MONDAY

DEVELOPMENTS
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Out Ock
JS OBS
ectio
Page 2
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8
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The Latest Issues and Trends in International Development and Humanitarian Assistance

What Humanitarian
Constitutes Report Card
a Security
Incident? Aid Effectiveness:
Dignity is the Key

The
Tsunami Reflecting on Five Years
of Recovery Balancing
Market Pay and
Organizational Goals

Preparing
Doctors and Nurses
to Be Managers

Jan/Feb
2010
Vol. 28, No. 1/2
 10
MONDAY
DEVELOPMENTS

Managing Editor/Art Director

Chad Brobst

Advertising & Sales

Katherine Delaney

Copy Editor
Kathy Ward

Additional Contributors
Nasserie Carew
17
Senior Director of Public Relations

Contents
Tawana Jacobs
Senior Public Relations Manager
Margaret Christoph
Senior Admin Associate
Cover photo: Daniel Cima/American Red Cross
InterAction
1400 16th Street, NW January/February 2010 • Vol. 28 • No. 1/2
Suite 210
Washington, DC 20036
Tel: 202.667.8227 FEATURES Preparing Doctors and DEPARTMENTS
publications@InterAction.org Nurses to Be Managers | 21 Inside This Issue | 3
Cover Story: Management training leads to
ISSN 1043-8157
The Indian Ocean improved health outcomes. Inside InterAction | 4
Tsunami: Experiences Inside Our Community | 5
in Recovery Protection in
Programming | 10 High-Risk Areas | 23 Washington Update | 6
Monday Developments is published 11 Reflecting on five years of Several types of insurance Events | 27
times a year by InterAction, the larg- recovery. significantly increase an NGO’s
est alliance of U.S.-based international ability to handle incidents in Employment
development and humanitarian non-
governmental organizations. With more Key to Aid Effectiveness: dangerous locations. Opportunities | 28
than 185 members operating in every Dignity of Aid
developing country, InterAction works to
Recipients | 13 What Constitutes a
overcome poverty, exclusion and suffer-
ing by advancing social justice and basic Marvin Parvez’s experience in Security Incident? | 25
dignity for all. Afghanistan shows that local It is vital for NGOs to define their
concerns and participation must security policy.
InterAction welcomes submissions of
news articles, opinions and announce-
be at the center of aid work.
ments. Article submission does not guar-
antee inclusion in Monday Developments. Growing Global NGOs
We reserve the right to reject submis- Effectively | 15
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of our editorial team as to which articles
How to achieve global
are published in individual issues. coherence without losing local
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All statements in articles are the sole
opinion and responsibility of the authors. Humanitarians Get a
Articles may be reprinted with prior per- Report Card | 17
mission and attribution. Letters to the A new report highlights
editor are encouraged. opportunities to improve the
grade in reform efforts.
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 INSIDE This Issue

New Year,
New Influence
O
VER THE PAST YEAR, WE HAVE SEEN INCREASED
access and opportunity for input from the U.S. NGO
community into the evolution of U.S. government
policies and efforts to redefine approaches to devel-
opment. As we look to 2010, it is my hope for the InterAction
community to see our influence match that access, in that our
value, worth, experience and expertise—in programs and as
a thought leader—is recognized and integrated into consulta-
tions with the U.S. government and multilateral institutions.
Building on conversations with InterAction members, the
Hauser Center for Nonprofit Organizations at Harvard Univer-
sity recently published a paper that looks at, “What Makes Inter-
national NGOs Distinctive?” The article points out five distinct
contributions international NGOs make to development and
humanitarian efforts, including the role we play in strengthen-
ing civil society around the world, our ability to respond quickly
to crises and to engage constituencies, our ability to influence
policy in “western” countries, our ability to serve as knowledge-
sharing agents, and the level of private resources we direct
toward development and humanitarian work.
As I have mentioned on a number of occasions this year, the
InterAction community in 2006 received $5.995 billion from
private funding sources—including foundations, corporations,
and over 13.6 million donors groups (which translates to some
40 million individuals)—and $2.87 billion from the U.S. gov-
ernment, for a total of $8.8 billion in revenue for international
programs. In addition, for 2006 InterAction members reported
spending 92 percent ($8.0 billion) of that amount for program
services in more than 130 developing countries. Beyond the
InterAction community, in 2007, total U.S. NGOs private
resources reached $10.2 billion, making the U.S. non-profits
collectively one of the world’s largest donors.
As the Hauser Center paper points out, our resources
extend far beyond the financial clout of U.S. NGOs, to our
ability to mobilize constituencies, build civil society, react to
crises and share our vast knowledge—gained by experience
and years of program implementation—with the world.
InterAction has been engaged in working with its members
to gather the information, data and anecdotal stories we need
to show the depth of our experience and the reach of our pro-
grams. As you might know, one of our major projects is to
work with members to undertake a major mapping effort—
Photo: Jonathan Saruk
Afghan farmer
NGOs—and donors—to harmonize and rationalize public and
private international development and humanitarian assis-
tance around the world.
As we start a new year, it is my hope that the U.S. NGO
community is seen as an equal to the U.S. government and
other donors in its depth of experience and its knowledge as
a development actor, rather than as merely service providers
or “implementing partners”; and that the development com-
munity recognizes that U.S. NGOs have successful, large-
scale privately-funded programs and the capacity to design
and implement life-changing programs that can be leveraged
by other donors.
Among other things, this issue of Monday Developments
focuses on aid effectiveness, and as we look in 2010 toward
demonstrating the impact and value of the InterAction com-
munity, we must also work to show that development effec-
tiveness is not—as commonly thought—only the domain of
governments. Aid will never be truly effective until it engages
civil society and ensures that local voices and communities
are heard in the development process. The international
NGO community must use our reach and influence to urge
governments and multilateral institutions to incorporate civil
society into planning and discussions on broader “develop-
ment effectiveness”—and then put our thoughts and learn-
ing into action.
I wish you a happy new year, and look forward to seeing
our community grow and strengthen in 2010. MD

to show donors and other interested parties where our com-

munity works, what programs we carry out and the reach
of those programs. In doing so, we will be able to demon-
strate just how vast is the reach of our community around Sam Worthington
the world, and the complexity and advanced nature of U.S. President and CEO
NGO programming, while at the same time working to help InterAction

MONDAY DEVELOPMENTS January/February 2010 3

 INSIDE InterAction
InterAction Welcomes New Members
The board of directors in their December 8, 2009 meeting
unanimously voted for eight new member organizations to
join InterAction.
The Center for Women Policy Studies was established
in 1972 as the first policy institute in the United States to
study and analyze the impact of public policy on women.
The Center’s mission today is what it
was then—to shape public policy that
improves women’s lives and promotes
women’s human rights. The Center
works closely with female elected
officials, recognizing that advanc-
ing women’s leadership is essential
to achieving their mission and that women’s equality and
empowerment are essential for the sustainable and peaceful
development of communities and nations worldwide. Recog-
nizing that women’s leadership is essential to their mission,
the Center has been educating and activating women lead-
ers from around the world through its GlobalPOWER (Part-
nership of Women Elected/Appointed Representatives) pro-
gram. This program convenes women members of parliament
and cabinet ministers from around the world in Washington
along with selected U.S. state legislators, to build long term
sustainable partnerships—across borders and over time—to
confront the worst violations of women’s human rights. The
Center is also working in partnership with the International
Women’s Media Foundation (IWMF) and the Centre for Devel-
opment and Population Activities (CEDPA) to bring together
women members of parliament and ministers, women living
with HIV/AIDS and NGO leaders, and women journalists
from around the world to build new global partnerships to
promote woman-centered HIV/AIDS policy in their countries.
The Global Fund for Children has a mission to advance the
dignity of children and youth around the world. GFC pursues
its mission by making small grants to innovative community-
based organizations working with some of the world’s most
vulnerable children and youth, complemented by a dynamic
media program that—through books, documentary photog-
raphy and film—highlights the issues affecting children and
celebrates the global society in which we all live. To date,
GFC has made over $10
million in small grants
to over 300 groups in
65 countries. Balanc-
ing the scope and scale
of an international funder with the focus and accessibility
of a community oriented grant maker, GFC forges an open,
collaborative relationship with each of its grantee partners,
a collaboration characterized by the continual exchange of
experiences, practices and ideas. Their programs are rooted
in community initiative and driven by entrepreneurial lead-
ers. Supporting community-based groups at a relatively early
stage in their development also maximizes the value and
impact of GFC’s investment. Each grantee partner organiza-
tion is selected based on its potential to grow in effectiveness
4 MONDAY DEVELOPMENTS January/February 2010
and to become a valuable resource or model for others.
HelpAge USA, an affiliate of HelpAge International, builds
awareness of global aging issues among U.S. audiences; advo-
cates for the empowerment of older, vulnerable adults in the
developing world; and raises funds to support the programs
of the HelpAge network. HelpAge has programs to address the
needs of older people in health, social protection, economic
development, legal protec-
tion, education and emer-
gency/disaster response.
Over the past 25 years,
they have built a unique
body of knowledge on older
people’s issues which they share with partners, governments
and UN agencies. In addition to their programmatic work in the
field, HelpAge has also worked successfully with ten govern-
ments in Africa, Asia and Latin American to demonstrate the
effectiveness of pensions as a way to reduce family poverty.
International Medical Health Organization (IMHO)’s mis-
sion is to develop and improve health and health care infra-
structure in under-served regions worldwide. IMHO believes
in a community-based and community-sustained approach,
which works with local individuals and partners to implement
projects. Through these networks, IMHO has developed health
care systems through training medical
personnel and students, and providing
them with medicine and resources to
better assist needy populations. Since
its inception IMHO has established four
primary health care centers in rural
regions, with fully-trained staff and
equipment to accommodate most basic medical needs in the
area, focusing efforts on essential health education, disease
prevention, and treatment. IMHO has also supported various
mobile medical clinic programs in regions where people are
unable to reach primary care centers. Through these primary
care centers and mobile clinics, IMHO has helped to provide
health care to tens of thousands of people.
Project C.U.R.E.’s mission is to iden-
tify, solicit, collect, sort and distribute
medical supplies and services according
to the imperative needs of the world. The
organization has served people in over
120 countries and in the C.U.R.E. Clin-
ics program has taken medical profes-
sionals to various locations in the devel-
oping world to attend to the physical
needs of those who are sick and dying.
Six C.U.R.E. clinics, made up of 51 men
and women within the medical com-
munity, contribute their time to diagnose, treat, and provide
free care for 8,000 children women and men living in poverty
and disease. In addition to the medical clinics, the team offers
basic healthcare education to people in the community.
Resolve Uganda works to get U.S. political leaders to take the
steps that will permanently end the war in northern Uganda.

To advance its mission to
permanently end the war in
northern Uganda, Resolve
Uganda utilizes three pri-
mary program areas:
Research and reporting: Resolve Uganda conducts field
research and consults with partners in Uganda to develop
policy reports and its advocacy agenda.
Grassroots mobilization: Resolve Uganda organizes thou-
sands of supporters across the country to participate in local
and national advocacy campaigns.
Education of policymakers: Resolve Uganda conducts
media outreach, holds events and meets directly with policy-
makers in Washington, D.C. to influence U.S. policy.
Sierra Club’s mission is to explore, enjoy and protect the
wild places of the earth; to practice and promote the respon-
sible use of the Earth’s ecosystems and resources; to edu-
cate and enlist humanity to protect and restore the quality
of the natural and human environment; and to use all lawful
means to carry out these objectives.
Their Global Population and Environment Program’s mis-
sion is to protect the global environment and preserve natural
resources for future generations by advancing global repro-
ductive health and sustainable
development initiatives. Working
with domestic and international
coalition partners, they seek
to increase universal access to
voluntary family planning services and comprehensive sex
education; advance women’s and girls’ basic rights, including
access to health care, education and economic opportuni-
ties; promote youth leadership; and raise public awareness
of wasteful resource consumption in the context of social and
economic equity.
U.S. Climate Action Network (USCAN) USCAN’s mission is
to support and strengthen civil society organizations to influ-
ence the design and development of an effective, equitable and
sustainable global strategy to reduce greenhouse gas emis-
sions and ensure its implementation at international, national
and local levels. USCAN also is a partner of the Global Cam-
paign on Climate Action (GCCA). GCCA is a bold new initiative,
involving a growing
number of national
and global environ-
mental and devel-
opment groups, and focused on one goal—rapid action to save
the planet from dangerous levels of climate change. USCAN
plays a critical role as the only network connecting organiza-
tions working on climate advocacy and policy development at
all three levels of the debate: state/regional, federal, and inter-
national, all of which are becoming increasingly interdepen-
dent. USCAN is an affiliate network of the Climate Action Net-
work (CAN), a worldwide network of more than 400 NGOs from
85 countries working to promote government, private sector
and individual action to limit human-induced climate change
to ecologically sustainable levels. MD
INSIDE Our Community
Photo: USAID
Shah Sworn-In as New USAID Administrator
New USAID administrator Dr. Rajiv Shah was sworn-in
on Jan. 7 in Washington, D.C., by Secretary of State Hill-
ary Rodham Clinton. Dr. Shah will lead an agency that is
engaged in several critical domestic assessments and evalu-
ations of its work. He will need to engage immediately in pro-
viding strong leadership and direction for the agency’s input
and recommendations to the Presidential Study Directive
managed by the National Security Council and National Eco-
nomic Council which will enumerate, review and assess the
efficiency and effectiveness of the over 26 foreign assistance
programs and funding sources within the U.S. government
as well as actively engage and manage USAID’s leadership
and participation in the Department of State’s Quadrennial
Diplomacy and Development Review. Additionally, his active
and immediate engagement on the Pakistan and Afghanistan
humanitarian and development funding issues will be critical
for the development community. InterAction encourages Dr.
Shah to assemble a strong team of development profession-
als to support him as he administers the agency in this new
and challenging environment. InterAction will meet with Dr.
Shah and his new leadership team to discuss and rethink the
U.S. government partnership or relationship with the NGO
community. InterAction and its 193 members welcome him
to the position and look forward to an open and transparent
relationship with him and his new leadership team.
Open Data in Microfinance
The recently re-launched www.MIXMarket.org has
been described as a major step forward for open data and
transparency in international development. The MIX Market
web application provides information for over 1,500 microfi-
nance institutions in more than 190 countries around the
world, some with as many as 150 financial indicators and
with records as far back as 1995. Eighty million clients are
served by these organizations. The site, which has been
referred to as the “Bloomberg of microfinance,” makes vast
amounts of vital information about the industry accessible
to anyone with interest, thereby improving transparency,
accountability and ultimately performance for essential eco-
nomic development services. MD
MONDAY DEVELOPMENTS January/February 2010 5
 WASHINGTON Update

Administration Confirmations
On November 20, the Senate Foreign Relations Commit-
tee (SFRC) unanimously confirmed Daniel W. Yohannes as
the new Chief Executive Officer for the Millennium Challenge
Corporation. Yohannes, a former banker who emigrated from
Ethiopia at the age of 18, testified in front of the SRFC on
November 4. He will be the third person appointed to the
CEO position—and the first under the Obama administra-
tion—since the MCC’s creation in 2004.
On January 7, Dr. Rajiv Shah was sworn in as USAID
Administrator. Shah, who testified before the SFRC on
December 1, and was unanimously confirmed on Christmas
Eve, had previously served in the U.S. Department of Agri-
culture and before that at the Bill & Melinda Gates Foun-
dation. His nomination in November came after a 10-month
wait, during which the development community rallied hard
to have the post filled as the Obama administration and the
State Department both conduct reviews of the U.S. foreign
assistance process.
FY2010 Appropriations
On December 16, President Obama signed the Consoli-
dated Appropriation Act of 2010 into law, an omnibus of six
appropriations bills for Fiscal Year (FY) 2010, including State,
Foreign Operations (SFOps). The omnibus package passed
the House six days earlier (221-202) without a single Repub-
lican voting in favor of the bill. The senate approved the bill
57-35 on December 13, with three Republicans voting “Yea”.
While the total amounts appropriated to the International
Affairs accounts and SFOps accounts were six percent and
three percent lower respectively than total FY2009 levels,*
humanitarian and poverty-focused accounts fared well. All of

2009 Congressional resentative Berman has given priority to

Service Award
Recipients
U.S. Representative Howard L. Berman
(D-CA) is currently serving his 14th term
in the U.S. House of Representatives.
His nomination for InterAction’s 2009
Congressional Service Award comes in
recognition of his leadership in promot-
ing a forward-looking foreign policy and
foreign aid agenda as Chairman of the
House Foreign Affairs Committee. Most
notably, in April 2009, Representative
Berman took the lead in introducing
bipartisan legislation, together with Rep-
resentative Mark Kirk (R-IL), to require
a national strategy for global develop-
ment. H.R. 2139, the Initiating Foreign
Assistance Reform Act of 2009, currently
has over 124 cosponsors and has helped
create momentum for policy review
efforts now under way. As Chairman, Rep-
rebuilding core development functions
such as agricultural development, basic
education and child survival programs.
Moreover, he has been actively engaged
in supporting and steering the priorities
of the humanitarian relief and interna-
tional development community through
Congress. Representative Berman is the
co-author of H.R. 5501, the Tom Lantos
and Henry J. Hyde United States Global
Leadership Against HIV/AIDS, Tubercu-
losis and Malaria Reauthorization Act,
a five-year extension of the landmark
U.S. effort to fight HIV/AIDS around the
world. The bill, which was signed into law
on July 30, 2008, authorized $48 billion
for prevention, treatment and care where
they are most needed, and expanded the
program substantially to reach millions
of people, primarily in Africa. It called for
a specific strategy to prevent HIV infec-
tions in women and to end the sexual
exploitation of women and girls. Since his
appointment as Chairman in March 2008,
Representative Berman and his staff have
engaged openly with stakeholders from
the NGO community through frequent
meetings and roundtables.
U.S. Senator Bob Corker (R-TN) is
currently serving his first term in the U.S.
Senate. His nomination for InterAction’s
2009 Congressional Service Award comes
in recognition of his efforts as a strong
and respected advocate for improving
U.S. foreign assistance. Just three years
into his tenure, Senator Corker has shown
a keen interest in the improvement and
modernization of U.S. development pol-
icy and institutions, stating: “The needs
around the world are tremendous, but
our foreign aid dollars are limited. We
need to make every single penny count
by better focusing and coordinating our
efforts.” He serves as the second-most
senior Republican on the Senate Foreign
Relations Committee as well as the rank-
ing member of the International Devel-
opment Subcommittee. Senator Corker is
part of a core group of senators commit-
ted to supporting the priorities of relief
and development programs. Among
his accomplishments this year, Sena-
tor Corker joined a sign-on letter urging
the Obama Administration to present a
robust international affairs (150 Account)
budget. He was also the lead Republican
sponsor of S. 624: the Senator Paul Simon
Water for the World Act of 2009 and S.
1524: the Foreign Aid Revitalization and
Accountability Act of 2009.

6 MONDAY DEVELOPMENTS January/February 2010

 WASHINGTON Update
InterAction’s seven core accounts** were up from last year,
an aggregate increase of 26 percent; total funding for the core
accounts was approximately $8 billion. The account with
the largest proportional gain was Development Assistance,
which received a 26 percent boost from FY2009 appropria-
tions, $1.17 billion of which has been reserved for agriculture
and food security programs and another $1.28 billion for cli-
mate change programs. USAID saw a 33 percent increase
to its operating expenses to $1.39 billion. This $330 million
boost will allow USAID to hire 300 additional Foreign Service
Officers to enhance its leadership, technical and manage-
rial capacity. The MCC, which suffered a 41 percent funding
cut in FY2009, got a 26 percent funding increase in FY2010,
once again bringing its total over $1 billion.
Two peacekeeping accounts, however, saw cuts of 11 and
37 percent respectively. Similarly, the FY2010 appropriations
for food aid account P.L. 480 Title II ($1.69 billion) was cut to
about $630 million short of FY2009 funding. In past years,
all three of these accounts have received significant mid-year
boosts through supplemental funding. It remains uncertain
whether President Obama will take this route in FY2010.
As part of the conference agreement between both houses,
the Senate dropped the Lautenberg Amendment from the
bill. This amendment would have permanently overturned
the Mexico City Policy, which requires all NGOs receiving U.S.
government funding to refrain from promoting or performing
abortion services, as a method of family planning, in other
countries. The conference agreement also included a modified
provision on the Partner Vetting System (PVS), a plan to vet
staff members and officers of any NGOs that apply for USAID
contracts, grants and cooperative agreements to ensure that
neither USAID nor USAID-funded activities were inadvertently
benefitting terrorists, ignoring the fact that U.S. NGOs already
have procedures in place for this and that PVS dangerously
blurs the lines between USAID and the various security agen-
cies of the U.S. government. InterAction has been in discus-
sions with the administration for two years on this issue to try
and find a workable solution. Funding for PVS is limited to a
pilot program in up to five countries and in Washington, DC.
Foreign Aid Reform
The State Department’s Quadrennial Diplomacy and
Development Review (QDDR) process continues. The QDDR
process is meant to “provide short, medium and long term
blueprints” for U.S. government diplomacy and development.
On November 6, a group of InterAction CEOs and senior
policy staff met with some of the process’ leaders, including
Anne-Marie Slaughter (Director of Policy Planning, Depart-
ment of State) and Alonzo Fulgham, (then-Acting Administra-
tor, USAID), and agreed in principle to an outreach structure
that would enable the development and humanitarian NGO
community to provide input to the various QDDR working
groups and subcommittees.
The Foreign Assistance Revitalization and Account-
ability Act of 2009 continues to move through the Senate.
This is the bill that Senators Kerry, Lugar, Menendez and
8 MONDAY DEVELOPMENTS January/February 2010
Corker introduced in July to strengthen the capacity, trans-
parency and accountability of U.S. foreign assistance pro-
grams to effectively adapt and respond to new challenges of
the 21st century. Markup of the bill, where the relevant com-
mittee (in this case the Senate Foreign Relations Commit-
tee) considers the bill and discusses possible amendments
before it goes to the floor for a vote, began on November 17.
The bill was still in committee as of the end of December.
Other Legislation
On November 4, the House passed House Resolution 711,
regarding the ongoing humanitarian crisis in Sri Lanka. It
urges the Government of Sri Lanka to allow freedom of move-
ment for internally displaced persons (IDPs), to ensure that
IDP camps are run by civilian authorities, and to promote
justice and political reconciliation including engagement
with Tamils.
On November 5, the Senate Environment and Public Works
Committee approved the Clean Energy Jobs and American
Power Act (S.1733). Republican Committee members boycot-
ted the markup, demanding further analysis by the Environ-
mental Protection Agency of the bill’s cost. Some worry that
Chairman Boxer’s decision to markup the bill without bipar-
tisan support will have dire consequences for the bill’s future.
In a move that some are characterizing as Plan B, Senators
Kerry, Graham and Lieberman announced on November 4 that
they are working with the administration to construct bipar-
tisan legislation that can garner 60 votes to pass the Senate.
On December 14, the administration submitted a Pakistan
Assistance Strategy Report to Congress, the first in a series
of reports mandated by language in the legislation passed in
October authorizing $7.5 billion in non-military assistance to
Pakistan over five years. The report highlights building infra-
structure, addressing basic needs, providing improved eco-
nomic opportunities, and pursuing economic and political
reforms as key objectives of U.S. assistance. A portion of the
$7.5 billion authorization will address immediate humanitar-
ian and recovery needs as well as to enhancing education and
health services. U.S. reconstruction and poverty-reduction
programs will continue to focus on the North-West Frontier
Province (NWFP) and the Federally Administered Tribal Areas
(FATA), but will expand their focus to other vulnerable areas
as well. According to the report, U.S. assistance will be
directed increasingly through a broad range of Pakistani insti-
tutions—both governmental and local NGOs. MD
* All comparisons made to FY2009 appropriations levels
include supplemental and stimulus funding made in that year.
** InterAction’s Core Accounts: (1) Global Health and Child
Survival, (2) Development Assistance, (3) International Disas-
ter Assistance, (4) Transition Initiatives, (5) Migration and
Refugees Assistance, (6) Emergency Migration and Refugee
Assistance, and (7) International Organizations and Programs.
If you have any questions, or would like to be added to the
email list for the weekly public policy update, please contact
Margaret Christoph at mchristoph@interaction.org.
 XXX

Vasikutty Palanithamby
Omanthaichimadam, Sri Lanka
“After the tsunami destroyed
my house, I lived in a temporary
shelter for three years with my wife
and five children because of the
country’s ongoing conflict.” Five

THE
years later, Vasikutty is now able to
move his family to a new home.

INDIAN
OCEAN
Reflecting on
five years of
recovery.

TSUNAMI
BY GERALD ANDERSON, SENIOR DIRECTOR OF THE TSUNAMI
RECOVERY PROGRAM FOR THE AMERICAN RED CROSS

EXPERIENCES IN RECOVERY PROGRAMMING


O
N DECEMBER 26, 2004, A 9.1 MAGNITUDE EARTHQUAKE
STRUCK OFF THE COAST OF INDONESIA’S NORTHERN
TIP OF SUMATRA. THE QUAKE GENERATED A MASSIVE
TSUNAMI THAT DESTROYED 469,000 HOMES, KILLED
MORE THAN 225,000 PEOPLE IN OVER 12 COUNTRIES AND LEFT SOME
E
1.7 MILLION DISPLACED.
Over the past five years, many orga-
nizations that responded to the Indian
Ocean Tsunami with emergency inter-
ventions have finished programs and
left the affected area. Of those that
N
remain, most are in the process of fin-
ishing recovery projects and are pre-
paring to leave the communities they
have assisted. Overall, there is cer-
tainly much to be proud of. Hundreds
of thousands of homes have been
rebuilt; entire communities have been
re-established with new infrastructure,
schools and clinics. Fishing communi-
N
ties along with small cottage industries
have re-emerged and many staff and
volunteers in the social services sector
have been trained.
The tsunami recovery effort differs
from responses to other natural disas-
ters in that more organizations have
remained engaged for many years after
I
the event, providing a perspective that is
not often seen. The last five years have
reminded us of four key lessons that
are instrumental to aid effectiveness:
(1) assist government coordination and
planning; (2) support organizations that
are “best placed” to respond; (3) adapt
programming to changing needs; and
(4) plan early for sustainability and exit.
These key lessons, along with some
examples from the American Red Cross
experience in tsunami-affected areas,
Photo: Daniel Cima/American Red Cross
are considered below.
Responsible coordination and planning
After many disasters, well-inten-
tioned interventions often start out
poorly organized and weakly coordi-
nated. This lack of organization and
coordination often continues into the
recovery and reconstruction phases,
frequently leading to duplication of
services in one area while leaving gaps
in services in others. As governments
are ultimately responsible for ensur-
ing a response that meets the needs of
those affected, it is critical for govern-
ment agencies to play a major role in
coordination efforts.
Following the tsunami, governments
of affected countries set up various
models of coordination. In Sri Lanka,
the government created the Center
for National Operation (CNO), later
TAFREN, which was then restructured
and renamed RADA. Thailand kept the
response coordination under the exist-
ing Department for Disaster, Preven-
tion and Mitigation (DDPM) with sig-
nificant inputs provided by the Prime
Minister’s office. In India, the response
was coordinated by a range of national
and state governments. Perhaps one of
the more effective efforts was in Indone-
sia, where the government established
the Rehabilitation and Reconstruction
Agency for Aceh and Nias (BRR) after it
became apparent that an independent
body would be needed to oversee the
reconstruction phase.
While all the different bodies cre-
ated had varying degrees of success
and challenges, one common theme
that emerged was the need for govern-
ment agencies to be empowered to cut
through bureaucracies and get the job
done. Recovery actors—such as local
organizations, UN agencies, interna-
tional non-governmental organizations
(INGOs) or Red Cross/Red Crescent
societies—must support the govern-
ment mandated coordination role and
help ensure that recovery gets on the
agenda early. The agency assigned by
the government to coordinate recovery
efforts must emphasize joint planning
MONDAY DEVELOPMENTS January/February 2010
TSUNAMI RECOVERY
amongst actors and the timely sharing
of information.
Proper planning requires reliable
information. Systems must be in place
to facilitate the collection, analysis and
dissemination of information about
recovery efforts for decision makers
in coordination agencies. An example
is the Tsunami Recovery Information
and Monitoring System (TRIAMS) cre-
ated by the Red Cross, governments,
UN agencies, and other coordination
bodies. In Indonesia, TRIAMS demon-
strated to BRR that assistance groups
were offering more housing programs
than were needed, while needs in other
areas were going unmet. Since its use
in response to the 2004 tsunami, the
TRIAMS framework for data collection,
which includes vital needs, social serv-
ices, infrastructure and livelihoods,
has drawn attention to the broader
recovery needs of affected communities
that go beyond standard concepts of
damage and loss.
Actors in the recovery process must
also remember that coordination and
planning are required at the commu-
nity level. When communities know
what to expect, recovery can begin.
It is insufficient to divide up territory
or sectors amongst organizations and
then have them go their own way.
For example, it was critical that the
American Red Cross worked with local
authorities, the Canadian Red Cross
and communities when designing a
water supply and sanitation solution
for a Canadian Red Cross housing proj-
ect in Indonesia. The water and sani-
tation system, placement of houses,
drainage and overall spatial planning
of the community were all related and
could not be looked at in isolation. This
experience has shown that in order for
an intervention to be effective, all those
involved need to remember that plan-
ning and problem solving are neces-
sary on a continual basis.
Support “best placed” organizations
Responding to long-term recovery
needs resulting from major disasters
requires partnership between affected
communities, humanitarian organiza-
11
 TSUNAMI RECOVERY
tions, governments, donors and the private sector. In respond-
ing to the tsunami, some organizations ventured into recovery
areas for which they had little experience, and concerns about
program quality ensued. Organizations that are “best placed”
to support recovery because of their sectoral specialization,
pre-existing presence in country, and other criteria should be
supported to meet critical needs.
Soon after the tsunami, the American Red Cross identi-
fied sectors of need outside of its traditional areas of spe-
cialization. At that point, the American Red Cross decided
to partner strategically with the global Red Cross network,
INGOs and UN agencies to achieve a comprehensive com-
munity rebuilding strategy. These partnerships have allowed
the American Red Cross to reach more beneficiaries, increase
programmatic and geographic coverage and improve the
quality and efficiency of programs. For instance, the Ameri-
can Red Cross does not directly implement housing con-
struction, but because communities identified this as a pri-
ority need, funds were provided to other organizations such
as the International Organization for Migration and the Swiss
Red Cross for this work.
The American Red Cross has learned that identifying
strategic partnerships in advance of a disaster and having
framework agreements in place can speed the ability of part-
ner organizations to respond. Due to its need to maintain
neutrality and independence, the American Red Cross will
always need to consider partnerships outside the Red Cross
network on a case by case basis. However, in the case of the
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12 MONDAY DEVELOPMENTS January/February 2010
Ibnu Abas – Calang, Indonesia
“I lost my 13-year-old son, my house and many of my friends and
neighbors to the tsunami,” says Abas. Today, he catches shrimp, fish
and lobsters to sell at local markets, which supports his wife and seven
children. The Red Cross provided clean water and proper sanitation for
Ibnu’s new house and taught him how to fish more sustainably.
tsunami, partnerships were able to extend the reach of our
assistance while also increasing the efficiency and effective-
ness of aid going to tsunami-affected communities.
Adapt programs to changing needs
As time passes after a disaster, it is important to recognize
that the needs of beneficiaries change. Aid organizations must
establish mechanisms for open communication with communi-
ties and be flexible in planning interventions. As recovery pro-
gressed, the American Red Cross identified the need to move
on from immediate cash inputs to supporting sustainable live-
lihoods, and to shift from transitional shelters to permanent
housing. More recently, our Avian Influenza project found that
its messaging had to change after the emergence of the H1N1
virus. By not adapting to changing needs, organizations could
miss important opportunities to better serve beneficiaries.
Gaps in programming also become more evident over
time. If possible, organizations should consider setting aside
resources to address needs that arise later in the recovery
phase. For example, in one village the support was given for
the construction of a water treatment plant (for which funding
had fallen through) to supply water for houses connected to
a piping and distribution system that had already been built.
Unfortunately, marginalized groups of people are often
unable to benefit from recovery processes. Sometimes the
scale of this problem is only recognized long after the disas-
ter. For instance, in Sri Lanka some aid groups have cre-
Photo: Daniel Cima/American Red Cross
ated a holding fund for tsunami affected people in eastern
Sri Lanka who were displaced and inaccessible during the
civil war. They will benefit from this fund when they return to
their villages and reconstruct their communities.
Planning for a managed exit
As with all recovery operations, ensuring that projects pro-
duce sustainable results is a challenge. Many organizations
have seen the importance of incorporating social and envi-
continued on page 28

Key to Aid Effectiveness:
Dignity of Aid
Recipients
Marvin Parvez’s experience in Afghanistan shows that
local concerns and participation must be at the center
of aid work.
BY CHRIS HERLINGER, COMMUNICATIONS OFFICER AND EDITOR, CHURCH WORLD SERVICE
O
NE OF AID ACCOUNTABILITY’S
most passionate advocates can
be found in Marvin Parvez,
Church World Service (CWS) regional
coordinator for Asia-Pacific and direc-
tor of the organization’s Pakistan/
Afghanistan program.
For nearly two years, Parvez has been
designated “Accountability Ambassador”
from the Humanitarian Accountabil-
ity Partnership (HAP), a Geneva-based
partnership of relief and development
Photo: Church World Service
agencies working to make sure that
humanitarian groups are accountable
to donors and those the agencies are
committed to assist.
The designation was awarded to
Parvez because of CWS’s commitment
to comply with HAP humanitarian
standards. During the series of dis-
placement crises in Pakistan in 2009,
including those in the Swat valley and
South Waziristan that together dis-
placed more than two million people,
the organization served as a focal point
for quality and accountability of agen-
cies working in Pakistan, working with
both HAP and the Sphere project,
another accountability collaboration.
As part of its efforts, CWS provided
training and support to partners, local
non-governmental organizations and
members of the Action by Churches
Together International alliance on the
issues of accountability and effective-
ness.
Parvez has spoken publicly about the
need for the international community
MONDAY DEVELOPMENTS January/February 2010
AID EFFECTIVENESS
and aid agencies to pay closer attention
to standards of humanitarian assis-
tance, saying that “continued indiffer-
ence to principles and levels of quality
in delivering aid may lead to a more
chaotic situation for the whole region.”
In a recent telephone interview from
his office in Karachi, Pakistan, Parvez,
himself Pakistani, spoke further about
the theme of aid effectiveness, particu-
larly in the difficult context of Pakistan
and Afghanistan.
CH: Do you think aid is being handled and
distributed in the region as effectively as it
could be? Have the U.S. and local military
hindered or helped in aid delivery?
MP: The question can only be answered
in the broader context of what is hap-
pening in the region. If the question is,
is the military doing it effectively, the
answer is “no.” Military intervention
and putting foreign and security policy
first weakens the humanitarian work
in the region and is counter-productive
to the long history, relationships and
trust that NGOs and communities they
work with have enjoyed for decades.
If the question is, are NGOs doing
a good job in terms of handling and
distributing aid, I would say, over-
all, humanitarian agencies are doing
a pretty decent job of saving lives in
Afghanistan, even with the actual
problems of working there. Because of
the active conflict it becomes harder
and harder to actually do the work: to
get to places, establish the networks,
work with communities.
CH: So, there needs to be a clear differen-
tiation between military and non-military
assistance?
MP: Yes. What exists in Afghanistan is
a very complex emergency, and was so
even before the current war began in
2001, and has now been made even
more complex with military campaigns
there. The military’s agenda is not
humanitarian, it’s military. They use
aid to assist their agenda; humani-
tarian agencies make long-term com-
mitments; the development work that
follows relief work is for the long haul—
it’s a long commitment.
We pollute the agenda, we pollute
the waters, when humanitarian assis-
13
 AID EFFECTIVENESS

tance becomes intertwined with military goals—and that,
ultimately, becomes a question, too, about effectiveness: you
build a bridge then a bomb destroys it. Afghanistan is show-
ing us that it’s difficult to do humanitarian work or develop-
ment work amidst military campaigns.
CH: Doesn’t the military have something of a place in this, though?
MP: I’m not talking about military/NGO cooperation work
during natural disasters—that is needed, as we’ve seen in
our experience in Pakistan. I am saying that the attempt to
combine humanitarian
work and military opera-
tions is not going to be
I don’t think it’s
MP: Fighting militancy with militancy is not addressing the
basics. In that sense, it’s not effective. The problem in this
part of the world is that people don’t have access to basic
human rights: food, education, health services, security,
justice. These are desperate people, who through the years
have been marginalized. The only way to solve the problems
of Afghanistan—in other words, to be effective—is to build
up democratic institutions and address these social and
humanitarian problems for what they are.
CH: How well do you think international NGOs do in terms of report-
ing the compliance, fulfillment and quality part of their work to
their donor base, governments, international funders, etc?

successful because it about how long the MP: I think the aid community has a pretty good history in
weakens humanitarian
actors and their ultimate
building stands, but terms of compliance and quality but what we have to further
strengthen is downward accountability towards communi-
effectiveness. An NGO rather if it’s used ties: to make our work accountable to those we seek to serve.
builds a school, then What I’m trying to promote is the HAP message: that we need
military forces bomb the and maintained by to work with transparency, treat those we work with in a
entire village. That isn’t
development work; it’s
the community. dignified way, with their concerns and participation at the
center of what we do.
not humanitarian work.
In a country like Afghanistan, where relationships are so CH: How well do you think aid agencies track measurable results
important, it takes years to build up trust—in our case, six and sustained results—not just to development programs but also
decades of work. I’m afraid the military policies under way to disaster response-recovery/rehabilitation programs as well? For
now will come back to haunt us for decades. example: How well did those more earthquake-resistant home re-
builds stand up five years later?
CH: Why exactly?
MP: I don’t think it’s about how long the building stands but
rather if it’s used and maintained by the community, and
that all depends on community participation and ownership.
Sometimes well-built things are constructed but are not used
because there was not community participation.
InsideNGO conducts essential training  Let’s take the issue of water. We know that in many places,
women are usually responsible for gathering water. If we
workshops—worldwide. 
don’t involve women’s groups at the outset where the collec-
A Sample of Upcoming 2010 Workshops...… tion sites are built in a displacement camp, it’s not helpful.
An area of the camp may not be safe and the women will
Subaward Management—Feb. 17‐18—DC 
not use the collection point because they are afraid of being
USAID/Federal Rules & Regs—Feb. 23‐25—DC  assaulted or raped. So the key to effectiveness is to involve
USAID Rules & Regulations—Feb. 23‐25—Jakarta 
the communities first and at the outset. I do think agencies
are starting to do a decent job of that now. Community par-
Contracts Overview for NGOs—Feb. 26—Jakarta  ticipation from planning to implementation is crucial and it’s
USAID Rules & Regulations—Mar. 2‐4—Hanoi  now being widely used by aid groups.

Opening & Closing a Field Office—Mar. 16—DC  CH: What will it take to get NGOs better able to track and measure
Young Professionals Forum: Leadership Skills—Mar. 19—DC 
effectiveness over time?

Proposal Development—Apr. 8‐9—DC  MP: I think the things now in place, like HAP and the Sphere
USAID Award Management: Contracts & Cooperative Agreements  Project, are making a difference in improving our effective-
Apr. 20‐21—Nairobi  ness and sustainability. HAP, for example, is very strong on
compliance. It’s true that, to an outsider, so many things may
HR: Key Concepts & Practices—Apr. 21‐22—Addis Ababa  seem like jargon (all these acronyms!) but I am very hope-
Annual Meeting for Members—the week of July 12‐16—DC  ful, that the shift of accountability with HAP and the Sphere
Project can help make that change. I still have to emphasize,
To register for a workshop or to learn more about us,  though, that the key to aid effectiveness is at the local level:
go to—www.InsideNGO.org. how agencies ourselves treat those we work with. We have to
do so by placing their dignity at the center of what we do. MD

14 MONDAY DEVELOPMENTS January/February 2010


Growing Global
NGOs Effectively
How to achieve global coherence without
losing local advantage.
BY JON HUGGETT, FORMER PARTNER, KATIE SMITH MILWAY,
PARTNER, AND KIRK KRAMER, PARTNER, THE BRIDGESPAN GROUP
M
OST NGOS GRAPPLE WITH THE CHALLENGE OF
balancing expansion and organizational coher-
ence. For many, growth has come through ad
hoc replication, resulting in a loose partnership of
legally separate fundraising entities that share a brand, (e.g.
Save the Children US, Save the Children UK, etc) and receive
support from a central office. For some, growth radiates from
a center that maintains overall program budgets and controls
field support. In either case, as these organizations expand,
big challenges can emerge.
Radiators’ local funders often want more influence over
field work and direct relationships with frontline staff. Rep-
licators, operating autonomously, can begin tripping over
themselves, arguably wasting donor dollars when efforts
overlap. Or the reverse is true and they suffer from isolation,
failing to learn from peer experience.
Photo: Taras Livyy - Fotolia.com
Some global NGOs have addressed these challenges by
evolving to a hybrid approach that combines advantages of
radiators (e.g. coherence) and ad hoc replicators (e.g. the
ability to act as a local anywhere) to great advantage. These
“integrators” include micro-credit agency Opportunity Inter-
national, sustainable development nonprofits Oxfam and
World Vision, and Habitat for Humanity International, which
helps poor families obtain homes.
GROWTH ISSUES
For some organizations, the benefits of becoming an inte-
grator might not be enough to justify the cost of transitional
upheaval. Nonetheless, the approach has great potential to
enable increased effectiveness, and is worth considering.
In that spirit, this article synthesizes what the Bridgespan
Group has learned through case work with a diverse group of
global nonprofits and interviews with the leaders and staff at
more than 30 global NGOs.
Should your organization become an integrator?
If the following three “flashpoints” resonate, your organiza-
tion might benefit from the integrator approach.
Flashpoint #1: Programs sharing a brand overlap in the
field—sometimes front and center in the public eye. Tech-
nology allows the world to watch a disaster unfold in real
time; similarly, word will spread instantaneously if two orga-
nizations bearing the same brand aren’t coordinated at the
scene, like the time half a dozen Oxfam affiliates from differ-
ent countries arrived on the scene in the wake of the 1976
earthquake in Guatemala.
Less visible, but no less important over the long term, is
overlap in the back office. Some staff in different locations
may be duplicating tasks unnecessarily; others may repeat
avoidable mistakes.
Flashpoint #2: Advocacy is at odds. Grass-roots experience
gives organizations credibility in policy debates. But if voices
from different parts of a network of organizations that share a
brand are dissonant, this power evaporates; worse, the inter-
nal conflict can derail productive policy discussions.
Flashpoint #3: Funders are confused. When funders are
approached by multiple bearers of the same brand in an
uncoordinated fashion the ensuing confusion can have a
negative effect. Consider a U.S.-based NGO with a program in
India that is being funded by its UK affiliate. How should the
NGO approach a U.S. foundation that has expressed interest
in its work? Should the field manager talk to the founda-
tion’s program officer in India? Should UK board members
approach people they know at headquarters? Should the
U.S. affiliate approach the foundation on its own turf? Ide-
ally, they could do all three; too often, the result is conflicting
information and dropped connections.
Defining practices of integrators (and how to adopt them)
Our interviews indicate that integrators embrace three
defining practices.
1. They distribute leadership expertise effectively
Distributing leadership effectively makes a global team
more than the sum of its parts. Members of an integrator’s
leadership team are often distributed across the breadth of
the network. All of the leaders we contacted travel widely.
And most seek to bring people into the team who will round
out their collective global experience, sometimes because
they have worked in a particular country, sometimes because
they have lived there. Having learned a lesson back in 1976,
today Oxfam is led by chief executives from 14 country offices
who coordinate planning and action; the team grows as affili-
ates join the network, and each leader has a vote.
NGO leaders accept that the costs of making this sort of
MONDAY DEVELOPMENTS January/February 2010 15
 GROWTH ISSUES

Challenges that might cue consideration of an integrator approach

Duplicate Field Programs
Inefficient use of resources through
unnecessary duplications
Programs operating at cross-purposes in
the same geography
Missed opportunities to reap economies
of scale, skill and scope
Inconsistent Advocacy Competing Fundraising
Different messages in different countries Funds not directed to where potential for
conflict and confuse impact greatest
Bad reputation in one country can Uncoordinated or conflicting approaches
spread quickly to network to major donors
Inconsistent use of brand can blunt
Brand confusion
credibility and advocacy

set-up work are steep in terms of time, money and physi-
cal strain. Many managers we interviewed spoke about the
importance of getting the team together face to face, despite
the logistical complexity and cost. As Jean-Michel Grand, the
UK CEO of Action Contre le Faim, which has five national
ACF partners that raise resources, commented, “We do a
conference call every month and a meeting every quarter. The
physical meeting is a key in building relationships. We could
cut the cost of a trip, but at the end of the day there is so
much more to gain by meeting in person.”
Some networks transfer people proactively, rotating CEO
assignments. Others create interlocking directorships of coun-
try boards. Opportunity International Chair Terry Winters
commented, “Our global board members generally sit on up
to three boards within the network, and our CEOs frequently
take on a board role in another country. We also started a net-
work of mobile CEOs, which allows us to place people in hot-
spots where their skills are needed. There are only about eight
people at our headquarters; the rest of our network leadership
lives around the world in different cultures and time zones.”
2. They focus on shared impact
It is easier for leadership team members to converge on
desired outcomes, or goals, if everyone knows where the
goalposts are. It is also easier for program leaders to learn
from each other when they share measures of success, and
for advocacy leaders to promote the right policies if every-
one knows the specific change that the organization stands
for. Employee motivation gets a boost as progress is demon-
strated. What’s more, a sharp definition of desired impact
can make requests to donors crystal clear, which is especially
important if the donor is far away from needs in the field.
Consider Habitat for Humanity International, whose lead-
ers used to define success in a distinctly U.S.-centric way:
building single-family homes that individual families could
own. As time passed, Habitat’s leaders realized that this
metric was frustrating to its international member organiza-
tions. In some locations, it was difficult to prove land titles.
In others, renovating existing structures was a more effective
approach.
Mark Andrews, senior vice president of operations,
explained, “We came to realize that the best approach was
to partner with other NGOs and find solutions to housing
other than the North American single family home. [The shift
in thinking] came from our recognition that our real metric
should be ‘families served.’”
3. They define complementary roles and responsibilities
among different parts of the networks
Integrators think about the “center” as global and coordi-
nated, but not necessarily in one place. People filling global
functions need not be concentrated at “headquarters.” More-
over, the role of the center is not a list of functions performed
in “headquarters,” but a set of decisions (made in any num-
ber of places) that affect the organization globally.
Organized this way, senior managers are better able to rec-
ognize unique areas of strength in the field. When formalized,
this recognition encourages field organizations to make the
most of their own strengths, and also makes it easy to recog-
nize when they should be working together, and when a given
organization should take the lead.
The common theme is “complementarity,” which also
means being proactive about decision-making processes:
determining where the authority for certain types of decision
resides, and when a decision should be made at the center.
Informal relationships among network members are also
encouraged. Deliberate attention paid to informal relation-
ships may seem contradictory, yet each branded NGO net-
work we studied purposefully nurtured them, recognizing
their importance to the combined organization’s ability to
stay relevant.
For example, World Wildlife Federation (WWF) employees
working on marine ecosystems in different parts of the Pacific
took the initiative in 2002 to form an advisory group to share
knowledge. The team included staff from Indonesia, Malay-
sia, Fiji, Papua New Guinea, Europe, and the United States.
One evening, while working together on various projects, the
team hatched an idea for conserving marine life in the Coral
Triangle, a fragile region of the Pacific.
After a series of iterations, WWF leadership adopted this
strategy, which caught the eye of the President of Indonesia,
multilateral donors such as the World Bank and the Asian
Development Bank, and a bilateral donor that awarded a
multimillion-dollar grant for the project.
Potential for breakthrough levels of effectiveness and impact
Similar to a jigsaw puzzle in which each piece is different
but works with others to create a coherent whole, integrators
aspire to blend strengths in order to provide the strongest
possible offering, whether that means being able to mus-
ter a timely and seamless response to a natural disaster, or
bringing together streams of local knowledge and expertise to
muster greater influence on the global stage. The integrator
approach is in early days; we plan to continue to study inte-
grators, and we encourage others to do the same, and share
their thoughts. MD

16 MONDAY DEVELOPMENTS January/February 2010


Humanitarians Get
a Report Card
A new report highlights
opportunities to improve
the grade in reform efforts.
BY ANNE C. RICHARD, VICE PRESIDENT,
GOVERNMENT RELATIONS & ADVOCACY
FOR THE INTERNATIONAL RESCUE
COMMITTEE (IRC)
I
N 2005, DISAPPOINTED BY THE
world’s handling of the Darfur cri-
sis, the then-top crisis manager for
the UN, Jan Egeland of Norway,
launched a series of humanitarian
reforms. Now, four years later, a report
from several UK-based aid agencies has
taken these reforms for a test drive in
crisis-ridden countries (Afghanistan,
Democratic Republic of the Congo,
Ethiopia, Sudan and Zimbabwe) and
finds them lacking.* The recommenda-
tions included in the “Synthesis Report:
Review of the Engagement of NGOs
with the Humanitarian Reform Pro-
cess” ought to inform policy discussions
going on now within the Obama Admin-
istration and also among other donors
to UN agencies and operations. To help
disseminate the report’s findings, a spe-
cial meeting at InterAction was held on
December 4th with representatives of
U.S.-based NGOs, the UN Office for the
Coordination of Humanitarian Affairs
(OCHA) and the U.S. government.
Photo: Sarah Elliott, Unitarian Universalist Service Committee
The 2005 reform package prescribed
improved leadership, smarter coordi-
nation and a better way to fund crisis-
response. The reforms recognized that
the international humanitarian system
is more than a single organization or a
project of the UN alone. Private aid agen-
cies (international and local), Red Cross/
Red Crescent societies, governments and
local people themselves all play a part.
* The agencies formed a consortium and included ActionAid International, CAFOD, Care International
UK, International Rescue Committee, Oxfam, and Save the Children. The International Council of
Voluntary Agencies, based in Geneva, also participated in the project, which was funded by the UK
Department for International Development. The report and underlying studies are available at the
ICVA website: http://www.icva.ch/ngosandhumanitarianreform.html
No single organization can do it alone.
Leadership requires getting the right
people to lead. The UN normally asks a
senior UN development expert (the Resi-
dent Coordinator from the UN Develop-
ment Program) to take on crisis response
as an additional duty. Resident Coordi-
nators get to senior positions by climb-
ing the UN bureaucracy. Their task is
to advise governments with diplomacy
and tact (after all, the government votes
in the UN as a member) and influence
development policy while monitoring the
political environment in capitals. A true
humanitarian leader, however, looks out
for the people affected by the crisis, is
committed to humanitarian principles
and should be prepared to stand up to
the government and, if needed, other UN
offices and diplomats. In four out of five
study countries, the UK team determined
that strong and skilled humanitarian
leadership was missing. In Afghanistan,
the humanitarian crisis was sidelined by
the focus on reconstruction and nation-
building. Only in the Democratic Repub-
lic of the Congo was there a strong and
effective UN humanitarian leader. More
candidates, and more who have actually
MONDAY DEVELOPMENTS January/February 2010
REFORM PROCESS
implemented programs in emergency
situations, are needed.
At the time the reforms were intro-
duced, previous efforts at coordina-
tion were deemed a failure. Under the
old “collaborative response” system,
some UN agencies reacted to a crisis
by taking a giant step backward. Ege-
land and his successor, John Holmes,
spearheaded introduction of the “clus-
ter approach” to coordination. As part
of this new mechanism, different UN or
international agencies accept responsi-
bility in advance for leading eleven dif-
ferent tasks (or identifying other agen-
cies that can tackle them). For example,
UNICEF is in charge of nutrition, clean
water and sanitation and the UN refu-
gee agency is to ensure that displaced
persons get shelter. The International
Federation of the Red Cross heads shel-
ter and protection in natural emergen-
cies and an NGO, Save the Children,
co-chairs the education cluster. While
the clear assignment of roles has been
an improvement, the UK team found
that an unintended consequence is too
many meetings and an avalanche of
information for aid workers busy trying
to save lives. The solution, again, is hav-
ing good leaders in each of the eleven
response areas who can avoid wasting
time and understand the importance of
having aid agencies as partners, includ-
17
 REFORM PROCESS
ing local aid agencies.
The third reform created a Central
Emergency Response Fund (CERF)
to collect funding from major donor
governments and spend it quickly in
response to a crisis or for neglected cri-
ses. In reality, disbursement of funds
has been slow and very little has reached
the private aid agencies that shoulder
the bulk of operations in the field. This
would be catastrophic, except the report
reveals that only a very small percent-
age of resources (between one and six
percent) flow through the UN-centric
CERF. Some donor governments prefer
using country-specific funds also called
“pooled funds.” These funds also can be
relatively small, because the U.S. and
the European Community do not chan-
nel funding through pooled funds, pre-
ferring more direct (and, in the case of
the U.S., bilateral) mechanisms. Regard-
less of the route resources take, what is
needed is funding that is more flexible,
timely and adequate.
Regrettably, the reforms of 2005 left
out a key group: the people who are in
need of aid and protection. For reforms
to be truly useful, they must mean some-
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Tel: (703) 778.9400 | Fax: (703) 778-9405 | USA@KjaerGroup.com | www.kjaergroup.com
18 MONDAY DEVELOPMENTS January/February 2010
thing to the people who are supposed to
benefit from international action. The
report’s authors term this “downward
accountability” and call for more of it.
I shared these observations about
the report at the December 4th Inter-
Action meeting chaired by Mary Pack
of International Medical Corps. In
response, Mia Beers of USAID’s Office
of Foreign Disaster Assistance (OFDA)
noted that there has been considerable
progress in reform of the humanitar-
ian system, but it is too soon to declare
victory. OFDA seeks more input from
U.S.-based NGOs, especially in upcom-
ing international policy fora, as much
of international discussion to date has
been dominated by European NGOs.
OCHA’s Sune Gudnitz also welcomed
more NGO input, and reported that
global cluster leads, already aware of
the report, will continue the discussion
with donors in Geneva in February.
Discussants at the InterAction meet-
ing stressed the importance of including
a beneficiary perspective in the reform
process, and a need for better mea-
sures of the effectiveness of reforms.
There was a realization that referring to
“reforms” is probably inaccurate, since
these mechanisms are now the prevail-
ing paradigm of aid delivery. Some par-
ticipants, like my IRC colleague Gerry
Martone, called for NGOs to step up
their participation in the reform pro-
cess. Representatives from USAID/
OFDA and the State Department’s
Population, Refugees and Migration
bureau (PRM) discussed ways to help
facilitate increased NGO participation.
In Washington, attention to crises
is often easier to measure in terms of
media coverage, polling data, or num-
bers of speeches and committee hear-
ings. The UK report’s authors believe
that the true test of crisis response is
how well those affected by a crisis come
through it. Based on their assessment,
humanitarian reforms are not yet work-
ing as originally intended and a renewed
effort is needed. In response, American
NGOs must ask themselves two ques-
tions. Can we deepen our engagement
with the reform process? And can we
take U.S. government partners up on
their offers to help make that happen?
The time is ripe to move beyond criticism
and toward greater engagement. MD

Balancing Market Pay
and Organizational Goals
Changing demands of NGO leadership are influencing pay.
BY CURTIS B. GRUND, VICE PRESIDENT, GLOBAL DEVELOPMENT SECTOR CONSULTING,
ORC WORLDWIDE
T
HE HEADLINES HAVE BEEN
appearing for some time: “Sec-
ond Careers: Millions of Older
Workers Are Choosing to Do
Well by Doing Good for Others” (AARP
Bulletin Today, June 18, 2008); “Start-
ing Over, With A Second Career Goal
of Changing Society” (The New York
Times, December 13, 2008); “A Boom in
‘Encore Careers’” (Boston Globe, June 1,
2009). The movement of talented exec-
utives and managers from private sec-
tor careers into the not-for-profit world
seems to be developing into a trend. Its
impact on the executive ranks of inter-
national non-governmental organiza-
tions (NGOs) is beginning to be seen in
the higher salaries being paid to direc-
tors and key executives, and a reorien-
Photo: Orlando Florin Rosu - Fotolia.com
tation towards greater professionalism
and measurable impact.
Defining the trend
A 2008 research report sponsored
by People in Aid on trends in execu-
tive compensation in the UK voluntary
sector documents leadership dynam-
ics that seem to apply equally to global
organizations wherever they might be
headquartered. The research speaks
to the market forces compelling NGO
boards and trustees to make choices
about how best to attract and retain
the executive leadership they need to
perform in an increasingly challenging
operating environment.
One of the general findings of this
research is that executive boards
more and more often contain individ-
uals with a mix of voluntary and pri-
vate sector backgrounds, resulting in
“adoption and adaptation of a range of
private sector approaches to manage-
ment and remuneration.”
The People in Aid survey notes that
the well-publicized trend in recent years
for directors’ salaries in the commercial
sector to rise faster than general sala-
ries is now being mirrored in the volun-
tary sector, increasing the gap between
the remuneration of directors and other
staff groups. While the research results
do not suggest a rush to join in the trend
to spiraling salaries, higher pay is, to
varying extents, the report notes that
“currently the price that the majority
of [survey participants] are prepared to
pay for some high impact jobs or indi-
MONDAY DEVELOPMENTS January/February 2010
LEADERSHIP
viduals with the skills needed to deliver
results in these increasingly complex
operations.” What seems to be needed
now, in other words, is not the idealistic
and enthusiastic amateur, so much as
the individual who can bring profession-
alism and have a measurable impact.
Compensating the crossovers
The pattern of executives crossing over
from the private sector to second careers
in NGOs and other not-for-profit orga-
nizations has a number of ramifications
for the individuals involved, according
to William N. Brown, vice president of
executive compensation consulting for
ORC Worldwide. “Clearly, compensa-
tion is an issue,” he says, “although it
is likely that the senior executive has
made a conscious decision to move into
an area where pay won’t be as good, as
high [as in the commercial sector].”
Another factor to consider is that
these individuals likely are accustomed
to goal-oriented endeavors compen-
sated by results-based pay or incentive
pay—a concept not as widely accepted
in the not-for-profit sector. “It probably
surprises many of these executives that
variable pay doesn’t play much of a
role,” says Brown. “While this may drive
the creation of new incentive plans [in
not-for-profit organizations], boards of
directors dominated by large contribu-
tors may object to the use of funds as
bonus or incentive arrangements.” Fur-
ther, there is the question of what met-
rics would be used to gauge progress
toward goals. If the metric is delivery of
service, how do you measure success
when factors such as the local political
situation are bound to come into play?
Organizational implications
NGOs are recognizing that they
may need to pay more than the his-
torical norm to attract and retain the
type of management talent they need
to run their organizations effectively.
That would include recruiting for such
roles as CEO, CFO, general counsel,
CIO, Chief Marketing Officer, and Chief
Human Resources Officer—skills that
are universally applicable, whether the
organization is for-profit or not-for-profit.
“Organizations need people with the
talent to manage during a crisis, even—
perhaps especially—during times of eco-
nomic stress and dwindling contribu-
19
 LEADERSHIP

tions,” Brown says. “Nevertheless,” he adds, “there will be major
adjusting to do on the organization’s, the major donors’ and the
incoming executive’s parts.”
At the same time, according to the People in Aid study,
there is an ongoing debate within the not-for-profit commu-
nity surrounding executive pay. How well can organizations
balance the tension between market forces (driving the cost
of management talent) and the ideals and principles underly-
ing their purposes and activities?
A significant subset of study participants (one-third) indi-
cated that “attracting a different caliber of executive was
part of a wider organization development strategy to foster
a renewed culture of high performance, accountability and
impact.” That cultural shift is often intentional, designed to
address challenges that the organizations have faced and
coinciding with major organizational transformation efforts
such as mergers and acquisitions, restructuring, and major
increases in funding, scale and range of operations. “Such
exponential shifts when organizations are getting bigger and
more complex require a new and different range of competen-
cies, and the result is often an upward gearshift in terms of
salary on recruitment,” the study concluded.
It is true that many not-for-profit organizations are inten-
tionally changing the parameters of their executive compen-
sation to attract specific talent levels. At the same time, others
say their repositioning of salaries has been a reactive measure
in response to failed recruiting efforts or a wider benchmark-
ing exercise, and not an integral part of an organizational
transformation effort. The market for talent clearly plays a
role for these organizations, and it may be unavoidable. As
noted by Steve Lohr in The New York Times, the Bridgespan
Group, a nonprofit organization that advises foundations and
not-for-profit groups, has estimated that not-for-profit orga-
nizations face a collective “leadership” deficit over the next
decade of more than 600,000 senior managers.
Conclusion
The rising complexity, global scope for many organizations,
and increased need for professionalism and accountability
within not-for-profit organizations is requiring a higher level
of management talent in the executive ranks of these orga-
nizations. That, in turn, appears to be driving an increase in
compensation at the top levels.
The individuals filling those executive ranks are often
crossing over into the not-for-profit world from often highly
successful careers in the for-profit sector, bringing with them
the best practices of that sector and helping the hiring orga-
nizations adjust to ever more challenging times.
The need for management skills is growing at a time
when the popularity of these “encore careers” appears to be
increasing. Finding a match between the talented executive
who wants to move into the not-for-profit sector and an orga-
nization that could benefit from the executive’s skills would
provide benefits—and require adjustments—on both sides of
the equation. MD
Questions and comments? Contact curtis.grund@orcww.com.

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20 MONDAY DEVELOPMENTS January/February 2010


Preparing Doctors and
Nurses to Be Managers
Management training leads to improved health outcomes.
BY MICHAEL PAYDOS, SENIOR PROGRAM OFFICER, COMMUNICATIONS, MANAGEMENT
SCIENCES FOR HEALTH
I
“ WAS APPOINTED A DISTRICT MED-
ical officer in 1993, straight from a
surgery ward, and within a week I
had to manage an entire district,”
explains Dr. Willis Akwahle, Direc-
tor of the Malaria Control Program in
Kenya. “It was a totally different world.”
Health care in developing countries is
a totally different world: a multibillion-
dollar endeavor struggling to address
simultaneous challenges such as HIV/
AIDS, tuberculosis, malaria, and major
issues in maternal/child health. Yet
the people charged with leading and
managing this work often have little
formal preparation to succeed. Unless
this truth is recognized, the billions
of dollars being pledged by donors,
plus the huge investments that recipi-
ent countries make in health, will not
achieve the hoped-for results.
New roles in health
Two key issues underlie this dilemma.
Photo: Charles Akena
First, while the roles that doctors and
nurses play in the delivery of health care
in developing countries have changed
dramatically, the preparation they typi-
cally receive in medical and nursing edu-
cation has not kept pace. Second, the
role of health managers is not as valued
as the role of the clinical specialist. As
Dr. Abdo Hassan Alswasy, a consultant
in obstetrics and gynecology in Aswan,
Egypt, explains, “When I was in medi-
cal school, I thought my job would be
to treat suffering people. I received no
leadership and management training in
medical school. Today, my leadership
and management challenges are many,
such as reducing maternal mortality,
increasing community awareness of
post-abortion care, ante-natal care, and
improving the performance of obstetri-
cians in district hospitals.” A survey con-
ducted by the Uganda Ministry of Health
in 2005 found that of the 56 directors of
district health services in the country, 55
of them were licensed physicians.
Leadership failures, breakdowns in
communication and poor staff orien-
tation and training are all significant
causes of errors in health care provi-
sion. Apart from patient safety, the
risks of poor leadership and manage-
ment range from wasted resources to
emigration of health workers to other
countries. And without these financial
MONDAY DEVELOPMENTS January/February 2010
MANAGER TRAINING
Immunizing children against polio in
northern Uganda.
and human resources, the quality of
care is compromised.
What skills do leaders and managers
of health care programs need? To benefit
from opportunities, managers at all lev-
els need skills for managing information,
people, supplies and funds. For exam-
ple, entry-level managers need to be able
to analyze service statistics, survey data
and feedback from clients and staff.
They must align staff and stakeholders’
capacities with planned activities, esti-
mate resource needs for improvements
and mobilize resources. Mid- to senior-
level managers need additional skills,
such as the ability to set strategic pro-
gram priorities for the long term.
One way to increase the quality of
management and leadership is to bet-
ter prepare future health workers while
they are still in pre-service training at
medical and nursing schools.
A way forward
In Brazil, Dr. Henrique Sa, Dean
of the University of Fortaleza Medi-
cal School, says, “What little I learned
about administration [in medical school]
was obsolete and old fashioned. There
seems to be a hidden curriculum that
the physician is a ‘born leader.’ Medi-
cal students need structured knowledge
on management and leadership as well
as practical experience. They need to
understand how a health system oper-
ates, how health services are managed
and how a health facility is managed.”
Rather than taking a piecemeal
approach to strengthening leadership
and management capacity, we need to
achieve a clear objective: prepare all
current and future leader-managers
in health care to lead and manage to
achieve results.
In 2008, the School of Medicine at
the Universidad Nacional Autonoma de
Nicaragua (UNAN, the National Univer-
sity of Nicaragua) worked with a number
of partners to design a management and
leadership course for fifth-year medical
students. Developed with USAID sup-
port, the course emphasized results
based planning, allowing students to
work in teams and tackle a real-life
health challenge. The first year of the
program received positive feedback from
21
 MANAGER TRAINING
the vast majority of students. One noted, “The course is giving
us tools that perhaps we won’t use directly with patients but we
will need to be able to give patients better care and services.”
After evaluating and revising the program, UNAN has now fully
funded and institutionalized the management and leadership
program into its regular curricula for medical students. Addi-
tionally, two other universities in Nicaragua have begun to rep-
licate the course for their programs.
Current health workers, who have already concluded their
formal studies, need programs to strengthen their leadership
and management capacity. These programs do not have to
be large and expensive, and employees can be prepared rap-
idly through in-service learning programs that blend face-to-
face and Web-based activities. Commitment and innovative
thinking are the indispensable ingredients. Management Sci-
ences for Health, a U.S.-based international health organiza-
tion, has developed a number of approaches to developing
the management and leadership skills of health profession-
als, including in Ceará, Brazil.
Efforts in Ceará, a state of seven million people located in
Northeast Brazil, provide an example of how these programs
change the paradigm and make a difference in the lives of
the rural poor. These programs succeeded because leaders
like Brazilian Deputy Secretary of Health Luis Eduardo de
Menezes Lima recognized a challenge and took bold steps
to address it. What he found at the Ceará State Secretariat
of Health were many excellent public health practitioners,
but few who had specific training in leadership and man-
22 MONDAY DEVELOPMENTS January/February 2010
agement. He proposed a partnership with the local school
of public health and a number of international partners to
create a leadership development program for the entire State
Secretariat of Health. The program, launched in 1998 and
expanded each year, took a challenge-based, results-focused
approach to leadership development.
An external review conducted in 2005 noted that from
2000 to 2004, 25 of 37 participating municipalities were able
to reduce their infant mortality rates, some by as much as 50
percent. The São José Hospital, located in the state’s capital,
saw patient complaints go down by more than 75 percent.
By 2005, the State Secretariat of Health in Ceará had fully
institutionalized leadership and management training into
its staff orientation system.
Introducing leadership and management programs into
undergraduate curricula does pose challenges. Curriculum
negotiation and approval process within academic institutions
can be a long and complicated process. However, in El Salvador,
Guatemala, Nicaragua, Tanzania and Uganda, engagement by
academic administrators and faculty have met the challenge,
with Ministry of Health encouragement and technical support
from Management Sciences for Health. Also critical to success
is having excellent management and leadership development
materials that can be adapted, and a process of engagement
and planning including discussions, meetings and trainings
with teaching institutions and ministry authorities. MD
For more information please contact the author at mpay-
dos@msh.org.
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 

Protection in
High-Risk Areas
Several types of insurance significantly
increase an NGO’s ability to handle
incidents in dangerous locations.
BY YAN BUI, ACCOUNT EXECUTIVE, CLEMENTS INTERNATIONAL
N
GOS FACE INHERENT RISKS WHEN WORKING
overseas. Many NGOs are often targeted by criminal
and terrorist groups, either for financial or political
gain. Last year proved to be deadly for NGOs, with
increasing incidents of kidnapping and violence against the
humanitarian community.
In addition to the threat to staff, NGOs sometimes face the
loss of crucial equipment and property overseas. These losses
interrupt critical services, delay missions, and negatively impact
the organization financially as replacement costs are absorbed.
Aid organizations working in developing countries can help
mitigate their risks by implementing a comprehensive crisis
management plan, incorporating security risk assessments,
and clarifying internal roles and responsibilities.
Another tactic is to ensure that the proper insurance cov-
Photo: Willy Lukemba
RISK PROTECTION
erages are in place to protect against high risks. Four key
coverages in any sound crisis portfolio include: (1) kidnap,
ransom and extortion; (2) personal accident; (3) commercial
auto; and (4) political risk.
Kidnap, ransom & extortion (K&R)
Risk: On 22 November 2009, two French aid workers were
kidnapped in the Central African Republic. As of the printing
date for this article, both were still being held.
A recent report of kidnapping statistics shows an alarm-
ing number of aid workers being targeted, particularly in
hot spots like Afghanistan, Haiti, Pakistan, the Philippines,
Somalia, Sudan and others. Criminal groups frequently kid-
nap local national staff and their dependents for ransom
demands because of easier accessibility.
“We’re seeing an increasing number of local national staff of
aid organizations and their families being targeted,” explains
Kevin Henry, Vice President of Hiscox. “The targeting of aid
organizations reinforces the need for NGOs to provide proper
prevention training for all employees and have up-to-date cri-
sis management plans in effect.”
One of the biggest benefits of a K&R policy is access to a
crisis negotiation team, which deploys to assist a client in
the event of a hostage incident. Without a policy, the costs to
secure their services—which can be thousands of dollars a day
per incident—can be extremely cost-prohibitive for any NGO.
In the absence of police and security forces, DRC citizens organize
into self-defense groups in order to secure their neighborhood after
attacks by the Lord’s Resistance Army.
MONDAY DEVELOPMENTS January/February 2010 23
 RISK PROTECTION

In addition to the crisis team, the policy also pays for busi-
ness interruption and any liabilities directly resulting from
a kidnap incident. Ransom monies are also included and do
not necessarily have to equate to cash payments. For many
NGOs, an exchange or promise of goods and services (such
as the building of a well in a village) are often demanded
as ransom in lieu of cash. Such non-monetary transactions
are considered ransom payments, and would therefore be
included in the policy.
Another key element of a K&R policy is coverage for result-
ing expenses surrounding a kidnapping. Benefits such
as rest and rehabilitation, travel costs, public relations,
employee salaries and more are expenses most organizations
do not anticipate, but should be considered as well, as they
can exceed the costs of the ransom itself.
tion in rural and developing areas. Not only do they trans-
port goods and equipment, they are also used to ferry staff.
Armored vehicles, often incorporated as part of a tactical
security plan, function as an extra line of defense to help
protect aid workers.
Whether soft-skinned or armored, vehicles represent
a tremendous investment. A loss of one vehicle can delay
an NGO’s mission, while a replacement vehicle is acquired
and funding reallocated to cover the costs. Rather than self-
insure, NGOs should seek to cover vehicles under a com-
prehensive global auto insurance policy that would protect
against theft or damage. It is also advisable that NGOs work-
ing in volatile regions add political violence coverage, which
covers incidents of war and terrorism, riots, insurrection,
civil unrest, malicious damage and more.

Personal accident (AD&D) Political risk

Risk: A Kenyan citizen and a French citizen working for a Risk: An NGO is transporting food products from northern to
French-based NGO were killed when a bomb placed next to southern Sudan. Despite proper security measures, the con-
their car exploded in the southern Somali town of Kismayu. voy is stopped en-route by government agents, who seize the
According to a Humanitarian Policy Group (Overseas Devel- goods, supplies and vehicles from the NGO. The NGO is unable
opment Institute) report, 198 aid workers were killed or injured to deliver food as promised.
in 2008. From August through November of 2008, there were In countries where the local government is unstable or non-
highly publicized reports of four North American and Euro- existent, an NGO’s equipment and property can be at risk. Hos-
pean aid workers murdered in Afghanistan, and one Ameri- tile governments can seize, confiscate or nationalize an NGO’s
can ambushed and killed supplies, deny them access to their equipment, or force them to
in Peshawar, Pakistan. abandon in-country offices. In the past, even an NGO’s medical
During that same period, and food supplies meant for distribution have been targeted.
local national aid work- Political risk policies help protect against such occurrences
ers in Somalia were also and provide coverage for risk mitigation. Thus, if an NGO
killed. takes measures to save their property from an imminent war
Many life and health event, the costs to minimize damage will be covered.
insurance carriers often Many NGOs do not have political risk coverage because
exclude coverage for they do not fully understand the risks. It is advisable that
high-risk areas like Iraq, NGOs with substantial assets overseas investigate the finan-
Afghanistan and Paki- cial practicality of purchasing a political risk policy. Annual
stan; and will generally premiums start at $25,000, so NGOs with significant prop-
exclude war and terror-
ism. Such exclusions
A loss of one vehicle erty in high-risk countries should conduct the proper cost-
risk analysis when considering coverage.
make it difficult for NGOs can delay an NGO’s
working in these areas to Summary
obtain adequate insur- mission, while a NGOs face many perils when working in developing coun-
ance for staff members,
regardless of nationality.
replacement vehicle tries. Some inherent risks endanger staff, particularly local
national workers, while other threats can cause losses of
One option is a “per- is acquired and assets. Such incidents can interrupt an NGO’s mission and
sonal accident” (AD&D) impede funding.
policy, which provides funding reallocated Aid organizations can reduce loss by securing the proper
coverage worldwide, and
may include war and ter-
to cover the costs. high-risk insurance. Policies such as personal accident, and
kidnap, ransom and extortion help protect relief workers and
rorism. The policy typically has broad wording, which allows their families in the event of security incidents, while “com-
for greater flexibility when responding to claims. NGOs can opt mercial auto” and “political risk” policies help ensure busi-
to include U.S., third-country and local nationals on the pol- ness continuity in the event of property loss.
icy, incorporating varying limits to maximize cost efficiencies. NGOs should incorporate high-risk insurance coverages as
crucial elements of any strategic crisis plan. Such policies
Commercial auto give NGOs an extra layer of protection that helps minimize
Risk: Local national staff traveling from Kabul to Kandahar loss and supports and protects their much-needed humani-
are carjacked at gunpoint by a criminal gang, who force the aid tarian and relief missions overseas.
workers out of the car and commandeer the Dutch NGO’s vehicle. Questions and comments can be sent to the author at (202)
Vehicles are typically an NGO’s sole means of transporta- 872-0060 or via email at ybui@clements.com. MD

24 MONDAY DEVELOPMENTS January/February 2010


What Constitutes a
Security Incident?
It is vital for NGOs to define their security policy.
BY JOHN SCHAFER, DIRECTOR OF SECURITY, INTERACTION
I
N A FAR OFF PLACE NOT SO LONG
ago, a driver for an international
NGO recognized that the street he
was traveling, normally filled with
children, was empty. He was escorting a
program manager to a regularly sched-
uled meeting. Recognizing the anomaly
of the empty street, his level of alert-
ness increased. Suddenly a man with a
gun jumped out and started screaming,
“Get out! Get out!” The driver slammed
the car in reverse and drove out of the
dangerous situation. When the two
arrived back at the office they reported
the incident to the country director. The
country director decided not to inform
headquarters or anyone else of what
had happened, because he believed that
the event did not constitute a security
incident. Furthermore, the NGO’s secu-
rity policy did not define security inci-
Photo: Ivan Tykhyi - Fotolia.com
dents. Consequently, the incident was
not shared with the greater community.
One week later, an NGO employee
was kidnapped on the same street, by
what was later discovered to be the same
person who had tried to stop the other
vehicle. The ordeal lasted a few months
and cost hundreds of thousands of dol-
lars to cover response, program delays,
relocation and victim assistance.
A few years later and thousands of
miles away, two security profession-
als previously employed by the affected
organizations talked about the ordeal
for the first time.
In their discussion they agreed that
one of the major problems that NGOs
have is that their security policies often
do not clearly define what constitutes
a security incident, nor do they specify
to whom an incident must be reported.
Reports must be managed
Once a security incident is defined,
the organization must report and
manage the incident. In most cases,
a person or unit inside the organiza-
tion will be responsible for collecting
“Near miss” incidents:
A narrowly-avoided incident should be reported as a full incident, regardless of
whether it was avoided because of effective warnings. More serious incidents may
often be preceded by advice, hints or friendly warnings. Staff may be followed or an
office watched. These events should not be overlooked, but instead reported to avoid a
potentially more serious incident.
MONDAY DEVELOPMENTS January/February 2010
SECURITY INCIDENTS
the important details of the incident.
Often an insurance provider will have
to respond. Sometimes training will
have to be designed, policies reviewed
or more insurance obtained in order to
mitigate further loss.
Timely reporting of security incidents
is a critical measure in protecting the
lives of the NGO’s staff in country. A
well-maintained report system can help
them to make appropriate response deci-
sions, alert others to potential threats/
risks and identify, analyze and react to
changes in their security situation.
At the receiving end, the unit that
collects information on such incidents
writes down the information and con-
siders questions prompted by that infor-
mation. Depending on the gravity or
impact of the situation the NGO’s coun-
try office may pass on a similar report
to headquarters with further indication
of the actions it has decided or proposes
to undertake and a clear indication of
what is expected from headquarters.
Once the situation has been dealt
with, everyone involved should be
orally debriefed and a written factual
report, should be produced.
The organization should also produce
an annual Security Incident Report (SIR)
management. Key elements include a
security audit, an annual review of inci-
dents, and a comparison to previous
years considering various factors such
as incident locations and risk levels.
But we can’t afford security
The returns of a security program
are often invisible. There is not a spe-
cific line item that a financial audit that
demonstrates the importance of a well-
rounded security effort. For instance,
measuring loss is always financial.
There is a dollar amount associated
with a vehicle that is stolen; there is a
dollar amount associated with program
delays due to a security incident; and
there is a cost associated with time lost
due to an accident. When too many
25
 SECURITY INCIDENTS

ber that it still has that same, impor-

Some examples of incidents that should be reported: tant program-enhancing effect. CEOs,
COOs, CFOs and accountants must
• The killing of, or mortal danger to, NGO staff members, visitors or other third parties. understand that properly planned and
• Serious injury or illness to members of staff, visitors or third parties during NGO managed security investments produce
related activities. (Serious injury is defined as multiple causality or life threatening.) returns in all field programming.
The start of a security program that
• Serious staff and visitor security/safety concerns due to:
enhances and enables other programs
◊ Military/police security actions (raids, insurgent attacks, e.g.) begins with a clearly stated definition of
◊ Attacks directed at other NGOs and agencies a security incident and a clearly stated
directive about how and to whom the
◊ A breakdown in law and order incident must be reported. InterAc-
◊ Kidnappings tion.org offers some suggestions that
can assist in transitioning from topical
◊ Staff detention
security into systemic security.
◊ Extortion As shown above, the fact that no
• Terrorist threats or actions directed at an NGO. security incident reports filed for a loca-
tion, does not necessarily mean that the
• Any security event that is beyond the scope or scale of the country/region’s ability to location enjoys safe working conditions,
effectively manage an appropriate response. just as having successfully survived a
• Suspension of program activity due to insecurity. tour working in a high-risk environ-
ment such as Iraq does not automati-
• Sudden onset evacuation (due to, for example, the political situation or a natural
cally make a person a security expert.
disaster)
Always remember that we may never
*Please note that the list is not exhaustive. know the incidents that were avoided
because of the security systems (secu-
rity policies and training, e.g.) that we
employed. Finally, not until a security
As security audits increase, security incidents decrease incident is recorded and then reported
can an effort be made to reduce the
likelihood or frequency of similar
events being reduced. In the automo-
bile industry it is said that for every
300 accidents there are 30 injuries
and one of those injuries will result in
a death. Yet in one of the most dan-
gerous professions in the world, with a
reported accident rate just below that
of deep sea fishing, we find that NGOs
still do not use a uniform reporting
system to collect data—meaning that
humanitarian relief may be the most
dangerous occupation in the world.
Awareness and mitigation can only
occur when an organization has an
of these incidents occur organizations solid risk assessment an area of less annual report that tallies security
often see an increase in their insurance danger was chosen to implement a pro- incidents by type and frequency of
premiums. But when a security system gram thus avoiding lengthy delays. how many have been experienced. An
is running well, the returns of security These invisible returns are only annual audit can then begin to evalu-
investment (sometimes referred to as emphasized through a system of clear ate the effectiveness of a security pro-
ROSI) do not often does not manifest definitions, awareness and security gram; that will assist in justifying the
itself as a positive line item in the bud- audits. return of security investment.
get. For example, due to a driver’s secu- In some regions of the world, security The end goal is to have a security sys-
rity training a vehicle was not stolen; costs may be most expensive program- tem that identifies the greatest vulnera-
because of the security training and ming element. In such cases, security is bilities, records incidents and monitors
awareness program that an individual often seen as critical to enhancing and and evaluates the mitigation methods.
went through prior to going into a dan- enabling programming. But even when If a system is working properly, over
gerous field environment, a potential security is the smallest budget item for time there incidents should decline and
injury was avoided; or because of a a program, it is important to remem- audit scores should improve. MD

26 MONDAY DEVELOPMENTS January/February 2010

 Events
JANUARY
24 January
Committee on Non-Governmental
Organizations 2010 Regular Session
UN Headquarters, New York, New York
Contact: 212-963-8652
31 January
Team World Vision
Participating in ING Miami Marathon
and Half Marathon
Miami, FL
Contact: team@worldvision.org
FEBRUARY
2-4 February
InsideNGO USAID Rules and
Regulations Workshop
Nairobi, Kenya
Contact: workshops@InsideNGO.org
11 February
GMU School of Public Policy
Master’s Degree Open House
Arlington, VA
Contact: 703-993-8099
14 February
Earth Education International
Sustainable Global Stewardship
Program
San Ramon, Ajuela, Costa Rica
www.earthedintl.org/Spring.htm
22 February
World Youth Empowerment
Foundation International Leadership
Training Conference
Adelaide, South Australia
www.wyea.org/conference
MARCH
19 March
Left Forum: The Center Cannot Hold:
Rekindling the Radical Imagination
New York, New York
Contact: 212-817-2003
20 March
Friend of the Orphans Cameroon
Empowerment Time
Limbe, South West, Cameroon
www.fotocam.org
PROMOTE YOUR UPCOMING EVENTS!
Send event details to: publications@interaction.org
22 March JULY
World Water Day
10 July
24 March Sweet Mother International
World TB Day Celebration of Motherhood
Adelaide, South Australia
APRIL www.sweetmotherinternational.org/
17-18 April 25 July
Global Day of Service Earth Education International
Deep Ecology & Sustainable Living
25 April San Ramon, Alajuela, Costa Rica
Earth Day www.earthedintl.org/Summer.htm
JUNE
2-4 June
InterAction Annual Forum
Washington, DC
Contact: bwallace@interaction.org Online Job Board
Visit: careers.interaction.org
28 June Talk about interacting! InterAction’s online
job board instantly connects you to the latest
Habitat For Humanity International international development jobs as they become
Mongolia Blue Sky Build available. Search by job sector, level, region and
Bangkok, Thailand
country—or post your resume and let the hiring
managers come to you!
Contact: +66 2 632 0415
Master of New Professional Studies:
Peace Operations
Study the theory and practice of peace operations, international
civilian police operations, nongovernmental organizations,
elections, refugees/internally displaced persons, and
governance with world-renowned scholars and practitioners
at one of the nation’s leading schools of public policy.
• Small classes taught by world-renowned faculty
• Conveniently located in the metropolitan
Washington, D.C., area
• Full-time or part-time study
• Affordable cost
To find out more, please contact Graduate Admissions
at the School of Public Policy at George Mason University
at spp@gmu.edu or 703-993-8099.
MONDAY DEVELOPMENTS January/February 2010 27
 MONDAY DEVELOPMENTS
EMPLOYMENTOPPORTUNITIES
ASSISTANT DIRECTOR OF DEVELOPMENT
New York, NY
American Jewish World Service (AJWS) is an international
development organization motivated by Judaism’s impera-
tive to pursue justice. Position: *Assistant Director of Develop-
ment*, New York, NY. Responsible for organizing and leading
adult group missions to the developing world to help allevi-
ate poverty, hunger and disease. Bach’s deg or higher in Intl
Development, Social Work or a related field or foreign equiv.
Must have 5 yrs of progressive, post baccalaureate program
mgmt exp with an intl development or human rights orga-
nization. Must have 3 yrs exp managing complex logistics for
international group trips traveling to the developing world.
Must have 3 yrs of exp in major gifts fundraising & develop-
ment strategy in the Jewish community. Must have 3 yrs exp
in developing & managing program budgets. Mail resume to:
B. Hirschfelder, American Jewish World Service, 45 West 36th
Street, New York, NY 10018.**
Tsunami Recovery
continued from page 12
ronmental concerns at all stages of the project cycle, and how
addressing these issues can make results more sustainable.
As aid groups finish their work in tsunami-affected areas,
International Rescue Committee
Partnerships & Compliance Coordinator
The Partnerships & Compliance Coordinator (PCC) will lead the
Partnership Sub Grant Unit for the IRC Thailand country program.
The purpose of the PSG Unit is to oversee the management, coordination
and the key risk control elements of the CO’s entire
sub-grant process to ensure a high level of financial management
and compliance. The PSG Unit leads, or is a key contributor to all steps in
the process.
The position is based in Bangkok, but the PCC will spend a portion
of his/her time visiting program sites along the border, working
closely with direct beneficiaries and IRC’s partners to ensure they
are complying with the terms of their agreements and USG regulations.
Requirements
BA degree or equivalent; 3+ years work experience in the NGO
environment and/or audit sector and accounting experience
or strong knowledge of basic accounting principle; Experience
working with community based organizations in a sub-grantee
relationship; Strong Knowledge of U.S. Government rules and regulations;
Good communication skills with individuals from a
variety of educational and cultural backgrounds; Willingness to
travel frequently.
This position is fully accompanied
Please apply at www.ircjobs.org
28 MONDAY DEVELOPMENTS January/February 2010 To advertise, call 202-667-8227 ext 548 or email publications@InterAction.org
PROGRAM COORDINATOR
Baltimore, MD
International Youth Foundation (IYF) Program Coordina-
tor, Morocco/India. Based in Baltimore, MD USA, the Program
Coordinator will support IYF’s youth employability programs
in Morocco & India. Duties will include (but are not limited to)
technical coordination & operational support, assisting with
tracking evaluation data, liaising with the grants & contracts
department, & regularly interfacing with IYF’s field staff & lo-
cal partners. REQUIREMENTS: Bachelor’s degree & 1-3 years
of experience in related field; English and French fluency
(speaking, reading, & writing). Master’s degree in interna-
tional or social sciences field is preferred. For complete job
description and instructions to apply, visit www.iyfnet.org
and click on the jobs link. Applicants are required to submit a
completed job application, cover letter and resume to jobs@
iyfnet.org.
we are reminded that the way organizations disengage from
communities is also extremely important. It is critical that
organizations start thoughtful exit planning early on and
involve many stakeholders. Disorderly exit by organizations
can leave communities confused. In the post-tsunami envi-
ronment, extensive interventions followed by a sudden pull-
out have sometimes undermined an organization’s recovery
efforts, as well as those of other organizations.
With infrastructure projects, the process for repairs, main-
tenance and tariffs need to be clearly defined and institution-
alized. For example, homeowners need to know how to main-
tain their new wells, hand pumps
and sanitation systems; they It is critical that
also need to know when to call in
experts and where to find them.
organizations
Human capacity building efforts
may require extended supervi-
start thoughtful
sion and refresher training after exit planning
agency offices have closed. In an
American Red Cross community-
early on.
based disaster risk reduction program, we have seen that
even modest levels of continued engagement can help. Con-
tinued field staff or even volunteer follow-up monitoring can
keep communities motivated and reinforce desired behaviors
and outcomes. Sustainability of outcomes must be consid-
ered early, and built into exit plans that are reviewed periodi-
cally throughout the project cycle.
A disaster the magnitude of the 2004 tsunami is, hopefully,
a rare occurrence. Through my travels to the affected regions
over the last five years, I have continued to be amazed at the
resiliency of affected communities and am constantly reminded
of the importance of people taking an active part in their own
recovery. Five years later, those involved in the recovery effort
should feel proud of their accomplishments but also take the
opportunity to reflect on the experience and explore opportuni-
ties to improve the planning, coordination and delivery of recov-
ery assistance the next time an event like this happens. MD
 Winrock International is a nonprofit organization that works with people in the
United States and around the world to empower the disadvantaged, increase
economic opportunity, and sustain natural resources. By linking local individuals
and communities with new ideas and technology, Winrock is increasing long-
term productivity, equity, and responsible resource management to benefit the
poor and disadvantaged of the world. Winrock and its local partners have in-
stalled more than 70,000 stand-alone renewable energy systems in remote and
rural areas. Winrock has also helped international development agencies bring
4 billion kWh of clean, renewable electricity to developing countries in Africa,
Asia, Eurasia, and Latin America.

Renewable Energy Specialists – Engineering, Finance, Policy, and Project Managers

We are currently recruiting qualified senior-level specialists for existing and upcoming USAID and privately funded clean energy programs. Join an
energetic team of professionals with a commitment to sustainable energy access for communities in the world’s poorest countries. We have both
long-term and short-term assignment opportunities in locations in Africa, Asia, Eurasia, and Latin America.

Annual salaries and consulting rates will be commensurate with qualifications and experience. Excellent employment benefits include life, dis-
ability and medical insurance, retirement, and other normal Winrock benefits. Assignments requiring travel provide insurance and travel expenses.
Volunteer assignments are also available in some locations.

Applicants should go to the Jobs link at www.winrock.org and submit a current resume and cover letter referencing “Renewable Energy Special-
ists” by Friday, January 15, 2010. Applications will be reviewed upon receipt prior to deadline.

Winrock would like to thank all applicants for their interest but only candidates who meet all requisite criteria and are short listed will be con-
tacted.

EEOE/AA.

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.

To advertise, call 202-667-8227 ext 548 or email publications@InterAction.org MONDAY DEVELOPMENTS January/February 2010 29
 Senior Director for Humanitarian Policy
InterAction is seeking a Senior Director for Humanitarian Policy to serve as the
organization’s primary staff lead in relations with United Nations humanitarian agencies,
including dealing with humanitarian reform and various policy issues including
protection and displacement.
RESPONSIBILITIES:
• Represent InterAction at a senior level in dealing with OCHA,
UNHCR, UNICEF, UNFPA, ICRC and WFP on humanitarian
reform and on protection and displacement issues. Maintain
liaison with officials of these agencies at a senior level and
organize and attend meetings between them and InterAc-
tion members.
• Represent InterAction and its members at a senior level on
international working groups and task forces formed to
address issues such as humanitarian space, humanitarian
financing, integrated missions, urban displacement, protec-
tion standards, gender based violence, sexual abuse and
country specific crises, such as Sudan, Somalia, etc.
• Represent InterAction at international humanitarian policy
fora engaging with international groups such as the Good
Humanitarian Donorship Initiative, ALNAP, etc., as well as
in key conferences on these topics hosted by UN agencies,
donor governments, and leading academic institutions.
• Meet frequently with USG officials responsible for support-
ing and framing UN humanitarian reform issues, particu-
larly those agencies that have been funding and actively
engaged in policy discussions. Convene working groups, as
needed, on specific areas of interest that require member-
ship engagement and input at the policy and operational
levels. Such issues could include, but not be limited to,
needs assessments, humanitarian networks, financing, etc.
• Represent InterAction in policy discussions on protection
and displacement conducted by the United Nations agen-
cies and the Global Protection Cluster and its subsets. Travel
occasionally to the field to review implementation of the
IASC’s SEA Guidelines.
• Convene and support the activities of InterAction’s Protec-
tion Working Group and Humanitarian Partnerships Working
Group as well as their Sub-Working Groups, including those
on Gender Based Violence and Sexual Abuse and Exploita-
tion. Assume responsibility for assisting in the drafting and
coordination with InterAction members of policy and ad-
vocacy statements, letters, and reports on topics within the
jurisdiction of these bodies.
• Establish productive working relationships with and meet
regularly with key USAID and State Department officials
responsible for framing USG policy responses to protection
and displacement issues, helping keep them abreast of
thinking within the NGO community.
• Brief Congressional staff on issues within the Senior Direc-
tor’s areas of responsibility. Coordinate closely with InterAc-
tion’s Public Policy team. Working with InterAction’s congres-
sional liaison staff, arrange meetings for members with con-
gressional staff on these issues. Help prepare congressional
testimony on these topics as opportunities arise for InterAc-
30 MONDAY DEVELOPMENTS January/February 2010 To advertise, call 202-667-8227 ext 548 or email publications@InterAction.org
tion to participate in hearings and formal briefings.
• Travel regularly to New York, Brussels, Rome and Geneva
to represent InterAction at relevant meetings (i.e., Monthly
OCHA-InterAction meetings) and to maintain liaison with
senior officials of the United Nations humanitarian agencies,
the Red Cross Movement, and European based NGO consor-
tia focused on humanitarian response.
• Staff crisis specific working groups on an occasional basis, as
requested by the HPPT team leader.
QUALIFICATIONS:
• Minimum fifteen years experience working in humanitarian
assistance activities abroad and at headquarters’ level with
United Nations agencies and/or the NGO community.
• Authoritative knowledge of international conventions re-
lated to protection and displacement and recognition by UN
and NGO senior officials for competence in these issues.
• Ability to present InterAction’s position on a range of hu-
manitarian policies and assist with developing new policies
where needed, meet regularly with senior USG and UN of-
ficials, and cogently develop advocacy materials for decision
makers and the public.
• Thorough understanding of the structure and dynamics of
the United Nations and the Red Cross Movements as they
relates to issues of protection, displacement and humanitar-
ian principles. Familiarity with the IASC and the Global Hu-
manitarian Platform and their activities.
• Close understanding of NGO values and operational modali-
ties, as well as of the complexity of the NGO communities in
the United States and abroad. Ability to be accepted by the
NGO community as its occasional spokesperson in policy
dialogues with the USG, UN agencies, and foreign based
NGO consortia.
• Freedom to travel frequently to New York and world capitals
as well an on occasional field visits representing InterAction.
• Strong interpersonal skills in relating to the diverse and
sometimes conflicting expectations of members of a con-
sultative decision-making body. Patience and persistence in
working with international organizations.
• MUST BE ELIGIBLE TO WORK IN THE UNITED STATES (US Citi-
zen or current green card holder)
SALARY & BENEFITS
InterAction provides competitive salaries and excellent benefits.
TO APPLY:
Please email a cover letter, resume to jbishop@interaction.org.
The position will remain open until filled. No Phone Calls Please.
Only final candidates will be notified.
Job Openings Director of
Monitoring &
Evaluation, ICAP
Baghdad, Iraq

Chief of
Operations,
Infrastructure
Kabul,
Afghanistan

Deputy Chief
of Operations,
Infrastructure
Kabul,
Afghanistan

Director,
Contracts &
Grants
Arlington,VA

Deputy, Chief
Financial Officer
Arlington,VA

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.”
1400 16th Street, NW, Suite 210
Washington, DC 20036
Phone: (202) 667-8227
Fax: (202) 667-8236
publications@InterAction.org
www.InterAction.org

InterAction is the largest alliance of U.S.-based international

development and humanitarian nongovernmental
organizations. With more than 180 members operating in every
developing country, we work to overcome poverty, exclusion
and suffering by advancing social justice and basic dignity for all.