This section on case studies is a compilation of inputs from delegates, which indicates different models of support and collaboration between sectors. This is snapshot of activities provides not just case studies but sharing of practice between all the types of organisations (Private Sector, International NGOs, NGO, Community based organisations and the Government) that made inputs.
Kindly note that if you have a case study to share, fill the registration forms, answering applicable questions on collaborations.
In 2004, Transaid began working with Sarvodaya, Sri Lanka's biggest charity, to develop a Transport Management System that would enable it to improve the delivery of its wide ranging community development programme. Sarvodaya undertakes a broad range of activities, including community health, conflict resolution and water and sanitation in all Tamil and Singalese parts of the island, via a network of over 100 district offices. An internal transport assessment and initial transport management training had been completed when the tsunami intervened. Following the tsunami, Transaid's input changed as there was an immediate need for help with the reconstruction effort, and two logisticians from corporate member Wincanton worked with the Sarvodaya team on a variety of issues including vehicle scheduling, sourcing of raw materials and contracting. Based on the Wincanton team's recommendations, truck manufacturer IVECO donated a new EuroTrakker six axle truck with training and a parts agreement which is now being used to move building materials for homes and children's playgrounds. In the longer term, Transaid aims to resume implementation of a Transport Management System to support all Sarvodaya's activities.
Deals mainly with drought mitigation in the ASAL areas of Kenya. When floods hit these areas the organisation assists communities prepare, cope and recover from the effects of natural and artificial calamities. This is achieved by working closely with other Government agencies, NGOs, CBOs, FBOs, and relief agencies.
In 2003, there was a cattle rustling by the Karamojong from North Eastern Uganda on the Sabiny of Kapchorwa which led so many civilians dead and properties damaged. The organisation responded immediately by partnering with some private companies such as Coca-cola and Stanbic Bank to assist the victims of the raid. An assessment was done by JYAK, and the report was shared by NGOs and the private companies which were involved in our activity.
In Uganda, private sector has supported some projects in emergency situation. Standard Chartered Bank constructed a seven-classroom school, staff office and installed water tanks in Gulu to support children affected by insurgency to study in better learning environment. In Rakai district - a district devastated by HIV/AIDS, a number of business men/women mobilized resources and built at least five houses for child headed households through World Vision. There is positive indication for the private sector to mobilize their staff to support vulnerable communities and families during emergencies. The challenge and task at hand is to comprehensively plan, reach out to the private sector and bring them on board.
We have repsonded to volanco erruption in Congo in 2002, we have and are still responding to Burundi refugees, and we are currently responding to the flood in Mozambique
In 1998, the U.S. embassy in Nairobi, Kenya was bombed by terrorists. Sourcenet collaborated with Kenyatta National Hospital, by mobilizing its staff to respond to the emergency by donating blood to those who were injured. This exercise ran for about one week.
AMREF, is the "father/mother" of Flying Doctors Services which is known for its response and mobilsing people during emergencies. At the time of the Mbom blast in Nairobi in 1997, AMREF was one of the key organizations that was handling blood donation and handing over the same to hospitals, it was for good coordination, mobilization and control of magnitude of people that made this succeed. Flying Doctors Unit was at the centre of evacuating injured people. AMREF was mandated by the Government to coordinate resources donated to the Mbom victims.
Our organization has been involved in training and capacity building for Humanitarian workers for the last seven years our main being on linking disaster, relief to development.
Teamed up with Coca Cola to provide food aid for vulnerable groups, specifically people living with HIV \Aids in Kasungu district in Malawi. The success was based in clear agreement on responsibilities of each partner. Plan facilitated the process on ground such as food distribution the private sector provided monitoring and evaluation of the project. This ensured accountability of both parties
As a local organization in charge of disaster reduction and mitigation, the organization has managed to mobilize the local population to move far away from the areas vulnerable to disaster. We are in permanent contact with the local communities we work with to provide education on disasters and how they can protect themselves from it. This information is passed on by partnership with the private sector such as media houses and journalists.
AHA has worked closely with internally displaced people, asylum seekers and refugees to respond to their needs and ensure human dignity during the emergency situations, and in a stabilized phases, to ensure sustainability and capacity building through trainings on health, HIV/AIDS, income generating projects, etc. AHA was among the first organization to assist Rwandans after genocide of 1994. We work closely with our partners such as UNHCR, America Refugees Committee, Jesuit Refugee Services, USAID, and GTZ. The private sector could play a key role in mobilizing their personnel for disaster mitigation.
World Hope Foundation is an international relief and development organization that has undertaken a lot of emergency work in West Africa, Maldives and India. During the Tsunami we partnered with Cedar Hen Engineering Venture a private company in Nigeria who sponsored 10 volunteers from Nigeria including a medical doctor to India and Maldives as part of the emergency team to the Tsunami affected area in January 2005. Also World Hope Foundation was involved in emergency relief efforts at the bomb blast in Nigeria military barracks in Lagos, Nigeria in 2002, World Hope Foundation was supported in this effort by Shell Development Company in Nigeria.
PricewaterhouseCoopers have worked with some donors and relief agencies either in the areas of fund management, skills empowerment or sourcing to meet specific needs
Emirates has trained and experienced staffs totalling to 1500 to respond to any kind of emergency worlwide
Amboh Young Farmers Common Initiative Group (AMYOFACIG) is a dynamic farming organisation that is working for the interest, empowerment and development of farmers and the community in rural southwest province of Cameroon. Over the distant past we mobilized local skills to play an active roles in several relief missions, food crisis and natural disasters in securing emergency aid packages and medical assistance to victims. We work in collaboration with several ministries in Cameroon and NGOs in providing shelters, food, clothing, drugs and education to victims. E.g. the Wabane landslide disaster that took away the lives of 29people and made 1000people homeless. Amyofacig was the principal institution on the spot at time of incident. Our strategy was rapid assessment of damages incurred, immediate needs of victims and ways to get these needs on site. We mobilized resources from the Cameroon Government and other national and international NGOs.
RCK has worked on advocacy during refugee situations. This entails rapid assessment of the situation of vulnerable groups, women at risk, and mapping out strategies for intervention especially with government. RCK's work has been with IOs such as Trocaire, UNIFEM, UNDP. Some partnerships include a 2003 advocacy partnership following the arrival of Somali refugees at Mandera. Collaboration was mainly around information sharing and relying on RCK as a national advocacy organization to raise some critical issues with the government. The information sharing worked well, the advocacy had some difficulties, because some organizations' mandates precluded direct engagement with governments in advocacy capacities. Once challenges in advocacy arose, challenges in information sharing followed.
