Humanitarian Assistance – Page 2

Agriculture, Health, Humanitarian Assistance, Infectious Diseases, Mobile, Nutrition, Originally posted on the GBI Portal

To UNICEF and WHO: Don’t forget to monitor your vaccines

Children and women waiting to get diagnosed in clinic. Photo Credit: WHO

In the wake of the drought and famine being experienced in the Horn of Africa, multiple vaccination campaigns have been launched in the region. UNICEF, WHO and Kenya’s Ministry of Health (MOH) are launching a campaign for the children situated in the Dadaab refugee camp in Northern Kenya, which is already triple the amount beyond its refugee capacity. UNICEF is also launching a solo campaign for children in the Horn of Africa, with a particular focus on Somalia.

The UNICEF and WHO-backed campaign in Dadaab will target 202,665 children under five years of age, with measles and polio vaccines, together with Vitamin A and de-worming tablets. The campaign is part of a regional push to ensure all children in drought affected areas are vaccinated against a killer disease like measles which can be deadly for malnourished children, and be protected from polio.

The solo UNICEF campaign for the rest of the Horn of Africa includes a strategy to vaccinate every child in Somalia under the age of 15 against measles which totals over 2.5 million children.

“This is a child survival crisis,” said Elhadj As Sy, UNICEF Regional Director for Eastern and Southern Africa. “Children don’t die just because they don’t have enough food. In various stages of malnutrition, they are more prone to sickness and disease. As big a challenge as the rates of malnutrition pose, the danger for children extends even further.”

“Malnutrition can weaken a child’s immune system, increasing their susceptibility to infectious diseases like measles and polio,” says Ibrahim Conteh, UNICEF Dadaab Emergency Coordinator. “We are acting now because these diseases can spread very quickly in overcrowded conditions like we have now in the camps.”

Measles is a highly contagious disease which can flourish in unsanitary and overcrowded environments like refugee camps. Measles reduces a child’s resistance to illness and makes them more likely to die when they are malnourished and suffering from other diseases.

Launching a vaccination campaign in the Horn of Africa is no simple task, even without a drought crisis to worry about. The region experiences atrocious coverage rates as evidenced by Southern Somalia where vaccination coverage is just 26%, one of the lowest in the world.

This suggests that there may be issues with the cold chain transportation of vaccines in the region. In the developing world, transporting vaccinations is complicated as high temperatures, scarce resources, unreliable electricity, and long distances between health care facilities can all break the chain.

Mobile vaccine refrigerator. Photo Credit: True Energy

This means that as UNICEF, WHO and the Kenyan MOH roll out of their campaigns, they must take extra precautions to make sure vaccine spoilage is minimized as much as possible. So many children’s lives depend on the vaccines being functional and on time.

Most, if not all of the vaccines being distributed in the campaigns will be transported using mobile vaccine refrigerators. There are mobile refrigerators currently in use all over the developing world that utilize innovative vaccine monitoring systems.

SmartConnect box

True Energy, a company highlighted in the past supplies a grid powered or solar powered refrigerator that offers vial vaccine monitoring to monitor the temperature of the vaccines along the cold chain. They also include a SmartConnect SMS monitoring system that sends out an SMS to the recipient alerting them of temperature changes along the cold chain for instantaneous monitoring.

PATH is one organization that has purchased these vaccine refrigerators with the SmartConnect capability. UNICEF has also commissioned these refrigerators from True Energy and is shipping the refrigerators for use in over 30 countries. Furthermore, the True Energy refrigerators meet WHO cold chain requirements.

Therefore, there should be no excuse for inadequate monitoring of vaccines amidst the vaccination campaigns. The technologies exist to ensure cold chain efficiency. Moreover, UNICEF and WHO have both recently dabbled with these existing technologies.

With reports that the drought in the Horn of Africa has not yet reached its peak, the vaccination efforts must be successful or millions of children may suffer the consequences.

August 8, 2011/by actualize

Agriculture, Health, Health, Humanitarian Assistance, Infectious Diseases, Mobile, Originally posted on the GBI Portal

Tweets track down dengue fever in Brazil

Photo Credit: chinaview.cn

A research group led by scientists in Brazil has developed software that tracks outbreaks of dengue fever using the social media outlet twitter. This software was created thanks to coordination between two Brazilian National Institutes of Science and Technology, led by Wagner Meira, a computer scientist at the Federal University of Minas Gerais.

The software is designed to detect the word “dengue” in tweets and information about the sender’s location. The software analyzes the sentence structure and wording to determine if tweets are appropriate for dengue surveillance. Tweets that are deemed spurious or unrelated to dengue fever are filtered out.

During the testing phase, the researchers examined 2,447 tweets about dengue fever sent through the social networking portal between January and May 2009. They found a strong correlation between personal experience tweets about dengue and official data on outbreaks from the Brazilian Ministry of Health.

The research team now plans to analyze 181,845 tweets sent between December 2010 and April 2011, but are waiting for the ministry’s 2011 data before they do so. They also plan to incorporate other key words, mostly symptoms of dengue fever, into their detection scheme to gather more tweets.

Photo Credit: Twitter

This is the first time social media has been used for dengue fever surveillance, but it is not the first time social media has been used for real-time epidemic surveillance. Twitter was used to follow the 2009 swine flu pandemic. Furthermore, it is the first attempt to gather information on people tweeting about their personal experience of a disease.

Google also introduced Google Dengue Trends last month, which records spikes in web searches for dengue fever. Therefore, using social media for surveillance is not a new practice, and nor is tracking dengue using technology. However, Meira’s method is an innovative and efficient way to track dengue fever.

Dengue fever, which can cause hemorrhagic deaths, plagues Brazil ever year. Moreover, every year it emerges in different locations than before. Most Brazilians know how to control and even eradicate the disease, but the majority of citizens don’t take any precautions against it.

On top of that, outbreak notifications take several weeks to process and analyze which impedes officials from assisting citizens. Using Twitter messages could mean a much faster response, says Meira. “It isn’t predicting the future but the present,” he says. “This means we aren’t weeks behind like we used to be.”

July 25, 2011/by actualize

Agriculture, Humanitarian Assistance, Originally posted on the GBI Portal

Last Mile Mobile Solutions: An Efficient Aid Distribution Tool

Photo Credit: Last Mile Mobile Solutions

Last month, food assistance from the United Nations World Food Program (WFP) reached more 26,500 people fleeing fighting in Sudan’s South Kordofan state. Not even close to a tenth of the 400,000 Southern Sudanese they fed before the latest outbreak of violence.

In humanitarian assistance missions, delivering aid to displaced people, at the right time, in sufficient quantities is extremely challenging, especially in inaccessible rural areas.

Lack of infrastructure prevents transportation, erupting violence hinders efforts, and overall allocation is inefficient and ineffective.

The Last Mile Mobile Solutions (LMMS) is a mobile technology aiming to change the aid distribution process.

LMMS bypasses the challenges that remote data collection typically faces in the last mile. With the swipe of a photo ID card, families receive the right amount of food, without waiting in line or conducting paper work

The beneficiaries of aid are directly registered in the field, and then immediately integrated into a humanitarian assistance project database, strengthening inventory control during aid distribution.

Ben Tshin of World Vision explains how the digitalization and automation of the aid distribution makes, “digital records of what we serve and how we serve them.” While the time to collect, stock, allocate, and report a humanitarian aid necessities is cut in half.

This is an illustration of how the LMMS system works:

Screen shot of the Last Mile Mobile Solutions steps on how their tool is used

Photo Credit: Last Mile Mobile Solutions

Initially working with World Vision, a partner of the UN’s World Food Program, LMMS was piloted in Kenya and Lesotho in 2008 to assist with general food aid distributions.

Success of the pilot led to an extension of LMMS being used in all of World Vision’s feeding programs. In 2009, LMMS was adapted for feeding programs targeted for vulnerable populations to improve World Vision’s distribution and reach.

LMMS was designed for food allocation, but “is not specific to World Vision,” Tshin states, its framework is flexible enough to be used by other organizations working in humanitarian assistance.

LMMS streamlines the distribution process, but digitalization also makes the donor money more transparent—allowing donors to see who, what, and where their funds are going. Information on aid delivery activities is stored, aggregated and can be sent to donor organizations in a PDF format.

This new communication tool makes organizations on the ground more accountable to their donors, encouraging fair distribution and preventing redundancy between projects.

The LMMS also has a long-term goal in mind for how organizations can use this resource in its full capacity.

Potentially, the mobile technology could be a, “cloud online solution,” where donors in Washington will be able to view what is happening in humanitarian assistance missions abroad, in real time.

LMMS can conceivably be a central and secure point for data collection to improve efficiency in program planning and effectiveness, a very useful tool in the newly emerging, conflict prone regions of South Sudan.

This mobile technology can also help the current humanitarian assistance in South Sudan identify those in need of emergency food assistance and reduce food allocation time, which provides more people with food in less time—before more violence erupts.

July 8, 2011/by actualize

Agriculture, Humanitarian Assistance, Originally posted on the GBI Portal

Addressing the lack of humanitarian information standards

It was fourteen years ago that a group of humanitarian NGOs and the Red Cross/Red Crescent movement came together and created the Sphere Project which defined minimum standards for disaster response. The cornerstone of the Sphere Handbook was the Humanitarian Charter which describes the core principles that govern humanitarian action. On top of this there are minimum standards and indicators defined that currently are utilized as a reference all disaster response.

Some of the Sphere core standard do address information sharing, like the following excerpt show:

Core Standard 1 – People Centered Humanitarian Response

People have a right to accurate and updated information about actions taken on their behalf. Information can reduce anxiety and is an essential foundation of community responsibility and ownership. At a minimum, agencies should provide a description of the agency’s mandate and project(s), the population’s entitlements and rights, and when and where to access assistance (see HAP’s ‘sharing information’ benchmark). Common ways of sharing information include noticeboards, public meetings, schools, newspapers and radio broadcasts. The information should demonstrate considered understanding of people’s situations and be conveyed in local language(s), using a variety of adapted media so that it is accessible to all those concerned. For example, use spoken communications or pictures for children and adults who cannot read, use uncomplicated language (i.e. understandable to local 12-year-olds) and employ a large typeface when printing information for people with visual impairments. Manage meetings so that older people or those with hearing difficulties can hear.

Core Standard 2 – Coordination and Collaboration

Be informed of the responsibilities, objectives and coordination role of the state and other coordination groups where present.
Provide coordination groups with information about the agency’s mandate, objectives and programme.
Share assessment information with the relevant coordination groups in a timely manner and in a format that can be readily used by other humanitarian agencies
Use programme information from other humanitarian agencies to inform analysis, selection of geographical area and response plans.
Regularly update coordination groups on progress, reporting any major delays, agency shortages or spare capacity.

Efficient data-sharing will be enhanced if the information is easy to use (clear, relevant, brief) and follows global humanitarian protocols which are technically compatible with other agencies’ data. The exact frequency of data-sharing is agency- and context-specific but should be prompt to remain relevant. Sensitive information should remain confidential

Core Standard 3 – Assessment

Pre-disaster information: A collaborative pooling of existing information is invaluable for initial and rapid assessments. A considerable amount of information is almost always available about the context (e.g. political, social, economic, security, conflict and natural environment) and the people (such as their sex, age, health, culture, spirituality and education). Sources of this information include the relevant state ministries (e.g. health and census data), academic or research institutions, community-based organisations and local and international humanitarian agencies present before the disaster. Disaster preparedness and early warning initiatives, new developments in shared web-based mapping, crowd-sourcing and mobile phone platforms (such as Ushahidi) have also generated databases of relevant information.

Initial assessments, typically carried out in the first hours following a disaster, may be based almost entirely on second-hand information and pre-existing data. They are essential to inform immediate relief needs and should be carried out and shared immediately.

Data disaggregation: Detailed disaggregation is rarely possible initially but is of critical importance to identify the different needs and rights of children and adults of all ages. At the earliest opportunity, further disaggregate by sex and age for children 0–5 male/female, 6–12 male/female and 13–17 male/female, and then in 10-year age brackets, e.g. 50–59, male/female; 60–69, male/female; 70–79, male/female; 80+, male/female.

Sharing assessments: Assessment reports provide invaluable information to other humanitarian agencies, create baseline data and increase the transparency of response decisions. Regardless of variations in individual agency design, assessment reports should be clear and concise, enable users to identify priorities for action and describe their methodology to demonstrate the reliability of data and enable a comparative analysis if required.

One of the key issues that is hindering effective humanitarian coordination is that information is not being shared effectively between the various response organizations. Many of them don’t see value in sharing information and often feel that sharing information with others will hurt their own ability to gather funds and drive their own programs forward.

What we need is a Humanitarian Information Charter that describes the core principles that govern humanitarian information sharing and management. These should define why organizations should share and as organizations endorse this charter they commit to sharing information with each other.

It is however not enough to tell organizations to share. Information needs to be shared in such a manner that it can also be compared to other information and analyzed for trends. However during almost every recent emergency data being shared has not been compatible with data coming from other organizations. Lot of effort has been needed to convert the data into compatible formats and often the analysis is delayed so long that the data becomes irrelevant by the time it becomes available. This in return leads to organizations not seeing any value in sharing information.

It is amazing that we have had organizations like UNGIWG active for over 10 years and we have had the global clusters for over 5 years now and the IASC Task Force on Information Management active for over two years now and yet none of these have managed to agree upon standards for representing the information required to effectively coordinate disasters.

Those of us sitting in some of these bodies and having representatives in them must take the blame for not putting focus on the right things in our efforts there. If we want information sharing then we must ensure information interoperability. We ensure information interoperability by defining the data standards for how to share each type of information.

We have 20-30 types of spreadsheets and databases for each dataset that we want to capture. Now that we have finally agreed upon what the common and fundamental datasets are, then we must agree upon the format for sharing them. Once we have defined that standard, then we must actually agree to use it and nothing else.

We must then go through each cluster and ensure we define the core standards for each dataset that needs to be captured and shared to ensure effective coordination in the cluster.

Once we have the standards defined, we can actually start sharing templates and databases for collecting this data. Then we can even move forward and start sharing data capture applications and analysis modules. Then we can actually start comparing data from different organizations.

It is important for all of us to stop arguing about politics for a while and start addressing this core issue. We must understand that no data standard will be perfect and we must move towards minimum data standards and not perfect data standards.

I hereby challenge all the global cluster members as well as all the workgroup and task force members to give themselves 6 months to agree upon these standards. What we have at the end of six months will what we will use as the version 1 of the Humanitarian Information Standards. Aim for simplicity and interoperability instead of perfection and silos of data.

I am ready to work on a Humanitarian Information Charter and put together the minimum standards for humanitarian information sharing – are you?

June 27, 2011/by actualize

Agriculture, Democracy & Governance, Governances, Humanitarian Assistance, Originally posted on the GBI Portal

Activists Use New Tools to Challenge Repression

Woman holding sign that says "Egyptians creating their future"

Throughout Africa human rights violations are being conducted all over the continent, but technology is shifting the power of information into the hands of the repressed.

Leveraging mobile phones and FM radio have been the channels to achieve this objective, according to the 2011 Amnesty International Annual Report.

Political activists and citizens have used other new communications forms, such as Facebook and Twitter, now easily available on mobile phones, to bring people to the streets to demand accountability.

Salil Shetty Photo Credit: Amnesty International

“In many countries in Africa,” says Secretary General, Salil Shetty, “there is now a vibrant civil society, which, although often still repressed, can no longer be ignored by those in power.”

The report states that 2010 may be known as the year where technology aligned both activists and journalists to bring truth to the world of power.

The Secretary General also mentioned that innovative crowdsourcing technologies, such as forerunner Ushahidi.com of Kenya, have opened up a whole new set of possibilities for conflict prevention by tracking and recording abuses.

He acknowledges that they have been tools that have aided the struggle for human rights, despite the adversary from governments, in particular those in the Middle East and Northern Africa, to restrict the flow of information and censor communication.

In this sense, Shetty cautions, that the use of technologies are not a magic bullet solution that can completely determine and end human rights violations: “Technology will serve the purposes of those who control it – whether their goal is the promotion of rights or the undermining of rights,” he advised.

“We must be mindful that in a world of asymmetric power, the ability of governments and other institutional actors to abuse and exploit technology will always be superior to the grassroots activists, the beleaguered human rights advocate, the intrepid whistleblower and the individual…”

Even so, Shetty digressed that these are amazing times for human rights activists who recognize the potential of technology, which provides the context to evade censorship and reveal truth. They also holds the promise, he continued, that we will be, “living in a truly flat world,” where we are all connected by an accessible information that flows across borders and all can provide a voice to help determine major decisions in our lives.

“Fifty years on the world has changed dramatically, but the imperative for individuals to stand together to fight injustice and protect the rights of human beings, wherever they may be, has not,” the Secretary General emphasized.

Assessments of the state of human rights in countries across Africa, Amnesty concluded:

Uganda—law enforcement officers “committed human rights violations, including unlawful killings and torture, and perpetrators were not held to account” and “a number of new and proposed laws threatened the rights to freedom of expression and freedom of assembly”.

Zimbabwe—“police continued to arbitrarily arrest and detain human rights defenders and journalists undertaking legitimate human rights work”. However, there was “some loosening of restrictions on the media and parliament debated a bill to reform the repressive Public Order and Security Act”.

Swaziland—“human rights defenders and political activists were subjected to arbitrary detention, ill-treatment and harassment … Torture and incidents of unjustified use of lethal force were reported. The prime minister appeared to publicly condone the use of torture.”

Sudan—“human rights violations, mainly by the National Intelligence and Security Service, continued to be committed with impunity. Perceived critics of the government were arrested, tortured or ill-treated and prosecuted for exercising their rights to freedom of expression, association and assembly. Death sentences were handed down, including against juveniles. Women, young girls and men were arrested and flogged in the north because of their ‘dress’ or ‘behaviour’ in public places.”

These summaries were provided on a post on AllAfrica.com

June 16, 2011/by actualize

Agriculture, Cross Cutting, Humanitarian Assistance, Originally posted on the GBI Portal

Providing Connectivity During Humanitarian Crises: An Approach from Luxembourg

Photo Credit: UN WFP

Following actual natural disasters, humanitarian crises often escalate in gravity due to a lack of communication and connectivity between stakeholders that are on the ground. In an effort to eliminate these problems, the government of Luxembourg, in collaboration with the ICT Humanitarian Emergency Platform at the UN World Food Program (WFP), recently designed and created EPIC: Emergency Preparation Integration Centre.

The purpose of EPIC is to provide voice and data communications, via rugged mobile phones and digital radios with Internet-based phone service and GPS capabilities, to disaster zones within 14-20 hours of occurrence. The communication platform allows international agencies to communicate with each other, consolidating efforts and increasing response efficiency. Additionally, EPIC allows on-the-ground response teams to maintain communications with their agencies’ home bases, allowing for the transfer of swift and accurate news feeds in order to stimulate donor response as well.

Photo Credit: emergency.lu

The EPIC system is all contained in a single toolkit, stored at the UN’s five response posts, located around the globe in strategic locations. When a disaster hits, the toolkits are quickly flown to the scene, reestablishing communications as quickly as possible to help coordinate an organized response effort. The entire toolkit has yet to be used, but will be pilot tested in a mock trial in Cape Verde this July, according to WFP ICT regional director of Latin America Alf Ellefsen. If the trial run goes smoothly, the toolkits will be fully operational by September or October of this year.

I had the opportunity to interview Mr. Ellefsen at the WFP about the program following his presentation at the Aid & International Development Forum 2011 last week. He explained that this effort “fulfills our mandate from the UN as the lead of the Emergency Telecommunications Sector to provide telecommunications services during humanitarian crises.” As seen in Haiti and Pakistan, recently, the lack of collaboration between responders created new problems and slowed some efforts. The EPIC system would allow responders, such as the WFP, to collectively work with other public, private, and non-governmental organizations to efficiently distribute food to victims, locate resources, and communicate crucial messages.

Though initially a project by the government of Luxembourg, EPIC now includes deployment and funding partners at the UN WFP and Ericsson. The potential of EPIC is large; if functional, it could drastically reduce the systemic problems that result in the months following natural disasters, and save thousands of dollars in relief efforts that end up being duplicated.

June 14, 2011/by actualize

Agriculture, Agriculture Markets, Food Security, Humanitarian Assistance, Originally posted on the GBI Portal, Sustainable Agriculture

Aidmatrix: A Model for Safeguarding and Fostering Global Food Security Gains

Terri Hasdorff, Vice President of Aidmatrix (at the middle, wearing pink), at the AID & International Development Forum, Washington, DC

Terri Hasdorff, Vice President of Aidmatrix (Center), at the AID & International Development Forum, Washington, DC

Getting the right aid to people when and where they need it most, logistics, is still a major challenge for the global humanitarian sector. But, Aidmatrix, an Irving, Texas based non-profit that employs logistics technology to tackle systemic challenges in the highly complex aid sector, is making major gains.

According to Scott McCallum, President & CEO of Aidmatrix, “more than 35,000 corporate, nonprofit and government partners use our technology solutions to move more than $1.5 billion in aid annually, worldwide, which impacts the lives of more than 65 million people”.

The ‘humanitarian technologist’ reconfigures widely used applications in the private sector for humanitarian causes, including disaster, hunger, medical, and transportation relief. According to McCallum, Aidmatrix is akin to a wedding-registry, as it provides a one-stop shop for the “registry of needs and donations”. Last year, Aidmatrix Foundation was awarded a contract with USAID to provide $1.3 million worth of technology for efforts in Haiti, 90% of which was financed by the non-profit’s partners—Accenture, UPS, AT&T, among others.

Although more widely known for its expertise in disaster relief needs assessment and donations management, Aidmatrix’s aid sector-sensitive and technological approach could help foster and safeguard gains in global food security, if deployed contextually on a broader scale. Food insecurity is caused by a wide range of factors, including declining yields, inadequate investment in research and infrastructure, and increased water scarcity, but it is also brought about by immense waste.

Logistical woes is a key cause for much of this waste. For instance, a third of crops reaped in India, a food insecure country, never gets to market in edible fashion because of poor value chain management and practices. Aidmatrix’s technology could aid in efficiently warehousing and transporting these goods to places where they are needed most. The highly subsidized nature of Aidmatrix’s development of technologies tailored to contextual problems limits implementation costs because of it vast network of major backers in the food and technology industries.

Aidmatrix’s current hunger relief programs gives a glimmer of hope of how its efforts could transform global food security management. “Through partnerships with Feeding America, Global Foodbanking Network, United Nations World Food Programme, and other global food bank and hunger relief programs, Aidmatrix enables more food to be connected with the hungry through our hunger relief solutions.” This is done by improving communication between food banks, suppliers and agencies, as it did with the Feeding America initiative.

Deploying Aidmatrix’s technology more broadly in international development work is likely to reduce global hunger, by matching appropriate chunks of the billions of pounds of foods wasted annually with many of the 850 million people suffering from hunger every day. Nearly all charitable food in the US already goes through Aidmatrix, through its partnership with Feeding America. The non-profit has also gained a toehold in Europe, where its largest partner is the UK-based FareShare, and Asia, through vibrant partnerships with organizations such as Second Harvest in Japan. On a smaller, yet increasing scale, Aidmatrix is making inroads in South America and Africa.

The opportunities are immense. Aidmatrix is certainly a model for safeguarding and fostering global food security.

June 10, 2011/by actualize

Agriculture, Education, Education, Education Partnerships, Humanitarian Assistance, Originally posted on the GBI Portal

Leaders Education During Humanitarian Crisis: Aid & International Development Forum 2011, Day Two

Photo Credit: Teachers Without Borders

At the last workshop session of the AIDF 2011, international educators gathered to share lessons learned about education during humanitarian crises. The synthesis and common ground between the presenters was clear—education should continue in full force during humanitarian crises, and ICTs can help that happen.

Citing statistics that crises can last for decades during war-prone areas, the presenters repeatedly emphasized the need for education to continue despite the common excuse that “now’s not the time.” Given that we don’t know when crises will end, education should begin as soon as possible and continue during humanitarian crises, they argued. Additionally, the presenters explained that when education stopped, nations lost enormous amounts of human capital, which is essential to overcome crises in the future. Limiting education during crises, then, creates a poverty trap due to a lack of human capital.

Some of the best ways to continue education during a crisis include utilizing ICTs. Distance learning, accessing Open Educational Resources (OER) online, and radio-based educational programs all become increasingly relevant during crises.

Panelist Fred Mednick, of Teachers Without Borders, spoke on the importance of local cultural contexts in educational models. During natural disasters or military crises, international educators often forget about the ever-present cultural context that they must take into account in their curriculum and approach. This lessens the impact of their efforts.

Sergio Ramirez-Mena, Senior Program Director at AED’s Global Education Center, highlighted partnerships between NGOs, governments, and businesses to provide schools and education during humanitarian crises. The collaboration with businesses is especially innovative during a crisis, and, given that many crises extend for years, is quite helpful in terms for financial sustainability of programs, bridging the gap between humanitarian and development efforts.

Last, Lori Heninger from the Inter-Agency Network for Education in Emergencies, discussed the need for collaboration between organizations in the humanitarian education space. The materials are out there, thanks to the rise in OER, Heninger explained, but getting the right information to the right people is a pressing challenge.

June 10, 2011/by actualize

Agriculture, Health, Health, Health Systems, Humanitarian Assistance, Mobile, Originally posted on the GBI Portal

Medic Mobile introduces first mobile SIM application for healthcare use

Medic Mobile, a mobile health non-profit based in Washington D.C., announced the development of the first mobile SIM application for healthcare on June 6th. SIM apps can operate on 80% of the world’s phones ranging from $15 handsets to Android smart phones, so their potential use means reaching unimagined levels in data collection.

The SIM applications are menu based applications on mobile phones that reduce costs and increase accessibility for patients. Says CEO Josh Nesbit on his blog, “I can imagine all eight million global community health workers utilizing SIM applications to support their work and improve the lives of their patients.” Through these applications, patients don’t need to see a doctor, they can simply register their health data through the app and the data gets sent to health professionals who send feedback.

Medic Mobile is a pioneer in developing SMS based communication solutions. The organization started out with a project in Malawi where their SMS services saved clinical staffers 1,200 hours of patient follow-up time, thousands of dollars in costs and doubled the number of patients who were treated for Tuberculosis. Perhaps their most well known project came after the earthquakes that devastated Haiti. Mobile Medic created an SMS database where people could text the number “4636” to be tagged, mapped and subsequently assisted. Thousands of victims were rescued with this service.

SMS and SIM application based healthcare services can serve as a blueprint in the developing world to alleviate health burdens. Over half of all Africans use mobile technology, and according to an ITU report, over 70% of low and middle-income countries utilize mobile technology. Mobile technologies dominate any other technology in the developing world. They are cheap and conveniently accessible.

Photo Credit: Medic Mobile

Nesbit sees great potential and envisions applications that help patients schedule appointments, access remote consultations and connect with health care professionals during a medical emergency. Nesbit’s products are proof that mobile phones can be a game changer in providing healthcare. They can essentially serve as health professionals at any place and any time. Not even the developed world can claim that.

Medic Mobile, a mobile health company started in college by Josh Nesbit, is a trailblazer in the field.

June 10, 2011/by actualize

Agriculture, Democracy & Governance, Governances, Humanitarian Assistance, Originally posted on the GBI Portal

Local Capacity & Governance in Humanitarian Assistance

people unpacking food in a humanitarian assistance mission

Photo Credit: IIE

While humanitarian response spans a wide range of operations from aid delivery and temporary shelter, to training and preparedness, a successful humanitarian operation also depends heavily on local capacity building and existing governance structures.

Yesterday at the Aid and International Development Forum, the speakers at the governance panel wholeheartedly agreed.

Jessica Vogel, Manager of Operations for International Stability Operations Association (ISOA), moderated the discussion.

She paralleled strong governance and building local capacity, with increasing the rate of success during humanitarian assistance. “Without local capacity the challenges and delivery of relief is ten fold,” Vogel emphasized.

Robert Wells, strategic consultant at Whitney, Bradley and Brown, Inc., reiterated her point. He argued that initiating and constructing partnerships on the ground are both keys to local capacity building.

Wells also stressed that the local governance should be “in the cockpit” of their own humanitarian assistance missions. By organizing constructive collaboration, he maintained, it leads to sustaining professional development.

Johanna Mendelson Forman, senior associate at the Center for Strategic and International Studies, explored a gap in local capacity: the local diaspora.

Referencing the disaster in Haiti, she asserted that the educated citizens who fled the country were those same individuals who had the most ability to revitalize their damaged country.

“It is the talent and skill of the Haitian diaspora that will recreate Haiti,” Forman stated.

Local capacity building and good governance structures are at the heart of sustaining humanitarian assistance after the temporary funding disappears.

June 9, 2011/by actualize