Keynote VII - Sahana as an indispensable tool for disaster management
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00:00
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28:46
Computer animation
Transcript: English(auto-generated)
00:09
Hi, could you please come in and sit down, be quiet.
00:24
Okay, we're approaching our last keynoter and I'm very, very proud. He's from Bonn. That's our first keynoter from Bonn.
00:41
So, I introduce Peter Kustra and he will talk about the village and do the rest. Okay, thanks a lot. I'm actually very proud to be here. And when Mark approached me and said it's in Bonn, he had sold it already.
01:01
You know, I should attend. Yes, a little bit upfront, the village doesn't tell you anything. But I can tell you it's the last sprint before the pub race. So, I just ask you to bear with me going through my 100 slides I prepared, you know, in order to really...
01:25
No, I didn't. Actually, Mark and I had discussed with Mark before, I said, look, this is not a typical geospatial presentation you will get now. Now, you will see that maps are important and that's part of it. But Mark said and I really liked it and really that was his sales pitch.
01:45
I said, well, no, no, no, I think there is a message in it because he got known to a project we were doing here in Germany helping refugees getting on board in Germany. And I think most of you have those pictures still somehow in mind.
02:01
And I don't know that this might be coincidence, but today is an anniversary here too. And it was in the breakfast TV this morning, some of you might have seen it. Today was the day where Muhammad Sattari actually decided that while he was stranded in Budapest coming from Syria,
02:22
he would not wait until somehow this proceeds and start walk to Vienna. And he asked a few friends and that became marches of hundreds and thousands of people going to Vienna. And that actually put a lot of pressure into the governments, you know,
02:41
how do we deal with about that. And this is about what I will cover a little bit tonight. Oh, I forget about that, who I am, Peter Kustra. I'm with IBM and actually while I did the subtitle, I realized that it's probably easier to put meaning to data than meaning to titles.
03:02
So, if you're not known to cop responsibility, terminology or whatever, citizenship, I'm in charge, you know, to design, put in action any initiatives we do in order to address societal challenges as IBM. So, it's part of our corporate responsibility activities and so we don't sell anything here and I don't sell it.
03:25
I have been 25 years in sales, I don't sell you anything here, don't be worried. And what actually we do is we engage in projects with our strengths. So, we don't throw money, we don't write checks, this is not what we do.
03:40
We really try and IT of course, you know, is something where you can support almost any cause. So, we try to put our strengths and data and data management, data processing is with the company since 100 years. So, the idea was also, you know, how can we put this into helping this refugee challenge which started, you know, a year ago. Now, I started, I thought I start with something very ingenious, you know, a map, you know.
04:07
You see here one, but I did it on purpose because talking about meaningful data and this is really strength of maps. Everybody can relate to it. So, you instantly have a message when you put a map down.
04:22
It's because somehow everyone of us wants to know where I am in this universe, you know. You find here just like, you know, for your convenience, I put a little arrow where we are here. You know, the World Conference Center feels a little bit like the top of the world. Well, you know, some people will have already realized that this arrow points more to Switzerland than to Bonn.
04:45
I'm sorry, I'm old, he was a little bit lazy to put it really exactly on the point, but I think, you know, you get the message here. Now, the overarching topic of Phosphor-G 2016 was building bridges. And I think that made Mark also asking me.
05:04
And there are a few things here which I really, is why I believe this is a great topic. Because the one thing is, what is about open source is you always build bridge to the other guy. It's always about sharing, it's about doing something together, you know, not for a small profit or whatever,
05:24
but you really, you are driving something which matters to you together. And that's a bond you have together. And I can just urge you, and you never lose this bond. I know that's not always easy. Now, I started as a programmer too, and sometimes one is so fond of his own approach,
05:42
of his own algorithm, that you get kind of blind to any other views. So, you know, keep building bridges to the other ones. Now, the other piece is, and this is also why Mark, you know, asked me to present you on Sahana, you will get to it, build bridges to other open source communities. Because that makes you stronger, and that's important.
06:03
And I think it was something like five years ago, I had the opportunity to present, not present, I was on a panel actually, at ISCRM, don't know if you know, ISCRM's Information Systems for Crisis Response and Management. And on ISCRM you have developers meeting practitioners.
06:23
And what really struck me there is that the developers and the practitioners, they still have a hard time to build bridges. So, you have developers who are advocating their projects and their solutions, and you have practitioners that said, I don't need this, I need something else.
06:40
Perhaps something which is not as demanding, you know, maybe something easy. You know, but I think, you know, never lose this bridge. Never lose the bridge to what does it do to the other. That's important, you know. And this is what maps are about. Actually, that is what makes me going. I have now been 30 years with IBM, 25 years in sales and about eight years in this job over here.
07:06
You know, it's simply so much a difference, you know, to spend your time on applying technology for the societal good. You know, and that is really something which keeps me driving, and I'm happy to be here. Now, building a bridge between you and me, and Till already said it,
07:23
what you see here, and most of you have recognized it anyhow, because before you went over here, you properly looked as where is this. Now, this is the world's Cochrane Center there on the top. And now on the bottom, that's a little bit tough, because this pointer doesn't work very well. Well, I will see.
07:41
It doesn't work at all. Yeah, there it is. You see this red light, and you follow the arrow. You see this white circle. Actually, that is the hospital where I was born. So, it's just a kilometer apart. It's very close. And as you can probably see, I'm a little bit older.
08:02
So, coming to this venue is a little bit of a challenge. You know, this piercing eye of this eagle over there. You know, I have known this for many years, because in this, not in this very room, it was refurbished and rebuilt, but in this place, a lot of debates and decisions took place,
08:24
which actually were about the fate of the country. Western Europe, if not the world sometimes. Over here, the decision was taken by Chancellor Schmidt. That's his chair, or now Chancellor Merkel. So, if you want to take pictures, sit there, not there. You know, that's a different one.
08:41
So, he, he, he, he, he, he, he, you know, for the deployment on Pershing 2 against the, the, the SS-20 nuclear missiles, which Russia started to put up. And that was a lot of muscle wrestling, but actually it was a key move. At the same time, it actually brought a surge of,
09:02
of demonstrations for peace, also up to Bonn, which was over in Hofgarten. This is, again, just a mile from here, 1984, I think. You know, it was hundreds of thousands, you know, plastering over Hofgarten. So, if you're over there, just think about that. So, you are in a very, let's say, pivotal location in the world,
09:24
you know, which is, has been and is not more meaning to that, you know, but has a lot meaning to me. Now, another map. And you see communicating with maps is actually easy. Now, excuse the German, but most of you will have recognized this anyhow already. It's, you know, demonstrating, you know, and, and visualizing the, the,
09:44
the roots of the refugees, you know, from Africa and, and Mideast to Europe. It's not entirely correct and up to date because you will see Germany is somehow not really a target, you know, they changed a little bit. And nowadays, you know, the, the route versus the Balkan countries,
10:03
Greece and Macedonia, Hungary, and then Austria, basically has been closed down. You know, you have known that. By the way, today, you might have heard that in the news, Hungary has decided to double up the fence
10:20
just in case that Erdogan will open the borders again. You know, so you see, it's, it's, it's an ongoing, it's an ongoing subject. To give you a little bit of picture of what's behind it, there you see refugee camps in Jordan, in Turkey, and Budapest. That's kind of the route the guys do.
10:40
And by the way, Jordan, most people don't even have Jordan in mind. I mean, in Germany, we are debating like mad, you know, can we afford that many refugees, you know, a million on 80 million people, you know, wouldn't be that. Hey, look at Jordan. They have five, six, seven million on a much smaller space
11:01
and they somehow cope with it too, with, with quite different resources. I really think, you know, Jordan, Jordan is, is, is doing great stuff and they need all our support and they don't get a lot. Now, the bottom picture you see, that is the main station of, of Budapest a few years, a year ago.
11:24
And that actually what put together with the march, which was starting, this, this, this pressure, you know, on the governments to start to act. And on August 31st, which is a week almost from now,
11:44
this famous word came, you know, came from Chancellor Merkel. We are shuffled us. Yes, we can get this done. Yep, I also, I like it until today. And by the way, you know, I think she, this was kind of a challenge to all of us. She was not saying I do it for all of you.
12:02
I mean, I think that was not her message. And what you see here is another map. It's a mind map I put down, you know, in March with all the actions and activities which we have put in place, just IBM, with a few events around it in order to make that happen. So, lots going around it. It is not to tell, you know, how good, how well we are.
12:20
You know, it's a lot of, of stuff to be done. And you see the little arrow over there is points to the, to the point in time where this, the statement was done and actually it was 13 hours 44. I will never forget it because by coincidence I really watched it live. And I was like, gee, I mean, she's saying, you know, we shuffled us. You know, that was, that was a new one, that time.
12:42
So, a week later, you know, that was the picture at Munich, Munich main station. So, now we had it started with a few thousands a day at peak to 10, 11,000 people hitting all borders each day. I talked to Mark and he said, you know, the front desk was a little bit overwhelmed
13:03
as you all got in, you know, the first day to get registered. Now you have just a glimpse on what was going on at the borders. You know, and of course this was not well organized anymore and we feel, you know, the, the consequences still today, but gee, I mean, nothing, what can, what cannot be, get, get back on track again.
13:26
Now, for those who are not too familiar with, with, with Germany, near Munich is of course, again, you know, button down this yellow, yellow circle, that's Munich, that's in southern Germany, and then you see another circle,
13:43
you know, up, another circle somehow in the middle, you know, which is Mannheim, I will get to that, and over there you see Germany and to the left Cologne, this is about where we are, you know. Now of course you couldn't keep all these people in Munich. You had to distribute it through the, through the country,
14:00
and the country, very fast, you know, the usual shelters we had, you know, were filled up and they had to find new one, and so they decided for the state of Baden-Württemberg, which is southwest Germany, you know, put something they called and, and that's a typical, you know, technocratic term.
14:26
You know, I would call it kind of an on-demand reception camp, which is a large site where you can put in people in it fast, you know, thousands of people hopefully and have some good shelter, you know, and well, sometimes, you know, it's, it's strange, you know,
14:43
but sometimes history gives the opportunities for the future, and here it is, you know, it's the former army side, Benjamin Franklin village of the U.S. forces in Germany, actually the largest of its side in, in Europe, so huge site,
15:02
and part of that, and of course, you know, it has been emptied, you know, it's kind of two or three years ago, city of Mannheim working a lot, how they converse it, converted in something else, but that was a good opportunity actually to give housing to all those people. You see here a little bit in a different, in a different map.
15:21
Again, you see how you can play with maps and it gives you some, some better pictures, and what you see here is, is all those parts, you know, and buildings, you know, which, which were made ready so that people could move in. Now, this is not easy neither. I mean, you have the site, you have the buildings, you have everything, fine, you know, but just consider
15:44
these were buildings which had been deserted for two years. Now, the flush won't work, you know, you need to do a lot to get that ready, so it's not like, okay, just move in and all done, and what happened then is something like that, you know,
16:02
because it was not well organized, you know, so the Red Cross was operating that site. They got something like 11 hours in the evening, a call, you know, from the Regi Rungspressidium, so the municipal, the regional government, like,
16:21
okay, another 800 will come in three hours. Congratulations, you know, where you put 800. Well, this is kind of your lot in three hours and for housing for the next year or something like that, you know. So, and that is what happened. You see there, you know, piles of goods which had been donated.
16:45
Here, that was a picture I took from, for toys, you know, the others are linens, you know, so linens thrown in, you know, beds, you know, being put out, you put linens, you know, and so on, and you can see it doesn't look very German, right?
17:01
I see we were in trouble, you know, somehow to manage all this, and yeah, yeah, put it over, and how did they manage it? Of course, you know, you put an Excel sheet, right, you make a Facebook group, well, you have shared data, okay, put it in Dropbox, never mind privacy issues or so on, you know, very uncommon to German actually.
17:22
But those Excel sheets, you know, they grow to thousands and thousands of lines, you know, dozens of columns. Actually, you know, the PC broke down, you know, and they had to restart it, and how do you share it, and how do you make sure that if three people update this damn thing,
17:40
you know, it's still consistent? It isn't. So, I knew Sahana, and for anyone who knows Sahana, or who knows Sahana? I would expect, yeah, quite a number. So, Sahana actually is an open source system which has been developed during the tsunami 2004,
18:00
addressing exactly that type of characteristics, you know, it's a disaster response management software. Now, we don't call migrants a disaster, don't get us wrong, you know, but it has the same characteristics. You have thousands of people which kind of overnight don't have nothing and need everything.
18:20
So, and Sahana has a lot of different modules to address all the different tasks, you know, you have to do, like managing shelters, like managing goods, like managing volunteers showing up, managing staff, you know. It's a lot of very straightforward data management. I mean, nothing, I would say, which is completely new invented.
18:48
No, but it's done in two neat ways. And the one is, it's pretty heavy, the need of those who have to do this management of mine, which is important,
19:01
and the second, it's there for fast deployment. Of course, you could fancy an ERP system to do all that and take four years to install it properly and customize it, you know, well, you know, that's not really the answer. You know, you have to find something which you can do literally overnight,
19:21
and Sahana can do that. And I knew Sahana, and, you know, I was thinking, why couldn't Sahana be a tool to address it? And I talked to a friend of mine who also happens to be an IBMer who works for Red Cross, who is heading a very small entity, but had also refugees to manage.
19:41
I said, well, Red Cross, you know, you have all the tools, don't you? No, we don't have. And so we got actually to Mannheim and started to help them. This is how Willich, and that's where the term comes from. This is how Sahana looks for Mannheim. Those who know Sahana will see there is, again,
20:01
just left, right on the menu bar, you know, horizontal bar, you know, you have something that's called Bevuna. That's actually the new part to Sahana which we put in, you know, for the implementation in Mannheim because they had also to manage the refugees. You know, usually you manage all resources around the people who are impacted
20:23
and not the people themselves. Now here, for diversity of reasons, they needed that too. And that was put in, and actually it became the new DRK, so Deutsches Rotes Keutz, template available via GitHub, so anyone who wants to download and use it can do so.
20:40
And this is how it happens. You see, we started November 26 kind of noonish, a team of, you know, a dozen plus people, IBMers who volunteered to help. I invited also two guys from 8IQ, open source developers for Sahana, who really know Sahana well, and then folks from Red Cross, you know,
21:02
to together start building through sprints, as you know it, you know, a system which they can use actually to manage the site. That was, you now see the timestamp. That was 5 p.m. in the evening. We had already got our first come together understanding what is Sahana, who has which skills, data modeler, IT architect, programmer, tester,
21:25
instructor, whatever. Then we walked through the camp. You see here, just to get a feeling, it reads, not registered, no money, no food, no azulum. You know, that was their way. Please don't come all to the desk together.
21:41
You know, please line up. You know, if you don't do that, if you have to wait for it, nothing will work. You know, you get just a feeling what was going on. This is also a picture I took. You see there, you can't see it, you know, but it's the printout of Excel sheets, you know, telling the people when the next interview will take place, where they have to go to the bus,
22:01
so that they are really responding well to the azulum process. If they don't see it, you know, and they miss the appointment, they might be in trouble to get the azulum accepted in Germany. So this means, I mean, it broke our heart. Instantly, you know, the guys were ongoing,
22:21
we need mobile phones, let's do this with SMS. You know, somehow we can do this completely different. But the question was, was that the biggest problem or not? And you have seen that one, warehouse, you know, warehouse were very easily decided. You know, the army was running it, or was running it,
22:41
and they said, look, we don't need any IT to manage linens. You know, there comes a truck, 14 tons, you know, we use it, and if it's down to two tons, next truck will come. So how much IT you need for that? You know, it doesn't make a lot of sense. And then that was all put together, and you see the pizza boxes, you know,
23:00
8 o'clock in the evening, you know, we put all together all the requirements, all the stuff's features we would need. Then spent, you know, as you can see, about a little bit more than an hour to prioritize them. And this is must have, should have, urgent and important. And then at 9 o'clock, 9.40, you know,
23:22
that was the time we have decided on the requirements which will be put in action. That was really tough, and Michi was the leading guy of Red Cross. He had to make a lot decisions, what is in, what is not in, what I do need and what not, but they managed it. And then over the next days, you know, lots of sprints, trainings, and testing took place.
23:42
So actually what we did, we trained the users and with all the stuff which was already about deployable. And with the training, we did the testing, of course, you know, and tried to find, you know, wherever errors were still in there. So then at, you know, November 28, two days after we started, you know, kind of version 0.3,
24:04
you know, took birth, you know, a little bit shaky still. And then at 10 o'clock in the night, you know, almost all the requirements had been done. So this, the last column is done. There are very few still in test and few still in plan
24:21
which was realized, you know, we don't need them really. And then came the night. We had decided now to import the, I don't know, 20,000 records, you know, from these Excel sheets, and guess what? They were inconsistent like hell. I mean, you know, I've seen Klaus has shown this data cleaning.
24:43
You know, that actually we had no time for data cleaning and we had to make a few decisions and then had to take in and live with some of them and we took the decision then in the morning and said, okay, there are two options. We either stop here and, you know, try to do cleaning of those Excel sheets longer
25:01
but with the risk that it gets even worse or we start deploy with what we have. So we started deploying with what we have, that is the breakfast we got. That's the breakfast all the refugees got too, you know, every day, you know, this kind of the daily ration, a little bit more, you know, there will be a lunch too. And then at two o'clock in November 29 we were live.
25:23
Live means, you know, now you have, you know, a dialogue, you know, with some checks in the background, you know, you do the flagging, you make sure that you have now consistent data. Once you have consistent data, you can do a dashboard,
25:41
you know, see, okay, where we are. That was very important for MISHI because of the young's procedure will say, well, I have another 500, can you take them? Now, you know, how do you know with 5,000 people on the ground, you know, whether you have still have space, whether you have 5,000 people on the ground. So we had implemented a check-in, check-out system,
26:00
you know, to make sure that we know, we did something what is called kind of a pulse system, you know, so wherever they show up, you know, we will mark it, you know, it's he or she is still on the premises because they might start wandering off again, you know, and you don't see them then. And if they are not there for four days, it's assumed they are not in the camp anymore
26:21
because of course you cannot close a camp to a point that you avoid that no one gets in and out without checking really in. I mean, if you want to do so, it's almost a prison. It feels then almost like a prison, there's something you don't want to do to the guys. So you always have, you know, from something
26:41
which had been a 30% inconsistency and I'm not sure you know what the number is right, you know, we got down to 3%. Now, this is the map, you know, you hover over now on the buildings, the buildings are, you know, basically plugged into the apartments, you will see for each apartment whether disabled can access it, whether there is a shower and so on.
27:01
And well, yeah, now you can do with spreadsheets, nice people analysis, you know, you know where you are, who people are there and that helps managing it. What you see here is, you know, in November 2015, this is the number of people which were transferred from the camp to the site, to the municipality
27:21
where they should start their new life. And of course, you know, it's important that they don't spend months in the camp before they get to the municipality because integration only can start when they hit the final destination. So, if you can't manage that site, you can't get them out, you know, it's a vicious circle.
27:42
Now, you see how that moved up, you know, in December already we got to 400 we could transfer. Now, in January we got to roughly around 700 and then, you know, March and now it went down. Why? Well, yes, the fences were built up and the park and route were shut down,
28:02
so not a lot more came after. So, by now I think there are only 400 left in the camp, all the others are by now actually distributed to the different municipalities. Okay, so I'm coming to the end, almost on time. When you are here and I said this is a very good relation, everybody relates to it, don't get fooled.
28:22
You might be somewhere else, so be humble. You know, whenever you think you know where you are, you know, be open, build bridges to others. You know, that's the way how you make sure that you don't lose your orientation. Thank you.