University of New South Wales, Sydney Australia (2016)
Masters of Dispute Resolution, awarded August 2016. Coursework in Principled Negotiation, Mediation, Conflict Coaching, Cross-Cultural Conflict, Restorative Justice, and Dispute Resolution Concepts. Dean’s list for academic excellence, 2016.
Massachusetts Institute of Technology, Cambridge MA (1984)
Master of Science in Mechanical Engineering.
Massachusetts Institute of Technology, Cambridge MA (1979)
Bachelor of Science in Mechanical Engineering.
Full professional fluency in Spanish. Basic Vietnamese.
International Program Director (2009 – 2015)
ChildFund Australia, Sydney Australia
ChildFund Australia is a $50m international development agency that works in partnership with children, youth, and their communities to create lasting and meaningful change by supporting long-term community development and promoting children’s rights.
Senior management position leading the strategic design, planning, coordination, implementation, monitoring and evaluation of ChildFund Australia’s development programs. Key duties included:
- Leading strategic thinking regarding the nature, expansion and direction of ChildFund’s programs (foundational principles, theory of change, sectoral focus and practices, countries of operation, etc.);
- Strengthening the organization’s focus on effectiveness in all development programs. Establishing systems, frameworks and technical support to enable Country Office staff to implement effective programs;
- Managing relations with major institutional donors; supervising grant business development;
- Leading, managing and supporting ChildFund Australia Country Directors in Cambodia, Laos, Myanmar, Papua New Guinea, and Viet Nam; structuring, staffing, and directing the work of the Sydney International Program Team.
Seven direct, and over 100 indirect reports. Member of the ACFID Development Practice Committee.
Executive Director (2008 – 2009)
UUSC Just Democracy, Durham NH
Just Democracy enables activists from progressive faith communities to extend their civic engagement on human rights and social justice into the democratic process.
Founding Executive Director of this national issue-advocacy (501c4) organization, responsible for all aspects of management and leadership. Focused on building and mobilizing citizen activism to stop climate change and end the war in Iraq.
Major accomplishments included:
- Designed and implemented a multi-faceted strategy for mobilization and action. Organized and carried out a range of voter-engagement activities, in coalition with other progressive issue-advocacy organizations, layering impact through the coordinated use of media and public outreach, including numerous public speaking events;
- Grew a broad base of members, training and mobilizing them to take action in a range of electoral and legislative processes;
- Created and carried out a successful pre-election public forum on climate change, including representatives from national and statewide political campaigns;
- Designed and carried out a direct-mail membership appeal; designed, built, and managed UUSC-JD’s website and electronic advocacy activities; managed relations with membership and major donors.
Executive Director (2005 – 2008)
Unitarian Universalist Service Committee, Cambridge MA
UUSC advances and defends human rights in the United States and overseas, working to build an activist civil society, engaging constituents with experiential education programs, and campaigning to change public policies.
Day-to-day management of this complex $6m/year organization, reporting to the President; carried out the President’s functions in his absence. Focused on environmental and economic justice, civil liberties, and humanitarian crises. Supervised program, advocacy and mobilization, fundraising, human-resources, and administrative functions.
Major accomplishments included:
- Led the participatory preparation of UUSC’s strategic plan. Oversaw the successful implementation of the plan – restructuring the organization and fully redeveloping all systems, policies and procedures to ensure joined-up implementation for impact;
- Through a period of substantial change and evolution, built and led a strong and diverse team of Department Directors, forged a positive relation with the staff bargaining unit, and worked with the President and Board Chair to build a unified and effective Board of Trustees. Ensured effective follow through of Board decisions.
Six direct and 54 indirect reports.
Plan International – Various Positions (1987 – 2002)
$250m/year international child-centered community development organization, working with poor people and civil society in 45 countries in Africa, Asia, and Latin America, to build a better future.
Country Director, Hanoi Viet Nam (1998 – 2002)
Responsible for all aspects of country operations of one of the largest INGOs in Viet Nam, with 12 direct and 95 indirect reports, and budgets exceeding $5m/year. Managed relations with the Vietnamese government, local ODA community, and donors.
Major accomplishments included:
- Designed and implemented a grassroots partnership-based child-centered community development program, in a unique development context;
- Built a capable, highly motivated, and accountable Vietnamese management team;
- Developed strong leadership profile in the international development community.
Director, Planning And Program Support, Woking UK (1993 – 1997)
Second-most senior position in Plan International, acting for the International Executive Director in his absence. Departmental budget of over £4m/year, with six direct and 23 indirect professional reports, of eight nationalities.
Directed global technical-support, communications, information technology, and program-evaluation activities, and provided support to field operations across Africa, Asia, and Latin America. Substantial relation with Plan’s international Board of Directors, and with other INGOs at the senior-most levels.
Major accomplishments included:
- Entirely redeveloped global corporate strategies and goals, leading a participatory process of review and reflection, and gaining Board approval;
- Managed the full decentralization of operations and creation of country-level management structures. Supported the implementation of the new structure across more than thirty countries in six regions. Redeveloped all relevant policies and procedures;
- Oversaw the development of corporate planning, monitoring, and evaluation systems and methodologies, and a framework and guidelines for Country Strategic Planning;
- Defined organizational growth priorities, linked with long-term strategic goals and income-stream scenario planning, overseeing implementation across the corporation;
- Renovated corporate information technology, communications, and funding systems to ensure alignment with revitalized organizational goals, structures, and growth priorities.
Regional Director, South America, Quito Ecuador (1990 – 1993)
Responsible for all operations, and for the implementation of global corporate objectives, in South America. Managed relations with top levels of host governments and donors. Member of Plan’s corporate Senior Management Teams.
Oversight of budgets exceeding $25m/year. Eight direct reports, 500 indirect reports, in Colombia, Ecuador, Bolivia and Paraguay. (Area Manager for Ecuador and Bolivia during the first year of this period.)
Field Director, Tuluá Colombia (1987 – 1990)
Led and directed all facets of grassroots operations, with budgets in excess of $1m/year and 108 Colombian employees. (Assistant Director during the first year of this period.)
Project Director (1984 – 1986)
Ecuadorian Institute of Sanitary Works (U.S. Peace Corps), Azogues Ecuador
This governmental institution builds potable-water and sanitation systems across Ecuador.
As a Peace-Corps Volunteer, mobilized communities and supervised the construction of 11 potable water systems in rural Ecuador.
Other Positions (1982 – 1987)
Served as Project Engineer at Tecogen, Inc., in charge of management and engineering aspects of a novel $1m project designing a clean-burning coal-fired home heating system, funded by the US Department Of Energy.
Conducted an investigation into the Egyptian metals industry through the MIT Technology and Development Program, funded by USAID; designed an innovative heat-regeneration system.
Independent Consultant (2002 – 2005, 2008 – 2009, 2016)
Change management, organizational development, and strategic planning for global NGOs.
Major engagements have included:
- Teaching conflict, culture, and cross-cultural conflict management skills with new arrivals in New Hampshire;
- Developed an extensive set of tools for young peacemakers who want to advance justice in their communities. These tools are now being implemented in an on-line platform seeking to reach and empower 2.5m young people;
- Facilitating community discussions with "NH Listens";
- Principal external role in the programmatic transformation of a major $150m/year international development organization. Led participatory reflection and external research process and program-approach design, and accompanied rigorous pilot testing in Ecuador, Uganda, and the Philippines. Now being implemented worldwide, this approach is centered on building the power of poor people, and their engagement with local stakeholders, to realize better futures for their children;
- Acted as regional Vice President for East Africa for this global nonprofit, based in Addis Ababa. In a period of substantial challenge, provided clear direction and management while addressing critical issues facing the Region;
- Supported strategic planning and reorganization for an international NGO in Pakistan.
Mark McPeak, "Managing Conflict in Partnerships - Lessons From the Private Construction Sector", The Journal of Partnership Brokering, June, 2016, http://partnershipbrokers.org/w/journal/managing-c...
Mark McPeak, “Children and Youth and Disasters: Victims or ‘Agents of Change’?”, (31 March 2015) DevEx https://www.devex.com/news/children-and-youth-and-disasters-victims-or-agents-of-change-85837, 31 March 2015.
Mark McPeak, Ricardo Gomez, and Solin Chan, “Midnight in Paris? Case Studies of Participation in the New Post-Paris World” in Pamela Thomas (ed), Challenges for Participatory Development in Contemporary Development Practice (Australian National University, 2013), 75.
Mark McPeak, “A Trojan Horse? International Development Agencies Embrace Business Practices and Mental Models” in Damien Kingsbury (ed), Critical Reflections on Development (Palgrave Macmillan, 2013), 22.
Daniel Wordsworth, Mark McPeak, and Thomas Feeny, Children & Poverty Working Paper 1: Understanding Children’s Experience of Poverty, An Introduction to the DEV Framework (Christian Children’s Fund, 2005).
Nguyen Kim Nga and Mark McPeak, Community Views on the Poverty Reduction Strategy, Vietnam Local Consultations on the Draft Comprehensive Poverty Reduction and Growth Strategy; Quang Tri Province Report (World Bank, 2002).
Mark McPeak, “Fighting Fragmentation and Building Unity in an International NGO” (2001) 11 (4) Nonprofit Management & Leadership.
Mark McPeak, “How Should An International NGO Allocate Growth? A Growth Plan For PLAN International” (1999) 10 (2) Nonprofit Management & Leadership.
Mark McPeak, “A 50 m3 Ferrocement Water Reservoir in Cañar, Ecuador” (1987) Journal of Ferrocement.
Mark McPeak, “An Appropriate Water System For San Rafael” (1987) Waterlines.