Development

We just started a new energy team: here's why it’s important

Extract, Exploit, Consume, Continue.

We all (mostly) universally accept that our relationship with how we all extract, use, and devour energy is fundamentally flawed and significantly problematic for the future of humanity. No longer are we in a time of hyperbolic language that starts with if, maybes and buts – we have already altered our planetary ecosystem beyond repair. As a result, themes of energy access, sustainability and transition dominate international, national, regional and local humanitarian (and wider international development) programmatic dialogues. Yet, there are significant flaws in the systems we all use to create modern, reliable and sustainable energy systems and services for forcibly displaced groups around the globe.

The specific niche the Outsight Energy Team has chosen to focus on is the integration of the lived experience of marginalized groups into actual humanitarian programmatic objectives, through the creation of socio-technical energy ecosystems. By directly connecting the conceptual and practical, the strategic and programmatic, the technical, social and everyday drivers of energy ecosystems, the Energy Team at Outsight International blends humanitarian and development approaches to provide bespoke energy ecosystem support to organizations and individuals around the globe.

Ultimately, we feel that co-design, participatory research, human centered-design, co-creation, co-design (and the multitude of other names for it) is fundamentally the right pathway to enable marginalized groups to be the protagonists of their own energy futures. Right now, focus groups and surveys seem to be infiltrating into bigger humanitarian energy systems and services but how can we all ensure that this process does not reinforce post-colonial and neo-liberal power structures that are fundamentally extractive? How can we make this process transformative for all involved?

It’s a question that does not currently have an answer - but we are working on it (and helping others work on it too).

So whilst we work on persuading institutions, founded long before we all came into this world, that the fundamental methods that they use need to change, we wanted to start building a community of clients, collaborators and team members from all over the world. Let’s bring together local, regional and global leaders to transform the sector we all inhabit. Let’s challenge ourselves and the way we work. Let’s amplify the voices of people we are trying to support. Let’s break down these power structures and be transformative rather than extractive.

Before this becomes a monologue rather than a quick read and I share our secrets with you about how we are going to create easy to use practitioner toolboxes, develop case studies and systematic evidence that can show you how we add value etc. - I will leave you with this.

Maybe thinking like this makes us at Outsight the disruptors of our sector, the ones who at the end of every meeting says, “yes, but…”. We are pushing for a sector where the voices of the forcibly displaced are embedded in every part of the discussion, and these dictate the strategic priorities to funders; not the other way round. The forcibly displaced need to be given the power to shape their own lives.

If you would like to be a part of this (just like Energypedia and others are) then reach out, send an email, post a letter, or give us a call.


ABOUT THE AUTHORS AND OUTSIGHT INTERNATIONAL

Dr Ben Robinson — Outsight Energy Team lead:
Ben is an energy expert engaged with critical elements of the energy transition across Asia and Africa in the Humanitarian and wider International Development sectors. He champions innovative and disruptive socio-technological ecosystems to enable the forcibly displaced, and other marginalised communities, to be the protagonists of their own energy futures. See his most recent publications here.

Outsight International
Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with the Outsight team, please get in touch or follow us on
LinkedIn for regular updates.

Environmental and Social Governance: A guided approach to creating shared value and partnerships to create impact

Introduction to ESG

Environmental, social and governance (ESG) performance is rapidly becoming a necessary focus for organisations internationally. Increased awareness of the reputational and financial risks associated with negative environmental and social impact has meant increased responsibility on organisations to develop strategies, as well as strengthen their reporting and governance systems. Beyond this, there is ever-growing evidence that companies with good ESG performance improve their financial bottom line in the current social climate, and that socially or environmentally purposed agencies optimise their impact when improving ESG performance.

However there is a disconnect of knowledge between those tasked with developing and implementing ESG strategies and an understanding of how to create true impact through environmental, social and governance strategies. This means that many organisational ESG strategies can be perceived as a marketing exercise, rather than creating genuine value for their stakeholders or for the environment. Considering the increasing directives, standards and regulations around ESG and sustainability performance, this could mean failing to meet ESG obligations sufficiently, which could mean a host of various legal, financial, reputational, social and sustainability risks. 

Common sustainable reporting standards include indicators for environmental, social and governance performance, although these currently focus on managing risks, rather than creating a positive impact. Moreover, these indicators do not cover all of the areas where negative impacts — including reputational damage — could occur. Standards are generally set as a minimum (at the moment for risk management) rather than an optimum (managing risks holistically and moving towards genuine sustainability while creating shared value). It means a missed opportunity: to improve the triple bottom line; increase investment in the organisation; and make a positive social and environmental impact overall. 

Opportunities for genuine impact 

Going beyond simple compliance, we see the huge unrealised potential for organisations to leverage their social, environmental and governance imperatives in a truly transformative manner that creates opportunities, for instance, by:

  • Maintaining and strengthening the brand and its reputation where customers will pay more for socially or environmentally sustainable products and services.

  • Attracting and retaining talent through consistent messaging that is aligned with company action, and by keeping the workforce engaged.

  • Better management of risks as the application of a robust framework leads to proactive management of risks.

  • Accurate valuations through better measuring of performance and consistent collection of data.

  • Increased efficiency through more strategic use of resources, optimization of supply chain enabled by better data, and improved worker performance due to increased commitment and satisfaction.

  • Create new opportunities for partnerships and innovation as the NGO and public sector (development cooperation, international governmental organisations) is actively shifting towards identifying long-term private sector partnerships with companies that are aligned to the sustainable development goals in order to optimise impact. And companies are looking to partner strategically with NGO and public sector agencies that can help them improve their ESG performance, for example, through social programming to combat child labour or other rights violations in the supply chain.

  • Increased sustainability through stronger stakeholder engagement and a net positive impact on wider society and the environment

These opportunities can be harnessed by strengthening the following domains:

  • Environmental: only monitoring environmental impact to a ‘net zero’ emissions standard. As this means balancing greenhouse gas emissions with greenhouse gas reduction, this does not include any other environmental impacts the organisation may have, such as pollution, biodiversity, natural resources and circular economy. There is a missed opportunity for a positive impact overall.

  • Social: many companies have fundraising targets for charities, and engage their staff around fundraising activities for staff engagement. Whilst this is good for both charities and the staff who engage, many organisations (companies, NGOs and public sector) do not turn their eye internally, to their own social impact on staff. Many organisations do not have, for example, a Diversity Equity and Inclusion (DEI) team that reports to executive leadership. In addition, many companies do not have a comprehensive supply chain audit that uncovers issues of exploitation or human rights concerns at the bottom rungs of nested supply chains. There are opportunities for organisations to improve work culture, retention of talent, productivity and efficiency internally and externally, to have stronger stakeholder engagement and support to proactively mitigate risks.

  • Governance: many organisations monitor and manage their financial and legal risks, but may not ensure that their board has a strong understanding of issues related to sustainability or ESG. The EU Commission has proposed a new Directive for mandatory human rights and climate change due diligence down the supply chain. If accepted by the EU Parliament, member states will have two years to incorporate into national law. This law would affect around 16,800 companies of larger size (500+ employees) and turnover (EUR 150m), and may require changes to their governance system in relation to improved ESG performance, including board composition, and would require leadership from organisational directors. There is an opportunity (which could soon be a legal requirement in many nations) for organisations to improve their governance towards better ESG performance and positive environmental and social impact.

Many organisations do not have a dedicated ESG team at an operational level. Even though some do, those positioned in these roles may not have the background required, or the mandate from leadership, to develop strategies towards creating positive impact, rather than monitoring risks or collecting reporting data. 

The solution: Impact-focused ESG strategies

ESG performance relates to many different functions of an organisation and will look different from one organisation to another, depending on their value proposition and operations. This means that an ESG strategy must be tailored to an organisation based on many factors including: their risk appetite; a double-materiality assessment of what environmental and social impact they have; and what impact the environment and society may have on them, and how their strategy could tie into their ESG goals.

As implied by the new EU Directive proposal, it is important for ESG capacity to be present at the board level, and for organisational leadership to feel comfortable weaving ESG into their organisational strategy. For this strategy to be implemented, an ESG team may be required. To be effective in achieving the opportunities to build sustainability, this team should be mandated and qualified to: identify ESG gaps; coordinate improvements; and monitor progress. It is helpful for this team to have high visibility from executive leadership (ideally a direct reporting line), as they will be working strategically, across departments, and may need to lead organisational change processes. A strong ESG strategy will normally span across multiple functions including auditing, legal and compliance, HR, operations, programmes and communications.

Considering that improving ESG performance is relatively new to the majority of organisations, there are pioneering organisations and those that will follow. To reduce any competitive disadvantage that comes from investing in improvements (in the short term) it may be useful to incorporate advocacy and communication with trade associations and standard-setting agencies into the organisation’s ESG strategy. This can act as a platform for organisational recognition, as well as encouraging more organisations — with good practice examples and healthy competition — to catalyse the movement. It is already becoming common for trade platforms and associations to recognise or even award organisations based on ESG performance.

Considering the complex conversation around ESG at the moment, it can be hard to work out where to start, and what to do, practically, as an organisation to improve performance and sustainability — especially for organisations without current internal ESG capacity. Outsight offers a distilled, evidence-based, consultative offer to organisations wishing to take the next step.

Our proposal: A holistic approach, at the level you require

Possessing 65+ years of experience in the humanitarian and development space, working on social and environmental issues, Outsight International is extremely well placed to help organisations assess, develop and implement ESG approaches that deliver genuine impact to themselves and the communities they serve.

Our subject matter experts cover all aspects of the ESG process and we offer a comprehensive menu of services: from targeted coaching on specific issues to complete strategy development and implementation. 

For ESG to provide genuine impact, we have developed a five step process which is based on our experience in the sector. We can help organisations follow the complete process or help with the specific activities of each step.

  1. Understand ESG: By their nature, environmental, social and governance performance are extremely complex topics which can take years to understand and even longer to master. As a first step to assist organisations, we offer a standalone resource package that can help ESG implementers and key stakeholders get to grips with the topic, appropriate frameworks and critical issues. This can be run as a coaching program with ESG focal points, or as a training toolbox. 

  2. Simplify complexity and identify the gaps: ESG strategies need to embrace the complexity of their organisations and distil the most meaningful action. From leadership buy-in to supply chains, the cross-cutting nature of ESG means the process should start by engaging experts and key stakeholders to capture the complexity of real-world choices, dependencies, and tradeoffs in visual system maps that show how the parts fit together. Our system innovation experts help organisations do this in an efficient way, bringing with them years of experience in making sense of complex ecosystems and identifying the key gaps and priority areas to leverage change. 

  3. Identify the most appropriate framework: There are a range of ESG frameworks that can be chosen to apply ESG principles to your operations — there may be regulatory requirements also, depending on the sector. We help you identify the best fit for your existing systems and impact goals.  

  4. Put in place a reporting system and establish a baseline: With an understanding of your organisation's existing ESG systems and reach, and with an appropriate framework selected, the next step is to put in place the right reporting systems and audit methods to collect baseline data, on which your ESG progress can be tracked. Outsight’s reporting expertise can help set up these systems easily and efficiently. 

  5. Create a strategy and roadmap: The final and most important stage of the process is to create an impact-focused ESG strategy and roadmap. This should be built on the foundational work of the previous steps and is the point at which theory is put into practice. Strategies will vary in size depending on the goals and objectives of each organisation. They can (and should) include the following:

    1. Engagement with your stakeholders: Engage stakeholders with discussions and analysis of complex challenges that build on visual maps to co-create desired future states and a shared roadmap to get there. Co-creation enables solutions to be adapted to their specific context but also ensures legitimacy and relevance of strategies so that performance may be meaningfully improved through an efficient process. If stakeholders feel they share ownership of a plan of action, implementation becomes much easier. 

    2. Identify the right support: Depending on the organisation, Outsight can identify specialist agencies that can help them implement their ESG strategies. There is a range of outsourcing options to support the ESG implementers i.e. human rights in the supply chain, environmental impact, and good governance experts. Partnerships with organisations working in these spaces are essential to moving beyond just the box-ticking exercise that ESG can fall into. 

    3. Strategy formation: Once the right stakeholder and support have been identified, Outsight helps harmonise this with the chosen regulatory and reporting frameworks to create a strategy that can be put into practice. 

    4. Building staff capacity: Outsight can provide supporting instruction on the basics of ESG thinking and support the development of staff to engage on the topic through the use of self-assessment tools and change initiatives. Utilising this approach will enable better top-to-bottom engagement in the topic. 

    5. Communications: It’s important to encourage sustained use of system descriptions and visuals in communications, using these tools to help expand the conversation. Interactive tools, courses, and communications materials can be built for the organisation’s customers and partners, and provide an aligned strategy for understanding and addressing the effects of complex challenges. Many companies and NGOs are striving toward sustainability, beyond simply mitigating ESG risks. Considering these organisations are the pioneers, it can be useful to put pressure on the national Securities and Exchange Committee (SEC), trade associations, relevant Ministries or task-force groups surrounding operations, to recognise good practices and raise standards for other organisations. Outsight can support by mapping the system, communications and strategies for this advocacy as well. 

This approach can be widely applied to diverse challenge areas in climate action and widely shared in different educational, corporate, and community environments.

ABOUT THE AUTHORS AND OUTSIGHT INTERNATIONAL

Harriet Milsted
Harriet is a Research, M&E and Reporting Consultant specialising in measuring and improving social impact, and with experience in measuring and improving environmental impact and governance systems. She is a member of the ESG Special Interest Group of the Institute of Risk Management where she was invited to speak in their first publicly broadcast panel discussion around the opportunities for improving ESG performance of private companies and NGOs respectively, through strategic partnerships. She coordinated sustainability reporting for Save the Children against the Global Reporting Initiative (GRI) standard, Sustainable Development Goals (SDGs), Grand Bargain and Core Humanitarian Standard (CHS) and was also the Accountability representative in the corporate Risk Assurance Network. Recently she was working on an EU Spotlight initiative around improving ESG performance, with UNICEF and Baan Dek Foundation, a Thai NGO, where she facilitated the development of the corporate engagement strategy and tools for the construction sector in Thailand including property developers, contractors and subcontractors at the bottom rungs of the supply chain. She is currently consulting around ESG-related initiatives, including child labour remediation in the supply chain, combatting trafficking in persons and rights violations of migrant workers, and improving organisational sustainability for CSOs.

Outsight International
Beyond the complex systems design and communication strategy which we have outlined above,
Outsight International builds teams based on the specific needs of an innovation initiative. Much like a Hollywood movie builds its production teams to match the right talent with a particular movie, Outsight compiles the right expertise to tackle the unique challenges of a particular initiative. In the case of ESG, we are well placed to provide assistance to organisations looking to break down, solve and communicate problems. If you’d like to discuss working with the Outsight team, please get in touch or follow us on LinkedIn for regular updates.

Landscaping AI-assisted diagnostics for respiratory illness

Outsight was recently contracted by FIND, the global alliance for diagnostics, to help them scope the existing landscape of AI-assisted diagnostics for respiratory illness. The aim of this work was to help FIND identify platforms that could be appropriate for use in the Global South. There are specific challenges in these contexts, different to those in Europe or North America, which is where most of the solutions are developed. For example, different racial backgrounds show up differently on X-rays, and the level of background noise in crowded health structures can be higher. It is essential to test the ability of AI algorithms to cope with these contextual differences. To do so, FIND used context-appropriate datasets from these regions — that might not normally form the foundation of the AI dataset testing — to evaluate performance of these solutions for use in these types of contexts.

The Outsight team identified a long list of 75 digital solutions of interest from around the world. These solutions included a range of signal-input methods, including thorax image capture (X-rays, CT, MRI), auscultation, cough sounds and pulmonary function tests, and captured data with traditional medical devices, as well as smartphones. Of the 75, 25 of these solutions were taken forward to a short list (based on discussions with the FIND team), where detailed information was requested from the companies developing these solutions. This information was assessed and a final list of 11 solutions of particular interest was drawn up.

Moving forward with this work, the hope is that FIND will be able to use the information gathered to help shape their diagnostic strategy in various disease and technology areas.

About Outsight International

Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with the Outsight team, please get in touch or follow us on LinkedIn for regular updates.

Worth the risk? Humanitarian innovation's risk challenge

Any meaningful change comes with new risks. The merit of the change depends on the balance of benefits and risks that the change offers. Ideas that deliver essential value that cannot be obtained elsewhere may well easily justify the risks that are incurred. Deducting the risk against potential benefit can offer a way of visualising if an intervention can be justified or not. 

Humanitarian innovators have become increasingly aware of the risks associated with new creative processes, services and products. These risks are of concern when they are borne by already vulnerable people. In particular, technology change has the unintended potential to create widely distributed ripple effects that are often not immediately visible. Understanding these consequences can be daunting in their scope, as illustrated by the 2018 ICRC report “Doing No Harm in the Digital Era”, which catalogued over 100 pages of digital risks in the humanitarian context. The current humanitarian discourse is to do no harm. But is doing no harm possible when also innovating?

The Dilemma - Risk as a Barrier to Beneficial Change

The range of innovation risks is not limited to digital technologies. Drones, robotics, and even construction projects all inevitably create new risks when they change the status quo. Considering risks is an essential step in any proposed innovation, particularly one that affects people with limited resources or resilience. However, a too narrow focus on risk can bring even valuable change to a standstill.  

Whilst it is clearly wrong to needlessly expose people to risks and harm, it is also unreasonable to deny communities of potentially beneficial innovations that could substantially improve overall wellbeing.

The risks and benefits of an innovation should be assessed and measured using the same scale and common indicators as status quo programming, helping the innovators to compare, contrast and make an informed decision on whether this idea is taking acceptable risk. This is especially important as there can be a tendency to veto innovation proposals based on small risks due to perception biases. For example, risks are perceived as irrationally high when:

  1. The risk taken is involuntary.

  2. Prevalence and reach of the innovation increase to affect more people.

  3. An innovation is particularly novel.

Overall, this inherently tips the scale in favor of the status quo when dealing with innovations even though more good may be achieved through the means of innovation at equal or lesser risk as the status quo.

And what type of risk? Usually, we don’t go further in depth during risk assessments. Any sort of ‘harm’ closes the door and the idea is put ‘on hold’ indefinitely. ‘Risk’ as a general term is vague and abstract: harm needs to be considered on relative levels if it is life-threatening, financial, legal or if it is compromising the future plan of a specific person. This needs to be entered into the calculation before pausing a new idea. 

Within the humanitarian and development space also there is an added imperative to include financial risk within this calculation: money spent on an innovation that fails, could have been spent on proven methods such as vaccinations or supplies instead. This seems a legitimate points, but this is not the whole picture. As a new report from Elrha will detail, there are financial resources available to humanitarians, outside of an organisation’s operational budget i.e. through organisations like Grand Challenge Canada, foundations and impact investment grants. Through this, the level of financial risk can be mitigated. 

Finally, on how risk is assessed, we reach the problem of individual prestige. Identifying such risks in projects is a profession. Ensuring that there are people there to raise risks where they have been missed is undoubtedly important. However, such assessments often have a clear leaning towards detail, rather than the bigger picture and, as such, can lead to excessive scrutiny and stop a project in its tracks.

Comparing risk and benefit on the same scale

The relative weighing of benefit — or utility from a philosophical standpoint — is something that harks back to political philosophers of the past. John Stuart Mill – an ardent support of individual liberty — famously described the correct use of weighing utility as: 

"that actions are right in the proportion as they tend to promote happiness, wrong as they tend to produce the reverse of happiness."

Mill is one of the founders of modern liberalism, widely regarded as underpinning many of the foundational principles of the current world governance. Therefore, why would we choose not to apply this principle in the case of humanitarian innovation when it’s good enough for the operation of modern democracy? 

Ultimately, the benefit and risk of two whole systems need to be compared. For example, the mortality rates for women undergoing childbirth in remote areas can be dramatically reduced through the use of drone deliveries of blood supplies.  The first system - unassisted childbirth - is the status quo, which has substantial unmitigated risks of death. The second system leverages the delivery of blood supplies by drone. This system offers strong medical benefits that are amplified by the lack of other effective alternatives. Yet, drones also come with concerns associated with safe operation in a shared airspace.  These whole systems need to be compared and contrasted with each other. 

If, as often happens, the questions around privacy or the risk of crashing a drone are seen in isolation, it’s easy to understand why permissions are difficult to obtain. Yet, if you’re to consider the possible gains of an overall system in terms of lives or disability-adjusted life year’s (DALYs), then the situation can look significantly different. 

When deciding on whether the risks of a clinical trial are acceptable, an Ethical Review Board will consider the possible improved patient outcomes in a relative manner. It seems odd this luxury is rarely extended to innovation projects, often dealing less directly with patients. Indeed, many innovation projects are deemed unacceptable because of a perceived risk to privacy or data management. Whilst this is a significantly less serious risk than the risk of side-effects in a clinical trial, it is given a disproportionately high prescience. 

Finally, when considering potential harms, it’s important to consider how we each operate within the social norms of our societies. Engaging with beneficiaries’ points of view is commonly accepted as best practice. Yet, there lies significant contradictions when considering the normative nature of humanitarian and development work. One classic example is identity and privacy. For those operating from Europe and North America, there is a tendency to see the right to privacy as fundamentally essential. Take the UK public’s resistance to identity cards, or the French law prohibiting the collection of ethnographic data for example. However, for many other regions, especially where having a recognised official identity can lead to greater access to social service provision, there is less concern for hiding personal details. Whilst this may be based on the levels of trust in government, the debate is far from definitive. Given the decolonisation of aid narrative in the humanitarian and development space, these cultural differences seem to rarely be accounted for. 

Using Systems to Support Responsible Innovation Tradeoffs

Discussions surrounding risk and harm need to be based on a broader view of the opportunity for change. This does not imply there is a blank check for change: a rigorous review of the benefits and harms alongside a consideration of alternative systems should be done for any proposed innovative change. 

A well-reasoned discussion can only be had with a big picture of both the current situation and an open mind to the proposed new combination of benefit and risk. The work that has already been done to identify potential sources of risk has laid a solid foundation on which to take this next step in analysis.  

It is now time to routinely embrace taking a more holistic view of status quo challenges and the alternative systems that are proposed to replace them. This whole systems view would not only allow a more balanced view of the value of change, it would also offer a broader range of alternatives for mitigating potential risks, or at the very least make them better understood to those involved.


About the authors and Outsight International

Dan McClure, Lucie Gueuning, Denise Soesilo, Monique Duggan, Louis Potter for Outsight International
Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with the Outsight team, please get in touch or follow us on LinkedIn for regular updates.

Building an educational sectoral crypto-currency for the development sector

exchange

Recently Outsight was asked to help the Italian NGO, Helpcode, in partnership with the Politecnico Milano, scope how crypto-currency might be used to provide better services to beneficiaries in their projects. After some initial research we focused on sectoral currency as a way to multiply the value of donations in the education sector. Louis and Denise, the two founders of Outsight discuss the work…

The non-profit sector has, in recent years, started to take an interest in emerging blockchain and crypto-currency technologies, as these provide the potential process large amounts of transparent transactions at low transaction costs. These qualities — in theory — should enable the financial inclusion of beneficiaries, as the barriers of entry are low. In addition, specialised crypto-currencies can be utilised to multiply the impact of monetary funds when set up as a sectoral currency.

What is sectoral currency and how does it work?

The late Bernard Lietaer was a strong proponent of the radical possibilities of sectoral currencies and monetary systems to solve many challenges of today’s world. These included looking at the way we value resources in a short-termist fashion, to proposing mechanisms to protect the world economy from inflation. Among his many interesting initiatives, is the ‘Saber’ educational currency idea, designed for implementation in his native Brazil.

The educational currency is designed to set in motion “a substantial “learning multiplier” so that a given amount of money can facilitate substantially more learning for a greater number of students. The currency would fuel this learning multiplier without creating any new financial pressure on the economy. What this means in practice is that a tangible resource (in this case, a university scholarship) is given to younger students, rather than those who will use it. As the resource — turned into tokens — enters the educational system at a younger age, it is then possible to build a transaction chain between students of different ages until the tokens reach the older students who can cash them in with the university. The transactions that take place along the chain can be adapted to the needs of the system. In this case, the aim is for older students to provide mentoring services to younger students.

Students in the system hold an electronic wallet containing tokens. When a mentoring session takes place, the younger student will then ‘pay’ the older student with the tokens, which over time pass up the chain, age-group by age-group, until they reach the university students by the deadline of that year’s currency validity. Importantly, a demurrage fee (it loses its value after a set period) is attached to the currency in order to keep it in circulation. This prevents students from holding onto the tokens for their own profit later on as 100 tokens this year will become 50 tokens next year if not used. We have illustrated this chain below.

An overview of the educational sectoral currency system in the hypothetical DRC context.

An overview of the educational sectoral currency system in the hypothetical DRC context.

In this example, a token could pass through five transaction points before being cashed in. Thus, a single scholarship for one student is having a positive impact on five other students who would otherwise not receive any direct benefit. This multiplying effect is the true genius of the sectoral currency approach and can be adapted to help many sectors, such as environment or care.

About the context

The Helpcode project location of Bukavu, Democratic Republic of Congo was used as a hypothetical location for the use of sectoral cryptocurrencies in support of ongoing programmes with the broader aim to reduce poverty through improved access to education. At the current stage of the research, the location provided the use case for the exploration and prototyping. There are currently no plans for direct implementation.

Bukavu is a city of about 800,000 inhabitants in the east of the DRC on the southernmost shores of Lake Kivu. Bukavu is a commercial and industrial center in the region and is known for the production of coffee, tea, tobacco and strawberries). Bukavu is host to four universities and at least four higher learning institutes including a teacher training college, a scientific research institute and an Institute of medical technology.

Helpcode has a small presence in Bukavu mostly through financially supporting school children. Funds are administered to the Foundation Foyer Ek’Abana, who then disburses the funds to about 1,600 beneficiaries — all of them children — to support the costs of attending schools.

Additional projects are planned to provide a mobile medical unit to serve about 1,500 street children throughout the city with basic medical services, alongside programs to reunite these children with their families and to provide economic support, as well as supporting return to school and connecting to job opportunities. Many children living on the streets are orphaned. Many do not have identities, though some support exists now to issue birth certificates and IDs. Unconditional cash transfers alongside the current support may be an option to older children, but these children do not typically have smartphones.

In this context, sectoral currency could offer the added benefit of increasing value for every dollar invested by providing the system to school age children who could then exchange credits for mentoring or services from older children who will use them for scholarships. The value of the system would be underpinned by Helpcode by making an agreement to exchange the local currency for an agreed cash value at the end of each school year. As the currency moves up the chain towards the final use at university, each owner can receive something in exchange for the currency that is of value to the older students — i.e. mentoring, care services, food. The value of each dollar of the currency effectively increases each time it changes hands moving up the chain.

The prototype

Following the system proposal, Politecnico Milano produced a prototype built using the Ethereum platform. The prototype offers the following features:

  • Registration as a student

  • Peer-to-peer transactions for mentoring sessions using QR codes.

  • Picture proof for mentoring sessions.

  • Demurrage of currency for each school year.

  • Cash-in at university.

At an early prototype stage, this is how the app looks.

The welcome page of the app.

The welcome page of the app.

The wallet page of the app. Here you can select the type of service and whether to send or receive tokens.

The wallet page of the app. Here you can select the type of service and whether to send or receive tokens.

The transaction history page of the app. Where students can view their transactions.

The transaction history page of the app. Where students can view their transactions.

The transactions themselves are made using a QR codes. The mentoree scans a QR code on the mentor’s phone once a session is complete to send credits to them.

The mentor’s receiving page.

The mentor’s receiving page.

The mentoree’s sending credits page. This would turn on the camera to scan the QR code.

The mentoree’s sending credits page. This would turn on the camera to scan the QR code.

Other important considerations

As a novel and relatively complex concept, it is important to consider the potential pros and cons of pursuing this idea in a development context.

Pros:

  • Sectoral currency has been trialed in Japan.

  • Some progress on humanitarian local currencies with ICRC.

  • Increases the value of scholarships beyond just recipients.

  • Existing demurrage crypto-currency example.

Cons:

  • Need to ensure access to suitable end devices for trading with the currency.

  • Risk of unforeseen variables — what if the currency becomes tradable for illicit services?

  • Risk of monetizing transactions that should otherwise be freely shared (casual homework support, advice)

We also listed some remaining questions and concerns that need to be addressed before pursuing implementation further.

  • Does this process require a critical mass of users to be effective?

  • How much adult guidance is required in this process for oversight and guidance?

  • What constitutes a valid mentoring session to initiate a transaction?

  • Do all children need their own smartphone or can a third party on the ground manage the transaction while younger children deal with hard tokens / paper wallets only?

  • What basic conditions need to be met for a sectoral currency to be successful?

Next steps

Together with Helpcode and Politecnico Milano, Outsight is pursuing the further development of the educational sectoral currency platform. We aim to engage with end users from a UX and service design perspective in order to ensure we can address the outstanding questions and make the tool more specific for its context of use. If you’re interested in using sectoral currency or want to discuss the topic with us, please feel free to get in touch.

ABOUT the authors AND OUTSIGHT INTERNATIONAL

Denise Soesilo
Denise is one of the Co-founders of Outsight and has worked with the World Bank and other development, humanitarian and UN agencies — advising on the application and implementation of space-based systems and other technologies in humanitarian operations.

Louis Potter
Louis is one of the Co-founders of Outsight. He has a wide range of experience covering development, health, innovation, technology and research. Having worked in the field, he is well acquainted with the practical realities of delivering impact. In recent years, he has been helping organisations to improve innovation processes and outcomes. He is an experienced facilitator and has been closely involved in efforts to improve collaborations between the nonprofit, academic and commercial sectors. He is based in Lausanne, Switzerland, and received his MSc in Global Health from the Karolinska Institute, Sweden.

Outsight International
Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with the Outsight team, please
get in touch or follow us on LinkedIn for regular updates.

Decrypting human-centred design: Why it is important for the third sector

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What role can human-centred design practically play in development and humanitarian work? As a researcher and designer, Gunes Kocabag — an Outsight Associate — is often asked this question. Sometimes with scepticism — but more often with genuine interest.

Human-centred design has become a respected practice in certain parts of the humanitarian and development sectors (aka the third sector). However, while many people may have seen references to its techniques, it may not be obvious how it is applied in practice. In this article, she outlines: what is human-centred design; why it is necessary; and how to apply it in humanitarian and development contexts.

FROM DESIGN AS A CRAFT TO DESIGN AS A MINDSET, and FROM USER-CENTERED TO HUMAN-CENTERED

Design has historically been categorised as an art, a craft, or as a way to improve the look and functionality of products. However, from the 80s onwards a new perspective on design has progressively taken hold – an approach that defines design as a process and a mindset that can be applied to solve diverse problems. The term ‘Design Thinking’ was popularised by the design firm IDEO in the early 90s and today has gained increasing popularity in the business world as a methodology to approach complex problems.

A key principle of the design mindset is its emphasis on placing user needs and expectations at the centre of the process. As users (aka customers) in the commercial context are more and more empowered with their decision making, companies are racing to understand their users and identify their innermost unmet needs to create the next winning product in the market. That is why user-centred design is increasingly popular in corporate innovation circles.

Global development work often happens within complex systems made up of multiple partners, people on the ground, multiple end beneficiaries and various contextual factors. So it is not only about creating solutions that work for the end-user but also for all key stakeholders within the system. It requires an approach that is not only user-centred, but human-centred, which takes into account the complexity of all stakeholders. Thus, in humanitarian and development innovation, the term that is predominantly adopted is human-centred design (HCD).

WHY HUMAN-CENTRED DESIGN?

Although human centred-design is becoming increasingly recognised and embraced by leading third sector actors such as the Bill & Melinda Gates Foundation, UNICEF and WHO working regularly with innovation, there remains lack of clarity on how human-centred design can be properly harnessed to ensure better interventions for a greater range of projects.

Here are three key reasons why human-centred design can greatly improve the success of humanitarian and development projects.

Reason 1: HCD complements system thinking to reveal differences between how the system works in theory and how people actually engage with it

Systems thinking is often referred to as a go-to approach to solve complex problems — and rightfully so — as it provides a great way to break down and make sense of the parts of a system and the relationships between them.

The systems thinking pioneer Donella Meadows defines social systems as “the external manifestations of cultural thinking patterns and of profound human needs, emotions, strengths and weaknesses.” Human-centred design can help dig deeper into those external manifestations to get to the core of human behaviours, needs and expectations behind them.

By placing the focus on the human actors within the system, HCD helps bring abstract concepts such as beneficiaries, government officials or private sector initiatives to life.

By placing the focus on the human actors within the system, HCD helps bring abstract concepts such as beneficiaries, government officials or private sector initiatives to life.

By placing the focus on the human actors within the system, HCD helps bring abstract concepts such as ‘beneficiaries’, ‘government officials’ or ‘private sector initiatives’ to life: identifying the human stories behind each, with their unique needs, motivations and goals. HCD’s emphasis on qualitative data helps us move beyond an understanding of what people do to an understanding of the social, cultural, and psychological patterns that reveal why people behave the way they do.

Understanding not only how the system theoretically works, but also how people live and breathe within the system, we can create effective solutions that meet needs and expectations at both functional and emotional levels.

Case study: Improving the adoption of home-based immunisation records (HBRs) in Africa

Home-based records are medical documents issued by a health authority, and provide a record of an individual’s history of primary healthcare services (e.g. vaccinations) received. They are maintained in the household by an individual or their caregiver. Since the beginning of the Expanded Programme on Immunization (EPI) in 1974, home-based records have served an important role in increasing the effectiveness and efficiency of immunisation programs around the world. However, retention rates in many countries remain significantly low, which is particularly worrying in countries with a high birth cohort.

To tackle this problem, we first need to understand the system and the actors within the system. A systems-thinking approach focuses on understanding the key parts of the system and how they interact with each other. Adding human-centred design to that, we glean a better understanding of the human actors behind the institutions and the human actors that affect and get affected by the system.

When I worked on this challenge in collaboration with WHO and multiple other development partners, focusing on six African countries, our first task was to understand the system map and identify the key stakeholders. Then we applied HCD to dig deeper. Through ethnographic, immersive research on the ground with health workers and caregivers as well as officials in the Ministries of Health, we were able to challenge the big picture.

During pilot research, we brought together Ministry of Health officials, caregivers and health workers to compare their knowledge of how the system should be working, with an understanding of how it is actually working. Being able to observe what was actually happening, the physical and emotional burdens on the ground, what unofficial, makeshift solutions were put in place by those who had to solve problems on the ground helped us all view the system under a different light and helped shift priorities at the institutional level. Through this nuanced understanding, we were able to align key stakeholders on prioritising the needs of the end beneficiaries and health workers on the ground, as well as creating a roadmap for successful implementation that balanced the different priorities of the stakeholders involved.

Reason 2: HCD goes beyond creating solutions to creating end-to-end experiences that drive adoption

For successful adoption of a developed solution, a functional framework focusing on efficient delivery is not enough. To deliver a solution that is efficient and effective, we need to ensure it fits into the lives of those who will be using it. The main premise of HCD is to frame the whole challenge from the perspectives of the human actors, be this the end beneficiary, a specific actor in the value chain, or a key decision maker. We then design interactions and experiences tailored for the specific context and expectations of those who will be interacting with the particular product or service.

When designing services, HCD addresses these interactions not only at one point in time but through the whole journey of service delivery: before, during and after. This helps us understand the functional and emotional highs and lows of the experience, developing fixes to mitigate the lows and catalysers to enhance the highs. Through this methodological approach we can identify potential pitfalls early on and design solutions that work end-to-end.

A service journey maps out the user’s experience step by step, as well as the people, processes, policies, and systems behind the service delivery.

A service journey maps out the user’s experience step by step, as well as the people, processes, policies, and systems behind the service delivery.

Case study: Improving the quality of data in humanitarian emergencies

Access to high quality and timely data can be a life and death-defining factor when monitoring humanitarian emergencies. The MSF REACH project, coordinated by my colleague, Lucie Gueuning, is an initiative addressing exactly this problem through creating a web-based platform to support MSF staff on the ground. The platform combines institutional data with crowd-sourced information from various sources.

While all are working towards a common goal, the platform needs to be used by different types of users with different levels of familiarity with the technology, different environments of use, culture and legal context, different skill sets and mental models. The quality of the data, which is key to the platform’s success, depends on providing an inclusive experience to all its different users.

A human-centred approach to solution development in such a context, can ensure that the user experience of the platform is designed to maximise its effective use by different users, taking into account all steps of the experience from accessing the service to data entry to making sense of the data. To give one specific example, the design of the user interface can have a significant impact on the quality of the data as well as how users perceive and prioritise data.

By putting users at the centre, human-centred design ensures that the interactions fit the users’ different mental models and drives the adoption and successful use of the platform. For MSF REACH this means high quality data, which is critical for saving lives.

Reason 3: Through divergent thinking, HCD catalyses new perspectives and out-of-the-box solutions

HCD is a process that can be applied to different problem spaces. It is made up of iterative cycles of divergent and convergent thinking, following a pattern of exploring possibilities before narrowing down on one solution. This emphasis on divergent thinking allows its practitioners to ask ‘what if…’, think out of the box and imagine possibilities beyond established patterns of thinking. Divergence is then followed by a structured and criteria based process of convergence that defines what is possible.

HCD follows an iterative process where divergent thinking is followed by structural convergence, both for problem definition and for solution development.

HCD follows an iterative process where divergent thinking is followed by structural convergence, both for problem definition and for solution development.

Bringing together different mindsets and skills sets is essential for divergent thinking. This helps explore the problem space from different perspectives and create richer solutions. Thus, HCD projects rely on a combination of different topic expertise combined with the perspectives of stakeholders on the ground. Participatory design, co-creation with communities, design sprints are common methodologies that are used to catalyse divergent thinking in a structured way.

Case study: Developing a strategy for 10 years from now

Developing strategies and roadmaps in the humanitarian and development context is a complex task. It involves multitudes of stakeholder (often with very specific areas of expertise) who need to understand one another, if not reach a common understanding. Building empathy between stakeholders is key to having a meaningful conversation around priorities. HCD, with its emphasis on divergent thinking, can create a space for building empathy among stakeholders, a safe space to step into someone else’s shoes and think creatively. It is here that HCD practitioners can thrive in a facilitating role, helping structure discussions, outcomes and strategic roadmaps.

When I worked with a global foundation as a consultant on HCD, our challenge was to bring together employees to co-create a future strategy while introducing the HCD methodology. Using a HCD approach, we were able to get participants from different groups within the foundation to work together and collectively discuss how the foundation should evolve to support its global network of partners. In a workshop setting, participants stepped into the shoes of policy makers, advocates, scientists, end beneficiaries and other actors they interact with day to day. With this new perspective, they articulated how the future could impact those actors and what this could mean for the foundation’s strategy. This approach enabled participants to leave behind their roles and titles and explore the problem space from a new angle, providing a strong foundation for the definition of a new strategy.

To sum up, human-centred design can greatly improve the success of humanitarian or development projects by:

  • Revealing the nuances between how the system works in theory and how people actually engage with it.

  • Creating end-to-end experiences that drive adoption.

  • Catalysing new perspectives and out of the box solutions.

HOW CAN WE APPLY HUMAN-CENTRED DESIGN IN THE THIRD SECTOR?

Going back to my initial question, ‘What role can human-centred design practically play in development and humanitarian work?’, I would like to finish this post by providing some concrete pointers on when and how you can incorporate HCD into your work:

  • During scoping and need identification - to ensure we’re accounting for the experiences, needs, mindsets and context of the all human actors involved and not just making assumptions about what is needed.

  • During solution development - to develop solutions that fit into the lives of the target group and provide an end-to-end experience that drives adoption.

  • During implementation - to prototype and test solutions with users and stakeholders, to learn and iterate to improve the solutions.

  • During monitoring and evaluation - to complement quantitative data on what is happening with qualitative exploration of why it is happening.

  • Throughout our work - to catalyse collaboration, out of the box thinking, iterative solution development and experimentation through design sprints, co-creation workshops or methodological training.

Human-centred design is not just a high-level theory, but a practical tool that can add value over different project phases. For those who use it, it quickly becomes indispensable for achieving efficient and effective implementation. It is exciting to see its increased adoption in the global development field, yet there are still many more situations in which humanitarian or development practitioners are not taking in the whole picture, and thus missing opportunities to implement much more efficient projects and systems.

ABOUT Gunes AND OUTSIGHT INTERNATIONAL

Gunes is a researcher and service designer specialising in the development of human-centred solutions in complex stakeholder environments. She has worked as a consultant for public and private sector entities as well as global development organisations in areas including global health and financial inclusion.

Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with Gunes and the Outsight team, please get in touch or follow us on LinkedIn for regular updates.

Making development self-sustaining: Seven essential principles

The Kit Yamoyo diarrhoea treatment kit under local production in Zambia for the local Zambian market. The kit was designed, and the local market developed, using one-off donor funding.

The Kit Yamoyo diarrhoea treatment kit under local production in Zambia for the local Zambian market. The kit was designed, and the local market developed, using one-off donor funding.

What is self-sustaining development and why is it important? Simon Berry — Outsight Associate — explains…

The term ‘sustainable development’ appears often in international development discussions. But what does it mean? The phrase can be used interchangeably to mean one of two things which are, in fact, very different. In the environmental sense it means ‘living within our environmental limits’ — development that ‘meets the needs of the present, without compromising the ability of future generations to meet their own needs. The term, however, also describes development that carries on once the resources used to create it are removed. Here, I refer to the latter form of sustainable development as ‘self-sustaining development’, to distinguish it from what one might call ‘environmentally sustainable development’.

In 2010, my partner and I started discussions with stakeholders in Zambia around transforming access to oral rehydration salts (ORS), the globally recommended treatment for childhood diarrhoea. Having established that there was local interest, we set-up a UK-based charity, ColaLife, to take the idea further. We started with a trial of the idea and went on to a national scale-up. By 2016 a locally designed and tested diarrhoea treatment kit was available nationwide in supermarkets and in hundreds of small shops. Additionally, the government were showing interest in a government-branded version for distribution through its clinics.

Donor funding finished two years ago (March 2018) and ColaLife formally completed its role in September 2018. It is early days, but all indications are that the transformation we achieved while we were involved and donor funds were flowing will continue to be self-sustaining. In fact, things have developed further with the government adopting the diarrhoea treatment kit as the standard in the public sector. The change that was created with the help of donor funding and external support from ColaLife has survived following the withdrawal of both. It has proved to be self-sustaining.

How does one achieve development that is self-sustaining?

Here are some key principles I have developed over the years while working with others on development projects that I think are crucial if you are to achieve self-sustaining development.

  1. Plan for self-sustainability from the outset - You don’t achieve self-sustaining development while being forced to come up with ‘an exit strategy’ two years before donor funding comes to an end.

  2. Don’t do anything that makes you or your organisation a permanent part of the solution - This is crucial and is the foundation for the other principles. If you allow yourself to become a part of the solution, then, by definition, when you leave, part of the solution will leave too! It is alarming how many ‘development’ initiatives fall into this trap, always with at least two negative consequences: firstly, the change they created while operational is not sustained; secondly, while operational they are likely to have undermined and weakened the capacity of local organisations who have the long-term responsibility for creating and sustaining the desired change.

  3. Do everything through local systems and structures - If you are not to become a permanent part of the solution, then you will have to work through local systems and structures. Where these lack capacity or direction, help build the capacity, help refine or improve the direction. Above all, avoid setting-up parallel systems or structures.

  4. Build a ‘smart partnership’ to guide planning, testing and scale-up - It follows that you will need to work in partnership with local stakeholders. However, it is important how these partnerships are formed and operate. It is important that partnerships are formed around a shared vision not around an organisation or an individual. When this is done successfully, it promotes engagement, ensures shared ownership of the vision and helps ensure that the partnership will survive the departure of any single member. We call partnerships formed around a vision ‘smart partnerships’. From the outset, be open and inclusive: invite everyone in, as part of a process where a broad membership can self-select their level of engagement. Some may go on to become implementation partners, while others may continue as a broader consultative group.

  5. Self-sustaining development should fit with government policy - If it doesn’t, seek to better align plans or work with government to influence or advocate for policy change. It is unlikely that any initiative that doesn’t fit with local policy will be self-sustaining.

  6. Engage your intended beneficiaries from the very outset - This sounds obvious but it often overlooked. It is essential to operate on the basis of what you know people want, rather than on what you think they need.

  7. Be invisible - The urge, on the part of donors and development agencies, to brand everything they fund or support is overwhelming. However, this must resisted as it completely changes how the intervention is perceived. For example:

This was the original artwork for the billboard for the promotion of the diarrhoea treatment kit - Kit Yamoyo – at the start of the scale-up in Zambia.

This was the original artwork for the billboard for the promotion of the diarrhoea treatment kit - Kit Yamoyo – at the start of the scale-up in Zambia.

In a second phase of marketing a USAID project, run by JSI, agreed to fund additional billboards but insisted on having their logos on the billboards and these ended up looking like this.

In a second phase of marketing a USAID project, run by JSI, agreed to fund additional billboards but insisted on having their logos on the billboards and these ended up looking like this.

This was a mistake. Inherent in ColaLife’s self-sustainability approach is that any donor assistance should not be permanent. This approach is not compatible with donor branding being on any customer-facing aspect of the intervention.

Integrating these principles into your project

Undoubtedly, many of these principles may require a more extensive level of planning and analysis than was originally thought necessary, yet there is no such thing as too much preparation. As explained by Dan McClure (another Outsight Associate) in his blog post on ‘Mastering the art of hard problems (and avoiding the rush to easy solutions)’ — mapping the complex systems and stakeholders involved with a problem or possible solution is essential in order to ensure that these principles can be integrated efficiently into development initiatives. Do not be scared to think big and think ahead early on in order to ensure you’re not putting out fires or having to re-orientate the project at significant extra cost further down the line.

Investing in the right things at an early stage — system design thinking, researching the existing structures, analysing the problem, and stakeholder engagement — will ensure a project stands a much better chance at becoming self-sustaining and, thus, create a greater positive impact for beneficiaries.

ABOUT Simon AND OUTSIGHT INTERNATIONAL

Over a 40-year career Simon has been a leader in the voluntary, private and public sectors. He has lived and worked in South America, the Caribbean, North Africa, sub-Saharan Africa and the UK. He is an expert on self-sustaining development – development that out-lives the resources that were used to achieve it.

Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with Simon and the Outsight team, please get in touch or follow us on LinkedIn for regular updates.

Implementing cargo drones in Africa: Some lessons from the field

Denise (in the yellow vest) with the pilots during the Lake Kivu Challenge in February 2020.

Denise (in the yellow vest) with the pilots during the Lake Kivu Challenge in February 2020.

My experience working in the cargo drone field

My journey with drones began in 2015, working with FSD on a dream project funded by the European Union Humanitarian Aid. The objective was to find out how we can use drones for anything anywhere in humanitarian settings. Given a blank slate and the task to find the most effective and promising applications, there was no better way to find out than to try.

Within the two years we implemented mapping projects in the Tadjik Pamir Mountains, Switzerland and Malawi, and deployed drones as part of an emergency simulation in France. During those years I also began first discussions with large medical humanitarian organisations to develop pilot implementation for cargo drone transport of diagnostic samples in hard-to-reach places. After having spoken to many tech providers, carefully weighing the pros and cons we decided that at that stage in 2016, the technology was still too early in its development to responsibly take into a real-world setting.

In 2017, I began a deep dive into cargo drone operations, working on the Lake Victoria Challenge in Tanzania, which was followed by the African Drone Forum Lake Kivu Challenge in Rwanda in early 2020. During those years, I worked closely with nine cargo drone companies to enable their flying operations. Seeing the industry evolve over the years, I am confident that we are ready to take this to the field in 2020 and 2021.

Where are we now?

Zipline is the only company so far that has been able to provide cargo drone services at scale – operating on the continent with some impressive successes to date. The initial business model is based on delivering transfusion blood. Today, four years after Zipline’s first delivery flight in Rwanda, the nation is on track to shift its entire transfusion blood supply to drone logistics reaching every part of the country in less than an hour upon receipt of the order. 

Medical deliveries and other development objectives remain at the core of the drive towards enabling a thriving drone industry in Africa, and the recent African Drone Forum has confirmed the appetite and commitment towards these objectives. Following the success of Zipline, the industry has been busy rising to the challenge.

The global drone logistics and transportation market is forecast to reach 11.2 billion USD globally by 2022, yet only a fraction of this market growth is forecast to take place in Africa. This is due to a combination of factors, but particularly that implementing high-tech solutions in remote settings has many risks and challenges. And there is not much experience or guidance out there in how to navigate these.

The following are some key lessons I’ve learnt over the past five years working in the sector, coordinating between industry, donors and governments.

What to look for in a cargo drone delivery company

Four key considerations I advise clients to consider seriously before working with any technology are the following:

  • A demonstrated commitment to safety. This cannot be over-emphasised and should be one of the first considerations. Technical documentation, operations manuals, flight and maintenance reports are crucial to build a track record. To be absolutely sure, it can be beneficial to solicit the advice of one or several subject matters experts. This procurement guide provides a helpful checklist of documentation to request when looking to hire a cargo drone company.

  • Technical specifications and business model appropriateness. Do the technology specs and business model align with what is required for the use case being addressed? Is the company committed to building technology for cargo delivery? Can the application accommodate African business models? I still encounter companies that have a primary focus in data collection (mapping and monitoring) but say they can easily also deliver cargo. That is a red flag for me. There are significant (technical) differences implementing these two applications and cargo drone work deserves full attention to its specific challenges.

  • Range. Bigger is not always better but when flying drones in the expanses of the African continent, range can make the difference. Studies recently published in the Lancet show that drone logistics work in the African context can only compete with alternatives — namely motorcycles and other ground vehicles — in terms of cost effectiveness starting from a minimum range of 60-65 km both in routine and emergency scenarios. All the companies on our list can cover at least this minimum range. Many pure copter designs have a range limit of 20km and are not suitable for typical African use cases beyond urban deliveries. 

  • Willingness and ability to adapt. When implementing projects, delays and setbacks are to be expected. We are charting very new territory. Building relationships based on trust and openness will help companies better understand their customers while implementing organisations can get the most out of their investments through valuable lessons-learned. 

Volansi getting ready for take-off.

Volansi getting ready for take-off.

Who’s doing what?

Here are some of the most promising drone tech providers I have been keeping an eye on — besides Zipline of course: 

  • Avy - This Dutch company adheres fiercely to its “drones for good” slogan, keeping to a strict civilian focus. Avy’s Aera aircraft is being prepared to deliver medicines in the Netherlands within a year — circumventing traffic for essential and high priority deliveries. The aircraft is small and light with a payload capacity of around 1 kilogram — just enough for these high-value products. However, like many of their competitors it is likely that a larger model is in the making. Avy is no stranger to the African continent, having provided surveillance support for anti-poaching and park management activities.

  • Phoenix Wings - Their Manta Ray aircraft is a heavy lifter among the small electric cargo drones. The aircraft was designed around the cargo and that thinking has paid off beautifully: the Manta Ray SR easily carries 7 kilograms in a 30 litre cargo compartment with a range extending more than 60 kilometers. Its signature turn into the wind upon take off is reminiscent of a spaceship in flight. Upon landing at the delivery location, the cargo compartment is released automatically.

  • RigiTech - This Swiss company has an impressive track record within their management. Two of its founders were part of Sensefly’s early start-up team before moving into the cargo drone business. The third co-founder is an MSF veteran having conducted medical delivery operations in Papua New Guinea as early as 2015. RigiTech’s business model centers around developing a complete hardware and software platform for cargo logistics.

  • Swoop Aero – This fast-rising Australian start-up has been flying vaccines for UNICEF and is about to start major operations in the DRC. From the outside, the aircraft looks less shiny than some of the competition, but the fundamentals are designed for safety, reliability and durability, which has proven to be a winning strategy. Swoop Aero is committed to expanding healthcare access through their logistics services and they are quickly establishing themselves as a market leader.

  • Vayu – Vayu has settled on a long-range design that is capable of several hundred kilometers (up to 800 kilometers to be precise) of flight. Vayu provide the only gasoline-powered aircraft in this list, and have been involved with the development sector projects for years, striving to make solutions that work. In some environments the use of fuel can be justified as it greatly extends range compared to battery powered systems.  

  • Volansi – Volansi is another Silicon Valley backed start-up with an impressive line-up, having logged experience in both North America and Africa. The company participated at the African Drone Forum Lake Kivu Challenge — and demonstrated solid tech and a highly professional team. A new aircraft has been in development, and will be launched shortly, so expect to hear a lot more from Volansi in the near future. 

  • Wingcopter – Known for their fine German engineering and for having produced the fastest civilian drone (fast = stable flight in the cargo drone world), Wingcopter has made recent headlines with a strategic partnership with UPS. Wingcopter are also veterans when it comes to operating in Africa and other rural settings, among others delivering vaccines with UNICEF in Vanuatu and delivering health supplies in Tanzania. Wingcopter have adapted quickly to their customers’ needs by developing the winch system that lowers their cargo without the need of landing the drone.

A Wingcopter aircraft winching down a cargo box.

A Wingcopter aircraft winching down a cargo box.

Implementing cargo drones in development

Implementing the use of cargo drones for logistics is a complex matter that requires careful choreographing. Safety (and security) management will take much attention and time. This includes: risk assessments; implementing risk mitigations; route planning; applying for activity permits and potential certification; air traffic management; and coordination. In addition, other aspects need to be managed: procurement; use case analysis; perceptions; waste and other environmental concerns; insurance; import and export; operations; skills development; regulations; perceptions; (data) protection; cost-benefit analyses; and media — among others. Since in many environments the cost-benefit is not yet fully established, future implementations should also be designed around collecting quality data. Cost-benefit analyses will require data on major cost drivers of drone operations such as failure rates under various operational conditions, down-time due to weather conditions and fixed costs for maintenance and running the operation.

To pull so many aspects together, whilst also dealing with multiple stakeholders with different interests, requires significant expertise, diplomacy and technical knowledge. Although, complex, I have seen that it is possible to bring all the pieces together efficiently and effectively. Any new implementations must build on the — so far — established best practices and lessens learned. This will help elevate cargo drones to their full potential in Africa.

ABOUT denise soesilo AND OUTSIGHT INTERNATIONAL

Denise is one of the Co-founders of Outsight. She is a world-renowned expert in unmanned aerial system (UAS) use in humanitarian and development settings, and in operationalising clean technologies. She has worked with the World Bank and other development, humanitarian and UN agencies — advising on the application and implementation of space-based systems and UAS technologies in humanitarian operations. Denise was directing the flying operations of the African Drone Forum. Denise has led the European Union Humanitarian Aid innovation grant for the implementation of drones in humanitarian action globally and has authored several leading publications on UAS in development and humanitarian action.

Outsight International provides services to the humanitarian and development sector in an efficient and agile way. Outsight International builds on the range of expertise offered by a network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working with Denise and the Outsight team, please get in touch or follow us on LinkedIn for regular updates.

How can we use drones in the humanitarian and health sector?

Ever since I watched the exceptional 2013 TED talk by Raffaello D’Andrea on the athletic power of quadcopters (above) I have been fascinated by the possibilities of unmanned arial vehicles (UAVs) or, as they’re more commonly called, drones. Finally, it felt like the film-like future dreamed of for 20 years, was arriving. Since that video, there has been no end to proposals for which they might be used. No sooner had I been discussing with a friend that what I really wanted was an autonomous drone to take holiday photos without going through the usual stop, say ‘cheese’ routine, than I stumbled across an advert for Lily, a drone which does just that. In a few weeks, if the claims of the Indigogo project ONAGOfly are to be believed, this type of drone will soon be small enough to fit in your pocket and cost under $200. Oh, you want a Back to the Future style hoverboard? No problem, thanks to drones. 

Photography and sports aside, what serious applications might drones have in the imminent future? We already know they are used with devastating effect militarily, but how can they be used for good and what implications can such a versatile machine have in the humanitarian or health sector? For me, they have potential to revolutionise; and here’s why. 

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Search and rescue

The advantage for drones to be used in search and rescue operations is self evident: using simple commercially available drones with cameras, you immediately have an extremely manoeuvrable eye-in-the-sky (watch the Drone Racing League to see just how manoeuvrable) that can access places previously only accessible by aircraft at a fraction of the cost. Further development of UAVs with the search and rescue brief in mind include the Kwago drone (video below) that incorporates commercial flight awareness and night-time manoeuvrability being a prime example. Whilst running their search and rescue operations in the Mediterranean during 2015, the Migrant Offshore Aid Station were using eye-in-the-sky drones as a means of expanding the radius of their operation

Surveying

Closely linked to this, the use of autonomous drones in surveying provides a genuinely futuristic option to aid organisations. Using geo-referenced photography (or photogrammetry), UAVs are already being used to quickly survey and produce large 2D and 3D maps of astounding accuracy — particularly within the agriculture and construction industry. However, it is easy to envisage how such tools could be used by humanitarian actors within emergency or refugee situations — for example, a detailed survey of a refugee a camp could be conducted by a single person and UAV in a matter of hours, and in addition, this could be updated at regular intervals with minimum additional work. The non-profit Drone Adventures is doing just this; having worked in Haiti with the International Organisation on Migration on 3D mapping for flood prevention (video below); and with MEDAIR in the Philippines onsurveying areas affected by Typhoon Haiyan.

HumanITas Solutions is another organisation that has foreseen the potential or UAV surveys in humanitarian work and is about to release a virtual environment to utilise this. Using UAVs that carry commercial smartphones and tablets instead of specialist equipment, their software works as an operating system specifically focused for humanitarian teams. With their android or OS app turned on, the phone can be fixed to the drone and sent to autonomously map areas — working alone or in tandem with other drones — using GPS and photography, by stitching these images together, complete maps and 3D models can be quickly collected. The software then allows for annotation, collaboration and import/export with other teams. The beauty of this system is the use of conventional equipment — understanding that often getting experts quickly to disaster zone can be difficult. Check out the video below. 

As with all innovation, technology is the deciding factor on feasibility. The Swiss Foundation for Mine Action (FSA) has been using drone observation in mine detection for many years, for obvious reasons. Though not there yet, there are projects which aim to mount instruments — such as thermal imaging — on the drones they fly over suspected minefields, providing and invaluable resource in the fight against civilian deaths. This doesn't seem like an unreasonable goal: drones that can map radiation already exist, whilst there is a renewed interest in using drones for gas detection after a recent leak in California. 

As surveying becomes more widespread, so too the technology is improving. A new startup, Nomoko, claims to have built a 1,000 mega pixel camera that, if mounted on a UAV, could map huge areas to 1cm accuracy in a fraction of the time it currently takes — the company claims that 10,000 drones mounted with its camera could map the world at this accuracy in just 60 days at a cost of around $100 million. Currently, a single satellite will set you back at least this amount and would take two years to achieve the task at a much lower resolution. Beyond just being a nice sales pitch, such accuracy could allow the data to be used in the search for survivors after a natural disaster by comparing photos taken of the same scene at short, regular intervals.

Drones as delivery tools

UAVs are evidently well-equipped to access difficult terrain, and this is something that Médecins Sans Frontières (MSF) exploited when conducting a trial of a UAV delivery system for lab samples. Traditional microscopy tuberculosis (TB) testing requires sputum samples to be tested within three hours to be valid, (newer GeneXpertsampling allows 3 days) but such a time-constraint was inhibiting in remote and inaccessible locations such as Gulf Province; a swampy region in Papua New Guinea, to which ‘normal’ access by car took four hours. With the UAVs, delivery times were slashed to just one hour. The trial was successful — as was acceptance by the local population — and such a system could provide an excellent means to improve infectious disease surveillance when time is of the essence. Could such a system improve the emergency response to viruses such as Lassa or Ebola, where quarantine is necessary? Could a suspected case be quarantined in their home whilst an UAV carrying samples is dispatched to see if bringing them to a health facility is really necessary? 

Drones could also facilitate speedy delivery in the opposite direction. Again, UAVs almost always offer a cheaper alternative to conventional aircraft. Capitalising on this for cold-chain products seems like an obvious move. Of course, the tech is the limiting factor: battery life and payload are preventing goods of reasonable size being delivered any meaningful distance. However, future developments could change this: solar-powered drones are one option or drones with combustion engines another. What about UAVs that can automatically dock with charging stations (possibly solar powered) along a set route? Effectively hopping from one station to the next as far as required...

The SaveME smartphone UAV, uses a quadcopter frame to transport a smartphone and can be used to find help in the event of being trapped. However, it is also proposed as a tool for prescription collection. In the future, could sending your drone to the local pharmacy to collect your prescription become the norm when you are too ill to leave your house? All interesting proposals and one specifically targeting the delivery of medical supplies in the humanitarian sector was recently proposed by Norman Foster. The notion of delivery is starting to be explored with a more specialised health focus in two areas: organ harvest and cardiac arrest. 

Drones in emergency response

There are few medical situations where time is more imperative than organ transplant — a heart can only survive for 4-6 hours outside the body so, in order to be matched to a recipient with the same blood type, body size and geographic location, the process must occur very quickly. Research has shown that, though for the victim there is no clear medical advantage to air ambulance over ground ambulance for arrival on the scene, the air evacuation did provide more organs than traditional ground units. Could drones offer the paramedics on the scene the tool to harvestand send organs on a par with the system of getting the organs to the hospital by air within the urgent time window?

Cardiac arrest is another situation where time is of the essence. In cases where defibrillation is the only thing that can revive someone, drones might again provide the answer. Alec Momont, a Dutch engineering student, has proposedmounting a defibrillator on a UAV which can lock on to the GPS of the smartphone making the emergency call and arrive on the scene on minutes. The idea is particularly bright because modern defibrillators operate automatically and just require correct attachment to the victim’s body — something that the caller could easily do with guidance. Though they are appearing much more frequently around cities in Europe, a rapidly deployable defibrillator could provide an invaluable service in suburban areas on the outskirts of places with many public buildings. The project created a prototype, and the video, but it has yet to be developed further. 

Vector control

A key process in health development remains vector control. Prevention of malaria, dengue or Zika, relies on limiting mosquitos; be it through sterilisation, environmental measures or fumigation — as Bill Gates famously wrote, the mosquito is the deadliest creature in the world, being ultimately responsible for 725,000 deaths per year. One drone project — MosquitoCopter — is targeting this problem through the sterilisation route. By releasing sterilised male mosquitos, who will mate with the blood-sucking females and prevent propagation, the mosquito population can be significantly reduced. As with most such projects, the problem becomes accessing the affected areas — MosquitoCopter, does this with a manoeuvrable quadcopter that can be programmed to follow a set route, automatically releasing the sterilised mosquitos at set intervals. A similar concept is also being used to support the Southern Tsetse Eradication Project in Ethiopia — though in this case, the drones are larger and can cover an area of 100km2 per flight. Even at a more basic level, UAVs can help by identifying mosquito breeding sites for direct action and are already being put to good use in Brazil to combat Zika.

Future hurdles

As with all new technology, UAVs are undergoing a delicate phase right now: simply put, governments and regulators don’t yet know how to deal with them in terms of safety (i.e. plane collisions etc.) or security (someone recentlymounted a hand gun on a UAV). The regulation of drones therefore, will change drastically in the coming few years and determine their prevalence in our everyday lives. It's worth noting that UAVs pose a challenge to the control of governments over our skies — an area that has, until this point, has maintained a miraculous safety record through very strict controls — so new challengers to that can be seen as a threat. The Federal Aviation Authority's legal pursuit of Raphael Pirker, a Swiss drone pilot who was fined $10,000 for making a promotional video using a drone, is a prime example of the confusion and delicate politics surround this emerging area. 

In the US and Europe, much of the regulation is in the testing phase, largely pushed by the development of delivery drones in the commercial sector. Last year, testing licenses were issued to a number of projects including a small startup delivering medical supplies to rural communities in Virginia. These small projects will mainly serve to inform regulatory legislation, which will then likely be the foundation in other countries. Amazon is one of the most vocal advocates for the use of commercial drones and the company's influence will play a huge part in deciding the future of commercial drones. This influence isn't going unnoticed: in 2015, the internet giant spent $10 million on lobbying in Washington and one suspects that its Prime Air service had a lot to do with this sharp increase. In fairness to the regulators, the proposals by Amazon will (if the video below is to be believed) fundamentally alter the skies over the US and Europe, so proceeding with caution does not seem unreasonable. Once permission is granted, the chances of it being revoked are much smaller. 

It's difficult to envisage exactly how this regulation will play out in developing countries and thus affect the humanitarian possibilities of drones. In the wake of natural disasters, their implementation will almost definitely become a necessity in coordinating the humanitarian response, but particularly in conflict zones, flying UAVs could have negative consequences for aid agencies who wish to avoid association with warring parties. Just the term 'drone' itself can conjure images of the US military's Predator drones, which do look rather similar to some UAVs already being used in vector control. Such associations have already led MSF to reject their use in conflict zones. There have also been cases of the data being collected for humanitarian purposes also being used for law enforcement: a point that could in the future severely damage aid organisations' reputation for neutrality if similar events occur in conflict zones. It seems probable however, that as the use of UAVs become far more widespread, their possible military connotations will be lessened. In terms of acceptance by the local population, existing humanitarian UAV projects have all seemed to show that, as long as they are well informed about the project and how the drones work, this is not a problem. 

2014 report by OCHA did try to consider some of the wider issues and possible applications for UAVs in the humanitarian sector, but the technology is moving so fast, this is already largely outdated. The FSA is currently trying to update and consolidating the existing knowledge on drone projects in the humanitarian sector as a means to increase awareness of the UAV tools available to aid workers and to propose guidelines for UAV use in the field. 

The final hurdle for the adoption of such useful technologies is cost. Professional UAVs are not cheap, and the hardware and software for a project like those run by Drone Adventures would cost around $20,000 and there are maintenance and repair costs to factor in to that, plus training. Other issues such as drone malfunction or hijack could also prove costly for organisations using drones for humanitarian purposes.

Conclusions

Having explored a range of possibilities for UAVs in the health and humanitarian sector, it seems clear that the coming decade will bring with it an extraordinary amount of change — in no small part due to drones. Their obvious benefit as search and survey tools will probably be their first point of mass use. With improvements to battery life and payload weight, delivery will quickly become important too and projects such as the TB sample delivery should be capitalised upon. The use of more autonomous drones will no doubt go in directions currently impossible to imagine, and this is exactly why UAVs are so exciting: they offer a blank canvas on three axes upon which anyone can imprint their ideas. 

This article was first published by Louis Potter on the Innovating Health blog. 

About Louis and Outsight International

Louis is one of the Co-founders of Outsight. He has a wide range of experience covering development, health, innovation, technology and research. Having worked in the field with Medecins Sans Frontières as well as with other NGOs, he is well acquainted with the practical realities of delivering impact. In recent years, has been helping organisations to improve innovation processes and outcomes. In particular, this has included managing projects focused on improving healthcare provision in hard-to-reach contexts through new technologies. He is an experienced facilitator and has been closely involved in efforts to improve collaborations between the nonprofit, academic and commercial sectors. He is based in Lausanne, Switzerland, and received his MSc in Global Health from the Karolinska Institute, Sweden.

Outsight International is an organisation specialising in providing services to the humanitarian and development sector in an efficient and agile way. We build on the range of expertise offered by our network of Associates in order to deliver quality results adapted to the specific tasks at hand. If you’d like to discuss working Nicola and the Outsight team, please get in touch or follow us on LinkedIn for regular updates.