Beyond the observable transformations in the nonprofit sector and our initial exploration of AI in business development, project management, and more, AI is also silently presenting a potential revolution in a less anticipated yet profoundly significant domain: the battle against gender-based violence (GBV)

This article aims to glimpse the future and explore AI\’s potential in the nonprofit sector.

AI Chatbots: A New Frontier in GBV Response

AI chatbots could be designed to simulate human conversation to support NGOs and other groups working to prevent GBV and support survivors. These chatbots can provide round-the-clock support, offering immediate responses when human services are unavailable. They can also provide a safe and anonymous space for survivors to seek help and access resources, a critical feature given the fear of stigma or retaliation many survivors face. This could also be an easy way to present the referral pathway and guide through the available services mapping.

One example is the AI-powered chatbot discussed in a UN Women article, which helps women seek information without fear of judgment. Similarly, an Asian Development Bank blog post highlights how chatbots can be programmed to anticipate the information and referral needs of women and girls at risk.

Moreover, AI could be a potent tool that case managers and social workers could use to seek immediate technical support and explore different ways to ensure that they are compliant with the IASC guidelines and case management best practices. Chatbots could also contribute to the capacity building of case managers by role-playing different cases and situations, preparing case managers for various scenarios.

The Future of AI Chatbots in GBV Prevention

Beyond providing support and resources, AI chatbots can also play a role in GBV prevention by using it in education and awareness, reaching a global audience with critical information about GBV. They can help users understand the complexities of GBV, its root causes, and its impact on individuals and communities. By fostering a better understanding of GBV, chatbots can contribute to a culture of prevention and intervention.

In addition, as highlighted in a World Bank discussion, chatbots can also be used to tackle GBV across different cultures and regions, adapting to each area’s unique challenges and contexts. This adaptability makes them a versatile tool in the global fight against GBV. UNESCO and UN Women have also highlighted the potential of AI chatbots in addressing GBV, further emphasizing the growing recognition of this technology\’s role in this critical area.

The potential for AI chatbots in GBV prevention and response is vast. With advancements in natural language processing and understanding, future chatbots could be equipped to handle crises, provide immediate guidance and support to distressed individuals, and direct the referral pathway and service mapping. The integration of the GMV IMS and AI could also collect anonymized data about user interactions, providing valuable insights for NGOs and policymakers about the prevalence and nature of GBV in different contexts. I also think Chatbots and AI integration in online platforms can help address risks of extortion and online harassment or at least reduce that.

The Imperative of Community Involvement

In the fight against GBV, community involvement is paramount. AI chatbots, while a promising tool, should be integrated into a broader strategy that includes community engagement and participation. Communities play a crucial role in shaping norms and attitudes towards GBV, and their involvement can help ensure that interventions are culturally sensitive and contextually appropriate.

Community members can provide valuable insights into the specific needs and circumstances of GBV survivors, which can inform the design and implementation of AI chatbots. By fostering a sense of ownership and involvement, we can enhance the effectiveness of these tools and ensure they truly serve the community\’s needs.

Ethical Considerations: Navigating the New Frontier

As we embrace the potential of AI chatbots in GBV prevention and response, we must navigate the ethical challenges that arise. Ensuring the privacy and security of sensitive user data is the top priority. Survivors are often in vulnerable situations, and any breach of their privacy could have serious consequences.

In this context, a survivor-centered approach is paramount. This means prioritizing the survivor\’s rights, needs, and wishes, ensuring their safety, and providing access to appropriate care and support. AI chatbots must be designed and programmed always to respect these principles.

We must also be mindful of the risk of re-traumatization. Interacting with an AI chatbot about one\’s experiences with GBV can be a distressing experience, and it\’s crucial to ensure that these interactions are handled with the utmost sensitivity.

Lastly, we must be aware of the potential for misunderstandings or miscommunications. AI chatbots, while increasingly sophisticated, are not infallible, and communication errors could lead to harm. As we move forward, these ethical considerations and the commitment to a survivor-centered approach must guide our development and use of AI chatbots in GBV prevention and response.

A Tool, Not a Replacement

Using AI and AI Chatbots could help us deliver better services and play a key role in preventing and responding to GBV, but it\’s important to remember that they are a tool, not a replacement for human support services. They can complement existing services by providing additional support and resources but cannot replace human service providers\’ empathy, understanding, and nuanced response.

AI chatbots are emerging as a promising tool in the fight against GBV. But like any tool, they need to be used responsibly and ethically. With careful development and thoughtful implementation, they can provide valuable support to survivors of GBV and contribute significantly to prevention efforts.

So, let\’s embrace this technology, not as a solution or replacement, but as a powerful ally in our ongoing effort to combat GBV and create a safer, more equitable world.

The Value of Diversity

Diversity in leadership is more than just a buzzword—it is a strategic advantage. Various perspectives can lead to improved decision-making, increased innovation, and a more inclusive organizational culture. When we talk about diversity, we are not just talking about gender. We are talking about diverse experiences, skills, and perspectives that can enrich our understanding and approach to our work.

In the context of donor organizations, women in leadership roles can contribute significantly to the diversity of thought. They bring their unique experiences and perspectives to the decision-making process, which can lead to more comprehensive and effective strategies for funding NGOs.

Diversity extends beyond just strategic advantages. It is also about fostering an organizational culture that values inclusivity and equity. In a diverse leadership team, every decision is the result of a multitude of perspectives coming together. This can lead to developing more inclusive policies and guidelines, ensuring a fair and equitable distribution of funds.

Women\’s Leadership Style

When discussing leadership styles, it is important to remember that they can vary from person to person, regardless of gender. However, research has shown that women leaders often exhibit certain characteristics that can be particularly beneficial in the context of donor organizations.

Women leaders are often noted for their ability to build relationships and foster collaboration. In the context of donor organizations, this can translate into stronger partnerships with NGOs, leading to more effective and impactful funding initiatives.

Additionally, women leaders often excel in empathy and emotional intelligence. This can be particularly valuable when making funding decisions, as it allows for a deeper understanding of the needs and challenges faced by NGOs and the communities they serve.

Women leaders also tend to be highly effective communicators. They are often skilled at articulating their vision and inspiring others to join them. This can mean more effective communication with NGOs, stakeholders, and the public for donor organizations, leading to increased support and engagement.

Furthermore, women leaders often demonstrate a commitment to mentorship and talent development. This can help donor organizations cultivate a pipeline of future leaders, ensuring the organization\’s continued success and impact.

Impact on Donor Engagement

Women leaders often excel in building relationships and fostering collaboration, leading to stronger partnerships with NGOs. This can result in more effective and impactful funding initiatives, as these partnerships allow for a deeper understanding of the needs and challenges faced by NGOs and their communities.

Furthermore, regarding state authorities, women leaders are just as effective. They are great communicators and relationship builders, which can lead to better coordination and cooperation between donor organizations and state authorities. This means more aligned funding strategies and more effective support for NGOs and their communities.

But it does not stop there. Women leaders can play a crucial role in engaging with other donors. Their unique perspectives can help to highlight the importance of funding NGOs that focus on issues often disproportionately affecting women, such as gender equality, education, and healthcare. This can lead to increased support for these NGOs from other donors.

Reducing Bias in Decision-Making and Policies

Promoting more women into leadership roles within donor organizations is not just about representation—it is a significant step toward reducing decision-making and policy development bias. Women leaders, with their unique experiences and perspectives, can challenge the status quo and bring fresh insights that can help to reduce gender biases that may exist within the organization.

This shift can have a profound impact on the organization\’s operations. With more women in leadership roles, the organization can benefit from a broader range of perspectives in decision-making processes. This diversity of thought can lead to more balanced and inclusive decisions, which better reflect the diverse needs and challenges of the NGOs and communities that the organization serves.

More women in leadership roles can also influence policy development within the organization. It can create more equitable and inclusive policies, ensuring all voices are heard and considered in the organization\’s operations. This can ultimately lead to more effective and impactful funding strategies, benefiting NGOs and their communities.

Setting an Example for NGOs and Other Organizations

Donor organizations play a significant role in shaping the nonprofit sector. They set the tone for how NGOs operate, what issues are prioritized, and how funds are allocated. As such, the decisions made within donor organizations can have far-reaching impacts.

By promoting more women into leadership roles, donor organizations can set a powerful example for NGOs and other organizations in the sector. It sends a clear message about the value of gender diversity and the importance of women\’s perspectives in decision-making processes.

Moreover, it can inspire NGOs and other organizations to follow suit. Seeing women in leadership roles within donor organizations can motivate NGOs to promote more women into leadership positions. This can lead to a ripple effect, promoting gender diversity across the entire sector.

However, it is not just about setting an example. It is also about creating a more equitable and inclusive sector. By promoting more women into leadership roles, donor organizations can ensure that the needs and perspectives of all community members are taken into account in decision-making processes. This can lead to more inclusive and effective interventions, ultimately benefiting the communities that NGOs serve.

The nonprofit sector is a world of change and progress; it is time for our leadership to reflect that. It is not just about having more women leaders but about what these leaders can bring.

The psychological toll of working in conflict zones can be significant because they may experience symptoms of post-traumatic stress disorder (PTSD), anxiety, and depression. Exposure to violence, the pressure to deliver aid under challenging conditions, and the impact of witnessing suffering and trauma can all contribute to mental health challenges. Furthermore, they may face a constant cycle of crisis and recovery, which can add to their stress levels. Providing adequate mental health support to address these mental health challenges is essential. This support can include access to counselling, debriefing sessions, and other forms of psychological support. NGOs should prioritize mental health support and provide aid workers with the necessary resources to address their challenges. Aid workers need access to the support they need before, during and after their missions.

Encouraging open communication about mental health issues is another important aspect of promoting a supportive organizational culture. This includes creating a safe and non-judgmental space to discuss mental health challenges and seek help when needed. Creating a culture of openness and support can reduce the stigma surrounding mental health issues and encourage aid workers to seek the help they need.
NGOs can also support their staff by providing training and resources to help them cope with the stress and trauma of their work. This can include training in stress management, resilience-building, and other coping mechanisms that staff and volunteers can use to manage their challenges. Unfortunately, mental health issues are often stigmatized and taboo in the humanitarian sector. Greater recognition of mental health issues is needed to reduce stigma and encourage aid workers to seek the help they need.

Self-care is essential for staff and volunteers working in conflict zones and remote areas, and practising self-care can help them cope with the challenges of working in conflict zones and maintain their mental health and well-being. This can include practices such as mindfulness, exercise, and regular breaks. Moreover, it is important to provide training on self-care techniques to help aid workers in building resilience and managing stress.

Donors can also be important in supporting aid workers\’ mental health and well-being. Greater investment in mental health support for aid workers can help to reduce the risk of mental health challenges and to promote the well-being of aid workers. Donors can also support efforts to raise awareness of mental health issues in the humanitarian sector and to reduce stigma. Donors can also support research on the best practices for mental health support in the humanitarian sector.

We all can take steps to manage our own mental health and well-being while working in conflict zones. In my experience working in conflict zones and hard-to-reach areas, I found that establishing a routine, setting realistic goals, and prioritizing self-care were crucial to managing my mental health and well-being.
Establishing a routine gave me a sense of structure and stability, which helped me maintain control during times of uncertainty. Setting realistic goals allowed me to focus on what I could achieve at the moment rather than becoming overwhelmed by the enormity of the task. Prioritizing self-care, whether through exercise, meditation or simply taking a recharge, helped me manage stress and maintain a positive outlook. It is important to note that while these strategies can be effective, they are not a substitute for adequate mental health support.

As aid workers, we know that working in conflict zones is a challenging yet rewarding experience. However, the psychological toll of this work can be significant.
We need to create a culture of openness and support to reduce the stigma surrounding mental health issues and encourage aid workers to seek the help they need.
It is time for NGOs, aid workers, and donors to unite to prioritize mental health support for those who risk their lives to provide life-saving assistance to vulnerable communities affected by conflict.

Today I have three tips and advice for the younger me who was doing case management and implementing micro social work.

1- Find good supervision:

As Social Workers/Case Managers, we are going to get triggered by our clients. They\’re going to remind us of our friends/family and communities.

Our indirect exposure to trauma through a firsthand account or narrative of traumatic events might cause secondary trauma. If we don\’t have a way to process that outside of the case management room or the therapy office, it can get us into trouble.

Good supervision is not about the paperwork, the case files, or the reports. Good supervision helps us to process our emotions and gives valuable mental health time for us.

Given that this work may trigger feelings and thoughts in you, sometimes you take those feelings and thoughts home. It is essential to work toward a balanced life, including time for you. However, realize there are times when you need to decompress and find ways for stress relief.

2-Leave your fantasy outside the case management room:

We are superheroes, we can help all clients at all times, and we are ready and willing to help whoever, and whenever comes our way.

Unfortunately, This is a fantasy that many of us have, and it would be a good thing to keep in mind that you should be realistic and not to have high expectations for yourself that you\’re going to do it all right all the time.

3-Do not compare your level with others:

You are unique and have your skills and talents. Observe the other people practice and ask questions, but don\’t compare yourself with others.

You are not expected to know everything, but you are expected to shout out if unsure. Relationship-based approaches with clients and professionals are critical to positive outcomes and managing your workload.

Finally, there is no shortcut to becoming the worker you want to be; it takes time, experience, and patience.

Gender-based violence is among the highest protection challenges individuals, families, and communities face during humanitarian emergencies.

The Inter-Agency Standing Committee (IASC) developed many guidelines to provide some initial ideas to colleagues on how to tackle this throughout a project cycle. The guidelines are designed for those who are involved in the design and implementation of different sectoral programs not focused on GBV and provides some simple recommendations that any project can integrate into their plans ideally during the planning phase, but can also consider even after a project is up and running. 

But the question is, what necessary actions do we need to take, and how do we do that? Here is some recommendations:

1. Read and learn more from the IASC  Guidelines which will assist you and other humanitarian actors and communities affected by armed conflict, natural disasters and other humanitarian emergencies to coordinate, plan, implement, monitor and evaluate essential actions for the prevention and mitigation of gender-based violence (GBV) across all sectors of humanitarian response.
2. Know more about gender norms as part of your gender analysis activities. This can be done by looking at existing data on GBV as well as by reaching out to existing GBV actors and key informants that work in the target communities, and building in questions about norms, available resources during other planned community assessments.
3. Create or find a service map/referral pathway. When reaching out to GBV actors and critical informants, find out from them if a referral pathway exists, and if not get their assistance to create one. You can also use already planned resource/service mapping exercises to collect information for the reference list.
4. Engage men and boys in your discussions to know the root of the problem and encourage them to abandon harmful stereotypes, embrace respectful, healthy relationships, and support the human rights of all people, everywhere.
5. Provide your team and staff with basic GBV training. Equip them with the minimum ethical ways in which to respond when GBV might be disclosed to them in the course of a project by a participant. Ensure that they are aware of the best practices, the guidelines and the safe referrals.

As implementers in sectoral programs, while the idea of handling GBV ethically and appropriately can feel intimidating, it is encouraging to see how organizations are mainstreaming GBV across other sectors.

I encourage each one of us to think about how our work across every sector has a role to play in preventing and mitigating GBV and have a look at ( IASC Gender Handbook, GBV guidelines, Gender in Humanitarian Action package, Gender with Age Marker toolkit and/or Gender Equality Measures and guidance), these are beneficial resources, and you can find it with many other resources at https://gbvguidelines.org/en/

Failure to take action against GBV represents a failure by humanitarian actors to meet their most basic responsibilities for promoting and protecting the rights of affected populations.

All national and international actors responding to an emergency have a duty to protect those affected by the crisis; this includes protecting them from GBV. In order to save lives and maximize protection, essential actions must be undertaken in a coordinated manner from the earliest stages of emergency preparedness

And all of us—humanitarian organizations, coordinators, country teams, clusters, and donors—have a responsibility to integrate gender-based violence programming in every aspect of humanitarian action

Study after study tells us that giving women and girls equal access to economic opportunities, including productive and financial assets and quality employment, is the key to unlocking economic growth in an unprecedented way.  More importantly, closing gender gaps in the economy and society at large would mean that this wealth is more evenly distributed — that women stand to benefit more equally from the value they contribute to their communities and countries. It would give women the capacity to invest more in the health, education, and the overall well-being of their children, thus securing a more prosperous future for the next generation. 

Gender equality is more than a goal in itself. It is a precondition for meeting the challenge of reducing poverty, promoting sustainable development, and building good governance.

Kofi Annan

The potential payoffs are enormous — and we can\’t afford to ignore them. I was reading a report by McKinsey Global Institute saying that $12 trillion could be added to global GDP by 2025 by advancing women\’s equality. A study by IMF is saying that if we create a system where women in sub-Saharan Africa have the same economic opportunities as men, it could add up to $700 billion to the global economy.

EIGE said in a study about the economic benefits of gender equality in the European Union that \”improvements to gender equality would generate up to 10.5 million additional jobs by 2050 and the EU employment rate would reach almost 80%. EU Gross Domestic Product (GDP) per capita would also be positively affected and could increase up to nearly 10% by 2050.\”

The UN FAO estimates in 2019 report that giving women equal access to essential resources and services could increase yields on women\’s farms by 20-30%, which could raise macro agricultural outputs in developing countries by 2.5-4%.  The same report indicates that if women had access to the same information and resources as men, up to 150 million people could be lifted out of poverty. Providing women farmers with the tools and support to become more productive is also crucial to addressing climate change — it is estimated that if women could grow 20-30 per cent more food on the same amount of land, we would avoid 2 billion tons of emissions between now and 2050.

The attainment of a more equitable society and narrowing gender differences are two issues that are drawing considerable attention from policymakers in several countries. There is also increasing recognition that the pursuit of these two objectives is not just desirable from a social equity perspective, but that it would have beneficial effects for the macroeconomy.

But even with this attention and after decades of progress toward making women equal partners with men in the economy and society, the gap between them remains large.

Beating extreme poverty by tackling global gender inequality requires more from all of us. We have to think bigger, and we have to think differently. Investing in women and girls is the single most promising economic, political, and social opportunity of our time.

For a community of professionals who see travel as essential to their work (missions, field visits, delegations..etc.) COVID 19 is making a significant cultural and operational shift in the humanitarian sector.

COVID 19 added extra difficulties on humanitarian access, contact with vulnerable populations, operational capacity, and put travel restrictions to many counties.

The number of humanitarian workers is likely to continue increasing during, and after the Coronavirus crisis, new humanitarian actors will be created, and new sectors will be integrated into the humanitarian ecosystem, an increasing number of people will be considered to be \’humanitarian workers\’. The majority of workers will continue to be staff or volunteers working in their country of origin, while expatriate positions will continue to decline due to increased capacity of national staff to lead, limited access to some areas and also start some organizations to nationalize management roles.

When it comes to humanitarian worker future, we should look at 5 important issues.

1- Nationalizations:

INGOs will need to work against the current incentive structure to shape their new role in the evolving system. This will require a double focus, to continue to deliver much needed humanitarian aid in the near-term while concurrently challenging themselves to make the investments necessary for a successful strategic shift toward the impact of the COVID 19 crisis.

Many international agencies consciously will seek local agencies to carry out critical activities and many INGOs will finally pay extra attention to the importance of nationalizing and localizing its interventions.

Community-based interventions and empowering local staff will be one of the main themes of the new cultural and operational shift that the Coronavirus crisis is causing.

We are going to see additional roles for local NGOs in service delivery, and we are going to see more local staff as program managers, site managers, coordinators, and senior members at INGOs leadership positions.

INGOs will need to be proactive in pursuing their own structural change to be in a position to exert leadership and explore new ways of working with different humanitarian actors.

INGOs can be instrumental in pushing the humanitarian ecosystem to abide by the commitments of localization, cash programming, and networked ways of working that came from the World Humanitarian Summit.

But the question is \”Will having a partnership with local NGOs and having local staff at senior roles become a condition of operating for INGOs, or will this trend be challenged by issues of transparency and efficacy?\”

2-Professionalization

A humanitarian worker after COVID19 requires study, technical training, expertise and professional experience. It is going to be a planned and carefully executed career path.

As the work of some humanitarian actors shifts, the human resources that they require will also change. As national NGOs are increasingly funded directly, they may require an influx of resources to manage the additional burdens of accountability and compliance. Similarly, as INGOs reduce their rate of direct implementation, their staff profiles could shift from that of operational expertise to fundraising, technical support, analysis, advocacy and strategic leadership positions.

Some INGOs will keep implementing projects directly without local partners, but that doesn\’t mean that they will not need local staff at different levels of the organization structure.

3-Gender

Across the board, closing the gender gap will be slow and genuine equality in the workplace is unlikely.

The aid sector is predominantly female in its workforce – some sources cite up to 70% of all positions are held by women. However, at senior levels, the majority of decision-makers are men.

When it comes to sexual harassment cases, in particular, humanitarian workers have been particularly vocal about the lack of provisions for women, who are often more vulnerable in volatile contexts than their male colleagues.

Gender will remain one of the main topics especially when it comes to human resources management but it will require support from NGOs senior leadership to take serious actions and drive the change.

4-Unpaid internships and voluntourism

Unpaid internships are the controversy of \’voluntourism\’ which has attracted much attention and debate since 2012.

Voluntourism is described as \”a form of tourism in which travellers participate in voluntary work, typically for a charity.\” Critics have argued that this practice does more harm than good, is \”self-congratulatory and disingenuous\”, boosts the CV of those volunteering rather than truly alleviating poverty and suffering, undermines local labor economies, and allows foreigners to do jobs they would be underqualified to do in their countries of origin.

COVID-19 and the public outcry will slow voluntourism, but smaller NGOs who rely on this practise will likely continue to use unpaid volunteers, albeit with more discretion.

The economic situation and safety considerations after COVID19 will not give a chance to people who are interested at unpaid internships to go to other countries to support a county mission programs simply because INGOs will not afford the risk of giving this opportunity and people will not afford to work without being paid.

I think unpaid internships and voluntary work will only increase at local/national level but voluntourism will slowly disappear.

5-Safety and Security

Humanitarians will continue to be targeted by violent armed groups and agencies will continue to manage insecurity, often at the expense of access to vulnerable populations. The diseases will be another risk and getting infections will be another challenge for aid workers especially frontline workers.

New ways of working and the development of technological solutions, both to protect humanitarian workers and to access those most in need, could allow agencies to better protect their staff, report incidents, and ultimately ensure the continuity of programming, especially in areas of hot conflict or diseases outbreaks.

In my opinion, The future is not clear and there\’s an enormous opportunity here. Perhaps the long-standing trend toward localization will be sped up inexorably. Maybe the recent move to humanitarian cash transfers and direct aid will be stepped up.

I think if INGOs wait for the incentive structure to change or postpone making the necessary changes to their approaches, they will be left behind.

COVID 19 is changing many things around us, and it will also change the way we are doing our work and implementing our programs as Humanitarian Workers.

But for millions of vulnerable people who have been forced to flee their homes due to violence and persecution, this message is not sufficient. How useful is it to ask people to engage in social distancing or wash their hands with soap and water when they live in crowded IDPs/Refugee camps or families living side by side in overcrowded populated IDPs/Refugee settlements. It\’s simply not an option. I haven\’t heard yet of an outbreak of #COVID-19 in IDPs or refugee camps, but that is a catastrophe waiting to happen.

Here is how NGOs\’ leaders can fight Coronavirus and some tips for boosting the performance of your programs during the Coronavirus Crisis.: 

1-Create a crisis-response team: in an emergency or fast-moving situation, you need a crisis-response team. With the Coronavirus, we are seeing this happening at all levels: Governments levels, Media level, Companies level, and I\’m sure it\’s also in all NGOs HQ level. Ideally, these teams should be small, five to seven people. You need to include a member of the leadership team (country management team), someone from security, logistics, HR, and an expert in the area of concern. This team should:

• Meet regularly to monitor the situation closely as it continues to evolve.
• Be the primary source of information about the crisis.
• Give regular updates to critical constituencies (to both HQ and field teams).
• Be as transparent as possible. Explain what you know, what you don\’t know, and your sources of information.
• Advice the Country Director and Program Managers/Coordinators on how to adapt the NGO programs to the situation along with new protocols.

2-Focus on community engagement: As a humanitarian worker, sometimes you see a medical issue or a need, and you just jump in and want to treat it and forget that you need to explain to the community what the problem is and why you\’re going to do what you\’re doing. I learned through the years to engage with a variety of trusted figures during emergencies, including community leaders, community workers, youth and women groups, traditional healers..etc because they will be the key to support the community and pass the right messages.

One of the major flaws of the Ebola crisis, responders agree, was that communities were not engaged early enough — which led to the spread of misinformation, resistance to treatment, and the violence against health workers. It would be crucial to have early engagement with communities to explain how they can avoid the virus and what needs to happen when someone in the community contracts the virus and setting up systems for feedback from communities.

3-Add awareness and messaging activities: Messaging to communities (IDPs, Refugees, and Host community) can emphasize the critical role of reducing how often we touch our faces. Touching the face is a key mechanism in the transmission of the virus, far more common than airborne transmission, according to doctors and health experts. And unlike hand-washing, which requires soap or social distancing, which requires physical space, reducing face touching requires nothing more than constant messaging.

Parents and other caregivers of children need messages that can help them talk about COVID-19 with their children. They also need support in dealing with their own stress in this time of heightened fear and vulnerability.

Promoting safe hygiene behavior is even more important at a time like this.

4-Nationalization: For a community of professionals who see travel as essential to their work (missions, field visits, delegations..etc.) this would be a significant cultural and operational shift in the humanitarian sector. INGOs are scrambling to employ local professionals and more local partners. Unfortunately, INGOs didn\’t pay attention to the importance of nationalizing senior roles, but there\’s an enormous opportunity now to focus on nationalizing roles and building the capacity of national staff.

In some NGOs, country directors, managers, and coordinators are leading remotely directing a team on the ground to implement activities, but working remotely is not easy and comes with many challenges. This might be the right time to consider hiring locally and engage with more local partners. 

5-Know your limitations and work accordingly: We work in a sector that celebrates individuals -belief, but it is far more important to have organizational -awareness. Some NGOs and its leaders think that they can do everything (education, protection, health, WASH, CCCM, nutrition..etc.) without thinking about their capacity and the availability of technical expertise. You should have organizational -awareness and act based on your areas of expertise to avoid negative impacts and maximize positive results. This is the right time to seek support from your technical unit or your programs\’ development team to advise you on what to do and not to do.

6-Call for solidarity: Funds for preparedness are not always easy to get, what I learned when I worked with #InternationalMedicalCorps in South Sudan during Ebola preparedness is that getting resources just for preparedness is not very easy. Unfortunately, there are some similarities in preparing for a COVID-19 outbreak and other outbreaks in a country.

To be able to ensure the continuity of your activities while preparing prevention and response actions to this crisis, you will need support. Donors whose funding is essential for the continuity of your operations, you also need individuals and businesses so that you can successfully add this dimension of awareness, messaging, and health services.

With help, you could prevent this epidemic from spreading to the most vulnerable.

So much attention has been placed on the West so far, but it\’s rare to see advocacy when it comes to the poorest countries and most vulnerable people.

It\’s your role to seek support from donors, NGOs, and other stakeholders through advocacy, sharing information, prepare your plans, work as a team, provide concept notes and proposals for potential funders and to be an active member of the national COVID-19 preparedness and response team.

Ali Al Mokdad

Some NGOs have closed their offices but are all working from home, publishing a series of blogs looking at the impact of COVID-19 on foundations and charities, and sharing what members are doing in response. NGOs like #norwegianrefugeecouncil, #internationalmedicalcorps #actionagainsthunger, #doctorswithoutborders, #médecinsdumonde, #internationalrescuecommittee, #danishrefugeecouncil, and many other NGOs are doing their best in raising awareness and providing the needed support in #Africa  #Asia #Europe #MiddleEast and #TheAmericas.

You and your organization are already playing an essential role in preventing the spread of the virus. Still, the only way to truly #FlattenTheCurve is by making sure that those living in the world most vulnerable are also safe. This is not an easy task and needs further support from everyone at all levels.

But for millions of vulnerable people who have been forced to flee their homes due to violence and persecution, this message is not sufficient. How useful is it to ask people to engage in social distancing or wash their hands with soap and water when they live in crowded IDPs/Refugee camps or families living side by side in overcrowded populated IDPs/Refugee settlements. It\’s simply not an option. I haven\’t heard yet of an outbreak of #COVID-19 in IDPs or refugee camps, but that is a catastrophe waiting to happen.

Here is how NGOs\’ leaders can fight Coronavirus and some tips for boosting the performance of your programs during the Coronavirus Crisis.: 

1-Create a crisis-response team: in an emergency or fast-moving situation, you need a crisis-response team. With the Coronavirus, we are seeing this happening at all levels: Governments levels, Media level, Companies level, and I\’m sure it\’s also in all NGOs HQ level. Ideally, these teams should be small, five to seven people. You need to include a member of the leadership team (country management team), someone from security, logistics, HR, and an expert in the area of concern. This team should:

• Meet regularly to monitor the situation closely as it continues to evolve.
• Be the primary source of information about the crisis.
• Give regular updates to critical constituencies (to both HQ and field teams).
• Be as transparent as possible. Explain what you know, what you don\’t know, and your sources of information.
• Advice the Country Director and Program Managers/Coordinators on how to adapt the NGO programs to the situation along with new protocols.

2-Focus on community engagement: As a humanitarian worker, sometimes you see a medical issue or a need, and you just jump in and want to treat it and forget that you need to explain to the community what the problem is and why you\’re going to do what you\’re doing. I learned through the years to engage with a variety of trusted figures during emergencies, including community leaders, community workers, youth and women groups, traditional healers..etc because they will be the key to support the community and pass the right messages.

One of the major flaws of the Ebola crisis, responders agree, was that communities were not engaged early enough — which led to the spread of misinformation, resistance to treatment, and the violence against health workers. It would be crucial to have early engagement with communities to explain how they can avoid the virus and what needs to happen when someone in the community contracts the virus and setting up systems for feedback from communities.

3-Add awareness and messaging activities: Messaging to communities (IDPs, Refugees, and Host community) can emphasize the critical role of reducing how often we touch our faces. Touching the face is a key mechanism in the transmission of the virus, far more common than airborne transmission, according to doctors and health experts. And unlike hand-washing, which requires soap or social distancing, which requires physical space, reducing face touching requires nothing more than constant messaging.

Parents and other caregivers of children need messages that can help them talk about COVID-19 with their children. They also need support in dealing with their own stress in this time of heightened fear and vulnerability.

Promoting safe hygiene behavior is even more important at a time like this.

4-Nationalization: For a community of professionals who see travel as essential to their work (missions, field visits, delegations..etc.) this would be a significant cultural and operational shift in the humanitarian sector. INGOs are scrambling to employ local professionals and more local partners. Unfortunately, INGOs didn\’t pay attention to the importance of nationalizing senior roles, but there\’s an enormous opportunity now to focus on nationalizing roles and building the capacity of national staff.

In some NGOs, country directors, managers, and coordinators are leading remotely directing a team on the ground to implement activities, but working remotely is not easy and comes with many challenges. This might be the right time to consider hiring locally and engage with more local partners. 

5-Know your limitations and work accordingly: We work in a sector that celebrates individuals -belief, but it is far more important to have organizational -awareness. Some NGOs and its leaders think that they can do everything (education, protection, health, WASH, CCCM, nutrition..etc.) without thinking about their capacity and the availability of technical expertise. You should have organizational -awareness and act based on your areas of expertise to avoid negative impacts and maximize positive results. This is the right time to seek support from your technical unit or your programs\’ development team to advise you on what to do and not to do.

6-Call for solidarity: Funds for preparedness are not always easy to get, what I learned when I worked with #InternationalMedicalCorps in South Sudan during Ebola preparedness is that getting resources just for preparedness is not very easy. Unfortunately, there are some similarities in preparing for a COVID-19 outbreak and other outbreaks in a country.

To be able to ensure the continuity of your activities while preparing prevention and response actions to this crisis, you will need support. Donors whose funding is essential for the continuity of your operations, you also need individuals and businesses so that you can successfully add this dimension of awareness, messaging, and health services.

With help, you could prevent this epidemic from spreading to the most vulnerable.

So much attention has been placed on the West so far, but it\’s rare to see advocacy when it comes to the poorest countries and most vulnerable people.

It\’s your role to seek support from donors, NGOs, and other stakeholders through advocacy, sharing information, prepare your plans, work as a team, provide concept notes and proposals for potential funders and to be an active member of the national COVID-19 preparedness and response team.

Ali Al Mokdad

Some NGOs have closed their offices but are all working from home, publishing a series of blogs looking at the impact of COVID-19 on foundations and charities, and sharing what members are doing in response. NGOs like #norwegianrefugeecouncil, #internationalmedicalcorps #actionagainsthunger, #doctorswithoutborders, #médecinsdumonde, #internationalrescuecommittee, #danishrefugeecouncil, and many other NGOs are doing their best in raising awareness and providing the needed support in #Africa  #Asia #Europe #MiddleEast and #TheAmericas.

You and your organization are already playing an essential role in preventing the spread of the virus. Still, the only way to truly #FlattenTheCurve is by making sure that those living in the world most vulnerable are also safe. This is not an easy task and needs further support from everyone at all levels.

Reading about Coronavirus outbreak and watching the news made me worried that the crisis could put women at a disproportionate risk, exacerbating gender, social and economic fault lines.

Public health responders are facing a barrage of questions about the Coronavirus. Most are of a scientific and technical nature, crucial to containing the outbreak, such as how infectious is it? How long does it incubate in the body before you get sick? And can it be spread by people who have no symptoms? And many other questions related to prevention and response.

There are unanswered questions that also need to be addressed but are rarely asked. These questions should be considered in our analysis in order to take a gendered approach to fight the Coronavirus, improve outcomes for people affected by it, and save lives.

A gendered approach means including gender analysis and using a gender lens in both preparedness and response. The gender analysis will give us an overview of the outcomes of the outbreak at medical, social, and economic levels and also asks how socially-constructed roles and identities affect vulnerability to and experiences of the outbreak. The coronavirus response has the chance to integrate gender analysis immediately by asking questions such as:

1. Who is making the decisions about the outbreak response? It is probably mostly men, and these men likely represent the dominant social group within their countries and societies. The Global Health 50/50 Report from 2019 finds that 72 percent of executive heads in global health are men. Equity issues are only meaningfully integrated into emergency responses when women and marginalized groups are able to participate in decision-making.
2. Are those caring for the ill-being fairly compensated and supported? Globally, women are usually the main caretakers of children but also of the ills within the family. As responders, they might feel \’sandwiched\’ between personal and professional responsibilities.
3. How can stigma be countered? How will different groups of people, particularly marginalized communities, be affected by the stigma associated with the outbreak? It’s clear that stigma can spread more rapidly than the virus itself.
4. Are there specific groups, such as vulnerable minorities, that might avoid surveillance, testing, and care because of distrust of government and/or healthcare services? How can they be reached and protected?
5. Do men and women feel the effects of the Coronavirus differently? Is data being disaggregated by sex? Is there a difference in terms of infection and mortality rates? If so, what are the biological and social factors causing this?
6.  Who is caring for the ill both in formal healthcare settings and at home? Who provides the majority of home-based care, and who makes up the majority of the global health workforce?

These are types of catalyzing questions that need to be asked to embed a gendered approach in the strategy we are using to tackle the Coronavirus, to improve outcomes for people affected by the virus, and to save more lives. Experience from past outbreaks shows the importance of incorporating gender analysis into preparedness and response efforts to improve the effectiveness of health interventions and promote gender and health equity goals.

The coronavirus fallout may be worse for women than men. Here\’s why:

The roles that women have in society could place them squarely in the virus\’s path. Around the world, women make up a majority of health care workers, almost 70 per cent according to some estimates, and most of them occupy nursing roles — on the front lines of efforts to combat and contain outbreaks of disease. Nurses\’ level of exposure to the risk of infection is higher than doctors\’ because they are much more in contact with patients. They are the ones drawing blood and collecting specimens.

Women around the world are also more likely to take on the burden of care at home, particularly if someone in their family is sick and bears most of the responsibility of childcare. When schools are closed and sick people stay at home women are exposed to even higher risks of exposure to the Coronavirus. Pregnant women are faced with a whole different set of challenges — especially the stress of not knowing exactly how Coronavirus might affect their child.

Looking at the effects on the economy, outbreaks could have a disproportionately negative impact on women, who make up a large chunk of part-time and informal workers around the world. These are the kind of jobs that are usually the first to get sliced in periods of economic uncertainty. During a crisis, such an outbreak, women are the ones expected to sacrifice their jobs and careers to stay home and care for the rest of the family, but when the crisis ends, it’s very hard for women to get back what they have been obliged to give up.

The Covid-19 epidemic poses a once-in-lifetime challenge that is already causing widespread panic and economic paralysis. While the epidemic appears to be spiralling out of control now, it is clear that gender considerations should not be neglected if we want to address crises fairly and effectively, and the Coronavirus outbreak is no exception. Governments and leaders must remember that, for their response to be truly effective and not reproduce or perpetuate gender inequities, it is important that gender norms, roles, and all other factors that influence women\’s and men\’s vulnerability to infections and access to treatment in a different way, are studied, analyzed and properly addressed in the implementation of national plans executed across the globe to fight this #COVID19 #coronavirus epidemic.