- 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
5.1.4 Eligibility criteria
- Proven track record in emergencies: partner has experience working in emergencies
- Proven track record in core sectors: partner has expertise in CARE’s core sectors (sectors of your response strategy)
- Geographical coverage: partner has presence in CARE’s target areas
- Institutional capacity: partner has adequate policies, procedures and systems in place to support the work of the organisation
- Finance & compliance: partner has adequate control mechanisms in place to ensure sound financial management and minimise financial risks
- Scalability: the partner has a balanced portfolio size; it has the ability to absorb more funding in a short time but at the same time is not being overfunded by donors
- Reputation: partner has a good reputation and is well accepted in the communities and areas of operation
- Relations with authorities: partner is seen as a legitimate party – and has good relations with the authorities
- Compatible values & principles: partner has compatible beliefs, values and principles to CARE
- Humanitarian principles: partner is neutral, independent and impartial and is guided by the humanitarian principles
- Partner diversity: the group of CARE’s partners should be a cross section of society, reflecting ethnic as well as possible partisan affiliations
Annex 12.2 – Example Eligibility Criteria Rating Tool
Good practise would be to agree upon criteria prior to publishing a call for partners. The eligibility criteria should be documented and agreed upon by the selection committee.
