Searching for Unideal “Ideal” Places
July 26th 2017. Global Citizen JK Cho writes about his week on-field working with Mother Child Health Foundation in Kenya.
“This Is Africa” (“TIA”). People come to Africa and often hear this remark, meaning don’t complain and just shrug off inconvenience or misfortune coming from the cultural or technological difference. As much as I have enjoyed the epic natural beauty and people’s kindness of Africa, I also had to overpass some TIA moments: Catching malaria and spending nights with neither power nor running water were somewhat predictable. It was mentally, physically, and spiritually challenging making a seven-hour-long minivan bus (“matatu”) trip on the bumpiest road I’ve ever been on with 20 people and a bunch of fish and dead animals crammed in. Wherever I go, I would get followed by dozens of kids and get yelled at endlessly, “mzungu (nomad or white man).” If I get lucky, they would call me “China.” Oh, I copped me my Ghanaian tattoo in Kumasi, that is a burn scar on my calf from the exhaust while I was riding a motorcycle taxi (“boda boda”). I was very close to losing it in Gomoa Benso when people full-blasted commercial messages in the streets (like outdoor concert style), from 2 am to 8 am every single night.
Anyway, these all are unique, cute experiences. When this sort of event happens, I now tell myself it’s one more story to tell when I get back to the states. However, it becomes a nightmare for people working in Africa when their project is put in danger for a “TIA” reason, like this week’s program in Rusinga island in Kenya, for example. Mother Child Health Foundation (Mother Child) was founded by Mary Okech in 2016, with a mission of achieving “0” maternal mortality rate in Homa-Bay County. One day Mary found out that her fourteen-year-old cousin was unwantedly pregnant along with 24 more girls in her high school. The girls starved while they were attending classes, skipping breakfast and lunch. Most of them ended up dropping out of school to find a job to support themselves and their fetus. Mary was mad and devastated and started providing the girls 10 to 20 Kenya shillings (10 – 20 U.S. cents) a day so they could eat and keep going to school.
In spite of her beautiful mind and passion, Mary had felt inadequate to pursue the task continuously, and Mother Child consistently had faced financial and organizational challenges. Mary found out about Coaches Across Continents (CAC) through her mentor, Joseph, who had had a partnership experience with CAC, and requested a partnership with CAC. Although the start-up charity for young pregnant women’s health was not directly related to training teachers to discuss Self-Directed Learning, CAC decided to work with it to promote sustainable changes in the community. When Team Kenya arrived at Rusinga island, however, things were a lot different from what we were expecting. We found out that Mary got a new job in Nairobi in the mean time and moved out of Rusinga island, so Mother Child had to stop operating tentatively. There was no program. On the first day of the program, a handful of participants from a boy football team showed up, hoping to move to the states, because they thought we were recruiters. T.I.A… Did I not learn that things are subject to get real (or unreal) at any moment? I later figured that there was a significant gap of the way people do things and the expectations between CAC and Mother Child. A lack of technological access in the island also limited communication.
CAC takes a considerable amount of risk in designing and executing a training program in about 60 different developing countries. It runs 21 programs in Africa this year, and each program is expensive and extremely labor-intense. The nature of social development work in Africa let alone involves lots of uncertainty. Things and words could change quickly here. Language and cultural barriers and limited internet access make it tougher to coordinate a program with a partner in a small rural village. I believe the uniqueness in CAC’s partner selection adds even more risk. CAC choose to work with community’s need based, not based on charity partners’ qualifications and potentials. In other words, CAC seems to want to give an opportunity for any communities who need its help rather than limit it to successful and notable charities. That isn’t a logical decision for growth and security from the business stand point, but a brilliant move for choosing meaningful impact and keeping its integrity. CAC is a mission-driven organization that makes mission-integrated decisions. That is why CAC finds some of these unideal situations ideal. And that is also why CAC is a leading global social impact organization winning Most Impactful Companies and Beyond The Sports awards.
And then, what happens is that CAC coaches do magic. These guys are working on the frontline of global social impact, playing multiple vital roles. A lot of CAC’s partners in developing countries have organizational and operational weaknesses. Those weaknesses are big obstacles for them to work with international NGOs like CAC hindering their functions and sustainable growth. Besides providing training, CAC coaches create shared value by consulting about a clear vision and mission, strategic directions, relevant impact measures, and functional networks. Helping partners constructing these essentials would consequently improve CAC’s program quality and impact progress in future years. Traveling about 4 to 7 months a year CAC coaches have to be an excellent coach, an international project manager with extensive sympathy, and a travel expert with high-stress tolerance. It really takes a special talent and personality to do the job.
This week’s hero was coach Mark Gabriel. When we discovered the program was in danger of cancellation, Mark didn’t let that happen. He grabbed Mary, basically rebuilt Mother Child, and saved the program for the whole week. The flying squirrel (Mark’s nickname) first arranged a partnership with a boy health organization in the island and established a foundation to visit schools and provide proper sexual and maternal education. And then, he talked to a women’s vocational school and other women organizations in the island and got some of the teachers and students involved in Mother Child as volunteers. He customized and complicated female empowerment and sexual health related games for Mother Child. Additionally, Mark created surveys and matrix so Mother Child could record and monitor their activities in the future. Finally, he promised Mother Child that he would give a year-around support to Mother Child as an impact consultant. While Mark was beasting, I backed him up by breathing entrepreneurial fumes all over Mary.
Mary now feels empowered and believes running Mother Child is her destiny. She believes CAC’s mind-training- using one’s own body helps make a habit of identifying one’s issues, taking actions, and make changes. Mother Child now has a structure, tasks, and people to work with. She said her long-term goal is to build a school for young pregnant women in Homa Bay. The training result also turned out pretty well. 27 Rusinga Islanders of local teachers, students, volunteers, and players participated the training. As a result, we estimated the program would potentially benefit 493 children. The size of this week’s program was nothing impressive, but the meaningfulness of the impact was tremendous and would be memorable. CAC finds another unideal ideal place and gets one-step closer to its mission.