Building Impact Through Diversity, Equity, and Inclusion
Diversity, Equity, and Inclusion must be an integral part of how international development implementing partners do business, from leadership and home office policy to how we collaborate and communicate with our partners in country.
Across the international development space, we are wrestling with issues surrounding Diversity, Equity and Inclusion (DEI)—from how our hiring practices should promote staff diversity to how we can ensure that our programs are implemented in a way that affects change amongst the most vulnerable and marginalized populations. But this is more than a conversation about what is morally and ethically right; this is a question of how DEI practices can make international development organizations and our partners in the US government more effective, sustainable, and impactful. Companies that are guided by the interrelated principles of equity (that all persons are treated fairly and justly) and equality (that all persons are considered equal, with the same opportunities, rights, and responsibilities) and consistently apply this lens are more likely to achieve better development outcomes. These policies—when clearly communicated, consistently tracked, and used to adapt programs accordingly—can encourage different viewpoints that can be authentically incorporated into programming at all levels, from the home office to the field.
If we don’t confront, improve, and systematize how we integrate DEI into international development, we’ll all perform at a suboptimal level. Simply put, more diverse organizations perform better. As contractors working in countries and cultures around the globe, CIDC members are better positioned than most to appreciate and embrace the diversity of the populations with and for whom we work on behalf of the American government and taxpayers. Without a diversity of people and viewpoints— bolstered by policies and cultures that allow for all staff to feel comfortable bringing their talents to bear—development organizations will be less effective and impactful. A DEI lens ensures that all ethnic groups are present and active in peace talks in conflict zones, and that we sub-contract work to indigenous-owned businesses whenever possible. Impact stories need to be told from the local perspective, and it is imperative that we consistently partner with and listen to the communities with whom we work. By valuing the perspective of our local staff, our programs will be more effective, have stronger roots in the community, and be more sustainable in the long term. While the USG and other donors are increasingly tracking impact numbers and setting targets to engage with the most marginalized populations, we can and should be doing more. Change starts when leadership emphasizes the critical nature of integrating DEI into all aspects of our work—from hiring, to inclusive office culture, to diversity of partners in the field. With DEI prioritized and driven by leadership in the home office and the field, we can effectively tailor our programs in a way that addresses the systemic challenges and integrates marginalized populations that most need the extra support. CIDC member projects tell the story of this commitment to diversity and inclusion. For example, building on feedback from women impact investors and business owners in the Middle East and Asia, USAID has established a network of female entrepreneurs in Egypt to ensure they have better access to start up funds and mentoring through its USAID Strengthening Entrepreneurship and Enterprise Development project, and built a network of women-owned businesses and female entrepreneurs in Fiji through the government of New Zealand’s Business Link Pacific. USAID has engaged women in the energy sector through USAID’s Kosovo Energy Security of Supply project, created jobs for youth with disabilities through USAID’s Toward Enduring Peace in Sudan project, and adopted our REFLECT Reconciliation Action Plan to move forward in stronger collaboration with the Aboriginal and Torres Strait Islander peoples in Australia. Conclusion
Now more than ever, when so many of these issues are exacerbated by the isolation and impact of COVID-19, international development programs are only as strong as our commitment to listening to, engaging with, and co-owning projects with the local communities and marginalized, diverse populations that they are intended to serve. Real solutions begin at home, in each of our offices, and in partnership with our clients and funders. It takes more than policy within an organization to be the change we want to see. It takes the courage to call out behavior and action that does not align with the culture we seek to create. It takes prioritizing and amplifying voices and people in the communities where our programs are implemented. It takes time, and the time is now. Torge Gerlach, Chief Executive Officer, DT Global
