As set out in the Collective Vision, CAPSEAH aims to provide a basis for collective action, partnerships and collaboration, improved capability and capacity, and more sustainable resourcing of PSEAH efforts at global, country and organisational levels.
We want CAPSEAH to be an anchor for dialogue on the opportunities and challenges around taking better collective action to protect against SEAH.
This space in the CAPSEAH website is intended to provide a platform for sharing emerging thinking and evidence on common PSEAH challenges, to share learning, invite views, and to help us as a community think through how to move from dialogue to action.
Papers and thinkpieces will be added here as they are developed.
Note: the Dialogue space in CAPSEAH is in English only. We are happy to work with submissions in French and Spanish, or to use on-line translation software for submissions in other languages, but can’t guarantee the accuracy of our translations.
Resourcing dialogue
Throughout the development of the Common Approach to Protection from Sexual Exploitation, Sexual Abuse, and Sexual Harassment (CAPSEAH) it was clear that a lack of adequate resourcing for PSEAH is a common and prevalent barrier to making progress.
That is why the importance of ensuring that PSEAH efforts are properly resourced is embedded in CAPSEAH and a small multi-stakeholder group was set up early 2024 to explore the issue further. This think piece synthesises the thinking of the group so far and is intended as a basis for ongoing dialogue.
The paper considers the current resourcing architecture and suggests a structure for investments at global, country and organisational level. It also makes clear that more funding will not, on its own, be enough. Efficiencies, transparency and better collaboration are also needed, as well as stronger linkages between PSEAH, GBV prevention and gender equality programming; more systematic, proactive and visible leadership driving organisational and system-wide accountability; and more actions to drive systemic and organisational cultural change.
We hope that this think piece can contribute to the development of an improved level of transparency and understanding on PSEAH resourcing needs, and underpin dialogue and action towards a more sustainable model.