Archive for the ‘Disaster Relief’ Category

 

GlobalGiving’s Disaster Response Approach

Posted by john hecklinger on February 2nd, 2012

GlobalGiving was not originally established with disaster relief funding in mind. When the 2004 Indian Ocean tsunami hit, everyone at GlobalGiving was surprised when the website lit up, the phones started ringing, and donors began asking GlobalGiving to identify local organizations responding to the disaster. Since then, GlobalGiving has connected donors with specific relief and recovery efforts after natural disasters and humanitarian crises in China, Pakistan, Haiti, Australia, Chile, Italy, Japan, Thailand, Turkey, Kenya, Somalia, Sudan, New Zealand, India, the USA, among others.

When we first learn about a natural disaster, we assess whether or not GlobalGiving is in a position to respond. In some situations, GlobalGiving project partners assess the situation, formulate a response, and spontaneously post relief projects. When this happens, GlobalGiving’s job is to connect them with donors, so we launch social media and corporate partner outreach.

Sometimes, project leaders do not immediately post projects, but it’s clear that help is needed, donors are willing to give, and NGOs are ready to respond. In these cases, GlobalGiving posts a disaster-specific relief fund to collect donations while we assemble a portfolio of specific projects.

In making the decision to mobilize, we consider the strength of our network in the affected area, the scale of the disaster, the number of people affected, the intensity of news coverage, and social media activity. In extreme situations like the earthquakes in Haiti and Japan, the decision is easy. In other cases like Australian wildfires, and Missouri tornadoes, we’re less sure about matching needs with donors, so we wait until we see donor interest or an NGO response before launching.

Our response to more slowly-evolving humanitarian crises like the famine in East Africa is more gradual and organic. Projects from existing partners appear as our partners see emerging needs. Well before media coverage of the East Africa famine ramped up, we saw projects from partners already responding to the crisis. We also received inquiries from NGOs wanting to post projects on GlobalGiving for the first time. When it’s clear that the situation has reached a crisis stage, GlobalGiving mobilizes a response exactly like a sudden natural disaster.

As we make decisions about adding projects and making allocations from a disaster-specific relief fund, our priority is to support the work that the affected community believes to be most important. Generally, we believe local organizations are best-positioned to assess and to respond to needs, so we listen carefully to what they deem to be most critical. Our view is that locally-run organizations can nimbly and effectively provide for immediate and ongoing community needs. Getting funds to them benefits communities directly and quickly.

GlobalGiving has worked with thousands of NGOs in over 120 countries over the years. When a disaster strikes, some of these NGOs naturally begin responding, as was the case after the 2004 Indian Ocean Tsunami. We did not have a rich network in Japan prior to the 2011 Tohoku Earthquake and Tsunami, but we quickly identified key local NGOs through personal and professional connections. Japanese NGOs found out about GlobalGiving and reached out to us for help in connecting with resources. Ultimately, we were able to begin supporting local NGOs within two weeks of the disaster.

Large, international NGOs that specialize in disaster response frequently provide a necessary backbone and are in many cases best-equipped to provide initial support in affected areas. As we assemble a portfolio of disaster relief and recovery projects, we seek to balance efforts and to ensure a transition from large international NGO projects to local NGOs. Early on, most of the funding goes to projects related to relief efforts. Ongoing funds support more recovery and reconstruction work.

When making allocations from disaster-specific funds to specific projects, GlobalGiving acts more like a traditional foundation than we typically do. We’re accustomed to managing a marketplace of ideas, information and money, not an endowment. When placed in this decision-making role by a large outpouring of generosity, we use the principles articulated here as a guide. We prioritize funding local NGOs that demonstrate clear community ties and an ability to provide specific reports back to donors.

In early phases of a disaster, we disburse funds very quickly – ensuring that donor funds are on the ground, usually within a week of being received. Later, we disburse funds as needs develop, taking a more cautious approach, learning more about the situation, and carefully allocating funds to organizations demonstrating a clear purpose and a willingness to report back to donors on specific results.

After the 2011 Tohoku Earthquake and Tsunami, we began disbursing funds weekly, until it became clear that immediate funding needs were being met by the international community. We could have quickly disbursed all of the funding we received, but we waited until local NGOs were able to identify specific recovery efforts. In this way we ensure that our donors’ funds support initiatives that local organizations feel are most important. Since then, we have been disbursing collected funds for specific projects emerging from our partners as recovery continues. We require every NGO receiving funds to report on activities at least quarterly, and we typically conduct site visits to check on the work being done.

For donors, GlobalGiving provides a way to help quickly and effectively without having to do a lot of research. Donors can support a specific relief or recovery project, or they can trust GlobalGiving by giving to the disaster-specific fund. All donors receive specific updates, so they know where their funds have gone and what has been accomplished. Many companies use GlobalGiving to track and match employee donations to disaster relief efforts, amplifying employee impact and driving further support directly where it’s needed.

Donor response in these situations varies widely. After the earthquakes in Haiti and Japan, donor reaction was immediate and huge through GlobalGiving and other channels. Sudden, catastrophic natural disasters tend to capture donor interest more than slowly rising floods or gradually worsening famines. Sometimes, a diaspora community mobilizes in a big way, as we saw after the 2011 Van Earthquake in Turkey. The disaster received relatively little media coverage, but a committed group mobilized a lot of support through GlobalGiving.

In the future, as disasters and crises emerge, GlobalGiving will continue to prioritize working with local NGOs to respond to emergencies in their communities. In developed and developing countries, NGOs play a key role in initial relief and ongoing recovery efforts. We’ll make it easy for donors to give by posting disaster-specific funds while providing very specific options for donors interested in supporting unique projects.

A Fundraising Success Story: Somali Survival Backpacks Project

Posted by Marc Maxson on August 3rd, 2011

A week ago GlobalGiving launched an employee giving portal for Eli Lilly & Company. On the first day, the Lilly Foundation and its employees contributed over forty thousand dollars to GlobalGiving projects within Lilly’s giving focus areas. One of these projects was an emergency project to provide Somali famine victims with “Survival Backpacks,”  run by Hot Sun, a film school in the Nairobi slum of Kibera. Hot Sun raised over $8,000 from 143 donations in one day, thanks to Eli Lilly employees.

This unexpected windfall is noteworthy for two reasons:

  • First, the organization was flexible in its mission and able to shift focus to disaster relief (when it had only managed a film school prior to this).
  • Second, the reason Survival Backpacks for Somali Refugees attracted all those new donors was because their team followed GlobalGiving’s recommended strategies – posting four project updates in 2 months, tweeting / facebooking heavily about the cause, and building personal relationships with donors in a variety of other ways. This helped them attract 76 donors, which gave them good visibility on our website. (Site placement is determined by a series of factors including donor numbers, reporting history, etc.)  Therefore, the Backpacks project had high site visibility on the day that we brought in 38,000 new donors; this led to  a significant overnight fundraising success story.

Fundraising is stochastic, meaning that each action does not guarantee results in a tit-for-tat fashion, but the sum of each incredible personal act does indeed add up. This example should inspire and instruct others in how to attract resources to any community effort, whatever the need, regardless of barriers.

Here’s a bit about the genesis of the project from its founder, Nathan Collett:

Long before this crisis hit, Somali filmmaker Ahmed Farah and I had been shooting a documentary about the Somali refugee camps in Dadaab. We felt we had to do something to fill the gap that large aid organizations are not filling. People need immediate help, before “official” help arrives, as they wait for days, even weeks, to be registered. This gave birth to the Survival Backpacks project. Famine now adds to war as the reason for their exodus. Somalis are crossing the horn of Africa on foot, arriving at Kenyan border camps, where they wait. This will help them survive until “survival aid” arrives, and allows them to keep moving if needed.

As filmmakers we also are working to raise awareness of the issue from a Somali perspective. In 2007 I shot a short film in Northern Somalia called “Charcoal Traffic.” Every time the country tries to get on a solid footing there is outside intervention, war, and attacks such as the Ethiopian invasion in 2008. Many of Somalia’s problems are self-created, but outsiders have made the problem worse. An African proverb says that ‘when the elephants fight, the ground suffers’… this is the case in Somalia. The people are suffering.

Our goal is to give something tangible and raise awareness. No filming or transport costs are taken out of GlobalGiving donations. The trailer for our next documentary “Dadaab: get there or die trying” was screened on Al-Jazeera English’s “The Stream” on July 27th 2011. We hope to continue raising awareness through you, and those whom you tell about us… but to not limit ourselves to that. People on the ground need help. We’ve seen their faces, we’ve experienced their suffering. We can’t just film anymore, we need to save lives.

Best,
Nathan Collett

If you’re interested in learning more about the story of the Somali Survival Backpacks project, here are some links to follow:

The crisis in the Horn of Africa is so immense, we’ll be watching to see what other innovative people and projects arise to help alleviate the suffering. Here are the drought/famine relief projects on GlobalGiving today: http://www.globalgiving.org/east-africa-drought/

You can find other tips and examples about successful online fundraising strategies on our Tools and Trainings Blog.

From New Orleans to Miyagi-ken, with love

Posted by mari on July 20th, 2011


Tipitina’s Foundation
(yes, that Tipitina‘s) has a foundation dedicated to helping at-risk kids in New Orleans get access to musical instruments and education. They’ve been GlobalGiving members since November 2010. But in March of this year, they turned around and used the funds they had raised for their own program and chose to use them to purchase new instruments to send to programs in Japan working with youth in the tsunami affected areas to help them pick up their lives and instruments back up again.

Now this, I think, is philanthropy — love of man — at its best and brightest. The idea that people in New Orleans, who suffered as much as they did from Hurricane Katrina, would share the funds they had raised to buy their own instruments with the youth in Japan perfectly captures all of the things that make the act of giving so amazing. Perhaps better than anyone else, people in New Orleans knew the sense of loss and dislocation they had suffered. As Kim Katner, the Managing Director of Tipitina’s Foundation said, “I personally know that I would not have made it through the aftermath of Katrina if it wasn’t for music.” And they also didn’t think twice about whether the kids *needed* the donation of instruments. They just knew that getting the instruments replaced quickly would speed up a return to normalcy. And perhaps they knew that a connection to New Orleans would be particularly meaningful to these kids. As the music director of Bright Kids put it, “I did JAZZ and, through JAZZ, was able to receive the warm feeling of a lot of all of you. I thank Satchmo heartily.”

It’s a privilege getting to see these exchanges day in and day out, working at GlobalGiving.

 

Bittersweet Spring – an update on our Japan efforts

Posted by mari on April 15th, 2011

For us in DC, life is back to normal.  Spring is here and although I couldn’t quite make myself go view the cherry blossoms this year – associated as they are in my Japanese mind with celebration – it’s hard not to feel all revved up at the prospect of warmer weather, longer days, and days off.  And this year I feel keenly that it’s a luxury to feel this way.

Because for people in Japan, life is full of reminders that it’s not back to normal. Aftershocks continue, as you can see here in a map covering just the last week, and my mother tells me you just can’t get bottled water in Tokyo ever since the radiation scare that started 22 days ago. And people in the Tohoku area are mourning the 25,000+ people who were killed or are still missing, more likely than not at an evacuation center – for there are still more than 170,000 registered at the official centers. Then there are still others, official numbers unknown, who are squatting in buildings they were able to reach and take shelter in.

It’s required extraordinary efforts to keep a semblance of normalcy together in Japan. One of our project leaders has been just buying fuel, shipping it into Japan, and distributing it to people to power their kerosene stoves to stay warm. It’s not a long-term solution by any means, but it’s badly needed. To help with these efforts, and thanks to more than 30,000 donors and dozens of companies, GlobalGiving and GlobalGiving UK have disbursed more than $3 million to 14 organizations: Architecture for Humanity, Association of Medical Doctors of Asia (AMDA), Association for Aid and Relief (AAR), Civic Force, International Medical Corps, Japan Platform, Japanese Emergency NGOs (JEN), Lifeline Energy, Mercy Corps, Peace Winds, Save the Children, Shelter Box, Shine Humanity, and Telecom for Basic Human Needs (BHN).

But we’re also looking at the medium-term transition and a partial return to normal:

  • Civic Force has partnered with local carpenters to build bathhouses, making it possible for individuals who have gone weeks without bathing to wash;
  • JEN staff and volunteers are removing sludge from public buildings and homes;
  • Peace Winds and Mercy Corps have teamed up to train caregivers to help children through the trauma of disaster;
  • AMDA has organized movies and sports events and provided exercise equipment to alleviate boredom and restlessness in evacuation centers; and
  • The International Medical Corps has partnered with local organizations to provide telephone counseling and training in psychological first aid.

To support these ongoing relief and rebuilding projects you can head over to our Japan Earthquake and Tsunami landing page.

Others have begun to develop long-term plans for recovery. Architecture for Humanity is committed to the physical rebuilding of communities, while Telecom for Basic Human Needs has developed a plan for reestablishing radio infrastructure in collaboration with Japan Platform. You can see – and support – these specific projects on GlobalGiving.org and GlobalGiving.co.uk.

Over the next month or two, we’ll be channeling the funds that are still coming in from corporate matching campaigns, cause-marketing promotions, and individual donors. On our blog you can read more about how GlobalGiving’s corporate partners are contributing. And in the UK, GlobalGiving UK’s partnership with JustGiving continues to provide an easy way for individuals and corporations to fundraise for disaster relief projects. Ocado, the home delivery company, used JustGiving’s platform to raise £200,000 from staff and customers for Mercy Corps’ work via GlobalGiving UK.

For more real-time updates on our work, you can follow us on Twitter (@GlobalGiving) or “like” our Facebook Page. And updates from the field are all on our “Updates from Japan” page.

Many thanks to Adam Baker, whose photo graces this blog post (copyright Adam T Baker)