HOT successful growth over the last five years is recognized by the various medias and humanitarian organizations. HOT was successful to develop projects in partnership with various organizations and to mobilize developpers and mappers volunteering or contracting in supporting different programs and actions. There were Projects in Indonesia, Haiti, Africa, and Local community development actions. To support these activities, Tutorials, Software development were other dimensions of this action. The Tasking Manager is the example of a tool developped with the support of volunteers and contractors, experimenting with various partners. The Activations and other Programs have contributed to develop workflows to better respond to various problematics in the humanitarian sector. This was possible with both the support of skilled volunteers, staff and the synergy with the partner organizations. As we progress to develop projects with the partners, it is essential to assure to maintain a good coordination with the HOT community, A great part of the dynamism and success of HOT comes from this ecosystem with these highly skilled mappers and developpers that develop tools, orient projects, interface with humanitarian organizations to adapt to their needs and find ways to collaborate.

OSM is now the DeFacto map for international humanitarian responses. But for HOT to grow successfully, we should surely not count only on dedicated Activation leaders, Developpers or Staff. The same with the Board of directors or the Partners. We need to work together. The Board of directors represents the membership and assures the management of the organization with the support of the staff. They cannot surely report all actions or detail of contracts and staff management. And they have to delegate some responsabilities to the staff.

But the Board cannot drive such an humanitarian organization like a private company not accounting to anyone. But Accountability is an essential element of the Governance of such humanitarian NGO. It is essential to report to our shareholders, the membership, to discuss the major orientations, to use the internal ressources to better define our projects and orientations. The Governance is an important aspect of this election. We have to assure that the Board of directors is accountable to the membership and operates with openess and respect.

In the technological and very dynamic sector where we operate, Partnership is an important aspect. Partners are playing a great role collaborating at the design of projects. sometimes involved in conjoint FundRaising actions.

But we need to reinforce this member-based organization, assure that the membership can play his role and that the major orientations and FundRaising are not controlled by partners that could have conflicted interests.

I am retired after a carreer working for government agencies in Canada. My contributions over the last years clearly show my support and expertise for the development of HOT, my engagement for this organization, my support of the local communities, my volunty to progress with field work in the context of various projects and the various humanitarian emergencies. My previous diary ( shows how as a leader of Activations I contributed to professionnalize our responses and play a major role contributing with the UN Agencies and international organizations. OSM is now the DeFacto Basemap for such responses. I have lead activations for DR Congo, Mali, Haiyan/Philippines, West Africa Ebola, Vanuatu and Nepal. The West Africa Ebola OSM Response was the opportunity to develop with MSF-Switzerland and CartONG an innovative approach for interventions in the context of epidemies, collaborating with their field teams to adapt constantly to this epidemy.

Thanks for your support and involvment in HOT.


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