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One Tablet Per Child: Walter Bender Discusses Future of OLPC

While listening to Walter Bender, founder and executive director of Sugar Labs, speak last week at USAID’s Mobiles for Education (mEducation) Monthly Seminar Series in Washington, DC, it was difficult to decide if he was more interested in discussing the One Laptop Per Child (OLPC)program’s new XO 3.0 tablet, or the educational philosophy that has spurred its development.

By the end of his presentation, however, it was clear that both are inherent to launching an effective and sustainable program utilizing the new technology. As former co-founder of OLPC, Mr. Bender now focuses his time and energy on developing and improving Sugar, an open source desktop environment which promotes learning through connectivity, collaboration, and what Mr. Bender calls “off the grid accessibility”, the ability to take the computers into virtually any learning environment.

And the new tablet promises to do just that. Upon first look, the tablet doesn’t seem much different from the original laptop besides being thinner since there’s no keyboard. The lack of keyboard is a feature that Mr. Bender seemed torn about saying that keyboards are needed for developing writing skills but that the device should evolve with the introduction of new technologies, tablets being the big new innovation in mobile computers.

The easily recognizable bright green and white rugged exterior is still present but now the 8-inch screen is protected by a green silicone cover. The child-friendly tablet was designed with the same consideration for durability, cost, and conservation of power that has made the OLPC program so well known, but now it features solar panels on the inside of the cover to power it in addition to the power adapter and hand-crank powered battery from the previous laptop.

Of course, the education-specific user interface of Sugar still remains and can be baffling to anyone not already familiar with it’s icons, a wide array of small visual representations of each activity that doesn’t resemble Microsoft’s or Apple’s familiar icons. But in Sugar’s design lies Mr. Bender’s philosophy and aim: a simplicity so intuitive that children can understand it as well as modify it and create new programs for their own use.

As exciting as the introduction of the new tablet was for the small group of attendees at the seminar, Sugar was the focus of the discussion and one that Mr. Bender talked passionately about. Designed on OLPC’s principle of “Low floor, no ceiling”, it’s designed for inexperienced users, providing a platform, or low floor, on which to explore, create, and collaborate without any limits to its possibilities.

Exploration is key to Mr. Bender’s philosophy. Designing Sugar and the computers from a “constructivist” perspective, he referred to Swiss developmental psychologist, Jean Paiget, and his learning theory of “learning by doing” when discussing the intuitiveness of the system. “We want to raise a generation of independent thinkers and problem solvers, “ he said after displaying a picture of students taking apart and fixing one of OLPC’s laptops. “Every deployment has students who repair computers and they are designed so that students can fix them themselves.”

Already deployed in over 30 countries, the largest and most well known example is Uruguay with the largest saturation of one laptop per each of 395,000 children in primary school from grades 1-6. Now in its third year, Mr. Bender highlighted a few examples of how kids are becoming empowered through the technology and developing their own programs. Kids like 12 year old Augustine who created his own program called Simple Graph, one that creates just that. Mr. Bender said that innovations like this are examples of how students are becoming self-sufficient. “These are key indicators that something different is happening, something good.”

Walter Bender giving an example of how to create your own program

Photo Credit: Chrissy Kulenguski

But this portfolio assessment, one that emphasizes qualitative over quantitative results and what Mr. Bender calls a powerful and primary assessment tool, is one of several points for criticism of the OLPC program. Others include not providing enough, or any, teacher training and support when introducing the laptops and not being able to meet the original goal price of $100 per laptop that was set when the program first started.

More recently, a new low-cost competitor, the Aakash tablet, has entered this developing market. The Android-based computer has gained a lot of attention since it was first developed by the Indian government as part of the country’s aim to connect 25,000 colleges and 400 universities in an e-learning program and made available at subsidized prices. In accordance with OLPC’s open source philosophy, chairman Nicholas Negroponte already offered full access to OLPC technology at no cost to the Indian team of developers.

Sharing ideas and new innovations is also one of Mr. Bender’s learning goals for the OLPC program: to have students learn through “doing, reflecting, and collaboration”. He believes that the new XO 3.0 tablet has a prominent role in the emerging market of mobile computers for education. Though what that role will be exactly in the coming years of new innovations and innovators, has yet to be seen.

February 15, 2012/by actualize

Agriculture, Originally posted on the GBI Portal

“What’s missing is….” ICTs in the Value Chain!

Photo Credit: Ben Addom

“Meeting the Challenges of Value Chain Development: A Learning Event,” was the subject for discussion at the just ended 2-day conference organized by USAID at the Night Conference Center, Newseum, Washington DC.

The learning event was hosted by the USAID Microenterprise Development office with funding from the Accelerated Microenterprise Advancement Project (AMAP), implemented by ACDI/VOCA and its partners. It was attended by a wide range of actors including donors, private consultants, practitioners, researchers and academics, and administrators.

Activities during the 2-day event included a keynote address, concurrent electives (sessions) covering topics like understanding gender and culture in market systems; engaging the private sector; creating an enabling environment; integrating food security and nutrition; financing value chains; reaching the very poor; facilitating sustainable change; learning and evaluating within dynamic systems; and a final panel session on challenges of value chain development.

My reflections – “What is missing is….”

I would like to state that the event was really an excellent learning event for me due to my interest in the use of the agricultural value chain to ensure efficiency and effectiveness of programs and activities that aimed at reaching the poor and vulnerable.

An observation that I made from the sessions that I attended is that, while contributing during the question and answer (Q&A) sessions, participants mostly used the phrase “what I think is missing from the presentations is that….” to point out some loopholes in the sessions. These missing links observed by the participants are in one way or the other related to the individual interests and experiences of these contributors with respect to the subject under discussion. As an agricultural information specialist, I also think that what was prominently missing during the entire 2-day event is the absence of information and communication technologies (ICTs) in facilitating communication between and among the value chain actors in the system. This, I think, is one of the challenges to the development of the agricultural value chain.

Why the need for communication tools within the value chain?

In her keynote address to the conference participants, Tjada D’Oyen McKenna, the Deputy Coordinator for Development for the Feed the Future, the U.S. global hunger and food security initiative, asked the conference participants to explore how to create synergies between programs and activities being designed and implemented.

Synergies will result when stakeholders within the value chain work together so that their combined actions lead to outcomes greater than the sum of their individual effects or capabilities. In order for this to happen, an effective communication system is needed to facilitate exchange of resources between and among the individuals and organizations within the value chain. Not integrating ICTs into the communication process in this information age can be disastrous. Unfortunately, this was clearly missing at the sessions, something I believe is the reflection of what is on the ground.

Another important component of the value chain that calls for incorporation of ICTs, is its systemic nature. Several contributions during the event have alluded to the complex nature of the agricultural value chain, and the increasing dependence of the key stages of the chain – R&D, production, market, and M&E, on each other as a prerequisite for a reasonable return on investment.

From my years of experience working with the agricultural value chain and assessments and analysis carried out on ICT solutions for collaboration and coordination, I believe specific ICTs solutions are necessary for each of the stages within the value chain. The World Bank’s eSourcebook that was launched recently has briefly touched on some specific examples of applications of ICTs in agriculture across the world. These solutions when strategically deployed can have significant impact on internal communication within the institutions involved in the value chain as well as external communication with other partners.

An assumption and “aha” moment!

I have observed that either the organizers of the event, the presenters or both who might have had extensive experience with the agricultural value chain system, assumed that all participants knew what the value chain is. But my conversation with few people during the networking time and also observation during some of the discussions revealed that it was not the case. A number of participants at the event actually had little experience on the agricultural value chain and were there to learn – a learning event.

On the other hand, one revelation that I got from the session “integrating food security and nutrition” is that while value chain approaches aim at increasing income by targeting the productive population, food security approaches target the vulnerable population and aim at improving their nutrition and food security situation.

Participants at the closing panel session (Photo Credit: Ben Addom)

The United States Agency for International Development (USAID) works with a variety of implementing partners to accomplish its strategic objectives in microenterprise development. The vision of the Agency for microenterprise development involves addressing the needs of poor people within the context of globalization and dynamic domestic and global markets to help them harness the resources they need to participate meaningfully in markets (often through market linkages to larger firms). The microLINKS website hosts a number of innovative, interactive learning tools and thousands of resources to serve a global community of practitioners by helping to link knowledge with practice. Visit the Microlinks site for detailed information on this event – slides, recording and other resources as well as future events.

February 10, 2012/by actualize

Mobile Money, Originally posted on the GBI Portal

Recent Innovations in Money Mobile: Moving Past the M-PESA Model

Photo Credit: TechCentral

Within the last month, there have been multiple new examples of mobile phones being leveraged to expand financial services in developing nations. With the popularity and quick success of M-PESA in Kenya, there was a push to copy the model in other developing countries. But it has been realized that the M-PESA model cannot be simply duplicated. The new mobile money products and services need to focus on solving a customer’s pain (or perceived pain) within the regional context (competition, policy environment, culture, infrastructure, etc). The examples below show how innovation in the market is occurring to meet the needs of customers. Mobile Network Operators (MNOs) are seeing the benefits of providing an expanded set of value-added services to differentiate themselves in the market. In a recent TECHTalk at USAID with Pamela Riley from Abt Associates, she explained that MNOs are most focused on increasing and keeping their customers. With greater competition in the mobile network market, the ability to create more value to a MNO’s service keeps the customers from jumping from one provider to another (usually easier because one MNO’s SIM card can be easily switched out for another’s). The MNOs’ desire to increase revenue creates an incentive for them to implement innovative solutions based on the needs of their customers but also within the region’s entire context.

Below are a few recent examples of innovation in the mobile money space:

Mobile Banking

RedCloud Technology recently completed Bolivia’s first mobile money platform. The product, Nube Roja, was created from a $1.2 million investment from BlueOrchard, CONFIE (Corporación de Fomento a Iniciativas Económicas S.L.), PROFIN (Fundación para el Desarrollo Productivo y Financiero), Iceni Mobile, and RedCloud. The goal of the product is to provide access to financial services to roughly 6.5 million people in Bolivia who do not have a bank account. A pilot of the service will begin in the near future with customers being able to cash in, cash out, top up their airtime, transfer money person-to-person, and send remittances.

A newly formed partnership between First National Bank (FNB) and retail store PEP allows customers in South Africa to use FNB’s eWallet for banking services at the retail store. As long as the individual has a bar-coded South African ID, he/she can deposit, withdraw, send, make payments, and purchase goods at any PEP store in South Africa. In the past, only FNB customers could use the product. But with this partnership, FNB is looking to reach the unbanked in the country. Partnering with PEP expands FNB financial services to 1,200 stores and gives greater access to those who have a mobile phone.

As a part of a strategy to expand financial services further into the rural areas of Mexico, the National Savings Bank and Financial Services (Bansefi) is going to use mobile technologies through the implementation of the Program of Technical Assistance to Rural Microfinance (Patmir). Their goal is to have over 15% of their new partners and customers be served with low-cost mobile technology. Bansefi will be hiring a consulting firm to provide technical assistance with the implementation of new technologies, innovations, and best practices.

Money Transfer Services

In partnership with one of the leading MNOs in India (BSNL), the Indian Post Office has begun its own mobile money service. The service allows money be transferred via text message and utilizes the physical post offices to act as cash in/cash out locations. It works by the sender providing the post office with the receiver’s information (number and address) along with the amount to be sent. Once the cash is deposited, both the sender and receiver are text messaged a unique code by the Post Office. In order to withdraw the money, the receiver shows the code to the Post Office. There is a service charge of 5% and is available to individuals across all networks.

Airtel has plans to establish mobile money transfer services in Kenya and Tanzania as it has already done in Uganda. The goal of the new services, as stated by Michael Okwiri, Vice President of Corporate Communivation at Airtel Africa, is eventually create a cross-border money transfer service between the three countries.

Western Union and Telma, a Malagasy telecomm company, have partnered to start an international mobile money transfer service. The new service allows citizens to transfer money via their mobile phones by using Western Union’s international transfer service. By combining Telma’s mobile money service (MVola) and Western Union’s service, individuals can receive money transfers from abroad via their mobile phone. The transfer will go directly into their MVola account. At this point, it is only a one-way service as Malagasy citizens can not send transfers outside the country. MVola, like other mobile money services, allows customers to purchase goods, make payments, and deposit/withdraw money.

ATM

As a part of Airtel’s new mobile money platform in Uganda, customers will be able to process transactions at ATMs. This includes paying bills, accessing their bank accounts, and withdrawing Airtel money using ATMs located country-wide. This service was made possible via partnerships with banks which include Standard Chartered, Post Bank, KCB, and Diamond Trust Centenary Bank.

Credit-Worthiness

A Cambridge start-up has created software in order to help determine an individual’s credit risk by looking at how the person uses their mobile phone. Cignifi has received $2 million in funding after piloting the product last year in Brazil. The software looks at multiple data points in order to further understand one’s lifestyle. It creates a score similar to the FICO score used in the United States. Since many developing countries do not have credit bureaus or limited ones, it is more difficult to calculate the credit risk of an individual person. This is innovative way to understand the riskiness of an potential borrower.

February 8, 2012/by actualize

Agriculture, Originally posted on the GBI Portal

Sustainability Lessons from HSS: Implications for FS & ICTs Projects

Eric Sarriot @ the Talk - Photo Credit: Ben Addom

“I suspect that the world you’re dealing with is even more complex than the world we’re dealing with in health…health is dealt with by doctors, a very simple minded people, but your field is probably more complex.” Those are the words of Eric Sarriot, Technical Director, CEDARS at ICF International.

Eric was speaking on the topic “Emergence of Sustainability in a Complex System: Are Lessons From the Health Sector Applicable to Food Security?” during January 2012 USAID’s Microlinks Breakfast Seminar in Washington DC.

Eric brought two challenging concepts together – “sustainability” and “systems” to help understand the question whether sustainability strategies for health system strengthening (HSS) can be applied to food security. He noted that development programs in general intervene on specific problems, gaps in performance, and deficits in capacity. And to do so, there is the need for workable plans and log frames. These imply a very rational use of linearity but when it comes to dealing with sustainability and the number of actors—‘stakeholders’—at play, it just gets too complicated or rather ‘complex’.

Photo Credit: CEDARS Center

So beginning with his view of a system, he argues that a complex, adaptive systems by some definitions will have a large number of agents/actors that are diverse and try to adapt to each other. The adaptation process to each other results in the complexity of the system. He went on to define sustainability in HSS as an (emerging) property of a system embedded in a larger environment in which interdependent actors through negotiated and coordinated social interactions, allow the expression of their respective and collective capabilities to maintain and improve the health of vulnerable population.

Using the sustainability framework developed at CEDARS through research with communities and practitioners, Eric shared their experiences with the health sector from Bangladesh. The health system in Bangladesh at some point was in equilibrium with interactions among diverse actors.

Process Towards new Equilibrium by CEDARS

This equilibrium was punctuated as a result of an external intervention that sent shock to the system leading to the shaking of the equilibrium. And by the end of the project, there was a new equilibrium which as achieved through things that were planned for and others that were not planned for. In effect, the actors found another way to interact that created the new equilibrium.

From this experience made available through a detailed report, the study posited that at least some of the lessons that have been learned about how health systems actually behave as “systems”—complex adaptive systems—may be relevant to the world of food security and value chain interventions. Also, observed is that complexity increases rather than decreases when it comes to sustainable food security and the role of value chains.

Can elements of this model help value chain efforts better plan for and evaluate the ultimate sustainability of food security of households?

Yes, I believe the elements of the sustainability framework for HSS can help agriculture and food security value chain system to better plan for and evaluate the ultimate sustainability of food security of households.

I totally agree with Eric on his statement that the world of food security, agriculture and value chain is more complex than the world of health. Firstly, I think the nature of the agricultural value chain – actors from research and development, input manufactures and suppliers, producers, transportation and logistics, processors and manufacturers, wholesalers and retailers, and the consumers – really makes it more complex than health.

Secondly, while “health services” aim at ensuring healthy lives of its users, “agricultural services” are aimed at building the capacities of its users to increase their productivity. For example, farmers are provided with agricultural advisory service to know when to sow their crops, when to spray, and when to market their products; and agricultural commodity traders are informed of the prices and locations of potential commodities to be able find the right market.

Thirdly, even though the health system is complex, all the actors have a common goal of providing health services to a vulnerable population in order to maintain and improve their health. So the users are more or less “passive recipients” of these services. Within the agriculture and food security value chain system, however, there are multiple recipients of the services as well as producers, making it more complex than health system. Farmers provide and receive agricultural services just as researchers, traders, and extension officers.

These features of the agriculture and food security value chain “system” and its larger environment with multiple interdependent actors, demand for a well coordinated and negotiated social interactions as required in the health system, to keep it sustained.

The place for ICTs

The complexity of the system and its associated interactions calls for effective communication networks, and this is where the importance of information and communication technologies (ICTs) could be realized. The sustainability framework presented by CEDARS, recognized the importance of a consistent data use to allow information-based decision-making and action. ICT for agriculture and food security projects should therefore be seen as value added services to ensure that actors within the system have access to timely and appropriate information for sustainable food security.

ICTs could be used in the following ways for increased information flow among the interacting actors:

Capturing technologies for actors to interact among themselves to understand potentials and diagnose needs such as data collection, monitoring and evaluation tools could be very useful within the system.
Communication tools to facilitate relationship building, and social network development such as social media tools that inform partners about services and users are good examples.
Processing and system management tools to ensure sustenance of the relationships built through network formation can also keep the system in equilibrium.
Communication and display media are also excellent ICTs for awareness creation and informing users about new products and their importance within the value chain.

How do we balance results and learning from these two systems?

I believe the key is collaboration. Realization of the ‘sustainability framework’ within the health system in any given community depends on the food security situation of that system. A closer look at the actors within the health system will reveal one or more ties with the food security and agriculture value chain system. Disturbing the equilibrium within the food security and agriculture value chain system will invariably disorganize the orientation of actors within the health system. Therefore to ensure that new equilibrium is maintained years after the intervention, actors must not see themselves as isolates but as components of the larger environment comprising of a number of systems.

Microlinks and its activities

Microlinks Staff Introducing the Breakfast Seminar - Photo Credit (Ben Addom)

Microlinks captures new learning in microenterprise development, disseminates it among practitioners, USAID mission staff, and other donors, and connects those actors to each other in order to improve development outcomes around the world. Using a knowledge-driven approach to microenterprise development, Microlinks aims to extend and multiply the impact of the learning and innovation developed through microenterprise research and practice. Visit Microlinks for more information on this presentation – the screencast and the transcript of the presentation, as well as future events.

The USAID’s Microenterprise Development office supports Microlinks and a broad array of knowledge-sharing tools, strategies, and events through the Knowledge-Driven Microenterprise Development program, implemented by The QED Group, LLC and its sub-contractors, International Resources Group and Training Resources Group .

February 2, 2012/by actualize

Agriculture, Health, Mobile, Originally posted on the GBI Portal

‘Smart’ Use of Smartphones for Health Services: A Case of TB in Nigeria

Photo Credit: Leah Ekbladh

Using smartphones to collect tuberculosis (TB) data within the health sector of Nigeria has eliminated the use of printed forms; minimized human error in data entry; reduced the lag time of availability of data for policymakers and managers; and helped pinpoint ways to improve delivery of TB care, reported Leah Ekbladh.

Ekbladh, who is a Senior Associate at Abt Associates was giving a talk hosted by the Global Health Council on the topic “Quality TB Care: Using Smartphone Technology for Data-driven Improvements in Nigeria” as part of the Health Systems 20/20 presentation series on Tuesday January 10. Her talk focused on TB quality improvement activity in Nigeria, the Abt Associates’ approach to quality improvement (QI), the before and after picture of supportive supervision (SS) system, next steps, and lessons learned.

TB Situation in Nigeria and the Health System

According to Leah, with Nigeria ranking 10^th among the 22 high TB burden countries in the world, the country’s TB situation could be improved. Before the HS2020 and the National TB Program’s joint intervention, the TB supervision system was largely paper-based. Results of data collected from health facilities were not available immediately for feedback and quality improvement; each state had its own paper-based system with different design of the forms and different items; data were compiled quarterly at State levels; and data entry and analysis was time consuming and prone to a lot of human error.

With support through Health Systems 20/20, the USAID flagship project for strengthening health systems worldwide, the need to strengthen the Supportive Supervision (SS) system to improve performance and treatment outcomes with Nigeria’s health sector was identified. The activity by Abt Associates aimed to shift away from the long paper-based checklists that do not support timely QI at the health facilities, towards supervision that concentrates on performance of clinical tasks, resolution of problems experienced by the health workers, and increased feedback from supervisors.

Photo Credit: Leah Ekbladh

The Activity: The Role of Information and Communication Tools

The project believes that when the new information and communication technologies (ICTs) are smartly and strategically integrated into existing development processes, they can help streamline, transform and improve services. And with the strong in-country leadership support from Nigeria to explore new and innovative ways of improving quality through SS system, the activity took off smoothly with a pilot in 4 local government areas (LGA) in 4 states.

Tools Used: Beginning with what was available at the time, and also based on the usability of the features, Personal Digital Assistants (PDAs) were used in combination with Pendragon software to help in creating forms, connecting the forms to the users, distributing the forms, and uploading the forms to a database. After a year of piloting, it was realized that the market for the PALM PDAs was declining with the increasing use of smartphones in Nigeria. Also, EpiSurveyor software from Datadyne was recommended due to its ease of use and its ability to calculate and populate the forms for data collection.

Outputs

Rapid Results Indicators (RRI): RRI form was created with the most critical items that sum up the key elements that are needed for quality data collection, analysis, use and QI for supervision. This was done through repeated iteration resulting in a consolidated checklist that streamlines and integrates the numerous checklist that exists on the paper-based system. The checklist (RRI) loaded into the smartphones, are programmed to do automatic calculations of critical indicators by reducing human error.

Training and Capacity Building: Thirty (30) out of 50 supervisors have been trained on the use of the smartphone technologies and data managers are also trained on the use and improvement of the database. (It should be noted that these people are the existing public servants of the ministry of health in Nigeria). Six rounds of data collection have been done with one using smartphones and five with PDAs.

Database: Through the system, a web-based database to house the data collected and to more easily aggregate and report information to the national level has been developed and launched. The database provides online data aggregation for analysis and dissemination, and quality control system of the data including online government approval data being published and used.

When data is uploaded, supervisors gets notified or alerted for review either on their phone through SMS or email. Updates are communicated back to the officer for review and publication.

Impact of the Activity

With the pilot activity, supervisors have reported the ease of use of the tool in data collection as well as for review and editing of submitted data. Some reported a reduction of working hours from 3 hours with paper-based system to 30-45minutes with the smartphone technology. Supervisors have indicated that the system is enabling them to monitor and assess performance of the TB health delivery system, identify problems and opportunities, and many cases take immediate action for improvement. For example, the rate of drug stock-outs has significantly decreased, and external quality control is easily obtained for quality service with far less delay.

Photo Credit: Leah Ekbadh

Lessons Learned and Steps Forward

It was discovered that careful selection of technologies (information communication technologies) for international development activities is key for success; suitable technologies in combination with human resources (socio-technical) is critical; and steps must be taken to roll-out projects incrementally and then plan for scale-up.

In terms of scaling, a total coverage of Lagos and Abia is expected soon with the training of additional 50 supervisors and full integration of the database on schedule. The project also expects to leverage other funding sources to expand further and also involve the private sector in Nigeria.

Visit Abt Associates international health programs for more information on their activities and the Health Systems 20/20 presentation series site for information on the upcoming events and also access the audio recording of the talk.

January 17, 2012/by actualize

Agriculture, Mobile, Mobile Money, Originally posted on the GBI Portal

Mobile Money: the preferred channel for Haiti 2 years after the quake!

Photo Credit: USAID Impact blog

A new finding by Dalberg Global Development Advisors reveals that mobile money (MM) channel has emerged as the preferred alternative out of four major ICT solutions used in Haiti within the past two years after the 2010 earthquake.

The report “Plugging into Mobile Money Platforms: Early Experiences of NGOs in the Field” indicates that four electronic cash distribution solutions have emerged globally as alternative channels to physical delivery of cash to humanitarian victims. These are mobile money, electronic vouchers, prepaid cards, and smart cards.

The finding attests to the fact that the success of any of these four mechanisms of money transfer will often depend on the supporting environment. For example money transfers through pre-paid and smart cards work better when there exist a strong banking infrastructure and credit card networks. In the absence of this infrastructure such as the case in Haiti after the quake, the only two remaining options are physical cash delivery and mobile-based solutions.

The report continues that in Haiti, MM has emerged as the preferred alternative to physical delivery because of the rapid development of mobile telephony and the successful launch of MM. Haiti has completed more MM cash transfer programs than any other country, and to date, just under US $6 million in transfers has been disbursed to more than 24,000 beneficiaries via the MM channels of six NGO programs, the report said.

It will be recalled that Haiti was hit by a catastrophic magnitude 7.0 M_w earthquake, with the epicenter near the town of Léogâne, approximately 25 km (16 miles) west of Port-au-Prince, Haiti’s capital on Tuesday January 12 2010. The aftermath of this earthquake led to a massive relief and recovery efforts by non-governmental organizations (NGOs) with global support from individuals, governments, foundations, international organizations and the United Nations.

In June 2010, the Bill and Melinda Gates Foundation and the USAID-funded project in Haiti, Integrated Finance for Value Chains and Enterprises (HIFIVE) announced the launch of the Haiti Mobile Money Initiative (HMMI) to stimulate the development of mobile money services in Haiti.

For the detailed report, visit here.

January 13, 2012/by actualize

GBI Highlights, Originally posted on the GBI Portal

Universal Service Forum held in Ukraine

GBI sponsored and participated in the Intel Corporation’s 2011 USF Leader’s Forum held in Ukraine from 7-9 December. The event, which focused on strategies for improving the operations of telecommunications universal service funds, and telecommunications regulation in general, was heavily attended by government officials from throughout the Europe and Eurasia region.

The program featured welcoming remarks from the Chairman of Ukraine’s National Commission for Communications Regulation (NCCR), Mr. Petro Yatsuk, and from the Acting Director of the USAID Regional Mission for Ukraine, Moldova and Belarus, Ms. Sarah Wines. Administrators of successful universal service and access fund from throughout the region were invited to discuss their portfolio of activities, and stimulating presentations were given from representatives from Turkey, Pakistan, and Colombia.

At a press conference held during the event Mr. Yatsuk of the NCCR described the ongoing process of creating a Universal Service Fund in Ukraine. The country plans to introduce authorizing legislation in parliament next year and is currently engaged in a consultative process that will shape the proposed fund. The NCCR found the Forum especially useful in this regard.

Following the Forum, GBI is engaging with Universal Service Funds and telecommunications ministries from across the region and beyond to determine how USAID can best assist them in expanding broadband access in their country. Visit our Universal Service and Access Fund page to find out more about GBI’s work in USAF.

January 4, 2012/by actualize

Agriculture, Mobile, Originally posted on the GBI Portal

Mobile Money is Better than Cash at the Bottom of the Pyramid

Open your wallet right now. Most likely, you have a debit card, a credit card, a health insurance card, and access to the massive financial infrastructure that these three cards represent.

The ability to store, save, use, and borrow money anywhere in almost limitless fashion, without worry about amount, theft, or even making change. Add in the freedom from a direct worry about health costs, and these three cards represent a level of financial freedom unknown to anyone in the developing world… today.

Mobile Money Revolution

Yet by tomorrow, there will be more people who have similar access to financial services, via electronic transactions on mobile phones. In fact, over the next five years there will be a mobile money revolution at the bottom of the pyramid as international financial institutions like VISA, Mastercard, and the like move in forcefully to service the next billion customers.

They see M-PESA transferring 20% of Kenya’s GDP and the money that can be made offering mobile financial services to the BoP. But its not just payments and credit, there are also opportunities in many other types of financial services.

Here are two examples with insurance, which is usually the providence of in-person sales worldwide:

In Ghana, Tigo Family Care Insurance provides life insurance for prepaid subscribers and their family members in the event of a natural death.
In Kenya, the Syngenta Foundation’s Agriculture Index Insurance Initiative uses mobile phones and weather stations to offer farmers affordable crop insurance.

Now we could go on, but listing examples of mobile money was not the focus of the Technology Salon on how mobile financial services are transforming the economics of international development. What really captured our attention was the realization that mobile phones are merely a conduit to the larger experience of electronic transactions, which include mobile money, but also the full gamut of wealth that is created, stored, and exchanged digitally.

Please join us for the next Technology Salon

Better than Cash

First let us agree that electronic payments systems (bank accounts, Electronic Funds Transfer (EFT), pre-paid cards, smart cards, mobile money) are a great benefit for everyone involved. Electronic payments systems:

Increase access to basic financial services, including savings, lending, and e-payments.
Reduce barriers to entry for fee-for-service business models
Reduce the risk of money theft and increase personal control over financial resources
Increase speed of payments both to and from consumers, businesses, and government
Improve transparency, mitigate corruption, and reduce leakages in the disbursement of government funds.

A great example of all five of these benefits is the ability to pay for municipal water and electricity services via mobile money in multiple African markets. By making payments electronically, both consumers and government have more accurate records, consumers are able to save for and manage payments, and service providers can expand services with a higher expectation of payment, and more timely payment, therefore serving more customers, more efficiently.

In their Better than Cash program, USAID’s new Mobile Solutions Office seeks to expand electronic payment system use by governments, for utilities but also government payments in everything from conditional payments (welfare, healthcare, etc) for citizens, to payroll payments for government workers, to pension payments for retirees.

The net effect of this shift to electronic payments will be much more efficient government programs. Yet the Mobile Solutions team isn’t stopping with other governments, its goal is to transform the way USAID does it’s programming as well. With language already in RFP’s to encourage implementing partners to use electronic payments in their work, USAID will be pushing a move from cash payments to electronic payments for all its beneficiaries.

Barriers to Adoption

Before we get too far around the hype cycle, there are issues that will retard the growth of mobile financial services and the larger electronic payment systems. First, policy makers may have a grasp of what works to encourage electronic payments and use mobile financial services first-hand, but they don’t often know how to steer their countries from the theoretical to the practical.

Next, at the business level monopoly mobile operators may be just as hard to convince to innovate as a highly competitive mobile phone marketplace with multiple players. Neither situation lends itself to interoperability, which is key for large-scale electronic payment systems and the mobile financial services they support.

Finally, not everyone has a mobile phone. Yes, shocking but true. So simpler systems like scratch cards and offline intermediaries will co-exist with electronic payment systems for years to come. Better that we recognize and welcome them than limit any payment system to one hardware delivery mechanism, no matter its revolutionary benefits.

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January 4, 2012/by actualize

Agriculture, Extension Service, Farmer to Farmer, Food Security, Mobile, Originally posted on the GBI Portal

Reflections on mAg. Services: Partnerships Between MNOs and APs

Photo Credit: GSMA

NB: This is my personal analysis of contributions to question one from the forum. This post is the first in series of six, analyzing each of the six forum questions that were discussed.

Partnership, being one of the key criteria for selecting mFarmer Fund beneficiaries, the introductory question (below) for the forum was about partnership.

Question 1: In a partnership between a mobile network operator and agricultural partners, what unique value proposition does each partner bring, how can they leverage of each others’ strengths and what roles should each play in delivering a service to farmers?

Quick Summary of Contributions to the Question

With regard to the unique value propositions that each partner brings to the partnership, most of the contributions centered around the fact that Mobile Network Operators (MNOs):

Are providers of the mobile technology platform for the delivery of agricultural services
Have crucial role in ensuring access to the telecom network (adequate)
Have the responsibility for developing products that are affordable for farmers
Are responsible for addressing coverage issues
Need to ensure that they provide credible and dependable service
Have the responsibility of charging users and share the generated income with external Value Added Service providers
Are to be in charge of marketing and communicating the services to users (branding).

On the other hand, the Agricultural Partners (APs):

May be considered as content providers
Be able to clearly identify who the target farmers are and what their real information needs are
Must have rich experience of quality content for the farmers
Must have clear distinct experience and expertise in the areas of understanding farmers need
Shall have the ability to solve farmers’ problems and ultimately help them with inputs and services to implement the solutions
Must have the skills of connecting with farming communities
Be able to understand which format is best suited for the collection and delivery of information
Be able to collect, analyze, refine and disseminate (or make available) relevant agricultural information to the target audience
Be able to market available information services in the field, including through networks of extension workers
Shall ensure that the MNO fully understands that there is a real business behind Value Added Service (VAS) targeting farmers, even if the information service may take a longer time to take off
Be responsible for formatting of the content, reformatting, sometimes translating to be delivered and understood by the end user
Be responsible for quality assurance of the content – including sources, processes and final advice delivered
Are most likely in the best position to make sure that the mobile “channel” is used well to augment other info delivery channels.

Part B & C: How can the partners leverage of each others’ strengths and what roles should each play in delivering a service to farmers?

Contributions from the forum emphasized the importance of utilizing the existing infrastructure and assets including the mobile channels such as call center, SMS and Interactive Voice Response (IVR) infrastructure, short-code, and billing and revenue collection facilities. The partners can also utilize their respective brand strength and marketing expertise. For example MNOs have some of the strongest brands and trust with the users which can be powerful agents for marketing and driving awareness and the APs can also through their Agriculture VAS, help the brand and increase the market share of the mobile operator. Also pointed out was the possibility of MNOs to provide Agri VAS access via basic Unstructured Supplementary Service Data (USSD) menu service which could drastically decrease the barriers for the rural users to access the service and increase the usability. Potentially MNOs have the capacity to blend Agri VAS with mobile money solution and compliment advisory with agricultural financial services, such as loans and crop insurance.

Reflections on the Discussion

My take on this first question is that the understanding of the “AP” and “MNO” has not been made clear at the start of the discussion leading to all kinds of interpretations, assumptions and labeling. A first look at the question makes it simple and obvious but a critical analysis reveals how complex it is especially with the key terms – MNOs and APs.

In my first post at the forum, I did call for the definitions of these terms that seem obvious to the e-agriculture community. Fro example with the APs, are we talking of any group or organization involve in agricultural development services such as NGOs with agricultural service provision; community-based organizations involved in agriculture; farmer-based organizations; national agricultural units such as extension services, or research institutes?

A key argument that ran through the discussion and confirmed my argument was the call for a third party organization for the partnership. The issue of third party partners such as software developers, technology developers, new start-ups, research institutes, international organizations, etc. partnering with MNOs and APs to ensure the success of good mobile services for users came up. The case of IKSL was mentioned where other agencies and institutions which generate actual content – like Agricultural Universities and Research Institutes, International agencies like CABI, Indian Meteorological Department (IMD), Agmarknet for market information were involved in the partnership as third parties.

So a successful partnership for the mFarmer Fund may need more than MNO/AP partnership by reaching out to other institutions and organizations that have expertise in the Initiative’s Core Service. Alternatively, the APs and MNOs may be able to subcontract some of these services, but the positions of these different expertise need to be recognized.

The four points below could summarize the components of the partnership, whether two, three or more partners are involved:

Demand Articulations – partners that have skills and expertise of understanding the users (needs and potentials), understanding the content dynamics for users, etc. (e.g. NGO, CBO)
Network Formations – partners who are able to help connect other partners together and also connect users to product developers, ensure boundary spanning and information filtering (e.g. social media firms)
Process Management – partners that have the capacity to ensure infrastructure development, management and maintenance, generation of revenue for sustainability, quality assurance, formatting, etc. (e.g. MNOs, Software companies, IT firms, Universities, etc.)
Supply Activation – partners that have the skills to train and educate users on the products and services, who understand the language of the developers, able to communicate VAS, (e.g. extension services, NGOs, research institutes, etc.)

These are quotes from some of the experts at the forum:

“The Agricultural partner might not have an immediate capacity to do this in-house, as Agricultural Partner is usually an NGO or Ag. institution and not a VAS provider it its traditional sense.”

“For this, independent agronomists/ SMEs might be recruited if for example the agricultural partner has extensive experience on the ground but not so much access to the latest deep research around each individual crop/ animal.”

In otherwise, it has been acknowledged that partnership is necessary between AP (s) and MNO (s) but other views are that, the role of the MNOs, should be seen as roles being played by Internet Service Provider (ISP). That is providing the platform or network that could enable start-ups and VAS providers to utilize their services and innovations. VAS provision should remain independent of the MNOs.

Other Important Points and Questions Raised on this First Question!

The mobile channel is great for delivering certain types of information, but not all.
The profitability and success of the partnership is key
How would a model work that included two or more MNOs as the service delivery partners?
Sources of funding for the partnership – governments or on business models for profitability?
Would an MNO go into massive infrastructure investment just because of a partnership with AP for delivering agricultural services?
Where are the farmers in the partnership?

NB: The next in series is “Reflections on Mobile Ag. Services: Barriers to Scale“ and available on 12/26/2011.

December 22, 2011/by actualize

Agriculture, Agriculture Markets, Extension Service, Farmer to Farmer, Food Security, Originally posted on the GBI Portal, Sustainable Agriculture

Reflections on Mobile Agriculture Services: Blog Series

Photo Credit: e-Agriculture

The mFarmer Initiative, a partnership between GSMA, USAID and Bill & Melinda Gates Foundation (BMGF) in collaboration with e-Agriculture, initiated an online discussion late November to early December 2011.

The 2-week forum which was organized around six main questions, touched on critical issues from partnerships, barriers to scale, business cases/models, content, and mistakes committed by service providers in delivering these services.

As one of the participants in this forum, I have decided to reflect on the discussion which falls within my professional interest of using information and communication technologies (ICTs) to improve the living conditions of rural people in the developing nations, most of which are farmers by enhancing their access to resources.

There are six reflections in the series that are available through this portal for readers. Below is the list of titles, links, and dates of the posts:

1: Reflections on mAg Services: Partnerships Between MNOs and APs (Available on 12/22/2011)

2: Reflections on mAg. Services: Barriers to Scale (Available on 12/26/2011)

3: Reflections on mAg Services: Is there a Business Case for Serving Farmers? (Available on 12/29/2011)

4: Reflections on mAg Services: Financial Sustainability (Available on 12/31/2011)

5: Reflections on mAg Services: Content Sourcing, Quality Assurance & Dissemination (Available on 01/03/2012)

6: Reflections on mAg Services: Mistakes and Pitfalls of MNOs/NGOs (Available on 01/05/2012)

NB: These posts are summaries of the discussion and my personal reflections on some of the key points, and do not reflect the views of any of the sponsors, experts or contributors to the forum.

I hope we can continue the discussion.

December 22, 2011/by actualize