- 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
7.3 Malpractice
Any evidence of malpractice, such as breach of codes of conduct or financial malpractice, should be acted on by all staff who become aware of it. Suggested procedures are:
- Evidence of malpractice detected by CARE staff should be documented and presented to a specified senior staff (e.g. a programme manager or coordinator).
- The senior staff should discuss the issue with the team handling the partner, then issue a request for clarification to the partner, giving one week to reply.
- Depending on the type of malpractice, this notice might also order a freeze on partner spending and disbursements to the partner.
- A team appointed by the senior staff then makes an investigation and submits a report on findings within seven days-the result is also circulated to the partner.
- A follow-up plan is agreed and progress is monitored until the issue is resolved. For cases of serious malpractice, including fraud, contracts are terminated.
