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April 2010 • Vol. 28 • Issue 4

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

Advancing
The Rights of
Women
Masculinities:
When Being a Man
Isn’t Enough
A Clue to Obama’s
Why Won’t NGOs Development Strategy?
Publish Their Budgets?
Climate Change
and the Return of
www.mondaydevelopments.org Population Control

CEDAW: The Global

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

FORUM 2010
Kicker

moving at the speed of change

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

Plenary Sessions Workshop Topics

➤➤Haiti Update
➤➤Food Security
➤➤Public Diplomacy and Citizen Engagement
➤➤US Leadership in Development
➤➤Trade & Development
➤➤Global Systems Thinking
➤➤Millennium Development Goals in 2010
➤➤Rationalizing Private Development Funds
➤➤Conversation with the Administration
➤➤The Millennium Development Goals:
A Race to 2015
➤➤Visualizing Our Community’s Impact
Using Mapping Technology
➤➤Climate Change
➤➤Standards and NGO Governance
➤➤Overhead Squeeze
➤➤Aid & Development Effectiveness
➤➤Security Coordination During Disasters

June 2-4 ➤➤NGOs in Humanitarian Reform Process

➤➤Lessons from Haiti: NGO Coordination
➤➤Civil - Military Communications
Walter E. Washington ➤➤Local Ownership vs. Country Ownership

Convention Center
Washington, D.C.

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

THIS ISSUE
19 Beijing + 15 Departments
March meetings at the UN review
progress on commitments made 4 Reflections from
in Beijing to advance the status of the President
women and girls. 5 Washington Update
April 2010 Vol. 28 • No. 4 By Jeannie Harvey
8 InfoBytes

12 20 Hidden NGO
Budgets: Shuffling the
29
31
Best Practices
Projects
Transparency Talk
Why won’t NGOs publish their 33 Events
project budgets?
By Till Bruckner 34 Job Opportunities

22 Climate Change
and the Return of
Population Control
The ties between population
growth and climate change should
galvanize new commitment to
reproductive rights and health, not
a return to coercive population
programs.
By Laurie Mazur

25 A Clue to His
Development Strategy?
Do two issue-specific
efforts indicate the Obama
administration’s direction on
Cover photo by Darcy Kiefel development writ large?
By Vanessa Dick

Features 17 Impact of a New 27 Constituency Voice:

UN Women’s Agency Towards Measuring
12 The Global Plans for a new, bold, unified
What Matters
Women’s Treaty and well-funded UN agency for
Finding the right tools to measure
What it does, why the U.S. needs women raise possibilities for
meaningful program impact.
strengthening gender issues in
17
to ratify it and how you can get By David Bonbright
involved. climate change.
By Jeannie Harvey By Rachel Harris and Colette Tamko

15 When Being a Man

Isn’t Enough
Correcting the course of
masculinities to end violence
against women.
By Muna Killingback

20
22
APRIL 2010 MONDAY DEVELOPMENTS 3
 Reflections from the President
Respect, Dignity and Equality
This year marks the 15th
anniversary of the Beijing
Declaration on the rights of
women. Beijing was one of the
seminal UN conferences in
the 1990s that established the
foundations of development
and the work of the U.S. NGO community. During
the first two weeks of March, the UN held its 54th
Annual UN Commission on the Status of Women
meetings in New York. These meetings, and the
commemoration of International Women’s Day on
March 8, focused on the continued central role of
gender to development and the well-being of half
of the world’s population.
Over the past 15 years, the world has commit-
ted itself to a number of specific goals and efforts
to advance the rights of women and girls. The
Platform for Action, agreed to by the signatories of
the Beijing Declaration, includes specific, concrete
measures to ensure the equality and protection of
women and to advance the Beijing Declaration.
Work on gender and the rights of women and
girls has been a central component of the work
of our community around the world for decades.
Many InterAction members, including but cer-
tainly not limited to CARE, CEDPA (Centre for
Development and Population Activities), the Inter-
national Center for Research on Women, WEDO
(Women’s Environmental & Development Orga-
nization), Women Thrive Worldwide, Women for
Women International and others have at the core
of their work the rights of women and girls. All our
members have embraced broad, gender-focused
standards. And yet we have a long way to go. The
entire U.S. NGO community must continue to
deliver gender sensitive programs, gather gender-
disaggregated data and further its advocacy role in
promoting the Beijing Platform of Action.
The UN meetings in New York on the Conven-
tion on the Elimination of All Forms of Discrimi-
nation Against Women (CEDAW) deserve the
attention of our community. CEDAW entered
into force in September 1981. Thirty years later,
the United States has signed, but never ratified
CEDAW. As is the case with several other high-pro-
file treaties such as the Convention on the Rights
of the Child, the U.S. is again the company of Iran,
Somalia and Sudan as one of the few countries that
4 MONDAY DEVELOPMENTS APRIL 2010
has not ratified CEDAW.
Years ago, the InterAc-
tion Board of Directors
approved our community’s
support for CEDAW rati-
fication by the U.S. Senate.
Now, when there is a real
possibility that a push
for ratification might be
considered by the Obama
administration we want to ensure that our voices
are heard on this important issue.
No treaty is perfect. While there are provisions
in CEDAW that do raise concerns for parts of our
community and the American people, the heart of
the treaty deserves the full respect and support of
our community. Provisions such as the prohibition
of child marriage, the promotion of equal, legal
access to land, the right to basic education and the
right to equality before the law are all central to the
well-being of women and girls around the globe and
they are integral to the development, humanitarian
and environmental work of InterAction members.
One of the conclusions reached by the Women,
Faith and Development Alliance across the associ-
ated movements is the core lesson that the status
of women and girls is crucial for successful and
effective development work. Despite our many dif-
ferences, this centrality of gender to development
is a principle we should keep in mind as we once
again celebrate International Women’s Day.
Numerous countries that have ratified CEDAW
have seen positive improvements in both the status
of women and girls and in their national develop-
ment efforts. As we all know, despite the prohibi-
tion on child marriage, it is still a reality around the
world. Despite the commitment by the world to
women’s rights to enter into contracts or own land,
there are multiple examples of women who still
struggle for that recognition under law. And the
sexual and physical abuse of women is not just a
crime associated with war, but also one that
touches households around the globe. These and
many other areas demand our ongoing work and
our support to see women and girls treated with
respect, dignity and equality around the world. MD
Sam Worthington
President and CEO
InterAction
Monday Developments Magazine
Managing Editor/Art Director
Chad Brobst
Advertising/Subscriptions
Katherine Delaney
Copy Editor
Kathy Ward
Executive Editor
Nasserie Carew
News Editor
Tawana Jacobs
Proofreader
Margaret Christoph
Intern
Nancy Backus
Monday Developments Magazine
is published by:
InterAction
1400 16th Street, NW, Suite 210
Washington, DC 20036
Tel: 202.667.8227
publications@interaction.org
ISSN 1043-8157
Monday Developments Magazine is pub-
lished 11 times a year by InterAction,
the largest alliance of U.S.-based interna-
tional development and humanitarian non-
governmental organizations. With more
than 185 members operating in every
developing country, InterAction works to
overcome poverty, exclusion and suffer-
ing by advancing social justice and basic
dignity for all.
InterAction welcomes submissions of
news articles, opinions and announce-
ments. Article submission does not guar-
antee inclusion in Monday Developments.
We reserve the right to reject submis-
sions for any reason. It is at the discretion
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All statements in articles are the sole
opinion and responsibility of the authors.
Articles may be reprinted with prior per-
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A limited number of subscriptions are
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Washington Update If you would like to be added to InterAction’s weekly public policy email update
please contact Margaret Christoph at mchristoph@interaction.org

OFDA Funding
Early in February, InterAction
members started hearing from
various USAID country missions
that the Office of Foreign Disaster
Assistance (OFDA) had decided
it would be making 40 percent
cuts across all regions in order
to make room for its response
in Haiti. While the cuts would
not affect current or ongoing
projects, they would delay project
renewals and pending grants and
cooperative agreements until at
least the third or fourth quarter
of the fiscal year, pending the
passage of a supplemental. In
response to this news, InterAc-
tion sent a letter to Secretary
Clinton and Administrator Shah,
copying Peter Orzag (Director of
the Office of Management and
Budget) and Gayle Smith (Special
Assistant to the President and
Senior Director, National Security
Council). InterAction also shared
this letter with a handful of key
congressional members. After
receiving the letter, the adminis-
tration publicly stated that: this
was not a final decision; no deci-
sion made would have an impact
on the work on the ground; and
a supplemental would eventually
replenish the Disaster Assistance
account. InterAction members
are concerned that, despite the
administration’s assurances, there
will indeed be a detrimental and
immediate impact on programs
in places like Sudan and else-
where.
Through decisive action,
InterAction’s members have been
instrumental in redirecting to
some degree how OFDA will be
covering the cost of helping Haiti
through the disastrous January
12 earthquake. It remains to be
seen to what extent any programs
are in jeopardy, and InterAction
will continue to press USAID
and the State Department to
not cut vital OFDA programs in
other parts of the world. At press
time, there were unconfirmed
reports that a Haiti supplemental
could be introduced soon that
could be up to $1.5-2 billion.
Congressional
Co-Delegation to
Port-Au-Prince
On the one-month anniver-
sary of the Haiti earthquake, a
bi-partisan House and Senate
delegation traveled to Port-au-
Prince. Members of Congress
were scheduled to meet with
Haitian officials including
President René Préval and Prime
Minister Jean-Max Bellerive,
where the delegation committed
to continue working with the
Haitian government during the
approach of the hurricane season
this spring. One of the topics
discussed was the long-term
reconstruction needs of the Hai-
tian government in light of the
anticipated supplemental fund-
ing request for the U.S. govern-
ment’s 2010 fiscal year (FY 2010)
to fund its efforts in Haiti. The
group was also slated to visit aid
distribution sites, medical facili-
ties and meet with officials from
the U.S. military, USAID, the
UN and humanitarian organiza-
tions. In a statement on her Web
site, Speaker Pelosi noted that
it is “crucial that the House and
Senate…have the opportunity to
examine the ongoing reconstruc-
tion efforts ahead of the U.S.
Congress considering long-term
assistance for Haiti.”
Led by Speaker of the House
Nancy Pelosi (D-CA), the delega-
tion also included Senators Tom
Harkin (D-IA), Amy Klobuchar
(D-MN), Frank R. Lauten-
berg (D-NJ), George LeMieux
(R-FL) and Bill Nelson (D-FL);
Representatives Earl Blumenauer
(D-OR), John Conyers Jr. (D-MI),
Sheila Jackson Lee (D-TX), James
L. Oberstar (D-MN) and Charles
B. Rangel (D-NY); and Delegate
Donna M.C. Christensen (D-VI).
Analysis of the
President’s FY 2011
Budget Request and FY
2010 Supplemental
Funding Request
President Obama submitted
his fiscal year (FY) 2011 budget
request to Congress on February
1. Overall, the President’s request
for International Affairs (also
called Function 150)—where
funding for diplomacy and
foreign assistance programs is
allocated—is $58.5 billion. This
would be an increase of three
percent ($1.6 billion) over the FY
2010 estimated total, 60 percent

FY 2010 FY 2010 FY 2010 FY 2011 Difference % Chng

International Affairs
Omnibus Supplemental Estimated Budget from FY 2010 FY 2010 to
(in millions of $)
Enacted Request Total Request to FY 2011 FY 2011
International Affairs
52,401.403 4,461.440 56,862.843 58,492.754 +1,629.911 +2.8%
(Function 150) Total
Foreign Operations Total 32,803.782 2,637.440 35,441.222 39,399.814 + 3,958.592 11.2%
Global Health & Child
2,470 - 2,470 3,013 +543 +22.0%
Survival–USAID
Development Assistance 2,520 - 2,520 2,980.896 +460.896 +18.3%
Int’l Disaster Assistance
845 - 845 860.700 +15.700 +1.9%
(IDA)
Transition Initiatives 55 - 55 48 -7 -12.7%
Migration/Refugee
1,685 - 1,685 1,605.400 -79.600 -4.7%
Assistance (MRA)
Emer. Refugee & Migration
45 - 45 45 0 +0.0%
Assist (ERMA)
Int’l Orgs And Programs
394 - 394 350.550 -43.450 -11.0%
incl. UNICEF
Total, 7 Core Accounts 8,014 - 8,014 8,903.546 +889.546 +11.1%

APRIL 2010 MONDAY DEVELOPMENTS 5

 Washington Update

Book Showcases
Approaches to Fight Hunger

A
lthough progress has been made over the past decades in of which will fund programming for $9.6 billion, which would be
reducing global hunger, that progress has slowed, and there are in Afghanistan, Pakistan and Iraq. a 50 percent increase over the
still about one billion people worldwide who are undernourished. The President also released FY 2010 omnibus enacted level.
Moreover, the challenge of meeting future food needs is exacerbated his request for FY 2010 supple- Afghanistan, Pakistan and Iraq
by factors such as stagnating yields, climate change, and population mental funding for expenses would receive 87 percent of the
growth. In the face of these challenges, a new book pulls together—for unanticipated during the regular funding request. ESF’s height-
the first time—major successes in agricultural development that have year appropriations process; $4.46 ened focus on countries where
brought millions of people out of hunger over the past 50 years. billion was requested for the the U.S. is militarily engaged
The release of this book International Affairs account, all comes at the expense of some
comes at a critical time. After of which was requested to bolster other countries, including Sudan,
about two decades of neglect, efforts in Afghanistan, Pakistan which sees a nearly nine percent
decisionmakers are recogniz- and Iraq. decrease in funding—this as the
ing the central importance of The accompanying chart country approaches a referendum
agriculture for development. shows the top line numbers for on southern independence. The
The G-20 recently commit- Function 150 and the subset of anticipated result of the referen-
ted an additional $22 billion Function 150 going to Foreign dum will create critical capacity
for agriculture, and the U.S. Operations, with a breakdown of building needs for the nascent
government is currently lead- the seven core humanitarian and Government of South Sudan.
ing an initiative to spur action, poverty focused accounts that Funding for climate change also
“Partnering for Food Security: InterAction tracks. increased to $1.4 billion. There
Moving Forward.” Of the seven accounts, Global is some disagreement on what
The book, Millions Fed: Health & Child Survival and the administration is counting as
Proven Successes in Agricul- Development assistance—the climate financing. Regardless of
tural Development, was com- two bilateral development how the numbers are computed,
missioned by the Bill & Melinda accounts—received the largest the President’s budget represents a
Gates Foundation to determine proposed increases, 22 percent continued commitment to climate
what works in agriculture—what sorts of programs, policies, and invest- and 18 percent respectively. In change financing. Of special
ments have had a proven impact on hunger and food security. The cul- contrast, the request for humani- note is the $187 million going to
mination of a major research project led by the International Food Policy tarian account MRA was $79.6 USAID for international adapta-
Research Institute (IFPRI), Millions Fed presents 20 case studies—not million (or five percent) less tion and $30 million going to the
pilot projects or short-lived experiments—but large-scale initiatives that than FY 2010. IDA was the only Least Developed Countries Fund.
are documented to have substantial, long-term effects. core humanitarian account to The administration continues
“Each of these cases tells a different story of what worked, how, and see even a nominal increase. No to support the President’s Global
why,” says David Spielman, IFPRI research fellow and book coeditor. additional money was requested Hunger and Food Security
“While no single story offers a complete solution to ending hunger, each for Haiti in either the FY 2011 Initiative, requesting an overall
one illustrates the importance of combined approaches to achieve suc- budget request or the FY 2010 increase to such accounts. $1.76
cess, including good science, collaboration, visionary leadership, com- supplemental request. billion was requested, with $1.6
munity action, and progressive policies.” The largest cuts among the billion for agricultural develop-
The successes have played an important role in the last 50 years, help- core accounts were proposed ment and nutrition programs,
ing to reduce the proportion of people in the world suffering from malnutri- to Transition Initiatives and including $438.4 million towards
tion from about one third to one sixth. These stories include achievements International Organizations and a new multi-donor trust fund as
not just in increasing the yields and production of staple food crops, but Programs, with decreases of 13 the World Bank.
also in expanding markets, developing better policies, conserving natural percent and 11 percent respec- The Millennium Challenge
resources, and improving nutrition. tively. Although four of the core Corporation (MCC) put forth its
“Learning from past achievements in agricultural development is now accounts saw decreases or flat most modest request since its
more urgent than ever,” says Rajul Pandya-Lorch, head of IFPRI’s 2020 lining, the aggregate of the seven inception, $1.2 billion or $174
Vision Initiative, and coeditor of the book. “These successes provide accounts grew by 11 percent. million over FY 2010 total
valuable lessons about how to put agriculture to work to solve hunger Foreign Operations, which enacted level. In recent years, the
and malnutrition. Until now, however, relatively little evidence has been encompasses most of the foreign MCC has been subject to a
available on where, why, and how these interventions succeeded.” assistance accounts, fared well. rescission and significantly lower
Of the 20 case studies selected, more than half come from Asia, five Within this category (breakdown funding levels. The MCC
are from Africa, one is from South America, and two are global in scope. not shown in chart), the Economic anticipates using FY 2010 and
Support Fund (ESF) would receive FY 2011 funding to sign
Download the entire book, as well as related materials at www.ifpri. the largest funding increase. The compacts with Indonesia and
org/book-5826/ourwork/programs/2020-vision-food-agriculture-and- FY 2011 budget and FY 2010 Zambia, and a second compact
environment/millions-fed-intiative. supplemental requests combine with Cape Verde. MD

6 MONDAY DEVELOPMENTS APRIL 2010

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 InfoBytes
Films not to miss...
By Sean Patrick Murphy
The Hurt Locker (2009)
This film is intense.
It follows three members of the Army’s
Explosive Ordnance Disposal (EOD) squad
in Baghdad in 2004. When Staff Sergeant
William James (played by Jeremy Renner) takes
over the unit, he freaks out his fellow squad
members by having an apparent total disregard
for safety and protocol. With only a short time
left in their tours of duty in Iraq, the squad is
hoping the next call won’t be their last.
As for the audience, they are left on the
edge of their seat as screenwriter Mark Boal
takes them from one bomb scene to another.
Boal, a journalist, was embedded with a
special bomb unit in Iraq.
The movie also shows the effects of
occupation on the occupiers. There are taut
scenes where the squad is looking for hostile
people on rooftops and where James is defusing
bombs. The squad is understandably paranoid
as they never know which civilians to trust.
Director Kathryn Bigelow does an
outstanding job of showing the audience
the psychological mess that accompanies
the squad’s mission. The fly in the ointment
is Renner, who simply can’t carry the role
he plays. While he does okay playing the
brash, devil may care soldier, he simply is
not believable when it comes to showing his
emotional side.
As for the other actors, Anthony Mackie and
Brian Geraghty are solid as James‘s squad
mates. And there are cameo appearances by
Ralph Fiennes, David Morse, Evangeline Lilly,
and Guy Pearce.
“The Hurt Locker,” which recently won an
Oscar for Best Picture and Best Director, is
available to rent.
8 MONDAY DEVELOPMENTS APRIL 2010
Five questions every
nonprofit IT department
should be asking
By William Simpson, Vice President for Information
Technology at CHF International
Regardless of what type of nonprofit you oversee, there are constituents
who need to access data regularly. Technology is the link between those
constituents, and it may not be the newest tech gadget on the market (in
fact, in nonprofit work, it rarely is), but we’ve found that when you think in
business-like, practical terms, there can be great hurdles crossed with simple
technological fixes.
Working with your counterparts in the field, you can determine what’s best
for the project, so speak up! Here are five important questions every IT
department should be asking when making a project decision:
1. Is this technology practical?
In development work, environmental conditions are big obstacles to overcome. Sure
it’s great that we have just figured out a way to talk in real time over the internet.
But when a storm takes out the internet access in a small African village, that
communications vehicle will no longer be of use. Technically the technology works,
but practically it is a failure. Better to re-evaluate early on and, in this instance,
develop offline workarounds.
2. What is the true cost of this technology?
Ongoing maintenance, training and other staff costs beyond the initial investment
are elements business planners factor in, not necessarily IT folks. Some experts
estimate that the purchase price of a new technology is merely 10 to 15 percent of
the long-term cost.
3. Are we looking at all the options?
Sometimes, what the organization thinks it needs is not actually what it needs. IT
experts (and business thinkers, as I’m encouraging) need to make sure they hone
in on what the actual problem is, then go from there; not hear what someone else
thinks the solution is, then deliver. For example, in one country, field workers thought
they needed a very sophisticated product to be able to complete part of the project.
That product would have been costly to not only purchase, but to install, teach to
use and maintain. By taking a moment to go over all other options, they discovered
that there was freeware available that would get the job done just as easily.
4. What existing solutions are there within the organization’s
global operations?
Closely linked to considering all the options is making sure to check existing
inventory, see if anything can be outsourced and research what can be bought off
the shelf. In most development organizations there is usually not a Fortune 500
company IT budget, so figure out how to choose the best solution for the size of
your organization.
5. Have you hired the best you can afford?
Take part in the hiring process. Let the IT department from headquarters get involved
in setting up and interviewing the IT professional who will be working in the field.
Help find someone who you feel will be up to the task. This will help to ensure a
smooth project start-up.
Working to Preserve Our
Most Precious Natural Resource
With a New Generation Bed Net
for the Prevention of Malaria

© 2010 Vestergaard Frandsen

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insecticide-resistant mosquitoes are spreading across sub-Saharan Africa, rendering
current long-lasting treated nets (LN) less effective. To address this growing challenge,
we have developed the world’s first net with increased efficacy against pyrethroid-resistant
malaria vectors. With our PermaNet 3.0, we can help protect this mother’s bright dreams
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To learn more about Vestergaard Frandsen and our products, please visit: 3.0
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APRIL 2010 MONDAY DEVELOPMENTS 9
 InfoBytes

Tweeting: Not Just for the Birds Anymore

Recently Global Language Monitor declared “Twitter” to
be the top English word of 2009. If this is any indication of
the company’s future, it’s a word that may be here to stay. The
social media outlet, which allows its estimated 26 million users
to post and read 140 character messages, or tweets, has
become the new host for the world’s conversation. From raising
support in Obama’s presidential election campaign to providing late
breaking news after the 2008 Mumbai attacks, Twitter is opening new
avenues of communication around the world.
NGO’s are no exception to the Twitter followers than the entire populations
craze. In fact, over 50% of InterAction of Norway and Panama, it´s easy to
members currently use Twitter to build wonder where an aspiring Twitterer
relationships with their supporters, should begin. No need to fear
create conversation around issues and though—here are a few things to
fundraise. In September, InterAction keep in mind when first starting out:
member Freedom from Hunger was
able to reach a broader audience by 1. You don’t have to tweet to be on Twitter: creating a Twitter account just to
publicizing its two-day 2009 matching listen to what others are saying is a great way to stay up-to-date on important
program through tweets. Twitter has issues relevant to your organization.
also allowed individuals working
in conflict prevention and disaster 2. Quality over quantity: it is important to “follow” a few influential people
response—such as the American whose expertise you trust as well as those who you want to monitor. By
Red Cross—to distribute and receive creating a small targeted network, you can be ensured more relevant and
breaking news updates that help save accurate information.
lives. The advantage Twitter provides
from grassroots efforts to lobbying 3. Develop your own personality: when you are ready to start posting tweets
tactics is changing the ways NGO’s of your own, it is important to create a voice for your organization. Keep
communicate. in mind the audience you are trying to reach and stay consistent with the
material you tweet.
However, jumping onto the Twitter
bandwagon can be overwhelming. In The rapid evolution of social media provides an exciting opportunity for the NGO
a world where Ashton Kutcher and community. Perhaps this NGO/Twitter partnership will help save our planet one
Ellen DeGeneres have more Twitter tweet at a time!
—Karina Harris

NGOs Confront
Technical Barriers
“Imagine the global war on poverty has been
declared. Hundreds of NGOs have set out to
fight in every developing country. The CEOs
are the generals and the ground staff are
the soldiers, while various rural towns and
villages across the globe are the battlefields.
As we assess the situation, how do we
ICCC
On January 28th ICCC welcomed repre-
sentatives from InterAction member organi-
zations, as well as technology membership
organizations and sponsors. The forum’s
focus was on sharing technology advance-
ments and aiding in coordinated technologi-
cal efforts.
ICCC is co-founded and co-chaired by
InterAction’s Allen Abtahi and AED’s CIO
and Vice President of IT, Scott Mills. NGO
participants included representatives from
Bennet Communications, Inmarsat and
FortiusOne.
Following each presentation, a Q&A took
place that encompassed a wide array of NGO
technical concerns such as ground communi-
cation, mobility, remote area broadband con-
nections, access to public data, and IT policy.
Scott Mills moderated a roundtable where
InterAction members joined representatives
from technology membership groups for a
discussion on current IT issues challenging

determine our assets, shortcomings and
needs? How do we view our advancements
and defeats while also taking into account
lessons to be learned?” Allen Abtahi, Inter-
Action’s CTO, painted this picture to set the
stage for the inaugural InterAction CTO/CIO
Council (ICCC) conference.
Pathfinder, Winrock, Childfund, iMAAP,
Population Action, ICRW, Food for the
Hungry and several others. Representatives
from technology membership groups NTEN,
Npower, Npoki, NetHope and InsideNGO
were also present. Technology presenta-
tions were given by Development Seed,
individual NGOs. Members agreed to have bi-
annual roundtable meetings and it was sug-
gested that ICCC create an online space to
facilitate communications and collaboration.
For information regarding ICCC please
contact Allen Abtahi at aabtahi@InterAction.
org or ICCC@InterAction.org.

10 MONDAY DEVELOPMENTS APRIL 2010

APRIL 2010 MONDAY DEVELOPMENTS 11
XX

The Global
Women’s Treaty
Adopted in December 1979 by the UN General Assembly, CEDAW (also
called the “Treaty for the Rights of Women” or “International Women’s Bill of Rights”)
creates, as explained by Amnesty International USA, a global, “international standard for
protecting and promoting women’s human rights” and it offers a set of comprehensive
standards for defining women’s equality. The treaty addresses specific legal safeguards
for the advancement of women, provides a clear definition of equality, guidelines to achieve
that equality and an agenda for action. As Linda Tarr-Whelan noted in a December 2009
piece for WeNews, it is “the only international instrument that comprehensively addresses
women’s rights within political, civil, cultural, economic and social life.”
CEDAW has been ratified by 186 countries since 1979. President Jimmy Carter
signed the treaty in July 1980, but the U.S. congress has never ratified it. In 2002,
the Senate Foreign Relations Committee recommended ratification, but it did not make
it to the full Senate for a vote, which would require 67 votes to pass. The U.S. is the only
democracy and only country in the western hemisphere that has not ratified CEDAW. Other
non-signers include Iran, Somalia and Sudan. The U.S. cannot continue to be viewed as a
leader in women’s rights, human rights or other legal protections if it does not sign and ratify
CEDAW. This convention sets out to remove any barriers that exist to advancing gender
equality, not to impose laws on ratifying governments. As explained in a fact sheet produced
by the Women’s Environment & Development Organization, CEDAW asks that signers
“examine their policies and practices in relation to women and girls” to monitor and report
on progress to reducing those barriers. CEDAW defines gender equality broadly requiring
examination of all laws to scrutinize any differential impacts they have on women.

CEDAW Convention on
Elimination of All Forms of
Discrimination Against
Women
12 MONDAY DEVELOPMENTS APRIL 2010
 CEDAW

What it does,
why the U.S.
needs to ratify
it and how
you can get
involved.
By Jeannie Harvey,
Senior Manager for Gender
Integration, InterAction
Photo: Darcy Kiefel; Illustration: www.triptyrasaily.com

13
CEDAW
December 2009 marked the 30th anniver-
sary of CEDAW and a new effort by U.S. orga-
nizations to push ratification by Congress and
resigning by President Obama. Recently, June
Zeitlin, former WEDO Executive Director,
was appointed Director of the new CEDAW
Education Project at the Leadership Confer-
ence on Human and Civil Rights Education
Fund. This project is actively working with
organizations and individuals to push for
CEDAW ratification. InterAction will also
be involved in this project. Please watch the
InterAction website for information or con-
tact June Zeitlin at 202-263-2852, zeitlin@
civilrights.org or Jeannie Harvey at jharvey@
interaction.org
Benefits and myths
CEDAW has many benefits. According to
Amnesty International:
In nations that have ratified the treaty,
CEDAW has proved invaluable in oppos-
ing the effects of discrimination, which
include violence, poverty, and lack of
legal protections, along with the denial
Online Master of
Professional Studies
Degree
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Administration
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Be Part of
Something
Bigger
For more information
contact Donna Campbell
phone: 860.486.0184
email: donna.campbell@uconn.edu
mps.uconn.edu
14 MONDAY DEVELOPMENTS APRIL 2010
of inheritance, property rights and access
to credit. The Treaty has encouraged the
development of citizenship rights in
Botswana and Japan, inheritance rights
in the United Republic of Tanzania, and
property rights and political participa-
tion in Costa Rica. CEDAW has fostered
development of domestic violence laws
in Turkey, Nepal, South Africa and the
Republic of Korea and anti-trafficking
laws in Ukraine and Moldova.
A specific benefit of CEDAW ratification
for the U.S. would be enhanced credibility
in the global community related to our abil-
ity to speak about women’s rights, violence
against women and other basic topics related
to women’s human rights and equity. Further,
given that the U.S. currently ranks 27th overall
on gender equity—“low among industrialized
countries on many comparative measures of
women’s well-being” according to Citizens
for Global Solutions—ratification of CEDAW
would promote steps to improve the status of
women in the United States.
Center for Continuing Studies
Myths surrounding what ratification
of CEDAW would mean for U.S. law have
resulted in organized resistance to its ratifica-
tion by several groups. This resistance stems
from a belief that ratification would give too
much power to international law and would
supersede U.S. law, resulting in frivolous law-
suits and unacceptable mandates. In reality,
CEDAW “does not grant enforcement author-
ity to the UN or any other body,” but requires
only that a periodic review take place.
Another myth suggests that passage of
CEDAW would require legalized abortion,
which is not true. A number of countries
where abortion is illegal have signed and rati-
fied CEDAW and the U.S. State Department
states that CEDAW is “abortion neutral.”
Some groups fear that family life would be
redefined or destroyed by CEDAW. How-
ever, as explained by the CEDAW Task Force
of The Leadership Conference on Civil and
Human Rights, the treaty states simply that
governments should “adopt education and
public information programs [to] eliminate
prejudices and current practices that hin-
der the full operation of the principle of the
social equality of women.” The treaty does
not define or regulate family life.
Why is CEDAW important?
CEDAW provides us with a framework for
holding governments accountable for pro-
moting and achieving gender equality, and at
the very least, for monitoring steps toward its
achievement. As noted by Linda Tarr-
Whelan, “It provides activists with a set of
agreed-upon benchmarks to use when they
press for change and monitor their govern-
ments.” Activists around the world are using
CEDAW to promote government actions to
stop violence against women, curb trafficking
in women in children, increase literacy rates,
and create gender-balanced boards and com-
missions. CEDAW is a demonstration of our
collective belief that gender equality is impor-
tant, that women’s rights are important and
that we can act together to achieve a truly
equitable world. MD
Additional resources:
• www.womenstreaty.org/facts_home.htm
• www.un.org/womenwatch/daw/cedaw/
• www2.ohchr.org/english/bodies/cedaw/
convention.htm
• CEDAW Education Project: June Zeitlin,
Zeitlin@civilrights.org

When Being
A Man Isn’t
Enough
“At the beginning—according to them—
none of them were beating anyone. But as we
went through the different forms of violence—
emotional, psychological, economic—it began
to sink in that their [the men’s] behavior wasn’t
the best. About halfway through the workshop,
the men asked us to stop. They had decided to
ask for collective forgiveness and said ‘We’re
sorry this situation exists and we are the perpe-
trators.’ They went around the room and apolo-
gized, and it was quite moving…”
—Doreen Boyd, Workshop Facilitator, speak-
ing after a 2006 training session in St. Martin
organized by the World Council of Churches,
the World Alliance of Reformed Churches, and
the Methodist Church in the Caribbean
T
his scene from a workshop
aimed at stamping out gender-based vio-
lence is fast becoming a more familiar
occurrence. Around the world, discussions with
groups of men or with men and women together
are enabling men to recognize and resist male
violence against women. Empowering men to
understand how they view their male identities
Photo: Sonke Gender Justice
is the first step in rooting out those aspects that
contribute to violence. Around the world, there
are now secular and faith-based organizations
that share this strategic goal and more groups
take up the issue every day.
However, involving men in tackling violence
against women has not always been viewed as
essential or even desirable. Until well into the
1980s, gender work had primarily looked at
experiences of the female half of humanity that
had been eclipsed by the equating of person-
hood with being male. With the realization that
straightjacket gender roles were also hindering
men, the study of masculinities was born.
Many of the threads came together in Mas-
culinities, Australian author R.W. Connell’s 1995
book that defined masculinity as “simultane-
ously a place in gender relations, the practices
through which men and women engage that
place in gender, and the effects of these practices
in bodily experience, personality and culture.”
Gender analysis also continued to reveal the
enormous breadth and severity of the global
epidemic of violence against women. Women’s
empowerment and related legal and physical
protection issues became priorities. But despite
these measures, the violence continued and
even grew. Over the last 15 years, its horrific
impact on the HIV/AIDS pandemic became
apparent as women faced increased risk of
infection due to abusive, unsafe sex and rape.
Many men and women began to believe
that to be effective, solutions needed to involve
men as well. Could some men lead others to
challenge the assumption that for men to be
men, they must dominate women? Aspects of
male self-definition that encouraged violent
behavior clearly needed to change.
Often in reaction to appalling acts of vio-
APRIL 2010 MONDAY DEVELOPMENTS 15
Masculinities
Correcting the course
of masculinities to
end violence against
women.
By Muna Killingback, freelance
writer and editor specializing in
the work of NGOs
lence, men themselves became inspired to initi-
ate dialogue with other men about the problem.
One group of men in Canada, shocked by the
1989 massacre of 14 female college students,
decided they needed to do something and in
1991 formed the White Ribbon Campaign. The
campaign invites men to wear a white ribbon to
symbolize their pledge “to never commit, con-
done or remain silent about violence against
women and girls.” In Canada, the campaign is in
particularly high gear each year from Novem-
ber 25th, the International Day for the Eradica-
tion of Violence Against Women, to December
6th, Canada’s National Day of Remembrance
and Action on Violence Against Women.
The idea has spread quickly. White Ribbon
Campaign Executive Director Todd Miner-
son says that, “Over the last 15 years we have
acknowledged a huge demand from men around
the world to use the symbol of the white ribbon
to mobilize their own efforts to work with men
and boys to end violence against women.” Cur-
rently, organizations in 60 countries from Brazil
to Pakistan have taken up the call and lead their
own national White Ribbon campaigns.
However, Minerson acknowledges that,
“There hasn’t been a long history of men doing
this kind of work and when it has been done,
it has been couched in notions of chivalry or
protecting women.” In contrast, the campaign’s
work is “done within the framework of wom-
en’s rights and human rights.” Discussions
Masculinities
The White Ribbon Campaign’s Walk a Mile In
Her Shoes, encouraging men to think differently
about and take action against men’s violence
against women.
reach to the core: “We’re working on ourselves.
We are also exploring our own issues of mas-
culine identity to transform some of the most
harmful parts of our gender identity.”
In November, UN Secretary-General Ban Ki-
moon launched the Network of Men’s Leaders
as part of his UNite to End Violence Against
Women campaign. This list of illustrious leaders
includes Archbishop Desmond Tutu, Brazilian
author Paulo Coelho, and founder of the Gra-
meen Bank, Muhammad Yunus. A statement
describing the network explains that while
“boys and young men are taught to equate mas-
culinity with the use of violence and dominance
over women…many men are uncomfortable
with stereotypical and violent behavior towards
women and would intervene if they believed
other men would support them.” This premise
is at the crux of the growing effort to engage
men in the struggle against violence.
In South Africa, where the number of
rapes per capita is among the highest in the
world, programs to redefine masculinity in
that society have emerged in both secular and
religious sectors. For example, the Sonke Gen-
der Justice Network works on issues related to
gender, HIV/AIDS and human rights. Dean
Peacock, its founder and co-director is also a
member of the UNite campaign’s Network of
Men Leaders. Sonke’s flagship One Man Can
Campaign has used diverse media to promote
positive male roles and attitudes. Speaking at a
UNICEF consultation in December on gender
equality and HIV operational guidance, Pea-
cock discussed the need to mobilize men as
advocates and activists, noting that they need
education, skills and encouragement.
The World Alliance of YMCAs is an inter-
national NGO with a focus on youth that has
been integrating masculinities education into
16 MONDAY DEVELOPMENTS APRIL 2010
its program field. “Gender Justice: Rethinking
Masculinities” was the theme of its November
magazine, YMCA World. In it, an active YMCA
volunteer, Reverend Solomuzi Mabuza of the
Ujamaa Centre for Biblical and Theological
Community Development in South Africa,
urged YMCAs to “reshape negative features of
masculine identity” and encourage boys, young
men, and men to explore “alternative mascu-
linities that are life-affirming, progressive and
liberating.” He advised them to partner with
women’s organizations such as the Girl Guides/
Scouts and the YWCAs, which prioritize the
elimination of violence against women. He also
encouraged men to think critically about these
issues in a theological context.
Reverend Mabuza also decried the role of
media in forming masculine identity: “Sadly,
dominant and violent masculinities are packaged
in ways that appeal to young minds. Through
the print media, films, advertisements, toys and
video games, young boys and men are taught at
an early age that this is a man’s world and that
violence is the norm. Violence is screened daily
on our TV sets; war is normalized in many hot
spots across Africa and other continents.”
At the global epicenter of efforts to recruit
churches and their leaders to the cause, the
World Council of Churches (WCC) has pro-
moted and led critical theological reflections
on masculinities, propelling churches to act
as catalysts in challenging harmful aspects of
male identity in their societies and reinterpret-
ing their sources in biblical texts. In its statement
for International Women’s Day 2009, the WCC
welcomed “initiatives encouraging the involve-
ment of men to embark on a journey of what it
means to be ‘a man’ within a world of gender jus-
tice and peace.” It called on member churches to
promote “‘positive masculinities’ so as to address
gender-based violence that is directly connected
to certain social constructs of the male gender.”
Fulata Lusungu Moyo, the WCC’s Program
Executive for Women in Church and Society
explains that during its Decade to Overcome
Violence Against Women (2001-2011), “We
have tried to address gender based violence
by building a movement of gender justice for
a culture of peace using two processes. One is
the reclaiming of women’s spirituality of resil-
ience and the second is the involvement of men
in what we call men and positive masculinities:
How do men understand what it means to be
men and how does this contribute to violence
against women? How do we create safe spaces
for men to wrestle with this so they can be part
of the solution instead of perpetrators?”
Moyo has 14 “movers”—seven men and
seven women who facilitate workshops. She
says that, “Responses have been varied. There
are times when I have to be careful not to cre-
ate a space where men can be macho and really
strategize how to oppress women more… As
a world, we have not really built men with
healthy self-images.” The WCC is working with
the World Alliance of Reformed Churches to
produce a church manual for men on gender
awareness and the promotion of positive mas-
culinities that will be issued later this year.
In parallel, the Ecumenical HIV and AIDS
Initiative in Africa actively promotes greater
societal acceptance of transformative or
“redemptive” masculinities in the fight against
HIV/AIDS as part of its mandate “to challenge
traditional gender roles and power relations
within the churches and church institutions
which have contributed to the disempower-
ment of women, and consequently to the
spread of HIV and AIDS.”
As a former staff member of the World
YWCA, UNDP and United Methodist Church,
Doreen Boyd has conducted gender trainings
for more than two decades in many cultural
settings. With men as well as women now
being trained in gender issues, she has noticed
a clear disparity in knowledge levels about gen-
der: the women are far more informed.
Boyd also observes that, “We don’t have one
single definition of masculinity yet. It is shaped
differently in various cultures, but the common
thread that runs through is the need to have
control and power over women.” She believes
that what is needed is a “whole sweeping
change in male thinking and male behavior.”
Perhaps that change is on the way. MD
Additional resources:
• UNite to End Violence Against Women
Network of Men Leaders www.un.org/en/
women/endviolence/network.shtml
• Sonke Gender Justice Network www.
genderjustice.org.za/
• The Men Engage Global Alliance www.
menengage.org
• White Ribbon Campaign www.whiteribbon.ca/
• The World Council of Churches www.
oikoumene.org/
• See also a new report by the International
Center for Research on Women, What Men
Photo: WRC
Have to do With It, available online at www.
icrw.org/docs/2010/What-Men-Have-to-Do-
With-It.pdf.

S
ince 2007, two UN-related advocacy pro-
cesses have been racing on parallel and complementary tracks
toward a finish line with the same goal: gender equality. A wide
range of civil society organizations around the world came
together to officially campaign for a well-resourced and strengthened
women’s entity at the United Nations; and numerous other organiza-
tions formed an alliance to ensure that the next global climate change
agreement would be responsive to the different needs of women and
men. These efforts are known respectively as the Gender Equality
Architecture Reform (GEAR) Campaign and the Global Gender and
Climate Alliance (GGCA).
Photo: Geoff Parker
Globally, women and girls comprise an estimated 70 percent of the
world’s poor. Women are disproportionately responsible for house-
hold tasks; they are providers, caretakers and resource managers.
The burden of these responsibilities often prevents women and girls
from earning a formal wage or pursuing an education. Climate change
Women’s Agency
Impact of a New
UN Women’s
Agency
Plans for a new, bold, unified
and well-funded UN agency for
women raise possibilities for
strengthening gender issues in
climate change.
By Rachel Harris, U.S. Climate Change Campaign
Coordinator, and Colette Tamko, Gender and
Governance Program Coordinator, Women’s
Environment & Development Organization (WEDO)
threatens to exacerbate the existing hardships women and girls face in
meeting basic daily needs of food, fuel and water. Yet neither the United
Nations Framework Convention on Climate Change (UNFCCC) nor
its Kyoto Protocol—currently the only binding global climate change
agreement—mention women’s rights or gender equality.
Both the GEAR Campaign and the GGCA recognize that if global
policies neglect to include women’s expertise and experiences, women
and girls will continue to be entrenched in a cycle of poverty, rather
than becoming empowered as leaders and agents for change.
A new UN agency
This policy deficit spans every aspect of the UN system and has long
prevented it from effectively delivering on much needed gender equal-
ity and women’s empowerment. In 2006, the Women’s Environment
& Development Organization (WEDO) and the Center for Women’s
Global Leadership, in collaboration with women’s groups around the
world, began building the case for why a new women’s agency was
needed to strengthen the UN’s ability to advance equality and wom-
en’s rights. In 2006, then Secretary-General Kofi Annan appointed the
High-level Panel on System-wide Coherence (SWC) to look at the UN
system and make recommendations on how the UN could work more
coherently and effectively in the areas of development, humanitarian
assistance and the environment. On gender, the panel recommended
that the UN:
APRIL 2010 MONDAY DEVELOPMENTS 17
Women’s Agency
1. Consolidate the four existing UN women and gender agencies (the
Division for the Advancement of Women (DAW), the Office of the
Secretary-General’s Special Advisor on Gender Issues (OSAGI), the
United Nations Development Fund for Women (UNIFEM) and the
International Research and Training Institute for the Advancement
of Women (INSTRAW)) into a single, strong UN agency for women;
2. Ensure the agency has the status it needs to be effective by making its
head an under-secretary-general;
3. Provide the agency with a dual mandate of policy-setting functions
at UN headquarters and operational/ programming responsibilities
at the country level; and
4. Fund the agency “ambitiously” at $1 billion.
These High-level Panel recommendations were presented to the
UN General Assembly (GA) and endorsed by both former Secretary-
General Kofi Annan and current Secretary-General Ban Ki-moon.
The persistent advocacy of civil society, combined with the push by
strong government supporters, achieved tangible results. In Sep-
tember 2009, the GA adopted a historic resolution to create a strong
women’s entity in the UN. If fully implemented, the resolution prom-
ises a powerful agency with strong leadership and adequate funds to
move forward on gender equality goals and women’s empowerment.
This year, the appointment of an under-secretary-general for the new
women’s agency is expected, and will mark a firm step towards the
actual implementation of this GA resolution adopted by consensus in
the fall.
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18 MONDAY DEVELOPMENTS APRIL 2010
Gender equality in global climate policy
2009 was seen as a make-or-break year in global climate policy. With
a deadline of December 19, 2009 to develop a post-2012 climate change
agreement, governments negotiated in an effort to ensure an agreement
that would reflect the most pressing needs of their countries. To speed
up progress, the UNFCCC held six meetings throughout the year so
country delegates could conclude a binding global climate change agree-
ment. Unfortunately this did not happen, to the disappointment of many
civil society and government representatives, especially as the impacts
of climate change are already threatening many regions of the world.
Although the UNFCCC process failed to produce a binding global agree-
ment, 2009 saw great and historic strides for gender language in climate
change texts. At the end of 2008, gender equality considerations were
still not on the policy-making agenda, but awareness raising and advo-
cacy efforts by numerous groups resulted in more than 40 references to
women and gender in the early draft of the 2009 negotiating text. Refer-
ences decreased as the overall text decreased, but the substance remained
strong, emphasizing women and men’s necessary participation in all
responses to climate change and engaging women as agents of change.
Never before has gender been addressed in global climate agreements,
but now gender equality language has support from numerous govern-
ments in regions around the world. The 2009 negotiating year ended in
Copenhagen with draft text that includes eight strong references to gen-
der equality, recognizing not just women’s vulnerability, but also their
important role in all areas of addressing climate change: adaptation, tech-
nology transfer, mitigation, capacity building and finance. As govern-
ments work to create a binding agreement from these draft texts, gender
advocates are working to ensure that these eight references are retained.
What could the agency accomplish?
Given that the adopted GA resolution reflects the recommendations
of the High-level Panel on System-wide Coherence, the new agency
could have an influence on global climate policy. Mandates and reso-
lutions are already in place at the UN calling for gender to be main-
streamed into all aspects of global policy and decision-making. For
the past 15 years, since the adoption of the Beijing Platform of Action,
gender mainstreaming has been promoted throughout the UN system
but has had minimal results due to UN machineries on gender being
fragmented, under-resourced and lacking strong capacity to deliver on
women’s rights around the world.
Experience has shown that gender mainstreaming alone does not
work and must instead be complemented by women-specific program-
ming at both the headquarters and country levels. These are the needs
that the new entity can deliver if properly implemented. It can be the
driver needed to ensure accountability on gender equality and women’s
empowerment throughout the UN system. The new women’s agency,
when fully implemented, will have the ability to coordinate and lead
system-wide efforts on gender, while also providing technical expertise
to governments in accordance with their established national priori-
ties—something that has not been possible in the current fragmented
state of women and gender agencies at the UN. The new agency could
use its resources and high-level status to ensure that gender equality
and women’s empowerment is not left out of critical global issues such
as climate change. All global policies need to reflect and respond to the
different needs of women and men. And the new women’s agency is the
way to move forward on that charge. MD

Beijing +15
March meetings at the UN review progress
on commitments made in Beijing to
advance the status of women and girls.
By Jeannie Harvey, Senior Manager for Gender Integration, InterAction
S
o, what is the Beijing Decla-
ration? Adopted at the 4th UN World
Conference on Women in Beijing in
September 1995, the Beijing Declaration
committed governments to ensuring that:
• women and girls would enjoy full human
rights and basic freedoms and efforts inten-
sified to remove all barriers they faced;
• necessary measures would be taken to stop
discrimination against women and girls;
• men would be engaged in promoting and
achieving gender equality;
• women’s economic independence would
be promoted, with special attention to
eradicating extreme poverty, including
addressing the structural causes of pov-
erty and women’s lack of access to formal
economic programs and services;
• people-centered, sustainable develop-
ment would be promoted, focusing on
economic growth, education, literacy and
training and health services;
• women’s key roles in maintaining and
promoting peace would be recognized
and included in all peace processes;
• prevention and elimination of all forms
of violence against women and girls
would be recognized as a priority; and
Photo: Homira Nassery
• equal access to education and health care
would be ensured for all women and men.
The declaration was specific about issues
such as equal protection under the law and
access to economic resources and services,
including land, credit, science, technology,
training, information, communications and
markets. Governments that signed the Bei-
jing Declaration recognized that it would
take strong commitment by leaders around
the world. They also challenged organiza-
tions and institutions to mobilize resources
to this end. They charged donor organiza-
tions, NGOs, multilateral and bilateral agen-
cies, as well as private funders to work toward
the advancement of women. The declaration
called for strong accountability structures to
measure progress related to the advancement
of the world’s women. The meetings at the
UN headquarters in New York from March
1-12, 2010 coincided with the 54th session
of the Commission on the Status of Women
(CSW) which has met since 1956 to address
the global human rights of women. This year
the meetings reviewed the Beijing Declaration
commitments and their progress.
Governments that signed the Beijing Dec-
laration, a relatively short document, were
committing to an agenda of specific actions
called the Platform for Action (PfA). The PfA
identified key strategies for meeting the goal
of advancing women’s empowerment. These
strategies were outlined in a global frame-
work that identified key areas of concern and
included specific actions to be taken. These
key areas include the following:
• women and poverty;
• education and training of women;
• women and health;
APRIL 2010 MONDAY DEVELOPMENTS 19
Beijing Declaration
• violence against women;
• women and armed conflict;
• women and the economy;
• women in power and decision-making;
• institutional mechanisms for the
•
advancement of women;
human rights of women;
• women and the media;
•
•
women and the environment; and
the girl-child.
With key actions specified for each player
(e.g., governments, NGOs and the private sec-
tor), the Platform for Action suggested opti-
mal organizational relationships that would
facilitate greater accountability, coordination
and a better chance of realizing the goals set
forth. The PfA urged that greater resources
be given to accomplishing the objectives and
actions outlined in the Platform document.
However, financial commitments to gen-
der equality continue to be insufficient and
change will only occur, these signers say, with
strong political commitment that ensures
adequate resources to reach these goals.
With the 15th anniversary of the Beijing Dec-
laration and the Platform for Action, this year’s
54th annual UN Commission on the Status of
Women (UN CSW) meetings addressed prog-
ress toward reaching those actions and goals.
Regions across the globe engaged in participa-
tory processes and research to identify which
goals have been met and where challenges
remain. These Regional and Country Reports,
NGO and other statements submitted, along
with expert presentations scheduled for the
UN CSW meetings, formed the basis of dia-
logue about how are women faring in 2010.
Another goal of the meetings was to assess the
extent to which progress has been made toward
reaching the Millennium Development Goals
and to identify challenges and action steps
toward their achievement by 2015. MD
Additional resources:
• For further information about the Beijing
Declaration, go to www.un.org/womenwatch/
daw/beijing/platform/declar.htm
• For more information about the Platform for
Action, go to www.un.org/womenwatch/
daw/beijing/platform/plat1.htm
• For more information on the UN Commission
on the Advancement of Women annual
meetings, including reports and statements
from this year’s meetings, go to www.un.org/
womenwatch/daw/beijing15/index.html
 Hidden
NGO
Budgets:
Shuffling the
Transparency
Talk

Why won’t
NGOs publish
their project
budgets?
By Till Bruckner, former Transparency International
Georgia aid monitoring coordinator

20 MONDAY DEVELOPMENTS APRIL 2010


A
re you ashamed of your organization’s bud-
gets? Do you think your supporters would be shocked if they
could see exactly how you are spending their money? Do you
feel the need to keep your finances hidden from your local partners and
clients? If you answered all three questions with “yes”, you are probably
working for an international NGO.
After the war between Georgia and Russia in August 2008, Trans-
parency International (TI) Georgia, a local organization working on
transparency and accountability issues, tried to track and monitor 4.5
billion dollars in humanitarian and reconstruction aid that donors had
pledged. The results were surprisingly mixed. Some donors were very
open about how they were spending their money; others kept their
cards closer to their chests. The Georgian Ministry of Finance imme-
diately agreed to publicly list all donor contributions on its website; the
Ministry of Interior studiously ignored all requests for information.
When TI Georgia turned its attention to the many international aid
and development NGOs working in Georgia, it was in for a shock. Out
of twelve organizations that it asked to publicize the budgets of their
ongoing projects, only one (Oxfam GB) complied. In an unusual dis-
play of interagency coordination, ten NGOs convened a meeting and
wrote a joint letter to TI Georgia, arguing that they were unable to
share their budgets at short notice as “there are a number of legal and
contractual implications involved with donors, head office and other
stakeholders which will take time to resolve.”
Nine of the signatories to the letter were members of InterAction, whose
standards state that “organizations shall substantiate, upon request, that
their application of funds is in accordance with donor intent or request”
and that “the member organization shall be committed to full, honest and
accurate disclosure of relevant information concerning its goals, programs,
finances and governance.” In theory, the NGOs had committed themselves
to transparency. Why were they so reluctant to walk the talk in practice?
Walk into the country or field office of any aid agency and ask for
their full project budgets, and you are likely to encounter puzzled looks
at best and hostility at worst. NGOs might claim that they are fully
accountable to their institutional donors and that their internal con-
trols are very strong so there is no need to make such data more widely
accessible. They might argue that publishing budgets would put them
at a disadvantage when competing for grants against other organiza-
tions. NGOs might also talk of the confidentiality of staff salaries, cite
donor or head office restrictions, or explain that they fear that local
politicians might use information on expenditures to attack them.
Whatever the argument used, their answer is nearly always the same:
here is our great annual report, there are some figures in there, now
please forget about our detailed project budgets and go away.
In Georgia, international development organizations have been
advocating for greater transparency for years, teaching citizens that
they have the right to know how their money is spent, ordering com-
Photo: Renee Jansoa - Fotolia.com
munity-based organizations to publicly display the budgets of their
micro-projects and telling local governments that they have the duty to
provide financial information to those they serve. Years ago, I asked an
NGO manager what he considered the greatest success of the project
that he was running. “We finally got the district government to post its
budget in the mayor’s office, where everybody can see it,” he proudly
told me. When I suggested that he post his own project’s budget in his
office, he recoiled. “This is an experimental project, so the overheads
are very high,” he replied. “So it would be very difficult to explain.”
Financial Transparency
As organizations claiming to spend the public’s money for the public
good, NGOs’ legitimacy to a large extent rests on their transparency
and accountability in using these funds. Of course the overheads of any
pilot project are bound to be high and may be hard to explain and jus-
tify to beneficiaries and other stakeholders. But are expenditures hard
to explain or inexplicable? Are they hard to justify or unjustifiable? The
more an NGO insulates itself from the views of its stakeholders, the
harder it will find it to draw that line. History teaches us that no matter
how well-intentioned and dedicated the people involved, any organiza-
tion that operates behind closed doors for too long will inevitably fall
prey to self-serving delusions. The choice is simple: embrace transpar-
ency now or find yourself on the wrong side of the line when your
NGO finally hits the headlines for the “scandalous” expenses that your
insulated staff had always considered perfectly justifiable.
Those who spend the public’s money in the name of the poor have
a duty to be actively transparent in their operations towards the public
at large. NGOs themselves frequently argue that transparency limits
opportunities for corruption, builds local trust and ownership, helps
to secure voluntary contributions and reduces the danger of misalloca-
tion and waste. They are right. It is time for NGOs to walk the transpar-
ency talk and publish their project budgets wherever they work.
The views in this article are those of the author alone, and do not neces-
sarily reflect the views of TI Georgia. The author can be contacted at till-
bruckner@gmail.com. MD
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To register for a workshop, go to www.InsideNGO.org
APRIL 2010 MONDAY DEVELOPMENTS 21
 The ties between population
growth and climate change should
galvanize new commitment to
reproductive rights and health, not
a return to coercive population
programs.
By Laurie Mazur, Director of the
Population Justice Project

espite increasingly dire warnings about

the dangers of climate change, greenhouse gas emis-
sions rise relentlessly. And most political efforts to
curb emissions—at both the national and international
level—are floundering.
Against this backdrop, environmentalists and others
are looking anew at human numbers and suggesting “popu-
lation control” as a means to stabilize the climate. If we cannot reduce per
capita emissions, the reasoning goes, we can at least reduce the number of
capitas. That is why an article in the Medical Journal of Australia calls for
a “carbon tax” on families with more than two children. And, in a post on
the progressive Web site AlterNet, journalist Chris Hedges asserts that “all
efforts to stanch the effects of climate change are not going to work if we
do not practice vigorous population control.”
Are they right? Must we limit human numbers, by force if necessary, to
preserve a habitable planet? Absolutely not. There is a link between pop-
ulation growth and climate change, and climate problems will indeed be
easier to solve with a smaller world population. But—as I will explain—
that does not call for a return to the coercive “population control” poli-
cies of the past. Instead, it means we must redouble our efforts to ensure
that all people can make their own decisions about childbearing.

Climate
First, let’s look at population
“If humanity wishes growth and climate change. The
relationship is complex, in part
to preserve a planet because there are such stark dif-
similar to that on which ferences in per capita emissions.
civilization developed Americans emit more carbon

Change
dioxide (CO2) per capita than
and to which life on anyone else on Earth—about
Earth is adapted…CO2 20 tons each year. The average
will need to be reduced Bangladeshi or Ethiopian, on
the other hand, emits less than
from its current 385 ppm one ton. But human numbers

and the return of

to at most 350 ppm.” are growing much more rapidly
in places like Bangladesh and
—Climate scientist Ethiopia than in the U.S. and
James Hansen, 2008 other developed countries. So it

Population
is not fair to say that population
growth, per se, is a significant cause of climate change today.
But that could change. The total world population now stands at 6.8

Control
billion and choices made today will determine whether human numbers
grow to anywhere between eight billion and 11 billion by the middle of
the century. Most of that growth will take place in low-income countries,
which is also where development must occur so that the three billion
people who now live on less than $2 per day can escape from poverty.
Affluent countries can reduce emissions by curbing the vast amounts of

22 MONDAY DEVELOPMENTS APRIL 2010

 Population Control
Photo: BenjaminEdwards

APRIL 2010 MONDAY DEVELOPMENTS 23

Population Control

waste in our systems of production and con- countries identified rapid population growth Women’s health and human rights advo-
sumption. But developing countries are not as a barrier to adaptation; slower growth could cates criticized these programs and went on to
likely to raise their standards of living without help those nations cultivate resilience. articulate and implement an alternative para-
increasingly intense resource usage and there- Here is the good news: we know how to digm for reproductive health. Importantly,
fore greater emissions. do this. Over the last half century, much has they showed that it is not necessary to con-
If we take seriously the need to eliminate been learned about how to slow population trol anyone to slow population growth. Given
severe poverty and protect the planet, it growth—and how not to. high levels of unwanted fertility in many parts
becomes clear that it would be easier to do so The international family planning move- of the world, simply addressing this “unmet
with a population of eight billion rather than ment was launched in the 1960s in response need” by providing reproductive health ser-
11 billion. This may be especially true of cli- to growing fears about the “population bomb.” vices that enable women to realize their own
mate change. An analysis of climate studies That movement brought contraceptive ser- fertility goals would decrease birthrates by as
by Brian O’Neill at the National Center for vices to the developing world and sparked a much, or more, than was called for in most
Atmospheric Research shows that stabilizing revolution in reproductive behavior. Between countries’ demographic targets.
world population at eight billion, rather than the mid-1960s and the mid-1990s, contracep- The new approach won out at the 1994
nine billion or more, would eliminate one bil- tive use increased from less than 10 percent to International Conference on Population
lion tons of CO2 per year by 2050: as much as nearly 60 percent, and average fertility in the and Development held in Cairo. That meet-
completely ending deforestation. developing world fell from six children per ing produced a new, rights-based approach
Slower population growth would be ben- woman to around three. to population that embraces voluntary con-
eficial for other reasons as well. Slower growth But some family planning programs made traception and comprehensive reproductive
can spur development in low-income coun- serious mistakes. Some—notably in India and health services, as well as efforts to empower
tries by enabling governments to make essen- China—flagrantly abused human rights with women and foster development.
tial investments in health, education and social coercive practices such as forced sterilization The Cairo consensus holds that when
services. And slower growth could help nations and abortion (which continue to this day in women have more control over their lives—
adapt to the now inevitable changes in climate. China). And many first-generation programs including their reproductive destinies—they
A recent analysis of national adaptation plans focused more on demographic “targets” than will have healthier, smaller families and invest
found that 93 percent of the least developed on individual needs. more in each child. This has immediate ben-
efits for women and families, and those ben-
efits reverberate outward to communities,
nations and the world.
Unfortunately, implementation of the Cairo
agreement has stalled. While developing coun-
tries are spending about half of what they prom-
ised in Cairo, the donor countries have provided
less than a quarter of the promised funding. As a
result, some 200 million women worldwide lack
access to family planning services.
Despite its many benefits, implementing
Master of New Professional Studies: the Cairo plan would not break the bank.
Peace Operations The developed countries’ share of the cost to
provide reproductive health services for every
woman on earth is $20 billion—about what
Study the theory and practice of peace operations, international the bankers on Wall Street gave themselves in
civilian police operations, nongovernmental organizations, bonuses last year. The U.S. share of the cost is
elections, refugees/internally displaced persons, and $1 billion, which is what we spend on the war
governance with world-renowned scholars and practitioners in Afghanistan every 13 hours.
at one of the nation’s leading schools of public policy. The connection between population growth
• Small classes taught by world-renowned faculty and climate change is real. And, as the econo-
• Conveniently located in the metropolitan mist Robert Cassen has pointed out, “Virtually
Washington, D.C., area everything that needs doing from a population
• Full-time or part-time study point of view needs doing anyway.” What’s more,
• Affordable cost slowing population growth would help mitigate
climate change and build resilient societies. That
To find out more, please contact Graduate Admissions does not mean we should turn back to the bad
at the School of Public Policy at George Mason University old days of “population control.” Instead, let’s
at spp@gmu.edu or 703-993-8099. implement the Cairo agreement and move for-
ward to a world that is sustainable and just. MD

24 MONDAY DEVELOPMENTS APRIL 2010


P
resident Obama came to
office with his mantra of “Yes we can”
and a rallying cry for change. What
that meant for international development was
opaque. And uncertainty remains over a year
later. For example, it remains unclear how the
Presidential Study Directive on Global Devel-
opment Policy, a comprehensive review of
U.S. development efforts announced by the
White House in the fall of 2009, will influ-
ence foreign assistance reform efforts. Similar
questions exist concerning the State Depart-
ment’s Quadrennial Diplomacy and Develop-
ment Review, an assessment of diplomacy and
development programs in the State Depart-
Global Health Initiative Global Hunger and Food
Security Initiative Global Health Initiative Globa
ment and USAID announced in June 2009.
Both are important steps in strengthening
U.S. development efforts, but, at this point,
neither provide clear directives on the Obama
administration’s overall vision on the future
of development. So where does that leave us?
What other clues are out there? Two areas that
Photo: Pete Souza, White House photographer
offer some insights are the President’s Global
Health Initiative and the Global Hunger and
Food Security Initiative (also known as Feed
the Future).
The Global Health Initiative (GHI),
launched in May 2009, coincided with the
release of the President’s budget request for
the U.S. government’s 2010 fiscal year. The
initiative includes a six-year, $63 billion dollar
commitment to global health with $51 billion
funding the President’s Emergency Plan for
AIDS Relief (PEPFAR) and the remaining $12
billion directed to other global health issues.
In addition, the U.S. government is develop-
ing a comprehensive whole-of-government
approach to global health that embraces the
dual objective of achieving significant health
improvements and creating an effective, effi-
cient and country-led platform for the sus-
tainable delivery of essential health care and
public health programs. Many have inter-
preted the GHI as a step away from disease-
specific interventions and towards a focus on
strengthening health systems. The consulta-
tion document released on the GHI states
that success is to be “measured not by the
a clue to
HIS
development
strategy?
robustness of the health system itself, but by a
country’s ability to meet the needs of the key
populations and improve health conditions.”
(www.pepfar.gov/ghi/136492.htm)
The Global Hunger and Food Security Ini-
tiative (GHFSI) began with a call by President
Obama at the April 2009 G20 London Summit
for the U.S. Congress to double U.S. financial
support for agricultural development in devel-
oping countries to more than $1 billion in
2010. He also directed Secretary of State Hill-
ary Clinton, Secretary of Agriculture Tom Vil-
sack and the leadership of USAID to develop
a comprehensive strategy for agricultural
development. A related fact sheet released by
the White House explained “[w]e can directly
improve the lives of poor populations by grow-
ing rural economies through broad-based
APRIL 2010 MONDAY DEVELOPMENTS 25
Reform Clues
agriculture growth.” (www.america.gov/st/
texttrans-english/2009/April/200904021709
52xjsnommis4.413348e-02.html) The initia-
tive then grew into a three-year commitment
of at least $3.5 billion with a focus on overall
food security, not just agricultural develop-
ment.
The interagency team tasked with devel-
oping the strategy has promised to develop
a comprehensive plan based on country and
community-led planning with integrated
solutions that utilize all the hunger fighting
tools across U.S. government agencies and
departments. It defines food security as “not
only the availability of food, but the ability
Do two issue-
specific efforts
indicate the Obama
administration’s
direction on
development writ
large?
By Vanessa Dick, Senior
Legislative Associate for
International Development,
InterAction
to purchase food. Food security means hav-
ing a reliable source of food and sufficient
resources to purchase it. A family is consid-
ered food secure when its members do not
live in hunger or fear of starvation.” It has also
identified three goals: (1) sustainably reduce
chronic hunger; (2) raise the incomes of the
rural poor; and (3) reduce the number of chil-
dren suffering from under-nutrition. (www.
state.gov/s/globalfoodsecurity/129952.
htm).
The GHI and the GHFSI include some
common operational themes: strategic coor-
dination globally, regionally and locally;
strengthening and leveraging multilateral
organizations; and encouraging country own-
ership, including the development of coun-
try-led plans. The administration has stated
Reform Clues
that these are key tenents of what it calls a
“practical approach for development”—first
launched in the effective development part-
nership announced by President Obama at
the L’Aquila G8 Summit in June 2009. (www.
whitehouse.gov/the_press_office/Food-
Security-Investing-in-Agricultural-Devel-
opment-to-Reduce-Hunger-and-Poverty)
Many in the development community agree
that the L’Aquila principles represent valuable
components of effective development and
applaud their alignment with aid effective-
ness principles. Nonetheless, the proof of their
effectiveness lies in their implementation. For
example, when discussing country owner-
ship, the White House often mentions using a
country-approach, rather than a government-
led approach. To this end, the GHI consulta-
tion document states, “[i]t is ultimately those
within countries—the governments, non-gov-
ernmental organizations (NGOs), the private
sector and others—who are responsible for
making and sustaining progress.” (www.pep-
far.gov/ghi/136492.htm)
Similarly, the GHFSI states that success
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Tel: (703) 778.9400 | Fax: (703) 778-9405 | USA@KjaerGroup.com | www.kjaergroup.com
26 MONDAY DEVELOPMENTS APRIL 2010
When discussing
country ownership,
the White House often
mentions using a
country-approach, rather
than a government-led
approach.
“rest[s] on the national and local leaders in
their countries who must foster environments
where investments in agricultural development
can thrive” and that the U.S. will only invest in
those country-led plans that “[e]nsure the par-
ticipation of key groups, including farmers and
civil society organizations, and prioritize small
holder farmers, especially women.” (www.
state.gov/s/globalfoodsecurity/129952.htm)
Nonetheless, there is still no structured consul-
tation process whereby civil society organiza-
tions are brought to the table to help develop
country-led strategies.
For example, in the GHFSI, the U.S. relies
heavily on the Comprehensive Africa Agri-
culture Development Programme, described
as an “Africa owned and Africa led initiative
working to boost agricultural productivity in
Africa” (www.nepad-caadp.net/), but there is
little sign that civil society has been brought to
the table to help develop country-led agricul-
tural development strategies. If the U.S. really
wants a comprehensive approach to food
security that reaches the most marginalized
and vulnerable communities, it must develop
regulations and guidelines that ensure that
such country strategies are developed through
processes that truly involve all key sectors of
society.
To date, the Obama administration’s view
and plan for development has not been fully
rolled out. In the meantime, the GHI and the
GHFSI provide some interesting markers but
neither encapsulates a complete vision. Both
provide helpful rhetoric that appears to push
development in the right direction, but the
proof will lie in their implementation. MD
 Measuring Impact

A family in Brazil sees program impact

“Another way that running a first hand as they watch construction of
foundation is not like running a their new home.
business is that you don’t have
customers who beat you up when
you get things wrong or competitors
who work to take those customers
away from you…This lack of a natural
feedback loop means that we as a
foundation have to be even more
careful in picking our goals and being
honest with ourselves when we are not
achieving them.” (emphasis added)
—Bill Gates
2009 Annual Chairman’s Letter
Bill & Melinda Gates Foundation

W
e all know that the way
we work with our field partners and
beneficiaries, and the quality of those
relationships, have a major impact on our
effectiveness. When morale is high, people
work harder and more creatively. When trust
is high, people share more about what is really
happening, good and bad. When relation-
ships are appreciated and nurtured everyone
is more likely to learn and improve.
And now the biting irony: at a time when we
are pressed from all sides to better measure our

Constituency Voice:
results, we invest few management resources in
measuring the performance enabling aspects
of these all-important relationships. Over the

Towards Measuring
past decade it has become the norm to sur-
vey stakeholders, but our research shows that
these surveys are not normally done in a way

What Matters
that leads to improvements in relationships or
effectiveness.
This is a very difficult problem to crack for
two reasons. First, measuring development and
social change is difficult and there are no silver
bullets. Second, the party that pays for the work
Finding the right tools to measure
is not the intended beneficiary and the tools we meaningful program impact.
currently use do not help the funder under-
stand the beneficiaries’ experiences. By David Bonbright, Founder and Chief Executive,
International development is complex Keystone Accountability
and everyone knows measurement can’t be
perfect. That said, the prevailing measure-
ment tools are the wrong ones. A mountain creates perverse incentives and sends wrong that seeks to maximize the developmental
of research shows that conventional tools for messages in every direction. As a result, man- impact of citizen organizations, business and
Photo: Diane Hauenstein

planning, monitoring and evaluation often
fall short. These conventional tools posit cer-
tainty over braving discovery. They demand
linear causal attribution over assessment of
more complex patterns of how various factors
affect results. We all know the current system
agers and funders alike are left with inade-
quate data to improve resource allocation and
performance.
So if this is something that we all know,
why don’t we develop and use better tools?
At Keystone Accountability, an organization
government, we are committed to addressing
this question. We believe that the answer lies
in tackling the fundamental accountability
problem that faces the international develop-
ment community. Since the payer is not the
intended recipient of the benefit, we need to

APRIL 2010 MONDAY DEVELOPMENTS 27

Measuring Impact
make the beneficiaries’ experience and views
about the project visible to the funder. In
short, we need to align upward accountability
to donors with downward accountability to
beneficiaries. When we do this, funders will
be better able to support the organizations
that beneficiaries find most effective. Until we
do this, as choices have to be made, the expe-
diencies of fundraising on the basis of anec-
dotes will trump the commitment to learning
from beneficiaries.
There is a way out of hell
In a scene in the movie Gandhi, the
Mahatma is fasting, seemingly to death, in
response to horrific Hindu-Muslim rioting
across India. Eventually, the imminence of
his death brings a pause to the riots, and on
hearing this news he breaks his fast with fruit
juice. A Hindu man comes to him in despair
and confesses that he killed a Muslim infant.
Gandhi tells him he knows a way out of the
28 MONDAY DEVELOPMENTS APRIL 2010
hell that the man is in. He tells him to adopt
and raise a Muslim child orphaned in the
riots, and to raise him a Muslim.
This scene has long struck me as uncom-
fortably allegorical to international develop-
ment work. We need to push well beyond our
comfort zones if we are going to create new
measurement tools that can help us make
sure that the perspectives of our beneficiaries
have a serious impact on the choices of our
funders.
For the past five years Keystone has been
developing methods and tools to do this. Our
work draws deeply from participatory devel-
opment methodologies—particularly partici-
patory monitoring and evaluation—and from
the customer satisfaction industry in the busi-
ness world.
One of my big surprises over the past few
years was to learn that the customer satisfac-
tion industry grew directly out of a social
movement—the consumer rights movement.
Consumer advocacy and organizing led to
consumer rights legislation, which led to mea-
suring customer satisfaction, which led to a
customer-oriented transformation in business.
I had taken this transformation for granted.
If 30 of us were in a room in 1966 and I asked
if anyone had ever filled out a customer sat-
isfaction survey, no one would put up their
hand. Today, if I asked who had filled out
such a survey in the past 60 days, I suspect we
would all raise our hands.
That same biting irony raises its head again.
Business is more accountable to consumers
than we are to our primary constituents—the
people in whose name we raise funds and
whom we claim to benefit. The consumer
rights movement and common business prac-
tice compels us to ask some hard questions:
Have we adequately advocated and organized
with and for beneficiary rights? Have we ade-
quately measured and reported beneficiary
and partner satisfaction? Have we grasped
what it means to be beneficiary-driven as
opposed to being donor driven?
Converting feedback to voice
Feedback is what you solicit, measure and
analyze from your constituents. Constitu-
ency voice is what results when you bring the
perspectives and the experiences of intended
beneficiaries more directly into decision-
making. Feedback can, if undertaken within
a participatory frame, contribute to constitu-
ency voice.
Keystone promotes a range of techniques
long proven in the customer satisfaction
industry, such as observation, interviews,
focus groups and feedback surveys. Feedback
can be self-generated. But the customer sat-
isfaction industry has emphatically shown
the value of complementing self-generated
feedback with independent benchmarking
provided through specialist agents that gather
data across a cohort of comparable organiza-
tions. (This is sometimes called “comparable
perceptual data.)
Effective feedback systems require bottom-
up participation and central independent
expertise. Independent data collection is used
to assure the anonymity of those providing
feedback. Reporting back to those providing
feedback shows respect and provides another
opportunity to discover ways to improve.
Publishing feedback, especially on a com-
parative basis, allows organizations to reap
continued on page 32

Best Practices
Yemen:
A big impact
on maternal and
neonatal mortality
By Laurel Lundstrom, Communications Officer,
Extending Service Delivery (ESD) Project
Mariam Mukbel wears the
lines of pregnancy on her face.
Although she estimates her age
as between 30 and 35, when she
removes her face veil, she looks
closer to 50 or 55. She has had
a child every year or two since
she was married at age 20.
Out of the eight children she
gave birth to, three died before
she could have her next.
Like many mothers in Yemen,
Mariam has babies almost at the
same rate as she loses them.
She lives in a culture that idolizes
fertility, in a land where natural
resources like water and arable
land are fast disintegrating and
access to health care is scant.
Fortunately for Mariam, she
arrived at Ibn Khaldoun Hospital
in Lahej Governorate last January
to deliver her ninth baby with a
skilled midwife. Unlike 80 percent
of Yemeni women who still deliver
at home, getting to Ibn Khaldoun
greatly increased the chance
that Mariam and her ninth child
would come out of the pregnancy
alive and healthy. And in great
contrast to women with traditional
deliveries, Mariam left the hospital
carrying contraceptive pills.
“We know that women in
Yemen are suffering much more
than men,” said Dr. Omar Zain, the
general director of health for Lahej.
“One of our greatest problems is
a high maternal mortality rate and
high neonatal mortality rate, which
result from a high fertility rate.”
To address the needs of
women like Mariam, Dr. Zain and
a growing team of reproduc-
tive health and family planning
champions in Yemen have made
it their mission to stop these
needless deaths by implementing
eight best practices in obstetric,
newborn and postpartum care
procedures that—with limited
resources—can help save lives.
These practices include:
• family planning counseling
for women immediately after
delivery;
• Vitamin A provision to moth-
ers after labor;
• infection prevention controls;
• kangaroo mother care or
skin-to-skin contact between
mothers and premature
babies;
• exclusive and immediate
breastfeeding;
• active management of the
third stage of labor;
• tetanus and polio vaccines for
newborns; and
• newborn resuscitation.
Have you gathered lessons learned
from your work in the field that
could benefit others? Send your
summary of less than 1000 words to
cbrobst@interaction.org and share
your expertise with the entire NGO
community.
Dr. Zain insists the simplic- and the Middle East.
ity of the best practices was a While there, the team of service
major reason for their success. providers, government officials
To implement them, “we just
needed capacity building, not a
and program managers learned
about the value and technicalities
lot of human and extra budgetary of the best practices and left the
resources,” he said. meeting empowered to “scale-up”
these practices at home.
A Team of Champions
The best practices reached
Lahej after Dr. Zain and a Yemeni
The Yemen team, led by Basic
Health Services Project (BHS),
received a $50,000 grant from
health team attended a meeting ESD to activate the best practices
in Bangkok, Thailand in 2007. at one demonstration site and
It was sponsored by USAID/ to leverage stakeholder support.
Washington, organized by the (BHS is a USAID associate award
Extending Service Delivery (ESD) managed by Pathfinder Interna-
Project and attended by health tional, the lead partner of the ESD
professionals from across Asia Project.)
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APRIL 2010 MONDAY DEVELOPMENTS 29
Best Practices

Demonstrating Success
“We had a plan coming back
from Bangkok, a grant from ESD
and money from the USAID mis-
sion. We started in one hospital,
spread to five and now are going
to spread nationally,” said Dr.
Hamouda Hanafi, the Chief of
Party for BHS.
BHS introduced the practices
at Al Saba’een Hospital because
it was the main referral hospital
for deliveries and the teaching
hospital for Yemen’s national insti-
tute of medicine. Hospital officials
also expressed a dire need for
improved services, as they handle
30 to 50 deliveries every day.
Two years later, the best
practices have transformed the
services at Al Saba’een and at
six expansion hospitals including
Ibn Khaldoun. The hospitals have
changed from places women fear
to ones that they welcome.
Before the intervention, “it was
not uncommon to see a woman,
each day, leaving the hospital
dead on a stretcher,” said Dr.
Hanafi. “Not one woman left with
a family planning method.”
Through active management of
the third stage of labor and strict
infection control provisions, fewer
women now leave Al Saba’een
on stretchers. All mothers are
counseled within two hours of
delivery, usually in the company
of their husbands, and leave
the hospital with contraception,
knowledge about birth spacing
and breastfeeding.
Spreading Success
Because much of Yemen’s
population is rural and dispersed,
the goal of the project is to have
the best practices reach not only
large hospitals like Al Saba’een,
but also maternity centers, pri-
mary healthcare centers and the
few private midwifery clinics.
Reaching all levels of the
healthcare continuum is part of
ESD’s “improvement collaborative
approach” used throughout Asia
and the Middle East to create a
“chain reaction” of improved care.
First, ESD trains a few key staff
members at target facilities. The
trainees then become managers
of the best practices and develop
a plan for spreading their training
to area facilities where they teach
their professional counterparts
the technicalities and value of
quick adoption.
“In Yemen, things get transmit-
ted from top to bottom,” said Dr.
Hanafi. “The improvement col-
laborative [approach] brings in the
democracy [with the involvement]
of the administrators and the
providers.”
Through the improvement
collaborative, Al Saba’een staff
recently trained providers in the
eight best practices at Al Zuberi
Maternity Center. The maternity
center, also in Sana’a, is now
equipped to relieve some of the
case load at Al Saba’een.
The best practices have already
had a huge impact, said Khwala
Ahmed Al-Alwzy, Al Zuberi’s
Director. “I delivered [the baby of
a] midwife and she learned more
from the services here than she
did from practicing.”
BHS and the Ministry of Public
Health and Population now have
a plan to expand use of the
approach to 138 additional health
facilities.
“There is a high probability of
being able to implement the best
practices as a whole in Yemen,”
said Dr. Zain. “Every day that we
wait, we are losing another
mother, another baby.” MD

Plant knowledge. 
Grow justice. 
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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 

30 MONDAY DEVELOPMENTS APRIL 2010

Kicker
Projects
Values-Based Cooperative
Promotion Pilot Project
Organization
Heifer International
Location
Nepal’s Chitwan and
Nawalparasi districts
The Project
Heifer International’s Values-Based
Cooperative Promotion Pilot Project
harnesses the power of its senior or
“graduate” women’s savings and self-help
groups to start and expand businesses in
their districts.
The project, which began in July 2009
and extends to 2012, unites graduate
groups into an economic enterprise
known as a cooperative. Recognized and
regulated by the government of Nepal,
these co-ops are akin to corporations in the
United States. The pilot project consists of
10 cooperatives in two districts, Chitwan
and Nawalparasi.
“The increasing enthusiasm of these
groups, their spirit of cooperation and
untiring commitment to explore more forced
us to think, ‘What next?’” said Neena Joshi,
Heifer Nepal senior program manager.
“They had already created capital—both
financial and social. We needed a way
for them to continue with their newfound
confidence to find greater prosperity
and a stronger voice in mainstream
development.”
Heifer’s programs are all built on its 12
Cornerstones for Just and Sustainable
Development, with a particular focus on
the Values-Based Holistic Community
Development model in its Asia/South
Pacific area programs. This development
model builds on strengths and values that
are innate in every culture and assures
that the starting point for the development
process is in the participants’ own culture
and that their planning is based on their
hopes for the future.
“Passing on the Gift,” the first
Cornerstone and Heifer’s unique
practice for ensuring future success and
sustainability of communities, is at work
in transforming these smaller self-help
groups into the cooperative project that is
expected to grow to serve all of Heifer’s
projects in Asia and the South Pacific.
In Jirouna, Nepal, the Shantikunja Social
Entrepreneurs Women’s Cooperative
Limited was the first in the Chitwan District
to qualify for $1,300 in incentive money
from the government. With the money, the
women opened a store to sell rice, beans,
chickpeas and other staples grown by their
own members.
The cooperative also sells fertilizer to its
own members, as well as to local farmers.
In Nepal, agriculture makes up 34 percent
of the gross domestic product, employs
two-thirds of the work force and provides
a livelihood for more than 80 percent of the
population. Sensing an opportunity to help
themselves and neighboring farmers, 15
members of the group are learning to use
earthworms to make compost. They plan
to make the fertilizer to enrich their own
farmland at reasonable prices. They will
also sell it to other small farmers, making
money while teaching others that organic
fertilizer is better for the Earth and crops
than chemical fertilizers.
For the project, Heifer helps provide
training in management, accounting and
market analysis for a few women, who then
pass that knowledge on to the rest of the
group. Heifer covers office rent, furniture
and supplies for the first year. The rest is up
to the women.
The pilot project in Nepal is a very
strategic move, said Mahendra Lohani,
Heifer Vice President of Asia/South Pacific
Programs at Heifer’s headquarters in Little
Rock, Arkansas. “These groups are ready
to take up a bigger enterprise. They’ve
already been primed. We’ve already seen
APRIL 2010 MONDAY DEVELOPMENTS 31
Does your organization implement
unique projects or programs? Share
them with the Monday Developments
community. Send your project’s
name, implementing organization,
location and funder(s) along with a
brief description of 400 words or less
to cbrobst@interaction.org
that they can do it.”
Ganga Khanal, president of a small self-
help group and a member of Shantikunja
executive board, is ready to move forward.
“The main objective of the co-ops is to
develop the village and the country. It’s
why they exist,” she said. “I hope this
cooperative will become involved in new
industries and opportunities that my
children and the children of the village can
be involved in. It’s a dream we are working
to make come true. We just started our first
steps. But that is the future we hope for.”
Virtual Programs in
Management and Leadership
Organization
Management Sciences for
Health (MSH)
Location
Worldwide
Funders
USAID
The Project
In response to demand from public
and private health care organizations for
cost-effective, practical and accessible
leadership and management development,
Cambridge, Massachusetts-based
Management Sciences for Health
(MSH) developed a portfolio of internet-
based distance learning programs with
funding from the United States Agency
for International Development (USAID)
through the Leadership, Management
and Sustainability Program, and the
Management and Leadership Program.
MSH virtual programs have significantly
extended access to management,
leadership and governance capacity-
building for health managers and their
teams around the world. First launched
in 2002, these team-based programs in
leadership development, strategic planning,
Projects
human resources management, business
planning, fostering change and civil society
organization board governance have reached
more than 3,000 health professionals from
56 countries.
MSH virtual programs, which engage
up to 12 organizational teams over the
course of eight to 20 weeks for four to six
hours a week, are practical and focus on
improving performance without requiring
participants to travel or be absent from their
work. Programs require that teams develop
and implement a plan: an action plan, a
strategic plan, a business plan or other key
organizational deliverables.
Participating teams have demonstrated
improvements in service delivery and
organizational performance. For example,
a team from an HIV/AIDS organization
in Zambia participating in the Virtual
Leadership Development Program identified
and developed a plan to address the
challenge of integrating male circumcision
services into their voluntary counseling and
testing services. At the time of program
follow-up, the team reported that 250 male
circumcisions had been completed at one
of their sites. A team from a family planning
organization in Peru that participated in
the Virtual Business Planning for Health
Program reported that they secured more
than $47,000 in funding from the Peruvian
government to make spermicidal latex
condoms available for low-income young
adults. Finally, a team from a Nicaraguan
family planning organization that participated
in the Virtual Strategic Planning Program
developed and implemented a strategic plan
that they reported helped them to strengthen
their pharmacy services in all clinics and
enabled the organization to provide more
family planning consultations.
Management, leadership, governance and
overall organizational strengthening are key
to greater efficiency and effectiveness of
health service delivery organizations. MSH
virtual programs demonstrate that it is
possible to successfully reach and build the
capacity of thousands of health
professionals via facilitated, internet-based
programs without the costs of travel and
absenteeism. MD
Project claims are made by the featured
organizations and are not confirmed or
endorsed by InterAction.
32 MONDAY DEVELOPMENTS APRIL 2010
Measuring Impact
continued from page 28
tangible rewards from better feedback in the
next round of surveys. This kind of feedback
system can fundamentally change incentives
across the entire value chain. Feedback data,
when shared and discussed with respondents,
generates new insights and creative solu-
tions, energizes relationships, and ultimately
enhances impacts.
Independent feedback and comparable
perceptual data generally are not the whole
story of impact assessment. However, they
provide actionable low-cost data on perfor-
mance and relationships—and they are not
part of the picture today.
Currently most federal funding for human
services domestically in the U.S. requires cli-
ent satisfaction surveys. Regrettably, as shown
in a recent report, The 21st Century Poten-
tial of Constituency Voice: Opportunities for
Reform in the United States Human Services
Sector, those surveys are not well administered
and little effective use is made of the data.
Now, thanks to the new generation of philan-
thropists and impact innovators, we have new
models on the domestic side to take forward.
(One of the best current examples is the Youth-
Truth high school education project.)
One of the first international development
networks to collect partner feedback using
a common survey instrument was in East
Africa. With support from the Ford Founda-
tion, Keystone worked with members of the
East African Association of Grantmakers to
generate systematic, comparative feedback
data from their grantees. We used a common,
standardized questionnaire to gather anony-
mous feedback from 350 community-based
organizations (CBOs). Questions covered
performance-related issues in six areas such
as the application process, monitoring and
evaluation requirements, non-financial sup-
port and general responsiveness. We devel-
oped six comparative indices that proved to
be compelling for the participating founda-
tions. At a more granular level, the feedback
provided a wealth of actionable findings. The
pictured dashboard provides a snapshot of
the aggregated index for all eight foundations.
The black needle is the mean of all 350 CBO
respondents:
Each foundation received an individual-
ized report showing how it was rated by its
grantees and how those scores compare to
the performance of the other participating
grantmakers. This aggregate view of all eight
grantmakers shows a de facto standard for
East African philanthropy. Notice that in two
areas—monitoring and evaluation, and non-
financial support—virtually the entire group
was rated as unsatisfactory by their grant-
ees. Perhaps generously, three-quarters were
rated as excellent in terms of their relation-
ships. (The full public report is available at
www.keystoneaccountability.org/resources/
reports.)
This kind of comparative feedback exercise
has many benefits. By participating in a com-
mon survey of their partners’ perceptions of
them, organizations get a much better sense
of the range of responses and how their per-
formance compares to that of others. While
each organization’s scores remain anony-
mous, any wide variation in responses cre-
ates an opportunity for inter-organizational
learning: “How come Organization X did
so well with its feedback about its technical
expertise? How important is that in relation
to other factors?”
We have also found that when organiza-
tions report back to respondents on the find-
ings, it yields a big dividend in goodwill and
generates practical actions that can improve
effectiveness. In addition, this kind of com-
parative constituency feedback exercise is cost
effective, costing little more than a solo feed-
back survey but delivering far more valuable
results. MD
InterAction’s Evaluation and
Program Effectiveness Working
Group is assessing whether
InterAction members are interested
in working with Keystone to
undertake a comparative international
development field partner feedback
survey. Keystone would facilitate
the development of the survey
with interested organizations and
then independently administer the
survey. Respondents would remain
anonymous, and each organization’s
feedback data would be kept
confidential. If you would like to
learn more about this initiative and
your NGO might be interested in
participating, please contact Laia
Grino at lgrino@interaction.org
Kicker

Events
It’s free and easy to publicize
your upcoming events in Monday
Developments Magazine. Send your
event’s name, date, location and
contact information to publications@
interaction.org

march Business for the New York, USA Vienna, Austria

Environment (B4E) 2010 Contact: haertle@un.org www.aids2010.org/
19 March Seoul, South Korea
Left Forum Contact: karbassi@un.org 24–25 June 25 July
The Center Cannot Hold: UN Compact Global Earth Education
Rekindling the Radical 25 April Leaders Summit International
Imagination Earth Day and World New York, NY Deep Ecology &
New York, New York Malaria Day www.unglobalcompact. Sustainable Living
Contact: 212-817-2003 org/newsandevents/2010_ San Ramon, Alajuela,
25 April Leaders_Summit/index.html Costa Rica
21 March 2010 Spring Meetings www.earthedintl.org/
Team World Vision of the International 25–27 June Summer.htm
Marathon Monetary Fund and the 36th Annual G8 Summit
Los Angeles, CA World Bank Group  Huntsville, Ontario September
www.worldvision.org/ Washington, DC www.canada-g8-summit.
content.nsf/getinvolved/ www.imf.org/external/am/ com/ 22–24 September
teamwv-LA index.htm Millenium Development
26–27 June Goals Summit
22 March May Annual G20 Summit New York, NY
World Water Day Toronto, Ontario www.un.org/
3–14 May www.g20.org millenniumgoals/calendar.
23 March Commission on shtml
InterAction 28 June
Sustainable Development
Board Meeting Habitat For Humanity
New York, NY
International
October
InterAction Offices http://www.un.org/esa/dsd/
Washington, DC Mongolia Blue Sky Build 9–11 October
csd/csd_csd18.shtml
www.interaction.org Bangkok, Thailand 2010 Annual Meetings of the
Contact: +66 2 632 0415 International Monetary Fund
22 May
24 March International Day for and the World Bank Group
World TB Day Biodiversity JUly Washington, DC
www.biodiversity-day.info/ www.imf.org/external/am/
April 10 July index.htm
June Sweet Mother
15–16 April International 9–15 October
CEO Water Mandate 2–4 June Celebration of InterAction’s Poverty
Working Conference: InterAction Motherhood Week
Water and Public Policy Annual Member Forum Adelaide, South Australia
New York, NY Washington, DC www. 17 October
Contact: powerg@un.org Contact: sweetmotherinternational. International Day for the
bwallace@interaction.org org/ Eradication of Poverty
17–18 April Worldwide
Global Day of Service 23 June 18–23 July www.un.org/esa/socdev/
VIII Annual Local XVIII International AIDS social/intldays/IntlDay/
22–23 April Networks Forum Conference index.html

APRIL 2010 MONDAY DEVELOPMENTS 33

Jobs
Are you looking to hire experienced
development and humanitarian
professionals? The candidates
you’re looking for read Monday
Developments! Send your classified
position announcements or display
advertisements to Katie Delaney at
publications@interaction.org

INTERNATIONAL DEVELOPMENT AND
DISABILITY PROJECT COORDINATOR
Eugene, OR
Mobility International USA (MIUSA) is a U.S.
nonprofit whose mission is to empower people
with disabilities to achieve their human rights
through international exchange and interna-
tional development. Project Coordinator is re-
sponsible for supporting the implementation of
an inclusive development project in four coun-
tries. DUTIES INCLUDE: logistics coordination
for international technical assistance trainings,
tracking communication with international proj-
ect partners, and coordination of a small grants
program. REQUIREMENTS: Bachelor’s de-
gree and 2-4 years experience in international
development; experience managing complex
logistics for travel to developing countries; ex-
perience in disability inclusive development;
personal/professional experience in disabilities
field; project coordination experience includ-
ing small grants management. For complete
job description and instructions to apply:
http://www.miusa.org/about-miusa/jobs-and-
internships/iddjobposting. Applicants required
to submit a cover letter and resume to lenge@
miusa.org.
Director, Technology
Programs and Program
Manager, Citizenship
Baltimore, MD
IYF, founded in 1990, and a global, non-profit,
NGO based in Baltimore, Maryland, is dedi-
cated to creating positive change for young
people throughout the world. IYF identifies and
adapts evidence-based programs that have
proven impact on the education, employabil-
ity and leadership skills of young people and
works through a worldwide network of partner
organizations that has grown to include over
165 organizations in 70 countries. The Director,
Technology Programs will lead organizational
efforts to advance the use of new technolo-
gies in youth development programming. In
particular, the Director will identify and develop
new initiatives that utilize mobile technology
to achieve scale, impact and sustainability of
youth programming. The Program Manager,
Citizenship will manage and facilitate Make a
Connection program activities, a global youth
development initiative between IYF and Nokia,
designed to equip young people with the
knowledge and skills needed to participate
as active citizens. S/he will collaborate with
IYF staff and local Partners in the concept and
design of new programs, in particular those
with a focus on the use of mobile telephony in
youth development programming. Competitive
salary and comprehensive benefits package.
For more information please visit our website:
www.iyfnet.org. International Youth Founda-
tion is an Equal Opportunity Employer.

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.

34 MONDAY DEVELOPMENTS APRIL 2010

Job Openings Chief, Program
Development
Arlington,VA

Deputy, Chief
Financial Officer
Arlington,VA

Deputy Director,
Health
Arlington,VA

Chief of
Operations,
Infrastructure
Kabul,
Afghanistan

Deputy Chief
of Operations,
Infrastructure
Kabul,
Afghanistan

1621 North Kent Street For more

Fourth Floor information,
Arlington,VA 22209 contact Christine
P: 703.248.0161 Dalpino at
F: 703.248.0194 703.248.0161
www.ird.org or visit
www.ird.org and
click on “careers.”
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