Fin ob o ers

j
d n p .in
ca

jo
yo a t
November 2010 • Vol. 28 • Issue 11

re

ur ge er
ne 30 ac
bsxt o t
de r o io
ve nl n.
lop ine or
me at g
nt
Monday Developments Magazine
The Latest Issues and Trends in International Development
and Humanitarian Assistance

Encouraging
Transparent Aid

InterAction’s
Global A Conversation
with Peace Corps Director

Hunger Aaron Williams

Challenge
Could You Live On
Less Than $5 a Day?
www.mondaydevelopments.org

Coca-Cola,
Golden Arches
and Soap Operas
Washington, DC 20036
1400 16th Street NW, Suite 210
InterAction
 Where do YOU find the latest issues and
trends in international development and
humanitarian assistance?

Monday Developments Magazine provides in-depth news and commentary on global trends that affect relief,
refugee and development work. Monday Developments also describes new resources for humanitarian workers,
professional growth opportunities, upcoming events and employment listings.

Subscribe now at
Monday Developments Magazine
www.mondaydevelopments.org
Monday Developments Magazine
THIS ISSUE
November 2010 Vol. 28 • No. 11
10
Features
10 InterAction’s Global
Hunger Challenge
Highlighting the daily impact of
hunger around the globe.
By Katie Delaney
12 Transparent Aid
The building block of the new
U.S. Global Development Policy?
By Karin Christiansen
14 Effective Corporate
Partnerships
When expectations are clear, both
sides can benefit.
By Susan Rae Ross
12
17 Departments
4 Reflections from
the President
5 InfoBytes
9 Washington Update
27 Best Practices
29 Events
30 Job Opportunities
23 HEAT: Hostile
Environment Awareness
Training
Must-have knowledge before
heading to dangerous locations.
By Andrew K. Gibson
25 Coca-Cola, Golden
Arches and Soap Operas
Integrating effective, 18
Entertainment-Education
communications into development
programming.
By Lindsey Wahlstrom
16 Fueling the Future
Maximizing fuel conservation with
the Integrated Cooking System.
By Patricia McArdle
17 Energy Efficient
Cook Stoves: Burning
with Possibilities
By David T. Dyjack
18 A Conversation
with Aaron Williams
A new series of conversational
interviews with influential people
affecting the NGO community.
By Monday Developments staff
21 Gender-Based
Violence in Post-
Earthquake Haiti
Turning crisis into an opportu-
nity for real and lasting change.
By Lina Abirafeh 25
November 2010 MONDAY DEVELOPMENTS 3
 Reflections from the President
Bridging the Development
Assistance Divide
The primary role of U.S.
foreign development
assistance during the Cold
War was as a national security
tool, with an occasional nod
to advance human needs.
As the 1990s brought an end to that era, a wave of
democratization took hold among developing coun-
tries and foreign assistance began to expand to con-
sider broad economic, political and security interests.
Throughout the same time, private development
actors worked with local communities around the
world to improve standards of living and to advance
a range of individual rights. The development assis-
tance system evolved, as it continued to reflect dif-
ferent goals and missions, in a fractured state. The
current aid architecture includes two parallel aid
systems: one system with the stature and official
resources of the nation-state; and the other privately
funded, with the local confidence and expertise from
decades of local community engagement.
As the United Nations Millennium Development
Goal (MDG) Review Summit caught the world’s
attention this past September, it was difficult not to
see reflections of these two aid systems. Over the
last 10 years of MDG-related work, international
and local non-governmental organizations (NGOs)
have proven that they are fundamentally central to
effective development. The UN and many coun-
tries, most notably the United States, have openly
acknowledged that NGO participation is essential
to the success of the MDGs. However, the work of
NGOs and civil society groups is seen as largely
peripheral to the official UN MDG Review Summit,
showing a gap between rhetoric and reality. The
operational NGO community is often sidelined,
even as the language of public-private partnerships
is becoming de rigueur.
Many encouraging partnerships were forged dur-
ing the Summit. For example, Secretary Clinton
and Minister Martin of Ireland launched the 1,000
Days movement (thousanddays.org) in support of
the Stand Up for Nutrition (SUN) effort with part-
nerships in both the NGO and private sector com-
munity. The 1,000 Days movement hopes to prevent
lifelong handicaps due to child malnutrition during
4 MONDAY DEVELOPMENTS November 2010
the first 1,000 days of life.
This movement is but one
example of effective cross-
collaboration and common
advocacy between the UN,
donor governments, NGOs
and the private sector. The
success of the movement’s
launch and the high-level
interest from government
parties it generated is an encouraging sign for lever-
aging development efforts through government-
NGO partnerships.
Many new development initiatives to advance the
MDGs were discussed during the Summit. From
how to stimulate economic growth and food security
for poor women, to ways to reduce maternal mor-
tality or provide clean drinking water, there was an
outpouring of political energy and know-how into
making a difference in the lives of the world’s poor-
est citizens. Throughout the Summit, official and
unofficial conferences proposed many solutions and
ways to meet the MDGs. But whether language in
New York will translate into the necessary political
will to act in developing countries, follow through
on resource promises by donors, or understand the
need to engage vulnerable or marginalized popula-
tions remains to be seen.
The MDG Review Summit was not just a celebra-
tion of our development successes so far, but also a
concerted effort to accelerate sustainable develop-
ment results. As the memory of the September Sum-
mit fades for most international policymakers, it is
our role as the actors closest to local communities
to pressure governments to follow through on their
commitments. We need to continue to work towards
linking the parallel public and private development
assistance systems. Cross-sector initiatives such as
the 1,000 Days movement give us a model to work
towards. I thank you all for your commitment to
development assistance worldwide and encourage
you to expand your partnerships to create a unified
development assistance system based on effective
collaboration. MD
Sam Worthington
President and CEO
InterAction
Monday Developments Magazine
Managing Editor/Art Director
Chad Brobst
Advertising/Subscriptions
Katherine Delaney
Copy Editor
Kathy Ward
News Editor
Tawana Jacobs
Proofreader
Margaret Christoph
Monday Developments Magazine
is published by:
InterAction
1400 16th Street, NW, Suite 210
Washington, DC 20036
Tel: 202.667.8227
publications@interaction.org
ISSN 1043-8157
Monday Developments Magazine is pub-
lished 11 times a year by InterAction,
the largest alliance of U.S.-based interna-
tional development and humanitarian non-
governmental organizations. With more
than 185 members operating in every
developing country, InterAction works to
overcome poverty, exclusion and suffer-
ing by advancing social justice and basic
dignity for all.
InterAction welcomes submissions of
news articles, opinions and announce-
ments. Article submission does not guar-
antee inclusion in Monday Developments.
We reserve the right to reject submis-
sions for any reason. It is at the discretion
of our editorial team as to which articles
are published in individual issues.
All statements in articles are the sole
opinion and responsibility of the authors.
Articles may be reprinted with prior per-
mission and attribution. Letters to the
editor are encouraged.
A limited number of subscriptions are
made available to InterAction member
agencies as part of their dues. Individual
subscriptions cost $80 a year (add $15
for airmail delivery outside the U.S.)
Samples are $5, including postage.
Additional discounts are available for
bulk orders. Please allow 4-6 weeks for
delivery. Advertising rates are available
on request.
 InfoBytes
CRS’ Ken Hackett to Step
Down as President
In September CRS announced it will begin a
search for a successor to Ken Hackett, who
will retire after leading the agency since 1993.
A committee comprised of CRS Board
members will conduct a nationwide search for a
successor to Mr. Hackett with a goal of installing
the next president by January 2012. Mr. Hackett
has agreed to continue serving as president for
six months beyond
the expiration of his
current five-year
term in June 2011.
He will serve
beyond that as a
consultant until
July 2012 to assist
in the transition to
new leadership.
“Over two years
ago, Ken Hackett,
our esteemed president, challenged the Board
to become robustly intentional in our strategy
for future leadership transition, including his
own office as CEO,” wrote CRS Board Chair
Archbishop Timothy M. Dolan in a note to staff
worldwide.
Mr. Hackett, 63, joined CRS in 1972 follow-
ing Peace Corps service in Ghana. He served
CRS in posts throughout Africa and Asia, as
well as in a variety of positions at CRS head-
quarters, before taking the helm in 1993. During
Mr. Hackett’s tenure, CRS has become one of
the largest and most respected international hu-
manitarian agencies, growing from an operating
budget of approximately $300 million, when he
began leading the agency, to more than $800
million today.
Archbishop Dolan acknowledged Mr. Hack-
ett’s contributions, which include leading the
agency through emergencies like Hurricane
Mitch in the late 1990s, multiple famines in
Africa, the Indian Ocean tsunami in 2004 and
the Haiti earthquake earlier this year, as well as
shepherding a major initiative to provide life-
saving medication to people with AIDS in the
developing world. Under Mr. Hackett’s leader-
ship, CRS went through a major institutional
transformation. Following the 1994 genocide in
Rwanda, which occurred shortly after the agency
began efforts to clarify its mission and identity,
CRS incorporated a justice-centered focus in all
Photo: CRS
its programming, using Catholic social teaching
as a guide.
Films not to miss... of one of the goats he has bought online and
discover for himself whether his ethical gift
By Sean Patrick Murphy
giving is making the impact he hoped for with
Where’s my goat? (2010)
his goat idea.
Along the way he encounters both
supporters and detractors of the ethical gift
concept. But one question is paramount to him:
“where’s my goat?” Using humor, animation
and a sincere desire to assess whether his
good faith gesture is truly making a difference,
the filmmaker’s search for “his” goat is a
provocative, outside-the-box look at charity,
western views of it and the impact a specific
initiative might have.
While the film has a light-hearted tone,
the goal is to provoke questions in the minds
of viewers: Have you ever considered the
staggering amounts of disposable materials
distributed as swag? Are ethical gifts a
solution? Is Christopher mistaken in his hope
that ethical gifts are doing good?
In the end, the audience does not have to
take Christopher’s word for it. They will have
seen for themselves the story of the families
along the way. Christopher’s journey simply
After weeks of debating what promotional item underlines the reality of his ethical gift’s impact
might make the most sense for his business, on the ground.
filmmaker Christopher Richardson settles on a The audience is never subjected to
curious approach to thanking clients for their a “soapbox moment”, where the film is
business: he will buy goats in his clients’ names overbearing with a clear advocacy moment.
for families in the developing world. But as the Christopher takes us on his journey, to find his
list of gifted goats grows, some clients question goat; the viewer is encouraged to consider the
whether the animals actually exist. Christopher results and make up their own mind.
decides to travel to a Zambian village in search See the trailer at www.WheresMyGoat.ca
New Guide to External Education Financing
At the INEE Policy Roundtable on Education Finance in 2008, the INEE Work-
ing Group on Education and Fragility brought together approximately 45
experts and practitioners from developed and developing countries to review
financing modalities for education in situations of fragility and chronic crises.
The recently released product of this discussion—the INEE Reference Guide
on External Education Financing—is a resource that explains donor educa-
tion funding strategies and mechanisms. The guide’s purpose is to enable
national education policymakers and other stakeholders to better understand
the design, goals and constraints of various funding mechanisms and why
donors choose one mechanism over another to support education. By clarify-
ing the aid architecture and defining the mechanisms used within it, the guide
can help national education stakeholders better navigate country-donor rela-
tionships, thereby improving the funding and management of national educa-
tion systems in fragile contexts.
The Reference Guide and other information on education financing can be
found at www.ineesite.org/educationfinancing.
November 2010 MONDAY DEVELOPMENTS 5
InfoBytes
New Members
Join InterAction
InterAction is pleased to welcome the
following new members to its alliance:
Center for Interfaith Action on
Global Poverty (CIFA) is dedicated to
improving the capacity and effectiveness
of the faith community in its collective
effort to reduce poverty and disease.
Operating at the intersection of faith and
development, CIFA works to harness the
potential of the faith sector as a positive
force for global development. CIFA does
this through increased interfaith coordina-
tion, best practices and model sharing,
innovative mobilization of resources, and
influential advocacy to governments and
the general public.
CIFA’s innovative approach has cre-
ated a new model for action that system-
atically supports and shapes the efforts
of faith leaders and faith-based organiza-
tions to more effectively address critical
health issues in the developing world.
The organization’s programs have made
noteworthy advances in meeting their
goals to promote interfaith action, while
also demonstrating the effectiveness of
the faith sector as a credible development
partner, securing and mobilizing re-
sources for the sector, and supporting the
communities’ voice to build capacity both
domestically and in the developing world.
IMA World Health is a faith-based
organization working to restore health,
hope and dignity to those most in need.
It is a specialist in providing essential
healthcare services and medical supplies
around the world. Since 1960 IMA
World health has reached out to the
most vulnerable people in the developing
world. In countries ravaged by war and
6 MONDAY DEVELOPMENTS November 2010
poverty, IMA’s medicines, programs and
training have made a real difference
to parents and their children, fostering
hope through health and healing where
it matters most. They provide essential
medicines and medical supplies. Their
international public health programs, IMA
medical boxes, Safe Motherhood Kits,
Healthy Kids Kits and targeted donations
deliver urgently needed supplies to those
who need them most.
In addition to HIV/AIDS care and
treatment, IMA has a long history
targeting diseases that do not always
make the news, including neglected
tropical diseases and the disfiguring
and deadly childhood cancer Burkitt’s
lymphoma.
Jhpiego enhances the health and
saves the lives of women and families
in limited-resource settings. For nearly
four decades, it has put evidence-based
health innovations into everyday practice
to overcome barriers to high-quality
health care services for the world’s
most vulnerable populations. From its
origins providing technical expertise in
reproductive, maternal and child health,
Jhpiego has grown to embrace new
challenges, including HIV/AIDS, malaria
and cervical cancer prevention—reflecting
the increasing interconnectedness of
global health.
Jhpiego’s program management
strategy recognizes the technical
complexity and geographical, cultural,
socio-economic and political diversity of
its programs. The organization develops
global program initiatives and technical
interventions that can be adapted for
country-specific applications. In support
of this field-driven philosophy, Jhpiego
uses a decentralized organizational
structure that consists of a global
“delivery system” designed to implement
the entire portfolio of Jhpiego awards
with assistance from key technical,
programmatic and administrative staff.
MedShare bridges the gap between
surplus and need to improve healthcare
and the environment through the efficient
recovery and redistribution of surplus
medical supplies and equipment to those
most in need. Due to legal exposure,
U.S. hospitals and manufacturers discard
5,000 tons of useful medical supplies
every day, an estimated $6.5 billion
worth of materials each year. Meanwhile,
underfunded hospitals and clinics in
economically developing nations struggle
to service their populations. Through its
innovative hospital recovery program,
MedShare offers healthcare facilities a
unique opportunity to divert this surplus
from landfills and make it available to
hospitals with demonstrated need in
the developing world, as well equipping
medical mission teams, and safety
net health clinics in the communities
MedShare serves.
Its shipments of medical supplies and
equipment have decreased the U.S.
carbon footprint and brought healing and
the promise of better lives to 80 countries
and countless patients.
Phelps Stokes connects visionary
leaders and organizations with big ideas
with the resources needed to make
lasting social change to meet the needs
of Africans and underserved communities
in the Americas.
At Phelps Stokes, its people start by
asking what is possible. They strive to
see the world not just as it is, but as what
it can become. This innovative thinking
has helped them imagine a more just and
sustainable world; and their incubation
and support of pioneering people and
programs is helping to bring their world
view to life.
InfoBytes
Phelps Stokes believes all people can
make a difference as long as they believe
in themselves and what is possible.
The organization thrives on education,
leadership and passion, and it forms
relationships with people who truly desire
to make their voices heard and create
lasting social change.
Since 1911, Phelps Stokes has been
a trusted partner of visionary leaders,
foundations, corporations and nonprofits
committed to creating lasting social
change. After nearly a century, Phelps
Stokes is as committed as ever to
leveraging all of its support and resources
to helping big ideas break through.
InterAction is pleased to welcome
its first Associate Member* Eastern
Mennonite University, Center for
Justice and Peacebuilding (CJP),
which equips and sustains individuals,
institutions and communities to work for
justice and peace through education,
training, practice and research. CJP
works to develop leadership to create
a just, peaceful and secure world. A
graduate program at Eastern Mennonite
University, CJP has three divisions that
work in coordination: the administration,
the graduate program, and the Practice
InterAction Standards
By Taina Alexander, Program Manager, Membership
& Standards, InterAction
InterAction members do not take lightly the
trust placed in them by the American public.
Accountability is not only a member’s respon-
sibility, it is also part of its mission and the core
values that drive its work. Earning and keeping
the public trust remains important for all Inter-
Action members. And remaining in the forefront
of accountability standards for the NGO com-
munity both in the U.S and abroad is impera-
tive. A collective commitment to quality and
transparency by coalitions like InterAction is an
essential part of maintaining and enhancing the
and Training Institute (PTI). PTI programs
include the Summer Peacebuilding
Institute, Seminars for Trauma Awareness
and Resilience, the Coming to the Table
program and other intensive training,
program, and partnership opportunities.
CJP’s 3D Security Initiative fosters
civil society-military dialogue on human
security and builds connections between
U.S. government and the field of
peacebuilding.
As an Associate Member of
InterAction, CJP will bring significant
benefit to the InterAction community
by promoting strong relationships with
NGOs for partnerships in practice,
theory, research and training. CJP will join
many of our peers in exchanging ideas
and working collaboratively with U.S.
NGO leaders to shape and strengthen
the nonprofit division. CJP will also
provide a key link between NGOs,
education and training/practice.
*In 2009, InterAction member CEOs
and the Board of Directors endorsed a
strategic expansion of InterAction’s current
membership structure and approved
the creation of an Associate Member
category. Since then, InterAction has
been considering different institutions
that would meet the eligibility criteria for
Associate Members and decided to begin
by approaching educational institutions
that have development or/and humanitarian
programs.
accountability of the NGO sector.
To facilitate the reliable assessment of their
work abroad, InterAction members tasked the
organization with developing standards and
mechanisms to assure their accountability and
credibility to the public, funders and the people
they serve. The result is InterAction’s Private
Voluntary Organization (PVO) Standards.
Since 1994, to improve and enhance their ac-
countability, transparency and effectiveness,
InterAction members have certified their compli-
ance with the PVO Standards. The standards
are a set of ethical guidelines covering gover-
nance, financial reporting, fundraising, public re-
lations, management practices, human resources
and program services. They are continually
reviewed, revised, strengthened and adjusted to
November 2010 MONDAY DEVELOPMENTS
Member
✓
Standards
ensure we are always ahead of the curve, reflect-
ing the best thinking and best practices in all
sectors. To join and remain a member of InterAc-
tion, organizations must adhere to the PVO Stan-
dards. Each member organization undertakes a
rigorous self-certification called Self-Certifica-
tion-Plus (SCP) every other year, using various
types of documented evidence to re-certify its
compliance with each standard. Any member
that does not complete the Self-Certification-
Plus process verifying compliance is suspended
from membership until it is completed.
Although compliance with the PVO stan-
dards is a self-regulatory process, it is an
important mechanism for demonstrating the
integrity and accountability of our members. In
fact, most members consider it a very useful
way to review their internal policies and improve
systems. The current Self-Certification-Plus
process became mandatory for all members
in 2006. The second mandatory round of the
process, conducted in 2008, showed signifi-
cant progress. The 2010 Self-Certification-
Plus process is well under way. Each member
organization must submit its completed form to
InterAction no later than December 31, 2010.
Non-compliance will result in suspension from
InterAction membership.
To learn more about InterAction PVO Stan-
dards and the Self-Certification-Plus, please
contact the author at talexander@interaction.org.
LOOKING FOR A NEW JOB
careers.interaction.org
IN Development and relief?
7
 Forty Devex recently published its list of the top
40 international development leaders in
Under Washington, DC who are under 40 years of
InfoBytes

40
age. Selected individuals include a diverse
array of leaders from development agencies,
government, corporations and NGOs.

Natasha Bajuk
Remittances Specialist,
Inter-American Development Bank
Nisha Desai Biswal
Assistant Administrator for Asia and
Near East, USAID
Eric Braverman
Principal, McKinsey & Company
Michael A. Clemens
Senior Fellow,
Center for Global Development
Jared Cohen
Director, Google Ideas
Alexa Courtney
Associate, Booz Allen Hamilton
Suzanne Ehlers
President and CEO,
Population Action International
Steve Feldstein
Professional Staff Member,
Senate Foreign Relations Committee
Jared Genser
Partner, DLA Piper LLP, and President,
Freedom Now
Corey Arnez Griffin
Vice President, Global Government
and Industry Partners (2GIP)
Sherri G. Kraham
Managing Director, Cooperation &
Policy Improvement, Millennium
Challenge Corporation
Mark Lopes
Deputy Assistant Administrator, USAID
Noelle LuSane
Staff Director, House of
Representatives, Subcommittee on
Global Health and Africa
Fiona Macaulay
President/Founder, Making Cents Int’l
Michael Madnick
Deputy Executive Director, GAIN
David McKenzie
Senior Economist, World Bank
Todd Moss
Vice President for Corporate Affairs
Samantha Power
Director of Multilateral Affairs, Mass Rape During Armed Conflict
National Security Council
Increases HIV Infections
Joshua Rogin
Reporter, Foreign Policy / Mass rape could be causing thou-
Washington Post sands or even tens of thousands
of HIV infections annually among
Alec Ross
Senior Adviser on Innovation, women and girls in conflict-afflicted
State Department countries in Africa, according to
mathematical modelling by Virginie
Nilmini Rubin
Senior Professional Staff Member, Supervie and Sally Blower of UCLA
Senate Foreign Relations Committee and Yasmin Halima of the Global
Dan Runde Campaign for Microbicides.
Schreyer Chair for Global Analysis The researchers assessed the
and Director of Project on Prosperity impact of mass rape during armed
and Development,
Center for Strategic and International conflict, especially as many of those
Studies (CSIS) conflicts have taken place in sub-
Saharan Africa where the HIV pan-
John S. Sargent III
President and Founding Partner, demic has hit hardest. They found
BroadReach Healthcare that mass rape could significantly
Rajiv Shah affect HIV incidence, contributing
Administrator, USAID to a median annual increase in in- emergency contraception—be im-
fections of 6 to 7 percent. plemented for rape survivors during
Aaron Sherinian
Executive Director, Communications “War, women, and violence—it’s armed conflicts to reduce HIV inci-
and Public Affairs, UN Foundation a tragic combination,” said co- dence and unwanted pregnancies.
author Yasmin Halima. “The UN has They point to the need for stronger
Andrée Simon
President, long proclaimed that it is more dan- surveillance and protection systems
Women for Women International gerous to be a woman in an armed for women in refugee camps. They
Ian Solomon conflict setting than a soldier.” assert that policy changes, addition-
U.S. Executive Director, World Bank Modelling the epidemiological al research, and greater support for
processes, the authors analyzed women in conflict zones should be
Ilana Solomon
Policy Analyst, ActionAid USA direct infections caused by rapes implemented on the basis of both
during war time. They noted that human rights and public health.
Andrew Stern the high rates of HIV prevalence in “We felt it was important to
Global Operating Partner, Dalberg
these countries, the above-average show the impact of mass rape on
Erin Thornton rates among soldiers in combat, new HIV infections and to not only
Global Policy Director, ONE
and the efficiency of transmission consider the longer-term implica-
Beth Tritter due to violent or coercive sex, are tions for prevalence,” notes Dr.
Managing Director, all factors leading to the large num- Virginie Supervie, lead-author and
The Glover Park Group
bers of new infections for women modeller. “We hope that our study
Sebastian Troeng in these situations. The far-reaching will go some way towards informing
Vice President for Global Marine, effects of mass rape extend to sexu- policies and services that can help
Conservation International
ally transmitted infections, unwanted women who are caught in situa-
Brendan Tuohey pregnancies, and transmission of tions of armed conflict.”
Executive Director,
PeacePlayers International HIV to male partners or to children “Coercive sex is just one of many Photo: REUTERS/ Les Neuhaus, courtesy www.alertnet.org

and Senior Fellow, Center for Global
Development Noam Unger
Fellow, Global Economy and
Craig Mullaney Development Program, and Policy
Senior Policy Advisor, Director, Foreign Assistance Reform
USAID AfPak Task Force Project, Brookings Institution
Alyse Nelson Mark Vlasic
CEO, Vital Voices Senior Fellow & Adjunct Professor
of Law, Institute for Law,
Josh Nesbit Science and Global Security,
Executive Director, FrontlineSMS:Medic Georgetown University, and Partner
at Ward & Ward, PLLC
Ben Powell
Founder and Managing Partner, Wayan Vota
AGORA Partnerships Senior Director, Inveneo
(through birth or breastfeeding).
The authors encourage future
studies to explore these and other
issues, including the effects of
long-term suffering and psychologi-
cal scarring, and the stigmatization
and rejection by victims’ partners,
families, and communities. The
researchers recommend that
prevention, care, and treatment
interventions—such as the offering
of post-exposure prophylaxis and
motivators for the development of
new HIV-prevention products—like
microbicides, pre-exposure prophy-
laxis, and vaccines—whose usage
could be controlled by women,” said
Halima. “We at the Global Cam-
paign for Microbicides urge govern-
ments and the donor community to
support research and development
of more methods that could help vul-
nerable people protect themselves
against HIV infection.”

8 MONDAY DEVELOPMENTS November 2010

 Washington Update
FY2011 appropriations
outlook: CR, trimmed
omnibus
Late on September 29 and in the
early morning on September 30,
just before heading back to their
districts to campaign, Congress
passed a continuing resolution
(CR), a congressional resolution
to continue funding at current lev-
els when a fiscal year closes with-
out an approved budget in place,
which will remain in effect through
December 3. The bill was signed
by President Obama on the 30th,
the last day of fiscal year 2010.
The bill was relatively “clean,”
with very few accounts getting
special increases over fiscal year
(FY) 2010 rates. Among the few
that did get special bump-ups
were State Department Diplo-
matic and Consular Programs
and the Foreign Military Financ-
ing account (including assistance
to Israel, Egypt and Jordan).
Another special provision allows
Food for Peace Title II funds pro-
vided by the FY 2010 supplemen-
tal appropriations bill (the “supp”
passed in July 2010) to be used for
obligations incurred before that
bill was enacted. This language
is identical to language included
in the supp for international
disaster assistance but omitted
for Food for Peace, and is appar-
ently designed to ensure that the
additional funding could be used
to “fill in” for funds that had been
diverted for emergency needs in
Haiti after the earthquake.
Congress plans to return for
a “lame duck” session (the time
between the November elections
and the swearing in of the new
Congress in January) starting
November 15. One of the major
items of work they will face then
will be providing funding for
the remainder of FY 2011. That
funding will likely come either
in the form of an “omnibus”
spending bill made up of all 12
appropriations bills together, or
a longer-term continuing resolu-
tion covering the remainder of
the fiscal year at current funding
levels (with exceptions).
Water for the World act
On September 22, the Senate
passed by unanimous consent
the Senator Paul Simon Water
for the World Act of 2010, which
aims to provide 100 million peo-
ple with first-time access to safe
water and sanitation in six years.
Sponsored by Sen. Richard
Durbin (D-IL), the act would
establish an office in USAID
and appoint a coordinator at the
State Department to elevate water
access and safety as a top priority
in U.S. foreign assistance and secu-
rity efforts. It would also increase
funding and invest in develop-
ment projects to meet the UN
Millennium Development Goal
of halving the number of people
without sustainable access to safe
water and sanitation by 2015.
Sudan
House Majority Leader Steny
Hoyer (D-MD) and Congress-
man Donald Payne (D-NJ) led
a Special Order (a speech on the
House floor at the end of the busi-
ness day on whatever topic the
speaker chooses) on the evening
of September 22, speaking with a
number of their colleagues in sup-
port of the 2005 Comprehensive
Peace Agreement (CPA), free and
fair referenda in January 2011, and
an end to the violence in Darfur.
Pakistan
On September 21, the Senate For-
eign Relations Committee (SFRC)
marked up the Pakistani-Amer-
ican Enterprise Fund Act (S.
3665), which authorizes the Pres-
ident of the United States to
establish a Pakistani-American
Enterprise Fund using existing
funds approved under the
Enhanced Partnership with Pak-
istan Act of 2009. The Fund
would be overseen by a board of
directors appointed by the U.S.
If you would like to be added to InterAction’s weekly public policy email update
please contact Margaret Christoph at mchristoph@interaction.org
president and comprised of four businesses in a way uniquely
private citizens of the U.S. and suited to Pakistan’s fragile econ-
three private citizens of Pakistan. omy. The legislation requires that
Resources devoted to the fund any assets of the Fund at the time
would be leveraged to provide that it is dissolved (no later than
direct financial capital and tech- Dec. 31, 2020) be returned to the
nical assistance to commercially General Fund of the U.S. and
viable small and medium sized used to reduce the U.S. debt. MD
Where are USAID’s Assistant Administrators?
Despite the Obama administration’s repeated pledges to turn
USAID into “the world’s premier development agency,” most of
the agency’s senior leadership positions are still vacant. To date,
only five out of 12 USAID positions requiring presidential
nomination and Senate confirmation have been filled. At a
time when the U.S. government faces complex humanitarian and
development challenges overseas, it is imperative that USAID have
experienced professionals to help lead these efforts. From the Haiti
earthquake to Feed the Future to the Presidential Study Directive
process, USAID has been engaged in a multitude of major U.S.
government initiatives without the benefit of appointed leadership
for relevant bureaus and offices. While we commend the excellent
work of career staff who are acting in these positions, the absence
of political leadership has weakened the agency’s ability to set
internal priorities and to be adequately represented in interagency
processes. Furthermore, the shortage of high level staff raises
questions about the Obama administration’s commitment to
elevating development as a core pillar of American foreign policy.
The NGO community strongly urges the administration and
Congress to fill the remaining positions during the November lame
duck session.
USAID position Filled by...
Administrator Rajiv Shah
Deputy Administrator Donald Steinberg
Assistant Administrator (AA) – Mark Feierstein
Latin America and Caribbean
AA – Asia Nisha Desai Biswal
AA – Democracy, Conflict, and Nancy Lindborg
Humanitarian Assistance
AA – Economic Growth, Agriculture, ?
and Trade
AA – Africa ?
AA – Europe and Eurasia ?
AA – Global Health ?
AA – Legislative and Public Affairs ?
AA – Management ?
AA – Middle East ?
November 2010 MONDAY DEVELOPMENTS 9
Cover Story

It’s hard to decide how to calculate the food I’m eating. I harvested corn
and sunchokes (Jerusalem artichokes) from my garden. Since raccoons

H
devastated the corn, should I reckon the cost at about $30 per ear of
corn (since, considering the time lost in planting, fertilizing, weeding, et ow would you spend $34.33
cetera, that might be what my ONE tiny ear of corn actually cost me)? if that was your total food bud-
And ... ditto for the very few prematurely harvested sunchokes, most of get for an entire week? During
which were eaten probably by moles. A Haitian farmer would face those the week of September 17-24,
kinds of problems as well. — David Grant, blog entry, 9/19 InterAction members and partners joined
together in the InterAction Global Hunger
Challenge to recognize and reflect on the

InterAction’s
fact that more than 925 million people are
hungry this year. Participants representing

Global
44 organizations and four universities lived
on a food budget of $34.33 for the week.
That is less than $5 per day.
In the Global Hunger Challenge, the

Hunger
seemingly odd budget was actually care-
fully selected. Why $34.33? Fifty-five per-
cent of Haitians live on less than $1.25
per day. After factoring in purchasing

Challenge
power parity and allotting for the amount
of income Americans have to spend on
food, we found that $1.25 in Haiti is equal
to a daily food budget of about $4.90 in
the United States, or $34.33 per week.
Some challenge participants assumed this
Highlighting would be more than they needed. Others
thought they would be hungry. By the end
the daily impact of the challenge, almost everyone agreed
that the budget was limiting.
of hunger around Specific rules were set. Participants
the globe.
There is so much luxury in my kitchen. As I have prepared
By Katie Delaney, food over the past few days, I have thought of those [things]
Senior Marketing Associate, I have and can use (refrigeration, a stove), those I have
and can’t use now [during] the Challenge (spices, a varied
InterAction
pantry) and those our government provides (food safety).
— Lindsay Coates, blog entry, 9/19

It occurred to me
yesterday, that this
experiment is an example
of the sort of hunger we
see mostly here in the U.S.
I work with international
hunger relief, so I’m used
to talking about starvation,
but that is only one side
of the hunger problem
(certainly a significant one
though). The less publicly
recognized side of hunger,
malnutrition resulting from
poor food quality, is much
more insidious. — Nina D.,
blog entry, 9/20

10 MONDAY DEVELOPMENTS November 2010

 could not consume any food or drink purchased
with money beyond the allotted budget. They could
eat food harvested from a garden, but could not use
spices already in their pantries.
Each challenger took a different approach. Some chose
quantity over quality, while others did the reverse. One woman
lived on peanut butter and macaroni and cheese, while another
cooked gourmet meals like French potato pie and tomatoes
provencal in a solar oven. One participant budgeted for lamb chops
for one meal. While their eating habits varied, everyone finished with
the same sentiment: gratitude for the options they have.
Participants blogged about their experiences throughout the
week. Two themes ran throughout: (1) an appreciation for the
frustration of lack of choice; and (2) reflection on the time involved
to feed a family in a developing country. Participants also noticed
connections between international and domestic poverty. Accord- I look forward to eating meals and look forward to trying to cook
ing to the World Hunger Education Service, 17 million house- new things or trying out new restaurants. These things make me
holds in the U.S. (14.6 percent or approximately one-in-seven happy. These things are luxuries. Luxuries, most of the world does
households) were food insecure in 2008, the highest number ever not have. Someone asked me the other day, “What comfort foods
recorded in the United States. While these numbers are stagger- did I miss doing this challenge?” This question made me really think.
ing, the global numbers are even more dismal. That’s the thing—I often eat out of comfort, not necessity. Doing this
Around the world, 925 million people are hungry this year. Though challenge, I had all the necessary food I needed; I was not starving.
this is a slight decrease from the 1.023 billion who were hungry in It made me realize that so many times a day I make decisions out
2009, this number is still higher than in 1996, when world leaders of my need to feel comfortable. Why do I even feel “the right” to feel
at the World Food Summit agreed to halve the hungry popula- comfortable? — Erin Lamb, blog entry, 9/23/10
tion. Meeting Millennium Development Goal 1—which calls for the
elimination of extreme poverty and hunger by 2015—will be difficult.
The reason people are going hungry is not lack of food produc-
tion, but lack of access. According to the International Monetary
Fund (IMF), world economic output will increase 4.2 percent in ments and private institutions to not only feed the hungry, but
2010. Moreover, international and domestic cereal prices have also to help build markets in developing countries to create and
declined for the past two years, ensuring an overall food supply sustain a measure of food security.
adequate to feed the global population. Unfortunately, as the Another new effort focused on MDG 1 that InterAction has
IMF reports, food prices in low-income countries have remained recently helped launch with the U.S. State Department is
above the pre-2008 level, making it impossible for impoverished www.thousanddays.org. 1,000 Days is devoted to empowering
citizens to purchase enough food. Developing countries account the public with knowledge on hunger and food security issues and
for 98 percent of the undernourished population worldwide. motivating American citizens to take action. The first 1,000 days
There is hope. InterAction members work alongside govern- of a child’s life (from womb to two years old) is the most important
in terms of nutrition. Malnutrition during this stage has a negative
effect not only on physical health, but also on cognitive development,
Imagine the patience involved in plowing hard, dry soil, which affects educational activity and earning capacity later in life.
planting seeds, hand-carrying water from a stream or well By encouraging public awareness, collective action and reflec-
miles away to irrigate your meager crops, then waiting for tion, the Global Hunger Challenge and 1,000 Days strive to shine
Photo: (L) Monart Design - Fotolia.com; (R) Viktor - Fotolia.com

signs of growth. Just when sprouts of green begin to push
through the cracked soil, all your hard work is washed away
by a flash flood. It’s hard to fathom the disappointment
parents feel, knowing their children will have to wait even
longer for food now. — Cathy Herholdt, blog entry, 9/21
a light on the continued existence of global poverty and the need
for the U.S. government to fulfill its promises. MD
To learn more visit www.interaction.org/global-hunger-challenge
and www.thousanddays.org.

I look forward to the act of choosing, and of eating,

and embracing food as a key center of my social
and family life. Removing that luxury removes some
I invited my 8 and 5 year-old granddaughters to join me in making dinner inside of the joy from day-to-day life. And that, I guess, is
the challenge. We had lots of fun making homemade noodles together the way exactly the point. — Janie Hayes, blog entry, 9/21
my grandmother made them. It gave me a chance to talk with them about how
my grandmother raised seven children alone during the depression and how many
children have little to eat around the world. — Barbara Wallace, blog entry, 9/20

November 2010 MONDAY DEVELOPMENTS 11

Transparency
Transparent Aid
The building block of the new U.S. Global
Development Policy?
By Karin Christiansen, Director, Publish What You Fund
I
n his recent speeches at the
Millennium Development Goals (MDG)
Summit and at the UN General Assembly,
President Obama has signaled a paradigm
shift in thinking about the role and organi-
zation of U.S. foreign assistance. InterAction
members and others have welcomed the
declaration of intent (whilst recognizing the
scale of the implementation challenge). Aid
transparency will be key in the implement-
ing the newly announced U.S. Global Devel-
opment Policy and in meeting the MDGs.
Comparable, comprehensive and timely aid
information is key to decision-making on
resource allocation and needs to underpin
the focus on results.
What role can greater aid
transparency play in the U.S. Global
Development Policy?
The current level of fragmentation in the
U.S. foreign assistance system makes it very
difficult to know how much money is being
spent and where—let alone what difference the
resources are making. A first step in beginning
discussions about impact is to make sure that
information is gathered from across the system
in a compatible way so that it is possible to
answer simple questions like: What contri-
bution is the U.S. making to development or
emergency relief in Rwanda? Currently the U.S.
government reports its activities in Rwanda
on six different websites:The USAID country
website; the USAID “Greenbook”; the Millen-
nium Challenge Corporation country web-
12 MONDAY DEVELOPMENTS November 2010
site; the PEPFAR country website; the OECD
Development Assistance Committee website;
and the Rwanda Development Assistance
Database. This makes it difficult to get a clear
picture, as all of the information is reported in
different ways for different timeframes and in
different formats. And that is before you try to
add in the other donors in Rwanda.
“Let’s move beyond
the old, narrow debate
over how much money
we’re spending and let’s
instead focus on results
—whether we’re actually
making improvements in
people’s lives.”
—Remarks of President Obama at the
2010 MDG Summit
This doesn’t just make it difficult for a U.S.
taxpayer or the Rwandan government to
understand what money is being spent and for
what impact; lack of comparable information
will also make it impossible to implement the
new development policy. Only when aid infor-
mation can be compared across U.S. agencies
and with other donors will it be possible to
see its relative impact and effectiveness. It is
not possible to tell what the impact of U.S.
funding is in isolation. To know whether the
U.S. government is having an impact on health
you need to know what resources the national
government and other donors are putting into
the geographical area and/or the sector.
But this cannot be achieved without a
common information standard for aid, and
it is critical that U.S. aid information is com-
patible not just across its own agencies but
internationally as well. A common standard
is being developed through the International
Aid Transparency Initiative (IATI), and the
U.S. needs to invest in the initiative to ensure
that it delivers a standard that truly works.
Having aid information in a format that
allows it to be combined and compared with
the efforts of other donors will deliver on three
important elements of the U.S. Global Devel-
opment Policy:
• It will support the U.S. administration,
Congress and citizens in understanding
how the effectiveness of U.S. aid compares
to other donors;
• It will reinforce accountability of recipi-
ent governments, enabling them to build
a clearer picture of combined aid flows
from different donors and plan and man-
age their own domestic budget accord-
ingly; and
• It will support constructive conversations
about division of labor between donors
by mapping aid flows into a country and
across sectors.
But information is not enough
For information to result in greater trans-
parency and aid effectiveness, it needs to be
accessible and understandable. The aid dash-
board announced as part of the U.S. MDG
strategy has huge potential. The strategy
promised that the dashboard would “allow
stakeholders to visualize U.S. foreign assis-
tance investments by geographic area or sec-
tor, see the details of specific projects, and
track trends over time.”
The Global Development Policy implicitly
recognizes that the U.S. may be the world’s
largest donor but has not taken up a leader-
ship role in terms of aid and development.
Making aid transparency the building block
Photo: Lom - Fotolia.com
of the Global Development Policy would not
only help realize the potential of U.S. foreign
assistance to reduce poverty, but also rightly
restore U.S. global leadership in this impor-
tant area. MD
A pioneer
in intercultural master’s degree programs
Connect with our global network
of development, education, and “toSIT is the place to come
training partners. make global connections.
The flexibility of SIT really
Advance your career through allowed me to reach a whole
field courses and field placements.
new level. ”
Degrees include jon woods, SIT Graduate Institute alumnus
n Sustainable Development
n Conflict Transformation
n International Education Scholarships and Financial Aid available
Now enrolling for January 2011
Learn more at www.sit.edu/graduate

Put Your passion

Into Practice
Corporate partnerships
Effective Corporate
Partnerships
When expectations are clear, both sides
can benefit.
By Susan Rae Ross, CEO and Founder, SR International
P
artnerships between non-
governmental organizations and corpo-
rations are unique because while both
are private sector entities, their missions,
motives and desired results are quite differ-
ent. In his book, The Collaborative Challenge,
Dr. James Austin coined the term “cross-sec-
toral partnerships” to describe relationships
between organizations that work in different
sectors, such as NGOs and business.
Before continuing it is important to address
a common misconception. Partnerships
between NGOs and corporations are not
public-private partnerships (PPPs). The lat-
ter, which receive a great deal of attention, are
partnerships between a government agency,
such as USAID/Global Development Alliance,
and a for-profit entity.
NGO-corporate partnerships are important
for three key reasons. First, while globalization
and the technology revolution have made the
world smaller, the world’s problems are becom-
ing ever more global in scope and complex in
nature. For example, diseases such as HIV/
AIDS and Swine Flu easily cross national bor-
ders, requiring cooperative surveillance and
treatment. The more interconnected the world
becomes the broader the ripple effect individ-
ual actions have on the entire interdependent
system. Second, more people are affected by
these problems, while growing income inequi-
ties throughout the world mean many people
and communities lack the resources to effec-
tively confront the challenges. Third, current
development approaches have had limited suc-
cess and the limited resources available for
them have not been used to systematically
address key issues that need to addressed to
produce lasting change.
The only way to address the growing com-
plexity of problems that affect more people is
to create new paradigms that maximize core
competencies of each sector. This is key to
14 MONDAY DEVELOPMENTS November 2010
developing innovative and sustainable solu-
tions. In addition, more and different types
of resources—money, skills, and networks—
are required to address existing and emerg-
ing issues. By bringing business models to
development challenges, NGOs that partner
with corporations have the potential to cre-
ate programs at scale, capitalize on systems
thinking to affect broader level impact, and
tap resources and networks that most devel-
opment professionals would not be able to
access alone. As these benefits have become
more widely recognized, the number and
importance of such partnerships has grown.
While these partnerships can be beneficial,
potential participants often do not fully under-
stand the assets that each party can bring to
them. For example, NGOs often do not quan-
tify valuable assets they possess such as field
presence; country office infrastructure; local
knowledge; relationships with local communi-
ties that improve effectiveness; the ability to pilot
new innovations and interventions; and policy
advocacy and mobilization skills. On the other
Engagement Without
Exchange of Resources
(Influencing)
Consulting/advising: includes NGOs
providing technical expertise and/or
representing their clients/members.
Consumerism/procurement sourcing:
i.e., rewarding corporate practices by
buying practices.
Shareholder resolutions: petitions
brought by the shareholders against
corporations to change their practices.
Campaigning: includes protests, media
campaigns, boycotts against bad
corporate and/or government practices.
hand, businesses can offer the ability to plan
and work at scale and to design systems, access
to networks, technical expertise, manpower
through employees working as volunteers, and
other resources such as transportation systems.
Organizations that participate in these
relationships bring diverse philosophies and
capacities. These differences can be strengths
if successfully managed, but are more often the
reasons that partnerships fail. NGOs and busi-
nesses can have different viewpoints, such as:
• World views. There are major discrep-
ancies between time horizons (quarterly
earnings for corporations vs. consensus
building for NGOs). These influence the
implementation approaches, measures of
success and decision-making styles of the
respective organizations.
• Languages. Communication is often a
challenge because partners have different
technical languages.
• Status. There is often a vast difference in
size and resources between NGOs and
corporations.
• Measures of success. Partners may use
different timeframes and benchmarks to
measure success. For example, businesses
may define success as increased visibility,
enhanced employee morale or increased
sales, while NGOs measure success in
terms of changes in human behavior such
as changes in mortality that require a lon-
ger timeframe to see results.
NGOs and businesses also often come to the
table with preconceived notions of each other
that reinforce old attitudes and may jeopardize
Engagement With Exchange of
Resources for Common Purpose
(Partnerships)
Resource exchange (philanthropy): includes
exchange of financial resources (money), skills
(people) and/or in-kind goods/services.
Transactional (fee for service): includes
payment of a fee for a specific service with clearly
articulated deliverables (e.g., audit, research).
Joint programming: builds on the ability of the
partners to create new value that benefits both
(e.g., licensing, franchising, cause marketing, co-
branding).
Integrated programming: occurs when
organizational missions become interdependent.

their relationships. For example, the Prince of
Wales Business Leadership Forum Research
found that businesses often expect NGOs to
provide value in specific business terms with-
out social benefit, believe that NGOs are not
very effective or efficient in addressing prob-
lems, think NGOs foster dependency and see
NGOs as highly political. On the other hand,
NGOs often view corporations as the problem
and distrust their motives, value them only as
check writers and expect businesses to help
further their social missions without any busi-
ness benefits. As a result, there has been limited
interest or trust on either side.
Historically, NGO relationships with cor-
porations have been either confrontational
(using tactics such as boycotts) or philan-
thropic (with corporations funding NGO
programs). But this has started to change over
the past decade and relationships between
NGOs and corporations now cover a broad
continuum of interactions, with partnerships
being a relatively small piece.
Recognizing this changing landscape, SR
International has developed a broad stake-
holder engagement framework that fully
captures the breadth of interactions between
NGO and corporations, ranging from mini-
mal involvement to extensive relationships
such as joint ventures.
These interactions fall into two broad cate-
gories: those that involve exchanging resources
between the parties and those that do not.
Engagement without resource exchanges are
limited interactions that can influence busi-
ness practices but are NOT partnerships as
outlined in the accompanying table. On the
other hand, engagements involving exchange
of resources create partnerships to work on a
common area. They can vary in terms of the
level of involvement of each party, time frame,
strategies and expected outcomes.
Successful partnerships have three key
characteristics: mutual trust, clearly defined
goals and objectives, and well-articulated roles
and responsibilities. Each party that wants to
create a successful partnership and realize its
partnership goals requires a comprehensive
decision-making tree that includes answering
these six key questions:
November 2010 MONDAY DEVELOPMENTS
Corporate partnerships
• Why do we want to partner?
• What type of partnership do we want?
• How will we select our partner(s)?
• What is the best type of partnership for
us to use?
• What level of effort do we need to make
to support the partnership?
• What results do we want from the part-
nership?
In summary, partnerships are not easy, par-
ticularly when your partner has a different world
view, goals, strategies and measures of success.
In addition, there are risks that need to be con-
sidered by each party before entering into any
relationship. Despite these challenges, it is
important that NGOs and corporations work
together to meet the complex challenges we now
face. The process must begin by developing a
greater understanding of how both entities oper-
ate in order to find common ground and a solid
foundation for partnership. MD
For more information please contact the
author at susan@srint.org.
15
Innovative cooking
Fueling the Future
Maximizing fuel conservation with the
Integrated Cooking System.
By Patricia McArdle, Member, Board of Directors, Solar Cooker International
E
very 40 minutes, enough
solar radiation hits our planet to meet
all of Earth’s energy needs for a full year.
Despite this abundance of free energy pouring
down from the heavens, respiratory diseases
from smoky kitchens still cause the premature
deaths of almost 2 million women and children
every year. The development community can no
longer ignore the power of the sun to perform
the simple task of cooking food and heating
water for the 1 billion people who live in sun-
drenched and fuel-starved parts of the world.
The UN Foundation and the Shell Founda-
tion have recently announced plans to spend
more than $100 million over the next five years
on the Global Alliance for Clean Cookstoves.
The goal of this project is to bring clean cook-
ing solutions to the 500 million households
still cooking over wood, dung and charcoal by
supporting the development and distribution
of fuel-efficient biomass stoves. The project
as currently conceived does not include solar
cookers or retained heat cooking containers,
which can extend the cooking power of both
solar cookers and fuel-efficient stoves.
The inclusion of integrated cooking systems
would dramatically increase the ability of this
16 MONDAY DEVELOPMENTS November 2010
initiative to reduce biomass fuel consumption
and pollution from indoor cooking smoke.
An integrated cooking system (ICS) offers
the most complete and efficient use of three
simple devices to minimize the consumption
of combustible fuel.
The first principle of ICS is to always use
free solar thermal energy when the sun is
shining by employing one of the many solar
cooking devices available to bake, boil or fry
food. The second is to use scarce combustibles
in fuel-efficient stoves only after dark and on
cloudy days. The third is to enhance the effi-
ciency of both cooking devices with the use
of retained heat cooking containers (boxes
or baskets stuffed with straw, grass, leaves,
crumpled newspaper, cotton or wool, which
surround and insulate the hot pot of food and
continue the cooking process for several more
hours using no fuel at all).
Wilfred Pimintel, a California Rotarian,
pioneered the integrated cooking concept.
He has organized and led integrated cooking
workshops around the world in partnership
with prominent fuel-efficient stove experts
like Ken Goyer and Larry Winiarski. The use
of ICS can reduce by half again the already
substantial fuel savings accomplished by
energy-efficient biomass stoves. Its promo-
tion puts an end to the often-heard refrain that
“solar cooking isn’t viable because you can’t
cook when there is no sun.” With ICS people
can cook anything, any time of the day or
night using the least possible amount of fuel.
In the 1980s Barbara Kerr of Arizona and
her neighbor Sherry Cole designed a cardboard
box cooker “kit” that could be built at home. In
the late 1990s, French scientist Roger Bernard
built the first collapsible, low cost, solar panel
cooker (made of cardboard and aluminum
foil). Kerr and members of California-based
Solar Cookers International refined Bernard’s
design and the Cookit was born. This inexpen-
sive device weighs less than one pound, folds
into a 12 x 12 inch square for easy storage and
transport and cooks at 250 degrees F. Tens of
thousands of Cookits are being used along with
fuel-efficient stoves and retained heat cooking
baskets in Chad, where the world’s largest pri-
vately funded solar cooker project run by Tchad
Solaire employs ICS to dramatically reduce
trips by Darfur refugee women outside their
camps to search for firewood.
In Bolivia, the Centro de Desarrollo en
Energia Solar (CEDESOL) teaches campe-
sina women how to build solar box cookers
and use them as part of an integrated cooking
system. The Barli Development Institute for
Rural Woman in Indore, India, uses a large-
scale version of integrated cooking to feed the
several hundred female students living at the
institute. Meals are prepared in clean, smoke-
free kitchens using concentrated sunlight from
several large Scheffler reflectors on a terrace
outside. On rainy days the girls cook over large
fuel-efficient wood stoves.
All cooking at the Institute is done during
the day with solar cooked food kept hot for
evening consumption in large, wooden,
retained heat containers. Using this system, the
Institute is saving thousands of dollars each
year on cooking fuel. They no longer need to
cut down trees on their property since they can
obtain sufficient wood by collecting only dead
and fallen branches. Best of all, these students,
who work in their clean, smoke-free school
kitchen, will some day take the integrated cook-
ing concept back to their villages. MD
Photo: Patricia McArdle
The author’s novel, Farishta, about a female
diplomat who introduces solar cooking to refu-
gees and nomads in northern Afghanistan, will
be published in August 2011 by Penguin Books.

Energy Efficient Cook Stoves:
Burning with Possibilities
By David T. Dyjack, Director for Health, ADRA International
T he Global Alliance for Clean Cookstoves an-
nounced at the recent 65th UN General As-
sembly an initiative to equip 100 million homes with
clean and efficient cooking appliances by the year
2020. The development community should rejoice:
We have a laudable intervention goal that is inexpen-
sive and non-controversial, serves the interests of
vulnerable individuals and the global environment,
and, perhaps most noteworthy, is imminently achiev-
able. The initiative’s virtues are firmly anchored in
public health science, which merits reflection as we
embark on the journey ahead.
An estimated 90 percent of rural households in
the developing world, and perhaps up to one-half
of all households worldwide, consume biomass fuel
Kjaer Group (US Liaison Office) Inc. | 1601 North Kent Street, Suite 100 | Arlington, Virginia 22209
Tel: (703) 778.9400 | Fax: (703) 778-9405 | USA@KjaerGroup.com | www.kjaergroup.com
Photo: John Gyovai
Innovative cooking
as their primary source of energy. These fuels are
largely plant-derived. When burned in traditional
three-stone stoves, they emit copious quantities
of smoke and products of incomplete combustion,
many of which are readily inhalable. Regretfully, this
toxic airborne concoction is associated with acute
respiratory infections in children, decreased lung
function in adults and compromised immune sys-
tems for everyone exposed. Additionally, a growing
body of literature suggests there is an association
between maternal inhalation of common air pollut-
ants and adverse birth outcomes including increased
risk for preterm delivery, intrauterine growth retarda-
tion, low birth weight, small head circumference and
increased rate of malformations.
Indeed, the youngest suffer disproportionately
from exposure to cook smoke. A child’s lungs grow
rapidly in the first two years of life. At the same time,
research has revealed that developing organs are
extremely sensitive to air pollutants and children
continued on page 30
November 2010 MONDAY DEVELOPMENTS 17
 A Conversation
with...
Aaron Williams
Director of the Peace Corps
Visit www.interaction.org/conversations
to view a video excerpt of this interview
Earlier this year, InterAction’s
Todd Shelton spoke with Peace Corps
Director Aaron Williams, who shared his
thoughts on priorities, principles and other
key components of the organization’s work.
Todd Shelton: What would you say
are your priority areas for the Peace
Corps, particularly as you look ahead
for this coming year?
Aaron Williams: There are areas that
I’m focusing on in terms of the Peace Corps
and looking at a Peace Corps that would
be strengthening and growing in the 21st
century. First of all, let me say that we are
very fortunate at this point in time at the
18 MONDAY DEVELOPMENTS November 2010
Peace Corps because number one, we
have the great tradition of almost 50 years
of volunteer service, and we now have the
new call of service by President Obama and
Americans are really responding. We’ve got
15,000 applications for 4,000 positions so
[there] is really a tremendous interest from
Americans [in] serving in the Peace Corps.
Not a month goes by when I don’t receive,
or one of our ambassadors or an ambas-
sador from a host country [doesn’t receive],
[a request from someone] who’s looking
to have the Peace Corps come into the
country, or re-enter their country, or expand
in their country. [There’s] really quite a bit
of interest in Peace Corps growing. That’s
the great news.
I think in terms of how we move forward
at this point in time, there are three areas
I am focusing on. First of all: growth. It’s
going to be targeted, measured growth and
we will grow in a couple of different ways.
First of all we are going into new countries.
This year we’ve opened up Peace Corps
programs in Sierra Leone and Indonesia.
These are the historic Kennedy Shriver Arab
countries that we were in and so now we’re
going back into those countries. That’s the
way that it is going to be important for us to
grow, but that is not the fastest way to grow.
The fastest way for Peace Corps to grow
is to build on existing programs where we
can expand rapidly; where we have very
good host country relationships, or excel-
lent partners within the NGO community, or
government partners where we can bring
volunteers in quite quickly. Whether it is
in education, health, IT training, environ-
ment, agriculture, etc. we can expand in
all those areas.
Secondly, I’m looking to develop partner-
ships that will help us in terms of growth.
Peace Corps volunteers historically have
worked for many NGOs around the world.
Typically it is done on an ad-hoc, country-
by-country basis. What would I like to do
is formalize some of these partnerships so
that we can have global memorandums of
understanding through global agreements
that will then allow our Peace Corps country
directors and the country directors/manag-
ing directors of the NGOs in the specific
countries to customize, design and tailor
programs that make sense from a develop-
ment standpoint in those particular coun-
tries. So all that is going to be the way I’m
going to really try to stimulate and carry out
effective, measured, targeted growth.
The second area in terms of my priorities
is innovation. I plan to open up an office of
innovation in the Peace Corps very soon.
I’m looking to hire a Director of Innovation
and should be able to hire that person fairly
quickly. I’m looking at innovation in terms
of how can we actually come up with best
practices and improve our overall man-
agement of the Peace Corps; how can we
streamline and reform, and make sure that
we are the best organization we can be in
the 21st century. I kind of see it, for lack of a
better term, as my own in-house McKinsey.
That will give me a chance to look at the
volunteer selection recruitment and train-
ing and our staff recruitment and training.
[It will also help me to] look at our IT plat-
form to make sure that we have an effec-
tive base for the new technology changes
which are taking place, and which will also
lend itself very well to our volunteers who
are extraordinarily technologically savvy.
We would like to look at our financial sys-
tems and all aspects of how we manage
the Peace Corps; and this office of innova-
tion has given me a basis for doing that.
The other thing that is important from an
innovation standpoint is that volunteers are
innovating in the field all the time. I would
like to be able to capture those best prac-
tices. For example, a group of volunteers
in Namibia came up with a text messaging
procedure for creating a health care referral
center that would allow young people in
Namibia to have a safe place to send mes-
sages about their health care concerns. It
Photo: Peace Coprs
was so effective that the government in
Namibia has now used that on a nation-
wide basis. So we would like to be able to
capture those kinds of practices and make

sure they are available in every country that
the Peace Corps serves.
So the first two are growth and inno-
vation, and the third area that is one of
my priorities right now is the pursuit
of the Peace Corps famous third goal.
Our third goal has always been to bring
back this rich experience you’ve had as
a Peace Corps volunteer and use that to
strengthen America in terms of their knowl-
edge of another country, culture, language,
etc., and really strengthen our society by
bringing that back home. So now we have
(today in the Peace Corps) about 200,000
returned Peace Corps volunteers.
And they are leaders in every walk of life.
We have six returned Peace Corps vol-
unteers in the Congress. We have many
staffers on Capitol Hill, leaders in business,
public health, medicine, higher education,
primary and secondary education. In all
aspects of American life you have Peace
Corps volunteers who are leaders and they
are important players in their sectors. And
we want to be sure that as we connect
these 200,000 (and more) [volunteers] that
we give them a chance to engage broadly
in America, and that is something that we
really want to promote here at Peace Corps.
TS: In your opinion, what did you bring
to this job that nobody else may have
been able to bring in the same way? Or
put another way, what is one skill that
would be most helpful in addressing
these growth issues and other priorities
that you’ve mentioned?
AW: I think that my experience as a Per-
formance Services Officer and Develop-
ment Professional, and having served 22
years with the U.S. Agency International
Development, it gives me a perspective
on development. I’ve worked in all the
continents. I’ve spent half of my career at
USAID in fuel positions (mission director
in a couple different countries and senior
positions in Washington), so I have a pretty
good perspective on development issues
across the board in all the sectors. But also
as a returned Peace Corps volunteer, it is
an unique opportunity to come back to this
organization which really changed my life
forever, which gave me a career opportu-
nity that I probably never would have envi-
sioned early in my life. It’s a chance to give
back to an organization that really means a
lot to me and it is a marvelous example of
the outstanding tradition of service.
TS: You’ve talked a little about this third
goal and you’ve talked about innova-
tion. What do you think are some of the
principles that you would like to see the
Peace Corps focus on, and why?
AW: I think we’re in a very good spot.
Peace Corps is a unique organization in
many ways. First of all, it represents the fin-
est tradition of American service for almost
50 years. We are going to celebrate our
50th anniversary in 2011. [It has been 50
years] since President Kennedy created the
Peace Corps and its first leader, Sergeant
Shriver, created this dynamic organization.
And we’ve always had three goals. Our
first goal is to provide trained men and
women to work on development projects
that represent the priorities of recipient
countries, the host countries where we
work. The second goal has been to give
the people of those countries where we
serve the opportunity to see face-to-face,
working shoulder-to-shoulder, the typical
American and what the real face of America
is all about; in all of this richness in diver-
sity and every aspect of our society. And
the third goal has been bring that tradition
back home, bring that experience back
home and contribute to American society.
So the wonderful thing about the Peace
Corps, Todd, is that we’re still pursuing
those three goals. And those three goals
continue to be important and I think extraor-
dinarily relevant in the 21st century.
TS: That’s great. We’ve heard that food
security might be a rising priority within
the Peace Corps, how is that impacting
field assignments?
AW: Well if you look back at the Peace
Corps historically in the ‘60s when Ser-
geant Shriver launched this organization,
we had very strong ties to the university
communities, especially land grant univer-
sities. They were places where we trained
our volunteers, where we recruited faculty
to serve as staff members [and] they pro-
vided technical assistance to the design and
implementation of our programs. I’d like to
try to recapture and regain that kind of a
November 2010 MONDAY DEVELOPMENTS
Conversations Series
partnership with the universities, because I
think Peace Corps should play an important
role in Secretary Clinton’s food security ini-
tiative. Therefore we plan to grow that par-
ticular aspect of Peace Corps’ involvement.
TS: Well that leads right into my next
question building on the last, which
is, what is the role of the Peace Corps
within the interagency effort on global
hunger and the food security initiative?
What is your role?
AW: We participate in global health initia-
tive and we are also participating in the
food security initiative. Volunteers at the
grassroots level in the countries where we
serve work in those sectors, so we intend
to continue to be there and grow those
sectors in terms of health and food security
and agriculture.
TS: The Peace Corps has traditionally
served as a development training acad-
emy in some sense and an opportunity
to gain field experience, for NGO staff
for example. The Peace Corps should
take some satisfaction in the number
of government and NGO staff whose
development careers its launched. I
guess that’s more of a comment from
our side, an observation. Will you see
this continue?
AW: Oh I think that’s right and I believe it is
going to continue. Let me just give a couple
of observations about that. When I travel
overseas to look at volunteers, looking at
the countries where we serve, I see a couple
things. First of all, Peace Corps volunteers
continue to be culturally sensitive and able
to work at lots of different levels in differ-
ent societies. They are linguistically skilled.
We teach 250 different languages, so our
volunteers speak many different languages
and they are very adept at doing that.
Most recently, when I was in Jordan a
couple of weeks ago, I saw volunteers who
had been trained by the Peace Corps who
are now fluent in Arabic after a year or two
of serving in Jordan. Quite extraordinary. I
think that it’s going to be important for us to
continue to provide these opportunities to
Americans again and these kinds of skills.
It’s definitely going to lead to more and
more Americans pursuing careers in inter-
19
Conversations Series

national development and foreign affairs

broadly. You see that everywhere you go.
When I go to the [U.S.] embassies
now around the world and I meet with
the ambassador and DCM and relevant
members of the country team, it’s quite
obvious that many of these individuals are
returned Peace Corps volunteers. When I
go over to the USAID Mission and talk to
former colleagues and friends at USAID,
many of them are also returned Peace
Corps volunteers. When you go and talk to
the host government officials, often times
you’ll find that people early in their lives
had a very positive experience with Peace
Corps that really made a difference in their
lives. It might have been their teacher when
they were learning English as a second
language; they might have been involved
with those in community development.
And then when you talk to our partner
organizations, such as the NGO commu-
nity that works in the developing countries,
you find that much of their leadership in the
field, they are also returned Peace Corps
volunteers. So we have this wonderful
nexus of Peace Corps tradition and expe- Peace Corps Director Williams meets with students during a visit to Thailand.
rience; both in terms of U.S. government
officials, in terms of the impact they’ve AW: We are in the process of developing TS: Aaron, as the last question, what
had on the host government officials when new models. We’re having conversations message would you like to leave from
they were younger in their towns and vil- with many different NGOs that are working this interview for the NGO community
lages around the world, and the chance in the development field; and hopefully by both here in Washington and with our
for returned Peace Corps volunteers to the end of this year we’ll have some mod- members overseas?
develop careers with the NGO community. els and templates for moving forward. But
it’s certainly one of my priorities. AW: Well, first of all I’d like to say that we
TS: Do you think that the Peace Corps cherish and appreciate the strong partner-
and the NGO community might find bet- TS: How do you define your relationship ship we have had historically with NGOs,
ter ways to coordinate the trading of with InterAction, with the NGOs gener- which in many cases are members of Inter-
priorities and approaches as well as ally, and with civil society generally? Action. Secondly, I want to develop more
fuel programs and staff development? And how could that be strengthened? formal partnerships with your members
so that we can proceed to strengthen the
AW: Well, I think that certainly we’re going AW: Well, Peace Corps works at the grass- Peace Corps, to develop ties that will allow
to look to have the used partnerships to roots level; we’re right there on the front us to be more effective development part-
strengthen our training by working with lines of development. Many of InterAction’s ners in the countries where we serve. I think
NGOs that have the kind of expertise and members, of course, are also key players it also will give the NGOs an opportunity to
perspective on different sectors of where in international development. Volunteers see Peace Corps volunteers firsthand and
we work. I think our global partnerships have historically worked with many of your give the volunteers a chance to look for
that we’re going to pursue will allow us to members and we would like to continue ways to develop their careers in the future
have these kinds of discussions and work to do that. in terms of international development.
on these types of relationships. I like to do it in a more formalized sense, I think we have had a long, rich history of
but in the same time giving the country working together in terms of NGOs and
TS: I think you may have just covered directors (both in terms of the NGOs and Peace Corps volunteers. I want to continue
Photo: Peace Coprs

it. But the next question was, how does also in terms of our country directors) the to build on that platform and make it even
the Peace Corps handle partnerships latitude to customize and tailor programs stronger as we move to the 21st century so
with the NGOs as a way to amplify their as it makes sense from the development we can have an innovative and strength-
field impact? standpoint. ened Peace Corps as we move forward. MD

20 MONDAY DEVELOPMENTS November 2010


Gender-Based
Violence
in Post-Earthquake Haiti
Turning crisis into an opportunity for real
and lasting change.
By Lina Abirafeh, Gender-Based Violence Sub-Cluster Coordinator, UNFPA
(United Nations Population Fund)
H
aitian women have suf-
fered various forms of violence
throughout history, exacerbated by the
many political projects, conflicts, and natu-
ral disasters that have taken place. Rape is a
political weapon used in times of turmoil and
instability. It is both a tool and an outcome of
violence. In post-earthquake Haiti, women are
again experiencing renewed violence.
And yet there is a vibrant feminist move-
ment. The National Taskforce to End Violence
Against Women, a group comprised of gov-
ernment, international agencies and civil soci-
ety has put in place a system and structures
for preventing, responding to and tracking
gender-based violence. In fact, in 2005 the
taskforce released its National Action Plan to
Combat Violence Against Women for 2006-
2011. Efforts are now underway to revive it
in the aftermath of the earthquake.
The earthquake decimated the Ministry for
Women and took with it many key feminist
leaders. It also crippled the Haitian National
Police—an unfortunate loss particularly as
many UN organizations had begun providing
training to police on gender issues and gender-
based violence was integrated in police training
curriculum. Much of the human resources and
momentum was lost during the earthquake, but
efforts are being made to identify what remains
and to support and build on prior activities.
The Gender-Based Violence (GBV) Sub-
Cluster is a coordination mechanism for the
Photo: Lina Abirafeh
humanitarian response. It includes over 450
members representing over 200 different orga-
nizations including the Haitian government,
the UN, NGOs and civil society. Together,
these members help to prevent and respond to
gender-based violence. The Sub-Cluster hopes
to institutionalize existing GBV mechanisms,
enhance them with global good practice and
help take them to scale. The Sub-Cluster is co-
chaired by the Haitian Ministere a la Condition
Feminine et aux Droits des Femmes (MCFDF)
and includes technical experts, activists and
advocates who believe that it is possible to end
gender-based violence in Haiti. Even one case
of violence is one too many.
Preventing and responding to GBV
Immediate efforts focused on responding to
GBV. However, preventive mechanisms are also
November 2010 MONDAY DEVELOPMENTS
Gender Violence
ongoing, building on opportunities to be proac-
tive about GBV prevention and protection of
women. It is possible to prevent incidents by
ensuring that women are not at risk because of
the construction or layout of camps and settle-
ments, or because of the way humanitarian aid
is distributed. It is essential to encourage the
security sector, specifically the Haitian National
Police, to increase patrols—on foot, at night—
in problematic areas.
The most powerful strategy, the best form
of prevention and protection, is to strengthen
the resilience of families and communities. It
works on a very practical level as livelihoods
support and other similar measures to decrease
vulnerability avoid situations that put women
at further risk.
The earthquake destroyed most of the services
that had been available to women. Mapping what
remains and helping women access them has
been an enormous challenge. The first task was
to ensure women’s access to essential services.
This was done firstly by supporting a system of
referral and care to ensure survivors have knowl-
edge and access to healthcare, psychosocial care
and legal aid. In addition, there is a broad, ongo-
ing information, education and communication
campaign. It includes radio messaging and has
expanded to TV and theater. Messages address
both prevention and response. Another key
strategy is the continued work with the national
police, training them to receive and respond to
cases safely, effectively and appropriately.
The most powerful
strategy is to strengthen
the resilience of families
and communities.
While all of these strategies are being put
into place, the rains are arriving and hurri-
cane season has begun. People continue to be
relocated to safer camps, but it is not yet clear
what this will mean for women’s security. The
challenges remain overwhelming.
But this problem is not exclusive to Haiti,
and thinking that it is only a Haitian problem is
a disservice to Haitian women. The unfortunate
reality is that gender-based violence occurs
everywhere; no country is immune. It is widely
believed that sexual violence increases dur-
ing emergencies because of the absence of law
and order, lack of support services, increased
vulnerability, and breakdown of community
21
Gender Violence

networks and social structures. The world witnessed this after Hurricane
Katrina and in so many other places.
Monitoring GBV
Data remains inaccurate and can only present a portion of the real-
ity. Additionally, the lack of justice mechanisms keeps women from
reporting. Perpetrators operate with impunity and, as a result, women
often believe they need to remain silent if they want to survive.
Gender-based violence is under-reported everywhere, even in coun-
tries with well functioning, high-quality services. In Haiti, where basic
services have been lost, it is unlikely that the reported cases of violence
will tell us anything about the magnitude of the problem. Gender-based
violence continues to be a problem as it was before the earthquake.
And yet it is still important to re-establish monitoring, reporting and
coordination mechanisms. This is done by strengthening the national
response through the National Taskforce and by building the capacity
of public institutions. The National Taskforce went to great lengths
for many years to formalize the national form for data collection on
gender-based violence. The process was completed in December, shortly
before the earthquake decimated the Women’s Ministry and its data
collection unit.
Those working on gender-based violence are often overwhelmed by
pressure from donors, the media and others for figures that will provide
some indication of the severity of sexual violence in the context of a crisis.
This is an impossible request to fill and one that, unfortunately, often
consumes staff time that could be better spent on supporting services
for survivors and promoting protection systems. Because of the inherent
limitations of this type of data collection, planning for prevention and
response during a crisis will necessarily be based on anecdotal evidence
obtained through a variety of sources. We know gender-based violence
is occurring. We do not need data to tell us this. Reporting inaccurate
numbers presents an incomplete picture and could inadvertently lead
people to believe either that gender-based violence is not a problem in
Haiti or that those who work tirelessly to support Haitian women are
not doing their jobs. Accurate figures will come only when services are
in place and women are comfortable enough accessing them.
Despite the unprecedented nature of this disaster, there are great oppor-
tunities. The earthquake might present an opportunity to set a new
paradigm to better address gender-based violence in emergencies and
times of stability. This can be a time for change—a time to prioritize
women’s empowerment and address the root causes of vulnerability. This
is a chance to create opportunities for women to participate in all aspects
of life meaningfully and ensure women benefit from all services. Achiev-
ing these goals requires continuous advocacy for gender integration in
all aspects of the response. Nothing is gender neutral. The knowledge
and opinions of Haitian women must be an integral part of the process.
Their voices must be listened to and their ideas and concerns integrated
into policies and programming. They must be given the space and sup-
port to be active participants in the effort to build a new society that rests
on principles of human rights and particularly women’s rights. MD

“Finding the right auto insurance for one vehicle is hard enough - trying to find coverage for a fleet
of vehicles in Sudan seemed almost impossible. Thanks to Clements and their superior team, our
vehicles were protected across borders so we could get our job done.”

CLEMENTS INTERNATIONAL
®

Learn more about our unique insurance solutions for NGOs.

+1.202.872.0060 | info@clements.com | word.clements.com

22 MONDAY DEVELOPMENTS November 2010


HEAT
Hostile Environment
Awareness Training
Must-have knowledge before heading to
dangerous locations.
By Andrew K. Gibson, Senior Manager, Risk Advisory Services, GardaWorld
F
o r anyon e e ngag e d in
humanitarian relief, the death of Brazil-
ian diplomat Sergio Vieira de Mello, the
United Nations representative in Iraq, in 2003
marked a tragic and profound date. Before that
time, humanitarian relief work had its risks
and dangers, but people seeking to provide aid
and comfort to people were not the deliberate
targets of violence. The bomb that destroyed the
UN offices in Baghdad on that August day ush-
ered in a new era of terror. From that point on,
it became increasingly clear that NGOs working
in hostile or post-conflict locations must accept
the fact that they are potential targets.
An essential requirement
As increasing numbers of NGOs are explic-
itly targeted for violence by insurgent or ter-
rorist groups, the need for security precautions
has increased exponentially. Hostile environ-
ment awareness training (HEAT) combined
with crisis management planning is an essential
requirement to prepare people working in high-
threat conditions and disaster zones, as well as
managers responsible for staff and operations
in those environments. Ideally it is the first step
in preparing people before deployment and
provides up-to-date, in-theatre intelligence,
based on constantly evolving techniques and
tactics used by those seeking to prevent NGOs
from completing their vital mission. Periodic
refresher training ensures that HEAT addresses
new or evolving threats and risks.
Unfortunately, local NGOs and smaller inter-
national organizations often do not have the
time and resources to provide staff members
with pre-deployment awareness training, on-
going intelligence briefings and risk advisory
reports to support them, let alone to create a
complete crisis management plan.
Many NGOs also want to operate within
their own guidelines, which often means adopt-
ing a low profile and non-aggressive policy of
engagement with local populations. High-pro-
file security is seen as incompatible with that
approach. As a result, to keep their staff safe and
provide them with appropriate pre-deployment
training, these groups are increasingly turn-
ing to security professionals to provide HEAT
workshops and courses. This training provides
information and tactics that attendees can use
to prepare themselves for what they will likely
encounter and immediately apply this informa-
tion once they are in a high-threat environment.
To the greatest degree possible, HEAT
courses use real-world examples to provide a
context for the training, using case studies and
high-profile incidents such as the UN Baghdad
November 2010 MONDAY DEVELOPMENTS
security
bombing in 2003, a triple hotel attack in 2010,
a Kabul UN guesthouse attack in 2009 and the
2010 Haiti earthquake. The lessons from these
incidents underscore the training. For example,
students learn that a single bombing or suicide
attack may not be the end of the attack, but
may instead the prelude to another attack in the
same area or other locations across a city. HEAT
has a core curriculum that is adapted to the
specific needs of those being trained. It is not
“off the shelf ” or “one size fits all” but the basic
skills are essentially the same in all variations.
Methodology
All HEAT courses highlight the fact that
security ultimately starts with the individual—
his or her awareness and mindset. HEAT puts
the risks faced by on-the-ground staff into con-
text and then provides a framework and set of
tools they can use to help keep them safer. In
the worst case scenario, police or security force
help may not be available, so safety and security
is a personal responsibility.
The training’s methodology should focus on
honing an individual’s ability to recognize early
the indicators of trouble, so that the person
can take necessary action to avoid situations
becoming dangerous. Specifically, it should help
individuals develop the ability to:
• Recognize the indicators of trouble early;
• Evaluate the indicators methodically; and
• Avoid the potential danger before it can
threaten, or
• Defuse the unavoidable in order to
• Extract themselves and their colleagues
to safety.
The training should also cover the medical
effects of extreme heat (or cold depending on
the country) relevant diseases and dangerous
animals. It should also include first aid train-
ing because emergency services may not be a
simple phone call away.
Course content
Each course should be tailored to the place
where participants will work or visit. It should
begin with country awareness and cover high
threat and no-go areas. It should then address
the modus operandi of criminal gangs, terrorists
groups, militias or insurgents, and an assess-
ment of what is ongoing in the country and what
might happen with little or no notice. For high
threat environments it should also cover the
types of weapons in use, their effects and how
armed groups use them. This is often referred
23
Security
to as Tactics, Techniques and Procedures (TTP).
Personal security, residence, hotel and travel security advice cannot
eliminate the risk of crime, kidnapping or terrorist incidents, but it can
reduce the risk and help people prepare for such events. With kidnap-
pings, for example, HEAT helps people better understand the threat, its
indicators, the impact and the sequence of responses by their government
or company. It should discuss the anatomy of a kidnapping, how notifica-
tion is made, what to expect if you or an employee is kidnapped—both
from the kidnapper and behind the scenes at your organization—the
role of the crisis team, and how a negotiator is involved.
Benefits
For individuals, HEAT gives them confidence in their ability to work
effectively in dangerous environments where the need for their services
is often the greatest. It also boosts morale among co-workers as they
realize that their organization is providing the vital knowledge and tools
to accomplish their mission as safely as possible. Finally, and perhaps
most importantly, the ongoing training guards against the biggest threat
to good security: complacency. Refresher HEAT sessions provide up-to-
the-minute information on new threats and incidents that serve as vivid
reminders of the need to keep in practice what was learned in HEAT.
At the corporate level, HEAT helps organizations appreciate the impor-
tance of combining the training with implementation of a coherent
internal mobilization policy. This includes providing staff before they
deploy with comprehensive medical information materials that will help
24 MONDAY DEVELOPMENTS November 2010
them when they are in the field so they can determine if a staff member
is physically and psychologically fit to operate in a hostile environment
and medical support that might be needed.
In addition to implementing a mobilization policy, organizations should
also incorporate a pre-determined “crisis response structure” to deal with
the main operational and business continuity issues that may arise. Most
importantly, if an unfortunate situation is to arise, staff can easily and
confidently manage or delegate family liaison issues and media handling.
These simple steps can make a huge difference in the perception of how
organizations handle such crises.
From the corporate “duty of care” point of view, HEAT is a fundamental
part of any security management plan. It reduces the risk of an interna-
tional incident negatively impacting your organization. In addition to
boosting employee morale and confidence, the training demonstrates to
employees that the organization is informing them of the risks involved
in high-risk assignments and is providing training to mitigate those risks
to the greatest extent possible.
Conclusion
As those working in humanitarian relief know all too well, complete
security in the world’s danger zones is not possible. HEAT is not a means
of entirely eliminating risks, but it will mitigate them. It serves to focus
the mind, prepare the individual for the possibility of an incident and,
should a serious incident occur, dramatically increase the likelihood of
survival. MD
 Effective Communications

to improve one’s lot seem to fade into a background of Coca-Cola

advertisements and golden arches?
A look at the kinds of development messages we are disseminating
may give an interesting insight.
In the era of Twitter and Facebook, the appeal and instant gratifica-
tion a message brings to the audience is as important—if not more
so—than its content. To solve this quandary, enter the communications
strategy of Entertainment-Education. For decades, some communica-
tions for development practitioners have used this approach to not only
engage the target audience, but also effectively and successfully change
individual and community behavior through the use of creative media.
In the 1970s, Miguel Sabido, a Mexican writer-producer-director of
television, identified a new field of behavior-change communications,
Entertainment-Education (E-E), to address the question of how to allow
critical pro-social messages to cross-cut a cluttered media landscape.

Coca-Cola,
Spurred by the audience success of a highly popular Peruvian soap
opera, Simplemente Maria, in encouraging enrollment in adult literacy
classes, Sabido and a team of researchers painstakingly analyzed the

Golden Arches
popular soap opera frame by frame. The result was the E-E theory he
later put into practice when he developed a series of radio soap operas

Soap
geared towards inspiring behavior change at the individual level.

& Forty years later, E-E has grown into a rich and diverse field of
practice and scholarship throughout the globe. From a reality TV
series produced by Soul City, to the storyline consultations provided
by the Hollywood Health & Society Program of the Norman Lear

Operas
Center at the University of Southern California’s Annenberg School, to
the combination of E-E and social marketing used in Media Impact’s
My Community program, entertaining media is increasingly being
employed to address complex social issues. Yet, the question remains:
What is the role of media in encouraging individual and collective
behavior changes for the greater social good?
Several, says Dr. Arvind Singhal, a professor at the University of
Texas El Paso and E-E veteran who cut his teeth conducting the first
Integrating effective, academic reviews of E-E programs in the mid-1980s. According to Dr.
Singhal, the power of E-E to address complex social issues lies in its
Entertainment-Education potential to “show possibilities which are not normative; possibilities
communications into that go beyond what people are experiencing now,” but that are still
rooted in every-day stories.The use of E-E to tackle the complexities
development programming. of issues like climate change seems a natural fit that could have big
impacts, says Dr. Singhal. “The opportunities lie in E-E’s potentiality to
tackle these intractable problems with a research-based understanding
By Lindsey Wahlstrom, Program Coordinator,
and a creative subversion,” he said, adding that the use of drama allows
PCI-Media Impact this important exchange in the context of showing and not telling.
To ensure complex messages are brought to the target audience

I
n an increasingly noisy communications world,
development professionals face an added challenge of sculpting mes-
sages that cut through the advertising and media clutter and reach the
target audience. Still, as frustrating as it may be, providing knowledge
and influencing attitudes is not sufficient to change behaviors at the
individual and community levels.
Globalization has proven the influence of social media and Hol-
lywood on shaping cultural norms that have, as Thomas Freedman
would argue, “flattened the world.”
That said, why are the products of Hollywood, which often promote
unsustainable livelihoods attainable only by the richest of the rich, so
popular among the poorest of the poor, while the messages of how
in the most intelligible way, E-E professionals often gather stories
from community members through a story harvest, explains Javier
Ampuero, Regional Program Director, Media Impact. Ampuero, who
has spent the last 20 years employing the tenets of E-E in everything
from mainstream media, to comic book competitions to radio soap
operas, argues that this local context is critical to generating successful
messages that truly reach the target audience and sway public opinion,
ultimately shifting cultural norms.
Too often, said Ampuero, communication professionals believe they
publish the supposed solitary “truth” when, in fact, the voices of those
people most affected by this truth are excluded from the dialogue.
Take, for example, the conversation surrounding HIV/AIDS. Often

November 2010 MONDAY DEVELOPMENTS 25

Effective Communications
doctors and medical professionals are sought-out to opine on the issue,
yet people living with HIV/AIDS are excluded from the conversation,
further marginalizing an already stigmatized group.
“To make the issues visible, that is what is important,” said Ampuero. He
adds that communication has three roles in development: raising aware-
ness of the issues, developing local capacities, and fomenting a sense of
ownership among the target audience to truly create lasting cultural shifts.
“Development only occurs when people are involved. It’s not data,
not news, not kids who wear a shirt with the campaign’s logo,” said
Ampuero. “Development is when I, my family, my community let
these changes enter in our lives—when [development] is personified
in the people.”
No one knows the importance of this type of behavioral change
at the individual and community level more than Lebo Ramafoko,
Senior Executive for Media for the Soul City Institute of Health and
Development Communication in South Africa. Ramafoko joined
the Soul City team in 1995, when the soap opera first became famous
for inspiring community members throughout South Africa to bang
pots outside of houses where domestic abuse was taking place. Last
year, the organization made what is believed to be the first foray of
E-E into Reality TV with the production and broadcast of Kwanda:
Communities with Soul, a reality program wherein participants from
five communities strategically designed and implemented community
makeovers geared toward addressing issues of local concern.
Through the course of the three-month program, participants
26 MONDAY DEVELOPMENTS November 2010
worked with local authorities and stakeholders to do everything from
addressing violence at community pubs to educating citizens about
HIV/AIDS and building vegetable gardens to feed young orphans. The
participants were, in essence, “rewriting communities,” said Ramafoko.
The story of Soul City—like many stories of E-E programs—is the
story of communications for social change. Robert Cohen, Director at
Rain Barrel Communications, explains that communications for social
change is a participatory process that “involves people and communities
in taking control of their own lives and futures by using the traditional
and new technologies to improve their lives and to strengthen their
human rights, and to challenge the injustices in most societies, but
also to protect their health, educate others and themselves, and make
their voices heard in decision-making.”
Cohen, who spent years working in journalism and as a communica-
tion staffer and speechwriter at UNICEF, sees this empowerment and
engagement as critical to affecting lasting change in communities. He
argues that awareness “needs to be complemented by empowerment
and a more scientific understanding of the culture, living conditions,
enabling factors and obstacles that people face in their daily lives, and by an
understanding that involving people in communication and social change
processes really has the greater potential for making a lasting impact.”
Ampuero agreed and explained that moving forward communica-
tions should no longer be viewed as a separate initiative to promote
the gains of other development initiatives, but rather be involved as
a core pillar of the program from the first stages of program design.
Some organizations are already including communication profes-
sionals during the design and implementation phases of development
programs. “That’s what we are seeking, to be part of the intervention,”
said Ampuero. “Communication for development should be inside
of—a component of—the intervention.”
Including communications as a pillar of development programs is
only one of the innovations in the E-E field, which is evolving at such
a rapid rate and in such a variety of ways that there is no clear vision
of its future. Indeed, communications for development, especially E-E,
is increasingly being accepted as a useful mechanism for engaging
and empowering target audiences in the improvement of their own
communities and lives and perhaps by looking at the evolution of the
field from its creation until now, we can glimpse where it is headed.
According to Dr. Singhal, many lessons can be distilled from the
first three decades of E-E work. Most importantly: Be humble because
E-E is a small but potentially powerful component of development.
Strategically dovetail the on-air E-E program with ongoing on-the-
ground initiatives, including service delivery. Don’t preach, but show
the audience the possibilities of modeling desirable behavior changes.
And, finally, continue to learn about the power of new media channels,
mobile platforms and social media, because the patterns of enter-
tainment consumption will continue to change.E-E may not be the
magic panacea that solves all of our development problems, nor will
all agencies implement communications-based programs. Still, E-E
does provide a unique opportunity to make important pro-social
and environment messages as appealing and noticeable as, say, the
all-too-familiar golden arches. MD
For more information about the use of Entertainment-Education for
development, please visit the PCI-Media Impact website (www.medi-
aimpact.org), or contact the author at lwahlstrom@mediaimpact.org.
 Kicker

Have you gathered lessons learned

from your work in the field that

Best Practices
could benefit others? Send your
summary of less than 1000 words to
cbrobst@interaction.org and share
your expertise with the entire NGO
community.

specifically, one concern was

Green Recovery and that the urgent need for wood

might do more harm than good

Reconstruction Toolkit
if it led to rampant deforestation
of the watersheds and the rain-
forests of Sumatra. Similarly, the

and Training
Humanitarian and conservation organizations can
collaborate to build back safer.
By Robert Laprade, former Director of Programs Aceh, the Indonesian province
for the Tsunami Recovery Program, American Red that was among the hardest hit
areas. In the immediate, chaotic
Cross, and Anita van Breda, Director, Humanitarian aftermath, WWF became a de
Partnerships, World Wildlife Fund (WWF) facto, temporary relief organiza-
tion: its Aceh office converted
into a support center for or-
phaned children and its staff
distributed food and medicine as
best they could until relief spe-
cialists from humanitarian orga-
nizations such as the American
Red Cross arrived in force.
What happened in the months
that followed was a learning pro-
cess for both of us and some-
thing of a turning point for how
we, and organizations like ours,
should view disaster response
and reconstruction in the devel-
oping world going forward.
A man in Sri Lanka tends to a compost container. As a humanitarian organiza-
tion, the most immediate priority
for the American Red Cross is
Although our two fortable misconception that they to alleviate human suffering and
organizations have long worked were separate and quite distinct help communities devastated
in many of the same places, it endeavors. by disaster rebuild and recover.
Photo: Daniel Cima/American Red Cross
rush to supply fishing communi-
ties with boats, both bigger and
better than the ones they lost,
might provide short-term re-
lief—but at the cost of depleting
fisheries that were already being
harvested beyond their capacity
to regenerate.
From these and other con-
cerns evolved an extraordinary
five-year partnership in which the
American Red Cross Tsunami
Recovery Program and WWF
committed to work together in
the tsunami-affected areas to en-
sure that human needs were met
in ways that would not increase
vulnerability to future disasters
or undermine the sustainability
of natural resources on which
the rebuilt communities would
depend long after the immediate
emergency was over.
“Partnering with WWF helped
us think creatively about how to
meet the needs of survivors,”
says Gerald Anderson, Senior
Director of the American Red
Cross Tsunami Recovery Pro-
gram. “It helped us conduct
recovery programming with mini-
mal adverse effects on surround-
ing ecosystems and protect nat-
ural resiliency which can mitigate
the effects of future disasters on

used to be that we had very little
to do with one another. Like next
door neighbors who exchange
pleasantries without ever get-
ting to know one another, we
pursued our respective mis-
sions—humanitarian assistance
and conservation—in the com-
All that changed on December
26, 2004, when the Indian Ocean
tsunami swept across parts of
Asia and East Africa, killing over
225,000 people and displacing
1.7 million more.
At the time, WWF had a
large conservation presence in
As a conservation organization,
WWF’s concern, in the aftermath
of the tsunami, was to ensure
that recovery and reconstruction
would not do more harm to the
environment and the ecosystem
on which the rebuilt communities
would ultimately depend. More
communities.”
Surveys conducted after the
tsunami of the damage across
the affected region indicated that
areas with intact and healthy
coastal ecosystems suffered far
fewer losses than areas where
natural defense systems had

November 2010 MONDAY DEVELOPMENTS 27

Best Practices
been destroyed to make way for develop-
ment. For example areas with intact man-
grove forests—natural buffers against storm
surges—fared better than areas where the
mangroves had been cleared to make way
for aquaculture or development. One of the
best defenses against the wrath of nature, it
turns out, is often nature itself.
The underlying message here is that natu-
ral disasters are rarely ever completely “natu-
ral.” The toll they inflict is usually compound-
ed by human misjudgment: siting expensive
infrastructure like hotels too close to the sea-
shore; destruction of wetlands, mangroves
and coral reefs that serve as coastal buffers;
and rampant deforestation that destroys bio-
diversity and causes soil erosion and deadly
mudslides in the event of flooding.
Along with the Green Reconstruction Pol-
icy Guidelines that WWF had developed for
Aceh, we took the WWF conservation knowl-
edge and the international humanitarian
expertise of American Red Cross and their
partners, and applied an integrated approach
Master of Science:
Peace Operations
Study the theory and practice of peace operations, international civilian police operations,
nongovernmental organizations, elections, refugees/internally displaced persons, and
governance with world-renowned scholars and practitioners at one of the nation’s leading
schools of public policy.
• Small classes taught by world-renowned faculty
• Conveniently located in the metropolitan Washington, D.C., area
• Full-time or part-time study
• Affordable cost
To find out more, please contact
Graduate Admissions at the School
of Public Policy at George Mason
University at spp@gmu.edu or
703-993-8099.
28 MONDAY DEVELOPMENTS November 2010
to projects across the tsunami-afflicted
area, from Indonesia to Sri Lanka, Thailand
and the Maldives. While individual tsunami
recovery projects were tailored to meet the
needs of survivors, a principle that guided
the Tsunami Recovery Program as a whole
was that projects should help people rebuild
their lives without harming the ecosystem on
which they depend to reduce future risks and
vulnerability.
A few examples:
• In Sri Lanka, the partnership helped
families adopt environmentally friendly
waste management practices assisting
a total of 1,978 families in 52 villages to
carry out hygiene promotion, compost-
ing and organic home gardening.
• In Thailand, we promoted better solid
waste management through a school-
based recycling program in which stu-
dents collect recyclables and deposit
them in a “garbage bank” in exchange
for gifts or small monetary rewards.
• In Indonesia, we have educated, orga-
Where InnovatIon Is tradItIon
nized and empowered local communi-
ties to protect the Krueng Sabee wa-
tershed, upon which more than 20,000
people rely for their drinking, cooking
and washing needs. This community-
based effort has protected the water-
shed by curbing illegal logging and gold
mining, ensuring drinking water supplies
and supporting livelihoods, such as fish-
ing, that depend on natural resources.
We have taken our experience and the
lessons we have learned over the past five
years of our collaboration and incorporated
them into the “Green Recovery and Recon-
struction: Training Toolkit for Humanitarian
Aid”—GRRT for short.
It is written and offered in the hopes that
other humanitarian and conservation organi-
zations will find it useful in their own efforts
to build back safer in the wake of disasters
by incorporating environmental sustain-
ability and risk reduction into their disaster
response. A common misconception is that
environmental considerations are too time
consuming, too complex and too expensive
to take into account when responding to
emergencies. Our experience says otherwise
and we would like to share it.
The GRRT, which focuses on international
operations, was developed by our organiza-
tions over the past 18 months and peer re-
viewed by experts from CARE, Oxfam, Save
the Children, Mercy Corps, RedR, the Inter-
national Federation of Red Cross and Red
Crescent Societies and the United Nations
Environment Programme among others. It
consists of 10 training modules covering
everything from how to conduct an environ-
mental assessment to shelter site selection,
building materials, livelihood development
and future risk reduction. Each module in-
cludes a trainer’s guide, training materials, a
technical paper with essential background
information, PowerPoint slides and a list of
additional resources. It is scheduled for re-
lease later this year.
We believe it represents an important con-
tribution to our fields, as well as a bridge
between the conservation and humanitarian
communities whose interests are not only
compatible but inseparable. Our hope is that
more organizations—both conservation and
humanitarian—see the important difference
that this commitment to work together can
make. MD
Kicker
Events
October
24 October
UN Day
http://www.un.org/en/
events/unday
24 October
World Development
Information Day
25 October
InsideNGO Workshop:
Managing Security
for Non-Security
Professionals
Washington, DC
www.InsideNGO.org/
workshops.htm
27 – 29 October
African Development
Bank: 2010 African
Economic Conference
Tunis, Tunisia
http://www.afdb.org/en/aec/
November
1 – 5 November
African Development
Bank: First All-African
Energy Week
Maputo, Mozambique
http://www.afdb.org/en/
news-events/article/afdb-
organizes-the-first-all-
african-energy-week-7191/
3 – 4 November
InsideNGO Workshop:
Contract Management for
NGOs
Washington, DC
http://www.insidengo.org/
workshops.htm
3 November
Inter-American
Development Bank:
Access to Energy for
Latin America and the
Caribbean
Washington, DC
http://events.iadb.org/
calendar/eventDetail.
aspx?lang=en&id=2488
6 November
Project Concern
International’s 50th
Anniversary
Del Mar Fairgrounds
San Diego County
Contact: mjschumann@
ProjectConcern.org
9 – 11 November
First Global Conference
on Biofortification
Washington, DC
Contact: bifortconf@cgiar.org
10 November
IACC Council:
International Anti-
Corruption Conference
Thailand
http://iacconference.org/
en/14iacc/
16 – 17 November
Gift-in-Kind Summit
Crowne Plaza, Ft. Myers,
Florida
www.giksummit.org
Contact: coleeng@
worldconcern.org
It’s free and easy to publicize
your upcoming events in Monday
Developments Magazine. Send your
event’s name, date, location and
contact information to publications@
interaction.org
20 November https://sites.google.com/
Universal Children Day site/dcrr1110/home
http://www.altiusdirectory.
com/Society/universal- December
children-day.php
1 December
25 November World AIDS Day
International Day for
Elimination of Violence 3 December
Against Women International Day of
Disabled Persons
30 November-2 December http://www.altiusdirectory.
InsideNGO Workshop: com/Society/international-
USAID/Federal Rules & day-disabled-persons.php
Regulations
Washington, DC
Learn—Share—Connect
InsideNGO  supports  the  operations  staff  (finance, 
HR, contracts & grants, IT, legal, general operations) 
in international relief & development organizations. 
We conduct training workshops, roundtables, salary 
and indirect cost surveys; hold annual meetings; host 
listservs  and  members‐only  sites;  lead  member 
advocacy initiatives. 
InsideNGO helps you:
◊ connect with peers 
◊ stay current with sector trends 
◊ gain practical tools & resources  
◊ grow your knowledge & leadership skills
To learn more about us, go to—www.InsideNGO.org. 
To learn how to become an organizational member,     
email us at membership@InsideNGO.org.
November 2010 MONDAY DEVELOPMENTS 29
Jobs
LOOKING FOR A NEW JOB
in International Development or Humanitarian Relief?
Cook Stoves
continued from page 17
tend to absorb more pollutants because
they breathe more rapidly than adults.
In the end, young children receive a
larger dose of toxins relative to their body
weight. This is bad enough, but then it
gets worse.
Respected estimates suggest that poor
indoor air quality is a major contributor
to the premature deaths of some 2 mil-
lion people each year, primarily women
and children. This is roughly twice the
annual mortality associated with malaria.
Compounding matters, my organization’s
30 MONDAY DEVELOPMENTS November 2010
Visit: careers.interaction.org
research in West Wollega, Ethiopia, has
revealed that children, in most cases girls,
spend up to 40 hours per week collect-
ing fuel for home fires. These forays into
wooded or isolated areas subject young
women to rape or abduction, as is cur-
rently the case in the eastern part of the
Democratic Republic of the Congo.
The public health case for the Global Al-
liance’s initiative is indisputable. However,
our profession should recall in moments
of sobriety that no good turn goes unpun-
ished. We should anticipate a possible
resurgence of vectors normally repelled by
indoor smoke; insects may return to their
old haunts with diminishing amounts of
Are you looking to hire experienced
development and humanitarian
professionals? The candidates
you’re looking for read Monday
Developments! Send your classified
position announcements or display
advertisements to Katie Delaney at
publications@interaction.org
InterAction’s online
job board instantly
connects you to the
latest humanitarian
relief and international
development jobs as
they become available.
Search by job sector,
level, region and
country—or post your
resume and let the
hiring managers come
to you!
combustion pollutants to discourage their
presence. We need to remain vigilant to
the unintended consequences of our good
works.
Our profession now finds itself at the
threshold of an exceptional opportunity.
Collectively we possess political support,
industrial partnerships and the know-how
to sustainably save lives, improve liveli-
hoods and promote environmental stew-
ardship. Let’s embrace this remarkable
clean cookstove initiative with our heads,
our hearts and a sense of urgency. MD
Questions can be sent to the author at
David.Dyjack@ADRA.org
Jo b O p e n i n g s Democracy,
Governance
and Community
Development
Director
Arlington,VA

Director of Finance
Kabul, Afghanistan

Senior Petroleum
Engineering Advisor
Kabul, Afghanistan

Sudan Country
Director
Juba, Sudan

Senior Integrated
Water Resource
Management Policy
Analyst
Kabul, Afghanistan

1621 North Kent Street For more information,

Fourth Floor contact Christine
Arlington,VA 22209 Dalpino at 703.248.0161
P: 703.248.0161 or visit www.ird.org
F: 703.248.0194 www.ird.org and click on
“Work With Us.”
Committed to the Aid and Development Industry.
Drive Quality Drive Green Drive Safe Drive Smart
Ford’s quality is equal Ford improved fuel Ford leads the Ford Motor Company
to Honda and Toyota economy more than industry in both National is committed to
in RDA Group’s Global any other major Highway Traffic Safety delivering industry-
Quality Research System, automaker between Administration five-star leading technology
which measures vehicle 2004 and 2009, crash safety ratings3 and solutions that enhance
satisfaction in the first according to the U.S. the Insurance Institute the driving experience
three months of Environmental for Highway Safety’s Top at a value to the
ownership.1 Protection Agency. Safety Pick ratings. consumer.
The EPA rated Ford’s
To learn more, please contact:
combined car and
truck fuel economy Landon Tucker
improvement at nearly Aid and Development Fleet
20 percent, almost Sales Account Manager
double that of the next- Ford Export and Global Growth Operations
closest competitor.2 ltucker3@ford.com

Based on RDA Group’s GQRS cumulative survey at three months of service in three surveys of 2009 Ford and competitive owners conducted 9/08-5/09.
1

Based on analysis of data published by EPA (11/09). 3Star ratings are part of the U.S. Department of Transportation’s Safercar.gov program (www.safercar.gov).
2