7
What is the purpose of this document?
Since the publication of the EMMA Toolkit in 2010 (Albu, M. 20101), there have been over 25 market assessments
using EMMA in over 15 countries (summary table in ANNEX EMMA Introduction). The purpose of these Guidance
Notes is to give a condensed overview of the EMMA process by synthesising the key aspects of the 10 analytical
steps as laid out in the EMMA Toolkit to harness learning from field experience. In addition, simple guidance on
applying EMMA in slow onset disasters is included as field practitioners are now using EMMA in these contexts.
The guidance notes do not replace the EMMA Toolkit, therefore, where and when additional information is
required the EMMA Toolkit should be referred to (see Contents page for annotation key).
Who is this document for?
This document has been developed for EMMA leaders and EMMA team members for use during EMMA
assignments and for those that would like to have a quick overview of the EMMA process.
Why use EMMA?
Although EMMA was initially designed to assist Humanitarian staff in sudden-onset emergencies to better
understand and make use of market systems, EMMA is increasingly and successfully applied to slow onset contexts.
Why assess markets in emergencies or as part of disaster risk reduction?
Reasons to assess markets in emergencies include:
-
Markets are critical to the lives and livelihoods of all people, especially poor people, before and after disasters.
-
Identifying appropriate, cost efficient and cost effective responses (in-kind, cash transfer, advocacy based
or a mixture) requires an element of market analysis.
-
Understanding market function before and after a disaster is an integral part of
situation analysis,
understanding the context and what opportunities or threats exist.
-
Good practice standards, guidelines, evaluations and reviews, all emphasise the importance of including
markets in emergency situation and response analysis and preparedness.
-
Experience has shown that not understanding markets in the aftermath of an emergency has led to
inappropriate aid packages being designed that have not met needs and have damaged local livelihoods.
-
Up-to-date information about market access and performance can alert managers to any adverse effects
of
humanitarian actions, and enable decisions about when and how to phase out assistance.
-
Market analysis increases awareness of the potential to harm businesses and households in critical
market-systems. Hence, it can reduce aid dependency, promote long-term recovery and increase the
stability of local markets that provide people with goods, services and income sources via advocacy for
appropriate programming.
What is EMMA’s added value? What EMMA can achieve:
-
EMMA puts target populations at the centre of its analysis and within the context of the market system
that is essential to their lives and livelihoods.
-
EMMA guides practitioners to identify multiple response options (based on current realities, bottlenecks
and capacities) in the markets at a variety of intervention points throughout the market system (looking
beyond the user/target population) that can then be analysed for their feasibility and appropriateness.
Thus, EMMA broadens the NGO approach to response and recovery work by finding more than one way
to assist the affected population and contribute to economic rehabilitation. In doing so, market support
interventions that reinforce local markets and local actors and contribute economic recovery and,
crucially, benefiting targeted beneficiaries. It brings together market analysis (that measures the market
capacity), gap analysis (that measures people’s unmet needs) and seasonality (to assist with response
timeliness) to help form clear response recommendations.
1
Emergency Market Mapping and Analysis Toolkit (EMMA) was published by Practical Action Publishing in 2012
8
-
EMMA can help organisations to decide between different modalities (for example, in kind transfers vs
cash transfers) for a set programme objective, avoiding doing harm and promoting sustainability.
-
Uniquely, EMMA offers a systemic view of market interactions, both demand and supply, from the
infrastructural and institutional environment to inter-regional or cross-border trade. By looking at specific
critical markets in a dynamic and systemic way rather than markets in general, it measures a market
chain’s capacity and capability, and allows for the projection of future capacity under differing scenarios.
This is essential for deciding response modalities, especially in contexts where the markets’ functionality
may not meet people’s needs in the emergency context.
-
Unlike the market analysis tool MIFRA
2
developed by CARE in 2009, EMMA is not restricted to food
markets and can be used by a variety of sectors (for example, shelter, water and health).
-
EMMA can define market-related indicators, which can then be included in the logical framework and
monitored to fine tune on-going programmes.
-
EMMA leadership in the field is not reliant on the employment of economists. It has been developed for
use by staff who have good technical, communication, numeracy and field skills.
What EMMA cannot achieve:
-
EMMA alone cannot give details on how to design and implement a cash transfer or an in-kind
programme. However, EMMA can highlight what responses are feasible, and appropriate to reach the
expected results of a planned intervention. In Liberia, for example, the EMMA provided a clear
understanding of the capacity of actors in critical markets. This knowledge allowed OGB to select the
most appropriate modalities (food, cash and agricultural inputs) for the programme.
-
EMMA is not a value chain development tool. EMMA is a tool for rapidly analysing existing market
systems, not for identifying opportunities and analysing feasibility of new market chains or income-
earning possibilities.. It is therefore important to set out as clearly as possible the situations in which
EMMA is relevant and the ones where the value chain development tool is better applied.
-
EMMA is not a standalone tool. EMMA is designed to complement situation and needs assessments, by
providing a market analysis. Planning an EMMA in conjunction with other assessments ensures access to
the necessary information before starting the EMMA (in particular needs analysis and HH profiles).
Why use EMMA in rapid onset disasters?
-
To make early decisions about which type, combination and form of
direct response is the most
appropriate to meet immediate needs. EMMA helps you compare the likely outcomes and relative risks of
different interventions.
-
To assess opportunities for complementary 'indirect' actions. EMMA explores opportunities for
alternative forms of market-system support that could rehabilitate or assist recovery of critical market-
systems, i.e. those that are most critical for ensuring survival and protecting livelihoods. In doing so,
interventions ensure more long-term stability and supply within the affected area or region.
How is that different in slow onset disasters ? The below illustrates the use of EMMA in slow onset but how do
they illustrate difference in approach to quick onset?
-
EMMA can assist agencies in mitigating disaster impact via early direct and indirect market based
interventions to save lives and protect livelihoods.
-
To influence on-going and future humanitarian and development intervention strategies. Slow onset
disasters are often re-current, with the needs of affected populations predictable. Therefore, in slow onset
situations, market mapping and analysis can be undertaken using past disaster information, knowledge and
lessons learned in order to benefit current programme design and programme preparedness.
-
To engage key market system actors and potential beneficiaries in the analytical process that contributes to
the identification of appropriate and timely responses. EMMA tools can be used in a participatory manner.
-
The application of the EMMA monitoring component would allow real time analysis of the market
systems and the households/ livelihoods that rely on them. This would enable better project
implementation planning, timing and decision making.
2
Barrett et al. Market Information and Food Insecurity Response Analysis (2009)