Participatory Methodology: Rapid Care Analysis

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  GROW.SELL.THRIVE. PARTICIPATORY METHODOLOGY: RAPID CARE ANALYSIS Guidance for Managers and Facilitators Thalia Kidder and Carine Pionetti, July 2013 GENDERED ENTERPRISE AND MARKETS PROGRAMME  Contents 1. Why this tool? 3 What is ‘Rapid Care Analysis’? 3What is exciting and compelling about this? 3How will Rapid Care Analysis fit with our existing work? What are the expected outputs? 3Why do it? In what cases is it not appropriate? 3Change strategy 4Key concepts in ‘Care’ 4 2. Setting the parameters for using Rapid Care Analysis Scope 6Roles 6Objectives and desired outcomes 6What type of evidence should Rapid Care Analysis generate? 6Tailoring choices about evidence to the target audience 7 3. Planning and running the Rapid Care Analysis tool 8 Making decisions about how to use the tool 8Asking the ‘right’ probing questions 9Ensuring good quality documentation 10 4. Getting support and giving feedback 11  What is ‘Rapid Care Analysis’? Rapid Care Analysis is a set of exercises for the rapid assessment of unpaid household work and the care of people in the communities where Oxfam is supporting programmes. It is intended to be quick to use and easy to integrate into existing exercises for programme design or monitoring. It aims to assess how women’s involvement in care work may impact on their participation in development projects. It can also be used to identify how wider programmes can ensure adequate care for vulnerable people. This guidance document provides support for programme managers and others seeking to integrate care analysis into their work. It explains why care analysis is important, provides definitions of key ideas relating to care, and offers tips and guidance for anyone seeking to use the accompanying Rapid Care Analysis toolkit. What is exciting and compelling about this?The vision: Care analysis is part of addressing inequality and promoting women’s empowerment, and care is critical for human well-being. Investing in care has a widespread, long-term, positive impact on well-being and economic development. Although care is thus a ‘public good’, it remains almost universally women’s responsibility. Responsibility for unpaid care work is linked to causes of extreme poverty and social exclusion. Oxfam aims to increase the recognition of care work, reduce the drudgery of care work, and redistribute responsibility for care more equitably, as a precondition for achieving women’s political, social, and economic empowerment. Practical solutions: Changing the ways in which care is provided may take decades. However, a few practical interventions focusing on care can help ensure that women can participate and benefit more from Oxfam’s wider programmes. Our experience shows that a rapid analysis of care gives enough information to start something to identify and prioritise feasible interventions. Care analysis is relevant for any kind of programme, including food security, new enterprises, political participation, or water, sanitation and hygiene (WASH). Too ambitious? The exercises can be reduced or expanded according to the time and resources available, and can be tailored to last for a few hours or for a few days. The ‘toolbox’ offers exercises both for programme managers who want simple, straightforward questions and rapid outputs, and for those who intend to engage in a longer process of awareness-raising and change to how care is provided in communities. How will Rapid Care Analysis fit with our existing work? What are the expected outputs? ã Rapid Care Analysis can be part of Gendered Enterprise & Markets (GEM), Participatory Capability & Vulnerability Analysis (PCVA), or Emergencies Market Mapping/Analysis (EMMA). These exercises could be run alongside power-mapping and analysis, or assessments of gender-based violence (GBV). ã Rapid Care Analysis can be adapted to urban and rural contexts, situations of conflict, and for marginalised communities in developing or developed countries.ã Outputs: Focus groups produce a community map of the work, infrastructure, and services currently required to care for people and dependants. In some cases, the ‘map’ shows how care work has changed due to crisis. Next, the group identifies two or three ‘main problems’ with current care work, for example, laborious time-intensive tasks, mobility restrictions, or health impacts. The group brainstorms possible interventions to address these problems, prioritising options by their level of impact and feasibility. Why do it? In what cases is it not appropriate? ã Rapid Care Analysis can be critical for uncovering less-understood barriers to women’s and girls’ participation in our programmes, and barriers to their ability to benefit equitably from our programmes. Equally, by showing the patterns of care that exist in any context, rapid care analysis can help ensure that groups of vulnerable or dependent people will continue to receive adequate care during situations of crisis or stress. It will improve the outcomes of addressing inequality linked to age, status, gender, or wealth. 1 Why this tool? PARTICIPATORY METHODOLOGY: RAPID CARE ANALYSIS Guidance for Managers and Facilitators 3  ã These exercises have not been designed for situations of rapid-onset emergencies. Similarly, we do not recommend raising issues of women’s and men’s roles in the provision of care in situations where there is little resource or commitment to engage in follow-up activities, and where there is a high risk of ‘backlash’ against the organisations or individual women participating, for example because of rigid rules about women’s roles or the prevalence of violence against women. Change strategy We can make care work visible, show how it’s significant, make it everyone’s issue, and address it with simple steps. Programme officer involved in Rapid Care Analysis exercisesã Be practical.  For years, many staff, partners, and Oxfam programmes have considered and dealt with care – implicitly or explicitly – for example, when we consider issues like household work, domestic work, or women’s family responsibilities in our programming. So, ‘care’ is not a new issue. But many of us are uncertain how to begin to work on care, or how change will happen. How do we manage household practices that are private, cultural, complicated, sensitive, and deep-rooted? The exercises aim to be practical. ã Build wide support.  The care analysis exercises define ‘care of people’ as a concern of the whole community. The purpose of this is to build ownership of and commitment to the process, rather than to situate care as being a ‘women’s issue’. ã Small steps are a good start. ‘Quick wins’ from practical improvements in care work build confidence and commitment to keep going. When practitioners have a simple, practical, rapid way to start the discussions, and we show that the analysis and interventions are common-sense, inexpensive, and effective in improving outcomes and women’s rights, then we will all be inspired to make the change and to address care issues. ã A transformational agenda . In the medium and long-term, a more ambitious agenda and change strategy will include: the recognition of care; investments to facilitate care work; changes in beliefs; redistribution; and re-valuing women’s work. Unequal responsibility for care work is a fundamental barrier to women’s rights and poverty reduction. The community’s process should affirm the importance of ‘recognising, reducing, and redistributing’ care work for women’s empowerment. Short-term and long-term scenarios for using the tool The exercise ‘toolbox’ was developed with two types of use in mind: PARTICIPATORY METHODOLOGY: RAPID CARE ANALYSIS TOOLBOX OF EXERCISES  7   4 PARTICIPATORY METHODOLOGY: RAPID CARE ANALYSIS Guidance for Managers and Facilitators
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