PEACE CORPS

NEW COUNTRY ENTRY GUIDE

UPDATED AUGUST 2013

Table of Contents
I. INTRODUCTION ................................................................................................................................... 2
II. COUNTRY ENTRY/REENTRY ............................................................................................................. 3

Checklist: Crucial Steps for Start-up ....................................................................................... 9

III. ADMINISTRATION AND LOGISTICS ................................................................................................ 14

Checklist: Administration ...................................................................................................... 15

Project Management Plan: New Office Move ...................................................................... 23
IV. FINANCIAL SYSTEMS ...................................................................................................................... 25
V. PROGRAMMING, TRAINING AND VOLUNTEER SUPPORT ............................................................... 30

Checklist: Programming and Training First Three Months ................................................ 33

VI. SAFETY AND SECURITY .................................................................................................................. 44

Checklist: Implementing a Functional Volunteer Safety Support System ............................ 46

VII. MEDICAL REQUIREMENTS ........................................................................................................... 55

Checklist: Medical ................................................................................................................. 55

VIII. Information Technology ............................................................................................................ 57

I. INTRODUCTION
This New Country Entry Guide provides information for headquarters and field staff who are
responsible for opening a new Peace Corps country program or for the re-opening of a previously
suspended/closed post.
It should not be considered exhaustive or prescriptive, but should be used as a practical guide for those
starting up a new post. Since conditions and cultural norms in countries differ, it is expected that each
new country opening will have unique features and staff will need to adapt the suggested steps
accordingly. There are checklists in the areas of administration/logistics, financial systems,
programming & training and volunteer support services.
There are general principles and lessons learned from previous new country entries that can be helpful.
The following need to be kept in mind:
Invest fully in the staff and resources required to get the program off to a successful start.
Building a strong base is essential for development of a quality program.
Ensure that for new country entries using PCRVs, the responsibility for oversight, resources
and post management rests with the Region. Peace Corps Response serves only a recruiting
and placement function.
Hire staff with enough lead time to ensure they are fully trained.
Recognize and provide resources to support the unique needs related to new country entries in
post-conflict countries.
A number of documents and resources exist, in addition to this New Country Entry Guide, which
describe in more detail administrative, programming and training, safety and security and medical
policies and procedures. These include:
Policy and Procedures:
Peace Corps Manual
Peace Corps Volunteer Handbook

Agency Strategic Plan and FY 2012-2014 Performance Plan:

Integrated Planning and Budget System (IPBS)
FY 2012-2014 Performance Plan
Comprehensive Agency Assessment
o Focus In/Train up
Administration and Logistics
Oversees Staff Handbook
Administrative Management Control Survey (AMCS)
Collocation and Setback Waiver Guidance
Financial Management:
Overseas Financial Management Handbook (OFMH)
o Particularly the OFMH New Country Entry Section #31
o New Country Entry Budget Template
Peace Corps Overseas Contracting Handbook

Programming and Training:

Programming and Training Guidance
Sector Guidance (Click on each sector and youll see a link)

Economic and Social Database

Best Practices in Post Management and Volunteer Support:

Essential Standards of Volunteer Support

Characteristics and Strategies of a High Performing Post

Medical:
Medical Technical Guidelines
Safety and Security:
Safety and Security: Highlights to Help You Prepare for Service, Orientation on The Peace
Corps Approach to Safety and Security for Volunteers
Overseas Safety and Security Topics
SSC Resource Page
Overseas Post Emergency Procedures
Emergency Action Plan
Peace Corps Commitment to Sexual Assault Victims
Guidelines for Responding to Rape and Sexual Assault
Information Technology
IT Specialist PD
ITS Job Posting
ITS Interview Questions
ISP Questions
NCE IT Costs Matrix
New Country Entry Case Studies:
Sierra Leone (2010)
Colombia (2010)
Indonesia (2010)
Lessons Learned from Liberia (2011) 1

II. COUNTRY ENTRY/REENTRY

In keeping with its founding principles, the Peace Corps works only in those countries where we are
invited by the host government to serve. Such invitations and serious expressions of interest from high
ranking foreign government officials are sent to the Director. Visits between foreign officials and PC
leadership may also take place, during this discussion phase. Generally, Peace Corps requests that a
formal invitation from the host government be sent to the Director of the Peace Corps as a serious
expression of interest and as the basis for further steps in the process.

Report is incorrectly dated 2010 but was completed in 2011

Once an official invitation has been received by the Director, he/she may send a New Country Entry
(NCE) Assessment Team to the country for an in-depth study of the feasibility of beginning a program.
The Regional Director is tasked with assembling a team; members are drawn from currently serving or
former PC staff members who have expertise in management, administration and logistics,
programming and training, safety and security and medical services. As part of the assessment, the
team will share Peace Corps sector guidance with the host country and identify possible projects areas
that meet host country needs. The NCE Assessment Team typically spends about two weeks in the
country to conduct the study (See New Country Assessment Guide). They then submit their findings
and recommendations in a formal report to the Director. Based on these findings and recommendations,
and findings from the annual Country Portfolio Review, the Office of Global Operations and the Region
would recommend establishment of a new country program to the Director. Under current law, the
Peace Corps is required to consult with and notify Congress before a decision is made to open a new
country program. Congressional consultation and notification is normally handled by the Office of
Congressional Relations, in consultation with the Office of the General Counsel, the Office of Global
Operations, Region, the Office of Health Services, the Office of Safety and Security, and the Office of
the Chief Financial Officer. At the end of the Congressional Notification period, startup work on the
new country entry may proceed.

Summary of Responsibilities
Country Director Designate while at HQ or by Other Arrangement:
The Regional Director will designate someone to work with the OGC to draft, negotiate, and
conclude the country agreement.
Review assessment report and other key documents such as previous country agreement.
Meet with regional senior staff to:
o agree upon a tentative country strategy
o review concept paper materials or lay out timeframe for developing concept paper
o confirm current fiscal year and projected 12-month budget to cover start-up expenses
o review or prepare procurement orders for vehicles, supplies, and any equipment necessary to
purchase outside the host country
o confirm expected hire date and time of arrival at post for any U.S. hires

Meet with OGO and Region, PCR and VRS, to determine whether PCR or VRS should be used to
recruit first group(s) of Volunteers;

Meet with desk staff at the U.S. State Department to be briefed on current situation in-country and
any issues of which Peace Corps should be aware that may not be reflected in assessment report.
Arrange for meeting with host country ambassador and/or other appropriate officials at their
embassy in Washington, D.C., to establish initial Peace Corps/host country relationship.

Meet with Peace Corps headquarters country desk unit (CDU) to receive briefing on country
conditions, start-up arrangements, and to consider:
o schedule for first trainee input and pre-service training (PST) (JSR Instructions) & Trainee
Request Handbook);
o preliminary Volunteer Assignment Descriptions (VADs) and/or Peace Corps Response Position
Descriptions (PD) (VAD Template,
o PD Template)
o transfer of third year PCVs
o guidance for first Welcome Book (consult CDO for template)
o expectations about regular desk calls, handling communications and reports, etc. (consult CDO
for template).
Initiate National Security Decision Directive (NSDD) 38 approval for direct-hire staff (foreign
personnel [FP] and Foreign Service National [FSN]).
Recruit and hire U.S. staff, preferably with previous Peace Corps experience (generally a Country
Director (CD), Director of Management and Operations/Administrative Officer [DMO/AO],
and Director of Programming and Training (DPT).

o Consider how opening a post is different than running a post and select USDH
staff with that mindset. Key functions include creating a program in a very handson way, and comprehensively training all HCN staff in Peace Corps approach,
systems, culture, standards and norms, etc.
o Previous experience at a Peace Corps post is key, especially when coupled with the
flexibility to develop and create new ways and systems for doing things in a
different context.

o Set expectations regarding how starting a new post is a 24-hour job, and not the
same as managing a well-established post. Need leaders able to both train new
HCN staff, and also set-up strong systems.

Develop preliminary budget.

Establish the imprest fund level with regions chief administrative officer and Office of Financial
Policy and Cash Management (OFPCM). Ensure that OFPCM coordinates establishment of the
imprest fund with the responsible financial service center (FSC).
Meet with Office of Medical Services (OMS) to review the status of the Peace Corps Medical
Officer (PCMO) contract, address in-country medical concerns, and coordinate requirements.
Review with the Office of Safety and Security and Region plans for compliance with Peace Corps
Manual Section 270 .
Meet with the Office of Volunteer Recruitment and Selection (VRS) or PCR (depending on which
model of Volunteers is selected) and Office of Overseas Programming and Training Support
(OPATS) to discuss likely initial projects, baseline data collection for Goal One and Goal Two,
preliminary plans for trainee requests and skills, timing for first TI, and preliminary information
about the new country (see Economic and Social Database).
Meet with the Office of Contracts and Acquisition Management to review U.S. personal service
contract requirements (e.g., U.S. PCMO, U.S. PST director, etc.)
Obtain waiver to utilize ICASS Cashiering Services from Embassy for initial six months, giving
them start and end advice.
Meet with the Office of General Counsel (OGC), Region and Safety and Security to get their
preliminary assistance for co-location and set-back waivers.(Collocation and Setback Waiver
Guidance)
Meet with FOR Post to obtain laptop with program to start operations.

CD/In-Country Staff - First Month In-Country:

Meet with host country government officials and other major partners. As appropriate, consult OGC
for assistance in drafting any agreements.
Identify office premises and start co-location and setback waiver. (Collocation and Setback Waiver
Guidance)
Establish relationship with U.S. embassy.
Design floor plan and determine furniture and equipment needs.
Cooperate with RSO, Region and OGC to draft co-location waiver and, with OACM, write office
lease.
With RSO security survey, identify necessary security upgrades to office and get vendors as well as
estimates of work.
Specify and reconcile budget needs.
Get two adequate safes.
Get TDY of experienced IT Specialist to come and determine connectivity requirements and
contacts and participate in IT recruitment.
Get AO cash advance from embassy Cashier to finance initial cash operations.
Get Embassy or AID car pool services while vehicle purchased.
Negotiate short-term support from the embassy to possibly include access to imprest, vouchering,
accommodation exchange, customs support, car pool, and/or warehousing.
Secure necessary documents from host country and embassy.
Introduce staff to host country ministry of foreign affairs and host ministry.
Find and secure satisfactory housing for U.S. staff and procure residential furniture and equipment.

Establish telephone, fax, and laptop e-mail contact with headquarters.

Identify temporary office space.
Receive and/or procure initial supplies.
Work with the embassy to classify Computer-Aided Job Evaluation (CAJE) and advertise directhire Foreign Service national (FSN) positions that would normally include a cashier and financial
assistant/general services coordinator. Recognize time required for security clearance.
Request cashier designation and establishment of an imprest funds from OFPCM.
Begin and/or complete recruitment and hiring process for key host country national (HCN) personal
service contractor (PSC) position(s), consider Finance Assistant, GSO, Program Manager, Training
Manager, and later a Receptionist/Administrative Assistant and driver. Recognize time required for
security clearance.

Months Two to Six

Iron out any initial problems with banking practices.
Recruit and hire programming and training staff (this typically includes a program manager;
training manager, language/cross-cultural coordinator) identify how technical training will be
provided and possible need for tech trainer/other staff).
Recruit and hire support staff (typically includes a safety and security coordinator, information
technology specialist, and medical assistant).
Identify dependable local suppliers for key needs at post.
Establish basic relationship with appropriate humanitarian agencies and/or host ministries to initiate
programs.
Begin development of project plan following the steps in the Programming and Training Guidance
Begin planning for collection of baseline data at the project level (see Programming and Training
Guidance, Part 2: Project Design and Evaluation) Develop/Revise VADs and/or PDs.
Visit potential Volunteer sites and begin process of confirming commitments, in cooperation with
host country and nongovernmental organizations (NGOs). (Sample PCV applications, Site
assessment/development templates, etc). Determine all steps and documents that will be required
for trainee visas/registration with host country government.
Set up comprehensive safety and security program, including site criteria and training for staff and
Volunteers in all elements of Peace Corps Manual Section 270 .
Make contact with emergency health facilities and arrange for emergency medical care of trainees
(PCMOs responsibility).
Prepare any pre-staging materials needed by country desk. (consult CDO for Welcome Book
template, letters to family & friends, Bridge to PST, country update, etc).
Determine type of PST to be conducted and establish framework for in-service and other training;
identify and contract for suitable training site, using Programming and Training Guidance.
Identify training and/or language materials and begin development.
If necessary, complete contract with U.S. personal service contractor (USPSC) to direct PST,
working with the Office of Contracts and Acquisition Management.
Complete hiring of core HCN staff for PST, particularly language trainers.
Recruit and secure host families for PST. (Sample Host Family documents)
Complete second site visit; review and approve final Volunteer sites, host families and housing.
Conduct training-of-trainers conference to ensure a cohesive training design for PST.
Conduct orientation for homestay families.
Utilize key agency resources to orient and guide new staff members on the Agencys

expectations for Post performance:

a. Essentials of Volunteer Support

b. Administrative Management Controls Survey (AMCS)

c. Characteristics of a High Performing Post 2010
Receive first trainee group.

Checklist: Crucial Steps for Start-up

Headquarters
Unit
D/Region

Task

D/Region

Director sends NCE Assessment

Team to the country for an indepth feasibility study
Assessment team submits
findings and recommendations in
a formal report to Director
Based on the findings and
consultation with relevant agency
offices, Regional Director drafts
decision memo for approval by
Chief of Staff, GC, AD/OGO,
CFO, AD/SS, AD/HS,
Congressional Relations and the
Regional Attorney.
Before being sent to the Director,
decision memo held by Director
of CR and conducts
Congressional Consultation for
no less than 24 hours; thereafter,
the Director may sign the
decision memo.
Upon Directors signature,
Director/CR drafts a
Congressional Notification in
consult with OGO, GC, and CFO
and sends to OMB
Upon OMB approval,
Director/CR submits Notification
to House and Senate Committees
on Appropriations for 15calendar day Notification period,
during which no work is to be
performed on the proposed
establishment of a program
At the end of 15-day Notification
period, and barring any holds or
unanswered questions remaining,
notify U.S. ambassador and U.S.
State Department desk of plans to
start/restart program.
Determine if existing country

Region

Region

Congressional
Relations

Congressional
Relations

Congressional
Relations

Region

Region/OGC

Receive formal invitation from

host government

Responsibility/
Comments
May be
accompanied by
visits between
foreign officials
and PC leadership
Regional director
assembles team

Target Date

Complete

Drafted in consult
with OGO, Region,
VRS, PCR and
Country Portfolio
Review

Regional director
(RD)

Region confirms

Region

Region

Region

Region

Region

Region

Region

Region

Region

Region

Region

agreement requires revision

consistent with model from
General Counsel.
Undertake NSDD38 process,
facilitating U.S. staff hires.
Recruit, interview, and hire
country director (CD) (Peace
Corps Director makes final
decision), director of
management and operations/
administrative officer
(DMO/AO), and director of
programming and training (DPT)
Determine staff enter-on-duty
(EOD) dates, trainee input (TI)
dates, etc.
With CD, meet host country
ambassador at embassy in
Washington, D.C.
With host country identify project
sector and with HQ Staff identify
Volunteer AAs needed to do
project work.
Submit draft Volunteer
Assignment Descriptions (VADs)
and training class summary sheet
(TCSS), or PCR Position
Descriptions (PDs)
Order laptop computers and
printers for CD, AO, and DPT;
project office information
technology (IT) needs, based on
staff size.
Order vehicles from the Office of
Administrative Services.
Determine which vehicle has
better maintenance at post, or buy
locally for immediate delivery.
Order two safes and/or other
items from U.S. that require
advance purchase and shipment.
Meet with the Office of the Chief
Information Officer (OCIO) to
verify currency code; establish
budget authority, imprest level,
and vouchering protocols.
Request purchase card for DMO
From the Office of Contracts and
Acquisition Management.

with General
Counsel (GC)
Region staffing
analyst, at RDs
direction
At RDs direction

RD

CD with country
desk unit (CDU)
and region

DPT and CDU,

based on needs
assessment

Country DMO and

CDU

Country DMO and

CDU

Country DMO and

CDU
Country DMO

Country DMO

10

Region
Headquarters
Unit
Region

Region

Region

Region

Region

VRS/PCR

Office of
Global
Accounts
Payable
(CFO/GAP)
Office of
Global
Accounts
Payable
(CFO/GAP)
OCIO/ITS

Request CBA travel card from

Transportation
Task
Arrange to have FOR Post loaded
onto laptops and/or FTP server
(by FOR Post staff).
Obtain copy of international
cooperative administrative
support services (ICASS) memo
outlining embassy services and
associated costs; review with
region. Initiate meeting between
BAT, CD, and region staff.
Notify budget analyst or ICASS
coordinator of post ICASS needs.
Get temporary waivers.
Initiate procurement request for
Peace Corps Medical Officer
(PCMO), in consultation with the
Office of Medical Services;
clarify housing, allowances, and
other requirements.
Provide sample statements of
work for short- and long-term
staff.
Begin recruiting trainees,
consistent with quarterly trainee
report summary (JSR and VADs/
or PCR PDs).
Establish dollar amount for
imprest fund (approximately
20,000 in foreign funds; 5,000 in
U.S. dollars).
Request cashier designation,
based on regional guidance;
provide cashier training materials
to AO/CD.

Country DMO
Responsibility/
Comments
Country DMO

Target Date

Complete

Country DMO

Region with CD

ChOps

Country DMO and

CDU

Cashier monitor

Cashier monitor

Order/prepare laptop computers

and printers for CD, DMO, and
DPT. Select TDY ITS to evaluate
connectivity and communications
needs at post.

11

Headquarters
Unit
OCIO/ITS

OCIO/ITS
OCIO/ITS
Budget Office
Budget Office
Administrative
Services
Office of
Human
Resource
Management
(HRM)
HRM
OMS

Safety and
Security
OPATS and
Regions
OPATS and
Regions
Regions and
OPATS

Task
With the region, coordinate a
migration schedule and begin to
establish migration team. Usually
following a TDY of nearby IT
Specialist to determine needs.
Order desktop computers/printers
for staff and Volunteers.
Enter post information into PTS
Obtain budget location code.
Notify budget analyst or ICASS
coordinator of post ICASS needs.
Place order for vehicle(s) as
authorized by region or authorize
local procurement.
Obtain U.S. State Department
organizational code for the new
country.

Obtain organizational symbol for

post.
Begin recruiting PCMO with
prior Peace Corp experience to
serve at Post for at least first 12
months of operation.
Send TDY PCMO to provide
start-up medical equipment and
supply needs for immediate
procurement.
Meet with safety and security
staff to identify priorities incountry.
Review assessment report and
discuss program implementation
with region and post staff.
Review anticipated technical
assistance needs.
Develop project plan framework

Responsibility/
Comments
Prior to
deployment, office
space must be in
place and layout
provided to IRM

Target Date

Complete

CDU provide to
IRM
Region with CD

Alpha designation
for the post
Begin process at
least six months
prior to date needed
at post

CD and region

CD (leads)

CD (leads)
DPT (leads)

12

Staffing-Up OverView
Staff

Executive Unit
PCMO
S&S Coordinator
Med Assistant/Exec
Assistant
Admin. Unit
FSN Cashier
FSN FA
GSO
Driverlogistician/messenger
Driver-mechanic
IT specialist
Driver
Receptionist/Admin
Asst/Travel/VSO
Janitor
P&T Unit
Program Manager(s)
Training Manager
Program Assistant
LCC

8
Months
Before
PST

7 Months Before
PST

6 Months Before
PST

List

List
List
List
List
List

Interview
Interview
Interview
Interview
Interview

Security Check
Security Check
Security Check
Security Check
Security Check
List

List
List

Interview

5 Months Before
PST

Begin
Security Check
List

4 Months Before
PST

3 Months Before
PST

Begin/Training
Security Check
Interview

2 Months Before
PST

1
Month
before
PST

Begin/Training

Begin/Training
Begin/Training
Begin/Training
Begin
Begin
Interview

Interview
Interview

Security Check
List
Interview
List
Interview
List
Interview

Begin/Training
Security Check
Security Check

Security Check
Security Check
List
Interview

Begin/Training
Begin/Training
Security Check
List

Security Check

Begin
Begin/Training
Begin

Begin/Training
Security Check
Interview

Begin/Training

13

Start
of
1st
PST

III. ADMINISTRATION AND LOGISTICS

Introduction
The following checklist provides a sequence of administrative tasks and events necessary for the startup of a post.
The Director of Management and Operations (DMO) must arrange for local transportation and set up a
communications system to connect with Peace Corps headquarters. A filing system must be prepared to
handle the flow of paperwork and electronic documents. Local Foreign Service National (FSN) staff
and Personal Service Contractor (PSC) staff must be recruited, hired, oriented, and trained.
Both the host government and the US Embassy may be able to provide suggestions on office and
housing availability. The Embassy is also the source of information and guidance on a payroll system
and analysis of local market salaries. Key officials at the Embassy for these tasks include the
Management Officer, Financial Management Officer and General Services Officer. Also to be
reviewed at the Embassy is the ICASS (International Cooperative Administrative Support Services)
agreement to determine services which Peace Corps will require and costs of those services. CD and
DMO must study ICASS and their costs carefully and consult with Peace Corps headquarters before
formally requesting the services offered.
At least one laptop computer will be issued to the new country entry team (Country Director/ Director
of Management and Operations/Director of Programming and Training) before the team departs for
post. Core administrative programs should be loaded into this computer. The primary reference
document is the Peace Corps Manual and the checklists in this section are extrapolated from manual
sections (MS). Staff should familiarize themselves particularly with sections 733, Leases; 734, Medical
Supplies and Equipment; 743, Procurement of Personal Services of Host Country Residents by
Contract; and 744, Procurement of Personal Services of Non-Residents of Host Country by Contract.
The Overseas Financial Management Handbook should be thoroughly reviewed for current information
on policies and procedures governing finances.

14

Checklist: Administration
Task

General
Inform embassy of arrival, including incountry contact information.
Establish working relationship with key
embassy sections:
Ambassador/DCM
Administrative/budget and finance (GSO,
HRO)
Public affairs
Regional Security Officer
Political Officer
USAID
Medical Unit
Inform PC/W of addresses and phone
numbers and keep this information current
and updated
Establish schedule of regular
communication with country desk unit
(CDU) and region.
Establish communication links with
headquarters, including embassy cable;
negotiate arrangements for mailing via
pouch and/or APO with embassy.
Request purchase and travel card
Establish property control system
(Reference: MS 511).
Identify local sources for supplies and other
services
Identify local sources for purchase of office
equip. & furniture
Determine need for cell phones and radios
for staff and vehicles.

Resp.

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5 Months
Before
PST

4 Months
Before
PST

3 Months
Before
PST

2 Months
Before PST

1
Month
Before
PST

Start
of
1st
PST

No

Status

CD/DMO
CD/DMO/DPT/PCMO if
present

CD/DMO

Immediate

CD

biweekly or more

DMO

DMO
DMO
DMO/GSM

stationary, printing

DMO/GSM
DMO

15

Inquire about adding future PCVs to phone

agreement. In some countries telephone
fleets are inexpensive and are good for
PCV safety and security
Establish filing system, both hard copy and
electronic (with or without cabinets).
(OFMH)
Confirm with customs officials the duty-free
privilege as outlined in country agreement;
develop relationship with port and airport
customs officials. Identify the VAT
exemption or reimbursement process.

DMO

DMO
DMO/GSM

Task

Staffing
Recruit/hire FSNs & PSCs (see staffing chart)

Resp.

DMO (lead)

Prepare staffing handbook

Establish policies regarding office hours, signin/sign-out log, holidays, sick and annual leave,
compensatory time (if any), etc.

CD/DMO
CD/DMO/Staff

Establish payroll, time and attendance system for

USDH staff (use PC-57 and/or TimePeace)
Designate timekeeper and train in US standards.
Conduct local wage survey to determine wage scale
for PST staff.
determine HC reqs for paying taxes and benefits
Establish method of payment for PSCs
Conduct survey of travel expenses and determine
in-country per diem for staff

DMO

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5 Months
Before
PST

4 Months
Before
PST

3 Months
Before
PST

2 Months
Before PST

1
Month
Before
PST

Start
of
1st
PST

Status

see Staffing Chart; and Pre

descriptions (refer to the C
section of Intranet and CD-

(Reference: MS 630 an
embassy policy).

DMO
DMO
DMO
DMO
DMO

No

Embassy LCP

16

Provide orientation and training

Task

Office & Residences

Find suitable (temporary) furnished office
space (see MS 733; Leases) and obtain
RSO approval
Survey embassys local leasing practices,
including payment methods
Find temporary lodging for USDH staff (hotel
or temp. lodging during TQSA time period)
Survey potential sites for permanent office.

CD/DMO

Resp.

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5
Months
Before
PST

4
Months
Before
PST

3
Months
Before
PST

2
Months
Before
PST

1
Month
Before
PST

Start
of
1st
PST

Status

Notes

CD/DMO

See MS733, Lease

DMO

See MS733, Lease

CD/DMO

See MS515

DMO/GSM

Factor in availability of
services, and security m
Factor in availability of
services, and security m

Survey potential sites for residence

DMO

- Obtain RSO approval and upgrade req's;

including cashier operations location; consult
on personal security issues and residential
safety and security considerations and colocation waiver
- Procure necessary furniture (check with
Embassy for any available furniture)
- Procure necessary equipment
- Obtain RSO approval and upgrade req's
- Obtain quotes for construction and
upgrades
- Negotiate and sign Lease for Residence
- Prepare contract for guards/guard
services.
- Compete Upgrades and Construction
- Procure necessary furniture
- Procure necessary equipment

DMO

DMO/GSO

Reference: MS 511

DMO/GSO
DMO
DMO

air cond., safe, copier,

S&S, electrical, commu

DMO
DMO with RSO

Embassy subcontracto

DMO
DMO
DMO

Reference: MS 511
distillers, dehumidifier

17

- Obtain quotes for construction and

upgrades
- Negotiate and sign Lease for Office

DMO/GSM

Any lease must contain

for U.S. State Departm
collocation and setback
granted at time of lease
Process requires time,
headquarters, has lead
consults with OSS & R
S&S, electrical, commu

CD/DMO/GSM

Consult with OACM

- Prepare contract for guards/guard

services.
- Compete Upgrades and Construction
- Sign certificate of acceptance and move in
- Identify PST site, negotiate and sign
contract for training dates.

DMO with RSO

Embassy subcontracto

DMO/GSO
CD
DPT & DMO

At least three mont

Task

Resp.

Equipment & Vehicles

Order Vehicles

DMO and CDU

Order IT Equipment

DMO and CDU

Project plan for stagge

necessary
additional when lease s

Order safe

DMO and CDU

Order at HQ

Order Copier equipment

DMO and CDU

Set up inventory system using bar tracks. All

new equipment must be immediately
inventoried with purchase date and price.

DMO

- Collocation waiver & setback waiver if

needed (Collocation and Setback
Waiver Guidance)

DMO

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5
Months
Before
PST

4
Months
Before
PST

3
Months
Before
PST

2
Months
Before
PST

1
Month
Before
PST

Start
of
1st
PST

Status

Notes

Bar Tracks system equ

available at HQ. Make
bars for all equipment.

18

Determine laws in-country for third party and

car theft insurance; if required, negotiate
required coverage.
Obtain FP drivers licenses
Create/ review fleet plan
Establish policies regarding vehicle use,
including maintenance and record-keeping
(Reference: MS 522).
- Negotiate service and repair agreement
(esp for copier)

DMO

Consult embassy

CD/DMO

Embassy

DMO

MS 522

Task

Resp.

EMBASSY AND ICASS

Inform Embassy of arrival, including incountry contact information.
Establish working relationship with key
embassy sections: Ambassador/DCM,
Management Officer, Financial Management
Officer, General Services Officer, Humar
Resources Officer, Public Affairs, Regional
Security Officer, Political Officer, USAID and
Medical Unit
Obtain copy of ICASS memo outlining
embassy services and associated costs;
review with region. Initiate meeting between
BAT, CD, and region staff.
Discuss with embassy which international
cooperation administrative support services
(ICASS) Peace Corps requires, such as:

Pouch/APO
Foreign Service National (FSN) payroll
Medical for USDH and FSN staff

DMO/GSM

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5
Months
Before
PST

4
Months
Before
PST

3
Months
Before
PST

2
Months
Before
PST

1
Month
Before
PST

Start
of
1st
PST

Status

Notes

CD
CD/DMO/DPT

DMO

CD/DMO
CD/DMO
CD/DMO
CD/DMO

19

and Emba


Temporary imprest support

Security clearances for host country

national (HCN) staff

Other RSO/local guard services

Other ICASS services

If appropriate, negotiate and sign agreement
for services (ICASS or memorandum of
agreement [MOA]) with embassy for required
support services and specify end of
temporary services.
Notify budget analyst or ICASS coordinator
of post ICASS needs. Get temporary
waivers.

CD/DMO
CD/DMO
CD/DMO
CD/DMO
CD/DMO

Confirm with headquar

signing any agreement

Region with CD

Task

Medical
Initiate procurement request for Peace Corps
Medical Officer (PCMO), in consultation with the
Office of Medical Services; clarify housing,
allowances, and other requirements.
Establish Medical unit space and storage
requirements
Order, procure, and/or arrange delivery of needed
supplies including Medical (locally or from U.S.)
Prepare draft emergency evacuation medevac, and
action plans to implement in event of
trainee/Volunteer death.
Establish communication, reporting requirements for
ordering supplies, monitoring medical budget,
arranging transport for emergencies to site,
personal safety and security training and reporting
responsibilities, etc.

Resp.

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5
Months
Before
PST

4
Months
Before
PST

3
Months
Before
PST

2
Months
Before
PST

1
Month
Before
PST

Start
of 1st
PST

Notes

Status

CD/ChOps

DMO/PCMO
DMO/PCMO

At least three months befor

Senior Staff

No later than one week bef

in-country.

PCMO/ DMO

reference: MS 270

20

Task

Resp.

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5
Months
Before
PST

4
Months
Before
PST

3
Months
Before
PST

2
Months
Before
PST

1
Month
Before
PST

Start
of 1st
PST

Notes

Status

Other

Identify local vendors for supplies and services,

including printing services

DMO

Determine all documents/procedures necessary to

obtain trainee visas, in coordination with ministry of
foreign affairs. Communicate to CDO and
VRS/Placement to relay to PCTs.

Conduct local wage survey to determine wage scale

for PST staff.

DMO in
cooperation with
embassy

Identify PST site; negotiate and sign contract as

necessary.

DPT with DMO,

GSA, other HCN
staff

Complete at least one month

assure budget and cash on h

Conduct legal survey to determine actions in case of

emergency once PCTs arrive. Legal survey gives
advice on all issues from medevac in-country to
death of an American to law enforcement options.

CD/DMO/Consular
Officer

Safety and Security and OG

annual basis in collaboration
officials.

DMO and GSA

At least one month before tra

country.

Under DMO
direction, with
HCN staff
participation

Reference: MS 221. C
print no later than seco
PST.

Conduct survey of travel expenses and determine

in-country per diem for staff
Conduct market basket survey (Reference: MS 221)
and use results to determine allowances for trainees
and staff during pre-service training (PST), for
settling-in allowance, and for Volunteer living
allowance.

21

Prepare Post-Specific Volunteer handbook for

distribution at PST.

DMO with DPT,

PCMO

Create duty officer handbook to cover emergency

procedures and contact information; determine
policies for duty coverage.

CD (lead)

VICA check in VICA before arrival that all PCTs

info is present, update estimated oath date (if
necessary).

DMO

One week before PCT arriva

After swearing-in, enter/confirm swearing-in date in

VICA.

DMO

Within 24hrs of swearing-in

During PST, have process for PCTs opening back

accounts. Then enter bank info into VICA.

DMO

Before end of PST

Example Post-Specific
Handbook

22

Project Management Plan: New Office Move

INDICATORS

PERSONS
RESPONSIBLE

START DATE

DMO, GSM

Upon Arrival

TASKS
Survey potential sites for
permanent office.
Have RSO visit 2-3 top
options and obtain preliminary
approval and
recommendations
Arrange RSO Complete
Survey of top choice
Dollar payment authorization
received from COM and GAP
Incorporate RSO Survey into
Improvements list
Obtain preliminary costs for
construction and upgrades
Review options with
CD/Region

Survey Complete

DMO, GSM

Authorizations received

DMO

Begin co-location waiver

Waiver complete

DMO, GSM

Begin Setback waiver

DMO, GSM

Basic points of lease

conditions reviewed and
approved by CD
Initial lease conditions
negotiated with landowners

Waiver complete
1. Email with agreed negotiation
points sent to CD
2. CD gives authorization to
proceed
1. meeting held and initial
agreement reached

Lease draft developed and

written

Initial lease draft completed

DMO, GSM

DMO, GSM
DMO, GSM
DMO, GSM

DMO, CD
DMO, GSM
FA, DMO/
consult with
OACM

PROJECTED
COMPLETION
DATE

ACTUAL
COMPLETION
DATE

1 month after
arrival
1 month after
arrival
1 month after
arrival
1.5 months
after arrival
1.5 months
after arrival
1.5 months
after arrival
1.5 months
after arrival
1.5 months
after arrival

2 month after
arrival
2 month after
arrival
2 month after
arrival

23

Write detailed cover memo

and send lease draft to HQ
Required improvements list
created and approved by CD
Submit required
improvements line item cost
list to Region

Detailed cover memo and lease

draft emailed to HQ
1. List emailed to CD
2. List approved by CD

DMO
DMO, CD

2.5 month
after arrival
2.5 month
after arrival

Email sent
Completed list of tasks to be bid
on.

DMO

Reviewed PMP adjusted

Completed bids submitted or
refusal to bid recorded & filed.

DMO, CD
GSM

2.5 month
after arrival
2.5 month
after arrival
2.5 month
after arrival
2.5 month
after arrival

Translate copy of initial draft

of lease into local language
for landowner to review

Translation completed

FA

2.5 month
after arrival

Authorizations received from

HQ

1. Receive: Delegation of
Additional Procurement Authority
2. Receive: Written Region
concurrence

Contracts,
CDMO

2.5 month
after arrival

Preparations made for

landowner to receive
payments

1. Landowner opens new bank

account if necessary
2. Financial information received
from landowner
3. Vendor Request entered into
FOR Post for Landowner

FA, Cashier

Revisions made to lease draft

Revised lease completed

DMO

Lease signed by both parties

Signed lease

DMO

2.5 month
after arrival
2.5 month
after arrival
3 months after
arrival

Contractor(s) begin work

Contractors at site and working

GSM

3 months after
arrival

Prepare Request For Bids

PMP submitted to CD and
adjusted as necessary
Solicit bids from at least 3
contractors

DMO and GSM

24

IV. FINANCIAL SYSTEMS

Introduction
Establishing financial systems is a major priority in a new-country opening, and must be attended to
early in the process. Since the country director (CD) is legally accountable for managing post financial
resources and obligations, it is important for him or her to be aware of and adhere to U.S. government
regulations pertaining to financial operations.
The Peace Corps assessment team typically will have completed a fiscal management assessment form
during its visit to the country. Information from that form, used judiciously with the checklist that
follows this introduction, should facilitate the process of setting up an effective financial system.
Where possible, the post should work out support arrangements with the U.S. embassy. This will save
time and effort and will avoid many pitfalls. The status of local banking systems will be an important
factor. Many Peace Corps countries operate on a cash basis. In such cases, management controls are
more difficult.
Financial systems at post will be governed by the following key precepts:
Post must operate within its allotted budget and comply with the restrictions imposed by such
circumstances as continuing resolutions passed by Congress.
A FOR Post budget/accounting system must be established immediately.
If it is necessary to set up an imprest fund, this must be done in accordance with U.S. government
regulations.
An early understanding must be reached about the extent to which the U.S. embassy can support the
post in setting up and operating its financial systems.
Post must take local banking practices and regulations into account.
New staff and the region should accomplish all the measures outlined in the Crucial Steps for StartUp checklist at the beginning of this guide. Once in country, the CD and Director of Management and
Operations (DMO) should review the operating budget at least monthly. If an increase is deemed
necessary, the Chief Administrative Officer in the Region at PC/HQ should be contacted immediately.
The lack of firm precedence on which to base cost calculations may justify changes from time to time;
however, the post is not authorized to make adjustments unilaterally. The CD and DMO must stay
abreast of developments with budget implications and be prepared to operate within the authorized
budget.
The laptop computer with its downloaded FOR Post system should be used from day one to keep proper
fiscal records. As soon as financial transactions are undertaken, FOR Post must be used to track
obligations, commitments, and changes in funding levels. These records are the primary source at post
for monitoring and accounting for post funds. It is critical that they are maintained accurately and in a
timely way.
The imprest fund is a supply of cash for general purchases, reimbursements of approved expenses when
EFT or checks are not practical, and when the interests of the U.S. government are best served by
making payment in cash. (Reference: MS 760, Overseas Imprest Management; and the Overseas
Financial Management Handbook). The CD and DMO should have consulted with the Regions Chief
Administrative Officer, Office of the Chief Financial Officer (OCFO) and the Office of Global
Accounts Payable (OGAP) prior to departing from Washington, D.C., to determine the initial level of
the imprest fund, and OGAP should have made arrangements for its establishment. The CD and DMO
should review the estimated start-up needs and availability of funds when they arrive in-country. They

25

should pay particular attention to anticipated costs for the pre-service training and plan to request a
temporary increase, if needed.
If the new post is in a country with a well-established embassy, the embassys budget and fiscal
services may be used during early start-up months. The embassy also may be able to assist with cashier
functions until the post can recruit, select, hire, and train a FSN cashier. Post can formalize permanent
arrangements with the embassy for financial systems support through a negotiated ICASS Agreement
(Reference: MS 708, ICASS, and OFMH (New Country Entry Section #31).
Where the embassy is new, budget and fiscal section support may be less developed. In such cases, it
may be necessary to turn to a Peace Corps post in a third country. In a new embassy, there may be no
ICASS option for many services. The Peace Corps may have to make its own arrangements for such
services as transport of documents and procurement of supplies and equipment. (Note: embassy
telegraphic communications may be used even in the absence of an ICASS agreement or memorandum
of agreement.)
With local banking institutions, important questions to ask will be how cash will be obtained and how
EFT payments and replenishment checks will be cashed. In many countries, successful transactions
rely on excellent relationships with key bank personnel.

26

Task

Resp.

8
Months
Before
PST

7
Months
Before
PST

6
Month
s
Befor
e PST

5
Months
Before
PST

4
Month
s
Befor
e PST

3
Months
Before
PST

2
Month
s
Befor
e PST

1
Mont
h
Befo
re
PST

Start
of 1st
PST

Notes

Status

Financial
Work with embassy MO to establish in-country
Peace Corps-embassy relationship regarding:
Short-term imprest support
Procedures for accommodating exchange and/or
other fiscal services
Confirm:
Country location code
Cashier code
Cashier and alternative cashier designation

CD, DMO
DMO/Cashier

Submit request for cashier operations to HQ for

approval by FSC

DMO

If there is an operating U.S. embassy, request

temporary storage there for imprest fund checks
until office can arrange for its own safe storage.

DMO

Log into Odyweb and set-up permissions for office

staff to access VICA, VESI, Bank Set-Up,
PSC Payments, etc.
Review preliminary budget and New Country Entry
Template with region and your budget anlayst
Calculate and incorporate into the budget the host
country contributions.
Begin creating PST budget
Choose and establish relations with bank to deposit
PCT and PCV allowances. Sign agreement. Could
be bank used by DOS Disbursing Officer if it offers
services in area of PCV assignments.

(requested of Office of Financ

Cash Management [OFPCM])

DMO
CD, DMO
DMO
DMO, DPT, TM,
CD
CD/DMO/Cashier

DMO/Cashier
Establish imprest fund with appropriate controls.

27

Consult with RSO and receive approval for location

of safe and cashier functions.
Train HCN staff on financial and property control
systems.
Develop budget for site development for the first
cohort of PCVs.
Deposit copy of safe combination in sealed
envelope and deliver to embassy RSO.
Follow up with headquarters on status of air freight
shipment of safe and computer for budget control.
Establish working relationships with officers at local
banks to determine dollar and local currency checkcashing regulations and restrictions, systems, and
procedures.
Calculate and incorporate into the budget the host
country contributions.
Review imprest fund ceiling, turnaround
replenishment time, and future funding needs for
post start-up. Determine if imprest fund ceiling is
sufficient.
Identify national bank that will accept single-month
electronic transfer or check to distribute Volunteer
living allowance to banks in or near communities
where Volunteers serve.
Determine requirements for Volunteers to open and
operate accounts at local banks. (Note: Consider
arrangements necessary to close personal accounts
in the event of medical/other emergency departure.)
Determine whether a memorandum of
understanding (MOU) with national bank is
appropriate. If so, request approval from
headquarters.
Confirm host country customs and treasury
understanding of Peace Corps exemption from
customs duty taxation and VAT. Identify process of
VAT reimbursement in no exemption (refer to
country agreement).

DMO
DMO
DPT, DMO,
etc
DMO
DMO
DMO/Cashier

DMO
DMO/Cashier

DMO/Cashier

DMO/Cashier

DMO/Cashier

DMO/GSM

28

Determine if import/export restrictions exists and if

country agreement addresses these.

DMO/GSM

Request temporary increase in imprest fund for PST

if needed

29

V. PROGRAMMING, TRAINING AND VOLUNTEER SUPPORT

Objectives
Projects are focused and appropriately designed to meet host country development priorities, as
defined by the host country government and key stakeholders. Projects are designed to
primarily use well trained generalist Volunteers. Projects have well-written plans and other
supporting documentation to ensure implementation and monitoring of effectiveness and
impact.
Baseline data is collected before the project activities begin in order to determine the extent to
which knowledge, skills, attitudes, behaviors, systems, and conditions change over the life of
the project (Programming and Training Guide. Part 2: Project Design and Evaluation,
Monitoring and Evaluation Roles
Training results in Volunteers who have the necessary knowledge, skills, and attitudes to
integrate into the community and perform their jobs.
Sites are well prepared and Volunteers are assigned to sites where there is sufficient work,
available counterparts, and where they have the skills and ability to do the job.
Volunteers are provided with housing that meets standards for safety, security and health, that
provides for their basic needs and is consistent with host country partner housing. Care is
taken to ensure that they have a safe and supportive living environment.
Systems are set up so that Volunteers receive appropriate and timely programmatic,
administrative and medical support through regular communication, timely feedback on
reports, site visits and provision of resources.

Introduction
The new country assessment report should have identified the projects most appropriate for initial
efforts during the new country entry assessment, including discussions with VRS and PCR to identify
availability of Volunteers. When considering projects, the CD and programming and training staff
should review the Focus In/Train Up strategy and training packages as discussed in
the Comprehensive Agency Assessment. This strategy calls upon the Peace Corps to scale up highly
effective Volunteer projects and work activities to maximize Peace Corps impact. Such projects and
work activities are identified by the following criteria:

Training: What can we effectively train generalist Volunteers to do?

Excellence: What can generalist Volunteers do best?
Impact and Effectiveness: Concentrating on evidence-based activities, how can Peace
Corps maximize and measure its impact?
Demand: What are the strategic development priorities of our host countries and partners?
Synergy: How can we enhance synergy with development efforts and leaders?

The country director (CD) and director of programming and training (DPT) must confirm with the host
country government that projects previously identified with the assessment team are their priorities.

30

They also must begin building strong and lasting relationships with both the government and with those
who will sponsor Volunteers. Success in these efforts lays a foundation essential to an effective post.
The Programming and Training Guidance provides guidance for the start-up effort; refer particularly to
section four of the manual. The P&T Guidance should be used to develop a project plan framework;
prepare the monitoring and evaluation plan, including collecting baseline data; and design training.
Generally Peace Corps initiates a program with a modest trainee input of less than 40, and recent
successful entries recommended about 25. Additionally, the most successful start-ups have focused on
a single project rather than on several at once. Following the Focus In/Train Up model, new entries

are encouraged to establish explicit limitations on programming and geographic scope at initial
entry. Emphasis should be on creating a focused-in program of initial excellence before
expanding further.
In countries where there has been little or no contact with Peace Corps before, a major effort should be
made to communicate the agencys mission and three goals: helping a host country develop its human
resources as well as fostering others understanding of America and Americans understanding of the
host country and its culture. The CD and DPT will need to devote attention to developing an
understanding with the sponsoring agencies about the role of volunteerism and how to use Volunteer
resources effectively.
The regional chief of programming and training (CHiPTs) and the Office for Overseas Programming
and Training Support (OPATS) at Peace Corps headquarters have extensive experience in guiding the
development, implementation, monitoring, and evaluation of projects. Staff in-country should not
hesitate to draw upon this expertise. Country-specific circumstances will influence how quickly the
project development process can be accomplished. Nevertheless, the sequence outlined in the checklist
at the end of this section should be followed as closely as possible. Final project plans should be in
place as soon as possible before trainees arrive. If this is not possible, the project framework must be
complete before trainees arrive.
The assessment teams in their visits and, later, new staff at post should research the status of domestic
and international aid efforts and the countrys unmet needs (use the Economic and Social Database as a
resource). This information should be used as the basis for negotiating and finalizing Peace Corps
program decisions with host country officials. When government representatives have well-developed
ideas about the Peace Corps role in their country, staff will have less prioritizing to do.
Peace Corps staff should select the pre-service training (PST) approach and a suitable site as soon as
possible after arriving in-country. Time is required to arrange for auxiliary services, such as housing,
food service, and communications systems. High-performing staff in nearby posts or occasionally U.S.based personal service contractors (PSCs) with significant experience may be available for help in
designing and implementing PST. Well-qualified language and culture trainers from the host country
should be recruited and contracted well in advance of PST. A strong emphasis should be placed on
transferring knowledge from experienced to new local staff
At each step of the way, the director of programming and training (DPT) must work closely with the
CD and administrative officer (DMO/AO) to refine plans and communicate these to headquarters. Pay
particular attention to anticipated costs for PST and the adequacy of the imprest fund and budget to
accommodate these plans.
Since each element in the first years program and training experience is likely to be unfamiliar to host
country partners, staff should schedule as much lead time as possible as the calendar is prepared. For

31

example, residential language training may be unknown; finding and arranging for host families may be
a challenge; materials adequately describing Peace Corps must be produced and translated into the local
language; and site selection and language teacher recruitment will require close cooperation of the host
ministry during the start-up year.
Staff must work closely with the country desk unit (CDU) to ensure that all documents and information
required by the host country government are provided in a timely manner. Information and directions
provided pre-departure in the US, including staging, contribute significantly to trainees expectations
when they arrive in-country. It is a prime opportunity to instill in trainees a sense of personal
responsibility for their safety and security. Post must prepare material for distribution to invitees as
well as country-specific information that will be required at the staging. The CDU and post should
collaborate closely to make sure that the sequence called out in the checklist is satisfactory.
In order to prepare trainees for successful service, it is important to make sure that, before trainees
arrive:
Focused and realistic project plans are developed
Potential sites are visited and evaluated
Training has begun for host country counterparts and partners so they will have appropriate
expectations
Systems of Volunteer support have been set up.
In order to develop an effective Volunteer support system, it is important to define the roles of key staff
in supporting Volunteers and to make sure that staff is trained to be effective in Volunteer support. Post
will need to develop a site visit policy and site visit checklist that ensures that site visits respond to the
needs expressed by Volunteers and project partners. Systems need to be set up to provide appropriate
and timely support to Volunteers about resources available to them and to provide feedback on
Volunteers work reports. Policies and procedures are written that treat Volunteers as professionals with
the expectation that Volunteers are to behave accordingly. Plans are made for how a Volunteer
Advisory Committee (VAC) will be formed and how the VACs recommendations and concerns will be
addressed. Key staff should be identified and trained to provide support to diverse Volunteers.

Refer to Essentials of Volunteer Support for a more thorough list of steps to take in each of these areas.

32

Note: the following checklist is divided into two parts: 1) those items with target deadlines based on
time elapsed since arrival at post, and 2) those items with target deadlines in advance of the first PST.

Checklist: Programming and Training First Three Months

Due Date Based on Arrival at Post
Task
Responsibility / Comments

Target Date

Schedule and receive protocol and CD, DMO, and

other briefings at embassy.
DPT

First two weeks

Determine target date for first

trainee group and develop task
calendar from that point
backwards to present. Refer to
the Timeline for Development of
New Projects in the Project
Design and Evaluation guide.
Include PAC meetings, project
plan preparation, and baseline
data collection.
Schedule and hold initial
meetings with senior officials of
host country ministry of foreign
affairs and other host ministries.
Do introductions and establish
relationship; confirm
viability/validity of concept paper
including draft project
framework, Volunteers to recruit,
etc. Determine if ministry level
MOUs are required.
Identify host ministry liaison and
people who will work with DPT.

CD/DMO/DPT, with CDU

(Without such a calendar, many
small issues may distract from
start-up date)

First two weeks

CD, DMO, and DPT

(Demonstrate active purpose to
begin relationship and express
interest in host country, etc.)

No later than week 3

CD

Week 3

Complete two-page description of

Peace Corps in local language.
Print sufficient copies for broad
distribution.
Review and revise concept paper
(sample concept paper materials)
including proposed country
strategy, project framework,
Volunteers to recruit and 12
month budget. Submit to
headquarters for review if there
are significant changes. Include
explicit limitations on

DPT (Find examples from other

posts)

Complete and print

by end of week 6

DPT (Proposed versions submitted

prior to arrival in-country).
Coordinate with Region/CDU

No later than week 6

Complete

programming and geographic

33

scope at initial entry or other

self-established limitations. .
Develop focused and realistic
project plans. Focus on creating

DPT

Before PST

Develop monitoring and

evaluation plan,(expected project
results, indicators) and schedule
baseline data collection.(See
Programming and Training
Guidance, Part 2: Project Design
and Evaluation, F.1)

DPT

Before PST

Contact and meet with

international development
agencies and foreign/domestic
nongovernmental organizations
(NGOs) working in likely Peace
Corps program sectors (consistent
with strategic plan outlined with
region at headquarters).
Determine approach to be used
for pre-service training (PST) and
map out in-service and any
counterpart training to be
undertaken first 12 months.
Review Volunteer safety,
security, and health issues raised
in assessment report and at
embassy.
Establish site selection criteria
including housing, safety and
security needs; review with host
country government liaison.
Secure support of appropriate
ministries for them to contact
their regional/local offices where
Volunteer sites potentially exist.
Continue discussions begun on
previous Peace Corps visits
regarding host country
contributions (e.g., housing, visa,
and training support).

DPT (consult assessment report

and embassy contacts as indicated
above). Request assistance for
OGC on agreements with these
organizations.

Months 1-3

CD and staff (Consult budget

agreed upon with headquarters for
first 12 months)

No later than end of

month 2

CD (Reference: MS 270, guidance

memo and compliance template to
structure safety and security plan)

During month 2

At direction of CD

By end of month 2

CD and DPT(Suggest that ministry

representative(s) accompany Peace
Corps on these visits)

Month 2

a focused-in program of initial

excellence before expanding
further.

Follow up each session with thank- Months 2-3

you letter noting any agreements
or understandings reached

34

Identify most crucial US PSC or

HCN program and training
positions, e.g. program manager,
training manager, language
coordinator. For USPSC
positions, work with Office of
Contracts and Acquisition
Management to select contractor.
For HCN positions, recruit,
interview, and hire.
Schedule and begin site visits,
including outside capital;
complete site report on both
workplace and housing. Potential
sites are visited and evaluated

Training has begun for host

country counterparts and partners
to set appropriate expectations
and enable them to support
Volunteers.
Systems of Volunteer support
have been set up.

DPT

By end of month 3 PM & TM hired as

early as possible,
and no less than 3
months before PST,
earlier if HCN PSC
who needs training.

DPT in lead, and PM once hired,

Peace Corps Medical Officer
(PCMO), if present, and
periodically CD and DMO
(regularly follow up each site visit
with thank-you letter to
appropriate officials)
DPT in the lead

Month 3-4

DPT in the lead

Before PST

Due Date Based on Time Needed in Advance of First PST

Task
Responsibility Comments
Review and revise documents to
request invitees and to send to
invitees: JSR, VAD, PCR PD as
applicable, welcome book, etc.
(request welcome book template
from CDO)

DPT and PM once hired

Before PST

Target Date

Complete

See JSR- VAD

timetable and check
with CDO. Final
versions of these
documents are
submitted by Region
as much as a year
before the input
arrives, but updates
are still
critical. VRS

Review and
revise
documents to
request
invitees and
to send to
invitees: JSR
VAD,
PD,
welcome
book, etc

timetable
here. PCR guidance
Recruit and contract 1)
APCDs/Program Managers and 2)
Training
Manager/Director (Sample PDs)
Recruit and contract 1) Language

here.
6 months in advance
of PST

DPT, TM, DMO, LCC

At least 3 months

35

& Cross-Culture Facilitators

(LCC) 2) Lead Technical Trainer,
and 3) Logistics Coordinator (as
necessary) for PST. (Sample PDs)
Identify PST site, negotiate and
sign contract for training dates.
Prepare any country-specific
material for CDU, including PreDeparture Questionnaires (PDQs)
and language training materials
required for distribution with
Welcome Book or for staging.
Conduct language and cultural task
analysis to guide PST and ongoing
training.

Consult A Few Minor Adjustments;

order copies for post if desired;
prepare outline for mental health
PST sessions.
Recruit and retain local coordinator
for PST host families; begin
process of recruiting families;
create any necessary forms.
Review reports from initial site
visits, screening for health,
safety/security, and environmental
concerns.
Assess availability of language
training material and order/create
necessary materials for PST.

Consider training needs of HCN

and USPSC trainers; discuss with
DMO/CD.
From PDQs, prepare biodata and
any other information about
trainees required by host
government.
Conduct second site visit to
confirm criteria have been/can be
met.
Review PDQs to see if any might

before PST

DMO and DPT

At least three
months in advance
of PST

CD, et al (Pay particular attention

to any current safety and security
advisories)

At least 3 months
before staging/PST

DPT and language coordinator

(Identify core competencies to be
acquired by Peace Corps trainees;
keep USPSC PST director
informed as appropriate)
PCMO and DPT

No less than 3
months before PST

DPT, TM, DMO, with advice of

HCN staff.

3 months before
PST

CD and PCMO (Consult posts

site criteria and MS 270
compliance)

Three months before

PST

DPT and LCC (Recommend that

post determine availability of
proficiency testers for local
language. If none, notify chief of
programming and training at
headquarters to get on near-term
LPI tester training schedule)
DPT, TM

Three months before

PST

Deliver to appropriate host

country office as far in advance as
possible.

Two months before

PST

Staff as assigned

Begin no later than

six weeks before
PST
As soon as PDQs are

DPT and PCMO (Provide

At least 3 months
before PST

At least two months

before PST

36

require special accommodations or

if there are site limitations.
Meet with health and mental health
professionals, review facilities in
training area, and arrange for
emergency medical response,

feedback to headquarters;
especially the Office of Medical
Services)
PCMO

received at post

Host family coordinator under

direction of PCMO and DPT,
with CD review.
CD, DMO, DPT, PCMO
(Reference: MS 270, guidance
memo checklist; EAP template on
CD-ROM or Intranet)
CD/DPT

One month before

PST

At least one month

before PST

including psychiatric
emergencies.
Approve host families and sites for
trainees and Volunteers
Prepare emergency action plan for
trainees and for Volunteers at site.

VIDA: Determine process and

accountable staff for entering info
into VIDA (emergency contact
info, site info, etc).
APCDs/PMs should become
familiar with tools for
communication notes, site records,
etc.
Assemble training team and begin
training of trainers.
Prepare plan for public information
during PST, including trainee
arrival and swearing-in.
Prepare early termination packets.
Draft Post Volunteer Handbook for
distribution during PST.

Receive all pre-arrival documents

required by host country
government and deliver to them.
Confirm swearing-in ceremony
date and location; invite VIPs
(including appropriate host country
and consular staff).
VIDA: Initial Emergency contact
info for homestay period should be
entered into VIDA.

One month before

PST

1) Discuss one
month before PST.
2) APCDs/PMs
should begin
entering site info as
soon as possible.

DPT
CD, U.S. and HCN staff (Consult
with embassy public affairs
section, identifying media
contacts)
DPT, PCMO, DMO

One month before

PST
Two weeks before
trainee arrival

By date of trainee
arrival
DMO and CD (Consult models on Arrival of trainees
Intranet and/or in CD-ROM from
Region ). Consult with Region
and OGC.
CD and DPT
No later than date of
arrival
CD

CD/DPT

Example
Post-Specific
Volunteer
Handbook

As far in advance as
practicable, but no
later than opening of
PST
ASAP, no later than
24 hours before
going to homestay
portion of PST.

37

VIDA: Initial site info should be

entered into VIDA before end of
PST.
Prepare a thank-you letter to all
host families and PST/swearing-in
ceremony participants.

CD/DPT

At CDs direction (prepare at

least two weeks in advance)

ASAP, no later than

24 hours before end
of PST.
Mail out within four
working days of
ceremony

38

Task

Resp.

8
Months
Before
PST

7
Months
Before
PST

6
Months
Before
PST

5
Months
Before
PST

4
Months
Before
PST

3
Months
Before
PST

2
Months
Before
PST

1
Month
Before
PST

Start
of 1st
PST

Status

Schedule and receive protocol and other briefings at

embassy.
Schedule and hold initial meetings with senior officials
of host country ministry of foreign affairs and other host
ministries.

CD, DMO, and

DPT
CD, DMO, and
DPT

First two weeks

Identify host ministry liaison and people who will work

with APCD.
Confirm with ministry liaison viability/validity of tentative
project plan, VADs, and/or PDs.

CD

Week 3

CD and DPT

No later than week 5

host country expect
order to build owner

Finalize post programmatic strategy, sector goals and

objectives, and preliminary project plan to inform
selection of indicators, baseline data collection, and
target setting.

DPT (Proposed
versions
submitted prior
to arrival incountry)
DPT (Proposed
versions
submitted prior
to arrival incountry)
CD/DMO/DPT,
with CDU

No later than week 6

CD and staff

No later than end o

budget agreed upon
first 12 months)

If necessary, revise proposed country strategy, VADs,

and/or PDs,area assignment sheets, and training class
summary sheets; submit to headquarters and confirm
12 month budget to be implemented.
Determine target date for first trainee group and
develop task calendar from that point backwards to
present.
Determine approach to be used for pre-service training
(PST) and map out in-service and any counterpart
training to be undertaken first 12 months.
Continue discussions begun on previous Peace Corps
visits regarding host country contributions (e.g.,
housing, visa, and training support).

No later than week 3

and establishing re
active purpose to be
express interest in h

No later than week 6

(Without such a cale

may distract from st

Months 2-3 Follow

thank-you letter no
understandings reac

39

Complete two-page description of Peace Corps in local

language. Print sufficient copies for broad distribution.

DPT

Complete and prin

(Review Intranet, C
examples from othe

Contact and meet with international development

agencies and foreign/domestic nongovernmental
organizations (NGOs) working in likely Peace Corps
program sectors (consistent with strategic plan outlined
with region at headquarters).
Determine all documents/procedures necessary to
obtain trainee visas, in coordination with ministry of
foreign affairs.

DPT

Months 2-3 - (co

and embassy conta
Request assistance
with these organizat

CD and DPT

Review Volunteer safety, security, and health issues

raised in assessment report and at embassy.

PCSSO/CD

By end of month 2 (
and to Office of Volu
Services (VRS) at le
close of invitations)
During month 2 -(Re
guidance memo and
structure safety and

Establish site selection criteria, including housing,

safety and security needs; review with host country
government liaison.

PCSSO/CD

By end of month 2 c
liaison. By month 4
version in use in site

Identify most crucial HCN program and training

positions; recruit, interview, and hire. Consult staffing
chart.
Secure support of appropriate ministries for them to
make contacts (local offices, partners, etc) where
Volunteer sites potentially exist.

DPT

By end of month 3
(For pivotal position

CD and DPT

Month 2 - (Suggest
representative(s) ac
on these visits)

Determine how best to conduct first PST.

CD and DPT

By middle of month
with embassy regar

Develop budget for site development for the first cohort

of PCVs.
Schedule and begin site visits; complete site report on
both workplace and housing.

DPT, DMO, etc

Once sites are determined, plans for baseline data

collection related to project objectives begin.
Baselines require connection to sites where PCVs will
be working.

DPT in lead

DPT in lead,
including PCMO
/periodically CD
and DMO

Month 3-4 (regularly

with thank-you letter

40

Identify PST site, negotiate and sign contract for

training dates.
Consider training needs at PST of HCN and USPSC
trainers; discuss with DMO/CD.
Work with Office of Contracts and Acquisition
Management to select contractor for PST; sign
contract.
Conduct language and cultural task analysis to guide
PST and ongoing training.

DPT & DMO

At least three month

DPT

At least two months

DPT and DMO

No less than 3 mont

DPT and
language
coordinator

No less than 3 mont

core competencies
Corps trainees; kee
informed as appropr

Consult A Few Minor Adjustments; order copies for

post if desired; prepare outline for mental health PST
sessions.
Recruit and contract language trainers and HCN
technical trainers (as necessary) for PST.

PCMO and DPT

At least 3 months be

DPT, DMO,
language
coordinator

At least 2 months be

Recruit and retain local coordinator for PST host

families; begin process of recruiting families; create any
necessary forms.

DPT, DMO, with

advice of HCN
staff.

3 months before PS

Prepare any country-specific material for CDU,

including Pre-Departure Questionnaires (PDQs) and
language training materials required for distribution with
Welcome Book or for staging. (request templates from
CDO)
Review reports from initial site visits, screening for
health, safety/security, and environmental concerns.
Conduct second site visit to confirm criteria have
been/can be met.
Review PDQs to see if any might require special
accommodations or if there are site limitations.

CD, et al

At least 3 months be
particular attention t
security advisories)

CD and PCMO

Three months befor

site criteria and MS
Begin no later than

Staff as
assigned
DPT and PCMO

As soon as PDQs a
(Provide feedback to
especially the Office

41

Assess availability of language training material and

order/create necessary materials for PST.

DPT and
language
coordinator

From PDQs, prepare biodata and any other information

about trainees required by host government.

Deliver to
appropriate host
country office as
far in advance
as possible.

Actual baseline data, indicator choices, needed targets

are needed 1 to2 months prior to PST or as part of
PST, such as PACA.

DPT

Meet with health professionals, review facilities in

training area, and arrange for emergency medical
response.
Approve host families and sites for trainees and
Volunteers

PCMO

At least one month b

PCMO and
DPT, with CD
review.
CD, DMO, DPT,
PCMO

One month before P

DPT
DPT, PCMO,
DMO
DMO and CD.
Consult with
Region and
OGC.
DMO and
PCMO

Upon arrival in-coun

By date of trainee a

CD and DPT

No later than date o

Prepare emergency action plan for trainees and for

Volunteers at site and PST. Emergency leave,
evacuation, medevac, event of trainee/Volunteer
death/missing.
Review training goals for PST with PST director
Prepare early termination packets.
Draft post-specific Volunteer Handbook for distribution
during PST.

Prepare duty officer handbook on emergency leave

and medevac procedures.
Receive all pre-arrival documents required by host
country government and deliver to them.

At least two months

(Recommend that p
of proficiency tester
none, notify program
at headquarters to g
schedule)
Two months before

One month before P

guidance memo che
CD-ROM or Intrane

DUE: Arrival of tr

Specific Volunteer H

Complete at least by
(Include contact pho
step procedures, an

42

Confirm swearing-in ceremony date and location; invite

VIPs (including appropriate host country and consular
staff).
Assemble training team and begin training of trainers.

CD

(As far in advance a

later than opening o

DPT

Two weeks before P

Prepare plan for public information during PST,

including trainee arrival and swearing-in.

CD, U.S. and

HCN staff

Two weeks before t

with embassy public
identifying media co

Prepare a thank-you letter to all host families and

PST/swearing-in ceremony participants.

At CDs
direction

Mail out within four w

ceremony (prepare
advance)

43

VI. SAFETY AND SECURITY

Objective
The post has a comprehensive safety and security program in full compliance with Peace Corps
Manual Section 270 and all other safety and security guidelines issued by Peace Corps.

Introduction
The health, safety and security of Volunteers and trainees is the number-one priority for the Peace
Corps. The agencys approach is holistic and involves the participation and buy-in from many
partiesTrainees, Volunteers, staff, and other host country nationals (HCNs). Safety and Security is a
partnership with Trainees and Volunteers accepting responsibility for their personal security, and Peace
Corps being responsible for establishing systems and procedures that promote effective and safe
Volunteer service. Being a Volunteer requires changes in lifestyle preferences and habits in deference to
host country cultural expectations in order to minimize security risks. Choices in dress, living
arrangements, entertainment, and companionship will directly impact how Volunteers are viewed, and
thus treated by their communities. Mature behavior and the exercise of sound judgment enhance
personal safety.
While Volunteers have a significant role to play in their personal security, they can also expect that the
Peace Corps will have systems in place that maximize their potential for a safe Volunteer experience. It
is incumbent upon the staff, under the country directors leadership, to ensure that Volunteers and
Trainees:

Are kept informed about their safety and security environment.

Receive safety and security training throughout their service to mitigate risks.
Are placed in an environment that has met established criteria.

There also must be an effective, established system at the post for reporting and responding to incidents
with clearly defined responsibilities for addressing immediate response and support considerations.
These response procedures must be clearly outlined in posts standard operating procedures.
Each post must also develop contingencies for responding to localized or wide-spread emergencies,
such a natural disasters or political violence. Posts emergency planning must include an emergency
action plan (EAP), staff training on their roles and responsibilities in the event of an emergency, regular
testing that complies with the agencys EAP Testing Guidelines, and sharing the EAP with relevant
partners, including the US Embassy.

Important Resources to Help Get You Started

Prior to officially opening a post, an assessment team of various disciplines will have assessed the
feasibility of such a program. This assessment will factor such aspects as medical, programmatic,
administrative, and safety and security challenges and opportunities. In the assessment report, the safety
and security section will address risks associated with a program in the newly proposed country and
appropriate mitigation strategies for addressing the risks that were identified. The Peace Corps Safety
and Security Officer (PCSSO) will continue to work closely with the new country director in the set-up
phase of a new-country entry to ensure that all security risks are addressed. It is expected that prior to
the first intake of Volunteers, all safety and security systems as outlined in MS 270 and mitigation
strategies will have been implemented.

44

There are a number of resources to help guide the CD and his/her staff in designing and implementing
an effective safety and security system that conforms to the requirements of MS 270, Peace Corps
policies on safety and security. Please carefully review MS 270 to ensure that safety and security
policies and procedures are fully understood and reflected in protocols developed by the post.
One important resource for posts in establishing a Volunteer safety support system is assistance by the
Peace Corps regionally based safety and security officers (PCSSOs). The PCSSO is an agency resource
best regarded as an internal safety and security consultant who will provide technical oversight in the
design and development of the safety and security program of the new post. PCSSOs have sub-regional
responsibilities for assigned posts where they provide support and guidance to country directors in
developing and implementing safety and security strategies consistent with MS 270. PCSSOs report to
the Chief of Overseas Operations, in the Peace Corps Office of Safety and Security and operate with a
budget from the Office of Safety and Security. (A listing of the services they offer a post follows the
end of this section).
The Office of Safety and Security provides leadership and guidance to the agency in support of country
directors, their staff and Volunteers in all areas related to safety and security of Volunteers. The office
makes itself available at all times to provide guidance or arrange for field assistance if deemed
appropriate. The Office of Safety and Securitys intranet pages (main Office page and Overseas Safety
and Security Topics page) contain useful documents and examples to guide development of Volunteer
safety systems. Reentry posts may also find it useful to obtain any previous Office of Inspector General
reports that address safety and security issues.
In addition, the hiring of a safety and security coordinator (SSC) will help a post implement safety and
security systems and augment support to Volunteers and trainees for their safety and security needs.
Typically, this position is filled by HCNs since they may have experience working with the local police
and they have a working knowledge of safety and security issues in their country. They also understand
the nuances of the local language, culture, and customs. The agencys standard SSC Statement of
Work can be found here: SSC Statement of Work. Refer to the Office of Safety & Securitys SSC
Resource Page for more on the roles and responsibilities expected of the SSC.

The PCSSO will assist post in developing a vacancy announcement when post is ready to fill the SSC
position and is expected to participate in the hiring process, including ensuring: use of the standardized
statement of work, review of candidates, development of evaluation criteria/process, and participation
in the interviews. The PCSSO will partner with post to assist with the training and provide input into
performance evaluations.
Each Regions Regional Security Advisor (RSA) plays a key role in coordinating new country entries or
re-entries with the Offices of Global Operations and Safety and Security. The RSA participates in the
planning process and assisting post to monitor the establishment of critical safety and security systems.
RSAs will advise Region about progress and any resources needed to ensure that post has all required
systems in place prior to the arrival of the first training class. Additional information about the role of
the RSA can be found in the RSAs New Country Entry Standard Operating Procedure: RSA NCE
SOP.

45

Checklist: Implementing a Functional Volunteer Safety Support System

Country Director Responsibilities
The CD is responsible for establishing and maintaining the Volunteer safety support system at post.
Under the CDs leadership, the senior staff at post is responsible for developing post-specific policies
and procedures to implement Manual Section 270 and any additional safety and security requirements
established by Peace Corps headquarters.
The CD is also responsible for setting the tone and establishing Peace Corps expectations from the first
day trainees arrive in-country so that trainees know that they are to behave in a manner that
demonstrates respect for their host country and that their role as professionals is critical to their success.
The CD should ensure Peace Corps representation on the U.S. embassys emergency action committee
(EAC). As a member of the U.S. mission, the CD is responsible for maintaining regular contact with the
embassy regarding assaults and other crimes against Volunteers, revisions to the emergency action plan
(EAP), and other issues relating to V/T safety and security.
While the CD provides leadership and oversight for all areas of safety and security, every staff member
plays an important role in the posts safety and security. Once an SSC is hired, he or she maintains
much of the Volunteer safety support system functions, responsibilities, and tasks related to safety and
security. However, all safety- and security-related matters should not automatically be funneled to the
SSC. Getting the full cooperation of staff to effectively implement safety and security standards
requires successful communication of this message, particularly by the CD.

Establishing a Safety and Security Program at Post

The country director has oversight for developing a safety and security framework at the post.
Task
Required Activities
Complete
Review Manual Section 270 with staff.
Ensure staff members understand their
individual responsibilities relative to MS 270.

Staff meetings, new staff orientation.

Ensure that every staff persons job
description articulates specific safety and
security responsibilities. Standard language
has been developed for all staff positions
related to safety and security and must be
included in their statements of work.
Staff meetings, utilize info in post policies,
documents, and incorporate into PST/ISTs.

Ask Region & Office of S&S for, and then

review your countrys Safety and Security
Assessment Report (reference Safety and
Security Instruction 201) for risks, threats, and
potential mitigation strategies.
Develop post-specific safety and security
Promote policies by placing directives in
policies and procedures (such as Volunteer
prominent places such as the Post Volunteer
travel/transportation and out-of-site policies). Handbook. Stress safety and security policies
in PST, IST and all Volunteer conferences.
Establish and maintain regular contact with
Represent Peace Corps at the country team
the U.S. embassy.
and EAC meetings. Communicate with
regional security officer (RSO) about any
security concerns.

46

Monitoring, the security environment and disseminating security information

The Peace Corps is committed to providing accurate information about Volunteer service to interested
individuals. This information describes the nature and conditions of Peace Corps service; the challenges
Volunteers face; the impact that serving in another culture will have on individual lifestyle, comfort,
and safety (e.g., living with host families, conservative dress, restrictions on movement and night
travel); and the support Volunteers will receive in their respective countries of service.
From the moment an applicant is invited to serve in a particular country, specific information about
potential challenges is provided from a variety of sources. The information Volunteers receive should
include an overall assessment of potential safety and security risks, any country-specific conditions that
may require lifestyle adjustments, and support Volunteers can expect to receive.
To ensure that safety and security information is current and relevant, post must monitor and assess the
security environment in country and provide that information as appropriate to Volunteers/trainees, the
region and other relevant agency offices on an ongoing basis. This information should inform regular
materials such as the post Welcome Book as well as training from Volunteers and trainees.
The CD is responsible for establishing procedures to monitor and assess the safety and security
environment for Volunteers and for apprising his or her regional director of safety and security issues
that may emerge. The CD establishes and maintains protocols for communicating safety and security
information to Peace Corps headquarters and to Volunteers throughout their service.
Task
Set up a system to monitor the security
environment and ensure that Volunteers and
trainees will be expeditiously updated on
safety and security issues.

Develop a Welcome Book that appropriately

addresses the safety and security
environment and strategies for managing
security issues that Volunteers may face.

Required Activities

In collaboration with the PCSSO an

initial threat and vulnerability
assessment, and reassessed every three
years (normally captured in the re-entry
assessment).

Develop protocols for sending out

information and warnings to PCVs (be
sure to coordinate your protocols with
the US Embassy).

Include information on security in

newsletters and other information sent
to PCVs.

Complete

Collaborate with the country desk in creating

the Welcome Book. They can provide the
template.
RSO and PCSSO can assist with
developing safety and security tips.

Safety and Security Training

Ongoing training equips Volunteers for a safe and productive service. The Peace Corps takes an
integrated approach to Volunteer training. Through language, cross-cultural, technical and health and
safety instruction, training raises Volunteer awareness of their new environment, builds their capacity to

47

effectively cope with the many challenges they will face, and provides the tools they need to adopt a
safe and appropriate lifestyle. Volunteers are also instructed in Peace Corps policies and procedures and
their responsibility to abide by them.
The Peace Corps provides this integrated safety training throughout Volunteers tours of service to help
them better understand their surroundings, how to cope with unwanted attention, and how to develop
strategies to mitigate risks. Volunteers and trainees should be provided with training that prepares them
to adopt culturally appropriate lifestyles and exercise judgment that promotes safety and reduces risk in
their home, at work, and while traveling. Safety training should be offered throughout the Volunteers
tour of duty and must be integrated into language, cross-cultural, health, and other components of
training to maximize effectiveness.
The CD is responsible for ensuring that Volunteer safety and security training is implemented in
accordance with Peace Corps policy and includes four required PST sessions that focus on personal
security, sexual assault awareness and response and bystander intervention. In addition to the four
standardized sessions which have a required format and sequencing, there are specific safety and
security KSAs on which each Trainee must receive instruction during PST. Post must ensure that
appropriate learning objectives are developed for these KSAs and that they are integrated as appropriate
into other core sessions such as language or cross-cultural lessons.
Task
Work with training staff to develop training
that covers all of the necessary safety-related
topics, including the Global Safety and
Security Topic Areas and standardized PST
sessions.

Ensure that the training manager has the

means to test trainees level of competency.

Ensure that your training staff (including the

training manager and trainers) understands the
importance of integrating safety and security
during PST.

Take steps to ensure that integration of safety

and security training continues throughout a

Required Activities
Complete
Develop a training schedule for PST
and verify that the necessary KSAs
have been integrated into language,
cross-cultural, technical, or a mixture
of disciplines.
Ensure that the Standard safety and
security PST sessions are sequenced
accordingly, integrated into your
COTE and facilitated by appropriate
staff.
Develop a methodology to ensure that
trainees are meeting the learning
objectives.
Solicit feedback from trainers that
demonstrates that trainees do or do
not respect and follow safety-related
guidance and policies.
Ensure all the training staff is trained
on strategies for integrating safety and
security KSAs into core PST content
areas (PCSSO can assist).
Develop PST COTE and workshop
agenda.
Design a training-of-trainers
workshop to adequately train trainers
in their training responsibilities and
ensure they understand content..
Review the posts year-long training
calendar and ensure that safety

48

Volunteers service.

training is included throughout the

Volunteer cycle (PST, in-service
training, all-Volunteer conference,
etc.).

Develop training designs for

training during each segment of
the Volunteer lifecycle

Site Development and Monitoring

Like the Peace Corps mission, safety and security are predicated on the development of close
interpersonal relationships between Volunteers and host country community members. The agency
recognizes that Volunteers' daily safety is best assured when they are well-integrated into the local
community, valued and protected as extended family members, and viewed as contributors to
development. To this end, the Peace Corps strives to build and maintain the support of host country
governments, authorities, and local communities for its presence in-country and the work the
Volunteers have been requested to perform.
Peace Corps staff is responsible for assessing and approving the communities where Volunteers will
live and work. Site selection is based on established safety and security criteria that reflect
consideration of site history; access to medical, banking, postal, and other essential services; access to
communication, transportation, and local markets; availability of adequate housing and living
arrangements; and the potential for obtaining and maintaining the acceptance and consent of host
country authorities and the population at-large. During their service, Volunteers are visited periodically
at their sites by staff. While program staff visit the most Volunteers, the SSC, Medical Officer, CD, and
even Administration staff should also visit Volunteers.
The CD is responsible for establishing safety and security criteria for prospective Volunteer sites and
establishing procedures to ensure that prospective sites are ready and meet the criteria before the
Volunteer arrives at site. The CD is also responsible for ensuring that post staff work closely with host
communities and counterpart agencies to help prepare them for a Volunteers arrival; providing
guidance to host communities and counterpart agencies regarding their roles in supporting Volunteers
throughout their service; and ensuring that post staff make regular visits to each Volunteers site.
Task
Ensure staff members know what is expected of
them regarding site selection and that the selection
follows Peace Corps guidelines to ensure safe
sites.
Ensure that site selection criteria and procedures
are established and followed.

Ensure that each Volunteers community and/or

counterpart is well-informed about working with

Required Activities
Provide written guidance to staff on
your expectations of how site
selection is to be carried out. Refer
to P&T guidance (linked in P&T
section).
Develop site selection and housing
criteria and assessment procedures.
Develop site assessment and
housing checklists
Procedures must document that
criteria are met and procedures have
been followed Develop site
selection panel that, as a group,
approves each new Volunteer site.
Develop written guidelines on
preparing community and

Complete

49

the Volunteer and looking after his or her safety

and security.

Establish standards that are to be followed by

program staff related to timing and activities
during Volunteer visits.

Develop a site history process and protocols.

counterpart agencies.
Develop process to document
community and counterpart
meetings.
Develop guidelines for frequency of
site visits.
Devise procedural guidance on
what constitutes a thorough site
visit.
Create a site visit schedule/format
to be used by staff.
Ensure that site visit reports are
completed.
Provide written guidance on
responsibilities and content of site
history documentation

Volunteer Incident Management

Volunteers are strongly encouragedand expectedto report safety concerns or incidents to the
appropriate Peace Corps staff member. Staff members are prepared to provide appropriate medical,
emotional, and administrative support as each case warrants. Other than those individuals with a need to
know, a Volunteer's privacy surrounding incidents will be respected. The Peace Corps also maintains a
collaborative relationship with the U.S. embassy and host government officials to respond to Volunteer
safety and security concerns as they arise. Improvements in safety reporting have allowed the Peace
Corps to identify associated risk factors (e.g., time of day, location, alcohol use, and means of
transportation) and develop strategies to help Peace Corps and Volunteers address them.
The CD is responsible for ensuring that Volunteer safety and security incidents are reported according
to the agencys Consolidated Incident Reporting System (CIRS). The CD must establish protocols for
reporting safety and security incidents and ensure that the collection and dissemination of data and other
relevant information to in-country staff, embassy officials, host country officials, and Volunteers is
consistent with established CIRS protocols, privacy considerations and policies, and other Manual
Sections (Reference: CIRS Users Guide, MS 268, and the Office of Medical Services Technical
Guideline 150, Restricted and Standard Reporting, IPS 3-13 Volunteer Reporting, 24 hour hotline, MS
264 Medivac).
The CD must establish protocols for responding to all safety and security incidents reported by
Volunteers and trainees. The protocols must address the timely provision of appropriate support (i.e.,
administrative, medical). The CD is also responsible for relaying information regarding any incidents
affecting Volunteer safety and security to the appropriate office(s) at Peace Corps headquarters.
Task
Establish specific procedures for Volunteers
to report incidents.

Required Activities
Ensure that staff is familiar with the
consolidated incident reporting
process and the incident reporting
system.
Develop standard operating
procedures that outline expectations
for effective follow-up with a
Volunteer after an incident.

Complete

50

Establish a training program that will orient

Volunteers to the importance of incident
reporting and the support they can expect
from Peace Corps.
Develop a training program for staff to ensure
they understand their roles and responsibilities
in Volunteer incident management

Develop an incident reporting training

module that clearly outlines the
incident reporting process and
expectations
Ensure that all staff who serve as
Duty Officer or might otherwise be
called to respond to a victim of sexual
assault are trained in the agencys
Guidelines to Responding to Rape
and Sexual Assault
Ensure that staff is familiar with
critical policies surrounding
supporting victims of crime.
Ensure all required staff* has
completed the on-line Sexual Assault
Awareness and Victim Sensitivity
Training. The training can be found
on Peace Corps University after
participants log into their PCU
account.
Ensure that staff understands the
responsibility to immediately notify
Peace Corps headquarters in certain
circumstances in accordance with
the Consolidated Incident Reporting
Guide.
Ensure that all staff has been trained
in procedures surrounding Volunteer
allegations (MS 271).
Develop a process that ensures that crime data
Develop a system to periodically
are used effectively to keep Volunteers and
analyze crime data and make
trainees safe.
adjustments to programming and
training accordingly.
Develop a system to routinely inform
Volunteers about crime trends and
advise them about mitigation
strategies.
*The Sexual Assault Awareness and Victim Sensitivity training course is intended for all staff;
however, it is required for the following staff members at post: country directors, directors of
programming and training, directors of management operations, safety and security coordinators,
associate Peace Corps directors/project managers, programming and training specialists, training
managers, Peace Corps medical officers, and any other staff who may function as a duty officer. For
newly hired employees, the training must be completed within the first 30 days of starting their Peace
Corps position. It is recommended that all other staff members consider taking this course.

Emergency Action Plan

Typically, Volunteers live and work with community members at some distance from the Peace Corps
office. Volunteers are expected to stay in touch with the Peace Corps office on a periodic basis. They
are required to report their whereabouts when they travel away from their sites overnight, and are

51

required to receive Peace Corps authorization if they intend to leave the country of assignment for any
reason.
The Peace Corps addresses larger security concerns through country-specific Emergency Action Plans
(EAPs). These plans, developed to address such events as natural disasters or civil unrest, set forth the
strategies developed by each Peace Corps post to prepare for, respond to, and recover from such crises.
The plan defines roles and responsibilities for staff, Trainees and Volunteers, explains standard policies
and procedures, and lists emergency contact information for every Volunteer in country. At a minimum
emergency action plans are tested and revised annually.
Each post must maintain accurate and redundant contact information for reaching a Volunteer in case of
emergency and for important notices. Volunteers must be trained about the EAP, be provided with a
copy of the EAP, and are expected to familiarize themselves with their roles and responsibilities during
times of crises.
The Peace Corps works very closely with the U.S. embassy to share information, develop strategies,
and coordinate communications in a crisis. If a situation arises in-country that poses a potential threat to
Volunteers, the Peace Corps will immediately assess the nature of the threat and respond in a manner to
maximize the Volunteers safety and well-being. If the decision is made to evacuate Volunteers from a
country, the Peace Corps will commit every resource at hand to safely move each Volunteer and staff
member out of harms way.
In accordance with the EAP Testing Guidelines and under the direction of the CD, the EAP must be
reviewed and tested no less than annually to identify areas that may need revision (EAP Testing
Guidelines are in SSI 602). The EAP must be distributed to all senior staff at post, the U.S. embassy,
the respective Region at headquarters, and any other relevant parties, such as host country sponsoring
organizations and neighboring posts.
Staff responsibilities under the EAP are outlined in the emergency action plan standard operating
procedures. This document, along with the required template for EAPs can be acquired from your
regional security advisor and is available on the Safety and Security page on the Peace Corps Intranet
(linked above).
Task
Develop and EAP that addresses
anticipated emergencies as identified
through the risk assessment.

Ensure that the EAP is part of the

embassys emergency action plan.

Keep the EAP updated and current.

Required Activities
Consult the re-entry assessment or risk
assessment to identify most likely
emergencies.
Work with your staff to develop an
emergency action plan, using the EAP
template and standard operating
procedures distributed by Peace Corps
headquarters.
Train staff on their responsibilities in the
EAP
Give a copy of the EAP to the embassy;
enclose a cover letter.

Complete

Review and update the EAP annually and

as warranted. Submit the revised plan to
the region annually.

52

Test the EAP early and at least once a

year.

Ensure that trainees and Volunteers know

how to respond to different emergencies.

Ensure that each Volunteer knows his/her

assigned consolidation point.

Ensure that the EAP has all the updated

contacts for each trainee and Volunteer.

Coordinate the planning and reviews of

the EAP tests with your PCSSO
Test the EAP during pre-service training
(PST) and then at least annually for all
Volunteers and trainees.
Make adjustments as warranted.
Run table-top exercises to get a sense of
staff and Volunteers effectiveness to
respond in an emergency and to identify
where improvements are needed.
Develop training for Volunteers on the
EAP so that they can fulfill their
responsibilities.
Include EAP during PST.
Develop a warden program and train
Volunteer wardens as soon as possible.
Provide each Volunteer with specific
information about their assigned
consolidation point, including contact
information and a map showing the
location.
Ensure that Volunteer and trainees submit
new and updated site locator forms and
that staff can access forms if needed.

53

Services Provided by Peace Corps Safety and Security Officer

The Peace Corps Safety and Security Officer (PCSSO) is a sub-regional resource to assist Country
Directors and their staffs to implement safety and security requirements as defined by MS 270 and other
agency policy and procedures. PCSSOs are funded by the Office of Safety and Security and provide
support and assistance at the request of Country Directors. Prior to opening (or re-entering) a post,
PCSSOs participate in the entry assessment and provide guidance and recommendations about
necessary steps that must be taken to assure an adequate development of a Volunteer Safety Support
System. CDs can arrange for PCSSO support on the following topics.
Crisis Preparedness
Tabletop Exercise
EAP Test
Duck-and-Cover Drill
EAP Review
Disaster Preparedness and Management
Incident Management
Crime Incident Response
Coordination with Host Country Law
Enforcement
Incident follow-up
Capacity Building
Programming Staff
Training of Trainers
American Diversity and Security
SSC Mentoring
Staff roles in Safety and Security
Duty Officer
Safety and Security Relationships
RSO, Embassy, EAC
Guard Contract
HQ/Safety and Security Duty Officer
Warden/VAC
External Partners (e.g., local police)

Peripheral Activities
Real-Time Crisis Assistance
Threat Assessment and Risk Mitigation
Incident Data Analysis
Specific Threat Analysis
Transportation
Terrorism
Crime
Weather-Related
Volunteer Conduct
Other Threat Not Listed
Physical Security
Peace Corps Office Security Audit
Satellite Office Security Audit
Hostel Audit/MS 218
Safety and Security Policy
MS 270, Volunteer/Trainee Safety and
Security
MS 450, Volunteer/Trainee Transportation
MS 204, Volunteer Conduct
MS 220, Out-of-Site/Leave Policy

54

VII. MEDICAL REQUIREMENTS

Objective
The post has a comprehensive health program, managed by a Peace Corps Medical Officer
(PCMO) that supports Volunteers in their on-going health education and health care needs.

Introduction
The following is a checklist outlining steps to set up the post medical unit. Perhaps more than any other
aspect of Peace Corps operations in the field, health requires very close coordination with Peace Corps
headquarters. Arrangements for a Peace Corps Medical Officer (PCMO), ordering of equipment,
supplies and medications, preparations for training and accommodation of physical differences all
necessitate both clear communication and adequate lead time. There may be little experience to draw
upon in a new country, so close attention to findings in the assessment report is vital. More information
can be found by contacting the Office of Volunteer Support (VS) at Peace Corps Headquarters.

Checklist: Medical
Planning and preparations while new staff is at headquarters
Note: This assumes that PC has completed its assessment, completed Assessment Report, and decided
to enter/re-enter country.
Task
Region, CD, and VS review assessment report
to identify health and medical issues to be
addressed.
Complete preliminary environmental
assessment, based on available information
about the country.
Reported environmental-related adverse
health events and impact on host country
nationals.
Identify environmental toxicants of
greatest significance to health of staff,
trainees, and Volunteers.
Identify geographic regions where
environmental hazards exist with
potential to affect adversely the health of
trainees and Volunteers.
Determine feasibility of monitoring
exposure to environmental toxicants.
Make recommendations for measures to
prevent exposure to environmental
toxicants.
Determine preliminary guidelines for handling
medical emergencies and evacuations.
Reference the medical conditions that cannot
be accommodated in-country (if indicated in
assessment report).

Responsibility /
Comments
CD and country desk unit
take lead.

Target Date

Complete

VS

VS in consultation with CD
and region
VS

55

Determine requirements/credentials for

PCMO recruitment and hiring (refer to
assessment report for second year) and
whether or not local hire might be
recommended or advisable.
VS initiates stateside recruitment for PCMO
for 1st year set-up.
VS sends preliminary report to contracts
office.
Review anticipated medical unit configuration
needs at post.
Using VS new country entry list, identify
necessary equipment, supplies and medicines
needed to establish medical unit and
determine whether local procurement is
possible.

VS with regions input

Eight months
ahead

VS with CD
VS

Six months
ahead

When CD/AO/PCMO arrive in-country

Task

Responsibility / Comments

Target Date

Using available software, establish

inventory-tracking system.

VS with support of DMO

PCMO orders medical kits and

mosquito nets if necessary. Confirm
with post the necessary means for
receiving shipment in-country,
including customs issues.
VS sends medical reference and
counseling information and sets up
available online reference tool.
COU at headquarters reviews
assessment report with VS and advises
post of any guidance.
Establish working relationship with
local healthcare practitioners and
facilities.

PCMO with DMO

Three months
before trainees
arrive
At least three
months before

Determine if additional local medical

staff hires are required; if so, work with
VS, CD and AO in recruitment,
credentialing and hiring.
Review orders for medical equipment,
supplies and medicines initiated by
region and administration services;
amend orders as necessary.
Prepare final medical evacuation plan

PCMO, with VS, CD and

DMO assistance

VS

Complete

At least three
months before
trainees arrive

COU

PCMO

Begin at least
three months
before trainees
arrive
Begin at least six
months before
trainees arrive

PCMO

Begin at least six

months before
trainees arrive

PCMO with DMO support

At least one

56

and death plan.

Prepare medical, safety, and security
portions of Volunteer in-country
handbook.

PCMO, in collaboration with

DPT

Plan PST medical, safety, and security

elements.

PCMO in consultation with

PST Director and other staff

Design two-year immunization plan for

trainees and Volunteers

PCMO

Order for medical equipment, supplies

and medications sent from post

PCMO, DMO

month before
trainees arrive
At least two
months before
pre-service
training (PST)
At least one
month before
PST
At least two
months before
PST
At least three
months before
trainees arrive

VIII. Information Technology

Introduction
This section describes the standard process for setting up New Country Entry (NCE) IT systems. The
process involves sending initial equipment (laptops) with the new country entry team.
Then, after a temporary office is found, the Regional IT Specialist (RITS) or an IT Specialist from the
region is sent to standup the temporary office, interview IT Specialists, and to research local ISP
options, network (cable) installers, and hardware repair services.
Finally, once a permanent office is ready to be moved into, a team (RITS or HQ Deployment Lead) is
sent to deploy the permanent network and to train the new IT Specialist and staff.
Overview of the Process
In order to setup the computer network in the new country, the following must occur:

The Region notifies the Office of the Chief Information Officer (OCIO) that the NCE country
will be entered.

Region informs the OCIO of who will be sent to post (new country entry team), as well as
timelines for staff arriving in country.

Region approves the equipment request for the new post.

OCIO purchases initial equipment for the new country entry team.

OCIO setups laptops (OCFO installs FORpost on one laptop), HQ accounts and mailboxes for
the new country entry team.

The new country entry team arrives in country.

OCIO sends Advance Team (RITS or IT Specialist from the region).

Temporary office is set up and IT Specialist candidates are interviewed.

IT Specialist is selected and receives security clearance.

OCIO places installation order.

Post receives equipment out of customs.

57

Post moves into permanent building.

OCIO sends Deployment Team (RITS or HQ Deployment Lead).

In the following sections, each of these steps is explained in more detail.

Initial Equipment and Early Work
Once the initial staffing takes place for a New Country Entry (NCE) a number of things need to happen
in PC Washington in order for the new staff to have IT resources available when they start in the new
country. The following items need to be done as soon as OCIO is notified about a NCE which should
be at least 10 weeks before staff departs for the post.
1.

Funding is available, and the initial computer equipment (laptops and equipment to standup the
temporary network) is ordered Link to NCE Costs

2.

A NCE/Temp Office server is setup at HQ and laptops for the new country entry team are
imaged from this server. The new country entry team travels to post with these laptops and the
dedicated FORPost laptop (see below).

3.

The OCFO installs FORPost on a dedicated FORPost laptop. This laptop should not be used by
staff except those who need to access FORPost at that time. FORPost will be migrated to the
NCE/Temp Office server once the temporary office network has been installed.

4.

HQ email accounts are setup or moved from post so that staff is able to retrieve email from the
HQ server using tokens. An HQ email account will allow staff to keep their same email
addresses (flast@peacecorps.gov and an optional alias of flast@xx.peacecorps.gov) and is
faster and more reliable than accessing email from their previous post. Email will be moved to
their local server once the IT systems are installed in the permanent office.

5.

A HQ mailbox is created for job postings (i.e. pcnepal@peacecorps.gov).

6.

Region, OCIO and new staff/region discuss:

a.

Initial Staffing of the NCE, as well as contact information

b.

Ordering and Shipping of IT equipment

c.

Advance Trip Schedule

d.

Advertising and hiring the IT Specialist

i. Overseas IT Specialist Position Description: Link to ITS PD
ii. Overseas IT Specialist Job Posting: Link to ITS Job Posting
iii. Overseas IT Specialist Interview Questions: Link to Interview Questions

e.

Deployment Schedule

Advance Trip
The Regional IT Specialist (RITS) or an experienced IT Specialist from the region, recommended by
the OCIO, travels to the new post to setup a temporary office after the CD and DMO arrive in country
and a temporary office is found. The purpose of this trip is to help staff configure a temporary
computer network, interview IT Specialist candidates and interview vendors to assess what types of
services are available in country. This trip requires one staff member for a period of two weeks. The
following tasks are completed:

58

1.

2.

A temporary office is set up for the growing staff. The temporary network will allow all staff
that are on the network to share a common printer, share files, access email via Outlook
Anywhere, have access to VIDA and FORPost on their workstations, and access the internet.
The equipment needed for the temporary office will include:
a.

NCE/Temp Office Server (HP Proliant MicroServer)

b.

UPSs (for server and any workstations)

c.

Monitor

d.

Laptops/Workstations

e.

Printer

f.

Scanner

g.

Networking Equipment (switch, router, cables)

The Advance Team will conduct interviews with vendors and IT Specialist candidates. The
goal of the interviews is to select possible vendors to set up the IT infrastructure in the new
office. The following should be interviewed:
a.

Network vendors to install network cabling in the new office

b.

Internet Service Providers contacted for high speed Internet

c.

Authorized hp support vendors to handle hardware repairs

d.

Assist with the hiring of an IT Specialist.

Infrastructure Upgrades at Post

Between the Advance Trip and the IT Deployment, several tasks need to be completed at post. Once
they are completed, the IT Deployment trip can occur. The following items are done by post with the
assistance of the OCIO:
3.

An IT Specialist should be hired and obtain a security clearance as soon as possible so that they
can oversee the technical component of setting up a new office. OCIO is available to help
review resumes and conduct interview via the telephone if necessary. Ideally the ITS candidates
are interviewed by the RITS during the Advance trip. Every post has funding for an IT
Specialist.

4.

An IT survey is completed by the DMO, CD and Region. The survey results are the total
numbers of workstations, laptops, printers, and other equipment that will be sent to the post for
the permanent office installation. At this point, the survey results will use projections of the
staffing needs of the NCE for the next year.

5.

Computer equipment for post is ordered from the vendor. The vendor who supplies the
computer equipment to post has eight weeks to ship an order to country. This eight weeks
does not include the time it can take for items to clear customs.

6.

Collocation waiver must be approved. Lease must be signed on a permanent building and all
construction finished.

7.

The network is installed by the local vendor or IT Specialist and certified.

8.

OCIO ships the required equipment to post, including required network switches and firewalls.

9.

High speed Internet solution is installed by a local

59

10. vendor.
11. Office moves to the new building

Installation
Once the requirements above are complete, the RITS or HQ Deployment Lead is sent to post to do the
following. This trip usually requires two staff members for a period of two weeks.
12. The server and network are installed and configured
13. Computers are set up and configured
14. HQ accounts and mailboxes are moved to the local server
15. All data (Office share and User folders), VIDA, and FORPost are migrated from the

NCE/Temp Office server

16. Overseas IT Specialist is trained
17. High speed Internet connection is tested
18. Cabling is spot tested
19. Staff will be given initial training on using the new computer system and specialized training

(i.e. VIDA)
After this work is done, the New Country Entry is supported by the OCIO (RITS or HQ Support
Specialist) as any other post.
Post Staff Responsibilities
As a new DMO or CD in a New Country Entry, there are a few items that you will need to do to help
standup your computer network.

Coordinate with OCIO to plan for Advance Trip and Deployment Team to come to post

Find an initial Internet provider for the time before the Advance team arrives.

Options include using the internet connection at the temporary office (usually a hotel),
getting a temporary broadband account, or piggy-backing on the Embassy or other Mission
agencies systems.

Advertise for and hire an IT Specialist.

Taking Advance Team and/or OCIO recommendations into consideration to select and hire an
IT Specialist.

60