| 4. In which ways is the initiative creative and innovative?
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When significant population movements from Syria to Turkey occurred, due to the necessity of important and emergency services, AFAD reviewed its institutional resources and performed analyses on the areas it required assistance, and the approach required to be adopted in providing services to the Syrians. After conducting the institutional analysis, AFAD developed the IT infrastructure, software, and hardware required for the purpose of providing orderly services to Syrian guests.
A team consisting of software experts introduced the work flows and requirements by performing analyses in the first sheltering centers opened. The software that is necessary to form an integrated system that can respond the requirement of more than one sheltering center was formed. In order to provide the sheltering centers safe communication with the AFAD Center and to help all the locations work in harmony with each other, a closed circuit communication infrastructure was established.
When the software development process was completed, it began to be applied in the new Adana Sarıçam sheltering center as a pilot software. The development process was performed by the software team working in this sheltering center in consideration of the demands of the last users. Approximately two years later, the software began to be used in other camps.
Later, the record that was taken by Turkish National Police in the sheltering centers built before was transferred to the AFKEN application and therefore the software was made available for all sheltering centers.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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- During programming, the software infrastructure of the AFKEN project was developed together with MAVİNCİ, a software development company, and it was used in the temporary protection centers. Cooperation was established with the Turkish Red Crescent and other NGOs during implementation.
- Cooperation was established with the World Food Program (WFP) in the Food Card application.
-“Communication and Imaging Vehicles” and “Mobile Coordination Semi-Trailers” were projected and implementation was initiated in coordination with UNHCR. TRUCKS used as Mobile Coordination Centers were equipped with the necessary infrastructure so as to be used in case of emergency situations. The application was made usable everywhere with mobile communication vehicles through a web interface.
-For the evaluation of international aid for the Syrian guests living in and outside protection centers and for the purpose of its planned distribution, cooperation was initiated with many UN organizations such as UNCHR, UNICEF, OCHA, IOM, and UNFPA.
-While developing the system, governorships, district governorships, and local management forming the camp management personnel contributed to the system. In particular, the local authorities had a significant role in the maintenance of the system.
-The personnel and managers that would play a role in the sheltering centers were trained on the use of the software. Furthermore, the trainers who would train the personnel that would participate were trained. Under our directorate, the Information System Department, a department for assistance, in which software development team and support team were involved, was established. The assistance department supports the last users by means of email and telephone.
-The system is being used by the local management personnel, safety personnel, and our Directorate’s personnel in sheltering centers. Data entry is the responsibility of the personnel using the admission modules, entry-exit modules, permission modules, in cash and kind modules, and personnel and training modules in the sheltering centers. Data entered is used by the personnel related to the camp management in all kinds of work and procedures. Moreover, our Directorate and local authorities can access the statistical reporting about the data entered. There are many of reporting screens on the system.
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| 6. How was the strategy implemented and what resources were mobilized?
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AFAD’s budget was used to develop the AFKEN application. Approximately 1 million dollars were spent forming the technical infrastructure. Most of this amount formed the communication infrastructure in the field. While developing the application, Mavinci Company and a team consisting of 14 AFAD personnel participated. The cost of the software development process is approximately 200 thousand usdollars.
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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- Syrian guests entering Turkey are registered in a more orderly and transparent manner.
- The aid provided to the registered guests is distributed over the system; and the process is performed in a more orderly and fair manner.
- Resources began to be utilized more efficiently and also Syrian guests adapted in an easier manner to their normal lives as they could prepare their own food. They also adapted to living in Turkey more rapidly.
- All institutions and organizations associated with the population movements in Turkey operated together with a holistic approach under the coordination of AFAD.
-The management of the sheltering centers was facilitated by obtaining instant information and reports on the necessary regulations and responses were provided. In addition, local and center authorities can access the system and obtain instant reports and can follow the procedures through the web interface.
-Those with special needs in the sheltering centers were able to be identified and their needs were met. Additionally, the procedures that must be followed such those for school age children or those who require vaccination were reported through the system.
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| 8. What were the most successful outputs and why was the initiative effective?
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Even though the sudden intense population movements encountered by Turkey have caused social and economic hardships, it has ensured that necessary emergency response measures are structurally taken. The incident that has been going on for approximately three years has been a serious element for us in reviewing our practices in economic, social, and psychological respects and performing necessary arrangements in the system. However, the magnitude of the event and the failure to anticipate it in terms of time has been accompanied by various troubles. The troubles experienced in the systems throughout the process have been observed, and they have been rapidly resolved. On the other hand, the constant increase of the population has urged the enhancement of the structural resources and quality of services necessary. Planning, recovery, and active responses have also rendered the operation necessary by considering the great benefits of Syrian guests both living in and outside the sheltering centers. The feedback of these efforts has been obtained through surveys and interviews conducted by AFAD personnel in the field with those living in and outside the sheltering centers covering the various service issues such as health, protection, psychological status, satisfaction, and security.
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| 9. What were the main obstacles encountered and how were they overcome?
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At the time there was a need for these systems to provide better quality service to Syrian guests; the primary problems were the necessary resources and the IT infrastructure. The primary resource required was human resources. With new employment policies in the past two and a half years, our institution has overcome this deficiency. The other most important resource was monetary resources. When performing humanitarian and financial planning, AFAD developed its budget by taking Syrian guests into consideration, and it has also taken the necessary measures. In addition, contact was established with national and international organizations for some activities, new resources were discovered, and partnerships were established. Sponsorships, were received in accordance with needs. After the problem concerning resources was overcome, for the purpose of establishing the required IT infrastructure, such systems were established and implemented by AFAD personnel and through service procurement, when necessary.
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