Monthly Corner

Astha Ramaiya [Co-author] Shared the Journal Article - Published in Child Abuse & Neglect, June 2026

A new systematic review published in Child Abuse & Neglect examined the link between mental health and technology-facilitated child sexual exploitation and abuse (TF-CSEA). Analysing 10 studies with over 25,000 participants across seven countries, researchers found that depression, anxiety, low self-esteem, and prior trauma were consistently associated with victimisation. Crucially, the relationship appears bidirectional with mental health difficulties both preceding and resulting from exploitation; creating potential cycles of repeated harm. Perhaps most striking: traditional parental monitoring through technological surveillance showed limited protective effects. What actually mattered? The quality of parent-child relationships including, open communication, emotional warmth, and trust. The findings suggest prevention efforts should combine universal school-based programmes building emotional resilience with targeted support for high-risk youth, while parent education should prioritise connection over control. With 12.5% of children globally experiencing online solicitation annually, understanding these psychological pathways is essential for effective child protection.

Alok Srivastava, Vasanti Rao & Amita Puri Article on International Journal of Community Medicine and Public Health, January 2026

Tara Prasad Article on Challanges and Lessons Learns of GESI responsive and inclusive conservatiom practices, Nepal

Ritu Dewan & Swati Raju Article on Economic and Political Weekly

Viera Schioppetto shared Thesis on Gender Approach in Development Projects

Events

Vacancies

  • Seeking Senior Analyst - IPE Global

About the job

IPE Global Ltd. is a multi-disciplinary development sector consulting firm offering a range of integrated, innovative and high-quality services across several sectors and practices. We offer end-to-end consulting and project implementation services in the areas of Social and Economic Empowerment, Education and Skill Development, Public Health, Nutrition, WASH, Urban and Infrastructure Development, Private Sector Development, among others.

Over the last 26 years, IPE Global has successfully implemented over 1,200 projects in more than 100 countries. The group is headquartered in New Delhi, India with five international offices in United Kingdom, Kenya, Ethiopia, Philippines and Bangladesh. We partner with multilateral, bilateral, governments, corporates and not-for-profit entities in anchoring development agenda for sustained and equitable growth. We strive to create an enabling environment for path-breaking social and policy reforms that contribute to sustainable development.

Role Overview

IPE Global is seeking a motivated Senior Analyst – Low Carbon Pathways to strengthen and grow its Climate Change and Sustainability practice. The role will contribute to business development, program management, research, and technical delivery across climate mitigation, carbon markets, and energy transition. This position provides exceptional exposure to global climate policy, finance, and technology, working with a team of high-performing professionals and in collaboration with donors, foundations, research institutions, and public agencies.

More Details Please go through

Members

Itad’s Gender Snapshot Review: charting the way forward for mainstreaming gender within our work and operations

In September last year, Itad joined the HeforShe global campaign for gender equality.  We took this decision with the intention of strengthening our gender focus, both in our monitoring and evaluation work, and in our internal operations.  Since then, we have certainly not been idle!

To map out a way forward, we decided to review how gender currently features in Itad and use this as a basis to build on.  We called this process our ‘gender snapshot review’, and what followed was a fascinating process, which took on far greater momentum than we had ever anticipated.  We started with fairly modest ambitions, knowing how challenging discussions around gender can be in most organisations, but these evolved and grew as the process took shape.

The Gender Snapshot Review Process

We knew from the outset that the snapshot review was going to be tricky, as it needed to explore who we, Itad, are, as much as what we do. It had to be light touch, but also participatory.  We were also aware that it needed to engage people with varying degrees of gender awareness, some already gender specialists, and others who’ve possibly never thought about gender issues before.  Building knowledge and awareness of gender had to be part of the review process itself, rather than left as a discrete activity we include in the ensuing action plan.

With the expert guidance of Penny Plowman (an Independent Organisational Development Consultant), our Gender Equality Working Group settled on 4 main strands to the review:

  1. Review of the attention given to gender in Itad’s current projects;
  2. Review of Itad’s staff composition and the roles women and men tend to play in the organisation;
  3. Focus group discussions and interviews with staff to explore what is gender, and how it manifests itself in our working lives;
  4. Analysis of the attention given to gender in Itad’s external communications.

As we took forward the review, two things were most striking.  Firstly, staff openness and willingness to engage.  For some in the organisation this was the first time they had thought about what gender is and how it shapes their lives.  Experienced consultants, confident in their technical area, were suddenly asked to reflect on something that it is so normal that we don’t even notice it – and they weren’t always sure what to say.  Thankfully, this didn’t impede their participation. There was an overriding openness amongst all staff to share, learn and see where the process would go.  It’s this attitude which has, to a large extent, made the snapshot review such a success.

Secondly, the review process surfaced gender experiences of staff that previously were hidden, or ‘contained’ within private discussions.  Suddenly, it was legitimate to talk about gendered experiences, and to ask what is acceptable and appropriate language and behaviour in a values driven organisation like Itad.  It felt revolutionary.  As one of my colleagues observed “we never [normally] talk about anything personal”.

Our Findings

So what did the review reveal?  A number of things…

  1. In our project work, some good news, we’re giving more attention to gender than we say we are, but we are usually responsive to terms of reference prepared by clients.
  2. Much like other organisations, in our team, we found that women at senior levels of the company are scarce. Women have a higher percentage of roles in business support functions and are concentrated in junior consultant levels.
  3. Amongst our consultants, we heard that young female staff report feeling a lack of credibility due to their age and gender in a field dominated by older men.
  4. Whilst our flexible working arrangements help parents juggle home and work responsibilities, we realised that they don’t fully recognise the very varied and dynamic nature of our work.
  5. Itad prides itself on being a values driven organisation but we realised we need to strengthen the ways we communicate these values, and ensure our commitment to gender equality and women’s empowerment is embedded both internally and externally with the consultants who work with us.
  6. The gender snapshot review was an experiment and at the start we had no idea how it would be received by the team. Not only did it go well, but the organisation (including our board) was keen for more!  The review helped Itad recognise ways in which gender norms shape our organisational practices.  With these new insights the team are eager to continue the dialogue this has sparked.

Our Agreements 

Where do we go from here?  At the end of the review, we agreed a set of 6 action points which will embed a commitment to gender equality much more centrally with Itad’s work and its operations.

We will:

  1. Embed a commitment to gender equality into our values, our theory of change and the key performance indicators which will measure performance against business plan objectives.
  2. Integrate within the new organisational structure capacity, responsibility and accountability for mainstreaming gender into projects.
  3. Provide training and technical guidance to enable staff to identify and address gender dimensions in our work.
  4. Bring a stronger gender focus to our human resource policies and performance management systems, including by updating our flexible working policy.
  5. Put in place support systems to enable staff, especially young female staff, to challenge gender norms and stereotypes which negatively affect teams and the work they deliver.
  6. Put in place systems to clearly and consistently communicate Itad’s zero tolerance to sexual harassment in the workplace.

These agreements are timely, as Itad launches a new business plan which will drive a new phase of growth for Itad.  A commitment to gender equality will lie at the heart of this ambitious programme of change.  Exciting times ahead!

By Claire Hughes, June 2016

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Comment by Puvaneswary Ponniah on August 11, 2016 at 15:38

Thanks for sharing this very useful findings. 

Comment by Rukmini Panda on July 13, 2016 at 11:16

Thanks for sharing. I am also looking forward how it worked in mainstreaming the gender.

Regards

Rukmini

Comment by Annastacia Nthenya Olembo on July 13, 2016 at 1:02

This is very exciting, snapshot with tremendous results. What did you include in the Theory of Change?

Comment by Rituu B Nanda on July 12, 2016 at 21:34

Thanks Emmeline for sharing this review. Its a great learning for us. How do you plan to measure your progress?

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