CDM News - May 2008 - (Page 6) Photo by Jane Thomas For each facility, local stakeholders participate in a series of discussions about where the planned facilities will be built, what they will look like, and how construc tion will take place. “So far, we have identified 65 viable building sites; designed 35 facilities, some of which are under construction; and established systems and relationships that will see us through project completion,” noted Selim. To address the program’s extensive reach, an efficient field organization was developed. Projects have been grouped together so inspectors can get there as quickly as possible, using small-track vehicles and even motorcycles to visit remote sites. Two regional offices support the primary Islamabad location, but it can still take a day to reach distant sites. The program now boasts more than 100 full-time employees—mostly Pakistani, to help maximize local resources and support employment—and will double that number before completion in 2011. “It’s never easy to rebuild an area that has been devastated by natural disaster,” commented Mirabella, “but our team has persevered through hard work and a shared commitment that extends beyond local offices to specialists across CDM.” Meeting Ambitious Objectives beneficiaries—parents, medical personnel, and community members.” The committees participate during site assessment, design, and construction. Mirabella added, “We create partnerships to make sure communities know what to expect and understand their roles in maintaining the infrastructure.” CDM will develop maintenance budgets to help local authorities and communities mobilize resources to keep the buildings functioning for years to come. And because the program emphasizes involvement of local vendors and suppliers, communities benefit from the creation of jobs and businesses that contribute to economic viability and improved design and construction practices. A critical element of the program is “social mobilization.” To date, the team includes 15 “social mobilizers,” employees from the affected areas who maintain close relationships with local communities. Selim explained, “In every location, we form a management committee that includes representatives from the proposed facility and its Hands-On Community Outreach Although the challenges are many, the rewards are even greater. Turner observed, “The enthusiasm for this project is enormous. People openly express their gratitude for these important facilities.” Residents also appreciate that the new facilities are much stronger and safer than those lost in the disaster. The program has introduced new building standards for seismic protection, and local firms have begun addressing seismic concerns in their other projects. Selim concluded, “Schools and healthcare facilities are valuable assets in any community, but here, we’re improving the lives of people who have suffered greatly. The human aspect of this program is incredibly rewarding.” | Michelle S. Bernhart Enduring Rewards
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