MONDAY

DEVELOPMENTS
The Latest Issues and Trends in International Development and Humanitarian Assistance

IT A R Y
Contr
M I L
actors
NGO
SPACE

O V E R N M E N T
G November 2007
Vol. 25, No. 11
InterAction
 MILITARY |GOVERNMENT |CONTRACTORS |USAID |AFRICOM

FEATURES
03 In this Issue: An Overview
04 New USAID Partner Vetting System Raises Red
Flags for NGOs
05 NGOs as Partners Not Problems: New U.S. Vetting
Regulation Would Undermine NGO Work
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Visit www.interaction.org/monday 06 USAID’s Partner Vetting System: Is it Another
Unnecessary Regulatory Burden on the NGO
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ncarew@interaction.org 07 A Solution in Search of a Problem
08 NGO Space: Government Vetting – A Deeply
Flawed Initiative Formulated Without Adequate
Public Consultation
MONDAY DEVELOPMENTS 10 U.S. Military in Africa: AFRICOM Update

Managing Editor Monday Developments is published 12

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 ON NGO SPACE

IN THIS ISSUE: AN OVERVIEW

A
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MONDAY DEVELOPMENTS November 2007 

New USAID Partner
Vetting System Raises
Red Flags for NGOs
By Evan Elliott, Senior Advocacy Associate, InterAction
O
n July 17, 2007, USAID pub-
lished a notice in the Fed-
eral Register describing the
agency’s intent to create a
new Partner Vetting System (PVS) to
support the vetting of individuals and
officers from non-governmental organi-
zations (NGOs) that apply for USAID
contracts, grants and cooperative agree-
ments to “ensure that neither USAID
funds nor USAID-funded activities in-
advertently or otherwise provide sup-
port to entities or individuals associated
with terrorism.” The proposed PVS will
affect every nonprofit organization that
applies for USAID funding to implement
life saving humanitarian and develop-
ment programs. Thousands of NGO
employees and board members – a list of
people that includes religious leaders and
members of Congress – will be forced to
turn over private personal information
because USAID has apparently deemed
them to be potential threats to U.S. na-
tional security. While sub-recipients are
not specifically mentioned in the Federal
Register notice, we have every reason to
believe that USAID intends to include
them in the future. For example, the
Partner Information Form, which NGOs
would have to fill out to adhere to the
requirements of the PVS, clearly focuses
on sub-recipients.
Furthermore, in proposing the new
PVS, the agency has ignored the fact
that American NGOs already have pro-
cedures in place to certify that funds
are not diverted to terrorists or terror-
 InterAction MONDAY DEVELOPMENTS
ist organizations. Moreover, USAID has
failed to demonstrate that any USAID
funds have reached terrorists through
American NGOs. USAID’s Inspector
General monitors the agency’s programs
in West Bank/Gaza, where the threat of
diversion is believed to be high. To date,
neither the Inspector General nor any
other competent authority has reported
the diversion of USAID funds in West
Bank/Gaza or anywhere else. Even if at
some future date USAID funds in Gaza
are found to have inadvertently provided
humanitarian assistance to individuals as-
sociated with Hamas, the circumstances
would not justify a global Partner Vetting
System that affects all U.S. NGOs.
The proposed system, which was effec-
tively put forth with no consultation with
the NGO community dangerously blurs
the lines between USAID and the vari-
ous security agencies of the U.S. govern-
ment. Moreover, USAID has seemingly
failed to recognize that implementation
of the PVS will jeopardize the safety of
NGO workers around the world. If the
employees of American NGOs working
abroad are deemed to be working in con-
cert with U.S. intelligence agencies, the
threat of terrorist acts against them can
only increase. As InterAction CEO Sam
Worthington has repeatedly pointed out,
“Nonprofit relief and development orga-
nizations are often the only non-security
face of the American people in some of
the most dangerous places in the world.
If NGOs are forced to restrict their oper-
ations in these places – which they will if
the PVS is implemented – we will be ced-
ing the streets of the world to the kinds
of violent extremists that this policy aims
to target.”
Following the July 17 Federal Register
notice, and two other notices on July 20
and 23, InterAction members, including
those that do not receive any USAID
funding, responded overwhelmingly in
opposition to the proposed vetting sys-
tem. Our members recognize the Partner
Vetting System for the encroachment on
NGO space that it is, and you can read
some of their comments in the follow-
ing articles and on our website. For more
information on InterAction’s response
to the PVS, please visit our website at
http://interaction.org/media/PVS.
html.
The uproar within the implementer com-
munity about the PVS was so great that
USAID has slowed down its implemen-
tation somewhat and announced that the
policy is “effective, but not operational.”
The agency intends to roll out the vet-
ting system as a pilot program in West
Bank/Gaza and then slowly deploy it
to other “hot spots” around the world.
That said, USAID has taken no action
that would indicate that it has altered its
plans to roll out the PVS on a global scale
in the future.
In addition, USAID has agreed to accept
additional comments on the PVS. If
you are interested in submitting your
thoughts, please visit the URL listed
above and note that the deadline is
December 3, 2007.
NGOs as Partners Not Problems: New U.S. Vetting
Regulation Would Undermine NGO Work
By Samuel A. Worthington, President & CEO, InterAction
I
n December 2005, U.S. Secretary
of State Condoleezza Rice was ap-
plauded for strongly criticizing a new
Russian law that would restrict the
activities of Russian and foreign nongov-
ernmental organizations (NGOs).
“We would certainly hope that the im-
portance of nongovernmental organiza-
tions to a stable, democratic environment
would be understood by the Russian
government,” she said.
Secretary Rice was right to uphold the
value of civil liberties and oppose a law
that gave the Russian government the
right to monitor and control the actions
of NGOs. However, this past summer
the United States Agency for Interna-
tional Development (USAID) proposed
a new regulation that would require U.S.
NGOs that receive U.S. foreign aid mon-
ey to provide detailed personal informa-
tion about their personnel and people
who voluntarily serve on their boards, as
well as their partners abroad, to USAID
– information which would be shared
with federal law enforcement and intel-
ligence agencies.
Requesting local partners to submit per-
sonal details to U.S. authorities would
drastically impact our ability to deliver
life-saving aid. It would also affect the
places in which we can work. This regu-
lation plays directly into the hands of
authoritarian governments around the
world that are often looking for a pretext
to restrict the activities of local NGOs
defending human rights and otherwise
fostering the development of democratic
societies. Men and women in our organi-
zations, many of whom live and work in
Afghanistan, Iraq, Darfur and other crisis
zones, are putting their lives on the line
daily. If implementing the new rule leads
to their being perceived as extensions of
the U.S. intelligence community, terror-
ist attacks against them will increase.
Our ability to deliver programs is based
upon community partnerships, the trust
of the local population and the will of in-
dividual citizens. In Darfur we care for
millions of displaced persons. Through-
out the world we work with populations
battling HIV/AIDS, malaria and chronic
poverty. Millions of Americans give us
financial support to make these positive
changes in the human condition.
No American NGO has been charged
with diverting USAID funds to ter-
rorists. In fact, InterAction requires its
members to obey the laws of jurisdictions
in which they work, including the United
States. Members who receive funds from
USAID voluntarily certify in writing that
they will take all reasonable steps, to en-
sure that they do not provide material
support or resources to those who com-
mit, advocate, facilitate or participate in
terrorist acts.
The proposed Partner Vetting
System creates not only an
impediment to work with foreign
partners abroad while putting
our lives at additional risk, it
also raises civil liberty issues
for individuals and agencies
that could lose jobs based on
information to which they would
be denied access.
We are cooperating with the administra-
tion’s existing, successful efforts to pre-
vent U.S. foreign aid from funding ter-
rorist activities. But the proposed Partner
Vetting System creates not only an im-
pediment to work with foreign partners
abroad while putting our lives at addi-
tional risk, it also raises civil liberty issues
for individuals and agencies that could
lose jobs based on information to which
they would be denied access.
When we criticize other nations for not
recognizing the critical role of NGOs, we
must be careful that U.S. laws and rules
do not inappropriately hamper the effec-
tiveness of American NGOs. The princi-
pal prerequisite to doing what we do and
doing it well is maintaining the trust of
local communities and governments. In
trying to compel American NGOs to take
actions that would be considered viola-
tions of that trust, the administration is
unraveling decades of goodwill achieved
by NGOs on behalf of the American
people. This is more likely to encourage
terrorism than stem it.
America’s image in the world cannot
be legislated. The world sees America
through local lenses. As humanitarian
and development workers in every devel-
oping country in the world, we encoun-
ter suspicion towards Americans. We also
know the steps one needs to take to turn
that suspicion into hope, and ultimately
acceptance. In many areas we are the
ONLY face of America that people see
– a real face that defies the stereotypes
used to incite extremism. We are proud
representatives of a culture that values
the right to basic health care, education
and adequate living conditions for all.
Thanks to the direct generosity of the
American public, our work tackles one of
the conditions that breed radical thought
around the world – abject poverty.
We need to be a trusted partner with the
U.S. government. Through reasonable,
realistic regulations, NGOs can continue
to work side by side with our govern-
ment to help shape the world’s view of
America. We need to show the world,
rather than tell the world, the true na-
ture of democracy, civil liberties and our
compassion for the world’s neediest.
“The work of democracy is a daily pro-
cess to build the institutions of democra-
cy,” Secretary Rice stated in a December
11, 2005 op-ed in the Washington Post.
“We can and must create opportunities
for individuals to assume ownership of
their own lives and nations.” I whole-
heartedly agree.
MONDAY DEVELOPMENTS November 2007 
USAID’s Partner Vetting System: Is it Another Unnecessary
Regulatory Burden on the NGO Community?
O
n July 17, 2007, the U.S.
Agency for International De-
velopment (USAID) published
notice of a proposed system of
records (“Partner Vetting System”) in
which it would collect and maintain per-
sonal information about individuals and
a broad range of “covered” employees of
organizations that apply for or register
to receive USAID funding. The notice
stated USAID would collect the name,
mailing address, date and place of birth,
government ID numbers, email address-
es, phone and fax numbers, country of
origin or nationality, citizenship, gender
and profession or employment data. On
July 20th, USAID published a proposed
rule to implement the Partner Vetting
System (PVS) by exempting the records
of these individuals and employees from
the protections and system of redress of-
fered under the Privacy Act of 1974 (5
U.S.C. § 552a, Proposed Rule).
The U.S.-based and internationally-based
NGO community responded with a num-
ber of objections and requests for with-
drawal of the PVS and Proposed Rule.
The NGO community objected to sup-
plying personal information for an am-
biguously defined category of employees,
the unwarranted intrusion on their em-
ployees’ privacy protections, the absence
of facts justifying USAID’s proposal for
implementing the PVS globally and the
Proposed Rule. (USAID has engaged in a
form of pre-award vetting of select recipi-
ent and sub-recipient organizations in the
West Bank and Gaza region since 2003
when Congress first required a specific
due diligence standard for the Depart-
ment of State.)
Two specific legal concerns are that
USAID has not provided credible evi-
dence that: (1) the NGO community
needs to be subject to additional U.S.
government regulation on the use of
funds; and (2) USAID should be granted
exemption from the Privacy Act without
review by the Office of Management and
Budget (OMB) or Congress as required
by law.
USAID stated that it developed the PVS
and Proposed Rule in order to prevent
U.S. government funds from purposeful
or inadvertent support of those engaged
in or associated with terrorism. While
preventing the diversion of funds to
 InterAction MONDAY DEVELOPMENTS
those engaged in or associated with ter-
rorism is an obligation USAID and the
NGO community share, USAID does
not provide any basis to suggest that the
NGO community is not already meet-
ing this obligation without the PVS and
the Proposed Rule. Federal tax laws and
regulations prohibit tax-exempt organi-
zations from disbursing funds for non-
exempt purposes. These laws, regulations
and the supporting Internal Revenue
Service rulings have been in effect for
decades; and organizations that enjoy the
privilege of tax-exempt status must have
financial controls in place to meet these
IRS requirements. U.S.-based charitable
organizations will lose their tax-exempt
status if tax-deductible donations and
funds are diverted to a non-exempt pur-
pose (including, by definition, supporting
terrorism). USAID provided no facts to
illustrate that the NGO community is im-
plicated in the diversion of funds to those
engaged in or associated with terrorism
(or otherwise diverting funds for non-ex-
empt purposes). In order to properly as-
sess USAID’s need for the PVS, it is criti-
cal for the NGO community and the U.S.
tax-payers to understand why USAID be-
lieves the NGO community is not meet-
ing its obligations not to fund terrorists.
Without some credible evidence to the
contrary, there is no reason to require the
NGO community to use donor funds (or
for the employees to give up privacy pro-
tections) to comply with otherwise dupli-
cative regulatory requirements.
Another legal concern is that USAID
self-determined that the Proposed Rule
(claiming exemption from the Privacy
Act) did not require OMB or Congres-
sional review as mandated by USAID’s
own regulations (see 22 C.F.R. §§ 226,
et seq.), administrative directives (see Ex-
ecutive Order No. 12,866, as amended
by Executive Orders Nos. 13,258 and
13,422) and Congressional legislation
(see the Congressional Review Act of
1996, 5 U.S.C. § 801, et seq.). USAID
does not have the authority to unilaterally
determine that the Proposed Rule is not
subject to review.
The Privacy Act was enacted to protect
individuals from misuse of their personal
information by U.S. government agen-
cies. These protections include the indi-
vidual’s right to know when other U.S.
government agencies access his govern-
ment-maintained record and the oppor-
tunity to correct any inaccurate informa-
tion in that record. Providing citizens
with the opportunity to correct their in-
formation is one of the critical functions
of the Privacy Act. For example, a citizen
may obtain a copy of his passport file to
review and make corrections if needed.
This enhances an individual’s right to
ensure that any negative decision may
be redressed if based on faulty informa-
tion. These protections are exempted for
the purpose of criminal investigations by
agencies with a principle purpose of law
enforcement (for example the FBI or the
Attorney General’s Office) and in na-
tional defense situations (such guarding
against arms proliferation). USAID can-
not independently assume the mantle of
law-enforcement when its principal pur-
pose is to implement U.S. government
foreign assistance.
Given the significance of the Privacy Act
protections and the lack of credible, fac-
tual information provided by USAID, it
is unclear how USAID self-selected out
of OMB and Congressional review. These
review processes are in place to ensure the
integrity and legitimacy of U.S. agency
rule-making and to assure that the rule-
making process is accessible and open to
the public.
No discussion of the PVS is complete
without addressing the most distressing
possible result of its implementation: mak-
ing the beneficiaries and employees of the
NGO community targets of local aggres-
sion around the world. The PVS requires
the collection of personal information
from a broad range of NGO employees
and the employees of subrecipient/ben-
eficiary organizations. USAID stated it
intends to share these personal records
with other U.S. governmental agencies,
including law enforcement agencies. If
the PVS is implemented, USAID has es-
sentially designated the NGO community
as an arm of U.S. law enforcement. This
will be poorly received in those commu-
nities where USAID asks NGOs to serve
and will subject staff and beneficiaries to
significant personal risk.
The absence of factual justification, the
flawed process and the potentially dire
consequences have led the NGO com-
munity to call for reconsideration of the
PVS and withdrawal of the Proposed
Rule.
A Solution in Search of a Problem
By Alison Smith, Executive Director, Association of PVO Financial Managers
C
omposition teachers warn
against use of clichés, but some-
times a cliché captures the es-
sence of a situation better than
a newly coined phrase. That is the case
with the proposal of the U.S. Agency for
International Development (USAID)
to implement an agency-wide “Part-
ner Vetting System” that would require
the submission of personal information
about employees of organizations seek-
ing USAID assistance and acquisition
awards. The proposal is truly “a solution
in search of a problem.”
USAID’s decision to pursue the so-called
“PVS” would expand an activity that
was mandated by Congress in the gov-
ernment’s Foreign Operations Appro-
priations Act for its 2006 fiscal year for
awards in the West Bank and Gaza to all
of its activities worldwide. Congress had
been made aware that a small amount of
USAID funding was alleged to have made
its way to an organization with ties to the
terrorist group Hamas. With a surgical
precision that is not always present in
the legislative process, Congress required
USAID’s West Bank and Gaza Mission
to pursue anti-terrorism screening pro-
cedures that included identification and
screening of grantee and contractor em-
ployees. Despite the fact that USAID’s
own inspector general concluded early in
2007 that there were no additional iden-
tified instances of agency funds going
to terrorist organizations, USAID now
seeks to expand such screening activity to
all of its assistance and acquisition awards
and to sub-awards.
Nongovernmental organizations (NGOs)
that do business with USAID have been
rightly outraged by the proposal. In
response to a Federal Register notice
published July 17 announcing the move,
many pointed to the clear absence of
both programmatic justification and
legal authority for USAID to pursue
an activity that would both indict the
employment practices of USAID’s non-
federal “partners” and impose substantial
burden on them. Members pointed out
that, if there were a significant problem
with federal funds going to support
terrorism, it could just as easily surface in
grants and contracts awarded by the other
departments and agencies of the U.S.
government. Yet Congress
had neither mandated
those agencies to construct
review procedures of this
type nor had those units
sought to develop them
on their own. When
media attention to the
USAID proposal and the
NGO comments surfaced
in August, the agency
backtracked on the timing
of implementation but not
on the idea itself.
Of greatest concern is the effect of the
PVS on development assistance itself.
The PVS requires a review of sensitive in-
formation by intelligence organizations
in Washington, DC that breeds suspicion
and distrust with our local partners and
beneficiaries, and brands NGO staff as
extensions of the U.S. government’s in-
telligence arm. It jeopardizes the accep-
tance of NGOs in the communities with
which we work and will prevent many
organizations from partnering with us.
Single-handedly, the PVS could do more
to destroy the good will built up by the
U.S. humanitarian and foreign assistance
community over the many years of its ex-
istence than any other initiative of recent
memory.
NGO comments demonstrated how ill-
conceived the proposal is by pointing out
that USAID overlooked key procedural
steps required to pursue it, woefully
underestimating the burden estimates
of complying with such a system, and
USAID’s inability to process the informa-
tion that it currently collects. They cited
USAID’s failure to meet the requirement
of its own assistance regulation (22 CFR
226.4) to obtain Office of Management
and Budget (OMB) approval for imposi-
tion of more stringent requirements on a
class of recipients. And they pointed out
that the extensive information collection
sought under the PVS requires clearance
by OMB’s Office of Information and
Regulatory Affairs (OIRA) under the
Paperwork Reduction Act and its regula-
tions (5 CFR 1320). While those poli-
cies are often the objects of wry humor
as to whether they actually exist, they are
important and powerful tools for assur-
ing that federal agency information col-
lections are necessary for performance of
agency functions, that duplication of ef-
fort is avoided, and that burden has been
accurately identified and minimized.
USAID’s failure to properly adhere to
those requirements with a July 23, 2007
Federal Register notice forced it to reis-
sue the notice on October 2, 2007 and
seek additional comments from affected
organizations, due December 3.
The initial response of the NGO
community to the USAID proposal
buttresses the record that active
involvement in the policy process
can yield results that are beneficial to
their programmatic and administrative
prerogatives. For example, in 2005, joint
efforts by InterAction and the Association
of Private Voluntary Financial Managers
(APVOFM) were instrumental in
causing OIRA to mandate significant and
realistic changes in USAID’s proposal to
require “marking” of USAID assisted
commodities and activities overseas.
Similar efforts by APVOFM caused
OMB to abandon its proposal to restrict
certain types of costs in its Circular A-
122, Cost Principles for Non-profit
Organizations, which organizations with
overseas operations deemed critical. And,
even earlier, APVOFM and many of its
members were successful in convincing
OMB that exempting non-U.S.
organizations from the audit requirements
of Circular A-133 was a cost-beneficial
move. Those positive results suggest that
when NGOs and the organizations that
represent them choose to do so, they can
be a constructive force in assuring the
federal policies affecting their operations
are warranted and realistic. It is time to
show that capacity again.
MONDAY DEVELOPMENTS November 2007 
NGO Space: Government Vetting – A Deeply Flawed Initiative
Formulated Without Adequate Public Consultation
By Scott C. Overall, Principal, Sonenthal & Overall, P.C.
T
he mandatory government vet-
ting of aid implementers such as
private voluntary organizations
(PVOs) and nongovernmental
organizations (NGOs) and their direc-
tors, officers, personnel, employees, con-
tractors, sub-recipients and participants
(PVS) is the most ill-considered and po-
tentially harmful policy initiative since I
began my career in foreign assistance in
the late 1970s. No one seriously disputes
the very real threat posed by terrorism.
However, if implemented as proposed,
this intrusive and onerous mechanism
would violate Constitutional rights, un-
dermine federal assistance law and set a
terrible precedent for future government
micro-management of PVO/NGOs. In
my opinion, the entire PVO/NGO com-
munity, along with higher education in-
stitutions and other USAID implement-
ers, has reason to be concerned about
the impact of the initiative and should
take all reasonable and practicable steps
to oppose or limit it. A few of the many
undesirable aspects of the PVS are briefly
noted below.
Rationale. The PVS seeks to fix some-
thing that does not appear to be broken.
Its publicly stated purpose is to prevent
federal funds from being diverted to ter-
rorists by those suspected of supporting
terrorists. However, few significant diver-
sions have been alleged, and fewer, if any,
have been proven. The Justice Depart-
ment claims on this score have frequently
been based on a stretched definition of
who is a “terrorist,” and such claims have
generally been rejected in court. More-
over, in some of the cases cited by USAID
to illustrate the problem, the transactions
were specifically approved by USAID be-
forehand. Even if diversion is a real prob-
lem, though, the PVS would not solve it.
USAID-funded implementers, including
PVO/NGOs, already review all federal
award expenditures. The PVS will actu-
ally cause far more problems than it will
solve.
Procedures. The PVS procedures
described by USAID to date are unac-
ceptable. It is well established that the
government-compiled list to be used
 InterAction MONDAY DEVELOPMENTS
“The fight against terrorism is a need that nobody can put into
question. But we consider it unacceptable to forgo, in the name
of this fight, the fundamental principles of a democratic society.”
–Attributed to a legal panel of the Council of Europe in connection with the “Provisional Draft Report on UN
Security Council and European Union Blacklists,” The Washington Post, November 13, 2007.
for screening contains numerous errors.
Some of these errors might be able to
be corrected, but the secrecy of the list,
coupled with the expressed intention to
supplement it with information from
questionable sources (such as anony-
mous informants and foreign intelligence
agencies), is of grave concern. The pro-
cedures described in the original notices
– decisions taken behind closed doors
and without explanation or a chance to
appeal – deny basic due process and sub-
ject everyone vetted to a high risk of ar-
bitrary sanction and deprivation of rights
without effective notice or recourse.
Such procedures trample on the rights
of all Americans under the Constitution,
and, as applied to foreign nationals, fail
to comport with our traditional notions
of fairness.
Legality. The entire exercise lacks any
express legal basis. The only support
identified by USAID is a statute which,
by its terms, is expressly limited to the
West Bank and Gaza. The West Bank/
Gaza program’s unique challenges with
regard to terrorism are obvious and well-
known. Such conditions exist in very
few other USAID-assisted countries. It
is legally indefensible for USAID to at-
tempt to justify global application of the
PVS based on a country-specific restric-
tion. Furthermore, the degree of control
sought by the government is not consis-
tent with the nature of federal grants and
cooperative agreements, and constitutes
an inappropriate form of substantial in-
volvement (federal agency interference
with a fund recipient’s implementation
of its program) not authorized by cur-
rent Office of Management and Budget
policy.
Public Consultation. The traditional
method for the government to formu-
late new policy initiatives is “informal
rulemaking” under the Administrative
Procedure Act (“APA”). Under this pro-
cedure, the first step is to issue a compre-
hensive Notice of Proposed Rulemaking,
including all proposed changes to regu-
lations and contractual formats, in the
Federal Register. Public comment is then
invited between 30 and 90 days, longer
if merited by the circumstances. Depend-
ing on the comments received, either a
Revised Notice of Proposed Rulemaking
(if fundamental revisions are needed) or
a Notice of Final Rulemaking (if few revi-
sions are needed) is published. Yet in this
case, USAID has not issued any com-
prehensive rulemaking for the PVS, only
fragmentary Privacy and Paperwork Re-
duction Acts notices. These notices leave
many basic questions unanswered and
do not provide a suitable basis for pub-
lic input on the PVS. Such a hasty and
incomplete process is bad practice. It is
also inconsistent with the promises made
by the incoming USAID Administrator
during her confirmation hearings to con-
sult fully with the public. While the APA
excepts “public property, loans, grants,
and contracts,” Congress encouraged
agencies to use informal rulemaking even
when an exception applies, and many if
not most agencies do so with respect to
basic assistance law policies like the PVS.
The NGO community must work either
to get the exception for grants repealed
or to secure a formal undertaking from
USAID (as some other agencies have
done) to engage in APA informal rule-
making before implementing new assis-
tance initiatives.
Micro-Management. There is no
precedent for the degree of control that
USAID now seeks to exert over the em-
ployment, contracting and other affairs
of its “partners.” If the PVS is finalized,
the inevitable result will be disrupted
The PVS seeks to fix
something that does not
appear to be broken. Its
The Top Ten
publicly stated purpose is to
prevent federal funds from Best Corporations in Global Development
being diverted to terrorists by Corporations have become important partners in addressing global
those suspected of supporting poverty – improving the lives of people around the world by creating
terrorists. However, few jobs, livable communities, educational opportunities and access to
significant diversions have medical care.
been alleged, and fewer, if The InterAction Best Corporations listing will recognize companies that
any, have been proven. prioritize investment in people and demonstrate a commitment to the
fight against global poverty.

programs, lawsuits and harm to the ca- Is your corporate partner making a difference in your program or the
reers and reputations of individuals due communities in which you work?
to disputes over vetting status. The in-
dependence of civil society – the fos- Nominate them to InterAction’s Top Ten Corporations in Global
tering of which used to be one of the Development List!
USAID’s fundamental objectives – will
also be sapped. It is also likely that the The application is available online at www.interaction.org.
government will seek to extend its inter- Nominations will be accepted through December 31, 2007.
ventions, formally or informally, beyond
terrorism to other foreign policy matters
and perhaps ultimately domestic policy
issues as well. The scope of government
regulation of funding recipients’ speech,
expression and behavior, well advanced
in recent years, will continue to widen to
the diminution of the freedoms hereto-
fore enjoyed by the PVO/NGO commu-
nity and the citizenry as a whole.

Major changes to the PVS may be made

by USAID in response to comments on
the recent partial notices. Such changes
should be fully and fairly evaluated. Nev-
ertheless, in my opinion, a revised ver-
sion of the PVS will still probably present
many of the same problems as the current
version. Accordingly, the PVO/NGO
community and other affected USAID
implementers should consider joining
forces to resist this misguided initiative.
At a minimum, the PVS should be lim-
ited to the West Bank and Gaza until a
comprehensive APA “informal rulemak-
ing” process describing all aspects of the
system can be conducted on the public
record. If the resulting version of the
PVS (including the one applied in the
West Bank and Gaza) is not adequately
justified and fully consistent with due
process and fundamental fairness, it
should be withdrawn. The seriousness
InterAction is the largest alliance of U.S.-based international
and fundamental nature of the defects in
development and humanitarian nongovernmental organizations.
this initiative require nothing less.
Our 165 members operate in every developing country, working
with local communities to overcome poverty and suffering by
Principal, Sonenthal & Overall, P.C. is a small, Washing-
ton, D.C.-based law firm that represents PVOs, NGOs
helping to improve their quality of life.
and government contractors in international aid
projects. The views expressed in this article are solely
those of the author.

MONDAY DEVELOPMENTS November 2007 

U.S. Military in Africa
AFRICOM Update
By Linda Poteat, Director of Disaster Response, InterAction
T
here has been a significant amount
of press coverage recently about
the new regional combatant com-
mand for Africa, or AFRICOM.
The command is still in its infancy and
will not become a fully-fledged combat-
ant command until October 2008. How-
ever, the announcement of the intention
to form AFRICOM was accompanied
by problematic language describing the
Department of Defense’s new approach
to Africa being a two-pronged one fo-
cusing on counterterrorism on the one
hand and humanitarian assistance on the
other. The reaction in many humanitar-
ian circles was predictably negative, as
any perceived links between humanitar-
ian assistance and counterterrorism activ-
ity could put humanitarian field workers
at risk of being targeted. Over the past
few months, the Department of Defense
(DoD) has refined its mission statement
and in its messaging now places emphasis
on building the security capacity of Af-
rican nations and regional organizations.
For many, however, there remains the
question: “Why AFRICOM, and why
now?”
For the last 24 years, oversight of U.S.
military activity on the African continent
has been divided among three different
combatant commands: Central Com-
mand (CENTCOM) for the Horn of
Africa, Pacific Command (PACOM) for
Madagascar, Mauritius, the Comoros Is-
lands and the Seychelles, and European
Command (EUCOM) for the rest of the
African continent. There was little coor-
dination among the three commands on
activities being carried out in their Af-
rican areas of operation and hence little
coherence across programs. In addition,
because each command had a separate
primary focus outside of Africa, none of
the commands placed much emphasis on
its African portfolio.
In February 2007, President Bush au-
thorized and directed the establishment
10 InterAction MONDAY DEVELOPMENTS
of a separate unified command for Africa
to be known as Africa Command, or AF-
RICOM. This command is currently a
sub-unified command (subordinate to
EUCOM) and began initial operations
in October 2007. The expectation is that
AFRICOM will detach from EUCOM
and be officially stood up as a separate
unified command by October 2008. Ac-
cording to DoD:
“The goal of U.S. Africa Command is
to help build the capacity of African
nations and African organizations
like the African Standby Force to
promote peace and security and
respond to crises on the continent.
At the same time, the command
will coordinate DOD support to
other U.S. Government programs
for Africa in the areas of diplomacy
and development to help make those
efforts more effective.”
AFRICOM will be a unified command
encompassing all countries on the Afri-
can continent except for Egypt (though
the exclusion of Egypt is still under de-
bate). The command will likely organize
itself along the same regional structure
currently used by the African Union (see
box). Though the original intent was to
locate the AFRICOM headquarters on
the African continent, this plan seems
to be on hold, and AFRICOM will re-
main based in Stuttgart, Germany for
the foreseeable future. However, smaller
sub-offices may be located on the Afri-
can continent within the various regional
groupings.
AFRICOM will be a unique combat-
ant command in that the intent of the
U.S. government is to have a significant
portion of the unified command’s staff
provided from U.S. government civilian
agencies. General William “Kip” Ward
was confirmed as the Commander of
Left to right: Ward, Yates, Moeller
AFRICOM on September 28, 2007. He
has two deputies, one military and one
civilian. Vice Admiral Robert Moeller is
the Deputy to the Commander for Mili-
tary Operations and is responsible for
AFRICOM operational implementation
and execution. Vice Admiral Moeller will
exercise command authority in the AF-
RICOM commander’s absence. Ambas-
sador Mary Carlin Yates is the Deputy
to the Commander for Civil-Military
Activities and will direct the command’s
civil-military planning and programs,
with emphasis on aligning AFRICOM
activity with that of other U.S. govern-
ment departments and agencies carry-
ing out U.S. foreign policy. Ambassador
Yates has significant experience in Africa,
including recent ambassadorships in Bu-
rundi and Ghana.
Although AFRICOM’s primary mission
is to help build security capacity on the
African continent, the earliest communi-
cations from DoD emphasized a humani-
tarian assistance/disaster response com-
ponent to AFRICOM’s activities. There
was strong reaction to this from the hu-
manitarian community, which reflected
recent experiences with the Combined
Joint Task Force-Horn of Africa (CJTF-
HoA) based in Djibouti. CJTF-HoA is
tasked with counterterrorism activities
in the Horn and its personnel have been
AU regions of Africa:
Blue = North
Green = West
Yellow = Central
Red = South
Orange = East
For more information, visit United States
Africa Command: http://www.africom.mil
carrying out a significant amount of ac-
tivity that they designate “humanitarian
assistance.” Many of the CFTF-HoA ac-
tivities would appear to the humanitar-
ian community to fall into the “hearts
and minds” category, as a significant
number of these projects are carried out
in areas where the military might be
able to gain intelligence on movements
of groups of concern related to terror-
ism. Also, recent comments to the press
by CJTF-HoA personnel claiming to be
“the Peace Corps with a weapon” have
not helped to improve this image.
InterAction has an on-going dialogue
with DoD, and has been formally en-
gaging with the AFRICOM Transition
Team since early June 2007 in order to
raise issues of concern for the humani-
tarian and development NGO commu-
nity. As the AFRICOM Transition Team
has explored possible roles in humani-
tarian and development assistance in
Africa, InterAction (as well as USAID)
has been encouraging the Team to fo-
cus on areas in which the U.S. military
has a comparative advantage (foremost
in training militaries) and to leave hu-
manitarian and development assistance
to the professionals that specialize in
those activities. For the most part, this
message has not met with much opposi-
tion.
General Ward and Ambassador Yates
met with InterAction CEOs at the In-
terAction office on September 21 to
update the CEOs on the evolution of
AFRICOM and to discuss concerns
of the NGO community related to its
mission. InterAction also participated
in a consultative meeting between
DoD and military counterparts from
38 African nations in late September,
where many issues about AFRICOM
were raised from African perspectives.
In late October, along with colleagues
from USAID, InterAction also helped
conduct a training for all 150 AFRI-
COM staff in Stuttgart. The InterAc-
tion presentation focused on NGOs,
how they carry out humanitarian and
development work in Africa and what
the appropriate ways might be for the
U.S. military to engage with interna-
tional and local NGOs. InterAction will
continue to actively engage with AFRI-
COM in order to keep communication
lines open and to educate AFRICOM
staff on NGO work in Africa.
The Roles of U.S. Military Forces in the Humanitarian
Sector: Beyond Preconceptions to Ground Truth
By Larry Minear
It is a truism these days to observe that American military forces are now more engaged than
in the past in the humanitarian sector and that such involvement is likely to continue for the
foreseeable future. For many NGOs, particularly those with roots in religious traditions, this is
an unwelcome development. For others, it presents less of a problem. While some agencies
have chosen to keep their distance from the U.S. military, others have taken a more pragmatic
approach and experimented with limited degrees of cooperation. The stance taken, however, is
seldom driven by a rigorous assessment of actual agency experience at the interface between
military and humanitarian interaction.
In an effort to identify issues at the interface and lessons to be learned for charting a course for
the future, the Feinstein International Center at Tufts has carried out a number of field-based
reviews. The first was an initiative of the Humanitarianism and War Project in 1996, at the time
located at Brown University. The findings and recommendations are contained in Soldiers to the
Rescue: Humanitarian Lessons from Rwanda, published by the Development Centre of the OECD.
Rwanda was selected because of the rich learning potential resulting from the involvement during
and after the genocide of a multiplicity of national military forces, including U.S. troops in Opera-
tion Support Hope, as well as UN peacekeeping contingents.
The study identified three basic roles played by international military forces in Rwanda and
elsewhere: to foster a secure environment that would protect civilians, to support the work of
humanitarian organizations and to provide direct assistance to people in need. Paradoxically,
humanitarian agencies in Rwanda viewed the comparative advantages of the military in the order
stated, whereas the military themselves reversed the order, giving priority to the hands-on provi-
sion of assistance to civilians and only belatedly providing protection to vulnerable civilians and to
assistance agencies. Thus while troops made a significant contribution in the Rwanda crisis, they
were least available when most needed (for example, during the genocide itself) and least willing
to do what only they could do (for example, in the area of protection). As a result, the contribution
of the military, both multilateral and bilateral, was considerably less than met the eye.
A second study, published in recent weeks by Tufts, reviews the activities of U.S. military forces
in Afghanistan and Iraq. The U.S. Citizen-Soldier and the Global War on Terror: The National Guard
Experience relies largely on interviews with U.S. military personnel themselves describing their
involvement on the frontlines in the Global War on Terror. (The full study is available at fic.tufts.
edu.) In a section on “hearts and minds” activities, the report notes the great importance attached
by front-line soldiers and their military and political superiors to the “hugs and drugs” programs
in which many are engaged. At the same time, the report flags a host of negative issues associ-
ated with civic action activities by the military, including “the selection of villages and villagers
… according to strategic calculations, the increased vulnerability to which such populations may
be exposed as a result of accepting assistance from one party in a conflict, the high costs and
sustainability of such work after the military unit has left or after a conflict has passed, and the
relationships between such inputs and those of a country’s government agencies and humani-
tarian organizations.” This latest study and a broader review conducted last year (Humanitarian
Agenda 2015: Principles, Power, and Perceptions, A Preliminary Report, available at fic.tufts.edu)
also identified the intrusions, perceived and real, of the Global War on Terror into the work of
humanitarian and development organizations and the integrity of the humanitarian enterprise.
Rather than simply accept the apparent inevitability of increased involvement of U.S. military
forces in the humanitarian sphere, therefore, humanitarian practitioners owe it to their constitu-
ents, their beneficiaries and themselves to examine recent experience as a prelude to charting
their future course. While the humanitarian sector is not known for its institutional memory, an
examination of recent research would provide a fertile starting point for such a reprise.
Larry Minear co-founded and directed the Humanitarianism and War Project until his retirement last year.
MONDAY DEVELOPMENTS November 2007 11
Guidelines for Relations Between U.S. Armed Forces and
Non-Governmental Humanitarian Organizations in Hostile or
Potentially Hostile Environments
1. Recommended Guidelines
The following guidelines should facilitate interaction between
U.S. Armed Forces and Non-Governmental Organizations (see
Key Terms) belonging to InterAction that are engaged in hu-
manitarian relief efforts in hostile or potentially hostile environ-
ments (for the purposes of these guidelines, such organizations
will henceforth be referred to as Non-Governmental Humani-
tarian Organizations, or NGHOs). While the guidelines were
developed between the Department of Defense (DOD) and In-
terAction, DOD intends to observe these guidelines in its deal-
ings with the broader humanitarian assistance community. These
guidelines are not intended to constitute advance endorsement
or approval by either party of particular missions of the other,
but are premised on a de facto recognition that U.S. Armed
Forces and NGHOs have often occupied the same operational
space in the past and will undoubtedly do so in the future. When
this does occur, both sides will make best efforts to observe these
guidelines, recognizing that operational necessity may require
deviation from them. When breaks with the guidelines occur,
every effort should be made to explain what prompted the de-
viation in order to promote transparency and avoid distraction
from the critical task of providing essential relief to a population
in need.
A. For the U.S. Armed Forces, the following guidelines should
be observed consistent with military force protection, mission
accomplishment, and operational requirements:
1. When conducting relief activities, military personnel should
wear uniforms or other distinctive clothing to avoid being
mistaken for NGHO representatives. U.S. Armed Forces
personnel and units should not display NGHO logos on
any military clothing, vehicles, or equipment. This does not
preclude the appropriate use of symbols recognized under
the law of war, such as a red cross, when appropriate. U.S.
Armed Forces may use such symbols on military clothing,
vehicles, and equipment in appropriate situations.
2. U.S. Armed Forces personnel visits to NGHO sites should be
by prior arrangement.
3. U.S. Armed Forces should respect NGHO views on the bear-
ing of arms within NGHO sites.
4. U.S. Armed Forces should give NGHOs the option of meet-
ing with U.S. Armed Forces personnel outside military in-
stallations for information exchanges.
5. U.S. Armed Forces should not describe NGHOs as “force
multipliers” or “partners” of the military, or in any other
fashion that could compromise their independence and their
goal to be perceived by the population as independent.
6. U.S. Armed Forces personnel and units should avoid inter-
fering with NGHO relief efforts directed toward segments
of the civilian population that the military may regard as un-
friendly.
12 InterAction MONDAY DEVELOPMENTS
7. U.S. Armed Forces personnel and units should respect the
desire of NGHOs not to serve as implementing partners for
the military in conducting relief activities. However, individ-
ual Non-Governmental Organizations (NGOs) may seek to
cooperate with the military, in which case such cooperation
will be carried out with due regard to avoiding compromise
of the security, safety, and independence of the NGHO com-
munity at large, NGHO representatives, or public percep-
tions of their independence.
B. For NGHOs, the following guidelines should be observed:
1. NGHO personnel should not wear military-style clothing.
This is not meant to preclude NGHO personnel from wear-
ing protective gear, such as helmets and protective vests, pro-
vided that such items are distinguishable in color/appearance
from U.S. Armed Forces issue items.
2. NGHO travel in U.S. Armed Forces vehicles should be lim-
ited to liaison personnel to the extent practical.
3. NGHOs should not have facilities co-located with facilities
inhabited by U.S. Armed Forces personnel.
4. NGHOs should use their own logos on clothing, vehicles,
and buildings when security conditions permit.
5. NGHO personnel visits to military facilities/sites should be
by prior arrangement.
6. Except for liaison arrangements detailed in the sections that
follow, NGHOs should minimize their activities at military
bases and with U.S. Armed Forces personnel of a nature that
might compromise their independence.
7. NGHOs may, as a last resort, request military protection for
convoys delivering humanitarian assistance, take advantage
of essential logistics support available only from the military,
or accept evacuation assistance for medical treatment or to
evacuate from a hostile environment. Provision of such mili-
tary support to NGHOs rests solely within the discretion of
the military forces and will not be undertaken if it interferes
with higher priority military activities. Support generally will
be provided on a reimbursable basis in accordance with ap-
plicable U.S. law.
C. Recommendations on forms of coordination, to the extent
feasible, that will minimize the risk of confusion between mili-
tary and NGHO roles in hostile or potentially hostile environ-
ments, subject to military force protection, mission accom-
plishment, and operational requirements are:
1. NGHO liaison officer participation in unclassified security
briefings conducted by the U.S. Armed Forces.
On March 8, 2005, the heads of major U.S. humanitarian organizations and U.S. civilian and military leaders met at the U.S. Insti-
tute of Peace (USIP) to launch a discussion on the challenges posed by operations in combat and other nonpermissive environ-
ments. The working group on Civil-Military Relations in Nonpermissive Environments, facilitated by USIP, was created as a result
of this meeting. InterAction coordinated the non-governmental delegation. Representatives from the Department of Defense, the
Joint Chiefs of Staff, the State Department and the U.S. Agency for International Development have participated on behalf of the
U.S. Government. These guidelines are available at www.interaction.org/disaster
2. Unclassified information sharing with the NGHO liaison
officer on security conditions, operational sites, location of
mines and unexploded ordnance, humanitarian activities, and
population movements, insofar as such unclassified informa-
tion sharing is for the purpose of facilitating humanitarian
operations and the security of staff and local personnel en-
gaged in these operations.
3. Liaison arrangements with military commands prior to and
during military operations to deconflict military and relief ac-
tivities, including for the purpose of protection of humanitar-
ian installations and personnel and to inform military person-
nel of humanitarian relief objectives, modalities of operation,
and the extent of prospective or ongoing civilian humanitar-
ian relief efforts.
4. Military provision of assistance to NGHOs for humanitarian
relief activities in extremis when civilian providers are unavail-
able or unable to do so. Such assistance generally will be pro-
vided on a reimbursable basis in accordance with applicable
U.S. law. Such assistance will not be provided if it interferes
with higher priority military activities.
2. Recommended Processes
A. Procedures for NGHO/Military dialogue during contingency
planning for DOD relief operations in a hostile or potentially
hostile environment.
1. NGHOs engaged in humanitarian relief send a small number
of liaison officers to the relevant combatant command for
discussions with the contingency planners responsible for de-
signing relief operations.
2. NGHOs engaged in humanitarian relief assign a small num-
ber of liaison officers to the relevant combatant command
(e.g., one liaison was stationed at U.S. CENTCOM for 6 of
the first 12 months of the war in Afghanistan and one was in
Kuwait City before U.S. forces entered Iraq in 2003).
3. The relevant military planners, including but not limited to
the Civil Affairs representatives of the relevant commander,
meet with humanitarian relief NGHO liaison officers at a mu-
tually agreed location.
B. Procedures for NGHOs and the military to access assess-
ments of humanitarian needs. U.S. military and NGHO repre-
sentatives should explore the following:
1. Access to NGHO and military assessments directly from a
DOD or other U.S. Government web site.
2. Access to NGHO and military assessments through an NGO
serving in a coordination role and identifying a common web
site.
3. Access to NGHO and military assessments through a U.S.
Government or United Nations (UN) web site.
C. Procedures for NGHO liaison relationships with combatant
commands that are engaged in planning for military operations
in hostile or potentially hostile environments. NGHO liaison
personnel are provided by the NGHO community.
1. The NGHO liaison officer should not be physically located
within the military headquarters, but if feasible, should be in
close proximity to it in order to allow for daily contact.
2. The NGHO liaison officer should have appropriate access to
senior-level officers within the combatant commands, and be
permitted to meet with them as necessary and feasible.
3. There should be a two-way information flow. The NGHO
liaison officer should provide details on NGHO capabilities,
infrastructure, if any, plans, concerns, etc. The military should
provide appropriate details regarding minefields, unexploded
ordnance, other hazards to NGHOs, access to medical facili-
ties, evacuation plans, etc.
4. The NGHO liaison officer should have the opportunity to
brief military commanders on NGHO objectives, the Code
of Conduct of the International Federation of Red Cross and
Red Crescent Societies (IFRC) and NGOs Engaged in Disas-
ter Relief, the United Nations Inter-Agency Standing Com-
mittee (IASC) Guidelines, and country-specific guidelines
based on the IASC Guidelines, and, if desired, The Sphere
Project Humanitarian Charter and Minimum Standards in
Disaster Response. U.S. Armed Forces personnel should
have the opportunity to brief NGHOs, to the extent appro-
priate, on U.S. Government and coalition goals and policies,
monitoring principles, applicable laws and rules of engage-
ment, etc.
5. The NGHO liaison officer could continue as a liaison at high-
er headquarters even after a Civil-Military Operations Cen-
ter (CMOC) or similar mechanism is established in-country.
Once this occurs, liaison officers of individual NGHOs could
begin coordination in country through the CMOC for civil-
military liaison.
D. Possible organizations that could serve as a bridge between
NGHOs and U.S. Armed Forces in the field, e.g., U.S. Agency
for International Development’s (USAID’s) Office of Military
Affairs, State Department’s Office of the Coordinator for Re-
construction and Stabilization (S/CRS), and the UN’s Humani-
tarian Coordinator.
1. If USAID or S/CRS agree to serve a liaison function,
they should be prepared to work with the broader NGHO
community in addition to U.S. Government implementing
partners.
2. The UN’s Humanitarian Coordinator or his/her representa-
tive could be a strong candidate to serve as liaison because
he/she normally would be responsible for working with all
NGHOs and maintaining contact with host government or a
successor regime.
MONDAY DEVELOPMENTS November 2007 13
Appeals Court Returns Prostitution Pledge Case
to District Court
A
lawsuit involving a challenge
to a U.S. government regula-
tion requiring NGOs to take
an anti-prostitution pledge has
been working its way through the federal
courts. The government lost the case at
the trial level in New York when a judge
from the U.S. District Court for the
Southern District of New York ruled on
May 9, 2006 that the prostitution pledge
required by the U.S. Agency for Inter-
national Development (USAID) and
the Department of Health and Human
Services (HHS) is unconstitutional. The
government appealed the trial court’s
decision to the U.S. District Court for
the Second Circuit. While that appeal
was pending, the government also issued
guidance that changed the way the pledge
works: permitting their implementing
partners to establish or work with sepa-
rate affiliates that would not be required
to adopt the prostitution pledge. On No-
vember 8, 2007 the Appeals Court issued
a summary order sending the case back
to the District Court for further proceed-
ings. The Appeals Court noted that the
new guidelines mean that “the case that
was before the District Court is substan-
tially different than the case as it stands
today and that new fact-finding may be
required to re-resolve the dispute.”
Background to the Case
In 2003, Congress enacted the Global
AIDS Act, which authorizes the appro-
priation of $15 billion over a five-year
period for research, prevention, care and
treatment of HIV/AIDS worldwide.
These funds are used by many U.S.-based
nongovernmental organizations (NGOs)
directly and passed to local partners to fi-
nance their programs. The Act prohibits
activities that “promote or advocate the
legalization or the practice of prostitu-
tion and sex trafficking.” In practice, the
U.S. government has interpreted this to
mean that the Act requires that in order
to receive these funds, recipient organi-
zations must adopt a policy of opposi-
tion to prostitution that covers the or-
ganization’s work with U.S. government
funds and funds from all other sources.
In other words, in order to be eligible to
receive U.S. government funds under the
Act, the organization must forego con-
ducting any activity that could be seen as
14 InterAction MONDAY DEVELOPMENTS
condoning prostitution even if that pro-
gramming is highly effective at combat-
ing HIV/AIDS and is funded without
any support from the U.S. government.
USAID and HHS initially granted an ex-
emption to programs conducted directly
by U.S.-based NGOs, applying the pledge
requirement only to programs conducted
by their local partners. However, in the
spring of 2005, USAID and HHS also
began applying the pledge requirement
to programs conducted directly by U.S.-
based organizations. InterAction mem-
ber Pathfinder International and the Al-
liance for Open Society Institute (AOSI)
sued USAID in U.S. District Court for
the Southern District of New York asking
the court to declare the pledge require-
ment unconstitutional.
InterAction submitted an amicus curiae
(“friend of the court”) brief emphasizing
the importance of protecting the auton-
omy and independence of the nonprofit
sector. The brief stressed that freedom
of association for advocacy purposes is a
core principle of the First Amendment.
What is the Pledge
Requirement?
USAID and HHS require organizations
receiving HIV/AIDS funding to certify
that they have an internal policy explicitly
opposing prostitution. Organizations are
also required to refrain from any speech
or conduct that is “inconsistent” with
the required pledge (opposition to pros-
titution) regardless of the funding source
for that activity.
Although neither USAID nor HHS has
issued guidelines explaining what types
of speech and conduct would be “incon-
sistent with opposition to prostitution,”
the Act also bars any activity advocating
for the elimination of criminal penalties
against sex workers or legalizing prosti-
tution.
The Court Case
If USAID interprets the pledge require-
ment broadly to ban advocating for
changes in the legal treatment of sex
workers, promoting community organiz-
ing among sex workers or communicat-
ing with sex workers in a non-judgmental
way, it would definitely eliminate proven
effective strategies in the fight against
HIV/AIDS.
In their lawsuit against USAID, AOSI
and Pathfinder International asserted
that requiring the adoption of a policy
opposing prostitution is:
1. Unconstitutionally vague;
2. Imposes a specific ideology on non-
profit organizations; and
3. Improperly imposes a ban on grant-
ees using funds from sources other
than the U.S. government to engage
in speech activities protected under
the First Amendment.
The Initial Ruling
In District Court, Judge Victor Marrero
held that enforcing this requirement vio-
lates the First Amendment rights of the
plaintiffs. Citing the unique role of non-
profits, the judge stated in his decision:
“The far-reaching role of NGOs in pre-
senting ideas of concern to government
officials, as well as contributing to public
debate on contested social issues, in in-
fluencing the course of public policy as
well as in enhancing core public values
and safeguarding them from government
abuse, has always been critical to our de-
mocracy.”
In support of the need to protect the
First Amendment rights in issue in the
case, the judge stated that the govern-
ment “should assume a stance of neutral-
ity as regards what people believe, and
not discriminate among privately held
viewpoints, nor compel its own message
in a manner that unduly enhances one
person and burdens another.”
The ruling held that:
1. The pledge requirement’s blanket
ban on any speech, including pri-
vately funded activities by U.S.-based
NGOs was not sufficiently “narrowly
tailored” and the government has
less restrictive ways to meet its goal
of conveying its message that eradica-
tion of prostitution is part of its anti-
AIDS effort.
2. The pledge requirement violates the
First Amendment, because in order to
qualify for government grants, it re-
quires U.S.-based NGOs to adopt the
government’s viewpoint and restricts
any competing viewpoints.
3. The requirement improperly restricts
speech by requiring U.S.-based NGOs
to convey the U.S. government’s mes-
sage and to become de facto mouth-
pieces for the government’s position.
4. When the government imposes re-
strictions on organizations with which
it enters into partnerships it must leave
the partners “adequate freedom to en-
gage in protected expression through
unregulated means.”
The Impact on the International
Humanitarian, Disaster and
Relief Community
This decision allows AOSI and Pathfinder
International to use their private funds to
engage sex workers as part of their work in
HIV/AIDS prevention. They will be able
to use non-U.S. government funds to en-
gage in numerous HIV/AIDS prevention
activities (e.g., engaging local activists and
community outreach) without being sub-
ject to potential termination of USAID
and HHS funds. However, only AOSI
and Pathfinder International are given this
relief by Judge Marrero’s ruling.
The government appealed Judge Mar-
rero’s decision to the U.S. Court of Ap-
peals for the 2nd Circuit. Before the Ap-
peals Court reached a decision on that
appeal, the government, in an apparent
effort to avoid an adverse decision on ap-
peal, amended the regulations to permit
USAID and HHS implementing partners
to maintain an affiliation with separate or-
ganizations that do not have such a policy.
The argument by the government is that
the Appeals Court panel no longer needs
to issue a decision on the case because,
according to the government’s argument,
the amended rule solves the problem and
therefore there is no longer a dispute for
the court to address.
Under the revised rule, these affiliated
organizations could conduct activities
prohibited under the USAID/HHS rule,
provided they did not use U.S. govern-
ment funds. However, the amended regu-
lation requires such an extensive degree
of separation between the implement-
ing partners and their affiliates that the
plaintiffs have argued in a subsequent
submission to the Appeals Court that the
arrangement would be prohibitively ex-
pensive and otherwise impractical in for-
eign countries. The plaintiffs have instead
requested that the degree of separation
the government permits between faith-
based organizations using U.S. govern-
ment funds for assistance programs and
their affiliates engaged in religious activi-
ties (i.e. shared facilities and staff provided
both activities do not take place at the
same time) should apply in this situation
as well. The government has rejected this
suggestion.
In light of these developments, the Ap-
peals Court has sent the case back to the
District Court for further consideration.
When the case is again considered by the
District Court, the plaintiffs are expected
to argue, as they did before the Appeals
Court, that the degree of separation re-
quired by the USAID and HHS guidelines
is so onerous that it provides no effective
relief from the prostitution pledge which
the District Court already has found un-
constitutional.
MONDAY DEVELOPMENTS November 2007 15
Nonprofits As Contractors for Local Governments
Challenges and Benefits
By Winnifred Levy, The Aspen Institute
W
hen nonprofits contract with local governments, the
nonprofits may experience challenges, but they may
also gain prestige and funding for programs. Since
nonprofits may find that they are distracted from
their mission by management challenges and the demands of
regulation and oversight, they should carefully weigh both the
benefits and the costs of being government contractors.
These are the conclusions of researchers Richard C. Feiock and
HeeSoun Jang in their recent report, “The Role of Nonprofit
Contractors in the Delivery of Local Services,” funded by the
Nonprofit Sector Research Fund. Through a groundbreaking
survey of nonprofits in twelve metropolitan areas, the researchers
examine the types of nonprofit organizations that engage in con-
tracts and describe the costs and challenges they encounter when
they produce services for governments. They also studied exist-
ing surveys of local governments in order to learn more about
how governments choose the contractors they do business with,
and the challenges they face in terms of the cost of managing
these external contracts.
Are such relationships worth the work? The researchers believe
that they are. “Service collaborations have the potential to benefit
communities and improve service delivery. They are worth deal-
ing with the challenges of collaborating between two sectors,”
said Feiock in a recent interview.
Increased Contracting with Nonprofits for Social
Services
Local governments partner with for-profit companies, with gov-
ernment agencies and with nonprofits to ensure that their com-
munities get the services they need. Such contracting is often
seen as a way to replace a monopoly in service provision with the
competition of the marketplace (and the benefits of that mar-
ket).
The researchers identified a range of services that local govern-
ments contract with other entities (from any sector) to provide.
Such services include “hard” services such as garbage collection,
utility service, road maintenance, street construction, vehicle
towing, building repair and ambulance services, as well as “soft”
services like mental health services, child care, care for the elderly,
homeless shelters, libraries, and cultural and art services. Feiock
and Jang point out that there are important distinctions between
contracting hard and soft services: hard services can be purchased
in a cost-effective way on the basis of per-unit payment contracts.
The harder to measure soft services, on the other hand, must be
concerned with clients’ quality of life as well as effective service
delivery.
In order to better understand the decisions that local govern-
ments make about contracting with nonprofits, Feiock and Jang
compared surveys conducted by the International City/County
Management Association (ICMA) in 1992, 1997 and 2002. The
16 InterAction MONDAY DEVELOPMENTS
The competition between nonprofit and for-profit or-
ganizations for government-funded work in interna-
tional relief and development has been a subject of
significant interest to InterAction members for many
years. In reflecting on the growing amount of work
awarded to for-profits, we often look to ideological
and historical reasons to support the position that it
is important to maintain a strong role for NGOs in this
area.
The following article considers a different set of rela-
tionships that may provide additional useful food for
thought as we look to strengthen our understanding
of and ability to articulate why NGOs are important
players in government-funded work in international
relief and development. Looking at when and why
nonprofits serve as contractors for U.S. local govern-
ments, the authors offer insights into in what areas
and for what reasons such relations are more likely
to occur and be useful to both sides.
The Aspen Institute originally published this article
in March 2007 edition of Snapshots. The referenced
report (The Role of Nonprofit Contractors in the De-
livery of Local Services) is available from the Aspen
Institute Publications office at (410) 820-5338 or by
e-mailing publications@aspeninstitute.org.
surveys documented the percentages and frequency of govern-
ment contracts with for-profit companies, other government
agencies and nonprofits. While governments contracted with all
three sectors for most categories of services, Feiock and Jang did
identify some key trends:
a Over the ten years covered by the survey, the researchers
found striking increases in the contracting done with non-
profits in order to provide services in areas such as daycare,
child welfare, homeless shelters, programs for the elderly,
public health and mental health.
a Governments also continued to contract with nonprofits to
provide services in the areas of recreation, parks, libraries,
and culture and art; the level of contracting in these areas
remained stable over the ten years of the survey. In these
areas, the most substantial amount of contracting with non-
profits is for art and culture (41 percent of contracts in this
area were with nonprofits).
a On the other hand, for-profit companies maintained or in-
creased their lead as contractors of choice with local govern-
ment in the areas of residential solid waste collection, street
repair, vehicle towing and storage, and legal services.
 a Local government tends to contract with government agen-
cies to provide public health programs and mental health
programs.
Why Local Governments Choose Nonprofit
Contractors
The researchers argue that local governments are likelier to con-
tract with nonprofits to provide soft services and with private
companies to provide hard services. There are several key factors
at work here:
Nonprofits offer less risk of opportunism. Because for-profit
firms have incentives to place profits over service quality, moni-
toring contracts and ensuring quality can be costly. When local
governments contract with nonprofits, these costs are lower be-
cause the nonprofit contractors are less likely to be opportunistic.
Given the structure of nonprofits’ funding and governance, and
the character of volunteerism that shapes the nonprofit sector,
nonprofits are less risky than private companies when services are
hard to measure.
Nonprofits can provide flexibility and cost efficiency. Con-
tracting with nonprofits can allow local government to offer
more specialized services to more diverse populations.
Nonprofits can provide services that do not attract private
providers. Because they are mission driven, nonprofits respond
to service needs and populations regardless of whether there is a
profit in doing so. They are also willing to provide soft services,
which have a narrower profit margin.
Characteristics of Nonprofit Contractors
Until this study, no one had ever surveyed nonprofits to find
out about the relationships between nonprofits and local govern-
ments and their contractors. For this part of the study, Feiock
and Jang surveyed 1,512 nonprofit organizations in 12 large,
metropolitan areas in the United States. The researchers specifi-
cally wanted to find out how the characteristics of nonprofit or-
ganizations and community factors contribute to the decision of
the nonprofit to engage in contractual relations with local gov-
ernment.
The researchers found that 53 percent of the surveyed respon-
dents had contracted with local government in the past five years.
Echoing the ICMA survey, Feiock and Jang found that nonprof-
its specializing in some kinds of activities were much likelier than
others to fulfill contracts with local government:
a 70 percent of reporting human services nonprofits had
fulfilled contracts
a 57 percent of health-related nonprofits
a 30 percent of education and environmental nonprofits
a 22 percent of arts and cultural nonprofits.
The researchers found that nonprofits that contract with local
governments may experience some challenges, particularly with
management difficulties, uncertainty and regulations. These is-
sues may also make it hard for nonprofits to provide specialized
services. (See box for more details.)
Advantages on Both Sides
While contracting with local government does bring nonprofits
some challenges, it also offers nonprofits resources and access to
clients.
And on the other side of the relationship, while contracting with
nonprofits forces government to give up some control, local gov-
ernment does gain the ability to offer specialized services rather
than generic ones. Government can tap the wealth of specialized
skills and knowledge that nonprofits have for the specific services
that are needed.
Feiock and Jang argue that the costs of contracting are often
worthwhile for local government, their nonprofit contractors,
and communities.
Characteristics and Challenges of Nonprofits
that Contract with Local Government
Little has been known about the nonprofits that contract with
government, including their major fields of activity, funding structures
and financial characteristics. Feiock and Jang addressed this gap
in the research by surveying more than 1,500 urban nonprofits. The
researchers found that 53 percent had fulfilled local government
contracts within the past five years. Here are a few more details
about those nonprofits that have contracted with government:
About the Nonprofits
a 34 percent have revenues of $1 million or more, while 2.7
percent have total revenue of less than $25,000 per year.
(Health and human service nonprofits have high revenues
compared to art and education nonprofits.)
a The median total revenue of nonprofits that contract with local
governments is higher than the revenue of nonprofits that do
not contract with local government. This may suggest that
the financial condition of a nonprofit is crucial in attracting
government contracts.
a More than half of those nonprofits surveyed report that they
primarily serve low socioeconomic status target groups (70
percent of health organizations and 63 percent of human
service organizations, but only 19 percent of art and culture
nonprofits).
Challenges of Contracting with Local Government
a 66 percent have seen an increase in demands on their primary
services.
a Nearly half make significant efforts to change their
management style to outcome-oriented management.
a Nearly one-third have experienced problems that were the
result of poor coordination by local government.
a 25 percent report that the turnover of elected officials
heightens nonprofits’ uncertainty about future expectations and
commitments.
a 21 percent report that the turnover of administrative officials
causes hardships related to local government’s supervision.
a 24 percent say that government regulations and monitoring
make it hard to provide specialized service to clients.
Adapted from “The Role of Nonprofit Contractors in the Delivery of Local Services.”
For more information, contact Richard Feiock, rfeiock@coss.fsu.edu
MONDAY DEVELOPMENTS November 2007 17
The Associational Counter-Revolution
By Douglas Rutzen and Catherine Shea, International Center for Not-for-Profit Law
A
number of countries have enacted or proposed laws that
significantly restrict the activities of civil society organi-
zations (CSOs). Such countries tend to exhibit one or
more of the following characteristics:
a They have a “closed” or command economy (China, Cuba)
or are governed by leaders with autocratic tendencies (Libya,
Zimbabwe).
a There is political dissension in the country or a neighboring
country that is perceived as threatening the current regime
or incumbent party (Sudan, Ethiopia).
a There are concerns about religious fundamentalism
(Egypt).
a Similar legislation or practices have been introduced else-
where in the region (various countries in the former Sovi-
et Union and the Middle East). In some cases this almost
amounts to an “exchange of worst practices.”
a They have a history of human rights abuses (North Korea).
a They are concerned about “foreign influence” (Venezuela).
In many countries, this trend almost certainly springs from the
perception that CSOs played a fundamental role in the recent
“color” revolutions in Georgia and Ukraine. Indeed, ICNL’s re-
search has shown that governments often enact restrictive CSO
legislation before elections. In addition, the Bush administration’s
focus on “democracy promotion” has created concern about for-
eign funding of civil society. As Thomas Carothers states, “Some
autocratic governments have won substantial public sympathy
by arguing that opposition to Western democracy promotion is
resistance not to democracy itself, but to American intervention-
ism.” As such, it seems that autocratic leaders have sensed a po-
litical window of opportunity to crack down on civil society.
We must also recall that governmental restrictions on private ini-
tiative are nothing new. Authoritarian governments throughout
history have sought to limit the space for civil society. Combined
with preexisting constraints, the current backlash threatens the
growth and vibrancy of civil society.
Common legal barriers to civil society
Increasing government restrictions have posed obstacles to the
ability of both foreign and domestic CSOs to form, operate and
sustain themselves.
Limited rights to associate and form CSOs
In the most restrictive environments, governments effectively
deny the right to associate by granting it on extremely limited
terms. Saudi Arabia, Libya, Cuba, China and Vietnam fall into
this category. In other countries, governments often closely con-
trol the registration process. Governments may insist that all
groups, however small or informal, must register, or they may
make registration difficult.
Tactics include: excessive government discretion over the regis-
tration process, making registration expensive, inconvenient or
burdensome; excessive delays in making decisions; and requiring
re-registration every few years.
18 InterAction MONDAY DEVELOPMENTS
In the early 1990s, an “associational revolution” (to
quote Lester Salamon’s phrase) swept through Cen-
tral Europe and the former Soviet Union. Recently,
however, there are signs that a counter-revolution
is under way and spreading globally. A recent study
by the International Center for Not-for-Profit Law
(ICNL) found that countries in all regions have used
the law to constrain civil society. In this article, we
summarize ICNL’s survey of challenges; a forthcom-
ing ICNL study will examine possible responses.
a In Azerbaijan, Ethiopia and Algeria, regulations governing
the registration process are vague and leave great discretion
to registration officials. As a result, CSOs are sometimes de-
nied registration or experience long delays.
a In Belarus, the government has in recent years adopted a
series of laws restricting both public gatherings and CSO ac-
tivity. As a result, the government has significant discretion
over the opaque registration process. Applicants can wait
more than a year, only to be denied registration without ex-
planation.
Inability to obtain foreign funding
For some years, ICNL has warned of an increasingly concerning
trend, namely the use of foreign funding restrictions to restrain
civil society. In Eritrea, for example, legislation introduced in
2005 restricts the ability of international agencies to directly fund
local CSOs under most circumstances. In Uzbekistan in 2004,
the government required CSOs to deposit foreign grants in one
of two government-controlled banks. This effectively obstructed
the transfer of the vast majority of foreign grants to CSOs.
Also in 2004, Zimbabwe proposed a bill to prohibit local CSOs
engaged in “issues of governance” from accessing foreign funds
and foreign CSOs involved in these activities from registering.
In the event, Mugabe declined to sign the bill, but there is con-
cern that it will be revived. Zimbabwe recently suggested a similar
proposal at the inaugural session of the new UN Human Rights
Council.
Arbitrary or discretionary termination and
dissolution
Some countries retain substantial discretion to shut down CSOs
and use this to quash opposition groups. In 2003 and 2004, Be-
larus government officials dissolved a significant number of lead-
ing CSOs. Similarly, Egypt’s Law 84/2002 permits the supervis-
ing ministry to shut down an organization at any time on the
grounds that it is “threatening national unity” or “violating pub-
lic order or morals” – both broad and ambiguous criteria which
give the government substantial discretion to terminate CSOs.
Arbitrary and stringent oversight and control
Once a CSO has been registered, governments may restrict their
activities through unchecked oversight. Failure to comply with
government demands may lead to daunting sanctions and penal-
ties. In Turkey, until recently, the authorities had the right to send
representatives to the meetings of associations, thus chilling any
sort of advocacy activity. With the assistance of TUSEV (a Turkish
CSO), Turkish officials, ICNL, the EU and other partners, this
law was recently amended. Again in Belarus, in 2003, a number
of CSOs ceased operations due to harassment from government
officials. In 2004, the government reportedly inspected and is-
sued warnings to 800 others, and in some instances papers were
confiscated.
Criminal penalties against individuals
In some countries, individuals who are found responsible for
certain CSO activities can be held criminally liable. In Egypt,
Law 84/2002 imposes severe individual penalties, including up
to three months in prison and a fine of up to 1,000 Egyptian
pounds, for conducting CSO activity, affiliating with a foreign
CSO network or association, or merging with another association
without approval from the Ministry of Social Affairs.
Conclusion
The news is not all bad, however. Turkey and Mexico, for ex-
ample, have recently enacted more positive reforms, while CSOs
throughout the world have at times been able to successfully
counter these repressive government tactics. ICNL is catalogu-
ing these strategies and plans to disseminate them to a wider
audience. While not every strategy is effective in every country
or circumstance, together they constitute a useful array of tools
to protect basic rights against government incursion. Moreover,
there is some solace in the words of C. Wright Mills, who once
said, “Every revolution has its counter-revolution – that is a sign
the revolution is for real.”
This article is reprinted with permission from the September 3, 2006 issue of Alliance
magazine. The “forthcoming study” referenced below was published in August
2007 as Recent Laws and Legislative Proposals to Restrict Civil Society and Civil Society
Organizations.
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Reversing the Counter-revolution
Having taken part in Turkish CSO law reform efforts, the
“counter-revolution” is an issue of particular concern and
relevance for me, especially with regard to if and how
civil society can counter this trend. Reading this article,
I had flashbacks from a workshop Douglas Rutzen and
I organized at the recent CIVICUS World Assembly in
Glasgow, which discussed this specific challenge.
A proposed slate of restrictive legal provisions (including
most issues mentioned in this article) were presented to
two groups. One group took on the role of government
officials and was tasked with defending the restrictions.
They prepared a convincing list of justifications, including
national security and public order concerns. A CSO group
(among them CSO law reform experts), tasked with
opposing the reforms, made a poignant case for civil
society’s significance but was unable to demonstrate how
these provisions would negatively affect civil society. Nor
were they able to propose alternative solutions to address
the concerns that had led to the provisions in the first
place.
We were all struck by the stark reality that without unity,
clarity of message and an astute strategy, civil society will
be unable to reverse the counter-revolution. CSOs must be
able to obtain a better understanding of the government
perspective in order to develop alternative solutions and
avert proposals that will be more damaging to civil society.
This presents an urgent call to arms, not only to CSOs to
consider new tactics and strategies, but also to groups
such as CIVICUS to rally support, and to organizations
such as the UN and the EU to facilitate inter-governmental
dialogue and discourage regressive legislation.
With apprehensive yet hopeful sentiment, I wish us the
best of luck in this journey.
– Filiz Bikmen
MONDAY DEVELOPMENTS November 2007 19
Federal Funding Accountability and Transparency Act of 2006
and InterAction Members
By Ken Flemmer, Bureau Chief, Evaluation and Program Quality, Adventist Development & Relief Agency International (ADRA)
I
n late September of 2006 President
Bush’s signature of the Federal Fund-
ing Accountability and Transparency
Act of 2006 (FFATA) required the
U.S. government’s Office of Manage-
ment and Budget (OMB) to establish a
public, online database containing “full
disclosure of entities receiving federal
funding.” As OMB states, “citizens have
a right and need to understand where tax
dollars are spent and disclosure is a key
ingredient to building public trust.” The
FFATA requires OMB to provide a single
“searchable” web database that is down-
loadable and permits users to determine
the total amount of federal funding an
InterAction member organization re-
ceives beginning with 2007 data.
OMB has stated that “to the extent pos-
sible” data will come from three exist-
ing databases: the Federal Procurement
Data System (FPDS), the Federal Assis-
tance Award Data System (FAADS), and
Grants.gov. USAID has initiated ePICS,
a web-based data reporting tool to re-
place ProDocs as an interim tool to help
USAID fulfill reporting requirements
pending the full implementation of the
Global Acquisition System (GLAS) and
Joint Assistance Management System
(JAMS). OMB plans to “make use of
tools we already own” to comply with
the Act. The FFATA makes provision for
excluding data on awards of a nature that
could be reasonably expected to have a
“national security consideration.”
The OMB database site is to be operation-
al by January 1, 2008 for prime awards
and contracts and by January 1, 2009 for
information on sub-grantees and sub-
contractors. The law requires data to be
updated within 30 days of an award. The
database will require details such as the
name of the awardee, the award amount
and type, the name of the U.S. govern-
ment agency making the award, program
source, and the award title and purpose,
among other items. Awards to multiple
recipients will contain data on the por-
tion awarded to each recipient.
20 InterAction MONDAY DEVELOPMENTS
Apparently some U.S. government agen-
cies were hoping to comply by hav-
ing standalone websites with the data
required by the FFATA, but OMB has
directed that U.S. government agencies
will be required to feed the required data
into the OMB portal. OMB is further
considering “several important addition-
al data elements such as award number
and data” not specified by the Act.
Potential Concerns & Issues
Who must report. In the next few
days OMB plans to publish for comment
in the Federal Register new definitions for
“sub-award” and “contract,” as well as
further clarification of which sub-recipi-
ents must report and exactly what they
must do to comply with the FFATA. This
seems to be partly driven by the need to
clarify which tiers of participants in an
award or contract must report data.
Data reliability. With OMB rely-
ing on existing databases as the prime
sources for the FFATA web interface, it
is highly likely the persistent question-
able reliability of the data will continue
but that questionable data will simply
be available on a more timely basis (up-
dated every 30 days instead of every six
months). An illustration is a 2005 report
by the Government Accountability Of-
fice which concluded that users lacked
confidence in Federal Procurement Data
System (FPDS) data “as a mechanism to
routinely verify data accuracy is absent.”
Human error and weak internal controls
can contribute to erroneous entries.
Use of the information. Not only
will anyone with a web connection have
access to data about awards and contracts
made, they will also be able to submit
“feedback” on the OMB website. There
is always the possibility that interest
groups that are unfriendly or even hos-
tile to one or more InterAction member
organizations or to certain types of pro-
grams implemented by InterAction mem-
bers may take advantage of this option.
Who must report? It is clear that the
most unsettled FFATA compliance issues
concern the world of sub-awards, sub-
grantees and sub-contracts. Does the
FFATA mean that even though the Paper
Reduction Act requires less paperwork,
InterAction members will be badgered to
assist in providing data at that level?
How might InterAction
members prepare?
a Monitor the OMB website, FAADS,
FPDS and Grant.gov
a Ensure all information reported on
those sources is accurate and report
inaccuracies to OMB and the U.S.
government agency that made the
award.
a Be prepared for increased public
scrutiny of your dealings with the
U.S. government.
a Be prepared – more information
about your organization to be read-
ily available to parties with good and
less than desirable intentions.
Conclusion
Transparency and accountability are es-
sential principles and must always be a
core goal. However, where is the inde-
pendent, apolitical humanitarian space
for InterAction members that is vital
to successfully implement programs in
sensitive situations? A number of new
requirements such as the FFATA online
database, USAID branding rules and the
proposed USAID Partner Vetting pro-
cess seriously erode the important space
for independent NGO humanitarian
operations that existed just a few years
ago. The FFATA poses a number of chal-
lenges and InterAction members would
be well advised to carefully monitor its
implementation.
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6ISITWWWAIDANDTRADEORGORTELEPHONE 

Readers Weigh In on Civil-Military Relations
neither government nor NGOs operat-
ed effectively in an area due to on-go-
ing conflict. Where the military provid-
ed “development” aid, this was carried
Monday Developments asked readers to weigh in on civil-military relations out more for its immediate political and
in humanitarian relief and international development. We asked the security benefit than because it would
following questions: have a long-term economic impact on
the population. Nobody, least of all the
When (if ever) would it be appropriate for the U.S. military to engage military, considered this type of work as
in humanitarian and/or development work? serious development. Now, under De-
partment of Defense Directive 3000.05,
If there are circumstances under which you think this would be this is supposed to change. Somehow, I
appropriate, should the NGO community participate in training the military have my doubts.
on how best to carry out these interventions?
In years past, during major interna-
tional disasters, (e.g., Hurricane Mitch,
The opinions below are those of individuals (unless noted) and do not
the Asian Tsunami), the ability of the
reflect the opinion of InterAction or its members. military to mobilize manpower and
logistical capacity for delivering life
saving assistance (food, water, shelter
and medical aid) has frequently been

I
deally, it would never be appropriate for the U.S. military
to engage in humanitarian and/or development work], and
not for just the U.S. military, but for other countries’ military delivering immediate assistance to locations isolated by weath-
forces as well. Their focus, goals, training, ideals, ways of doing er and damaged infrastructure. If the crisis was large enough,
things, raisons d’etre and politics are just too different from the as was the case during the Asian Tsunami, support from the
humanitarian community’s. Thus, I do not see humanitarian/
development work as we see it in the humanitarian community;
that is, international NGOs, local NGOs, the UN, the Red Cross
movement, etc. as being compatible or consistent with military
bodies/activities and vice versa.
A rare exception, which is why I used the word ‘ideal’ above, is
maybe in a huge catastrophe, like a mega earthquake, volca-
nic eruption or tsunami, with much damage to and loss of hu-
man lives and infrastructure, where local structures, including
humanitarian ones, are initially overwhelmed by the magni-
tude of the disaster, and in which quick responses are needed
by entities with the necessary equipment and technical know-
how in logistics and rescue operations. But this should be as
short-term as possible.
I experienced this in the Mozambique floods in 2000, and saw
that the military forces that assisted (U.S., Britain, Malawi,
South Africa, Germany), did it for a relatively short time, and
did not clash with the regular humanitarian efforts. They as-
sisted mostly via logistics, (helicopters) and establishing emer-
gency water purifying systems for victims.
If the humanitarian community had these types of resources,
with the appropriate staff and training, then would we need
the military at all, even in these rare circumstances?
In these very rare circumstances, both sides can teach each
other and learn from each other.
critical in the first days of a crisis. Often, the host government
military has had the major task of search and rescue as well as
military services of many countries might be offered. Military
services from different countries have often prepared to work
with one another through alliance mechanisms such as NATO
or ASEAN (Association of Southeast Asian Nations).
The delivery of assistance to large numbers of disaster-affected
communities by the military in the first days after a disaster has
helped many who otherwise could be without critical aid for a
considerable period of time. But most military groups, particu-
larly those from outside the region where a disaster has struck,
are usually hampered by a lack of local knowledge and by a
lack of experience in distributing humanitarian aid. The ability
to deliver relief supplies is not the same as the ability to mount
an effective relief assistance operation. For this reason, link-
ing military logistical strength to NGO knowledge of the envi-
ronment and ties to community leadership is often one of the
best ways to ensure that available assistance is used effectively
in the immediate aftermath of a major disaster. The fact that
there is growing agreement among NGOs on how humanitar-
ian assistance needs to be provided is the result of many years
of learning lessons from past mistakes. These same mistakes,
however, will be repeated by military units delivering relief aid
unless they have guidance from experienced NGOs.
On the question of whether NGOS should help train military
forces to carry out relief or development assistance, in the past,
the issue was one of developing a dialogue with the military
so that we would be able to understand how NGOs and the
military each operated. Periodic meetings and exercises were

W
hat follows are my personal comments based on over 25
years of working in this field. There are times when I have
welcomed a military presence as something that enabled
NGOs to deliver humanitarian assistance.
I don’t know of anyone, for example, who is not hoping that a
robust UN-African Union force can soon be deployed in Darfur
to create the necessary stability for NGOs to operate there in
safety.
But the roles of NGOs and military forces have usually been
distinct and accepted by both sides. NGOs carried out relief
and development while military forces provided security and,
in some cases, offered essential logistical support and commu-
nication facilities that were beyond NGO capabilities. Where
the military provided relief aid it was done primarily because
planned so that we would be able to communicate effectively
and develop appropriate coordination during times of disaster.
While the goal was laudable, the meetings I participated in
mostly showed the gulf between us: military forces are from
Mars, NGOs are from Venus. Having a meaningful dialogue on
how to coordinate was difficult but something we could agree
on as important; changing the perspective of command staff
from military strategy to a humanitarian aid orientation was
not an objective either side contemplated.
A Department of Defense program to provide relief or develop-
ment assistance will always be guided by a military or security
strategy. The risk for NGOs in now offering training to the mili-
tary in humanitarian aid is that the military will learn the meth-
ods but ignore the guiding principles. The more closely NGOs

22 InterAction MONDAY DEVELOPMENTS


are associated with what may come to be viewed by local com-
munities and national governments as a fig leaf for a larger
U.S. military presence around the world, the more difficult it
will be for humanitarian agencies to be viewed as operating
transparently and without a political agenda. If we come to be
viewed as agents of the military, the credibility we have with
our partners as independent organizations will be lost.
I remain in favor of coordination between NGOs and the mili-
tary during major disasters, but I also feel that the roles of each
should be well delimited. Where NGOs and the military are
addressing the same disaster, each should work to its strength:
NGOs focusing on community level assistance and civil society
capacity building; the military focusing on logistical support
and maintaining security.
O
ur organization does not have sufficient experience in
working in high conflict areas to have informed positions
or recommendations about the appropriate role for the
military in emergency relief and international NGO and
military collaboration.
These days, it is becoming very difficult for international NGOs
to play a “neutral” role, especially in countries where the U.S.
army is a de facto army of occupation and active combatant,
rather than a UN-mandated peacekeeping force for providing
security.
Aside from the obvious countries like Iraq and Afghanistan,
where the situation is even more terribly confused with civil-
ian contractors that are actually working as privatized soldiers,
there are other conflict areas like Darfur, or the Democratic Re-
public of Congo, or Somalia, or a great natural disaster, like
the Asian Tsunami, where there is terrible need. The situations
above are very different, and my response would be “it de-
pends.”
In situations where there are roving militias and bandits that
make it very insecure for international NGOs, and if the mili-
tary forces were truly peacekeeping, neutral and had a broad
international mandate, then it might be acceptable for some
sort of collaboration.
But I would say “no” if the international NGOs were work-
ing hand-in-glove with an illegitimate army of occupation and
were perceived to be a tool of a wider process of military op-
eration.
T
he U.S. military should not be involved in distributing
humanitarian aid under any circumstances. The distribution
of humanitarian aid by the military blurs the lines between
us and them, making the real humanitarians “fair game” for
terrorists and other militants. We’ve fought long and hard
to maintain our fair, neutral and unarmed status in order to
provide aid to all in need. Once an aid giver steps out of the
vehicle with an M-16 and starts handing out aid, it becomes
a specific, politically motivated, agenda that erases the lines
between neutral and non-neutral.
I
t would be appropriate for the U.S. military to engage
in humanitarian work during a natural disaster of large
proportions where national response capacities are
overwhelmed. Civil conflict/war should not be occurring in
the country. We see no huge problem in [NGOs participating
in training the military in how best to carry out humanitarian
interventions in such situations], but would suggest that the
reason you would desire military operations in humanitarian
situations is because of the strengths they already possess:
transport capacity, strong engineering capacities and logistical
know-how.
T
he military has a tradition going way, way back of
development projects, such as rebuilding orphanages, like
I did in Ethiopia 35 years ago. It is impossible to answer
this question in the abstract. It depends on the context. There
should not be any confusion between who is in the military
versus the NGO community, and in many instances, the NGO
community can be very helpful in educating the military. A
good source for education for the military is COE, the Center
for Excellence in Honolulu.
I
think that there are appropriate situations for the U.S. military
to engage in humanitarian efforts during times of crisis and/
or under security threats: e.g., the need to evacuate civilians
in a hostile environment, assisting in the aftermath of an
earthquake or flood, etc.
I do not ever think there are circumstances when it is appropri-
ate for the military to participate in development work. This is
not the mandate or mission of the military. Even for programs
designed to train military personnel, these should be carried
out by professionals trained to do this, which includes military,
but is not limited to them.
T
ruly empowering development work is long-term and
requires seasoned professional staffing. The military is not
trained to do this. The military can, on the occasion of crisis,
provide logistical support or security cover. They may even
have a role in training national militaries in peacetime roles,
but having them do any functions related to development
sends confusing messages to communities and undermines
development.
continued on page 30
MONDAY DEVELOPMENTS November 2007 23
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INSIDE OUR
COMMUNITY
CCF Introduces Revolutionary Universal Child
Development Scale
Christian Children’s Fund (CCF) has produced a child devel-
opment scale to evaluate children’s development using familiar
materials from the environment in which a child lives. The tool,
designed for children who live in poverty in developing coun-
tries, is the first such universal tool created by an international
non-governmental organization.
“The scale is an important tool which takes into consideration
the environment that influences the child’s development,” CCF
President and CEO Anne Lynam Goddard said. “Parents can
help their children develop properly when they understand their
child’s strengths as well as areas of need. This scale helps them
do that.”
The scale works in partnership with parents or primary caregivers
and is administered by trained volunteers. It screens child devel-
opment in order to evaluate strengths and identify those who
need further evaluation.
The scale covers five areas of child development from birth to
age five. A database system tracks each child’s results. It contains
165 indicators grouped into five developmental areas within 11
age ranges. Each age range contains three indicators per develop-
ment area.
“The scale helps identify children’s strengths in cognitive, so-
cial/emotional and communication and motor skills – both the
use of large and small muscles,” said Dr. Mary Moran, CCF’s Se-
nior Early Childhood Development Specialist. “It also identifies
children whose development is at risk in a specific area or overall.
This allows programs to be designed that address children’s in-
dividual needs as well as helping the parents better understand
their children.”
The scale is divided into three different guides for examiners,
trainers and database users, and is translated into local languages
and comes with a modest price tag making it more practical in
the developing world.
The CCF Child Development Scale was introduced in Guate-
mala, India and Zambia following formal staff training. It is also
used in Bolivia, Ecuador, Honduras and Mexico.
CARE Calls on U.S. to Step Up Peace Efforts in
Africa’s Great Lakes Region
CARE called for a dramatically stepped-up U.S. role in ending
longstanding conflicts in the Great Lakes region of Africa, par-
ticularly the Democratic Republic of Congo (DRC) and Ugan-
da, during a recent Congressional hearing. The agency urged
policymakers to change their foreign policy agenda to address
growing concerns of regional instability and sexual violence and
to change the perception of U.S. apathy by embarking on a sus-
tained course of action.
“Peace agreements and national elections are important signs of
progress, but not at all the end of the road,” Kevin Fitzcharles,
CARE’s country director in Uganda, said in testimony to the
Senate Committee on Foreign Relations Subcommittee on Afri-
can Affairs. “Security, protection and long-term, equitable devel-
opment must be addressed if we are to see a lasting peace.”
26 InterAction MONDAY DEVELOPMENTS
“Securing peace is a process, not an event,” added Fitzcharles.
“But the U.S. could speed up and solidify that process by using
the full force of its diplomatic and foreign assistance resources.”
CARE encourages the U.S. to support the extension of MO-
NUC (the UN peacekeeping force in the DRC) and to provide it
with adequate resources, capacities and accountabilities to imple-
ment its mandate to protect civilians. CARE also recommends
that the U.S. scale up its work in security sector reform of the
DRC military – ensuring that they are adequately trained and
paid.
CARE is focusing on sexual and gender-based violence in the
region. According to CARE surveys, rape is a growing epidem-
ic perpetrated by both military combatants and civilians. “The
idea that ‘being raped is normal’ has taken hold, and it will take
much more than security to end this practice,” said Fitzcharles.
“It’s critical for the U.S. to increase resources for dialogue on
the social norms that contribute to sexual and gender-based vio-
lence.”
CARE is also calling for the U.S. to support the capacity and ac-
countability of national governments in implementing national,
regional and international resolutions to address women’s rights.
Women have traditionally been overlooked in peace negotia-
tions. It is vital to provide resources for peace and reconciliation
initiatives in which women and other marginalized groups are
adequately represented.
However, ending the instability, meeting immediate humanitar-
ian needs and ensuring equitable participation is not enough to
bring durable peace to the region. “Sustainable peace and stabil-
ity in the Great Lakes region calls for equitable development,”
said Fitzcharles. “The U.S. must provide comprehensive, well-
phased assistance for humanitarian and development needs in
both countries … It must also urge both national governments
to devote resources to long neglected areas in their countries
– northern Uganda and eastern DRC.”
Chief Operating Officer Joins ICRW Executive Team
The International Center for Research on Women (ICRW) re-
cently welcomed Roberta Geidner-Antoniotti as its newly ap-
pointed chief operating officer (COO).
Geidner-Antoniotti, who joined ICRW last summer, brings a
strong background in nonprofit management and strategic plan-
ning and implementation. As COO – a new position at ICRW,
created to enhance leadership capacity – Geidner-Antoniotti
oversees daily operations of the organization’s finance and ad-
ministration, business development and human resources divi-
sions, in addition to managing the Asia Regional Office in New
Delhi, India.
“I’m thrilled to have Roberta on board as we begin a new chap-
ter for ICRW,” said ICRW President Geeta Rao Gupta. “She is
an extremely capable manager, and her experience and expertise
will strengthen ICRW as we continue to grow.”
Before joining ICRW, Geidner-Antoniotti served as managing
director of operations at the Whitman-Walker Clinic and acted
as its interim executive director from 2004 to 2006. At Whit-
man-Walker, a health clinic that provides services to individuals
at risk of or living with AIDS, Geidner-Antoniotti managed four
regional operations around the District of Columbia
and oversaw all support operations for the clinic, which
included contracts and grants management, human re-
sources, and information and property management.
Geidner-Antoniotti graduated magna cum laude from
Defiance College with bachelor’s degrees in psychology
and social work. She received her master’s degree in ap-
plied sociology from Kent State University with an em-
phasis on organization development.
CRWRC Receives $1.5 Million and $1.1
Million Grants from USAID
The Christian Reformed World Relief Committee was
among the first five relief and development agencies to
receive a $1.5 million Malaria Communities Program
(MCP) grant through the U.S. Agency for International
Development (USAID). CRWRC will focus this grant
work in Central Malawi over a five-year period.
CRWRC, in partnership with the Nkhoma Relief and
Development organization (NRD), will reach more
than 50,400 households to promote healthy behaviors
such as insecticide-treated bed nets, pre-natal clinic visits
for pregnant women to receive preventive treatment for
malaria, and immediate treatment for suspected malaria
in children under age five.
In its October 3rd announcement of the awards, USAID
quoted Rear Admiral R. Tim Ziemer, U.S. Malaria Co-
ordinator, saying, “We want to strengthen the ability of
faith-based and community organizations to fight ma-
laria while also building local ownership. Groups with
local connections that have worked to build trust and
provide hope are key partners in the effort to combat
malaria at the local level.”
CRWRC has worked alongside national partners such as
the NRD in Malawi for nearly 20 years, building strong,
healthy relationships with local organizations doing sec-
toral development, emergency relief and organizational
capacity building.
In a separate award focusing on child and maternal
health, USAID announced on October 1, a $1.1 mil-
lion, five-year grant to CRWRC in India, working with
its long-time partner, Evangelical Fellowship of India
Commission on Relief (EFICOR). The agencies will
target the Sahibganj District in Jharkhand State, reach-
ing nearly 162,000 children under age five and 188,500
women of reproductive age. The grant will expand ma-
ternal and newborn care, nutrition, childhood immuni-
zation, and malaria treatment.
Will Story, CRWRC Technical Advisor for Child Sur-
vival and Health says, “Nearly 27,000 children die
each day from preventable and treatable causes such as
neonatal complications, diarrhea, pneumonia, and ma-
laria. CRWRC and its partners have the tools and the
knowledge to prevent many of these deaths in some of
the poorest regions of the world. With the support of
USAID, we now have the proper funding to scale-up
these life-saving interventions.”
InterAction Welcomes New Members
DATA (Debt, AIDS, Trade, Africa) is an advocacy organization dedi-
cated to eradicating extreme poverty and AIDS in Africa. Founded by
U2 singer Bono, Bobby Shriver and activists from the Jubilee “Drop the
Debt” campaign in 2002, DATA calls on the governments of the world’s
wealthiest nations to keep their existing commitments to Africa and
adopt new trade and aid policies that will help Africans put themselves
on the path to long-term prosperity and stability. It calls on Africa’s lead-
ers to strengthen democracy, accountability and transparency in govern-
ment so that Africa’s citizens can monitor how effectively these funds are
being deployed. DATA argues that helping Africans help themselves is
essential to our economic and national security interests. At the core of
DATA’s beliefs is a view that these issues are not about charity, but about
equality and justice. For the first time in human history, the science, the
technology and the money to end extreme poverty exists. With this un-
precedented historic opportunity comes the responsibility to act.
www.data.org
Hands On Worldwide is dedicated to timely disaster response and
relief, with a mission to apply volunteer resources to aid victims of natu-
ral disasters. It was founded by a group of people who came together in
Thailand to help the victims of the December 26, 2004 tsunami. Hands
on USA, a project of Hands On Worldwide, was launched after Hurricane
Katrina struck the Gulf Coast on August 29, 2005. The organization’s pre-
vious disaster response projects include responses to the Greensburg
tornado (USA), typhoon relief (Philippines), earthquake relief (Indonesia),
Hurricane (USA), and Hands on Thailand, a relief project related to the
2004 tsunami.
www.HandsOnDisasterResponse.org
VAB (Volunteers Association of Bangladesh) was established to
mobilize funds and other resources in support of the following activities
in Bangladesh: secondary education for needy children, improving edu-
cational facilities in poor areas, providing skills training for unemployed
youths and rehabilitating destitute women and children. Every dollar
goes to support cognitive learning, school improvement and computer
literacy, providing an investment in Bangladesh’s future, in the stability
of this South Asian democracy and in a better world. VAB seeks to ad-
dress these problems by providing scholarship for poor students so that
they can continue their education, and by providing vocational training to
youth who have dropped out of school so that they can gain employment.
VAB started operation in early 1999. Its ultimate aim is to improve the
quality of life in rural Bangladesh through the promotion of education and
vocational training.
www.vabonline.org
MONDAY DEVELOPMENTS November 2007 27
INSIDE
INTERACTION
InterAction Hosts Press Event to Announce New Progress Report on U.S.
Contributions to U.N. Millennium Goals
By Nia Davis, Communications Consultant, InterAction

When it comes to foreign aid, the United

States is falling way short of its role in
combating global poverty.
This finding was announced during a press conference
October 18 on Capitol Hill where InterAction President
and CEO Samuel A. Worthington, joined with U.S.
Representative Adam Smith (D-WA), author of the
2007 Global Poverty Act, to announce the release of a
new InterAction report documenting U.S. government
performance when it comes to international aid,
especially in light of the eight U.N. Millennium
Development Goals (MDGs). The MDGs represent a
global commitment towards make significant progress
towards eliminating poverty, hunger and gender
inequalities, preventing and treating HIV/AIDS and
other deadly diseases, protecting the environment, and
providing education, health care, and clean water for
all. They represent the first global framework to fighting
global poverty and have the goal of cutting in half the
number of people in extreme poverty by 2015.

“If the U.S. wants to continue to be a good neighbor in

the global community, it is imperative that our foreign assistance
prioritize the goal of cutting extreme poverty in half by 2015,”
said Worthington at the press conference. “The U.S. has a vested
interest in establishing strong states and eliminating problems
that can breed insecurity and terrorism and prevent livable com-
munities.”
Representative Smith agreed. He told the audience that fighting
global poverty was also in the best security interest of the United
States. “Global poverty leads to instability.” He added, “When
you have a large amount of hopelessness, you have willing fol-
lowers of potentially dangerous ideologies.”
The report, U.S. Contributions to Reducing Global Poverty: An
Assessment of the U.S. and the Millennium Development Goals,
examines U.S. contributions to the MDGs from a U.S. NGO
perspective. The report includes an overview of U.S. develop-
ment assistance in relation to the MDGs and includes critiques
performance related to the goals. It additionally highlights U.S.
contributions to the first six MDGs, which include targets for
progress within developing countries. It also addresses MDG 7
(environment) and MDG 8 (aid, trade and debt), which specify
actions to be taken by donor countries.
The report comes on the heels of the recent passage of the first-
ever global poverty bill in the U.S. House of Representatives.
If passed by the Senate, the law would require the U.S. gov-
ernment to implement a comprehensive strategy for eliminating
extreme poverty and achieving the MDGs.
The purpose of the Act is “to make the U.S. state as its official
policy to meet the Millennium Development Goals and to have a
coordinated effort at combating global poverty,” said Smith.
“This is the first time that all of the countries of the world – do-
nors and recipients – have agreed on the goals, and they have
agreed on some of the methods to reach those goals,” said Ritu
Sharma Fox, Co-Founder and President of the Women’s Edge
Coalition who also spoke at the event. “For the U.S. to stand
outside that global consensus is just not very smart.”
InterAction intends to issue follow-up reports on U.S. progress
towards meeting the MDGs through 2015. The information in
this first report was compiled by examining data from sources in-
cluding the Organization for Economic Cooperation and Devel-
opment/Development Assistance Committee, the World Bank,
and various United Nations agencies.

“Our report is a constructive assessment of how the United
States is contributing to the Millennium Development Goals,”
said Worthington. “Our hope is that the analysis and recommen-
dations presented will expand our community’s dialogue with
the U.S. government and lead to even greater opportunities for
partnership.”
InterAction has also called for the creation of a Cabinet-level
foreign assistance department that operates alongside the De-
partments of Defense and State.
Want a copy of the full report? Email publications@interaction.org
or download from www.interaction.org

28 InterAction MONDAY DEVELOPMENTS

French and U.S. NGOs Meet to Deepen
Partnerships to Combat AIDS InterAction Accepting
By Andrea Barron, Adjunct Professor of History, George Mason University
Nominations for
Security Distinguished
On October 19, five French and 13 U.S. non-governmental organizations
(NGOs) met at InterAction to explore ways to work more closely together to
Achievement Award
fight HIV/AIDS, especially in Africa. The meeting was chaired by Sylvain Browa,
Senior Manager for Partnership & Development Impact at InterAction, and Smi- The InterAction Security Advisory Group
ta Baruah, Senior Policy Associate at the Global Health Council. Browa said he has created a distinguished service
wanted the meeting to improve understanding between American and French
NGOs, deepen partnerships between them and create opportunities for French
award to recognize those who have con-
and U.S. NGOs to leverage each other’s organizational strengths in the global tributed to enhancing the overall safety
movement to combat HIV/AIDS. The meeting also gave the U.S. participants of humanitarians throughout the world.
an opportunity to communicate directly with members of Coordination SUD, Each year, beginning in 2008, the award
a federation of over 100 French development and humanitarian organizations.
will be presented to one security profes-
(Last summer InterAction and Coordination SUD signed a memorandum of
understanding to, among other things, increase opportunities for cooperation sional during the awards banquet at the
between their members.) annual InterAction Forum.
Baruah started the meeting by explaining that even though the U.S. has made The InterAction Security Advisory Group
a $15 billion, five-year commitment to the fight against HIV/AIDS through Distinguished Service Award is an NGO
PEPFAR (the President’s Emergency Plan for Aid Relief), “focusing on AIDS initiative to recognize exceptional perfor-
alone is not enough.” She called for a more comprehensive approach that would
mance by NGO security professionals
strengthen health systems, including increasing the number of health workers,
improving transportation networks for drug distribution and paying more atten- who make a significant contribution that
tion to how gender inequality drives the epidemic in many countries. helps NGOs enhance their ability to bet-
ter protect their personnel, assets, infor-
Emmanuel Trenado, Director of International Programs for AIDES, which
serves HIV infected and affected people in France and trains local groups in mation or operations overseas.
francophone Africa, appreciated learning more about PEPFAR from Baruah and Nominations should contain specific il-
other participants. France does not have a PEPFAR counterpart, but in 2007
lustrations of how the actions, analysis
it did pledge $1.3 billion to the multilateral Global Fund to Fight AIDS, Tu-
berculosis and Malaria – more than any other European country. Trenado said, or other support provided by the nominee
“Working with U.S. NGOs will help keep HIV/AIDS on the global radar screen directly enhanced the ability of a specific
at a time when there are so many other worthy issues like climate change also on NGO, group of NGOs or a community to
the agenda.”
better protect their personnel, assets, in-
Dr. Claude Moncorgé, Secretary General of OPALS (Pan-African Organization formation, intellectual property or opera-
in the Struggle Against AIDS), was pleasantly surprised when he found himself tions overseas. Specific actions that led
sitting next to Dr. Clarence Hall, Director of Africare’s HIV/AIDS program. directly to saving lives or removal of an
When he was with Médecins du Monde (Doctors of the World), Moncorgé part-
nered with Africare on an HIV program in Benin and another one for street
immediate threat or timely threat report-
children in the Democratic Republic of the Congo. He was pleased to hear that ing and/or analysis may be considered
Africare was about to open a Paris office and before the morning meeting was as well as more general activities over a
over, Moncorgé had agreed to join Paris Africare’s board of directors. sustained period of time such as the cre-
Dr. Moncorgé knows exactly the kind of collaboration he would like to see with ation and leadership by a field security
an organization like Africare. He recently carried out an assessment of pregnant officer of a highly effective coordination
women in Swaziland, where the general HIV prevalence rate is 38 percent (the network in a high-risk location.
highest in the world) and the rate is over 40 percent for pregnant women. He
wants to launch a new program that would care for HIV-positive pregnant wom- Contact John Schafer, Security Coordi-
en and prevent mother-to-child transmission. But he does not have funding for nator, InterAction at 202.552.6527 or
a program in Swaziland, which is not part of francophone Africa. “It costs $600 email jchafer@interaction.org for more
a year to treat one HIV-positive pregnant woman in Swaziland,” he says. “With
information.
a population of only one million people, we could care for every one of these
women for less than 30 million dollars. A partnership with Africare or another Deadline: December 1, 2007
U.S. group with access to funding channels could help make it happen.”

MONDAY DEVELOPMENTS November 2007 29

 continued from page 23

T
he U.S. military has a clear responsibility to ensure that
their training and mentoring of militaries in other countries
highlight the importance of protecting civilians, especially
children. By incorporating childrens’ rights and child protection
into their training programs, the military will underscore that
the protection of a child is a value essential to proper military
action. A “good soldier” will be one who keeps the child away
from the battlefield, is against child recruitment, and will desist
from using military hardware in places where children may
be endangered before, during and after conflict. As the U.S.
military engages with national militaries globally, especially
through the new Africa Command, we would expect the U.S.
to ensure that education on the protection and respect for
civilians, especially women and children, would be front and
center of any activities.
The NGO community is correct to have strong reservations
about the role of the U.S. military in the provision of humani-
tarian and development assistance. NGOs must engage with
the U.S. military at the highest levels to let them know who
we are as humanitarian and development workers and our
standards for operation. We have made some strides in jointly
agreeing on the parameters of that engagement through the
InterAction-Department of Defense-USIP “Guidelines on En-
gagement between the US Military and the NGOs.” Howev-
er, more must be done to ensure that the U.S. military has no
direct role in a humanitarian and development response and
ensuring that the U.S. military recognizes and understands
their limits and hands over responsibility for U.S. government
humanitarian and development activities to U.S. civilian agen-
cies, like USAID.

30 InterAction MONDAY DEVELOPMENTS

 The Only Way is (Not) Up!
Career Development
By Charlotte Imbert, Learning and Training Manager, BOND
When it comes to career development, some NGO staff
are asking themselves whether the only way up is by
moving into management or to one of the larger NGOs.
Charlotte Imbert looks at the lack of opportunity to prog-
ress up the career ladder, while also advancing our spe-
cialized skills as development professionals.
Across other sectors, employers have worked together to de-
velop structured, professional frameworks to enable professional
development of their staff. However, in the international NGO
sector, there is no shared approach to supporting professional
development of staff.
Although many staff hold master’s degrees in development, there
is little post-graduate accreditation or opportunity for continu-
ous professional development. Due to this lack of a professional
“climbing frame,” staff with specialist skills and knowledge often
leave to become consultants. Others stay put, but are frustrated
about the lack of opportunity to develop in their area of interest
within a management role.
The UK government has invested heavily in workforce develop-
ment in recent years in order to strengthen the UK economy. It is
unsurprising that international development work has been over-
looked in this context. Traditional professions such as health and
law historically have had clearly defined career paths. Emerging
professions such as family educators and professionals working
with the homeless have recently developed their own profes-
sional frameworks. In doing so they hope to extend the profes-
sional skills of professionals working with vulnerable people, and
seek to escape the notion that social development can be done
by anyone.
In my previous role at Relate, I worked in a context where the ca-
reer structure for counselors was highly developed. Both generic
managers and senior counseling practitioners were represented
at all levels of the organization, including on the senior manage-
ment team. At times this presented an organizational challenge
as the needs of managers for outcomes, accountability and mea-
surement often conflicted with the needs of senior practitioners
for reflective practice, emergent solutions and practice-based ac-
countability systems in very sensitive work. However, a clearly
defined professional framework allowed these conflicts and dis-
We would like to hear from you
Want us to focus on a specific career development topic? Let us know. Email Josh at jkearns@interaction.org
cussions to take place at the highest levels in a framework of
mutual respect. This often led to creative solutions and incisive
effective work rooted in the needs of the beneficiaries.
We need to consider how, as international NGOs, we might learn
from other professions about how they strengthen their work
through developing people in a learning and training framework.
The UK voluntary sector has its own “Workforce HUB” dedicated
to the professional development of the broader voluntary sector.
So far, its focus has been on generic, voluntary sector skills such
as working with volunteers, skills for trustees and fundraising.
BOND is seeking to work more closely with the Workforce HUB
in understanding and supporting workforce development needs in
the international development sector.
If we want our organizations to nurture development amongst
staff, as well as in their work in the global South, we need to
take a radical look at the way we think of development work.
The benefits to the sector of taking a more proactive approach to
workforce development include:
a Career opportunities, leading to better staff retention.
With senior practitioners and senior managers interacting as
a
peers, the needs of beneficiaries may be brought into sharp
focus.
Increased trust between managers and practitioners.
a
If we do not nurture senior practitioners we may find that we can
only access their expertise through outsourced consultancies.
Alternatively, rather than developing experience in their chosen
area, staff may jump from one role to another becoming the pro-
verbial “Jack of all trades but master of none.” The need to im-
prove salaries may force professionals to zigzag between NGOs in
search of a higher pay in another, perhaps larger NGO.
These are challenges best addressed by the whole sector in a
process of collective inquiry, and may, in part, be studied through
BOND’s current research and consultation into NGO quality stan-
dards. Although some NGOs have successfully developed their
own approaches to career development, without a sector wide
approach these initiatives are limited. Only within a shared frame-
work is there real value for individuals, who rarely want to stay in
one organization until they retire.
MONDAY DEVELOPMENTS November 2007 31
Interested in placing a job announcements or advertisement? Email publications@interaction.org
POSITION
ANNOUNCEMENTS
Health Coordinator > Thailand
The International Rescue Committee, a
world leader in relief, rehabilitation, protec-
tion, post-conflict development, is seeking a
Health Coordinator to manage and coordinate
the implementation of the comprehensive pri-
mary health care program in the Mae Hong
Son Province (MHS) refugee camps and fa-
cilitates the organizational development of
the Karenni Department of Health (KnHD)
and the capacity building of KnHD human
resources. Requirements include, MD or
RN, University degree in Public Health and 5
years experience in managing complex health
programs in the humanitarian setting with an
excellent understanding of refugee or devel-
opment issues. Apply at: www.ircjobs.org.
Deputy Director of Operations & Finance >
Liberia
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development seeks a Deputy Di-
rector to work as a key leader responsible for
the overall operation of the organization. S/he
will manage the finance, operations, procure-
ment, administration, human resources and
information technology teams. S/he will work
closely with the Deputy Director of Programs
and Field Coordinators in resolving and pre-
venting issues, and ensuring that IRC Liberia
operates without the limitations set out by the
context. Requirements: Masters in Business
Management, Operations; 6-8 years of man-
agement and leadership experience. Apply at:
www.theirc.org.
Finance Manager > North Kivu-DRC
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development seeks a Finance
Manager to assist the Provincial Financial
Controller (PFC) in managing day-to-day op-
erations of IRC’s accounting unit. As needed
the Finance Manager will assume some or all
of the provincial controllership’s responsibili-
ties. The incumbent is responsible for ensur-
ing that the day-to-day accounting operations
and financial management functions are per-
formed in accordance with IRC and country
office policy and procedures. English re-
quired-French or Swahili preferred. To learn
more about responsibilities and requirements
(and to apply), please visit www.ircjobs.org.
32 InterAction MONDAY DEVELOPMENTS
Reproductive Health Manager > North
Kivu-DRC
The International Rescue Committee, a
world leader in relief, rehabilitation, protec-
tion, post-conflict development seeks a Re-
productive Health Manager responsible for
the implementation and management of the
Reproductive Health Program in North Kivu
working in collaboration with and reporting
to the Health Coordinator and Field Coor-
dinator. The Reproductive Health Manager
will be based in Rutshuru, with limited travel
to Goma for coordination purposes. English
and Swahili preferred. This is a long term (12
months), unaccompanied position. To learn
more about responsibilities and requirements
(and to apply), please visit www.ircjobs.org.
Water and Sanitation/EH Coordinator >
North Kivu-DRC
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development seeks an Envi-
ronmental Health Coordinator responsible
for the design, implementation and manage-
ment of the Environmental Health Program,
working in close collaboration with the Field
Coordinator, Operations Coordinator, and Fi-
nance Controller. The Environmental Health
Coordinator is based in Rutshuru, with semi
frequent travel to Goma for coordination pur-
poses. Strong French and English required.
This is a long term (12 months), unaccom-
panied position To learn more about respon-
sibilities and requirements (and to apply),
please visit www.ircjobs.org.
Finance Director > Sudan
The International Rescue Committee, a
world leader in relief, rehabilitation, pro-
tection, post-conflict development, seeks a
Finance Director responsible for the overall
fiscal management responsibility of the IRC
Sudan Country Offices. As a member of
IRC Sudan Senior Management Team, the
Finance Director will guide and oversee the
finance unit, and will liaise with the Senior
Management team on financial and budget-
ary matters. Based at IRC Khartoum main of-
fice, the Finance Director will report directly
to the Country Representative and will work
closely with the Area Finance Controllers,
the Program & Operations Directors. Apply
at: www.ircjobs.org.
Director of Operations > Sudan
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development, seeks a Director
of Operations who will be a central contribu-
tor to the work of IRC Sudan. Based in Khar-
toum s/he will be responsible for supporting
IRC Sudan’s complex programs in Darfur,
North & East Sudan and ensuring systems and
policies are harmonized with IRC’s southern
Sudan office. The DO will be responsible for
the overall field office management, particu-
larly in the West Sudan program, and also the
Khartoum office operations functions of IRC
Sudan. Apply at: www.ircjobs.org.
Director of Programs > Sudan
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development, seeks a Director
of Programs responsible for ensuring IRC
programs across Sudan are the highest stan-
dard in design quality, implementation and
monitoring. S/he will work with the Deputy
Directors of Programs in all geographical
areas as well as ensure a functioning quality
Khartoum based grants unit. S/he will also
work with the Country Representative and
Policy Advisor on advocacy issues and to en-
sure that IRC’s programs reflect the changing
situation throughout the country. Apply at:
www.ircjobs.org.
Policy Advisor > Sudan
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development, seeks an Advisor
who will directly support the Country Repre-
sentative & Program Director, and the Deputy
Country Representative in Southern Sudan,
by providing direction, guidance and facilita-
tion to the strategic planning process, policy,
advocacy and knowledge management. The
focus of his/her work will be to support IRC
Sudan so that is becomes a learning organi-
zation- improving quality and impact. They
will support development of centers of excel-
lence in selected core competencies and in
moving towards post conflict programming
in Sudan. Apply at: www.ircjobs.org.
Coordinator, Career Services Office, Heller
School for Social Policy and Management,
Brandeis University > Waltham, MA
The Heller School Career Services Office
seeks a creative, energetic, empathetic, detail
oriented career counselor to work with inter-
national and domestic students and alumni to
help them attain and manage their careers in
the global marketplace. Primary responsibili-
ties of the position will be to work with in-
ternational and domestic students and alumni
who want to work in the field of international
development. This will include resume and
cover letter preparation, networking skills,
and interviewing skills in one-on-one ses-
sions, workshops, small group trainings,
and career panels. The incumbent will also
develop external relationships with potential
employers and internship providers in the in-
ternational and domestic development field.
Interested in placing a job announcements or advertisement? Email publications@interaction.org
Requirements: Bachelor’s degree. Experi-
ence in and familiarity with the field of inter-
national development is required. Prior career
counseling experience is a strong preference
but alternative forms of employment leading
to a similar skill set may be acceptable. The
position also requires excellent verbal and
written English communication skills (addi-
tional language skills are a big plus); ability
to plan, organize and lead workshops and ca-
reer related programming; ability to engage
with students from diverse cultures; and abil-
ity to prioritize and work independently in a
fast-paced, multicultural environment. To ap-
ply please email cover letter and resume to
GotWork@Brandeis.edu.
Deputy Director of Programs > South
Sudan
The International Rescue Committee, a world
leader in relief, rehabilitation, protection,
post-conflict development, seeks a Deputy
Director Programs to focus on overall pro-
gram quality and to drive forward the South-
ern Sudan Area Plan in harmonization with
the Sudan Strategic Plan protecting its integ-
rity. S/he reports to the Deputy Country Rep-
resentative and is responsible for assisting in
the planning and implementation of activities
crucial to the success of all field programs,
including government and donor relations,
program design and evaluation, management
of grants and budgets and supervision of pro-
gram staff. Apply at: www.ircjobs.org.
Program Officer, Latin America and
Caribbean > Washington, DC
The Global Fund for Children (GFC) seeks
a Program Officer to build, strengthen and
manage its grantmaking program in Latin
America and the Caribbean. Primary respon-
sibilities are to identify and manage grantee
partners, field contacts, consulting collabo-
rators, evaluators and other key partners in
that region. Qualified candidates must have
college degree(s) (MBA, MPP or MA pre-
ferred); 4-6 years’ professional experience;
excellent writing, communication, presenta-
tion and interpersonal skills; English fluency
and professional fluency in Spanish; demon-
strated experience in Latin America and with
community-based organizations required.
Must have permanent authorization to work
full-time in U.S. For detailed job description,
please see www.globalfundforchildren.org.
Cover letter and resume requested by Decem-
ber 15, 2007 to leecranewood@hotmail.com.
Procurement Specialist > Washington, DC
Crown Agents USA is seeking a dynamic Pro-
curement Specialist for our USAID-funded
Malaria program, Indoor Residual Spraying
(IRS). The position is located in Washington,
DC. Periodic travel may be required. Com-
modities Procurement and Logistics Systems
Management: Procure, ship and manage the
importation and delivery of compression
sprayers, insecticides, equipment, etc. in
compliance with national policies, WHO and
USAID guidelines, etc. Guide the Nairobi-
based procurement/logistics managers/spe-
cialists to ensure delivery dates and service
levels are met. Please visit our website at
www.crownagentsusa.com for a complete job
description. Crown Agents USA is an Equal
Opportunity Employer.
Health Senior Technical Advisor >
Portland, OR
Medical Teams International (MTI), a Chris-
tian health relief and development NGO,
seeks a Health Senior Advisor to oversee
quality development, effective implementa-
tion, and representation of our health program
portfolio. Position supervises 3-4 health spe-
cialists, provides vision and technical guid-
ance to program expansion, represents MTI
in professional networks and to donors, over-
sees grant management, and trains staff to ap-
ply state-of-the-art practices in child survival/
community health. MTI has health projects
in four regions; 15-20 percent of travel is ex-
pected. MPH, 5 years experience required.
To apply online and for more information
about the mission of MTI, please visit www.
medicalteams.org.
Africa Programs Chief Operations Officer >
Malawi
CNFA, Inc. seeks an Africa Programs Chief
Operations Officer (COO) to be based in Ma-
lawi. The COO reports directly to the CNFA
Vice President of Africa Programs and is re-
sponsible for the successful implementation,
ongoing operations, monitoring and report-
ing of CNFA’s agribusiness development
activities. This position will manage daily
oversight of all project activities and maintain
direct supervisory role for all African Coun-
try Directors. An ideal candidate will have an
MBA and a minimum of 8 years experience
managing USAID and/or other donor funded
projects. To apply and to see a full description
of responsibilities please visit our website,
www.cnfa.org.
Project Manager, Human Resources > Little
Rock, AR
Heifer Int’l, a global, dynamic, non-profit org
with a compelling mission to alleviate world
hunger & poverty on a community level is
seeking an individual to plan, develop/imple-
ment processes, systems & policies to support
Heifer’s volunteer & intern programs. Posi-
tion also responsible for managing other HR
projects rel to diversity, capacity bldg & re-
MONDAY DEVELOPMENTS November 2007
tention. Ideal candidate will have knowledge
of local, state & federal policies/procedures
rel to admin aspects of volunteer & internship
programs; knowledge of online volunteer &
intern application systems. BA/BS + 7 yrs
exp in community or social services, HR,
public information or rel field req’d. Sal-
ary $48,560-54,630 + benefits. Closing date
11/26 or upon receipt of 200 applications,
which ever comes first. For more info about
our org, detailed job desc, & online applica-
tion visit www.heifer.org/careers heifer int’l
is an eoe/aa employer by choice.
Director of Disaster Response > Seattle,
WA
World Concern, an international Christian di-
saster response and development organization,
is seeking a Director of Disaster Response
to direct disaster response projects external
to World Concern’s current implementation
areas. World Concern has been assisting
drought-stricken communities in Somalia
and Kenya, displaced in war-torn Darfur and
Goz Beida, flood victims in Bangladesh, and
tsunami survivors in Thailand, Sri Lanka and
Somalia. The Director will also provide tech-
nical consultation to Regional Directors and
develop partnerships with agencies and do-
nors. Requires 10 years international disaster
response and large scale funding experience.
Seattle-based, travel 30 percent in unstable
conditions. Apply at www.worldconcern.org
International Operations Director > Se-
attle, WA
World Concern, an international Christian
disaster response and development organiza-
tion, is seeking an International Operations
Director to provide leadership and direction
to the Area Directors so that World Concern’s
purpose and mission are acted out in all
countries where we are or will become op-
erational. This position reports directly to the
Executive Vice President of World Concern.
Facilitate the Field Operations through bud-
geting, written and oral communication and
education. Direct the World Concern Field
personnel in concert with the World Concern
Mission Statement and organizational goals,
through project priorities, strategic partner-
ships, participation of World Concern leader-
ship and related activities. Requires: 7 years
of successful experience in international hu-
manitarian management. Regular domestic
and international travel in unstable condi-
tions. Apply at www.crista.org
Advocate > Washington, DC
Refugees International is currently expanding
its advocacy activity and seeks an additional
continued on next page
33
Interested in placing a job announcements or advertisement? Email publications@interaction.org
continued from previous page
advocate for early 2008. Please submit a
cover letter, CV, 3 references by November
19, 2007 to jobs@refintl.org. Please place
“advocate 11.07” in subject line. Finalists
will be contacted for first round interviews.
Please see RI website for full description of
position.
Chief of Party > West Bank/Gaza
#DB7302IA
The Academy for Educational Development
seeks a Chief of Party (COP) for its Small and
Microfinance Assistance for Recovery and
Transition (SMART) Project. Post is based
in West Bank/Gaza. The USAID funded
SMART project is designed to preserve the
microfinance institutional infrastructures and
assist microfinance intermediaries to develop
and adopt effective strategies and management
practices. The COP will provide strategic and
technical leadership to the project focusing
on the completion of underway activities and
chartering new activities in microfinance and
enterprise development; s/he will act as a li-
aison and coordinator with USAID and other
partners; s/he will also provide mentoring
and technical assistance to microfinance in-
stitutions. Qualifications: Master’s degree in
relevant field required; 12 years relevant ex-
perience required; strong background in mi-
crofinance and enterprise finance; familiarity
with USAID regulations and policies; experi-
ence managing multi-million dollar projects
with local and international partners. For a
complete job description please visit: http://
www.aed.org. Interested candidate should
send their resume and cover letter referenc-
ing DB7302IA to fax: 202-884-8229; email:
employ@aed.org. AA/EOE/M/F/D/V.
Chief of Party > Afghanistan
The Academy for Educational Development
(AED) is seeking a Chief of Party for a con-
tinuing rural finance project in Afghanistan.
The project implements innovative, compre-
hensive, and integrated approaches to sustain-
able economic growth with a focus on poverty
reduction. The project provides expanded ac-
cess to financial services in rural Afghanistan
for a range of enterprises from micro (house-
holds and smallholder farmers) to primarily
agro-based small, medium and even larger
businesses with a capacity to create signifi-
cant number of jobs. The Chief of Party will
provide leadership and direction for the final
two years of activity and partner manage-
ment. Specifically, the Chief of Party: serves
as the overall field-based manager for the pro-
gram and will be the day-to-day point of con-
tact with USAID/Afghanistan; coordinates
activities with rural credit unions in selected
34 InterAction MONDAY DEVELOPMENTS
production areas to increase farmer access to
financing, micro-lending, agricultural inputs
and other services; and provides strategic and
technical leadership, focusing on the comple-
tion of activities already underway and chart-
ing new activities in the microfinance and
enterprise development field that can advance
and enhance goals of the project. Qualifica-
tions include Masters degree and ten years
managing economic development projects
preferably rural finance, proven leadership in
building high performing teams, senior level
USAID project management experience, ex-
cellent writing and communication skills and
willingness to live in Afghanistan under dif-
ficult circumstances. Please send cover letter
and resume to employ@aed.org, referring to
position number DB7326IA. For more infor-
mation visit: www.http://www.aed.org. AA/
EOE/M/F/D/V.
Executive Director, Diamond Development
Initiative > Location Negotiable
DDI International is a new non-profit orga-
nization bringing governments, civil society
and companies together to improve the lives
of Africa’s one million artisanal diamond
diggers. DDI International is looking for its
first Executive Director. Good knowledge
and experience of Africa is required, as well
as outstanding organizational development
skills, financial and project planning and
management, communications skills and a
background in fundraising. Knowledge of the
diamond industry or extractive industries an
asset. Two-year contract with possibility of
renewal. Applications in English to apply@
ddiglobal.org by Friday, November 30, 2007.
Details at: http://pacweb.org
Area Representative, South Asia > Okla-
homa City, OK
World Neighbors, an international develop-
ment organization, seeks an Area Representa-
tive for South Asia. Responsibilities include
program development, strategic planning,
budgeting, evaluation, reporting, administra-
tion and fund-raising. Travel 30-40% of time.
Requires 5-10 years experience direct field
level program development within South Asia
and at least Master’s level education. Experi-
ence with integrated programs in 2 or more
of the following areas essential: Sustainable
Agriculture and Rural Livelihoods, Natural
Resource Management, Reproductive and
Community-based Health; Savings and
Credit, Community/Group capacity building.
Solid analytical, documentation, communi-
cation skills needed. Excellent English and
fluency in a suitable local language (Nepali
or Hindi) required. Competitive salary com-
mensurate with experience, plus benefits.
More information visit: www.wn.org or re-
quest by e-mail. World Neighbors is an equal
opportunity employer. Women and people of
all ethnic backgrounds are encouraged to ap-
ply. Send CV, references and cover letter to:
ksanders@wn.org or World Neighbors, 4127
NW 122nd St., Oklahoma City, OK 73120,
USA, attn: HR.
Director, Corporate Business Development
> Baltimore, MD
The International Youth Foundation (IYF) is
a nonprofit organization that prepares young
people to be healthy, productive and engaged
citizens. IYF seeks a Director for Corpo-
rate Business Development for the Business
Development Department in Baltimore,
MD. The Director of Corporate Business
Development will lead the development of
new corporate programs and expand exist-
ing corporate initiatives. Responsibilities
include management and development of
corporate sector revenue development goals,
strategies and plans. Lead and prepare brief-
ing papers, concept papers, proposals and
budgets for funding and implementing new
corporate programs. Lead and manage the
conceptualization and development of new
innovative programs, and enhancement and
expansion of existing programs. Work with
IYF’s large public sector funded programs
to support private sector leverage. Require-
ments: Advanced degree in a field relevant to
IYF’s mission and programs (e.g., business,
marketing, social science, international rela-
tions or public policy). 7-8 years of experi-
ence in fundraising or working with private
sector CSR programs. Demonstrated strong
project management, planning and budgeting
skills. Strong proposal development, writing
and editing experience, targeting resource de-
velopment with corporate donors. Analytical
ability to identify and establish priorities and
attend to all details in a professional manner.
See complete job description for more details
at www.iyfnet.org. Submit resume and cover
letter to jobs@iyfnet.org.
Director, Public Sector Business
Development > Baltimore, MD
The International Youth Foundation (IYF) is
a nonprofit organization that prepares young
people to be healthy, productive and engaged
citizens. IYF seeks a Director for Public Sec-
tor Business Development for the Business
Development Department in Baltimore, MD.
Responsibilities include leadership role in
securing resources from a variety of public
sector sources, both bilateral and multilat-
eral, for the development of new programs
and partnerships that support IYF’s strategic
priorities. Identifying potential new funding
Interested in placing a job announcements or advertisement? Email publications@interaction.org

opportunities both in the United States and abroad, by responding to

solicitations as well as identifying unique IYF development opportu-
nities. Lead and manage the conceptualization and development of
new innovative programs, as well as the enhancement and expansion
of ongoing programs. Requirements: Advanced degree in a field rel-
evant to IYF’s mission and programs (e.g., business, marketing, social
science, international relations or public policy). 7-8 years of experi-
ence in fundraising, program development and/or program manage-
ment in the international development sector, with a proven track re-
cord in business development. Strong proposal development, writing
and editing experience, targeting resource development with USAID
and other government overseas development agencies and multilateral
institutions. See complete job description for more details at www.
iyfnet.org. Submit resume and cover letter to jobs@iyfnet.org.

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helping refugees running from the horrors
of war and persecution. We rescue their
lives with immediate relief. We rescue their
futures by supporting them through
recovery toward renewal. We rescue their
freedom, enabling those given a new
home in the U.S. to become settled and
self-reliant. For 75 years, the IRC has been
raising alarms with a global call to action
and restoring hope, dignity and opportu-
nity for vulnerable people worldwide.
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Cash-for-Work scheme in Lamno, Indonesia: Concrete IRCjobs.org

rings made by local people and sold to Oxfam for the
construction of wells and drainage.
Photo: Pariphan Uawithya/Oxfam 2005 From Harm to Home

MONDAY DEVELOPMENTS November 2007 35

SENIOR DIRECTOR
OF HOUSING
AND HUMAN
SETTLEMENTS
Position based in Atlanta,
Georgia, USA
Habitat for Humanity International
(HFHI) which ranks among the largest
U.S. house builders and charities, and
is also a Christian ministry dedicated
to eliminating substandard housing
in the U.S. and throughout the world,
is seeking a Sr. Director of Housing
and Human Settlements to work in its
Global Programs Division.
Reporting to the vice president of
Global Development and Support,
this position oversees the design,
evaluation, and implementation of
programs and strategies which will
better enable the organization to
achieve its goals related to global
Housing and Human Settlements.
The ideal candidate will possess 6 to
10 years of progressively responsible
experience in management,
development, and evaluation of
new and innovative construction
techniques, methodologies and
products. An extensive working
knowledge of construction methods
in areas of the world outside the
US is a must. A Bachelor’s degree
in architecture, urban planning,
or a similar technical discipline
is required. Certification in the
construction is preferred.
If you would like to fill a key role
with a dynamic organization making
a difference in the U.S. and around
the world, you can express interest by
going to our website, www.habitat.
org and applying on-line. HFHI is an
equal opportunity employer.
36 InterAction MONDAY DEVELOPMENTS
Senior Director
Of Volunteer
Mobilization
Position based in Atlanta,
Georgia, USA
Habitat for Humanity International
(HFHI) which ranks among the
largest U.S. house builders and
charities, and is also a Christian
ministry dedicated to eliminating
substandard housing in the U.S. and
throughout the world, is seeking a
talented professional to serve as its
Sr. Director, Volunteer Mobilization
in its Global Programs Division.
Reporting to the vice president of
Global Development and Support,
this position is responsible for the
development, measurement, and
refinement of all international and
domestic volunteer programs for
HFHI.
The ideal candidate will possess 6 to
10 years of progressively responsible
experience in volunteer program
development, measurement and
implementation in sophisticated
multi-national organizations.
Extensive working knowledge of
logistics-based programs, working
with multiple internal functions,
vendors and strategic partners is
required. A Bachelor’s degree,
ideally in Business, logistics, project
management or associated discipline
is required.
If you would like to fill a key role
with a dynamic organization making
a difference in the U.S. and around
the world, you can express interest
by going to our website, www.
habitat.org and applying on-line.
HFHI is an equal opportunity
employer.
Post-conflict specialists
Worldwide
Chemonics International, an international
development consulting company that
helps governments, businesses, civil
society groups, and communities promote
meaningful change so people can live
healthier, more productive, and more
independent lives, seeks specialists
with significant experience in post-
conflict environments for anticipated
short- and long-term crisis prevention
and recovery assignments worldwide.
Ideal candidates will be comfortable with
rapid deployment, living and working
in insecure environments, high-paced
implementation in politically charged
contexts, and adapting program activities
in response to fluid conditions. Technical
expertise needed in the following areas:
democracy and governance, humanitarian
relief, media strengthening, conflict
mitigation, community reconciliation,
infrastructure and engineering, training,
grants management, logistics and
procurement. Qualifications: minimum
five years of experience implementing
field-based, post-conflict, and transition
programming; substantial experience
working with donor organizations
preferred, including the USAID Office of
Transition Initiatives, USAID Office of
Foreign Disaster Assistance, UN Office for
the Coordination of Humanitarian Affairs,
UN World Food Programme, and Office of
the UN High Commissioner for Refugees;
proven capability managing multicultural
teams and local staff including building the
capacity of both local staff members and
local organizations; advanced degree in
relevant field preferred; experience working
with multiple stakeholders including
government officials, donor organizations,
and civil society; willing to live overseas
in unstable environments; English fluency
and proficiency in least one other language.
Application Instructions: send electronic
submissions to postconflictspecialist@
chemonics.com by November 30, 2007. No
telephone inquiries, please. Finalists will
be contacted.
Interested in placing a job announcements or advertisement? Email publications@interaction.org

The International Rescue Committee responds to the world’s worst crises, helping refugees
running from the horrors of war and persecution. We rescue their lives with immediate
relief. We rescue their futures by supporting them through recovery toward renewal. We
rescue their freedom, enabling those given a new home in the U.S. to become settled and
self-reliant. For 75 years, the IRC has been raising alarms with a global call to action and
restoring hope, dignity and opportunity for vulnerable people worldwide.

Expanding IRC Team in Democratic Republic of Congo

The IRC is one of the largest aid agencies in Congo and growing. We are responding to
an escalating emergency in North Kivu–providing critical medical, water and sanitation
services as well as programs for survivors of sexual violence. We are also expanding
programs in other regions.

WE aRE SEEking SkiLLED anD COMMittED PROFESSiOnaLS FOR tHE FOLLOWing POSitiOnS:

s Chief of Party—Community s Field Coordinator s Operations Manager

Driven Reconstruction s Finance Controller s Health Coordinator
s Director, Health Programs s Human Resources Coordinator s Logistics Coordinator
s Director, Operations s Water and Sanitation/
s Director, Programs Environmental Health Coordinator

apply now at: IRCjobs.org

theIRC.org From Harm to Home

Vice-President
Business Development

The International Youth Foundation (IYF), a leader in the filed of global youth development, is seeking an entrepreneurial senior executive to
lead the organization’s international program development activities.

Key Responsibilities:
q Leadership: Lead the effort to create meaningful new business development strategies and programs that are based on a solid link to
organizational strategies and values.
q Business Integration: Develop organizational capacity to design programs that are based on the organization’s collective experience, as well
as drawing from knowledge in the field of international youth development.
q Internal Collaboration: Work closely with the CEO and senior management to meet the revenue development targets established by Board of
Directors.
q Cultivation and Stewardship: Identify and cultivate potential funding partners to ensure appropriate nurturing of ongoing donor relationships.
Lead the development of proposals and budgets, negotiation of agreements.
q Management: Facilitate and develop a team and learning environment with a collaborative approach to managing performance expectations,
developing staff, coaching/counseling and hiring as needed.
q Fiscal Management: Develop and oversee department annual operating budget.
q Stakeholder Engagement: Build relationships with key internal and external stakeholders and educate audiences about IYF’s global youth
development efforts.
q Communications: Work to protect and maintain the highest possible degree of IYF brand visibility in all new programming and other
business development activities.

For more information on preferred qualifications, please go to: http://www.iyfnet.org/document.cfm/32/908

To Apply: Please e-mail cover letter and résumé to International Youth Foundation at jobs@iyfnet.org. You will receive an acknowledgment
upon receipt of your resume and application materials. Unfortunately, we are only able to respond further to candidates chosen for interviews or
additional follow up.

MONDAY DEVELOPMENTS November 2007 37

Interested in placing a job announcements or advertisement? Email publications@interaction.org

Manager, Africa Programs

Ipas, a global non-profit leader in reproductive health, seeks a Manager for Africa programs, based in North
Carolina. Ipas’s mission is to improve women’s sexual and reproductive health, and promote women’s
reproductive rights. Reporting to the Regional Director, the Manager is responsible for the semi-annual
planning and budgeting cycle and will work closely with Country teams and the NC Africa team in planning,
developing proposals/budgets and reports. The Manager supervises the Africa program team in North
Carolina and works closely with the Regional Director to support program offices in Ethiopia, Ghana, Kenya,
Nigeria and South Africa. An estimated 35% travel required. Requirements include: minimum Bachelor’s
degree in relevant field (health, women’s development); at least 6 years relevant experience in sexual
reproductive health and rights or other relevant areas; proven management, budgeting, analytic, problem-
solving skills; demonstrated ability in proposal, report writing and budgeting; experience living in an African
country and French/other African language preferred; excellent cross cultural and sensitivity skills; strong
interpersonal, communications and supervision skills and strong computer skills, including in Microsoft
Office. We offer a competitive salary and generous benefit package. Interested parties should submit cover
letter and resume to jsolomon@globalrecruitment.net. No phone calls please. Please visit our website at
www.ipas.org for more information. EOE

Regional Director for Africa

Ipas, a global non-profit leader in reproductive health, seeks to hire a Regional Director for Africa based in
North Carolina. Ipas’s mission is to improve women’s sexual and reproductive health, and promote women’s
reproductive rights. The Regional Director is responsible for strategic planning, program development, and
supervision of program offices in Ethiopia, Ghana, Kenya, Nigeria and South Africa. An estimated 40% travel
required. Specific responsibilities include: providing leadership in strategic planning of regional and country
programs with country teams; ensuring appropriate human resources to meet regional and country objectives.
Supervises directors in five countries providing leadership in proposal development, collaborating with
country and technical teams, and responsible for reporting to donors; representing Ipas with government, NGO
partners and donors and advocates for Ipas mission at national, regional and international fora. Requirements
include: Master’s degree in relevant field; at least 10 years progressively responsible experience in sexual
reproductive health and rights; demonstrated ability in program design and proposal writing; excellent oral
and written communication skills; proven management, budgeting and supervisory skills; minimum 3 years
overseas experience in Africa with French or an African language desired; strong interpersonal, team building,
representational and diplomacy skills; excellent fundraising ability and experience with multi-lateral, bi-lateral
and private donors and strong computer skills, including power point presentations. We offer a competitive salary
and a generous benefits package. Interested candidates should submit cover letter and resume to Jill Solomon at
jsolomon@globalrecruitment.net. Please visit our website at www.ipas.org for more information. EOE

38 InterAction MONDAY DEVELOPMENTS

Interested in placing a job announcements or advertisement? Email publications@interaction.org

Senior Program Officer, Maternal Health

The Global Health Program works to reduce global health inequities by accelerating the development, deployment, and sustainability of health
interventions that will save lives and dramatically reduce the disease burden in developing countries. The Global Health Strategies (GHS) team
is seeking a Senior Program Officer who will bring high level expertise in the field of maternal health and be responsible for the development
and implementation of a portfolio of grants to support international/national/local efforts to improve maternal health and decrease maternal
mortality. The person in this position will take lead responsibility for implementing the maternal health component of GHS’s maternal, child and
reproductive health strategy, currently under development. Depending on date of hire, a requirement of this position will be preparing internal
documents and/or presentations to achieve approval of the strategy.

We are looking for an individual with strong research, data analysis, and report writing skills. The ideal candidate will have lived and worked
in multiple regions of the world for a period of time and possess the ability to translate field based research and findings into effective programs.
Experience working with the private-for-profit and private-not-for-profit sectors and strong understanding of the linkages between maternal health
and reproductive, newborn, and child health would be ideal. The candidate should have:

q An MD or PhD in related field

q A minimum of 10 years experience in the conception, design and development of global health strategies and programs that improve
maternal health and survival in developing countries. CNM is a plus. This would include (among others): evaluation of field projects,
operations research, data analysis, management of research and implementation programs focused on improving interventions,
strategies and programs that reduce maternal-related morbidity and mortality.
q A strategic approach for prioritizing maternal health and survival approaches. Experience with and interest in a broad range of global
health issues and their intersections with reproductive health, such as maternal, newborn, child and HIV/AIDS.

If you are interested in applying for this position, please visit http://www.gatesfoundation.org/AboutUs/WorkingWithUs/Jobs/JobsSearch.htm and
submit your resume online. Due to the volume of inquiries and applications we receive on a regular basis, the online application is the best and
only way to ensure that your submissions are reviewed in a timely manner.

Program Director-International Programs

The McKnight Foundation is a private family foundation established in 1953 by William and Maude McKnight. The mission of the Foundation is
to improve the quality of life for present and future generations through grantmaking, coalition-building, and encouragement of strategic policy
reform. The Foundation granted about $93 million in 2006.

Summary of Responsibilities: The Program Director for International Programs reports directly to the Vice President of Programs and works with
the VP of Programs and the other Program Directors to allocate and manage program related resources to work toward the Foundation mission in
a manner consistent with the values and operating principles. Specifically, this position is responsible for managing the work of the Collaborative
Crop Research Program (CCRP) and country-level programs in Tanzania, Uganda, Cambodia, Laos and Vietnam; designing and managing
program evaluation and supervision of program staff.

Requirements Include: Master’s degree in international development, international agriculture or a related field and a minimum of 12 years related
full time professional work experience in a foundation, nonprofit or government field with eight or more years of managerial level experience, or a
combination of equivalent experience and training. Experience working with a board of directors, preferably a family board, is strongly desired.

Experience working in Africa, Latin America or Asia is required.

Salary in the low $100,000s with excellent benefits.

Please visit The McKnight Foundation website at www.mcknight.org

for a complete job posting.

Submit cover letter and resume to: Bernadette Christiansen, VP of HR and Administration, The McKnight Foundation, 710 Second Street South,
Suite 400, Minneapolis, MN 55401. Or email application to jharshner@mcknight.org

Applications accepted through January 4, 2008

MONDAY DEVELOPMENTS November 2007 39

Interested in placing a job announcements or advertisement? Email publications@interaction.org

International Medical Corps is a global non-profit health care

organization dedicated to saving lives and relieving suffering through
health care training and relief and development programs. By offering
training and health care to local populations and medical assistance
to people at highest risk, and with the flexibility to respond rapidly to
emergency situations, IMC rehabilitates devastated health care systems
and helps bring them back to self-reliance.
International Relief Development (IRD) Inc., a non-profit organization
specializing in international development and humanitarian assistance,
seeks a Director of Civil Society for its Arlington, Virginia Office. Ideal
candidates will be able to successfully manage program operations,
policies and program development as it pertains to the Civil Society
sector.

Director, Communications (Santa Monica, CA)
The Director of Communications will manage all of IMC’s
communications activities, including press, online strategies and
publications. The director will serve as part of a team that helps develop
strategic direction and marketing for IMC. Develop responsive and
versatile communications, marketing and representation materials,
services including website, online marketing tools, brochures, and the
annual report; Oversee all media strategies and contacts, including
preparation of talking points for interviews, identifying key target
audiences, and all aspects of the website. Develop and manage brand
identity; oversee the production of all video, audio and multimedia efforts
EDUCATION and/or EXPERIENCE: Bachelor’s degree 5-7 years of
public relations or media experience. Experience in writing speeches,
statements and talking points under tight deadlines. Knowledge of new
media, including familiarity with online strategies, website design,
software development and video/audio production.
*Apply online at www.imcworldwide.org
Duties: Direct headquarters and the field staff in the development and
implementation of Civil Society programs; Develop short and long term
strategy and plans for new Civil Society program development activities
worldwide; Identify appropriate Civil Society bidding opportunities;
Provide necessary implementation support / back-stopping to assure
grant/CA/contract terms are met; Develop appropriate monitoring
and evaluation plans as well as other necessary procedural tools;
Responsible for managing evaluation trips for new opportunities and
existing programs
Qualifications: Bachelor’s degree in relevant field required; Minimum
of 5 years relevant overseas work experience; Five plus years working
a Senior Manager/Director level position; Proven ability to manage
business development and program implementation team; Successful
track record in securing funding, especially from USG sources;
Knowledge of USG regulations and other donor, grant regulations
strongly preferred; International travel required.
Please apply online at www.ird-dc.org under careers, reference:
Director, Civil Society. IRD is an equal opportunity employer.

International Medical Corps is a global non-profit health care organization dedicated to saving lives and relieving suffering through health care
training and relief and development programs. By offering training and health care to local populations and medical assistance to people at highest
risk, and with the flexibility to respond rapidly to emergency situations, IMC rehabilitates devastated health care systems and helps bring them
back to self-reliance.

Director, Health Technical Unit (Washington DC)

The primary responsibility of the Director, Health Technical Unit is to provide oversight and guidance for IMC’s health programs.
Support the development of global, regional and country strategies for comprehensive health-related interventions, including Primary Health
Care, HIV/AIDS, Nutrition, Water and Sanitation, Gender Based Violence, Reproductive Health, etc. Provide technical and management support
to offsite/regional and country projects and personnel. Conduct monitoring and evaluation trips to the country programs - 30% travel. Assist in
developing training curriculums for medical and Country Directors related to technical health matters as needed. Assist/Lead emergency response
teams when necessary. Qualifications: Applicant should have an advanced degree in relevant health field (MPH, Dr. PH). Minimum of 5 years
experience covering international health programs. Demonstrated program, personnel management, and proposal development skills.

Director of International Operations (Washington DC)

Plan, design, develop IMC’s humanitarian response activities & international programs. Analyze project activities, costs, operations, and
forecast data. Conduct and supervise needs assessments and feasibility studies. Supervise development of concept papers, project proposals and
responses to RFPs. Liaise with donor agencies, UN agencies, int’l organizations, institutions & other NGOs. With President & CEO, formulate
and administer IMC’s strategies and policies. Supervise and manage team of desk officers and senior desk officers. 25% travel required to Santa
Monica, CA headquarters and field offices. Qualifications: Bachelors Degree in International Relations or related field. 5-10 years of experience,
3 years in a resource deprived area. Program design and management experience required.

Please apply online at www.imcworldwide.org

40 InterAction MONDAY DEVELOPMENTS

Interested in placing a job announcements or advertisement? Email publications@interaction.org

Senior Director – Saving Newborn Lives Initiative

(Washington D.C)
Save The Children, a leading relief and development organization, creating lasting change for children in need in the United States and
around the world, has an exciting opportunity for an MD with neonatal training/experience to impact the survival rates of newborns.

The Senior Director is responsible for the overall strategic development, implementation, monitoring, and accountability of the Saving
Newborn Lives (SNL) Program. He/she, in collaboration with members of the SNL Senior Management Team, is responsible for ensuring
Program targets and benchmarks are set, resources allocated, and results achieved in order to reach impact at scale. The Senior Director is
a key member of the Office of Health senior management team and plays a leadership role in advancing newborn health in support of the
Agency’s strategic plans. At the global level, the Senior Director will also serve as a key advocate and spokesperson for newborn health on
behalf of SNL and Save the Children.

Requirements: MD with pediatric and neonatal health training or equivalent experience and graduate level training in public health. 15
years experience in international development in designing, implementing and evaluating programs to improve maternal, newborn, and
child health and survival. Experience in leading and managing a major health program that addresses the development of state of the art
practices. Ability to develop and apply monitoring and evaluation plans to determine program results and monitor impact. Experience
leading the development of effective and responsive project proposals, implementation plans and monitoring frameworks. Strong
interpersonal and management skills, and ability to work effectively in a team situation, and in cross-cultural settings. Strong English
verbal and writing skills and ability to give effective and engaging presentations. Willingness to travel, as much as 30-40 percent time.

Interested candidates please follow the link and apply on line at: Jobs: Save the Children
Click on current career vacancies and then on Development Programs for Children.

Coordinator, Kumo Sub-Office INTERNATIONAL INSTITUTIONS/ORGANIZATIONS

The George Bush School of Government & Public Service invites
Location - Kumo, Sudan applications and nominations for a tenure-track assistant professor with
expertise in international institutions/organizations. Of particular interest
Save the Children, the leading independent organization creating real
are scholars with expertise on institutions – both global and regional
and lasting change for children in need in the U.S. and around the world,
– involved in issues of development (e.g., country economic and social
seeks a strong Coordinator who will be responsible for the overall
development, health, poverty reduction, etc.). Successful candidates must
management of the Save the Children activities in the Kumo region. This
have a doctorate in a relevant field and a demonstrated commitment to
includes working in close coordination with staff, local authorities and
high quality research. Practical field experience in working with one or
other partners to ensure proper and effective program implementation,
more institutions will be treated as a valued asset.
and representation of the agency in the local community and partners.
The Sub-office is responsible for timely and accurate financial and
Established in 1997, the Bush School is a non-partisan, graduate school
program reporting as well as monitoring budgets, procurement and
of public and international affairs that offers professional degrees with a
ensuring adherence to the detailed implementation plans. This position
multidisciplinary faculty at Texas A&M University, an equal-opportunity
will be based in Kumo, but will require frequent travel throughout the
employer. For further information see http://bush.tamu.edu.
area as well as to Khartoum.
Review of applications will begin in November and will continue until
Additional Qualifications: Masters degree in social science field or
the position is filled. Send a formal letter of application, curriculum vitae
Bachelors degree plus 5 yrs experience is required. Relevant field
and three letters of recommendation to:
experience in the region or Sudan is required, preferably in East Africa.
The ability to speak and write in English essential; knowledge of Arabic
MPIA Search Committee
language is ideal; and knowledge of health programming would be
George Bush School of Government
desirable. Strong program management, capacity building skills and
and Public Service
solid representational skills are all critical for success.
Texas A&M University
4220 TAMU
How to Apply: Please apply for the position directly at : www.
College Station, TX 77843-4220
savethechildren.org/careers/index.asp and specify position #3493. EOE

MONDAY DEVELOPMENTS November 2007 41

Interested in placing a job announcements or advertisement? Email publications@interaction.org
Senior Specialist, Sub Grants,
Washington, DC
The primary point person to give
financial, contractual and compliance
support on Agency sub-grants and
subcontracts. This includes development
and enhancement of country office
based systems, and training field staff
on latest grant compliance techniques
including sub-grants management and
requirements for managing contracts/ sub-
contracts. Update the sub-grant manual;
set sub-grant review guidelines for area
grant staff to ensure meeting program
goals and donor requirements; provide
technical advice on sub-grantee review
and selection, pre-award assessment,
monitoring, closeout, termination and
audits. Develop, design and deliver
innovative and interactive training sessions
that encourage sharing of best practices
and knowledge of donor regulations.
Negotiate boilerplate agreements with
donors at the headquarters level for policy
level decisions.
Requires a minimum of five years prior
experience in NGO or PVO grant/sub-
grant management in a matrix relationship
in a geographically dispersed organization;
knowledge of grant documents and
compliance issues; ability to support vision
of Policy Management, contribute to and
participate in operational planning process,
perform analysis and routine technical
aspects of grant management processes.
Competency in the development of
management systems with automated tools
such as spreadsheets and databases with
thorough knowledge of OMB Circulars
A110, A122, and A133 required.
Strong written and verbal communication
skills including that include negotiation,
mediation, and sensitivity to differing
opinions; the ability to prioritize workload
and multi-task in a fast-paced environment
and remain detail oriented and organized.
Knowledge of European donors
and experience with auditors a plus.
Computer fluency in Word, Excel, Access,
PowerPoint, Lotus Notes, and Acrobat
Writer essential; must have a Bachelor’s
Degree or equivalent relevant experience.
Please visit our Career Website at http://
www.savethechildren.org/careers/index.
asp and apply online to position # 3510
42 InterAction MONDAY DEVELOPMENTS
Associate Direct Management
Support, HIV/AIDS
Washington, DC
Heads the HIV/AIDS Office’s management
and administration team and is responsible
for the office’s budgeting, program
development support, and financial and
systems planning. S/he also oversees
program/project support as it relates to
grant/sub-grant and sub-contracts and
human resources management, proposal
development, and dissemination of
pertinent information to the field. S/he
supports the field with advice and direction
for project and grant compliance and
project implementation regarding rules
and regulations relative to cooperative
agreements and sub-contracts; and
coordinates with Country Offices and
Leadership Giving to facilitate program
funding for HIV/AIDS programs. This
person plays the role of team manager
where applicable by managing team
communications and information sharing,
facilitating team decision-making, drafting
key sections of proposals, and ensuring
the production of a quality proposal, in
coordination with HO technical staff
and field staff. Requires 5 - 8 years
experience in program/operations and
development with overseas experience
in the field of international health (HIV)
with non-profit, or development relief
organization; knowledgeable of finance
and budget, specifically the development
and management of large complex budgets
with multiple funding streams; experience
in budget development and program
management and coordination, including
USAID grant/sub-contract proposal
development and project management;
liaising with international bodies,
governments, funding and technical agencies
on issues of policy and education program
planning; strong interpersonal, oral, and
written communication skills, including
public speaking skills and experience;
ability to problem-solve, handle many tasks
at once, and determine priorities; high
level organization and coordination skills
with experience working in fast-paced
environment; team player and experience
working with multi-cultural partners and
team members; computer proficiency,
particularly in Excel; ability to travel up to
10% of the time in/outside the USA; MBA,
MPH, MA in Public Health-related field.
Language proficiency in Spanish or French
preferred. Please visit our Career Website
at http://www.savethechildren.org/careers/
index.asp and apply online to position #3511.
Advisor, Psychosocial
Washington, DC
The Psychosocial Advisor will provide
technical backstop to ongoing field
based programs, design and evaluate
field projects, lead in developing and
rolling out psychosocial tools and
models. The Advisor will focus on
strengthening the quality of program
design, training initiatives and
monitoring, and project evaluation;
provide technical assistance to country
offices and emergency response teams
on program design, development and
implementation; support assessment,
design, baseline development,
implementation, monitoring,
evaluation, and documentation; write
stand-alone proposals on psychosocial
programming and contribute technical
expertise to the writing of multi-
sectoral proposals; and support
the integration of psychosocial
programming within other programs
and sectors.
This position requires a minimum
of 7 - 9 years field-based technical
experience in working on psychosocial
or related programs. Experience
designing and evaluating psychosocial
programs with children, youth, and
families in difficult circumstances;
and proposal development for bilateral
donors and private foundations;
understanding of-cultural training and
developing programming guidelines
required; excellent writing and
communication skills in English
essential; demonstrated ability to work
effectively in insecure environments
as well as the capacity to be extremely
flexible and accommodating in difficult
working circumstances. Masters degree
required in relevant field. Travel up to
40% of time. Language skills strongly
desired.
Please visit our Career Website at
http://www.savethechildren.org/
careers/index.asp and apply online to
position # 3490.
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MONDAY DEVELOPMENTS November 2007 43

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InterAction is the largest alliance of U.S.-based
international development and humanitarian
nongovernmental organizations. With more than 160
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work to overcome poverty, exclusion and suffering by
advancing social justice and basic dignity for all.

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Contact our PVO Specialists:
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