Using reliable, quality data in humanitarian settings is critical to ensuring that life-saving interventions reach affected populations in a timely and equitable manner. While evidence-based decision-making should be a trademark of any emergency response program, data collected in crisis contexts is not always translated into action. Many humanitarian agencies struggle with striking a balance between a desire to be thorough and the need to be agile and end up conducting costly assessments that become obsolete before the results can be used to plan and adapt. Others collect the right information at the right time, but fall short of utilizing it effectively because of scarce resources, lack of time and silos within their organizational structures. When a disaster strikes or a protracted conflict deprives millions of people of basic survival needs, it may be difficult to stop, think and learn. After all, it is the inherent nature of emergency programs to perform and deliver under the pressures of urgency and uncertainty. Yet a failure to pause and reflect may mean that time and funds are poured into services that do not bring about meaningful change, taking away from real priorities.

Global Communities is not immune to these challenges, but we make concerted efforts to address them as soon as they arise. I recently chatted with Tefera Mekonnen, Senior Monitoring & Evaluation Manager in Global Communities’ Yemen Office, about how simple yet intentional program quality reviews can significantly improve the effectiveness of emergency food assistance programs. The interview was edited for length and clarity.

Paula: You are a Senior Monitoring & Evaluation Manager with Global Communities’ Emergency Food and Nutrition Assistance program in Yemen. Could you share a few insights about the program’s objectives and impact? What is, in your opinion, the program’s greatest contribution or achievement thus far?

Tefera: Humanitarian needs in Yemen continue to grow, driven by the escalating conflict, persistent government revenue shortages and a protracted economic blockade that has fueled the ongoing economic crisis. The Yemeni rial has continued to depreciate in southern areas of Yemen, contributing to further increases in already above-average prices of food and non-food commodities, and reducing household purchasing power. To address some of these ongoing hardships, Global Communities is delivering lifesaving humanitarian assistance to the neediest populations in the country. Our Emergency Food and Nutrition Assistance (EFNA) program addresses urgent food insecurity and nutrition needs of nearly 40,000 individuals in Al Dhale’e, Al Azariq and Qa’atabah districts affected by conflict and instability. The program works with local actors to assist vulnerable groups, including pregnant and lactating women and children under five years old with moderate or severe acute malnutrition. We are observing that most recipients of our aid are recovering from malnutrition. It is very rewarding to work for a program that saves lives by improving food security and the nutritional status of vulnerable populations.

Paula: What types of data does the program typically collect and for what purpose?

Tefera: The program has collected different data along the project implementation cycle. First, we conducted a needs assessment to inform the program design so that our interventions reflect the context and realities of the Yemeni communities we serve. Second, we selected key outcome indicators and performed a baseline assessment to guide the program’s implementation. Third, we collect process data during each food distribution to make sure it is proceeding according to the agreed protocols and standards. And fourth, we conduct post-distribution monitoring assessments to examine the coverage and relevance of the response and to set up action steps for the next distribution round

Because our program includes a nutrition behavior change component, we also gather data to capture changes in the participants’ knowledge, attitudes, and practices. In addition, we established a community feedback mechanism to receive comments from program participants. Our midterm evaluation assessed the continued relevance of the intervention and the progress made toward achieving its planned objectives. Finally, our endline assessment will allow us to learn from our experiences, improve our practices and evaluate the intended and unintended impacts of the project compared to the baseline values.

We collect all this data to track progress in an accurate and timely manner, to promote evidence-based decision-making, to enhance learning within and outside of the project, and to maintain accountability to project participants and other stakeholders, including donors.

Paula: What challenges arise in collecting and utilizing data in humanitarian assistance programs like yours?

Tefera: : As you know, humanitarian programs have short implementation periods. Having enough time to collect all the required data is one of the key challenges. Assessments also require a lot of effort and resources. The main goal of data collection and analysis is informed decision-making, but sometimes we observe that the data is not used efficiently. Another challenge is limited staff capacity to make assessment reports actionable and to translate them into concrete strategies.

Paula: You recently spoke at the event How to Promote Learning through Data Usage in Emergency and Humanitarian Settings organized by HuMEL. You focused your remarks on one specific challenge: communication gaps. Could you elaborate on this point in the context of your program?              

Tefera: Global Communities conducted lots of assessments in Yemen over the years. About four years ago, we realized that our team did not effectively utilize this data for informed decision-making. After many internal discussions, we learned that the way we communicated assessment results to the implementation team was problematic. At that time, we simply shared the reports with the team through email. We did not fully appreciate the fact that our staff have busy schedules and limited time to read the reports thoroughly, especially given the fast pace of emergency response programming. Communicating through email did not encourage active interaction among staff and caused silos between different departments.

Paula: During the event, one participant observed that many people who are responsible for using data (usually project leadership) do not have a monitoring and evaluation background and therefore do not know how to read, interpret, and appreciate the data. What is your perspective on this issue?     

Tefera: In general, making assessment reports actionable requires a significant time investment and sharing them by email is not sufficient. Project leaders at the field level are usually busy implementing the program. As a result, they may not have enough time to read the assessment findings in detail, understand the methodologies, interpret the results, and distill key lessons and recommendations. In such cases, monitoring, evaluation and learning staff have an important role to play in unpacking the key findings and their relevance for the project. They can then facilitate a discussion with the leadership and implementation teams, and jointly come up with an action plan. This joint, informed decision-making can really enhance the quality of programing.

Paula: What approaches have you instituted to address these challenges and improve data utilization in your program?  

Tefera: To address these communication challenges, the EFNA program instituted regular program quality review meetings. During these reflection-style meetings, the monitoring and evaluation specialists present assessment results to the broader team, including team leads and program managers. We then discuss the efficient use of data for decision-making and develop joint action plans.

The purpose of these meetings is to promote continuous cross-learning and shared, informed decision-making. The meetings take place quarterly or immediately after key assessments. The results are very promising. We have observed improved efficiency and effectiveness in the program implementation and greater collaboration among departments. Program quality review is a simple solution but helps achieve big results.

Paula: Could you provide an example of how successful data utilization has led to improvements in the delivery of food assistance in your program?

Tefera: Global Communities used to implement a value voucher model for the food basket program in Yemen. This modality was well-received by our program participants, who were very satisfied with its flexibility. Value vouchers allowed the participants to choose pre-approved vendor shops and select preferred commodities from a broad list of eligible food groups and items. The modality seemed to work perfectly until the food prices significantly increased. When this happened, the participants could claim fewer commodities from the vendor shops since the value of the vouchers did not change. 

We defined We then heard that the participants preferred to receive in-kind food items instead of the value vouchers due to inflation. We therefore decided to include questions about community preferences about the food basket modalities in the post-distribution monitoring assessment. The findings indicated that 84% of the respondents preferred direct food assistance to value vouchers. We shared these results with the implementation team during the program quality review meeting and agreed to change the modalities. The current project implements the direct food basket distribution modality based on the community preference.

Paula: I am sure these changes required a cultural shift within the program. Staff need time to shift their attitudes and internalize new processes. What recommendations would you give to others who would like to implement similar approaches?

Tefera: I remember that when we started the program quality review meetings, staff attitudes toward these meetings were not all that positive until they saw their impact and internalized their importance. The key recommendation for others who want to implement a similar approach is to garner buy-in and commitment from management, including the country directors and chiefs of party, as relevant. The project leadership should believe in the process, be a part of the process and take responsibility for implementing the action plans developed during the program quality review meetings. It is very normal that, at the beginning, staff may develop negative attitudes since these meetings bring up not only project successes but also failures and missed opportunities. They are, however, very important, because they help us learn from these shortcomings and take remedial actions. Staff attitudes will change once they clearly understand the ultimate purpose and benefits of the review meetings, and once these meetings become a part of the organizational culture. It is also good to organize such meetings immediately after major assessments, such as baselines or evaluations, when everyone has fresh memories about the findings. Finally, it is important to avoid combining program quality review meetings with other meetings. They should be held with a very focused agenda, i.e., discussion of key findings from data collection and analysis and joint action planning.

Paula: Do you have any final thoughts or ideas you would like to share?

Tefera: The ultimate purpose of monitoring, evaluation and learning is measuring and improving program effectiveness. Even in emergency settings we need to invest time in data collection and analysis to determine if we are achieving intended objectives. This helps us identify areas for improvement, choose best practices to replicate, adapt programming when needed, make informed decisions, and improve accountability to participants, donors and the public at large. To achieve this ultimate purpose, we need to have the capacity to collect, analyze, interpret and use data in the most effective and efficient way. So, I suggest that the teams at the field level build staff capacity and put systems in place for effective data utilization since collecting rigorous data requires resources and energy.

Paula: Thank you for your time! How can our readers learn more about your work?

Tefera: To learn more about Global Communities’ work in Yemen please visit our website and read our story Challenging Malnutrition When Widespread Hunger Prevails in Yemen. If you have questions about our programs, please email us at hello@globalcommunities.org. I also encourage everyone to watch the recording of my presentation and read the slide deck.  

Tefera Mekonnen

Senior Monitoring & Evaluation Manager in Global Communities’ Yemen Office

Tefera Mekonnen is a Senior Monitoring & Evaluation Manager in Global Communities’ Yemen Office. He has extensive experience working in humanitarian contexts in different countries, including Ethiopia, South Sudan, Yemen, Syria, and Nigeria for the past ten years. Before joining Global Communities in January 2019, he worked in different international organizations namely CARE, Oxfam, Mercy Cops, and Action Aid. Tefera holds a B.Sc degree in agricultural extension from Alemeya University and a M.Sc in rural development from the same university.  For the past 12 years, Tefera has held various positions, including Country MEAL Advisor, Manager, Program Quality Coordinator, and Senior MEL Manager.

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With funding from the U.S. Agency for International Development’s Bureau for Humanitarian Assistance, Global Communities designed the YEFA III program to help children like Mohammed and his family receive food and nutrition support as well as hygiene education to reduce hunger and illness.

In line with Global Communities’ approach to emergency response, YEFA programming started with a focus on the distribution of food baskets to vulnerable households through a voucher process. The program then evolved and expanded to integrate nutrition sessions for targeted households to address widespread malnutrition issues. Phase three of YEFA expanded further in scope to provide a referral mechanism for severe acute malnutrition and moderate acute malnutrition cases like Mohammed’s.

Under YEFA III, nearly 40 volunteers trained in community health and nutrition (CHNVs) helped promote wellness and healthy eating in the community while also screening children under five and pregnant and lactating women for malnutrition.

When CHNVs first targeted Mohammed’s family and measured the infant’s mid-upper arm circumference, the result showed that he was suffering from severe acute malnutrition. Furthermore, it was found that Mohammed was not exclusively breastfed for the first six months of his life.

To address Mohammed’s dire health status, the YEFA III program immediately referred him to the Al Salam Hospital Nutrition Department, in Qa’atabah, for therapeutic feeding, routine medications and vaccines doses. Global Communities then followed Mohammed’s case regularly to observe his progress and provide additional support to his family, including nutrition messaging. They were selected for monthly food basket assistance and hygiene promotion, including the distribution of water, sanitation and hygiene (WASH) non-food items (NFI) such as chlorine tablets to reduce waterborne diseases.

Following these activities, Mohammed’s health improved within three months, and he was discharged from the hospital. His case is an example of how, even in an environment of widespread food insecurity and hunger, malnutrition can be treated with appropriate assistance and information.

From July 2021-May 2022, the YEFA III program increased food security, improved dietary diversity and reduced acute malnutrition for 5,596 households and 39,174 Yemenis through emergency food assistance. In addition, a total of 646 households benefited from screening for severe acute malnutrition (SAM) and moderate acute malnutrition (MAM) as well as NFI/WASH kits and chlorine tablets.

To follow up with identified MAM and SAM cases, Global Communities coordinated with the nearest health facilities of the targeted villages and facilitated transportation for health staff to provide support services to those households and to pregnant and lactating women. Overall, 3,807 children and 1,242 pregnant and lactating women were screened for MAM and SAM. The YEFA III program also conducted nutrition awareness sessions on topics related to complementary feeding, hygiene practices, and maternal, infant and young child feeding in addition to trainings on the proper use of chlorine tablets.

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Not surprisingly, the burden of collecting water fell on women and children.

“I used to carry water in buckets on my head or load them onto a donkey,” said Alam Saleh, a community member who now participates in Yemen Communities Stronger Together (YCST), a program funded by the U.S. Agency for International Development (USAID).

Yemen is experiencing one of the world’s water crises, and water, sanitation and hygiene (WASH) needs have significantly increased due to destruction of infrastructure, large-scale displacements, water mismanagement and impacts of climate change. Recognizing these complex factors require a nuanced response, YCST implemented the Al-Mahfad Water Supply Enhancement Project.

Launched in 2018, Yemen Communities Stronger Together (YCST) is being implemented by Global Communities in partnership with the Field Medical Foundation, Build Up and Partners for Good. Among the objectives of YCST is to help communities work together on initiatives that decrease conflicts and promote peace. This includes fixing broken water or electricity systems, repairing damaged schools or hospitals and improving community spaces, among other projects. Improving access to basic social services enhances stability by reducing the prevalence of social unrest.

Through this project, a community enhancement committee was set up to discuss and identify factors causing the water shortage (e.g. water distribution problems, expensive water fees, maintenance service issues for water facilities and high fuel costs to power water pumps).

Several solutions were funded by USAID after these discussions. A solar-powered submersible and energy efficient water pumping system was installed with the capacity to produce 28,000 watts of electricity. The main stone reservoir was rehabilitated and damaged pipelines were repaired or replaced with new pipelines.

As a result of these improvements, water flowing through the system increased significantly — from 7 liters to 22 liters per second — and residents began receiving about 100 liters of water every day. As well, monthly water fees fell sharply, from approximately $28 to $2 per month. Now, clean and affordable water is flowing to a total of 8,400 people in Al-Mahfad.

“Now that water is available, we can finally provide an income and work for our families,” said Alam Saleh, noting how women in the community no longer have to spend multiple hours a day in unsafe situations retrieving water.

The Al-Mahfad Water Supply Enhancement Project is one of 14 projects YCST completed during its third year of operation, reaching a total of 288,514 people in Yemen.

Global Communities has been working in Yemen since 2004, providing emergency support for food security and livelihoods restoration as well as rebuilding critical community infrastructure. Our programs have also focused on improving learning environments, addressing widespread malnutrition and disease, and increasing access to water, sanitation and hygiene (WASH) services. Learn more at www.globalcommunities.org.

This success story is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of Global Communities and do not necessarily reflect the views of USAID or the United States Government.

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Global Communities’ Humanitarian Assistance Yemen programs have also improved hygiene practices in the camp through the distribution of 43,639 hygiene kits and 500 community waste bins. Electronic vouchers have enabled nearly 30,000 families to purchase critically needed hygiene goods, including soap, and sanitary pads.

The USAID-funded Continued Recovery, Emergency Assistance, and Training Engagement in Yemen (CREATE) program has been implemented to meet humanitarian and early recovery needs of vulnerable and conflict-affected populations in southern Yemen, through an integrated approach to improve food security and livelihoods, improving WASH outcomes, and promoting economic opportunities in Aden, Lahj, and Al-Al-Dhale Governorates.

From Safe Drinking Water Access to No Water Borne Diseases in Dbayyat Village – AL Dala’a Governorate – Yemen
Dbayyat village is located in AL Dala’a governorate of Yemen with a total population of 4,225 individuals (1,775 males, 2,450 females) composed of 650 households. These households lacked water networks and village inhabitants were reliant upon private trucking and rain water collected and stored during the winter season in a community reservoir called the upper water dam/reservoir.

“Women and children had to carry and transport water from the dam pond to their houses by jerrycans for distances of 500 to 2000 meters, walking in a hilly and mountainous area…People had to drink from the water reservoir directly without treatment or disinfection.”

—Community member, Sufian Mohammed Ali

During our visit to the village, we discovered groups of children and women atop donkeys with empty water jerrycans. Upon asking them why they were not in school, we discovered they were heading to the community water well in the near village while others were going to the water reservoir. Children told us that they regularly missed school to collect water in extremely hot temperatures under the midday sun.

Funded by OFDA/USAID, Global Communities rehabilitated the only existing water reservoir through increasing the volume capacity that is critical to the community during the dry season. The project was implemented by Cash for Work activities by increasing the height of the reservoir walls by two meters using concrete. The locally sourced skilled and unskilled laborers were directly engaged in the elevation of the wall. Water from the reservoir is collected from surface water run-off. Global Communities has also constructed a large elevated water tank which has been installed adjacent to the reservoir. Water is then pumped to the water tank after being treated by sand filters and disinfected by chlorine before being used by the community safely. Water quality tests were conducted to ensure safe drinking water provision according to the WHO standards. To ensure sustainability and community water resource management, Global Communities provided training to the community water management committee on chlorination and water testing. Global Communities also provided enough chlorine powder to the local Water Committee to disinfect their water for a period of six months.

Impact on the Community
The Dbayyat Dam Reservoir rehabilitation project introduced happiness and joy to the entire community, since residents have been able to obtain sufficient water that is up to par with the WHO standards, which alleviates their daily suffering. One community member said, “We were suffering from a lack of water and we were not able to buy water from the neighboring areas since our village is far from the next city.”

The children are no longer missing school and are excited about the upgraded reservoir and construction of a new water tank. One of the children said, “I don’t have to miss school now and I can go to school or do my homework! I am so excited!”

The access to clean and disinfected water has reduced the number of diarrhea cases by 60%, especially among children and elderly people.

Mahmoud Ahmed, one of the Community Volunteer Committee members, said that “we were able to preserve the largest amount of rainwater, so that it can be used throughout the drought, and this water is used for domestic purposes and for drinking since we do not have other source of water in the area.”

The head of the health center in the village, Sufian Mohammed Ali, said, “After implementing the project, we noticed significant reductions of about 60% in the number of recorded diarrhea cases especially among children. This is due to access to clean water free from bacteria, which contributed to enhancing the personal hygiene of community members.”

Abdulazizi and other members of Dbayyat village are grateful to Global Communities and the OFDA fund. They said that without this project, citizens would suffer from severe water shortages and outbreaks of water borne diseases such as Cholera and diarrhea.

After the completion of the project, people returned to normal life with access to a safe amount of water, away from stresses of traveling to other areas to collect water due to lack of conserved water in their village, particularly in the dry season.

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Abyan, Jayshan — As a general rule, you can survive without water for about three days. In the sun-washed community of Jayshan, this is precisely how long 6,500 people had to wait to get water: once every three days.

Surprisingly, there is plenty of water in Jayshan. The water system flows from a well, drilled 35 years ago, that has not run dry. However, the main problem is the cost of getting this water to people. More specifically, the cost of powering the pump that supplies water to the residents of Jayshan.

When the water system was originally built, a diesel-powered water pump was installed. In Jayshan, diesel is scarce and expensive.  So expensive, in fact, the local committee managing their water system had to cut the hours of pumping to 6-7 hours per day, divide the community into five ‘water’ areas, and restrict access to water—once every three days— for residents living in each area.

“The war in Yemen, resulted in Jayshan being deprived of functioning water services. However, with USAID’s support, the entire district now has access to sustainable water services,” said Sheikh Ahmed Awadh Ahmed, District Manager of Jayshan.

As a result of water rationing, residents reported buying water from private sources. Those who could not afford to buy water said they collected untreated water from local streams. Often, women and children were sent to fetch water from streams, exposing them to water borne diseases.

Fortunately, a solution was shining down on the community of Jayshan. On a typical day, the sun shines more than 8 hours. On average, there are only 2 or 3 rainy days a month. In other words, it would be hard to find a more ideal location to build a solar-powered water system.

With USAID’s support, the local community was engaged through the Yemen Community Stronger Together Program (YCST) to solve the water access problem. A community enhancement committee (CEC) was set-up to analyze the situation and develop a detailed plan of action. With USAID funding, the Jayshan Water Supply Enhancement Project was launched.

Contractors working on this project installed a solar energy system to power a new energy efficient water pump and increased the capacity of the stone reservoir to 300,000 to 350,000 liters of potable water. As a result of these improvements, 6,500 residents living in Jayshan now receive water directly at their homes—about 52 to 54 liters per day per resident—well above the minimum SPHERE standard of 30 liters per day per person. As well, 2,560 people living in the surrounding areas will benefit from improved water supply to medical and educational facilities.

YCST supports local-level initiatives that mitigate conflict, strengthen social cohesion, and promote the peaceful resolution of differences. Since its launch in 2018, YCST has engaged communities in projects, initiatives and activities that are expected to benefit 397,160 people and help lay the foundation for a peaceful and effective transition process in Yemen.

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Shortages of fuel and unreliable electricity supply severely impeded health service provisions, as power failures during critical prenatal medical emergencies began to be the norm. Unexpected incidents increased, and the local authorities’ responsiveness and capacity to provide essential health services drastically dwindled and local authorities were no longer capable entities. This strained the relationship between the community members and the local authorities as their inability to address the challenges only increased the community’s burdens.

USAID’s Yemen Communities Stronger Together (YCST) stabilization program implemented the Al-Ma’afer Rural Hospital’s rehabilitation in the community of Al-Su’wa in the district of Al-Ma’afer, one of the many districts in Taiz governorate that has faced war and instability since 2011. The stabilization program supports legitimate local authorities to address the community’s priorities by restoring the trust that was lost during the war. Local Authorities engage with community members to put in place inclusive community structures, known as Authority-Community Committees. The ACC’s then work with communities to identify conflict stressors inhibiting community cohesion and then prioritize solutions. Members of the Al-Suwa’a community, to peacefully resolve the community conflict; through the ACC’s, have collectively decided to prioritize the solar-powered electrical rehabilitation system in Al-Ma’afer Rural Hospital.

Rehabilitating the hospital’s solar-powered electrical system has relieved the hospital of most of its financial burden and most importantly addressed the electricity shortages that had an adverse effect on maternal and newborn health in the hospital’s obstetrics department. Improved electricity services lead to improved maternal health outcomes “Infants are no longer exposed to Meconium Aspiration Syndrome as doctors are now able to suction the amniotic fluid during childbirth. Previously, we would not be able to use the device without electricity which only put the infant’s life and health at risk. Dr. Nada AbdulJalil, Head of Obstetrics Department at Al-Ma’afer Rural Hospital.”

“YCST saved patients from the great danger that the obstetrics department used to face during cesarean surgeries; mother and newborn lives were in great danger, as we were unable to use our medical devices, doctors used flashlights during critical emergencies.” Dr. Nada AbdulJalil, Head of Obstetrics Department at Al-Ma’afer Rural Hospital.

USAID’s Yemen Communities Stronger Together (YCST) installed and replaced a 2,000 KVA solar power system to 10,000 KVA, which dramatically improved the quality of care received Al-Ma’afer Rural Hospital.  Upgrading the solar-powered electrical system prevented power failures during surgical procedures and reduced the chance of putting the mother and infant at risk. Doctors can now monitor vital signs, provide adequate ventilation, lighting, and ensure all medical supplies and tools are sterilized and readily available during childbirth. Dr. Nada AbdulJalil, Head of Obstetrics Department at Al-Ma’afer Rural Hospital, goes on to mention “power shortages restricted us from sanitizing our tools which lead to mothers being turned away, especially ones that lived in the village, as the tools were not sterilized until the generator would power back, but now we can sterilize our tools at any time and provide health care to all mothers irregardless of where they live.”

Reviving the health systems in Taiz remains to be a challenge, as governmental institutions still struggle to play an active role in the provision of basic antenatal care and other health services. However, through the USAID’s Yemen Communities Stronger Together (YCST) stabilization program, legitimate local authorities now understand how to respond to citizens’ priorities rapidly. The stabilization program in an effort to rebuild the trust and relationship between local authorities and community members; has restrengthened the community’s perception that local authorities are capable entities, that can address local grievances and alleviate the burdens of the community.

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“It was the hardest time in my life, to work, study, and take care of my elderly parents. But understanding my role as a CEC member under PACE (the Participatory Action for Community Enhancement model) and seeing how transparent the whole process was, I had to reach out to female community members because I was going through the same challenges as my community,” Eman said.

The USAID-funded Yemen Communities Stronger Together (YCST) is a three-year program that seeks build capacity in Eman’s community and others in the four Yemeni governorates of Abyan, Aden, Lahj, and Taiz. Through the PACE model, YCST seeks to empower communities to identify and address their problems. The CEC’s facilitate and engage community members to identify and implement projects that respond to communities’ basic needs and services in areas where most conflict-related damage has occurred. For example, five Community Enhancement Committees in Aden agreed to a project to rehabilitate and enhance the distribution of electricity across their communities. Al-Rabash community, however, selected improving the community’s sanitation network as its priority.

Through the program, community members collectively form and elect representatives to serve as CEC members. These committees identify community priorities in a transparent manner, restoring the trust among members of the community that has deteriorated due to the war.

Eman is a pioneer and an inspiration to many women in her community. As a member of the CEC, she reaches out to female community members to ensure that the needs of women and men are voiced and addressed in the committee. If female community members like Eman did not play such a role, then CEC might not be aware of women’s priorities. Due to cultural norms, men typically can only reach out to other male members in the community and do not connect with women to ask for their perspectives.

As Eman expressed to YCST, “When I was elected, it was really difficult to balance between my role and service to my community, and my own responsibilities. Later, I realized that the issues that affect women like lack of water and electricity, are being discussed. So, when I went out and held discussions with female youth and women in my community, they would relate to these issues. That is when I realized that I was playing a critical role of bringing female-related issues to the discussions and meetings of CECs. This would not have been possible if I was not a member. I hope that more women are inspired to take on such roles.”

Eman is one of the few people in her community who actively engages women in the reconstruction process in Dar Sa’ad district in Aden governorate, where mistrust amongst the community members is at its lowest. The conflict has strained relationships within the communities, weakening the social fabric and widening divisions among community members.

Eman is an ambassador in YCST’s Women, Peace and Security agenda where activities that enhance women’s role in decision-making, peacebuilding, and conflict resolution are supported. She plays a vital role in representing women’s priorities at the decision-making table.  The PACE model is restoring confidence, bringing hope, and empowering communities to identify and address issues affecting them, thereby enhancing communities’ resilience. Eman concludes by emphasizing, “In addition to the fact that I am able to serve my community and reach out to women and female youth, this process has strengthened my own resilience as a person.”

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