Very nice that you're joining us. So we'll start in a few minutes. It's still not yet 11 o'clock, so we wait till more people are joining, and then we will start at 11. In the meantime, I can start sharing my screen. So can you see my screen? OK. Morning or afternoon. Very much welcome to this webinar. It's really a pleasure to have this webinar and to see you all attending. Just for your information, your force is deactivated, so you can't talk. But please, when you have any questions, do so in the chat. We will look at the chat, and we will try to provide the answer right away. And at the end, we will also show some email addresses of us. So if you still have some remaining questions, we will reach out to you and answer. So I've shared my screen. So you see here, welcome to today's webinar. And I'll present to you the contribution of IHG Delft to capacity development of the humanitarian war sector. My name is Tina Garimans. I'm a associate professor at IHG Delft. And you also see a lot of logos from humanitarian and other organizations who were working together with us in this capacity development initiative. So what the content of this webinar will be is the following. I will first explain to you the graduate professional diploma program on humanitarian watched and also introduce the key IHG staff involved.  And it's a bit like a teaser of what you can expect when you follow the educational program, general professional diploma program. And then we have a lot of time for questions and answers. So the total duration of this webinar. So first to give a bit of a background, we started a couple of years ago with UNICEF in a corporation framework. And as you might know, UNICEF is the lead of the Global Wars Cluster. And the Global Wars Cluster developed a roadmap for 2020-2025. And they expressed the need to strengthen the capacity of the humanitarian war sector. And the aim was to consolidate a predictable pool of competent and skilled wars professionals that can be mobilized to respond in emergencies. So that led to the development of the graduate professional diploma program. And from now onwards, I just call it GPDP in Humanitarian Wars. So the process of the development was as follows. We first did mapping of the offer, but also of the demand worldwide. And we identified the co-developers because we are from an academic organization. We have some experience working in the humanitarian sector as well, but we needed really people from the humanitarian sector to be involved and work together with us on the content and the curriculum. So we developed the courses, we reviewed the courses, and we launched an implementation, the first run in 2021. And we also did an evaluation to see in how far improvements were needed. So now what is this GPDP? It consists of four online courses. So we have the course on governance in humanitarian context, on public and environmental health in emergencies, on water and sanitation in urban humanitarian context, and on building resilient systems in fragile context. And what you also see here behind in brackets are the starting dates of these different courses. I also put here the link. Maybe you already found it. You can find there a lot of information on our website and also some testimonials of some students who took the first course and ended up in working in the humanitarian sector. Now, the targets, so for whom are those courses meant? So they are for wars and or humanitarian professionals in their early or mid-career who will take on a coordination or technical leadership role. So it's not a vocational training. It's a bit of a high level. So we're really aiming at people who take up leadership roles. So therefore, you have to realize that the academic admission is all open to applicants who have a bachelor degree. So they have to demonstrate to have a university bachelor degree. So the four online courses, when you complete them, you also get credits for them, for those courses that you can use maybe in other courses that or programs that you will follow. It's an added value, but maybe it's not necessary for you, but there are 20 ECTS totally and the courses comprise 560 study hours. So it's quite intense. And what to explain a little bit about the courses, but the course coordinators are also with us. So you can also ask them some questions afterwards. What we have done is to have one month between each of the module or course. So course and a module is two words for the same. So you need 20 months to complete the four courses because the idea is that the course, when you follow a course, it takes up about eight hours a week. So you can do it parallel to your work and to your regular activities. There is a lot of guidance between the topics and assignments. So it's not like a MOOC, it's really a facilitated course. We have live sessions and also detailed communication on deadlines and follow up on progress. So you can opt for the GPDP. So the four courses in which you do that sequentially, but you can also opt for one course as a standalone course if you're particularly interested in one topic only. So here you can see an overview of the courses, the coordinators and the humanitarian partners per course. So we have, for instance, the governance humanitarian context. We have Gabriella and you see here the humanitarian partners for environmental and public health. We have Claire for water and sanitation in urban humanitarian context. We have Shiris, and Shiris also will give a presentation later. And we have for the building resilience systems, Akosua, and you see also here for the other courses, the humanitarian partners. And beside those four courses, we also have like a course or a main page with cross-cutting issues. Those cross-cutting issues cover localization, inclusive response, accountability to affect the population, gender, and protection. And these are issues that are relevant to all areas of concern, meaning that these need to be kept at the forefront of how humanitarians think in the field. Now to put some faces with the people involved, so here you can see the pictures of the staff involved who are the online course coordinators. So here we have Gabriella for humanitarian context. We have Claire for public and environmental health. We have Shiris for water and sanitation in urban context. And we have Akosua in building resilience systems in fragile context. So the coordinators are also with us, except Gabriella, who unfortunately is working abroad now. But she will come back, but she's for a project abroad. We also have Karine Daniel, and we're very happy to have Karine also with us. She is an affiliate researcher of IHE, and she is the humanitarian watch specialist. And she was involved in the cross-cutting issues main page. We also have with us Tizia van der Gee, also very important because she's the fellowship and admission officer, and she can answer any questions with respect to admission, application, deadlines, finance, et cetera. And I'm the overall program coordinator of the GPDP. Now, just to give you an idea of how many students are present at the GPDP in the first run, it were 28 students. We had four women only of those students. And here you can see a bit of the division where they come from and also with respect to their work environment and also the origin. So as you can see, they come from different organizations, either humanitarian or university or private, and they also come from all over the world. Yeah, so I can imagine that after this presentation, you might have a lot of questions on registration and deadlines and content and costs. So we're here to answer all of these questions, but not before we have the keynote presentation by Cherish Singh. So I would stop here and stop sharing my screen and I will give the floor to Cherish. Thank you, Tineke. Let me just share my screen. I think I just need to change the display now. Where is it? Now we can see your screen and see the slide, the first slide. Okay, so you see the full PowerPoint, right? Yeah. Let me just change the pointer. Okay. So thank you everyone for attending this webinar and welcome. So as Tineke mentioned, I will be giving a brief keynote on safely managed sanitation in human brain context and I'll be referring to an example from Cox's Bazaar, Bangladesh. So my name is Cherish Singh and I'm a senior lecturer at IHE DELF. So what I wanted to do is to maybe start with trying to see what is your understanding on safely managed sanitation. And what we wanted to do is to do a poll, but because of the limitation of the license with Zoom, we could not start the poll. But what you see here is there are three options for the definition of what is safely managed sanitation. So what I would request is now, having read these three options, it would be great if you can just type in your answer in the chat. So if you think the safely managed sanitation is people using improved sanitation facilities that are not shared with other households, type in A in the chat. If you think safely managed sanitation is people using improved sanitation facilities that are not shared with other households and executor are disposed of in situ or inside, then type in option B or just B in the chat. And if you think safely managed sanitation is people using improved sanitation facilities that are not shared and executor are safely disposed of in situ or removed and treated site, please type C in the chat. And then we will see how many of you have the right answer. So let's give around 30 seconds and then we will see. Sherry and Maria, I can't see the chat. I can see it, I just need to click on the chat. Okay, thank you very much. And I'm getting a lot of responses on C, most of you, and that is the correct answer. So what is safely managed sanitation is people using improved sanitation facilities. Improved means that these are hygienically separate executor from the human contact that are not shared. It's a question mark. So if it is properly contained and there is no touching of human excreta, it can be safe. And where the excreta are safely disposed. So safely means there is no contact or feces with human, which can be in situ or removed and treated off site. So that is the definition of safely managed sanitation. And thank you, most of you have got the right answer. So let me move on. So before I move into the details of the safely managed sanitation in Cox's Bazaar, I just want to take you through this simple slide of the sanitation service chain or the value chain, which typically follows a straight line. You have a containment, which is emptied and transported and taken to a treatment plant where it's properly treated. And if there is a reuse product, it's reused and safely disposed. And when we talk about sanitation value chain or the service chain, we talk of two systems. The first is the off site systems, sewerage or wastewater. Whether you have a toilet, you flush your feces or excreta, which is conveyed to a treatment plant through a network of sewer pipes. And sometimes if the gravity is not enough, then you might have some pumping stations to pump the sewer. And then in the treatment plant, it is properly treated and it is either reused or disposed safely. The second is the onsite systems. Sometimes we also call it fecal starch management where you have a toilet that goes to a containment and in most cases is either a pit or a septic tank, which needs to be emptied at regular intervals. So the emptying can be done either by primary emptying and transferred, or you can also use vacuum trucks to empty the fecal starch. Ideally it goes to a treatment plant where it is properly treated and the reuse products is reused and safely disposed. And sometimes you can also have safe burial. That is for example, if you have a pit and you bury it safely and then you dig on a next pit and use the next pit for the toilets, it can also be considered as safely managed sanitation. And now what I also want to talk is to separate the period of MDG. That's the Million Development Goals and the SDG. That's the Sustainable Development Goals. And we all know that in the MDG period, a lot of focus was on access to sanitation. Whereas when we moved to the Sustainable Development Goals in 2015, we started talking about safely managed sanitation. And in order to know the situation of sanitation in a city or in a defined area, what we use is called a sit flow diagram. And what you see in the diagram is the sanitation situation in context of the containment, emptying, transport and treatment. And you will also see the different type sanitation facilities that are used in the city or the area. So here you see it's on-site and it's off-site. And the green arrows and the blocks shows you how much it is safely managed. And here what you see is the sit flow diagram from the development side for a Cox's Bazaar municipality. And what you see here in the municipality is most of the people are solved with on-site systems around 95. And 5% are solved with off-site systems as wastewater and sewer networks. And you see there is no open defecation. That's why you have a star here. But if you look at it, then you have almost 100% access to sanitation, out of which only a certain percentage is emptied and transported, and then further a certain percentage is treated. So if you look at it, only 20% of the ticker studies safely treated or safely managed. And if you look at that in more in details, it's only those which are contained and not emptied. So that means after some period of time, it might need emptying. But since there is no treatment planned in this municipality, it will end up in unsafely managed sanitation. So now let's take a look at an example from the humanitarian response. And this is from the Cox's Bazaar Hakimpara site, which is the camp 14 of Cox's Bazaar. And if you see here, here most of it again is served with on-site systems. And if you see here, about 65% of the sanitation is safely managed. It's because there is a emptying and transport services, as well as treatment planned in the Cox's Bazaar camp number 14. And now when you compare this with the development sector, it seems that we are doing good in the humanitarian side. And the primary reason for that is because you have a lot of resources, both financial and human in emergency response. And in contrast with what we saw in the development side is the municipality has limited resources to provide safely managed services. And this is just to give you an overview of the different components of the sanitation value chain in Cox's Bazaar. And as I said, we follow this chain of containment, emptying transport, treatment and reuse disposal. And if you look at the containment, these are the main three types of containment that are implemented in Cox's Bazaar. There's a single pit latrine, twin pit latrine and septic tank. And here you see some of the numbers is around 49,500 electrons in the camps. And it is serving around 21% per toilet. And as per the sphere standards, it's 20 slightly more than that, but it's great. But 99% are reporting using the toilets. And then it is serving, look at the population around 900,000 people. So it's like a small city in itself. And then when you see into the emptying and transport, here they have like three systems for discharging. The first one is discharging through pumps. Second is discharging through a vacuum tax and third is manual. I will go into a bit of details in the coming slides. And for the transportation, they have like four types of transportation. So for this FSTN, I will have another slide to explain a bit more on that. It's an innovative thing that has been done in Cox's Bazaar. There's a pit-to-pit transfer of vacuum trucks and sometimes it's also carried in drums and tricycles. So let's not go into the details of the numbers for the emptying and transport. And similarly for the treatment, there are many treatment plans that have been tested and used in Cox's Bazaar. And some of the technology that have been used are seen here. So they have some have anaerobic baffle reactors, some have d-words, lagoons, drying beds and so on. And when it comes to the reuse and disposal, these are the main products that can come out from the FICUSA treatment plan. For example, the treated liquid can be used in agriculture or disposal surface drains, can be infiltrated into the ground. If you have incineration, you can use the bi-products, can have deep module. And there's also one pilot omniprocessor installed in Cox's Bazaar. And now let me go into a bit of details from each of the component. So let me start with the containment. So as I described earlier, there are three main types of containment that has been promoted in Cox's Bazaar and that has been categorized as per the types. For example, for the type of the substructure, it has three single twin pit and septic tanks. And based on the latrine, it can have a superstructure with concrete post and wooden frames or steel frame. And based on the cubicles that are there in the toilet, it can be single double or four. And what we have seen is it is very well coordinated in the case of Cox's Bazaar and the local government in the form of office of the Refugee Relief and Repatriation Commissioner. They have come up with 16 standard designs for the latrines or toilets. So what usually happens is in the case of emergency, a lot of stakeholders just jump in to provide help and support to the community. And they will start promoting toilets as per their own standards, which may not be the standards required for that country. And the good thing about the Cox's Bazaar is now they have these standards and all the toilets that are being promoted are standard toilets. And here you see some of the figures of a single cubicle latrine here. Here you have like a four cubicle latrine. The concrete rings that are used for pit latrines. And there's a couple of things that you need to consider while you are promoting sanitation facilities is whether the toilets are properly used or not. So if somebody is throwing solid waste in that pit latrines, then it might create problems at the later stage of the sanitation value chain. We have to see whether it is properly maintained or not, especially if you are talking about the community or shared latrines. And if it's not well maintained, the people might not be willing to use the toilets and they might go back to open defecation, which you don't want. And also what we need to emphasize is if the contaminants are properly sealed or not. If not, it might be creating environmental pollution by leaking the contaminants into the groundwater. And let's move on to the emptying and transport. As I also described earlier, there are several emptying and transport systems tried out and used in Cox's Bazaar. The first one I say is a semi-mechanized one. So here what you see is a group of sanitation workers and they are emptying the pit or the tank with the help of a pump. And then these fecal sludge is then pumped into, for example, here you see plastic tanks, which is loaded into a pickup and then transported to a treatment plant. And what I also want to show here is in the top picture you see here, people are using some sort of safety equipment. We call it PPE, personal protective equipment. But here you see some of them are using helmets, but not proper use of personal protective equipment. So that means these workers are exposed to high occupational safety and health risk. And now if you move to the completely or fully mechanized systems, you have like vacuum trucks here that has a pump attached with the truck and that goes out and then empties the fecal sludge and transports to the treatment plant. And the other one, what is also seen in practice in Cox's Bazaar is a manual emptying and transport, although that is discouraged, but sometimes you cannot avoid that. So for example, here you see there are two people, they are handling or emptying the fecal sludge from a pit latrine with some buckets, which is transported or stored in this small plastic, blue plastic containers. And then either carried by the workers to the treatment plant or with the use of let's say a tricycle that can be transported to the treatment plant. And here what I wanted to show here is sometimes because of the gradient of the area. And since you see there are no roads available, maybe for some period of time, only manual emptying is possible. But whatever the situation is, it is recommended that people who are involved in sanitation systems, they use some sort of personal protective equipment as you see in the picture in this one. And this one is the intermediate fecal sludge transfer network, which is an innovative, let's say methodology that is used to transport fecal sludge.  So in the first picture you see is they are trying to empty this septic tank. So first they manually stir the septic tank contents because the fecal sludge is settled at the bottom and you have liquid at the top. So you completely mix the tank so that the pump can empty the entire tank in one go. Then through the pipes and pumps, it is either transferred to a pit or a box or it is directly transferred to a transfer station. Here you see a plastic tank. Then from this one, it is further pumped to the next transfer station and finally to the treatment plan. So this is the recommended, let's say transportation of fecal sludge in Cox's Bazaar. And some of the key things that we need to take into account or understand about the accessibility of the pits of tanks. So sometimes because of the narrow road width or the gradient, trucks may not be able to access the pits of the tanks. So in that case, either you have to go for semi-mechanized emptying or sometimes you also need to go for manual emptying. Another thing what you also need to take into account is the spillage. So what we have also seen in many emptying and transport is that there's a lot of spillage of fecal sludge while they are emptying it. And that means if there is a higher spillage, it is leading to environmental contamination as well as higher risk, occupational and safety health risk to the workers. And related with that is also the safety of workers as I also discussed earlier. It is recommended that the sanitation workers use personal protective equipment when they are handling fecal sludge. And the other point what I also want to emphasize is what happens with the collective fecal sludge. So in this case, for the IFSTN, it is more or less assured that all the fecal sludge that is emptied are transported or pumped to the treatment plan. But sometimes when you are using trucks or manual emptying, the guarantee, it should be guaranteed that the collective fecal sludge is transported to the treatment plan, otherwise the system will not work. And now what I wanted to show you is just to take you through the journey of sanitation in Cox's Bazaar and we'll try to highlight the need of different components of sanitation value chain that needs to be addressed with the passage of time. So what you see here in this graph or diagram is the sanitation situation in 2017, which is just the start of the response in Cox's Bazaar. And what you see is there are a lot of toilet constructions in the beginning. So around 10,000 toilets were constructed and only a small portion of the toilets were dishlatched or emptied. I will not discuss more about this decommissioning and operation maintenance, but I'll come back to it a bit later. So in the next year, still there is a lot of construction going on of the toilets because you have a lot of influx of refuges coming into the Cox's Bazaar. But at the same time, you see the latrines that are dishlatched, the numbers are getting higher. And if you further move to the next year, and you see the number of toilets that is constructed is very low. So that means you have almost reached the highest amount of toilets that needs to be constructed. But if you look at the dishlatching, it is getting higher and higher. So that means once you have provided sanitation facilities, you need to empty it regularly so that you can provide safely managed sanitation services. And then if you now look at the overall picture from 2017 until 2023, you see the number of latrines construction is very small compared with the emptying and transport. So what you need to understand is in the beginning of the phase, the main focus will be on the construction of toilets that is providing access to sanitation. But as the time passes, more focus will shift to the following components of the sanitation value chain. So now let me go to the treatment. Before I go into the treatment in Cox's Pajah, I just wanted you to expand a little bit about the theory of a fecal surge treatment and the different treatment stages that you can have in a fecal surge treatment plan. So once you have the raw fecal surge that is coming to your treatment plan, so you can have a sort of receiving chamber or receiving stations, then you might have a core screening. Sometimes we also call it preliminary treatment where you try to separate the coarse particles from the fecal surge. And depending on the quality of the fecal surge, you might also have further primary treatment, especially if you want to remove grits and fast oil and grease. Then you move to the next stage that's basically the solid-duty separation and you can have different treatment technologies for solid-duty separation. Here you can see two main processes. One is the sedimentation and then you can use either a gravity thickener or settling thickening tanks. You can also use mechanical press, for example, screw press or belt filter press to separate the solid and liquid. And once you have separate the solid and liquid, you treat them in separate streams. And that makes treatment much easier than treating the combined liquid and the solid fraction of fecal surge. In the liquid portion, you can use any wastewater treatment technologies that can be used for treating the fecal surge liquid portion. If you are going for anaerobic treatment systems, it can be anaerobic pons, baffle reactors or USP. And if you go for aerobic systems, it can be facultative pons, aerated pons, trickling filters and so on. For the solids, you try to first dewater the solids so you can handle the solids in a better or easier way. And then you can have unplanted drying beds or planted drying beds. And sometimes you can also have presses to dewater the solids. So these drying beds can serve two purposes. One is the solid liquid separation as well as solids dewatering. And after that dewatering, you can have further solids treatment in terms of drying and pattern reduction. And these are the some of the technologies that you can use. And then further you can use it as conditioner or fuel. And for the liquid part, once you have done the major treatment, you might need some further treatment, especially for pathogen removal. And you can use maturation pons or constructed wetlands. And then the treated liquid can be used for irrigation or can be discharged in the water course. And wetlands, as I said, can also be done in two stages, also for the main treatment, as well as for pathogen removal. And this diagram, what I'm showing is the number of fecal treatment plants that are constructed or used in Cox's Bazaar. So in total, there are more than 180 treatment plants. And if you see these dots squares in different colors, these are the location of different treatment plants in the Cox's Bazaar camps. And here you see the list of different treatment technologies that are used in Cox's Bazaar. For example, ABR is used in 45 treatment plants and let's say we're stabilizing pons in 13 treatment plants. And there are also two big mega FSTPs. And I will talk a bit more in details about this FSTP because I was also involved in the design of one of the mega FSTPs. So for the design of a mega FSTP in Cox's Bazaar, first thing what we did is to establish the design criteria. And one of the factors that is very crucial in the design of FSTP is the quantity and quality of fecal stars are in short Q and Q. So quantity is a bit easier to establish because you can do it by the tank volume, the number of tanks that are emptied and the so on. But when it comes to quality of fecal stars, it's very different. And I'm just showing an example what you see on the right is the variation of the carbon in fecal stars. And in carbon, I'm talking about the COD or the chemical oxygen demand. And if you see the variations in some fecal stars, the COD was as high as around 40,000 milligram per liter. And in some cases, it was as low as a few hundred milligrams per liter. So what shall we do and what shall the value that we take for the design? If you design with this low COD value, you are undersizing your treatment plan. And if you are using high COD value, you might be over designing your treatment plan. So what we did is we said, okay, let's take a 75 percentile value and design the treatment plan. So we took a value of around 14,500 milligram per liter for the COD values. And similarly, we did it for the other nitrogen and phosphorus. The other thing what we also took into consideration is the cost. So in emergency, what happens is like, you need quick treatment. So you opt for chemical treatment, for example, a lime treatment, but it is quite cost intensive. And in the long run, especially if you move from the acute response phase to the stabilization of the recovery phase, you try to find more economical options. And their biological treatment systems are much more economical than the chemical systems. So one of the criteria that we also took into account when we designing the mega FSTP, is it should be a biological process. And then depending on the technology that you choose, you require a certain area of land. So the mechanical treatment systems are land intensive. No, it requires less than, but natural treatment systems requires more land. But when it comes to economics or costs, conventional systems and aerated systems are more costly compared with aerobic and natural systems. And the other two criteria that also we took into account is the availability of the skill manpower to operate the systems and availability of the energy to run the systems. So based on these criteria, what we came up with the design is that I'm going to show in the next slide is this one. So what we have is the raw precursors coming in from the pumps. It can be from the IFSTN that we discussed earlier. That is first pumped through a core screen through the planted drying beds. There are five planted drying beds to be operated in rotation. Then the solids part will remain in the planted drying bed for three years and then it will be removed after stabilization. The liquid part or the particulate will first pass through this anaerobic filters which further goes into a vertical flow of constructed wetland followed by a horizontal flow of constructed wetland and finally to the maturation pond for a more pathogen removal. And now what I will do is I will show you some of the photos of these units. The first one is the planted drying beds where you see two different planted drying beds that were implemented. And what you see is these pipes, these are bringing in the fecal starch to the planted drying beds which will remain there for three or four years and the liquid would percolate through the layer of sand and further goes to the anaerobic filters. This is the diagram showing the anaerobic filter where you have a lot of chambers first going through in the anaerobic filters. What you try to do is you force the liquid to come into contact with the sludge. So that means bacteria. So you have a better removal than a septic tank. And at the last chamber, you have a filter media and what we use is coconut husk in the coxis bazaar that will further treat or remove the contaminants from the liquid portion of the fecal sludge. And this is how you see from the top. Then it goes into first, a vertical flow constructed wetland which you see in this picture. So you see a network of pipes that is feeding in the liquid and it percolates from the main filter media which is sand in case of vertical flow constructed wetland and the treated effluent is collected by a network of perforated pipes at the bottom. And then it further leads to a horizontal flow constructed wetland where the liquid passes from one end of the horizontal flow wetlands to the other end through a filter media of coarse gravel. And here you see the inlet of the horizontal flow wetland where the liquid passes from this and flow horizontally towards the right which it is collected by this outlet channel. And now what I wanted to show here is the status of fecal sludge treatment in Cox's Bazaar. And the good thing about the Cox's Bazaar is there is a lot of data and that has been, that is public and we can always see the quality of fecal sludge treated in Cox's Bazaar. So what you see here is the sampling parameters. For example, pH, BOD, COD and so on. And you also see the effluent standards that is required to be met by the treatment plants. For example, for COD, the effluent should be not more than 125 milligram per liter. And here you see the top row is the inlet values and the middle row is the outlet values. So if you see here, this inlet value of COD around 14,000 something which is more similar to what I also mentioned about the mega FSTP COD finding. And then if you look at this diagram, what it shows is only 10% of the samples were meeting the standards of 125 milligram per liter. And the rest, these are above the required standards. So what it means, like even if there are many treatment plants in Cox's Bazaar, in many cases it is not meeting the required effluent standards. And what could be the reasons for that is the quality of the treatment depending on the treatment technology that is selected for the treatment or it can also be with regards to the quantity and quality of the vehicle sludge. And secondly, the most important factor is the operation and maintenance of the vehicle's treatment plan. If it is properly operated and maintained, it should be able to achieve the required standards. And now after this, what I wanted to quickly go through is a bit of differences of working in the humane response in the urban settings compared with router or cam settings. And this is also one of the focus of our GPDP where we focus a lot on urban humane crisis. So for example, you can take about the crisis in Ukraine or in Palestine or Syria or the earthquake in Turkey. So when you are working in urban context, you basically encounter four specific complexities and challenges. The first is you are working with the complex and diverse communities. So it can be in terms of ethnicity, religion, nationality, if there's a disaster happening in one country and there's an influx of the people to other country. For example, in the case of Rohingya camps in Cox's Bazaar. And in urban context, you have two different strata of people living in the urban context, one with high income people and the other with low income people. And there can be a tussle of power relationship and also access to services. So if you see in the urban context, people living in high income areas will have a better access to services compared with the people living in low income area or slump and squatter settlements. And what we also see in the urban context is there's a high mobility of migration. For example, people coming into urban centers in search of jobs or people going out of the town to look for jobs elsewhere. And also what we have seen is in many cases, people are living in rented places. So that means they are not the owners of the house and they might be reluctant to provide or invest in providing sanitation services. The second complexity what you can also encounter in urban context is the infrastructure systems. Generally they are fragmented. And as I mentioned earlier, they have varying level of services depending on the area and also in the income of the people. And what we have also seen is there are several actors taking a role in different components of the sanitation service chain. For example, in case of emptying and transport you might have private entrepreneurs or informal workers providing the services. Whereas it when it comes to the treatment maybe it can be a public sector. And as I also mentioned earlier, urban poor they have very poor access to water and sanitation services. And I'm checking about the specific example of this internally displaced peoples or people coming from a foreign country. That creates an increased demand of the services in a particular town or a city. And that might be outside the scope and capacity of the local authorities. So that is a challenge that the local service providers or the municipality face when there is a disaster. And what we also see is sometimes water and sanitation services is linked with other services, for example, electricity. So if you have a system that has pumps you can operate the pump without electricity. So that means there's a clear linkages with the electricity in that particular town or city. And similarly with the transport, for example if you have roads that are damaged you might not be able to transport the vehicles such with trucks. Moving on, the third complexity that you can face in urban context is markets. In urban context everything is commercialized. And you will find a lot of actors involved in the sanitation service provision for in the case of public and private sectors. And all of them have their own vested interest in providing the services.  Especially because when it comes to the emergency phase of the humanitarian response most of the goods and services are provided free of charge. And that means those who are making a living from that service is denied of their livelihood. And that will destroy the urban based markets and can also threaten the livelihoods of the people those who are involved in the service provision. And finally on the local governance and the structures what I wanted to mention here is there is limited or lack of capacity of local government especially in the low and middle income countries and they might not have the capacity in terms of human and financial resources to respond to the crisis. And as I said it adds value it adds more pressure on the local government because most of the documents can be damaged. And without that it's not possible to plan a good humanitarian response which adds burden on the local authorities to provide the information for proper planning. And with that I think I will stop here. No, let me just summarize the key takeaways from what I have just explained is that the first thing is you need to intervene in the all components of the San Jose value chain. So as I said, so in the beginning it might be that your focus is more on the access to sanitation or the containment then slowly you should move towards the emptying and transport and treatment to provide safely managed sanitation services otherwise it will not be possible. The second point the key takeaway is the proper operational maintenance. Without that the services that you are going to provide will not be or may not be sustainable. And when we talk about sustainable in the wash sector and especially in Netherlands we take into account these five different aspects that are the financial, institutional, environmental and social aspects. So you need to consider all these aspects in order to provide sustainable sanitation solutions. And firstly the key takeaway is on the safety. So you need to provide importance especially to sanitation workers that they minimize the occupational safety and health risk when they are handling a fecal surge or excreta. The fifth one is now you need to think of a long-term plan whenever you start providing humanitarian response because without that what happens is like the intervention that you have provided in the beginning may not be sustainable in the long run. And that will also help you to find proper solutions from the very beginning if you have a clear vision of how you want to do it in the long-term response. And finally coordination and collaboration is very important without that you will not be able to provide sustainable sanitation services provision. And here what you see the two pictures here in contrast the first one is the first just the establishment of the fecal surge treatment plan and after some time it is not working properly maybe because of several reasons and that's what we don't want in the in the sentence in the sustainable service provision. With that I think I will stop here and then I think we are open to answer any questions you have. Thank you. Over to you, Tenege. Okay, Sirius. Thank you very much for sharing your experiences in Cox-Lazar and the different sanitation systems from containment to treatment in the end. So I think that was very insightful and we have some questions also content on the content that you presented so maybe you can have a look now at the chat. So some people are asking in how far this is representative for other humanitarian systems. So for instance in Africa what you explained about the emptying and transport maybe you can quickly comment on that. I'm just trying to find the chat. Okay, yeah. Okay, maybe you can do it in the chat indeed. So just have a look. What we also can do is to let you know that we will share the recordings, we will share the PowerPoint presentations for all people who are with us now and registered and we also will look at the questions in the chat and we will type like a summary related to the questions that you have. What we can maybe do now is focus on some questions that you might have in relation to the GPDP because I also saw a lot of questions coming by there. We have also with us some of the module coordinators maybe they can share their camera that we can see them. And we also have Titia with us who knows all about the application process. So, Maria, I don't know if people can now unmute themselves, ask a question. No, I mean, we can... Yeah, please, chat chat. Chat chat does not know that. Okay, so we have to look at the chat box for questions like that. Titia, maybe you have seen some of the questions passing by on registration. Maybe you can summarize a bit of those questions. Yes, most questions were about how to apply. Maybe it's good to know there are two websites. There's the website, the Common Web website of IHE Delft where you can find the program. I will type the link in the chat. Here you can find general information about the program. You can also link to the apply website, but we have an apply website where you can apply directly. So then you can choose which program you want to apply for and that's more direct. But if you want some background information, you should go to the IHE website. Yeah. And there are some questions on costs. Yes, the costs. Well, it consists of four courses. Each course is 1,065 euros. If you choose to participate in a whole program, you'll have to pay this tuition fee four times, but if you can afford to pay for the whole program up front, you will receive a discount of 10%. So for four courses, if you pay the full prices of the courses, it will be 4,260 euro. And if you pay up front for the whole program, it will be 3,260 euro. It will be 3,834 euros. I think Tineke also sent this information in the chat. But if you have any questions about this, you can always write an email to me and I will respond. So maybe some things are not clear now, but we can discuss this later. No problem. Yeah, exactly. I know the email is online course registration, I think. You know the person behind this email address, so she can help you with any questions that you have. There are also questions on fellowships. We don't have fellowships for the online courses and online education, but what happened previously was also that humanitarian organizations have or might have for their staff, for their own staff, fellowships for training. So several students that participated before received a fellowship or like a contribution from their organization to participate in these kind of courses. But really realize when you don't have that, it's very expensive still. It is not more expensive than when you look at other organizations or university, but still it's a lot of money. But you could also obstinance of doing one course and then see if you would like to continue later on. Let me see. Tineke, shall I take some questions? Yes, sure. Yes, I'm following the chat and now one interesting question that we have from is Anthony. He talks about this online pit latrines in Uganda and solid waste is a challenge there, right? I mean, as I said, and it's also not safely contained. And the question is, what is the best way to manage the solid waste in the FICUS Church? And I think one of the best way to manage this is to aware the people about the challenges that can pose for the sanitation, which I think is the awareness, raising and behavioral change and to educate the people. So let me go to the other one. What I see here is on drying beds, this question is whether it's roofed or not. So in case of Cox's Bazaar, there are some drying beds which are roofed and some which are not roofed. So it really depends on the, let's say rainfall pattern in that particular area. So if you are expecting quite a huge rainfall, it is recommended to provide a roof. Otherwise, it may not be that necessary. And also there's a question about the FSTPs and to design hazards like flooding events. Yes, in most cases, they are built above the high flood water levels. And this is also one of the criteria what you need to take into account when you are selecting the site for the FICUS Church treatment plant. Okay, and I think this is more about the GPDP. I think that's all I can deal at this moment. Over to you, Tanika. Okay, thank you very much, Sherrys. We are running a bit to the end of this webinar. So I would also like to give the floor to Maria. There is a hand raised now that this, okay, maybe you... There's a hand up. Yeah, people are asked to type in the chat. Okay. Yeah, and so everybody is muted. So that's the organizer. Maybe, yeah, she decided to so. Maria. If there is a question that was not answered so far, please write it again so that we can still have time to get back to you. In the meantime, we will follow to all of you with these presentations and also with a video of this webinar. And yeah, hopefully you'll get in touch to us about this. Yeah, thank you so much for all for coming. I don't think we have any other questions. Yes. Yes. Oh, discount and scholarships. Yeah. Tanika, I think you... Where do you answer that? Yeah, we mentioned on the scholarships, there are no scholarships and there is no discount. Only I think if you have done already something at IHC, like a master program, you can get a discount. Yeah, but not when you're new to IHC. And there's a question on the medium of English proficiency. It's an English language. It's supposed to be applied with medium of instruction as an English language proficiency. I don't exactly understand what it meant. It might be in which kind of English proficiency do they need to have to join our course? Okay, Titsia. We don't require an English test for this program. So we only ask that you state that your level of English is sufficient, but there are no tests required. So the university statement is sufficient. Yeah. And this question keeps coming up. I think the number of students enrolled, do we have a limit for the students that can be enrolled? No. In the course, you mean? Yeah, in the course. Yeah, so far I think there is like a limit maybe of like 30, 40 people, but we never reached that number. So I don't think people have to be scared about that. Let's see. And if that's the case, then indeed people would have to wait one year because we are running the GPDP each and every year we start again, provided that we have sufficient people applied and paying for the courses. Okay, we are almost one minute. So we have here also Sina Kosova as one of the course leaders. I think we also have with us Karin, Karin and Claire, maybe you can also show your video. We can see you. Yeah, Karin is here. Oh yeah, Karin, hi. It's difficult to see. Hi. So there's Karin, our affiliate staff member to IHEDelves who helped us also with developing of the program and gave a lot of presentations. And do we also have Claire? Claire is not here. Claire is not here. Yeah. Okay, so that was all. I hope you enjoyed it and got some idea. And well, for more questions you can always reach out to us. Yeah, and it was great to see this large number of attendances. So have a nice day and see you hopefully at some time. Bye-bye. Thank you. Bye, thank you.


The global healthcare system faces many challenges, including the lack of trained health professionals in some countries and the migration of skilled healthcare workers to other countries. This can lead to unequal access to healthcare services and poor working conditions for those who remain. To address these issues, it is important to understand the motivations behind healthcare worker migration and to ensure that they have safe and supportive working environments. This article was authored by Okanot and Syankum Tanquanchi, Amy Higopian, and Sten H. Vermund.


Hi everybody, Joe for Jaspy's casebreaks.com here coming at you with our final box. Sad times of 2022, Panini National Treasures. FIFA Road to World Cup Soccer, pick your team number five, zero, number 50. Obviously we'll be on the lookout for some more. If we find some more, we'll post some more. So thanks everybody for getting in on this. Big, well thanks specifically to these people for getting on this, appreciate it. You're on Monday the sixth, thanks for spending a bit of your Monday night with us. Pick your team 50. Alex with that double last pod mojo, Italy, and the Netherlands, thanks to him for getting in on it. Appreciate everybody. There it is, pick your team five, zero. We mark that on the final box. I'm gonna dig up some more soccer. Sticker right there, it's catching on the sleeve. Now it's worth investing in this stuff for this World Cup Cycle because you'll see a lot of rookie card badges on here. And by the time the World Cup ends up here in the United States, Canada, Mexico, North America, right? These rookies might be stars by then, you'll be glad that you'll have, glad you have Jesper Lindstrom's rookie card. 18 out of 25, that is for Denmark. So Brian, when you get this card, toss it in a shoebox, mark it, do not open until 20, 27. That's the next World Cup, right? Or did I just, no, that was last year, 2022, 2026. Proper summer World Cup. There's Farin Torres, 74 out of 99 for Spain. That's also for Brian Kay. And we got a two out of five, Paco Alcacer for Spain. That's for Brian, Brian, out of fives and under, get the world famous train whistle. Nice timeline materials. All aboard the Big Hit Express, whoo-hoo. Then we've got Luke Shaw, five out of 25, triple relic for the triple lions. That's Aaron with the three lions. And we've got Robin Gosens, 12 out of 99 for Germany. That's gonna go to Brian Kay as well. Brian's got a lot of teams here. Thanks, Brian. We got Michael Oyersavall. 60, that is, out of 99 for Spain. Brian Kay. We got 32 out of 99, Leander Dendonker for Belgium. That's gonna be for Canard in Belgium. Few more to go. Jersey and Autograph for Belgium. That's Christian Benteke, one out of 99. Nice one. Couple more to go. We've got 10 out of 49, Georginho. Legendary signatures, Forza Zudi, that's four. Alex, one of his last spot mojo teams. 70% of the time, last spot mojo hits 100% of the time. And the last one, I think is a nice one. It is 18 out of 25, Jersey and Autonamar. That's the way to finish the last box of this case. You got a number 10 inscription there as well. 18 out of 25, eight off the Jersey number. For Brazil, very nice. That's for Darren. Congrats, Darren. And thank you, everybody. 51 box breaks of NT soccer in the books. Break 50 in the books. Great finish with the Neymar. I'm Joe for jaspyscasebreaks.com. I'll see you next time for the next footy break. Bye-bye.


Galatians 4 is indeed dense and initially unclear, but that doesn't mask the fact that Paul is making sharp contrasts, those between two women, two covenants, and two mountains. Of course, the passage 421-51 is a tour de force. Paul frames it with Genesis 16-21 in mind. He starts in verse 22 with a simple summary, and he ends in verse 31 with a simple conclusion. At that point, it looks easy. The opening summary is, Abraham had two sons from two women. The closing summary is, we are the children of the free woman, not of the slave. Well, OK, how do you get from there to there? Well, how a conjurer does something simple, the flick of a wrist, to achieve something complex, a flock of doves, or a pink rabbit coming out of a hat? Well, Paul here does the opposite. He achieves something very simple. All he does is to add the word we to the opening statement. We are the children of the free woman, by doing something almost unbelievably complex, namely the argument of verses 23-30. But out of that complexity, the letter's real thrust emerges. Not just the warning against going back to slavery, chapter 5 verse 1, echoing 4-8-11, the don't go back to Egypt passage, but also the denunciation of those who are presently appealing to Jerusalem and reinforcing that appeal with violence. Paul accused his rivals in 4-17 of wanting to shut out the Galatian Gentiles, and here in verse 30 he says that's what the Galatians should do to them. Some disagree. Some think he's simply stressing that we are the free people, and let's leave it at that. Others resist making verse 30 the real emphasis because the other commands there are positive. Verse 27, celebrate and shout, and their plurals stand firm, 5-1, whereas this one is negative and singular. Cast them out in the singular. But I think the emphasis is clear. Paul's quote of Genesis 21-10 in verse 30, cast out the slave woman and her son. I think that's what he wants to say, and he lets Torah say it.


I spend far more time sat where you are than I do sat where I am because when I think about saying something in my study, I swap chairs in my head and I say to myself, how does that sound to a single parent, someone battling cancer, someone going through a divorce, someone that's going through a bankruptcy, someone successful, an older person, how does what I just said sound? And if it sounds simplistic, narrow, judgmental, naive, out of touch, I don't say it. And I go back until I've found a way to say it that makes it balanced and makes it human and makes it empathetic.


Live from San Francisco, California, it's theCUBE. Covering the IBM Chief Data Officer Summit. Brought to you by IBM. We're back, you're watching theCUBE, the leader in live tech coverage. My name is Dave Vellante, and we're covering the IBM Chief Data Officer event, hashtag IBM CDO. This is the 10th year that IBM's been running this event, and theCUBE has been covering this for the last, I'd say four or five years. Beth Rudin is here, she's a distinguished engineer principle data scientist, cognitive within GTS, the large services organization within IBM. Beth, thanks so much for coming to theCUBE. Absolutely, thank you for having me. So you're very welcome. So really interesting sort of title, I'm inferring a lot, and you're essentially transforming lives through data and analytics. Talk about your role a little bit. So my role is to infuse workforce transformation with cognitive AI. Typically we go from, I think you've heard the latter to AI, but as we move up that ladder, and we can actually apply artificial intelligence and NLP, which is a lot of what I'm doing, it's instrumental in being able to see human beings in a lot more dimensions. So when we classify humans by a particular job role skill set, we often don't know that they have a passion for things like coding or anything else. And so we're really doing a lot more where we're getting deeper and being able to match our supply and demand in-house, as well as know when we have a demand for someone and this person almost meets that demand based on all the different dementinality that we can do, we can put them into this specific training class and then allow them to go through that training class so that we can upgrade the entire up skill and re-skill the entire workforce. So one of the challenges you're working on is trying to operationalize machine intelligence. And obviously starts with that training and skill level. So it's not easy for a company the size of IBM. I mean, you're starting in the GTS group, which probably has an affinity, at least conceptually for transformation. That's what you guys do for your clients. So how's that going? Where are you in that journey? I think that we're in the journey and we're doing really well. I think that a lot of our IT people and the people who are actually working on the ground, we are talking to our clients every single day. So people on the help desk, they're talking to clients and customers. They understand what that client is doing. They understand the memes, the tropes, the mores, the language of the customer, the organization of the customer and the client. Giving those people skills to understand what they can do better to help solve our clients' problems is really what it's all about. So understanding how we can take all of the unstructured data, all of the opportunity for understanding what skills those people have on the ground and then being able to match that to the problems that our clients and customers are having. So it's a great opportunity. I think that I've been in GTS my entire career and being an IT, I think that you understand this is where you store or create or manage all of the data in an entire enterprise organization. Being able to enable and empower the people to be able to up-skill and reskill themselves so that they can get access to that so that we can do better for our clients and customers. So when you think about operations, folks, you got decades of skills that have been built up.  People don't want to invest as much in heavy lifting and infrastructure deployment, right? They want to go up the stack, if you will. So my question is, as you identify opportunities for transformation, I presume it's a lot of the existing workforce that you're transforming. You're not like saying, okay, guys, you're out. We're just going to go retrain or bring in new people. They're going to retrain existing folks. How's that going? What's their appetite for that? Are they eagerly lining up for this? Can you describe that dynamic? I think the bits on the ground, they're very hungry. Everyone is so, so, so hungry because they understand what's coming on. They've listened to the messages, they're ready. We're also inflexing, I'm sure you've heard of the new collar program. We're inflexing a lot of youth as early professional hires. I have two 16-year-olds and a 17-year-old on my team as interns from a PTEC program in Boulder. And getting that mix and that diversity is really all what it's about. We need that diversity of thought. We need that understanding of how we can start to do these things and how people can start to reach for new ways to work. All right, so I love this topic, the queue. We've covered diversity, women in tech, but so let's talk about that a little bit. You just made a statement that you need that diversity. Why is it so important? Other than it's the right thing to do. What's the business effect of bringing diversity to the table? I think that when we're searching for information, truth, if you want to go there, you need a wide variance of thought. The wider your variance, the more standard you're meeting. It's actually a mathematical theorem. So this is something that is part of our truth. We know that diversity of thought. We've been working, I run and sponsor the LGBTQ-plus group. I do women's groups in the BRGs and then we also are looking at neurodiversity and really understanding what we can bring in as far as a highly diverse workforce. Put them all together, give them the skills to succeed, make sure that they understand that the client is absolutely the first person that they're looking at and the first person that they're using those skills on, enable them to automate, enable them to stop doing those repeatable tasks. And there's so much application of AI that we can now make accessible so that people understand how to do this at every single level. So it's a much wider scope of an observation space. Yes. You're sort of purposefully organizing so you eliminate some of that sampling bias and then getting to the truth, as you say. I think that in order to come up with ethical and explainable AI, there's definitely a way to do this. We know how to do it. It's just hard. I think that a lot of people want to reach for machine learning or neural nets that spit out the feature without really understanding the context of the data. But a piece of data is an artifact of a human behavior. So you have to trace it all the way back. What process? What person? Who put it there? Why did they put it there? What was the, when we look at really simple things and say why are all these tickets classified in this one way? It's because when you observe the human operator, they're choosing the very first thing. Human behaviors put data in places or human behaviors create machines to put data in places. All of this can be understood if we look at it in a little bit of a different way. So I thought I had with, so IBM's business is not about selling ads. So there's no incentive for you to appropriate our data to sell advertising. However, if we think about IBM as an internal organism, there's certain incentive structures. There's budgets, there's resources, and so there's always incentives to game the system. And so it sounds like you're trying to identify ways in which you can do the right thing, right thing for the business, right thing for people, and try to take some of those nuances out of the equation. Is that? So from an automation perspective, we build digital management systems. So all the executives can go in a room and not argue about whose numbers are correct and they can actually get down to the business of doing business. From the bottoms up perspective, we're enabling the workforce to understand how to do that automation and how to have not only the basic tenets of data management, but incorporate that into a digital management system with tertiary and secondary and triangulation and correlation so that we have the evidence and we can show data provenance for everything that we're doing. And we have this capability today. We're enabling it and operationalizing it really involves a cultural transformation, which is where people like me come in. So in terms of culture, so incentives drive behavior. 100%. So how have you thought through and what are you doing in terms of applying new types of incentives and how's that working? So when we start to measure skills, we're not just looking at hard skills, we're looking at soft skills. People who are good collaborators, people who have grit, people who are good leaders, people who understand how to do things over and over and over again in a successful manner. So when you start measuring your successful people, you start incentivizing the behaviors that you want to see. And when you start measuring people who can collaborate globally in global economies, that is our business as IBM. That is who we want to see and that's how we're incentivizing the behaviors that we want to do.   I always say I'm a squishy human data scientist, but I got to work with a huge group of people to create the data science profession with an IBM and get that accredited through open group. And that's something we're very passionate about is to give people a career path so that they know where their next step is. And it's all about moving to growth and sustainable growth by making sure that the workforce knows how valued they are by IBM and how valued they are by our clients. What does success look like to you? I think success is closer than we think. I think that success is when we have everybody understanding what it's like to pick up the phone and answer a customer service call from our client and customer and be able to empathize and sympathize and fix the problem. We have 350,000 human beings. We know somebody in some circle that can help fix a client's problem. I think success looks like being able to get that information to the right people at the right time and give people a path so that they know that they're all in the boat together, all rowing together in order to make our clients successful. That's great. Beth, love the story. Thanks so much for coming on theCUBE and sharing it. You're very welcome. All right, keep it right there, everybody. We'll be back with our next guest. This is Dave Vellante. We're live from Fisherman's Wharf at the IBM CDO, Chief Data Officer Event. We're right back.