Thoughts From the Last Mile

Trial and Error

VillageReach strives to be a learning organization. We are trying to increase access to healthcare in countries where the roads are impassable, electricity and cell phone networks are intermittent – if they exist at all, half the population is illiterate[1], and almost 10% of children don’t live to see their first birthday[2]. It’s not easy, to say the least. Some days I see stories of success and I am proud of the work we do. Some days I am reminded that this is an uphill battle bigger than the likes of any mountain I have ever seen, and I search for better paths to the top.

In Mozambique, we have been working for two years to implement a national expansion of a logistics system for vaccines and other medicines. Our efforts have focused on four provinces, which cover nearly half of the country. So how is it going? I’d say it’s time for adjusting our hiking path. Our biggest challenge is securing that the distribution system is reliable; logistics without reliable distributions in terms of quantity, quality, and timing undermines health services and access to those health services.  When distributions are delayed or incomplete, we find health facilities without stock of critical medicines. This is a problem for us because funding to the government for the distributions is often delayed or funds are simply not available from the government despite all the required components being there (budgets, plans, funds requests, political will, etc). We set up this national expansion with a vision that the government would support its own costs because sustainability has been a top priority for us. However, that sustainability can come at the expense of results.

As a learning organization, trial and error is a part of our work. We tried an approach with sustainability as a main driver, but we have been forced to re-examine the approach because we value results. Our work is to achieve results. Now it’s time to try a adapt our approach. We aren’t willing to throw out sustainability, so we need to find the magic balance between results and sustainability. Now we are embarking on a cost-sharing model. We will continue our close collaboration and capacity building of the government systems, but also address the very real challenges of funding critical pieces. This requires additional effort in consideration of sustainability, but we are up to the challenge.

The challenge of funding a reliable logistics system has been our biggest lesson learned from the first year of the national expansion. We’ve also learned that providing technical assistance to a logistics system requires more intense monitoring than implementing a logistics system. This has implications on our staffing structure and level of expertise, so we have hired additional staff in our Maputo office. We’ve found that progress with this approach is slower than anticipated because our work is more dependent on schedules, funding, priorities, and staff of the government, which must constantly balance priorities in an under-resourced environment. For example, the logistics system involves government staff collecting data to analyze the performance of the logistics system. In our pilot project in Cabo Delgado province from 2002 – 2007, those staff were ours. When we trained them on data collection and made it a part of their job, they did it. In using government staff to do this, the staff need to balance other activities and we need to work more with management to help them understand the value of the activity and include it as a priority. As we learned this, we’ve adjusted our plans and expectations. Finally, we’ve been working to incorporate Rapid Diagnostic Tests for HIV, malaria, and syphilis into the logistics system. This integration has encountered operational and political challenges as additional people and departments are involved in the logistics and use of tests so we’ve had to focus more on establishing routine and comprehensive coordination and communication. Months from now we will certainly be mulling over lessons learned from this modified approach, and we’ll adjust our paths to the top of the mountain again.


[1] http://www.unicef.org/infobycountry/mozambique_statistics.html

[2] Ibid.

Leah Hasselback, Mozambique Country Director

Understanding the Barriers to Maternal and Child Health in Kwitanda

VillageReach recently conducted a maternal and neonatal health needs assessment in Kwitanda, Malawi in order to understand the barriers (actual and perceived) to accessing quality maternal and neonatal health services in the community. After three years of building infrastructure, making connections in the community, and demonstrating success in improving child health outcomes, particularly for malarial and diarrheal disease in Kwitanda, VillageReach is preparing to expand our program to include maternal and neonatal health services. Expansion into this area is an exciting opportunity for VillageReach to improve health outcomes among this vulnerable population.

Maternal and infant health outcomes are worse in Balaka district (where Kwitanda resides) than Malawi overall in most important indicators. For example, almost a third of women in Balaka give birth at home while, nationally, less than a quarter do. Given the high rate of home birth it’s not surprising that only 63% of Balaka women have a skilled attendant present at their birth (versus 79% nationally). Additionally, the postnatal period is crucial for both the health of the mother and infant, but only about a third of Balaka women receive a check-up within the first two days of giving birth compared to 43% of women nationally. Luckily, over 90% of women in both Balaka and receive some prenatal visits before giving birth; nonetheless, the proportion of Balaka women who receive prenatal care is slightly less than the national average.

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In Malawi, many newborns like the one pictured here (left) are delivered by traditional birth attendants in rooms that often look similar to the one above (right). While some mothers prefer the comprehensive care provided by TBAs, others are wary of their ability to handle obstetric complications.

In order to design a program aimed at improving maternal and neonatal health outcomes for the Kwitanda community, it is essential to have an understanding of the unique needs of the community. While the Balaka-level information is illuminating, it doesn’t tell us what’s happening in Kwitanda specifically and, more importantly, it doesn’t tell us why. So we conducted three focus groups in Kwitanda with the following groups: women who recently gave birth at a health center, women who recently gave birth outside a health facility, and community health workers as well as several key informant interviews. Here are some of our most important results:

Some women prefer to give birth with a traditional birth attendant rather than in a hospital. We expected cost and transportation to be barriers preventing women from giving birth in a health facility – and they were (several women gave birth on the way to the hospital since they could not arrive fast enough). But some women also prefer to giver birth with a traditional birth attendant (TBA) rather than in the hospital. There are familial and cultural traditions that encourage women to utilize TBAs as well as the fact that TBAs are often located closer to the women’s homes. But in addition, women cite fears about harsh treatment from hospital nurses as a major reason they’d prefer to give birth with a TBA. First time moms in particular are drawn to the support and one-on-one attention they can receive if giving birth with a TBA. Even some mothers who have delivered a previous child at a hospital say they’d rather deliver their next child with a TBA.

Women recognize that traditional birth attendants are not prepared for every complication. Despite some preference to give birth with TBAs, many women recognize that TBAs are often ill-prepared for complications during labor and delivery and that there are advantages to delivering at a hospital. One woman, who experienced complications while giving birth at a hospital, said she believes she might have died had she given birth with a TBA instead. Women also pointed to the fact that if you give birth in a hospital, you have access to crucial post-natal care not available with a TBA.

Women wish that prenatal care were more accessible. The good news is that most women are attending at least some prenatal care visits at a health center. However, women wish that they could receive care in their villages without having to travel to the health centers. Some women said they would prefer to receive prenatal care from community health workers close to home. Currently, community health workers treat childhood illnesses at “village clinics” – women sited this as something that this could be a useful model for prenatal care.

Not all women know when to get postnatal care. Women had heard mix messages about when to visit a health center for postnatal care: some said it was 6 weeks after giving birth; others said they were told to bring their child after one week for immunizations; and some knew that if they gave birth at home or on the way to the hospital they should go for a check-up the next day. In addition, women pointed out that the getting to a health center or hospital for a check-up right after giving birth wasn’t always easy because of the difficulty of walking or finding transport while simultaneously recovering from labor and delivery.

Women face difficult decisions when deciding where to give birth. In addition to major cost and transportation barriers, women have to weigh family, cultural and emotional factors into their decision-making. While women tend to have more positive experiences accessing prenatal care in a health facility (compared to labor and delivery) women would still prefer a model that allows them to receive care from a community health care worker closer to home. The Health Systems Group at VillageReach is processing all the information we’ve gathered and actively discussing possible interventions and solutions. We’re excited to update you soon!

December 1, 2011: World AIDS Day!

Around the world, HIV remains one of the world’s foremost infectious killers. Despite the fact that it may take 10-15 years for HIV to digress to Acquired Immunodeficiency Syndrome (AIDS), collectively HIV and AIDS are responsible for the deaths of more than 25 million people in the past thirty years. Infecting almost 3 million people every year, HIV remains a huge threat to well-being around the world despite enormous advancements in the capacity of health systems to support people living with the disease.

Perhaps not surprisingly, more than 60% of the 34 million people living with HIV live in Sub-Saharan Africa. In Malawi, one in every 12 people is infected with HIV – that’s 90,000 children living with the disease and another 30,000 newborns contracting the infection from their mothers at birth. Additionally, 650,000 Malawian children have been orphaned by the epidemic, and are counted among the infection’s burden in this country. Similarly, 1.5 million adults and children are living with HIV/AIDS in Mozambique, where the infection claims the lives of nearly 100,000 people every year.

Despite these challenges, incredible progress has been made. Mother to child transmission is almost entirely preventable with the right care and rates of prevention are increasing (10% in 2004 to 45% in 2008). Antiretroviral therapy (ART) is more readily available now than it ever has been, with more than 5 million people receiving the treatment they need to live longer, healthier lives. While this is a twelve-fold increase in the number receiving care since 2003, it still represents only one-third to one-quarter of the total population in need of treatment. With more than 1,200 children infected around the world each day, it is vital to sustain this momentum toward testing and treatment in resource-constrained countries.

Working in Sub-Saharan Africa, it is unimaginable for our efforts not to be impacted by this infectious disease. With treatments available in most government facilities, international emphasis has shifted to helping people live with this infection. Many of the community members we work with are living with the illness, but the health systems we support are often overextended trying to reduce the burden of disease.

So on this World AIDS Day, we’re excited to be expanding our programs over the upcoming year to have a more direct impact on the reduction of HIV/AIDS burden in Sub-Saharan Africa. In Malawi, we are incorporating community-based HIV counseling and testing into our adult health service initiatives so that more people can access treatment that is already available from at government facilities. In Mozambique, we already help support the distribution of rapid diagnostic tests for HIV to ensure that diagnosis is available at service delivery points. In 2012, we are starting a study of RDT usage to better understand the barriers to utilizing new technology for improved diagnosis and to further improve the distribution of these tests. In both situations we hope to be able to improve accessibility to HIV testing in rural communities so that individuals can get the care they need.

GAVI to Support Vaccines in Mozambique

Every year, more than 1.4 million children die from pneumonia, accounting for more than 18% of deaths in children under-five.

Pneumonia can be caused by viruses, bacteria, or fungi and is a type of acute respiratory infection that affects the lungs and limits oxygen intake in infected children. Streptococcus pneumoniae – or pneumococcal disease – is the most common cause of bacterial pneumonia in young children. Beyond pneumonia, the bacterium can also cause meningitis and sepsis, either of which can be fatal or permanently debilitating.

Pneumonia can be spread through infected air-borne droplets produced by a child’s cough or a sneeze. A child might also contract the infection through exposure to infected blood during birth. While a healthy immune system would enable a child to fight off this infection, a child with a weakened immune system resulting from malnutrition (as is prevalent in low- and middle-income countries) may require antibiotics to heal. Immunization remains the most effective way to prevent infection.

Since 2000, the pneumococcal vaccine has been readily available in the US and Europe. It has remained prohibitively expensive for low- and middle-income countries where most of the mortality burden is borne. Additionally, the pneumococcal vaccine administered in developed countries was determined to be ineffective in developing countries where it failed to target the bacterium strains present in developing countries.

Without vaccination or effective treatment – currently only 30% of kids in developing countries who need antibiotics receive them – pneumococcal disease threatens to compromise the economic vitality of many countries. Families are overburdened caring for children disabled by the disease and health systems are overextended trying to care for patients with sepsis, meningitis, and pneumonia.

Aiming to eliminate the 10- to 15-year delay between vaccine availability in high- and low-income countries, GAVI (Global Alliance for Vaccines and Immunization) was created; the organization is a public-private partnership striving to increase access to immunization in poor countries. Born out of a unique collaboration between the Bill and Melinda Gates Foundation, UN agencies, and leaders of the vaccine industry, as well as bilateral aid organizations, GAVI funds immunization programs in 70 countries. The organization estimates it will help avert at least 650,000 future deaths by 2015 and as many as seven million by 2030.

Pneumococcal vaccines are among those delivered by GAVI funds. Fifteen developing countries are already rolling out these vaccines with GAVI support. Mozambique was among 18 additional countries approved for the program in September 2011. Preparing for a new vaccine introduction is intense work. Infrastructure needs to be developed and/or refined: refrigerated storage space may need to be constructed to support the cold chain space, and transport routes and information systems must be developed, waste management systems need to be established, staff need to be trained, and a supervision system must be in place.

So, lot’s of work ahead! However we’re excited that the VillageReach Dedicated Logistics System might help support the distribution of pneumococcal vaccines next year in Mozambique. We are confident that our work with distribution, supervision, and information management will help to ensure that vaccines get to the health centers, that health workers are trained to administer the new product, and that the right quantities reach the right facilities to balance supply and demand. GAVI recipients have produced impressive rates of immunization and VillageReach is thrilled that our work may help reduce the burden of pneumonia among the under-five population.

2012 Initiatives

In 2012, we expect to increase the number of our initiatives, adding to existing programs that are continuing from 2011. Financial support goes to helping us further develop our expertise in improving access to quality healthcare for remote, underserved communities by investing in research and development, collaborating with new partners, and conducting programs.

VillageReach’s initiatives are funded by a combination of individual donations, foundations, and similarly focused technical organizations in the global health community. All of our supporters share a common goal: to improve the capacity of health systems in developing countries in order to serve the millions of underserved.

In 2012, VillageReach’s goal is to raise $950,000 to support a total organizational budget of $3.16M. Contributions we receive will enable us to continue achieving impact in our current programs, and help us develop additional expertise and expand our work into new programmatic initiatives. Contributions received will be applied across our various initiatives, covering both direct and indirect costs.

Following is a summary of the scope and support of these initiatives. If you prefer to download this update, visit here.

PROGRAM INITIATIVES -

Malawi: Community-Level Health System Strengthening Program
2012 Budget: $408,000

VillageReach has been working at the district level in Malawi since 2008 to improve the health of children less than five years of age by decreasing childhood illness and mortality in the southern region of Malawi. The focus of the program is to strengthen the health system at the community and health center levels by supporting community health workers, implementing cost-effective interventions to reduce malaria and diarrheal diseases, supporting immunization and other preventative health programs, implementing community-based treatment programs, and improving communication between community health workers and health centers. The majority of this program is supported by a single anonymous funder, who provided initial support in 2008 and has continued supporting the program in subsequent years. For more information on this program, visit here.

Malawi: ICT to Improve Health Services for Mothers and Children Program
2012 Budget: $450,000

We are entering the second year of a multi-year program to increase access to maternal, newborn and child health (MNCH) services by developing an integrated set of information and communications services. The program includes a toll‐free case management hotline for maternal and child health advice and referral, and uses mobile phones to send personalized voice and SMS health messages to women regarding their pregnancy and the health needs of their children. VillageReach is also working with the ministry of health to test a facility‐based scheduling system for antenatal and postnatal care in order to reduce wait times and improve health center readiness for maternal and neonatal health. This project is supported primarily through an agreement with an international nongovernmental organization. For more information on this program, visit here.

Mozambique: Dedicated Logistics System Program
2012 Budget*: $1,400,000

VillageReach is engaged in a multi-year program to improve the performance of the health system in Mozambique, focusing on rural communities that represent over 60% of the country’s population. The program, started in January 2010 and run in partnership with the Mozambique Ministry of Health (MISAU), aims to reduce vaccine preventable diseases and improve health system performance by implementing dedicated distribution channels for vaccines and other medical commodities to community health centers. The program is expected to cover eight of ten provinces, with more than 12 million people served. The focus of the program in 2012 is in achieving results for four provinces. Opportunities for expanding into additional provinces will be evaluated in mid-2012. The program is supported by both individual donations and private foundations. For more on this program, visit here.

(Note: this program is expected to extend to 2014 at a minimum. The current estimated program budget is $5.6M, with a current funding gap of $3.05M.)

STRATEGIC INITIATIVES –

VillageReach seeks opportunities to improve its technical capabilities and capacity to strengthen health systems in order to improve the health for rural, underserved communities.

mScan Project: Digitizing Paper‐Based Data Via Mobile Image Technologies
2012 Budget: $105,000

We are working with the University of Washington Computer Science and Engineering Department to develop and test mScan, an android-based mobile phone application. The research is evaluating the potential to automate and make more efficient the collection of data in low‐resource field environments by digitizing paper‐based data into usable information via low‐cost, image‐based, mobile technologies. The project leverages the growing supply of lower‐cost smartphones to bridge the gap between the mHealth movement, focused on digitizing all content, and the current paper‐based systems that prevail in low‐income countries. Members of the research team recently spent two weeks in Mozambique testing the new application in the field with our Mozambique DLS program. See here for further details on this initiative.

OpenLMIS: Logistics Management Information System Initiative
2012 Budget: $305,000

This is the first year of a two-year initiative to improve the quality and level of collaboration in developing of information technology for health systems, specifically the logistics management information systems (LMIS) that collect and report data on the performance of distribution networks for health systems. OpenLMIS is a community-lead initiative dedicated to furthering collaboration and development of logistics management information systems to support improvements in health system supply chains in low-income countries around the world. The majority of the project is supported by a grant from the Rockefeller Foundation. For more information on this initiative, visit the OpenLMIS website.

Changing the Nature of Diagnosis in Last Mile Communities

To date, malaria treatment in most endemic countries has been based on presumptive treatment. This means that any febrile child under five years of age is immediately prescribed antimalarial medication, based on the assumption that they are likely to have malaria. When lab tests were costly and rarely available, this policy undoubtedly saved countless lives. But times have changed.

The availability of rapid diagnostic tests (RDTs) – in conjunction with decreasing rates of transmission and fewer fevers due to malaria – has instigated a policy revision. Trending toward parasitic diagnosis based on positive laboratory tests, researchers and policy makers are reviewing the criteria for treatment based on the availability of this new technology, which makes testing feasible in previously unfeasible settings.

Long considered the ‘gold standard’ of malaria diagnosis, microscopy is a highly sensitive and low cost technique if performed under quality controlled conditions. Unfortunately it is labor intensive, has a lag time between test completion and diagnosis, and requires both laboratory technicians and expensive equipment in order to complete.

Many clinics that cannot support this technology prescribe malaria treatment based on presumptive diagnosis. While presumptive treatment based on febrile presentation is still considered appropriate for children under-five and other high-risk individuals, it is no longer considered cost-effec¬tive or best practice. Antiquated antimalarial medications such as chloroquine may cost less per unit, but the recent reliance on expensive artemisinin-based combination therapies (ACT) demands more careful distribution. Decreasing the rate of prescription for non-malarial cases is vital to keeping costs down and keeping subsidies high – a combination that ultimately increases the drugs’ availability for the most impoverished populations. Over-prescription this regimen based on the presumptive treatment protocol commonly employed in remote clinics not only wastes medi¬cation and costs more money than antibiotic alter¬natives that would otherwise be appropriate for non-malarial febrile illnesses, but also increases the risk of ACT resistance developing in the community.

In an effort to minimize these consequences of presumptive treatment, RDTs  have been designed as new laboratory-confirmed diagnostic technique. Alternatives to microscopy, RDTs are now em-ployed around the world by countries adhering to the World Health Organization’s recommendation of parasite-based malaria diagnosis. Requiring no formal laboratory equipment and able to be admin¬istered by any trained community health worker, RDTs are presenting changing the face of malaria diagnosis in rural clinics where microscopy is not feasible.

Immediate advantages of RDTs include lack of de¬pendency on laboratory equipment, electricity, and personnel, as well as lower levels of training required for implementation. With rural health centers in endemic areas seeing hundreds of cases of fever every day, a more conservative prescription of antimalarials will not only decrease the rate of parasitic resilience, but will also conserve limited medical resources. What’s more, RDTs now exist for many diseases including HIV and syphilis! To this end, they have become a game-changer for accurate diagnosis and resource conservation in underserved communities.

Excited to be engaged in this international shift and acutely aware of the benefits it has for health service provision, VillageReach has been actively involved in the distribution of RDTs in Mozambique since 2010. Taking this one step further, we have proposed a collaborative RDT consumption study with our partners in Mozambique to refine our understanding of the challenges to stocking and utilizing these incredible products. By estimating stock shortages and overages, and identifying factors of supply and demand that are associated with these we hope to be more effective in eliminating barriers and improving access to this awesome technology. While the research is still in its infancy, the insight it will afford into RDT consumption and distribution will provide a wealth of data with which to refine programs and improve service delivery in last mile communities.

Kassia Binkowski

Engineers, International Development & Social Enterprise: “Where are the customers?”

Interesting series of proposals and exchanges coming out of the first gathering of IEEE’s Global Humanitarian Conference this week in Seattle … IEEE has committed to making this an annual event, so look for their planning updates for next fall.

I was speaking on a panel about the nexus of technology, global development and social enterprise in the VillageReach experience.  Judging from the audience of early stage entrepreneurs and academics, there’s growing interest from this region’s community of professional engineers in developing technology innovations for broader social benefit.

An interesting question was asked concerning example strategies to develop demand for new innovations, given the economic challenges and low purchasing power of Base of the Pyramid countries and their communities.  The question assumed we can apply to BoP what Steve Jobs famously said about wealthy consumers he was seeking: “give them what they don’t know they want …” (I paraphrase).

While it’s a great leap to make a connection between Job’s realm of innovation, investors and customers with the realities of BoP, social enterprises do need to be profitable and scale in order to sustain the social benefit of their work.   That requires, among other things, an active understanding of the marketplace and the beneficiaries’ needs.

Developing that knowledge is difficult enough in markets in developed countries where there’s ready access to broad economic and market data, consumer trends, etc.  It’s quite another challenge to evaluate the market opportunity for a product and service with a presumed social benefit in a country where there is little current or historical consumption data.

We have seen this in our own work with VidaGas, the for-profit propane distribution business we own with other partners in Mozambique.   We created the business to provide fuel for rural health centers that otherwise would be unable to refrigerate vaccines, sterilize instruments and have light for evening medical procedures.   In our case, the social benefit of supporting the health system was obvious, but in itself insufficient to support the business.  We asked “can we expand the service to a broader customer base to achieve scale and profitability that in turn sustains the social benefit?”

Well, it’s a work in progress, but we’re excited with what we’ve achieved in the past year.   In 2011, we expect a 40% growth in shipments: to the ministry of health, to small- and medium-sized businesses, and to consumers.  The addition of a new filling plant facility gives us the capacity to deliver more fuel, but it’s the recent efforts in developing the customer base – sales and marketing, and an expansion of support for the ministry to a fourth province – that is driving both stronger financial performance and ultimately greater social benefit.  More on the company’s work and results by the end of the year.

John Beale

Developing a Vision and Roadmap for Logistics Management Information Systems in Zambia

In Zambia, the Ministry of Health is developing a new information system for collecting and managing the data needed from the service delivery point to inform the procurement, management and distribution of medical commodities. VillageReach, in partnership with PATH, is working with the MOH and its partners to develop a vision and roadmap for logistics management information systems (LMIS) in the country. Over the last six months, PATH and VillageReach facilitated a series of workshops with the MOH, Medical Stores Limited (MSL), and the partners who support the MOH in supply chain strengthening, to develop a shared vision and a comprehensive set of user requirements using the Collaborative Requirements Development Methodology (CRDM) as the starting point. An article on this work is available in the USAID | DELIVER Project quarterly newsletter here.

What Do You Gain From Seeing Non-profits Admit Failures?

More on the issues of transparency and disclosure … an interesting piece from today’s Puget Sound Business Journal …

Nonprofits debate merits of admitting failure
Puget Sound Business Journal
Friday, October 28, 2011

Tacoma-based nonprofit A Child’s Right is doing something a bit controversial these days: admitting failure. The group, which provides clean water systems in the developing world, is staking its financial future on transparency. The group wants to attract donors who have realistic expectations and won’t pull funds when things go wrong. “We actually think it’s more fruitful in the long term,” said Peter Drury, development director.

A Child’s Right posted pictures on its website of orange water from a failed system it had installed in Nepal that couldn’t handle the region’s high volume of iron. Resolving the problem took more money and time than anticipated, but A Child’s Right shares its project financials — even when the numbers are over budget, said Eric Stowe, the nonprofit’s founder and director. When to admit failure is an intense debate going on in the nonprofit sector, where some leaders worry that good intentions for transparency will backfire.

A notable example of that is The Global Fund, an international partnership based in Geneva that works to treat diseases in the developing world. In January, news exploded of mismanaged funds. Media treated the news like an investigative report, but the story had come out because the Global Fund had freely released information about the unaccounted funds — some $34 million out of a total $13 billion disbursement — in a detailed report. The group had been working to correct the situation when the news broke. “To be perfectly honest, we were taken aback by what seemed to be a negative media onslaught,” said Andrew Hurst, spokesman for the Global Fund. “Our feeling was that some of the reporting to an extent misrepresented (the Global Fund), or at least was misinterpreted by some of the people who received that information, and it gave rise to a lot of negative commentary.”

The largely negative reaction raised concerns for many nonprofits that were considering admitting their own failures. “You can’t help but be a little gun shy,” said Lisa Cohen, founding director of Seattle-based Washington Global Health Alliance. “Hopefully, we can learn from this. It’s a very complicated, and kind of a frightening climate when you have people so willing to jump in and vilify and take things out of context.”

Still, many — including Cohen — argue transparency is a valuable tool for communicating with donors about the realities of how their money is spent and the challenges of creating real change in the developing world. “We need to learn from what didn’t work,” she said. “You learn more from that sometimes than from what did work.” That’s the approach that leaders of A Child’s Right took when they recently launched a program called ProvingIt, which closely tracks the exact number of children they provide clean drinking water to every day. The group continues to monitor and upgrade the water systems for 10 years, with the idea of helping local governments prepare to take over in the 11th year.

But it’s not all good news; the nonprofit freely shares stories about its failures, including the orange water problem in Nepal. “Hearing them talk about failure makes us more excited to support them because their ability to admit when things aren’t working — and the attention they are paying to that — inspires a lot of confidence,” said Katie Briggs, managing director of the Seattle-based Laird Norton Family Foundation, one of the group’s major funders. “Honestly, I wish more would do that.”

Many nonprofits, according to A Child’s Right’s Drury, feel pressure to present a perfect image at all times, or risk losing donor funding. “You’ll hear people in business say all the time that the only way you learn is to fail … but in the nonprofit sector people get so scared to talk about failure,” he said. “The overwhelming number of organizations have a disincentive to tell the full truth, the unvarnished truth, at all times because of what it will mean for donations.”

Marc Bellemare, a development economist who teaches public policy and economics at Duke University, views admitting failure as a public relations move to enhance credibility and reputation, similar to touting corporate social responsibility efforts in the for-profit world. “When I started hearing about admitting failure, it is very nice, but there’s nothing that prevents you from learning from your own failures without having to admit them,” Bellemare said. “For me, it really is a marketing tool more than anything.” However, he said the move toward disclosure could eventually have a positive effect overall, when it reaches a tipping point and every nonprofit has to be more forthcoming about failure. “We may soon be moving toward a new equilibrium where everyone has to admit failure, and say ‘where did we go wrong?’” Bellemare said. “Everyone has to look contrite in a way — or else they start looking suspicious.”

Still, disclosing the failure of a project or cost overruns is less scary for nonprofits than disclosing financial mismanagement or fraud, Bellemare said. “That’s a whole different ball game,” he said. “I think it’s much more likely to scare away donors than failure of projects.” Many groups argue that admitting failure is more than just image insurance; it’s part of helping donors better understand the complexities of doing work in global development.

“I think in our case, we’ve actually found it’s competitively advantageous in fundraising, and also in terms of supporting the causes that we love most, to have disclosure,” said John Beale, strategic development director for Seattle-based VillageReach, a group that works to improve access to healthcare in remote parts of the developing world. The group makes available its tax documents and annual independent audit information on its website. VillageReach also has updated its scheduled reports to notify donors when projects are running behind and hitting technical problems.

“It’s not merely an exercise in admitting failure or explaining success,” Beale said. “It’s giving context for what we do. I think more organizations would be more comfortable with being transparent and admitting failure if they had already made an effort to explain to donors what they are trying to do in the first place.”

Valerie Bauman covers nonprofits, biotech and research for the Puget Sound Business Journal.

2011 Kwitanda Community Health Evaluation

VillageReach recently completed an annual evaluation of its Kwitanda Community Health Project. The results of the evaluation indicate that VillageReach is making great progress toward meeting its goals to reduce incidence of malaria and diarrhea and to increase treatment of malaria and diarrhea in the Kwitanda community.

Highlights of the evaluation include:

  • Household net ownership has increased from 74% of households reporting ownership of a net in 2010, to 82% of households in 2011. This is much higher than the national average of only 67.3% of households reporting ownership of a net.[1]
  • Mosquito net use increased overall from 40% of individuals reporting sleeping under a mosquito net in 2010 to 58% in 2011.  Among children under-5, mosquito net use increased as well from 65% in 2009 to 71% in 2011.
  • More than 83% of pregnant women sleep under a mosquito net. This is a new indicator in this year’s evaluation so no comparison is available from 2010, but this is much higher than the national average of 43.3%.
  • The highest proportion of mosquito nets in use in the Kwitanda catchment area were distributed by VillageReach. Of the individuals sleeping under a mosquito net, nearly half of them reported the net was received from VillageReach.
  • The proportion of households reporting a clean drinking water source increased from 2009. However the proportion of households fell slightly from last year. In 2009, 82% of households reporting clean drinking water, 91% in 2010 and 86% in 2011.
  • Malaria incidence is declining. The proportion of households reporting at least one case of malaria in the three months prior to the survey has declined from 91% in 2010 to 72% in 2011. The percentage of individuals reporting suffering from malaria in the three months prior to the survey declined from 30% in 2010 to 26% in 2011, with an average monthly incidence of 6.7%.
  • Diarrhea incidence is declining. The proportion of households reporting at least one case of diarrhea in the three months prior to the survey has declined from 61% in 2010 to 18% in 2011.  The percentage of individuals surveyed reporting at least one case of diarrhea in the three months prior to the survey declined from 12% to less than 6%.
  • Access to care has increased for children under-5 as well as for the general population. 70% of households surveyed reported a village clinic in their area and nearly half had used a village clinic. Overall treatment rates for malaria and diarrhea have increased and most people access care at the Kwitanda Health Center or village clinics.

Read more about the Kwitanda Community Health Project on our Malawi page.  The full evaluation report is available here.


[1] DHS Preliminary Report 2010

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