Information Collection and Exchange

Publication No. T0121 

WORKING WITH

SUPERVISORS

AND COUNTERPARTS
Information Collection and Exchange

This publication was produced by Peace Corps Overseas Programming and Training Support. It 

is distributed through the Information Collection and Exchange (ICE). For further information 

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Peace Corps

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Information Collection and Exchange (ICE)

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Working 

With 

Supervisors 

and Counterparts

Section 1

Peace Corps

2002

Information Collection and Exchange

Publication No. T0121

Reprinted _______________

v

Contents 

Introduction.............................................................................................................................1

About This Manual ...............................................................................................................3

Importance of Working With Partners in Capacity Building ............................................4

Who Are Counterparts and Supervisors?..............................................................................4

What Does the Term Capacity Building Mean to the Peace Corps and Its Partners?...........9

What Are the Mutual Benefits of Working Together?.........................................................10

Timeline for a Two-Year Involvement.................................................................................12

Programming.........................................................................................................................13

Project Plan Development or Project Review.....................................................................13

Project Advisory Committee...............................................................................................14

Quarterly Trainee Request ..................................................................................................15

Volunteer Assignment Description......................................................................................15

Welcome Packet..................................................................................................................17

Site Development................................................................................................................17

Site Placement.....................................................................................................................18

Introducing Volunteers to Communities.............................................................................19

Monitoring and Evaluation (M&E).....................................................................................20

Volunteer Reports................................................................................................................20

Volunteer Support ...............................................................................................................22

Program Manager Site Visits ..............................................................................................22

Sector and Regional Meetings............................................................................................23

Project Status Reports (and Training Status Reports).........................................................23

Integrated Programming and Budget System (IPBS) Cycle...............................................24

Project Evaluation...............................................................................................................24

Training..................................................................................................................................25

Training Advisory Committee.............................................................................................25

Safety Committee................................................................................................................25

Pre-planning for the Pre-Service Training ..........................................................................26

Training of Trainers.............................................................................................................26

Pre-Service Training ...........................................................................................................26

Supervisor and Counterpart Workshop ...............................................................................28

Trainees’ Site Visit ..............................................................................................................29

Monitoring and Evaluation of Training ..............................................................................30

In-Service Training .............................................................................................................31

Project Design and Management (PDM) Workshop...........................................................32
vi Peace Corps

Working With Supervisors and Counterparts

Close of Service Conference...............................................................................................32

Evaluate How Much You Encourage Participation of Your 

 Counterparts and Supervisors.........................................................................................33
1

Introduction

The Peace Corps is committed to implementing projects that promote sustainable development. 

The most significant way it achieves sustainable development is by building the capacity of 

community members to achieve the changes they feel are the most important for the quality 

of their lives. 

The Peace Corps begins by designing a country program strategy at each post. This is based on 

the development needs and priorities at the local level first and then on national policies. Part 

of the strategy is to identify host country individuals who can serve as the voice of the people 

and become partners in the development process.

How can persons of one world effectively plan and manage activities 

for people of the other without understanding them on their own 

terms? There is often an assumption among development professionals 

that a good development project sells itself. The project is seen to 

have viability apart from the people for whom it is intended. To be 

successful a project should be designed and executed with significant 

participation of the beneficiaries at each step of the way. Effective 

understanding of these people is achieved by listening to them. This 

understanding is the basis for the kind of communication between 

people and managers which underlies both the participation of the 

community and the success of the project.

Reprinted with permission from Lawrence Salmen, Listen to the People, 

Participant-Observer Evaluation of Development Projects, pages 3, 49-50. 

Oxford University Press, 1987.

Therefore Peace Corps programmers, as they design and implement specific country projects, 

need to be aware of the characteristics of successful participatory development. The most 

important characteristic of participatory development is identifying and including partners 

as participants in the process. As Peace Corps and host country nationals work together, an 

interdependent relationship is built. Ultimately, all of those involved realize that they need 

each other and that all will benefit from a collective and collaborative effort. Partners realize 

that the goals and objectives of projects are in their own best interest and that the effort will 

help to improve their situation or the quality of their lives. Accordingly, they expect to share in 

the responsibility for and decision-making activities of the project. If engaged from the start, 

partners can be active participants in as many phases of the project(s) as possible.

Partners support the programming team at one level and the Volunteer at another. A programming 

partner may be someone from a ministry, the head of a nongovernmental organization (NGO), 

a Supervisor of Volunteers, or a selected Volunteer Counterpart who works with program 

managers. The partner is a colleague or peer of the programmer who may serve on a post 

“

”
2 Peace Corps

Working With Supervisors and Counterparts

project advisory board or become involved in many programming and training efforts with the 

programmer. On the other hand, a Volunteer’s partner is someone identified as a Supervisor 

or Counterpart of that Volunteer. Such partners are key to capacity building at the community 

project level because they work in activities directly with the Volunteer. Whatever form a 

partner takes, the key is participation. A guiding principle of the Peace Corps’ participatory 

philosophy is: 

If you are working alone, 

you are not doing development!

What does this mean for the Peace Corps and for programmers, Volunteers, their Supervisors 

and Counterparts? Basically, it indicates that the Peace Corps must find ways and means of 

bringing Supervisors and Counterparts into every aspect of development work. Valuing their 

participation entail ongoing opportunities to include them in all programming, training, and 

evaluation efforts. It is a partnership that has mutual benefits. When programmers, Volunteers, 

Supervisors, Counterparts, and communities as a whole work together, Peace Corps projects 

and each country program are enhanced.

“

”
About This Manual

This manual combines best practices for involvement of Supervisors and Counterparts in 

programming, training, and Volunteer activities from the three regions of the Peace Corps. 

The intent of the manual is to offer ideas for participatory development to supplement the 

already fine work being done with partners at posts. This manual will help associate Peace 

Corps directors (APCDs), program managers, programming and training officers (PTOs), and 

training staff identify, learn from, train, and support their Counterparts and Supervisors. 

Note that the manual often refers to APCDs and program managers as programmers and refers 

to Supervisors and Counterparts as community partners. 

The manual is divided into three sections: 

Section 1. Working With Supervisors and Counterparts—an overview of who our 

community partners are and why they are valued, and a timeline of opportunities for involving 

them throughout the Volunteer cycle.

Section 2. Developing a Supervisor and Counterpart Workshop—the “core” components 

derived from field practices for a one-day Supervisor/Counterpart training, including an 

agenda and session plans.

Section 3. A Supervisor/Counterpart Model Handbook—a template that can be 

customized as a resource for particular Supervisors and Counterparts.

Introduction
4 Peace Corps

Working With Supervisors and Counterparts

Importance of Working With Partners in 

Capacity Building

Who Are Counterparts and Supervisors? 

Both Counterparts and Supervisors work closely with program managers and Volunteers. They 

are aware of the local environment, culture, and history, and the effect of these factors on project 

development. With this awareness, they provide guidance and assistance to Volunteers working 

with communities and stakeholders on project activities. This professional and cross-cultural 

guidance can help increase the long-term positive impact of the project activities in making 

sure that they are culturally, politically, and economically appropriate and sustainable.

Counterparts

Though there are similarities between Counterparts and Supervisors, they usually are different 

people in different roles. Counterparts fulfill the capacity-building aspect of the Volunteers’ 

work. Volunteers and Counterparts 

share their knowledge, skills, and 

attitudes with each other. 

Counterparts come from a network 

of people and groups that 

Volunteers connect with through 

their jobs, community activities, or 

individual activities. They may be 

professional colleagues, members 

of organizations or committees, or 

community members. These 

people may or may not have official 

jobs or titles—it is their meaningful 

connection with the Volunteer that 

makes them viable Counterparts. 

Volunteers may have more than 

one Counterpart, and, over time, 

Volunteers’ Counter-parts may 

change. This change is common 

and normal. Counterparts are in 

many ways a reflection of the 

communities in which Volunteers 

serve and of the changes that occur 

within these communities. 
5

Importance of Working With Partners in Capacity Building

Supervisors

A Supervisor is a person in a leadership capacity in the host country organization or agency 

that is the primary sponsor of the Volunteer’s site assignments and projects. This is the 

person who gives structure to the Volunteer’s assignment and opportunities for feedback. The 

Supervisor is sometimes considered the Volunteer’s “boss,” as in the case of a principal at 

a school or the director of an NGO. The Supervisor usually comes from within the formal 

sponsor organization that the Volunteer has been assigned to: farmer associations, parentteacher associations, cooperatives, chambers of commerce, community organizations, local, 

regional, or national non-governmental service organizations, or local, regional, or national 

government agencies or ministries. 

The function of the Supervisor is to oversee the Volunteer’s work. A Supervisor may or may 

not be a Counterpart for the Volunteer, depending upon the situation. Volunteers work on their 

reports with their Supervisors, request feedback, make requests for leaves of absence, and 

generally keep their Supervisors informed of their activities. 
6 Peace Corps

Working With Supervisors and Counterparts

A Supervisor can have many roles, depending upon how each country post is arranged. 

Following are some of these roles:

Possible Supervisor Roles

c	To provide structure, advice, and guidance for the Volunteer’s 

placement

c	To reinforce the link between Peace Corps projects and the Volunteer 

assignment 

c	To understand Peace Corps policy and procedures

c	To introduce the Volunteer to the community and to Counterpart(s)

c	To provide feedback on safety and security issues

c	To assist in finding housing, if possible

c	To provide a job framework and work activities for the Volunteer

c	To assist the Volunteer in identifying critical Counterparts

c	To design work plans with the Volunteer

c	To work with the Volunteer on reports 

c	To assist the Volunteer in formalizing leaves of absence 

c	To assess job performance with the Volunteer 

c	To give the Volunteer feedback on work and cultural activities

c	To work with the Volunteer on meeting personal and professional goals

c	To partner with the Volunteer in developing community projects

c	To collaborate with program managers and other program and training 

staff on project and training needs

c	To provide support in emergencies

c	To provide advice and training for the Peace Corps
7

Importance of Working With Partners in Capacity Building

In a somewhat different function, Counterparts are those people who work with Volunteers and 

jointly learn through experience how to do something new within the local cultural context with 

enough competence and confidence to transfer their learning (in terms of knowledge, skills, 

and attitudes) to others. They often carry on activities after a Volunteer has left an assignment. 

They may have one or many of the following roles as they work with Volunteers: 

Possible Counterpart Roles

c	To serve as a partner in development

c	To develop and implement programs and projects with the Volunteer

c	To contribute to the sustainability of a program or project

c	To be a cultural informant

c	To ensure that local needs are recognized and met

c	To act as a resource for people and things

c	To provide feedback on safety and security issues

c	To exchange technical skills

c	To share their knowledge, skills, and attitudes with others in their 

communities

c	To continue to build local capacity after the Volunteer has left
Peace Corps

Working With Supervisors and Counterparts

A variety of terms are used for partners in the Peace Corps, some of which are listed below.

Terms used for Counterparts

Term Interpretation

Counterpart Historically a commonly used, generic term for 

someone who works with the Volunteer

Homologue The French word for “Counterpart.” Often used in 

African posts 

First contact, or initial contact 

person

Someone identified by the project manager as being 

the first person that the Volunteer establishes contact 

with. This person is responsible for introducing the 

Volunteer around the community and helping the 

Volunteer get settled. The Volunteer can choose 

whether or not to keep this person as a Counterpart

Community educator or mentor Someone identified by the project manager responsible 

for introducing the Volunteer to the community

Community member Someone who is likely to work with the Volunteer as a 

beneficiary of project activities

Community partner, community 

Counterpart

Someone who works with the Volunteer on 

community projects

Formal Counterpart

Someone who is designated by the project manager or 

sponsoring organization to work with the Volunteer as 

his/her “official” Counterpart. This person probably 

works for the same organization as the Volunteer 

and is quite familiar with the Volunteer’s job 

responsibilities

Informal Counterpart

Someone the Volunteer identifies as a Counterpart 

whom he/she wants to work with. This person can 

come from any level of the Volunteer’s activities

Advisor Someone identified by the project manager to serve on 

an as-needed basis as an advisor for the Volunteer

Cultural informant

or “coach”

Someone identified by the project manager 

responsible for introducing the Volunteer to the 

community and offering guidance and assistance for 

cross-cultural issues that arise

Note that Supervisors often act as Counterparts for Volunteers.
9

Importance of Working With Partners in Capacity Building

What Does the Term Capacity Building Mean to the 

Peace Corps and Its Partners?

The Peace Corps works within a human capacity-building framework where the focus of work is 

on the development of people, not things—assisting people to develop the capacity to improve 

their own lives according to their own decisions. This capacity building needs to happen at a 

number of different levels. Counterparts and Supervisors are instrumental in helping to ensure 

that sustainable development is happening at all levels of the capacity-building framework. 

The Four Levels of Capacity Building

Individual members of the community, project participants

They could be the students in a classroom, farmers in a cooperative, or clients served by an 

NGO. Building capacities at this level is usually a major focus of the Volunteer. Much of the 

work Volunteers do with their Counterparts supports capacity building at an individual level 

as, together, they initiate community activities.

Professionals, service providers

These could be teachers in a school, leaders of an NGO, or managers of a farmers’ cooperative. 

While each Volunteer has an identified community partner who may or may not be a service 

provider, there are others at the same level of leadership as Volunteers who provide services to 

individual members of the community. Strengthening capacities at this level helps ensure local 

leadership for continuing activities into the future. Capacity-building activities might include 

workshops, working directly with Counterparts, and possibly Supervisors, and modeling 

improved methods, trainings, or support in a community activity.

Communities

These include the village or neighborhood in which the Volunteer lives or the area served by 

the project in which the Volunteer is working. Reaching out into communities and building 

capacities with activities such as creating a community health committee, organizing a parent 

teacher association, or helping organize an Earth Day cleanup campaign broaden the base of 

participation and ensure continuity. Partners are very involved in this area of capacity building 

with programmers and Volunteers.

Organizations

The school, NGO, and farmers’ cooperative where the Volunteer is placed are examples. 

Strengthening organizational capacities, such as developing management skills within an NGO, 

working with teachers to develop organizational skills and materials for a school, or helping 

health workers develop a record-keeping system for a clinic, helps root other activities in an 

ongoing, functioning, and supportive environment. Work with Supervisors and Counterparts 

can be key to the capacity-building efforts of organizations
10 Peace Corps

Working With Supervisors and Counterparts

Supervisor and Counterpart contributions increase the chances that capacity will be built and 

development will be sustainable. As these results are achieved, Volunteers feel a greater degree 

of satisfaction about their years of service. Further, the collaborative relationship among 

Volunteers, Supervisors, and Counterparts builds new skills in the Volunteers and enhances 

the benefits of the Peace Corps experience on a personal level.

Who mentors whom?

A male Volunteer was assigned to a secondary school in 

Leninogorsk, eastern Kazakhstan. Having a degree in wildlife 

biology, he took a secondary project at the West Altay Botanical 

Garden. His colleague there was a famous 65-year-old botanist Yuriy 

Androvich, who, from the Volunteer’s words, not only gave him valuable 

lessons on West Altay flora but also lessons about life. The Volunteer helped 

the local botanist conduct biological site surveys and collect samples of 

local flora for classification. He helped classify and describe a new 

plant that Yuriy named after him.

Peace Corps/Kazakhstan

For more information on the capacity building framework refer to the Programming and 

Training Booklet 1: The Basics of the Peace Corps Staff and Host Country Agency Partners

(ICE No. T0113).

What Are the Mutual Benefits of Working Together?

Project goals and objectives are driven by country and community needs. A Volunteer often 

acts as a change agent in his/her community, but change cannot be sustainable if it is not 

“owned” by the community and community partners. Including Supervisors and Counterparts 

in Peace Corps activities and trainings and including other programming partners in Peace 

Corps activities ensures that all members are engaged in the process for mutually designed 

benefit. The following are four categories of potential benefits to be derived from working 

together.
11

Importance of Working With Partners in Capacity Building

Benefits for Program Managers

•	 Improved site development

•	 Improved understanding of local and 

regional issues affecting a project

•	 Improved relationships with 

program managers’ Counterparts

•	 Insight into the cross-cultural 

relationships between host country 

nationals and Volunteers 

•	 Better networking opportunities

•	 Less time spent supporting Volunteers

•	 Better Volunteer training with host 

country nationals

•	 Enhanced evaluations of and 

revisions to projects

Benefits for Program Managers

•	 Improved site development

•	 Improved understanding of local and 

regional issues affecting a project

•	 Improved relationships with 

program managers’ Counterparts

•	 Insight into the cross-cultural 

relationships between host country 

nationals and Volunteers 

•	 Better networking opportunities

•	 Less time spent supporting Volunteers

•	 Better Volunteer training with host 

country nationals

•	 Enhanced evaluations of and 

revisions to projects

Benefits for 

Counterparts and Supervisors

•	 Enhanced skills learned in their field 

of interest 

•	 Recognized professional development

•	 Increased professional contact with 

colleagues in other parts of the country

•	 Increased opportunities for networking

•	 Enhanced understanding of local and 

regional issues affecting a project

•	 Résumé-building opportunities

•	 Multicultural teamwork with 

Volunteers and the Peace Corps

•	 Project development and 

management skills

•	 Organizational skills development

•	 Community transformation; better 

quality of life

Benefits for 

Counterparts and Supervisors

•	 Enhanced skills learned in their field 

of interest 

•	 Recognized professional development

•	 Increased professional contact with 

colleagues in other parts of the country

•	 Increased opportunities for networking

•	 Enhanced understanding of local and 

regional issues affecting a project

•	 Résumé-building opportunities

•	 Multicultural teamwork with 

Volunteers and the Peace Corps

•	 Project development and 

management skills

•	 Organizational skills development

•	 Community transformation; better 

quality of life

Benefits for 

Peace Corps and Host Country

•	 Sustainable development through 

capacity building

•	 More productive and better adjusted 

Volunteer development workers

•	 Projects responsive to country and 

community needs

•	 Enhanced partnerships with host 

country

Benefits for 

Peace Corps and Host Country

•	 Sustainable development through 

capacity building

•	 More productive and better adjusted 

Volunteer development workers

•	 Projects responsive to country and 

community needs

•	 Enhanced partnerships with host 

country

Benefits for Volunteers

•	 Potential for more rapid relationships 

with co-workers and community 

members

•	 Improved support network

•	 Increased communication among 

local contributors to a project

•	 Enhanced understanding of local and 

regional issues affecting a project

•	 Résumé-building opportunities

•	 Multicultural teamwork 

•	 Project development and 

management skills

•	 Organizational skills development

•	 Networking opportunities provided 

through regional cluster meetings

•	 Local structure and feedback for 

assignments

•	 Opportunities for learning from host 

country nationals

•	 Opportunity for sustainability of work

•	 “Making a difference” through 

projects that transform communities 

and improve quality of life.

Benefits for Volunteers

•	 Potential for more rapid relationships 

with co-workers and community 

members

•	 Improved support network

•	 Increased communication among 

local contributors to a project

•	 Enhanced understanding of local and 

regional issues affecting a project

•	 Résumé-building opportunities

•	 Multicultural teamwork 

•	 Project development and 

management skills

•	 Organizational skills development

•	 Networking opportunities provided 

through regional cluster meetings

•	 Local structure and feedback for 

assignments

•	 Opportunities for learning from host 

country nationals

•	 Opportunity for sustainability of work

•	 “Making a difference” through 

projects that transform communities 

and improve quality of life.
12 Peace Corps

Working With Supervisors and Counterparts

Timeline for a Two-Year Involvement

The previous section discussed the basics of what Supervisors and Counterparts are and why 

they are important. The following two sections provide ideas and suggestions on how to 

integrate Counterparts and Supervisors in all stages of the programming and training cycle—

from Volunteer activity descriptions (VADs) to close of service (COS) conferences. The 

sections that follow illustrate regular events in the programming cycle followed by regular 

events in the training cycle. Each event provides an opportunity for participation, so each 

event is individually addressed in these sections.

The strategies and ideas contained herein have been developed and written by staff members 

in the field and headquarters using examples and documents from over 20 countries. They are 

recommended but not mandatory. 
13

Programming Project Plan Development/Review Project Advisory Committee QTRs VADs Welcome Packet Site Development

PSTSite PlacementIntroducing Volunteers to CommunitiesM&EVolunteer ReportsVolunteer SupportProject Manager Site VisitsSector & Regional MeetingsProject Status ReportsIPBSProject Evaluation OpportunitiesCOS Conference

| | | | | | | | | | | | | | | | | |

Programming

Training

| | | | | | | | | | | Training Advisory Committee Safety Committee Pre-planning of PST Training of Trainers PST Trainee Site Visits Supervisor/ Counterpart Workshop M&E IST PDM Workshop COS Conference

Project Plan Development or Project Review 

Developing the Peace Corps project in partnership with host country agencies reflects critical 

collaboration from the start. The development of purpose, goals, and objectives of the project 

plan in collaboration with Supervisors and Counterparts provides opportunities to discuss and 

understand more accurately the concerns and needs of stakeholders, and creates a greater 

commitment to the project. Here are some ideas on how to increase Counterpart and Supervisor 

input to the project plan.

•	 Discuss the project plan during site development and give all Counterparts and 

Supervisors a copy.

•	 When Volunteers work with their Counterparts or Supervisors on Volunteer progress 

reports or during site visits, have them respond to questions about how their work is 

contributing to the project’s goals and objectives.

•	 During In-Service Trainings (ISTs), discuss overall progress toward the goals and 

objectives of the project. 

•	 Hold a Project Advisory Committee (PAC) meeting with Supervisor and Counterpart 

participation at least once per year as part of the Project Status Report (PSR) review 

process.

For more detailed information about project reviews and project plan development, see 

Programming and Training Booklet 2: How to Design or Revise a Project (ICE No. 

T0114).

 
14 Peace Corps

Working With Supervisors and Counterparts

Project Advisory Committee 

Some posts set up design teams for supporting project development and implementation 

called Project Advisory Committees. This committee shares responsibility for the researching, 

designing, or revising of the project and assessing its success in order to develop, in a partnership, 

credible, realistic, and responsive projects and training programs. Members of this team 

should ideally include the program manager’s Counterpart, some Volunteers’ Counterparts or 

Supervisors, a representative from the ministry or the sponsoring organization, Volunteers and 

representatives from other stakeholder organizations, and so on. A PAC can also be used as an 

advisory body to the country director, to help the Peace Corps develop its overall programs, 

and to review the validity and focus of current projects and training. 
15

What is an Advisory Committee?

It is the “voice of the people” that is used to assist organizations or 

programs in their own development and evaluation.

For Peace Corps programs it is the participatory voice of interested and 

involved host country nationals in developing, in a partnership, credible, 

realistic, and responsive projects and training programs.

Peace Corps/Jamaica

Quarterly Trainee Request

The Quarterly Trainee Request (QTR) is the Volunteer request process. Volunteer candidates 

are categorized by assignment area skill descriptions. Age, gender, skill levels, and availability 

all need to be considered when identifying what type of Volunteer would work best with the 

Counterparts and Supervisors in a project.

Counterparts and Supervisors should have input as to what types of Volunteers they think 

would be best for the project. Solicit their input informally during site visits or more formally 

during PAC meetings, ISTs, regional meetings, and training task analysis exercises. 

Volunteer Assignment Description

The Volunteer Assignment Description (VAD) should present in a realistic fashion the job 

and the lifestyle that the Volunteer can expect to lead. It is important to describe the roles of 

the Supervisors and Counterparts so that Volunteers form accurate expectations of work and 

community life. Supervisors and Counterparts can also offer valuable assistance in developing 

and refining VADs in order to give realistic descriptions of Volunteer work and the typical 

community life Volunteers will have.

Programming
16 Peace Corps

Working With Supervisors and Counterparts

Sample VAD

Your role will be to advise your Counterparts and to assist them in 

accomplishing their own goals and objectives. Your job will be to share 

your experiences and ideas, transferring the skills and knowledge you 

have. You will work in close cooperation with your Slovak Counterparts; 

however, you may be expected to take the initiative in developing 

independent projects while at the same time including your colleagues 

in the process. Your different perspective will help you and your Slovak 

Counterparts develop new solutions and techniques for managing the 

development of the organization.

You may be frustrated by not being able to “just do it.” Your role is to 

listen, observe, train, advise, consult, and coach. Your expertise and 

value lie in your ability to transfer your knowledge, to coach Counterparts 

and introduce them to innovative and creative approaches to problem 

solving; however, the real challenge will come in implementing these new 

ideas. And the real sense of accomplishment will come when these ideas 

actually become a part of your colleagues’ way of thinking. 

Peace Corps/Slovakia VAD,

NGO Environment Project

Sample VAD

Your role will be to advise your Counterparts and to assist them in 

accomplishing their own goals and objectives. Your job will be to share 

your experiences and ideas, transferring the skills and knowledge you 

have. You will work in close cooperation with your Slovak Counterparts; 

however, you may be expected to take the initiative in developing 

independent projects while at the same time including your colleagues 

in the process. Your different perspective will help you and your Slovak 

Counterparts develop new solutions and techniques for managing the 

development of the organization.

You may be frustrated by not being able to “just do it.” Your role is to 

listen, observe, train, advise, consult, and coach. Your expertise and 

value lie in your ability to transfer your knowledge, to coach Counterparts 

and introduce them to innovative and creative approaches to problem 

solving; however, the real challenge will come in implementing these new 

ideas. And the real sense of accomplishment will come when these ideas 

actually become a part of your colleagues’ way of thinking. 

Peace Corps/Slovakia VAD,

NGO Environment Project
17

Welcome Packet

As with the VAD, a welcome packet is an early opportunity to introduce invitees to the 

importance of collaborating with the Counterpart and Supervisor. Have Counterparts write 

about their work with the Volunteer and include this in the welcome packet. This message can 

help Volunteers to start thinking about their work in terms of the capacity-building framework, 

and to understand the defining element of Counterpart relationships in influencing the role of 

the Volunteer and providing support to the Volunteer. 

Also, engage community partners in the development of the sections of the welcome packet 

that focus on information about the country, culture, and language in order to give accurate 

and meaningful information to invitees. 

Site Development

During site development visits you will be communicating the goals of the Peace Corps 

and the project to ensure that professional and personal support will be available to the new 

Volunteer. During these visits the host country agency could play an active role. Have a project 

Counterpart(s) assist you in identifying potential sites and accompany you on your site visits, 

when possible. The more involved project Counterparts are in the process of site development, 

the more accurate site development will be. Added benefits of their involvement are the 

increased sharing of information about the Peace Corps program and projects, and networking 

opportunities that are often not available.

Spending time during site development with potential Supervisors and Counterparts to educate 

them on the role of the Volunteer in communities and the Peace Corps’ expectations of their 

support role will often enhance the experience of the new Volunteer from the beginning of 

his/her placement.

See Programming and Training Booklet 5: How to Implement a Project (ICE No. T0117) for 

more information about site development. 

Programming
18 Peace Corps

Working With Supervisors and Counterparts

Site Placement

Each post handles the method and timing of site placement differently. No matter how site 

placements are done, Counterparts and Supervisors can assist. Below are suggestions for 

increasing Counterpart input into site assignment decisions.

✓ Consider using your Training Advisory Committee (with the training team) to review 

and assist in placing certain types of Volunteers.

✓ Invite Counterparts and Supervisors at the different sites to express their opinions and 

make suggestions about the type of Volunteer they think will be the most successful at 

their site.

✓ Invite the Counterpart trainers (during Pre-Service Training) to participate in the site 

placement decision process.

✓ Collect and consider the concrete feedback from Supervisors and Counterparts 

received following regular site visits if the site will be used again.

✓ Gather and consider feedback from Supervisors and Counterparts after Trainee site 

visits held during Pre-Service Training (PST). 

Additional considerations need to include interest and personality issues (such as the amount 

of support and guidance the Volunteer may need, the amount of support the Counterpart and 

Supervisor will likely be able to provide, special interests, and so on) as well as the skill level 

of the Volunteer and the needs of the site.

One of the Trainees expressed a strong 

interest in history and anthropology. This interest 

was a good match for one of the sites, whose school director 

Supervisor also had a strong interest in history. That particular 

site was located near the birthplace of Genghis Khan and as yet 

undocumented ancient stone carvings. The Volunteer, during his 

service, worked with his Supervisor to organize student field trips to 

study and document these historic places.

Peace Corps/Mongolia
19

Introducing Volunteers to Communities

Community entry can be one of the most difficult obstacles a Volunteer faces. One of the most 

important roles that a Supervisor or Counterpart plays is that of introducing the Volunteer 

to his/her new community. This process begins when the Trainee first visits the community 

during PST and continues during the first months of Volunteer placement. 

The following are ideas for community entry:

•	 Emphasize the challenges during PST Supervisor/Counterpart workshops that a 

Volunteer faces with language and culture upon initial entry into a community.

•	 Emphasize at workshops the importance of initial introductions and entry activities 

that community partners can be a part of.

•	 Share ideas for talking points at PST workshops when introducing Volunteers to the 

communities. 

•	 Give Volunteers and Supervisors other skills for shared community entry such as 

opportunities to practice community entry talks during PST.

•	 Have Trainees and their Supervisors/Counterparts discuss community entry plans 

during PST workshops that include contacts with local authorities and verification of 

emergency contact information.

Programming
20 Peace Corps

Working With Supervisors and Counterparts

Monitoring and Evaluation (M&E)

Assessment is the process of looking at what is done in a project, how it is done, and its results. 

M&E, like other aspects of project planning and implementation, should include Supervisors 

and Counterparts. Advantages of including Counterparts and Supervisors in M&E include: 

➢ more relevant and better quality information

➢ results used by more stakeholders

➢ greater ownership of the project by participants

➢ participants’ development of M&E skills

Below are some suggestions on how to incorporate Counterpart/Supervisory capacity building 

and collaboration into monitoring and evaluation activities.

1. Indicators are the measures of progress that show whether the desired achievements or 

changes are resulting from implementation of the project plan. Meet with a representative 

group of Counterparts and Supervisors to develop quantitative and qualitative indicators 

that will show the level of success of community development efforts. 

2. During all monitoring and evaluation activities, involve the Supervisors and 

Counterparts in the collection of information on how the project is impacting men, 

women, girls, and boys. In the process of completing the monitoring or evaluation 

instruments, Volunteers and their Counterparts will learn about the needs of different 

constituents and the impact their activities have on them. 

3. Include information about Counterparts and Supervisors impacted by the project, 

being sure to sort the information by sex so that baseline data that looks at similarities 

and differences between men and women can be gathered.

Involving Supervisors and Counterparts in the design of monitoring and evaluation systems, 

for example in designing data collection instruments, will give them an opportunity to develop 

important project management skills.

Through monitoring and evaluation, questions are asked and information shared that can 

lead to enhanced Counterpart/Supervisor collaboration. Useful references on M&E are the 

Programming and Training Booklet 4: How to Assess a Project (ICE No. T0116) and 

Participatory Program Evaluation (ICE No. R0094). 

Volunteer Reports

Volunteers are required to complete progress reports on their activities, and submit these reports 

to their Supervisors and programmers. Many posts have Volunteers develop a preliminary 

action plan with their Counterpart and Supervisor during a Counterpart/ Supervisor workshop. 

In such cases, the progress report is a natural extension of the action plan, reporting on items 

that have been accomplished, are in progress, and are pending. 
21

There are several ways to include Counterpart and Supervisor input in the Volunteer reports. 

•	 As mentioned, have Volunteers develop an action plan in collaboration with their 

Counterpart and Supervisor at the beginning of their work.

•	 Have the Supervisor and Counterpart meet with the Volunteer periodically to review 

their work. Include on the Volunteer report form focused questions about progress 

made toward the project’s goals and objectives.

•	 Have the Volunteer and Counterpart develop their report together. 

•	 During the programmer’s site visits, review the Volunteer reports with the Supervisor, 

Volunteer, and Counterpart. 

•	 Together discuss Volunteer and Supervisor/Counterpart training and make suggestions 

in the report(s) on the PST and other trainings needed for enhanced performance by 

their team.

•	 Build into the report form questions that address the quality and quantity of collaboration 

between Volunteers and Counterparts for project and training effectiveness. 

Sample Volunteer reports can be found in Programming and Training Booklet 4: How to 

Assess a Project (ICE No. T0116).

Programming
22 Peace Corps

Working With Supervisors and Counterparts

We revised the quarterly report form to 

include having Volunteers record their “capacity 

transfer” activities. Providing a standardized means of 

recording “capacity transfer” has reemphasized the central 

role this activity has in the project. This past year a spreadsheet 

was used to record activities reported by Volunteers in their quarterly 

reports. Summaries, reported back to the Volunteers, were well received, 

and proved to be a powerful stimulus. We ask Volunteers and their 

Counterparts to develop a site study, which they present at IST. This 

stresses the importance of doing a site study and reemphasizes the 

importance of capacity building.

Peace Corps/Guinea, PSR,

Public Health/Community Development Project

Volunteer Support

The primary responsibility for Volunteer support falls upon the program manager and program 

team. However, Supervisors and Counterparts can play a major role, too. Program managers 

who emphasize open and continuing support by Supervisors and Counterparts to Volunteers 

find that Volunteers require less program support as they form a sense of trust and comfort in 

the relationship they have with their community partners. This relationship begins during the 

first PST contact meeting at Supervisor/Counterpart workshops or during a Trainee site visit 

and continues throughout the Volunteer cycle.

It is important to recognize that Supervisors and Counterparts may not always be comfortable 

in this support role. The Peace Corps can provide guidance and skill building for support in 

the Supervisor/Counterpart workshops. 

Program Manager Site Visits

Program managers should conduct site visits one or more times per year to see Volunteers at 

their sites, observe their work in progress, and meet with their Counterparts and Supervisors. 

These important visits endorse Volunteers’ work and community commitment activities. Quality 

site visits are planned in conjunction with the Supervisors, Counterparts, and Volunteers. 
23

Participation of everyone involved is also key during the site visit itself. Although posts may 

differ in their site visit method, it is important that everyone involved has a voice during these 

visits, that all parties feel validated and have a sense that their opinions are recognized. For 

excellent information on site visits, see the Programming and Training Booklet 5: How to 

Implement a Project (ICE No. T0117).

Sector and Regional Meetings

You may have regional or country-wide sector meetings to review Volunteer activities 

and progress made on project plans. Counterparts should be invited to such meetings to 

contribute to the discussion and to facilitate networking within and across sectors. Some posts 

intentionally cluster and integrate Volunteers from different projects. Invite Counterparts to 

these meetings to increase their understanding of how projects are going or how projects 

complement each other and to encourage networking across different projects. This may be 

the only time Volunteers’ partners have to network with their peers. It is wise to build in time 

for training and evaluation activities as well. 

Project Status Reports (and Training Status Reports) 

Although monitoring and evaluation activities are ongoing parts of the project, the Project 

Status Reports (PSRs) and the Training Status Reports (TSRs) offer opportunities for posts to 

reflect on partnership collaboration and capacity building within each project and throughout 

the total country program. This is also a wonderful opportunity to include Supervisors and 

Counterparts in a participatory process of developing the PSRs/TSRs.

Hold a Project Advisory Committee meeting, in which Supervisors and Counterparts 

participate, to review the project and identify examples of successful capacity building from 

the Counterparts’ perspective. You can also bring together a Training Advisory Committee 

(TAC) to review training and identify best practices and lessons learned from the year’s training 

events from the Counterparts’ perspective. This is an excellent time to arrange a retreat, focus 

group discussions, or all-day committee meetings related to the PSR/TSR activity.

Programming
24 Peace Corps

Working With Supervisors and Counterparts

Extract input from your site visit forms, your Volunteer reports, and other documents that have 

extensive Supervisor and Counterpart input that feeds directly into the PSR process.

Refer to the Programming and Training Booklet 5: How to Implement a Project (ICE No. 

T0117) for more information on the review process.

Integrated Programming and Budget System (IPBS) Cycle

Like the PSRs and the TSRs, the annual Integrated Programming and Budget System (IPBS) 

review offers another opportunity for Counterpart and Supervisor input. This planning and 

documentation tool describes how a Peace Corps post plans for and identifies resources to 

implement the overall goals of the post Peace Corps program. Some posts utilize project 

Counterparts at the program level to review and have input into the IPBS cycle for the year.

Explore ways for Counterparts and Supervisors to contribute to this process, either at a oneday meeting or through other means. 

Project Evaluation

Posts often do impact studies prior to the end of a project to assess what impact the project has 

had over its duration. Involve Counterparts and Supervisors in designing surveys, collecting 

data, and getting their input and perspectives. Use your Project Advisory Committee in the 

process. Also a post may decide to do occasional project assessments to determine how the 

project is progressing. Such interventions represent excellent opportunities for involving 

Counterparts and Supervisors. They are also an opportunity for broader participation with 

community stakeholders.

See more information in the Programming and Training Booklet 5: How to Implement a 

Project (ICE No. T0117).
25

Training Project Plan Development/Review Project Advisory Committee QTRs

VADsWelcome PacketSite DevelopmentPSTSite PlacementIntroducing Volunteers to CommunitiesM&EVolunteer ReportsVolunteer SupportProject Manager Site VisitsSector & Regional MeetingsProject Status ReportsIPBSProject Evaluation OpportunitiesCOS Conference

| | | | | | | | | | | | | | | | | |

Programming

Training

| | | | | | | | | | | Training Advisory Committee Safety Committee Pre-planning of PST Training of Trainers PST Trainee Site Visits Supervisor/ Counterpart Workshop M&E IST PDM Workshop COS Conference

Training Advisory Committee 

Creating a Training Advisory Committee (TAC) that includes Counterparts and Supervisors 

will strengthen your training. The TAC can be used to review and develop the training’s 

competencies by looking at the Volunteers’ tasks and activities in task analysis exercises, by 

making sure that the competencies are relevant and reflect the real needs of the project, and by 

assessing the impact of the training. 

This committee can be involved in reviewing training reports, participating in site visits, 

reviewing Volunteer reports, conducting focus groups with Trainees, Volunteers, and 

stakeholders, and reviewing, updating, and developing Trainee competencies. 

Safety Committee

Peace Corps training incorporates personal safety as one of its primary components. 

Counterparts and Supervisors can be key persons in assisting with Volunteer safety and 

security. They can become members of a safety committee or participate in a less formal way. 

Because Supervisors are familiar with the communities where Volunteers work, the nature 

of their work, and how their communities function, they can advise Volunteers on security 

related to housing, transportation, alcohol consumption, emergency procedures in case of theft 

or personal attacks, harassment, gender-related safety concerns, and so on. They can provide 

useful feedback on whether the Volunteer safety training has appropriate and useful content. 

Their participation in safety for Volunteers can begin as early as initial PST Trainee site visits 

and as a point of discussion during PST Supervisor/Counterpart workshops. 
26 Peace Corps

Working With Supervisors and Counterparts

Pre-planning for the Pre-Service Training 

Many posts are developing more experientially based PSTs, creating environments that help 

Volunteers experience the reality of how they will work and live. To do this, many posts 

have adopted a community-based training (CBT) model. The success of all training models, 

especially the CBT model, depends on the integration of Counterparts. In fact, Counterpart 

and Supervisor input into the pre-planning activities of training is crucial.

The Counterparts provide key information and a perspective during training on the context 

Volunteers will work in. This participation can take the form of hosting training staff prior 

to the beginning of training, attending a pre-planning training retreat, assisting in the task 

analysis and the defining of training competencies, assisting in the selection of training sites, 

and so on. 

Training of Trainers

The Training of Trainers (TOT) usually occurs prior to PST, although many posts now have 

weekly TOTs when implementing the CBT model. Other posts have mini-TOTs between CBT 

cycles. No matter the design, the trainers are brought together to plan for and practice skills for 

PST and other trainings. Many posts use Supervisors and Counterparts as an integral part of this 

training. They are familiar with the project, have the skills that the Trainees need to be trained 

in, and already have experience bridging two cultures and addressing and working with crosscultural communication issues. Counterparts and Supervisors are excellent resources during 

the TOT, helping PST trainers understand the issues that will be necessary to address with the 

new Trainees. The TOT presents an excellent opportunity for discussing cross-cultural aspects 

of working with and supporting Volunteers, and in defining strategies for incorporating safety 

and security into other training components.

Pre-Service Training

Getting and keeping host country national trainers is a challenge for Peace Corps training. 

Besides serving as excellent resources in training, Counterparts and Supervisors can become 

excellent technical and language/cross-cultural trainers. They may be able to assist with and 

participate in Peace Corps trainings in a variety of ways. 
27

Possible Counterpart Involvement in Training

c	 If available, receive Trainees and trainers when they arrive and introduce 

them to the training community 

c	Act as a coach and cultural informant as a training Counterpart while 

Trainees develop and attend model schools or do community projects

c	Serve on training panels, attend group sessions, and give training 

presentations

c	Become a language/cross-cultural or technical trainer

c	Assist Trainees as mentors in school-based practicums or practice 

teaching

c	 Identify training site safety issues and cultural norms 

Training
28 Peace Corps

Working With Supervisors and Counterparts

Supervisor and Counterpart Workshop

One of the most focused Supervisor and Counterpart activities is a Supervisor/Counterpart 

workshop. The event takes many forms at different posts, traditionally running from one to 

three days. Some posts hold this workshop immediately before swearing in, and have the 

Trainees return to post escorted by their Counterpart and Supervisor. Other posts prefer to 

have this workshop later when the Volunteers are more established in their sites. 

The purpose of this workshop is to help Counterparts, Supervisors, and Volunteers establish 

positive working relationships. Workshops begin the process of building trust and confidence 

in one another. During these workshops, Supervisors, Volunteers, and Counterparts work 

together to develop an initial work plan for Volunteers, and to address issues and questions 

related to policy, work expectations, communication, and cross-cultural issues.

Participation of Counterparts in the 

PST strengthened Volunteers’ relationships with 

communities and host agencies.

Peace Corps/Ecuador, PSR,

Rural Public Health Project

Any time Volunteers attend or participate in a 

PST training event, they are required to bring their 

Counterpart(s) along with them.

Peace Corps/Zambia, TSR

Section two of this manual, Developing a Supervisor and Counterpart Workshop, provides 

a one-day model for a workshop. The section also includes other one-, two- and three-day 

agendas and other selected session plans for workshops.
29

We schedule the Counterpart conference 

near the end of PST, immediately prior to the permanent 

site visit. That way the Trainee can travel back to site with his or 

her Counterpart. This also allows the program managers to monitor 

and control the initial meeting of the PCV and Counterpart and assist 

them in establishing communication regarding schedules, vacation 

and leave policies, resources, etc.

Peace Corps/Romania

Supervisors and Counterparts can also ably assist in the development and delivery of 

workshops and in the design of handbooks that their colleagues can take back to their sites. 

Refer to section three of this manual, A Supervisor/Counterpart Model Handbook, for more 

information on how to develop a handbook for your post.

Trainees’ Site Visit

Many posts incorporate Trainee site visits during training. Site visits can serve two major 

purposes: 

1. To have the Trainee meet with his/her future Counterpart(s) and Supervisor in the 

community, 

2. To begin the process of community introduction 

Those involved in Peace Corps programming and training need to work very closely with 

Supervisors and Counterparts to ensure that there is a productive first step in the Trainee’s 

initial community engagement.

Supervisors and Counterparts can assist the Trainee with finding appropriate housing based 

on established housing criteria, showing the Trainee around the community, introducing the 

Trainee to the job site and living situation, assisting the Trainee with opportunities to meet 

members of the community, sharing other community resources for work and quality living, 

and verifying communications and transportation capacities at the site.

Training
30 Peace Corps

Working With Supervisors and Counterparts

Monitoring and Evaluation of Training

Trainings also need to be assessed. At the end of training events like the PST, IST, and close 

of service workshops, trainers and programmers take time to review the effectiveness and 

relevance of the training process. They evaluate whether the training met its objectives.

In addition programmers need to work with training staff, Supervisors, Counterparts, and 

Volunteers to evaluate the impact or outcome of Peace Corps training. Some examples of how 

Supervisors and Counterparts can be involved are:

•	 During ISTs and close of service sessions with Counterparts and Volunteers, conduct 

a session on evaluating the impact of training. The session should address questions 

such as, Is the Volunteer effective? Did training give the Volunteer the skills needed for 

working and living at his/her site?

•	 During program site visits with Volunteers and their Supervisors and Counterparts 

discuss training effectiveness and ideas for training revision. Include training questions 

in the site visit form.

•	 Include training impact questions in the Volunteer report to be discussed by Volunteers 

and their Supervisors and Counterparts.

•	 Give training staff an opportunity to do site visits with programmers in order to discuss 

training impact with Supervisors and Counterparts.

•	 Prior to Training Status Reviews, bring together a Training Advisory Committee and/

or a Program Advisory Committee that has Supervisor and Counterpart representation 

to review a variety of programming and training documents in order to discuss the 

impact and outcomes of training(s).

•	 Have Supervisors and Counterparts assist in the development of indicators of training 

success.
31

In-Service Training

The purpose of the IST is to increase Counterparts’ and Volunteers’ skills and knowledge 

in technical and other areas, and to provide a forum for participants to discuss issues and 

concerns. The content of the IST usually comes from what Volunteers and Counterparts believe 

they need. Programmers can solicit this input by sending out a questionnaire to Volunteers and 

their Counterparts, and then incorporating their input into the IST content. At times, posts have 

a two-year training plan and specific needs for IST training such as language acquisition or 

extended technical competencies. 

An important aspect of IST is to support Volunteer and Counterpart collaboration by offering 

sessions on giving and receiving feedback; cultural implications; safety, security, and Volunteer 

support; reconsideration of job descriptions; and reviewing the project plan. Getting the 

Counterpart perspective on these topics as well as technical skills will help make the content 

more relevant, realistic, and sustainable. 

Another important aspect of IST is the networking opportunities it offers to all participants. 

Be sure to build in time when people can socialize and share informally about their activities, 

concerns, and successes. 

We place an emphasis on training 

assessment. We are particularly interested in the impact 

of training, therefore you will find training staff doing site 

visits with programmers after Volunteers have been in the field 

six months and longer.

Not only do we talk to Volunteers but we value our discussions with 

Supervisors and Counterparts as we continue the process of 

training outcome evaluation and training revisions.

Peace Corps/Kenya

Training
32 Peace Corps

Working With Supervisors and Counterparts

Project Design and Management (PDM) Workshop

At the PDM workshop Volunteers and their Counterparts learn how to involve the community 

members in moving from their analysis of community projects to the planning and 

implementation stages in order to realize their needs. The workshop builds on the philosophy 

and methodologies of community participation. It takes their skills and knowledge to the 

next step, reinforcing the philosophy of community participation, and providing additional 

methodologies for involving community members in designing and implementing their 

own projects. PDM workshops build Counterpart project planning skills and strengthen the 

relationship between Volunteers and Counterparts. See the PDM Manual (ICE No. T0107).

Close of Service Conference

The close of service (COS) conference is another good opportunity to get feedback from 

Volunteers and Counterparts on the project, training, safety, security, and Volunteer support, 

and the sites. Have Volunteers and Counterparts help identify ways that processes and activities 

can be improved.

For example:

c	Have Volunteers and Counterparts develop site information packets that 

can be used in future site selection processes. 

c	Prepare to receive a new Volunteer or identify ways that the contributions 

that the Volunteer and his/her Counterpart made can be sustained and 

continued. 

c	Discuss and design community exit activities, a disengagement plan, and 

documentation procedures.

c	Reflect on how well training prepared Volunteers and Counterparts to 

work together to do development work.

c	Make plans for “official” recognition of Counterpart and Supervisor 

involvement.

c	 If Counterparts do not attend the COS conference engage them in exit 

activities when the Volunteer returns to the community.

c	Recognize, celebrate, and congratulate Volunteers and their Counterparts 

on the contributions they have made.
33

Evaluate How Much You Encourage 

Participation of Your Counterparts and 

Supervisors

Questions you may want to address about how you involve Supervisors and 

Counterparts:

•	 Do Volunteers receive training on the importance of capacity-building work with their 

community partners, that is, the role of the Volunteer in development?

•	 Is Counterpart and Supervisor participation written into programming and training 

documents, such as the VAD, the project plan, and the technical training curriculum? 

•	 Do Volunteers have recognized Counterparts? How are the Counterparts identified?

•	 Are Counterparts and Supervisors involved with Pre- or In-Service Training? If so, how? 

•	 Are Counterparts and Supervisors members of a Program and/or Training Advisory 

Committee or members of a project plan review committee? 

•	 What is the level of interest of Volunteers and Counterparts for collaboration on their 

community projects? In what ways are Volunteers and Counterparts working together?

•	 Are Counterparts and Supervisors given opportunities to receive training with Volunteers?

•	 What other questions might you ask yourself?

As suggested, participation of Supervisors, Counterparts, and the community in general is 

possible during most program and training activities. What do you think is best for your post?

At what level are your partners most helpful to you?
34 Peace Corps

Working With Supervisors and Counterparts

When you look for ideas on how and when to involve your colleagues, consider the following 

Steps to Participation. The steps can assist you in identifying levels of involvement. You 

might ask yourself where your post Supervisor and Counterpart participation currently fits on 

the stairway to capacity building.

Steps to Participation

The 

Supreme

The 

Partner

The 

Consultant

The 

Slot Filler

The 

Token

The 

Decoration

Community Partner’s Steps to Participation:

The Decoration: A few high-level officials are asked to attend a meeting once a year. 

The Token: In addition, Supervisors and Counterparts are asked to attend the swearing in. 

The Slot Filler: In addition, some Supervisors and Counterparts are invited to give PST panels 

or sessions and to attend a sector meeting once a year.

The Consultant: In addition, an advisory meeting is held with Supervisors, Counterparts, and 

people from the training community. Information is shared with them about training needs 

and suggestions are encouraged. They are invited to some ISTs.

The Partner: In addition, Supervisors and Counterparts involve the Volunteer in community 

activities and become their role models and coaches. They attend many trainings (including 

designated Supervisor/Counterpart training and ISTs) and events throughout the year. They 

have input into the training design and content and program goals and objectives. They 

become partners in all that you do. They become your best resource.

The Supreme: In addition to all of the above, the training communities and the Volunteer 

site’s citizens have an understanding of the role of Volunteers, training and Trainees, the 

Peace Corps, and their own project-specific needs. They actively search out Peace Corps and 

Volunteer placements. They are willing to share their ideas and goals with the Volunteers, 

program managers, and the Peace Corps in general, and they work together toward reaching 

their goals. 
35

Evaluate How Much You Encourage Participation of Your Counterparts and Supervisors
36 Peace Corps

Working With Supervisors and Counterparts

Notes
Working 

With 

Supervisors 

and Counterparts

Section 2

Developing a Supervisor and 

Counterpart Workshop

Sample 

One-Day Workshop

Other Agenda Designs 

and Session Plans

iii

Contents

Introduction.............................................................................................................................1

Training Supervisors and Counterparts.................................................................................1

Core Components...............................................................................................................1

Sample Core Objectives....................................................................................................2

Resources.............................................................................................................................2

Sample Workshop Outline ................................................................................................3

Sample Session Plans..............................................................................................................4

Welcome and Introductions ..................................................................................................5

Peace Corps in [country]...................................................................................................8

Project Plan Overview.....................................................................................................11

Roles and Expectations....................................................................................................14

Culture and Communication Styles...............................................................................16

Peace Corps Regulations and Policies...........................................................................22

Action Planning ................................................................................................................30

Wrap-up .............................................................................................................................35

Appendix I: Sample Schedules ............................................................................................37

Sample One-Day Agendas..................................................................................................37

Sample Two-Day Agenda................................................................................................39

Sample Three-Day Agenda .............................................................................................41

Appendix II: Other Sample Session Plans..........................................................................43

Communication Between Supervisors and Volunteers: How to 

 Give and Receive Feedback...........................................................................................44

Introduction to the Peace Corps: Icebreaker for Introductions..................................46

Counterparts and Volunteers: Using Art in Training Icebreakers..............................47

Project Plan Review: Role of the Programming Staff and Introduction 

 to the Project Plan.......................................................................................................48

Roles and Responsibilities of Supervisors and Counterparts: Using Role Play......50

Defining Expectations: Working in Small Groups.......................................................52

Cross-Cultural Communication......................................................................................54

Relationships: Cultural Thresholds of Intimacy...........................................................56

Working With Peace Corps Volunteers: Using Role Plays in Training.....................61

Alternative Role Plays/Critical Incidents......................................................................66

Culture and the Ideal Teacher.........................................................................................70

Peace Corps Regulations and Policies: Chain of Command in Organizations........72

Action Planning: Identifying Key Dates and Expectations........................................74
iv Peace Corps

Developing a Supervisor and Counterpart Workshop
1

Introduction

Peace Corps posts provide training to assist Supervisors’ and Counterparts’ work with Peace 

Corps staff and Volunteers. This guide provides advice to associate Peace Corps directors 

(APCDs) and other Peace Corps staff on how to develop training and how to achieve the most 

benefit from other events that include Counterparts and Supervisors.

This guide is organized around the five core components of Supervisor/Counterpart training. 

It includes a model agenda and session plans. The appendices include other sample schedules 

and examples of optional training modules that you can use during official Counterpart training 

or independently. 

Training Supervisors and Counterparts 

Training at the Peace Corps is based on the concepts of adult experiential learning which assert 

that adults learn better when they are actively involved in the learning process, and that adults 

come to a learning event with their own set of experiences and skills. The experiential learning 

model works very well for American Volunteers. However, as you develop training for host 

country nationals, keep in mind cultural considerations. In some cultures group discussions or 

other interactive training methods may not be perceived as training. Select training methods 

with which participants are comfortable and perhaps move to more interactivity as the training 

progresses.

Core Components

There are five components that are common to initial Supervisor/Counterpart workshops in 

the field. These five components address the basic knowledge, skills, and abilities (KSAs) that 

a Supervisor/Counterpart should have in order to work well with Volunteers and staff. The 

model agenda provided later in this section describes a one-day workshop, which is probably 

the least amount of time required to cover the basics. If you can conduct a longer workshop, 

supplement the basic material with sessions found in the appendix of this manual. The key 

components are:

•	 Peace Corps in [country name]

•	 Project Plan Overview

•	 Roles and Expectations

•	 Culture and Communication Styles

•	 Peace Corps Regulations and Policies
2 Peace Corps

Sample Core Objectives

The following objectives reflect the core components listed above.

At the end of this training session participants will be able to:

✓ Describe the project goals of the Peace Corps in this country and in the communities 

in which Volunteers serve.

✓ Discuss expectations and roles of Peace Corps staff, Volunteers, and Supervisors/ 

Counterparts in relation to the specific project they are working on. 

✓ Identify several key cultural differences in values and communication styles between 

Volunteers and Supervisors/Counterparts and strategies to overcome them.

✓ Describe key elements of Peace Corps policies regarding Volunteer obligations and 

behavior.

✓ Develop an action plan for supporting the Volunteers in the community for the first 

few months.

Resources

The Peace Corps has other material that you can refer to when developing Counterpart training 

sessions. 

Training Trainers for Development: Conducting a Workshop on Participatory 

Training Techniques–CEDPA Training Manual Series, Volume I. Centre for 

Development and Population Activities, 1995. (ICE No. TR111) Emphasizes and 

models using adult learning methodology in development work.

Culture Matters Workbook and the Culture Matters Trainer’s Guide. (ICE No. 

T0087, No. T0103). Contains exercises related to cross-cultural issues. 

Programming and Training Booklets 1-6. (ICE No. T0113-T0118). Valuable resources 

when designing any programming or training program with community partners.

Roles of the Volunteer in Development. (ICE No. T0005). Information and training 

activities that emphasize involvement with Counterparts.

Refer to the ICE catalog for more ideas under training.

Developing a Supervisor and Counterpart Workshop
Sample Workshop Outline

30 - 60 minutes

Welcome

•	 Welcome participants – Country Director or Facilitator

•	 Review agenda and training objectives – Facilitator

•	 Administrative details (breaks, restrooms, etc.) – Facilitator

•	 Introductions – Facilitator

30 - 60 minutes

Peace Corps in [country]

•	 Brief history of the Peace Corps

•	 Sustainable development

•	 Participatory approach

•	 Overview of the Peace Corps in [country]

15 minutes Break

60 - 75 minutes

Project Plan Review(s)

•	 Background

•	 Purpose, goals, and objectives

45 - 60 minutes

Roles and Expectations

•	 Volunteer and Supervisor/Counterpart roles and expectations 

in relation to the project goals and objectives

60 minutes Lunch

60 minutes

Culture and Communication Styles

•	 Degree of directness

•	 The role of context

•	 The importance of face

•	 The task or the person

60 - 90 minutes

Peace Corps Regulations and Policies

•	 Vehicles and transportation

•	 Drugs, alcohol, and firearms

•	 Personal behavior

•	 Political expression and legal status

•	 Volunteer reports

15 minutes Break

45 - 60 minutes Action planning

30 minutes Wrap-up and workshop evaluation

Be sure to use energizers, icebreakers, and warm-up activities taken from other training 

resources in ICE.

Introduction
4 Peace Corps

Sample Session Plans

Every post has its unique form of training. It is assumed that training events will include 

Supervisors/Counterparts and Trainees as appropriate. The session plans below are intended 

to offer some ideas that can be used when designing Supervisor/Counterpart training events. 

These session plans are not necessarily the only or best way to do Counterpart training at your 

post. They do offer suggestions that you may find useful. Posts are encouraged to adapt these 

ideas to their own context. 

Session plans support the 4MAT® method of learning. Refer to The 4MAT System: Teaching 

to Learning Styles with Right/Left Mode Techniques by Bernice McCarthy (ICE No. ED187), 

which is available at most posts and through ICE.

The session plans in this document usually follow the following format.

Session Plan Format

Title The name of the session

Rationale The reason for this session

Time Roughly, the amount of time it will take to complete 

this session

Objectives What the participant will be able to do after the session

Preparation What you need to do before beginning the session

Materials Things that you will use during the session

Procedure

A. Motivation An introduction to the subject that builds 

interest

B. Information The content of the subject being taught

C. Practice/Participation Participants try out what they have learned

D. Application Participants demonstrate what they have 

learned utilizing their new knowledge, 

skills, attitudes, or behaviors

Resources Any additional material that may help in preparing for 

or delivering the session

The following material is an example of a one-day Supervisor and Counterpart workshop that 

can be adapted for your use. Following the one-day workshop model are other ideas for one-, 

two-, or three-day workshops and, following that, other field examples of session designs for 

training Supervisors and Counterparts. Examples for session designs are taken from former 

and present Peace Corps posts. The CD-ROM accompanying the materials makes it possible 

to copy and adapt the following material for workshops.

Developing a Supervisor and Counterpart Workshop 
5

Welcome and Introductions

Rationale

During this session participants will get to know each other and define the goals and objectives of 

the workshop. In the spirit of Peace Corps programming and training, try to model experiential 

adult training. Make this short session as participatory as possible.

Time 

60 minutes

Objectives

Participants will be able to:

✓ Describe the workshop goals, objectives, and agenda

✓ Identify and begin to know their Counterparts, Supervisors, and Trainees/Volunteers 

Preparation 

1. Before the workshop make sure everyone who needs to be there is informed and knows 

what his/her role will be and what the purpose of the workshop is.

2. Make sure the facilities (room, tables, chairs, flip charts, markers, etc.) are prepared.

Materials 

Flip charts, markers

Procedure 

A. Motivation

1. Welcome participants. Discuss how pleased and happy the Peace Corps [country] 

is that they are attending the training and how pleased you are that they will be 

working with a Volunteer.

B. Information

1. Introduce yourself and describe your role. Explain that the first part of the morning 

will be for introductions, looking at the agenda, etc.

Sample Session Plans
6 Peace Corps

C. Practice/Participation

1. Ask each Volunteer and Supervisor/Counterpart site team to break into pairs/small 

groups and find out more about each other and then introduce each other and 

describe what they hope to get out of the workshop. 

2. Review the agenda and explain that this is a great opportunity for everyone to get 

to know each other.

3. Refer to the goal statement for the workshop.

4. Explain the objectives for reaching that goal.

D. Application

1. Have the group come to a consensus on how they can all contribute to the success 

of the workshop. The workshop norms may look something like the sample flip 

chart on the next page. 

Resources 

Supervisor/Counterpart Handbook (in this manual)

Developing a Supervisor and Counterpart Workshop
7

Sample Flip Charts

Workshop Goals

•	 For Supervisors, Counterparts, and 

Volunteers to understand their roles 

in achieving the goals and objectives 

of the Peace Corps project they are 

working on

Agenda

•	 Welcome and introductions

•	 Regulations and policies

•	 Project plan review

•	 Roles and expectations

•	 Culture and communication 

styles

•	 Action planning

Workshop Objectives

By the end of this workshop you will be 

able to:

•	 Describe the goals of the Peace Corps

•	 Describe key elements of Peace 

Corps policies regarding Volunteer 

obligations and behavior

•	 Discuss expectations and roles of 

Peace Corps staff, Volunteers, and 

Supervisors/Counterparts

•	 Identify several key differences in 

values and communication styles 

and strategies to overcome them

•	 Develop an action plan for 

introducing the Volunteers to the 

community for the first few months

Workshop Norms

In order to get the most from this 

workshop, we agree to:

•	 Start and end on time

•	 Participate fully

•	 Share our own experiences

•	 Support each other

•	 Be willing to move outside of 

our comfort zone

•	 Call for a break when we feel we 

need one

Sample Session Plans
Peace Corps

Peace Corps in [country]

Rationale

This session provides background on the work of the Peace Corps in the country. It may help 

to have the country director present at this session.

This session should not involve more information about the Peace Corps in general than is 

required. Focus on what Supervisors and Counterparts need to know.

This is a good opportunity to talk about the Peace Corps programming and training philosophy. 

Try to incorporate the concepts of capacity building, participatory design and evaluation, 

strength-based approaches, and sustainable development when you talk about projects and 

activities. 

Time 

30 - 45 minutes

Objectives

Participants will be able to:

✓ Discuss the three goals of the Peace Corps

✓ Explain the major projects that the Peace Corps is working on in [country]

Preparation 

1. Prepare a presentation of the content for this session. Refer to other existing materials such 

as a review of the post’s project history, host country national participation, and recent 

changes and responses to country needs. 

2. Determine who will deliver this session.

3. Create a list of questions.

Materials 

About Peace Corps (from Internet if not available in country in hard copies)

Supervisor/Counterpart Handbook for each Supervisor and Counterpart

Trainees should bring their Country Handbook

Developing a Supervisor and Counterpart Workshop
9

Procedure 

A. Motivation

1. A brief overview of the Peace Corps and Peace Corps projects in [country] and 

how they fit into the national agenda.

2. Distribute documents or other material describing the post’s projects.

B. Information

3. Refer to and make available the About Peace Corps publication and refer to the 

Peace Corps in [country] chapter in the Supervisor/Counterpart Handbook in 

this manual.

C. Practice/Participation

4. The facilitator asks participants some questions from the list provided, or asks 

simple true and false questions based on the questions provided. 

(Example: The Peace Corps has been in [country] for 15 years. T or F) 

5. After group involvement, refer to information in the Supervisor/Counterpart 

Handbook.

D. Application

6. Participants will be able to access information in the Supervisor/Counterpart 

Handbook, and will know more about Peace Corps involvement in [country] after 

discussions.

Resources 

Supervisor/Counterpart Handbook

Transition to the next session by explaining that next, the sector groups will take a closer 

look at each of the projects.

Sample Session Plans
10 Peace Corps

Trainer Note

Questions for Facilitator to Ask

➢ How long has the Peace Corps been in the country?

➢ How many Volunteers have served and are currently serving in the country?

➢ In what regions of the country are the Volunteers working?

➢ What are the programming goals?

➢ What are regional variations in the Peace Corps projects, if applicable?

➢ What are the Peace Corps Volunteer pre-training and training activities?

➢ Have there been any significant changes in Peace Corps projects over time in the 

country?

➢ What are the future goals of the country program?

Developing a Supervisor and Counterpart Workshop
11

Project Plan Overview

Rationale

This is the opportunity to explore the details of each project, including the purpose, goals, 

objectives, Volunteer tasks, and assessment. It is also a time when Volunteers, Supervisors, 

and Counterparts can discuss their roles in the project.

Time 

60 - 90 minutes

Objectives

✓ In sector groups, describe the purpose, goals, major objectives, Volunteer tasks, and 

current status of sector projects.

✓ Understand expectations and roles of Peace Corps staff, Volunteers, and Supervisors/

Counterparts in relation to the specific project they are working on.

Preparation 

1. Participants will work in teams during this session.

2. Assuming that there are multiple project plans, decide how you will team Volunteers and 

their Supervisors/Counterparts with their corresponding plan.

3. Locate places where teams will be able to work undisturbed.

4. Arrange to have APCDs available to describe their project(s).

5. Create a one-page summary (pamphlet or other document) of the purpose, goals, and 

objectives for each plan.

6. If possible, during previous site visits, provide participants with a copy of the plan for the 

project with which they will be associated.

Materials 

One-page summaries of project plans

Flip charts and markers

Handout: Sample Project Plan Review Questions

Sample Session Plans
12 Peace Corps

Procedure 

Participants will work in teams with the APCD/program directors to analyze the plan for the 

project they are associated with. 

A. Motivation

This may be the first time participants will have the opportunity to review the plan for the 

project they will be working on, especially the Counterparts. 

B. Information

1. Explain what a project plan is, including the major components of purpose, goals, 

and objectives.

C. Practice/Participation

1. Divide the participants into groups based on project plan.

2. Explain that their task for the next 45 minutes will be to review the plan and 

answer a few simple questions about it. At the end of the time all participants will 

return to one group. Representatives from each group will briefly present their 

project to the rest of the project groups.

3. Direct participants to break into groups and take about 45 minutes to review the 

project plan and to think about answers to the review questions.

4. Report out. 

5. Encourage the participants to develop an interactive way of presenting their project 

plan. For example, groups could create a role play, design a poster presentation, 

or develop a quiz. Remember, since you may have a number of project plans to 

review, it will be important to make sure everyone is engaged during the report 

out.

D. Application

1. Facilitate a discussion on how the participants see the project plan helping them 

do development work in their community.

Resources 

Programming and Training Booklet 2: How to Design or Revise a Project (ICE No. T0114)

Developing a Supervisor and Counterpart Workshop
13

Handout

Sample Project Plan Review Questions

Imagine you are speaking with a local community member. How would you describe 

the project to someone unfamiliar with the Peace Corps? Try to think of a short 

statement you could make to share information about the project. 

You are talking to a possible Counterpart for a Volunteer. How would you explain the 

objectives of the project so that the Counterpart would like to take part?

As a Supervisor, Counterpart, and Volunteer, what type of Volunteer do you think 

would do well in this project?

Pretend you are the APCD/program manager. How would you train a Volunteer for 

this project?

As a member of the Program Advisory Committee, how will you know if the project 

is working?

Are there any other organizations or agencies doing similar projects in your country? 

If so, how might you work with other local projects?

Sample Session Plans
14 Peace Corps

Roles and Expectations

Adapted from Peace Corps/Ecuador

Rationale

Many of the conflicts that arise between Volunteers and their Counterparts and Supervisors 

come from unrealistic or incorrect expectations and assumptions. Clarifying expectations and 

helping to make explicit the assumptions that partners may have about each other can help 

avoid these conflicts.

Time 

60 minutes

Objectives

✓ Participants will be able to share and discuss expectations and roles of Peace Corps 

staff, Volunteers, and Supervisors/Counterparts in relation to the specific project they 

are working on.

Preparation 

1. Prepare the space for large and two smaller group sessions. Two areas need to have flip 

charts with “Expectations/Concerns” written on the flip chart paper in order for participants 

to place their sticky notes on them. 

Materials 

Colored sticky notes

Flip chart paper

Procedure 

A. Motivation

1. Introduce the topic of the session: expectations, assumptions, and concerns. 

2. Ask participants to write anonymously on sticky notes the most important 

expectation that they have of their Supervisor, Counterpart, or Volunteer. On a 

differently colored sticky note have them write the most important concern they 

have. Identify a facilitator for each group’s discussion, that is, a Counterpart 

facilitator and a Trainee facilitator.

Developing a Supervisor and Counterpart Workshop
15

B. Information

1. Divide participants into two groups, one of Counterparts and Supervisors, the 

other of Trainees.

2. Explain that each group will post and discuss their expectations and concerns.

For Counterpart/Supervisors:

•	 What expectations do you have of the Peace Corps, the Volunteer, and his/her 

work in the community? 

•	 What concerns do you have about getting and working with a Volunteer?

For Trainees

•	 What expectations do you have of your community, your Counterpart, and 

your hosting agency, and your experience as a Peace Corps Volunteer? 

•	 What concerns do you have about becoming a Volunteer and working in 

communities with Supervisors and Counterparts?

C. Practice/Participation

1. The two groups post their expectations and concerns with the two differently 

colored sticky notes. With the help of their group facilitator, they identify major 

themes and discuss them. Groups then decide how to present their expectations and 

major concerns to the other group. Have the groups reunite and share responses in 

an open discussion.

D. Application

1. Discuss if their expectations have changed since the beginning of the session 

or if any of their assumptions were culturally based. Were they surprised about 

concerns expressed? What concerns do they still have? What steps can they take 

as a team to begin to overcome those concerns?

Resources 

Supervisor/Counterpart Handbook

Sample Session Plans
16 Peace Corps

Culture and Communication Styles

Rationale

Effective cross-cultural communication is key to the success of Peace Corps projects. In the 

following session participants analyze and role play a communication dialogue. Participants 

then consider four dimensions of communication and characterize American and local cultures 

according to these four dimensions: degree of directness, the role of context, the importance 

of face, and the task or the person. By developing an awareness of their own culturally based 

communication style Volunteers and Counterparts can better identify potential areas of 

conflict as well as strategies for overcoming them. There is a good opportunity here to include 

a dialogue that sheds light on the cross-cultural dimensions of the Supervisor/Counterpart 

relationship as they pertain to safety and security. 

Time 

60 - 90 minutes

Objectives

Participants will:

✓ Identify, compare, and contrast American, host country, and individual communication 

styles on key communication issues, including issues related to Volunteer safety and 

security

✓ Identify key differences between Americans and host country nationals on these 

issues

✓ Describe how certain judgments or interpretations Volunteers make of host country 

nationals and vice versa regarding these issues have their basis in genuine cultural 

differences

Preparation 

1. Part One: Copy Dialogues in section 3.6 of Culture Matters (page 88). (Make copies of 

the dialogues only, not the analysis.)

2. Part Two: Copy Style of Communication–Continuum from section 3.4 of Culture Matters 

(page 81). Prepare handouts of the continuums.

Materials 

Handouts of dialogues

Handouts of the Styles of Communication–Continuum

Marking pens, flip chart paper

Developing a Supervisor and Counterpart Workshop
17

Procedure 

Part 1:

a. Divide participants into small mixed host country national/Trainee groups and assign 

each group one dialogue. (More than one group may have the same dialogue.)

b. After reading and analyzing the dialogue in groups, have groups role play the dialogues 

for the larger group. 

c. As a large group, discuss the two dialogues. (Use the suggested analysis to guide the 

discussion on page 240 of the Culture Matters Workbook.) 

Facilitator dialogue analysis discussion guide

In reading the analysis of a dialogue, keep in mind that we are deliberately looking 

for a cross-cultural explanation for the misunderstanding that has occurred here. 

Cultural differences are a possible cause for misunderstandings and should be taken 

into consideration. In reading these analyses, assume, for the sake of the exercise, that 

in these particular cases culture was, in fact, at the heart of the misunderstanding. 

Quick Trip

Reading between the lines, it appears the cooperative was “interviewing” the 

Volunteer for some kind of expertise he might be able to provide. It seems the 

customary procedure at the cooperative is to give people a tour that goes on for 

at least two hours. If this is an indirect culture, then this departure from the norm 

may be a way of sending a signal, which is why the Counterpart picked up on this. 

The Counterpart’s suspicions only increase when she hears that the people at the 

cooperative scheduled the visit of another expert on the heels of the Volunteer 

and offered this information to the Volunteer. Again, this could mean the people 

at the cooperative want the Volunteer to know that there are other candidates out 

there, which, in turn, could be their way of politely indicating the Volunteer is not 

assured of having the assignment at all.

We’ll Get Back to You

Remember that in more indirect cultures the message is often not found in what 

people say or do, but in what they fail to say or do. In this dialogue, it may be 

significant that the director did not meet with the Volunteer as originally planned, 

but instead sent his assistant. And it may be of further significance that the assistant 

asked a few questions and scheduled no subsequent appointment. In other words, 

no one is going to tell the Volunteer that there is no interest in her proposal. Doing 

so could cause an embarrassing loss of face. The message is nevertheless going 

to be communicated.

The other possibility is that there is a perfectly good explanation for all this: 

the director was unavoidably detained at the last minute; the assistant had few 

questions because she knew the proposal very well; the assistant forgot to ask 

about a meeting date, and so on. The point is, in some cases in some cultures, you 

may need to read more into the nonverbal communication clues you receive.

Sample Session Plans
18 Peace Corps

Part 2: 

a. Divide participants into Trainee/host country national pairs and distribute the Culture 

and Communications Styles handouts.

b. Have participants put the letters “US” on that point on the line that they think best 

represents the “typical American” view of that topic; “HCN” to indicate the typical 

host country position, and “PP” to indicate their personal position.

c. Discuss in pairs.

d. As a large group, debrief both parts of the session by asking:

1. What situations might develop as a result of these differences? 

2. How might cross-cultural differences influence the Supervisor/Counterpart 

and Volunteer relationship specifically as they pertain to safety and security? 

(such as boundary setting, collegiality➔friendship➔intimacy, mixed signals, 

perceptions of harassment, and men’s and women’s roles)

3. What implications does this have for Volunteer and Counterpart work?

4. Are there strategies for reaching a common ground for communication styles?

Resources 

Culture Matters Workbook (ICE No. T0087) and Trainer’s Guide (ICE No. T0103)

Developing a Supervisor and Counterpart Workshop
19

Dialogue Handout

Each of the dialogues presented here contains an example of a misunderstanding resulting 

from differences in communication styles—indirect in one culture, direct in the other. Your 

task is to note, in the space below each dialogue, the difference between what was said or done 

and how the Volunteer interpreted it. 

1. Quick Trip

Counterpart: How did the visit to the cooperative go?

Volunteer: Quite well, I think they’re interested in using my expertise.

Counterpart: Did they show you around?

Volunteer: Yes. I saw the whole cooperative.

Counterpart: The whole thing! That must have taken hours.

Volunteer: Actually, we were in and out in less than 30 minutes. They said another 

guy was coming at noon.

2. We’ll Get Back to You

Counterpart: How did it go at the clinic?

Volunteer: Very well, I think.

Counterpart: When will you see the director again?

Volunteer: Actually, I didn’t meet with the director. I met with his assistant.

Counterpart: Did she ask you a lot of questions about your proposal?

Volunteer: A few.

Counterpart: When are you going back?

Volunteer: Probably next week.

Counterpart: You’re not sure?

Volunteer: I asked for another appointment and she said she would get back to me.

Sample Session Plans
20 Peace Corps

Culture and Communication Styles Handout

This exercise asks you to examine American, host country, and your own communication 

styles. The method used here is a continuum: a line with opposite views or positions presented 

at each end.

Four communication topics are listed, with a continuum for each. Put the letters “US” on that 

point on the line that you think best represents the “typical American” view of that topic. Then 

mark each continuum with the letters “HC” to indicate the “typical host country” position and 

finally a “PP” to indicate your personal position.

Degree of Directness

Direct Indirect

People say what they mean 

and mean what they say; you 

don’t need to read between 

the lines; it’s important to 

tell it like it is; honesty is 

the best policy; the truth is 

more important than sparing 

someone’s feelings.

People are indirect; they 

imply/suggest what they 

mean; understatement is 

valued; you need to read 

between the lines; the 

truth, if it hurts, should be 

tempered. 

The Role of Context

Low Context High Context

Low context, heterogeneous, 

and individualist cultures: 

little is already known; the 

message must be explicit 

and spelled out; words 

are the primary means of 

communication; nonverbal 

cues are not the key to 

understanding.

High context, homogenous, 

and collectivist cultures: 

much is already known; 

the spoken word is not 

the primary means of 

communicating; much is 

implied but little needs to be 

said; nonverbal cues and the 

context are the key, what is 

not said may be the message.

Developing a Supervisor and Counterpart Workshop
21

The Importance of Face*

Face Less Important Face Is Key

Face has moderate 

importance; the facts 

and expediency are more 

important than being 

careful about what you say; 

getting/giving information 

is the overriding goal of the 

communication exchange; 

criticism is straightforward; it 

is okay to say no, to confront 

people.

Face is paramount; saving 

face/not losing face 

takes precedence over 

the “truth”; maintaining 

harmony is the overriding 

goal of the communication 

exchange; confrontation 

is avoided; saying no 

is difficult; criticism is 

handled very delicately; 

what one says and what 

one feels often are not the 

same. 

*Face: self-esteem, lack of public embarrassment

The Task or the Person

The Task The Person

The task is separated from 

the person; do business 

first and then have small 

talk; establishing rapport/

good personal relationship 

is not essential to getting 

the job done. The goal is 

accomplishing the task.

The task and the person 

cannot be separated; 

begin with small talk and 

then move to business; 

personal relationship is 

a prerequisite to getting 

the job done. The goal is 

building the relationship.

Sample Session Plans
22 Peace Corps

Peace Corps Regulations and Policies

Rationale

The Peace Corps has global policies that govern Volunteer behavior while in-country. Other 

policies have been developed at posts because of local issues. Use this session to emphasize 

local policies as they relate to the health, safety, and security of the Volunteer and the success 

of the project.

Time 

60 minutes

Objectives

Participants will be able to:

✓ Describe Peace Corps policies regarding:

•	 Volunteer health, safety, and emergencies

•	 Volunteer living allowance, vacation, and transportation 

•	 Drugs, alcohol, and firearms

•	 Political expression, legal status, and official agreements

•	 Sexual harassment

✓ Describe how to get additional information on Peace Corps policies, especially in the 

Supervisor/Counterpart Handbook provided.

Preparation 

1. Prepare a list of country- or community-specific regulations on flip charts, or refer to your 

Supervisor/Counterpart Handbook, if there is one.

2. If desired, create a true/false quiz based on the Peace Corps’ and your post’s own policies 

and regulations.

3. If needed, create mini role play cards for warm-up. 

4. Keep the tone of the session positive. 

Materials 

Make copies of the five handouts of Important Peace Corps Regulations and Policies. 

True/false quiz on a flip chart, if needed

Developing a Supervisor and Counterpart Workshop
23

Procedure 

A. Motivation

1. Warm-up: To keep the tone light, introduce this session in an engaging way. 

Here are some ideas:

Unveil a true/false quiz about Peace Corps regulations and policies, and have 

the group silently decide the answers. Then review as a group. Follow up with 

the small group discussions as outlined below. 

Sample questions

Volunteers are allowed to ride motorcycles in their service. T F

Volunteers are government employees. T F

Volunteers cannot drink in their communities. T F

Peace Corps sexual harassment policy extends to 

Supervisors/Counterparts. T F

OR

Invite a few participants to perform a role play, highlighting some of the 

policies and regulations (such as a Volunteer riding a motorcycle gets into 

an accident, a parent wants to pay a Volunteer to tutor his child, and other 

situations). Ask the whole group to identify the policies.

B. Information

1. Explain that the Peace Corps has a number of rules, regulations, and policies that 

cover Volunteer’s behavior while in-country. Show a copy of the Peace Corps 

Manual, if you have one.

2. The purpose of the extensive collection of regulations is to help ensure Volunteer 

health and safety. Therefore, this session will focus on those kinds of regulations 

and policies with an emphasis on how they apply in the communities where 

Volunteers will be living.

C. Practice/Participation

1. Divide the groups into up to five smaller teams based on the communities they are 

and will be living in.

Sample Session Plans
24 Peace Corps

2. Distribute a copy of the Important Peace Corps Regulations and Policies to each 

team. (Alternatively, you could distribute different portions of the list of policies 

and regulations to different groups.)

3. Explain that each team should take 20 minutes to review the regulations and 

policies given to their team. Their goal is to describe the importance of the 

regulations in the context of the community they live in. For example, according 

to the regulations, Volunteers are permitted to drink alcoholic beverages provided 

they do not behave inappropriately as a result. However, the Volunteer may be 

assigned to a community where drinking alcohol is forbidden.

4. Supervisors and Counterparts will provide the local context. It is their job to 

explain it to the Volunteers. The Volunteers will then explain the local rules to the 

entire group.

5. Facilitate as each team reports its findings to the entire group. Encourage 

participatory presentations and discussions.

D. Application

1. Ask participants to think about what they have just learned and how it may affect 

their responses in the community. You may choose to debrief the whole session, 

using these suggested questions:

2. Which policy surprised you?

3. Which policy or regulation do you think will be a challenge to follow in your host 

country? Why?

Developing a Supervisor and Counterpart Workshop
25

Handout

Peace Corps Regulations and Policies #1

Vehicles and Transportation

Operation of vehicles by Peace Corps Volunteers raises a number of concerns. The safety 

and security of Volunteers can be jeopardized by unsafe roads or vehicles, lack of familiarity 

with local conditions, or other circumstances. In addition, it is an essential part of the Peace 

Corps mission that a Volunteer’s standard of living comports with local community standards. 

Accordingly, Peace Corps Volunteers shall not operate vehicles overseas except when they 

are outside of their site on approved leave, or when their operation of a vehicle is specifically 

authorized by the country director.

1. Peace Corps vehicles can only take passengers who are conducting official service 

with the Peace Corps.

2. All passengers in Peace Corps vehicles must wear a seat belt.

3. Volunteers are forbidden to own or drive motorized vehicles or motorcycles in their 

country of assignment. Only the director of the Peace Corps may make exceptions to 

this policy.

4. Volunteers may be passengers in a car, but are forbidden from being passengers on 

motorcycles.

5. When Volunteers are riding bicycles for work or pleasure, they must wear bicycle 

helmets.

Sample Session Plans
26 Peace Corps

Handout

Peace Corps Regulations and Policies #2

Drugs, Alcohol, and Firearms

Appropriate Volunteer conduct is critical to the Peace Corps. Volunteers have responsibilities 

more complex than those of private citizens. While Volunteers are expected to learn and respect 

host country culture and customs, host country citizens see Volunteers as examples of U.S. 

culture. The Volunteer is often the most identifiable (and frequently the only) U.S. citizen in 

a community. Hence, in addition to personal responsibility for their own conduct, Volunteers 

have an additional responsibility to conduct themselves in a manner reflecting credit on the 

Peace Corps and their country.

1. A Trainee or Volunteer found to be involved with drugs, including marijuana, in 

a manner not authorized for medical purposes, in any way in any country, will be 

administratively separated immediately and encouraged to return to Peace Corps/

Washington for consultation.

2. Volunteers may drink alcohol. However, inappropriate behavior or inability to perform 

in an assignment resulting from misuse of alcohol may be cause for the Volunteer to 

be separated from the Peace Corps.

3. Volunteers are not allowed to possess or use firearms.

Developing a Supervisor and Counterpart Workshop
27

Handout

Peace Corps Regulations and Policies #3

Personal Behaviors

Peace Corps Volunteers are entitled to a living allowance in order that they may serve effectively 

and safely overseas. Consistent with the Peace Corps philosophy that development and mutual 

learning are most effectively achieved when people live and work together, it is important that 

Volunteers live modestly by the standards of the people whom they serve, yet not in a manner 

that would endanger their health or safety. The living allowance should be based on local 

living standards and costs. As a result, it will vary among, and sometimes within, countries.

1. Volunteers receive a monthly living allowance from the Peace Corps. This allowance 

is intended to provide for the Volunteer’s personal transport, food, clothing, and 

personal necessities.

2. Volunteers are expected to dress suitably both on and off the job, and respect host 

country and community attitudes toward personal appearance.

3. Volunteers may not receive payment for their services except from the Peace Corps. 

This includes investments and payment from written works and photographs while 

serving as Volunteers.

4. Volunteers accrue two days of annual leave and leave allowance for each month of 

Volunteer service (excluding training). Volunteers are encouraged to use annual leave 

to travel within and become more familiar with their host country or nearby areas. 

Leave may not be taken during training, the first three months of service, or the last 

three months of service, except in conjunction with an authorized emergency leave.

Sample Session Plans
28 Peace Corps

Handout

Peace Corps Regulations and Policies #4

Political Expression, Legal Status, and Official Agreements

Because the Peace Corps wants to keep Americans and host country citizens informed about 

its accomplishments, it maintains a policy of openness and willingness to respond to inquiries 

from journalists and to provide information about programs.

1. Volunteers may discuss their role in the Peace Corps with a media representative; 

however, they should notify their country director of such a discussion before it takes 

place. Volunteers may write articles for publication but they must be cleared with the 

country director, and never be for personal financial gain.

2. Volunteers should not participate in political activities or manifestations. Volunteers 

may express their opinions on American politics as their own individual opinions, and 

not as representatives of the Peace Corps or the U.S. government.

3. Volunteers do not have diplomatic immunity. They are required to work and live 

according to the local laws.

4. Volunteers may practice their religions, but are forbidden from proselytizing.

5. Volunteers may not sign contracts, agreements, certificates, or any other official 

documents on behalf of the Peace Corps. Volunteers are to work in support of the 

assigned institution or organization and may not make commitments in the name of 

the Peace Corps in writing, verbally or implied. Peace Corps Volunteers may not take 

advantage of a situation in the host country, or use their Peace Corps status, for their 

own financial gain.

6. Volunteers shall NOT: invest money in real estate, bonds, shares, or stocks of 

commercial concerns headquartered in the country of assignment or that conduct a 

substantial portion of their business in that country; engage in any business activity 

for profit or personal financial gain or undertake any gainful employment; or sell or 

dispose of personal property at prices producing profits.

Developing a Supervisor and Counterpart Workshop
29

Handout

Peace Corps Regulations and Policies #5

Sexual Harassment

The Peace Corps is committed to maintaining high standards of conduct in the workplace and 

providing all employees, Volunteers, and Trainees a work environment that is free from sexual 

harassment. 

Sexual harassment is a form of sex discrimination prohibited by U.S. law. Unwelcome sexual 

advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature 

constitute sexual harassment when:

1. submission to or rejection of such conduct is made either explicitly or implicitly a 

term or condition of an individual’s employment or a Volunteer’s service; 

2. submission to or rejection of such conduct by an individual is used as the basis for 

employment decisions or decisions regarding Volunteer status or service; or 

3. such conduct has the purpose or effect of unreasonably interfering with an individual’s 

work performance or creating an intimidating, hostile, or offensive working 

environment.

Sexual harassment may be physical, verbal, or graphic. It may result from the actions of 

supervisors, co-workers, Volunteers, Trainees, and/or non-employees. It may occur both on 

and off the job, and may victimize members of either sex. It includes conduct that is not 

intended to be harassing by the person who acts, if such conduct is reasonably perceived by 

the recipient to be harassment.

All Peace Corps managers, supervisors, employees, contractors, Volunteers, and Trainees 

are responsible for ensuring that their own actions do not constitute or contribute to sexual 

harassment. Managers and supervisors are responsible for correcting behavior that may 

constitute sexual harassment; taking immediate action to investigate all allegations of sexual 

harassment; protecting against retaliation against any individual who raises a complaint; and 

taking appropriate remedial and/or disciplinary action, which may range from a reprimand 

to removal. 

If you believe that you or others are being subjected to conduct or a work environment that may 

constitute sexual harassment, you are strongly encouraged to report the behavior or situation 

immediately to your supervisor, country director, or other management authority. 

Sample Session Plans
30 Peace Corps

Action Planning

Rationale

This is an opportunity for the Supervisors, Counterparts, and Trainees to get together and start 

making plans for the first few months of Volunteer service.

Time 

60 minutes

Objectives

Participants will be able to:

✓ Design work-related and community entry activities that will take place during the 

Volunteer’s first three months in the community.

✓ Make an action planning worksheet based on the activities discussed in the first 

objective.

Preparation 

1. Make copies of the action planning worksheet.

Materials 

Worksheet handouts, pens and pencils

Procedure 

Refer to the 4MAT materials for more details.

A. Motivation

1. Warm-up: 

Visualization: 

As the Supervisor/Counterpart workshop comes to a close, Trainees and 

Counterparts may be experiencing a variety of emotions (such as excitement or 

anxiety). Ask participants to close their eyes and imagine the following:

Volunteers: 

You have just arrived at your new site. 

•	 How do you feel? (pause) 

•	 Who is there to greet you? What will you do that first evening? 

(pause) 

Today you are scheduled to report to work. 

•	 How do you feel? 

•	 What is the first thing you’ll do on your first day of work? (pause)

Developing a Supervisor and Counterpart Workshop
31

Counterparts: 

It is your first day back at work after the Supervisor/Counterpart workshop. 

•	 What do your colleagues ask about the Volunteer? 

•	 How will you answer them? (pause) 

Today your Volunteer is scheduled to report to work. 

•	 How do you feel? (pause) 

Your Volunteer is eager to begin work but you know there is a major holiday/

community event coming up that may impact the project. 

•	 What will you tell the Volunteer? 

OR

Proverbs:

Post these proverbs:

•	 A stitch in time saves nine.

•	 The best laid plans of mice and men.

•	 All work and no play makes Jack a dull boy.

Invite the group to explain the meaning of the proverbs. Ask if there are similar 

proverbs in the local culture/language.

B. Information

1. Explain that participants will use a three-month planning worksheet to begin 

scheduling the work for the Volunteers’ first months with their agency or 

organization. Remind them that successful planning includes being aware of 

necessary steps, identifying potential personal and professional challenges, and 

outlining backup plans. In this session Trainees and Counterparts/Supervisors will 

work together as a team to identify work- and community-related objectives. Use 

as many forms as necessary to list all of the activities and tasks.

2. In the worksheet use the left column to list the major plans for the Volunteer 

and the Supervisor/Counterpart. The activities should include those related to 

agency or organization work-related activities and those related to the Volunteer’s 

becoming acquainted with and settling into the new community.

Work-related activities might include:

•	 meeting Supervisors, co-workers, different department personnel, and 

support staff

•	 learning about the goals and objectives of the agency/organization

•	 learning about the history of the agency/organization

•	 learning about agency/organization procedures, policies, and working norms

Sample Session Plans
32 Peace Corps

•	 learning about the current and planned activities of the agency/

organization

•	 meeting some of the agency’s/organization’s partners in the field

•	 visiting current projects

•	 meeting some of the clients served by current projects

Community-related activities might include:

•	 finding permanent lodging

•	 identifying a language tutor

•	 locating local markets, the post office, hospital, police station

•	 registering at the local police station

•	 locating the nearest telephone

•	 locating the residences of co-workers and fellow Volunteers (if there are 

any)

C. Practice/Participation

1. Supervisors/Counterparts and Trainees work in groups to complete the worksheets. 

Encourage Trainees and Supervisors/Counterparts to consider the following:

•	 What steps do we need to take?

•	 What support will the Volunteer need to carry out a step?

•	 What are the roles of each person involved?

•	 Who will be responsible for what?

•	 What is our backup plan for potential difficulties?

•	 How will we report/document our progress at each step?

D. Application

1. The Volunteer and the Supervisor will use the worksheet as a guide during their 

first three months in the community. The Volunteer should make notes as tasks 

are accomplished and the progress is discussed periodically by the Volunteer, 

Supervisor, and Counterpart(s). The worksheet builds valuable information for 

the first report to be developed by the Volunteer and the community partners. 

Worksheets can also be used during site visits by the programming and training 

teams. During In-Service Training Volunteers, and Counterparts if attending, 

can review and share how their first three months corresponded to the worksheet 

plans. They can evaluate whether they are on target with their strategies. 

Developing a Supervisor and Counterpart Workshop
33

Three-Month Planning Worksheet

VOLUNTEER Name: Page ofProgram: Sponsoring Organization: Site:

Activities and Tasks Month 1 Month 2 Month 3

Sample Session Plans
34 Peace Corps VOLUNTEER Name: Page of Activities and Tasks Month 1 Month 2 Month 3

Developing a Supervisor and Counterpart Workshop
35

Wrap-up

Rationale

This session is an opportunity to review the activities of the day and to gather meaning and 

future needs from the training sessions.

Time 

30 minutes

Objectives

Participants will be able to:

✓ Indicate highlights of the day’s events and process the importance of the ideas 

presented and the meaning they have for them.

✓ Indicate the importance of the information shared, the start of a relationship between 

parties, and the key points of how they will begin working together.

Preparation 

1. Make a flip chart that has three places for placing sticky notes. 

Headings are: 

➢ The best thing I learned today was... 

➢ What else I want to know that was not covered... 

➢ What I need to do next is... 

Materials 

Sticky notes

Flip chart

Pens or pencils

Certificates

Procedure 

A. Motivation

1. Facilitator brings together participants and asks all parties to clap or shake hands 

with one another.

Sample Session Plans
36 Peace Corps

B. Information

1. Facilitator explains that the wrap-up will include individual responses that are to 

be posted on the flip chart.

C. Practice/Participation

1. Participants respond to the above headings on sticky notes and post on the flip 

chart. The session facilitator asks one host country national and one Trainee to 

discuss the important points posted by the group. 

2. At the end, Supervisors and Counterparts are presented with certificates for 

participating in the day’s activities. 

D. Application

1. All parties are aware of the highlights of the day, of their important roles, and 

of what they are to do next to make their shared experiences worthwhile and 

meaningful.

Resources 

Materials and documents used in the one-day training

Developing a Supervisor and Counterpart Workshop
37

Appendix I: Sample Schedules

Following are sample schedules of Supervisor/Counterpart conferences used by different posts 

that vary in length from one to three days. These samples are included to offer additional ideas 

for workshops involving Volunteers and their community partners.

Sample One-Day Agendas

Peace Corps/Nicaragua—in Conjunction With PST

8:30 - 9:00 Welcome and self-introduction of participants

9:00 - 9:30 Peace Corps in Nicaragua and in the world (Country Director)

9:30 - 10:00 Description of the Peace Corps projects (APCDs)

10:00 - 11:00 Roles and expectations of Volunteers, Supervisors, and Counterparts: 

Work in small groups

11:00 - 11:45 Presentations of roles and expectations from small groups

11:45 - 1:00 Lunch

1:00 - 1:30 Peace Corps’ approach to community development

1:30 - 2:30 Description of the project plan

2:30 - 4:30 Starting communication and work plan

Hopes and action plan

4:30 - 5:00 Evaluation and conclusion
38 Peace Corps

Peace Corps/Romania—in Conjunction With PST

Peace Corps Volunteers and Counterpart Conference

8:30 - 9:00 Welcome and Conference Overview (Country Director)

9:00 - 10:00 Introduction of Peace Corps/Romania Programs, Staff, and Policies 

(Peace Corps/Romania Staff)

Entire group together

10:00 - 10:30 Coffee Break

10:30 - 12:30 Defining Expectations: Counterparts, Volunteers, and program staff 

define expectations of each other

Sector session

12:30 - 2:00 Lunch

2:00 - 4:00 The First Three Months at Site: Trainees and Counterparts work 

together to develop a three-month work plan, a job description, or a 

weekly work schedule

Sector session

4:00 - 5:00 Individual Site-Related Issues: Program managers are available to 

discuss site-specific issues

Sector session

5:00 Closing Reception

Developing a Supervisor and Counterpart Workshop
39

Sample Two-Day Agenda

Peace Corps/Mozambique

Purpose

To prepare Mozambican school directors and Volunteers to work together and support each 

other in Mozambican secondary and technical schools. 

Goals

1. Volunteers and their school directors will get to know each other.

2. Volunteers will understand and discuss their roles and responsibilities as Peace Corps 

Volunteer teachers in the Mozambican school system.

3. Mozambican school directors will understand and discuss their roles and responsibilities 

in hosting and supporting a Volunteer at their school (such as administrative 

responsibilities, housing that meets the Peace Corps’ criteria, etc.).

4. Volunteers and school directors will understand and discuss the roles and responsibilities 

of Peace Corps/Mozambique and the Ministry of Education (at national, provincial, 

and district/city levels).

5. Volunteers and school directors will understand and discuss the goals and objectives 

of Peace Corps/Mozambique and important regulations and policies (such as medical 

care, emergency procedures, end of Peace Corps service, etc.)

6. Volunteers and their school directors will review individual Volunteer first quarter 

work plans and revise as necessary. 

Schedule

DAY 1:

8:00 - 9:00 Icebreaker with Volunteers, their Counterparts, and Supervisors

9:00 - 10:00 Formal opening by Country Director, ministry representative, and 

remarks by one of the regional directors or directors who worked with 

a previous Volunteer on the benefits of being/receiving a Volunteer

10:00 - 10:30 Introduction to Peace Corps/Mozambique by Country Director and 

APCD

10:30 - 11:00 Break

Continued

Appendix I
40 Peace Corps

PC/Mozambique Day 1 Schedule, continued

11:00 - 12:30 Discuss and clarify roles and responsibilities of host country nationals, 

Supervisors, and Volunteers

Brainstorming: “What role does each of us play in making this 

collaboration effective (what do we offer)? What support/resources 

do we need from others?” 

Four groups (Peace Corps/Ministry of Education; Directors; 

Counterparts; Volunteers) brainstorm list of each and present 

to larger group.

12:30 - 2:00 Lunch

2:00 - 4:00 Presentation of Peace Corps/Mozambique’s regulations and policies, 

question and answer period 

Review the community guide roles and responsibilities sections

Introduce and discuss important Peace Corps/Mozambique regulations 

and policies, including Volunteer standards of conduct, resignation/

termination of service, medical care, and emergency procedures

DAY 2:

8:00 - 10:00 Individual action planning: Volunteers and their Counterparts and 

Supervisors plan for their first three months working together.

Individual Volunteers meet with their school directors and review 

Volunteer first quarter work plans, and prepare a first quarter action 

plan for the school director to help the Volunteer settle into the 

community and school. Discuss work plans in provincial groups.

10:00 - 10:30 Break

10:30 - 12:00 Provincial groups review action plans and make plans for follow-up 

at a regional level

12:00 - 12:30 Official closing

12:30 - 2:00 Lunch and prepare for swearing-in ceremony

Developing a Supervisor and Counterpart Workshop
41

Sample Three-Day Agenda

Peace Corps/Kazakhstan

DAY 1 PROJECTS, POLICIES, and WORKING TOGETHER

8:00 Community meeting

8:30 Introduction of staff, schedule, logistics

9:00 Welcome remarks: Country Director

9:15 Expectations/responsibilities 

Sector groups

10:30 Break

11:00 Peace Corps policies: Country Director

11:30 Sector project descriptions

12:30 Lunch

1:30 Communication procedures: chain of command 

Discussed in sector groups

3:00 Break

3:30 Sector work planning: Trainees work with their Counterparts and 

Supervisors on the first steps they will undertake during the first month

DAY 2 DEVELOPMENT

•	 Peace Corps’ approach to development

•	 Participatory, community-based development

•	 PACA – Participatory Analysis for Community Action

9:00 Conference schedule review

9:15 Introduction to Community Content-based Instruction and PACA 

concepts

PACA tools

10:30 Break

Continued

Appendix I
42 Peace Corps

PC/ Kazakhstan Day 2 Schedule, continued

11:00 Needs assessment tools

Pairwise ranking

12:30 Lunch

1:30 Lesson plan design

3:00 Break

3:30 - 5:00 Lesson plan presentation

DAY 3 EFFECTIVE COMMUNICATION

9:00 Listening and feedback

10:30 Break

11:00 Working with Americans (Counterparts and Supervisors only) 

Working with host country nationals (Volunteers only)

11:45 Challenges and strategies of being a Counterpart (Counterparts and 

Supervisors only)

Challenges and strategies of working with Counterparts (Volunteers 

only)

12:30 Lunch

1:30 Communication - critical incidents

•	 Role play and processing of critical incidents

•	 Groups create critical incidents

•	 Two role plays per group 

3:30 Break

4:00 - 4:30 Medical concerns

4:30 Closing and evaluations

Developing a Supervisor and Counterpart Workshop
43

Appendix II: Other Sample Session Plans

In this section you will find additional session examples taken from the field that can enhance 

a Supervisor/Counterpart workshop. Of special interest is the session on feedback that is not 

included in the one-day workshop format. 
44 Peace Corps

Communication Between Supervisors and Volunteers:

How to Give and Receive Feedback

Peace Corps/Ethiopia

Rationale

It is difficult to give and get feedback in a cross-cultural environment. In Ethiopia, observers 

tend to focus on positive things without being very specific or helpful in offering suggestions 

for improvement. This session is designed to give an idea about how feedback should be 

given/received.

Time 

1 hour and 15 minutes

Objectives

By the end of the lesson students will be able to:

✓ Define feedback and explain its purpose and importance.

✓ List effective comments of feedback.

✓ Explain the components of how to be a good observer.

✓ Enumerate concerns/expectations of giving/receiving feedback.

✓ Discuss some of the “what if” questions.

Procedure 

1. Have two Volunteers role play an observer and teacher. They will be role playing a 

bad relationship in which an observer gives only negative feedback and the teacher is 

defensive.

2. The trainer then leads a discussion about how to make feedback effective. The trainer 

asks the Trainees and observers to choose the qualities of effective feedback from the 

comparisons on the flip chart.

3. The trainer asks the group why feedback is important and leads them in a discussion.

4. The trainer leads a discussion about the qualities of a good teacher/observer relationship 

and discusses the good qualities of a critique.

5. The trainer asks participants to give some “what if” questions and leads a discussion of 

them.

6. The trainer leads a discussion about strategies for giving and receiving meaningful 

feedback between the two cultures.

7. End by doing another role play about a good observer/ teacher relationship and ask the 

Trainees to comment on the role play.

Developing a Supervisor and Counterpart Workshop
45

Integration

This session addresses both Ethiopian and American preferences for giving suggestions.

Evaluation

Ask Trainees to define feedback and brainstorm ideas about the importance of giving/receiving 

feedback. Last, discuss some of the five “what if” questions.

Comments

It was valuable to formulate additional “what if” questions because they generated a lot of 

discussion. It was also useful to hear Volunteer experiences with feedback from the previous 

model school. It was very helpful to have Volunteers tell their own experience.

Resources 

Refer to the ICE Catalog for more ideas.

Appendix II
46 Peace Corps

Introduction to the Peace Corps: Icebreaker for Introductions

Peace Corps/Eritrea

Rationale

Designed to open the communication process between Volunteers and their directors.

Time 

1 hour or less 

Objectives

By the end of this session participants will be able to:

✓ Discuss relevant issues in education in Eritrea.

✓ Identify strategies for discussing controversial issues.

✓ Identify strategies for group problem solving.

Integration Points

Trainees will use language and cross-cultural strategies and skills.

Trainer’s Preparation/Materials 

Trainer needs to prepare the flip charts and cut them into the appropriate number of pieces.

Procedure 

1. Trainer distributes jigsaw pieces to all participants. The following statements and 

questions are written on flip chart paper, then cut into enough pieces so that everyone has 

one piece.

•	 The greatest gift a teacher can give a student is . . .

•	 What is development?

•	 A teaching staff works best when . . .

•	 Foreign teachers need . . .

•	 What facilities at a school help students work best?

•	 Why is education important?

•	 Why should community problems be introduced in the classroom?

•	 Why should the Peace Corps work in Eritrea?

2. Participants look for the other persons with their puzzle pieces and solve the puzzles.

3. Participants discuss the statements or questions on each puzzle

4. Each group reports on what the group discussed.

5. Close

Developing a Supervisor and Counterpart Workshop
47

Counterparts and Volunteers:

Using Art in Training Icebreakers

Adapted from Peace Corps/Mongolia

General Introduction Exercise for Trainees and Counterparts

Rationale 

This is an opportunity for Trainees to meet their Supervisors/Counterparts in a planned 

environment.

Time 

1 hour

Preparation 

Prepare necessary materials for “art” exercise.

Materials 

Colored markers 

Flip chart paper 

Tape

Procedure 

1. Trainees and Counterparts pair up and find out five things about each other. Each person 

introduces his/her partner to the large group.

2. Have each “team” (one Trainee and one Counterpart) draw a representation of community 

information on a flip chart (not in the large group because the Trainee-Counterpart 

relationship is the focus). Pairs visually represent their site: town, school, people, good 

points and bad points, shopping, what happens in town. What is the most important place/

event/person/job in town? 

3. Counterparts can represent the site and Trainees can represent impressions of the site.

4. Post flip chart drawings on the wall and discuss them, if there is time.

Appendix II
48 Peace Corps

Project Plan Review: Role of the Programming Staff and 

Introduction to the Project Plan

Adapted from Peace Corps/Ethiopia 

Rationale

The project plan session sets the framework for the rest of the technical sessions, in some ways 

answering questions in advance as to why certain training sessions, particularly Participatory 

Action for Community Analysis (PACA) sessions, are included. 

Time 

90 minutes 

Objectives

By the end of the session, participants will be able to:

✓ Briefly describe the role of the programming staff.

✓ Describe the four goals of the education project plan.

Integration Point

1. In discussing the implementation of the project plan, the necessity of understanding the 

culture and language is emphasized.

2. Presented by the APCDs based on last year’s activities, so no real trainer preparation was 

necessary. 

3. Trainees were told to review the project plan before the sessions and to bring their copies 

with them. Flip chart with questions prepared.

Materials 

Copies of Project Plan 

Flip chart for directions 

Procedure 

1. [10 minutes] After introduction of the staff members, programming staff roles are defined, 

first by what they are not: They are not Peace Corps policymakers, which is the country 

director’s job; and they are not policymakers or administrators for the schools, which is 

the school director’s role. 

Peace Corps programming staff roles are defined as consultant/counselor for Volunteers’ 

activities; liaisons with the Ministry of Education officials; monitors and evaluators for the 

project as a whole, including documentation to Peace Corps/Washington; and designers of 

weeklong training events in the course of a year.

2. [5 minutes] Project plan is briefly introduced as a collection of activities working toward 

a common purpose. Peace Corps terms such as “program” and “project” are defined.

Developing a Supervisor and Counterpart Workshop
49

3. [30 minutes in small group] Trainees and Counterparts are asked to divide into four groups. 

Each group is assigned one project goal to read. They are asked three questions, presented 

on the flip chart.

a. Briefly describe the goal. What are its positives?

b. What are the potential challenges?

c. What do you need to learn to implement the goal?

4. [30 minutes] Groups present their deliberations.

5. [15 minutes] Questions and answers on the project or on Trainee or Counterpart concerns 

in programming area are taken.

Note: The key points of the strengths and weaknesses of the project plan were made by the 

participants, so from the APCD’s point of view the session was a success.

Resources 

Programming and Training Booklets 1-6 (ICE No. T0113-T0118)

Peace Corps [country] Project Plan

Peace Corps [country] Project Status Report

Appendix II
50 Peace Corps

Roles and Responsibilities of Supervisors and 

Counterparts: Using Role Play

Adapted from Peace Corps/Solomon Islands

Rationale

In order for Supervisors to effectively supervise Volunteers and participate fully in the secondary 

education and rural community education project, they need to know and understand their 

roles and responsibilities

Time 

1 hour

Facilitator(s)

Country director, programmers

Objectives

By the end of the session, participants will be able to:

✓ Identify and discuss the roles and responsibilities of Supervisors, the Peace Corps, the 

Ministry of Education, and Volunteers.

✓ Ask questions surrounding roles and responsibilities.

Materials 

Flip chart paper

Markers

Flip chart: Volunteer Issues

Procedure 

1. Discuss objectives and rationale.

2. [5 minutes] Introductory remarks

You are about to see a short skit or role play. It takes place in a provincial secondary school 

somewhere in this country. A Peace Corps Volunteer is visited by her APCD.

3. [10 minutes] Skit or role play. Take notes on a flip chart of the discussion.

[Volunteer has come to class inappropriately dressed] 

APCD/Education is on a site visit to where the Volunteer teaches mathematics.

Volunteer has some concerns and frustrations that she wants to talk to her APCD about. 

She has written a list of issues. There is much discussion between the Volunteer and the 

APCD.

Developing a Supervisor and Counterpart Workshop
51

Some issues that could be discussed:

•	 Housing is shared

•	 Kerosene not available

•	 Teaching materials not available

(Volunteer expectations not reasonable)

•	 Refund for transport to site not forthcoming

•	 Medical problem (malaria)

•	 Living allowance not enough and late in coming

•	 No Counterpart

•	 Extra responsibilities not clear/too many

•	 Principal only seems interested in Small Project Assistance and other funding 

sources, not classroom teaching.

4. [10 minutes] Discussion

Show flip chart of issues and ask the following questions:

•	 Are any of these issues realistic?

•	 Are there issues that could have been prevented if roles and responsibilities were 

known?

•	 What suggestions would you have to ensure better communication concerning 

roles and responsibilities?

5. [20 minutes] Application: Review of Supervisor/Counterpart Handbook for the roles and 

regulations for APCDs, Counterparts, Supervisors, and Volunteers and contact information 

for programming staff, medical, administration, and/or country director.

6. Questions and answers

EVALUATION 

The following suggestions could help improve this session:

✓ Try to keep responses to a minimum—two or three speakers per item discussed.

✓ Always go over the roles and responsibilities of the Peace Corps, Supervisors, and 

Volunteers as presented in the Supervisor/Counterpart Handbook.

Appendix II
52 Peace Corps

Defining Expectations:

Working in Small Groups

Adapted from Peace Corps/Romania

Rationale 

This session marks the beginning of how Volunteers, Supervisors/Counterparts, and Peace 

Corps programming staff will work together. It is important that all three groups involved 

clearly understand the expectations of the others so that a constructive, productive work 

relationship will emerge. 

Time 

2 hours

Objectives

By the end of the session, participants will produce a list of mutually accepted expectations 

for each of the three partners involved in the Peace Corps program (Volunteers, Supervisors/ 

Counterparts, Peace Corps program staff).

Materials 

Flip chart paper

Easel (or tape) for displaying paper

Markers

Procedure 

A. Motivation [10 minutes]

1. Summarize the objective emphasizing the three partners involved in this work 

relationship. Draw on a flip chart the names of the three partners with arrows going 

from each group to the other two to illustrate how the three groups interact. 

B. Information [45 minutes]

1. Divide the group of Trainees in two and the group of Supervisors/Counterparts 

in two. Give each of these groups several sheets of flip chart paper and a marker. 

Ask them to work together for the next 40 minutes to write their expectations of 

the other two groups in the partnership. Give paper and markers to the program 

manager(s) and ask him/her to do the same. Offer some examples of expectations 

if necessary. Encourage groups to move to corners or quieter places to work 

together. 

2. Small groups work independently writing their lists. (There are five groups: two 

Trainee groups, two Counterpart groups, and program managers.) Facilitator 

should circulate to ensure all are on track. 

Developing a Supervisor and Counterpart Workshop
53

C. Practice [45 minutes]

1. Report on and/or post lists compiled by small groups. A representative of each 

of the groups presents their list. Facilitator should make sure that everyone is 

comfortable and in agreement with the expectations that the others have of them. 

Draw correlations between the similar expectations (such as professional respect, 

punctuality, etc.). If one group is not comfortable with an expectation, suggest 

alternatives that are acceptable. Do not move on until all are comfortable with 

what has been written. 

D. Application [10 minutes]

1. Ask if there were any surprises from this session. Ask the group to identify 

strategies they can use to recheck assumptions and expectations. 

2. Reemphasize the importance of establishing expectations early on in the 

relationship. Explain to the group that you will type up the lists that have been 

presented and distribute them. 

Appendix II
54 Peace Corps

Cross-Cultural Communication

Peace Corps/Ecuador

Rationale 

It is important for Trainees and their community partners to identify differing cultural values 

in order to work effectively together.

Time 

1 hour and 15 minutes

Objectives

By the end of the session, the participants will be able to: 

✓ Identify differences in cultural values between North Americans and Ecuadorians that 

could impede their professional interaction. 

✓ Identify strategies and solutions that can help facilitate effective communication 

among Volunteers, Counterparts, and Supervisors. 

Procedure 

A. Motivation [5 minutes]

1. Have participants form two lines of people and play “telephone.” One person in 

each line starts at the end of the line, says something into the ear of the person next 

to him/her, who repeats this to the person next to him/her, until the message gets 

to the end of the line. 

2. Discuss the elements of communication in this game: a sender and a receiver, how 

the message is interpreted, and how the interpretation happens at both linguistic 

and cultural levels. 

B. Information [30 minutes]

1. In separate groups, Counterparts and Trainees discuss the following questions 

(one person should be selected to present to the other group):

a. Questions for Counterparts:

•	 What are important Ecuadorian values?

•	 What should North Americans know about your culture? 

b. Questions for Trainees:

•	 What are important North American values?

•	 What should Ecuadorians know about your culture? 

C. Practice/Participation [15 minutes]

1. In a large group, ask for a presentation of each group’s results.

Developing a Supervisor and Counterpart Workshop
55

D. Application

1. Discuss results of the activity and implications that this information might have 

for Volunteer/Counterpart relationships. 

2. What strategies can be used to promote effective communication? 

Appendix II
56 Peace Corps

Relationships:

Cultural Thresholds of Intimacy

Peace Corps/Washington

Time 

2 hours

Objectives

By the end of this session the participants will be able to:

✓ Identify five key thresholds of intimacy in their respective cultural milieu

✓ Define a personal strategy for managing intimacy in their relationships

Introduction

1. Explain: As human beings it is quite natural for us to develop a variety of relationships with 

many different people. Over time, as trust and respect are established, people grow more 

intimate. The level of intimacy will vary with the different kinds of relationships people 

develop. Think about how the levels of intimacy vary among the following relationships:

•	 parent – child •	 wife – husband 

•	 siblings •	 roommates

•	 work colleagues •	 friends

•	 acquaintances •	 fellow bus passengers

•	 classmates •	 merchant – customer

We selectively allow others to cross a “threshold of intimacy” by sharing more and 

more of our personal and private selves through words, posture and actions. Thresholds 

of intimacy are often culturally linked. Volunteers’ limited language and cross-cultural 

understanding may hinder their ability to accurately interpret how their words, posture, 

and actions are being perceived, and to accurately interpret the words, posture, and actions 

of others. For instance, while direct eye contact may be a sign of respect in one cultural 

setting, it may be deemed disrespectful in another, or interpreted as an invitation for greater 

intimacy in still another (especially between a man and a woman).

Exercise I

1. Divide participants into groups of four to six. Groups should represent as much gender and 

cultural diversity as possible.

2. [10 minutes] Brainstorm. Facilitator asks each group to identify and discuss as many 

thresholds of intimacy as they can, writing each on a sticky note or other card (the 

facilitator may want to offer an example, such as addressing one another by first name). 

Developing a Supervisor and Counterpart Workshop
57

3. [5 minutes] After further discussions each group should highlight those thresholds that 

apply specifically to the host culture.

4. [15 minutes] Each group presents the results of the brainstorming exercise and the 

highlighted list of thresholds that apply to the host culture. Through consensus the 

participants produce a single combined list of host culture thresholds of intimacy.

5. [5 minutes] Ranking. Facilitator asks participants to plot the highlighted thresholds using 

the chart below from least intimate to most intimate. 

Thresholds might include but are not limited to the following:

1. Style of dress

2. Direct eye contact

3. Smile 

4. Use of familiar pronoun 

5. Use of first names

6. Sharing meals

7. Meeting as a “couple” in public

8. Accepting a drink or gift

9. Agreeing to dance with member of opposite sex

10. Affectionate touching (in public)

11. Entertaining a visitor at home

12. Making out

13. Entertaining visitor at home after dark

14. Having sex

◊ = stranger  = threshold ☐ = PCV

◊               ☐

1 2 3 4 5 6 7 8 9 10 11 12 13 14

6. [5 minutes] Explain: In the illustration above, the stranger must cross at least 14 thresholds 

of intimacy before reaching the Volunteer’s most intimate personal space (illustrate this 

by moving the ◊ from left to right). These thresholds are the boundaries that a stranger 

negotiates as a relationship develops and trust is built. Unless a Volunteer is vigilant, 

a stranger may cross several thresholds before the Volunteer is aware of how intimate 

the relationship has become. This unwanted intimacy may result from an innocent crosscultural miscommunication, or from conscious manipulation on the part of an opportunist. 

As Volunteers will develop many relationships throughout their service, it is necessary 

that they understand the “ground rules” that govern relationships in the host culture.

Appendix II
58 Peace Corps

Exercise II

1. Participants return to original groups.

2. [15 minutes] Brainstorm.

Facilitator asks each group to consider the thresholds of intimacy identified in Exercise 

I and through discussion and consensus recommend culturally appropriate strategies that 

establish effective boundaries for each. 

1. Dress in a respectful and unprovocative manner.

2. Avoid direct eye contact with members of the opposite sex.

3. Assume a posture that is consistent with intent of words (to say “no” and mean it, 

do not smile while you say “no”).

4. Address others, especially those of the opposite sex, in a polite and respectful 

manner.

5. Share meals in a mixed group or family setting.

6. Be mindful of receiving and giving gifts, especially with members of the opposite 

sex. Understand the cultural implications of these actions.

7. Entertain visitors during daylight hours in common (public) areas.

8. Invite a friendly third party to be present during a visit.

3. [15 minutes] Each group presents its strategies to the plenary.

4. [20 minutes] Scenario. 

Facilitator asks each group to read and discuss the following scenario, and answer the 

questions that follow.

PCV Lisa decides to travel by overnight bus to the capital city to attend 

a peer training workshop. She takes a window seat about halfway 

toward the rear of the bus and settles in for the long ride. Before the 

bus departs the aisle seat is taken by a well-dressed middle-aged man. 

He greets Lisa in a friendly manner and they strike up a conversation 

that continues on and off throughout the trip. The conversation reveals 

that the man, Vandy Moro, is a local businessman from the region 

returning to the capital after a visit to his family. Lisa has explained to 

Mr. Moro her role as a Peace Corps Volunteer and that she hopes to 

return to the U.S. after two years to further her studies in public health. 

When the bus makes its first stop Mr. Moro, acknowledging that as a 

Volunteer Lisa probably has little money, buys her a sandwich and 

Developing a Supervisor and Counterpart Workshop
59

coffee, which she accepts gratefully. Later, when the bus stops once 

again, Lisa and Mr. Moro share a few beers. Back on the bus, Mr. 

Moro soon falls asleep and ends up slumped against Lisa’s shoulder. 

She too eventually falls asleep and awakens as the bus pulls into the 

station. Mr. Moro is met by a vehicle at the station and he offers to 

drop Lisa at her hotel. When they arrive he gives her his business card 

and writes down his home telephone number. “Call me, Lisa, if I can 

ever be of assistance,” he says. “Thank you, Vandy,” she replies, “I 

am very pleased to have met you.”

Two days later Lisa answers the phone at 8:30 p.m. It’s Vandy. “Hello 

Lisa. I’ve stopped by for a visit to see how you’re getting on,” he says. 

Lisa, wishing to be hospitable and culturally sensitive, invites him up 

to the room. They talk pleasantly for a while. By 10 p.m. Lisa is tired 

and informs Vandy that she wishes to sleep. Half-jokingly, he offers 

to share her bed. “Thanks for the offer, Vandy,” she jokes back, “but 

I don’t think so.” “C’mon Lisa, two years is a long time. We’re both 

adults,” he insists. Realizing now that the situation has gotten serious, 

Lisa threatens to scream unless Vandy leaves immediately. He replies 

angrily, “If you weren’t interested, you should not have led me on.”

a. What are the thresholds of intimacy crossed by Mr. Moro?

b. What strategies could Lisa have employed to establish clear boundaries?

5. [15 minutes] Each group presents its results.

6. [10 minutes] Personal strategy.

Participants should use the remaining time to write down their personal strategies to 

establish boundaries and control the thresholds of intimacy. If time permits and participants 

desire, these strategies can be shared.

Additional scenario.

PCV Donna has established an excellent working relationship with 

her male counterpart, Mr. Eliot. He helped her find housing and 

introduced her to the local authorities in her community when she 

first arrived at her site. Over time Donna has befriended Mr. Eliot’s 

wife and always remembers to send some small gifts for his young 

children. During the latest health education campaign Donna and 

Mr. Eliot have spent many days together in the field, often working 

into the night. Lately, Donna has been encouraging Mr. Eliot to 

pursue a professional course being offered in the U.S. She has written 

reference letters citing his excellent work and good character. One 

night after sharing dinner, when Donna and Mr. Eliot returned to 

the hostel where they maintained separate rooms, he suddenly and 

Appendix II
60 Peace Corps

without warning embraced her and attempted to kiss her on the mouth. 

Donna managed to struggle free and make it clear to an embarrassed 

Mr. Eliot that he had acted improperly. Despite his apologies, Donna 

feels mistrustful of Mr. Eliot and is considering a site change. 

a. What are the thresholds of intimacy crossed by Mr. Eliot?

b. What strategies could Donna have employed to establish clear boundaries?

Developing a Supervisor and Counterpart Workshop
61

Working With Peace Corps Volunteers:

Using Role Plays in Training

Adapted from Peace Corps/Tanzania

Rationale

This session is organized to introduce the concept of “crossing cultures” to Counterparts, to 

provide an opportunity for them and their Trainees to discuss the basis for some of their cultural 

differences, and to consider how they might best work together over the next two years. 

Time 

2 hours

Objectives

By the end of the session, Counterparts: 

✓ Will understand the concepts of culture, of cultural difference, and of ethnocentrism/ 

cultural relativism.

✓ Will be able to apply these concepts in small groups to “critical incidents” illustrating 

the crossing of cultures.

Integration Point

The whole session, including the small group discussions (but not including one role 

play), was done in Swahili, and used examples of critical incidents that applied to the 

environmental sector.

Trainer Preparation 

The cross-cultural coordinator: 

1. worked with language and cross-cultural trainers as well as Trainees in the preparation 

of two “motivating” role plays, 

2. developed 12 critical incidents, two for each of six groups of Counterparts and 

Trainees, and 

3. prepared a talk introducing the relevant cultural concepts, including an “iceberg” flip 

chart and visual aids.

Procedure 

1. The session opens with a role play: a “community entry” scene with a Volunteer at 

a local wedding. The Volunteer is making cultural mistakes from assumptions he has 

about weddings. 

2. This is followed by a brief lecture on culture. Tanzanian and American cultures are 

compared to two different icebergs: one red, the other green, each with visible (observable 

behavior) and invisible parts (beneath-the-surface values and assumptions). 

Appendix II
62 Peace Corps

3. Then different examples of cultural features are presented, including a brief discussion 

of the underlying cultural conceptual differences (formality versus informality and 

comparative attitudes toward work were used). 

4. This is followed by half an hour of small group discussions of critical incidents, including 

the relevant cultural dimensions. 

5. Small group sessions are processed in the larger group, with Tanzanians and then Americans 

discussing what new ideas they learned about working with the other.

Counterpart Workshop Scenarios

For each of the following scenarios, discuss the following questions, if relevant:

•	 What issues are raised by the scenario?

•	 What cultural differences seem to be expressed in the scenario?

•	 How might Tanzanians interpret Volunteer behavior?

•	 What advice can Tanzanians offer to Volunteers about “crossing cultures”?

Scenario One:

Volunteer Brian’s Counterpart says, “Brian, I think it would be best if you spent a lot 

of time during your first three months at your site visiting schools and helping them 

develop environmental education programs. Brian replies, “That is one idea. But would 

it be better to spend more time visiting farmers and get established in the various 

communities that way?”

Scenario Two: 

Volunteer Gloria enjoys being active and is in excellent physical condition. In the United 

States, she runs five kilometers almost every day and plays sports. When she gets to her 

site, she notices that the primary school near her house has a very good track. She says to 

her Counterpart, “I notice that the women here do not run, and I have never seen women 

wear shorts, even the few who ride bicycles. But my body is important to me. I do not 

want to be Tanzanian. I want to be me. Is it okay for me to run in the morning or evening? 

Will anyone care what I wear?”

Scenario Three:

Volunteer George’s Counterpart visits him one day and says, “You know my good friend 

Safari? Yesterday we were driving near Babati, and he hit someone riding on a bicycle. 

Fortunately no one was seriously hurt, but the bicycle was destroyed. The police gave him 

a ticket, and they asked me lots of questions as a witness.” George asks, “How fast was 

Safari driving?” The Counterpart says, “Fifty miles an hour.” George says, “What did you 

tell the policeman?” The Counterpart says, “I told him 30. And that is what I will tell the 

judge if the case goes to court.” George says, “But that is not right.”

Developing a Supervisor and Counterpart Workshop
63

Scenario Four:

Volunteer Dana is invited by the head of the local NGO she works with to attend an 

important meeting at 10 a.m. on Thursday. Dana rides her bicycle five kilometers to the 

meeting, arrives on time, but no one is there. She cannot find anyone, so she waits an 

hour and then leaves. Later in the afternoon, when she would like to spend some time by 

herself, she arrives home and finds the head of the NGO and two villagers awaiting her. 

They were on their way home from the meeting, which actually started at 1 p.m., and 

decided to stop by for a visit. “Sorry,” they say. The next time she meets her Counterpart, 

she complains about all the time she wasted the previous Thursday. He says, “Yes, I heard 

you missed the meeting. That’s life. What can you do?”

Trainers’ Guide for Processing Counterpart Workshop Scenarios

Scenario One: 

Most American Volunteers are trained in education systems that value discussion and 

debate. Volunteer Brian might be perceived as challenging his Counterpart’s authority in 

this scenario, but the scenario is meant to illustrate the questioning nature of Americans’ 

learning styles, their need to understand the underlying bases for a situation, and the 

importance given to thinking critically. It is true, too, that young Americans are raised to 

question authority.

KEY CONCEPTS: egalitarian versus hierarchical; learning styles.

It is important that the discussion not center upon what proportion of Volunteer Brian’s 

time should be spent in the classroom or with farmers. Rather, the focus should be on how 

different American and Tanzanian learning styles are and whether this cultural difference 

might lead to conflict.

Scenario Two: 

The issue in this scenario is how much of “herself” a Peace Corps Volunteer can retain, 

as she makes her cultural adjustment to living in a Tanzanian community. Gloria’s selfdefinition includes being in good physical condition, a condition she has maintained in the 

United States by engaging in such self-indulgent leisure activities as running and engaging 

in sports. (If a Tanzanian villager is in good physical condition, it is probably because she 

works hard and walks great distances!) At the same time, Gloria is self-conscious enough 

(or finds herself to be “consciously competent” enough) to ask what villagers will think of 

her running and her attire. She would, most likely, not want to be thought of as a tourist, 

the type of person whom Tanzanians often see dressed in clothing more appropriate to an 

American college campus or resort. There have been times in Tanzania’s history when 

foreigners have been confronted for dressing inappropriately, and tourists are routinely 

warned in Muslim areas that they need to dress modestly.

Appendix II
64 Peace Corps

KEY CONCEPTS: concept of self: individualism versus collectivism: stages of adjustment: 

levels of cultural awareness.

The point was made during discussion that Gloria’s behavior might be thought of as 

strange initially, but if she waited to begin running until after she had established herself 

in the community, then she would be known for more than her running or attire. Even 

for women Volunteers who do not run, attire (and behavior) will be an issue if they ride 

bicycles. Many women Peace Corps Volunteers express pride in the extent to which they 

might be role models to young Tanzanian women: well educated, serving in positions of 

responsibility, individualistic, not subservient, and yes, active.

Scenario Three: 

This scenario is adapted from a critical incident called “An Accident,” which appears in 

Culture Matters (page 67), in a discussion of “personal versus societal obligations, or the 

conflict between individual and social ethics.” The authors report that when a variation 

of this scenario was presented to Venezuelans and Americans, 66 percent of Venezuelans 

surveyed said that they would testify that their friend was driving at the slower speed, while 

96 percent of Americans said they would not. The authors assert that the gap illustrates 

“the difference between being a universalist (many Americans) and a particularist (many 

Venezuelans). Universalists tend to feel that right is right, regardless of circumstances, 

while particularists tend to feel you always have to take circumstances (the person in 

trouble here is your friend) into account” (page 238). The Counterpart workshop scenario 

was developed to illustrate a presumed similar value conflict.

KEY CONCEPTS: universalism versus particularism; personal versus societal 

obligations. 

This was the only scenario explored at the Counterpart workshop that did not reveal 

significant cultural difference between American Trainees and their Tanzanian Counterparts: 

both nationalities, in small group discussion, embraced the particularist concept, feeling 

that at least in the Tanzanian context, no purpose would be served for the case to go to 

court, no one was badly hurt, and friendship is important.

Those who discussed this incident still felt that the scenario was worth analyzing, because 

interesting points were raised and it was good to know that at least some Tanzanians and 

some Americans share some fundamental cultural values where one might expect there to 

be conflict.

Scenario Four: 

Many Americans think of time as being more monochronic than polychronic: one keeps 

track of time, there is only a limited amount of time, and being late for an appointment is 

an insult. Dana demonstrated her impatience with polychronic time by returning home, 

and her Americanness by wanting to be alone; the villagers are probably confused by both 

behaviors. Her Counterpart’s passivity (“That’s life. What can you do?”) does not make 

Dana any happier with the situation.

KEY CONCEPTS: monochronic versus polychronic time; activism versus passivism; 

privacy; “downshifting.”

Developing a Supervisor and Counterpart Workshop
65

There are many things Dana could have done to salvage the day: she could have gone to 

the meeting with a friend, maybe the VEO; she could have spent the time visiting people 

in the village; she could have taken a book with her; she could have “downshifted,” that 

is, adjusted her expectations or reconsidered her priorities. In fact, many participants in the 

Counterpart workshop were impressed with Americans’ fondness for monochronic time, 

suggesting that they should not be so casual toward time and deadlines.

Appendix II
66 Peace Corps

Alternative Role Plays/Critical Incidents

Peace Corps/Ukraine

Other role plays that can be used in training with Supervisors/Counterparts.

Role Play # 1: Honest Work Is Good Work

The American:

You, a Volunteer, are concerned about how efficient your colleagues are at the institute; 

they frequently take advantage of the office telephone and computer for long periods of 

time to take care of personal problems and play computer games, take long tea breaks, 

are late or miss classes, or simply sit around and do nothing. You, the Volunteer, know 

that the rector of your institute is very interested in improving education, getting more 

accreditation, and improving staff morale, so you feel that it is your responsibility to 

approach the director and discuss your colleagues’ behavior with him.

The Ukrainian:

You have been called to your rector’s office to talk about a meeting he has just had with the 

new American Peace Corps Volunteer. The Volunteer has mentioned that he/she has seen 

instructors and professors sitting around and wasting time and taking advantage of their 

positions, and he feels that this is detrimental to the education provided at the institute. 

When talking with the director, you will mention the following points:

•	 The Volunteer uses the institute e-mail for personal use.

•	 The Volunteer makes a lot of personal calls from the institute office (you suppose 

they are personal because you do not speak English).

•	 The Volunteer leaves the institute to go shopping, get haircuts, etc.

•	 The rector has never mentioned any problems with your work.

Developing a Supervisor and Counterpart Workshop
67

Role Play # 2: Because I’m the Boss, That’s Why!

The American:

Through personal observations and conversations with colleagues of your school you 

have discovered some ugly truths about the less-than-progressive director of the school. 

He is generally very friendly toward you and has actually put several of your ideas to work 

successfully, but you notice that he prefers the old “shouted command” autocracy when 

dealing with his subordinates. Most of your colleagues do not like the director and they all 

fear him, which has obvious drawbacks for staff morale. Aside from morale, you see that 

this type of leadership stifles creativity, initiative, and any attitude of teamwork.

Your task is to address the director with your feelings, but not damage your relationship, 

and therefore your future, in the organization.

The Ukrainian:

You work for a very difficult director who likes to shout and order people around. A 

Volunteer in your school has noticed that the director’s style is not very healthy in a modern 

working environment, so he approached the director to talk to him about this. Now the 

director is very angry and he has called you into his office. You know that the Volunteer 

is only trying to help, but the Volunteer will be gone in a couple of years; meanwhile, you 

cannot risk losing your job. When the director asks you questions, respond as follows:

•	 You do not know what he/she is talking about; everyone respects the director very 

much.

•	 You wish these foreigners would not come here asking all kinds of questions and 

making accusations.

•	 It seems to you that the Volunteer is trying to make trouble, or perhaps does not 

understand how things are done in Ukraine.

Appendix II
68 Peace Corps

Role Play # 3: It’s a Wonderful Life

The American:

You are having difficulty at your site with a few co-workers who refuse to cooperate with 

you on projects; they do not even want to listen to what you have to say about Western 

organizations and business education ideas. First, you found that if you used the chain of 

command (went through the rector) you got some cooperation and people started working, 

but recently you have come to the conclusion that this is only lip service; your co-workers 

are only going through the motions, and they spend a great deal of time working on 

personal projects that have nothing to do with their teaching jobs.

You decide to take this up with the rector, but you suspect that the lack of support may 

actually be starting from him, then filtering through your colleagues. You must be delicate 

in your approach, but you want to stress that as much as 50 percent of your co-workers’ 

office time is spent on personal endeavors, which itself is not a problem, but requires that 

everyone work later hours—and no one wants to do that if it is not necessary.

The Ukrainian:

An American Peace Corps Volunteer has been assigned to work with you and a couple of 

your co-workers. This person is new to Ukraine and you feel, in spite of his/her education 

and experience, that this person does not know enough about the way things work in 

your country to be taken seriously. Your director has called you into his office to discuss 

your working relationship with this person. When speaking with the director, keep the 

following in mind:

•	 The Volunteer complains about you working on personal projects, but often leaves 

the office during the day to work on what he/she calls “secondary projects,” then 

comes back in the late afternoon and expects you to work late because his project 

is not ready.

•	 The Volunteer is only there temporarily; you are concerned with long-range 

success and development of your institute.

•	 The Volunteer says he/she knows what Western donor organizations expect, but 

he has never worked directly with one. You, on the other hand, have been working 

with them for a year.

Developing a Supervisor and Counterpart Workshop
69

Role Play # 4: That Doesn’t Translate!

The American:

You have been provided with the services of a very competent translator at your site and 

your working relationship has started off very well with him/her. As frequently happens in 

situations where two people spend a lot of time together, an extra-professional attraction 

has developed. For your own reasons, you decided that it would be best to not pursue a 

dating type of relationship with this person, and you have delicately let him/her know your 

feelings.

The translator seemed to have taken the news well when you delivered it, but very quickly 

his/her tone became cold, then unprofessional. Suddenly, this person speaks no English 

to you, documents seem never to get translated, and he/she is late or does not show up to 

appointments where you need an interpreter. You have spoken with this person several 

times about the problem, but he/she insists that there is no problem, and nothing changes. 

You now have to explain to your Counterpart why a recent report was not completed on 

time, and the reason is that you did not get any cooperation from your interpreter.

By the way, the interpreter is your Counterpart’s son/daughter!

The Ukrainian:

The Volunteer assigned to your office has failed to get several reports completed on time 

and you are going to meet with him/her to discuss this. His/her interpreter happens to be 

your child. He/she may tell you that the interpreter has made social advances, which were 

declined, ultimately resulting in problems in their relationship. The issue of a sexual or 

social advance is unimportant to you because you trust your child; however, the following 

issues are very important to you:

•	 The Volunteer may be dumping responsibility for his/her work on the interpreter.

•	 The Volunteer’s language skills are not what they should be.

•	 Does the Volunteer think that there is something so terribly wrong with your child 

that he/she cannot date her/him?

Appendix II
70 Peace Corps

Culture and the Ideal Teacher 

Peace Corps/Ethiopia

Rationale 

This session explores the cultural differences related to education and schools. It allows both 

Trainees and Supervisors to understand the gap that may exist between their educational 

ideals.

Time 

1 hour and 30 minutes 

Objectives 

Participants will be able to:

✓ Draw a picture representing their ideal teacher and ideal classroom.

✓ Make observations about their drawings, deducing basic cultural and value-based 

differences between Ethiopian and American classrooms.

✓ Briefly review the potential results of such differences.

✓ Share personal experiences in which they came into conflict with a Volunteer because 

of different educational ideals.

✓ Discuss strategies for minimizing conflict between directors and Volunteers.

Materials 

Flip chart paper, markers

Procedure 

1. Divide participants into small groups according to nationality. Each group should be 

composed of Trainees and Supervisors. Distribute a piece of flip chart paper and crayons to 

each group. Ask participants to draw a picture of their ideal teacher and/or ideal classroom. 

Encourage participants to be imaginative, including anything that they think represents the 

ideal teacher/classroom. Allow approximately 15 minutes for this.

2. At the end of the given time, ask each group to hang their drawing on the wall. Divide 

and label the wall: one for the Ethiopian Supervisors’ drawings and one for the American 

Trainees’ drawings.

3. Invite all participants to come to the front of the class and look at the artistic exhibition of 

the ideal teacher/classroom. Allow enough time so that everyone can look at and analyze 

all drawings.

Developing a Supervisor and Counterpart Workshop
71

4. Discuss the following questions:

•	 Are there any differences between the Ethiopian and American drawings? What are 

they? 

•	 How did the Ethiopians represent the classroom/teacher/students? The Americans? 

•	 What objects are present in one group that are not as prevalent in the other? 

•	 Why do these differences exist? 

•	 What are these differences based on?

5. Using the answers provided by participants to the above questions, explain that our 

ideals—everything we believe to be the best—are based on our culture. In Ethiopia, there 

may be a strong value placed on a teacher-centered classroom, while in the U.S. more 

value may be placed on a student-centered classroom. One is not necessarily better than 

the other; they are just different.

6. Briefly review the session on direct/indirect communication, asking participants what 

could potentially happen when two different cultural values come into contact. [Conflict] 

Ask why this conflict occurs. [People believe that their value is best.]

7. Ask Supervisors to share any value-based experiences of conflict that occurred in their 

schools with Peace Corps teachers. In addition, ask any participating Volunteers to share 

conflicts that they experienced because of this difference in ideals.

8. Conclude by stating that it is not possible for Ethiopians to become Americans and vice 

versa. It is not realistic to expect Volunteers to transform their classrooms into their ideal. 

Similarly, Supervisors should not expect Volunteers to teach exactly like their Ethiopian 

colleagues. Peace Corps Volunteers have something different to offer their students, and 

they need to do this within the context of an Ethiopian school. The challenge is for Peace 

Corps Volunteers and Supervisors to work together to create a shared ideal, a fusion or 

hybrid of both American and Ethiopian ideals.

Appendix II
72 Peace Corps

Peace Corps Regulations and Policies:

Chain of Command in Organizations

Peace Corps/Romania

Objectives

By the end of the session, participants will be able to identify the appropriate person in the 

administrative structure to whom to address a typical everyday question or challenge. 

Procedure 

A. Motivation [5 minutes]

1. Divide into two groups. 

2. Give Trainees an agency organizational chart, and give host country nationals and 

Supervisors an organizational chart of the Peace Corps. 

3. Ask each group to identify the primary responsibilities of each position. 

B. Information [30 minutes]

1. Present a chart of the school’s administrative structure and responsibilities. 

2. Present a chart of the Peace Corps’ administrative structure and responsibilities.

C. Practice [45 minutes]

1. Give a list of everyday challenges to the Trainees and Counterparts and have them 

decide whom to address to solve them.

Host country national situations:

a. One of your students shows up three times a semester. To whom do you 

speak?

b. The Peace Corps needs you to come to the In-Service Training conference. 

Whom do you tell about it?

c. Your schedule is constantly changing. To whom do you go to talk about it?

d. Your colleague is sick. Her students have to go to your group, but you 

designed a plan and you have cards only for your students. What will 

you do?

e. You have an idea to organize the citywide sports trials. To whom will you 

go with the idea?

Developing a Supervisor and Counterpart Workshop
73

Peace Corps situations:

a. Your Volunteer has a medical emergency. 

b. You would like to request another Volunteer for next year. 

c. You need to be reimbursed for your expenses for coming to the Supervisor/

Counterpart workshop. 

d. Your Volunteer sometimes does not show up for work.

e. Your Volunteer was unfortunately robbed. 

D. Application [15 minutes]

1. Counterparts and Trainees work in pairs to discuss the structure of their own 

organization and identify names of people in different positions. 

2. Participants will be better equipped to deal with certain situations after the 

session.

Evaluation

Monitor the types of questions you get from Volunteers regarding this issue.

Appendix II
74 Peace Corps

Action Planning: Identifying Key Dates and Expectations

Peace Corps/Eritrea

Note: This example is school based, and can be modified for other agency work.

Rationale

Trainees will get information from their Supervisors in the workshop about the [academic] 

calendar they are going to use for the next year in their [schools] agencies. 

Time 

2 hours

Objectives 

By the end of the session, participants will be able to:

✓ List their school’s academic calendar events.

✓ Identify the main parts of the calendar.

✓ Compare it with a different area’s calendar and know why the difference happens.

Materials 

Copies of Eritrean school year calendar 

Flip chart with questions

Markers 

Preparation 

Photocopy handouts and prepare flip charts with questions written on them.

Procedure 

A. Introduction

1. Ask questions about the importance of the academic calendar. Note ideas on flip 

chart. 

2. Ask what things are in the academic calendar. Note ideas on flip chart. 

B. Presentation

Show the questions on the flip chart:

1. How many teaching days are there per week?

2. When is registration? Who should be involved during this time?

3. When do classes start?

4. When is the midsemester exam? What is the system during this time?

Developing a Supervisor and Counterpart Workshop
75

5. When is the first semester exam?

a. Is there a semester break? For how long?

b. What do teachers do?

6. How many teaching days and how many holidays are there during the first 

semester?

7. When do the second semester classes start?

8. When is the midterm exam for the second semester? What is the system here?

9. When is the final exam? What happens during this time?

10. When is closing of school? What happens during this time? Who is involved in 

this time?

11. During the second semester, how many holidays/teaching days are there?

C. Practice

1. Break into groups, discuss the questions with your director, and make an academic 

calendar together.

2. Process it: What does it look like?

3. Then give Trainees some time to ask their directors questions about their 

calendar.

D. Application

Trainees will make decisions about their own plans working with an agency 

calendar.

Note: For more ideas for Supervisor and Counterpart training, posts are encouraged to 

network and share their best practices and effective session designs.

Appendix II
76 Peace Corps

Notes

Developing a Supervisor and Counterpart Workshop
Working 

With 

Supervisors 

and Counterparts

Section 3

A 

Supervisor/Counterpart 

Model Handbook

A “How To” Workbook

iii

Contents of Introduction

Introduction.............................................................................................................................v

About This Workbook...........................................................................................................v

Additional Resources...........................................................................................................vi

Content Areas.......................................................................................................................vi

Workbook Design .............................................................................................................. vii

 A Supervisor/Counterpart Model Handbook
iv Peace Corps

 A Supervisor/Counterpart Model Handbook
v

Introduction

Many posts are increasing Counterpart and Supervisor participation in all aspects of their 

projects. This participation greatly increases the richness and sustainability of the project. 

Posts often hold Supervisor/Counterpart conferences to prepare Supervisors and Counterparts 

for their work with Volunteers and use Supervisor/Counterpart handbooks as a supplemental 

guide and reference. Supervisor/Counterpart handbooks generally include the following 

information:

➢ Policies and regulations

➢ Project purpose, goals, and objectives

➢ Roles and expectations

➢ Emergency procedures

➢ Other management or procedural topics

About This Workbook

This workbook will help you develop or refine a handbook to use at your post. Handbooks 

contain general information about the Peace Corps’ history, culture, and rules. They also 

provide specific insights into each project. 

This workbook has two components:

1. The copy you are currently reading, and

2. A CD-ROM that you can use to create your own workbook.

This copy contains this introductory section and a sample handbook created from actual 

handbooks from various Peace Corps posts. You can review the handbook and adapt it to your 

own needs. Use the CD-ROM included in the materials to create your own handbook.

Much of the material in the handbook is the same worldwide: specifically, the history and 

goals of the Peace Corps, and rules, regulations, and policies. You can use that material exactly 

as it is in the electronic handbook file. Other things differ by post, such as individual projects. 

The electronic file provides blank areas in which to add your own content about things that are 

unique to your post and projects. Each section contains guiding questions to help you think 

about and write your own content.

If you already have a handbook you should consider revising it:

✓ when a project plan is revised.

✓ when a new project is started, and

✓ prior to annual Supervisor/Counterpart workshops.
vi Peace Corps

Additional Resources

To maximize your efforts on developing or revising a handbook, you should seek participation 

of the country director, the administrative officer, the medical officer, the programming 

and training officer, and cross-cultural trainer, and others to make sure that the necessary 

information is included and that the information is accurate. You could also review the 

following documents:

•	 Any previous Supervisor/Counterpart handbook(s) at your post

•	 Current project plans

•	 Country and community agreements

•	 Staff contact information

•	 Information on emergency procedures

A handbook is a living document that evolves over time, reflecting changes in the projects and 

the country program. As outlined in the first section of the manual Working With Supervisors 

and Counterparts, there are many opportunities for participation by community partners and 

Volunteers.

Content Areas

This workbook addresses nine content areas that are usually included in a Supervisor/

Counterpart handbook in the field:

1. Welcome and introduction

2. Basic information about the Peace Corps

3. Program, project, and country-specific information

4. Description of two-year Volunteer cycle

5. Cultural differences and cross-cultural communication

6. Roles and responsibilities of Supervisors, Counterparts, Volunteers, and Peace Corps 

staff

7. Peace Corps regulations and policies

8. Frequently asked questions

9. Emergency procedures and contact information

 A Supervisor/Counterpart Model Handbook
vii

Workbook Design

The workbook that you are now reading is a sample for the creation of your own post’s 

handbook. We include some standard headings and content that you also will find on disk and 

suggest where and how you can best customize the handbook for your post. The following 

formats are used to help you develop your customized handbook.

Suggested topics or subheads designated are by a sans-serif font in italics. (Like this)

•	 Topics that are the same for all Peace Corps posts around the world contain suggested 

text.

•	 Topics that change by post contain the subheading, guiding questions, and examples 

from other posts. (The examples from other posts, in shaded boxes, are not included on 

the disk that you will use to create your handbook.) 

Information that is provided to give you guidance is in italics and a shaded box that looks 

like this: 

The first section of the handbook welcomes Supervisors and Counterparts and provides 

an introduction to the handbook.

(This information is not included on the disk you will use to make your own 

handbook.)

When there is a place in the text for you to insert your country’s name you will see [country].

The text alignment and page breaks may change when you add your own content. Once your 

content is inserted electronically, you will need to adjust page breaks. As space allows, insert 

appropriate graphics and/or photographs available to you.

When you have completed your handbook, or whenever you make changes, be sure to adjust 

the table of contents to correspond.

Introduction
viii Peace Corps

Working With Supervisors and Counterparts
Supervisor/Counterpart 

Handbook

Peace Corps [country]

Date

iii

Contents

Welcome!..................................................................................................................................1

Greetings and Welcome to the Peace Corps!........................................................................1

About the Peace Corps ...........................................................................................................2

Who We Are..........................................................................................................................2

Who Are the Volunteers?...................................................................................................2

How Do Americans Become Volunteers? .......................................................................3

Why Do Americans Join the Peace Corps? ....................................................................3

What Do Volunteers Do?...................................................................................................4

Peace Corps Acronyms......................................................................................................7

The Peace Corps in [country] ................................................................................................9

About Peace Corps/[country]................................................................................................9

Peace Corps Projects in [country].......................................................................................11

Peace Corps Projects in [country].......................................................................................11

Volunteer Two-Year Cycle....................................................................................................13

Cultural Differences..............................................................................................................14

Cross-Cultural Adjustment and the Volunteer.....................................................................14

Roles and Responsibilities for Working With Peace Corps Volunteers...........................17

Responsibilities of the Peace Corps....................................................................................17

Responsibilities of the Host Agency..............................................................................17

Roles and Responsibilities of the Volunteer.................................................................18

Roles and Responsibilities of the Volunteer’s Supervisor..........................................18

Roles and Responsibilities of the Counterpart .............................................................19

Regulations and Policies.......................................................................................................20

Peace Corps Regulations and Policies................................................................................20

Frequently Asked Questions From Supervisors and Counterparts.................................27

Emergency Procedures .....................................................................................................30

Medical Emergencies..........................................................................................................30

Other Emergency Situations...........................................................................................31

Emergency Information...................................................................................................31

Sample: Information Needed in the Event of an Emergency.....................................32

Peace Corps Contact Information ..................................................................................33

Quick Guide to the Peace Corps’ Policies...........................................................................34

Legal Status.........................................................................................................................34

Financial Gain...................................................................................................................34

Drugs..................................................................................................................................34

Alcohol...............................................................................................................................34

Supervisor/Counterpart Handbook 
iv Peace Corps

Political Expression..........................................................................................................34

Firearms.............................................................................................................................34

Media .................................................................................................................................34

Official Agreements.........................................................................................................35

Volunteer Transportation .................................................................................................35

Bicycle Helmets................................................................................................................35

Volunteer Health Care......................................................................................................35

Medical Emergencies.......................................................................................................35

Natural Disasters ..............................................................................................................35

Sexual Harassment...........................................................................................................35

Supervisor/Counterpart Handbook
1

Welcome!

The first section of the handbook welcomes Supervisors and Counterparts and 

provides an introduction to the handbook. It should explain the importance of 

the Supervisors’ and Counterparts’ roles in the post’s program. This introductory 

part can also give information about programming initiatives such as AIDS 

education, girls’ education, or women in development.

•	 How do you want to welcome the Supervisors and Counterparts? 

•	 What are the cross-sectoral programming initiatives of the Peace Corps 

country program?

Welcome!

Greetings and Welcome to the Peace Corps!

Thank you for working with our Peace Corps Volunteers. The focus of the Peace Corps’ 

work is on the development of people, not things—helping people develop the capacity to 

improve their lives. As a Volunteer’s Supervisor or Counterpart you will help to ensure that 

capacity building happens in your community. The Volunteers will also learn from you about 

the communities in which they live and work. The Volunteers need your help to be successful 

as they work with people and institutions in the community. You can be their partner during 

the project. 

The Peace Corps begins the process of development by designing a country program at 

each post. The process involves people in the host country who will become partners in the 

development work. Those people help the Peace Corps understand the country’s needs from 

the community all the way to the national level. One rule in the Peace Corps is that the Peace 

Corps cannot work alone. Work must be done with the participation of host country nationals 

such as Supervisors and Counterparts. Everyone benefits when people plan together, work 

together, solve problems together, and learn together. The participation, support, and direction 

that Supervisors and Counterparts give to Peace Corps Volunteers are very important. 

This handbook will help you learn more about the Peace Corps and the policies and 

regulations related to the Volunteer’s assignment. It will also help you and the Volunteer 

establish a relationship built on understanding and trust. Use this handbook to understand 

roles and responsibilities, learn about cross-cultural communication issues, improve your 

communication skills, and begin your work together in your community.

 Supervisor/Counterpart Handbook
2 Peace Corps

About the Peace Corps

The purpose of this section is to explain two things:

1. What the Peace Corps is, who started it, when it was started and why.

2. Who the Volunteers are, where they are working, and how they are prepared 

for their work.

About the Peace Corps

Who We Are

The Peace Corps is an independent agency of the United States government. President John 

F. Kennedy started the Peace Corps in 1961. Its mission is to promote international peace and 

friendship through the service abroad of American Volunteers. More than 165,000 Americans 

have served in the Peace Corps in 135 countries. Volunteers try to help communities to improve 

their quality of life. They try to create new opportunities for people. Volunteers learn to speak 

the local languages. While living and working with people in communities, Volunteers share 

American culture and values. They help people learn about Americans of various ages, races, 

and ethnic and religious backgrounds. When Volunteers return to the United States they also 

help Americans learn more about the world by talking about the cultures, customs, languages, 

and traditions of other people. 

The three goals of the Peace Corps are:

1. To help the people of interested countries in meeting their need for trained men 

and women, 

2. To help promote a better understanding of Americans on the part of the peoples 

served, and 

3. To help promote a better understanding of other peoples on the part of Americans. 

Who Are the Volunteers? 

Since 1961 the Peace Corps has shared America’s most precious resource—its people. Peace 

Corps Volunteers have worked with countless individuals who want to build a better life for 

themselves, their children, and their communities. Americans must be willing to give two 

years of their lives to living and working in a developing country in order to join the Peace 

Corps. Today, there are about 7,500 Peace Corps Volunteers serving in more than 75 countries 

worldwide. More than 61 percent of the Volunteers are women. The average age of Volunteers 

is 28 years, and 7 percent of Volunteers are over the age of 50. Some 70- and 80-year-olds 

even join the Peace Corps! Most Volunteers are single, although a few are married. Volunteers 

Supervisor/Counterpart Handbook
come from every state as well as the U.S. territories. Reflecting the rich cultural diversity of 

the United States, Volunteers show other countries that Americans come from many different 

racial, ethnic, religious, and cultural backgrounds.

To be successful, Volunteers have to adapt to different cultures, be patient, and have strong 

motivation. Some Volunteers live in cities, others in rural areas and isolated communities. In 

training, Volunteers learn to speak the local language and begin to adapt to the cultures and 

customs of the people they serve. Volunteers also receive training in advanced technical skills 

that will make their work better. Volunteers work with teachers, parents, nongovernmental 

organizations (NGOs), ministries, health clinics, community organizations, and other agencies 

that serve people. 

The Peace Corps has become a model of success for efforts to promote sustainable development 

at the community level. The Peace Corps, however, is much more than a development agency. 

Volunteers represent some of America’s most enduring values: hope, peace, optimism, 

freedom, and opportunity. Volunteers are not asked to impose their values on other people 

or cultures but to build the bridges of friendship and understanding that are the foundation of 

peace among nations.

How Do Americans Become Volunteers?

Every year, almost 150,000 Americans ask for information about the Peace Corps. About 9,000 

persons decide they want to become Volunteers and complete an application. Applicants must 

have an interview with a Peace Corps officer. They must send three letters of recommendation. 

They also have to pass an extensive medical and dental examination. Finally, the Peace Corps 

checks to be sure they do not have legal problems. In the end, 3,500 people are selected. 

When an applicant has been cleared for legal, medical, skill, and personal requirements, the 

placement officer matches the applicant to a country and specific project. The Volunteer receives 

a Volunteer Assignment Description (VAD), which describes the job and country-specific 

information. This information helps the applicant decide whether to accept the invitation.

Why Do Americans Join the Peace Corps? 

There are many benefits for Americans who join the Peace Corps. Volunteers learn new skills 

for their careers and gain experience in international development. They live in and learn about 

another part of the world. Most Americans join the Peace Corps because they care about people 

and want to help others. Most Volunteers say they want to make a difference in the world.

Career Benefits

Many U.S. employers value international living experience, knowledge of other cultures, and 

foreign language skills. When Volunteers finish their two-year experience, they have gained 

skills that will help their careers.

Supervisor/Counterpart Handbook
4 Peace Corps

Educational Benefits

Volunteers can get university credit toward a master’s degree, as well as scholarships and 

assistantships at many U.S. universities. 

Financial Benefits

Volunteers get a monthly living allowance so they can live like co-workers in their host country 

community. Volunteers also receive medical and dental care, transportation to and from the 

host country, and 24 vacation days per year.

Personal Benefits

Volunteers form lasting friendships with people from different parts of the world. With the help 

of the host community, their Supervisor, and Counterparts, they become comfortable in their 

host country’s culture. They learn many new things about the world that will be important for 

the rest of their lives. Volunteers often say that they learn and gain more from the experience 

than they give.

What Do Volunteers Do? 

Peace Corps Volunteers work in different activities within the “sectors” of education, business, 

environment, health and water sanitation, youth development, and agriculture. Volunteers have 

an assignment in one of these sectors. They also have responsibilities outside of their job. They 

are expected to work on development projects with their communities. For example, English 

teachers might also have environmental or health information in their lessons. Teachers might 

also take these lessons and activities to groups outside the school. An agricultural Volunteer 

could do his primary job and also teach small business skills to farmers or help people make 

a craft from agricultural products. 

Many Volunteers also coach sports teams, advise student clubs, develop job-related resource 

materials, teach computer skills, work with community women and youth groups, and much 

more.

Volunteers work on projects developed by the country and the Peace Corps, which have 

clear goals and objectives that guide what Volunteers do in their assignments. The goals 

and objectives provide a standard to measure progress of the project. As mentioned, many 

Volunteers also work with their communities on local development projects.

Supervisor/Counterpart Handbook
5

Peace Corps Programming Criteria 

A strong project:

✓ increases local capacity, 

✓ strives to address expressed needs of those who have limited 

access to resources and opportunities, 

✓ seeks sustainable results that complement other development 

efforts, 

✓ has local participants as partners in developing, implementing, 

and assessing the project, 

✓ considers gender relationships and promotes women’s 

participation to increase their status and opportunities, 

✓ places Volunteers at the local level where needs occur, 

✓ does not displace qualified and available local workers with 

Volunteers, 

✓ uses the types and numbers of Volunteers that are consistent with 

available applicants, 

✓ has local Peace Corps staff and resources to train and support 

Volunteers to complete their assignments successfully, and 

✓ has host agencies and communities as partners who can support 

the project and the Volunteers. 

The primary focus of the Peace Corps is on capacity building and sustainable development—

helping people develop the capacity to improve their own lives. Peace Corps Volunteers try to 

build local capacity at one or more of the following four levels: 

1. Individual members of the community or the project participants (students, farmers 

in a cooperative, clients of an NGO, and so on)

2. Professionals and service providers (teachers, leaders of an NGO, managers, and 

so on)

3. Organizations (schools, NGOs, farmers’ cooperatives, and so on) 

4. Communities served by the project in which the Volunteer is working (parent-teacher 

associations, Earth Day campaigns, Bring Your Daughters to Work, summer camps, 

and so on) 

The relationship between a host country government and the Peace Corps is guided by the 

Country Agreement and the Memorandum of Understanding (MOU). These agreements 

outline the processes, requirements, and allowances under which the host country government 

recognizes the Peace Corps’ operation in the host country. The agreements also set out the 

responsibilities that the Peace Corps and host agencies have for supporting Volunteers and the 

projects to which they are assigned. 

Supervisor/Counterpart Handbook
6 Peace Corps

Peace Corps Training

Training is an essential part of Peace Corps service. Training gives Volunteers the technical, 

language, cross-cultural, and personal support skills needed for their life and work. Training 

also starts the process of questioning, learning, and discovery that continues throughout the 

Volunteers’ service. Training programs are carefully designed to get Volunteers ready to 

perform their jobs as well as possible.

In Pre-Service Training, Trainees learn:

✓ to begin to use the local language

✓ to strengthen and adapt their technical skills for their assignment

✓ to make the transition necessary to live and work effectively in a 

local community

✓ to understand, adjust to, and appreciate the culture and cultural 

differences that exist between the Volunteer and the host 

community

✓ to understand the goals and organization of their assigned agency 

and their roles/tasks within their assignment

✓ to respect and follow professional rules and guidelines of their 

agency

✓ to begin their work with their Supervisor and Counterpart(s)

Volunteers are offered other Peace Corps training throughout the course of their two-year 

assignment. Volunteers often attend these trainings with their Counterparts. 

Supervisor/Counterpart Handbook
7

Peace Corps Acronyms 

People who have worked for the Peace Corps for a long time often sound as though they are 

speaking another language because they use so many acronyms. People new to Peace Corps 

are sometimes overwhelmed and do not understand what is being said. Here is a partial list of 

Peace Corps acronyms. 

AO administrative officer

APCD associate Peace Corps director

APCMO area Peace Corps medical officer

CD country director

COS Close of Service

ET early termination

GAD Gender and Development

HCA host country agency

HCN host country national

ICE Information Collection and Exchange

IRC Information Resource Center

IST In-Service Training

NGO nongovernmental organization

PC/W Peace Corps/Washington

PCT Peace Corps Trainee

PCV Peace Corps Volunteer

PSR Project Status Report

PST Pre-Service Training

PTO programming and training officer

PVO private volunteer organization

QTRS Quarterly Trainee Request System

Supervisor/Counterpart Handbook
Peace Corps

SBD small business development

SED small enterprise development

SPA Small Project Assistance

SRPTC sub-regional programming and training coordinator (Africa/Pacific)

TSR Training Status Report

VAD Volunteer Assignment Description

WID Women in Development

Supervisor/Counterpart Handbook
9

The Peace Corps in [country]

This section describes the history of the Peace Corps’ work in your country. 

Supervisors and Counterparts may not be familiar with it. This section allows you 

to give an overview of how the Peace Corps has been involved with development 

projects. If the Peace Corps has been active in the country for many years, then you 

may want to describe how the program has evolved over the years. If your post is 

relatively new, you may want to describe how the program started.

Guiding Questions: 

•	 How long has the Peace Corps been in the country?

•	 What are the programming goals?

•	 How many Volunteers have served and are currently serving In-country? 

•	 In what regions of the country are the Volunteers working? 

•	 Are there regional variations in the Peace Corps Projects? If yes, describe. 

•	 Have there been significant changes in Peace Corps projects over time? If yes, 

what are they? 

•	 What are future goals of the country program? 

Consult with your country director and other staff when working on this section!

The Peace Corps in [country]

About Peace Corps/[country]

Example from Mozambique

The government of Mozambique invited the Peace Corps to work in Mozambique 

in the field of education. The first group of 24 Volunteers arrived in October 1998, 

and began working in schools in February 1999. These Volunteers worked in the 

Maputo, Gaza, Inhambane, and Sofala provinces teaching English in high schools. 

The second and third groups of Volunteers included biology and English teachers. 

Volunteers continue to work in the central regions of the country. 

The goals that guide the work of the Volunteers in this education project are to: 

•	 Provide quality instruction in English.

•	 Collaborate and support the Mozambican professors in their professional 

development to help improve their qualifications, creativity, and effectiveness.

Continued

Supervisor/Counterpart Handbook
10 Peace Corps

•	 Support the development of pedagogical materials at the local level to supplement 

and enhance the curriculum and textbooks of English instruction. 

•	 Provide linkages between the schools and the communities around the schools 

in the areas of public health and environmental education through the inclusion 

of youth, women, and out-of-school youth in activities. 

Consistent with the establishment of Peace Corps in Mozambique, the Volunteers 

will be placed progressively throughout all areas of the country. Peace Corps/

Mozambique hopes to work in the future in other sectors such as environmental 

education and health.

Example from Tonga

The Peace Corps was invited to Tonga by the government in 1967. The first group 

of 55 Volunteer teachers arrived in October of that year. Until 1982 about 100 

Volunteers served at any given time. Most Volunteers served as classroom teachers in 

primary and middle schools in outer islands and in primary and secondary schools 

in the capitals of the three island groups. More than half of the Volunteers were 

placed on Tongatapu, where most of the schools and government offices are located. 

Large numbers of Volunteers were also assigned to work in areas of agriculture, 

cooperatives, and health services. 

In 1982, the Peace Corps reduced the number of Volunteers to an average of 35 

per year, allowing Peace Corps staff and Tongan government officials to assess 

the Peace Corps’ role in terms of current Tongan development priorities. They 

decided to place more Volunteers in rural areas or outer islands, since the high 

concentration of Volunteers in and around the capital limited the attainment of the 

Peace Corps’ second goal.

Between 1982 and 1988, groups of Volunteers worked primarily as secondary 

education teachers in the areas of science, math, accounting, and industrial arts. The 

1982 program shift resulted in a more focused and productive Volunteer workforce 

and extremely low “early termination” rates. Because of further programming 

initiatives, the Volunteer population has increased to an average of 50 Volunteers 

in the 1990s. 

Beginning in 1996, the initiative is again to move Volunteers away from the capital 

as much as possible. There is a focus on more youth development and business 

advising in the outer islands. As always, secondary school teachers will continue 

working with students and teachers in science, English, math, and computers.

Historically, over 1,000 Volunteers have worked in more than 30 areas of development 

sponsored by the Tongan government, private nonprofit organizations, and individual 

community projects. The Peace Corps has been primarily served in the sectors of 

education, agriculture and fisheries, health, cooperatives, and public works.

Supervisor/Counterpart Handbook
11

Peace Corps Projects in [country] 

This section describes the current Peace Corps projects. It will allow Supervisors/

Counterparts to review the different projects, and give them some core language 

with which to describe the key features of each project. In addition, given that 

many posts are clustering Volunteers to work cross-sectorally, describing all of the 

projects can help increase your audience’s awareness for potential cross-sectoral 

collaboration. 

Provide detailed information about each project. If the country program only has 

one project, then you may prefer to put it in the previous section. However, if there 

are several projects, you may prefer to put them in a separate section as illustrated 

in the examples below. 

Guiding Questions: 

•	 How many projects are there?

•	 How old are the projects?

•	 What is the purpose of each project?

•	 What are the goals and objectives of each project?

•	 What are the Volunteers’ tasks in each project?

•	 How do these tasks fit into their work assignment and community project needs? 

•	 How do Volunteers collaborate with their Counterparts in each project?

•	 What makes these projects sustainable?

•	 What is the impact of the project? 

•	 Work with your country director and fellow program managers on this section!

Peace Corps Projects in [country] 

Peace Corps Projects in [country]

Example from Romania

Teaching English as a Foreign Language (TEFL)

Peace Corps Volunteers teach English in secondary schools throughout Romania 

using communicative methods that are designed to increase students’ knowledge 

and skill in the English language. Methods used emphasize the development of 

listening and speaking skills as well as critical thinking skills that can be applied to 

other disciplines.

Continued

Supervisor/Counterpart Handbook
12 Peace Corps

The TEFL program has been developed in accordance with the Ministry of 

Education and supports the English Language Curriculum Program.

Social Work/NGO Development

Volunteers in this sector work with local NGOs dedicated to children, youth, and 

family support activities. Attention is given to improving the services provided by 

these organizations, as well as the development of the organization’s management, 

fundraising capabilities, and programming expertise. Another aspect of this 

sector is the assignment of Volunteers to social work faculties, where they assist in 

developing a balanced curriculum that combines theory and practice in order to 

prepare Romanian social work graduates for the challenges in their field. 

Small Business Development (SBD)

SBD Volunteers work toward increasing the capacity of potential and existing 

entrepreneurs to identify and develop ways of improving and developing their 

businesses within the specifics of Romania’s transition economy. The program 

focuses on small private businesses outside Bucharest that traditionally have 

less access to technical assistance and information. This is accomplished by two 

different activities: 

1. Small business consulting and training in conjunction with local organizations 

such as municipalities, chambers of commerce, cooperatives, and foundations

2. Business education in free-market economy concepts in conjunction with 

secondary schools, universities, and other institutions

Note: The above is a field handbook example. It would be a good idea to include the 

purpose, and the goals and objectives (and some Volunteer tasks) of the project(s) as 

well. See the guiding questions in italics above for more ideas on project information 

for your handbook.

Supervisor/Counterpart Handbook
13

Volunteer Two-Year Cycle

Explain to the Counterparts and Supervisors major events and activities that usually 

happen within the two years of Volunteer service. This helps the Supervisors and 

Counterparts to anticipate when the major trainings are, when American special 

holidays are, when a Volunteer might need to be absent from his/her site or when 

there might be a need for participation in events by Volunteer Supervisors and 

Counterparts. 

Guiding Questions:

•	 What are the major training events and when are they held? 

•	 What other dates are necessary for the Supervisor and Counterpart to know 

about? (Special events, site visits, etc.)

You can use the chart below as a sample, inserting dates from your Volunteers’ twoyear cycle.

Volunteer Two-Year Cycle

Month 

(you can use 

specific dates)

Event 

(you may want to include local holidays, American holidays, and other 

specific events here)

1 Trainees arrive

1 - 3 Pre-Service Training (PST) that includes technical, language, crosscultural, personal health and safety subjects; Trainees visit their future 

site of assignment; Supervisor and Counterpart workshop; host family 

day, etc.

3 Swearing-in ceremony; Volunteers begin work at their sites

3 - 6 In-Service Training (IST) for Volunteers and Counterparts; Project 

Design and Management (PDM) workshop for Volunteers and 

Counterparts; special events such as Thanksgiving, Christmas, etc. 

12 - 14 Midservice training; annual medical exam

24 Close of service (COS) conference; final medical exam

27 Volunteers depart

Supervisor/Counterpart Handbook
14 Peace Corps

Cultural Differences

This section identifies crossing cultures as one of the most important issues affecting 

the success of a Volunteer and the building of a relationship with Counterparts and 

Supervisors. At times, a Supervisor or Counterpart will not realize the adjustment a 

Volunteer goes through as he/she learns how to work and live in a different cultural 

setting. Supervisors and Counterparts may not realize that they too will need to 

adjust their cultural expectations as they learn to work with Volunteers from a 

totally different culture. It is beneficial to include a section in your handbook that 

highlights the importance of recognizing cultural differences, cultural adjustment, 

and cultural communication skills. It is also important to include cross-cultural 

activities in all your Supervisor and Counterpart trainings.

Guiding Questions:

•	 Are your Supervisors and Counterparts aware of the cultural adjustment cycle 

most Volunteers go through?

•	 What information about American cultural norms do you want to share with 

your Supervisors and Counterparts?

•	 How do the American norms and your norms differ, especially in the workplace?

•	 Are there challenges in your country that continue to come up between 

Supervisors/Counterparts and Volunteers that may be cross-culturally based? 

Below is an example of text you may wish to use or revise for your handbook. 

Cultural Differences

Cross-Cultural Adjustment and the Volunteer

Peace Corps Volunteers go through different stages as they adjust to their host country, the 

host culture, and their job. Adjustment stages can affect the performance and satisfaction of 

Volunteers. As Volunteers adjust, they learn more about the culture and their feelings and 

ideas about the culture change. Most Volunteers experience the stages of adjustment described 

below. However, each Volunteer’s experience will be unique. 

Cultural Adjustment Stages:

1. Initial enthusiasm (the honeymoon): During training, Volunteers usually feel very 

excited and enthusiastic, but they still don’t know very much about the host culture. 

2. Initial country and culture shock: Volunteers can begin to feel homesick and 

frustrated. They don’t speak the language very well and they are beginning to have 

more contact and experience with the new culture. 

Supervisor/Counterpart Handbook
15

3. Initial adjustment: The Volunteer is still in training and learning to become more 

self-reliant. Some cultural aspects now seem normal to the Trainee.

4. Further culture shock: This is the time Supervisors and Counterparts begin to work 

with Volunteers. Volunteers are now “on their own” and totally immersed in a new 

culture. From time to time they can feel homesick, lonely, insecure about using the 

country’s language, and frustrated with working in a culture that is very different from 

their own. 

5. Ongoing adjustment: Volunteers now have new friends and use the language better. 

They are more settled into their home and work environment. Sometimes, however, 

cultural challenges can happen throughout Volunteer service, especially in the 

workplace. 

During their two years of service Volunteers will have many ups and downs. Volunteers will 

try to have balance in the three main areas of their lives: their living situation, their social/

relationship life, and their working life. It can be helpful for Supervisors and Counterparts to 

understand that Volunteers are working on all three areas of their lives. Cultural conditions 

affect these areas greatly. Below are some cultural differences that Supervisors, Counterparts, 

and Volunteers often find as they live and work together.

Differences in:

•	 how cultures view the concept of time

•	 the type and amount of physical contact between people

•	 communication styles, either direct or indirect

•	 expectations for relationships with other people

•	 expectations for privacy at home or work

•	 basic needs for living conditions

•	 how men and women are viewed in the society

•	 what is considered appropriate clothing

•	 what is considered harassment 

•	 attitudes toward age and skills

•	 perception of what is considered feedback

•	 local views of what an “American” is

As Volunteers, Supervisors, and Counterparts work and live together, they will find crosscultural challenges and opportunities. Everyone can learn new things and gain new skills by 

working on the challenges—discovering new beliefs, ideas, and ways of doing things. 

Supervisor/Counterpart Handbook
16 Peace Corps

Roles and Responsibilities

The purpose of this section is to review the roles and responsibilities of everyone 

involved with the project. Often, Counterparts and Supervisors are working with 

the Peace Corps for the first time. They may not be familiar with what is expected 

of them and what to expect from the Volunteers and the Peace Corps. Use this 

section to clarify the roles and responsibilities of the Peace Corps, the Volunteer, the 

Supervisor and Counterpart, and the hosting agency.

The roles and responsibilities associated with Supervisors and Counterparts may 

vary significantly between posts and between different projects. The examples here 

are just that, examples. Review the official project documents and country agreement, 

and review this section carefully with your country director and programming and 

training team to ensure that it accurately reflects the post’s interpretation of the 

roles and responsibilities. 

Because the issue of roles and responsibilities is so important to the success of 

the project and the Volunteer’s service, consider holding a special session during 

Supervisor/Counterpart workshops to address it.

Anticipate areas that may need further clarification. For example, in some projects 

a Counterpart may also be a Supervisor, lending another layer of roles for that 

person. The Supervisor’s role needs to address how the Volunteer is not just another 

paid local worker. They are Volunteers, and may need to be supervised differently 

from other employees. At the same time, the Volunteers are subject to the same 

policies and working conditions as their colleagues and should not be exempted 

from following the rules that everyone else has to follow.

Guiding Questions

•	 What provisions were made in the country agreement as host agency contributions 

to the project? Training site? Textbooks? Living accommodations?

•	 According to the country agreement, what type of support do you need and 

expect from the host agency? Will it provide a venue for regional seminars? 

Permit professionals a leave of absence to attend a local Volunteer-sponsored 

seminar? Other? 

•	 What are the travel reimbursement expectations for Volunteers traveling on 

official business for the host agency? 

•	 Whose responsibility is it to identify and assign a Supervisor to work with the 

Volunteer? A Counterpart? 

•	 Who will orient the Volunteer upon arrival at the site? 

•	 How will the Volunteer receive feedback on work performed? 

You can adapt the following information taken from field examples for your 

handbook.

Supervisor/Counterpart Handbook
17

Roles and Responsibilities for Working 

With Peace Corps Volunteers

Responsibilities of the Peace Corps 

	 To provide all financial, medical, and administrative support directly related to a 

Volunteer’s ability to live modestly in a community

	 To monitor the activities of the Volunteer through regular visits to the Volunteer and 

the organization and by maintaining open lines of communication with the Volunteer’s 

Counterpart and Supervisor

	 To notify the Volunteer’s sponsoring agency of the Peace Corps organized events at 

which the Volunteer’s presence is required, thus necessitating an absence from work

	 To visit the Volunteer on-site in order to observe the Volunteer’s activities and provide 

appropriate feedback and support

	 To provide prospective Volunteers with language, cross-cultural, personal health and 

safety, and technical training during the first three months in-country to prepare them 

for their jobs 

Responsibilities of the Host Agency

(This sample is based on a country agreement. It requires modification by each post.) 

	 Through the National Office of District Education and the Director of Schools, to 

support the Volunteer in the areas of developing and administrating the project and 

providing technical assistance

	 To provide each Volunteer with an English textbook and curriculum guide for each 

level in which they may be teaching, and any other pertinent information regarding the 

Ministry of Education’s educational system

	 To assist in identifying venues for local seminars held by Volunteers

	 To give permission to local professionals and teachers to participate in activities and 

seminars organized by the Peace Corps

	 Together with the local community, to provide adequate lodging for the Volunteer (based 

on the Peace Corps’ criteria), including paying rent or building a small house. This lodging 

should be similar to the lodging of the Volunteer’s colleagues in the same district

Supervisor/Counterpart Handbook
18 Peace Corps

	 To identify and assign a Supervisor to work with the Volunteer

	 To provide reimbursement for the Volunteer’s travel and per diem costs that are for 

official business on behalf of the host country organization

Roles and Responsibilities of the Volunteer

	 To make a commitment to serve the communities to the best of his/her ability for two 

years

	 To use local language and adapt to expected cultural norms

	 To collaborate with the Supervisor and Counterpart in planning and implementing 

activities in accordance with the goals of the project and local community development 

plans

	 To submit regular reports to the host country agency and the program manager

	 To abide by Peace Corps regulations and local laws as they pertain to the Volunteer’s 

activities in the host country organization

Roles and Responsibilities of the Volunteer’s Supervisor

The Supervisor plays an important role in the success of the project and linking the hosting 

agency with the Peace Corps. Supervising a Volunteer will be different from supervising a local, 

paid employee. Volunteers commit themselves to serving for two years in the community job 

and to the goals of the Peace Corps project and local project, if there is one. Therefore, they have 

a community development focus as well as a “job.” The Supervisor’s role is one of supporting 

integration into the workplace and the community, while at the same time giving appropriate 

feedback to the Volunteer on his/her job performance and appropriate community involvement. 

The Supervisor will:

	 become an active partner in the development process with the Peace Corps and the 

Peace Corps Volunteer

	 provide structure, advice, and guidance for the Volunteer’s placement

	 reinforce the link between the Peace Corps and the Volunteer assignment 

	 understand Peace Corps policy and procedures

	 introduce the Volunteer to his/her community, Counterpart(s), and local authorities

	 provide feedback on safety issues

	 assist in finding housing, if possible

	 provide a job framework and work activities for the Volunteer

Supervisor/Counterpart Handbook
19

	 assist the Volunteer in identifying Counterparts

	 design a work plan with the Volunteer

	 work with the Volunteer on reports 

	 assist the Volunteer in formalizing leaves

	 assess job performance with the Volunteer 

	 give the Volunteer feedback on working and cultural activities

	 work with the Volunteer on meeting personal and professional goals

	 partner with the Volunteer in developing community projects

	 collaborate with program managers and other program and training staff on project and 

training needs

	 provide support in emergencies

Roles and Responsibilities of the Counterpart

The Counterpart(s), in addition to being a colleague and helping orient the Volunteer in the 

workplace, also serves as a socio-cultural guide who can help increase the long-term positive impact 

of the Volunteer’s activities by making sure that they are culturally, politically, and economically 

appropriate and sustainable. Counterparts often “carry on” after a Volunteer has left his/her 

assignment. They may have one or many of the following roles as they work with Volunteers. 

The Counterpart will:

	 serve as an active partner in development with the Volunteer

	 develop and implement programs and projects with the Volunteer

	 contribute to the sustainability of a program or project

	 be a cultural guide for the Volunteer in the community

	 ensure local needs are recognized and met

	 act as a resource for people and things

	 provide feedback on safety issues

	 exchange technical skills

	 share his/her knowledge, skills, and attitudes with others in the community

	 continue to build local capacity after the Volunteer has left

Supervisor/Counterpart Handbook
20 Peace Corps

Regulations and Policies

Some regulations and policies are applied worldwide while others are determined 

by and for the individual post. Supervisors and Counterparts need to understand 

the Peace Corps regulations and policies that impact the Volunteer and the 

Volunteer’s work.

What are the policies and regulations that Counterparts and Supervisors need to be 

informed of? The Peace Corps Policy Manual is an internal document written for 

Peace Corps staff that contains some information that is not relevant to host country 

nationals. Generally, Counterparts and Supervisors need to know the information 

that relates directly to the Volunteer’s performance on the job and well-being, such 

as policies on 

•	 Transportation

•	 Drugs and alcohol

•	 Personal health and safety 

•	 Volunteer’s role being apolitical and nonsecular

•	 Sexual harassment 

Guiding Questions

•	 What means of transportation are Volunteers permitted to take? If Volunteers 

have bicycles, are there specific bicycle policies? If Volunteers often travel by 

boat, are there special considerations and policies for boat travel? 

•	 Are Volunteers permitted to drive? If yes, under what circumstances? Do 

Volunteers need international drivers’ licenses? 

•	 What illegal drugs are available in country? 

•	 How can you cluster the regulations so that they are easier to remember and 

process? 

•	 Are the policies and regulations described simply and clearly? What aspect of 

the policy or regulation is most important for host country nationals?

Regulations and Policies

Peace Corps Regulations and Policies

The Peace Corps must have regulations and policies to organize the Volunteers and their work, 

and keep them safe. This is a list of the regulations and policies related to the Volunteers’ work 

with Supervisors, Counterparts, and communities. Violation of any of these policies could result 

in the Peace Corps ending the Volunteer’s service and returning him/her to the United States.

Supervisor/Counterpart Handbook
21

Vehicles and Transportation

The Peace Corps staff can only take passengers in their vehicles who are conducting official 

service with the Peace Corps. All passengers in Peace Corps vehicles must wear a seat belt. 

Volunteers shall not operate vehicles overseas except when they are outside of their site on 

approved leave, or when their operation of a vehicle is specifically needed in order to do their 

job and is authorized by their country director.

Volunteers may be passengers in a car, but are forbidden from being passengers on motorcycles.

Motorcycle use is limited only to those cases where use is clearly necessary to accomplish 

the goals of the particular project to which Volunteers are assigned and with approval of the 

country director.

Motorcycle operators and passengers must wear approved helmets at all times while operating 

the vehicle.

When Volunteers are riding bicycles for work or pleasure, they must wear bicycle helmets.

Drugs and Alcohol

If a Volunteer is found to be involved with illegal drugs in a manner not authorized for medical 

purposes, he/she will return immediately to the United States and his/her mission of service 

will be terminated. 

Volunteers may drink alcohol. However, inappropriate behavior or inability to perform in an 

assignment resulting from misuse of alcohol may be cause for the Volunteer to be terminated 

from the Peace Corps.

Firearms

Volunteers are not allowed to possess or use firearms.

Natural Disasters

Each Peace Corps post has developed an Emergency Evacuation Plan that is put into action in 

case of a natural disaster or any other emergency. Volunteers are required to check in with the 

Peace Corps office or the Peace Corps duty officer in the event of a disaster to confirm their 

location and safety.

Living Allowance and Health Care 

Volunteers receive a monthly living allowance from the Peace Corps. This allowance is intended 

to provide for the Volunteer’s personal transport, food, clothing, and personal necessities. Jobrelated transportation, office supplies, and work-related communications are to be provided by 

the host organization where the Volunteer is assigned.

Supervisor/Counterpart Handbook
22 Peace Corps

The Peace Corps provides 100 percent of the medical care for all Volunteers. 

Volunteers may not receive payment for any of their services except for their living stipend 

given to them by the Peace Corps. 

Political Expression, Legal Status, and Official Agreements

Because the Peace Corps wants to keep Americans and host country citizens informed about 

its accomplishments, it maintains a policy of openness and willingness to respond to inquiries 

from journalists and to provide information about programs.

Volunteers may discuss their role in the Peace Corps with a media representative; however, 

they should notify their program managers of such a discussion before it takes place. Volunteers 

may write articles for publications that are to be cleared with their program managers and are 

not used for personal financial gain. 

Volunteers should not participate in political activities or manifestations. Volunteers may express 

their opinions on U.S. politics as their own individual opinions, and not as representatives of 

Peace Corps or the U.S. Government. 

Volunteers do not have diplomatic immunity. They are required to work and live according to 

the local laws. 

Volunteers may practice their religions, but are forbidden from proselytizing.

Volunteers may not sign contracts, agreements, certificates or any other official documents 

on behalf of the Peace Corps. Volunteers are to work in support of the assigned institution 

or organization and may not make commitments in the name of the Peace Corps in writing, 

verbally or implied.

Based on the agreement between the U.S. government and the national government, Volunteers 

are not required to pay taxes, customs duties, import taxes, or for visas. 

Volunteer Vacation, Holidays, and Sick Leave

Volunteers are allowed two days of vacation per month, for a total of 24 vacation days per 

year. Volunteers cannot take vacation during the first three months of service or the last three 

months of service except in conjunction with an authorized emergency leave. 

Volunteers must discuss their planned vacation dates with the host organization and receive 

permission from the host country organization’s Supervisor at least two weeks in advance. The 

Volunteer must complete the appropriate Peace Corps Leave Request Form, which must be 

signed by the Supervisor from the host country organization before submission to the Peace 

Corps office.

Volunteers should receive the day off on the country’s public holidays but not for U.S. holidays. 

The Peace Corps office is closed on both U.S. and host country public holidays.

Supervisor/Counterpart Handbook
23

Often a Supervisor or Counterpart is identified as the Volunteer’s primary emergency contact 

person at his/her site. If this is the case, the Volunteer should inform that person any time he/

she will be away from the site overnight, providing a phone number or location where he/she 

can be reached.

In case Volunteers become seriously ill, they might return to the United states for medical 

attention. If this happens, the Peace Corps will notify the host organization when and if the 

Volunteer will return to work. 

Extensions, Transfers, Emergency Leave, and 

Terminating Service

A Volunteer’s period of service is for two years. After this it is assumed that a Counterpart will 

carry on the Volunteer’s work. At times, depending upon the project, there may be more than 

one cycle of Volunteer placed in a job. Options therefore are to: 

1. extend the service of a current Volunteer for up to two years, or 

2. assign a second (or third) Volunteer to serve for two years in the same position, or 

another related supporting position, or 

3. have a Counterpart carry on the work.

There are certain circumstances in which it becomes apparent that a Volunteer should be 

transferred to a different assignment or should not remain in-country. Reasons for early 

termination or transfer include: medical problems; security issues; behavior or performance 

problems; family or personal reasons. 

Volunteers may return to the U.S. in the event of a grave/critical family medical emergency or 

death (mother/father or surrogate, brother/sister, son/daughter). Fourteen days of emergency 

leave (exclusive of travel time) are allowed in the first instance. If the emergency continues, 

an extension of an additional 14 days may be allowed, but only under the most extraordinary 

circumstances. Combined emergency leave and extension leave cannot exceed 60 days.

If a Volunteer is authorized to take emergency leave, the Peace Corps will notify the host 

organization of the circumstances and keep the organization informed as to when to expect the 

Volunteer back at work.

In exceptional cases the Peace Corps can transfer a Volunteer to another site, based on a 

determination that a new site placement would better serve the Peace Corps, the Volunteer, or 

both. 

If a Volunteer violates local law or any Peace Corps regulations (especially concerning 

vehicles, drug use, and working for paid services), he/she will be immediately separated from 

Peace Corps service and sent back to the United States. 

Peace Corps does not guarantee replacing a Volunteer whose service has been terminated. 

Supervisor/Counterpart Handbook
24 Peace Corps

Reasons Why the Peace Corps Can Withdraw a Volunteer

The Volunteer’s skills and/or qualifications do not match the organization’s requirements. 

The anticipated host country organization’s support for the Volunteer’s assignment is not 

forthcoming. For example, the Volunteer’s Counterpart will not meet with the Peace Corps 

staff representatives for discussion of issues affecting the Volunteer’s assignment. 

Irreconcilable differences arise between the Volunteer and his/her Counterpart or other 

organization personnel.

The Volunteer’s assignment/presence is deemed to be detrimental to the interests of the 

Volunteer, the Peace Corps, or the host agency. 

It becomes apparent that the Volunteer, by being present in the assignment, is keeping a 

qualified host country national out of a job. 

There are conditions in the assignment which could or do result in physical, mental, or 

emotional harm to the Volunteer. 

Changes in the assignment result in making it different from the original request for a Volunteer 

and making it no longer a suitable assignment. 

The Volunteer is separated from the Peace Corps for any reason.

Reasons Why the Host Agency Can Request the Withdrawal 

of a Volunteer

The Volunteer knowingly disregards the organization’s legitimate directives/regulations; the 

Volunteer’s presence becomes untenable, or irreconcilable problems develop. 

The Volunteer is clearly not qualified (academically, professionally, physically, or skill-wise) 

for the assignment as agreed on by both the Peace Corps and the host country organization, 

and a suitable alternative assignment cannot be identified or developed. 

The Volunteer’s behavior is culturally inappropriate to his/her role and offensive to host 

country colleagues. 

The Volunteer’s presence in the host country organization is detrimental to the interests of the 

Volunteer, the Peace Corps, or the host organization. 

Reasons for Immediate, Mandatory Administrative Separation 

of the Volunteer

Violation of the Peace Corps’ policy concerning use of illegal drugs.

Violation of the Peace Corps’ motorcycle helmet policy.

Supervisor/Counterpart Handbook
25

Violation of the Peace Corps’ policy regarding involvement in intelligence gathering or 

activities.

Refusal to take required vaccinations or medical prophylaxis. 

Medical Services for Volunteers

Volunteers receive 100 percent of their medical care from the Peace Corps. The Peace Corps’ 

medical office has regular office hours and a member of the Medical Unit staff is always on 

call after office hours and on weekends and holidays. These services are only for Volunteers 

and not for Peace Corps staff or other persons in the community. Below is detailed information 

about medical care and medical emergencies.

The medical office usually does site visits to assess Volunteer housing and safety and 

health needs.

Volunteers should not be treated by a local doctor without the authorization of Peace Corps 

medical office except in cases of emergency when it is not possible to contact the Peace Corps 

medical office. 

Volunteers receive training in how to prevent illness, care for minor illnesses, and when to 

consult with the medical officer.

Occasionally, Volunteers may be required to go to the medical office to receive mandatory 

inoculations and to have an annual checkup.

If Volunteers need to consult the Peace Corps medical office, they must inform their Supervisor 

that they will be absent from their work to get medical treatment, and estimate when he/she 

will return. 

Sometimes, it is necessary for Volunteers to leave the country to receive special medical care. 

In such cases, the Volunteer may be out of the country for a maximum of 45 days. If the 

situation cannot be resolved during that time period, the Volunteer’s service will be terminated 

and they will return home. 

The Peace Corps guarantees confidentiality of Volunteers’ medical information. For this reason, 

the Peace Corps cannot provide any information on the medical condition of Volunteers, or 

on the treatment they are receiving. The Peace Corps will let Supervisors know if a leave of 

absence is needed. 

If Supervisors have any concerns about a Volunteer’s health or safety, they should contact the 

Peace Corps medical office. 

Living Standards

The Peace Corps gives a monthly living allowance to each Volunteer. This allowance is intended 

to provide for the Volunteer’s personal transport, food, clothing, and personal necessities. Jobrelated transportation, office supplies, and work-related communications are to be provided by 

the host organization where the Volunteer is assigned.

Supervisor/Counterpart Handbook
26 Peace Corps

Housing

Often housing is identified and/or provided by the host country organization and community 

members and must comply with established Peace Corps’ criteria. The Volunteer is normally 

expected to live in this housing for the duration of service. Issues regarding Volunteer housing 

should be discussed with the program manager.

Personal Appearance

Volunteers should dress appropriately both on and off the job and respect host country attitudes 

toward personal appearance. 

Conferences and Training Sessions

Periodically throughout the two years of service, there will be training sessions and conferences 

which all Volunteers are required to attend. They include In-Service Trainings for both 

technical and language purposes and a close of service conference several months before they 

finish their service. Often Counterparts are invited to attend a workshop with a Volunteer. 

The Peace Corps will cover most or all of the conference costs for both Volunteers and their 

Counterparts.

Supervisor/Counterpart Handbook
27

Frequently Asked Questions From 

Supervisors and Counterparts

Think about the site development trips you took. What were the most common 

questions you were asked during these trips? What seemed to be most surprising or 

puzzling for people? Ask your receptionist what questions people often ask. Meet 

with other staff members and ask them. Use these insights to help develop a section 

covering commonly asked questions. 

A section on commonly asked questions is not mandatory by any means, but it may 

be a useful addition to the Supervisor/Counterpart Handbook.

Frequently Asked Questions From 

Supervisors and Counterparts

Q Why is it necessary to have a Counterpart to work with the Volunteer, and 

how is this Counterpart selected?

A The Peace Corps’ goal is to assist an organization in 

becoming self-sufficient and self-sustaining. The process 

of strengthening the organization happens through the 

acquisition of new skills, information, and resources. 

Therefore, there must be a person or persons with whom 

the Volunteer can work to learn about the organization, 

where he/she fits in, and to facilitate the mutual transfer 

of skills and generation of ideas. Some agencies identify 

one Counterpart with whom the Volunteer works. Other 

agencies use a strategy in which the Volunteer works with 

several people, in other words, multiple Counterparts.

Q What responsibility do we as Counterparts and Supervisors have in 

introducing the Volunteer to members of the community?

A In order for Volunteers to be effective, they need to become 

part of the community. Supervisors and Counterparts can 

introduce Volunteers to people in the community. These 

people can be friends, neighbors, and others who will work 

with the Volunteers. This will help Volunteers be more 

successful, happy, and safe. You can also take the Volunteer 

to local sites and help them learn about the community.

Q Can a Volunteer get us grants?

A The focus of the Volunteer’s work is on people, not 

things. The Volunteer can assist in the proposal writing 

and/or fundraising process, but only if the Volunteer and 

Counterpart work together. In this way Counterparts can be 

better prepared to do fundraising on their own in the future.

Supervisor/Counterpart Handbook
28 Peace Corps

Q How can we best support a Volunteer?

A Every Volunteer is different. It is important to talk to the 

Volunteer about his or her skills, interests, needs, and 

motivations. Volunteers often ask Supervisors for feedback. 

It is important to build an open communication channel. 

When challenges happen, you will be able to talk about 

them and solve them together. When you are successful you 

will be able to celebrate together.

Q What should I do if a Volunteer is a victim of crime?

A Ensure the Volunteer’s well-being, offer support, and encourage 

the Volunteer to report the incident to the Peace Corps.

Q What should we do if the Volunteer does not come to work as expected?

A As with anyone else in your organization, the Volunteer 

should inform the Supervisor that he/she will not be at work 

and the reason(s) why. If you do not hear from the Volunteer, 

you should find out what has happened as soon as possible. 

Perhaps if there is a problem and the Volunteer needs help, 

or perhaps the Volunteer is being negligent in his/her work. 

You should notify the program manager of a Volunteer’s 

continuing absence.

Q What if absence from work becomes chronic?

A Chronic absence can be an indicator that the Volunteer is 

having problems. The absences might be a sign of difficulty 

in physically adjusting to the change in climate, food, or 

physical exertion. They may also indicate there is a cultural 

adjustment problem. As with any other employee, you should 

talk to the Volunteer and try to identify the problem and find 

a workable solution. If this is not possible call the program 

manager and discuss the situation. It is important to identify 

a plan of action to help the Volunteer as soon as possible.

Q Is it possible to have another Volunteer after this one?

A It is possible. Talk to the program manager about your 

request. Sometimes it takes more than two years to 

institutionalize a program, and therefore, it is appropriate 

for a second or third Volunteer to work with an organization. 

It is important, however, for the organization and the Peace 

Corps to develop a plan for how the organization will one 

day work on its own and no longer depend upon Peace 

Corps support.

Supervisor/Counterpart Handbook
29

Q Is it possible to have more than one Volunteer assigned to one 

organization?

A It is unlikely that more than one Volunteer would be assigned 

to the same organization, although it does happen. The 

Peace Corps believes in spreading the skills and experience 

of Volunteers to as many organizations as possible. Requests 

for Peace Corps Volunteers are usually greater than the 

number of people available.

Q Is it possible for a host agency to select the Volunteer?

A The Peace Corps programming, medical, and training 

staff are responsible for determining which Volunteer will 

go to which organization. The host agency should tell the 

program manager what is needed, especially if certain 

technical skills and experience are important. This will 

help make a good match.

Q What should I say if a Volunteer says he/she is thinking about leaving?

A Ask your Volunteer to talk with you about the situation. 

Assist the Volunteer in identifying his/her reasons for 

thinking about leaving. Perhaps it would be appropriate to 

discuss pros, cons, and potential options for staying in the 

assignment. The Volunteer’s reasons may be personal and 

out of your control. If you feel that there are serious issues 

that the two of you cannot resolve, discuss the situation with 

the program manager and the Volunteer.

Supervisor/Counterpart Handbook
30 Peace Corps

Emergency Procedures

Emergencies happen. Prepare Supervisors and Counterparts for what to do in case 

of emergency. Consider developing a worksheet that lists all the information that is 

needed in case there is an emergency (see sample Emergency Information Sheet). 

In this way, in times of stress, the worksheet can help them to communicate all of 

the necessary information. 

Guiding Questions: 

•	 What forms of communication are available in the communities? (radio, 

telephone, Internet)

•	 Do you and the Volunteer have access to direct communication with each other?

•	 How will you communicate with the Peace Corps?

•	 What forms of emergency transportation are available in your or surrounding 

communities?

•	 Do you know how to get to the Volunteer’s house?

•	 Where are the accessible airports? 

•	 Do you have an emergency evacuation plan designed with the Volunteer?

Emergency Procedures

If a Volunteer is involved in an emergency you or a member of the community should inform the 

Peace Corps immediately and communicate the information clearly, concisely, and distinctly. 

Possible emergency situations include:

➢ medical (a sickness, an accident, or a serious health condition)

➢ legal (a volunteer is arrested by the police, or someone threatens the Volunteer), 

➢ other (floods or other natural disasters, political turbulence, etc.) 

Medical Emergencies

For medical emergencies, contact the medical office, the duty officer or anyone else at 

the Peace Corps immediately. If it is not possible to contact the Peace Corps, call the U.S. 

Embassy to explain the emergency and ask that the information be communicated to the Peace 

Corps office at once. (See the example of contact information below.) In case of an extreme 

emergency the Volunteer can seek medical assistance if available, and then notify the Peace 

Corps (car accident, life-threatening injury, etc.).

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Other Emergency Situations

For other emergency situations, contact the Peace Corps office or duty officer directly. Have a 

backup plan if the telephone communication does not work.

Emergency Information

In the case of an emergency, try to communicate all of the following information as completely 

as possible. 

•	 Name, telephone number, and location of the person who is calling 

•	 Name of the Volunteer, and the Volunteer’s site or present location of the Volunteer

•	 Description of the problem or situation (symptoms, circumstances, etc.)

•	 General condition of the Volunteer or situation

•	 Treatment or medication that the Volunteer is taking, if appropriate

•	 Medication, equipment, or materials that will be urgently needed

•	 If evacuation is necessary, a recommendation on what would be the best way. If 

recommending evacuation via air, identification of the nearest runway.

•	 Other important information (road conditions, weather, temperature, local resources, etc.)

•	 Clear instructions on how to get back in touch with the caller (telephone number, 

radio, etc.)

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32 Peace Corps

Sample: Information Needed in the Event of an Emergency

Who and where?

Name of the person who is calling

Telephone number of the person who is calling

Can we call back the person who is calling at this 

telephone number? 

If it’s not possible to call back the person who is calling on 

the telephone, who can call us back and when?

Name of the Volunteer who is sick, in trouble, or in danger

Name of the town and exact place where the Volunteer 

is located

What is the emergency? 

Describe the Volunteer’s situation. 

When did the problem happen?

Where did it happen? 

Is the Volunteer conscious? 

Can the Volunteer walk? 

Does the Volunteer have a fever?

Can the Volunteer travel? 

Immediate action

What can be done for the Volunteer? 

If evacuation is necessary, what means do you recommend?

What is the name and telephone number of the local hospital?

What is the name and telephone number of a local doctor?

Where can we meet or pick up the Volunteer?

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Peace Corps Contact Information 

This is a sample. It may require modification by each post.

Office Name

Office 

Telephone 

Number

Home or 

Alternate 

Telephone 

Number

Peace Corps Office

Peace Corps Duty Officer 

(evenings and weekends)

Country Director (CD)

Administrative Officer 

(AO)

Programming and Training 

Officer (PTO)

Program Manager (APCD)

Medical Office Number 

(PCMO)

Medical Officer (PCMO) 

On-Call Number

Medical Assistant

Consulting Physician

American Embassy/

Consulate

Consulting Physician

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34 Peace Corps

Quick Guide to the Peace Corps’ Policies

Legal Status

Volunteers are not officers or employees of the United States government. They do not have 

diplomatic immunity. They are subject to your government’s laws while overseas and will be 

treated in accordance with the local laws.

Financial Gain

Volunteers may NOT receive payment for any of their services. The Peace Corps provides 

them with a living stipend.

Drugs

A Volunteer found to be involved with illegal drugs in a manner not authorized for medical 

purposes will be separated from the Peace Corps immediately.

Alcohol

The use of alcohol is left to the discretion of the Volunteer. Inappropriate behavior or inability 

to perform in an assignment resulting from misuse of alcohol may be cause for the Volunteer 

to be separated from the Peace Corps.

Political Expression

The Peace Corps’ ability to perform its mission is contingent upon not being identified with host 

country political issues or movements. Therefore, Volunteers are to avoid becoming involved 

in country politics in any way. It is the Peace Corps’ expectation that their Counterparts will 

understand and support them in this approach.

Firearms

Volunteers are not allowed to possess or use firearms.

Media

Because the Peace Corps wants to keep Americans and host country citizens informed about 

its accomplishments, it maintains a policy of openness and willingness to respond to inquiries 

from journalists and to provide information about programs. Volunteers and their Counterparts 

should discuss upcoming articles or activities in advance with the program manager and/or 

country director.

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35

Official Agreements

Volunteers may not sign contracts, agreements, certificates, or any other official documents or 

make verbal agreements on behalf of the Peace Corps. 

Volunteer Transportation

Volunteers may not own or drive motorized vehicles in their country of assignment unless 

it is necessary to accomplish the goals of a project or otherwise authorized by the program 

manager and the country director. 

Bicycle Helmets

Bicycle helmets must be worn when operating bicycles. 

Volunteer Health Care

The Peace Corps provides the medical care for all Volunteers. The Medical Unit staff is always 

available during and after regular office hours. If a Volunteer is ill, the Peace Corps must be 

notified immediately. If the Volunteer is unable to notify the Peace Corps, the Volunteers’ 

Supervisor/Counterpart or friend needs to do so as soon as possible. 

Medical Emergencies

In case of medical emergencies, Volunteers should notify the Peace Corps, the Medical Unit, 

the Peace Corps medical officer on call and/or the Peace Corps duty officer. The U.S. Embassy 

can also be contacted in case of emergencies. In case of an extreme emergency the Volunteer 

can seek medical assistance if available, and then notify the Peace Corps (i.e., car accident, 

life-threatening injury, etc.). 

Natural Disasters

The Peace Corps has developed an Emergency Evacuation Plan that is put into action in case 

of a natural or civil emergency. Volunteers are required to check in with the Peace Corps office 

or the Peace Corps duty officer in the event of a disaster.

Sexual Harassment

Sexual harassment is a form of sex discrimination prohibited by U.S. law. Unwelcome sexual 

advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature 

constitute sexual harassment when:

1. submission to or rejection of such conduct is made either explicitly or implicitly a 

term or condition of an individual’s employment or a Volunteer’s service; 

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36 Peace Corps

2. submission to or rejection of such conduct by an individual is used as the basis for 

employment decisions or decisions regarding Volunteer status or service; or 

3. such conduct has the purpose or effect of unreasonably interfering with an individual’s 

work performance or creating an intimidating, hostile, or offensive working 

environment.

Sexual harassment may be physical, verbal, or graphic. It may result from the actions of 

supervisors, co-workers, Volunteers, Trainees, and/or nonemployees. It may occur both on 

and off the job, and may victimize members of either sex. It includes conduct that is not 

intended to be harassing by the person who acts, if such conduct is reasonably perceived by 

the recipient to be harassment. 

All Peace Corps managers, supervisors, employees, contractors, Volunteers, and Trainees 

are responsible for ensuring that their own actions do not constitute or contribute to sexual 

harassment. Managers and supervisors are responsible for correcting behavior that may 

constitute sexual harassment; taking immediate action to investigate all allegations of sexual 

harassment; protecting against retaliation against any individual who raises a complaint; and 

taking appropriate remedial and/or disciplinary action, which may range from a reprimand to 

removal. 

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Notes

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38 Peace Corps

Notes

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39

Notes

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40 Peace Corps

Notes

Supervisor/Counterpart Handbook