Introducing Humans of Development: Florence Fanelli

The real people and measurable impact made through international development

What’s one misconception about your work?

I am Florence Fanelli. People often think my work is all about traveling to distant countries and giving out aid as if I’m constantly in the field handing out resources.

The truth is, most of my impact has happened behind the scenes: building systems, designing programs, managing budgets, and advocating for more equitable partnerships.

What they don’t always see are the long days spent mentoring local organizations, navigating U.S. government regulations, or pushing for policies that shift power to communities. It’s not glamorous but it’s transformational.

What they don’t see is the quiet, behind-the-scenes advocacy it has taken to help a new partner in Nepal, El Salvador or Tanzania navigate their first USAID award, or the policy shifts we had to influence to remove systemic barriers for underrepresented and marginalized voices.

What inspired your career in international development?

I've always been a helper at heart. As a teenager, I was a volunteer candy striper in a hospital. Later, I explored careers in nursing, education, and volunteering—anything that allowed me to serve others. Eventually, I found my way into human resources, where I developed a strong appreciation for people-centered systems and leadership development.

My journey began in the private sector and shifted to international development when I joined the American Red Cross. Then in 2008, I moved to Tanzania, first for personal reasons, and then professionally. That experience changed everything. Living and working across the continent for over 12 years gave me a firsthand view of both the challenges and the untapped brilliance of local communities.

Since then I found myself drawn to roles where I could combine my background in organizational strategy, my people-first mindset, and my passion for impact. I’ve now worked across NGOs, USAID programs, and U.S. government initiatives, not because it was the plan, but because I kept following my purpose.

It’s the mix of my private, nonprofit, and public sector experience that shapes how I lead today. I approach systems with a different lens, build intentional partnerships, and remain committed to making development more inclusive, collaborative, and sustainable.

What project or program are you most proud of—and what changed because of it?

One of the programs I’m most proud of was the design and implementation of the Feed the Future Tanzania Advancing Youth Project while working with USAID..

Before we even began drafting a strategy, my Tanzanian colleague, a USDA youth expert and I went on a listening tour across Tanzania, meeting directly with young people in both rural and urban areas. We spoke with youth entrepreneurs, farmers, vocational students, and small business owners.

Their message was clear: while Tanzania had made strong economic and social progress over the past decade, many rural youth felt left behind.

Farming was seen as a dead-end by many, and the migration to urban centers was accelerating. With roughly 800,000 young people entering the workforce every year, it was clear that youth needed more than just education—they needed access to skills, mentorship, and opportunity.

Our listening tour shaped every aspect of the program design. We built a youth-centered approach that prioritized life and business skills, vocational training, entrepreneurship, and civic engagement—especially within the agriculture sector. Young people weren’t just participants; they were collaborators throughout implementation. We also forged public-private partnerships to expand pathways to employment and self-employment.

The results were powerful: over 43,000 youth reached and more than $2.3 million in grants awarded to youth-led agribusinesses.

But the real transformation was deeper. The process itself fostered trust and local ownership. We helped shift the narrative around young people—from beneficiaries to active architects of Tanzania’s future. And it reaffirmed something I’ve learned time and again: when you start by listening and centering local leadership, the impact is deeper and lasts longer.

When did you see the impact of USAID’s New Partnerships Initiative?

One moment that truly stayed with me happened in the Democratic Republic of Congo during a partner engagement meeting. I was there to speak with local organizations—many of whom were new to working with USAID.

I had the opportunity to present the former WorkwithUSAID platform (now offline) and its suite of free resources. What made it special was that I presented the site and materials in French, ensuring that language wasn’t a barrier to access.

After the session, several local partners approached me to say thank you—not just for the information, but for taking the time to meet them where they were. One person said, “You didn’t just talk at us. You gave us tools. You cared about us having access.” It was such a simple act—sharing resources—but for them, it represented inclusion, respect, and possibility.

For me, it was a soul-filled day. It reminded me that the New Partnerships Initiative was not just about funding—it was always about connection, equity, and opening doors that had been closed for too long. In that moment, I felt the shift we talk about so often become real: power moving closer to the people doing the work.

What’s one failure that you learned from?

One moment that really humbled me early in my development career was when I was leading a regional engagement workshop in Tanzania. I poured myself into the logistics, coordinating speakers, preparing slide decks, aligning with donors but I didn’t do the one thing that mattered most: truly involve local partners in shaping the agenda.

I thought I was being inclusive by inviting them to participate. But in reality, I had already decided what the conversation would be. The turnout was good, but the energy was off. People were polite, but disengaged. I could feel it. Afterward, one local leader pulled me aside and gently said, “This was a good event but it wasn’t ours.” That stayed with me.

It was a wake-up call. I had approached the work with good intentions, but still from a place of control, not collaboration. Since then, I’ve shifted how I work. Now, I start by listening. I co-create agendas, invite early feedback, and make sure local voices are not just included, but centered. That misstep changed how I show up, and made me a better partner and leader.

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