one January 2017
Our global newsletter for staff
In this issue • p1 ONE Message - Chris’ reflection on the “Welcome to the Stranger” message • p2-3 ONE Team Focus – Humanitarian Capacity Development, empowering our partners to be at the forefront of humanitarian response • p4 ONE Volunteering - Allison’s story coming from the USA to study and choosing to volunteer for CAFOD • p5 ONE Faith story – Jan Wilkinson shares her journey of faith • p6 ONE Partner Focus – Jerusalem Legal Aid Centre and their role on helping displaced people • p7-8 ONE Country focus - Fighting food insecurity with innovation in Niger • p9-12 ONE Interview – Meet Harriet Crowley and her rich learning and experience transferring within CAFOD • p17 ONE Gallery – Know more about some of our colleagues’ backgrounds.
Produced by the Internal Communication and Engagement Team with special thanks to: Chris Bain, Alex Jarvis, Tim Cohen, Rhea Bhardwaj, Allison Hogan, Fulvio Ornato, Winnie Coutinho, Jan Wilkinson, Olwen Maynard, Jess Michelmore, James Marchant, Panikos Efthimiou, Harriet Crowley, Diego Martinez-Schutt, Belay Nema, Derege Kebede, Anke Bysouth, Marleen Hartkoorn, Chloe Sideserf, Sarah E. Hagger-Holt
This “Welcome to the Stranger” edition of CAFOD One is very timely. If events of 2016 surprised some of us, their consequences in 2017 could be even more unpredictable. It seems unlikely that the populist rhetoric - take control, too many foreigners, make Britain (or wherever) great again, and so on – will yield anything but bitter fruit for the migrant or refugee ‘stranger’. In his address to the governing council of Caritas I attended just before Christmas, Pope Francis asked us to ‘cultivate hospitality’ to counter nationalist mind-sets or globalised indifference. This requires us to dig deep into our core values and Catholic teaching, to dialogue and celebrate the diversity of our one human family. You can see a small example of the diversity of our colleagues’ backgrounds in CAFOD on page 14 in our photo Gallery. This edition also reports on how our activity around the world continues evolving to empower our partners to be at the forefront of humanitarian response (article page 2). We also highlight the work of our partner, the Jerusalem Legal Aid Centre, and their role on helping displaced people by standing up to unjust policies affecting communities (page 6) Finally, our country focus this quarter looks at the work of our colleagues in Niger who are fighting food insecurity with innovation (page 7) In the UK, we have a testimony from Allison, a young student from the USA who came to volunteer in CAFOD and helped us to develop a volunteer recognition scheme for our supporters in England and Wales (Page 4). The importance of keeping a strong faith identity – whilst still walking in solidarity with people without faith or of a different faith –is part of some of the reflection of Jan Wilkinson, our Head of Finance, Information and Infrastructure in our feature: My faith story (on page 5). Finally, an interview with our colleague Harriet Crowley who shares her rich learning and experience transferring roles within CAFOD (page 9) A huge thanks to all for your work in 2016. Echoing the message from Bishop John Arnold at our December staff briefing, you have once more demonstrated your enormous generosity by being adaptable and flexible in making CAFOD ready for this next stage of its journey. May you and your loved ones enjoy many blessings throughout 2017.
one Team focus Humanitarian Capacity Development by Tim Cohen CAFOD is committed to empowering our partners to be at the forefront of humanitarian response. This has always been a guiding tenet of our partnership principles, and is increasingly important in today's humanitarian context. As a leading agency and signatory of the Charter4Change (an initiative that promotes and empowers local actors to take an increased and more prominent role in leading humanitarian response in their own communities), this approach is increasingly important to our ways of working. In 2012, humanitarian capacity strengthening of partners was identified as one of the key corporate priorities for CAFOD and in response to this the Humanitarian Capacity Development (HCD) programme was established within the Emergency Response Group. The programme, which supports the vision of Towards 2020, puts local actors and their participation and engagement in humanitarian response at the centre. It looks at how a quality response can be achieved if an organisation has the required capacity at both the structural and programmatic level. The HCD programme is managed from London, but consists of a team of four Humanitarian Capacity Development Officers (HCDOs) based in DRC, Kenya, Myanmar and Zimbabwe. The role of the HCDOs is to accompany the selected partner organisations through what is termed their “journey of organisational change”. Support is provided in a variety of ways, which include partner capacity self-assessments, learning and training sessions, coaching, mentoring and various types of external technical support. A number of things can affect how effectively a partner, or any organisation, can respond to a humanitarian crisis. In addition to improving programmatic and technical expertise, there are areas that don’t immediately come to mind. For example, staff who work for partners that don’t have a defined humanitarian mandate or vision might find it difficult to understand how they can directly contribute to the response process. Also, an absence of well-formed systems and policies (human resources, finance and security, for example) can slow down or completely hinder the response process. Nairobi-based HCDO James Jirm Galgallo helped three local Caritas partners in Kenya to define their vision and strengthen their financial and human resource systems – which in turn increased the opportunities for these organisations to access a wider range of donor funding. Before the CAFOD intervention, all three partners “Provision of an accompaniment by CAFOD based in James and Bishop of Marsabit Isiolo has developed trust of staff, increased confidence, met their aspirations, created a clearer were experiencing issues relating to their picture of the situation on the ground, and wider acceptance by the diocesan management, including organisation’s leadership and senior management, and they lacked concrete strategic the bishop” — Caritas Isiolo, Kenya guidance and direction. There were also gaps in their capacity to raise funds on their own behalf, which was entrenching their dependence on partners to support their programmes and projects. January 2017
In the DRC, the backdrop to the programme was even more challenging. The HCDU intervention involved three partners spread across the eastern regions of the country. For the past two decades, this part of the DRC has seen high levels of conflict, and continues to be affected by the presence of a number of armed groups. The poor state of infrastructure also makes it difficult to travel to remote programme locations within the region. Even though our partners in the eastern DRC had been responding to emergencies for many years, they had never developed the types of internal systems and formal processes that appeal to institutional donors and other major INGOs. The HCDO for this region, Gilbert (based out of CAFOD’s Goma office), helped partners through a review of their structures and policies. This led to better funding prospects (such as successful START Funding) and opportunities to help a greater number of people affected by crises in the region. “I used to work with an INGO in the past. There we administered institutional assessments to see whether we wanted to fund partners or not. We never gave them feedback beyond whether we wanted to work with them or not, so learning was non-existing for the unsuccessful partner. The HCD approach, however, was very different; it was our own assessment, not just an external thing done to us. It helped us become acutely aware of our strengths and weaknesses against a set of international standards. It was ours!” - SOCOAC, DRC The el Niño crisis has led to a spike in humanitarian needs around the world. One of the hardest-hit regions of the world was Southern Africa, where millions of people are being affected by drought and food shortages. CAFOD has a strong country presence in a number of diocese in Zimbabwe, where HCDO Luckson Mashiri (working out of our Harare office) helped our partner Caritas Masvingo to improve their needs assessment capacity. This partner can now undertake detailed assessments and contribute to wider relief efforts. When Caritas Zimbabwe launched their el Niño Emergency Appeal earlier this year, the programme proposal incorporated the outcomes of Caritas Masvingo’s assessments – facilitated as part of the HCD support. The HCD programme has assisted us to improve our corporate governance, financial and programming systems. At first I was really wondering why we were being involved as all staff but in the end I appreciated the whole experience. Group exercises were great including the emergency simulations and Board governance training was such an eye opener” - Caritas Harare, Zimbabwe Similar achievements have been made in Myanmar, Malawi, Mozambique and Cambodia where support of HCD programme provided our partners an opportunity to strengthen their ability to respond to humanitarian crisis. Although, significant gains have been made as part of the first phase of the programme, there is a need to develop and reinforce partner capacity beyond the current HCD programme countries. Moving forward, the programme has expanded its support to more partners and
programme Humanitarian CAFOD’s
HCD Core (CHS),
framework and Caritas Internationalis Management Standards. The HCDOs have also started to work more closely CAFOD staff discuss the HCD intervention in Kenya with country teams to ensure better integration with CAFOD’s long term strategy of the country programmes. January 2017
one Volunteering by Allison Hogan
My time with CAFOD began this August upon my arrival to London and has been a truly wonderful experience. I am a student at the University of Notre Dame in the States and am spending the semester abroad here in London. In between my classes, my favorite part of the week is coming to CAFOD.. I am currently studying International Development at my university, an interest that stems from both experiences volunteering in Latin America and my Catholic faith. When looking to find ways to become involved during my time in London, I was excited to find an organisation committed to living out the values of Catholic Social Teaching in the service of our brothers and sisters living in poverty around the world. My project over the past few months has been the development of a volunteer recognition scheme. The scheme fulfils Aim 3 set forth in the 2015 Volunteer Strategy, “CAFOD will recognise and celebrate the contribution of our volunteers and work in partnership with them for a world transformed to reflect the kingdom of God.” By thanking volunteers, we ensure that they feel their time and talents are deeply valued by the organisation. As many as 25% of volunteers do not complete one year of volunteering and another 18% stop volunteering with CAFOD after one year, so our hope is that this scheme will support longer retention of volunteers. Additionally, the scheme serves as a platform for sharing the stories of our volunteers and good volunteering practice that will inspire other volunteers. With these goals in mind, we have created a scheme that celebrates volunteers through personal acts of gratitude to organisation-wide recognition. The first element of our scheme is recognising volunteering milestones at one, five, ten, fifteen, twenty and twenty-five years with CAFOD. This recognition will take the form of personal messages from Community Participation Coordinators, certificates from members of our Leadership Group and trustees, and smalls gifts of a Romero cross and papal blessing for over twenty years. The second element of the scheme is the creation of CAFOD Volunteer Highlights. The purpose of these highlights is to showcase our volunteers on a local level and on a national level during Volunteers’ Week in June. The highlights will take the form of short stories and photos for volunteers in six different categories: Young Volunteers, Parish Volunteer, School Volunteer, Campaign Volunteer, Volunteer Coordinator, and Behind the Scenes Volunteer. The highlights will be shared on both a local level in each diocese, and also on CAFOD’s Our volunteering team: Genevieve, Allison, website and social media pages in June for Eleanor and Fulvio (and a chicken!) Volunteers’ Week. The third element of the scheme is the establishment of an annual mass of thanksgiving for all volunteers. Four masses will be held in the each of the regions to mark the end of Volunteers’ Week in June. We hope this will be a positive opportunity to express thanks, engage in fellowship with volunteers, and continue to grow in faith together as a community. I look forward to the implementation of this new scheme and am thankful for the opportunity to assist in its development. It has been a joy to work with and learn from the Volunteer Support Team. They and all the staff here have made my time at CAFOD so enjoyable and an important time of growth. I hope you all enjoy taking part in the scheme in June and continue to look for new ways to thank and recognise each other on a daily basis here at CAFOD. Pope Francis explains this thanksgiving well: “Saying ‘thank you’ is such an easy thing, and yet so hard. How often do we say ‘thank you’ to one another in our families? These are essential words for our life in common.” Thank you everyone for welcoming me into your community and for all of your incredible work in solidarity with our brothers and sisters living in poverty. January 2017
one Faith story Jan Wilkinson, Head of Finance, Information and Infrastructure, talks about her journey of faith. By Winnie Coutinho. I went to a Catholic primary school and to an Ursuline convent school and that’s where I picked up the practices around my faith and underlying sense of right and wrong, through the catechism and commandments. I remember the excitement of my first confession and Holy Communion – as a school we were very well prepared for these and there was a lot of excitement around them. I fondly remember the regular May processions and devotion to Our Lady. My parents were both Catholic, my mother converted when she married my father, because in those days that’s what you did. We did all the normal things expected at that time, like going to mass on Sundays and Holy days, fasting before Communion and fish on Fridays, but we didn’t really communicate with each other about our faith. I think it wasn’t until my confirmation when we had to take the name of a saint, that I examined my faith more seriously and studied the saints to find one I could relate to. I chose Saint Therese of Liseux, who always believed it was the little things you did that made a difference. Interestingly, this is referred to in Laudato Si and I was excited to read that there, because that was the thing that had inspired me most so many years before – the other thing I really like in Laudato Si is the sense that everything is connected and that you can use it for good or bad. I like the fact that when Laudato Si mentions technology and wealth creation, they aren’t seen as bad things in themselves, but it’s how we use them that is important. In terms of my work at CAFOD, it’s been a long and interesting journey getting to here. I have gone through a whole career and then retired, volunteered at CAFOD and became a Trustee, before I became a full-time member of staff. It’s been such a good thing to be able to apply everything I have done in my professional career before that to an organisation like CAFOD, which is about showing faith in action. It makes it a journey with a purpose. However, in a commercial setting, one of the things that your faith can guide you with is in bringing integrity. I’ve felt comfortable working in places where there is a sense of integrity. I felt comfortable working in Grand Metropolitan (now Diageo). They were highly commercial and marketing-led but there always a line drawn which ensured that we were not expected to do anything which broke the rules or spirit of any regulations. Harley Davidson was also a company that I felt very comfortable working in. There was a strong moral sense running through their vision and values. It was all about respecting individuals, encouraging intellectual curiosity, telling the truth, being fair and keeping promises. Everyone there worked to those values. I think that keeping a strong faith identity – whilst still walking in solidarity with people without faith or of a different faith – is a good thing for an organisation like CAFOD particularly in our humanitarian and international development work. I do think, however, that we can make things too complicated for ourselves. Trying to make things simpler is one of things that CLG have been talking about. For example, keeping our communications more straightforward and spending less time on our internal deliberations. One of the things my convent education has given me is a strong work ethic. Our school motto was “Serviam”, I will serve. I’m not the kind of person who thinks about what the organisation can give me, but I’m motivated by what I can do for the organisation: this comes from that sense of service and from taking personal responsibility. I’ve never been someone who expected to change the world, but like Therese of Lisieux, I’m drawn to the idea that you are changing the world by doing the small things. I don’t particularly need my contribution to be shouted at from the rooftops or anything like that, I just want to know that what I am doing, the service I am giving, the way that I am going about it, will make a difference in some way – and I want to encourage those I work with and in my teams, that the small things they do can make a real difference, even if they don’t see it at the time. It’s also important to keep things simple, keep taking small steps, keep moving forwards and you will make a difference. We all have a unique contribution to make, whatever our role at CAFOD. January 2017
one Partner focus Jerusalem Legal Aid Centre (JLAC) and the Jaba’ Bedouin Community by Olwen Maynard The Jaba’ Bedouin community comprises 27 families who settled near the village of Jaba’, in the occupied West Bank near Jerusalem, in 1948 after fleeing the fighting which accompanied the establishment of the State of Israel. Apart from a dozen houses built of cement and stone, families live in rough shacks made with corrugated metal sheets and threatened with demolition orders. They cultivate olive trees and field crops, and graze livestock in the nearby fields. Under the terms of the Oslo Agreement of 1993, the main village of Jaba’ is in Area B of the West Bank and under Palestinian civil administration, but the rest of the village’s land, including the part where the Bedouin live, is in Area C: this remains under Israeli control. The plan was for Area C to be gradually passed over to the Palestinian Authority, but this has not happened. From time to time Jaba’ Bedouins experience violent attacks by Israeli settlers and soldiers, or are terrorised by the occupation forces storming in to conduct house searches. A couple of years ago the Bedouin community was provided with its own little school, and around sixty primary age boys and girls now go there, though the older children still have to attend school in Jaba’ village. But although they purchased their land from the Jaba’ villagers who previously owned it, and pay property tax on it, the Israeli government does not acknowledge the Bedouins’ right to live there. Other developments in the vicinity over the past few years have resulted in their community becoming appallingly squeezed and hemmed in. On one side is Israel’s Separation Barrier, which is built across some of their grazing land, thereby preventing access and effectively confiscating the land. On the other side, a busy main road runs between their community and Jaba’ village. Its primary purpose is to facilitate vehicle access to a nearby illegal Israeli settlement, and it is not designed for pedestrian use: there are no pavements, and there is no safe way of getting across it. Meanwhile, because of the construction work on the new road, a local road which they had been using up till then has been closed. The children who attend school in Jaba’ village now have to crawl through a drainage pipe underneath the main road. In summer the pipe is horribly dirty inside and in winter it’s often got freezing-cold rainwater standing along the bottom. In March 2016 things suddenly got worse when the community’s water supply was cut off. This happened because of the construction work on the new road, but it quickly turned out that the water company had no interest in getting the supply restored, as they said the community had not paid its bills. Our partner JLAC has written to the Israeli Civil Administration to urge them to open a road the community can use, and secure an undertaking to provide new water pipes. They have written to the (Palestinian) water company pointing out the Palestinian Authority’s policy of being as supportive and helpful as possible to marginalised communities, such as Bedouin living in Area C. JLAC have also been arousing public opinion by organising a media tour, and asking local radio stations to publicise the community’s situation.
Children in the Jaba’ Bedouin community
JLAC sees itself as “buying time and selling hope”, by standing up for communities prevented from flourishing by unjust policies and who have no one else to stand up for them. They also ask us for support with advocacy to make the situation they face more visible. CAFOD helped JLAC secure EU funding, part of which will be used for a lobbying tour of the UK and Brussels in January 2017. January 2017
one Country focus Fighting food insecurity with innovation in Niger by Jessica Michelmore CAFOD began working in Niger in 2005 in response to a major food crisis in the Sahel region (the region between the Sahara and the Savanna of Sudan). Food insecurity continues to effect the country to this day and in 2010, CAFOD made a strategic decision to open an office in the capital Niamey, to enable us to explore longer term engagement such as risk reduction solutions to make people less vulnerable to droughts and other hazards. Niger is the poorest country in the world and ranks at the very bottom of the United Nations Development Programme Human Development Report (2015). Nigerâ€™s low level of human development is linked to a number of interlinked factors including governance, geography, climate challenges and extremes, demography, poor economic performance and the socio cultural environment. Food security remains one of the major concerns in Niger as the country usually suffers from food shortages due to a number of reasons namely unproductive food production methods, lack of investment, poor soil, overreliance on rain for food production, poor rainfall, etc. leading to poor harvests. The impacts of low agricultural production are then exacerbated by climatic hazards such as droughts and seasonal floods. In the recently published Country Strategy Paper for Niger, our vision was summarised as follows: â€œBy 2020, vulnerable communities in Niger will increase their resilience to shocks and stresses whilst being able to challenge the roots causes of poverty, meet their basic needs and live in dignityâ€?. This is made up of four goals: 1. Poor men and women in targeted communities in Niger become food secure, improve their nutrition status and adapt their livelihoods to withstand shocks and stresses and fight against poverty; 2. Poor men and women in targeted communities in Niger will have their resilience built and strengthened through disaster preparedness and response in order to resist and mitigate shocks without depleting the environment; 3. Conditions are created for poor men and women in targeted communities in Niger to actively participate as equals in decisions that affect them to ensure rational and equitable use of resources and address power imbalances; 4. Poor men and women affected by emergencies in targeted communities in Niger receive assistance in a timely and effective manner to relieve suffering and restore dignity. For many years, Niger has been considered as a country that suffers from repeated emergencies and yet at the same time Niger presents many opportunities for longer term development work. A shift in approach is especially important if we want to end the cycle of poverty, hunger and malnutrition. Our programme in Niger has been successful in promoting integration between long term development work and emergency response work. Meet our colleagues in Niger
Issa, Nutrition Programme Officer January 2017
Damienne, Finance & Administration Officer
Zakari, Disaster Risk Reduction Programme Officer
Abbas, Driver Page 7
Niger is also one of the countries taking part in our fundraising initiative, Hands On, which joins up our supporters with communities overseas and allows them to support and follow the progress of a particular project. Communities in En gl an d an d W al e s h av e b e en supporting communities in Doutchi in southern Niger to improve the land for farming, giving communities tools and training and tackling problems of food security and malnutrition. Take a look at the most recent Hands On update received by supporters.
Ibrahim Boukari Issa recently joined CAFOD as our Programme Officer for Nutrition in Niger. Talking about CAFOD’s nutrition work in Niger, Issa said: “Our nutrition work in Niger focuses on the prevention of malnutrition. We work with our partners who support and train community volunteers to be able to screen for acute malnutrition for proper referral to health centres and raise awareness about nutrition at community level. The community volunteers refer mothers and their children to health centres where they can learn more about nutrition best practices through cooking demonstrations and other awareness raising activities. Community volunteers are also Community volunteer Haoua raising trained on how to conduct home visit in their awareness among mother’s on the communities. During a home visit community importance of breast feeding volunteers can screen for malnutrition and refer mothers to the health centre and also conduct follow up visits to monitor progress. They also talk about essential family practices such as the importance of washing hands, breast feeding, how to use mosquito nets and they can also monitor whether children are taking RUTF (Ready to use Therapeutic food) correctly. It is the community volunteers who play a key role in connecting mothers and children to health centres.” Created by the Niger team, with support from colleagues and partners, the new Country Strategy Paper gives us the opportunity to move away from the traditional poverty reduction strategies and have a more holistic approach to poverty reduction including governance programming to address the root causes of poverty and vulnerability in Niger. Learn more about our work in Niger:
Saley performs a Country Strategy Paper 2016-2019 culinary demonstration, Who’s who interviews with Abbas and showing mothers Damienne how to make Disaster Risk Reduction in Nepal and Niger vegetable puree Risk Reduction in Niger—a webinar by Zakari
one Interview In this edition of CAFOD One, our roving reporter Panikos Efthimiou interviews Harriet Crowley. Harriet first joined CAFOD in 2001 and has since held a number of different roles here. Along the way she has developed a great understanding of CAFOD and our ways of working, as well as developing many and varied skills.
Panikos Efthimiou: Today I am interviewing Harriet Crowley who is Partnership and Programme Management Accompanier. Please tell us what that means!
Can you give an example of the standards in the manuals?
We have generic foundational quality standards that apply to all of our programmes so that’s one Harriet Crowley: CAFOD’s Programme bit of the PMM. One of the quality standards is the Management Manual (PMM) and the International needs assessment. Before you start a programme Partnership Manual were launched in October or a project, partners would conduct a needs 2015 and my role is to support programme teams assessment, which involves talking to the to work towards the standards and the guidance community, figuring out what their needs are and that are in the manuals. how the programme or project will meet those needs.
I work across all international programmes, so with our International Development Group, Emergency Response Group and Advocacy and Education Group. What kinds of standards?
Most of the work I’ve been doing in the last six months has been to help Country Representatives Most countries are expected to have a Country develop their thematic programme frameworks. Strategy Paper (CSP) so I work with Country Within a CSP there will be programme themes. Representatives to help them decide who needs to We have six themes within the PMM. I’ve been be involved in the process of developing their working with Francis, the Country Representative CSP, when it might happen, what they might like in South Sudan, on a capacity strengthening to include, helping them to identify their thematic framework, with the Sri Lanka team on a peace programmes, think about their partnership and reconciliation framework and with the portfolio and what that might look like. January 2017
Emergency Response team on their strategy and mandate. I work across all international programmes, so with our International Development Group, Emergency Response Group and Advocacy and Education Group. Before you started doing this job you had a number of roles in CAFOD. Can you tell us about those? I arrived at CAFOD in 2001 and my first job was the Eastern Europe Administrator. Later I did a six -month secondment in our Harare office and then I worked in Darfur. I then left CAFOD and came
my first time working overseas which is something I knew that I wanted to do. On the back of that experience I was able to go to Darfur for two years. I also loved working in the Education team as it was a different side of CAFOD’s work. Were Harare and Darfur tough environments to work in? Darfur was incredibly tough. Darfur was my defining career moment, where I “cut my teeth”, in terms of emergency response work and international programme work, and I learnt a
I do feel quite strongly that working for CAFOD, as well as fulfilling an ambition of mine to work in the charity sector, contribute and help other people, it also fulfils a more spiritual and faith side of me. back in 2013. In between, I went and lived and worked in Sri Lanka, then Bangladesh before coming back to the UK. In that period, I got married and had two children. I also got very ill and as a result didn’t work for about seven years. When I was recovering, I approached a couple of people who I knew at CAFOD and asked them if I could volunteer here and readjust to working again. After volunteering for a while, I worked in the Accountability team part-time while they recruited for a full-time permanent post. I then moved to the Education department and worked on Step into the Gap (our gap year scheme) and did that as a job share with an international focus. Some time later, Geoff O’Donoghue approached me because the Towards 2020 (T2020) project needed some extra capacity on the international programme side of things. I ended up doing that for two days a week and the Step into the Gap work for two and a half days per week. Later I went wholly into T2020 change work and finally, this summer I moved from the T2020 work to my current role. I’m grateful that CAFOD supported my need for flexible working when I returned to work. You’ve done a lot! Are there any highlights from the work you have done at CAFOD so far?
huge amount during those two years. Although it was difficult and I did get quite ill and the security situation was risky, I don’t regret doing it at all because I learnt so much and that experience has been hugely influential on me as a person. What is it about CAFOD that attracted you? I like the fact that CAFOD combines faith and international development. Is that because of your own faith? Partly. I was brought up a Catholic. I don’t practice now, but I do feel quite strongly that working for CAFOD, as well as fulfilling an ambition of mine to work in the charity sector, contribute and help other people, it also fulfils a more spiritual and faith side of me.
Although [Darfur] was difficult and I did get quite ill and the security situation was risky, I don’t regret doing it at all because I learnt so much and it made me as a person
Everything! I suppose my first big opportunity was the six-month secondment to Harare. It was January 2017
How does that impact you and how you bring up your children? They’re not being brought up as Catholics, but I do bring them up with certain values and certain ways of thinking about the world. I bring my children up to think of themselves as people who exist within one world and that we as citizens of that world have a duty to contribute and not just take.
Harriet with her daughters, Charlotte and Rebecca How old are your children? They’re seven and nine. How do they respond to that? Obviously now with technology and social media, they hear and see people from all over the world all the time. In some ways it’s very easy and in other ways it’s very difficult. How can they conceptualise lives that seem so different to their own? Then again they were both born overseas one was born in Sri Lanka and one was born in Bangladesh, which for them is a very important part of who they are and their identities. They do definitely identify with things that are outside of Haringey even though they don’t have a living memory of being overseas.
What are the big challenges for us as an organisation and for making that partnership work? I think it’s because we work in lots of different sorts of contexts with lots of different sorts of partners. When we look at our programme management approach or our partnership approach, we always have to remember one size doesn’t fit all, but make sure it doesn’t become completely meaningless because it’s so broad. We talk about CAFOD’s uniqueness, but I think evidencing our uniqueness is a challenge.
It would be great to be able to stand up and say, hand on heart, that we know that the money we are given is put to the best use it could possibly have for people and communities in the global south Do you see any fundamental differences between CAFOD and the other organisations you have worked for? Yes. I think it is the faith side but also working in partnership. CAFOD isn’t one of these organisations where, if you go out and work in the field, you see ‘CAFOD’ and our brand everywhere. I like that about it. I like the fact that it isn’t enormous and that we have invested in the long term. January 2017
How would you respond if a member of the public asked what our impact is? I would not question that we have a positive impact, in many different areas and ways, particularly through our capacity strengthening of partners. It would be great to improve our ability to prove our impact through better evidencing – to stand up and say, hand on heart, that we know that the money we are given is put to the best use it could possibly have for people and Page 11
communities in the global south. If we’re trying to generate more income, how do we get a message out to supporters that will demonstrate that impact and encourage them to give more? From my perspective, we need to get much better at evidencing. I don’t think we have a very robust way of measuring what we’re doing and how we’re doing it. It would be great if all our colleagues and partners around the world could easily access, understand and compare information. For example, to see details of all of our capacity strengthening work across all our international programmes and be able to share it with people and communities, supporters, donors, trustees and external organisations. How would you describe the culture in CAFOD today? It is generally a place that I have really enjoyed working. From a personal perspective, I feel that it’s a great place to work, but I feel that sometimes we need a bit more leadership. By that I mean that somebody somewhere needs to make a decision, communicate it and we all need to stick with it. I think often there’s a little bit too much consultation or involvement of everybody. I think we maybe need a bit more accountability, individually and for teams and groups. I think we could hold each other to account more. Do you think we’re heading in the right direction though? I think we are and I think that, as with a lot of things in CAFOD, the intention is good and right. We’re just not quite able to deliver on it yet. Tell me three different pieces of music that you love, from three different genres. For classical, the Magic Flute by Mozart. In terms of pop music, Massive Attack, from my university days. And from blues and jazz, Ella Fitzgerald. When you are not at work, what do you do to chill out? I sing in a choir every Monday night. We sing all sorts. It’s all women and almost all local mums and our leader is a local mum. We do very small performances. We’re singing on the Southbank as part of the winter festival. When I was ill I had a lot of time and did a lot of bread baking and cake making, but as I’ve worked more, I’ve had less time to do that.
Do you have an idea for our next interview? Get in touch with the internal communication team and we can set up a time with our roving interviewer Panikos. January 2017
Harriet at Buckingham Palace with husband Jon and daughter Rebecca
As Pope Francis reminds us in Laudato Si’, “all of us can cooperate as instruments of God for the care of creation, each according to his or her own culture, experience, involvements and talents.” #14.
For this edition, we asked colleagues to tell us a bit about where they are from and help us paint a picture of the diversity that makes up CAFOD. “I’m Bolivian/German. My dad is Bolivian with some Spanish and indigenous background and my mom is a mix of German/English (from Sheffield) and Bolivian. I moved to the UK in 2014 to work for CAFOD. I really like London and I do love my job, which I’ve been able to do thanks to my EU (German) citizenship. For me being an EU citizen gives me a powerful sense of identity: it’s the most comfortable way to describe that I’m from more than one place but ultimately part of a bigger, global family.” - Diego Martinez-Schutt, Policy
“Dere and I are both from Ethiopia – Addis Ababa. We all travel to Ethiopia every two years so the boys could get to see the extended family, (Grandparents, uncles, aunties…etc). Both our children were born here, but they speak the official national language which is called Amharic. There are 88 other languages spoken in the country.” - Belay Nema, HR
“I’m Dutch but I was born in the north of Botswana, on the edge of the Kalahari desert, and grew up in Tanzania, on the foothills of Mt Meru until I was 15. Sounds very exotic, I know! I feel very privileged for having such a culturally rich upbringing and it’s a very important part of me and who I am. Thanks to my EU passport I was able to move to the UK in 2000 to study and later, work. I feel lucky to have multiple ‘homes’. Being able to travel is a quintessential mark of freedom that I wish more people in the world could enjoy, and I’m concerned about how the 2017 Dutch, German and French elections might impact on the acceptance of diversity.” - Marleen Hartkoorn, PPG “My grandparents were internally displaced during WWII from what is now Poland. I was born in West Germany and the cold war was very present during my childhood. I left Germany aged 17, spent 2 years at the United World Colleges (UWC-USA) with 200 students from 72 countries, then studied in the UK & Spain before settling in London with James. It’s important to me that our children understand their heritage. I wonder if Brexit becomes ‘our’ political event - I will spend much of Christmas battling residency forms, ‘just in case.’ In German we have the concept of ‘Heimat’ - a word that conveys the idea of a spiritual home. My home is London, but my ‘home-home’ is Germany”. - Anke Bysouth, PST. January 2017