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Learning from Failure 2020
Part of striving for the deepest and most sustainable impact at the biggest scale possible is understanding what doesnât work. CAREâs commitment not only to the highest quality programming, but also to continual improvement, drives us to celebrate our successes and to examine our failures. In 2019, CARE published our first Learning From Failure report, where we looked at what project evaluations told us was going wrong, and areas where we can strengthen our programming to improve our impact. By analyzing broader trends across several projects CARE can get a broader sense of systemic weaknesses that lead to failures in specific cases. We pair this with our podcast with individual case studies where we look at specific examples of failures and how to address them so we can illustrate trends with illustrative examples. That gives us the space to make bigger strategic changes to address underlying causes of failure and support teams to improve work at all levels. One example of this is targeting CAREâs investments in Monitoring Evaluation, Accountability, and Learning (MEAL) systems and capacity building to address common failures we found. In 2020, we repeated the analysis to see where we are improving, and where we still need work. Read More...
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:
âą 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.
âą 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.
âą 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:
âą 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.
âą 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.
âą 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...
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 âshare knowledge of how development donors and implementing organizations leverage local knowledge to inform programming.â2 This study aims to extend the original methods to better understand grassroots actorsâ 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 â 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, âContextual expertise is having experience in a certain context and being able to solve problems based on it.â And the third conceptualization indicates having a deeply rooted connection with the community or the grassroots. Some described this as âhaving your heartâ 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 âcontexts, histories, processes, and experiencesâ 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 â 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, âContextual expertise is having experience in a certain context and being able to solve problems based on it.â And the third conceptualization indicates having a deeply rooted connection with the community or the grassroots. Some described this as âhaving your heartâ 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 âcontexts, histories, processes, and experiencesâ 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...
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...
SEMI-DURABLE SHELTER CONSTRUCTION AND THE TRIPLE NEXUS A study of the multisector ECHO-funded PAMUNOR project in southern Chad
LA CONSTRUCTION DâABRIS SEMI-DURABLES ET LE TRIPLE NEXUS Une Ă©tude portant sur le projet dâassistance multi-sectorielle dâurgence financĂ© par ECHO pour les rĂ©fugiĂ©s centrafricains et les communautĂ©s hĂŽtes (PAMUNOR) au sud du Tchad
En novembre 2019, deux membres de lâĂ©quipe mondiale chargĂ©e des abris dâurgence de CARE International Royaume Uni a effectuĂ© une visite de deux semaines dans le sud du Tchad afin dâĂ©valuer la composante Abris dans le cadre du projet PAMUNOR (Projet dâAssistance Multisectorielle dâUrgence pour les Nouveaux RĂ©fugiĂ©s Centrafricains et des CommunautĂ©s HĂŽtes) qui est financĂ© par ECHO et gĂ©rĂ© par CARE Tchad. Ce projet cherche Ă promouvoir un environnement sĂ»r et sĂ©curisĂ©, notamment en fournissant des abris semi-durables, et Ă favoriser les moyens de subsistance pour amĂ©liorer la sĂ©curitĂ© alimentaire et attĂ©nuer les stratĂ©gies dâadaptation nĂ©gatives adoptĂ©es par les rĂ©fugiĂ©s centrafricains (RCA) nouvellement arrivĂ©s, ainsi que par les membres vulnĂ©rables au sein de la communautĂ© hĂŽte. Lâun des objectifs spĂ©cifiques visant Ă promouvoir un « environnement sĂ©curisĂ© » consistait Ă rĂ©duire les risques de violence basĂ©e sur le genre (VBG) et Ă assurer une mĂ©diation intra et intercommunautaire afin de garantir la coexistence pacifique â condition prĂ©alable indispensable Ă la protection et Ă la mise en Ćuvre de lâautosuffisance. LâĂ©valuation sâest intĂ©ressĂ©e aux dĂ©tails techniques et opĂ©rationnels de la composante Abris et a cherchĂ© Ă comprendre comment cette derniĂšre sâintĂ©grait Ă une approche programmatique plus large dans le contexte local. Elle a Ă©galement examinĂ© ses liens avec les diffĂ©rents mĂ©canismes communautaires bĂ©nĂ©ficiant du soutien du projet. Le succĂšs de la mise en Ćuvre sâexplique par cette approche intĂ©grĂ©e qui rĂ©pond Ă la fois aux besoins urgents et fondamentaux en termes dâabris et de rĂ©duction des risques liĂ©s Ă la VBG, jette les bases pour la sĂ»retĂ© et la sĂ©curitĂ©, et gĂ©nĂšre un environnement propice au dĂ©veloppement des moyens de subsistance et favorable Ă la naissance dâaspirations et dâambitions en termes dâĂ©ducation, de formation et dâapprentissage. Il est important de mentionner lâĂ©ventail de mĂ©canismes qui a Ă©tĂ© mis en place par la communautĂ© pour attĂ©nuer les conflits communautaires et la violence basĂ©e sur le genre, fruit dâun processus inclusif qui favorise la viabilitĂ© et lâappropriation. Les processus de renforcement de la coexistence pacifique, de la cohĂ©sion sociale et visant Ă favoriser lâintĂ©gration locale font partie intĂ©grante de lâapproche suivie par le projet, lâobjectif recherchĂ© Ă©tant lâautosuffisance, et ils incarnent incontestablement le « troisiĂšme cĂŽtĂ© du triangle » au cĆur du nexus Humanitaire-DĂ©veloppement-Paix. De ce point de vue, le projet permettrait de tirer de prĂ©cieux enseignements programmatiques qui pourraient sâavĂ©rer pertinents dans dâautres contextes, au Tchad ou dans dâautres pays, connaissant des dĂ©placements prolongĂ©s, un conflit communautaire de faible intensitĂ©, des besoins humanitaires et des opportunitĂ©s de renforcement de la rĂ©silience, de lâautosuffisance et de la viabilitĂ©.
Two members of CARE International UKâs global Emergency Shelter Team conducted a two-week visit to southern Chad in November 2019 to evaluate the shelter component of CARE Chadâs ECHO-funded PAMUNOR project (Projet dâAssistance Multisectorielle dâUrgence pour les Nouveaux RĂ©fugiĂ©s Centrafricains et des CommunautĂ©s HĂŽtes / Project to provide multisectoral emergency assistance to newly displaced Central African Republic refugees and host communities). This project seeks to support safe and secure living environments, including through the provision of semi-durable shelters, and to stimulate livelihoods, improving food security and reducing negative coping mechanisms amongst newly arrived refugees from Central African Republic (CAR) as well as vulnerable members of the host community. A specific focus on supporting a âsecure environmentâ was through reducing the risks of genderbased violence (GBV) and mediating within and between communities to ensure peaceful coexistence as a necessary pre-requisite for protection and the establishment of self-sufficiency. The evaluation was achieved by looking closely at the shelter component in technical and operational detail as well as by probing its connection to a broader programmatic approach within the local context and its links to various community mechanisms supported through the project. Effective implementation has been achieved through this integrated approach that simultaneously addresses urgent and fundamental needs for shelter and GBV-risk reduction while laying the foundations for safety and security and creating an enabling environment for the development of livelihoods and the growth of aspirations and ambitions for education, training and learning. Of particular note is the range of mechanisms to reduce community conflict and gender-based violence established through a highly effective community-led and inclusive process that brings sustainability and ownership. Processes of strengthening peaceful co-existence, social cohesion and stimulating local integration run through the projectâs approach, seeking to catalyse self-sufficiency, and arguably represents the âthird side of the triangleâ within the humanitarian-development-peace nexus. In this regard, the project could provide valuable programmatic lessons to other contexts in Chad or elsewhere where protracted displacement, low-level community conflict, humanitarian needs and some opportunities for strengthening resilience, self-sufficiency and sustainability are present. [94 pages] Read More...
En novembre 2019, deux membres de lâĂ©quipe mondiale chargĂ©e des abris dâurgence de CARE International Royaume Uni a effectuĂ© une visite de deux semaines dans le sud du Tchad afin dâĂ©valuer la composante Abris dans le cadre du projet PAMUNOR (Projet dâAssistance Multisectorielle dâUrgence pour les Nouveaux RĂ©fugiĂ©s Centrafricains et des CommunautĂ©s HĂŽtes) qui est financĂ© par ECHO et gĂ©rĂ© par CARE Tchad. Ce projet cherche Ă promouvoir un environnement sĂ»r et sĂ©curisĂ©, notamment en fournissant des abris semi-durables, et Ă favoriser les moyens de subsistance pour amĂ©liorer la sĂ©curitĂ© alimentaire et attĂ©nuer les stratĂ©gies dâadaptation nĂ©gatives adoptĂ©es par les rĂ©fugiĂ©s centrafricains (RCA) nouvellement arrivĂ©s, ainsi que par les membres vulnĂ©rables au sein de la communautĂ© hĂŽte. Lâun des objectifs spĂ©cifiques visant Ă promouvoir un « environnement sĂ©curisĂ© » consistait Ă rĂ©duire les risques de violence basĂ©e sur le genre (VBG) et Ă assurer une mĂ©diation intra et intercommunautaire afin de garantir la coexistence pacifique â condition prĂ©alable indispensable Ă la protection et Ă la mise en Ćuvre de lâautosuffisance. LâĂ©valuation sâest intĂ©ressĂ©e aux dĂ©tails techniques et opĂ©rationnels de la composante Abris et a cherchĂ© Ă comprendre comment cette derniĂšre sâintĂ©grait Ă une approche programmatique plus large dans le contexte local. Elle a Ă©galement examinĂ© ses liens avec les diffĂ©rents mĂ©canismes communautaires bĂ©nĂ©ficiant du soutien du projet. Le succĂšs de la mise en Ćuvre sâexplique par cette approche intĂ©grĂ©e qui rĂ©pond Ă la fois aux besoins urgents et fondamentaux en termes dâabris et de rĂ©duction des risques liĂ©s Ă la VBG, jette les bases pour la sĂ»retĂ© et la sĂ©curitĂ©, et gĂ©nĂšre un environnement propice au dĂ©veloppement des moyens de subsistance et favorable Ă la naissance dâaspirations et dâambitions en termes dâĂ©ducation, de formation et dâapprentissage. Il est important de mentionner lâĂ©ventail de mĂ©canismes qui a Ă©tĂ© mis en place par la communautĂ© pour attĂ©nuer les conflits communautaires et la violence basĂ©e sur le genre, fruit dâun processus inclusif qui favorise la viabilitĂ© et lâappropriation. Les processus de renforcement de la coexistence pacifique, de la cohĂ©sion sociale et visant Ă favoriser lâintĂ©gration locale font partie intĂ©grante de lâapproche suivie par le projet, lâobjectif recherchĂ© Ă©tant lâautosuffisance, et ils incarnent incontestablement le « troisiĂšme cĂŽtĂ© du triangle » au cĆur du nexus Humanitaire-DĂ©veloppement-Paix. De ce point de vue, le projet permettrait de tirer de prĂ©cieux enseignements programmatiques qui pourraient sâavĂ©rer pertinents dans dâautres contextes, au Tchad ou dans dâautres pays, connaissant des dĂ©placements prolongĂ©s, un conflit communautaire de faible intensitĂ©, des besoins humanitaires et des opportunitĂ©s de renforcement de la rĂ©silience, de lâautosuffisance et de la viabilitĂ©.
Two members of CARE International UKâs global Emergency Shelter Team conducted a two-week visit to southern Chad in November 2019 to evaluate the shelter component of CARE Chadâs ECHO-funded PAMUNOR project (Projet dâAssistance Multisectorielle dâUrgence pour les Nouveaux RĂ©fugiĂ©s Centrafricains et des CommunautĂ©s HĂŽtes / Project to provide multisectoral emergency assistance to newly displaced Central African Republic refugees and host communities). This project seeks to support safe and secure living environments, including through the provision of semi-durable shelters, and to stimulate livelihoods, improving food security and reducing negative coping mechanisms amongst newly arrived refugees from Central African Republic (CAR) as well as vulnerable members of the host community. A specific focus on supporting a âsecure environmentâ was through reducing the risks of genderbased violence (GBV) and mediating within and between communities to ensure peaceful coexistence as a necessary pre-requisite for protection and the establishment of self-sufficiency. The evaluation was achieved by looking closely at the shelter component in technical and operational detail as well as by probing its connection to a broader programmatic approach within the local context and its links to various community mechanisms supported through the project. Effective implementation has been achieved through this integrated approach that simultaneously addresses urgent and fundamental needs for shelter and GBV-risk reduction while laying the foundations for safety and security and creating an enabling environment for the development of livelihoods and the growth of aspirations and ambitions for education, training and learning. Of particular note is the range of mechanisms to reduce community conflict and gender-based violence established through a highly effective community-led and inclusive process that brings sustainability and ownership. Processes of strengthening peaceful co-existence, social cohesion and stimulating local integration run through the projectâs approach, seeking to catalyse self-sufficiency, and arguably represents the âthird side of the triangleâ within the humanitarian-development-peace nexus. In this regard, the project could provide valuable programmatic lessons to other contexts in Chad or elsewhere where protracted displacement, low-level community conflict, humanitarian needs and some opportunities for strengthening resilience, self-sufficiency and sustainability are present. [94 pages] Read More...
âFUTURE FOR YOU(TH): YOUNG PEOPLE AS LEADERS OF LIFE SKILLS EDUCATION IN THE BALKANSâ
The final evaluation of the âFuture for You(th): Young people as Leaders of Life Skills Education in the Balkansâ was conducted between December 2023 and March 2024. This end-term evaluation has addressed the full period of the project implementation (March 2021 â February 2024). Its scope covered all four target countries (Bosnia and Herzegovina, Serbia, Kosovo and Albania) and main project beneficiaries (partner organizations, institutional representatives, teachers, youth, parents, movement leaders, etc.).
The evaluation process employed a mixed-methods approach with a non-experimental design. Its purpose was to assess the intervention's impact on advancing gender equality, examining shifts in cultural norms, behaviors and attitudes, and power dynamics, along with changes in participation, access to resources, and policy adjustments. It also aimed to summarize the main findings, conclusions and recommendations to inform the project's design and implementation phase.
The evaluation process was based on OECD-DAC evaluation criteria, but the priority was given to relevance, effectiveness, (immediate) impact and sustainability of the intervention. The rest of the criteria were not prioritized considering the given time frame, budget and purpose of the evaluation.
The project evaluation has embedded gender-responsive approaches and human rights frameworks from its inception. This approach was instrumental in establishing a holistic evaluation framework, with the aim of ensuring that these aspects were not treated as peripheral concerns but rather integral components of the project's core objectives and activities.
The data collection process comprised a desk review of relevant documents, semi-structured interviews with key informants, focus groups involving young individuals, and validation sessions to confirm clarity and authenticate key findings with project partners and other stakeholders. Data triangulation involved consolidating various methods and sources, thereby enhancing credibility through cross-referencing information from diverse origins.
Key limitations in the evaluation included a lack of representation from policymakers in some countries, restricted involvement of young individuals not engaged in BMCs and limited participation of young law offenders and professionals from youth at risk centers in the evaluation process. Related findings from the informants were cross-referenced with other information extracted from reviewed documents to mitigate potential bias.
Young men and women who participated in a greater number of project activities, including workshops or events related to campaigns, demonstrated more gender-equal attitudes towards gender roles and norms, violence, gender equality. All young people have increased their knowledge in sexual and reproductive health. Parents of BMC members have confirmed that the BMC program serves as a vehicle for continuous and holistic personal growth of their children, positively impacting diverse aspects of their lives.
School staff and professionals from juvenile correctional centers have gained qualitative content and the necessary competencies to effectively present crucial topics to youth in a non-formal manner that aligns with the needs of young people.
BMCs have progressed to comprehensive resource centers, providing safe spaces where young individuals can openly discuss their most sensitive concerns and receive professional referrals to address their diverse needs.
The project has managed to reach out to a remarkable number of people. The partners organized campaigns at the local level, resulting in the implementation of 35 school-based initiatives that reached 9,356 young individuals, and conducted 68 community-based campaigns, engaging with 20,218 citizens spanning across youth and adults alike, significantly increasing awareness on promoting peaceful masculinities, gender equality, and addressing hate speech and intolerance within the targeted demographics.
Despite challenges, such as navigating political instability, the project demonstrated resilience and effectiveness, significantly influencing community attitudes on social issues. It made a substantial impact on policy and practice regarding life skills education, underscoring its commitment to gender equality. Read More...
The evaluation process employed a mixed-methods approach with a non-experimental design. Its purpose was to assess the intervention's impact on advancing gender equality, examining shifts in cultural norms, behaviors and attitudes, and power dynamics, along with changes in participation, access to resources, and policy adjustments. It also aimed to summarize the main findings, conclusions and recommendations to inform the project's design and implementation phase.
The evaluation process was based on OECD-DAC evaluation criteria, but the priority was given to relevance, effectiveness, (immediate) impact and sustainability of the intervention. The rest of the criteria were not prioritized considering the given time frame, budget and purpose of the evaluation.
The project evaluation has embedded gender-responsive approaches and human rights frameworks from its inception. This approach was instrumental in establishing a holistic evaluation framework, with the aim of ensuring that these aspects were not treated as peripheral concerns but rather integral components of the project's core objectives and activities.
The data collection process comprised a desk review of relevant documents, semi-structured interviews with key informants, focus groups involving young individuals, and validation sessions to confirm clarity and authenticate key findings with project partners and other stakeholders. Data triangulation involved consolidating various methods and sources, thereby enhancing credibility through cross-referencing information from diverse origins.
Key limitations in the evaluation included a lack of representation from policymakers in some countries, restricted involvement of young individuals not engaged in BMCs and limited participation of young law offenders and professionals from youth at risk centers in the evaluation process. Related findings from the informants were cross-referenced with other information extracted from reviewed documents to mitigate potential bias.
Young men and women who participated in a greater number of project activities, including workshops or events related to campaigns, demonstrated more gender-equal attitudes towards gender roles and norms, violence, gender equality. All young people have increased their knowledge in sexual and reproductive health. Parents of BMC members have confirmed that the BMC program serves as a vehicle for continuous and holistic personal growth of their children, positively impacting diverse aspects of their lives.
School staff and professionals from juvenile correctional centers have gained qualitative content and the necessary competencies to effectively present crucial topics to youth in a non-formal manner that aligns with the needs of young people.
BMCs have progressed to comprehensive resource centers, providing safe spaces where young individuals can openly discuss their most sensitive concerns and receive professional referrals to address their diverse needs.
The project has managed to reach out to a remarkable number of people. The partners organized campaigns at the local level, resulting in the implementation of 35 school-based initiatives that reached 9,356 young individuals, and conducted 68 community-based campaigns, engaging with 20,218 citizens spanning across youth and adults alike, significantly increasing awareness on promoting peaceful masculinities, gender equality, and addressing hate speech and intolerance within the targeted demographics.
Despite challenges, such as navigating political instability, the project demonstrated resilience and effectiveness, significantly influencing community attitudes on social issues. It made a substantial impact on policy and practice regarding life skills education, underscoring its commitment to gender equality. Read More...
POWER Africa Burundi Rolling Baseline Report
POWER Africa, CAREâs Promoting Economic Opportunities for Womenâs Empowerment in Rural Africa Project, is a $13 million, four-year project, funded by the MasterCard Foundation which aims to increase financial inclusion in Burundi, CoÌte dâIvoire, Ethiopia and Rwanda through the Village Savings and Loan Association (VSLA) approach, financial education, and linking mature groups to formal financial institutions, while also creating a platform for sharing lessons learned within and between the four target countries. Three years into the project, in Burundi there are 102,098 VSLA members in 4,432 groups.
This study, using 18 trained enumerators in six groups, carried out 290 1:1 interviews with young women in VSLAs, examining their lives before VSLAs and now. Also, 130 non-VSLA members were interviewed as a control. Additional evidence was gathered from several VSLA and non-VSLA focus groups. [42 pages] Read More...
This study, using 18 trained enumerators in six groups, carried out 290 1:1 interviews with young women in VSLAs, examining their lives before VSLAs and now. Also, 130 non-VSLA members were interviewed as a control. Additional evidence was gathered from several VSLA and non-VSLA focus groups. [42 pages] Read More...
GenCAP/CARE Rapid Gender Analysis: Unity State, South Sudan
Womenâs lives have only gotten worse following the political and inter-communal violence that has shaken South Sudan to its core since mid-December 2013i. Women have been raped and killed where they had sought shelter, including hospitals and churchesii. In April 2014, fighting in Unity State caused more than 20,000 people from throughout the state to seek refuge in Protection of Civilian centres in Bentiu: the biggest movement of people since the current crisis began. There has been relatively little analysis about the different needs of women, men, boys and girls during the current crisis in Unity.
Rapid gender analysis provides information about the different needs, capacities and coping strategies of women, men, boys and girls in a crisis by examining the relationships between women, men, boys and girls. For the moment, this is only an incomplete, initial analysis of gender relations in Bentiu PoC area. Nevertheless the initial gender analysis and recommendations for more gender sensitive programming should inform programming to make sure we meet the needs and protect women, men, boys and girls. Read More...
Rapid gender analysis provides information about the different needs, capacities and coping strategies of women, men, boys and girls in a crisis by examining the relationships between women, men, boys and girls. For the moment, this is only an incomplete, initial analysis of gender relations in Bentiu PoC area. Nevertheless the initial gender analysis and recommendations for more gender sensitive programming should inform programming to make sure we meet the needs and protect women, men, boys and girls. Read More...