Beth deHamel, Mercy Corps’s chief financial officer. Photo by: Mercy Corps

PORTLAND, Oregon — Chief financial officers at development and humanitarian organizations face a challenging prospect: How do you create a responsible financial plan when your mission is responding to unpredictable crises?

CFOs in the humanitarian and development sector often work on behalf of government and institutional donors with varying compliance demands, funding levels that rise and fall, and strict requirements about what their money can — and can’t — be used for. On top of that, CFOs must strike a balance between spending on individual programs and investing in the internal systems and capabilities that can help build more innovative, effective organizations.

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About the author

  • Igoe michael 1

    Michael Igoe

    Michael Igoe is a Senior Reporter with Devex, based in Washington, D.C. He covers U.S. foreign aid, global health, climate change, and development finance. Prior to joining Devex, Michael researched water management and climate change adaptation in post-Soviet Central Asia, where he also wrote for EurasiaNet. Michael earned his bachelor's degree from Bowdoin College, where he majored in Russian, and his master’s degree from the University of Montana, where he studied international conservation and development.