GRT Capstone

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Technology Deployment,Training, and Support

A Manual for Practitioners

Adrienne DominguezArya Iranpour

Caitlin OstomelSam Sarkissian

Sponsors:

NYU Robert F. Wagner GraduateSchool of Public Service

Global Relief Technologies

Capstone 2010


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This manual presents the foundations for best practices relatingto Humanitarian Assistance and Disaster Response (HA/DR)applications of Information Technology (IT). The approach

is in a guideline format and draws upon knowledge fromorganizations that work in the HADR eld. This work showshow particular situations in the expeditionary IT eld are dealtwith currently, identies key questions a company consideringHADR IT should be asking itself, and explores applicable andextensible strategies for HADR organizations through casestudies. The paper contributes to ongoing research in the realmof HADR, emphasizing how HADR events require technologicalsupport that is different from more traditional commercial ITapplications. Particular properties of these events are examined,including choosing, deploying, training, and supporting ITin HADR operations The paper describes and highlights thenecessity of evaluating and assessing a technology for HADR

operations and provides recommendations for the depth ofresearched required to do so. Ultimately, this study providesan HADR organization interested in operating in the IT worlda current best practices guideline to innovation and efciencyin the eld.

~ Daniel Bowe, M.S.Project Manager, Global Relief Technologies

Preface


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ContentsSummary & Quick Reference ...................................................1

Chapter 1: Introduction & Objectives.................................6

1.1: Deploying Information Technology in Field Operations .............. 6

1.2: Background and Objectives ...............................................................7

1.2.1: Objectives .......................................................................................8

1.3: Organization of the Manual ..............................................................9

1.4: Acknowledgement of Participants ...................................................9

Chapter 2: Choosing Information Technology forYour Organization........................................................................... 112.1: Needs Assessment ............................................................................ 11

Case Study: Joint Incident Site Communications Capability (JISCC)

Package or Broadband Global Area Network (BGAN) Terminals? ........12

2.2: Resources Review .............................................................................13

2.2.1: Fiscal Capital ...............................................................................13

2.2.2: Human Capital............................................................................13

2.2.3: Existing Technology and Facilities ...........................................14

Case Study: Stafng Issues .....................................................................14

2.3: Organizational Structure Review ...................................................15

2.3.1: Organizational Culture ..............................................................15

2.4: Survey the Scene: Technologies and Vendors ............................... 16

2.4.1: Technology ...................................................................................16Case Study: The Military Model.........................................................16

A Note on Network Access......................................................................17

2.4.2: Open-Source versus Closed-Source Software ........................17

2.4.3: Vendors ........................................................................................18

Points to Remember ...................................................................................19

Chapter 3: Deploying Information TechnologyDuring Field Operations ............................................................20

3.1: Communications ...............................................................................20

Case Study: Prioritizing Users ...............................................................21

3.2: Transport ............................................................................................23

3.3: Procurement ......................................................................................24


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A Note About Global Imaging Software (GIS) and Global PositioningSystems (GPS) ........................................................................................24

Points to Remember ....................................................................................25

Chapter 4: Training Staff.............................................................264.1: Overview ............................................................................................26

Case Study: The Importance of Integration ............................................27

4.2: Best Training Practices .................................................................... 27

Case Study: UNICEFS Training Method for DevInfo .........................29

4.3: How to Train Efciently and Wisely ..............................................29

4.3.1: Using Formal Training ...............................................................304.3.2: Choosing the Right Trainer .......................................................30

4.3.3: Train the Trainer .......................................................................... 30

4.4: Getting Feedback ..............................................................................31


Chapter 5: Supporting Information Technology inthe Field ..................................................................................................32

5.1: Overview ............................................................................................32

5.2: Basics ..................................................................................................33

5.2.1: Service License Agreements versus In-House Support ........33

5.2.2: Differentiating Technology Support Needs ...........................34

A Note on Vendor Supplied and Supported PDAs .................................34

5.2.3: Support Help Desks: Making Them More Helpful ............... 355.2.4: Support in the Field: A Stake in the Operation ......................36

Case Study: Remedying the Disconnect Between HQ and Field-Level ITStaff.........................................................................................................37

5.2.5: Information Technology Infrastructure Library (ITIL) .........37

5.3: Using Networks of Other HADR Organizations .........................38

5.4: Advice from the Experts ..................................................................395.4.1: Standardization and Redundancy ...........................................40

5.4.2: Adaptability .................................................................................40

Case Study: Email Breakdowns...............................................................41


Conclusion ............................................................................................43


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1

Chapter 1: Introduction and Objectives

Section 1.1 Information technology (IT) services are oftenconsidered an organizations lifeline. For thecorporate world, time is equated to money; but forhumanitarian assistance and disaster relief (HADR)operations, time is arguably worth more. Beingproactive, innovative and smart about the strengthand capacity of your IT services is a constant

priority.

Section 1.2 Following every major disaster and catastrophethere is a delay in getting information from theeld to headquarters in order to determine thelevel of the disaster and aid HADR organizations inproviding the necessary levels of response. Often,these organizations are not able to utilize the most

advanced IT systems in their response because itbecomes difcult and/or costly to deploy, staff lackthe necessary training, or organizations feel theyare unable to support such systems in the eld ofoperations.

Chapter 2: Choosing Information Technology for

Your Organization

Section 2.1 Before implementing technology into anorganizations operations, especially those in HADRmissions, it is wise to take stock of what needs thetechnology will address, and whether the resourcesexist to make the technology fully-functional beforedeployment.

Section 2.2 Focus on other factors besides the up-front costsof new products in order to determine how muchthe technology solution will really cost yourorganization. Any new IT product will havesignicant up-front purchasing costs, but there areadditional costs associated with training staff and

maintaining hardware long-term.

Summary & Quick Reference


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2Employees become the biggest variable to the successof technology use, and therefore, their individualstrengths and weaknesses must be understood tobest deploy, train and support them in the eld.

Section 2.3 Technology should be molded into the organizationsculture, rather than the culture being changed to workwith the technology. Centralized organizations aretypically able to self-sufciently deploy, train, andsupport technology in the eld from headquarters.Decentralized ones may work under a number ofdifferent organizational cultures based on their

ofces needs, and as a result, a one-size-ts-allsolution might not be the best strategy in thesescenarios.

Section 2.4 Redundancy and backup are critical for efcientlyimplementing any technology in a HADRoperation.

Chapter 3: Deploying Information Technologyduring Field Operations

Section 3.1 Cell phones are cheap and easy to deploy, and oftenthe preferred method of communication amongststaff in the eld. While cellular networks are resilient,they are also extremely vulnerable in emergencysituations. It does not take a large amount of extratrafc to overload a cellular network, even in themost developed, or wired, areas.

When deploying to areas with recently destroyedcommunication infrastructure, it is usually a goodidea to use satellite (SAT) phones until regular

communications are restored, and then switch tostandard and developed communication networkswhich are generally more cost-effective.


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Radios are still the preferred method ofcommunication for most HADR organizations

operating in extreme environments. When utilizingradio networks, remember that most governmentswill require your organization to register yourbandwidth frequency in order to avoid interferingwith military and/or local emergency responseteams communications networks.

Always have at least two options for communications,especially if one of them is based on a cellularnetwork.

Section 3.2 Most IT hardware is small enough that it canbe easily transported with staff deploying toan emergency or longer-term project. It is muchmore efcient to assign IT hardware to individualstaff members prior to deployment rather than

attempting to transport large amounts of hardwarelong distances. Have all hardware loaded with thenecessary software applications and ready to deploywith staff members who have been trained in itsuse. Issue laptops, PDAs, SAT phones, and othertechnology during pre-deployment briengs.

It is best to follow the same model for post-mission

clean-up of IT products, in the form of backing-upthe data, restoring the hardware, and cleaning allsupplies of foreign compounds that may damagethem in the future.

Chapter 4: Training Staff

Section 4.2 Always train users before they go out into theeld. You do not want to be deploying and trainingstaff in the middle of a mission. Incorporate newtechnology into everyday operations in order toensure familiarity in a crisis situation.


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Section 4.3 The more complex and sophisticated a system is, themore complicated it will be to train and implement it

into the organization. Organizations should considertailoring a portion of their training to be conductedin mock emergency situations.

Any individual that will be providing IT training tostaff should be someone with good communicationskills that can clearly and easily transfer trainingknowledge. It is best to have people that are capableof articulating knowledge to staff without revertingto language that may be too technical or specializedfor all trainees.

Due to the limited stafng capability in the IT eld,or for situations too dangerous or austere, trainthe trainer programs have become a solution thatleverages these limitations with the resources theorganization has on the ground. Train the trainerallows the organization to pick one or severalindividuals on staff that have the technologicalexpertise to teach other staff in the eld.

Chapter 5: Supporting Information Technology inthe Field

Section 5.2 Service License Agreements (SLAs) are writtenagreements between an organization and anIT vendor or communications provider. Fortelecommunications, these agreements are usuallyimportant because they formalize the responsibilitiesof the telecommunication provider should servicedisruption occur.

Help desk systems may need to be utilized differentlyduring emergency situations. The regular triagesystem that works during non-emergencies oftenneeds to be completely subverted so resources aregiven to the most urgent priorities.


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Deploying IT staff to the eld to provide supportgives them a stake in the success of the operation.By putting IT staff in the eld, they are given the

opportunity to see their labor in practice, actuallymaking a positive change, thus creating buy-in tothe work of the organization.

Section 5.3 New networks of organizations and IT professionalshave contributed towards collaborative forumsin order to share knowledge and sometimes poolresources. These support and reference organizations

can be very helpful to your organization as theyare resources where best practices are continuallyshared and technology is sometimes purchased orleased collectively in order to drive down costs.

Section 5.4 During emergency situations, assessing what isavailable and prioritizing the IT services that need

to be offered and/or restored should be a mainconcern. Standardize all IT equipment and set upand maintain redundant communication and servercongurations when resources are available.


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Introduction & Objectives

1.1 Deploying Information Technology in Field

Operations

Information technology (IT) services are often considered anorganizations lifeline. For the corporate world, time is equatedto money; but for humanitarian assistance and disaster relief(HADR) operations, time is arguably worth more. Twenty-four hours can provide the opportunity to triage hundreds of

disaster victims, deliver thousands of ration kits, or evacuatetens of thousands of stranded survivors. IT products areoften then more valuableand more necessaryfor HADRorganizations. But when your IT products do not deliver orlive up to their potential, it can add to the tragedy you areattempting to alleviate. Being proactive, innovative and smartabout the strength and capacity of your IT services is a constant

priority.

If the following scenarios could describe your organization,this guide is for you:

We just did not have the means to communicate the right andspecic needs in time

No one knew who was where and what each personsresponsibility was

We had everything we needed right in front of us, but it hadbeen so long since we were in this position before, and the newsystem was not exactly what we expected

Maintaining emergency preparedness is crucial.

Runar Holen, Manager of EmergencyTelecommunications, UNICEF

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7When our SAT phone and laptop did not follow through forus, getting a hold of the right person to help us in time was anightmare

It just is not practical to use fancy IT systems in the areas where

we work

Why should we bother with technology when pen and paperwork just as well, and do not break down nearly as often?

Email, nancial accounting, human resource (HR) management,supply chain inventory, needs assessments, patient medicalrecords, etc; these are all increasingly facilitated through the

use of IT systems. It is likely your organization has signicantlygrown its IT capacity in the last 10 years for purposes of theabove capabilities. There is little reason to believe this growthwill end. Therefore, you should make the most of your currentIT setup, train people effectively and efciently, and designsupport mechanisms to realize and exceed the potential yourIT systems offer.

1.2 Background and Objectives

On January 12, 2010 an earthquake measuring 7.0 on theRichter scale hit the small island nation of Haiti destroyingnearly all the local infrastructure and resulting in one of the

largest humanitarian emergencies of the past 20 years. Almostimmediately, HADR organizations began deploying staffand volunteers to provide assistance, but found themselveshampered by difculties in getting information from the eldto headquarters (HQ) world-wide.

This was not a new problem. Following every major disaster

and catastrophe there is a delay in getting information from theeld to headquarters. This creates difculties in determiningthe necessary levels of response. Often, these organizationsare not able to utilize the most advanced IT systems in theirresponse because it becomes difcult and/or costly to deploy,staff lack the necessary training, or organizations feel they areunable to support such systems in the eld of operations.


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81.2.1 Objectives

Utilizing interviews with operations and IT staff at varioustypes of HADR organizations (i.e. multinational, military,non-governmental),this guide recommendsways to deploy andsupport IT in extremeenvironments. Theguide also discusseshow organizations

can efciently andeffectively train staffin new applications

before, and during,response operations.

Particular emphasis will be given to what the specic bestpractices outlined below can and do mean for HADRorganizations. Every organization is unique, with differentmission statements and variations in size, scope and structure.This guide seeks to offer solutions that are generally applicable,

but can be modied and tailored to your organization.

This guide can be particularly helpful for staff in the followingroles:

Program and Operations Managers

HQ Staff Management

IT Staff

Any newly founded relief organization staff

IT Systems Vendors

Finance Managers Anyone who believes they are under-utilizing their

organizations IT potential...


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91.3 Organization of the Manual

The following chapters address four subjects related tochoosing, deploying, training, and supporting IT in HADRoperations. Chapter 2 focuses on how to choose IT productsfor your organization with an emphasis on needs assessment.Chapter 3 deals with deployment, focusing on communicationnetworks, transportation of IT hardware, and basic procurementpractices. Chapter 4 focuses on the best methods for trainingstaff in new IT applications, and Chapter 5 focuses on supportservices for eld operations. Specic examples from successful,and not-so-successful, organizations are included as brief case-studies throughout the manual. Each chapter concludes with aPoints to Remember section which summarizes the key areasfor quick reference and referral.

1.4 Acknowledgement of Participants

This guide was researched and authored by a group of NewYork University (NYU) graduate students during the 2009-2010 academic year. The majority of the information wasobtained through interviews with IT and operations personnelat numerous HADR organizations in the weeks immediatelyfollowing the 2010 earthquake in Haiti. The authors would liketo extend our sincere thanks to the following participants who

freely shared their knowledge and expertise during this tragicand difcult time.


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Carol BellamyChair, EFA FTI Board of DirectorsAdjunct Professor of PublicAdministration, NYU

Charles Downs

Private Consultant, InternationalDevelopment Program EvaluationAdjunct Professor of PublicAdministration, NYU

Michael GrayFounder and Chief Executive Ofcer,Global Relief Technologies

Art Cleaves

Vice President of Operations,

Emergency Management, Global ReliefTechnologies

Daniel BoweProject Manager, Global ReliefTechnologies

David Isaak Consultant for Save the Children

Nicholas Pron DevInfo Global Administrator, UNICEF

Runar Holen Manager of EmergencyTelecommunications, UNICEF

Paul CurrionPrivate contractor working intechnology deployment

Greg Tune American Red Cross (National HQ)

Frank DePaoloDirector of Special Operations, NewYork City Ofce of Chief Medical

ExaminerLieutenant-Colonel

Reynold HiokiHawaii National Guard

Paul AmendolaData Manager for Health Unit,International Rescue Committee

Chad SuttonDirector of IT Infrastructure andSupport, International Rescue

Committee

Marie DickGlobal Service Desk Manager,International Rescue Committee

Kanchan BangaAuthor, Budgets, Batteries, andBarriers: PDA Implementation Issuesfor NGOs


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Choosing Information

Technology for YourOrganizationVendors, operations managers, and eld staff all stress thenecessity for organizations to have a clear idea of what newIT systems will be used for in their missions. Therefore, beforeimplementing technology into an organizations operations,

especially those in HADR missions, it is wise to take stockof what needs the technology will address, and whether theresources exist to make the technology fully-functional beforeit needs to be deployed. The rst step is an assessment thatdenes the needs, outcomes, and goals of the proposed newtechnology, followed by an internal review of resources andorganizational structure. It is also necessary to survey the

technology market itself in order to understand how potentialvendors will work with your organization to bring the newtechnology online, and support it during deployment.

2.1 Needs AssessmentThe most important part of this assessment is to identify theproblem that technology can solve. For some, this is the abilityfor communication between headquarters and eld staff,while others seek to catalogue the needs of the clients they areserving. Your organization may also have a combination ofthese or other goals.

Dont get caught up in the hype! There are plentyof new shiny technologies out there, but they aresolutions that do not address a dened problem. As aresult you have developers soliciting organizationsto use [their product] without any idea of whatthat organizations needs are. It is thereforeimperative to rst undertake an internal reviewto gure out what problems need to be solved.

~ Greg TuneAmerican Red Cross

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Case Study: Joint Incident Site CommunicationsCapability (JISCC) Package or Broadband GlobalArea Network (BGAN) Terminals?

During response operations to the Indian Ocean tsunami inAmerican Samoa, an organization had the capacity to deploy

a JISCC Package, a self-sufcient voice, video, and datacommunication system. However, there was some doubt asto whether or not a full JISCC Package was actually needed,especially considering how expensive it is to deploy.

There existed at the time other satellite-based communicationsdevices, such as BGAN terminals, for which the organizationalready had the technology and knowledge to operate and

deploy. The investment in BGAN would have been minimal,and the usage is pay-as-you-go so it is only expensive if it isactually being used. BGAN performs the same functions, butis not as neat and tidy as a complete JISCC Package. It wouldforgo some luxuries such as [server] air-conditioning, but thatwould make transportation easier and less expensiveIt islike going to the store and buying one candy bar versus goingto COSTCO and buying a wholesale package of candy bars.

While it may be logical to purchase the most up-to-datetechnology available to you, it might not necessarily be themost efcient solution to address your needs. Many times,complete package products come with far more than youactually need to get the job done, causing you to spend moneyfor extras that you may never use.

To understand what is needed, work down this assessment:

GOALWhat is the organizations vision of change?

OUTCOMEWhat scenarios must come to fruition to achieve the GOAL?

NEEDWhat are the barriers from achieving the desired OUTCOMES?

How can technology solve these problems?


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132.2 Resources Review

2.2.1 Fiscal Capital

As with any new acquisition, it is important to review yourorganizations budget, and any grant requirements, beforepurchasing IT products. You need to focus on other factors

besides the up-front costs of new products in order determinehow much the technology solution will really cost yourorganization. For example, any new IT product will havesignicant up-front purchasing costs, but there are additional

costs associated with training staff and maintaining hardwarelong-term. For new hardware, your organization will have tolook at whether you want to purchase a long-term support andservice agreement, or would rather hire full-time staff to providesupport in-house. When looking to purchase new softwaresystems, it is necessary to look at how often applications needto be updated, and if there are additional costs associated with

upgrading. As with hardware, new software systems requireadditional training for staff and support services.

2.2.2 Human Capital

Prior to implementing new IT systems, every organizationneeds to review the human capital it has to implementtechnology effectively. Employees become the biggest variableto the success of technology use, and therefore, their individualstrengths and weaknesses must be understood to best deploy,train and support them in the eld. A review of all humancapital assets must happen on a number of levels:

Does the organizations current staff have the technical experienceand understanding to be able to use the proposed products

effectively?

Is there enough staff to properly implement this technology, andget the results needed?

What type of training time-frame will the new technologyrequire?


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14 Is there buy-in from staff in the use of the technology?

In the event of a problem, does staff have the tenacity totroubleshoot the problem and gure out a solution, or will theycomplain and return to the pencil and paper method?

2.2.3 Existing Technology and Facilities

Investment in new technology is always a major concern, anddoing inventory of what technology the organization alreadyutilizes is important in deciding if new products are necessary.

A few important things to keep in mind:

Is the hardware outdated, or will newer software functionproperly on it? Does it meet the system requirements?

Can the technological assets the organization already has beredeveloped to fulll its needs? Or will new hardware/softwarebe needed?

Case Study: Stafng Issues

A particular HADR organization operating continuously ina large geographic area faced serious stafng concerns whenattempting to roll-out new IT products and applications. The

IT personnel for the entire area consisted of a single individual.Having help was sporadic and rare (i.e. interns for two-monthperiods or vendor-contracted support staff), but on a day-to-day

basis there were no additional people. When the IT managerdid need extra hands, he had to resort to begging, borrowing,and stealing from other departments within the organization.Even with the help he was able to obtain, there was a 50/50chance that the extra people would not sufciently understand

IT systems to efciently implement the new technology: Whattakes me 30 minutes to complete, took them a few hours. A lotof efciency is lost as a result.

Unfortunately, this organization is still facing similar stafngissues and has been unable to resolve this problem. In orderto avoid similar issues, it is necessary to objectively reviewall stafng levels to ensure there is capacity to effectively andefciently implement any new systems.


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152.3 Organizational Structure Review

2.3.1 Organizational Culture

Understanding how an organization functions and runs itsday-to-day operations is imperative when choosing amongdifferent IT solutions. Technology should be molded into theorganizations culture, rather than the culture being changedto work with the technology This will ensure staff buy-in, withthe hope that the work they already do will be simplied.

Organizational culture also raises the issue of whether thisimplementation happens in a centralized or decentralizedmanner based on the organizations makeup. Thisdifferentiation will determine how training and supportdissemination will occur. Centralized organizations aretypically able to self-sufciently deploy, train, and supporttechnology in the eld from headquarters. Decentralized

ones may work under a number of different organizationalcultures based on their ofces needs, and as a result, a one-size-ts-all solution might not be the best strategy in thesescenarios. For these circumstances, individualized solutionsmay be necessary, and perhaps even outside help (potentialpartnership options will be explored in Chapter 5) should beconsidered.


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2.4 Survey the Scene: Technologies and Vendors

2.4.1 Technology

Reducancy is especially the case with hardware in austereenvironments. This section will provide backgroundinformation on mobile hardware technology, and sourcingsoftware technology that will help determine your deployment,training and support needs. There are lots of options, so it isimportant to fully understand the pros and cons of each beforemaking a decision.

Case Study: The Military Model

Militaries around the world operate on extremely centralized

models with headquarters in Capitals distributing resourcesand manpower as needed by regional bases. This modelcreates self-sufciency and exists as a one-size-ts-all withminor tweaks system, but requires extensive knowledge,experience, and training to deploy successfully.

Due to its decentralized Chapter structure coupled withstrongly reviewed centralized training methods, the AmericanRed Cross is able to utilize this centralized model successfully,deploying people, technology, equipment, and monetaryresources nation-wide extremely quickly. This could beconsidered a modied version of the true military model asday-to-day operations are not controlled from HQ, but rathereach Chapter cedes control to the National management intimes of emergency.

Redundancy and backup are critical

for efciently implementing anytechnology in a humanitarian assistanceand disaster relief operation.


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2.4.2 Open-Source versus Closed-Source Software

The debate among software developers over the issue of openversus closed source systems is perhaps epitomized in themedia as a never-ending argument between large developers

and everyone else. Closed-source systems are controlledby the developer. They are often considered more reliable,especially if yourorganization hasa lesstechnology-savvy staff andwill require

the additionalsupport andtraining optionsthat mostproviders offer.Unfortunately,c losed-source

p r o g r a m sare often more expensive to purchase. They can also createtensions over privilege, and the IT development industry iscurrently experiencing a wide-spread debate over these typesof programs.

Developers are increasinglydeveloping solutions that do notanswer any specic need. Thesesoftware solutions are increasing

in number and being put out to theHADR community, making it veryconfusing to navigate through themall to separate the good from the

bad.

~ Paul CurrionPrivate Contractor

A Note on Network Access

Even if you cannot access the network, whatever technology is inplace still needs to be usable, especially in austere environments

where full network connectivity may be less likely. First, theconnection needs to be transparent to the end-user; regardlessof whether you are able to log on to the network, you still needto be able to go about your work. The applicationmust be able to run regardless of connection status.It should work like an email Outbox, wherein thedata is queued and sent where it needs to go when a

connection has been established.


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18Open-source systems are different in that all developmenthappens in a collaborative fashion. Software is developed inan environment in which all those interested in the project cancollaborate as a community, often in a Web-based format. This

type of development can create more customizable productswith potential for immediate changes by operations staffwho discover a potential update to a system. Open-sourcedsystemsdue to their open, grassroots natureoften do notoffer the same level of vendor-provided training and supportservices, so implementing these systems in the eld requiresstaff with more IT background and knowledge. They are

much less expensive usually to purchase, and often require noadditional upgrade or customization costs.

2.4.3 Vendors

Deciding which vendors should provide solutions for theorganizations hardware and software needs should be done

by rst seeing how involved they are willing to be in helpingaddress the specic needs the organization has for its ITsystem.

Is the vendor going to provide only the technology, or does itprovide specialized training for staff, and support in cases ofemergency?

Are they an organization that is willing to come into the eldand watch the technology be used by eld staff in order to workout bugs or address concerns staff may have?

To make our product more useful, it is super helpful towatch people use it for the rst time, and then take downnotes when the eld staff exclaim, It would be nice if this

technology could do this! On my last assignment, I wasable to get six pages full of notes. We take this back toheadquarters and work to better the product and addressthese gaps in usage, making it more customer-friendly.

~ Daniel BoweGlobal Relief Technologies


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In asking these questions, it is also important to see how openthe organization is to customization, providing a product that istailored to the organization. Earlier, we touched on technology

being there to complement an organizations culture, andcustomization helps to do just this.

Some HADR organizations have very specic missionstatements and donor requirements in terms of what types of

businesses they support. If your organization has these missionstatement constraints, it will be necessary to further investigatethe business practices of any potential vendors to ensure youare complying with mission and donor needs.

Have a clear idea of what the technology will be used forin your mission

Before implementing technology into your organizationsoperations take stock of what needs the technologywill address, and whether the resources exist to makethe technology fully-functional before it needs to be

deployed

Complete an assessment that denes needs, outcomes,and goals of the new technology, followed by an internalreview of resources and organizational structure

Conduct a survey of the technology market itself in order

to understand how potential vendors will work with yourorganization to bring the new technology online, andsupport it during deployment

Points to Remember


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Deploying Information

Technology During FieldOperations

Many of the problems facing HADR organizations in the 1980sand 1990s regarding deployment of hardware are no longer asworrisome thanks to the pervasiveness of advanced IT products

and cell phones. Today, the main problems organizations mayface in deployment of IT systems revolve around communicationnetwork failures in extreme environments, and threats fromcriminal elements that see IT hardware as easy targets.

Making sure your organization maintains constant emergencypreparedness and a robust system of security protocols, andensures that all staff comply with these guidelines shouldcut down on the potential for communications failures andcriminal activity exponentially.

Overall, when looking at deployment of IT products it is best totake a common-sense approach: plan for as many contingenciesas possible, and have back-up plans for those contingencies.

3.1 Communications

Today, cell phones have become the backbone of communicationnetworks around the world, especially in areas where thereis little or no land-line infrastructure. Cell phones are cheap

and easy to deploy, and often the preferred method ofcommunication amongst staff in the eld.

Cellular networks do have a few serious problems whenanalyzing them for your primary source of communicationin an emergency setting. While cellular networks are resilient,they are also extremely vulnerable in emergency situations.

3


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It does not take a large amount of extra trafc to overload acellular network, even in the most developed, or wired, areas.Following the terrorist attacks of 9/11 in the United States,

cellular networks in New York City, New Jersey, and parts ofConnecticut and Pennsylvania were completely inoperable fornearly 24 hours. In other major cities across the country servicewas disrupted due to the high volume of trafc.

There are still areas in the world with limited or no cellularaccess. South Sudan lacks any form of cellular network, andprior to the 2010 earthquake there was very limited service inHaiti. It is also important to note that applications for Smart

Phones are often useful in developed areas, but very difcultto operate in emergency settings and should not be used asthe primary type of information sharing technology. Evenif a communication network is usable, there will often not beenough bandwidth available to make data transfer viable.

Despite the challenges, in addition to being easy to deploy

cellular networks are also extremely resilient and will oftenbe back online within a matter of days following an extremeemergency like the earthquakes in Pakistan in 2005 or Chilein 2010. When deploying to areas with recently destroyedcommunication infrastructure, it is usually a good idea touse satellite (SAT) phones until regular communications

Case Study: Prioritizing Users

Governments, specically New York City, have responded tothe potential for cellular network failures with backups likethe GETS system where government ofcials can gain priorityover the general population in the telecommunicationsnetwork through the use of a calling card. However, in orderto utilize this priority status users still need to connect to thenetwork via the phone that they are seeking access for. This

makes it a less than ideal backup as it cannot ensure thatthose who truly need priority access will be able to obtain it.


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22are restored, and then switch to standard and developedcommunication networks which are generally more cost-effective.

Radios are still the preferred method of communicationfor most HADR organizations operating in extremeenvironments such as Haiti following the 2010 earthquake orLouisiana following Hurricane Katrina in 2005. An advancedradio handset may cost more than a standard cell phone,

but the extra cost is worth the assurance a radio provides.

Furthermore, during large-scale international relief operations,it is common practice for the United Nations (UN) to provideaccess to their radio communications network and bandwidthfor non-governmental organizations (NGOs) operating in thearea, but NGOs need to provide their own handsets.

SAT phones are becoming more affordable, and it is commonpractice for even the smallest HADR organizations to haveat least one or two for staff who are deployed in emergencysettings. These devices are extremely reliable as long as staff areproperly trained in their use, and are able to provide sufcient

battery and/or charging mechanisms for the devices.

No matter what form of communication tool(s) you decide todeploy with, remember to always have at least two optionsfor communications, especially if one of them is based on acellular network.

When utilizing radio networks,

remember that most governmentswill require your organization toregister your bandwidth frequencyin order to avoid interfering withmilitary and/or local emergencyresponse teams communicationnetworks.


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233.2 Transport

Most IT hardware is small enoughthat it can be easily transportedwith staff deploying to anemergency or longer-term project.It is much more efcient to assignIT hardware to individual staffmembers prior to deploymentrather than attempting to transportlarge amounts of hardware long

distances. Additionally, anytime alarge amount of technology is concentrated in one area, thereis a higher likelihood for criminal activity.

Be prepared before an emergency strikes. Have all hardwareloaded with the necessary software applications and ready todeploy with staff members who have been trained in its use.

Issue laptops, PDAs, SAT phones, and other technology duringpre-deployment briengs, and then staff can easily transportsuch items as part of their carry-on luggage.

It is best to follow the same model for post-mission clean-up ofIT products, in the form of backing-up the data, restoring thehardware, and cleaning all supplies of foreign compounds that

may damage them in the future.

Lastly, the location and context on the ground should alwaysbe considered, as each emergency is different and presentsunique challenges. For example, after the Haiti earthquake of2010, it was considered more important to plan for the eventualrestoration of local Internet service networks rather than take

steps to provide long-term satellite and remote Internet accessfor relief workers. Other things to consider when deployingIT products are how to get energy generators to an austerelocation, or how exposure to high levels of humidity will affectthe hardware once it is in the eld.


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24

3.3 Procurement

Procuring IT products is no different than procuring any otheritem for your organization and standard procurement practicesshould be followed. There are four key procurement principlesthat should always be employed: economy, effectiveness,competition, and transparency.

ProcurementPrinciple Description

Economy Should obtain products and services at the bestprice (not always the lowest price).

EffectivenessProducts and/or services should providethe appropriate solution to the need of theorganization.

Competition

Conduct procurement in a fair and transparent

manner with basic rules and procedures appliedequally to all bidders. Be sure to include unbiasedspecications, objective evaluation criteria, andstandard bidding documents in the process.

TransparencyMaintain clear rules and mechanisms, and ensurecompliance by all parties inside and outside theorganization.

A Note About Global Imaging Software (GIS) andGlobal Positioning Systems (GPS)

Many governments are not comfortable with multiple

organizations undertaking GIS mapping projects and/or having GPS tracking capability within their States. Bemindful of these concerns and understand the needs of thecontrolling power where you intend to operate. In a large-scale HADR operation, it may be more politically expedient topartner with a larger organization for these types of projects.The UN utilizes a partnership with MapAction

to deploy skilled GIS personnel to emergencysituations in order to conduct all mapping. Utilizingalready existing partnerships and staff is a good wayaround the political issues, and helps save moneyon duplicate projects.

Source: United Nations Global Marketplace


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25

The main problems organizations may face in deploymentof IT systems revolve around communications networkfailures in extreme environments and threats from criminalelements that see IT hardware as easy targets

Radios are still the most reliable communication tool foroperating in extreme environments

Remember to always have at least two options forcommunications, especially if one of them is based on acellular network

Have all hardware loaded with the necessary softwareapplications and ready to deploy with staff members whohave been trained in its use

Follow standard procurement practices when purchasingnew IT products

Points to Remember


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26

Training Staff

4.1 Overview

IT training is important for any organization in order to ensurethat staff can properly use programs and systems to performmore efciently, and to respond to challenges that are presented

by new and existing technologies. As technology continues tochange, so does the need for new skills and training. Proper

training will improve efciency and performance throughoutorganizations as they provide humanitarian aid and disasterrelief around the world. A lack of, or improper, training canlead to delays or malfunctions due to errors or mistakes andcan be quite costly. In disaster and humanitarian situations,these delays can mean the difference between life and death.

The purpose of this section is to provide some guidance onwhat types of IT training are available and being implementedin different organizations, and how your organizationcan implement and use these training best practices.As previously discussed, each organization is different inproviding its own training and each one chooses its training

based on its needs. The key is to use the training method that isthe most efcient and works best for your organization. Whenchoosing a training method, some questions to ask are:

How much time does staff have available to train and betrained?

Is this training really necessary and how helpful and benecialwill it be for staff?

By the end of this section, you will have a better idea of:

What types of best training practices are available and how tochoose the training method that is most useful and benecial to

your organization

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27 How to handle training when your organization has high

turnover rates

Choosing the appropriate person to provide training to yourstaff

4.2 Best Training Practices

Here is a list of training practices used by organizations thatmay be helpful:

On-line computer or software training programs Training libraries Video-conferencing Instructor-led classes or workshops Supervisor to staff training Tele-conferencing Training manuals

Always train users before they go out into the eld as youdo not want to be deploying and training staff in the middleof a mission. It is important to remember that humans

Case Study: The Importance of Integration

The Unied Victim Identication System (UVIS) for New

York City is a comprehensive database that streamlinesmissing persons reports in the event of disaster and is nowutilized in identifying victims of day-to-day problems in thecity. When rolling the system the developers and techniciansrealized it took upwards of 30 minutes to log onto thesystem after not using it for a period of time. If tech-savvyindividuals who created the software were having a hardtime remembering how it worked, what hope was there forthe less knowledgeable rst responders who only use thesystem once every few years? Because of this problem, NewYork City revamped its regular electronic case managementsystem and made the original version of UVIS a modulewithin a larger program. Now the users are familiar with theUVIS system as it is their daily case management tool, and inthe event of a disaster they will utilize one more aspect of it.


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28learn through repetition. Training staff before the mission,while important, is not in and of itself sufcient. They mustconstantly use the technology in order to become completelycomfortable. Therefore, if it is possible to incorporate the use

of the technology into their everyday work, this will ensurethat once they are in a crisis situation they will not forget howa software package works or falter in their duty.

Breaking training out into sections or tier levels has beensuggested as it allows those users that are more technologicallyadvanced to enhance their skills, while not interfering with

individuals that just want a basic understanding. Additionally,training is important for both domestic and internationalstaff because as new applications are introduced it makes iteasier to get the new application out to everyone.

Domestically, most organizations offer in-person training atheadquarters. For their international ofces they use online

training programs such as Elluminate. Using online trainingprograms or Webinars are easier for training country ofcesdue to language barriers, time zones, and travel. Using one-on-one training between the supervisor and eld-level staffis the most straightforward method to training when you aredeployed, but our suggestion is to consider the alternativesdescribed in this section, and as said, train before deploying.

A rudimentary policy manual indicating how IT systems areused can often go a long way in the eld, but cannot replacein-depth instruction prior to deployment.

For repeated trainings on the same system, creating a basictraining library can be helpful, as it acts as a training work list toensure the necessary subjects are covered. If your organization

uses large and complex IT systems, it is likely benecial to set upa training environment or database so institutional knowledgeis maintained.


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4.3 How to Train Efciently and Wisely

While choosing the best training method is important, the

time used for training also needs to be used wisely. While newprograms and sophisticated technology are emerging and helpfulit is not always best to choose programs that are too complex.The more sophisticated a system is, the more complicated itwill be to train and implement into the organization. It is bestto stick with basic and useable products that are easier to trainstaff on, and to spend time enhancing current program skills.

Using simple programs like Microsoft Excel is often the mostefcient way to collect data if your organization has a highdegree of staff turnover in the eld, or lacks the time to trainstaff properly on more complex products.

Organizations should seriously consider tailoring a portion oftheir training to be conducted in mock emergency situations.

That dynamic adds considerable stress to any work done withIT systems and it should be incorporated as much as possibleas a preparation tool.

Case Study: UNICEFS Training Method forDevInfo

DevInfo is a database system used by UNICEF that placesdata in a uniform format to make it easier for organizationsto access information across different departments andagencies that use the same system but it is not used as aparticular training method itself. However, UNICEF uses 2methods of training for users of DevInfo that may be helpfulto other organizations: (1) provide a comprehensive online

series of archived training courses, and (2) offer regulartraining sessions globally by select individuals in classroomenvironments.


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304.3.1 Using Formal Training

It is important to have a formal training program in place forboth domestic and international staff for all IT systems theorganization utilizes. Formal IT training is benecial to theorganization as it sets a standard for training that can be used

by all staff and it makes it easier to train for existing or newtechnologies at the same level.

4.3.2 Choosing the Right Trainer

After choosing the appropriate training method for staff, itis equally important to pick the right individuals to provideproper and adequate training. Any individual that will beproviding IT training to staff should be someone with goodcommunication skills that can clearly and easily transfer trainingknowledge. This person should be technically capable, fullytrained, and prepared prior to conducting any training. It is

best to have people that are capable of articulating knowledgeto staff without reverting to language that may be too technicalor specialized for all trainees.

4.3.3 Train the Trainer

Due to the limited stafng capability in the IT eld, or for

situations too dangerous or austere, train the trainerprograms have become a solution that leverages theselimitations with the resources the organization has on theground. Train the trainer allows the organization to pick oneor several individuals on staff that have the technologicalexpertise to teach other staff in the eld. The objective in thissituation is to make the trainer as self-sufcient as possible.

By doing this it allows knowledge to spread throughout theorganization instead having one or two individuals with thatknowledge.

Many times, vendors who do not have the capability to teachall the staff of an organization can train one or two of theirclients, who can then disseminate the training throughout


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31the organization. This model is sometimes the most usefulwithin organizations that do not have the capacity to hire largeamounts of strictly IT staff. As a solution, non-IT staff that havesome aptitude for the technology can double as trainers.

4.4 Getting Feedback

Getting feedback from trainers and staff is important tounderstanding what is working, what is not, and what can beimproved. Using polls and surveys to nd out what is mosthelpful from training seminars can be successful and helpful tothe organization. Feedback is important so that the organizationcan continue to use the teaching skills that are most efcientwhile changing training systems that are not fullling theirgoals.

The more complex and sophisticated a system is, the more

complicated it will be to train and implement into theorganization

When choosing trainers, focus on people that are capableof articulating knowledge to staff without reverting tooverly technical language

Have a formal training program to set standards for staff

Tailor a portion of the training to be conducted in mockemergency situations

Humans learn through repetition

Train users before they go into the eld

Break training out into sections or tier levels

For repeated trainings on the same system, creating a basictraining library can be helpful as it acts as a training worklist to ensure the necessary subjects are covered

Get extensive feedback from trainers and staff

Points to Remember


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32

Supporting Information

Technology in the Field

5.1 Overview

The top priority for support is ensuring your IT systemsare always functioning at the capacity everyone expects.

Expectations can always be managed (there are instanceswhere you have no choice but to manage expectations), butyour work is often complex, and your IT tools are usuallycrucial to managing and accomplishing that. The purpose ofthis section is to provide an idea of the different ways in whichorganizations have chosen to set up their IT support services,and also to share some challenges and successes they have

experienced. Resources are always limited, but there are manylow-cost alternatives. It is necessary to research all potentialoptions before making decisions. Knowing and using theseresources and designing your support services properly canhelp your organization realize its full potential.

By the end of this section, you will have a better idea about:

Cost-effective ways of centralizing your IT support services

Designing your support services to react well during emergencysituations

Various collaborations of INGOs working in the eld ofInformation and Communication Technology (ICT)

Information Technology Infrastructure Library (ITIL), aframework for structuring your organizations IT services

Specic steps to take that will enhance your IT services

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335.2 Basics

5.2.1 Service License Agreements versus In-House Support

Many organizations have what are called Service LicenseAgreements (SLAs). These are usually relevant in the contextof an IT application or communication system. They arewritten agreements between an organization and an IT vendoror communications provider. For telecommunications, theseagreements are usually important because they formalize theresponsibilities of the telecommunications provider should

service disruption occur.

Assign at least 1 or 2 people as points of contact to interfacewith telecommunications providers who are adequatelyfamiliar with the terms of their service contract.

For software or applications systems, SLAs are also extremelyimportant. But it is rst necessary to make sure you understandthe way many IT vendors offer their services as they differmarkedly from most communications providers.

Sometimes it can make sense to develop an IT applicationsystem in-house. For example, this is what UNICEF did with

the product DevInfo (devinfo.org), which later spun off a versioncalled EmergencyInfo. UNICEF found it practical to developtheir own system rather than purchasing an existing product,and to that end hired a group of software developers. Becausethe product is specic to their line of work, it made the mostsense for UNICEF to retain some of those developers to support

SLAs are particularly applicable to

INGOs responding to emergencies,as conventional telecommunicationnetworks often go down duringdisasters and service is integral tooperation continuity.


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34the IT system. The developers are integral to maintaining andupdating the system, and also help guide the technical supportresources that are available throughout UNICEF.

However, other times it may be better to outsource IT support.This makes particular sense when your organization haspurchased or leased a proprietary IT application system. In thisinstance, it can become difcult to hire in-house staff to providetechnical support on the level that is available from the vendorwho created the original system, especially if it is complex andinvolved. The additional benet from this model often means

designating fewer dedicated resources to technical support,which can then be reallocated to your eld operations.

5.2.2 Understanding and Differentiating

Technology Support Needs

In providing technology support, it is important to recognizethat problems can arise in 3 different ways: software, hardware,and/or software-hardware integration.

It is standard practice to differentiate these problem-typesby troubleshooting through a step-by-step process in orderto understand the support needed. The worst problem toencounter in the eld is one caused by integration of hardware

A Note on Vendor Suppliedand Supported PDAs

Occasionally it can be more cost-effective to hire a vendor

to supply and support PDA-based systems rather thancommit the necessary resources to supporting them in-house on a full-time basis. A smaller organizationcan become stretched thin to roll out PDA systemsand may have to complete projects on an ad-hoc

basis. Additionally, it can be difcult for smallerorganizations to fully re-deploy all systems when

eld operations are over.


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35and software and will require the most drastic support, whilesoftware and hardware problems individually can usually beremedied by the end-user.

5.2.3 Support Help Desks: Making Them More Helpful

One of the most signicant purposes of a help desk at anyorganization is to ensure user support requests do not becomelost or forgotten. It does not matter if you have the mostknowledgeable and talented IT group in the world. If theydo not have the means to monitor, track, and collaborate on

individual user requests, their usefulness will diminish. Thegoal of this section is to better understand help desks, whatthey can mean for your organization, and some practical helpdesk options that can be put in place.

Help desks are physically either a person or a group of peopleassigned to eld user IT support requests. These requests are

typically best received by telephone or email. The help deskstaff then record the pertinent user issue information (i.e.name of user, location, application used, small description ofproblem, contact information, etc.). The help desk staff usuallyknow enough about the organization to route those requeststo the appropriate people (this is especially true for largerorganization with more extensive IT departments).

A core component of this model is that these user issues are toa considerable degree recorded, communicated, and facilitated

by a centralized computer database system. Some examples ofsystems organizations have used for this purpose are Salesforce.com, Service-now.com, and BMCs Remedy. These software

systems allow the real-time recording of service issues andhelp organizations facilitate work in a centralized manner, andat the same time monitor all requests to ensure they are beingresolved in a timely fashion.


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Some practical advice to consider for your organizations helpdesk:

Give your help desk staff the ability to solve some of the mostcommon user request issues on the spot. This is especially true

for common and basic user account administration issues

Widely publicize throughout your organization how to contactthe help desk. Also make clear the separate phone numbers andcontact information for vendor-supported applications which are

not controlled by in-house IT staff Use remote desktop tools to help users troubleshoot problems in

real time

Respond to every support request within 24-48 hours

Train your help desk staff on usability issues as these will be themajority of user requests

To the degree that your organization has multiple satellite ofcesbut uses common core applications, consider implementing onlya centralized help desk rather than staff located at each satelliteofce

Help desk systems that can be used over the Internet rather thana corporate Intranet are usually preferable

5.2.4 Support in the Field: A Stake in the OperationWhile deploying support staff depends on such things asresources and the operational environment, it is important torepeat that hardware support should come from staff in theeld. Software support can usually be provided from HQ ora vendor-supported help desk, but hardware support is muchmore effective if provided in the eld.

Help desk systems may need to beutilized differently during emergencysituations. The regular triage system

that works during non-emergenciesoften needs to be completely subvertedso resources are given to the mosturgent priorities.


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37A spillover from deploying IT staff into the eld is that it givesthem a stake in the success of the operation. Working in the

backrooms at HQs, these staff members do not necessarily seetheir work deployed or used, and many times they may bewitness to only negative feedback from eld staff calling in aproblem, or debriefs on paper rather than seeing the positiveeffects of their work. By putting IT staff in the eld, they aregiven the opportunity to see their labor in practice, actuallymaking a positive change, thus creating buy-in to the work ofthe organization. Furthermore, it gives them a chance to see,rst hand, what works and what does not for eld staff. This,

coupled with a glimpse of what environments those using thistechnology are in, can help them better the technology andmake it more useful for the organization.

5.2.5 Information Technology Infrastructure Library (ITIL)

ITIL is a framework, conveyed largely through a library of

literature, on how organizations can set up their IT structure todeliver the best service possible. ITIL provides a framework forthe governance of IT and focuses on the continual measurementand improvement of the quality of IT services, from both a

business and customer perspective.

Case Study: Remedying the Disconnect BetweenHQ and Field-Level IT Staff

One INGO expressed frustration over the disconnect betweentheir HQ ofce IT staff and scattered country-ofce level ITstaff. The difference between time zones, language barriers,and unknown contact information made it difcult sometimesto communicate. Without a centralized help desk system,documentation of completed work is often not captured andgenerating metrics of how resources are being efciently

used is almost impossible. Setting formal communication,reporting, and responsibility denitions coupled with a newhelp desk system went far to remedy this disconnect.


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38ITIL describes steps your organization can and should take toinitially dene and analyze business and work requirements.By establishing a strategy (which includes policies, resourcesand constraints) ITIL leads into a design phase (standards

and architecture). Next comes a transition to service, plansand tested solutions, and nally into operations. ITIL alsostresses a continual process of service improvement throughmeasurement and reporting.

ITIL stresses the service delivery of IT away from the actualtechnology used and more towards the human resources

and processes set in place to deliver IT services. Some of thebenets of using ITIL are:

Improved alignment of IT services and processes withorganizational requirements, expectations, and goals

Support staff that are more aware of business processes andimpact

Improved IT service levels and quality of service, while usingresources more efciently

5.3 Using Networks of Other HADROrganizations

New networks of organizations and IT professionals havecontributed towards collaborative forums in order to shareknowledge and sometimes pool resources. These supportand reference organizations can be very helpful to yourorganization as they are resources where best practices arecontinually shared and ICT is sometimes purchased or leasedcollectively in order to drive down costs.

One popular venture is NetHope, which started in 2001and involves 28 of the largest INGOs in the world. Thiscollaborative effort allows organizations to address commonsets of needs through shared solutions. NetHope specializes inconnectivity, eld capacity building, and emergency response.


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39Through partnerships with IT giants such as Microsoft andIntel, standardized products are being developed and offeredto NetHope organizations which are tailored for their line ofwork and are priced so the procurement can be accomplished

with greater cost-effectiveness.During the Haiti earthquake in 2010, NetHope immediatelydispatched an ICT specialist to establish a communicationnetwork for relief workers consisting of 2 Very Small ApertureTerminals (VSAT) and Wi-Fi wireless networks. This networkwas available to all NetHope member organizations which wereoperating at the time in Haiti. Similar work was carried out byNetHope during the South Asian tsunami crisis of 2004 and thecyclone in Myanmar in 2008.

HumaniNet also does similar work. Their member NGOscooperate on the research and sharing of global ICT for

both emergency and routine operations. With its partners,HumaniNet investigates and tests available and affordable ICT

solutions. They are centered around NGOs providing feedbackon what works and what does not. This translates into thesharing of lessons learned to NGO managers and eldpersonnel.

5.4 Advice from the Experts

During emergency situations, the biggest challenge is offeringusers the same technical capacity available during non-emergency situations, when much of the technical capacity has

been destroyed or is unavailable. The goal in those situationsis to instead provide the minimum amount needed. Assessingwhat is available and prioritizing the IT services that needto be offered and/or restored should be a main concern. It is

here that managing peoples expectations becomes important:letting everyone know the severity of the situation and thepriorities which need to be addressed can sometimes givesupport staff the organizational exibility necessary torestore core applications and services.


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405.4.1 Standardization and Redundancy

There are small steps and decisions your organization canadopt that will make supporting IT sytems easier. Oneis standardizing all IT equipment setups, particularly PCworkstations. This is usually done by purchasing the samemodel of equipment or computer for everyone and creatingwhat is called an Image that can be easily transferred andloaded when necessary. By standardizing all equipment,it will be easier to offer support as less time will be spenttroubleshooting system congurations as a cause of the

problem. Part of this also means that when equipment isreplaced (best to be done every 3-5 years), it is more helpful toreplace as many at once as possible.

Another helpful practice is to set up and maintain redundantcommunication and server congurations when resources areavailable. Often the duplicative hardware that systems run on

is signicantly less costly than the cost associated with justtwo hours of down time to your organization should a coreapplication go down. Redundant servers can also serve as back-ups for data that is, in some cases, the culmination of years ofwork. If not, other data backup mechanisms are usually a goodidea to ensure work is not lost should a server malfunction inan emergency situation.

5.4.2 Adaptability

Lastly, it is important to have the freedom to adapt toemergency environments as needed when existing systems arenot functioning properly. This sometimes means convincingsenior management to be temporarily exible regarding any

established IT policies in place. These temporary adaptationssometimes require adding a level of data vulnerability ordecentralized information gathering, but sometimes it is theonly way to proceed.


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Case Study: Email Breakdowns

During the 2010 Haiti earthquake one organization foundthat using their standard email application (LotusNotes) didnot work well on mobile SAT phones. In that situation, usinga free Internet provider like Yahoo or Hotmail often worked

better on the SAT phone and provided better capacity forcommunication, despite the increased vulnerability of aWeb-based application. The use of a third-party email clientis not usually favored by senior management, and it is in

these situations where exibility is helpful.

Assign at least 1 or 2 people who are points of contactto interface with telecommunications providers and areadequately familiar with the terms of your organizationsservice contract

Providing software support can be done effectively fromafar, perhaps at headquarters or through vendor support,but hardware support is best done by IT staff in the eld

A core component of the help desk model is that userissues are to be recorded, communicated, and facilitatedby a centralized computer database system

Widely publicize throughout your organization how tocontact the help desk. Also make clear the separate phonenumbers and contact information for vendor-supportedapplications which are not controlled by in-house ITstaff

Deploying IT staff into the eld gives them a stake in thesuccess of the operation

Points to Remember


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ITIL provides a framework for the governance of IT andfocuses on the continual measurement and improvementof the quality of IT services

Support and reference organizations can be very helpfulto your organization as they are resources where bestpractices are continually shared, and ICT is sometimespurchased or leased collectively in order to drive downcosts

Assessing what is available and prioritizing the IT servicesthat need to be offered and/or restored should be a mainconcern

Standardize all IT equipment setups

Replace equipment every 3-5 years


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Conclusion

The steps laid out in this guide are provided with the goalof offering practical advice, and to alleviate anxieties oftenassociated with the overwhelming task of rening andimproving your organizations IT systems. This guide shoulddemonstrate that there is no single solution. Rather, IT servicescan be improved by adopting smaller, coordinated steps (asoutlined above) rather than an entire revamp, occurring all atonce.

Remember, without identifying your organizations IT needs itis difcult to design a suitable IT support structure. Accuratetraining content is often contingent on nalizing communicationdeployment decisions.f This type of coordinated decision-making is necessary and should not be forgotten.

Currently, the shape and substance of IT services are convergingacross many different sectors, but in many ways IT productsare becoming more specialized. It would be wise for relieforganizations to take advantage of developing IT servicestandards and to also keep abreast of new technologies for theindustry. The benet of IT communication and data tracking isenormous to relief organizations, and we hope this guide bothencourages the use of these systems and demonstrates howthey can be extended.

6

Documents

GRT Capstone