By Kimberly A. Maynard, Ph.D.
– CCF Board Member

I have personally worked with, for, and beside hundreds of international aid organizations in many countries. I have professionally examined the intention and value and, ultimately, the impact of international aid work. What does truly caring about our fellow humans around the world and “doing good” look like in an organization? We are in an era of extreme resource imbalance within a globalized economy. Through the media, we are privy to the lives of others in the far reaches of the world 24/7. It tears our hearts when we witness an earthquake destroy a whole village or a young girl destined to hard labor deep in the hands of poverty. We are the privileged, the few, the top end of the ladder yet what do we do to help? How do we express our humanity effectively?

How Do We Do Good Well?

After a career in the field and decades examining this personally, I have boiled it down simply to exemplifying good ethics. In the end, we are humans who want to favorably touch and be touched by other humans. This entails two things for me organizationally: 1) upholding an excellent partnership relationship with those we work with and 2) making an effort to think long-term and to act short-term in the best interest of the community and country.

Last year while trekking to each of CCF’s projects, I kept this in mind. Sitting in a circle in front of the Baseri Health Clinic along with the clinic’s oversight committee and staff, I asked myself this same question: what does “doing good” look like. The clinic was in need of repair. Children from the school next door had taken to throwing rocks at it, which chipped the siding. Some of the rooms flooded during the monsoons due to poor run off and an inadequate foundation. What actions could CCF take that would support the long-term ability of the community to have and uphold a quality clinic and not simply do a quick fix? That day in the circle, we agreed on a plan. CCF engaged a local contractor who employed Baseri young men to upgrade some structural components of the clinic. The contractor, also a committee member, took responsibility to guarantee the work would be maintained in years to come. After our meeting, the schoolmaster from next door walked over to me and thanked CCF for helping ensure that the community had such a viable health service. He said he would personally ensure that children learned to appreciate the value of the clinic and that they would no longer throw rocks.

CCF Takes A Deeper Look At What It Does

That trip prompted some navel gazing among CCF’s Board members. Clearly, CCF is greatly appreciated among the Nepalis with whom we engage and whose lives we touch. How do we articulate how that works? How can our ethics and methods be made more visible and consistent in our work? How can we ensure our integrity, transparency, and underlying values are inherent in everything we do? CCF has held strong values since its inception, such as trusting and working closely with specific Nepali relationships to guide its grant-making. However, up until now, these had been more intuitive than verbalized.

The Board formed a committee to look deep into this question. We held a series of introspective discussions unpacking what we stood for and how we operate. This invisible substructure developed into clear, discernible philosophies and standards documented in What CCF Does and How and agreed to by the entire Board. It states our underpinning beliefs, what kinds of projects we fund and why, and our guiding principles and is the foundation of all our operations. In it, is a set of seven criteria against which we measure each proposal in deciding what to fund in upholding this platform.

For example, our internal discussions pointed directly to our belief that when women and girls thrive, the world is better off. Yes, there are many deserving issues, and CCF has chosen to center its work on women and girls. For decades, I’ve had a sticker next to my desk that reads, “For every year beyond fourth grade that girls go to school, family size drops 20%, child deaths drop 10%, and wages rise 20%; yet international aid dedicated to education is declining.” Paul Hawken’s Project Drawdown uses big data to list the 100 most important, already existing solutions to reversing global warming. It measures how much CO2 is either not emitted or is captured by each solution. Educating girls is number six, family planning is number seven, and the two combined are number one. CCF’s scholarships and menstrual hygiene training are right in there.

I learned early on that giving money and food to the women resulted in the whole family surviving better. When girls get a leg up, their entire lives are transformed, they have more choices, and they give back to their societies. CCF has seen this transformation with Nepali women and girls since its inception. So, we made explicit that our work is to support women and girls.

The Process Is As Important As The Product

Yet, my experience has underscored it is not just what an international aid organization does does but how it does it. The process itself can often become the majority of the benefit. CCF has always invested in trusted Nepalis to guide our actions. Making this explicit through our guidelines grounds us in these precious relationships. This stems from the fact that every organization has to decide how directive it will be. Will it use its education and experience to proffer activities to a community or will it ask the community—sometimes without much subject matter experience—to decide what to do?

CCF has decided to walk beside and partner with Nepali communities, working collaboratively on issues of interest related to girls and women. In this, Nepalis collectively benefit from CCF’s involvement (not least of which is financing), while we in the West learn from working closely with the unique Nepali cultures and approaches to their circumstances. That said, CCF remains open to the understanding that there will be situations when it walks ahead and directs change. Similarly, there will be situations when our Nepali partners have more insight and should rightfully lead. We see this two-way, accommodating modality deepening and strengthening our relationships.

Around the World Benefits

Another significant component of CCF’s internal workings that emerged during our discussions was the value of our North American partners. We are immensely grateful for the financial generosity that continuously delights and strengthens us. Indeed, without our bighearted donors, we could not do what we do. And yet the relationship goes far beyond the funding.

Despite most of the world now having full time access to information, our understandings of and exposure to other cultures is always limited. CCF plays a unique role in bridging some of this gap personally. Recognizing this, we renewed our commitment to bring glimpses of the rich Nepali life to our donors and to the internet public through our website, newsletters, blogs, fundraising, and personal interactions with other Americans. We see this cross-cultural sharing plays a crucial role in linking communities and individuals across the planet and contributing to a broader sense of our global humanity.

To Hell With Good Intentions

As we all have witnessed, the challenge is not in holding good intentions as we set out to “do good.” The pages of history and the streets of villages around the world are literally littered with examples of disastrous projects of well-intentioned aid organizations. I can personally attest to many “unintended consequences” of poorly designed, ill-thought out, and failed programs.

Unfortunately, the international system rarely holds international organizations accountable for such projects. It is the community, the local population who must live with the debacle. Some of this is the result simply of poor planning and inexperience, exaggerated expectations, funding shortfalls and other such natural naiveté. Much of it, however, can be avoided by knowing the context in detail and thinking longer-term. By imagining both the spinoff benefits and potential problems that might arise from both the project and the process used, one can develop a more informative perspective.

CCF has adopted this long-term thinking in our foundational platform. For each proposal, we ask ourselves whether the project will likely have been a good idea a generation (20 years) hence. Without the benefit of hindsight, we do our best to imagine the enduring positive and negative implications of our actions. In the Baseri example above, in the short-term, the clinic was repaired before the monsoons. By using a local contractor (instead of one from Kathmandu) who then hired community laborers using largely local materials, money went back into the area’s economy, local workers developed some capacity in this form of building repair, and the skills necessary for maintaining the clinic are now resident in the community. A generation from now, these capabilities will hopefully remain.

Living Our Values

During this reflective process, we asked ourselves, “Change is happening all the time; what part of that change do we want to be?” While articulating our values and methodology doesn’t fundamentally change what CCF does or how we do it, it does elevate our work to a higher level. We are now visibly more accountable to ourselves, as we have an agreement against which to measure our actions. We are also more accountable to our Nepali partners, as our transparency is a commitment to right relationship. Lastly, we are more accountable to the public and to our donors who can track how we manifest our principles in our activities. By being explicit about our actions and values and putting our integrity on the line, we hope to attract North Americans intrigued by our work as well as Nepali partners and other opportunities that align with our approach.

Like many others, my years in the field have developed an attentive eye towards international aid. Our responsibility to our fellow humans obliges us to ensure our good intentions equate to positive long-term impact to the best of our ability. Dependency, colonialism, entitlement, and cultural bias are just some of the challenges we face with our generosity and true interest in helping others. It is with that sensitivity that I am engaged in and so appreciate CCF’s concerted self-reflection. While we never know the full impact of our efforts, with our ongoing partnerships with Nepali colleagues, we hope to cultivate a better, more loving world for all—one in which we each bring what we have to the table and engage deeply in each other’s lives such that we truly are contributing to a more beautiful world.