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Archives for Disaster Relief

Anatomy of a Logistics Operation: How USAID is Equipping Ebola Fighters on the Frontlines

Transporting vital supplies and critical commodities quickly to the epicenter of an international disaster is what USAID’s Office of U.S. Foreign Disaster Assistance does every day. However, the Ebola response has proved especially challenging for USAID’s disaster experts.

A USAID-chartered plane lands in Monrovia, Liberia, transporting critically-needed medical supplies to the frontlines of the Ebola response. Photo courtesy: Carol Han, USAID/OFDA

A USAID-chartered plane lands in Monrovia, Liberia, transporting critically-needed medical supplies to the frontlines of the Ebola response. Photo courtesy: Carol Han, USAID/OFDA

“Most disasters we respond to are either natural disasters—such as an earthquake, where the acute needs peak and then go down very quickly—or it’s a war,” explained Kelly Bradley, a logistician with USAID’s Ebola Disaster Assistance Response Team (DART). “Ebola is essentially a brand-new type of response because outside of a few groups, no one has dealt with it on a large scale before.”

Inside the cargo hold, thousands of sets of protective equipment (PPE) to protect Ebola health care workers. As of January 2015, the U.S. has transported more than 400 metric tons of medical and disaster supplies to West Africa. / Carol Han, USAID/OFDA

Inside the cargo hold, thousands of sets of protective equipment (PPE) to protect Ebola health care workers. As of January 2015, the U.S. has transported more than 400 metric tons of medical and disaster supplies to West Africa. / Carol Han, USAID/OFDA

One major obstacle: Affected West African countries did not have robust infrastructure in place to receive and distribute all the goods pouring into their airports. As a result, the United States found itself in the unique position of moving an unprecedented amount of medical supplies to a region while simultaneously working to build a logistics supply chain almost from scratch—all to ensure that health care workers are able to get what they need to save lives.

USAID Ebola Disaster Assistance Response Team (DART) logisticians Kelly Bradley and Rogers Warren receive medical supplies at Roberts International Airport in Monrovia, Liberia. In addition to airlifting critical commodities, they had to help build a supply chain to ensure that the medical supplies got to areas of need. / Carol Han, USAID/OFDA

USAID Ebola Disaster Assistance Response Team (DART) logisticians Kelly Bradley and Rogers Warren receive medical supplies at Roberts International Airport in Monrovia, Liberia. In addition to airlifting critical commodities, they had to help build a supply chain to ensure that the medical supplies got to areas of need. / Carol Han, USAID/OFDA

“We were getting requests left, right and center,” said Bradley. “People didn’t know what they were asking for. We didn’t know what was coming in a lot of the time. Even the experts who do medical responses didn’t fully understand the scope of the need.”

Inside a warehouse in Monrovia, the U.S. military and USAID put together “starter kits” of medical and cleaning supplies to sustain U.S.-supported Ebola clinics for the first critical days of operation. / Carol Han, USAID/OFDA

Inside a warehouse in Monrovia, the U.S. military and USAID put together “starter kits” of medical and cleaning supplies to sustain U.S.-supported Ebola clinics for the first critical days of operation. / Carol Han, USAID/OFDA

Much of the need centered on delivering enough personal protective equipment (PPE) – including gloves, goggles, coveralls, masks and boots—to health care workers. Enter the U.S. military, which has been working closely with USAID to airlift more than 1.4 million sets of PPE to Monrovia, the country’s capital.

However, once the supplies were flown in, there was no dedicated system in place to transport them to the Ebola treatment units (ETUs) being constructed and staffed by the United States.

USAID funded the UN World Food Program (WFP) to build a system of warehouses in five strategic locations throughout Liberia. Photo courtesy: Carol Han, USAID/OFDA

USAID funded the UN World Food Program (WFP) to build a system of warehouses in five strategic locations throughout Liberia. Photo courtesy: Carol Han, USAID/OFDA

That’s when USAID partnered closely with the UN World Food Program (WFP) and supported its work to build a system of warehouses throughout the country and develop a supply chain of medical equipment to ensure ETUs received ample resources to open its doors and stay operational.

With this supply chain in place, PPE and other medical supplies could now be transported by truck to logistics bases located in five strategic Liberian cities, close to U.S.-supported ETUs.

In addition to supplying Ebola Treatment Units with medical equipment, USAID has been providing communities with household kits containing bleach, masks, soap and gloves so that families taking care of sick loved ones could be better protected against Ebola. / Carol Han, USAID/OFDA

In addition to supplying Ebola Treatment Units with medical equipment, USAID has been providing communities with household kits containing bleach, masks, soap and gloves so that families taking care of sick loved ones could be better protected against Ebola. / Carol Han, USAID/OFDA

Mira Baddour, a logistician with WFP in Liberia, admits that getting all the main players on the same page was initially very challenging.

Coordination in action: U.S. Army logistician Terri Mcfadden (center) consults with USAID logistician Kelly Bradley (right) at a WFP warehouse in Harper, Liberia, on best ways to transport supplies to U.S.-supported Ebola clinics. / Carol Han, USAID/OFDA

Coordination in action: U.S. Army logistician Terri Mcfadden (center) consults with USAID logistician Kelly Bradley (right) at a WFP warehouse in Harper, Liberia, on best ways to transport supplies to U.S.-supported Ebola clinics. / Carol Han, USAID/OFDA

“For us, for WFP, we usually deal with delivering food,” Baddour explained. “Now, we were dealing with unfamiliar concepts like ETUs and working with different partners. But [being here] is really a great experience for me… and everyone is now working very well with each other.”

“It’s a totally different crisis,” said WFP logistician Mira Baddour at one of the warehouses in Liberia that her agency is running. “It has been challenging, but at the same time it is a really great experience for me.” / Carol Han, USAID/OFDA

“It’s a totally different crisis,” said WFP logistician Mira Baddour at one of the warehouses in Liberia that her agency is running. “It has been challenging, but at the same time it is a really great experience for me.” / Carol Han, USAID/OFDA

USAID’s Kelly Bradley, who is a veteran of several disasters, agrees that the experience has been personally rewarding.

“Think about the sheer volume of personal protective equipment that [has been] coming in,” said Bradley. “My unit is directly responsible for making sure that it gets to our partners… the Ebola health care workers on the frontlines. It’s a really big responsibility and a really rewarding thing to be a part of it all.”

Meet the team of experts with USAID, the U.S. military, and the UN World Food Program that have been working around the clock to transport, track and deliver critical medical supplies for the Ebola response. / Carol Han, USAID/OFDA

Meet the team of experts with USAID, the U.S. military, and the UN World Food Program that have been working around the clock to transport, track and deliver critical medical supplies for the Ebola response. / Carol Han, USAID/OFDA

ABOUT THE AUTHOR

The Ebola Disaster Assistance Response Team (DART) is overseeing the U.S. Ebola response efforts in West Africa. The DART includes staff from across the U.S. Government, including USAID’s Office of U.S. Foreign Disaster Assistance (OFDA), the U.S. Centers for Disease Control and Prevention (CDC), and the Departments of Defense and Health and Human Services.

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Training the Next Generation of Ebola Fighters

To learn how to safely treat Ebola patients while staying alive, doctors and nurses must learn how to navigate an Ebola “maze” run by the U.S. military in Liberia. / Carol Han, USAID

To learn how to safely treat Ebola patients while staying alive, doctors and nurses must learn how to navigate an Ebola “maze” run by the U.S. military in Liberia. / Carol Han, USAID

Walk into the gymnasium of the Liberian National Police Training Academy and you’ll come across a maze so bizarre—and as it turns out so high-stakes—that  successfully navigating it could mean the difference between life and death.

Welcome to the nerve center of the U.S. health care worker training program. It’s a replica of an Ebola treatment unit (ETU), where doctors, nurses, hygienists, and others learn how to safely care for Ebola patients while staying alive.


The U.S.-run Ebola health care worker training takes place at the Liberian National Police Academy, where the gymnasium has been transformed into a mock Ebola treatment unit.  / Carol Han, USAID

The U.S.-run Ebola health care worker training takes place at the Liberian National Police Academy, where the gymnasium has been transformed into a mock Ebola treatment unit. / Carol Han, USAID

“Everything is about safety—the safety of the staff and the safety of the patients,” said U.S. Army Colonel Laura Favand, who helps oversee the Ebola health care worker training program.

During the week-long class, students first spend three days in the classroom where U.S. military doctors, nurses and medics teach them every aspect of Ebola care, from diagnosis and patient recordkeeping to proper disinfection techniques and safe handling of the dead.

Cross-contamination is the biggest threat in an ETU, which is why there’s an entire class dedicated to proper hand-washing techniques. Another critical lesson: how to take off protective suits, goggles, and gloves without inadvertently contracting the disease.

According to Colonel Favand, this is one of the most vulnerable times for Ebola health care workers.


Taking off protective suits—like what’s being done here at a USAID-supported ETU in Sierra Leone—is a vulnerable time for health care workers. That’s why so much time is spent teaching health care workers how to prevent cross-contamination.  / Carol Han, USAID

Taking off protective suits—like what’s being done here at a USAID-supported ETU in Sierra Leone—is a vulnerable time for health care workers. That’s why so much time is spent teaching health care workers how to prevent cross-contamination. / Carol Han, USAID

“You’ll see someone getting ready to take their gloves off and their hands are shaking,” said Favand. “They know how important this is.”

Classroom time is followed by two days spent in the “mock ETU” where students are taught how to navigate in a clinical setting and practically apply all that they have learned. Actual Ebola survivors play the role of patients, offering invaluable insight into what actually happens in an ETU. According to participants, the survivors also help teach them how to communicate with patients.


Actual Ebola survivors play the role of patients at U.S. Ebola health care worker trainings, providing invaluable insight. Here, a student assesses a child patient and Ebola survivor during a training session in Greenville, Liberia under the watchful eyes of the instructor. / Col. Laura Favand, U.S. Army

Actual Ebola survivors play the role of patients at U.S. Ebola health care worker trainings, providing invaluable insight. Here, a student assesses a child patient and Ebola survivor during a training session in Greenville, Liberia under the watchful eyes of the instructor. / Col. Laura Favand, U.S. Army

“We learn some different terms in Liberian English that allows us to have a more accurate perception of the patient,” said Ephraim Palmero, medical director for the International Organization of Migration, an organization being supported by USAID to run three U.S.-built ETUs in Liberia.

“For example, instead of saying ‘how are you,’ Liberians ask, ‘how’s the body,’” Palmero explained.


On the Road: The U.S. military has deployed mobile training teams throughout Liberia to offer the same course to those who can’t travel to the main training site in the Monrovia metro area. / Carol Han, USAID

On the Road: The U.S. military has deployed mobile training teams throughout Liberia to offer the same course to those who can’t travel to the main training site in the Monrovia metro area. / Carol Han, USAID

Besides running the training at the Liberian police academy, the U.S. military deploys four mobile training teams throughout Liberia to offer the same course to health care workers who are unable to make it to Monrovia.  Liberian health officials — in charge of training the next generation of Ebola health care workers — also take the class.

“I love doing this mission,” said U.S. Army Captain Alex Ailer. “I like that people here are being helped and that we are also helping local people help themselves.”


U.S. Air Force Senior Airman Alexander Muniz and U.S. Army Captain Anna Bible take a break while teaching an Ebola health care training course in Harper, Liberia. They are part of a mobile training team. / Carol Han, USAID

U.S. Air Force Senior Airman Alexander Muniz and U.S. Army Captain Anna Bible take a break while teaching an Ebola health care training course in Harper, Liberia. They are part of a mobile training team. / Carol Han, USAID

As of early January 2015, more than 1,500 Liberian and international health care workers have taken part in the training, including several USAID partners that are now running the U.S.-built ETUs.

“The training was incredible and great for me because it alleviated my fears,” said Micaela Theisen with the International Organization for Migration. “It [made] me feel good and ready to get to work.”

Her colleague Catherine Thomas agreed.

“The staff there, their medical knowledge was very comforting to us who were just starting out.” said Thomas. “They were just great.”


(from left to right) Health care workers Catherine Thomas, Micaela Theisen, and Rene Vega—all working at USAID-supported ETUs—have taken the U.S. Ebola health care worker training course. “The training was incredible and great for me because it alleviated my fears,” said Theisen.  / Carol Han, USAID

From left to right: Health care workers Catherine Thomas, Micaela Theisen, and Rene Vega—all working at USAID-supported ETUs—have taken the U.S. Ebola health care worker training course. “The training was incredible and great for me because it alleviated my fears,” said Theisen. / Carol Han, USAID

 


The Ebola Disaster Assistance Response Team (DART) is overseeing the U.S. Ebola response efforts in West Africa. The DART includes staff from across the government, including USAID’s Office of U.S. Foreign Disaster Assistance (OFDA), the U.S. Centers for Disease Control and Prevention (CDC), and the Departments of Defense and Health and Human Services.

ABOUT THE AUTHOR

Carol Han is a Press Officer for the Ebola Disaster Assistance Response Team (DART), which oversees the U.S. Ebola response efforts in West Africa. The DART includes staff from across the government, including USAID’s Office of U.S. Foreign Disaster Assistance (OFDA), the U.S. Centers for Disease Control and Prevention (CDC), and the Departments of Defense and Health and Human Services.

“I remember it like it was yesterday. The entire city just shrunk.”

Within mere seconds, more than 200,000 people were killed, and 1.5 million were displaced from their homes.  Buildings were completely destroyed. Phone connections were down. The scene was, in short, total devastation. It was January 12, 2010—five years ago today—when a magnitude 7.0 earthquake rocked Port-au-Prince and forever changed Haiti.

This earthquake would have been calamitous and overwhelming anywhere, but in Haiti—a poor country with weak building infrastructure—it hit at the heart, in the populous capital city, creating a massive urban disaster.

USAID’s Haiti Earthquake Disaster Assistance Response Team Leader Tim Callaghan and USAID Administrator Raj Shah during the 2010 response.  / USAID.

USAID’s Haiti Earthquake Disaster Assistance Response Team Leader Tim Callaghan and USAID Administrator Raj Shah during the 2010 response. / USAID.

As Team Leader for USAID’s Disaster Assistance Response Team (DART), I deployed in the first 24 hours and witnessed firsthand the perfect storm of challenging response issues: no communication as all phone connections were down; 1.5 million people were instantly displaced, with no shelter; in seconds, children were orphaned; Haitian Government officials and local disaster responders were affected themselves; transportation was severely hampered by the rubble; there was a myriad of health and nutrition concerns; and death was everywhere.

USAID-supported programs helped remove more than 50% of the total rubble cleared by the international community. / U.S. Navy, Chief Mass Communication Specialist Robert J. Fluegel

USAID-supported programs helped remove more than 50% of the total rubble cleared by the international community. / U.S. Navy, Chief Mass Communication Specialist Robert J. Fluegel

Rubble literally filled the streets. We found out later that the earthquake had generated enough rubble to fill dump trucks lined up from Maine to Florida twice. On the ground, this meant major obstacles to delivering life-saving assistance. It also required our DART to have a large urban-search-and-rescue (USAR) component with over 500 USAR members at its peak. These teams worked tirelessly, crawling through broken buildings, to find and save people who were trapped inside. One of my proudest memories was being on site early one morning around 3 a.m. to see our USAR teams pull people out of the wreckage. It is something I will never forget.

Members of the Los Angeles County Fire Department Search and Rescue Team rescue a Haitian woman from a collapsed building in downtown Port-au-Prince. The woman had been trapped in the building for five days without food or water. / U.S. Navy, Mass Communication Specialist 2nd Class Justin Stumberg

Members of the Los Angeles County Fire Department Search and Rescue Team rescue a Haitian woman from a collapsed building in downtown Port-au-Prince. The woman had been trapped in the building for five days without food or water. / U.S. Navy, Mass Communication Specialist 2nd Class Justin Stumberg

In addition to so many Haitian lives tragically taken on that day, several American colleagues from the U.S. Embassy also perished—the first time I had ever worked on a disaster response where this was the case.

Yet it’s during times like the Haiti earthquake that I am so vividly inspired by the mandate of the office I work for—USAID’s Office of U.S. Foreign Disaster Assistance—which is to save lives and alleviate human suffering. The DART did that in Haiti five years ago, rapidly providing humanitarian assistance and care to those in need. I was honored to manage a team of dedicated people who worked 20-hour days for weeks on end in grueling conditions.

Looking back, I also will never forget the incredible resilience and strength of the Haitian people. They lost so much, and yet were willing to roll up their sleeves amid all the tragedy to work with us in every way possible to build back their lives. The people of Ravine Pintade—one of the hardest hit areas—joined us and our partners Global Communities and Project Concern International to transform their devastated neighborhood into a model community.

Since 2010, USAID has continued to work together with the people of Haiti and their local and national governments traversing the long road from recovery to development and helping mitigate the damage of future crises. We’ve increased communities’ disaster resilience through preparedness and response planning, support to emergency operations centers and evacuation shelters, and small-scale infrastructure projects like retaining walls and drainage systems. We’ve also helped improve local capacity by training locals to handle disaster response efforts—everything from preparing first responders to designating leadership roles to managing relief supplies.

Haiti is vulnerable to many disasters including earthquakes, hurricanes, and flooding; but through these disaster risk reduction efforts, USAID is helping Haiti become more capable of preparing and responding to whatever disaster may strike next.

ABOUT THE AUTHOR

Tim Callaghan is the Senior Regional Advisor for Latin America and the Caribbean for USAID’s Office of U.S. Foreign Disaster Assistance. During the 2010 Haiti earthquake response, Callaghan served as USAID’s Disaster Assistance Response Team Leader.

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Lessons Learned a Decade after the Indian Ocean Tsunami

Ten years ago today, the Indian Ocean tsunami roared across more than 3,000 miles and a dozen countries from Southeast Asia to Africa, killing 200,000 people and leaving 40,000 missing. I remember watching the news from my parents’ kitchen, in the aftermath of Christmas, as hour by hour the enormity of the disaster registered on the world.  And it was Aceh, a conflict affected province of Indonesia, that suffered the greatest impact, accounting for nearly half of the total casualties.

Eight days later, I was in Aceh.   I will never forget the surreal sights and stench of such massive destruction.  In a humid heat, bodies were still trapped beneath towers of debris and piled along the road.  Boats were in trees and houses were upended.  Survivors and humanitarian workers alike had a dazed look.

The December 2004 Indian Ocean tsunami was one of the worst natural disasters in recorded history, destroying lives, homes, and livelihoods. In the disaster’s immediate aftermath, USAID provided emergency support in the form of food, shelter, water, sanitation, and medical supplies. In the years that followed, USAID has continued to work alongside survivors to help affected communities rebuild and create jobs.

The December 2004 Indian Ocean tsunami was one of the worst natural disasters in recorded history, destroying lives, homes, and livelihoods. In the disaster’s immediate aftermath, USAID provided emergency support in the form of food, shelter, water, sanitation, and medical supplies. In the years that followed, USAID has continued to work alongside survivors to help affected communities rebuild and create jobs. / USAID

In the face of this utter tragedy, the world mobilized to save lives and reconstruct.  The tsunami generated an unprecedented outpouring of support from the international community. Indonesia received more than $7 billion in aid, the most generous response ever to a natural disaster.  In three years, Indonesia built new airports, roads, schools, and over 130,000 new homes.

USAID was front and center in the response, deploying a multi-country Disaster Assistance Response Team to the most affected areas immediately following the tsunami. USAID’s Office of U.S. Foreign Disaster Assistance and Food for Peace provided more than $96 million in emergency support in the form of food, shelter, water, sanitation, and medical supplies. In the immediate aftermath USAID airlifted 20,000 kitchen sets, 20,000 mosquito nets, 8,400 ten-liter water containers, 2,000 hygiene kits, 230 rolls of plastic sheeting, and two 12,000-liter water bladders. Partners built or rehabilitated more than 1,600 water systems in villages throughout Aceh, benefitting more than 77,000 people. Repaired sewages systems and sanitation facilities improved hygiene conditions for over 90,000 people. In the years that followed, USAID has continued to work alongside survivors to help affected communities rebuild and create jobs.

So what have we learned since 2005? Below are six lessons that inform the way we respond to disasters a decade after the Indian Ocean tsunami:

1. Early Warning Leads to Early Action

Although there was a lag of several hours between the earthquake and the tsunami, almost all of the victims of the Indian Ocean tsunami were taken by surprise, because there were no early detection or early warning systems in place.   In the aftermath of the tsunami, USAID provided $16.6 million to support the development of the Indian Ocean Tsunami Warning System (IOTWS), an integrated early warning and mitigation system that allows countries in the Indian Ocean region to detect and prepare for tsunamis and other coastal hazards. When the Banda Aceh earthquake struck in 2012, the IOTWS system successfully alerted communities across the Indian Ocean and millions of people were able to move away from the coastline.  As a result of these and other early warning efforts, countries and communities, USAID and its development partners are better prepared to respond and mitigate the impact of disasters before they strike.

In addition to aiding recovery and reconstruction, USAID has supported the development of a tsunami warning system in the Indian Ocean region to help governments detect and prepare for tsunamis in the future. / USAID

In addition to aiding recovery and reconstruction, USAID has supported the development of a tsunami warning system in the Indian Ocean region to help governments detect and prepare for tsunamis in the future. / USAID

2. Effective Civil-Military Cooperation is Essential

More than 15,000 U.S. soldiers participated in Operation Unified Assistance, the U.S. military’s response to the Indian Ocean tsunami.  Without the unique strategic and tactical lift capabilities of the military, we would not have reached remote places with life-saving supplies as quickly.  Yet, civil-military coordination was a major challenge, with 17 militaries and hundreds of international NGOs responding.  Over the past decade, UN agencies, donors, relief organizations, and the U.S. and other militaries have learned to coordinate more effectively on disaster responses, from the 2010 earthquake in Haiti to last year’s typhoon in the Philippines. USAID’s Office of Foreign Disaster Assistance is the designated U.S. government lead agency in disasters and has worked closely with the military and other U.S. government agencies to create a more seamless system for calling forward needed capabilities. In the current Ebola crisis, USAID and the U.S. military are working hand in glove to sustain an agile and effective response to one of the most complex emergencies of our time.

3. Focus on Jumpstarting Economies

In Aceh, Indonesia, USAID, in partnership with Chevron developed and hosted three-month vocational courses for hundreds of young people from the region, like Junaidi and Syahrizal (pictured). Courses ranged from welding and masonry to bookkeeping and automobile repair. These courses gave graduates the skills they needed to rebuild their communities, and also improved their ability to find jobs with higher wages. / USAID

In Aceh, Indonesia, USAID, in partnership with Chevron developed and hosted three-month vocational courses for hundreds of young people from the region, like Junaidi and Syahrizal (pictured). Courses ranged from welding and masonry to bookkeeping and automobile repair. These courses gave graduates the skills they needed to rebuild their communities, and also improved their ability to find jobs with higher wages. / USAID

In Indonesia, the 2004 tsunami completely razed coastal towns like Banda Aceh, but left others further from the shore untouched. The massive outpouring of aid in the aftermath of the tsunami provided life-saving relief to devastated communities, but also threatened to create a second crisis by smothering local markets that remained active across the country. The tsunami helped catalyze a greater understanding of the power of pivoting quickly from delivering commodities to a focus on using cash for work and other strategies to revive local markets.  USAID supported cash-for-work recovery projects that employed 70,000 people, and helped finance the construction of 278 fishing boats to revive Aceh’s fishing industry. In partnership with Chevron, USAID also developed and hosted three-month vocational courses for hundreds of young people in Aceh, like Junaidi and Syahrizal (pictured above). In the decade since the tsunami, the humanitarian community has increasingly recognized the value of cash-based approaches to emergency responses. USAID has continued to be a trailblazer in these efforts, using mobile e-payments and harnessing public-private partnerships to help jumpstart economies after a crisis, including in the aftermath of Typhoon Haiyan.

4. Give Cash, not Goods

The second stop on my 2005 trip was Sri Lanka, where I encountered a depot of donated goods—a new shipment of bikinis, ties and other donations clearly ill-suited to meet the needs of ordinary people trying to survive the aftermath of the tsunami. The outpouring of generosity after the Indian Ocean tsunami was truly impressive and unprecedented. However, it also led to massive “goodwill dumping,” as well-meaning people flooded the region with unnecessary goods that overwhelmed transit points and ended up as trash. As this experience and many other disasters have illustrated, donating cash instead of goods is always the best option, allowing victims to get the quickest access to basic items in local markets

5. Disasters Can Spur Conflict Resolution

The Indian Ocean tsunami caused massive social upheaval, uprooting the lives and livelihoods of hundreds of thousands of people.  Sinhalese and Tamil communities came together in Sri Lanka around the common enemy of a natural disaster.  In Sri Lanka, I saw an Office of Transition Initiatives program that brought together Sinhalese and Tamil youth to work side by side to clean the debris and rebuild their communities. And, recognizing that their own people needed to rebuild not fight, the Free Aceh movement signed a peace deal with the Indonesian government in August 2005. Indonesia’s experience sparks important lessons for how— if given the right circumstances and leaders willing to put their people first— disaster response can catalyze opportunities for peace and inclusive governance.

6. Build Resilience

Most importantly, we know that tsunamis, typhoons, droughts and other shocks will continue to batter communities, hitting the most vulnerable the hardest.  Since 2011, USAID has been at the forefront of a global conversation on building resilience.  We know that all our development gains can be wiped out in an instance if households, communities, countries and regions are not better able to adapt, prepare, and recover from the shocks we know will continue to occur. That is why in partnership with the Rockefeller Foundation and Swedish sida, we launched the Global Resilience Partnership, which will drive evidence-based investments and innovations that enable cities, communities, and households to better manage and adapt to inevitable shocks.

ABOUT THE AUTHOR

Nancy Lindborg is the USAID Assistant Administrator for the Bureau for Democracy, Conflict and Humanitarian Assistance. Follow her @nancylindborg

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U.S. Opens New Ebola Clinic in Liberia

Liberia is in the midst of a building boom to help control the spread of Ebola. In support of the Liberian Government’s Ebola response strategy, the United States is in the process of constructing 15 Ebola treatment units (ETUs) in this hard-hit nation. Across the country, teams of workers are busy moving dirt, laying concrete, trucking in construction materials, and erecting large white tents.

The first ETU to be built and staffed by the U.S.—in the city of Tubmanburg—started receiving patients on November 18. Now, a second ETU supported by the United States is operational in the city of Kakata, about 45 miles northeast of Monrovia. Built by the organization Save the Children with support from USAID, the ETU is being run by International Medical Corps (IMC), which is also managing another ETU in Bong County, Liberia.

Members of USAID’s Ebola Disaster Assistance Response Team (DART) visited the site on November 22, joining a Liberian delegation that included the Assistant Minister of Health and county health officials. Below is an inside look at the USAID-supported ETU, including those areas that are currently off limits to cameras now that the facility is open to Ebola patients.

11.22.14-Kakata-ETU-sign-photo-credit-Justin-Pendarvis-USAID-OFDA About an hour’s drive northeast of Monrovia, in the heart of Liberia’s rubber cultivation belt, the second Ebola treatment unit (ETU) in Liberia to be constructed and staffed with U.S. Government assistance is now receiving patients. / Justin Pendarvis, USAID/OFDA


The facility was built by Save the Children with USAID providing construction materials, gravel, cots for patients, generators to power the ETU, and other support.  The red fencing separates public areas from Ebola “hot zones.” Photo courtesy: Justin Pendarvis, USAID/OFDA The facility was built by Save the Children with USAID providing construction materials, gravel, cots for patients, generators to power the ETU, and other support. The red fencing separates public areas from Ebola “hot zones.” / Justin Pendarvis, USAID/OFDA


USAID is funding International Medical Corps (IMC) to operate the ETU in Kakata. Here, USAID Disaster Assistance Response Team (DART) Deputy Justin Pendarvis (left) gets a tour from IMC Emergency Response Team Director Sean Casey (right). / Alisha McMichael, USAID/OFDA USAID is funding International Medical Corps (IMC) to operate the ETU in Kakata. Here, USAID Disaster Assistance Response Team (DART) Deputy Justin Pendarvis (left) gets a tour from IMC Emergency Response Team Director Sean Casey (right). / Alisha McMichael, USAID/OFDA


More than 160 people—mostly Liberian national staff—work at the ETU. For the past two weeks, IMC’s medical team received rigorous training on Ebola patient care, safety protocols, and ETU management. Photo courtesy: Alisha McMichael, USAID/OFDA More than 160 people—mostly Liberian national staff—work at the ETU. For the past two weeks, IMC’s medical team received rigorous training on Ebola patient care, safety protocols, and ETU management. / Alisha McMichael, USAID/OFDA


The 88-bed ETU, which opened on November 22, has received a number of patients. Some were discharged after testing negative for Ebola. Photo courtesy: Alisha McMichael, USAID/OFD The 88-bed ETU, which opened on November 22, has received a number of patients. Some were discharged after testing negative for Ebola. / Alisha McMichael, USAID/OFD


NO DETAIL OVERLOOKED: Inside the clinical care areas are electrical outlets where patients can play music or charge their cell phones to keep in touch with their loved ones. USAID provided generators to power the ETU. / IMC NO DETAIL OVERLOOKED: Inside the clinical care areas are electrical outlets where patients can play music or charge their cell phones to keep in touch with their loved ones. USAID provided generators to power the ETU. / IMC

ABOUT THE AUTHOR

The Ebola Disaster Assistance Response Team (DART) is overseeing the U.S. Ebola response efforts in West Africa. The DART includes staff from across the U.S. Government, including USAID’s Office of U.S. Foreign Disaster Assistance (OFDA), the U.S. Centers for Disease Control and Prevention (CDC), and the Departments of Defense and Health and Human Services.

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Building Ebola Treatment Units to Foster Hope, Healing in Liberia

Liberian Vice President Joseph Boakai, middle, gets a tour of the U.S.-built Tubmanburg Ebola treatment unit from USAID partner International Organization for Migration, which will be running the facility / Carol Han, USAID/OFDA

Liberian Vice President Joseph Boakai, middle, gets a tour of the U.S.-built Tubmanburg Ebola treatment unit from USAID partner International Organization for Migration, which will be running the facility / Carol Han, USAID/OFDA

In the Bomi Hills northwest of Monrovia, in an area that used to be the region’s iron and diamond mining center, it’s hard to miss the new “precious resource” that has become critical to Liberia’s fight against Ebola.

Four stark white tents gleam in the sun, the most prominent part of the new Ebola treatment unit (ETU) in Tubmanburg, which is the first ETU to be built and staffed by the United States in Liberia.

Liberian Army Capt. Glee Dilliard Dada led a team of Liberian soldiers who worked closely with the U.S. military to build the facility. Despite the rain, heat and construction setbacks, the Ebola treatment unit was built in 35 days / Carol Han, USAID/OFDA

Liberian Army Capt. Glee Dilliard Dada led a team of Liberian soldiers who worked closely with the U.S. military to build the facility. Despite the rain, heat and construction setbacks, the Ebola treatment unit was built in 35 days / Carol Han, USAID/OFDA

Construction on the 2-acre site was overseen by the U.S. Defense Department in close partnership with the Armed Forces of Liberia. More than 60 people had to overcome the rain, heat, poor roads and supply shortages to build the site in 35 days, completing the ETU earlier this month.

“Especially in this time of national crisis, it has been rewarding to be out here and assisting,” said Armed Forces of Liberia Capt. Glee Dilliard Dada, who supervised the Liberian military construction crew. “I am very overwhelmed with a lot of pride. In a month’s time we did all of this.”

The Ebola treatment unit (ETU) in Tubmanburg is the first ETU to be built and staffed by the United States in Liberia / Carol Han, USAID/OFDA

The Ebola treatment unit (ETU) in Tubmanburg is the first ETU to be built and staffed by the United States in Liberia / Carol Han, USAID/OFDA

USAID Disaster Assistance Response Team leader Bill Berger called the ETU an extraordinary effort, saying, “It took strong partnership to build this ETU. It will also take strong partnership to provide care to patients.”

USAID partner the International Organization of Migration, or IOM, has stepped forward to manage the ETU under the leadership of the Liberian Ministry of Health and Social Welfare. For the past two weeks, IOM’s medical team—made up of local and international health care workers—received rigorous training on Ebola patient care, safety protocols and ETU management.

Within the 2-acre site is a changing area where local and international staff with the International Organization for Migration will be donning googles and other protective equipment to care for patients. / Carol Han, USAID/OFDA

Within the 2-acre site is a changing area where local and international staff with the International Organization for Migration will be donning goggles and other protective equipment to care for patients. / Carol Han, USAID/OFDA

More than 120 members of IOM’s team are now prepared to care for patients. Tejanie Golafaley, a local resident and Ebola survivor, is especially eager to speak to patients at the ETU about his experience beating the disease.

“When I got Ebola, people didn’t want to come around me. I was stigmatized by Ebola,” Golafaley said. “The best thing I can do is talk to [patients] …. I’m going to tell them I’m a survivor. I want to give them hope.”

Tejanie Golafaley, an Ebola survivor, saw it as his personal mission to work at the USAID-supported Ebola treatment unit in Tubmanburg. “I want to explain my story to patients [so that] they can start to take courage.” / Carol Han, USAID/OFDA

Tejanie Golafaley, an Ebola survivor, saw it as his personal mission to work at the USAID-supported Ebola treatment unit in Tubmanburg. “I want to explain my story to patients [so that] they can start to take courage.” / Carol Han, USAID/OFDA

ABOUT THE AUTHOR

Carol Han is the Press Officer for USAID’s Ebola Disaster Assistance Response Team [DART], which is overseeing the U.S. Ebola response efforts in West Africa. The DART includes staff from across the government, including USAID’s Office of U.S. Foreign Disaster Assistance, the U.S. Centers for Disease Control and Prevention, and the Departments of Defense and Health and Human Services.

First Look at a New Hospital for Ebola Aid Workers: 10 Photos You’ve Never Seen

Morgana Wingard This blog is part of our Daily Dispatches series in which we’ve teamed up with photojournalist Morgana Wingard, who is on the ground with USAID staff in Liberia documenting the fight on Ebola. Her photo series and blogs from the team offer unique angles into the many facets of the Ebola story – from life inside a treatment center, to profiles of the health care workers battling Ebola from the front lines, to the many ways the epidemic is impacting the health, economy and future of the nation.

HARBEL, Liberia—”Where have you done this before?” USAID Administrator Raj Shah asked on October 15, as he stepped through the taupe colored tent flap into the new 25-bed critical care hospital being built to treat all health care and aid workers who fall ill to Ebola. “Nowhere, sir. No one has,” replied an army engineer.

Historically, mobile medical units like this one provide versatile trauma care for military operations. In this case, the Department of Defense (DoD) and the U.S. Public Health Service (USPHS) customized the Monrovia Medical Unit to treat highly contagious Ebola patients.

Once complete, the hospital will be operated and staffed by a team of 65 specialized officers from the USPHS Commissioned Corps – an elite uniformed service with more than 6,800 full-time, highly qualified public health professionals, serving the most underserved and vulnerable populations domestically and abroad.

The Commissioned Corps will deploy clinicians, administrators, and support staff to Liberia to treat health care workers with Ebola, and to continue efforts by USAID, DoD and international partners to build capacity for additional care in Liberia.

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The new 25-bed critical care hospital being built in Harbel, Liberia to treat health care and aid workers who fall ill to Ebola. The new hospital is expected to be online in early November.


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Rear Admiral Scott Giberson (Acting U.S. Deputy Surgeon General and Commander of the USPHS Commissioned Corps Ebola Response) gives USAID Administrator Raj Shah a tour of the new 25-bed critical care hospital for all health workers who fall ill with Ebola while on the frontlines of the epidemic in Liberia on October 15, 2014.  


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Colonel Joann Frye, nurse, Officer in Charge, U.S. Air Force Air Combat Command 633rd IPTS and USAID Administrator Raj Shah inside the new hospital.


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Tents are connected by a covered passageway inside the “Hot Zone.”  Soon the only people inside this area will be health workers either as patients or suited up in personal protective equipment.


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Inside one of the patient wings of a new critical care hospital being built by the U.S. Department of Defense and the U.S. Public Health Service in Harbel, Liberia.


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The new hospital’s supply room.


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CAPT Ed Dieser (Engineer, USPHS Commissioned Corps Safety/Facilities Officer) gives USAID Administrator Raj Shah a tour of the new 25-bed critical care hospital for health workers who fall ill to Ebola while on the front lines of the outbreak in Liberia.

(All photos by Morgana Wingard)

ABOUT THE AUTHOR

Morgana Wingard is a photojournalist documenting the many facets of the Ebola crisis in Liberia. Check out her guest posts from USAID’s instagram

Standing with Liberia to Reverse Ebola’s ‘Spillover’ Effects

 With funding and support from USAID construction crews work quickly to build a new Ebola Treatment Unit in Monrovia in front of the former Ministry of Defence Building. / Morgana Wingard

With funding and support from USAID construction crews work quickly to build a new Ebola Treatment Unit in Monrovia in front of the former Ministry of Defence Building. / Morgana Wingard

The Ebola Virus Disease, and the pressing need for rapid containment over the next 3 to 9 months, presents the global community with a formidable challenge. More than 7,000 cases have already been confirmed in Guinea, Liberia and Sierra Leone (the three core countries of the epidemic), and more than 3,300 people have already died. The epidemic is strengthening, but so too is the international response.

Ebola threatens not only lives, but livelihoods. The main driver of economic impacts is not the loss of labor to sickness and death, or even the major diversion of resources into health care, but rather the much broader spillover effects from peoples’ fear of contagion.

Isolation of infected persons is critical to controlling transmission, and wider restrictions including land border closings and partial community quarantines can interrupt economic activity on a temporary basis. But in an atmosphere of uncertainty about personal and business risks, activity can decline across the entire economy. Self-protective aversion behavior shuts down businesses, disrupts transportation and agriculture, and sidelines employment-creating investment plans – all of which drives down peoples’ livelihoods by undermining a country’s production and trade.

Liberia, where the outbreak is worst, has been rebuilding its economy since emerging from a long civil war in 2003. While economic growth has been strong in recent years, the country remains one of the poorest in Africa, with a per capita income of only $440 dollars and nearly 60 percent of the population below the poverty line. Liberia remains both institutionally weak and aid dependent, so a swift international policy reaction to this epidemic is crucial.

Food prices have recently begun to rise sharply in urban areas in Liberia, reflecting slowdowns in container shipping and uncertainty about future supplies. Regional trade has been reduced by land border closings. Internal transport has slowed down, reflecting official and unofficial restrictions on movement and higher fuel costs. The expatriate economy – with its incomes and expertise – has thinned out.  Some urban enterprises are shedding workers as many government contracts are being cut back, or put on hold.

The World Bank’s latest estimate of economic losses for 2014, in the three core countries, is $359 million. Under a rapid containment scenario, losses in 2015 are projected to be roughly $100 million, with the bulk of these in Liberia where per-capita incomes are not expected to begin rising again until 2016. Left unchecked, however, this epidemic could grow exponentially and drive up both human and financial costs by as much as 8 to 10 fold.  So the international community needs to act quickly and decisively, along a number of fronts.

Simply put, an Ebola epidemic that is not effectively contained and mitigated could reverse years of development progress for the affected countries, with harsh negative impacts on some of the world’s most vulnerable communities. Failure to contain would also increase the risk of outbreaks in neighboring countries, driving economic losses into the tens of billions of dollars.

 Washing is a vital part of the operation of the Ebola Treatment Unit at Island Clinic in Monrovia. All scrubs worn under PPEs and shoes must be washed thoroughly in chlorine water and then with soap. / Morgana Wingard

Washing is a vital part of the operation of the Ebola Treatment Unit at Island Clinic in Monrovia. All scrubs worn under PPEs and shoes must be washed thoroughly in chlorine water and then with soap. / Morgana Wingard

This epidemic calls for concerted international response including health workers, new treatment facilities, and medical supplies to the health sectors of the core countries, food security assistance to stressed and especially isolated and quarantined areas, and preparedness training for health systems in neighboring countries.

The United States, along with our international partners, is stepping up to this challenge. With Liberian clinics overwhelmed with new patients, we are providing 2,000 new beds, 130,000 sets of personal protective equipment, and 50,000 hygiene kits, along with plans to rapidly construct new health clinics.  To prevent further infections within Liberia, the USG and its partners will also provide 400,000 protection kits to reduce transmission in community settings.

To help offset declining government revenues and skyrocketing health costs, we are providing base salary support for civil servants in Liberia’s Ministry of Health, and working closely with the World Food Program to provide emergency food supplies to 1.3 million people across the region, including Ebola patients and communities under quarantine.

We’re also working closely with President Ellen Johnson Sirleaf to intensify our response across a broad range of areas, including supporting the country’s health system so that the focus on Ebola does not come at the expense of providing care to pregnant mothers or newborn infants.

Additionally, we’re working with the Government of Liberia and partners to mitigate the economic impacts of the crisis outside of the health system. This includes the crucial area of public messaging about the safe resumption of normal economic activities.

We’ve seen outstanding teamwork across our Agency, the U.S. Government, and our Disaster Assistance Response Team on the ground in Liberia, Guinea, and Sierra Leone—but we cannot win this fight alone.

We need qualified health care workers—nurses, doctors, and physician assistants—who could be a part of this historic response. We’re encouraging them to register at www.usaid.gov/ebola, and we’ll put them in touch with a network of organizations that are standing by to train volunteers. We’re also identifying care and evacuation procedures to support these professionals in their heroic humanitarian work.
With the same creativity and rigorous efficiency that we have applied to previous disasters, we can—and will—stop this epidemic. By working together with our partners from government, business, civil society, and the military, we can lay the groundwork for a brighter future in vulnerable communities grappling with Ebola’s devastation.

Stephen O’Connell

ABOUT THE AUTHOR

Stephen O’Connell is USAID’s Chief Economist. He guides the Agency on economics-based decision making and provides expert advice to Agency leadership and staff in the field of economic growth.

A Grand Challenge to Help Health Care Workers Fight Ebola

Health care workers put on Personal protective equipment (PPE) before going into the hot zone at Island Clinic in Monrovia, Liberia on Sept 22 2014. / Morgana Wingard, USAID

Health care workers put on personal protective equipment (PPE) before going into the hot zone at Island Clinic in Monrovia, Liberia on Sept. 22 2014. / Morgana Wingard, USAID

Today, West Africa faces the largest Ebola epidemic in history. Markets are empty. Schools are closed. Friends greet each other from a distance. As President Obama said yesterday at the United Nations:

“Ebola is a horrific disease. It’s wiping out entire families. It has turned simple acts of love and comfort and kindness — like holding a sick friend’s hand, or embracing a dying child — into potentially fatal acts. If ever there were a public health emergency deserving an urgent, strong and coordinated international response, this is it.”

From Guinea to Liberia to Sierra Leone, the alarm has been sounded, and United States is mobilizing a global response. We know how to stop this epidemic, but it will take ingenuity, speed, and cooperation. That is why President Obama announced a new Grand Challenge for Development to generate pioneering solutions that help health care workers provide better care in the midst of the epidemic.

“I’m pleased to announce a new effort to help health workers respond to diseases like Ebola. As many of you know firsthand, the protective gear that health workers wear can get incredibly hot, especially in humid environments. So today, we’re issuing a challenge to the inventors and entrepreneurs and businesses of the world to design better protective solutions for our health workers… And our goal is to get them to the field in a matter of months, to help the people working in West Africa right now.  We can do this.”

Every day, courageous men and women are performing critical tasks that save lives and prevent the spread of the virus. Personal protective equipment (PPE)—the suits, masks and gloves the health care worker wears—is their primary protection, but it is also the greatest source of stress. In these hot and uncomfortable suits, health workers must administer to the patients and remove contaminated materials.

Health workers in personal protective equipment (PPE) wait to enter the hot zone at Island Clinic in Monrovia, Liberia on Sept 22. 2014. PPE is their primary protection, but it is also the greatest source of stress. / Morgana Wingard, USAID

Health workers in personal protective equipment (PPE) wait to enter the hot zone at Island Clinic in Monrovia, Liberia on Sept 22. 2014. PPE is their primary protection, but it is also the greatest source of stress. / Morgana Wingard, USAID

Announced at the Global Health Security Summit in Washington, D.C., this Grand Challenge for Development will unite the global community in the quest for ingenious ideas that deliver practical and cost-effective innovations in a matter of months, not years.

We need new ideas to help ensure that treatment sites, communal transport units, and burial sites do not become infection sources. We need new solutions that strengthen the safety and increase the comfort of the suits, from improving fabric design to measuring a health worker’s temperature and heart rate.

We need new ways to simplify clinical processes, including point-of-care diagnostics. And we need new tools that continue to create a safer clinical environment, including improving infection control and waste disposal. Taken together, these innovations will enable health workers to provide better care for those who are suffering.

Together with our international partners, we will translate the expertise and ingenuity of scientists, innovators, engineers, and students from across the globe into real solutions. With your bold thinking and engagement, we can give health workers the tools they need to win this fight.

To get involved, please visit: http://www.usaid.gov/grandchallenges/ebola

 

ABOUT THE AUTHOR

Dr. Rajiv Shah is USAID Administrator. He tweets from @rajshah

An Unprecedented Response to the Ebola Crisis

The Ebola crisis has quickly overwhelmed West Africa’s health system: new Ebola victims fill medical facilities faster than new ones can be established

The Ebola crisis has quickly overwhelmed West Africa’s health system: new Ebola victims fill medical facilities faster than new ones can be established. / Morgana Wingard

Today the world is facing the largest and most-protracted Ebola epidemic in history. Yesterday, at the Centers for Disease Control and Prevention, President Obama declared the Ebola epidemic in West Africa a top national security priority and announced a clear, comprehensive, and global strategy to stop the outbreak.

“Faced with this outbreak, the world is looking to us, the United States, and it’s a responsibility that we embrace. We’re prepared to take leadership on this to provide the kinds of capabilities that only America has, and to mobilize the world in ways that only America can do.  That’s what we’re doing as we speak.”

The United States has been combating the Ebola epidemic since the first cases were reported in March, and we have expanded our efforts and increased personnel in the region as the crisis has unfolded. More than 120 specialists from across the U.S. Government are on the ground in West Africa to prevent, detect, and stop the spread of this disease. USAID deployed a Disaster Assistance Response Team—or DART—to the region to oversee and coordinate the U.S. response, providing logistics, planning, program, and operational support to the affected countries; drawing forth critical assets and resources from several U.S. departments and agencies.

This crisis continues to escalate exponentially and requires an intensified speed and scale of response to address a rising rate of infection. It has quickly overwhelmed West Africa’s health system: new Ebola victims fill medical facilities faster than new ones can be established. Heroic doctors, nurses, and health workers are stretched to their personal and professional limits.

Against this landscape of overwhelming despair, there is hope. As the President declared in Atlanta:

“The world knows how to fight this disease. It’s not a mystery. We know the science.  We know how to prevent it from spreading. We know how to care for those who contract it.  We know that if we take the proper steps, we can save lives. But we have to act fast.“

That’s why yesterday afternoon President Obama announced a significant expansion of our response.

In an Ebola crisis, chlorine is used to disinfect areas that people infected with the virus may have come in contact with.

In an Ebola outbreak, chlorine is used to disinfect areas that people infected with the virus may have come in contact with. / Morgana Wingard

Through a whole-of-government approach, we’re mounting an aggressive U.S. effort to fight this epidemic and have devised a clear strategy with four key pillars to stop this epic crisis:

  • Controlling the epidemic;
  • Mitigating second-order impacts, including blunting the economic, social, and political tolls;
  • Coordinating the U.S. and broader global response; and
  • Fortifying global health security infrastructure in the region and beyond.

Our goal is to enable the most effective international response possible, using our government-wide capabilities to fight the epidemic on a regional basis. Our current efforts have focused on controlling the spread of the disease—bringing in labs for specimen testing; supporting the construction and management of Ebola treatment units; airlifting critical relief supplies; strengthening emergency response systems of the affected governments; supporting burial teams who are safely managing human remains to prevent transmission; and spearheading mass public awareness campaigns with communities to describe how to prevent, detect, and treat Ebola.

To complement these efforts, the President also announced the launch of the USAID-led Community Care Campaign, which will aim to provide every family and every community the critical information and basic items that can help protect them from this deadly virus.  Information will stress the importance of sick families members seeking help at a clinic or Ebola treatment unit and how to exercise basic infection control that can be life-saving, such as washing hands or not washing their dead relatives. Items like soap and chlorine can reduce transmission. Women are especially important to reach given their traditional role in washing the bodies of dead relatives — a prime transmission route of the virus. To reach people with low literacy, the campaign will train health volunteers and community leaders on how best to verbally provide messages to their neighbors.

Partnering with the affected countries, the U.N. Children’s Fund (UNICEF), the Paul G. Allen Family Foundation, and organizations on the ground, USAID will initially target 400,000 of the highest risk households in Liberia with this vital training and important tools.

The campaign is also rooted in a sobering reality. Half of all people who get sick don’t seek treatment at hospitals or Ebola treatment units. Many are frightened by rumors and deterred from traveling to hospitals where their friends and neighbors are taken and never return. A complex array of traditional beliefs and practices mean many of those who should seek help choose to stay in their homes – often putting those family members who care for them at risk.

The Ebola crisis is wreaking havoc on West Africa’s health care system. USAID is focused on supporting the construction and management of Ebola treatment units; airlifting critical relief and medical supplies; training health care workers; strengthening emergency response systems of the affected governments; and supporting public messaging with communities on how to prevent, detect and treat Ebola.

The Ebola epidemic is wreaking havoc on West Africa’s health care system. USAID is focused on supporting the construction and management of Ebola treatment units; airlifting critical relief and medical supplies; training health care workers; strengthening emergency response systems of the affected governments; and supporting public messaging with communities on how to prevent, detect and treat Ebola. / Morgana Wingard

This week, working alongside the Paul G. Allen Family Foundation, we will airlift 50,000 USAID-funded home health care kits to be delivered to some of the most isolated and vulnerable communities in Liberia. We will simultaneously work with every part of society to educate people on how to prevent and detect Ebola through mass public awareness campaigns supported by radio, text, television and community announcements. As we scale up our response, the only way the virus will be controlled is if we make concerted efforts to reach every community, and every home in the affected areas.

We know tough months lie ahead. It will require a coordinated effort by the entire global community to help stem this terrible public health crisis. But every outbreak of Ebola in the last 40 years has been stopped, and this one will be, as well.

ABOUT THE AUTHOR

Nancy Lindborg is the USAID Assistant Administrator for the Bureau for Democracy, Conflict and Humanitarian Assistance

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