In this next installment of the USAID Pounds of Prevention series (PDF), we travel to Guatemala. Many people in Guatemala live in areas prone to natural hazards. Earthquakes, volcanoes, storms, floods, and landslides have all challenged the population and spurred the country to take action to prepare for and lessen the effects of disasters. Photo by USAID.
Archives for Disaster Relief
This is part of our FrontLines Year in Review series. This originally appeared in FrontLines March/April 2012 issue.
The United States and Haitian Governments aim to develop areas outside the country’s overcrowded capital, catalyzing growth in the north.
CAP-HAITIEN, Haiti – group crowds around an instructor for an urban gardening lesson in this northern city in Haiti. They laugh as the man perches a plastic bucket on his head and demonstrates how to use drip irrigation technology to grow tomatoes.
Workshop participant Manola Lamy was excited to try growing vegetables on her roof, but also enjoyed the camaraderie. “Before, I hadn’t experienced a union among Haitians,” she said. “Through the workshop, I experienced a union among others trying to make a better life here.”
Students are expected to share their knowledge, and instructors empowered them to take charge of their own food security. Such sustainability is the aim of USAID’s work in Haiti.
“Cap-Haïtien is one of the most important cities in the Government of Haiti’s plan to increase access to services outside of the overcrowded capital,” said USAID/Haiti Mission Director Carleene H. Dei.
After the catastrophic January 2010 earthquake, about 100,000 displaced Haitians sought refuge around Cap-Haïtien. The city is now one of three geographic corridors that the U.S. Government is targeting to catalyze economic growth outside of the overcrowded capital of Port-au-Prince.
Consistent with the Government of Haiti’s action plan, the United States is focusing its investments in infrastructure and energy; economic and food security; health and other basic services; and governance, rule of law, and security.
USAID’s dozens of wide-ranging projects in the north, most implemented by the Agency’s Office of Transition Initiatives, include supporting an NGO that develops nutritional peanut butter to fight malnutrition; rehabilitating roads and the Sans Souci Palace, a World Heritage site; assisting families who host those displaced by the quake; leading human rights trainings with community-based organizations; and rehabilitating community centers and health clinics.
In an ambitious project announced by former President Bill Clinton, the United States is also collaborating with the Inter-American Development Bank and the Government of Haiti to develop the 617-acre Caracol Industrial Park in the North—future home to the Korean textile giant Sae-A’s new garment-making operation. The park has the potential to support 65,000 permanent jobs in a country that has an estimated 40 percent unemployment rate.
USAID is funding the construction of an associated power plant, which will supply electricity to the park and surrounding communities. The Agency is also supporting housing for 5,000 households (25,000 beneficiaries) close to the park as well as infrastructure improvements in neighboring communities and Haitian cooperatives to jump-start training for industrial sewing…[continued]
Read the rest of the article in FrontLines.
In this next installment of the USAID Pounds of Prevention series (PDF), we travel to Bangladesh. Disaster risk reduction activities have saved countless lives in Bangladesh. Above, villagers discuss priorities for disaster preparedness, including reconstructing roads affected by previous cyclones, protecting fresh water sources and improving home foundations. Photo by Robert Friedman, USAID.
This week’s “Photo of the Week” is a compilation of photos from major events throughout 2012. It was a busy year to say the least. We continued to work to combat drought in the Sahel region, we successfully launched the Child Survival Call to Action,hosted the Frontiers in Development Conference, we closed our USAID mission in Panama, and continued our efforts in providing assistance all around the world. Stay tuned this new year for our weekly blog feature “Photo of the Week”.
This is part of our FrontLines Year in Review series. This originally appeared in FrontLines May/June 2012 issue.
Despite one of the region’s worst droughts, no famine struck rural Ethiopia last year. The drought’s impact was lessened by a food-and-cash-for-public-works program USAID supports and helped design. Today, one of Africa’s largest social safety nets does not just protect against chronic food insecurity, it helps communities weather the future.
It is December 2011, and life goes on as normal in the arid highlands of Tigray, the northern Ethiopian region whose burnt siennas, giant cactus flowers, and peaks and canyons could easily be confused with those of the American Southwest. Here, donkeys carry grain and pull packs on the side of the road. Farmers work their fields. There is no sign of a crisis.
Normality is not typically a measure of success, but in this case, and in this particular region, it is. Beginning in early 2011, a severe drought decimated parts of East Africa, leading to a June declaration of famine in parts of Somalia.
The drought was considered in some parts of the region to be one of the worst in 60 years, affecting more than 13.3 million people in the Horn of Africa. The month before the official drought declaration, USAID’s Famine Early Warning Systems Network (FEWS NET) warned: “This is the most severe food-security emergency in the world today.”
In Tigray, a region held hostage to annual alternating dry and wet seasons, the impact has been minimal. The reason, according to many who live there, is a riff on the same theme: Because of “safety net,” they say, things are OK.
“Safety net,” which several Ethiopian ethnicities know by its English term, refers to the flagship food-security program designed by the Ethiopian Government, USAID and other donors after another severe drought hit the country in 2003.
The Productive Safety Net Program (PSNP), as it is officially called, originated as part of a new approach to address chronic food shortages through scheduled food or cash transfers to chronically food-insecure populations in exchange for labor on public works projects.
“The food ensures families living on the edge are not forced to sell off their assets, mainly livestock, in order to feed their families. The labor, the quid pro quo for those fit enough to partake, is channeled into public-works projects designed to improve communities as a whole,” says Dina Esposito, director of USAID’s Office of Food for Peace.
As a result, crucial infrastructure—roads, watersheds, canals, terracing, irrigation systems, schools and health clinics—has been built or rehabilitated with the labor of the food insecure.
According to USAID/Ethiopia Mission Director Tom Staal, as the program was being designed in consultations led by the Ethiopian Government, donors realized the need to not just respond to crises as they happened, but to build up resilience among the most vulnerable communities, giving them the ability to weather the inevitable dry stretches on their own.
“Before PSNP, those in chronic need were provided assistance through emergency programs,” says Scott Hocklander, chief of USAID/Ethiopia’s Office for Food Assistance and Livelihood Transitions.
“While this food aid saved lives, it did not contribute to development activities or address the root causes of food insecurity.”
Today, because of the safety net, approximately 8 million people receive assistance in a timely and predictable way…[continued]
Read the rest of the article in FrontLines.
- Feed the Future
- Photo Slideshow: Ethiopia in Transformation
- Lifting Livelihoods with Livestock
- USAID/Ethiopia Country Development Cooperation Strategy
In this next installment of the (PDF)USAID Pounds of Prevention series, we travel to Paraguay. Since 2001, USAID has partnered with Paraguay to improve the country’s approach to disaster management, with a concentrated effort on preventing and responding to wildfires. In recent years, USAID supported Paraguay’s development of its National Plan for Integrated Fire Management. Among other improvements, the new National Plan strengthened coordination mechanisms among government agencies, communities, and first responders. In January 2012, these entities were put to the test when wildfires broke out in the San Rafael Mountains Preserve. The well-organized response by Paraguayan authorities, firefighters, and community members in the affected area was a testament to the years invested in preparing for and mitigating the effects of wildfire.
Whenever I’m asked to describe the scale of the hunger crisis in the Sahel, I see Moussa’s face.
I met him in August during a trip to Mali when he was two months old, but he was so small and frail that I worried he would die in my arms. That day, Moussa’s mother rushed him to an emergency clinic where he received medicine and treatment for malnutrition, and he improved within days. What’s shocking about this story is not how narrowly this little boy escaped death—but that he was one of the lucky ones.
This year, more than 18 million people, including millions of children, struggled during a hunger crisis in the Sahel for the fourth time in a decade. Too many children struggle repeatedly because families don’t have the resources to recover from previous crises, restore their livelihoods or build savings in preparation for the next crisis. Families and communities must be resilient so they can cope with the shock of a crisis and help their kids survive and thrive, even in challenging times.
Last week in Vietnam, I saw the flip side of drought—how too much water causes flooding and landslides that turn poor children’s lives upside-down. With the long-term impact of climate change looming on the horizon, we must sustainably reduce families’ vulnerability to these and other hazards that threaten their ability to bounce back.
We will never be able to stop shocks from happening, but we can give families the tools they need to protect children in the short- and long-term. To do this, we must tackle the root of the problem by developing resilience in chronically vulnerable areas when a crisis is not at hand. In parallel, we must increase the capacity of all levels of society—household, community and national—to cope when disaster strikes.
USAID’s new policy and program guidance (PDF), “Building Resilience to Recurrent Crisis,“ is an important step in helping families in vulnerable settings build pathways to a brighter future. This policy will enable USAID and partners—including Save the Children—to better coordinate emergency response and development assistance, decreasing the need for repeated assistance in the same affected areas while increasing families’ ability to face and overcome future crises.
Recently, USAID has impressively reorganized itself to meet the challenges of resilience, including forming country-led strategies, learning agendas and joint planning—all of which will help create a more hopeful future for children. We encourage the U.S. government to continue its leadership role in the Global Alliance for Action for Drought Resilience and Growth and the Champions for Resilience, and invite others in the development community to join in this opportunity for families.
A child’s future shouldn’t depend on luck. For every Moussa who received care just in time, there are countless others who did not. We can’t reach every child when a crisis hits. But we can give parents and communities the tools they need to help kids weather the storm, stay safe and healthy, and build a better future for the next generation.
I’m just back from Sendai, the largest city in Japan’s tsunami-devastated Tohoku region, where I participated in the World Bank and Government of Japan’s Sendai Dialogue. People gathered from around the world to highlight the need for countries to understand, prevent, and prepare for the inevitable risks of natural disasters. Few nations could have withstood the fierceness of the 9.0 earthquake followed by a towering tsunami as well as Japan with its culture of preparedness. In countries where development gains are still fragile and precious, the ability to manage disasters is especially crucial for sustaining development.
On the International Day for Disaster Reduction, it is vital to remember that around the world, millions of people continue to suffer from earthquakes, storms, tsunamis and prolonged droughts that result in a tragic loss of life and slowed economic growth. Today we also celebrate the important progress of the last decade, with improved early warning systems, better community preparedness and the improved ability of countries to manage an effective response when disaster hits.
USAID has been a leader in Disaster Risk Reduction (DRR) programming for decades, pioneering approaches to help countries and regions confront a range of these threats. But even as national response capabilities have improved in many areas, disasters and the shocks that catalyze them are coming more frequently and intensely as a result of climate change.
Moreover, in areas with chronic poverty and persistent vulnerabilities, recurring shocks continue to drive the same populations into crisis year after year. So now, even as we save lives, USAID is working to build resilience to recurrent crisis by better connecting our humanitarian assistance with our development programs and more closely coordinating with international development partners in support of country-led plans. By limiting the impacts of hazards, DRR efforts are a vital part of building resilience and helping families and communities bounce back.
This year, together with the international community, we are particularly mindful of the key role women and girls play in disaster risk reduction. In many parts of the world, it is women who most often feed their families, make sure they have water to drink, and make fast decisions when crisis strikes that can make the difference between life and death for their children.
Last week in Japan, one of the hard-learned lessons shared by the Japanese was the importance of including women and girls in planning and preparedness efforts. Two high school girls, Rina and Risa, shared with us their experiences after the earthquake and tsunami, as they helped their families escape and then to rebuild. Above all, they noted, it was a close-knit community of friends and neighbors that sustained them in a difficult time of chaos.
Today and every day, these are the lessons the international community must continue to heed and apply as part of our continued commitment to a more secure world. When it comes to disasters and development, the stakes are just too great.
Gary Juste is the Office Chief of USAID/Haiti’s Office of Acquisition and Assistance.
There is a myth that when USAID enters into an agreement with a U.S.-based non-governmental organization or contractor, most of the money stays in the United States.
The reality is much different. A significant amount of resources is spent locally.
- A case in point: one of our health partners in Haiti employs 963 people; 950 are national staff and only 14 are international staff; this means that Haitians represent 98.5 percent of the staff. Also, international staff contributes to Haiti’s economy through routine purchases from local markets for food, fuel, clothing and electricity.
- U.S.-based organizations working in Haiti purchase items from the local economy. For example, a democracy and governance project spent nearly $500,000 on the local market for computer rentals, printers, Internet service, office rental, equipment and supplies during start-up.
At the same time, we understand the importance of partnering more directly with a variety of organizations, including local entities. However, U.S. law demands that grantees meet strict U.S. Government criteria to be fully accountable and liable for spending U.S. taxpayer dollars. It would be irresponsible of me as a USAID employee—and also unfair to me as a U.S. taxpayer—to make awards to organizations unable to track funds.
Immediately after the January 2010 earthquake, we worked with existing partners to quickly provide life-saving assistance. Following the emergency phase, we have continued to increase contracting to local partners and build the capacity of Haitian organizations to receive direct funding—in line with USAID Forward procurement reforms. Since the earthquake, we have worked directly or through sub-awards with over 400 Haitian non-governmental organizations and firms.
To increase the number of new firms who compete, we have reached out to local entities and made them aware of U.S. government contracting opportunities and requirements.
- Since the earthquake, the U.S. government has hosted or participated in more than 30 Haitian diaspora-focused events. I have personally participated in 10 or more of these events in areas with significant Haitian Diaspora populations, such as Miami, New York, Chicago, Houston, New Jersey and Washington, D.C.
- In Haiti, we regularly conduct “How to Do Business with USAID” seminars. When we host pre-award conferences, on average more than 50 individuals from various organizations attend, including Government of Haiti representatives.
Many of our prime contractors use a variety of local sub-grantees. Sub-recipients of contracts make great implementers and it affords the prime contractor the opportunity to build the financial tracking capacity of the sub-grantee. We are making very deliberate efforts to build the capacity of these sub-awardees to receive U.S. funds directly in the future.
- A solicitation for a new, large procurement recently closed; the awardee is required to identify five local organizations to qualify as primary implementers by the third year and be eligible to receive direct awards from USAID, or face financial consequences (making them “walk the talk”).
- We have agreements in place with Haitian certified public accounting firms to provide financial services to our partners and work with local organizations to build their financial capacity to receive direct awards.
And we are making progress. Between March 2011 and April 2012, more than 40 percent of our funding went to non-traditional USAID partners—or partners which had never before received funding from USAID. Among them are two Haitian-American firms that were previous sub-awardees and which are now managing multi-million dollar contracts. One of the best ways to become a direct recipient of USAID funding is to begin as a sub-awardee.
Although this new way of doing business is much more time intensive, we also realize this is the best way to build local capacity and move USAID Forward.
Visit our FAQ Page for additional information on how we do business with local firms.
Last summer, amidst the Horn of Africa’s worst drought in generations, Mercy Corps received encouraging news from local officials in the Somali-Oromiya region of Ethiopia. In this area – long known for conflict, scarce resources and harsh conditions – communities that had participated in USAID-supported Mercy Corps peacebuilding efforts were reportedly coping better than they had during less severe droughts in the past.
We were intrigued, so we sent out a research team—and the findings were striking: when local conflict had been addressed, people were far better equipped to survive the drought.
To understand why, put yourself in the position of an Ethiopian herder. When a drought hits, you can cope in several ways. First, you will sell the weakest animals in your herd, raising cash to meet your family’s short-term needs while reducing grazing pressure on a water-scare environment. You may migrate with the remaining herd to areas where the grazing potential is better. Along the way, you will rely on sharing access to scarce remaining water resources wherever you go.
Yet conflict can make these coping mechanisms impossible – blocking market access, freedom of movement, and access to shared resources like water. In this part of Ethiopia, population pressure and climate change had strained resources, spurring violence that in 2008-09 resulted in massive loss of lives and assets. In response to that conflict, Mercy Corps initiated a peacebuilding process in 2009 with support from USAID. We helped participating communities focus on establishing peaceful relations, economic linkages, and joint management of natural resources.
A “resilience” approach to aid focuses on understanding, and improving, how communities cope with drought and other shocks. Instead of just providing assistance that meets immediate material needs, a resilience approach also focuses on factors that affect a community’s ability to cope. As Mercy Corps found last summer in Ethiopia, this often means focusing on factors that fall well outside the traditional assistance toolkit.
The program had focused on reducing violence – but our researchers found that it also built resilience along the way. Communities that participated in Mercy Corps’ program reported greater freedom of movement and fewer barriers to accessing resources, markets and public services than did non-participating communities. They identified greater freedom of movement as the single most important factor contributing to their ability to cope and adapt to the severe drought conditions. As one herder from the Wachile community said, “It is very difficult to use or access dry reserves (grazing areas) located in contending communities in a situation where there is no peace…the peace dialogues in the area have improved community interaction and helped us to access these resources.”
Our research report – titled Conflict to Coping – confirmed the important link between conflict and resilience in this region, and demonstrated that effective peacebuilding interventions help build resilience to crises. Participating communities showed less reliance on distressful coping strategies, especially depletion of productive assets, than other communities. Importantly, the increased peace and security has allowed participating communities to employ more effective livelihood coping strategies, enabling them to better cope with extreme droughts.