Re-Thinking the Focus of Rapid Needs Assessments

Rapid assessments are identifying crucial humanitarian needs in the aftermath of the earthquakes in Türkiye and Syria, but they could benefit from closer reflection on how to support the recovery of urgently needed livelihoods, particularly for the most vulnerable.

Following the devastating earthquakes that struck Syria and Türkiye on February 6, rapid assessments were quickly launched to identify needs in affected communities, track displacement patterns, and assess availability of essential services. Using traditional data-collection methods and more innovative solutions, such as drones and satellite images, detailed overviews and analysis were available within days to identify some of the dire needs in the affected communities.

With seemingly insurmountable needs captured in the rapid assessments, humanitarian actors are endeavoring to find solutions and strategies that will have quick results. These organizations are delivering according to the identified needs. For instance, there is data showing that while functioning markets remain in Northwest Syria, many households lack sufficient funds to purchase goods from those markets. As such, humanitarian actors are focusing, inter alia, on providing multipurpose cash assistance and cash for protection for vulnerable, women-headed households. While this type of assistance is needed, it is inherently unsustainable. After limited rounds of assistance, households will not be able to meet their needs.

Integrated and immediate humanitarian aid programs are indispensable, but they can create dependencies – especially for the most vulnerable members of the affected communities. Prior to the earthquake, many families were already highly dependent on aid and able neither to meet basic needs nor access sufficient public services without humanitarian funding. To mitigate the dependency on external assistance, which is also being stretched thin in the face of other global crises (such as Ukraine and Afghanistan), humanitarian actors and donors need deeper insight about how to allocate resources for not only the coming days, but also the months and years ahead.

These insights are essential as the pressure mounts on community members – particularly vulnerable ones – to create incomes that can cover their needs as aid declines. This pressure could spiral into protection risks, and we will likely result in an increase in early marriage, child labor, and other concerns affecting women and girls. We have observed over the past years that protection risks are linked to the families’ livelihoods, which means that women-headed households with lower incomes are particularly at risk.

These women-headed households face not only the pressure of earning the family’s income, but also of unpaid care duties, which may hinder their abilities to re-start their livelihoods – or force older children, especially girls, to drop out of school to take care of younger siblings. In turn, this dynamic places these school drop-outs in a difficult position when looking to find employment in the coming years.

Therefore, even in the immediate wake of the earthquakes, needs assessments should reflect the ideas, needs, and preferences of (women-headed) households for building and recovering livelihoods. These assessments will be crucial for providing the international community with guidance on how to shape responses by providing suitable and sustainable livelihood and income-generation opportunities.

As a result of the devastating consequences of the earthquakes, households may require loans or grants to re-start their previous businesses. Families may also decide to settle in rural areas but face challenges entering the agriculture sector without owning their own land. Families may also turn to running home-based business but lack the requisite start-up capital or marketing skills. But we won’t be sure – not until we ask the affected communities.

The earthquakes have pushed people to leave their homes in search of safety and stability. Temporary shelters and reliance on relatives may provide safety. However, humanitarian programs will need to step in for stability, supporting emergency livelihood opportunities for the affected people. Humanitarian programs are unlikely to focus their resources in this area – unless we collect data on these needs and provide evidence of their importance.

Katharina is Proximity's Strategic Development Lead and Program Manager. She was previously based in Hatay where she worked with the Syrian organization Violet, supporting Northwest Syria's humanitarian response.

Frontiers of Gender Work in Global Development

Interview with Dr. Gloria Novovic

As a woman-owned small business committed to amplifying the voices of women in the communities where we work, Proximity continually observes the slow progress that is being achieved towards gender equality – despite ongoing endeavors to iterate new regulations and tools.

We recently sat down with Dr. Gloria Novovic, a feminist policy expert, to discuss the current gender landscape in international aid, the challenges being faced, and innovative new approaches.

Gloria, thank you so much for joining us. Would you like to start by telling us how you started working on gender in the context of global development and humanitarian work?

I was drawn to feminist approaches because of their focus on root causes: How are the norms shifting? What is driving more equitable discourses? And how are people’s lives impacted? These questions really came into focus for me when I was working at the World Food Programme. I frequently encountered emergency reports arguing, for example, that women’s access to cash had advanced gender equality – and I kept asking, “but how do we know?”

In 2018, as I was designing my doctoral research project, UN WOMEN released a report, “Turning Promises into Action”, which criticized global development for its slow progress toward gender equality, so I designed my research to explore whether the Sustainable Development Goals (SDGs) were creating any room to do things differently. I spoke with almost 200 specialists about a crucial policy paradox: everyone is so committed to gender equality, but limited progress is being observed across the board.

And what did you determine was the cause of that paradox?

In a nutshell, a great deal of effort has been invested in integrating gender equality into programming without fundamentally transforming humanitarian or development work; we tend to end up with the famous “add-women-and-stir” approach. The predominant – but somewhat misguided – assumption is that actors are actively ignoring gender equality commitments. Many feminists feel like they’ve spent 20 years repeating the same information, and they are disheartened by the slow progress. Throughout my research and work, I’ve heard so many versions of the same rhetorical question: “How many training modules, how many workshops and gender equality policies do we need before people get it?”

However, what I’ve found as a researcher and practitioner is that global development mechanisms are not designed for the social transformation that is necessary to advance gender equality. Institutions are resistant to change as a whole because their incentive structures protect the status quo, so we need to be motivated to transform our institutions and the system of international cooperation as a whole to make any progress.

The change is already underway. The shift towards integrated planning, implementation, and learning offers hope. With more interconnected SDGs and national priorities, we are seeing the expansion of cross-sectoral working groups that can lead to actionable gender strategies.

Policies in favor of gender equality, alone, are not enough. An overwhelming number of humanitarian and development practitioners I interviewed pointed to vague gender targets that bear no relations to the actual context. For example, the ambition to ensure gender-responsive urban transport is great, but what does it mean in practice? Urbanists and engineers lack “gender expertise” and gender specialists are unaware of other technical constraints. However, when these people are brought to the same table, they are able to co-construct actionable plans that advance gender equality objectives. So this brings us to the promising notion of gender expertise as a result of collaboration among gender specialists, technical experts, decision-makers, and funders.

What do you feel the future of gender work in development and humanitarian programming will look like? And what are innovative organizations currently doing to push the limits of established gender practices?

Actors are realizing that they have to go beyond what can be measured in the immediate term and find new ways to “do gender” in change-resistant development and humanitarian systems.

Positive trends are emerging. Gender-targeted outcomes are now a part of many UN actors’ personal performance plans. This incentivizes technical specialists to consult gender advisors to identify precisely how and what they will do differently in support of gender equality – going beyond abstract commitments and valuing local experience and perspectives.

Interestingly, we are also seeing increased pressure on donors to shift their structures. International organizations like the Frida Fund for Young Feminists and Mama Cash are, for example, perfecting and sharing models of participatory grant-making.

International NGOs in countries with feminist approaches to international assistance are also leveraging their donor influence and negotiating mechanisms that build on these innovative approaches. Kvinna til Kvinna in Sweden and the Equality Fund in Canada, for example, are working more directly with local feminist organizations in ways that insist on local agency and lower barriers to donor funding.

With more and more donors now contemplating what “locally led development” agenda means for them, we can expect to see these trends gain traction in the coming months and years.

What do you see are the persistent challenges that really need to be addressed to enhance our approaches to gender?

We all know what gender equality agendas require: increased, flexible, predictable funding that allows local groups, organizations, and communities to support their own agendas on their own terms. Yet, funding mechanisms have remained fundamentally unchanged in the last 60 years. Donors are consequently being called to reconsider how agendas are set, how funding is distributed, how decision-making agency is allocated, and how progress is defined and measured.

Local actors are at the forefront of the sector’s transformation. Organizations are turning down funding when it undermines feminist principles, erodes community agenda, or isn’t aligned with local priorities. Instead, they are focusing on movement building and coordination. The key is to ensure every new project builds on the one before, and that it backs – or is backed by – what other allies are doing. It involves seeing other organizations as allies, not competition, and co-constructing broader coalitions.

Organizations that don’t define themselves first and foremost as being feminists (including non-government organizations, consultancy organizations, think-tanks, and foundations) are also doing their part by sharing access to needed resources (e.g. office space) with more grassroots feminist organizations, pushing boundaries with feminist evaluations, and convening multi-stakeholder approaches in which marginalized groups are not only invited, but also supported to intervene.

This is what Rebeca Tatham and I argue is the role of feminist researchers as well. In our recent article published in the International Feminist Journal of Politics, we acknowledge the challenge of engaging in mainstream discussions and prioritizing local perspectives that often present a completely different viewpoint to the issue. It requires more time and resources, careful planning, coordination etc. but it is a requisite for impact and accountability.

None of this is easy, but it is possible, especially if we move away from zero-sum thinking of competition and look at strategic partnerships as avenues of change.

*This interview text was edited for conciseness and clarity

– Gloria Novovic is an independent consultant specializing in global governance and feminist policy. She holds a PhD in Political Science and International Development and has worked across the humanitarian-development spectrum and different institutional and geographical arenas. She can be reached at novovic.gloria@gmail.com

MEL Foundations for Adaptive Programs

It may seem pedestrian to talk about program adaptation in international development programs, and yet the nuts and bolts that are necessary for an adaptive program are often missing.

This blog offers experience-based insights to encourage program managers, donors, and MEL colleagues to revisit the foundations on which program adaptation is based.

I suggest three foundational blocks in this endeavor:

1. Gathering ‘useful’ monitoring data

Monitoring systems and tools typically yield information about whether an expected activity has been completed or a product/output has been delivered. In some instances, projects gather bespoke information for case studies, which are qualitative and (largely) anecdotal in nature. This information is useful to hold programs to account, largely assessing whether partners have spent money on the things they said they would. However, this information offers little insight into whether the program is doing the ‘right’ sorts of things and whether key assumptions in the theory of change are legitimate. For example, it might not tell us if training is the right activity to deliver institutional change.

Tip: Pay attention to the information that your monitoring system is generating and ask yourself if the information tells you if you’re doing the ‘right’ things to deliver real change. If the answer is ‘no’, then you need to reconsider what data your monitoring tools are gathering and amend the tools.

2. Ensuring analytical capabilities of data-users

What benefit is fantastic, reliable, granular data if the data users are unable to analyze and utilize the information? Most programs commission evaluations, strategic reviews, case studies, learning reviews, and so forth. These steps yield invaluable data, but we need to find a way to bring this information together with the monitoring data to allow program teams to reflect on what is working, why (or why not), and what else they can do to catalyze change. In addition to bringing this information together in digestible formats, we need to consider whether program teams and donors possess the necessary skills to leverage the information and thereby inform decision-making for program adaptation.

Tip: Map out all your data sources and draw out key themes, messages, and insights. Work with program implementation teams to ask the important questions:

(i) What is working and why/why not?

(ii) What else can we do to catalyze change?

(iii) Are our assumptions about the context and motivations/behaviors of actors legitimate?

3. Balancing learning and reporting

MEL systems are often set up primarily to report on what activities money has been spent on and the tangible products that have been delivered. This is not to suggest that MEL systems only focus on accountability, but the importance of reporting (logframes, results frameworks, etc.) means that accountability often steers the MEL system. Unfortunately, when accountability drives the MEL system, learning takes a backseat; there are only so many hats a MEL system can wear! This, in turn, skews the types of tools and methods that a program team is likely to use. For example, a MEL system skewed towards accountability is likely to focus more on determining attribution rather than, for example, understanding whether activities were appropriate or changes are sustainable. There is no silver bullet to find a balance between the (often) competing agendas, but a recognition that learning is essential must be made explicit and help drive the design of a MEL system.

Tip: In addition to quantitative indicators (which largely serve accountability), consider qualitative data collection and analysis. You can use methods such as outcome harvesting and contribution analysis as part of the MEL toolset.

Adaptive programing is the holy grail of a MEL system. We can continue to discuss semantics, methods, and value, but there are some first principles – the presence of which are a sign that program teams and donors are using their MEL systems to prioritize reflection and adaptation.

Dr. Deepti Sastry is a monitoring, evaluation, and learning expert with over 15 years of experience in the international NGO, government, civil society, and private sectors. She has extensive experience working with UK and EU-funded aid programmes, with emphasis on MEL for programmes in and on fragile and conflict affected states, private sector development, and impact investing. While being a MEL purist, Deepti is passionate both about good quality, robust MEL tools and processes, and in optimizing the value of these tools and processes to leverage insights and adaptations. In addition, Deepti is experienced with and uses numerous methodological approaches such as mixed-methods and qualitative evaluation design, appreciative inquiry, the Qualitative Impact Protocol (QuIP), outcome mapping, and qualitative research methods.