Nothing particularly insightful, I’m afraid. I have always been a fan of the portfolio approach to supporting charities given there are many good charities doing important work so if there are a variety of views and interests within the EA movement, that seems like a good thing to me. At AMF, we have a significant gap in funding and of course we would like as many as possible to support what we do so that means we have to continue to make the case that we are worthy of support whilst understanding donors will wish to put their support, financial or otherwise, in many different areas.
RobM
Karma: 558
Yes, I try and respond quickly (meetings, calls, other commitments etc notwithstanding) out of courtesy and a desire to allow others to keep going with their projects and work, without me holding them up. The speed with which I am able to respond to an email will also depend on whether the response is clear and simple, meaning a quick response is possible, or requires more thought, data collection, liaising with others etc, which leads to a longer response time.
Yes, based on a) if AMF no longer adds value, we’ll stop (I think of that as Plan B for the charity, and I’d love for AMF to close if its work is no longer needed. Sadly, it looks as though malaria will be here for the next 10 years at least and within that time frame, currently, the distribution of nets is the most effective thing we can do to prevent malaria); and b) those of us involved in AMF care very much about what we do and I suspect others might also like to focus on another area where we can make a difference.
We are looking to hire a technology developer and I haven’t come up with a 20 minute solution to that.
That’s not really failing to produce a good outcome, more an example of how the 20 minute approach doesn’t apply to every task or challenge, but I find it usually helps in some way when thinking through how to approach bigger tasks or projects.
Another example is how we have approached managing the post-distribution monitoring reports that come in from Uganda following our 2017 distribution of 12.8 million nets.
130 PDM reports are received every 6 months and we thought about how we could manage the whole process of receiving 130 reports, analysing them all and deciding on required actions in just 20 minutes i.e. 20 minutes of effort required every six months.
At the time, PDM reports from other countries, involving fewer PDMs, came in via email in Word docs or pdfs and they required a lot of time to sort, file and review.
Our ‘20 minute approach’ led to us developing a system that allowed online reporting from the field.
This took the number of reporting emails received to zero and eliminated any need to process documents. It meant data could be aggregated and presented instantly for review and analysis.
A second phase of development took any text entries entered by each of the 130 reportees in the field (responses to questions like ‘What went well?’ and ‘What went less well?’) and distilled the myriad answers into drop down menu choices. This made the next round of reporting easier and quicker for those submitting reports. It also meant we could instantly see qualitative results in quantitative form and better and more quickly analyse them.
The result is we have dramatically reduced the time taken to manage this reporting and improved the speed with which we can make decisions and act if needed.
Perhaps I should have written 20 minute ‘approach’ rather than rule.
Sometimes when I wish to achieve an objective, I think about how I might do so with 20 minutes of effort.
It doesn’t apply to all circumstances, but the idea is to focus thinking on how best to go about getting something done and come up with suitable actions.
Actions compatible with the objective.
For me, the 20 minutes begins once you start ‘doing’ something i.e. picking up the phone or writing an email to someone. You can have as much thinking time before that as you like.
There has to be some poetic licence here as many ‘big things’ are unlikely to be achieved in 20 minutes but I don’t let that get in the way of the thinking.
An example might help.
When I was considering trying to get a million people to swim ‘against malaria’ back in 2004⁄05, my answer to the 20 minute question was ‘I am going to call 20 people, spend a minute on the phone with each, and ask them to each give me 5,000 people to swim. If I achieve that, we’ll be on the way to having 100,000 committed to swim and that is a credible platform from which to launch World Swim Against Malaria and to see if we can achieve a million swimming.’
And, pretty much, that’s what I did.
I phoned 20 people and they all agreed to commit to ‘contributing’ 5,000 people to swim. Admittedly some phone calls were longer than a minute and I went to meet about half of those I spoke with, but the ’20 minute limit’ allowed me to focus on actions that were at the right scale. It meant I didn’t start by going to the local swimming club and gaining 50 participants and then the local school and gaining 100 etc which would never have got us to a very large number of people swimming.
I’d be interested to read more about that.
If other projects, including projects to promote economic growth, can be demonstrated to be very or more-cost effective at saving lives (than funding and distributing long-lasting insecticidal nets) I would be interested in supporting them.
The problem we have today is people falling ill with, and dying from, malaria. Currently, the bednet is the most effective way of preventing that so it seems good and sensible to put funds into distributing nets.
My over-riding thought is that protecting people from malaria is a humanitarian issue first, and then an economic one, and whilst I would be interested in actions that drive economic growth, I would also want to support actions and interventions that improve health outcomes (saves lives, reduce illness) in the near and medium-term.
Unfortunately, I don’t think we will run out of areas in which to distribute nets. We don’t just distribute nets in easily accessible areas but also in hard and very hard to get to areas as it is important to protect everybody and achieve ‘universal coverage’ i.e. all sleeping spaces covered. Often the hardest to reach areas are those that most need nets as they have more challenging access to health care. There are many examples of hard to reach areas in DRC, one of the two countries in the world most affected by malaria, and in Papua New Guinea where geography is particularly challenging, but most countries, regions and districts have areas that are tough to get to and require extra effort.
The insecticide lasts for more than three years, the typical mechanical lifetime of the net. BTW, the long-lasting in ‘long-lasting insecticidal net’ (LLIN) refers to the insecticide. In some of the next generation nets we are looking at and working with, that typically have a second (safe for humans) chemical on them to enable the net to be more effective at dealing those mosquitoes species that may be developing a resistance to the (pyrethroid) insecticide on the net, we are monitoring carefully how long the ‘active ingredients’ as they called, last.
You may be interested to know that a net remains effective not just because of the longevity of the insecticide, but also because the insecticide is ‘bio-available’ i.e. it is on the surface of the nets and is available for the mosquitoes to pick it up via their feet. The insecticide is held on the net by a binding agent and the agent has to achieve the balance of keeping the insecticide from evaporating (too quickly) but also allowing it to be released. In some net manufacturing processes, the insecticide actually ‘sweats out’ of the filaments that make up the net. As a result, the humble $2 bednet is in fact quite an amazingly well engineered and chemically engineered product.
We do already go back to the same areas and distribute nets because of the three year lifetime of the net. The global approach to bednet distributions is that they take place in an area every three years. In fact, we would suggest the lifetime (on average, for a large cohort of nets) is closer to two and a half years and we are looking at repeat distributions with this frequency in some areas in order to ensure the populations in these malarious areas are continually covered. How long a net lasts depends on its environment (a net in a thatched dwelling is not likely to last as long as one in a brick house) and how it is treated.