Social Science in Humanitarian Action Platform Fellowship

Social Science in Humanitarian Action Platform Fellowship

The SSHAP Fellowship is a tailored professional training programme exploring how to integrate social science into humanitarian and development responses. It brings together social scientists and humanitarian practitioners from around the world to encourage interdisciplinary collaboration, drawing on expertise from within the SSHAP partnership between the Institute of Development Studies, Anthrologica, Gulu University, Le Groupe D’etudes Sur Les Conflits Et La Sécurité Humaine (GEC-SH), London School of Hygiene and Tropical Medicine, University of Juba, CRCF Senegal, University of Ibadan and the Sierra Leone Urban Research Centre.

The Fellowship will include:

  • Weekly mentoring with a SSHAP expert
  • Tailored professional training programme (including network mapping and communications skills)
  • Opportunities to learn from peers and share experiences
  • Forums to shape discourse and dialogue
  • Support in developing an operational briefing to be published and promoted via SSHAP channels

To be eligible for the Fellowship you must:

  • Be a national of and currently living in a lower- or middle-income country.
  • Be either 1) a social scientist with research experience or 2) a public health or humanitarian response practitioner in a position to influence design and/or rollout of humanitarian activities.

Dates and duration

  • 2 May 2023 – 24 July 2023 (approximately one day per week over 3 months)


  • Each Fellow will receive an honorarium of £1,000.

To apply:

  • Complete the online application form.
  • Closing date: 27 March 2023, 22:00 GMT
  • Applicants will be informed of the result of their applications by email by the middle of April.

SSHAP is committed to embedding and supporting equality, diversity, and inclusion in our work and in all our activities. We welcome applications from people of all backgrounds, beliefs, identities, orientations, and abilities.

New Information management for communication, community engagement and accountability to affected people

New Information management for communication, community engagement and accountability to affected people

Principled and effective humanitarian action acknowledges that people and communities are the primary responders in a crisis and ensures that they drive decision-making. Information makes this possible.

This document provides guidance on how information management associated with communication, engagement and accountability activities supports humanitarian action.

The guidance is structured in two ways: first, it is organised around the key relevant stages of the Humanitarian Programme Cycles. Second, each stage is organised according to three pillars of collective CCE/AAP work: working collaboratively; sharing information with communities; and listening and responding to communities.

Each stage includes key information management objectives and related activities that may support their achievement, as well as prompting questions to help inform action, suggested key outputs and links to key tools and resources.

EARTHQUAKE resource Page

EARTHQUAKE resource Page

Community Engagement and Accountability resources for earthquake and tsunami response.

Evidence Tracking Framework Consultancy

Evidence Tracking Framework Consultancy

The Collective Service is seeking a M&E consultant for leading an evidence tracking framework. The framework will allow the Collective Service to monitor its work and activities, determine and report their relevance and effectiveness on an ongoing basis, and assess and implement new strategies when necessary to course correct and ensure the success of each workstream continuously and systematically.

Good Practices on Youth Engagement and Youth Leadership in COVID-19 response

Good Practices on Youth Engagement and Youth Leadership in COVID-19 response

The good practice case studies on youth engagement and leadership in COVID-19 response showcase how young people and youth-led organizations worldwide have been at the forefront of responding to the needs of their communities throughout the COVID-19 pandemic. 

These case studies from Micronesia, Bangladesh, Ghana, Guinea Bissau, Jordan, Australia, and the Asia South-Pacific region, demonstrate good practices by youth-oriented organizations and networks in risk communication and community engagement (RCCE). The meaningful engagement of young people at their community level and the promotion of their leadership for their sustained engagement are two key and distinct actions that were witnessed when tackling issues in communities.

As examples, they aim to be a resource for organizations to implement good practices when working with young people. This includes youth engagement and youth empowerment as essential parts of coordination that contribute to the prevention, preparedness, and response to future public health emergencies.

The good practices include Case Study 1: UNICEF Pacific supports Micronesia Red Cross Society (MRCS) youths in the fight against COVID-19 in the Federated States of Micronesia (FSM) – Micronesia Red Cross Society and UNICEF Pacific, Federated States of Micronesia; Case Study 2: Young Women Raise-Awareness and Generate Income in Combating COVID-19 – BINDU Women Development / BINDU Nari Unnayan Sangatha and UN WOMEN Bangladesh; Case Study 3: Youth-Led Risk Communication and Outreach for Rural Communities – Young Urban Women’s Movement, Ghana; Case Study 4: Adolescent Girls’ Empowerment Leading to Outreach for COVID-19 Awareness – UNICEF Guinea-Bissau; Case Study 5: Youth Leadership Skills and Economic Empowerment Amidst the COVID Crisis – Dar Abu Abdallah (DAA) and UNICEF Jordan, Jordan; Case Study 6: ‘Day in the Life’ Video Series of Young People During the Pandemic – Multicultural Youth Advocacy Network (MYAN), Australia; Case Study 7: Youth-led Action Research on the Impact of the COVID-19 pandemic on Marginalized Youth, Asia South-Pacific Association for Basic and Adult Education (ASPBAE).

The design of the interventions emphasized participation, skills building, and local-level partnerships. Training on COVID-19 health information as well as on appropriate communication and outreach strategies, contributed to the effective implementation of RCCE. This, in turn, contributed to the personal and professional development of the youth and allowed for their recognition by the community.  

These case studies demonstrate the importance of stakeholder engagement and building partnerships as key strategies, and they showcase a wide variety of risk communication activities such as the production and dissemination of materials, interpersonal communication at te community level such as house-to-house awareness-raising, demonstrations, and community dialogues, and the use of radio and online communication channels. The case studies offer useful insights into RCCE methods, such as the importance of encouraging community participation in awareness-raising efforts and in utilizing social listening and localized approaches. They also show the linkages between Social and Behavior Change (SBC) approaches driven by youth leadership and engagement that include community mobilization, policy influence, systems strengthening, and improving service access.  

The case studies have been selected by the Youth Engagement Subgroup YES! of the Collective Service (UNICEF, WHO, IFRC, GOARN) as an initiative of UNICEF, UNAIDS, and the Collective Helpdesk with the support of UN WOMEN and the Compact for Young People in Humanitarian Action, as part of an open call for good practices to document, analyze, and promote youth engagement and youth leadership across countries and regions.