Manuela Di Marco worked in fundraising at IAMANEH Switzerland for 22 years. She has been Co-Managing Director together with Alexandra Nicola since 2020. Manuela Di Marco is now retiring.
Miriam Glass will take over her position as the Co-Managing Director of IAMANEH Switzerland from August.
In this interview, Manuela Di Marco looks back and recalls special encounters, challenges and successes.
IAMANEH: Manuela, what has kept you at IAMANEH Switzerland for 22 years?
Manuela Di Marco: At the beginning, I honestly thought I would leave after two years at the latest. Everything was very different from the private sector, where I had previously worked. But I quickly realised that I could make a difference at IAMANEH. My work had an impact. I wasn't employee number 725, but one of a few. Things depended on me. That motivated me and that's why I stayed.
Manuela Di Marco with Fatou Diatta at the opening of the ‘Ganz Frau’ exhibition to mark the 45th anniversary of IAMANEH Switzerland in Basel.
You are now retiring - how are you feeling about your leaving?
The closer it gets, the more difficult it becomes. Yesterday I shook hands with one of our service providers and I realised that this will probably be the last time I see him. That's very special. A new chapter in my life lies before me like a blank page, which is unsettling, but there is also a nice side to it.
What encounters have had a particular impact on you?
I've written a lot of farewell emails over the past few weeks. I realised how much the encounters with the people from our partner organisations in West Africa and the Balkans mean to me. They have enriched my life. Overall, the relationships in my working life have shaped me, even here in Switzerland. Some have developed into friendships.
What events have been important in your career?
One of the greatest events was the 30th anniversary of IAMANEH Switzerland. It was the first time we planned a big event with a musician from Mali. We planned to fill a large hall. ‘Forget it, it won't work,’ many people said to me. But the hall was full, we even had to turn people away. The atmosphere was great. Guests were dancing on the stage and supporters were tending bar together. It was big, but informal. It will always be remembered as a special evening.
What were the biggest challenges?
Dismissals, even if they were rare, were very challenging for me. The exhibition for the 45th anniversary last year was also a big challenge - with a positive outcome.
What do you see as important successes?
I am proud of the fundraising results. In the first year we were talking about ten thousand francs, last year it was around one million from foundations, cantons and municipalities. However, maintaining the financial volume is one of the biggest difficulties today.
Why is that?
The competition is much greater than it used to be 22 years ago, almost nobody was doing professional fundraising in the institutional sector. I hardly knew what that meant. I just got started. On the one hand, it was difficult because there were no ready-made processes. But it was also easier than it is now. Today, there are hundreds of NGOs that want to access the same grants.
What successes have there been at project level? What does our work achieve?
One project that impresses and convinces me personally is the respectful maternity care in Togo. I also think that together with our partner organisations, we achieve the most where we work in the long term. For example, with so-called ‘gender-transformative work’.
What do you mean by that?
It's not just about bringing about short-term improvements, but about achieving a change in the social power structure, changing norms in relation to gender roles and debunking stereotypes. For example, raising awareness of how equal relationships can be organised and what the benefits are for individuals and society.
That's a big goal.
Yes, it takes time. And as far as development cooperation is concerned, I am sometimes conflicted. In view of the difficulties that people face in West Africa, for example, some projects are a drop in the ocean. I don't always find it easy to deal with this.
How has the organisation changed?
IAMANEH Switzerland has changed a lot. In the beginning, it was all about mother-child health. Today, women's rights are more in the foreground. The board used to be very male-dominated. Today, women make up the board and the management. And today we are much more concerned than before with questioning our role, developing cooperation with partner organisations that is as equal as possible and reducing dependencies.
How have you yourself changed?
As a fundraiser, I had to let go of my reticence when it came to asking for money. And I learnt a lot about other cultures. I realised how deeply rooted racist thought patterns are, including in myself, and that it is a constant process to recognise and change them.
What challenges does IAMANEH Switzerland face today?
Fundraising is a difficult task that has become more complex. We also have to keep an eye on emerging topics. For example, climate change or economic empowerment, especially for women from low-income backgrounds.
How have you managed to stay motivated and committed for so many years?
I don't know either (laughs). IAMANEH is a bit like my ‘baby’. And no day was like the other. There was no reason to look for something new elsewhere.
The new management team
Alexandra Nicola, Co-Managing Director and Head of Programmes at IAMANEH Switzerland since 2020.
Miriam Glass, Head of Public Fundraising at IAMANEH Switzerland since 2023, will take over as Co-Managing Director with Alexandra Nicola from August 2024.
