The Hand in Hand online auction is here!
That’s right, folks.
Starting today, you, your friends, your family, your friends’ families and your families’ friends – and your enemies – can bid on a huge range of super-cool items, from wine and original art to designer bags and wine to holidays, e-bikes and wine.
“Interesting,” you say. “But can I enter a raffle to win a stunning Orbit No. 1 diamond necklace from Swiss jewellers Montluc?”
And that’s not all. Every time you bid or buy a raffle ticket, you’ll be helping women in some of the most challenging places on Earth beat the odds and succeed as entrepreneurs, which is literally impossible to argue with.
So go ahead.
Finish Start your Christmas shopping or treat yourself to a presumably well-earned gift. Then forward our auction site to every single person in your address book, twice.
Happy bidding!Let’s do this
Why women and girls are vulnerable to coronavirus
Although the risk of serious illness and death from Covid-19 is greater among men and the elderly, women in the developing world face unique challenges that shouldn’t be ignored. In this article, Hand in Hand Programme Development Manager Isabel Creixell explains how women are being affected – and what Hand in Hand is doing to help them.
Women are traditional caregivers: when a family member gets sick, it’s their job to step in. First and foremost, this puts them at greater risk of infection. But even in cases when they don’t fall ill, the burden of household work can increase exponentially, particularly at a time when children are home from school. Parents all over the world have been struggling with a version of this, and in many cases feeling completely overwhelmed. Now imagine if you also had to walk miles every day to fetch water, plus do the chores and shopping yourself, all while tending to the smallholding that’s keeping your family from starving and, in many cases, trying to run a small business on the side. Something’s got to give, and when a family member or members fall ill that thing is almost always the business – and in many cases the farm.
Women working as unpaid nurses don’t have time to be unpaid farmers. In households where men don’t share the burden (most of them, in rural settings) and virtually 100 percent of female-headed households, health crises can turn to hunger crises, quick.
Across our operating countries – right now – there are women who don’t have the time to grow food because of coronavirus and don’t have the savings to buy it. Those who do have savings will be running out soon. At the same time, women are more likely than men to work in the informal economy, meaning they lack social protections like insurance or sick paid leave. Their capacity to absorb shocks, in other words, can be effectively non-existent.
Finally, and maybe most starkly, when economic pressures and food shortages visit rural households, tradition often dictates that women and girls eat least and last.
Increases in gender-based violence during lockdown have rightly caught our attention here in the developed world. The developing world, where rates of violence against women are significantly higher, deserves our attention too.
Let’s not forget that things could get worse, not better, as the lockdown lifts and the true extent of our economic crisis begins to dawn. If isolation is one cause of gender-based violence, stress and financial difficulties are two more. At a time when every spare penny will have gone to buying food, escaping violent relationships will be more difficult than ever.
Health services can be universally lacking in the countries where we work. But even when they’re available women face unique challenges in accessing them. In some communities, restrictive norms keep women from travelling alone. In others’, doctors won’t see them unless their husband – who could well be ill with Covid-19 – is present at the appointment.
How Hand in Hand is helping
Long-term plans to help women weather the coming economic storm are being developed by our programmes teams now.
In the more immediate term, we’ve already taken measures to protect our women members. These include:
- Reaching women that official health guidance hasn’t, typically via their Self-Help Group leaders, to spread information about social distancing, handwashing and other virus prevention measures.
- Providing opportunities to talk about domestic abuse. Although they’re stuck in their homes, some women find that simply having a space to talk about their situation can benefit their mental health. When the lockdown is over, we can more actively direct them to support services.
- Providing information about keeping their businesses running, from how to produce items such as soap and masks to boosting food security by pointing rural members to alternative sources of seedlings and crops.
- Working with men, who make up roughly 20 percent of our members, to share information about the benefits of sharing household tasks.
- Reaching men with targeted messages about coping mechanisms, and providing someone to talk to, in order to reduce the incidence of domestic abuse.
Hand in Hand Afghanistan steps up fight against Covid-19
Hand in Hand is delivering soap, chlorine solution and crucial virus prevention training to 26,000 Afghans as the country braces for a Covid-19 crisis that could become “another Wuhan” without immediate action.
Launched on Sunday 5 April, the emergency response came just days after Afghan officials appealed to NGOs for help, targeting 4,000 hard-to-reach households in Herat, Balkh and Parwan Provinces.
“We consider it our duty to inform people about methods of prevention,” says Zahra, a Hand in Hand trainer on the frontlines of our response. “We can save lives.”
An uncertain world
In a world where so much is uncertain, Afghans have reason to be especially concerned. Every day, thousands of returnees pour across the border from Iran, one of the early epicentres of the virus, fleeing both the economic devastation wrought by Covid-19 and the virus itself. It’s impossible to know how many are bringing it with them, but public health officials here are worried.
“We fear that Herat will turn into another Wuhan,” Afghanistan’s national health minister, Ferozuddin Feroz, told reporters in late-March. Add to that the country’s depleted health system, which struggles to keep up even at the best of times, and prevention is the only hope.
For as long as that hope remains, Hand in Hand will do everything in our power to protect our members and their neighbours. That’s why we’re urgently appealing for your help to nearly triple our impact, reaching 70,000 more Afghans – most of them living in camps for the internally displaced – with soap, chlorine solution and virus prevention training. With your help we can save lives. But we have to act now.
A day’s travel away in Balkh Province, Hand in Hand member Sharifa has worries of her own. The 24-year-old was among the first to receive virus prevention training from Hand in Hand in the earliest days of the outbreak, before the government’s response kicked in. In an area without adequate health services, she says, that training could be her community’s only defence.
“There is a health centre in our village that cannot do anything about Coronavirus and a hospital in the district with very few facilities, no capacity and no equipment for testing,” says the mother of four young children.
For precisely that reason, she says, Hand in Hand’s training on how to keep safe “has brought me peace of mind. Thank you to the supporters of Hand in Hand. Please know you are giving us hope.”
Afghanistan recorded its first confirmed case of Covid-19 on 24 February. Within weeks, Hand in Hand trainers were instructing members – many living in remote areas that public health messages don’t always reach – on virus prevention measures including handwashing, social distancing and more.
With your help, we’ll…
Reach almost 100,000 Afghans
Provide 14,000 households with 6 bars of soap, a bottle of chlorine solution and one spray-pump each
Train every household in handwashing, social distancing, disinfecting surfaces and more
Hand in Hand fights spread of Covid-19 in Afghanistan
Hand in Hand Afghanistan is joining the fight against Covid-19, sharing virus prevention guidelines with families in some of the hardest-to-reach areas in the country.
Lessons in handwashing, social distancing and more have appeared alongside our usual business and skills training since the start of last week, when the country reported its earliest cases.
Other measures taken so far include:
- Limiting training sessions to three to five members as opposed to the usual 20 to 30.
- Wherever possible, conducting training in members’ homes.
- In some projects, distributing livestock and chickens slightly ahead of schedule. In the event of a lockdown, chicken eggs in particular will be a vital source of nutrition. Besides, we don’t want members’ training to go to waste.
- Prioritising training modules that will do the most good during a crisis (for now, marketing takes a backseat to poultry farming, for example).
Forty cases of Covid-19 and one death have been reported in Afghanistan as of 23 March. Home to one of our biggest projects in the country, Herat Province is the epicentre of the outbreak, with most cases arriving from neighbouring Iran where thousands of Afghans are employed. Cases are expected to jump as more people return from Iran every day.
Visit our Covid updates page for the latest information on our programmes in Afghanistan and beyond.
Hand in Hand doubles work with returnees in Afghanistan
Two provinces, 2,250 members, 56,250 chickens and more than 8 million eggs a year. Hand in Hand’s work with returnees and displaced people in Afghanistan is growing exponentially thanks to a third round of funding from Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), the German government’s development agency.
Launching this month in Herat and Bamyan provinces, the 18-month project will train 2,145 returnees and 105 internally displaced people (IDPs) – many fleeing Taliban violence, droughts and famine – to work their way towards a prosperous future in Afghanistan’s growing poultry value chain.
The project follows two others funded by GIZ, both targeting displaced Afghans, the last of which concluded in December 2018.
From refugees to returnees
More than 700,000 Afghan refugees returned to the country from Iran and Pakistan in 2018 – the equivalent, in this relatively small country, of almost the entire population of New York City arriving in the US. But even they are only a fraction of the nearly 4.5 million returnees and IDPs forced to relocate in Afghanistan in recent years, commensurate with the population of California.
Few will have been back to Afghanistan since leaving, lacking family and friends to help them get back on their feet. Thousands will have never set foot in the country at all. And despite receiving small cash grants to support their resettlement, 75 percent will be destitute within three months, drained by the urgent need for food, shelter and transportation, according to the UN.
For women, especially young ones, the challenges are even greater. Restricted mobility, hostile markets and other cultural barriers make earning a living virtually impossible. In Herat Province, for example, only 13 percent of women are involved in any income-generating work.
The role of poultry
If the pilot programme proved it, last year’s full-scale project confirmed it: Afghanistan’s poultry value chain is ideal for returnees and IDPs. Skills are easily learned. Incomes, compared to other rural sectors, are high. And increases are quickly realised. The average beneficiary in last year’s project earned a monthly net income of 1,771 AFN (US $23.50) within one year, in many cases starting from zero.
For members with restricted mobility, the benefits don’t end there. Poultry farms can be run from entrepreneurs’ own households. At the same time, nutrition and food security improve – a matter of particular interest to those responsible for childcare.
What we’ve learned so far
With the pilot and 2018’s project behind us, this year’s project promises to be our most successful yet. Improvements based on previous lessons learnt include:
- Improved metrics for assessing need. For the first time, we’ll prioritise widows, female-headed households and disabled people.
- New training on traditional hatching methods and nutrition, including the proven benefits of eggs to infant and maternal health.
- Underground cooling rooms that are easier to maintain and more accessible than previous cooling technology.
Sustainability is fundamental to Hand in Hand and GIZ’s work. That’s why Hand in Hand is forming six member-led poultry associations, comprising approximately 375 members each, to help our members achieve economies of scale and access larger markets and value chains.
The project also prioritises environmental sustainability by using solar-powered coolers and promoting eco-friendly practices such as using chicken faeces as fertiliser.
By the numbers
8 million-plus eggs
Hand in Hand co-founder to speak during World Economic Forum
Hand in Hand Co-founder Percy Barnevik is arriving in Davos, Switzerland next week to deliver an urgent message during the World Economic Forum Annual Meeting, a gathering of the world’s foremost political, business and other leaders.
Speaking at an event hosted by the Swiss Arab Network (SAN), a a non-profit association working to deepen economic and social ties between Switzerland and the Arab world, Barnevik will draw on decades of experience at the helm of Europe’s biggest companies, as well as his own philanthropic journey, to make an impassioned case for the role of grassroots entrepreneurship in eradicating global poverty. As the Swiss Arab Network’s charity partner, Hand in Hand will be raising funds for our programmes in Afghanistan on the night.
Omar Lahyani, the SAN president and co-founder, said: “We were absolutely amazed by the impact Hand in Hand has with its extremely efficient, cost-effective and sustainable model to fight poverty with jobs. It’s a great honour to welcome Percy Barnevik and learn, how he was able to build up his organisation to create over 1000 jobs per week. The Swiss Arab Nights will be an exclusive charity reception in our winterland oasis that is fully dedicated to Hand in Hand to create even more sustainable micro-enterprises and empower women to change the world.”
Held at the Rixos Flüela Hotel on Wednesday 23 January, the event will be attended by top CEOs, thought leaders, board members, public figures and members of the Swiss Arab Network, the Arab-Swiss Chamber of Commerce and Industry, the Swiss Business Council in Dubai, the Swiss-Asian Chamber of Commerce, and Switzerland Global Enterprise.
Hand in Hand Afghanistan: record expansion with UK aid from the British people
Hand in Hand Afghanistan is embarking on its biggest-ever expansion thanks to UK aid from the British people.
Funded by the UK government, the three-year, US $2.2 million grant aims to improve the livelihoods of 13,300 rural entrepreneurs in Sar-e Pol province. Some 9,500 microbusinesses and 13,300 jobs will be created.
“Now more than ever, government and civil society must work together for a safe, prosperous future in Afghanistan,” said Hand in Hand International CEO Josefine Lindänge. “This grant, our largest yet from a government partner, is a significant step in that direction.”
Hand in Hand is contributing an additional US $1 million to the project, bringing the overall budget to US $3.2 million. The funds come at a critical time. Last year, conflict killed 3,699 Afghan civilians and injured another 6,849 – a 22 percent jump from 2013, and the most since the UN began keeping records in 2009.
The causes of violence in Afghanistan are myriad and complex, but there is no doubt that poverty and joblessness play a crucial role. In a global survey conducted by the World Bank in 2011, 40 percent of insurgents interviewed said unemployment and idleness were their principle reasons for fighting. By providing business and skills training to thousands of Afghans, Hand in Hand and DFID are tackling poverty, and violence, at its roots.
For more information about the programme, please contact Programme Manager Agnes Svensson.
Worldwide media buzz for Hand in Hand member Frozan, 19
Late in March, Reuters profiled one of our members in Afghanistan: 19-year-old Frozan, who overturned convention and a lifetime of poverty to become the first young person in her village set up a beekeeping business.
Before long, Al Jazeera came knocking. Then the New York Post. Then BBC Persian, Russia’s Sputnik News and a whole host of others. When the dust settled a month later, Frozan had been featured by more than 100 media outlets worldwide, many in her native Afghanistan. It was, by some margin, our farthest-reaching media campaign yet.
The interest in her story, we believe, proves two things: one, our programmes are economically empowering young people in Afghanistan; two, the world is taking notice.
Thanks, Frozan, for sharing your success.
Hand in Hand partners with German government in Afghanistan
Imagine if during the 2015-’16 migrant crisis some 50 million people, not 3 million, arrived on Europe’s shores, hungry and desperate for work. Now imagine if Europe was one of the poorest places on Earth, lacking even the most basic services required to keep up.
That, proportionately, is the problem facing Afghanistan, the world’s largest source of refugees for more than three decades, which today faces the inverse problem: the world’s largest returnee crisis, with some 2.5 million people expected back in the country this year and next.
Last month, Hand in Hand partnered with Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), the German government’s development agency, to help 500 such returnees and internally displaced persons work their way towards a prosperous, sustainable future in the country’s growing poultry value chain. The four-month project is, admittedly, a drop in the ocean. But by working with GIZ to tailor our programmes to the specific needs of returnees and IDPs, Hand in Hand is setting the stage for future work with this rapidly growing and chronically under-jobbed cohort.
By the numbers
Project budget: US $230,000
Jobs created: 500
Lives improved: 2,875
Insights from Participatory Evaluation Processes: Adapting to Local Demands
Your proposal was so scalable, it made USAID weep. Your logframe, so flawless it was exhibited at MoMA. Bono himself called to congratulate you on a “totally rockin’ independent baseline study”. But one year into program delivery, credit uptake is waning and dropout rates are creeping higher by the week.
What went wrong?
That’s the question new SEEP member Hand in Hand was forced to confront when two of our programs – one in Afghanistan, the other in Kenya – were threatened by similar issues. Despite more than 10 years’ experience training Savings Groups members how to launch their own microenterprises – resulting in more than 3 million new and improved jobs – we found ourselves humbled by an inescapable truth: nothing gets in the way of a masterfully designed program quite like reality. Adaptive management isn’t merely crucial to success – it’s necessary to survive.
This blog, and our session at the 2017 SEEP Annual Conference – ‘Insights from Participatory Evaluation Processes: Adapting to Local Demands’ on Tuesday, October 3 at 2:15pm – ponders a central element of adaptive management: feedback. In doing so, it posits a package of feedback mechanisms that can be (more or less) universally applied to produce useful learning, drawing on examples from the aforementioned cases, plus a third from VisionFund in Tanzania.
The learning that these mechanisms produced varied across contexts, but in each case the results were transformative, compelling Hand in Hand to redesign its theory of change and exit strategies in Afghanistan and Kenya respectively. Meanwhile in Tanzania, VisionFund applied a similar package of mechanisms during its pilot phase, and shares its experience of taking learning to scale.
The Big Five: Feedback Mechanisms for Useful Learning
Feedback is only as good as the sources that provide it. In order to obtain the fullest picture possible, our package of mechanisms draws on the following sources and methods:
Each of the following cases employed our package of mechanisms. All have been edited for brevity. For the full picture, please attend our session on October 3.
Case One: Hand in Hand, Afghanistan
Occasionally, sources of feedback are in perfect harmony. Such was the case for Hand in Hand Afghanistan, who administered an Enterprise Incubation Fund (EIF) to finance members’ microenterprises where other institutions wouldn’t. Increasing numbers of beneficiaries said they were loath to take loans in remote rural areas where the Taliban had identified credit programs as an opportunity to disrupt NGO activity, branding them as a Western imposition. M&E data showing reduced uptake confirmed their waning interest. Other NGOs had by and large abandoned cost-recovery models in favor of flat-out grants, rendering microfinance even more unattractive. Field staff reported difficulties in recovering loans (and in some cases received anonymous threats). And strategic information pointing to a resurgent Taliban provided scant hope Afghanistan’s credit environment would improve anytime soon.
With all sources of feedback pointing in the same direction – decisively away from our microfinance component – Hand in Hand closed the EIF, adopting productive asset transfer in its place. In the time since, we have distributed some 21,300 Enterprise Startup Toolkits containing all the necessary inputs to launch a business in nine accessible, high-margin sectors such as beekeeping and tailoring, designed to maintain the self-help ethos that lay behind the credit component. Feedback has again been unanimous – this time in our favor.
Case Two: Hand in Hand, Kenya
Things would not be so straightforward in Kenya, where Hand in Hand’s EIF faced the opposite problem: it was too popular. Prior to October 2016, we provided three cycles of subsidized microcredit to members. Not surprisingly, beneficiaries were happy to continue borrowing at slightly below-market rates. But field staff complained they were overworked – tied to old members by cycle after cycle of credit while juggling ambitious recruitment targets for new members. The M&E data agreed: recruitment was indeed slowing down. Strategic information meanwhile pointed to a robust ecosystem of local MFIs, suggesting credit was available from other institutions.
Staff and management met in September, 2016 and immediately embarked on a set of program reforms, reducing the number of loan cycles from three to one. A 27-month phase-out strategy was also agreed, whereby groups would receive nine months of intensive training, 12 months for the EIF credit cycle, and six months of support on market linkages for commodities and loans. Finally, it was agreed that after 27 months, we would help mobilise members into co-operatives known as Community-Based Organisations that would help them lend to each other and gain access to bigger markets and value chains.
Initial feedback suggests the changeover is working favorably.
Case Three: VisionFund, Tanzania
From October 2016 until August 2017, VisionFund Tanzania, World Vision Tanzania and private sector grower/exporter the Great African Food Company (GAFCo) partnered to run seven pilots in different regions of Tanzania with more 3,000 smallholder sunflower and kidney bean farmers. The goal was to improve these beneficiaries’ outputs and, ultimately, their livelihoods.
Involving technology, crop insurance, loan credit processes, payment to farmers, and beneficiary engagement and education, the pilot was highly complex, and field staff reported challenges testing so many combined elements in a variety of locations. But partners had identified both a need and an opportunity: GAFCo needed to generate and test volume and quality for its European buyers, and there was an opportunity to test the approach in parallel across regions.
A major review took place in July 2017, following a review process experiment in June. Senior management from the three partners met with beneficiaries and external stakeholders, including village elders and local and regional government, as part of a 10-day M&E trip visiting each of the pilot locations and engaging in detailed conversations. The process resulted in identifying improvements in beneficiary education, explaining better to village authorities the detail behind areas such as crop insurance, and generating buy-in from local officials.
The model has now been adapted for a wider rollout from October, with an ongoing monitoring of the engagement with beneficiaries and other stakeholders to test the scalability and acceptability of the updated model and improvements in client training.