Le GDLN est un partenariat mondial entre les centres de formation qui utilisent des technologies de l’information et de la communication de pointe pour connecter entre eux les acteurs du développement à travers le monde.
Suite
|
|
|
|
|
The GDLN Newsletter, Diagnosis: Good Health
|
|
|
|
|
| In This Issue: The Doctor is In: GDLN Affiliates and Partners Push Telehealth to the Limits. GDLN Affiliates, partners, and clients collaborate to bring medical knowledge across borders. Expanding the Operation Room. The e-Health Care Task Force works to make medical treatment more accessible to regions around the world. GDLN Tools and Technology Corner. Open Space: A New Way to Meet. News from the GDLN Family. From a special feature article from GDLN's Monika Weber-Fahr on the future of GDLN, to the latest GDLN Affiliate and Client survey results. What’s on in Your Regions. Learn about what happened during GDLN's regional meetings. Note from the Editor. When Nicaragua’s Minister of Health called for an urgent meeting to decide how Central America could prepare for the threat of the avian flu, she turned to the GDLN Center in Managua for help. Within one day, GDLN Affiliates in the region had convened senior health officials in their countries for a videoconference-based discussion on a regional preparedness plan. This is just one example of how GDLN Affiliates and their partners are using technology and distance learning techniques to bring medical knowledge across borders and equip health professionals to better serve their communities. Telehealth, the delivery of health-related information and services via telecommunication technologies, is a highly effective – and sometimes the only - way to provide medical care to the most vulnerable and geographically remote populations. This issue of the GDLN newsletter focuses on how GDLN Affiliates are becoming part of the global telehealth picture. They team up with their partners on innovative initiatives that bring together health practitioners to strengthen their skills. One such partner is the e-Healthcare Task Force, which we profile here. Other topics in this issue relate to the future of GDLN and to its day-to-day activities. Is the GDLN partnership currently organized to efficiently handle the growth and evolving diversity across the Network? Regional GDLN Associations are emerging, mainly to intensify cross-country collaboration. Will a similar structure also be needed on the global level? We invite your thoughts on an article contributed by the GDLN Secretariat’s Monika Weber-Fahr. Curious about what GDLN Affiliates are doing around the world? Look to “What’s Happening in Your Region” to find out what your colleagues are up to. Learn how the GDLN Affiliate in New Delhi, the Energy and Resources Institute (TERI) received a coveted ISO 9001:2000 certification. We also feature a new way to meet in the “Tools and Technology” section. And don’t forget to check out a brief summary of the latest GDLN Client and Affiliate surveys, telling us what out clients think and how we see our own performance. | |
|
| 
The Doctor is In: GDLN Affiliates And Partners Push Telehealth to the Limits A patient in Ethiopia is diagnosed with HIV. Her doctor explains how serious her condition is and immediately refers her to a specialist in the United States for an appointment that very day. Impossible? Thanks to a quick call to the local GDLN Center and a few hours to set up a videoconference, the patient and her doctor in Addis Abbaba are able to "see" the doctor in the United States for an examination. Through telehealth people in remote areas are able to access specialty care, and medical staff and students can learn from their peers how to diagnose conditions, treat patients, and even perform complex surgeries. Telehealth dates as far back as the early 1900s when people living in remote areas in Australia used two-way radios to communicate with the Royal Flying Doctor Service of Australia. Today, GDLN Affiliates are able to contribute to this growing community, offering a wide range of technologies and techniques. They arrange, on behalf of their clients, telemedicine events that range from joint examinations of patients by doctors in Africa and the United States, to simultaneously teaching doctors and medical students in Latin America, the Caribbean, and South Asia how to perform complicated orthopedic surgeries. And this is only the beginning: GDLN Affiliates, partners, and clients are actively collaborating to expand these types of initiatives to all parts of the world. Intercontinental Heart Treatment. In Ghana, a patient with a heart condition is less likely to find out about the most recent treatment options since her doctor typically would not have access to the most updated medical techniques and technology. Through the African Heart Seminar, cardiologists in Germany, Ghana, South Africa, and Spain are joining forces to remedy the challenges facing heart specialists in Africa, and they have enlisted GDLN Centers for a series of events to support their efforts. On April 2, 2007 the GDLN Center in Accra, Ghana was transformed into a medical theatre where a patient was examined in-person by a South African doctor using ultra-sound diagnostic equipment, while Spanish and German colleagues in Berlin interpreted the results of the scan right away. Two back-to-back heart surgeries followed the diagnosis: medical doctors in Berlin performed the operations and Ghanaian, South African and Spanish doctors participated live from the GDLN Center. Staff and officials from local medical institutions, the media and civil society also attended as observers in Ghana. Based on its location, technological facilities, and skilled staff, the GDLN Center in Ghana was selected by a cardiologist from the German Heart Institute to work with the host medical practitioners in facilitating and coordinating the live examination and surgeries. Hosted by the African Cultural Institute, a German non-governmental organization, the German Heart Centre in Berlin and the Christian Barnard Memorial Hospital in Cape Town, the series has two main objectives: to fuel a dialogue on the benefits and impacts of telemedicine on healthcare, education and health delivery in Africa; and to promote cardiovascular healthcare and transfer of knowledge in the African Region within the framework of the New Partnership for Africa’s Development (NEPAD) health education program. For more information, please contact Ms. Vivian Attah, director of the GDLN Center in Accra, at vhmattah@yahoo.com. Treating Isolation. What does it take to improve the health standards of poor communities? For GDLN Affiliates in Latin America, it’s about overcoming barriers to quality health care. The first step in this direction is to improve the skills of local health care professionals through training programs, instructive material, and the ability to connect and share knowledge on a regular basis. So when Panama’s Ministry of Health turned to the World Bank to ask for guidance on launching a Regional Health Care Training Center, GDLN Affiliates in Panama and Ecuador joined for a “virtual” brainstorming on how their services and expertise in this area could be of service. The meeting took the form of a videoconference on June 27, 2007, connecting participants in Quito, Panama and Washington. Training health care workers in underserved rural and poor urban communities is the main focus of the Regional Health Training Center. Beyond pulling together local and regional health expertise, the GDLN Affiliates shared their experience and ability in training professionals through different interactive technologies and techniques. The GDLN Center in Quito in particular showcased how its partnership with in-country networks adds multiple connectivity points for reaching health care workers throughout the country. Participants agreed that continued support and learning opportunities are key to keeping well-trained health professionals in remote areas. By combining the ability of GDLN Affiliates to reach into rural areas of their countries with the expertise of the Regional Health Training Center and partners like the World Bank, participants hope that health care professionals in poor communities no longer feel isolated and are more confident and better equipped to respond to the medical needs of their communities. “Developing capable, motivated and supportive health workers is essential for overcoming bottlenecks to achieve national and global health goals,” said one participant. For more information please contact Carmen Carpio (ccarpio@worldbank.org).  A healthy partnership. Medical Missions for Children (MMC), a U.S. based NGO, connects pediatricians and their patients in 36 countries using the Global Telemedicine & Teaching Network, a satellite and Internet-based communications platform. Given MMC’s focus on Latin America and the Caribbean, collaboration with GDLN Affiliates in the region was a logical next step. The partnership became official with the signing of a partnership agreement in March 2006. Since then MMC and GDLN Affiliates have teamed up on a number of initiatives to provide access and treatment options to a greater number of chronically-ill children dispersed across the region. For more information contact Carmen Carpio (ccarpio@worldbank.org). |
| |
|
| Expanding the Operation Room Going to the library or to the lab to do medical research? Think again: from joint research to digital medical libraries, three-dimensional simulation and live transmissions of surgeries, medicine has gone digital. But making resources accessible and bringing together health experts around the world requires coordination, collaboration and applying the most suited tools and technologies at the right time. This know-how underpins the e-Health Task Force, a partnership between Internet2 (Broadband Network in the United States), RedCLARA (Internet2 of Latin America), SICOT (the International Society of Orthopedic Surgery and Traumatology) and GDLN Affiliates. The task force focuses on mobilizing educational and medical centers in the United States and in Latin America and the Caribbean, using the connectivity of Internet2 and RedCLARA to connect people at high speed and low cost. Here we talk with the Coordinator of the e-Healthcare Task Force, Ed Johansen to learn more about this innovative initiative and its impact on health care. Has telehealth revolutionized medicine? The term “telehealth” means something to just about anyone who tries to define it. For the e-Health Task Force this means focusing on providing educational programs in healthcare to medical professionals in Africa, Asia, Australia and Latin America who may not have ready access to the latest research and knowledge. And this is definitely one way in which telehealth has revolutionized medicine: it makes boundaries a thing of the past. Of course it does not replace a one-on-one method of instruction, but when there are resource or time constraints it is a great alternative. And it can help us bring together a much larger number of people who need knowledge with the exact expert who holds it, no matter where they are. Can you give us an example of the Taskforce in action? In December 2006, a doctor in New York moderated a live telecast of two arthroscopic shoulder surgeries from an operating room in Columbia University, in New York, to 16 cities in four continents. Participants were asking questions as the doctor performed the surgery, and the images were so clear that no operative detail was missed. This event was possible because we have joined forces with GDLN Affiliates in Latin America and the Caribbean (along with Internet2, RedCLARA, and the International Society of Orthopedic Surgery and Traumatology), to create the Orthopedic Research and Education Network of the Americas (ORENA). Through this network orthopedic surgeons in the United States and Canada participate in orthopedic programs that are televised or broadcast through videoconferences and the internet. And we go far beyond just bringing in doctors and students to the “virtual” operating room. To make sure that the learning continues, the doctor who performed the surgery will travel to actually meet the doctors who participated in the event to provide face-to-face instruction and reinforce what the audiences learned during the videoconference sessions. What is one of the greatest obstacles to telemedicine? Finding venues outside major cities that can connect to these events at a high enough bandwidth to make these programs worthwhile is a tremendous problem. Working with GDLN Affiliates, we have been able to connect a number of venues via satellite, and we have been able to identify specialists through the network of GDLN Centers in the region. What this means is that we are able to deliver medical assistance to a specific person in a remote location on a moment’s notice. Along with SICOT (International Society of Orthopedic Surgery and Traumatology), we are currently working on providing both education and clinical care in orthopedic surgery, traumatology, radiology, infectious diseases and cardiology using the technologies and techniques for interaction “at a distance” that the GDLN Centers offer. Thanks to this partnership it is possible to deliver “on time” expertise support. How do GDLN Affiliates in Latin America and the Caribbean facilitate the work of the Taskforce? GDLN Affiliates in fact initiated the first of a series of ten programs on delivering healthcare expertise to Latin America from expert medical programs in the United States. This was a series of videoconferences convened, organized and hosted by GDLN Affiliates, who invited medical experts in their countries. The program was so successful that it led to another nine programs! And then we got a little more creative, developing and organizing seven orthopedic programs to not only Latin America, but also to Africa, Asia and Australia. The role of GDLN Centers was instrumental in connecting people across various distances and accessing medical expertise on various health topics. What is your most memorable experience in working with the Taskforce? Some orthopedic surgeons have been reluctant to take much interest in telemedicine, but once they participate in an event they quickly become ardent supporters. They must feel the same excitement that I felt back in 2006 in Chicago when I interactively visited with Beijing, Cairo, Hong Kong, Islamabad, Karachi, Kingston, Lahore, Mexico City, Shanghai, Puno, and Quito as each of us observed a “live” telecast of arthroscopic shoulder surgery from an operating room at the Columbia University Medical Center in New York. It was truly amazing. For more information on the e-Health Taskforce, contact Ed Johansen at wedjohansen@msn.com.
| | | GDLN Tools and Technology
Open Space: A New Way to Meet  What is the best way to organize a meeting when many different stakeholders want to be involved, or the issue at hand is very complicated? If you are a GDLN Affiliate or client, Open Space “Technology” may be your answer.
Created in the mid-1980s by organizational consultant Harrison Owen, Open Space Technology is really not “technology” but an approach to event and meeting design and facilitation that, at the time was a completely new form of conferencing. Breaking all the rules of the traditional meeting management, “open space” is built around creating an actual “marketplace” for participation and discussion, thereby involving participants actively in the decision-making process. Read on to learn more about Open Space from Shobha Kumar, a Learning Officer at the World Bank Institute’s Multimedia Division. Tell us about "Open Space"? In Open Space meetings and events, participants create and manage their own agenda of parallel working sessions around a central theme, such as: What is the strategy, group, organization or community that all stakeholders can support and work together to create? Before the event, the organizing group articulates a theme statement that should galvanize participants’ interests and provide scope for the development of sessions on topics participants feel are important. An invitation is issued to the participants explaining the theme and the Open Space methodology, and defining specific outcomes like proceedings or recommendations. How do you think GDLN Affiliates and their clients can apply Open Space? Open Space offers lots of flexibility – it can be used in groups ranging from 5 to over 2,000 participants and in meetings, workshops, seminars, and other events where the objective is to put the opportunity and responsibility for the meeting outcomes in the hands of participants. Open Space also creates a meeting or learning environment that builds energy, commitment, shared leadership, and a shared vision, with the least amount of time and resources spent on complicated logistics and advance planning. This is why GDLN Affiliates who are facilitating events or advising their client may find that Open Space is useful: it helps make sure that everyone’s input is taken into account, and that event agendas include key topics of interest to all participants. What is one of the greatest strengths of the Open Space approach? The methodology can unite groups of enormous diversity in their education, ethnicity, economics, politics, cultural, and social position. Open Space is not just about having better meetings - It is about experiencing the self-organization and being able to incorporate everyone’s ideas and thoughts on topics covered. For more information, visit www.openspace-online.com or contact Shobha Kumar (Skumar1@worldbank.org). | |
|
| News from the GDLN Family Spelling out the G
A special feature article by Monika Weber-Fahr, Manager, GDLN Services Division WBI Who is GDLN? What is GDLN? Where is GDLN? These are almost daily questions for the GDLN Secretariat in the World Bank. “Who are you?” ask NGOs, governments, private sector organizations and development specialists who are interested in working with GDLN Affiliates and capitalizing on the partnership’s growing network of contacts, experts and facilitators. Even more interesting than these questions is the fact that there is no straightforward answer. The glue that keeps us together. We can say what GDLN is not: it is not an organization, nor a foundation or even a membership body. There are no GDLN headquarters, no CEO nor a governing board. There is not even a global mission statement. What keeps us together globally, as a partnership, are the processes (like the GDLN business policies) and systems (the GDLN event management system, GEM) that guide the work of GDLN Affiliates with each other and with their clients around the world. Not what you signed up for? Over seven years this partnership has blossomed around a shared sense for the value that lies in learning, knowledge sharing, and communication for development, in an environment characterized by openness, listening, peer-to-peer exchange and the use of technology to work and collaborate across distances cost effectively and efficiently. But GDLN is a very different partnership now than in 2000, when it was initiated by the World Bank. The partnership has grown tremendously in its size (from 11 to around 120 Affiliates and many more associated groups); in the volume of learning and collaborative activities (from around 100 per year to over 1000); in its client base (from being used mainly by the World Bank to over 70% of clients from governments, NGOs, universities, and the private sector); in diversity (from one pre-dominant financing and business model among Affiliates to at least 10 different models); and in the use of technologies and techniques by Affiliates (from a heavy focus on videoconferencing to an increasingly diverse use of media applications that range from web-streaming and conventional web-based learning to collaborative learning tools such as blogs and wikis). Strong parts make a better whole... This rapid and dynamic evolution brought with it an increasing interdependence and a growing need to coordinate among Affiliates as they worked together to serve their clients. This need was particularly felt on a regional level and over the past two years or so regional groups of GDLN Affiliates have begun formalizing their collaboration. The first were the African GDLN Affiliates: meeting since 2003 as the “African Association of Development Learning Centers” (AADLC), they incorporated their organization in Dar es Salaam, Tanzania in 2006. In 2004, Affiliates in Latin America and the Caribbean followed suit, forming a Board to discuss common strategies for business development and quality control. The group, “GDLN Americas”, is about to incorporate as a Foundation in Panama’s “City of Knowledge”. In the Asia Pacific region, GDLN Affiliates have collaborated for over five years as an informal association. In 2006, they formed a management committee, with a rotating membership of representatives from various GDLN Affiliates. The group is about to set up a secretariat in Thailand, managed by the GDLN Center hosted by Chulalongkorn University. And in Europe and Central Asia, a committee has put forward a draft set of statutes for the future 'GDLN Eurasia' association, and the group plans to hold a workshop in October at which the statutes will be finalized and signed. These regional groups are helping coordinate and strengthen the work of Affiliates within a region for a stronger global partnership. ...and they need to fit together. At the same time, this trend has left our GDLN partnership with four sets of visions, mission statements, objectives, and work plans. We must now take care to preserve the "G" (Global). So how can we gather the different regional structures under a global umbrella? Can we create a “GDLN International” structure, to house the various regional groups under a common mission statement and strategy, perhaps with the different regional groups as members of a Board, with voting rights and input on decisions that affect the global partnership? These questions are emerging and bring with them more question marks. What would be the objectives and the scope of a global organization? How to "marry" the global vision with regional interests and strategies? What does GDLN stand to gain from a different and new global umbrella structure, and what is there to lose? We don’t have the answers now, but we can find them together. This past June, the GDLN Secretariat in WBI began taking these questions to regional GDLN groups. Smaller dedicated workshops to explore the “Future for GDLN” will follow, held either via videoconference or face-to-face. A discussion forum - “GDLN International” – has been set up and is open to all GDLN Affiliates. Please contact Sherry Kennedy (sherrykennedy@worldbank.org) for more information on how to register. This is about considering the options for the future of the GDLN partnership. One or several organizations? Neither? Or both? On behalf of the GDLN teams at the World Bank I very much welcome your ideas and suggestions. To share your thoughts on this article please visit the GDLN International Space. |
A Question of Quality: TERI, the GDLN Affiliate in New Delhi, Awarded ISO 9001:2000 Certification. Congratulations to The Energy and Resources Institute (TERI), host of the GDLN Affiliate in New Delhi, India! Proving that dedication and persistence pay off, TERI was certified by the British Standards Institution (BSI) on 30 May 2007 for compliance with ISO 9001:2000 standards.
So what does this actually mean? ISO 9001 is an international measure of quality that is recognized throughout the world, and applies to organizations of any size, whether they are in the private, public or non-governmental sector. And achieving certification is no small feat: “It took us more than four years of continuous effort to reach this stage of certification,” says Colonel Vinod Bhargava, TERI’s Deputy Chief of Administrative Services. Before taking the step towards compliance with international standards, TERI’s board of directors agreed to adopt a Quality Management System to help streamline business processes across different divisions. This was a challenge, since TERI undertakes a very wide range of activities: “It was difficult to create a common system for all the divisions which also conforms to ISO standards,” notes Col. Bhargava. To make things more complicated, TERI is the first organization of its kind to be ISO 9001 certified, so lessons of experience from other organizations were hard to come by. Once a central Quality Management System was in place, it took another year to get all 700 of TERI’s research and science staff on board with its provisions. All efforts paid off in May when, upon a thorough inspection, a team of five auditors from the British Standards Institute awarded TERI the ISO 9001:2000 certificate. For more information please contact Col. Vinod Bhargava (bhargava@teri.res.in) or visit TERI’s website at http://www.teriin.org. Hellos and Goodbyes. Farewell to the GDLN Guatemala team of the University of Rafael Landivar: Mario Sosa, Estela Morales, and Erick Aguilar. We thank them for all their hard work and are very grateful for their contributions to the GDLN family. Welcome to the new team in the GDLN Guatemala Center – Nidia Giorgis is the Center’s new Director, Pedro Luis Avendaño, the Events Coordinator, and Ingrid Beatriz Ortega, the Executive Assistant. In GDLN Uruguay, we welcome Héctor Laca, the new Events Coordinator. We are also happy to welcome four new members of the GDLN family – Ernest Najoli, Bryan Mbugua, Irene Ondati, and Dorothy Kinyanjui – who are an integral part of the newly launched GDLN Center in Kenya! We also welcome the staff of the new GDLN Center in Ho Chi Minh City, which launched on June 27: Anh Vo Cong, Hoa Nguyen Tuan, Lien Ngo Thi Thanh , Hien Nguyen My, Dai Ngo Le Phuong , Giao Nguyen Nu Huynh, An Nguyen Thuy Phuong, and Huyen Nguyen Bich. News from GDLN Teams at the World Bank GDLN Client and Affiliate Survey Results: First Quarter 2007 (January - March) What our clients think about us – the GDLN Client Survey. GDLN clients continue to rate the quality of our services and their GDLN experience very highly; 95% of respondents in the first quarter of 2007 (January – March) rated their overall experience with GDLN as good or excellent, up 1% from the last quarter. Ratings were in fact slightly higher across all categories. Areas for improvement are the clarity of information provided to clients: a significant 25% of respondents said that they received unclear information. The comments by the majority of clients rating their GDLN experience as not so good revealed that difficulty in accessing AMS (Activity Management System) was the primary factor for their drop in performance rating. As we complete the transition to the new GDLN Event Management System (GEM) we are confident that the quality of information and data will improve, improving the GDLN experience for everyone! 
How do we think we are doing – the GDLN Affiliate Surveys. 50% of GDLN Affiliates participated in last quarter’s Affiliate survey, which is a 2% increase from the last Affiliate Survey. Affiliates in Europe and Central Asia “scored” the highest in terms of participation in the 1Q2007 (January – March) survey, with a 40% total response rate for the Affiliate survey, followed by Affiliates in East Asia and the Pacific (17%). Affiliates have also diversified their business activities by organizing more Blended Learning events, even though videoconferencing remains the “primary” tool. Results also show that… - GDLN Affiliates spend about one third of their time on non-GDLN events. In the 1 st Quarter 2007, 35% of events were what respondents classified as “GDLN events.” Given that the majority of GDLN Affiliates are hosted by organizations that use technical and pedagogical facilities and staff for a variety of purposes, it is good to see GDLN ranking high among these. From a regional perspective, Africa is well ahead of the rest in organizing GDLN events (58% of total events), followed by Latin America and the Caribbean (40%).
Percentage of GDLN to Non-GDLN Events: Jan – March 2007 
- GDLN is still predominantly a 'videoconferencing business.' Despite an increase in the number of blended learning, audio-only, and web-only events, videoconferencing remains the main business tool for the majority of Affiliates (88% of all events). Some regions have been diversifying their event delivery tools to expand their methods. For example, East Asia and the Pacific had a total of 11% blended learning events ( events that use more than one type of delivery mode) , up from about 6% for the previous quarter. Africa remains the region with the highest share of videoconferencing-only events (at 93% of total events). Perhaps Affiliates that have developed a different mix of delivery tools can share their experience with new approaches in next quarter’s Affiliate Survey.
Percentage of Event Types per Region 
- GDLN Affiliates are reaching agents for change in governments. Approximately 22% of participants in GDLN events were from the public sector in the first quarter of 2007 (January-March). Such numbers indicate that GDLN Affiliates and their clients are reaching out to key decision makers, while continuing to engage with other sectors of the community as well.
- GDLN Affiliates have a positive business outlook. The majority (67%) of GDLN Affiliates rate their GDLN business outlook as either “excellent” or “good.”
For more information on the report, please contact Carmen Ana Deseda (cdeseda@worldbank.org).
| |
| | What’s Happening In Your Regions 
African Association of Distance Learning Centers. Nairobi was a bustling place between May 26 and June 6, and an intense experience for representatives of the African GDLN Affiliates. Beginning with a directors’ meeting and ending with a regional workshop, Affiliates found the time to participate for the second time – and host a very successful session – in the e-Learning Africa Conference. The conference brought together well over one thousand e-learning professionals from or with an interest in eLearning in the region. The GDLN session attracted over 100 attendees who learned about the opportunities of working with GDLN, ranging from telemedicine to leadership training, from serving the training agenda of the private sector to supporting capacity building plans of UN agencies, government agencies and NGOs. The session featured experiences from Africa, presented by African GDLN Center Managers, as well as from Japan (presented by the manager of the Tokyo GDLN Center), and many attendees were intrigued by the partnership's approach - facilitating distance learning efforts in a pedagogically flexible manner. A key outcome of the regional meeting immediately after the conference was the decision on how to move forward with transitioning from the World Bank as a broker for the technology services for GDLN Affiliates in Africa. In three sessions of the workshop, Affiliates worked together to develop a joint Action Plan, which will be implemented over the coming year.  GDLN Eurasia. From June 11-13, representatives of GDLN Centers in 12 countries in Europe and Central Asia were in Vienna for their regional workshop. Thanks to prior and intense preparations via videoconference and online discussions, participants reached an agreement and finalized an action plan for GDLN Affiliates to form and contribute to working groups that will be an essential part of the forthcoming GDLN Eurasia organizational structure. Three groups were set up (Network Development; Marketing and Business Development; Operations) to work on a number of deliverables until the next regional meeting, planned for October, at which the group hopes to sign the governance statutes for “GDLN Eurasia.”
GDLN Asia Pacific. Over 100 representatives of GDLN Affiliates in Asia and their partners traveled to Tokyo for the GDLN Asia Pacific General Meeting from June 18 - 21, 2007. At the meeting, members of the regional GDLN Asia Pacific Association measured progress, assessed current needs, and lay the foundations for increasingly reciprocal relationships that will support further growth of the network. Marking a first for the Association, representatives from South Asia attended the Meeting to expand collaboration across Asia. In addition to GDLN centers in Beijing, Mongolia and Indonesia, Ghana and Cote d'Ivoire were also connected to tune into the discussion. For more information see the First GDLN AP General Meeting Report. GDLN Americas. In December 2006, the Board of Directors of GDLN Americas – the regional network of GDLN Affiliates - met in the Dominican Republic and voted on establishing “GDLN Americas” as an independent, not-for-profit organization. This presents new opportunities and challenges for the network: there will be broader possibilities for engaging our donors and partners in fundraising and programs; at the same time this is a big next step in the life of the regional community. The group will sign constitutive articles of agreement for the GDLN Americas Foundation at the upcoming Board meeting in Panama in July. | | |
| Contribute to the GDLN Newsletter! Please share your feedback, suggestions for stories, photos, upcoming GDLN activities, and any other news with Carmen Ana Deseda (cdeseda@worldbank.org). General questions? Email us at gdln@worldbank.org, or visit us at www.gdln.org.  Global Development Learning Network/World Bank Institute
The World Bank, 1818 H St. NW
Washington, DC 20433
Tel: +1 202 458 8196
Fax: +1 202 522 2005
|
|
|
|
|
|
|
