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Learning From Failure 2022
In 2019 and 2020, CARE published Learning from Failures reports to better understand common problems that projects faced during implementation. Deliberately looking for themes in failure has helped CARE as an organization and provides insight on what is improving and what still needs troubleshooting. This report builds on the previous work to show what we most need to address in our programming now.
As always, it is important to note that while each evaluation in this analysis cited specific failures and areas for improvement in the project it reviewed, that does not mean that the projects themselves were failures. Of the 72 evaluations in this analysis, only 2 showed projects that failed to deliver on more than 15% of the project goals. The rest were able to succeed for at least 85% of their commitments. Rather, failures are issues that are within CAREâs control to improve that will improve impact for the people we serve.
To fully improve impact, we must continue to include failures in the conversation. We face a complex future full of barriers and uncertainties. Allowing an open space to discuss challenges or issues across the organization strengthens CAREâs efforts to fight for change. Qualitative analysis provides critical insights that quantitative data does not provide insight into the stories behind these challenges to better understand how we can develop solutions.
CARE reviewed a total of 72 evaluations from 65 projects, with 44 final reports published between February 2020 and September 2021 and 28 midterm reports published between March 2018 and October 2020. Seven projects had both midterm and final evaluations at the time of this analysis. For ease of analysis, as in previous years, failures were grouped into 11 categories (see Annex A, the Failures Codebook for details).
Results
The most common failures in this yearâs report are:
⢠Understanding contextâboth in the design phase of a project and refining the understanding of context and changing circumstances throughout the whole life of a project, rather than a concentrated analysis phase that is separate from project implementation. For example, an agriculture project that built itâs activities assuming that all farmers would have regular internet access, only to find that fewer than 10% of project participants had smartphones and that the network in the area is unreliable, has to significantly redesign both activities and budgets.
⢠Sustainabilityâprojects often faced challenges with sustainability, particularly in planning exit strategies. Importantly, one of the core issues with sustainability is involving the right partners at the right time. 47% of projects that struggled with sustainability also had failures in partnership. For example, a project that assumed governments would take over training for project participants once the project closed, but that failed to include handover activities with the government at the local level, found that activities and impacts are not set up to be sustainable.
⢠Partnershipsâstrengthening partnerships at all levels, from government stakeholders to community members and building appropriate feedback and consultation mechanisms, is the third most common weakness across projects. For example, a project that did not include local private sector actors in its gender equality trainings and assumes that the private sector would automatically serve women farmers, found that women were not getting services or impact at the right level.
Another core finding is that failures at the design phase can be very hard to correct. While projects improve significantly between midterm and endline, this is not always possible. There are particular kinds of failure that are difficult to overcome over time. Major budget shortfalls, a MEAL plan that does not provide quality baseline data, and insufficient investments in understanding context over the entire life of a project are less likely to improve over time than partnerships and overall MEAL processes.
Some areas also showed marked improvements after significant investments. Monitoring, Evaluation, Accountability, and Learning (MEAL), Gender, Human Resources, and Budget Management are all categories that show improvements over the three rounds of learning from failures analysis. This reflects CAREâs core investments in those areas over the last 4 years, partly based on the findings and recommendations from previous Learning From Failure reports. Specifically, this round of data demonstrates that the organization is addressing gender-related issues. Not only are there fewer failures related to gender overall, the difference between midterm and final evaluations in gender displays how effective these methods are in decreasing the incidence of âfailuresâ related to engaging women and girls and looking at structural factors that limit participation in activities.
Another key finding from this yearâs analysis is that projects are improving over time. For the first time, this analysis reviewed mid-term reports in an effort to understand failures early enough in the process to adjust projects. Projects report much higher rates of failure at midterm than they do at final evaluation. In the projects where we compared midline to endline results within the same project, a significant number of failures that appeared in the mid-term evaluation were resolved by the end of the project. On average, mid-term evaluations reflect failures in 50% of possible categories, and final evaluations show failures in 38% of possible options. Partnerships (especially around engaging communities themselves), key inputs, scale planning and MEAL are all areas that show marked improvement over the life of the project.
Read More...
As always, it is important to note that while each evaluation in this analysis cited specific failures and areas for improvement in the project it reviewed, that does not mean that the projects themselves were failures. Of the 72 evaluations in this analysis, only 2 showed projects that failed to deliver on more than 15% of the project goals. The rest were able to succeed for at least 85% of their commitments. Rather, failures are issues that are within CAREâs control to improve that will improve impact for the people we serve.
To fully improve impact, we must continue to include failures in the conversation. We face a complex future full of barriers and uncertainties. Allowing an open space to discuss challenges or issues across the organization strengthens CAREâs efforts to fight for change. Qualitative analysis provides critical insights that quantitative data does not provide insight into the stories behind these challenges to better understand how we can develop solutions.
CARE reviewed a total of 72 evaluations from 65 projects, with 44 final reports published between February 2020 and September 2021 and 28 midterm reports published between March 2018 and October 2020. Seven projects had both midterm and final evaluations at the time of this analysis. For ease of analysis, as in previous years, failures were grouped into 11 categories (see Annex A, the Failures Codebook for details).
Results
The most common failures in this yearâs report are:
⢠Understanding contextâboth in the design phase of a project and refining the understanding of context and changing circumstances throughout the whole life of a project, rather than a concentrated analysis phase that is separate from project implementation. For example, an agriculture project that built itâs activities assuming that all farmers would have regular internet access, only to find that fewer than 10% of project participants had smartphones and that the network in the area is unreliable, has to significantly redesign both activities and budgets.
⢠Sustainabilityâprojects often faced challenges with sustainability, particularly in planning exit strategies. Importantly, one of the core issues with sustainability is involving the right partners at the right time. 47% of projects that struggled with sustainability also had failures in partnership. For example, a project that assumed governments would take over training for project participants once the project closed, but that failed to include handover activities with the government at the local level, found that activities and impacts are not set up to be sustainable.
⢠Partnershipsâstrengthening partnerships at all levels, from government stakeholders to community members and building appropriate feedback and consultation mechanisms, is the third most common weakness across projects. For example, a project that did not include local private sector actors in its gender equality trainings and assumes that the private sector would automatically serve women farmers, found that women were not getting services or impact at the right level.
Another core finding is that failures at the design phase can be very hard to correct. While projects improve significantly between midterm and endline, this is not always possible. There are particular kinds of failure that are difficult to overcome over time. Major budget shortfalls, a MEAL plan that does not provide quality baseline data, and insufficient investments in understanding context over the entire life of a project are less likely to improve over time than partnerships and overall MEAL processes.
Some areas also showed marked improvements after significant investments. Monitoring, Evaluation, Accountability, and Learning (MEAL), Gender, Human Resources, and Budget Management are all categories that show improvements over the three rounds of learning from failures analysis. This reflects CAREâs core investments in those areas over the last 4 years, partly based on the findings and recommendations from previous Learning From Failure reports. Specifically, this round of data demonstrates that the organization is addressing gender-related issues. Not only are there fewer failures related to gender overall, the difference between midterm and final evaluations in gender displays how effective these methods are in decreasing the incidence of âfailuresâ related to engaging women and girls and looking at structural factors that limit participation in activities.
Another key finding from this yearâs analysis is that projects are improving over time. For the first time, this analysis reviewed mid-term reports in an effort to understand failures early enough in the process to adjust projects. Projects report much higher rates of failure at midterm than they do at final evaluation. In the projects where we compared midline to endline results within the same project, a significant number of failures that appeared in the mid-term evaluation were resolved by the end of the project. On average, mid-term evaluations reflect failures in 50% of possible categories, and final evaluations show failures in 38% of possible options. Partnerships (especially around engaging communities themselves), key inputs, scale planning and MEAL are all areas that show marked improvement over the life of the project.
Read More...
CARE Malawi COVID Vaccine Delivery Situation January 2022
âThe vaccines are here but support for delivery is most needed, especially at the last mile.â â District Health Management Team member, Ntcheu
As of January 10, 2022, Malawi had delivered 1.84 million doses of vaccine out of the 3.12 million doses it has received so far.1 Many doses in country have rapidly approaching expiration dates, and if they do not get to people fast, they risk expiring on the shelves. To make sure the 1.26 million doses left go to the people who need them most, we must invest more in communication, engagement, and delivery. The $37M granted by the World Bank over the past year is sufficient for covering only 8% of Malawiâs total population. What is more, as the highly contagious Omicron variant spreads worldwide, it is even more critical that more people are vaccinated now. We cannot assume that the Government of Malawi and its current health system can do it alone.
The government and other health actors in Malawi are working tirelessly to vaccinate people, while facing multiple health crises. The health system is building on a base of committed (if overstretched) health workers, an openness to community feedback, and a long expertise of delivering The government is coordinating closely with many actors to reduce gender gaps, get vaccines to the last mile, and keep existing health services open. Nonetheless, the Ministry of Health is under-resourced, and operating in a global system where the vaccine supply that arrives may be close to expiring. For example, doses of the Astra-Zeneca vaccine had to be destroyed in the spring, after arriving in Malawi with only two and a half weeks left before their expiration date.
More investment is needed. To take just one example, the national government has been able to provide one van per district to support mobile vaccination sites, to get vaccines to the last mile. Mobile vaccinations are the most effective way to serve people who live far away from health centers and do not have access to easy forms of transportation. That means that in Ntcheu, one van is expected to serve a target population of 214,929 people living over 3,424 square kilometers. One van cannot serve those people fast enough to make sure vaccines get where they need to in time, especially when an inconsistent and unpredictable vaccine supply could have doses expiring at any time. Read More...
As of January 10, 2022, Malawi had delivered 1.84 million doses of vaccine out of the 3.12 million doses it has received so far.1 Many doses in country have rapidly approaching expiration dates, and if they do not get to people fast, they risk expiring on the shelves. To make sure the 1.26 million doses left go to the people who need them most, we must invest more in communication, engagement, and delivery. The $37M granted by the World Bank over the past year is sufficient for covering only 8% of Malawiâs total population. What is more, as the highly contagious Omicron variant spreads worldwide, it is even more critical that more people are vaccinated now. We cannot assume that the Government of Malawi and its current health system can do it alone.
The government and other health actors in Malawi are working tirelessly to vaccinate people, while facing multiple health crises. The health system is building on a base of committed (if overstretched) health workers, an openness to community feedback, and a long expertise of delivering The government is coordinating closely with many actors to reduce gender gaps, get vaccines to the last mile, and keep existing health services open. Nonetheless, the Ministry of Health is under-resourced, and operating in a global system where the vaccine supply that arrives may be close to expiring. For example, doses of the Astra-Zeneca vaccine had to be destroyed in the spring, after arriving in Malawi with only two and a half weeks left before their expiration date.
More investment is needed. To take just one example, the national government has been able to provide one van per district to support mobile vaccination sites, to get vaccines to the last mile. Mobile vaccinations are the most effective way to serve people who live far away from health centers and do not have access to easy forms of transportation. That means that in Ntcheu, one van is expected to serve a target population of 214,929 people living over 3,424 square kilometers. One van cannot serve those people fast enough to make sure vaccines get where they need to in time, especially when an inconsistent and unpredictable vaccine supply could have doses expiring at any time. Read More...
CARE Rapid Gender Analysis Sulawesi Earthquake and Tsunami Indonesia Version 2
The Rapid Gender Analysis (RGA) provides information about the different needs, capacities and coping strategies of women, men, boys and girls in a crisis by examining their roles and their relationships and the implications of these during and in the aftermath of a crisis and during displacement. As the response is affected by the aftershocks and the continued immediate response, search and rescue and evacuation, the first version of this RGA, shared on 9 October, was intended to provide an initial foundational analysis of gender dynamics, drawing on pre-crisis information and the immediate rapid survey conducted by CARE Indonesia Country Office staff. This second version includes additional primary data to strengthen the report, and reflect the realities as the response continues and evolves. Read More...
Journeys: Experiences of Nepalese and Bangladeshi cross border migrants living with HIV
Enhancing Mobile Populationâs Access to HIV and AIDS Information (EMPHASIS), Services and Support is a 5-year project funded by Big Lottery Fund, UK. EMPHASIS is implemented in Nepal, India and Bangladesh to address AIDS related vulnerabilities of cross border populations who are moving between Bangladesh, India and Nepal EMPHASIS is an operations research project and one of the pioneer regional projects to address HIV and AIDS vulnerability among cross border populations. The project aims to address its goals through service provision,
capacity building of relevant partners/stakeholders, and advocacy through generating evidence. As part of generating evidence, EMPHASIS developed a research study to investigate the dynamics associated with accessing services for mobile groups who are already affected by HIV and AIDS. This study examines people and questions that were not covered by the EMPHASIS baseline survey that was previously conducted.
Three separate studies were conducted in Bangladesh, Nepal and India. Bangladesh and Nepal first initiated the study aiming to understand the dynamics of HIV infection among migrant populations and also to assess barriers to accessing services at source. In India the study was initiated later, to assess the barriers to accessing services at destination. The prime objective of the study was to present these barriers to services at the regional level among the regional stakeholders. Sharing the findings at South Asian Association for Regional Cooperation (SAARC) could be an important way to initiate dialogue between the governments of Nepal and India to formalize a cross border referral system. Country specific barriers to services will be provided as evidence to inform policy at the national level. [45 Pages] Read More...
capacity building of relevant partners/stakeholders, and advocacy through generating evidence. As part of generating evidence, EMPHASIS developed a research study to investigate the dynamics associated with accessing services for mobile groups who are already affected by HIV and AIDS. This study examines people and questions that were not covered by the EMPHASIS baseline survey that was previously conducted.
Three separate studies were conducted in Bangladesh, Nepal and India. Bangladesh and Nepal first initiated the study aiming to understand the dynamics of HIV infection among migrant populations and also to assess barriers to accessing services at source. In India the study was initiated later, to assess the barriers to accessing services at destination. The prime objective of the study was to present these barriers to services at the regional level among the regional stakeholders. Sharing the findings at South Asian Association for Regional Cooperation (SAARC) could be an important way to initiate dialogue between the governments of Nepal and India to formalize a cross border referral system. Country specific barriers to services will be provided as evidence to inform policy at the national level. [45 Pages] Read More...
WOMEN LEAD IN EMERGENCIES Global Learning Evaluation Report
CAREâs Women Lead in Emergencies (Women Lead) model has been developed to operationalise CAREâs commitment to womenâs leadership as one of our four focal areas for Gender in Emergencies.1 Women Lead supports women within communities at the frontline of conflict, natural and climate-related hazards, pandemics and other crises to claim their right to a say over the issues that affect them, and to participate in emergency preparedness, response and recovery.
The Women Lead model looks to address fundamental gaps in humanitarian response that result in the exclusion of women from meaningful participation and leadership in the decisions that affect their lives.
Since 2018, CARE has piloted Women Lead in 15 locations in Colombia, Mali, Niger, the Philippines, Tonga and Uganda. In 2020, Women Lead worked directly with 804 womenâs groups. Through piloting this approach in diverse locations and within different types of humanitarian crisis, Women Lead has sought to understand challenges, barriers and enablers regarding this kind of programming in different contexts.
Womenâs confidence, knowledge and self-efficacy: The evaluation identifies considerable qualitative evidence of increases in confidence, knowledge and capacities. Participants identified the Women Lead model as being relevant to their needs and accessible to them. We can see evidence of women identifying Women Lead as an important enabler of collective action â supporting women to raise their voice, advocate for their needs and engage more effectively with stakeholders. Quantitative surveys support these findings. In Niger, 88% of Women Lead participants feel confident in their knowledge of their rights compared with 58% of non-participants. In Uganda, 58% of Women Lead participants reported âconfidence in accessing servicesâ compared with 40% of non-participant women who said the same.
2. Womenâs presence and meaningful participation in decision-making: The evaluation finds that Women Lead increases womenâs presence, regularity of attendance, and meaningful and effective participation in decision-making community settings. In Niger, 91% of women who participated in Women Lead had attended formal community meetings and almost 60% said they had attended these meetings regularly compared with only 34% of non-Women Lead participants. This had occurred despite men in the community previously challenging womenâs presence at these meetings. The Women Lead model appears to normalise womenâs presence in decision-making spaces, and we see some evidence of women forming their own decision-making forums and creating opportunities for themselves to make decisions, take action or hold leaders to account. In Uganda, the South Sudanese Refugee Womenâs Association has formally registered to become the first recognised women's community-based organisation in Omugo settlement. We also see the incorporation of Women Lead groups in Colombia, where groups have formally registered and started to offer services to other women.
3. Womenâs informal and formal leadership: We see strong evidence of women feeling empowered to take up leadership positions within their community, both formally and informally. In Niger, women are significantly more likely to be leaders in their communities than non-participants (31% of Women Lead participants compared with 9% of non-participants). In Uganda, 22% of Women Lead participants hold leadership positions in their communities compared with 14% of non-participants. In Colombia, for which we have pre- and post-comparison data available for this indicator, before Women Lead 21% of members held leadership positions within their community. This had increased to 40% by the time of this evaluation. However, there is scope to enhance this work further and for there to be more consistent promotion of womenâs leadership through work around political representation, leadership style and horizontal/inclusive decision-making processes.
September 2022 â Global Evaluation Report vii
4. Women take collective action: The Women Lead approach both helps empower women and serves to address complex barriers to their meaningful participation. Women Lead action plans are a useful tool to mobilise women for collective action to advocate for womenâs needs and wants, organise peer support and solidarity activities, and improve their communities by engaging power-holders. Action has also frequently been taken to tackle the preconditions for participation and, in the action plans available for analysis, 42% of actions related to livelihood and income generation. This highlights the importance of women being free to prioritise according to their needs, to ensure they can tackle the preconditions of participation where necessary. We can also see clear qualitative evidence of women taking collective action to make change within their communities. This includes:
⢠Influencing humanitarian actors and local authorities to address the needs of women and the community: In Uganda, group members successfully advocated for humanitarian response actors to move the food distribution site closer.
⢠Advocating to address an injustice: In Niger, women had difficulty accessing maternity services owing to high costs. The Women Lead groups advocated to the district medical officer and the head of the hospital â and achieved a considerable reduction in the cost of accessing hospital services.
⢠Connecting and complementing community actors: In Uganda, Women Lead groups took a lead in addressing community tensions. For instance, when there were tensions around access to land and firewood, women worked with leaders from different communities to put in place agreements on the use of natural resources.
⢠Direct delivery and problem-solving: We see examples of women working to respond directly to the needs of their peers. In the Read More...
The Women Lead model looks to address fundamental gaps in humanitarian response that result in the exclusion of women from meaningful participation and leadership in the decisions that affect their lives.
Since 2018, CARE has piloted Women Lead in 15 locations in Colombia, Mali, Niger, the Philippines, Tonga and Uganda. In 2020, Women Lead worked directly with 804 womenâs groups. Through piloting this approach in diverse locations and within different types of humanitarian crisis, Women Lead has sought to understand challenges, barriers and enablers regarding this kind of programming in different contexts.
Womenâs confidence, knowledge and self-efficacy: The evaluation identifies considerable qualitative evidence of increases in confidence, knowledge and capacities. Participants identified the Women Lead model as being relevant to their needs and accessible to them. We can see evidence of women identifying Women Lead as an important enabler of collective action â supporting women to raise their voice, advocate for their needs and engage more effectively with stakeholders. Quantitative surveys support these findings. In Niger, 88% of Women Lead participants feel confident in their knowledge of their rights compared with 58% of non-participants. In Uganda, 58% of Women Lead participants reported âconfidence in accessing servicesâ compared with 40% of non-participant women who said the same.
2. Womenâs presence and meaningful participation in decision-making: The evaluation finds that Women Lead increases womenâs presence, regularity of attendance, and meaningful and effective participation in decision-making community settings. In Niger, 91% of women who participated in Women Lead had attended formal community meetings and almost 60% said they had attended these meetings regularly compared with only 34% of non-Women Lead participants. This had occurred despite men in the community previously challenging womenâs presence at these meetings. The Women Lead model appears to normalise womenâs presence in decision-making spaces, and we see some evidence of women forming their own decision-making forums and creating opportunities for themselves to make decisions, take action or hold leaders to account. In Uganda, the South Sudanese Refugee Womenâs Association has formally registered to become the first recognised women's community-based organisation in Omugo settlement. We also see the incorporation of Women Lead groups in Colombia, where groups have formally registered and started to offer services to other women.
3. Womenâs informal and formal leadership: We see strong evidence of women feeling empowered to take up leadership positions within their community, both formally and informally. In Niger, women are significantly more likely to be leaders in their communities than non-participants (31% of Women Lead participants compared with 9% of non-participants). In Uganda, 22% of Women Lead participants hold leadership positions in their communities compared with 14% of non-participants. In Colombia, for which we have pre- and post-comparison data available for this indicator, before Women Lead 21% of members held leadership positions within their community. This had increased to 40% by the time of this evaluation. However, there is scope to enhance this work further and for there to be more consistent promotion of womenâs leadership through work around political representation, leadership style and horizontal/inclusive decision-making processes.
September 2022 â Global Evaluation Report vii
4. Women take collective action: The Women Lead approach both helps empower women and serves to address complex barriers to their meaningful participation. Women Lead action plans are a useful tool to mobilise women for collective action to advocate for womenâs needs and wants, organise peer support and solidarity activities, and improve their communities by engaging power-holders. Action has also frequently been taken to tackle the preconditions for participation and, in the action plans available for analysis, 42% of actions related to livelihood and income generation. This highlights the importance of women being free to prioritise according to their needs, to ensure they can tackle the preconditions of participation where necessary. We can also see clear qualitative evidence of women taking collective action to make change within their communities. This includes:
⢠Influencing humanitarian actors and local authorities to address the needs of women and the community: In Uganda, group members successfully advocated for humanitarian response actors to move the food distribution site closer.
⢠Advocating to address an injustice: In Niger, women had difficulty accessing maternity services owing to high costs. The Women Lead groups advocated to the district medical officer and the head of the hospital â and achieved a considerable reduction in the cost of accessing hospital services.
⢠Connecting and complementing community actors: In Uganda, Women Lead groups took a lead in addressing community tensions. For instance, when there were tensions around access to land and firewood, women worked with leaders from different communities to put in place agreements on the use of natural resources.
⢠Direct delivery and problem-solving: We see examples of women working to respond directly to the needs of their peers. In the Read More...
IMAGINE Baseline Analysis Report
CARE has partnered with the Bill & Melinda Gates Foundation to implement IMAGINE, a project that examines how to support married adolescent girls and their families. The project aims at helping young women in Niger and Bangladesh to delay their first birth and to envision, value, and pursue alternative life trajectories. IMAGINEâs goal is two-fold: to identify, design, and test interventions that hold promise for delaying the timing of first birth among married adolescents and to document and share learning from this initiative with the wider development community to inform others working to address the issue of adolescent childbearing. IMAGINE is multifaceted, with components that enable married adolescent girls to delay first birth and to afford greater choice in pursuing an alternative life course. Read More...
Strengthening the Economic Leadership of Rural Indigenous Women in Guatemala (Phase II)
One of CARE Guatemala's main objectives is to achieve womenâs personal and economic empowerment, promoting gender equality and strengthening their access to new equitable opportunities for personal and comprehensive development through sustainable production systems, markets and inclusive and equitable public policies, which allow their participation and development as well as their familiesâ.
Within the framework of its Food and Economic Justice for Women and Youth Program, CARE Guatemala implemented the "Strengthening the Economic Leadership of Rural Indigenous Women -Phase II" project, with funds from the Peierls Foundation, executing actions in eleven communities from the municipalities of San Lucas TolimĂĄn and San AndrĂŠs Semetabaj, department of SololĂĄ.
CARE Guatemala presents results from the January 1 - December 31 2023 period, in which the scope of this intervention is reported, including comprehensive actions promoting access to differentiated conditions in favor of women victims and survivors of gender-based violence and indigenous women with limited economic resources, considering that out of 161 participants, 83% are women who became aware of gender limitation conditions in their environment and later, based on their new conditions, promoted decision-making in the family and community sphere.
The project was executed combining different approaches allowing to improve living conditions of participants and their families, mainly incorporating training topics and work sessions related to i. Personal empowerment (self-esteem, leadership, autonomous decision-making); ii. Economic empowerment (economic initiatives and income generation); iii. Effective influence to comply with policies and programs in favor of women's rights, all of which contributed to improving the participantsâ standard of living. The economic empowerment of women has been the main contributing factor for promoting gender equity and equality, allowing access to opportunities for comprehensive development, sustainable production systems, markets, and inclusive public policies which have promoted their participation and obtaining benefits for their economic development.
To contribute to income generation and for womenâs economic autonomy, actions were carried out to establish productive units and/or value chains, which strengthened their operations, working logistics, learning digital marketing, the services they promote as a business and strengthening their organizational capabilities for economic activities. Actions implemented promoted through the example of participants, led other participating women from the communities to empower themselves personally, demanding the fulfillment of their rights and opportunities, preventing in this manner, gender-based violence in all its aspects. At the same time, the project worked with the Advocacy School application, which strengthened women's voice and leadership, based on virtual mechanisms adapted to the participants' free time. Read More...
Within the framework of its Food and Economic Justice for Women and Youth Program, CARE Guatemala implemented the "Strengthening the Economic Leadership of Rural Indigenous Women -Phase II" project, with funds from the Peierls Foundation, executing actions in eleven communities from the municipalities of San Lucas TolimĂĄn and San AndrĂŠs Semetabaj, department of SololĂĄ.
CARE Guatemala presents results from the January 1 - December 31 2023 period, in which the scope of this intervention is reported, including comprehensive actions promoting access to differentiated conditions in favor of women victims and survivors of gender-based violence and indigenous women with limited economic resources, considering that out of 161 participants, 83% are women who became aware of gender limitation conditions in their environment and later, based on their new conditions, promoted decision-making in the family and community sphere.
The project was executed combining different approaches allowing to improve living conditions of participants and their families, mainly incorporating training topics and work sessions related to i. Personal empowerment (self-esteem, leadership, autonomous decision-making); ii. Economic empowerment (economic initiatives and income generation); iii. Effective influence to comply with policies and programs in favor of women's rights, all of which contributed to improving the participantsâ standard of living. The economic empowerment of women has been the main contributing factor for promoting gender equity and equality, allowing access to opportunities for comprehensive development, sustainable production systems, markets, and inclusive public policies which have promoted their participation and obtaining benefits for their economic development.
To contribute to income generation and for womenâs economic autonomy, actions were carried out to establish productive units and/or value chains, which strengthened their operations, working logistics, learning digital marketing, the services they promote as a business and strengthening their organizational capabilities for economic activities. Actions implemented promoted through the example of participants, led other participating women from the communities to empower themselves personally, demanding the fulfillment of their rights and opportunities, preventing in this manner, gender-based violence in all its aspects. At the same time, the project worked with the Advocacy School application, which strengthened women's voice and leadership, based on virtual mechanisms adapted to the participants' free time. Read More...
Latin America & the Caribbean Rapid Gender Analysis April 2020
Asylum seekers and migrants traveling through Central America and Mexico to the U.S. border face a range of risks, but women, girls, and other vulnerable groupsâsuch as members of the LGBTQIA communityâare confronted with additional threats to their health, safety, and well-being in their countries of origin, countries of transit, and in the U.S. As a result, asylum seekers and migrants who arrive at the U.S.âMexico border often carry a heavy burden of trauma from experiences with violence. The lack of a system to appropriately support people on the move deepens pre-existing inequalities and exposes already vulnerable groups to additional, unnecessary, risks.
The U.S. Governmentâs Migrant Protection Protocols (MPP), also known as the âRemain in Mexicoâ policy, returns asylum seekers and migrants from U.S. custody to Mexican territory, compelling them to face months of risk and uncertainty as they wait to complete their asylum processes. The asylum process itself is challenging and unclear, liable to change without warning, and largely opaque to affected populations. The asylum seekers and migrants waiting in Mexicoâs Ciudad JuĂĄrez city, along the MexicoâU.S. border, face ever-present threats of extortion, gender-based violence (GBV), and kidnappings, which compound their trauma and restrict their freedom of movement and access to critical resources and services. Trauma and fear were the norm of the population that CARE surveyed, not the exception.
Lack of access to complete and reliable information made it difficult for asylum seekers and migrantsâ including pregnant women and GBV survivorsâto make knowledgeable decisions about navigating the asylum process or finding basic services, including health care. Moreover, CARE did not find any mechanisms that allowed asylum seekers and migrants to report concerns or complaints of exploitation and abuse operating at the time of research.
At no point has there been a deliberate effortâby government authorities, policy makers, or those providing the scant services that existâto systematically assess vulnerabilities and mitigate the risk of harm to at-risk groups. On the contrary, the lack of risk mitigation efforts has allowed several actors to emplace policies that put migrants and asylum seekers at increased risk of harm. For example, asylum seekers and migrants returned from U.S. detention to Mexico are often easily identified by visible markers of their detention, including a lack of shoelaces and the bags that they are issued to carry personal items. This visibility renders asylum seekers and migrants more vulnerable to detention or forced recruitment by armed groups, as well as kidnappings, which at times have taken place on the street directly outside the release area in plain sight of authorities. Read More...
The U.S. Governmentâs Migrant Protection Protocols (MPP), also known as the âRemain in Mexicoâ policy, returns asylum seekers and migrants from U.S. custody to Mexican territory, compelling them to face months of risk and uncertainty as they wait to complete their asylum processes. The asylum process itself is challenging and unclear, liable to change without warning, and largely opaque to affected populations. The asylum seekers and migrants waiting in Mexicoâs Ciudad JuĂĄrez city, along the MexicoâU.S. border, face ever-present threats of extortion, gender-based violence (GBV), and kidnappings, which compound their trauma and restrict their freedom of movement and access to critical resources and services. Trauma and fear were the norm of the population that CARE surveyed, not the exception.
Lack of access to complete and reliable information made it difficult for asylum seekers and migrantsâ including pregnant women and GBV survivorsâto make knowledgeable decisions about navigating the asylum process or finding basic services, including health care. Moreover, CARE did not find any mechanisms that allowed asylum seekers and migrants to report concerns or complaints of exploitation and abuse operating at the time of research.
At no point has there been a deliberate effortâby government authorities, policy makers, or those providing the scant services that existâto systematically assess vulnerabilities and mitigate the risk of harm to at-risk groups. On the contrary, the lack of risk mitigation efforts has allowed several actors to emplace policies that put migrants and asylum seekers at increased risk of harm. For example, asylum seekers and migrants returned from U.S. detention to Mexico are often easily identified by visible markers of their detention, including a lack of shoelaces and the bags that they are issued to carry personal items. This visibility renders asylum seekers and migrants more vulnerable to detention or forced recruitment by armed groups, as well as kidnappings, which at times have taken place on the street directly outside the release area in plain sight of authorities. Read More...
Womenâs Economic Empowerment through Gender Transformative Approaches â Evidence from CAREâs Experience in Middle East & North Africa
CARE defines womenâs economic empowerment (WEE) as the process by which women increase their right to economic resources and the power to make decisions that benefit themselves, their families and their communities. Our Theory of Change (as discussed in CAREâs WEE Strategy Document) outlines three conditions necessary for genuine and sustainable economic empowerment for women: increased capabilities, decision-making power and an enabling environment. An integrated approach across all three conditions is required to achieve genuine and sustainable change. Increasing individual womenâs capabilities can lead to temporary increases in their economic opportunities and income. However, womenâs economic empowerment can only be achieved through also transforming unequal power relations and discriminatory structures.
This Learning Brief is created to provide practical learning and present existing tools applied by CARE Country Offices (COs) in the Middle East and North Africa (MENA) region to encourage a more gender transformative approach to WEE and livelihood programming. This is highly relevant for practicioners from the whole sector working on economic empowerment and livelihood porgramming in fragile settings anywhere in the world. This document can aid a better understanding of gender transformative concepts by livelihood staff, as well as better understanding of the principles of sound economic empowerment by gender staff. This Learning Brief contains many practical insights and allows practicioners to understand how theory and frameworks can have an impact on the actual programming and results on the ground. The Hub encourages teams and practicioners to use this Brief, and the different overviews and examples provided, to reflect on their own work on gender integration, and take steps to move beyond gender responsive programming towards a truly transformative approach for our impact groups.
Learning insights incorporated in the document are based on the learning accumulated by CARE MENA Country Offices (COs) in the last five years under our womenâs economic empowerment/livelihood programming. It focuses on two main components of WEE gender transformative programming: economic advancement and gender equality, along with approaches related to engaging men and boys. The evidence of these lessons learned is based on: 1) revision of documentation of more than 12 long term and short term WEE/livelihood programs implemented by CARE in Jordan, Syria, Egypt, West Bank & Gaza, Caucasus and the Balkans, 2) interviews with key informants including gender champions from these COs along with other global CARE gender experts who collectively searched for answers to questions in the themes of gender transformative approaches in WEE programming. Read More...
This Learning Brief is created to provide practical learning and present existing tools applied by CARE Country Offices (COs) in the Middle East and North Africa (MENA) region to encourage a more gender transformative approach to WEE and livelihood programming. This is highly relevant for practicioners from the whole sector working on economic empowerment and livelihood porgramming in fragile settings anywhere in the world. This document can aid a better understanding of gender transformative concepts by livelihood staff, as well as better understanding of the principles of sound economic empowerment by gender staff. This Learning Brief contains many practical insights and allows practicioners to understand how theory and frameworks can have an impact on the actual programming and results on the ground. The Hub encourages teams and practicioners to use this Brief, and the different overviews and examples provided, to reflect on their own work on gender integration, and take steps to move beyond gender responsive programming towards a truly transformative approach for our impact groups.
Learning insights incorporated in the document are based on the learning accumulated by CARE MENA Country Offices (COs) in the last five years under our womenâs economic empowerment/livelihood programming. It focuses on two main components of WEE gender transformative programming: economic advancement and gender equality, along with approaches related to engaging men and boys. The evidence of these lessons learned is based on: 1) revision of documentation of more than 12 long term and short term WEE/livelihood programs implemented by CARE in Jordan, Syria, Egypt, West Bank & Gaza, Caucasus and the Balkans, 2) interviews with key informants including gender champions from these COs along with other global CARE gender experts who collectively searched for answers to questions in the themes of gender transformative approaches in WEE programming. Read More...