for Best
in Aid) works to improve the lives of people
in developing countries by financing high-
quality impact evaluations and advocating for
better-informed policy and program design.
InfoBytes
Update: UN Commission on the Status of Women Meetings
By Jeannie Harvey, Senior Manager for Gender Integration, InterAction
The UN Commission on the Status of
Women (CSW) met in March to deliberate
about the future of women, women’s
rights and gender equality. This year the
CSW asked two questions: (1) how much
progress have we made to advance
gender equality in the world; and (2) how
do our goals for equality mesh with the
Millennium Development Goals?
Answering the first question requires going
back 15 years to the 4th World Conference
on Women that was held in Beijing.
Delegations crafted the Beijing Declaration
and Platform for Action, a blueprint for
actions to improve the status of women
and girls and to recognize that women’s
rights are human rights. To mark the 15th
anniversary, countries, regions and NGO
delegations issued reports detailing progress
and challenges. There was agreement that
although gains had been made, challenges
remain for achieving true equality.
While resolutions were debated inside the
UN, side events offered by NGOs shared
best practices and concerns related to
development practice, research and
activism. NGO representatives voiced
dissatisfaction with lack of progress on
the Beijing Platform for Action: maternal
mortality remains high; violence against
women is rampant across the globe; women
and girls continue to be disproportionally
affected by war and conflict; and women’s
precarious economic gains have eroded
quickly with the economic downturn.
The second question posed by the 2010
CSW was whether the Beijing Platform
for Action contributes to achieving the
MDGs. According to the CSW, “the Beijing
Declaration and Platform for Action provide
comprehensive guidance for achieving the
MDGs in a gender-responsive manner,”
even though gender equality is not well
reflected throughout the MDGs. CSW
delegates agreed that by paying attention
to lessons learned and promising practices
we could learn more about what works
and apply that to the MDG review. This
conclusion is important for NGOs as they
implement new and innovative practices
10 MONDAY DEVELOPMENTS May 2010
and promote “people-centered policy
frameworks” that the CSW suggests
would accelerate the achievement of the
Millennium Development Goals.
InterAction members participated as
expert panelists in several side sessions
and included Amnesty International,
CHANGE, Heifer Project International, IASC/
InterAction E-learning Course on Gender in
Humanitarian Relief, ICRW’s MenEngage,
Oxfam, Plan International, the Women,
Faith and Development Alliance (WFDA)
and Women for Women International. Two
sessions were particularly noteworthy:
Women, Faith and Development Alliance:
Gaining Momentum
The momentum was palpable in this
standing-room only session. Panelists
recounted the effort that began at the
Washington Cathedral in 2008 to bring
together three diverse communities and
commit to advance gender equality. H.E.
Mary Robinson said that the WFDA is “an
idea whose time has come.” She reminded
us that “religion can be a great source for
good, but it can also be a source of harm
for women.” What WFDA helps to do is “to
open the conversation about how religion
can benefit women, how it can promote
development and how it can help to end
poverty.” Ms. Ritu Sharma of Women Thrive
Worldwide said that the commitments made
by more than 90 organizations, which offered
$1.2 billion in new programs to advance
women and girls, were not commitments
made to WFDA, they were “commitments
made to women and girls” across the
Participants in the
WFDA Session—
Back row: William
Vendley, Ritu Sharma,
Mary Hawkins, Mary
Robinson, Yaser
Haddara, Lorelle Curry.
Front row: Jeannie
Harvey, Jane Sloane,
Jacqueline Ogega
world. The recent launch of an Asia-Pacific
WFDA in Australia was seen by all as a great
success in replicating the WFDA model.
Founders of the Asia Pacific WFDA, Mary
Hawkins and Jane Sloane, described their
journey bringing communities together
during the Parliament of World Religions
event in Australia last December. Other
panelists included Dr. Yaser Haddara from
Islamic Relief, Dr. Azza Karam from UNFPA
(the UN Population Fund) and Dr. Vendley
from Religions for Peace.
MenEngage—Work with Men: Principles,
Priorities and Partnership
“If men are part of the problem then they
need to be part of the solution,” said Mr.
Satish Kumar Singh of the New Delhi
Central Health and Social Justice Program.
Another panelist, Dr. Gary Barker of ICRW
(the International Center for Research on
Women) explained that we need to help
men understand the costs of patriarchy to
them. For example, he said “we need to ask
men, ‘how is this working for you: the social
limitations on you to be a man, your lower
life expectancy compared to women—how
is that going for you?’” When Dr. Lydia
Mungherera started the Mama’s Club in
Uganda, it dealt only with women’s issues.
After urging the women to go home and talk
with the men in their households, the men
wanted to come too. So the men came by
themselves and began to share programs
such as song, dance and drama. She said
that the key to changing gender roles “is to
Photo: RFP
work with boys as soon as they are born, to
break down patriarchy.” MD
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 Photo: (This page) photo-illustration by Chad Brobst, elements by Serhat Kavas and vgstudio - Fotolia.com; (opposite) S. Smith Patrick/CARE
“Bite-Sized”
Philanthropy
New technologies and new strategies reach
a new breed of philanthropists.
By Radha Muthiah, Vice President of
Strategic Partnerships and Alliances,
CARE, and Chris Shea, Senior Vice
President, External Relations, General
Mills and President, General Mills
Community Action and Foundation

12 MONDAY DEVELOPMENTS May 2010


T
here is a new category of giving
these days that we like to call “bite-sized” philan-
thropy. And it is creating new ways for everyone to
contribute in small but meaningful ways to projects
that fight the root causes of global poverty. This
“low cost, high volume” approach was seen as a
breakthrough strategy for the Obama campaign
and has been rapidly gaining traction in the philanthropy space,
thanks to the power of social networking, mobile giving and virtual
currency such as Twitter twollars. Today’s “philanthropists” are a
totally different group, not at all resembling our traditional view
of the old-time way of giving money. This trend is being driven
by the under-30s, an age group historically characterized more by
energetic consumerism that social activism.
Historically, the intersection of philanthropy and development
has been owned by a few key stakeholders contributing large sums
of money—invariably a combination of bilateral or multilateral
organizations such as USAID or the World Bank, large corporations
seeking to demonstrate their commitment to global citizenship
or exceedingly wealthy individuals wishing to do something for
the world’s poor.
But in the last 5-7 years a new philanthropic movement has
emerged that allows individuals of any income level to support
social and economic development around the world through
small donations. Organizations such as Kiva, Global Giving and
Samasource, among others, have pioneered new ways for people
of all walks of life to engage in global development.
But do small donations here and there really make a differ-
ence? The answer is a resounding YES. In the five years since Kiva
launched, more than $126 million has been donated in the form
of micro-loans. Average loan: $34. GlobalGiving’s marketplace of
community-based development projects has generated $26 mil-
lion in donations since 2002.
There is no one giant Minimum contribution: $10.
step that does it. It’s a Samasource, the online cash-
for-work program, has helped
lot of little steps. disadvantaged people in Asia
—Peter Cohen and Africa increase incomes by
as much as 200 percent in only a
few months. And one need look no further than the recent Haiti relief
fundraising efforts to see how lots of small donations can add up to
significant sums. In just 48 hours, the Red Cross was able to raise $5
million through a text message program. Maximum donation: $10.
Arguably, this grassroots-driven generosity is the result of both
the growing influence of the millennial generation and the ease of
social mobilization through technology. Pew released a study earlier
this year on the millennial generation. Characterized as confident,
connected and open to change, the millennials (18-29 year-olds)
are more socially liberal and more apt to support companies and
organizations based on social and/or political values. According
to a Cone Inc. report, 61 percent of this age group feel personally
responsible for making a difference in the world.
Technology—particularly social networks—has catalyzed an
approach to philanthropy that moves faster, drives creativity and is
less hierarchical. Social technologies such as Facebook, Twitter and
mobile phones make it easier to build social capital around new ideas
Bite-Sized philanthropy
Naomi Chibwe, 39, is the
Mzati (m-ZAH-tee) for the
village Kaisi. Visitors to Join
My Village can join Naomi’s
village, or select from nine
others, and track their
progress.
Join My Village:
A Bold New Model for Social Impact
With a vision to inspire women in the U.S. to come together in
solidarity to empower women in Africa to achieve sustainable
social and economic independence, CARE and General Mills
launched the program Join My Village (www.joinmyvillage.
com) in September 2009. Based on the belief in the power
of “bite-sized” philanthropy, Join My Village was launched
specifically to educate, engage and demonstrate that small
actions could make a big change.
Join My Village channels the power of online communities in
the U.S. to help real communities in Malawi. Through the use of
multimedia storytelling, visitors can immediately get a sense of
daily life in Malawi, where nearly half the population lives below
the poverty line and the average life expectancy is 44 years of
age. Three simple acts online—joining a village team, answer-
ing educational quiz questions about Malawi and extending an
invitation to a friend—can unlock $1 each, up to of $250,000
from the General Mills donation fund. Participants also have the
opportunity to make personal donations to Join My Village. These
donations are matched dollar-for-dollar by General Mills, up to
an additional $50,000. Regular updates keep Join My Village
members engaged in fundraising progress, as well as successes
and impact in the Malawi villages the effort supports.
In just the first six months the program has had a demonstrable
impact in providing project funding to CARE’s work in Malawi,
while also engaging participants in a new way with both General
Mills and CARE. The more than $237,000 raised has already
proved enough to fund 113 scholarships for girls, support 55
new village savings and loan groups and begin construction on
houses for female teachers.
Although the current mission is to create and fund economic
and educational opportunities for girls and women in approxi-
mately 75 Malawian villages, CARE and General Mills believe
there is great potential to extend the Join My Village model
beyond Malawi to other countries and continents.
Notes Chris Shea, Senior Vice President at General Mills, “We
know from our legacy of box-top programs that small contribu-
tions can make a big difference. Our work with CARE and the
Join My Village program gives General Mills an opportunity to
extend this legacy of bite-sized philanthropy to engage even
more people in creating a better world.”
May 2010 MONDAY DEVELOPMENTS 13
Bite-Sized philanthropy

and causes. One woman last year raised $24,000
in one day for the NGO charity: water by ask-
ing her Twitter followers to donate two dollars
each. The total was enough to fund the drilling
of permanent wells for five African villages.
In addition to believing in their own
responsibility to make the world a better place,
78 percent of millennials believe companies
have a responsibility to join them in the effort.
Corporations are responding accordingly. In
2006, companies gave an estimated $1.3 bil-
lion through cause marketing partnerships
with non-profits. This figure does not include
the $4.2 billion in contributions by corporate
foundations that same year.
So what does this mean for companies and
NGOs seeking to maximize the opportunity
presented by the “bite-sized philanthropy”
trend? The obvious news, of course, is that
the Web creates significant opportunities to
connect and engage a broader audience. This
same technology provides the opportunity
for individuals to create a sense of collec-
tive identity based on diverse perspectives
and around issues most meaningful to them.
These grassroots experiences foster a positive
visceral feeling and are a powerful force for
helping the world.
The challenge is that the competition for
hearts and minds is intense—according to
the National Center for Charitable Statistics
the number of operating public charities
almost doubled between 1989 and 2004—
which requires a different model than the
one needed to service a smaller circle of big
funders. It shifts the way we tell our stories
about impact and think about donor steward-
ship. Big funders have traditionally wanted
to know about technical expertise, building
capacity and scale. In contrast, the “bite size”
philanthropist wants to know about the peo-
ple, the local context and how their donation
is helping to change real lives. It also means we
need to keep our message fresh, particularly
for the new generation of e-philanthropists
who tend to be more motivated by causes
than missions. This group has demonstrated a
willingness to enthusiastically engage in cam-
paigns, but interest can quickly wane once a
campaign ends.
All of this requires a different employee
skill set than “the old days.” NGOs must take
cues from the private sector and think more
about creative brand management, campaign-
oriented communications and audience seg-
mentation. Joint campaigns with corporate
partners need to reflect simple messages,
demonstrate relevance and be original. NGOs
need to know as much as possible about their
various donors in order to understand what
is required to maximize the opportunity to
keep those donors engaged for the long-term.
In many ways the grass-roots nature of bite-
sized philanthropy complements the growing
emphasis on participatory development strat-
egies. More people engaging on both sides of
the equation creates tremendous opportunity
for uncovering new ideas that foster social and
economic opportunity for the world’s poor. As
we know, there is no silver bullet in the fight
against global poverty. But it is clear that lots
of little steps can make a big difference. MD

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14 MONDAY DEVELOPMENTS May 2010


The Goldman
Sachs 10,000
Women initiative
forges a new
model of giving.
By Jeri Eckhart-Queenan,
Partner, Susan Wolf Ditkoff,
Partner, and Susan J. Colby,
Partner, The Bridgespan Group
Getting Clear,
Real and Better
I
t’s relatively easy to write a
check. Engaging in a philanthropic
investment—shouldering accountability for
outcomes—is much harder. Yet in the course
of our work in recent years with a select
group of foundation leaders and individual
philanthropists—and in conversations we’ve
had with many more—we have observed an
important and heartening trend: Philanthro-
pists and their organizations are becoming
increasingly committed to investing money
strategically, measuring the results of their
giving and adjusting course to increase their
impact.
This commitment doesn’t reflect a new
desire for the best possible outcomes; all
philanthropists want their investments to be
used to maximum effect. But it does reflect
a new approach to the day-to-day work of
philanthropy—a new level of self-assessment,
rigor and follow-through. In the social sector,
there are no market forces driving founda-
tions to ensure that donations result in impact.
Photo: Rodrigo Ordonez
As a result, excellence must be self-imposed.
What we are seeing in increasing numbers
are individual philanthropists and foundation
leaders who are willing to hold themselves to
that high standard.
What this means in practical terms is that
philanthropists and foundation leaders are
explicitly tackling three tough questions:
How do we define success? What will it take
to make change happen? And how can we
improve our results over time? They are sys-
tematically engaging in research, strategy
development and performance measurement
so that they can: better define the problem(s)
they are trying to solve or the change they
are trying to foster; chart an effective course
towards that end; and continuously improve
their methods. Put another way, they are get-
ting clear about what success looks like for
their investments, getting real about what it
takes to make change happen and committed
to getting better over time.
The Goldman Sachs Group’s 10,000 Women
initiative, launched in 2008, offers an excel-
lent example of this type of engagement in
action. (It also marked our firm’s first strategy
engagement with corporate philanthropy.)
To be clear, the “get clear, get real, get better”
framework was not a blueprint for Goldman’s
strategic process as this initiative was devel-
oped. In hindsight, however, that framing pro-
vides a very useful overlay through which to
view Goldman’s efforts.
May 2010 MONDAY DEVELOPMENTS 15
Focused Philanthropy
The 10,000 Women initiative, to which
Goldman Sachs has committed $100 mil-
lion over five years, aims to provide at least
10,000 underserved women around the world
with a business and management education
at a time when UN Millennium Goals have
elevated women’s education and empower-
ment to the forefront of development issues.
Currently, 10,000 Women operates through
a network of more than 70 academic and
non-profit partners in countries including
Afghanistan, Brazil, China, Egypt, India,
Rwanda and the United States. The initiative
develops locally relevant coursework for stu-
dents, across a range of disciplines including
marketing, strategic planning, e-commerce
and business plan writing. Courses range from
five weeks to six months; the programs are
intended to help open doors for women who
would not otherwise have access to a busi-
ness education. Students are also mentored
(during their studies and after graduation)
by partner institutions, local businesses and
the people of Goldman Sachs.
Getting clear, at Goldman, meant marrying
a few, critical strategic anchors—the firm’s
values, core competencies, and tangible and
intangible assets to champion certain social
Focused Philanthropy
causes—with robust evidence. Reduced to its
essentials, philanthropy is a very personal and
values-driven endeavor, even in professional
institutions, and so it is important to explore
those driving values and assumptions as well
as hard data very early on when determining
where to invest. Goldman’s leaders first con-
sidered the firm’s understanding and percep-
tion of the evolving global economy, its own
capabilities and their belief that extending
the benefits of globalization to underserved
populations would necessitate a concentrated
effort. As John Rogers, the firm’s Chief of Staff
and Secretary to the Board said in a Harvard
Business School case study on 10,000 Women,
“What we do at Goldman Sachs is put capital
behind people and ideas; and we are a catalyst
for economic growth. For Goldman Sachs to
engage in a serious philanthropic initiative,
we knew it had to be authentic, connected to
what we do and to our culture, and we had
to own it.”
For any philanthropic
organization, getting
better means revisiting
the strategy, regularly,
challenging the status
quo, measuring
performance and
assessing results.
Data supported the firm’s observations, val-
ues and culture of giving back—and suggested
a target for investment. Ongoing Goldman
research—including a 2005 research paper
titled “Womenomics,” and a 2007 work titled
“Women Hold up Half the Sky”—had high-
lighted the economic potential of investing
in women. Goldman’s findings were also in
agreement with major external studies that
had found a strong link in developing coun-
tries between women’s education and eco-
nomic growth (improved worker productivity,
healthier and better-educated families, and
ultimately, more prosperous communities).
Given this information, business education
for women entrepreneurs easily emerged as a
natural focus for the firm’s charitable efforts.
Getting real meant developing an action-
able strategy. Goldman leaders were confident
16 MONDAY DEVELOPMENTS May 2010
in the direction of the initiative; they were
also confident that they could hold them-
selves accountable for hard evidence of suc-
cess related to job creation and business rev-
enue growth. But what was the best approach
to that end given Goldman’s capabilities and
the amount of money it was willing and able
to invest? What should the initiative look
like? Had any other organizations attempted
to deliver solutions in this area? Were there
already effective, perhaps undersized, pro-
grams in existence? What lessons had already
been learned? What organizations would be
delivering the services Goldman would be
funding and what were their capabilities?
Goldman’s leaders initially considered
providing grants to women pursuing MBA
degrees, but rejected that idea when they con-
sidered the cost against the potential returns.
They were, however, were keenly aware that
small to medium-sized enterprises (SMEs) in
developing countries were often overlooked,
despite their potential to boost local economies.
Through further research, they learned that
women entrepreneurs in these countries did
not have broad access to education that would
help them run and grow their businesses. They
also considered existing efforts to provide
women with a business education. The Lagos
Business School’s short-term “Certificate of
Enterprise Management” was one such pro-
gram; the school’s model informed Goldman’s
and it is now a partner in 10,000 Women.
Armed with this information, they devel-
oped a set of baseline requirements for their
philanthropic efforts with an overarching goal
of creating a pipeline of economic empow-
erment that would connect business educa-
tion to support services and access to capital.
The firm would help a significant number
of women, at least 10,000, gain access to the
pipeline and acquire skills and knowledge that
they could apply immediately in their own
work. As part of the effort, the firm would
engage and connect leading global business
schools with schools in developing countries
to facilitate learning and capacity building.
And people from across Goldman Sachs
would involve themselves with the initiative:
mentoring students, engaging their networks
to build markets and measuring the results.
Getting better is an ongoing process. For
any philanthropic organization, getting bet-
ter means revisiting the strategy, regularly,
challenging the status quo, measuring per-
formance and assessing results. It also means
consulting the field to ensure objectivity and
accepting feedback with an intention to
improve.
10,000 Women enjoyed a successful first
year. More than 600 women entrepreneurs
applied for the first 60 slots opened in Rwanda;
and as of November 2009, women in 20 coun-
tries including Afghanistan, Brazil, China,
Egypt, India, Rwanda, the United States and
Zambia were enrolled in the program. By the
end of 2009, 10,000 Women had 939 graduates,
with 1,428 enrolled. To cite just one benefi-
ciary experience: Since participating in 10,000
Woman, Ayodeji (“Ayo”) Megbope, a caterer in
Lagos, Nigeria, has increased her revenues by
a factor of five and grown her company from
two full-time staff to five (with 25 temporary
workers employed on an as-needed basis).
Instead of renting cooking utensils and using
taxis to deliver her goods, she has been able
to purchase her own utensils and a delivery
truck. She has also begun contracting with
suppliers. Other program graduates, armed
with a newfound confidence born of increased
knowledge and ability, have similarly begun
to grow their businesses.
The response within Goldman has been no
less inspiring: Goldman involvement in the
initiative spans the organization, including
senior management and directors; and the
mentoring program is oversubscribed, with
data indicating that Goldman mentors are
highly valued by students.
But these early “returns” have only served
to incite the initiative’s leaders to hone their
metrics continually to ensure that the initia-
tive is having the maximum possible impact
and to leave no stone unturned in their efforts
to incorporate what they are learning in real
time.
As Dina Powell, Managing Director and
Global Head of the Office of Corporate
Engagement at Goldman Sachs put it, “10,000
Women seeks to address a pressing need and
is focused on delivering tangible results. We’re
encouraged by the early results and remain
committed to rigorously measuring progress
and impact.” MD
This article draws on “Galvanizing Philan-
thropy” a recent Harvard Business Review
article co-authored by Susan Wolf Ditkoff and
Susan J. Colby, and “Goldman Sachs: The
10,000 Women Initiative,” a Harvard Business
School case study by Christopher Marquis, V.
Kasturi Rangan, and Catherine Ross.
 Haiti aid

Beyond These
A
s I began writing this,
the devastating earthquake
in Haiti was all the rage: armies of
Mountains...

More
reporters, charitable organizations,
NGOs, aid donors and well-wishers from
concerned governments descended on the
country. Two months later, as I sent this article
to Monday Developments, Haiti has all but dis-
appeared from the global scene. Earthquakes
in Chile are now all the rage. Such has been
the fate of Haiti: intense short-term interna-
tional interest followed by long-term neglect.
With donors contributing huge sums to Haiti,

Mountains
the country has yet another opportunity to
redevelop. Will they employ the same failed
strategies of the past, or will they try some-
thing different? I vote to try the latter.

Avoid the failed efforts of the past

Want effective aid in Haiti?
Tough choices need to be made right now.
By Terry F. Buss, Distinguished Professor of Public Policy,
Carnegie Mellon University
Photo: Reuters/Carlos Barria, courtesy www.alertnet.org
I fear the Haitian disaster response will likely
replicate donor errors of the past. Donors will
convene conferences to devise grand strate-
gies and pledge funding to achieve them. Pre-
cious time will pass in building consensus and
engaging stakeholders: process will dominate
over substance. Many will view process as com-
pliance exercises and there will be duplicity.
Donors will each pursue their own agendas—
planning, development and implementation—
while failing to coordinate, harmonize or align
their efforts. Haitians will go along with just
about any donor scheme so long as they obtain
funding; country ownership, and hence com-
mitment, will be sorely lacking.
Donor funding promised will not be donor
funding forthcoming: monies will be delayed,
government will not absorb it and it will prob-
ably be suspended for geo-political reasons.
Aid funding will attract political and economic
opportunists self-aggrandizing themselves to

Haiti’s detriment. Charges of corruption, real

A boy stands inside a makeshift tent after
heavy rain during the night in Cite Soleil,
Port-au-Prince.
and imagined, will abound. Donors and NGOs
will launch hundreds of small projects that will
have little impact and they will do so outside
government, claiming it lacks administra-
tive or service delivery capacity or adequate
anti-corruption controls. Donor projects will
report glowing accomplishments, but poor
Haitians will see little improvement in their
lives. Donors will lose interest and go on to the
next big issue, patting themselves on the back
for a job well done. Haiti will then drop off

May 2010 MONDAY DEVELOPMENTS 17

Haiti aid

People walk at a makeshift tent camp in Cite

Soleil in Port-au-Prince. Seasonal rains and
hurricanes spell trouble for Haiti in the best
of times, but with hundreds of thousands of
people living in flimsy makeshift shelters after
January’s earthquake, this year the dangers are
much greater.

the radar until the next natural disaster, coup

or revolution at which time the process will
begin anew. We cannot let this happen again.

Good governance is key, but elusive

Every plan, assessment or implementation
document produced for Haiti—and every
other fragile state for that matter—decries
the absence of good governance as the major
barrier to development. Until that capacity
emerges, so the argument goes, no amount
of aid will solve Haiti’s problems, in spite of
everyone’s best efforts. Having acknowledged
this, donors then go on to pursue counterpro-
ductive agendas, attempting to:
• Bypass government (e.g., funding NGOs
Master of New Professional Studies:
and offering programs directly);
• Buy good governance (e.g., funding elec-
tions when the country is not ready);
• Impose good governance (e.g., insisting
on decentralization, privatization and
multi-party systems, again when the
country is not ready); and
• Wish away the problem (e.g., various U.S.
administrations have declared Haiti a suc-
cessful democratic intervention, even
when it was not).
Unfortunately, Haiti must develop good
governance mostly on its own initiative. It
cannot be substituted for, bought, imposed
or wished into being.
Why does Haiti lack capacity for good gov-
ernance? Easy: government exists to benefit
economic and political elites and opportun-
ists, not to serve the Haitian people. Haiti is a
kleptocracy and has always been one!
How can Haiti get elites to work in the
interests of the country? The obvious answer
is to find ways that link the interests of the
elites with those of the country. Finding ways
to get wealthy Haitians to invest in their own
country would be a start. The country grows
and prospers, and the elites grow and prosper:
win-win. This is easy to do: promote invest-

Peace Operations ment opportunities, achieve political and eco-

nomic stability, and promote security.
But even more importantly, there are also
Study the theory and practice of peace operations, international deep seated animosities among elites and poor
civilian police operations, nongovernmental organizations, people, festering over past racial, class, politi-
elections, refugees/internally displaced persons, and cal and economic cleavages that have divided
governance with world-renowned scholars and practitioners Haitians over the past 200 years. No one—
Photos: Reuters/Carlos Barria, courtesy www.alertnet.org

at one of the nation’s leading schools of public policy. including the donor community—knows how
to change this, in spite of funding democra-
• Small classes taught by world-renowned faculty tization programs and the like to address the
• Conveniently located in the metropolitan issues. Likely, Haitians will need to achieve
Washington, D.C., area reconciliation themselves. Regardless, a new
• Full-time or part-time study economic and political order is needed for
• Affordable cost development to succeed.
To find out more, please contact Graduate Admissions
Aid should not worsen
at the School of Public Policy at George Mason University
government capacity
at spp@gmu.edu or 703-993-8099.
Massive aid contributions from around the
world are flowing to Haiti. As in past efforts,

18 MONDAY DEVELOPMENTS May 2010


the perception is the more aid, the better the
outcome for Haitians. Sadly, this has not been
the case. It is not the amount of aid that is
important, but how it is used. Aid, in many
cases, exacerbates Haitian governance prob-
lems rather than ameliorating them.
Consider two examples. Because it is weak
and corrupt, donors deliver public services
through NGOs rather than the government.
Haiti has become “a Republic of NGOs.” The
Haitian government is incapable of delivering
basic services or paying for them. It lacks cred-
ibility and legitimacy among many Haitians.
Donors need to wean Haiti off the NGO lifeline.
Or consider the demobilization of the
army. Haiti has relied on UN peacekeepers
for years, because Haitian governments fear
military coups. At the same time, a viable
civilian police force has yet to develop as an
alternative. Not only does this undermine the
government’s legitimacy because it cannot
protect its citizens, it also deprives Haiti of
much needed capacity to respond to numer-
ous annual natural disasters, the quake being
just the latest. Donors cannot continue to give
the government a pass on security.
Simply put: aid has made Haiti a protector-
ate. So as long as government is unresponsive
and unaccountable, Haiti will never shed its
status as a fragile state. What should be done?
Donors need to take a chance on Haiti.
First, allow for general budget support—
funding not tied to specific projects, but which
helps fund the government. Haiti has little
revenue of its own, so it has little capacity to
fend for itself.
Second, heavily load funding with finan-
cial controls, making it difficult to misdirect
or misappropriate aid. Tie all aid to clear
goals and objectives that must be met before
funding is released. Distribute funding in
tranches. But do not overload the system with
paperwork: how about one strategic plan and
reporting system for Haiti, rather than one
for each donor?
Third, move away from project-based
funding that dilutes aid impacts and fund
“big ticket” programs. A kind of Marshall
May 2010 MONDAY DEVELOPMENTS 19
Haiti aid
Children walk past a crack caused by the
earthquake in a street in Port-au-Prince.
Plan, developed and managed by Haitians,
is needed.
Fourth, improve wages and benefits for civil
servants to deter corruption and improve per-
formance. Make it as difficult as possible to
take bribes and benefit from them. Prosecute
officials who violate the law. Reward perfor-
mance with incentives. Find ways to really
build capacity in government—this cannot be
done in one-day, one-off workshops. In short,
take civil service reform seriously.
Rethink development goals
The Haitian people have patiently waited
for jobs even after decades of aid, with the
government and donors promising much and
delivering little. The country needs a massive
jobs program, even if it does not comport with
the Washington consensus, structural adjust-
ment and basic needs approaches that tend
to define aid. Hiring armies of poor people
to clear rubble from the streets following the
quake is a start.
continued on page 34
Accountability
I
n 2002, scandal rocked the
international relief commu-
nity when Save the Children UK released
a report documenting widespread incidents of
sexual exploitation and abuse (SEA) against
children from camps for refugees and inter-
nally displaced persons in Guinea, Liberia
and Sierra Leone. The report indicated that
the exploitation and abuse was perpetrated
by employees of national and international
NGOs, UNHCR (the UN refugee agency) and
other UN bodies. The report galvanized the
Online Master of
Professional Studies
Degree
Humanitarian Services
Administration
• Humanitarian Response
• Disaster Relief
• Sustainable Development
Be Part of
Something
Bigger
For more information
contact Donna Campbell
phone: 860.486.0184
email: donna.campbell@uconn.edu
mps.uconn.edu
20 MONDAY DEVELOPMENTS May 2010
What Gets Left Behind
SEA and the long-term benefits of building
accountability to communities.
By Angela Wiens, Senior Associate, Gender and Flagship Initiatives,
International Medical Corps, and Daisy Francis, Protection Policy/Issues
Advisor, Catholic Relief Services
humanitarian community and initiated a long
process of standard setting and development
of systems to address and prevent SEA. In
June 2002, the Inter-Agency Standing Com-
mittee (IASC) issued a detailed report that
further analyzed the issue, offered a com-
mon set of definitions of terms such as “sexual
abuse” and “sexual exploitation” and estab-
lished six core principles related to SEA for
the humanitarian community. Once released,
InterAction quickly adopted these principles
and incorporated them into its PVO Stan-
Center for Continuing Studies
dards (currently section 7.9).
Many agencies moved to turn “principles”
into expected staff conduct, incorporating
these into codes of conduct that clarified
staff obligations to report incidents of SEA
and consequences for those found to be in
violation. Agencies also developed internal
systems for handling allegations of code
violations and established complaints pro-
cedures so that affected populations could
bring their concerns forward to the relevant
people within the respective agencies. Internal
awareness programs for staff were designed
to ensure that all staff understood why the
code of conduct existed and what were the
agencies’ policies to prevent and respond to
SEA. The emphasis was on mutual responsi-
bility, to protect communities from SEA and
to provide them with mechanisms to bring
concerns to light.
Despite all of these efforts, exploitation
and abuse of beneficiaries continues to be
a grave problem in the humanitarian arena.
But as agencies continue to tackle this issue,
by engaging with communities and working
with them to find the best ways to address this
problem, bold new systems of accountability
can grow out of what began as a black mark
on the international community.
In settings such as Haiti, distrust of and
betrayal by local and national authorities are
additional barriers. Faced with ineffective legal
and policing systems, communities generally
avoid reporting incidents of SEA or do so with
little expectation of a successful outcome. This
set of circumstances provides the humanitar-
ian community with an opportunity to model
Photo: Moussa Hama Madassalia
a new system of direct accountability. When
conflict or disaster-affected communities are
invited to work with international partners to
address SEA, they shift from being passive
recipients of “services” to active partners in a
process that gives them agency. An important
continued on page 34

Reaching Out to
Overlooked
Survivors
Thousands of earthquake survivors have
dispersed into the Haitian countryside.
Are they doomed to be forgotten?
By Martha Thompson, Program Manager for Rights in Humanitarian
Crises, Unitarian Universalist Service Committee
D
isasters, even the massive
earthquake that hit Haiti on Jan-
uary 12, do not make a clean sweep
that leaves everyone equal. Disaster-response
organizations and personnel need to pay close
attention to the different ways disasters affect
different groups of people. An individual’s
race, class, religion, gender and ethnic group
either marginalize or privilege that person in
any given society. Unfortunately, the social,
economic and political systems that margin-
Photo: Wendy Flick/UUSC
alized people before disasters often continue
to disadvantage them during the relief and
recovery.
There is massive inequality in Haiti. All aid
workers know that the majority of people in
Port-au-Prince were marginalized even before
the earthquake, that they faced dire inequali-
ties in access to food, health care, water,
education and other basic services. A major
challenge for relief organizations is to make
sure that the factors that already kept people
marginalized are not unwittingly incorpo-
rated into emergency and long-term recovery
programs so that these people face the same
inequalities of access to aid.
At first glance, the massive destruction in
Haiti seems like a leveler. When I was in Haiti
in February, people told me, “Every Haitian
family has lost someone; every family has
lost something.” The houses on the hillsides
of Port-au-Prince resembled tumble-down
May 2010 MONDAY DEVELOPMENTS 21
Overlooked Survivors
A young girl in a tent camp in the Port-au-Prince
community of Mariani wanders around her new
home. Makeshift shelters such as these offer
some privacy but not much rain protection. The
rainy season begins in April.
blocks with rubble everywhere. Hospitals,
schools and government ministries were piles
of rubble. Amid such unimaginable loss of
life and massive destruction, it can be hard
to discern the different barriers that different
groups face in accessing aid.
That said, there are obvious signs of how
class has made a difference for earthquake
survivors. People in the massive slum neigh-
borhoods of Mariani and Carrefour in Port-au-
Prince had much more precarious houses than
people in wealthier areas such as Petionville.
However, experience shows that groups who
have little power or “voice” are often left behind
in emergency and reconstruction because the
barriers they face are not immediately visible
to aid workers—particularly international aid
workers without a clear understanding of the
economic, political and social complexities of
that society. In short, cultural, political, reli-
gious and caste factors that make people invis-
ible in a society can also make them invisible
in traditional relief efforts.
Lessons from the Indian Ocean
Tsunami and Hurricane Katrina
During the Indian Ocean Tsunami of 2004,
the dalits (Indians who have been discrimi-
nated against for centuries) were often barred
by local people from camps for internally dis-
placed persons (IDPs). In Thailand, hospitals
Identifying Social Inequalities
During Disaster Response
UUSC often asks questions to help understand
the “levers of exclusion.” They are then revised to
reflect lessons learned from experience.
Who is getting moved out so other interests
can get moved in?
»» In Port-au-Prince, the majority of the slum
dwellers were squatters and did not have rights
to their land. Who has an interest in moving
people off those lands now? If all the displaced
get moved out to big camps in the outskirts
of the city, how can they defend their access
to land in the city?
Who in the relief lines is getting assistance and
who is not? Why?
»» When we visited several camps in Port-au-
Prince in mid-day with grassroots NGOs, we
met with camp coordinators and noticed fewer
women were present. We were told they were
out trying to make money or find aid. Aid dis-
tribution often took place during the day when
fewer women were present.
When there are massive numbers of deaths,
assets are changing hands. Who is getting just
access to inheritance of those assets?
»» Will women and children have access to legal
assistance for inheritance rights? Will poor
people have access to legal resources?
»» If houses are being rebuilt and handed over to
families or other assets are given to families for
recovery who is listed as the owner?
»» This was a persistent problem following the
tsunami. Can this be an opportunity for women
to gain co-ownership of assets?
»» Who is being moved in to do the physical con-
struction work? How are they being controlled?
Who is being locked out of work?
»» At the moment, this does not yet seem to be an
issue in Haiti. It was a critical issue for undocu-
mented workers in the U.S. after Hurricane
Katrina and for undocumented people from
Myanmar in Thailand after the 2004 tsunami.
Who gets access to government resources?
Who does not? Why?
»» This is already an issue in Haiti. Frequent trav-
elling through the capital revealed very nice
tents in middle-class areas and torn tarps and
plastic in poorer neighborhoods.
»» What are the effective distribution networks if
government ones are compromised or weak?
»» There is a plethora of community groups at
the grassroots level that can be strengthened
to use their networks effectively for distribu-
tion. Groups like the Platform of Community
Organizations of the Port-au-Prince Metro-
politan Zone and the Regional Coordination of
Southeast Organizations are effectively using
neighborhood networks and volunteers to
organize camps and distribution.
Overlooked Survivors
turned away tsunami survivors seeking treat-
ment if they were undocumented workers
from Myanmar.
Sometimes national NGOs do not see the
barriers preventing marginalized groups from
accessing their rights in a disaster because
the inequalities are so deeply imbedded in
our own society. After Hurricane Katrina,
reconstruction companies employed undocu-
mented workers and then refused to pay all or
part of their wages. The Federal Emergency
Management Agency did not begin to assist
the African-American communities in east
Plaquemanes Parish, 45 minutes outside of
New Orleans, until January 2006 even though
the hurricane struck on August 28, 2005.
Sometimes international
aid workers have cultural
blinders that keep
them from seeing how
specific groups become
marginalized.
Sometimes international aid workers have
cultural blinders that keep them from seeing
how specific groups become marginalized in
the recovery process because of their gender.
In the post-tsunami reconstruction phase in
Aceh, international organizations had a pleth-
ora of programs to provide income-generation
projects for widows. However, young Achenese
activist Wanti Muldar called attention to the fact
that rural widows really needed legal assistance
to reclaim the land they had owned jointly with
their husbands. She formed an organization,
Bungenog Jeumpa, to do that. Aid workers had
just not been programmed to see the widows as
asset holders. Bungeong Juempa’s work proved
that with the right lens, disasters can open politi-
cal space for certain disadvantaged groups and
people can create change.
Reaching out through a human-
rights lens
In Haiti, we need to discern which groups
of survivors will face the greatest obstacles
to accessing aid and recovery and why. At
the Unitarian Universalist Service Commit-
tee (UUSC) we have found that addressing
these issues from a rights focus rather than a
vulnerability focus is a helpful lens. Determin-
22 MONDAY DEVELOPMENTS May 2010
ing who is excluded can help us identify the
vulnerable population. Understanding why
they are excluded gives us an understanding of
the power dynamics behind vulnerability. We
continue to develop and hone the set of ques-
tions presented in the accompanying sidebar
to this article to help us understand the “levers
of exclusion” in a disaster.
The forgotten families
In Haiti, more than half a million people
who have gone to the countryside and the host
families who have taken them in are already
disadvantaged. The 2008 post-electoral vio-
lence in Kenya provides an unfortunate warn-
ing: in that case, the displaced who stayed in
the camps for displaced people received aid
while the hundreds of thousands who went
back to their “ancestral lands” in rural areas
received almost nothing.
In Haiti, the 500,000 people who have
returned to their relatives in the countryside
are becoming invisible. Along with a peas-
ant organization in the Central Plateau, the
Papaye Peasant Movement, we visited sev-
eral rural homes where peasants had taken
in relatives and the friends of relatives. One
woman who had 24 people living in her small
wooden house told us that if God had spared
these people’s lives, she had to look after them.
Then she told us about her neighbor down the
road whose daughter had shown up with 29
people from Port-au-Prince after the quake.
These dispersed displaced people are in
danger of becoming the disappeared dis-
placed. They are severely straining the avail-
able food, shelter, sanitation and health facili-
ties in the rural areas. Their children have no
access to the few countryside schools. The
dispersed displaced are not settled in camps
and would likely be forgotten without the rural
organizations and peasant associations that
provide ready-made networks to reach out
to them.
Cultivating a lens that enables us to under-
stand the dynamics of exclusion in Haiti, both
before and after the earthquake, will help us
address not just the results of exclusion, but
also the levers of exclusion. And working with
local grassroots organizations can help mar-
ginalized groups rebuild their lives and liveli-
hoods in a way that empowers them to address
the inequalities they face. MD
For more information about UUSC’s response
to the Haiti earthquake, visit www.uusc.org/haiti.

A Conversation
with...
Daniel Yohannes
CEO of the Millennium
Challenge Corporation
Visit www.interaction.org/conversations
to view a video excerpt of this interview
Monday Developments’ Executive
Editor Nasserie Carew sat down with the
new CEO of the Millennium Challenge Cor-
poration (MCC) Daniel Yohannes to talk
about the organization’s challenges and
opportunities for growth. Since retiring from
his post as Vice Chairman of U.S. Bank
in 2003, Mr. Yohannes has been a private
investor specializing in real estate, financial
institutions and the renewable energy sec-
tor. From 1992 to 1999, Mr. Yohannes was
President and CEO of Colorado National
Bank (part of U.S. Bank), and before this
Photo: MCC
held a number of leadership roles at Secu-
rity Pacific Bank (now Bank of America).
NC: Mr. Yohannes, one of the ques-
tions we’ve had at InterAction, with
your appointment to the MCC, has been
what your priorities would be. We know
you have spoken a lot about innovation.
We were hoping you could share with
us and some of our stakeholders how
you see your first year at MCC.
DY: My first priority, of course, is to carry
out the mission of MCC, which is to reduce
poverty through long-term economic growth
by working with countries that are poor, but
countries that are also relatively well gov-
erned. That’s my number one priority. Hav-
ing said that, we have three major objec-
tives. One is results. MCC just celebrated
our sixth anniversary. We want to show
results to the American people in terms of
how our programs and our investments are
impacting the poor in terms of making some
significant changes to their income, as well
as to their whole economic progress.
Number two is innovation. MCC was
created to be innovative from day one, so
we want to make sure that we continue on
that same path in terms of our products
and services. In terms of our approach
overseas, in terms of the partners we
choose, the last twenty compacts have
been primarily with central governments.
We have not done anything with NGOS;
we have really not done anything with the
private sector or with the regional govern-
ments. So I want to make sure that we
at least consider partnering with others
outside central governments.
Third is leverage. How do we leverage the
investments that have been made in many
of MCC’s partner countries? We have made
a commitment of about $7.5 billion. Govern-
May 2010 MONDAY DEVELOPMENTS 23
Conversations Series
ments alone or aid organizations alone can-
not make a big difference. We are making a
down payment, if you will. But we want to
partner with the private sector, which is the
engine of growth and job creation.
I want to knock on the door of every
single American business to make sure
they consider investing in many of MCC’s
partner countries. I want to continue to
work with partner country governments
to make sure that they continue to reform
their economic policies, so their coun-
tries can become extremely attractive for
investments from within their country as
well as from outside.
I also want to work very closely with all
the development agencies that are primar-
ily U.S. government agencies. In addition,
I want to make sure that we work together
with other nonprofits, philanthropy orga-
nizations and businesses. You know, we
have very limited resources. We have a
budget of about $1.1 billion this year and
I want to make sure that we utilize addi-
tional resources so that we can have a
very effective program when we consider
MCC’s investments.
NC: You mentioned leveraging the pri-
vate sector. It’s very hard to quantify
NGOs results. Where do you see their
value? In addition to the private sector
are you also looking to still strengthen
the NGO contribution to the MCC
and the MCA [Millennium Challenge
Account] model?
DY: The NGOs are extremely critical to
our success. They have been great part-
ners and I look forward to working with
them in the near term. You know, many
MCC projects have had the support and
the consultation of the NGOs, civil society
and the private sector as well. One part
of our model that makes it unique is that
MCC programs are country owned from
design to implementation. At every stage
of the compact process, beginning with
the design stage, we involve the private
sector, NGOs and civil society. During the
implementation process, NGOS are also
included in governing and making sure
that implementation is going well. Also, in
our threshold programs, NGOS are man-
aging some aspects of those programs.
The NGOs are extremely critical to
Conversations Series
what we do and we have to seek out
their advice and counsel; they keep us
true to our principles. They are extremely
important to MCC and I am really look-
ing forward to working with them. I have
already met with a lot of them since I have
been in town. They are a very critical com-
ponent of our business model. They have
been great advocates for the MCC model
and we have a common theme, we have
a common objective, which is to reduce
poverty throughout the world.
NC: To follow on that line of thinking,
some countries have had various lev-
els of civil society consultations. Some
are great and some are not so great.
Our working group members would
like to know how you plan to ensure
a consistent level of consultation. This
includes reaching out to a wide array
of civil society groups such as disabil-
ity groups, gender groups and others
within compact development.
DY: It is my intent to make sure that we
invest resources where we have some
weaknesses. I have asked Cassandra Butts
to lead the gender integration process for
MCC. Cassandra comes from the White
House where she was previously the deputy
counsel. I want to make sure that the gender
integration process is consistent through-
out our partner countries. When I arrived
at MCC, I heard that gender integration
was not consistent in some of the country
programs, but I promise you, I give you my
commitment that we will have a uniform
approach to every development program
that we do, including gender integration.
NC: Another area of concern is the
amount of civil society participation
24 MONDAY DEVELOPMENTS May 2010
within the MCA boards. There has been
some conversation with some of the
MCA civil society folks who are on the
MCA boards that they don’t have staff-
ing and adequate facilities to leverage
their position on the board. Do you see
that as a conversation that you will have
with your staff in terms of really helping
augment the civil society participation
on MCA boards whether it is through
funding or technical expertise or other
relevant steps?
DY: Definitely. We are looking at every
segment of MCC’s business including the
participation of civil society on some of
the MCA boards. To the extent that they
need some modification or need some
additional resources, I am committed to
make it happen
NC: What unique expertise do you bring
to this job? What is the one skill that you
bring that will help you address MCC’s
growth issues and challenges?
DY: First of all, there are a lot of other
people that could bring the expertise that I
have to the table and who can also be very
successful. When I first came to the United
States, I came with absolutely nothing. I
was 17 and I came from one of the poorest
countries in the world. I understand pov-
erty better than most people and I want to
give back to the United States, which has
given me so much. So that is my intent in
undertaking public service. Having said
that, I have spent 30 years in the banking/
finance/investment area in which I have
had a very successful career.
I believe that my background will com-
plement MCC in what we need to achieve
especially in the areas of investments and
“We are looking
at every segment
of MCC’s business
including the
participation of civil
society on some of
the MCA boards.”
results. I had to deliver results for the last
30 years on a quarterly basis. And I know
that there are a lot of expectations that
MCC must provide great results and given
my background and where I come from I
think my experience is a good complement
and hopefully we will accomplish a lot.
NC: MCC has been a role model among
U.S. government agencies in account-
ability and transparency. Do you see
yourself sharing some of those best
practices with other development agen-
cies within the U.S. government?
DY: Right now there are two different stud-
ies that are being conducted by the U.S.
government. One is the QDDR [Quadren-
nial Diplomacy and Development Review]
being conducted by the State Department
and the other one is the PSD [Presidential
Security Directive (initiating a review of
U.S. global development policy)], which is
conducted by the White House. We have
been providing them with a lot of informa-
tion, with lessons learned from the last five
years at MCC.
It is my understanding that many of our
principles are emerging as priorities for the
administration as they consider reforming
foreign aid. MCC is built on transparency
and accountability so we are more than
happy to provide, not only for our govern-
ment, but also for the entire world, what has
worked and what has not worked for MCC.
NC: Gender integration, we spoke about
it a little earlier, and you mentioned that
Cassandra Butts would be heading that
arena. Can tell us the steps you have in
place to make sure that there is some
Photo: MCC
accountability within the MCA about
gender integration in the programs?
 Conversations Series

DY: Number one, every single program
that’s being considered must include gen-
der integration. That is given. There is no
exception before a compact or project is
approved. We want to make sure we have
the resources so that MCC programs are
implemented very well. I recently went to
Ghana and I saw many of our projects over
there. In fact, I went to a land title office
where I participated in handing out land
titles to both men and women. I came back
from Cape Verde and Ghana believing that
our gender integration program is working
extremely well.
So I want to make sure—and I am com-
mitted to it—that at every aspect, in every
stage of MCC programs, that gender is
included, that it is working, and that every-
one who works on the ground also under-
stands that they are accountable for that.
We are working on hiring additional staff to
work on gender and I would also like to see
some sort of internal incentives to ensure
gender is integrated as much as possible.
NC: How do you define your relationship
with InterAction?
DY: It is a great group. I look forward to
getting their advice and counsel on mat-
ters that are extremely critical to develop-
ment. They are a great ally for MCC. They
have been advocates for us and also for
the entire development community in the
world. I look forward to working with them
on matters that are extremely important to
MCC. I have already met with them and
they are important to us. I am really excited
to work with them.
What makes this agency unique is the
fact that we are very transparent. If a pro-
gram or policy doesn’t work, we work with
our constituencies to fix it. If our programs
and policies work, we continue to work
with our constituencies to make it better.
We have the same theme, the same goal
and the same objective, which is to fight
poverty globally. InterAction has been a
great advocate for us and an advocate for
the development industry as well. I want
to strengthen the relationship that exists
between MCC and InterAction and all other
development agencies in this country.
NC: What message would you like to
leave from this interview for the NGO
community—both here and our members
overseas? What would you like them to
know about your priorities for the MCC
and where you see this organization in
terms of championing economic growth?
DY: We share the common theme, the
common objective, which is to reduce
poverty globally and we’ve been great
partners. I look forward in the future to
working very closely with InterAction and
with the development community to make
sure we solve this issue of poverty that
affects about 2.5 billion people worldwide.
NC: It was a pleasure speaking with you
today Mr. Yohannes. Thank you. MD

Plant knowledge. 
Grow justice. 
GRADUATE PROGRAMS IN  
SUSTAINABLE INTERNATIONAL DEVELOPMENT 
• MA in Sustainable International Development 
• MS in International Health Policy and Management 
• Dual MA in Sustainable Development & Coexistence 

Brandeis University Boston 

http://heller.brandeis.edu 

May 2010 MONDAY DEVELOPMENTS 25

Keeping Talent

Winning
the NGO Talent
Competition

How to retain and leverage

Photo: FotolEdhar - Fotolia.com

your most valuable resource.

By Curtis Grund, Vice President, and Mary
Martinez, Director, Workforce Management and
Diversity Consulting, ORC Worldwide

26 MONDAY DEVELOPMENTS May 2010

 Keeping Talent

M
any global development and human- most important roles in the organization. For example, country directors
itarian organizations are caught or program managers should outline the capabilities required and the
between a rock and a hard place: They are under pres- stepping stones to develop those capabilities. There may be specific jobs
sure to dedicate a greater proportion of their resources that people aspiring to those roles should pass through along the way
to program delivery while also confronting complex and these jobs might be reserved for people needing that experience.
management challenges that impact the organization’s ability to deliver This transparency will help employees understand the sorts of roles
services. Talent management is a prime example. Competition for they might aspire to and what they need to learn in order to prepare
people with limited technical and program skills is intensifying, for them. It will allow managers to make informed, equitable deci-
and many organizations are having difficulty retaining their most sions about who to place in roles based on their capabilities and what
experienced and pivotal staff members. In time, the loss of critical they need to learn in order to develop further, how to evaluate their
skills and the disarray created by frequent turnover can threaten performance, and how to compensate them fairly and competitively.
the sustainability of programs and of the organization itself.
Know the talent
The employees’ perspective The second step is to have a similarly clear picture of the talent in
Professional employees in NGOs tend to be idealistic the organization available to fill these roles. To get a comprehensive
and mission focused. However, like professionals in any portrait of the organization’s talent, the same basic processes, criteria,
field, they have ambitions for greater responsibility; they and tools for tracking individuals and their performance and their
seek new challenges and may be frustrated by the lack of future potential should be used throughout the organization. Although
opportunity for promotion in their organizations. Like the process may involve some customization to respond to differences
other professionals, they want to be recognized for their in local culture and the way each operation works, the vocabulary for
contributions, but monetary rewards may be hard to talking about job expectations, performance and potential should
come by. Often, the only way they can see to fulfill their be uniform and there should be a process in place for calibrating the
needs is to move to another NGO or the private sector. vocabulary so that everyone means pretty much the same thing by the
terms and ratings they use.
The organization’s challenge
Many international NGOs are challenged by the
very nature of their missions and their organization.
While headquartered in the U.S., they deliver services
throughout the world. Two separate management struc-
tures develop. Headquarters staff, expatriates and senior
local leaders are subject to processes promulgated and Internationally focused
monitored by headquarters, while country directors are master’s degree programs
generally free to manage local employees as they judge fit designed to advance
depending on local conditions. NGOs are usually fairly your career.
flat organizations with limited opportunities for promo-
tion. Further complications arise when a position has fund-
ing for only a limited period of time, leaving uncertainty
about the employee’s future once the contract ends.
So, at the local level, opportunities are limited by the
autonomy of the local operation and its relative isolation from
headquarters and other local units and by internal competition
between local and expatriate employees. At the same time, head-
quarters and international employees are frustrated by flat hierar-
chies and term contracts. How, then, can employers create incentives
that keep critical employees committed to their organizations? Put Your passion
Into Practice
Know the jobs and how they fit together across the
organization
The first step is a comprehensive view of the organization’s roles and
the capabilities required to perform those roles. Job descriptions should
be harmonized across the organization so that performance expecta-
tions, titles and job levels are consistent across functions and locations.
This can be a big undertaking, but it can be done with relatively few
resources by having employees fill out simple, standardized forms about Learn more at www.sit.edu
their major responsibilities and capabilities required to perform them. admissions@sit.edu
Toll-free (US) 800-336-1616 or 802-258-3510
It is also very helpful to describe the basic career path that leads to the

May 2010 MONDAY DEVELOPMENTS 27

Keeping Talent
There should also be a process for tracking employees’ interests and
ambitions, whether or not they are willing to relocate, new skills they
have acquired and other data that will inform decisions about whom to
place in assignments that arise. Keeping the information in a searchable
database will make it easy to locate individuals with special skills, to check
whether candidates for a job are open to moving and to understand the
motivations of individuals the organization wants to be sure to retain.
Review talent annually
An annual talent review process is an efficient, effective way to
align decisions about key jobs and highly valued individuals. Once a
year the international leadership team (which might include country
directors, program directors and headquarters leaders) have a struc-
tured discussion about their most valued employees. The outcomes
of this talent review are:
A list or lists of the organization’s most valuable
employees
One of the most important reasons for conducting the exercise is to
get to know talent that might otherwise be hidden from view. It may
be the only time during the year that leaders at the head office or in
different countries get to hear about talented individuals on local field
staffs and think collectively about how they can be best developed and
deployed for the good of the entire organization. Identifying the most
valuable employees doesn’t mean devaluing everyone else. It does mean
recognizing that there are a few critical people whom it is especially
LOOKING FOR A NEW JOB
in International Development or Humanitarian Relief?
InterAction’s online job board instantly
connects you to the latest humanitarian relief
and international development jobs as they
become available.
Search by job sector, level, region and
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hiring managers come to you!
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28 MONDAY DEVELOPMENTS May 2010
Identifying the most
valuable employees
doesn’t mean devaluing
everyone else.
important to retain because they are likely to be the organization’s
future leaders (often called “high potentials”) or because they pos-
sess critical skills in high demand. This discussion will also help the
leadership team develop a consistent definition of what it means to
be a high potential or critical employee.
Succession plans for key roles
Eventually it will be necessary to replace someone in a leadership
position or someone who holds a key role. Knowing in advance who
those replacements are likely to be will save a great deal of pain later
on and reassure donors that the organization is stable and sustainable.
Succession plans can be made for specific jobs (e.g., the next CFO or
CEO) or for types of jobs (e.g., country directors). Typically, a succes-
sion plan will identify 3-5 people who might be able to do the job and
whether they are ready now or require time to develop into the role.
Development plans for successors and other critical
employees
Succession plans often fail because they remain bits of paper or
computer files and when the time comes to fill a position on the plan,
it turns out the designated individuals are not ready to assume that
level of responsibility. The annual talent reviews are an opportunity
for the leadership team to share the development needs of their key
employees and come to some provisional agreements about next assign-
ments and alternatives.
Communicate with employees
Employees frequently express frustration when they do not under-
stand how they can move ahead or what options are open to them.
Managers can help employees make realistic choices about their careers
by talking honestly about how performance and potential are judged
and what it takes to be prepared for different kinds of roles. These
conversations are much easier when the job structure has been defined
and the leadership team has done the groundwork in the talent review
process to agree on what it takes to be a leader in the organization.
In addition to one-on-one conversations with subordinates, the
leadership should communicate frequently with employees about the
organization’s talent management strategy and how that translates into
opportunities and expectations. And though your talent is often sub-
ject to your program timelines, there is no doubt that the future of the
organization will benefit greatly from using these tools to monitor
skills, capabilities and requirements, and allow you to spot and move
those key people to the next program or next country as it becomes
feasible. Being able to show you value your staff in this way will also
allow them to use your processes to plan a career with your organiza-
tion, rather than work from contract to contract, creating a win/win
for both the organization and the employee. MD

Navigating the Path
to a Rewarding Career
P
Ublic INterest in interna-
tional issues has increased in
the last decade. Publicity given to the
protests during international trade sum-
mits and economic forums has highlighted
the interconnectivity of the world and how
decisions made in Washington, DC affect
rural farmers around the world. In addition,
many celebrities have partnered with inter-
national NGOs and various UN agencies to
bring issues such as malaria prevention, the
economic development of women and access
to clean water to the forefront. In this media-
driven age, these celebrities can significantly
increase attention to substantive global issues
Photo: VIPDesign - Fotolia.com
and their involvement can encourage more
young people to enter the international devel-
opment workforce. Other new recruits include
children of immigrant parents from the devel-
oping world who have visited their parents’
homeland, been affected by the poverty and
despair they have witnessed firsthand and felt
compelled to help the situation.
Whatever the motivation to enter this field,
from the outside, a career in international
development seems like a fun and exciting job,
because it often involves traveling to exotic,
far-away places. But breaking into the field is
not easy. It requires a lot of training, diverse
skills, and experience, along with a bit of luck
to get a foot in the door. If you believe this
profession is your life’s mission, you must be
innovative and tenacious if you want to suc-
ceed. In addition, skill development must be
a career-long commitment.
There are essentially three stages in an
international development career:
Entry-level professional
When you are first starting out, the best way
to learn about the profession and gain expe-
rience is to secure an international-focused
May 2010 MONDAY DEVELOPMENTS 29
Career Progression
Plotting the career
progression of
an international
development
professional.
By Andrea Bediako,
International Program
Coordinator, Katherine
A. Kendall Institute for
International Social Work
Education, Council on Social
Work Education
internship. The work may be mostly admin-
istrative, but being in the environment and
interacting with professionals will provide
opportunities to gain knowledge and make
professional contacts who can help you with
career guidance. During this first stage of your
career, work on learning one of the predomi-
nant languages in your region of interest. Also
work on developing strong administrative,
grant management, analytical and logistical
skills.
Because breaking into this field is competi-
tive, you may not be able to find an entry-
level job right away. If that happens, find a job
focusing on the domestic side of the sector of
international development that most inter-
ests you. For example, if you are interested in
microfinance, try working for an organiza-
tion that runs microfinance projects in the
United States. If democracy and governance
is your passion, you could work for a domestic
Career Progression

There are endless Mid-level professional

possibilities and paths
to get a foot in the
door if you are willing
to think creatively in
your approach to your
career.
organization that monitors governance issues
at the state and federal levels. If you choose
this route, it is important to keep abreast of
international issues and develop international-
focused contacts outside of your main job to
help you prepare for when you transition into
the international realm. There are endless pos-
sibilities and paths to get a foot in the door
if you are willing to think creatively in your
approach to your career. The skills developed
at this stage can be transferable later.
As you become a mid-level professional,
the level of responsibility increases. At this
stage you begin to specialize and develop a
stronger network of contacts in and across
the sector. Your primary responsibilities will
include managing and evaluating multiple
programs and projects. Working at this level
also often involves managing subordinates,
which requires strong interpersonal skills. At
this point you might also get a Master’s degree
or a post-graduate certificate to help enhance
skills and further develop credentials. Frequent
travel is often required and living overseas for
an extended amount of time is a possibility.
Some people decide to spend the entire balance
of their career progression at this level taking
on broader programmatic responsibilities over
time, but others decide to pursue an executive-
level position.
Executive-level professional
Work at the executive level involves moni-
toring the overall functions of a department
or an organization. It requires having a broad
perspective with a particular focus on finan-
cial and organizational stability and often
entails fundraising and justifying budgets. It
also requires strategic planning and building
partnerships and coalitions with allied orga-
nizations and funders. People at this level are
often looked to as an authority within their
area of expertise.
The career of an international development
professional requires a lot of planning and
preparation. You need persistence to get your
foot in the door, but once you are in, you’re
in. It is a difficult, but rewarding career. It
requires many sacrifices, particularly if your
work is overseas, but the sense of satisfaction
one gets from working on a project that brings
clean water to a community or helping women
become economically self-sufficient is immea-
surable. Working in the international develop-
ment field is not just a job. It is a calling that
allows you to contribute to the improvement
of humanity.
MD

JENNINGS RANDOLPH FELLOWSHIP PROGRAM

The United States Institute of Peace invites applications for Senior Fellowships for up to ten months
as part of the Jennings Randolph (JR) Program for International Peace.
Senior Fellowships are awarded annually to scholars, policymakers, journalists, and other
United professionals to write and conduct research on peace, conflict, and international security issues.
StateS Citizens of any country may apply. Senior Fellow application deadline: September 8, 2010. For
more information on JR Fellowship programs, please visit our Web site.
inStitUte
The JR program also supports doctoral research. For more on the Peace Scholar Dissertation
of Peace Fellowships, please visit our Web site.
www.usip.org/fellows • E-mail: jrprogram@usip.org
1200 17th Street NW
Suite 200

GRANT PROGRAM
Washington, D.C. 20036
(202) 457-1700
Fax (202) 429-6063
www.usip.org The United States Institute of Peace (USIP) invites applications for its Grant competitions.
Annual Grant Competition considers applications that focus on preventing, managing, and
resolving violent conflict and promoting post-conflict peacebuilding outside the United States.
Annual Grant application deadline: October 1, 2010.
Priority Grant Competition: Through Summer 2010, USIP continues to focus its grantmaking
on seven countries as they relate to USIP’s mandate: Afghanistan, Colombia, Iran, Iraq, Nigeria,
Pakistan, and Sudan. Applicants may apply at any time throughout the year.
For more information about the Grant Program’s priorities and eligibility requirements, please visit
our Web site.
www.usip.org/grants • E-mail: grants@usip.org

30 MONDAY DEVELOPMENTS May 2010


How Young NGO
Professionals
Can Develop a
Career Strategy
Practical steps for making
a plan that works for you.
By Roxy Allen, Training Events
Coordinator, InsideNGO
L
ast year InsideNGO, an associa-
tion that supports operational teams
of relief and development organizations working
internationally, launched a Young Professionals Forum to
support career growth, encourage professional development
and create opportunities for professional connections with others in the
international NGO community. Several recent InsideNGO workshops
and roundtables have offered practical tips on career advancement,
with developing a career strategy foremost among them.
Your career is your platform to do great things—to do meaningful
work that you love. At a recent InsideNGO workshop on career devel-
opment, participating young professionals were advised to take the
concepts of strategic planning and apply them to their own strategic
career growth plan. What is your personal vision and what are your
goals? Who do you want to be? What job do you want now or in the
future? How will you get there? Setting three to five-year strategic
career goals will help you get yourself moving forward.
As in strategic planning, start with a scan of your environment: your
career does not just happen; you need to be proactive. Stay current
with industry trends, join relevant professional groups and under-
stand your organization’s strategic plan. Read a variety of books and
journals to gain a wider understanding of the sector and field you are
interested in. Become associated with professional groups and attend
seminars and events they offer. Talk with colleagues in similar posi-
tions at other organizations. Find out what they have found helpful.
Talk to senior leaders about their experiences and learn about new
opportunities in your sector. Your career strategic plan needs to take
these environmental triggers into account. Then use what you have
learned to develop tactical plans and career benchmarks.
Organizations are constantly changing. In your current position, do
you understand where your organization is going? Learn about the
Photo: Spencer Millsap
future plans of the organization and the skills you will need to be part
of its evolving future. Ensure your skills and experiences are relevant
not only to the work you do now but also the positions to which you
aspire and start thinking and acting like a person in the position you’d
love to have. Demonstrate flexibility. Find a mentor.
Career growth
Communication needs to be a central part of your career strategy.
As noted author and speaker Tim Sanders says, your network is your
net worth. You cannot develop your career strategy and goals and
silently hope they become reality. You need to talk to the people in
your network about your plan. Network at live events and through
social media like LinkedIn. Prepare and clearly project your personal
brand. The projects and activities you work on, the professional associa-
tions you belong to, the research you have done and the professional
development training you have received all serve to create a statement
about who you are and where you are headed.
Review your strategic plan regularly and frequently, and make adjust-
ments as you learn and progress. Seize the opportunity to learn
by your experience.
At a recent webinar, InsideNGO member senior
human resources leaders offered many ideas includ-
ing this very useful tip: look at your resume every
January and reflect on your accomplishments over
the past year. If you are not adding to your list of
skills and experiences, review your career strategic
plan and see if you are stalled and what you can do
to move it forward. MD
For more information about InsideNGO or its
Young Professionals program, please contact rallen@
InsideNGO.org
2010 Annual Meeting for Members
Washington, DC  
Finance, Grants & Contracts—July 12‐13 
Cross Operations—July 14 
Human Resources—July 15‐16 
Learn  from  experts,  share  your  experience  with 
peers,  connect  with  colleagues  from  InsideNGO’s 
member base of more than 250 organizations.  
The full agenda will include over 60 sessions aimed 
at addressing the core challenges faced by interna‐
tional development and relief operations staff. 
“Good mix of people with different perspectives and experiences 
coming together to discuss relevant and important issues that impact 
the effectiveness of our work.” 
“It was so informative…. I walked away from each session with 
something that I can use or that I can learn from.” 
To learn more, go to—www.InsideNGO.org 
May 2010 MONDAY DEVELOPMENTS 31
Islamic Schools
Tradition
and Learning in
Islamic Schools
A conversation with Helen Boyle.
By Heidi LaFleche, Senior Writer,
Education Development Center, Inc.
A
s a project director at
Education Development Center, Inc.
(EDC), Helen Boyle’s work has taken
her across the Middle East and Northern
Africa. She has come to know parents, teach-
ers, and students in many different Islamic
school classrooms.
Boyle seemed destined for a life in edu-
cation; her father was a teacher and school
principal, and her mother was a librarian.
After teaching junior high for one year, Boyle
joined the Peace Corps. While in Morocco,
she became intrigued with Islamic schools. “I
knew Islam was a religion that put great value
on learning,” she says. “That got me interested
in researching these kinds of schools.”
Boyle did her dissertation on the Qur’anic
schools in Morocco and earned a doctorate in
comparative education. She teaches Education in
Islamic Society, a course at George Washington
University. In Africa, Boyle and her colleagues
have carried out research on Islamic schools
(known as “madrassas” or “medersas”) to bridge
the teaching of religion with math, sciences, lan-
guages and other secular subjects. The following
excerpts from a recent conversation with her
offer some of her insights.
Describe the kinds of Islamic schools.
There are different types of Islamic schools
across Africa, in countries such as Nigeria,
Ghana, and Mali, and the Somali region of Ethi-
opia. The most traditional Qur’anic schools just
have religious instruction, in particular, memo-
rization of the Qur’an, the Islamic holy book.
Other Islamic schools offer both religious studies
and some secular subjects, such as math, science
32 MONDAY DEVELOPMENTS May 2010
and English. In several countries (Nigeria, Mali
and Ghana, to name a few), national ministries
of education are encouraging and supporting
the addition of these subjects. The international
development community is increasingly look-
ing at how to offer culturally sensitive technical
assistance to these schools, whether it be teacher
training or interactive radio instruction.
What are some of the challenges
facing Islamic schools today?
Many students in Islamic schools have not
learned the official language of their coun-
try: for example, French in Mali or English in
Nigeria. This leaves them behind in terms of
education, particularly if they try to matric-
ulate from Islamic schools into the public
school system. Many Muslims in these coun-
tries have expressed the need for their children
to receive both a secular and an Islamic edu-
cation so they can better participate in both
political and economic life.
EDC has completed studies, as part of vari-
ous USAID projects, that look at the character-
istics of Islamic schools, particularly in terms
of teaching practices, as a first step to assisting
Islamic schools as they integrate new subjects
into their curriculum. Indeed, one of the pri-
orities of our funder (USAID) is to learn more
about how we can develop secular programs
that are sensitive to Muslim religious tradi-
tions and improve the quality of teaching and
learning in those classrooms.
How have Islamic schools changed?
As Islam spread across Africa in the seventh
and eighth centuries, it brought with it some
of the educational institutions that developed
in Arabia under the prophet Muhammad. The
traditional model was a school that solely
taught children to memorize the Qur’an. As
they evolved, these schools branched out
into other areas—Arabic philosophy, science,
mathematics. The longer a student stayed in
school, the more they would encounter other
subjects beyond Qur’anic memorization.
Centuries ago, these schools had interesting
forms of pedagogy, including peer learning,
individualized instruction, and self-paced learn-
ing. Students were evaluated on their mastery
of the materials studied and not by a formal
exam process. If a student did not master the
material he was studying, he simply went back,
got more instruction and tried again. Although
the schools were very authoritarian, many of
the instructional practices they employed are
ones that we are promoting today in our teacher
training activities.
In many post-colonial African countries,
Muslim populations were reluctant to send
their children to the emerging public school
system as that system was associated with the
colonizer and/or Christian traditions. So they
tended to keep their kids in Qur’anic schools
to ensure that they learned about and were
faithful to their own religious traditions.
Why are there so many
misperceptions of Islamic schools?
People in the United States don’t really
know much about them. We hope the Islamic
Sector Education Study we conducted for
USAID in Ghana and our report, Educational
Quality in Islamic Schools Report in Nigeria
clarify some misconceptions about Islamic
schools in general.
After September 11, 2001, we heard a lot
of negative commentary about Islamic educa-
tion. Ninety-nine percent of the time, con-
cerns that Islamic schools promote terrorism
are completely misplaced. When you talk to
many teachers and parents in Muslim com-
munities: they all want the best for their kids,
the same way American parents do. No mat-
ter where we are, we hear parents of children
in an Islamic school say, “I hope my child
graduates from high school. I hope my child
goes to college and becomes a doctor.” Those
hopes are universal. MD
A version of this conversation previously
appeared in EDC Update, the quarterly magazine
of Education Development Center. Comments can
be sent to comment@edc.org.
Kicker
Projects
Kenya Urban Cash
Transfer Program
Organization
Concern Worldwide
Location
Nairobi, Kenya
Funders
Private donors and SIDA
(Swedish International
Development Cooperation
Agency)
The Project
Kenya is the first country in the world to
use mobile phones for cash transfers. In
another first, in response to a food crisis
affecting four million people in urban slums,
the government of Kenya’s Food Subsidy
Taskforce has recommended working
with Concern to pilot the nation’s first-
ever social welfare program using mobile
phones to distribute emergency cash to the
poorest living in the slums of Nairobi.
Concern’s Kenya Urban Cash Transfer
Program is partnering with Kenya’s largest
telecommunications company, Safaricom
Limited, on the use of its M-Pesa money-
transfer service. A code sent via text
message to beneficiaries allows them
collect the money from authorized M-Pesa
agents.
The Kenyan government declared a
national food emergency in 2009, but
there is no coordination mechanism in
the country to determine how recent
shocks—post-election violence and rising
food costs—have impacted people in
the urban slums. The findings in a joint
report spearheaded by Concern (along
with partners CARE and Oxfam) confirm
suspicions that the urban food crisis has
reached a critical impasse.
Under normal circumstances,
malnutrition rates of at least 15 percent
in a specific geographic area qualify as
a humanitarian emergency. But in the
slums, with their high population density,
this international standard measurement
would mean that there were hundreds
of thousands of severely malnourished
children—a crisis of monumental
proportions to which neither NGOs nor the
government would have the capacity to
respond to rapidly and effectively.
As Concern Country Director Anne
O’Mahony explained, “We know that
the international standard for signaling
a nutrition emergency does not apply in
Nairobi’s slums. We must act now! If we
wait until we have evidence of reaching that
standard, it will already be too late.”
Deceptively, there is plenty of food for
sale in markets, but the extremely poor
simply can no longer afford to buy it. As a
result, said O’Mahony, families are resorting
to desperate measures just to survive.
There are sharply rising rates of malnutrition
among children under five.
Based on the Food Subsidy Taskforce
recommendations and with funding
support from the Swedish International
Development Cooperation Agency,
Concern has begun to distribute emergency
cash via mobile phones to some 2,000
families in Korogocho, one of Nairobi’s
poorest slums.
“In an emergency, we want to respond
as quickly as possible. This technology
can get the money here in minutes, as
opposed to the very difficult logistics and
high transportation costs of shipping in
food,” said O’Mahony. “Before this pilot, in
Kenya’s informal settlements and slums,
there was no social welfare and no safety
nets of any kinds. If you didn’t have money,
you didn’t eat,” she said.
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May 2010 MONDAY DEVELOPMENTS 33
Does your organization implement
unique projects or programs? Share
them with the Monday Developments
community. Send your project’s
name, implementing organization,
location and funder(s) along with a
brief description of 400 words or less
to cbrobst@interaction.org
Haiti Earthquake Relief and
Reconstruction
Organization
Movimiento de Mujeres
Dominico Haitiana (MUDHA)
Location
Dominican Republic
Funders
American Jewish World Service
(AJWS)
The Project
While the earthquake in Haiti did
not discriminate, its effects on women
and children remain dire and largely
undiscussed. Already traumatized by the
loss of homes and loved ones, women and
children are now suffering the additional
trauma of rape, abuse and gender-based
violence in tent cities and refugee camps
that have become home to hundreds of
thousands of people.
To address these problems, American
Jewish World Service, an international
development organization motivated by
Judaism’s imperative to pursue justice, is
supporting many grassroots organizations
including the Movement of Haitian and
Dominico-Haitian Women (MUDHA),
a Dominico-Haitian community-based
organization based in the Dominican
Republic that advances human rights,
community health education, gender
equality and environmental conservation, to
respond to the neglected needs of Haitian
women and children.
Just hours after the earthquake hit,
MUDHA coordinated a series of relief
caravans with medical and personal
hygiene supplies to Port-au-Prince.
Traveling on bumpy roads across the
border of Haiti, members of MUDHA treated
patients for 24 hours straight, exhausting
all of their supplies. Since its first caravan,
Projects
MUDHA has installed 12 encampments in
five communities outside of Port-au-Prince
and has implemented an innovative strategy
to train youth in first-responder skills to
support the work of doctors in providing
counseling, emotional support and needs-
assessment for earthquake survivors.
MUDHA’s caravans were propelled by the
limitations of large-scale food distribution
without equitable rationing according to
family size. Food had not arrived in many of
the refugee camps—full of large families—
until nearly two weeks after the earthquake
hit. MUDHA has been working exclusively
with camps of earthquake refugees that
are organized on a community level. By
coordinating directly with camp leaders to
conduct censuses in the camps, MUDHA
determines which aid is most needed and
focuses particularly on women’s needs
including feminine hygiene products,
diapers, undergarments, condoms and
other reproductive health supplies that
are frequently missed by humanitarian aid
efforts.
MUDHA is now also working in affected
communities in Leogane, Petit Goave and
Grand Goave, establishing safe spaces
for women and conducting workshops on
sexual and reproductive health.
The key to Haiti’s future is to equip Haitian
grassroots organizations with the resources
they need to rebuild Haiti from the ground
up. AJWS is proud to support MUDHA in its
effort to revive Haitian society and build
sustainable, grassroots change. MD
Project claims are made by the featured
organizations and are not confirmed or
endorsed by InterAction.
Monday Developments
Magazine provides
in-depth news and
commentary on global
Monday Developments Magazine
trends that affect relief,
refugee and development work. It features the
latest information on the work of InterAction
members around the world and keeps readers
up-to-date on legislative action in Congress
that could impact U.S. foreign assistance
to poor countries. Monday Developments
Magazine also describes new resources for
relief and development workers, professional
growth opportunities, upcoming events and
employment listings.
www.interaction.org/monday-developments
34 MONDAY DEVELOPMENTS May 2010
Haiti Aid
continued from page 19
Also, the vast majority of the Haitian
economy is hidden in the black market where
taxes are uncollectable and corruption is
rampant. Haiti should legalize underground
entrepreneurship and not tax it until these
businesses grow larger and more sustainable.
Haitians are incredibly entrepreneurial: they
need to be nurtured, not exploited or sup-
pressed. Donors should flood the country
with microcredit.
The earthquake created an opportunity to
break up the massive slums dominating Port-
au-Prince. Aid needs to create jobs and hous-
ing outside the capitol so that people will not
be locked in inner city ghettos where there is
little hope. Unfortunately, even though large
numbers are homeless following the quake,
government and donors are still dithering
about how to relocate them.
On a parallel issue, many poor Haitians
are squatters who have no legal right to their
property. Where illegal housing and busi-
nesses can be salvaged or rehabilitated, the
government needs to promote legal prop-
erty ownership so that people can invest in
improvements. Hernando DeSoto, author of
The Mystery of Capital, has offered a viable
agenda for transforming this “dead capital.”
The current administration
In my view, President Rene Preval was the
right person to take over after President Jean-
Bertrand Aristide’s overthrow. Preval did the
right things in gaining support from donors,
especially the U.S., patching up diplomatic
relations in Latin America, Caribbean, the
U.S. and Europe, and defusing a lot of political
problems with opposing parties and factions.
There were probably few leaders in Haiti who
could have accomplished this. Preval is ineli-
gible to run for re-election and he should not
attempt to do so (a practice all too common
in Haiti’s past).
The next leader will need to sustain Preval’s
political accomplishments, but also articulate
a vision for the country that he/she can deliver
on. Haiti’s future will rely on charismatic lead-
ership and effective management. It is unclear
whether such a person exists. Unfortunately,
Haiti has lost much of its governance capac-
ity: parliament and ministries have been
devastated by the earthquake and elections
that were to be held last year have now been
indefinitely delayed, making it difficult to
form a viable government.
Conclusion
Haiti is a unique place: it has experienced
continuing, unprecedented natural and man-
made disasters over its 200-year history and
throughout that time Haitians, especially the
poor, have endured and struggled on. Let’s
unite to get this country on the right track once
and for all. Haiti would make a perfect candi-
date to “demonstrate” aid effectiveness. MD
Professor Buss is also the author of Haiti
in the Balance: Why Foreign Aid Failed and
What We Can Do About It (Brookings Institu-
tion Press, 2008).
Accountability
continued from page 20
part of this process is creating a participatory
work relationship in which the people of the
community are well informed about what they
can rightfully expect from the humanitar-
ian community: namely, that food and other
forms of assistance are given freely to them,
without any expectation that sexual favors
must be given in return.
Moreover, by playing a role in design-
ing complaints and reporting mechanisms,
affected communities gain experience not only
in identifying the violations of their rights but
also in seeking and securing effective and just
remedies for these violations. When interna-
tional NGOs establish such systems, it creates a
model for similar accountability by the govern-
ment to local communities. In short, a system
to prevent and respond to SEA can blossom
into an educational process for communities
about securing their rights more broadly.
If we are honest with ourselves, we in the
humanitarian community must acknowledge
that much still needs to be done to address
SEA. If we do what is needed, we can leave
behind the foundation for long-lasting change.
When we set up accountability systems that
work, then, long after we leave, the communi-
ties that gained experience in exercising their
rights while working with us, will be better
able to seek similar respect from their local
and national governments. They now know
that a system can be accountable and serve all
equally. MD
The authors are co-chairs of the InterAction
Sexual Exploitation and Abuse Sub-Working
Group.
Kicker

Events
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your upcoming events in Monday
Developments Magazine. Send your
event’s name, date, location and
contact information to publications@
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April www.insidengo.org/ 26–27 June Deep Ecology &

workshops.htm Annual G20 Summit Sustainable Living
25 April Toronto, Ontario San Ramon, Alajuela,
Earth Day / World Malaria 22 May www.g20.org Costa Rica
Day International Day for www.earthedintl.org/
Biodiversity 28 June Summer.htm
25 April www.biodiversity-day.info/ Habitat For Humanity
2010 Spring Meetings of International September
the International June Mongolia Blue Sky Build
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World Bank Group  2–4 June Contact: +66 2 632 0415 Third UN Private Sector
Washington, DC InterAction Forum: MDGs
www.imf.org/external/am/ Annual Member JUly New York, NY
index.htm Forum Contact: Melissa Powell,
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May Contact: bwallace@ Annual Meeting: Finance,
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3–14 May Washington, DC Millennium Development
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www.un.org/esa/dsd/csd/ Washington, DC 14 July calendar.shtml
csd_csd18.shtml womendeliver.org Annual Meeting: Cross-
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4 May 23 June Washington, DC
Young Professionals VIII Annual Local www.insidengo.org/ 9–11 October
Forum: Facilitation Skills Networks Forum workshops.htm 2010 Annual Meetings of the
Washington, DC New York, USA International Monetary Fund
www.insidengo.org/ Contact: haertle@un.org 15–16 July and the World Bank Group
workshops.htm Annual Meeting: Human Washington, DC
24–25 June Resources www.imf.org/external/am/
18–19 May UN Compact Global Washington, DC index.htm
Navigating International Leaders Summit www.insidengo.org/
Human Resources in the New York, NY workshops.htm 9–15 October
InterAction’s Progress
Nonprofit World www.unglobalcompact.
Against Poverty Week
Washington, DC org/newsandevents/2010_ 18–23 July
http://www.insidengo.org/ Leaders_Summit/index.html XVIII International AIDS
17 October
workshops.htm Conference
International Day for the
25–27 June Vienna, Austria
Eradication of Poverty
20 May 36th Annual www.aids2010.org/
Worldwide
Federal Grant & Contract G8 Summit
www.un.org/esa/socdev/
Requirements for HR Huntsville, Ontario 25 July
social/intldays/IntlDay/
Professionals www.canada-g8-summit. Earth Education
International
index.html
Washington, DC com/

May 2010 MONDAY DEVELOPMENTS 35

Jobs
Finance & Administration Manager
Boston, MA
JSI/BOSTON INTERNATIONAL DIVISION.
The F&A Manager focuses on issues related to
efficient management of financial systems for
field projects. S/he works closely with project
teams to provide daily direction and support to
JSI bilateral projects. Responsibilities include
serving as a resource, ensuring implementa-
tion of financial policies, developing tools, and
training staff in their use, and traveling to field
offices to perform financial reviews. Qualifica-
tions: BS in finance, MBA preferred, five years
experience managing financial systems, prefer-
ably overseas, good knowledge of USAID rules,
ability to work as part of a team. Interested can-
didates should apply online: www.jsi.com.
ProQuest CultureGrams
Reviewers Needed
Anywhere
Use your overseas experience to become a
reviewer for CultureGrams, a series of educa-
tional reports describing the cultures of more
than 200 countries. Reviewers receive $100
to $300 for providing feedback and additional
content on an existing country-specific report.
More than 80 reports are available for review.
Professional writing experience is not required.
Applicants must speak a national language, be
well integrated in the culture, and have lived in
the country for at least two and a half of the
last four years. Visit www.culturegrams.com/
submissions/reviewers.htm for more informa-
tion and an online application.
Senior Specialist,
Global Disaster Response
Habitat for Humanity International is seeking
a seasoned professional for the position of Se-
nior Specialist, Global Disaster Response. The
successful candidate will have a minimum of
6 plus years in international disaster response
including on the ground experience in coun-
tries outside of the US. MUST be comfortable
working in a fast paced environment and have
the ability to respond quickly to changing envi-
ronments. If you would like to be a part of the
dynamic international organization, you can ex-
press interest online at www.habitat.org. Habi-
tat is an EOE.
Specialist, Accountability
Haiti
The Accountability Specialist will provide leader-
ship, technical guidance in ensuring humanitar-
ian accountability and community engagement
are incorporated into Save the Children pro-
36 MONDAY DEVELOPMENTS May 2010
gramming. S/he will accomplish this by setting
up complaints/feedback mechanisms, training
staff on accountability and quality standards,
and ensuring that these standards are met. The
Accountability specialist will also work with the
M&E specialist to include quality and account-
ability standards in regular M&E activities, such
as assessment, design, monitoring and evalua-
tion (ADM&E), and other learning activities such
as program reviews during Save the Children’s
Emergency programming. Required Skills:
Advanced degree in a social science and/or
equivalent discipline. Experience in international
emergency programming. Proven practical ex-
perience in Quality Assurance of Accountability
Standards. Strong understanding of HAP-I and
Sphere. Experience in development of training
programs including curriculum design, presen-
tation and teaching skills, and training of trainers
methods. Strong analytical ability, especially re-
lated to problem solving and systems develop-
ment Excellent oral and written communication
skills in English. Strong French or Haitian Creole
language skills required. Apply on-line at www.
savethechildren.org under “Careers”
Senior Specialist, Emergency Food
Security and Livelihoods
Haiti
The Senior Specialist, Emergency Food Securi-
ty and Livelihoods will lead the development of
SC’s Emergency Food Security and Livelihoods
unit; provide technical support for Save the
Children’s food security and livelihoods emer-
gency response and recovery portfolio, particu-
larly in the areas of: short term safety nets (cash
and food resource provisioning), disaster risk
reduction, livelihoods recovery, and emergency
food security assessment. Documentation,
proposal development, training, tool develop-
ment and capacity building will be key compo-
nents. Advanced degree in a related area; field-
based experience in response and recovery; at
least 5 years experience in emergency and/or
developmental food security and/or livelihoods
program management and technical support;
understanding of food security concepts and
multi-sectoral programming; experience with
designing and implementing cash and food-
based safety net activities, asset protection,
disaster risk reduction (preparedness and miti-
gation), food security assessment and program
design. Solid writing, editing, training and grant
writing experience essential. Ability to work
independently, even in harsh environments; to
travel up to 40% of the time; be deployed for
emergency response and assessment activi-
ties. Strong communication and interpersonal
skills and cultural sensitivity required. Interest-
Are you looking to hire experienced
development and humanitarian
professionals? The candidates
you’re looking for read Monday
Developments! Send your classified
position announcements or display
advertisements to Katie Delaney at
publications@interaction.org
ed candidates please submit your resume and
cover letter on-line at www.savethechildren.org
under “Careers” ref # 4250
Senior Manager, Logistics
Haiti
Save the Children US, the leading independent
organization creating real and lasting change
for children in need in the U.S. and around the
world seeks a Logistics Manager to be respon-
sible to lead and manage the set up or scale
up of all emergency response logistics functions
and responsibilities and associated staff. As a
member of the emergency management team,
the Emergency Logistics Manager will support
the Response Team Leader and other mem-
bers of the emergency management team on
the best use of Save the Children’s resources.
Requires two years international experience in
humanitarian logistics at County Program Lo-
gistics Manager level. International experience
in supply chain management in a sudden onset
emergency or complex environment. Interna-
tional experience in coordination of humanitar-
ian logistics with multiple external agencies or
clusters. Experience in proposal development,
budget planning and management, and the reg-
ulations of key international emergency donors
governing supply chain, stocks and assets.
Please apply online at www.savethechildren.org
under “Careers” and reference job #4390.
Deputy Director,
Operations Manager
Haiti
Save the Children, the leading independent
organization creating real and lasting change
for children in need in the U.S. and around
the world seeks an Operations Manager to
be responsible for overall on-going manage-
ment responsibility for the program delivery
aspect of SC’s Emergency Operations in Haiti.
Oversee hiring of properties and premises as
required, ensuring that contracts, leases and
other agreements are properly prepared and
updated. Ensure that Standard Operation Pro-
cedures are strictly followed and adhered to
by all. Help to liaise with relevant program staff
and oversee development of timely and sound
proposals and budget development. Requires
7 years experience in human resource, logistics
and/or grant management, including budget
holding & donor reporting. At least 5 years sub-
stantial experience managing finance, human
resources and logistics in international pro-
grams with a humanitarian organization within
an emergency environment. Experience work-
ing with NGO partners and a participatory ap-
proach. Experience managing USAID-OFDA/
USG funded projects. Please apply online at www.savethechildren.org
under “Careers” and reference job #4364.

Director,
Deputy Team Leader, Programs
Haiti
Save the Children US, the leading independent organization creating
    
real and lasting change for children in need in the U.S. and around the 
world seeks a Director, Deputy Team Leader, Programs to be responsible
to provide strong leadership to the Haiti program and ensure implementa-
 
tion of quality, integrated programs in Haiti. The Director will directly su-
pervise all sector leads/advisors and will ensure strong program design,  
implementation and reporting. S/he will also directly supervise the M&E
staff, ensuring quality, evidence-based programming and effective moni-
toring and evaluation systems and protocols are in place. The Director  
will ensure that program activities are effective and meet the designated
goals and objectives of Save the Children and the target population. Re-  
quires at least 10 years experience in holistic development work and at
least 5 years experience working in an emergency setting. Must have 
strong and demonstrated strategic planning skills. Must have knowledge  
of and proven experience in management, including financial manage-
ment, and including management of a large team of expatriate and na- 
tional experts. Must have experience with various government and multi-  
lateral funding sources. Please apply online at www.savethechildren.org
under “Careers” and reference job #4360.
 

InterAction’s online job board
instantly connects you to the

latest humanitarian relief and 
international development jobs 
as they become available.

careers.interaction.org 
  

Country Directors*
The Peace Corps is looking for senior-level executives and
managers with exceptional leadership and motivational
skills, international experience (including living overseas),
administrative and financial management expertise, and
strong cross-cultural experience to serve as country directors.
International development experience is desired.
We seek candidates that are reflective of the diversity of
Peace Corps and our Volunteers.
Country directors must be United States citizens and must not
have been associated with intelligence activities. Candidates
should have work experience managing a program or business
of comparable size to a Peace Corps country program (i.e.,
approximately 15 to 50 staff, 50 to 250 Volunteers, and an
operating budget ranging from $900,000 to $4 million), as
well as experience mentoring staff and volunteers. Since
approximately 90 percent of Peace Corps staff at each post
are host country nationals, cross-cultural communication skills
are critical.
The salary range for these positions is $87,848 - $140,940.
These positions are time limited, as are the positions of
all Peace Corps U.S. direct hire employees. Employees are
appointed for a 30-month tour and may be granted a second
tour for a maximum of five years (60 months) with the agency.
NOW HIRING:
Program & Training Officers*
The Peace Corps is looking for senior-level managers with exceptional
skills to manage staff and design and manage international
development programs in a variety of fields such as health, education,
small business development and agriculture/environment that
positively impact communities overseas. International and cross-
cultural experience are required.
PTOs manage, advise and develop teams of professional program
and training staff to support Peace Corps Volunteers at post. Our
PTOs oversee the processes of planning, analysis, implementation
and monitoring of programs and training activities, support staff and
Volunteers to meet the expectations of project partners and conduct
staff development. These officers guide coordination between working
units to ensure effective strategic planning, cost-effective budgeting,
and appropriate recommendations.
We seek candidates that are reflective of the diversity of Peace Corps
and our Volunteers.
All PTOs must be United States citizens and must not have been
associated with intelligence activities. Candidates should have work
experience managing an international development program or
business, and mentoring staff and volunteers. Since approximately 90
percent of Peace Corps staff at each post are host country nationals,
strong cross-cultural communication skills are critical.
The salary range for these positions is $57,678 - $129,008. All Peace
Corps U.S. direct hire positions are time limited. Employees are
appointed for a 30-month tour and may be granted a second tour for a
maximum of five years (60 months) with the agency.
Administrative Officers*
The Peace Corps is looking for senior-level managers with
extensive administration and finance experience, international
and cross-cultural experience (including living overseas),
and exceptional management and leadership skills to serve
overseas as administrative officers.
The Administrative Officer ensures the effective management
of country operations in support of a population of staff
and Volunteers entirely dependent on the critical services
(administrative unit supervision, financial analysis, policy
execution and implementation) the AO provides.
We seek candidates that are reflective of the diversity of
Peace Corps and our Volunteers.
All Administrative Officers must be United States citizens and
must not have been associated with intelligence activities.
Candidates should have work experience managing a program
or business, and mentoring staff and volunteers. Since
approximately 90 percent of Peace Corps staff at each post
are host country nationals, cross-cultural communication skills
are critical.
The salary range for these positions is $46,736 - $104,534.
All Peace Corps U.S. direct hire positions are time limited.
Employees are appointed for a 30-month tour and may
be granted a second tour for a maximum of five years (60
months) with the agency.

The Peace Corps is one of the most successful and respected development agencies in the world. More than 195,000 Volunteers have served in 139 countries
since the inception of the Peace Corps in 1961. Thousands more from every background are eager to serve as teachers, business advisors, information technology
consultants, health and HIV/AIDS educators, and agricultural extension Volunteers.
Peace Corps accepts applications for these positions throughout the year. You may apply on-line through the website, http://pcoverseasjobs.avuedigital.us/. You
must complete the on-line application to be considered for a position; resumes are supplemental.
If you have any questions, please contact the Office of Overseas Recruitment, Selection and Support at 202-692-2411 or e-mail AOandPTOjobs@peacecorps.gov for
AO and PTO positions and CDSelection@peacecorps.gov for Country Director positions.
*While many of these positions do not require fluency in a language, some do. We anticipate a specific need for fluent French, Portuguese and Spanish speakers.

May 2010 MONDAY DEVELOPMENTS 37

Brandeis University
RETHINKING DEVELOPMENT
One Degree at a Time
The Heller School for Social Policy and Management
Graduate Programs in Sustainable International Development

VISITING APPOINTMENTS IN THE LARGEST AND MOST

DIVERSE DEVELOPMENT PROGRAM IN THE US

The Graduate Programs in Sustainable International Development (SID) invites applications for two one-year posts (with
possibility of renewal for a second year) beginning mid-August 2010. SID includes an MA in Sustainable Development, an MS
in International Health Policy and Management, and the PhD in Global Health and Development Policy. Also dual degrees with
Coexistence and Conflict Resolution, as well as Gender and Women’s Studies. Faculty are drawn from the major development
agencies and interact with students from 70 countries annually.

Laurence R. Simon, Director

Practicum Coordinator and Visiting Associate or Full Professor in Development Studies

This full-time position will combine 1) advising students on professional internships in major development organizations
around the world and 2) course instruction. Candidates must have extensive experience in international development
organizations including diverse geographical and thematic expertise. Additionally, candidates should have demonstrated ability
to mentor students preparing their Master’s papers as well as familiarity with experiential training methods and case studies.
Fluency in a second language preferably French or Spanish is a plus.

Visiting Associate or Full Professor in Development Studies

This full time position is for a social scientist with a strong theoretical and methodological background in the political economy
of poverty (related disciplines to be considered) to teach interdisciplinary courses on Poverty and Inequalities, the theory,
history and practice of development at the Masters and PhD levels. S/he will teach the equivalent of four full semester
courses in the academic year, mentor students, engage in the community, and liaison with the Institute on Global Health and
Development. The successful candidate will combine a strong background in development studies with practical experience
in international development through international organizations. Knowledge of current policy debates about development
assistance, development models and climate change is required. Research publications are a plus.

Applications for both positions

Please include a letter of interest, curriculum vitae, a list of three professional references, a sample article
or report written. Evidence of teaching and mentoring ability welcome. Submit to Alba Bego (abego@
brandeis.edu). Positions will remain open until filled. Visit http://www.heller.brandeis.edu/sid for
more information about our programs.

Brandeis University is an equal opportunity employer, committed to building a culturally diverse

intellectual community and strongly encourages applications from women and minorities.
Job Openings Chief, Program
Development
Arlington,VA

Deputy, Chief
Financial Officer
Arlington,VA

Deputy Director,
Health
Arlington,VA

Chief of
Operations,
Infrastructure
Kabul,
Afghanistan

Deputy Chief
of Operations,
Infrastructure
Kabul,
Afghanistan

1621 North Kent Street For more

Fourth Floor information,
Arlington,VA 22209 contact Christine
P: 703.248.0161 Dalpino at
F: 703.248.0194 703.248.0161
www.ird.org or visit
www.ird.org and
click on “careers.”
 Wherever Your Mission Takes You - We Will Be There...
ContaCt our PVo SPeCialiStS:
Robert W. Albrecht, CPA / ralbrecht@grfcpa.com
Andreas A. Alexandrou, CPA / aalexandrou@grfcpa.com

Worldwide Field Office Travel

• Auditing, A-133 compliance • Internal control evaluation

• Pension plan auditing • Expatriate tax preparation
• Grant compliance procedures • Investment policy analysis
• Employee tax planning • Subrecipient activity review

4550 Montgomery Avenue, Suite 650 North

Bethesda, MD 20814
Phone: 301-951-9090 Fax: 301-951-3570
www.grfcpa.com

Member of CPAmerica and Horwath International - a worldwide network of independent CPA firms dedicated to the integrity of the profession.

COUNTRY DIRECTORS Tanzania.Zambia.Haiti

Qualifications for all positions:
Master’s degree required - MBA
or MPH preferred; Excellent
understanding and familiarity with
US Government donor regulations;
managing sub-grantees, fostering
mentorship and organizational
strengthening; Demonstrated
abilities in NGO reporting,
budgeting, procurement, and project
management; At least 7 years of
experience in project management in
a complex international development
environment, start up experience
required. PCI offers a competitive
salary and benefits package.
PROJECT CONCERN INTERNATIONAL is seeking to fill three Country Director
positions. Two of the positions are located in Africa and the third is for our
continued efforts in Port au Prince, Haiti.
• In Tanzania, the Country Director will lead the organization’s 3-year USDA funded
Global Food for Education program starting in July, 2010.
• In Zambia, the Country Director will lead the HR management and leadership of
the PCI field staff; new program and resource development; program planning
and quality implementation; budgeting, budget execution and financial reporting;
program monitoring, evaluation and documentation; liaison with relevant ministries,
donors, partners, and other national and international agencies and stakeholders.
• In Port au Prince, Haiti the Country Director will ensure optimal quality of PCI/
Haiti’s programs; initially the OFDA-funded emergency response and the USAID
proposed single-year assistance program (SYAP), increase impact of these existing
programs, provide technical oversight for PCI/H programs and ensure quality and
timely program implementation and reporting. This position absolutely requires the
ability to read, write and speak French fluently with Creole being a plus. S/he must
also have experience working in Haiti doing program development in order to be
considered.

For a more detailed description of each of these positions, please go to our website at
www.projectconcern.org under the Get Involved link. Interested parties should forward
a cover letter and resume to careers@projectconcern.org. Please be sure to list the
position you are applying for in the subject line. EOE