5. Analysis
The first step in developing the strategy is to conduct a rapid analysis of the situation. This analysis should be documented in the introduction to the strategy and informed by CARE’s assessment process. For detailed guidelines on conducting assessments, refer to Chapter 4 Assessment. This analysis will help identify CARE’s niche (as for section 4.3).
Checklist
Needs assessment
- What is the background and nature of the emergency or disaster?
- What assessment data is available about the scale and nature of the impacts of the disaster?
- Who and where are the women, men, boys and girls affected by the crisis? What are the unique conditions that women, men, boys and girls and specific vulnerable populations facing?
- How is the situation evolving?
- What unique conditions define the emergency situation?
Based on this analysis, what are the priority humanitarian needs for women, men, boy and girls as well as any other specific vulnerable populations (marginalized groups, etc.)? See the chapter on Gender in Emergencies and the gender wiki for information on Rapid Gender Analysis (RGA)
Response of other actors
- How have the disaster-affected communities responded to the crisis themselves?
- What is the response of the host government and local authorities?
- What other local NGOs and other community organisations are responding?
- How is the international community responding, considering donors, UN, international NGOs and other actors? (for example, military and private sector organisations)
Based on the needs identified and the response of other actors, what are the identifiable gaps in the humanitarian response?
CARE & our partners’ capacity
- What are CARE’s capacity and strengths?
- What are the capacities and strengths of our partners? What is CARE’s capacity to work with partners? What partnerships are already in place to support humanitarian action that are relevant to this emergency?
- What gender in emergencies expertise is available in CARE and our partners?
- What sectoral expertise and experience does CARE have in-country? What sectoral expertise do our partners’ have?
- What additional expertise, experience and capacity can be brought in by mobilising CARE international resources or resources of our partners? Or by rapidly expanding CARE’s and/or partner operations in-country?
- What is CARE’s capacity to mobilise financial resources to support the response? What is our partners’ capacity to mobilise financial or other resources to support the response?
- What is CARE and our partners’ capacity to mobilize human resources in-country to support the response?
- Where is CARE’s and our partners’ infrastructure (offices, logistics infrastructure, staff, and local knowledge) located in relation to the emergency area? Our partners’?
Analysing CARE’s and our partners’ capacity in the context of priority needs and gaps in the response, what would be CARE’s value added to the response?
