الاتجار بالبشر

Raising initial funds for the project has been a challenge. However, Survivors Connect has helped EPAWA fundraise through grants (Internews) and through our mobile-recycling campaign called Phones4Freedom. The recycling campaign is good to fall back on for small funds for maintenance purposes.

As mobile penetration grows in Ghana, we anticipate seeing more people adopting smart phones and data plans. We still have a long way to go before we get there but when it does, we'd like to use our application to create simple/free/downloadable apps that people can use to access information easier/quicker from our project. Additionally, we hope that using ICT to combat human rights issues like this will become safer over time with improvements to encryption technology, which we know will be of concern to some of our users.

Survivors Connect has built various different modules around mobile/sms use to combat trafficking. We often see that technologies such as mobile and e-commerce tools can enable transnational human trafficking. However, Survivors Connect believes these very same technologies can be used to make our activism smarter, and innovate on both the 'process' and 'product/software' frontlines. Communication technology is shrinking our world and increasing our ability to connect, which we can use in powerful ways to prevent the most egregious human rights abuses in Ghana. Our SMS Freedom programs, which utilize text messages will be a positive step in this direction.

Having said that, our various modules respond to different issues/conditions that may pop up in the field. In fact, no two SMS-implmentations are alike. We may turn this SMS Traffick Watch group into something that functions more like a basic hotline, or we make smaller teams of investigative units that work more intimately with police. The options are endless, but what we do know is it would be a shame to not capitalize on the opportunity that near ubiquitous mobile ownership presents for preventing and combating slavery.

Phones4Freedom Mobile phone recycling campaign as well as possible mobile advertisements from MTN and Vodafone. We also hope to pay Ghanaian staff salaries with grants.

Currently the two NGO partners here are Survivors Connect and EPAWA, Ghana. Survivors Connect is the tech tool/training provider while EPAWA is the project implementing partner. Internews has supported the pilot of this project and will do monitoring/evaluation to determine best practices in mobile phone usage in human rights related campaigns.

We need equal parts of people interested in technology/ICT4D and human trafficking expertise. Our staffing goes as follows:
- Lead Project Director
- Lead Project Trainer
- 20 Community Advocates/Field Staff (some of whom are volunteers) to do outreach/awareness for program.

The cooperation and efficiency of hospitals in giving out their patients' information for correct matching, whether these hospitals have donors or recipients. The UNOS organization in the USA is the model to strive to implement. It is a non-profit plan whose sole aim is to provide appropriate matching.

We have already contacted a few University hospitals, and professors in these universities. So far a professor will be donating the space in which the setting up of the system will take place, and the hospitals vouched complete cooperation with the matching information needed.

Fund raising on school campus, whether by donations or bake sales or such.

Thus far, we have faced two primary challenges. First, a tremendous challenge has been finding funding. While this project will undoubtedly benefit the human trafficking movement as a whole, many donors within anti-HT are more interested in funding rehabilitation efforts and/or direct services to survivors and it is difficult to demonstrate the potential of increased collaboration. Second, is marketing and promotion. We certainly have contacts and widespread supporters, but need additional assistance to promote the project to additional audiences (in diverse sectors) on a grander scale. While we are confident that many stakeholders are enthusiastic about this project and will participate, the project will only be successful with widespread buy-in.

Information-technology will continue to shift and change the way we interact with the world, including the way we develop and implement resources for social change. With the invention of the internet, 3G and now rapid information sharing through networks like Facebook and Twitter, we can reach people like never before. With consistent monitoring and evaluation based on the needs of stakeholders and community activists, we are confident in our ability to staying relevant to our users, while also exploring possibilities with new technologies.

We are committed to monitoring and evaluation regardless of the outcome. If our current vision does not play out the way we imagined, or stakeholders demonstrate a need for additional database modules, etc. we are committed to ensuring the project is relevant to our audience. Whether Freedom Registry gains nationwide traction in the next two years or not, it will continue to be a valuable tool for the global anti-HT community. If the project is unable to gather enough information about anti-HT in all U.S. states for example, the database model can still be utilized at a state- or county-level. We are already discussing replication opportunities in other countries as well, where the model can be used by other stakeholder groups.

It is often difficult to secure early adopters for innovative projects such as this one. Therefore, most of our funding thus far has depended on foundations (and some individuals). With the project launch just around the corner, we will have more opportunity to pitch the project to a more diverse funding base. Once stakeholders and other community members recognize the value of this project and see its success on the ground, we plan to present funding challenges to businesses, regional government and national government in addition to foundations.

The Freedom Registry steering committee is made up of representatives from eight organizations, including: Chab Dai USA (chair), Vanguard University Center for Gender & Justice, San Jose HT Task Force, The Salvation Army, FAAST, Love146, University of Washington, and Global Centurion. In addition to these partnerships, we are working with 20 pilot organizations who agreed to provide feedback on the database survey; and various other organizations who have provided insight and advice along the way.

Chab Dai USA is governed by a Board of Directors of five individuals with varying experience in human rights, law, and community engagement. Our Cambodia and USA Founders serve as Advisors for direct program staff. Currently, Freedom Registry represents 80% of our program activities. The Program Manger oversees day-to-day operations and manages a Program Assistant, Community Liaison and interns. Because data verification will be a major task, we have partnered with a research team at Vanguard University Center for Gender and Justice to assist.

NEEDS: Our greatest needs are financial investment and assistance with promotion, especially as the success of this project depends on buy-in from various sectors. We strongly believe in the benefits of collaboration, so additional support in this areas is always helpful.
OFFERS: Chab Dai has a proven track record for coalition-building, especially based on our work in Cambodia, so we are happy to assist other organizations in their collaboration or coalition-building efforts. Chab Dai is also heavily engaged in research initiatives in the area of human trafficking, and can assist in this area. Because we have access to many avenues of anti-HT and a good understanding of the HT "big picture" we can assist stakeholders consider innovative solutions to cover gap areas.

The barriers that might hinder the sucess of our project is inadequate funding. We plan on overcoming it by the way we always do by making do with our sustainability, which is the Auto-Garage.Sandex Car Care Limited also know as the Lady Mechanic garage provides sustainability for the Initiative. To this, service charge gotten from the servicing and repairs of clients and companies vehicles keeps the project running in the absence of funding.

We have had partnership with MTN Foundation,which sponsored 50 vulnerable young women and girls.EAF in the Netherlands, 15 trainees, Coca-Cola/ Nigerian Bottling Comapany, 100 Vulnerable young women/girls, Inspire Africa Foundation as well as individual as well as religious partnerships.

Family and friends who come to the garage to service and fix their vehicle give back to the Initiative, Individaul donors sponsor the trainings of the trainees, Corporate organizations , customers that is clients who come for repairs as well as Businesses and Foundations.

The project currently has a budget derived from various successful fundraising efforts. We have previously received grants from USAID, AusAID, IrishAid, Chef Without Borders, Ford Foundation, MAST Limited Brands, New Moon Foundation, as well as, numerous individual contributions. However, as we expand our services to more vulnerable populations, the financial stability and sustainability of PALS and its counter-trafficking project ADAPT depends on the success of our recently formulated 5-year strategic fundraising plan that includes fundraising through grants, community benefit luncheons and campus student activities, on-line and social media venues, and building up a strong base of at least 500 long-term core donors.

In addition to continuously seeking funding from foundations and grants, PALS will expand our grassroots reach and fundraise via community benefit luncheons, campus student activities, and on-line and social media venues. These are important secondary sources of funding and they reflect the investments from the community and youth members who are passionate about the issue of trafficking. We are also looking into e-commerce, businesses that could employ our past and current recipients, and standards of corporate social responsibility.

At our 10th Anniversary celebration in October 2011, PALS will launch an initiative to secure at least 500 long-term donors (those who contribute at least $1,000 annually), which will partially support our annual expenses.

PALS partners with authorities at all levels of government in Vietnam (especially at border provinces), non-governmental and international organizations such as the International Organization for Migration (IOM) and United Nations Inter-Agency Project (UNIAP), community and media organizations, and local and corporate business entities for job placement and corporate funding support. For example, PALS has collaborated with local Departments of Social Evil Protection (DSEPs) to establish the first shelter in Vietnam’s Mekong Delta region for trafficking survivors returning from Cambodia. This work integrates and continues the assistance of organizations such as IOM and non-governmental organizations in Cambodia, thereby ensuring that survivors receive continuous support towards successful reintegration.

Additionally, through ADAPT, PALS has trained hundreds of local and provincial teams of the Women’s Union to conduct capacity-building and awareness-raising workshops to community members in remote villages. In 2010, these women advocacy groups reached over 4900 community members through more than 400 awareness campaigns. We are also currently exploring collaborations with for-profit companies to continue developing a corporate sponsorship program.

In partnership with West Virginia University and An Giang University, PALS has helped formulate the Social Work Summer Institute to offer training in practical skills for social workers supporting trauma victims. Building personal ties and exchanging good practices between professionals enable the region to better promote awareness, prevention, intervention, and reporting – thereby reducing trafficking. Since 2006, we have provided social work trainings to more than 400 government officials and social workers, including shelter workers from Cambodia.

ADAPT has operated continuously since its establishment in 2005. As the project continues to grow, we have successfully sought funds from various sources.

Individuals, friends and family:
They provide private financial donations and in-kind donations. All staff and board members have contributed financially to the organization. Many volunteers have also given their money to support the work in which they believe. Past individual donors are also invited to pledge and become a long-term donor.

Foundations:
PALS has received funding from various foundations and organizations, including the Ford Foundation, Gerbode Foundation, New Moon Foundation, Center for Encouragement of Self-Reliance, and the Solstice Foundation.

Nonprofits:
As partners, East Meets West and the International Children Assistance Network have provided financial assistance since ADAPT’s inception in 2005.

Businesses:
Local businesses and corporations provide financial assistance as well as in-kind donations. We have received support from MAST Industries, Give2Asia, and Chef Without Borders.

International government:
In the past the ADAPT project has received funding from USAID, IrishAID, the Australian Consulate and the US Consulate to support our partnerships and programs.

Our program has the advantage of actively engaging many different social actors from all locations where we operate to provide support for our recipients. This allows our network to continually grow in the US, in other countries, and especially in Vietnam.

Livelihood projects initiated by individual women clients are often confronted with a host of problems such as pressing family needs and emergencies, unsustainable consumption patterns, lack of know-how in business plan development, as well as skills and discipline in running and managing an enterprise that overwhelm them and that threatens the sustainability of the enterprise. For economic reintegration initiatives that receive funding support from donors, there is pressure on the women as project beneficiaries to get it right on their initial economic venture. Lack of innovation as well in enterprise development leaves women with seemingly very few options.

In order to address these challenges, the project aims to strengthen the economic initiatives of Batis women clients by establishing links with the economic initiatives of successful migrants in the same geographic area; the pioneers / experts of a similar or related enterprise in order for the women clients to benefit from the know-how and skills of the experts in the field. Batis will serve as operations partner to guide and mentor the women clients in nurturing their enteprises until it gains stability.

Capacity-building trainings will also be conducted to provide opportunities for the women clients and members of their families to acquire the requisite knowledge and skills in successfully operating and managing the enterprises.

Batis has developed working relations with a wide variety of stakeholders from the local government, from the private sector, the academe, area-based civil society, micro-finance, and faith-based organizations, migrant associations and hometown associations. Batis works with the local government in ensuring that support for social enterprises for migrant workers is included in the provincial development plan. Batis engages local business groups and micro-finance institutions towards exploring possible enterprises for the women clients. In scanning for possible business opportunities at the local level, Batis has also engaged with the academe as well as a cooperative of dairy farmers for possible product development. Batis also works with the offices of national government agencies such as the Department of Labor and Employment, Department of Trade and Industry and the Technical Educational, Skills Development Authority (TESDA) for capacility building, resource mobilization, and product development and innovation.

Support for Batis clients' economic reintegration initiatives is supported under projects spearheaded by the International Labor Organization and International Organization for Migration for returned distressed women migrant workers. These projects provide returned distressed women migrant workers a second shot at economic empowerment with the assistance of Batis. However, funding support is limited and individualized (in some cases), and very restricted in terms of project timeframe given the objectives of the project and the vision of Batis Center for Women. The limited project timeframe does not allow for enough space for enterprises to mature and achieve stability. These projects often provide support at the implementation phase, but does not provide support during the possible growth period of the enterprise. Therefore, room for scaling up and working towards sustainability, while articulated as a desired outcome, is left out in the project design.

Batis would like to build on the initiatives that the institution has started under the economic reintegration projects. Our objective for this project is to build linkages for scaling up, in order to achieve sustainability for clients' enterprises.

1) Limited funds. Our greatest source of funding shall be charity donations. If we fail to secure enough donations, we will be forced to commercialize our services.
2) Continuity in management. The absence of the founder can discontinue the vision. To overcome this, the project will be executed in an organizational setting where many people will be trained and allowed to lead.
3)Mismanagement of funds. Embezzlement is a common characteristic among Africans and I can not stand idly. To prevent this, the budget will be managed by the CASSDEV-Cameroon’s accounts and Good Governance policy. No individual can therefore misappropriate the funds or spend without accountability.
4) Excessive demand for the services. This can tempt the organization to take more beneficiaries than the space allows, thus, risking the lives of the kids. To solve this, the project will empower the graduates from the training program to promptly operate personal daycare services in their local communities

The project will be operated by CASSDEV-Cameroon in collaboration with operational and institutional partners. Operational partners will include all the Maternity clinics around the project sites. In Bamenda, we work with Bamenda Regional Hospital, Nkwen Community Hospital (PMI, Azire District Health Center, Foundation clinic Bamenda). These clinics help in public relations, recruitment of beneficiaries, human resource for the training program, vaccinations and emergency relief assistance. Presently, we don’t have enough infrastructures to host the pilot project. We have therefore signed a partnership with Cameroon National Association for Family Welfare (CAMNAFAW) to provide a temporal space for the project on their block. They too shall assist with teachers and teaching materials for the training program.

Institution partners are the Ministry of Women Empowerment and the Families and Ministry of social affairs.
We are working on the possibilities of having funding partners like Changemakers.

The truth is that we are still starting and will appreciate financial and material support from any genuine source. We have launched public appeals for individual and group supports to kick off our service by August 2011.

When the services begin, we will charge the clients a basic fee to cover indispensable costs while lobbying for external support. If we don't have any comfortable funding after the first year of the project, we will be forced commercialize the services to sustain the project. This will reduce the outreach of the project (since are majority of the target beneficiaries are low-income earners)but at least, the project will live