- 4. Assessment
- 1. Role of assessment in an emergency
- 2. Critical steps in assessment
- 3. Standards for assessment
- 4. Activating the assessment process
- 5. Assessment planning and preparation
- 6. Terms of reference
- 7. Area selection
- 8. Team selection
- 9. Logistics and support requirements
- 10. Conducting the assessment
- 11. Data analysis and recommendations
- 12. Communicating, reporting and other outputs
- 13. Cost of assessment missions
- 14. Annexes
- 15. Other resources
- 5. Strategy
- 1. Role of programming in an emergency
- 2. Critical steps in programming
- 3. The nature of programming in emergencies
- 4. Developing a programme strategy
- 5. Analysis
- 6. Scenario analysis
- 7. Critical issues affecting the response
- 8. Alignment with CARE’s principles
- 9. Strategy goals, objectives and interventions
- 10. Phasing
- 11. Targeting
- 12. Partnerships and coordination
- 13. Exit and transition strategy
- 14. Risk analysis
- 15. Monitoring and evaluation
- 16. Resourcing
- 17. Operational plans
- 18. Annexes
- 19. Other resources
- 6. Operational Planning
- 7. Fund Mobilisation
- 1. Role of funds mobilisation in an emergency
- 2. Critical steps in funds mobilisation management
- 3. Activating global fundraising
- 4. Funding targets and strategy
- 5. CARE’s emergency response fund mechanisms
- 6. Accessing institutional donor funding
- 7. Private fundraising
- 8. Cost recovery
- 9. Funds management and reporting
- 10. Annexes
- 11. Other resources
- 8. Proposal Design
- 1. Role of proposal writing in an emergency
- 2. Critical steps in proposal writing
- 3. The importance of the proposal
- 4. Coordinating the proposal development process
- 5. Aligning proposals with the programme strategy
- 6. Concept papers
- 7. Writing proposals
- 8. Budget preparation
- 9. Submission of proposals
- 10. Tracking of proposals
- 11. Documentation and handover
- 12. Annexes
- 13. Other resources
- 9. Monitoring and Evaluation
- 1. Role and responsibilities of monitoring and evaluation in humanitarian programming
- 2. Critical first steps in monitoring and evaluation management
- 3. Methodologies for monitoring and evaluation in emergencies
- 4. Data collection and analysis
- 5. Accountability monitoring
- 6. Feedback, complaints and response mechanisms
- 7. Two way feedback – Sharing, monitoring and evaluation results with communities
- 8. Learning and evaluation activities
- 9. Budgeting for monitoring and evaluation
- 10. CARE’s policy on monitoring and evaluation in emergencies
- 11. Annexes
- 12. Other resources
- 10. Donor Contract Management
- 1. Role of donor contract management in an emergency
- 2. Critical steps for donor contract management
- 3. General contract compliance requirements
- 4. Submission of proposals (narrative and budget)
- 5. Approval and signing of donor (project) contract and IPIA
- 6. Transition from contract signing to management of project implementation
- 7. Ongoing contract administration during implementation and monitoring
- 8. Document retention
- 9. Additional guidelines for non-presence operations
- 10. Annexes
- 11. Other resources
- 11. Project Management
- 12. Partnership
- 1. Working with partners in an emergency
- 2. Be prepared: Partnering starts during preparedness
- 3. Why partner, and why not to
- 4. Best practices for successful partnerships
- 5. Phases in the partnership process
- 5.1 Partner Selection
- 5.2 Contracting & Start-up
- 5.2.1 Models for collaboration
- 5.2.2 Consider these issues for collaboration
- 5.2.3 Making and managing budgets
- 5.2.4 Developing a work plan
- 5.2.5 Develop a M&E plan and tools
- 5.2.6 Negotiating and signing the Partnership agreement
- 5.2.7 Pre-Authorisation Letter (PAL)
- 5.2.8 Transferring 1st instalment to partner
- 5.2.9 Inception workshop
- 5.3 Implementation
- 5.4 Monitoring
- 5.5 Close-out
- 6. Key Operational considerations
- 7. Dispute resolution and fair termination
- 8. Annexes
- 9. Other resources
- 13. Media
- 1. Role of media management in emergencies
- 2. Critical Steps in Media Management
- 3. Deploying communications staff
- 4. Working with the media
- 4.1 Conduct a rapid communications risk assessment
- 4.2 Create a media strategy
- 4.3 Approvals and sign-off procedures
- 4.4 Sensitive or controversial issues
- 4.5 Boilerplate emergency statement for rapid-onset emergencies
- 4.6 Press releases
- 4.7 Talking points, key messages and Q&As
- 4.8 Social media
- 4.9 Media training
- 4.10 CO Media Policy
- 4.11 Working with journalists in country and arranging journalists’ visits
- 4.12 Working with local media
- 4.13 Communications with Disaster-affected Communities
- 4.14 Maintaining a media log
- 4.15 Coordinating with Communications Officers from other NGOs, the UN, and donors
- 5. Sharing information and knowledge management
- 6. Producing communications materials
- 7. After the emergency
- 8. Annexes
- 9. Key resources
- 14. Safety and Security
- 1. Role of safety and security management in an emergency
- 2. Critical steps for safety and security management
- 3. Complying with CARE’s safety and security policies and procedures
- 4. Communicating with staff in an emergency
- 5. Safety and security assessments
- 6. Ongoing situation monitoring and information sharing
- 7. Security planning and management
- 8. Critical incident management
- 9. Security of CARE infrastructure and assets
- 10. Human resources issues
- 11. Stress management during and after emergency
- 12. Training and briefing on safety and security
- 13. Annexes
- 14. Other resources
3.1.1 Issues to consider for deciding partnerships
• Do potential partners exist with proven ability to conduct similar activities?
• Can they help establish operations rapidly without compromising quality?
• Will their knowledge of communities and context increase effectiveness?
• Will they be able to access or reach beneficiaries that CARE cannot?
• Do CARE or its key programme staff already know the partners or their staff?
• Are there no regulations imposed by authorities or donors that discourage working with partners?
• Are potential partners seen as legitimate parties by the authorities?
• Do potential partners have a good reputation in the target communities?
• Is it possible to find neutral, independent and impartial partners?
The more positive answers, the more reason to partner. However, if just one or two of these conditions are met, it is worth thinking hard whether partnering is a good idea.
