As part of our commitment to accessibility in all aspects of the AWID Forum we are accepting audio/video formats for those individuals/organizations/groups who can't submit a written application. 

If you choose to send your proposal in an audio/video format, kindly follow the same order to answer the questions as detailed in the Activity Proposal Form.

To submit an audio/video file please Contact us, selecting Forum Call for Activities as the subject of your email.

Contact us

Feminist Solidarity Space

✉️ By registration for larger groups. Drop-ins for smaller groups. Register here

📅 Wednesday, March 12, 2025
🕒 2.00-4.00pm EST
🏢 Chef's Kitchen Loft with Terrace, 216 East 45th St 13th Floor New York 

Organizer: AWID

Events in Indonesia, in late 2019 - in particular, signs of intensifying militarization and backlash against LGBTQ rights - led us to question AWID’s ability to maintain a reasonably safe and welcoming environment for the diversity of participants we aspire to bring together at the Forum.

After careful consideration the AWID Board of Directors decided to change the venue for the 14th International AWID Forum, in November 2019 from Bali to Taipei.

Taipei offers  a strong degree of logistical capacities, and is accessible for many travellers (with a facilitated e-visa process for international conferences).  

For more details:

• Read the full announcement that we made on December 10, 2019 about the location change
• Find out more why we chose Taipei as the location of the 14th AWID Forum

AWID’s Who Can Fund Me?  Database

Regularly updated and searchable directory of 200+ funders across different sectors and regions that support vital gender justice work. 

Search and mobilize

 

Movement in focus:

Filter your search by funders’ priority support areas that speak to your organizing efforts

Where is the Money? An Evidence-Driven Call to Resource Feminist Organizing

This new report shines a light on the resourcing realities of feminist and women’s rights organizations amid unprecedented political and financial upheaval. Drawing on over a decade of analysis since AWID last Where is the Money? report (Watering the Leaves, Starving the Roots), it takes stock of the gains, gaps, and growing threats in the funding landscape.

The report celebrates the power of movement-led initiatives to shape resourcing on their own terms, while sounding the alarm on massive aid cuts, shrinking philanthropy, and escalating backlash. 

It calls on funders to invest abundantly in feminist organizing as essential infrastructure for justice and liberation. It also invites movements to reimagine bold, self-determined models of resourcing rooted in care, solidarity and collective power. 

Download the report now!

What We Demand:

• Climate finance as reparations: grants, not loans
• Direct funding to frontline communities
• Phasing out fossil fuels NOW
• Defunding military and prison complexes
• Corporate accountability mechanisms
• Enabling environments for feminist alternatives to thrive
• The liberation of Palestine, Congo and Sudan
• Debt cancellation and an end to austerity
• Rapid, direct and flexible funding to frontline communities
• Decolonial feminist just transitions

This year we are honoring 19 Women Human Rights Defenders from the Latin America and the Caribbean region. 16 defenders were murdered, including 6 journalists and 4 LGBTQI rights defenders. Please join us in commemorating the life and work of these women by sharing the memes below with your colleagues, friends and networks and by tweeting using the hashtags #WHRDTribute and #16Days.

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Please click on each image below to see a larger version and download as a file

 

See Our 2015 WHRD Tribute

After assessing your organization’s capacity and research goals, you may choose to conduct a survey as one of the methods of data collection for your research analysis.

In this section:

• Why conduct a survey?
• Identify your survey population
  1. Online survey
  2. Paper survey
• Create your questions
  1. Short and clear questions
  2. Simple and universal language
  3. "Closed" and "open" questions
  4. Logical organization
  5. Less than 20 mins
  6. Simple and exciting
• Test and translate
  1. Your advisors
  2. Draft and test
  3. Translation
• Target the right population
  1. Sample size
  2. Degree of participation
  3. Database and contact list

Why conduct a survey?

A survey is an excellent way to gather information on individual organizations to capture trends at a collective level.

For example, one organization’s budget size does not tell you much about a trend in women’s rights funding, but if you know the budgets of 1,000 women’s rights organizations or even 100, you can start to form a picture of the collective state of women’s rights funding.

As you develop your survey questions, keep in mind the research framing that you developed in the previous section.

Remember: Your framing helps you determine what information you are trying to procure through your survey. The data collected from this survey should allow you to accomplish your goals, answer your key questions, and create your final products.

See examples of survey questions in AWID’s Sample WITM Global Survey

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Identify your survey population

This is an important step – the clearer you are about which populations you want to survey, the more refined your questions will be. 

Depending on your research goals, you may want to create separate surveys for women’s rights organizations, women’s funds and donors. Or you may want to focus your survey on women’s groups and collect interviews for women’s funds and donors, as a survey for each population can be resource-intensive.

The questions you ask women’s groups may be different than ones you would ask women’s funds. If you plan on surveying more than one population, we encourage you to tailor your data collection to each population.

At the same time, some key questions for each population can and should overlap in order to draw comparative analysis from the answers.

Online survey

If you can reach your survey population online, it is useful and efficient to create an online survey.

We recommend two online tools, both which offer free versions:

• Survey Monkey
• Survey Gizmo

Survey Gizmo allows you to convert your data for SPSS, a statistical software useful for advanced data analysis

Your data analyst person(s) will be the best person(s) to determine which tool is best for your survey based on staff capacity and analysis plans.

For accessibility, consider making a PDF form version of your survey that you can attach via email. This ensures organizations that have sporadic internet connections or those that pay for it by the minute can download the survey and complete it without requiring a constant online connection.

Paper survey

You may decide that an online approach is not sufficiently accessible or inclusive enough for your popuation.

In this case, you will need to create a paper survey and methods to reach offline populations (through popular events or through post, with pre-stamped envelopes for returning).

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Create your questions

Make it easy for participants to complete your survey.

1. Short and clear questions

If the questions are confusing or require complex answers, you risk having participants leave the survey unfinished or providing answers that are unusable for your analysis.

Ensure your questions only ask for one item of information at a time.

For example:

• What is your organization’s budget this year?
  Easy to answer: participant can easily locate this information for their organization, and it is only asking for one item of information.
• What percentage of your budget have you identified as likely sources for funding for your organization, but are still unconfirmed? 
  Confusing and difficult to answer: are you asking for a list of unconfirmed funding sources or percentage of funding that is likely but unconfirmed?
  This information is difficult to obtain: the respondent will have to calculate percentages, which they may not have on hand. This increases the risk that they will not complete the survey.

2. Simple and universal language

Many words and acronyms that are familiar to you may be unknown to survey participants, such as “resource mobilization”, “WHRD”, and “M&E”, so be sure to choose more universal language to express your questions.

If you must use industry lingo – phrases and words common to your colleagues but not widely known – then providing a definition will make your survey questions easier to understand.

Be sure to spell out any acronyms you use. For example, if you use WHRD, spell it out as “Women’s Human Rights Defenders".

3. "Closed” and "Open" questions

Closed questions:

Only one response is possible (such as “yes,” “no” or a number). Survey participants cannot answer in their own words and they typically have to choose from predetermined categories that you created or enter in a specific number. Responses to closed questions are easier to measure collectively and are often quantitative.

Example of a closed question: What is your organization’s budget?

Open-ended questions:

These are qualitative questions that are often descriptive. Respondents answer these questions entirely in their own words. These are more suitable for interviews than surveys.

They are harder to analyze at a collective level as compared to closed-end questions, especially if your survey sample is large. However, by making open-ended questions very specific, you will make it easier to analyze the responses.

Whenever possible, design your survey questions so that participants must select from a list of options instead of offering open-ended questions. This will save a lot of data cleaning and analysis time.

Example of open-ended question: What specific challenges did you face in fundraising this year?

Familiarize yourself with different types of questions

There are several ways to ask closed-ended questions. Here are some examples you can review and determine what fits best for the type of data you want to collect:

• Multiple choice questions: the participant can select one or several options you pre-entered
• Rating scales: the participant gives a note on a scale you pre-determine.
  For this type of questions, make sure to clearly state what the bottom and the top of your scale mean
• Ranking: the participant will choose and organize a certain number of answers you pre-determine.

View more question types

4. Logical organization

If you plan to conduct this research at regular intervals (such as every two years), we recommend developing a baseline survey that you can repeat in order to track trends over time.

Set 1: Screening questions

Screening questions will determine the participant’s eligibility for the survey.

The online survey options we provided allow you to end the survey if respondents do not meet your eligibility criteria. Instead of completing the survey, they will be directed to a page that thanks them for their interest but explains that this survey is intended for a different type of respondent.

For example, you only want women’s rights groups in a given location to take this survey. The screening questions can determine the location of the participant and prevent respondents from other locations from continuing the survey.

Set 2: Standardized, basic demographic questions

These questions would collect data specific to the respondent, such as name and location of organization. These may overlap with your screening questions.

If resources permit, you can store these answers on a database and only ask these questions the first year an organization participates in your survey.

This way when the survey is repeated in future years, it is faster for organizations to complete the entire survey, increasing chances of completion.

Set 3: Standardized and mandatory funding questions

These questions will allow you to track income and funding sustainability. Conducted every year or every other year, this allows you to capture trends across time.

Set 4: Special issues questions

These questions account for current context. They can refer to a changing political or economic climate. They can be non-mandatory funding questions, such as attitudes towards fundraising.

For example, AWID’s 2011 WITM Global Survey asked questions on the new “women & girls” investment trend from the private sector.

5. Less than 20 mins

The shorter, the better: your survey shouldn’t exceed 20 minutes to ensure completion and respect respondents’ time.

It is natural to get excited and carried away by all the types of questions that could be asked and all the information that could be obtained. However, long surveys will lead to fatigue and abandonment from participants or loss of connection between participants and your organization.

Every additional question in your survey will add to your analytical burden once the survey is complete.

6. Simple and exciting

• Let participants know the estimated time to complete the survey before they begin
• Specify what information they will need to complete it so they have it on hand (for example, if you are asking for financial data, say it at the outset so they can prepare)
• Request information that organizations can easily access and provide – for example, requesting financial information from 20 years ago may be difficult (or impossible) for organizations to provide.
• Create an incentive to convince your survey population to complete the survey, such as a prize raffle. For example, AWID held a raffle draw for a round-trip flight to the AWID Forum as a prize for completing our 2011 WITM Global Survey.

General tips

• Ask for exact budgets instead of offering a range (in our experience, specific amounts are more useful in analysis).
• Specify currency! If necessary, ask everyone to convert their answers to the same currency or ask survey takers to clearly state the currency they are using in their financial answers.
• Ensure you collect enough demographic information on each organization to contextualize results and draw out nuanced trends.
  For example, if you are analyzing WITM for a particular country, it will be useful to know what region each organization is from or at what level (rural, urban, national, local) they work in order to capture important trends such as the availability of greater funding for urban groups or specific issues.

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Test and translate

1. Your advisors

Involving your partners from the start will allow you to build deeper relationships and ensure more inclusive, higher quality research.

They will provide feedback on your draft survey, pilot test the survey, and review your draft research analysis drawn from your survey results and other data collection.

These advisors will also publicize the survey to their audiences once it is ready for release. If you plan on having the survey in multiple languages, ensure you have partners who use those languages.

If you decide to do both survey and interviews for your data collection, your advisor-partners on your survey design can also double as interviewees for your interview data collection process.

2. Draft and test

After your survey draft is complete, test it with your partners before opening it up to your respondents. This will allow you to catch and adjust any technical glitches or confusing questions in the survey.

It will also give you a realistic idea of the time it takes to take the survey.

3. Translation

Once the survey is finalized and tested in your native language, it can be translated.

Be sure to test the translated versions of your survey as well. At least some of your pilot testers should be native speakers of the translated languages to ensure clarity.

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Target the right population

1. Sample size

Your survey sample size is the number of participants that complete your survey.

Your survey sample should reflect the qualities of the larger population you intend to analyze.

For example: you would like to analyze the millions of women’s rights groups in Valyria but you lack the time and resources to survey every single one.
Instead, you can survey only 500 of the Valyrian women’s rights groups – a sample size - to represent the qualities of all the women’s groups in the region.

Recommended sample size

• 100 survey participants or less tend to be unreliable
• 250 to 400 will yield results of reasonable accuracy
• over 400 are fully adequate and will also allow accurate analysis of subgroups (for example, age groups).

Although it is not necessary to determine your exact sample size before you launch your survey, having a size in mind will allow you to determine when you have reached enough participants or whether you should extend the dates that the survey is available, in case you feel that you have not reached enough people.

2. Degree of participation

Even more important than size of a sample is the degree to which all members of the target population are able to participate in a survey.

If large or important segments of the population are systematically excluded (whether due to language, accessibility, timing, database problems, internet access or another factor) it becomes impossible to accurately assess the statistical reliability of the survey data.

In our example: you need to ensure all women’s groups in Valyria had the opportunity to participate in the survey.

If a segment of women’s groups in Valyria do not use internet, and you only pull participants for your sample through online methods, then you are missing an important segment when you have your final sample, thus it is not representative of all women’s groups in Valyria.

You cannot accurately draw conclusions on your data if segments of the population are missing in your sample size; and ensuring a representative sample allows you to avoid this mistake.

3. Database and contact list

To gain an idea of what the makeup of women’s groups for your area of research (region, population, issue, etc) looks like, it may be useful to look at databases.

• Some countries may have databases of all registered nonprofits, which will allow you to know your full population.
• If databases are not available or useful, you can generate your own list of groups in your area of research. Start with networks and coalitions, ask them to refer you to additional groups not in the membership lists.

By understanding the overall makeup of women’s groups that you plan to target, you can have an idea of what you want your sample to look like - it should be like a mini-version of the larger population.

After participants have taken your survey, you can then gauge if the resulting population you reached (your sample size) matches the makeup of the larger population. If it doesn’t match, you may then decide to do outreach to segments you believe are missing or extend the window period that your survey is open.

Do not be paralyzed if you are unsure of how representative your sample size is – do your best to spread your survey as far and wide as possible.

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Previous step

2. Frame your research

Next step

4. Collect and analyze your data

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Estimated time:

• 2 - 3 months

People needed:

• 1 or more Research person(s)

• Translator(s), if offering survey in multiple languages

• 1 or more Person(s) to assist with publicizing survey to target population

• 1 or more Data analysis person(s)

Resources needed:

• List of desired advisors: organizations, donors and activists

• Optional: an incentive prize to persuade people to complete your survey

• Optional: an incentive for your advisors 

Resources available:

• Survey Monkey or Survey Gizmo

• Sample of WITM Global Survey

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Previous step

2. Frame your research

Next step

4. Collect and analyze your data

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Ready to Go? Worksheet

Download the toolkit in PDF

Context

The current global economic crisis provides stark evidence that the economic policies of the last 3 decades have not been working.

The devastation that the crisis has wrought on the most vulnerable households in the Global North and Global South is a reminder that the formulation of economic policy and the realization of human rights (economic, social, political, civil and cultural) have for too long been divorced from one another. Economic policy and human rights do not have to be opposing forces, but can exist symbiotically.

Macroeconomic policies affect the operation of the economy as a whole, shaping the availability and distribution of resources. Within this context, fiscal and monetary policies are key.

Definition

• Fiscal policy refers to both public revenue and public expenditure, and the relationships between them as expressed in the government budget.
• Monetary policy includes policies on interest and exchange rates and the money supply, as well as the regulation of the financial sector.
• Macroeconomic policies are implemented using instruments such as taxation, government spending, and control over the supply of money and credit.

These policies affect key prices such as interest and exchange rates that directly influence, among other things, the level of employment, access to affordable credit, and the housing market.

Applying a human rights framework to macroeconomic policy allows States to better comply with their obligation to respect, protect, and fulfill economic and social rights. Human rights are internationally agreed-upon universal standards. These legal norms are articulated in United Nations treaties including, the Universal Declaration of Human Rights (UDHR), the International Covenant on Civil and Political Rights (ICCPR), and the International Covenant on Economic, Social and Cultural Rights (ICESCR).

Article 1 of the UDHR states that, “All human beings are born free and equal in dignity and rights.”

Although the UDHR was written about six decades ago its relevance is enduring. Many of the ideas address concerns and critical issues that people continue to face globally. Issues regarding inhuman punishment (Art. 5), discrimination (Art. 7), property ownership (Art. 17), equal pay for equal work (Art. 23/2), and access to education (Art. 26/1) are pertinent matters in countries South and North of the equator.

More specifically, States have an obligation under international law to respect, protect and fulfill human rights, including the economic and social rights of people within their jurisdiction. This is particularly relevant now given the financial crisis. In the U.S., regulation is skewed in favor of certain interests. The failure to extend government’s supervisory role in the context of social and economic change is a failure with regard to the obligation to protect human rights.

Feminist perspective

States should abide by key human rights principles to achieve economic and social rights. Some of the principles have potentially important implications for governance of financial institutions and markets, yet these possibilities have been underexplored.

Economic and social rights have a concrete institutional and legal grounding. Global declarations, international treaties, covenants, and, in a number of cases, national constitutions have incorporated aspects of the economic and social rights framework—providing an institutional infrastructure in national and international law.

Some have suggested that a consideration of global justice may not be a useful pursuit because of the institutional complexities involved. However, this does not get around that fact that global institutions already have an impact on social justice, both positive and negative.

It is useful to tease out the implications that elements of alternative frameworks have for economic governance, specifically those supported by existing institutions. Economic and social rights represent one such concrete framework. The framework is an evolving one, and ongoing discussion and deliberation is necessary to address underdeveloped areas and potential deficiencies.

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Learn more about this proposition

• How to Apply a Human Rights Framework to Macroeconomic Strategies by Center for Women’s Global Leadership (CWGL)

This section is based on CWGL’s blog “Applying a Human Rights Framework to Macroeconomic Policies” (2012).