Manzanillo is a place which seems to know itself very well. It is more content than complacent. A person rarely hears a complaint or cynical response to the polite question: "Como estas?," but rather they hear a genuine: "tranquilo." Other places have aquieced to operate at a basal level of dissatisfaction with the social and economic status quo. Life is not perfect, but there is a sense of more good than bad.
This is a town of about 5000 underemployed, but happy people. They have a high standard of living and the town is decently covered by government services. The streets are swept, (the streets are paved... for the most part), the power is on and the water flows sufficiently for most residents (for at least eight hours per day), the children finish high school and the local clinic treats what they can and sends the rest of the patients via the one working ambulance to Monte Christi whether they be Dominican or Haitian... and many are Haitian.
Aside from working at the local shops or performing odd jobs many work part-time at an industrial port on the Atlantic beach. The port hosts one or two cargo ships per week and the prostitutes host the sailors at the row of beach bars on the north side of town.
Typically, people spend their ample free time sitting in front of small rows of cement houses with little fenced in yards and sip Presidente pilsners from small plastic cups and play dominoes. Pick-up trucks armed with enormous speakers roll slowly through the streets selling vegetables or stumping for this or that political candidate. The shops close at 1pm and reopen at 3pm. In the evenings, the young and single (frequently leave their children at home) to step out to the especially loud beach bars to dance to the bachata, meringue and salsa music the DJs play. A plastic cup of either anejo or blanco rum and 7Up goes for 50 pesos (about $1 US) and friends dance with generally the same crowd night in and night out.
The sugar cane for the rum comes from plantations run by large companies not far from the center of town. Bananas are also grown nearby but are nearly all for export and impossible to buy in Manzanillo. Bananas, in previous years, led to the rise and fall of so many small Latin American governments under corporations like United Fruit, unlovingly referred to as 'la pulpa' (the octopus); are now produced a bit more democratically. Still it is only plantains which are in the shops in Manzanillo. The nearest banana stand may be two hours away in Santiago.
That is the condition in which we found Manzanillo. This was all due to the work of the town's local Peace Corps volunteer: Bronwen, a recent college grad and Idaho native, spoke nearly fluent Spanish before she arrived. Campaigning by the hospital administrator led her to ask Trek Medics for a donated ambulance. She sent us an email.
She quickly realized that an ambulance may be the least cost-effective way to cover a town's emergency transport needs. Our program would utilize volunteer drivers, and most importantly, they would be dispatched through a mobile phone network called Beacon, the cornerstone of the whole operation. The best part was that Bronwen was able to convince the rest of the community that our way was better, even if not more impressive than a big new ambulance with lights and sirens.
Our work was not easy. So many moving parts had to come together for the idea to work properly. First, was putting together a training session for about 25 curious volunteers at a former golf club built for Americans in the heyday of United Fruit. The volunteer first responders who had been recruited by the city leaders Bronwen had been in contact with ranged from high school aged to middle aged with an even mix of men and women. We had to bring all of the education and recruiting together crisply and that involved everything from learning the word for 'bleeding' in Spanish (which is 'hemmoragia') to ordering enough lunches for the whole group. The two-day event was encouraging. The volunteers were full of questions, eager and excited. Most of them took to the skills quickly and several learned to properly answer the Beacon messages that take the place of our western radio communications.
In the following smaller-scale training sessions at the fire station's waterside front yard we found that the mosquitoes are vicious and while Beacon is simple to use, it is also simple to make mistakes when answers must be formatted precisely enough to be recognized by a computer... no extra spaces, a capital letter O is not just as good as a zero. Still, the corps of dependable volunteers grew to about 12 and the early stages felt successful.
During one of our training sessions by the fire department's section of the beachfront swamp a call came in. We were ready with our video cameras to record all the good work we were doing at the training sessions, but this was about to be better. The ambulance refused to start. We could not have planned a better showcase for the SMS-based text message 911 service that cut out the expensive and unreliable ambulances from the neighborhood emergency response loop. Everybody lent a hand to get the ambulance to start and it was no use. We got it all on tape. We activated a Beacon call from our computer and rode along, cameras rolling, as a volunteer used his own car to respond to the call. It was a public relations coup.
Still, despite some notable successes, in the background, the problems were mounting. Only one of our volunteer first responders had consistent access to a car, the rest arrived on scooters which serve as poor ambulances. Nobody ever seemed to have credit on their phones in order to answer the calls.
The original vision of Beacon involved taxi-drivers... a population expected to have four wheels and a charged phone; but that original vision was not properly communicated to the town leaders when they went looking for volunteers for our system. Still, nothing was over yet. We could just as well continue to recruit and we did, but solving the problem of the phone minutes was not easy. We offered people rewards of phone credit for participating in our tests and training sessions, but having credit ready (beforehand) for an emergency... what could we do? We were not there to fund the system ourselves. The whole idea was to be sustainable.
In the meantime, we had metrics to meet, which meant having the hospital summon the fire department ambulance with our system as well as the conventional phone call as a failsafe. The hospital was not fond of the idea. It would mean doctors had to send a text while in front of patients and apparently, doctors had recently been reprimanded for doing just that. Furthermore, the hospital director took such exception to the idea that the ambulances were kept by the fire department, that I began to believe he thought we had some influence over the matter, which surely must have been an issue better handled the local Ministries of Health and Interior.
Trek Medics' solution was more or less to bribe the hospital by offering them motorbike ambulances with sidecar beds. The questions of who would drive them or who would fill them with gas were never answered before an online fundraising campaign sprouted up to fund the bikes. And the hospital staff was excited about the idea of new toys.
In Manzanillo, all of the moving parts were not coming together as anyone would have liked. The volunteers could never answer the calls because they had no credit on their phones and even when they had, at times, the telecom network moved too slowly to complete the exchange. The hospital was holding out for bribes and the idea of Trek Medics funding the town's emergency services indefinitely was both unfeasible and in opposition to the principle we had been operating under.
We continued on, pressing forward as much as we could; but it started to become obvious that we were facing problems which had no solutions. We listened to the blaring music and ate our grilled chicken dinners at the small cafe in the center of town with regulars and the expats who passed through. We shot pool at the bars down by the beach and swatted mosquitoes while marveling at the locals who showed so much talent playing with warped cues on shoddy tables. We spent time with the friends we had made, but with a sense of disappointment that the Beacon program (at least in its present form) was not the answer to expanding emergency communication coverage. It worked on some isolated days, with small numbers of players; but it was nowhere near being ready to be put in the role of a city or even a town's emergency communication.
In the last days of our three-month stay, it became clear that Beacon needed more institutional support from the telecoms to be effective. It needed free text messages for the users and access to faster connections; but some in Trek Medics' back office thought that no telecom would ever take that much of a risk.
In the end, it was a strong idea which had to be tried. It could be said that the perfect idea has not been invented yet. Giving up on less-than-perfect ideas would cut off at the knees conceivable chance at progress. This idea still needs a major overhaul, but the risk was worth taking.
Failures have a way of being waypoints along the way to success and I know that one day I will be able to look back on our efforts and see them as something which helped create a better life for the people who made us their neighbors and friends.