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Madagascar – apinga – rapport d’évaluation finale care mdg (version définitive)
This 74 page report highlights the results of the APINGA project financed by BMZ Read More...
Garic etude capitalisation versionfinale définitive
This 39 page doucment highlights findings from focus groups on what communities thought were the mos... Read More...
Integrating Local Knowledge in Humanitarian and Development Programming: Perspectives of Global Women Leaders
This report examines local knowledge integration in the context of global development and humanitarian aid work. It builds upon a recently published report by the U.S. Agency for International Development (USAID) called "Integrating Local Knowledge in Development Programming". That report sought to “share knowledge of how development donors and implementing organizations leverage local knowledge to inform programming.”2 This study aims to extend the original methods to better understand grassroots actors’ own interpretations of local knowledge and its integration into programming in their communities. It examines the perspectives of 29 grassroots leaders from women-led organizations around the world, looking deeply at the ways in which they conceptualize local knowledge and local knowledge stakeholders, their approaches to designing their own projects based on local knowledge, and their experiences sharing knowledge with international actors and donors. This builds the broader evidence base on integrating local knowledge to incorporate the perspectives of grassroots actors into the same conversation as the original study.
Key takeaways from this research span two broad categories – how local leaders conceptualize local knowledge and what the effective use of local knowledge in practice looks like to them. Within these categories, interviewees explored the many challenges they face in identifying and sharing knowledge; their various approaches to designing projects based on local knowledge; some of the tensions they often find themselves balancing; unique ways of measuring the contribution of such knowledge to the success of an intervention; and experiences with and strategies for sharing their knowledge with non-local actors.
In terms of how women leaders tend to conceptualize local knowledge, the research reveals three distinct but interconnected definitions of the term: 1) knowing what a community is like; 2) knowing what a community needs and where the solutions lie; and 3) having a profound connection with the community. The first definition indicates knowing a community well enough to understand the dynamics within it. The second goes a bit further to say that local knowledge means knowing both the specific needs present in a community as well as the relevant solutions for addressing them. As one respondent told us, “Contextual expertise is having experience in a certain context and being able to solve problems based on it.” And the third conceptualization indicates having a deeply rooted connection with the community or the grassroots. Some described this as “having your heart” in the community. Key to this third definition appears to be both consistency and the ability to perceive change over time. Interviewees said that local knowledge depends on people having gone through different “contexts, histories, processes, and experiences” together, and having learned from them collectively. Therefore, it is difficult, if not impossible, for international actors to acquire the same level of investment in communities that is quasi-synonymous with local knowledge unless they have lived, worked, and built relationships within them long enough to meet this consistency standard. Instead, this level of knowledge of a community and its context is fairly unique to local actors. Read More...
Key takeaways from this research span two broad categories – how local leaders conceptualize local knowledge and what the effective use of local knowledge in practice looks like to them. Within these categories, interviewees explored the many challenges they face in identifying and sharing knowledge; their various approaches to designing projects based on local knowledge; some of the tensions they often find themselves balancing; unique ways of measuring the contribution of such knowledge to the success of an intervention; and experiences with and strategies for sharing their knowledge with non-local actors.
In terms of how women leaders tend to conceptualize local knowledge, the research reveals three distinct but interconnected definitions of the term: 1) knowing what a community is like; 2) knowing what a community needs and where the solutions lie; and 3) having a profound connection with the community. The first definition indicates knowing a community well enough to understand the dynamics within it. The second goes a bit further to say that local knowledge means knowing both the specific needs present in a community as well as the relevant solutions for addressing them. As one respondent told us, “Contextual expertise is having experience in a certain context and being able to solve problems based on it.” And the third conceptualization indicates having a deeply rooted connection with the community or the grassroots. Some described this as “having your heart” in the community. Key to this third definition appears to be both consistency and the ability to perceive change over time. Interviewees said that local knowledge depends on people having gone through different “contexts, histories, processes, and experiences” together, and having learned from them collectively. Therefore, it is difficult, if not impossible, for international actors to acquire the same level of investment in communities that is quasi-synonymous with local knowledge unless they have lived, worked, and built relationships within them long enough to meet this consistency standard. Instead, this level of knowledge of a community and its context is fairly unique to local actors. Read More...
Pledge for Change Reporting 2024
Overall, CARE has made significant progress on Pledge 3, some good progress on Pledge 2 (though not all of this can be measured yet), and some progress on Pledge 1.
In relation to equitable partnerships, we have set interim targets for 2025 for the extent and diversity of partnerships, and seen some progress in these areas, but our 2023 Keystone partner survey highlights three main areas for improvement: funding adequacy and timing, promotion of partners in the media, and joint decision-making. CARE is working on connecting finance and program reporting systems to better report on financial transfers to local partners (and to set a meaningful target for this for future years). We are also analysing good practices from positive outlier countries in the partner survey, to identify specific actions and processes that can be spread more widely to improve partnership practices.
For authentic storytelling, we have been shifting behaviours and practices towards anti-racist and decolonized communications, based on our global Communications Commitments. We are setting up a working group to explore global media monitoring and automate some monitoring requirements. CARE will also launch our third biannual image audit and update our images and consent policy. We can demonstrate some progress in acknowledging partners and promoting local voices in annual reports and information/advocacy campaigns, but we are not yet able to measure this in relation to fundraising.
In terms of influencing wider change, we have consistently been ceding space to local and national women-led organizations (WLOs) to advocate for their priorities with policy makers. We have also seized advocacy opportunities at the multilateral level and in the US to enhance donor transparency and accountability. CARE will lead negotiations to develop an IASC-endorsed definition of Women and Girl-Led Organizations to boost the engagement, participation and decision-making by these organisations in humanitarian action. We will continue to leverage our positions of influence in various policy platforms to open up leadership spaces for WLOs, and support them in using these spaces. CARE will set up mechanisms to track how our media and communications team is creating opportunities for partners, especially WLOs, to feature their voices and policy priorities. Read More...
In relation to equitable partnerships, we have set interim targets for 2025 for the extent and diversity of partnerships, and seen some progress in these areas, but our 2023 Keystone partner survey highlights three main areas for improvement: funding adequacy and timing, promotion of partners in the media, and joint decision-making. CARE is working on connecting finance and program reporting systems to better report on financial transfers to local partners (and to set a meaningful target for this for future years). We are also analysing good practices from positive outlier countries in the partner survey, to identify specific actions and processes that can be spread more widely to improve partnership practices.
For authentic storytelling, we have been shifting behaviours and practices towards anti-racist and decolonized communications, based on our global Communications Commitments. We are setting up a working group to explore global media monitoring and automate some monitoring requirements. CARE will also launch our third biannual image audit and update our images and consent policy. We can demonstrate some progress in acknowledging partners and promoting local voices in annual reports and information/advocacy campaigns, but we are not yet able to measure this in relation to fundraising.
In terms of influencing wider change, we have consistently been ceding space to local and national women-led organizations (WLOs) to advocate for their priorities with policy makers. We have also seized advocacy opportunities at the multilateral level and in the US to enhance donor transparency and accountability. CARE will lead negotiations to develop an IASC-endorsed definition of Women and Girl-Led Organizations to boost the engagement, participation and decision-making by these organisations in humanitarian action. We will continue to leverage our positions of influence in various policy platforms to open up leadership spaces for WLOs, and support them in using these spaces. CARE will set up mechanisms to track how our media and communications team is creating opportunities for partners, especially WLOs, to feature their voices and policy priorities. Read More...
The Impact of COVID-19 on Gender Equality and Food Security in the Arab region with a focus on the Sudan and Iraq
This rapid gender analysis (RGA) explores the impact of the COVID-19 pandemic on gender equality and food security in the Arab region. It is a joint collaboration between the Food and Agriculture Organization of the United Nations (FAO), the World Food Programme (WFP) and CARE International (CARE). This collaboration recognizes the need to expand the evidence base on gender-differentiated impacts of crises for informed recovery and response planning, while highlighting the imperative of collecting sex- and age-disaggregated data (SADD) more consistently.
This initiative was an innovative pilot project between FAO, WFP and CARE. The aim of the collaboration was to foster multilevel partnerships and strengthen gender analysis for the food security sector in crisis contexts. The initiative brought together technical experts in food security, nutrition and livelihoods across the agencies involved, as well as gender specialists to explore, develop and test tools, methods and approaches. The regional focus of the study identified key themes, challenges and norms across multiple contexts in the Arab region, while highlighting specific findings for Iraq and the Sudan. While sources have varying regional definitions for the Arab region, for the purpose of this review, the denomination includes the countries under the FAO Near East and North Africa region, the WFP Middle East and North Africa region, and the CARi Middle East and North Africa (MENA) region. The findings and successes of this initiative are intended to strengthen the relationship between gender and food security actors
regionally, and in particular within Iraq and the Sudan, while increasing the availability and transparency of gender analysis in the sphere of food security. Read More...
This initiative was an innovative pilot project between FAO, WFP and CARE. The aim of the collaboration was to foster multilevel partnerships and strengthen gender analysis for the food security sector in crisis contexts. The initiative brought together technical experts in food security, nutrition and livelihoods across the agencies involved, as well as gender specialists to explore, develop and test tools, methods and approaches. The regional focus of the study identified key themes, challenges and norms across multiple contexts in the Arab region, while highlighting specific findings for Iraq and the Sudan. While sources have varying regional definitions for the Arab region, for the purpose of this review, the denomination includes the countries under the FAO Near East and North Africa region, the WFP Middle East and North Africa region, and the CARi Middle East and North Africa (MENA) region. The findings and successes of this initiative are intended to strengthen the relationship between gender and food security actors
regionally, and in particular within Iraq and the Sudan, while increasing the availability and transparency of gender analysis in the sphere of food security. Read More...