Tag Archives: NGOs

MissionCreep #7: Nepal, salary cap and man drought

WhyDev just turned five! Celebrate with us by checking out our very first post.

Been missing the WhyDev podcast? So have we! Hosts Brendan Rigby, Carly Stephan and Weh Yeoh met up in Melbourne last week to record the latest episode of MissionCreep.

This time around, we’re talking about the altruism and the feels of going to Nepal and NGO salaries for CEOs, fundraisers and everyone in between. Plus, do we need affirmative action for men in development?

Continue reading MissionCreep #7: Nepal, salary cap and man drought

Why We Dev with J. (part 1): Getting aid right

Last month (in honour of our 500th blog post!), we launched a new feature called Why We Dev, which gives you a chance to ask all your questions to a special guest.

J.'s avatar picture, a skeleton with a joker hat.
The best picture we have of J.

Our first guest is J. (aka, Tales from the Hood), veteran aid worker, well-known pseudonymous blogger and indie author. His answers to your questions will appear over the next three days, and part 1 focuses on questions related to volunteering and effective aid. Check back tomorrow for his answers to questions on a host of other topics.

We all know there’s lots of bad development (like voluntourism) out there. What’s something you think even the “best” in the aid sector are messing up these days? Continue reading Why We Dev with J. (part 1): Getting aid right

This Year Today: What Kim & Kanye will mean for development in 2015

Welcome to the United Nations International Year of Soils and of Light. No, the UN hasn’t opened an Astrology department or adopted the Chinese zodiac calendar. (Next year is the Year of the Green Wooden Sheep.) The Year of Soils is, according to Dr. Richard Doyle of the University of Tasmania, about getting youth excited about soils. “Get them off their iPads, out of playing video game Mine Craft, which are about imaginary mining and imaginary soils. Actually get them out there feeling soils, feeling the texture, smelling the soils.” So, get off your phone, turn off your lights, and go get some soils.

This year at WhyDev

It is an exciting year ahead for WhyDev. We’re entering our 5th year of operations, and will soon hit 500 blog posts. Our original mission has not changed all that much – to foster and provide an online community for those committed to getting development right. This year, we’re hitting our stride, and building this community through AidSource, partnerships and service delivery. Not only are we aiming to foster a collaborative and critical community, but also a healthy and supportive one.

This year on the team

To achieve this, we are very happy to have three more committed peers join our gang. And, they couldn’t be more over-qualified and amazing. Alysia Antonucci will be managing AidSource, Jessica Meckler will be leading our partnerships, and Nicole Tooby will be helping us engage youth.

This year in globaldev

In the tradition of New Year posts, it’s customary to predict trends for the coming year. Is Baghdadi 2015 the next Kony 2012? What is Bono planning for Africa? When will Kanye and Kim take a step towards philanthropy and world-saving? I wish I had the answers. In the meantime, a few items to keep track of, which we will evaluate in at the end of this program cycle:

1. Post-2015: The difference between ‘promote’ and ‘ensure’.

As we move closer to the end of the Millennium Developments Goals (and head towards the Quantum Development Goals? The Millennium Falcon Development Goals?), what our focus needs to be on are these two verbs: promote and ensure. Whether nations agree at the UN Summit in September to promote certain goals or to ensure them is too important to overstate, and it’s a political rodeo that will be largely closed off to the 99%.

2. Too many do-gooders, not enough jobs.

Exit your degree like I exit the turn-pike / Dicing development like dyn-o-mite. If you are not a Fugees fan, then I apologise for the lost reference of the preceding sentences. If you are a Fugees fan, then I apologise for the hatchet job of Pras’ lyrics. We’re entering an unprecedented era in do-gooding aspirations, with more Development Studies degrees than the Bible has Psalms. Although we don’t have any data, the number of under- and post-graduate degrees in Development Studies is growing, but the sector they wish to enter is perhaps shrinking.

3. Social enterprise is the new MONGO.

#2 then leads to #3, in which we will see a shift away from My Own NGO towards My Own Social Enterprise. MOSE. This phenomenon has already been documented in Bloomberg, and I believe it will only continue to grow. Conversely, and despite the pushback from WhyDev and others, we will see a growth in voluntourism, with more and more travel companies putting poverty on the list of attractions and itineraries. You can just imagine Contiki offering an all-inclusive Africa Slum + Party Package for 14 days, in which the young traveller gets down and dirty in the slums and clubs of Nairobi.

4. Beyond aid: Remittences, private sector and impact investment.

This is a trend we trot out at the beginning of every year, but this time it is different. Since its inception, foreign aid, as in Official Development Assistance (ODA), has been relatively flat in terms of growth. It has also always been subject to donor’s national interests. So, I don’t believe we will ever see substantial increases across the OECD family that are sustained and committed. Yet, development doesn’t begin and end with ODA. Remittences, private sector, concessional loans, foreign direct investment and impact investing are more significant in terms of volume and poverty alleviation than ODA. We need a wholesale re-imagining of what ODA can achieve, and how it can achieve its purported aims.

5. “I’m not a businessman; I’m a business, man / So let me handle my business, damn.” – Jay Z

NGOs and international development agencies are increasingly adopting the nomenclature and discourse of business and the private sector. And, it doesn’t look to be slowing down. Whether this means the actual practice of development will be done differently is an entirely other matter. Beneficiaries may become customers, but if they’re treated like Comcast customers, then god help us all.

 6. Last but not least, Kanye and Kim will become the Bill and Melinda Gates of hip-hop and Hollywood.

Yo Geldolf, I’m really happy for you, and Imma let you finish. But, Bill and Melinda had one of the best campaigns of all time.

Kim and Kanye are yet to fully submerge themselves in global development, advocacy and celebrity intervention, but I have a good feeling that this is their year to shine and commit themselves to eradicating something somewhere in Africa.

Love reading Last Week Today? To keep getting the best global development news and insights each week, just subscribe to our mailing list. We won’t be posting the newsletter to the blog anymore. Why? Because we’ll be sharing content throughout the year especially for our loyal supporters. You! So, sign up to get Last Week Today sent staight to your inbox every Friday. It’s that simple.

Featured image from Wikimedia Commons.

MissionCreep #5: Founders, NGOs and climate change

We know you’ve missed our fresh and frank voices in global development, but Brendan Rigby, Weh Yeoh and Laurie Phillips are back with episode 5!

Today on MissionCreep, we’re talking about the trouble with founders and the messy politics of NGOs. Plus, what’s happening to people affected by climate change?

Join the conversation! Weigh in on what organisations can do to avoid “founderitis” and how NGOs can be more accountable to the people they serve. And if you have legal expertise, let us know how things look for people affected by climate change.

Leave a comment here or on Facebook, e-mail us at info[AT]whydev.org, and use the hashtag #MissionCreepDev on Twitter. We’ll respond online or on the next episode of the podcast.

You can also listen to the podcast here or download it on iTunes.

Brendan Rigby
Brendan Rigby
Weh Yeoh
Weh Yeoh
Laurie Phillips
Laurie Phillips





Articles referenced throughout the podcast:

Five ways I hope to avoid Founder’s Syndrome on my project

NGOs – Do they help?

No “climate refugees” in New Zealand

Featured image is an aerial view of Funafuti, Tuvalu. Photo from Wikimedia Commons.

NGOs can learn from YouTube celebrities

This post originally appeared on Rachel Kurzyp’s blog and is reprinted here with permission.

I’m a massive fan of video. Often I think it’s an underrated or forgotten about platform in communications, especially in development. And while some NGOs do it well, most use video for the purpose of presenting marketing and advertising material. Few use it for establishing, aiding or developing their brand and online community.

While it is often easier for individuals to establish themselves on YouTube than it is for organisations, there is still a lot NGOs can learn from YouTube celebrities.

Jenna Marbles
YouTube celebrity Jenna Marbles (and her dog, Kermit)

Video is unique because it allows you to create longer content and therefore you can flesh out ideas and issues.

Also, people who are interested in watching a video – longer than 30 seconds and that isn’t about a cat – have decided to invest their time so you have their attention, unlike, say, Facebook and Twitter, where you are competing with your supporters’ friends and family.

Two YouTube celebrities that I love are Jenna Marbles and Miss Coco Peru. What makes them different, I feel, is that they are real people who look, act and sound genuine.

Video allows you get a sense of a person. It’s a chance for an organisation to establish who they are and then encourage their viewers to interact with them on a deeper level. Coco became a hit at my work after a friend who had gone through a similar quest to find Temper Tamer Tea, and found her video. We then contacted her by email. Although we didn’t expect a reply, she responded, and we chatted back and forth. Soon, she became more than just a character or celebrity to us. She became a person we could talk to and get to know. And we loved her more because of it.

Jenna, in particular, talks about everyday topics that are relatable to most people.

Sometimes she sets topics; other times, she touches on areas that she knows people want to talk about, but may not have had the chance to; or, she asks the community outright what they want to discuss. NGOs can learn from this, as they don’t always focus on two-way conversations and forget to ask their supporters what they want to know about the organisation and its work. In all cases, video lets Jenna create a space for discussion, and it’s through this two-way dialogue that her viewers realise their similarities. The space she creates isn’t some obscure world, either. Because of the nature of video, we talk with her in our everyday world; on the tram or at home, as if she were our friend. I believe this is what has helped her form her huge community of 12,790,673 YouTube followers alone. I like knowing there’s millions of other people who question, think about and laugh at the same things I do.

Finally, what I love about both Coco and Jenna is that they have a clear personality or brand.

When you watch their videos or go to their websites, you enter their world – Coco greets you with her voice while Jenna makes you “awww” out loud with pictures of her dogs, Kermit and Mr. Marbles. Both celebrities know how to use their talent and personality to their advantage, but they aren’t trying to please everybody. Because they know who they are and stick to what they know, they are quick to respond to criticism and support their views. NGOs can fall into the trap of trying to speak to everyone or trying to discuss every issue at length. If an NGO specialises in water or restoring eyesight, then it’s ok if they only talk about this, and some do this well. I wouldn’t normally engage with personalities like Coco and Jenna, but friends shared their YouTube videos with me, and now I really enjoy watching and listening to them.

NGOs should look to YouTube celebrities when trying to create genuine dialogue, spaces where two-way conversations can take place and a holistic brand. While NGOs and celebrities might start and end in different places, the tools and motives are the same – to tell stories in new and engaging ways to their community.

Who are your favourite YouTube celebrities, and what do you like about them?

How to prevent burnout in aid work

Earlier, psychologist Alessandra Pigni discussed the difference between burnout and PTSD, and explained how burnout has to do with the quality of the work environment, as well as personal tendencies towards perfectionism and workaholism. In this post she explores what aid workers and aid agencies can do to prevent burnout.

The majority of aid organisations fail to prepare and support their employees and volunteers psychologically. What more could they do to prevent staff burnout?  

In 2011 I initiated a discussion on LinkedIn among humanitarian professionals on the psychological health of aid workers. I simply put out this reflection/question ‘Aid workers are psychologically unprepared for aid work. Any views from field and HQ staff?’.

The response was overwhelming, with over 200 comments pouring in non-stop. I knew from my work in Palestine that aid workers were at high risk of burnout, and I was hoping to gain a more global understanding. I wanted aid workers to speak up, open a space where they could express their needs, which turned out to be remarkably similar no matter where they worked.

It seemed like the discussion I initiated nailed it. Aid workers offered examples of how their organisations failed to provide adequate psychological preparation and support in the field. From being thrown into the field with no pre-departure briefing, to being at the mercy of managers who lacked emotional intelligence and people skills, from self-medicating with alcohol and pills, to suffering in silence because of the stigma attached to asking for help. One contributor summarised it for us: “It would be great to have proactive measures in place such as adequate pre-deployment preparation, ongoing mentoring and coaching, instead of just relying on reactive counselling.”

Humanitarian professionals also gave examples of how small, everyday acts of support and kindness in the workplace made a huge difference. A story that stayed with me is that of an aid worker who had been working in the Balkans nonstop for months during the war. One day his manager told him she had booked a hotel for him and send him off on a well-deserved break. In his words he was “eternally grateful for this.” “Such simple act” he added “made me much more aware of my own stress and stress being felt by team mates.”

Such acts of attention are what help to prevent burnout. They involve mindfulness, empathy and emotional intelligence, and show how managers with people skills make a significant difference.

A little human kindness can make a big difference.
A little human kindness can make a big difference.

Research shows we can learn to care and we adapt to the environment that surrounds us. This brings to mind the famous “broken window theory” which shows that people are less likely to care for a run-down environment than they are for a well attended one. Burnout in organizations is kind of the same: if the dominant tone is disrespectful and toxic, newcomers will follow that trend. Conversely, if it is healthy and caring people will adapt to such culture.

Realistically, there is no recipe to create burnout-proof organisations, but there are some simple ideas that managers can start to implement with the support of headquarters. I find it helpful to remember what Anton Chekhov said: “Any idiot can face a crisis – it’s day-to-day living that wears you out.”

So that’s where we can start: caring for ourselves and each other on a day-to-day basis.

Easier said than done. Where to begin? Here are some practices to keep you sane in the field and build healthy organisations.

In terms of personal self-care consider this:

  1. Are you overworking in non-emergency situations? Are you thinking about work when you are not working? Do you have a life outside work?
  2. Are you able to say no to unreasonable work requests and put some healthy boundaries in place? Hard at first, saying no is a sanity factor in aid work.
  3. Can you unplug? Try and go offline one day a week. As hard as it may seem, this is possible even in the field.
  4. Are you making time for physical exercise in the field? Consider what Mandela said: “Exercise dissipates tension, and tension is the enemy of serenity.”
  5. Can you spend time alone? In a highly active job can you practice doing nothing and just being? Exploring guided meditation or yoga can help.
  6. Are you keeping up with friends and family outside the aid circle? Connecting with people beyond work is essential: sometimes it’s hard in the field but it’s good to remind yourselves that the world does not revolve around your aid project.

In terms of organisational health it can help to reflect on the following:

  1. How is the “headquarters-capital-field dynamics” in your agency? For aid workers navigating the human interaction between HQ demands, capital requests, and field needs represents one of the biggest sources of stress. Issues of responsibility, trust, power and control come into play. These are the very issues that need to be addressed in order to prevent staff burnout and create healthy work environments. 
  2. Is your agency open to learning? Most learning does not happen in a formal training, but rather it is part of a way of working together where employees are encouraged to share ideas, best practices, and skills in a formal and informal way. At times an informal conversation over a coffee means more than a workshop.
  3. How do you give each other feedback? Are employees encouraged to learn from their mistakes? Try and introduce appreciative feedback in the workplace. When used skilfully this practice opens up a whole new way of communicating, allowing people to discuss what works and what doesn’t.
  4. How does your organisation show appreciation and reward staff? Treating people with fairness when it comes for example to salaries, career progression, and job stability/flexibility is a way to improve staff retention. Aid workers’ intrinsic motivation to do good is simply not enough, people need to be rewarded and appreciated.
  5. As a manager, how do you model self-care and leadership? Spending time with your colleagues informally, over lunch for example, helps to create a supportive work environment. Many aid agencies are based in countries where the society values sharing a meal together. We can learn from that instead of exporting the bad habit of eating alone in front of our computer!
  6. How does your organisation take stock? Making time for periodical retreats or reflecting time to pause and explore how to move forward makes individuals and organisations more effective and resilient. No one can drive on an empty tank, no matter how powerful the engine is.

I guess you could say that more than a recipe for success, this is an anti-recipe because its course cannot be charted with a one-size-fits-all intervention. Creating “learning and caring organisations” is certainly not an easy task, but some social purpose organisations are exploring it with promising results, and I think that aid agencies can learn by looking beyond their sector. There’s a certain hubris that needs to be overcome: we can learn from others even if they do not work in war-zones.

A manager with over 20 years of experience working in Palestine shared this powerful thought during a staff meeting: “institutional change and community empowerment can only happen when staff needs and priorities are properly attended to.”

In other words, personal and organisational wellbeing are linked to global wellbeing. By taking care of ourselves and creating healthier organisations, we can better affect change – the reason most of us got into this field in the first place.

Your organisation isn’t going to help you, help yourself.

This post originally appeared at How Matters

Generally speaking, it doesn’t matter how large or how small the organisation you work for is. If you work in aid and development, it’s up to you to look after yourself. Sure, there are exceptions out there. Anecdotally, Save the Children and MSF are both large organisations that are investing time and money into the mental health of their staff. But the reality is, for the bulk of them, the onus is still on the individual to take care of their emotional and mental wellbeing.

A volunteer in a large government volunteer program was working in an area of considerable stress, dealing with victims of sexual violence on a daily basis. She had put in an application to continue her association with this small local organisation, through another volunteer scheme managed by the same company. After she experienced mental health issues, she informed her employer that she was struggling and needed help.

The response that she was given was that she was jeopardising future placements through this company by requesting help. Quite simply, she was showing that she was not of the right fortitude to deal with the requirements of the job. They did however tell her that she was entitled to three hours of free counselling services. Over the 12-month period of her contract.

We put people in places where we demand a great deal from them, and expect our pound of flesh. But rather than give them the tools to do the job that is needed, we treat them with suspicion that they are incapable or weak when they need help.

How did it get like this?

Two years ago, WhyDev ran its first pilot program into peer support, aiming to match isolated aid workers around the world together, to support each others mental, emotional and professional well-being. Back then, the idea that aid workers were able to reach out for this kind of support was something of a novelty in itself, even more so than it is now.

An older man who had worked in the aid and development sector for a couple of decades felt the urge to write to me out of the blue. His email started politely, though (unsurprisingly perhaps) condescendingly.

“I am sure that you are a nice and well intentioned chap”, he wrote, much like the old uncle with a pipe in one hand and a cricket bat in the other, poised to strike you on the bottom just as you think you’re getting off with only a verbal warning. He continued to tell me how in his considerable experience working in conflict and post-conflict areas, he was yet to meet anybody who could benefit from this kind of support. What we were doing at WhyDev was, in his own words, “creating yet another coffee-club for people who ought to pull themselves together and stop whinging.” He urged that I “should put my considerable energy and brainpower into something worthwhile.”


It speaks volumes about the capacity of someone to provide empathy when their solution to a problem is to grin and bear it. It also says more about the aid and development sector when people who we can assume are in higher management positions have this attitude. When they were our age, they toughed it out, and learnt how to “stop whinging”, the younger generation simply needs to do the same.

It is for this very reason that progress from organisations towards true comprehensive mental and emotional support for aid workers is slow. Look at an example of who is green-lighting them (or not, in this case).

I have two simple suggestions on how we can start to improve the situation from an organisational point of view. The first is employ more women in management positions. The science has shown again and again, that on balance, women have more characteristics than men that are suitable for management. Humility, sensitivity and emotional intelligence, just to name a few. Surely these sorts of characteristics, not the overconfidence that male managers tend to display in their own opinions, are more likely to result in organisations that know how to care for their employees’ mental and emotional health. Not only care, mind you, but give them the right tools to do the job.

The second comes back to title of this piece. Realise that, for now, organisations are generally not going to provide staff with the sort of support that they need. This doesn’t exonerate them of their responsibility to do so. It means individuals who work in aid and development need to let them know that it is something valuable to them. And support each other. Changing the perception of mental and emotional needs of aid workers will take a long time. But collectively, it is possible.

John Steinbeck’s quintessential bromance novel, Of Mice and Men, contains one of my favourite passages that encapsulates what working in isolation feels like.

A guy sets alone out here at night, maybe readin’ books or thinkin’ or stuff like that. Sometimes he gets thinkin’, an’ he got nothing to tell him what’s so an’ what ain’t so. Maybe if he sees somethin’, he don’t know whether it’s right or not. He can’t turn to some other guy and ast him if he sees it too. He can’t tell. He got nothing to measure by. I seen things out here. I wasn’t drunk. I don’t know if I was asleep. If some guy was with me, he could tell me I was asleep, an’ then it would be all right. But I jus’ don’t know.

Crooks, a black, stable hand with a physical disability, is always someone who is on the periphery of everything. He has no measuring stick to which he can exist in his life. It’s just him. But we can help each other, by first helping ourselves.

DevPeers: Improving aid through peer support from Weh Yeoh on Vimeo.

Early results of the largest survey of humanitarian workers ever show that burnout is a key issue already. At WhyDev, we are raising funds for the next iteration of their peer support program: DevPeers.

We are currently halfway to what we need to get the program launched. Without it, we cannot support the hundreds and thousands of aid workers out there. All help is appreciated.

You can also register your interest in DevPeers as a participant.

Burnout and its causes

Burnout is a problem many aid workers face. In this post, psychologist and organisational consultant Alessandra Pigni discusses the causes of burnout and how it differs from stress or PTSD. A follow-up post will appear next week and will look at what (aid) organisations can do to prevent burnout.

Why does burnout, rather than PTSD, seem to be more common among aid workers?

We need to make a clear distinction between the psychological conditions aid workers may experience following traumatic events, and the distress they experience in their day-to-day work. Both can lead to psycho-somatic suffering, but the causes and remedies are different. Aid workers do not experience burnout following the exposure to a traumatic event, but they may experience trauma-related conditions including (but not exclusively) post-traumatic stress disorder (PTSD). Instead burnout is related to a way of working and to a particular type of organisational culture that I shall describe.

Research suggests that 5% to 10% of aid workers suffer from PTSD. Between 30% and 50% suffer from moderate to severe levels of emotional distress, and 40% are at high risk of burnout. What we need to understand is that given adequate support, most people have the strength and resilience to overcome a traumatic episode without developing PTSD.

This means that aid organisations need to provide tailored support to those professionals who may need it, offering a range of options and not exclusively trauma counselling. The work of trauma therapist Babette Rothschild is excellent if we want to understand PTSD: the author warns us about avoiding the common mistake of thinking that exposure to a traumatic event equals PTSD, and consequently rushing people into counselling.

Burnout is a different issue and unlike PTSD it is a widespread problem across the aid sector. Burnout is a “man-made” condition over which individuals and mostly organisations have a high degree of control. As burnout experts Prof Maslach and Leiter illustrate, burnout is a condition caused by being exposed to an unhealthy work environment, meaning the internal organisational environment.

So while people need to figure out what they can do on an individual level to prevent burnout and, for example, keep their perfectionism and workaholism in check, change will be limited without a shift in organisational thinking.

Aid workers have a pretty good idea of the challenges that they will face in a humanitarian/developing context: power cuts, at times violent and insecure surroundings, gunshots, checkpoints, etc. Place a group of aid workers around a table and you can almost feel that there is a sort of pride in how much they have endured, they always have a story to tell about showering out of a bucket and having to negotiate with the rebels the access to remote areas!

While these though conditions are far from easy, aid workers make an informed career choice. They know that these ‘rough edges’ come with a job that they expect to be meaningful, and full of action, a job that will allow them to experience the world, while being part of a community of people driven by common values. This is where burnout comes in because often these idealised expectations are betrayed by reality.

In order to understand how burnout is not simply a stress problem over which a single individual can have full control, let me go back to the research by Maslach and Leiter who clarify that “while most people think job burnout is just a matter of working too hard, that’s not necessarily true.”

Stress is to burnout what feeling a little blue is to clinical depression. “Burnout is when you feel overwhelming exhaustion, frustration, cynicism and a sense of ineffectiveness and failure.” The authors list six areas that can result in burnout:

  1. work overload;
  2. lack of control over the work;
  3. insufficient rewards;
  4. workplace community problems, such as incivility and a lack of support among co-workers;
  5. a lack of fairness, such as inequality of pay, promotions or workload;
  6. and a conflict between one’s personal values and the requirements of a job.
If this sounds familiar, that is a bad sign.

Do you recognise any of these traits in your organisation?

This evidence-based understanding of burnout and of its key features is essential to appreciate how this condition is an organisational challenge. Most aid workers do not simply overwork, they may also be immersed in an organisational culture that resembles the points highlighted by Leiter and Maslach. It is not unusual for aid workers to experience a sort of ‘cognitive dissonance’ between what they thought it was going to be and what it is.

This gap between expectations and reality, the mismatch between official mission statements and work on the ground, a defensive culture of overwork and sacrifice, and the lack of rewards and fairness is what leads aid workers to burnout. Burnout feels like falling out of love with your job.

If you are just tired, a break and some self-care will do. Burnout requires a different kind of approach, and the best approach is preventing it at the organisational level by strengthening a supportive and respectful work environment.

[Ed. note – participants in WhyDev’s pilot peer coaching program indicated a range of benefits to participating in the program, including feeling less stressed and isolated. We’re currently fundraising to launch DevPeers, the next iteration of this program. 

For more information and to support our campaign, visit http://www.startsomegood.com/devpeers.]

Learning service as an effective alternative to voluntourism

By Amanda Mitchell

“Maybe I’d like it there if I was volunteering in an orphanage and got to play with the kids.”

I slapped my hands over my face, shaking my head. I’ve been living in Cambodia for over three months now and probably haven’t been Skyping my best friend back home as much as I should, but I couldn’t believe she still had no idea what I was actually doing here.

Work-mode took over and I began spitting out numbers like, in Cambodia over 75% of the children in orphanages aren’t actually orphans at all and even though the number of orphans is decreasing the number of orphanages is increasing with the rate of tourism. I explained how visiting and volunteering at orphanages can perpetuate child exploitation.

“I didn’t know that,” was all she said after I’d finished my spiel.

Had my friend acted on her desire to volunteer, not just at an orphanage but anywhere, she’d be bombarded with an overwhelming number of options, good and bad. When you’re surrounded by talk on development and the effects of volunteering it’s easy to forget run-of-the-mill voluntourism projects can be indistinguishable from programs making sustainable contributions to those hearing about it for the first time. Even though I know spending a week painting a classroom will unlikely make any kind of difference in the local community my friend may see it as an excellent opportunity to “give-back”.

In Cambodia I work with two different organizations. PEPY Tours is social enterprise tour company running culturally immersive, educational trips. They started out offering short-term volunteer trips and quickly learned that even though those participating left feeling like they had made a difference, more often than not their contributions didn’t offer any long-term solutions. Learning Service is an advocacy group that stemmed from the lessons PEPY Tours learned and promotes the idea we must learn about a community and the issues they face before we can offer any kind of service.

In January, Learning Service launched a series of videos designed to engage the volunteer-travel community and spark discussions about how to put their good intentions to good use. Online you’ll find numerous lists explaining how not to volunteer and quite a few articles that point fingers at volunteers for adding to dependency problems but not a lot of information about how to volunteer responsibly.

The first Learning Service video, Finding a Responsible Volunteer Placement, reminds viewers to analyze the financial transparency of any organization they are considering. If you are paying a fee to join a volunteer project know where that money is going. Also, take into account the implication of foreign volunteers. You shouldn’t be given high-level roles or jobs that could be done by locals just because you are foreign or speak fluent English. Other videos in the series tackle topics such as being a valuable volunteer, staying involved once you’ve returned home, and orphanage tourism.

All of the Learning Service videos are available online:

Finding a Responsible Volunteer Placement

Being a Valuable Volunteer

Returning from your Volunteer Experience

Orphanage Tourism

How can I do good in the world?

Tips for responsible travel: Southeast Asia

While videos alone won’t change the volunteer travel community, they hopefully can start the conversation and inspire thoughtful discussions about the impacts our actions have on the world.

To learn more about Learning Service and their resources visit their website: learningservice.info or contact them directly via contact@learningservice.info.

Amanda Mitchell is interning in Cambodia with an educational travel company and responsible volunteer travel advocacy group. In her post she refers to the Learning Service video series.

The Samaritans: Mocumenting the NGO world

By Hussein Kurji

The Samaritans is a mocumentary comedy series about an NGO that does nothing. It is centered around the Kenya field office of “Aid for Aid” where Martha and her multi-cultural team at “Aid for Aid” have to grapple with their own shortcomings, ignore the demands of head office, continue the never ending search for funding, attempt to write plenty of useless reports and battle with local bureaucracy, all under the guise of ‘saving’ Africa.

A few years ago I was given a chance to pitch a comedy show at a TV & Film conference. I was looking for new material and a new world that had not been explored in this medium and in this particular genre .

I then started reading more and more about NGO’s and found that Kenya has over 4000 registered NGOs and its capital Nairobi is the hub of the development world in sub-Saharan Africa. Over the years, I have heard numerous stories from many different people about general office politics at some, not all, of these NGOs. In this space I also saw the chance to showcase Kenya as a diverse, rich and multi-layered country that is beyond the usual “slums and guns” storyline we often see depicted in the news; that Kenya can create engaging content, that it does have an expanding consuming middle class and that with this growing trend Kenya has an investible future. And so a culmination of these factors led to the creation of The Samaritans. Eventually with a base story line of 100 words, I pitched The Samaritans and won the pitching contest.

From that initial research and pitch I developed a short script, filmed an 8-minute demo and joined forces with my now business partner, Salim Keshavjee. We used the demo in our Kickstarter campaign and after a successful campaign we were able to film a pilot and one episode. Previews of these two episodes can be viewed on our website where they are also available for rent.

The mocumentary format lent itself well to the subject matter as it allows the viewer a closer bond with the characters and the world they inhabit. Plus you have a pool of ready storylines, a plethora of cast members from all walks of life and plenty of juxtaposition! All in all a good recipe for comedy.

The major story-arc of season one is the Kenya office submitting the largest grant they have ever submitted. Everyone is quite overwhelmed and the new inexperienced Director, Scott, does not know how to get his team together nor does he know anything about grants. The only person who can actually get it all done is slowly loosing her mind since she cannot get over being passed over for a promotion. The company is also reeling from the public outcry when images emerge of the former Director having hunted a Rhino, a scandal no one is really ready to handle.

Story-arcs have already been thought of for the next three seasons and a lot depends on the success of the first season. If The Samaritans continues to garner the kind of support it already has then hopes are high; the social media buzz has been great.

People have responded to the series positively and the next step is to develop the entire season. In order to do this we need to raise the budget for production and we are actively out there talking to international distribution channels and trying to navigate ways to generate the required budgets. In the mean time, we have two episodes for rent on our websites and are asking people to get involved, both by submitting their own NGO stories, which people have been doing and by renting or pledging to the production.

Hussein is the writer and producer of The Samaritans. He began his media journey in the United States in 2004. After gaining a solid foundation in interactive media design, Australia opened its doors to him where he continued to work in 3D animation & Film and graduated with a masters in digital media. After working for two years in Sydney, Hussein moved back to Kenya and founded Xeinium Productions.