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• Getting Going
  • 1. Be Prepared
  • 2. What to do when the emergency is about to hit
• Gender
  • 1. WHY Gender in Emergencies?
  • 2. What is Gender Integration?
  • 3. The Gender Continuum
  • 4. Top tips for integrating gender
  • 5. Annexes
  • 6. Other Resources
• Management
  • 4. Assessment
    • 1. Role of assessment in an emergency
      • 1.1 CI roles and responsibilities for assessment
      • 1.2 Role of the assessment team
    • 2. Critical steps in assessment
    • 3. Standards for assessment
      • 3.1 Sphere initial assessment standard
      • 3.2 OFDA FOG assessment process main points
      • 3.3 Accountability and assessment
        • 3.3.1 Accountability do’s and don’ts for assessments
    • 4. Activating the assessment process
      • 4.1 Rapid-onset assessment process actions and decisions
      • 4.2 Types of assessments
      • 4.3 Providing relief assistance during assessments
    • 5. Assessment planning and preparation
      • 5.1 Assessment planning quick checklist
    • 6. Terms of reference
      • 6.1 Typical objectives of a CARE assessment mission
    • 7. Area selection
      • 7.1 Considerations regarding geographical focus
    • 8. Team selection
      • 8.1 Attributes of assessment teams
      • 8.2 Effective team management
    • 9. Logistics and support requirements
      • 9.1 Assessment team logistics and administration support checklist
    • 10. Conducting the assessment
      • 10.1 Briefing on CO capacity
      • 10.2 Basic information checklist
      • 10.3 How to involve disaster-affected people in the assessment (adapted from The good enough guide, Tool 3)
      • 10.4 Information sources
      • 10.5 Data collection methods
        • 10.5.1 Methods for information gathering
      • 10.6 Assessment tools
        • 10.6.1 Assessment format: UN clusters Interagency Rapid Assessment tool
    • 11. Data analysis and recommendations
      • 11.1 Contextual analysis frameworks
      • 11.2 Developing recommendations
        • 11.2.1 Minimum requirement for recommendations
    • 12. Communicating, reporting and other outputs
      • 12.1 Communicating preliminary findings
      • 12.2 Final assessment report
      • 12.3 Indicative budget
      • 12.4 Other outputs
    • 13. Cost of assessment missions
    • 14. Annexes
    • 15. Other resources
  • 5. Strategy
    • 1. Role of programming in an emergency
      • 1.1 CI roles and responsibilities for programming in an emergency
      • 1.2 Role of programme coordinator (ACD programme, emergency coordinator)
    • 2. Critical steps in programming
    • 3. The nature of programming in emergencies
      • 3.1 Stages in an emergency response
      • 3.2 Checklist for good programming in emergencies
    • 4. Developing a programme strategy
      • 4.1 What a programme strategy is
      • 4.2 Why programme strategy is important
      • 4.3 Developing the strategy
        • 4.3.1 Strategy development key questions
      • 4.4 The strategy document
      • 4.5 Communicating the strategy
    • 5. Analysis
      • 5.1 Brief strategy analysis checklist
    • 6. Scenario analysis
    • 7. Critical issues affecting the response
    • 8. Alignment with CARE’s principles
      • 8.1 CARE’s programming principles
      • 8.2 Common international principles and standards
    • 9. Strategy goals, objectives and interventions
      • 9.1 Goal and objectives
        • 9.1.1 Case study: Example goals and objectives
      • 9.2 Key interventions
        • 9.2.1 Selecting interventions to support
      • 9.3 Policy issues, cross-cutting issues and programming approaches
    • 10. Phasing
      • 10.1 Phases of a disaster
    • 11. Targeting
      • 11.1 Geographic focus
      • 11.2 Target groups and targeting strategies
      • 11.3 Vulnerable groups
      • 11.4 Attending to the special needs of vulnerable groups
    • 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
    • 1. Role of operational planning
    • 2. Tips for operational planning
  • 7. Fund Mobilisation
    • 1. Role of funds mobilisation in an emergency
      • 1.1 CI roles and responsibilities for funds mobilisation
      • 1.2 Role of the Country Director/Team Leader
    • 2. Critical steps in funds mobilisation management
    • 3. Activating global fundraising
      • 3.1 First 48 hours fundraising checklist
    • 4. Funding targets and strategy
      • 4.1 Establishing targets
      • 4.2 Example of fundraising targets
      • 4.3 Initial appeal and response strategy
      • 4.4 Fundraising options and strategy
        • 4.4.1 Potential funding sources
      • 4.5 Tracking progress
    • 5. CARE’s emergency response fund mechanisms
      • 5. 1 Emergency response fund mechanisms
    • 6. Accessing institutional donor funding
      • 6.1 Primary institutional donors with direct relationships with CARE Members
      • 6.2 Bilateral donors with no direct CARE Member relationship
      • 6.3 UN and other multilateral donors
      • 6.4 Personnel funding programmes
    • 7. Private fundraising
      • 7.1 How CI Members raise funds from private donors
      • 7.2 Coordinating with CI Members
      • 7.3 Coordinating with CI Members
    • 8. Cost recovery
      • 8.1 Cost recovery checklist for COs
    • 9. Funds management and reporting
    • 10. Annexes
    • 11. Other resources
  • 8. Proposal Design
    • 1. Role of proposal writing in an emergency
      • 1.1 CI roles and responsibilities for proposal writing
      • 1.2 Role of the proposal writer
    • 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
      • 7.1 Proposal formats
      • 7.2 Tips for proposal writing
    • 8. Budget preparation
      • 8.1 Emergency response quick budget checklist
    • 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
      • 1.1 Roles and responsibilities of monitoring and evaluation
      • 1.2 Role of the Monitoring and Evaluation Coordinator in emergency team
      • 1.3 Definition of key terms relating to monitoring and evaluation
    • 2. Critical first steps in monitoring and evaluation management
    • 3. Methodologies for monitoring and evaluation in emergencies
      • 3.1 Putting a monitoring and evaluation system in place
        • 3.1.1 Steps in designing a monitoring and evaluation system
      • 3.2 Aspects of the response to consider
        • 3.2.1 What to look for when monitoring an emergency response programme
      • 3.3 Objectives and indicators
        • 3.3.1 Checklist for indicators
    • 4. Data collection and analysis
      • 4.1 Data collection and analysis responsibilities
      • 4.2 Data collection methods
        • 4.2.1 Participatory data collection methods
      • 4.3 Data analysis
        • 4.3.1 Quality of information
      • 4.4 Management review of monitoring results
      • 4.5 Proposal tracking and documentation
    • 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
      • 8.1 Organising an After Action Review
      • 8.2 Commissioning and managing an evaluation
    • 9. Budgeting for monitoring and evaluation
      • 9.1 Monitoring and evaluation costs
    • 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
      • 1.1 CI roles and responsibilities for contract management
      • 1.2 Contract management functions in an emergency response team
    • 2. Critical steps for donor contract management
    • 3. General contract compliance requirements
    • 4. Submission of proposals (narrative and budget)
      • 4.1 Using correct donor formats and guidelines
      • 4.2 Coordination arrangements with CARE International Members and donors
      • 4.3 Preliminary review of potential financial and contractual issues
      • 4.4 Review of PIFA and IPIA status
    • 5. Approval and signing of donor (project) contract and IPIA
      • 5.1 Reviewing and approving signature of the contract
      • 5.2 Preparation of IPIA
    • 6. Transition from contract signing to management of project implementation
      • 6.1 Project core files
      • 6.2 Documentation and briefing to project implementation and support staff
    • 7. Ongoing contract administration during implementation and monitoring
      • 7.1 Monitoring contract compliance and managing required changes
      • 7.2 Managing sub-grants
      • 7.3 Reporting
    • 8. Document retention
    • 9. Additional guidelines for non-presence operations
    • 10. Annexes
    • 11. Other resources
  • 11. Project Management
    • 1. Introduction
    • 2. The role of the project manager
    • 3. Project documents checklist
    • 4. Project management in a sudden-onset emergency
    • 5. Project management in a slow-onset emergency
    • 6. Work planning and scheduling
    • 7. Budget management
  • 12. Partnership
    • 1. Working with partners in an emergency
      • 1.1 CARE’ s Strategic Commitments for partnering in emergencies
      • 1.2 Partnership is…
      • 1.3 What do the guidelines cover?
      • 1.4 Who is in charge of the ‘partnership’ function?
        • 1.4.1. Roles and Responsibilities for partnerships (outside of emergencies)
        • 1.4.2 Partnership management functions in an emergency response team
    • 2. Be prepared: Partnering starts during preparedness
    • 3. Why partner, and why not to
      • 3.1 Why do it?
        • 3.1.1 Issues to consider for deciding partnerships
      • 3.2 Good reasons to partner
      • 3.3 Partnering for the wrong reasons
      • 3.4 Who decides?
    • 4. Best practices for successful partnerships
    • 5. Phases in the partnership process
      • 5.1 Partner Selection
        • 5.1.1 Why is selection so important?
        • 5.1.2 Meeting donor requirements
        • 5.1.3 Developing eligibility criteria
        • 5.1.4 Eligibility criteria
        • 5.1.5 Capacity assessment
        • 5.1.6 How to conduct Assessments
        • 5.1.7 Due diligence assessment
        • 5.1.8 Terrorism concerns and legislation
        • 5.1.9 Selection committee
      • 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
        • 5.3.1 Partner Coordination
        • 5.3.2 Reporting
        • 5.3.3 Planning and handling disbursements
        • 5.3.4 Ensuring program quality
      • 5.4 Monitoring
        • 5.4.1 Monitoring program activities
        • 5.4.2 Monitoring the partnership
      • 5.5 Close-out
    • 6. Key Operational considerations
      • 6.1 Financial management
      • 6.2 Procurement, logistics and administration
      • 6.3 Communication and media
      • 6.4 Safety and security
    • 7. Dispute resolution and fair termination
      • 7.1 Managing disputes
      • 7.2 Arbitration
      • 7.3 Malpractice
      • 7.4 Termination
    • 8. Annexes
    • 9. Other resources
      • 9.1 CARE partnership resources
      • 9.2 Country Office resources
      • 9.3 Other literature
  • 13. Media
    • 1. Role of media management in emergencies
      • 1.1 CARE’s communications principles
      • 1.2 Roles and responsibilities
      • 1.3 Follow-the-sun protocol for global emergency communications coordination
      • 1.4 Multi-country disasters
    • 2. Critical Steps in Media Management
      • 2.1 Before an emergency: be prepared
      • 2.2 During an emergency
      • 2.3 Critical first steps in emergency media management: what to do and when
      • 2.4 Communications guidelines for slow-onset or chronic crises
    • 3. Deploying communications staff
      • 3.1 Go Kit for Emergency Communications Officer
      • 3.2. Protocol for Hiring Photographers in Emergencies
    • 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
        • 4.4i Simplified emergency sign-off procedures
        • 4.4.ii Natural disaster or complex emergency – sensitive issues
      • 4.5 Boilerplate emergency statement for rapid-onset emergencies
        • 4.5.1 Example boilerplate emergency statement: Haiti 2010
      • 4.6 Press releases
        • 4.6.1 Including Maternal Health Figures in a Press release
      • 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
      • 5.1 Sharing information throughout the CARE confederation
      • 5.2 Sharing information within the CO
      • 5.3 Storing documents
      • 5.4 Sharing photos and videos
      • 5.5 Sharing major media hits
      • 5.6 Global information e-mail lists
    • 6. Producing communications materials
      • 6.1 Human interest stories
      • 6.2 Op-eds
      • 6.3 Material for websites
      • 6.4 Blogs
      • 6.5 Photography and video
    • 7. After the emergency
      • 7.1 Communications updates to members
      • 7.2 Anniversaries
    • 8. Annexes
    • 9. Key resources
  • 14. Safety and Security
    • 1. Role of safety and security management in an emergency
      • 1.1 CI roles and responsibilities for safety and security management
      • 1.2 Role of safety and security management staff
    • 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
      • 4.1 Confirming staff safety immediately following an emergency or disaster
    • 5. Safety and security assessments
      • 5.1 Safety and security assessment checklist
    • 6. Ongoing situation monitoring and information sharing
      • 6.1 Information gathering and sharing
    • 7. Security planning and management
      • 7.1 Decision-making
        • 7.1.1 Communicating decisions
      • 7.2 Security strategies
        • 7.2.1 Acceptance
      • 7.3 Safety and security contingency planning
    • 8. Critical incident management
      • 8.1 The Crisis Management Team
    • 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
• Programme Support
  • 15. Logistics
    • 1. Introduction
      • 1.1 Role of logistics in humanitarian operations
      • 1.2 CI roles and responsibilities for logistics
      • 1.3 Role of logistics personnel in an emergency team
        • 1.3.1 Logistics support positions
    • 2. Critical steps in supply chain management
    • 3. Logistics preparedness
      • 3.1 Logistics preparedness planning key questions
    • 4. Logistics assessment and planning
      • 4.1 Logistics rapid assessment
        • 4.1.1 Logistics rapid assessment key questions
      • 4.2 Operational planning
      • 4.3 Managing logistics and supply activities over time
        • 4.3.1 Overview of logistics and supply activities over the duration of a programme
    • 5. Transport
      • 5.1 Defining transport needs
      • 5.2 Forms of transport
        • 5.2.1 Characteristics of different means of transport
      • 5.3 Specific planning considerations for road transport of supplies to programme sites
        • 5.3.1 Formula to estimate the number of vehicles required
      • 5.4 Transport contracting
        • 5.4.1 Transport contract modalities
      • 5.5 Insurance
      • 5.6 Incoterms
      • 6. Warehousing and storage
      • 5.7 Transport documents
        • 5.7.1 Transport documents required
      • 5.8 Ensure controls at the time of packing and arrival
      • 5.9 Customs procedures
        • 5.9.1 Import restrictions
    • 6. Warehousing and storage
      • 6.1 Stock management
      • 6.2 Storage volume and space needed
        • 6.2.1 How to calculate space required
      • 6.3 Warehouse selection and design considerations
      • 6.4 Receiving goods and delivery inspection
      • 6.5 Space management
        • 6.5.1 Storage of products
      • 6.6 Piling systems for ease of checking
      • 6.7 Rotation systems
      • 6.8 Food storage and safety checklist
      • 6.9 Alternative storage options when warehousing is unavailable
      • 6.10 Warehouse management tools
        • 6.10.1 Warehouse management tools-minimum requirements
      • 6.11 Warehouse staffing
        • 6.11.1 Storekeeper
        • 6.11.2 Loaders
      • 6.12 Warehouse handling material and equipment
      • 6.13 Sharing a warehouse with other NGOs
      • 6.14 Safety standards
      • 6.15 Security
    • 7. Logistics collaboration
      • 7.1 Working with the Logistics Cluster
      • 7.2 UNHRD
    • 8. Case study: Good practices from the 2005 tsunami emergency response
    • 9. Annexes
  • 16. Procurement
    • 1. Role of procurement in an emergency
      • 1.1 CI roles and responsibilities for procurement
      • 1.2 Procurement staffing
        • 1.2.1 Ensuring adequate procurement staffing levels
        • 1.2.2 Staffing tips for CARE presence and non-presence countries
        • 1.2.3 Functions of key procurement staff
    • 2. Critical steps for procurement
      • 2.1 Critical steps for response
      • 2.2 Critical steps for preparedness
    • 3. Enacting emergency procurement policies and procedures
      • 3.1 Activating temporary emergency procurement procedures
      • 3.2 Recommended changes to regular procedures for procurement in emergencies
      • 3.3 Case study: Good practices and lessons learned from tsunami emergency response
    • 4. Donor compliance requirements
      • 4.1 Donor guidelines
      • 4.2 Waivers
    • 5. Assessment of material needs and procurement planning
    • 6. The procurement sourcing and acquisition process
      • 6.1 Market survey
      • 6.2 Sourcing
        • 6.2.1 Determining sources of supply
        • 6.2.2 Sourcing supplies internationally
        • 6.2.3 Support for international procurement
      • 6.3 Vendor selection and screening
        • 6.3.1 Sole or single sourcing
        • 6.3.2 Definitions of sole and single sourcing
        • 6.3.3 Request for quotations or sealed bids
        • 6.3.4 Vendor screening
    • 7. Contracting
      • 7.1 Vetting contracts
      • 7.2 Contracts with vendors
      • 7.3 Contracts with service providers
      • 7.4 Contracts with transporters
      • 7.5 Contracts for vehicle rentals
        • 7.5.1 Drivers
      • 7.6 Contracts with consultants
      • 7.7 Contracts with other NGOs/partners
    • 8. Importing goods
      • 8.1 Taxes
      • 8.2 Restrictions
      • 8.3 Customs and handling
      • 8.4 Importing checklist
    • 9. Receipt and dispatch
    • 10. Documentation and record keeping
      • 10.1 Procurement status report
      • 10.2 Documents required through the procurement process
    • 11. Additional guidelines for non-presence operations
    • 12. Annexes
    • 13. Other resources
  • 17. Finance
    • 1. Role of finance in an emergency
      • 1.1 CI roles and responsibilities for finance
    • 2. Critical steps in financial management in an emergency
    • 3. Finance structure
      • 3.1 Introduction
      • 3.2 Roles and responsibilities
        • 3.2.1 Separation of duties
        • 3.2.2 Roles
        • 3.2.3 Responsibilities
          • 3.2.3.1 Separation of responsibilities
      • 3.3 Job descriptions
      • 3.4 Levels of authority
    • 4. Cash and cash equivalents control procedures
      • 4.1 Introduction
      • 4.2 General principles
      • 4.3 Internal control checklist
      • 4.4 Physical cash limits
        • 4.4.1 Cash limits
      • 4.5 Cash budgets
      • 4.6 Cash requests
      • 4.7 Cash facilitation
      • 4.8 Cash floats
      • 4.9 Cash receipts
    • 5. Cash disbursement control procedures
      • 5.1 Introduction
      • 5.2 Cash disbursements: Internal control checklist
      • 5.3 Minimum requirements
      • 5.4 General procedures
      • 5.5 Cash float disbursements: CARE staff
      • 5.6 Cash float disbursements: Operating cash
      • 5.7 Petty cash funds
      • 5.8 Travel advances, settlement and reimbursements
      • 5.9 Disbursements through cash facilitators
    • 6. Grants and contracts procedures
      • 6.1 Introduction
      • 6.2 Status of funding portfolio and cash budgets
      • 6.3 Funding portfolio matrix
      • 6.4 Cash budgets
      • 6.5 Expenditure and expenditure restrictions guidelines
      • 6.6 Regular budget compliance reports in donor format
      • 6.7 Audit and finance support in situ
    • 7. Budget development and management
      • 7.1 Introduction
      • 7.2 Budget development/management preparedness activities
      • 7.3 Budget development process tips
      • 7.4 Budget development process and team roles
      • 7.5 Budget development process
        • 7.5.1 Sequence and scheduling of required steps
      • 7.6 Commonly overlooked costs
        • 7.6.1 Descriptions and account codes of commonly overlooked costs
    • 8. Annexes
    • 9. Other resources
  • 18. Administration
    • 1. Role of administration in an emergency
      • 1.1 CI roles and responsibilities for administration
      • 1.2 Role of the Administration Manager and staff
      • 1.3 Coordination with other support functions
    • 2. Critical steps in administration management in an emergency
    • 3. Travel and logistical arrangements for emergency staff
      • 3.1 Visa processing for international emergency personnel
      • 3.2 Arrival arrangements
      • 3.3 Office space and equipment for incoming staff
      • 3.4 Accommodation
        • 3.4.1 Hotel accommodation
        • 3.4.2 Staff house accommodation
      • 3.5 Internal travel
      • 3.6 Departure of staff
    • 4. Equipment and property management
      • 4.1 Equipment requirements for the emergency response
      • 4.2 Management of property
        • 4.2.1 Expendable materials and supplies
        • 4.2.2 Non-expendable equipment
      • 4.3 Requisition and issue of materials or equipment from inventory
      • 4.4 Storage of materials and equipment
      • 4.5 Physical count and inventory reconciliation
      • 4.6 Transfer of non-expendable inventory items
      • 4.7 Disposal of items
      • 4.8 Building and equipment service and maintenance
      • 4.9 Insurance of assets
    • 5. Communications and filing systems
      • 5.1 General correspondence
      • 5.2 Filing systems
    • 6. Establishing a new office
      • 6.1 Selecting an office building
      • 6.2 Utilities in rented buildings
        • 6.2.1 Water
        • 6.2.2 Electricity
        • 6.2.3 Telephone lines
      • 6.3 Entering into a rental agreement
      • 6.4 Security and safety precautions for rented premises
      • 6.5 Maintenance contracts
    • 7. Establishing a compound in remote areas
      • 7.1 Basic site establishment
      • 7.2 Compound staff
      • 7.3 Office space and living quarters
      • 7.4 Inventory of compound furniture, fixture and equipment (FFE)
      • 7.5 CARE compound security
      • 7.6 Utilities for the compound
        • 7.6.1 Water
        • 7.6.2 Electricity
        • 7.6.3 Telecommunications
      • 7.7 Health and hygiene
      • 7.8 Procurement of food supplies
      • 7.9 Canteen and recreation facilities
    • 8. Vehicle management
      • 8.1 Vehicle procurement and inventory
      • 8.2 Vehicle insurance
      • 8.3 Vehicle rental
      • 8.4 Vehicle use
      • 8.5 Tracking vehicle movement
      • 8.6 Vehicle maintenance
      • 8.7 Maintenance of individual vehicle files
      • 8.8 Vehicle safety regulations
      • 8.9 Motorcycle use
      • 8.10 Vehicle accident reporting
    • 9. Fuel management
      • 9.1 Managing access to fuel for vehicles
      • 9.2 Managing access to fuel for generators
    • 10. Establishing CARE’s presence in a new country or area of operation
      • 10.1 Authorisation to operate
      • 10.2 Registration documents
      • 10.3 Establishing relationships with government departments
      • 10.4 Coordinating with other agencies
    • 11. Annexes
    • 12. Other resources
  • 19. Distribution
    • 1. Introduction
      • 1.1 Role of distributions in humanitarian operations
      • 1.2 Personnel
      • 1.3 Prevention of sexual exploitation and gender-based violence
    • 2. Critical steps in distribution
    • 3. Distribution planning
      • 3.1 Distribution systems
        • 3.1.1 Advantages and disadvantages of different distribution systems
      • 3.2 Distribution frequency
      • 3.3 Number of distribution points
      • 3.4 Selecting distribution sites
      • 3.5 Design of distribution circuits
        • 3.5.1 Example of a simple distribution circuit
        • 3.5.2 Example of multiple counters circuit
      • 3.6 Supply source considerations
      • 3.7 Packaging considerations
      • 3.8 The distribution plan
        • 3.8.1 Calculating transport requirements
    • 4. Targeting
      • 4.1 Minimum standards for targeting
    • 5. Recipient registration
      • 5.1 Minimum standards for registration
      • 5.2 Procedures
        • 5.2.1 Operation set-up
        • 5.2.2 Establishing eligibility
        • 5.2.3 Ration/identification cards
      • 5.3 Good practice case study
      • 5.4 Recordkeeping
      • 5.5 Re-registration
      • 5.6 Diversity among family groups
    • 6. Site storage accounting
      • 6.1 Site storage accounting procedures
    • 7. Site security
    • 8. Recipient notification
    • 9. Recipient verification
    • 10. Tally and receipt sheets
    • 11. Commodity ration measurement
      • 11.1 Scooping
      • 11.2 Weighing
      • 11.3 Recipient division
    • 12. Procedures for a typical distribution
      • 12.1 Additional procedures for commodity distributions
        • 12.1.1 Note on ration cards
      • 12.2 Distribution prior to registration
      • 12.3 Distribution directly from warehouse
    • 13. FFW distributions
      • 13.1 Differences between free distributions and FFW distributions
    • 14. Cash distributions
    • 15. Reports
      • 15.1 Monthly distribution site report
      • 15.2 Report reconciliation and flow monitoring
    • 16. Monitoring
      • 16.1 Minimum standards for distribution monitoring
      • 16.2 Monitoring system design
      • 16.3 Distribution monitors
      • 16.4 Distribution process monitoring
      • 16.5 Distribution site storage monitoring
      • 16.6 Post-distribution monitoring
      • 16.7 Performance monitoring
    • 17. Annexes
  • 20. IT and Telecommunications
    • 1. Introduction
      • 1.1 Role of telecommunications and IT in an emergency
      • 1.2 Role of Telecoms and IT Support Manager in the emergency team
      • 1.3 CARE International (CI) roles and responsibilities for telecommunications
    • 2. Telecommunications and security
      • 2.1 Telecommunications and staff safety and security
      • 2.2 Back-up communications systems
      • 2.3 Communication protocols
    • 3. What to do: Critical actions for telecommunications and IT
    • 4. Telecommunications and IT assessments and planning
      • 4.1 Telecommunications and IT minimum standards
      • 4.2 Telecommunications options
      • 4.3 Telecommunications and IT capacity for the assessment team
      • 4.4 Conducting an assessment of the telecommunications and IT situation
      • 4.5 Determining the requirements for CARE’s planned operations
      • 4.6 Implementing the telecommunications and IT systems plan
    • 5. Telecommunications system details and options
      • 5.1 Landline and mobile phone systems
      • 5.2 Portable satellite telephones and internet systems
      • 5.3 Radio transceivers
    • 6. Computer requirements and options
      • 6.1 Computer hardware requirements
      • 6.2 Software requirements
        • 6.2.1 Satellite internet/email
        • 6.2.2 Legal software
      • 6.3 Power supply systems
    • 7. Hardware support and maintenance
      • 7.1 Asset management and control
      • 7.2 Maintenance
      • 7.3 Risk management
      • 7.4 Equipping new staff
    • 8. Procurement, import and regulations
    • 9. Communications procedures
    • 10. Collaboration with other agencies
    • 11. Case study: Good practices and recommendations from the 2005 tsunami
    • 12. Additional guidelines for non-presence operations
      • 12.1 Legal requirements for establishing telecommunications systems
      • 12.2 Phasing of telecommunications set-up
      • 12.3 Meeting hardware requirements in a new presence location
      • 12.4 Tampere Convention
    • 13. Annexes
  • 21. Human Resources
    • 1. Role of human resource management in an emergency
      • 1.1 CARE International roles and responsibilities for human resource management
      • 1.2 Role of Human Resources Manager in an emergency
    • 2. Critical steps in human resource management in an emergency
    • 3. Organisational planning and staffing requirements
      • 3.1 Staffing structures
      • 3.2 Emergency staffing matrix
      • 3.3 Human resource management capacity
      • 3.4 Human resource management involvement
    • 4. Personnel mobilisation
      • 4.1 Factors to consider when selecting emergency personnel
      • 4.2 Mobilising the Country Office Emergency Response Team (ERT)/redeploying existing CO staff to the emergency
      • 4.3 Emergency personnel from other CARE offices
      • 4.4 Rapid recruitment process for national staff
      • 4.5 Rapid recruitment process for international staff
        • 4.5.1 Responsibilities of the Country Office in the rapid recruitment process for international staff
    • 5. Pre-deployment planning
      • 5.1 Pre-arrival tasks and responsibilities
        • 5.1.1 Pre-departure planning: Responsibilities of the receiving Country Office and Deploying Member for deployment of emergency staff
      • 5.2 Accommodation
      • 5.3 Cash and equipment needs
      • 5.4 Arrival arrangements
    • 6. Insurance
      • 6.1 Insurance for national staff
      • 6.2 Insurance for international staff
    • 7. Contract administration
      • 7.1 Contracts for national staff
      • 7.2 Contracts for international staff
    • 8. Induction and orientation
      • 8.1 Staff identification cards
    • 9. Per diem and travel policy guidelines
      • 9.1 Per diem and travel policy guidelines for national staff
      • 9.2 Per diem and travel policy guidelines for international staff
    • 10. Maintenance of personnel files
    • 11. Coordination between HR and finance units
    • 12. Staff well-being
      • 12.1 Safety and security
      • 12.2 Managing work hours
      • 12.3 Rest and relaxation (R&R)
      • 12.4 R&R entitlements for national staff
      • 12.5 R&R entitlements for international staff
      • 12.6 Emergency personnel support programme
      • 12.7 Critical incident/severe stress
      • 12.8 Emergency support for disaster-affected families of staff
    • 13. Performance management
      • 13.1 Responsibilities of managers
      • 13.2 Managing non-performance
      • 13.3 Managing non-performance of national staff
      • 13.4 Managing non-performance of international staff
      • 13.5 Evaluation form
      • 13.6 Evaluation form for national staff
      • 13.7 Evaluation form for international staff
    • 14. Completion of assignment
      • 14.1 Exit clearance procedures
      • 14.2 Exit interview
      • 14.3 Exit questionnaire for national staff
      • 14.4 Exit questionnaire for international staff
    • 15. Additional guidelines for non-presence operations
      • 15.1 Local labour law
      • 15.2 From set-up and initial delivery to next phase
      • 15.3 Human resources policies for national staff
      • 15.4 Establishing a salary scale
      • 15.5 Employee benefits
    • 16. Annexes
    • 17. Other resources
  • 22. Capacity Building in Emergencies
    • 1. What’s the point of training and learning in an emergency?
    • 2. how can i do this fast ?
      • 2.1 When is the right time to train staff in an emergency ?
      • 2.2 How long does it take to train someone?
      • 2.3 How long does it take to develop training?
      • 2.4 How long does it take to plan and organize training?
      • 2.5 What are the methods that make training fast ?
    • 3. How can I do this cheaply ?
      • 3.1 Cost and complexity
      • 3.2 Ways to save money
      • 3.3 Ways to find money
    • 4. Learning without training
      • 4.1 Coaching
      • 4.2 Learning on the job: from others
      • 4.3 Learning on the job: from books, videos, etc.
      • 4.4 Online learning
      • 4.5 Communities of practice
      • 4.6 Manager feedback
      • 4.7 Stretch assignments
    • 5. What works
    • 6. What doesn’t
    • 7. How can i have an impact ?
    • 8. Annexes
• Core Sectors
  • 23. Food
    • 1. Introduction
      • 1.1 Effects of a crisis on food security
    • 2. Assessing effects and impact of a crisis
      • 2.1 Food security and response options analysis
      • 2.2 Food security of livelihood groups
    • 3. What to do: Response options
      • 3.1 Options for food and nutrition security interventions
      • 3.2 Types of activities
        • 3.2.1 Food distribution and nutritional support
        • 3.2.2 Primary production
        • 3.2.3 Income and employment
      • 3.3 Key considerations
        • 3.3.1 Early Warning: Triggers and decision-making
        • 3.3.2 Early Response: Closing the gap between early warning and response
        • 3.3.3 Design issues with common interventions 
        • 3.3.5 Seeds and tools
        • 3.3.6 Gender and protection
        • 3.3.7 Integration with long-term programmes
        • 3.3.8 Monitoring and evaluation
      • 3.4 Case study: CARE’s emergency livestock interventions in Ethiopia
    • 4. What not to do: Do no harm and other common mistakes
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
      • 6.1 CARE’s emergency food and nutrition security strategy
      • 6.2 CARE policy documents relevant to food and nutrition security
    • 7. CARE’s capacity and experience
    • 8. Annexes
  • 24. Water, Sanitation and Hygiene
    • 1. Introduction
      • 1.1 What is WASH in emergencies?
    • 2. Gender and Emergency WASH
    • 3. Assessment checklist
      • 3.1 The assessment process and tools for WASH
      • 3.2 WASH checklist (adapted from Sphere)
    • 4. What to do: Response options
      • 4.1 First phase response options for water and sanitation
      • 4.2 Second phase response options for water and sanitation
      • 4.3 Response options for hygiene promotion
      • 4.4 The importance of coordination and advocacy
      • 4.5 Monitoring results
        • 4.5.1 Sample WASH indicators
      • 4.6 Accountability
      • 4.7 Case study: Haiti earthquake, January 2010—CARE’s WASH response
    • 5. What not to do: Do no harm and other common mistakes
    • 6. When and where to get specialist help
    • 7. CARE’s policy commitments
    • 8. CARE’s capacity and experience
    • 9. Annexes
    • 10. Other resources
  • 25. Shelter
    • 1. Introduction
      • 1.2 CARE’s shelter principles
      • 1.3 Coordination
      • 1.4 Shelter terminology & jargon
      • 1.1 What is humanitarian shelter?
    • 2. Gender & shelter
      • 2.1 Gender analysis & shelter programmes
    • 3. Shelter assessments
      • 3.1 What you need to know & understand
      • 3.2 Rapid needs assessment
      • 3.3 Damage assessment
      • 3.4 Detailed assessments & analysis
      • 3.5 Knowledge & Attitudes Surveys
      • 3.6 Markets assessment
      • 3.7 Participatory assessment approaches
      • 3.8 Joint assessments
    • 4. What to do: response options
      • 4.1 Tarps, tents & kits
      • 4.2 Clothes & household NFIs
      • 4.3 Cash for shelter
      • 4.4 Training & technical assistance
      • 4.5 Recovery support
      • 4.6 Promoting safer building
      • 4.7 Temporary houses
      • 4.8 Construction
      • 4.9 Collective centres
      • 4.11 Housing, Land and Property and other legal assistance
      • 4.12 Urban responses
      • 4.13 Support to host families & communities
      • 4.14 Resettlement
    • 5. What to do: Integration with other sectors
      • 5.1 Protection & GBV
      • 5.1 Developing a response strategy
      • 5.2 WASH
      • 5.3 Livelihoods
    • 6. What not to do: do no harm & common mistakes
    • 7. Developing strong proposals
      • 7.1 Indicators for shelter programmes
    • 8. When and where to get specialist help
    • 9. Annexes
  • 26. Sexual and Reproductive Health
    • 1. Introduction
    • 2. Assessment checklist
    • 3. What to do: Response options
      • 3.1 Sphere standards for the health sector
      • 3.2 CO management issues relating to emergency health programming
      • 3.3 Supporting health systems and infrastructure
        • 3.3.1 Health policies and systems
        • 3.3.2 Health surveillance systems and outbreak management
        • 3.3.3 Health infrastructure, equipment and supplies
        • 3.3.4 Health workforce and training
        • 3.3.5 Case Study – SAF-PAC Initiative
      • 3.4 Addressing communicable diseases
        • 3.4.1 Diarrhoeal diseases
        • 3.4.2 Acute respiratory infections (ARIs)
        • 3.4.3 Measles and immunisation
        • 3.4.4 Vector-borne diseases
        • 3.4.5 Prevention of HIV/AIDS
      • 3.5 Sexual and reproductive health
        • 3.5.1 MISP
        • 3.5.2 HIV/AIDS
        • 3.5.3 Gender-based violence
        • 3.5.4 Maternal and newborn health
        • 3.5.5 Voluntary Contraception
        • 3.5.6 Postabortion and Safe abortion care
      • 3.6 Addressing non-communicable diseases
        • 3.6.1 Trauma and injury services
        • 3.6.2 Chronic diseases
        • 3.6.3 Psychosocial
      • 3.7 Case study: Experiences in the West Bank and Gaza, Indonesia and Pakistan
    • 4. What not to do: Do no harm and other common mistakes
      • 4.1 Case Study: Do’s and don’ts-Rwandan genocide, 1994
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
    • 7. CARE’s capacity and experience
    • 8. Annexes
    • 9. Other resources
      • 9.1 Health (general)
      • 9.2 Sexual and reproductive health
• Topics & Issues
  • 27. Cash
    • 1. Introduction
    • 2. Key Concepts in CBI
    • 3. Assessment and Analysis
      • 3.1 CBI Situation Analysis
      • 3.2 Market Analysis
      • 3.3 Gender Analysis
      • 3.4 Partner Capacity Assessment
      • 3.5 Assessment and Selection of Financial Service Providers
    • 4. Programme Design
      • 4.1 Appropriateness of CBI
      • 4.2 CBI Modality
      • 4.3 Grant Amount Frequency
      • 4.4 Payment
    • 5. Programme Implementation
      • 5.1 Contract the Payment Agent
      • 5.2 Target Beneficiaries
      • 5.3 Set up beneficiary registration and identification system
      • 5.4 Distribute cash and vouchers
      • 5.5 Coordinate with others
    • 6. Monitoring and Evaluation
      • 6.1 Impact, outcome and process monitoring
      • 6.2 Market monitoring
      • 6.3 Feedback and complaint mechanism
    • 7. Other Considerations
    • 8. Annexes
    • 9. Other Resources
  • 28. Advocacy
    • 1. Role of advocacy in an emergency
      • 1.1 CI roles and responsibilities for advocacy
      • 1.2 Role of a policy and advocacy advisor in an emergency
    • 2. Critical steps for advocacy
    • 3. Approaches to advocacy
    • 4. How advocacy fits in CARE’s emergency response
    • 5. Rights-based frameworks for advocacy
    • 6. Activating and coordinating advocacy in CARE
      • 6.1 Support for CO advocacy efforts
      • 6.2 Global-level advocacy
    • 7. Issues identification and prioritisation
      • 7.1 Common advocacy themes in emergencies.
    • 8. Criteria for deciding to engage in advocacy
      • 8.1 Key criteria
      • 8.2 Assessing risks of advocacy
    • 9. Developing an advocacy strategy and taking action.
      • 9.1 Different levels of planning
      • 9.2 Key questions and strategy format
        • 9.2.1 Standard advocacy strategy format
      • 9.3 Problem analysis
        • 9.3.1 Information gathering
        • 9.3.2 Problem analysis checklist
      • 9.4 Goal and objectives
      • 9.5 Rationale for CARE’s engagement
      • 9.6 Target audience
      • 9.7 Identifying allies and opponents
        • 9.7.1 Collaboration on humanitarian advocacy
      • 9.8 Advocacy messages
      • 9.9 Tools and actions
        • 9.9.1 Case study: CARE advocacy and the Darfur Crisis
      • 9.10 Opportunities and events
      • 9.11 Human and financial resources
      • 9.12 Risk management
      • 9.13 Monitoring and evaluation
    • 10. Advocacy in relation to non-presence emergency operations
    • 11. Annexes
  • 29. Conflict Sensitivity
    • 2. What to do: Response options
      • 2.1 A ‘good enough approach’ for rapid onset crises
        • 2.1.1 First Phase: Do No Harm basic
        • 2.1.2 Phase 2: Partners, Beneficiaries and Diversion
        • 2.1.3 Phase 3: Strengthening monitoring systems
        • 2.1.4 Phase 4 – Evaluation
      • 2.2 Slower onset and more detailed analysis
        • 2.2.1 Conflict Analysis
        • 2.2.2 Suggested questions for a detailed conflict analysis:
        • 2.2.3 Understanding the link between the intervention and the conflict
        • 2.2.4 Key questions to ask about the intervention: To/by whom, where, what and when?
      • 2.3 Acting upon the understanding
      • 2.4 Case study: Unintended impacts of food aid distribution in Burundi
    • 3. What not to do: Do no harm and other common mistakes
      • 3.1 The impacts of aid – both positive and negative
    • 4. When and where to get specialist help
      • 4.1 Case studies: Aid exacerbating conflict
    • 5. CARE’s capacity and experience
    • 6. Annexes
    • 7. Other resources
    • 1. Introduction
      • 1.1 Definition of conflict sensitivity
      • 1.2 Suggested minimum standards for conflict-sensitive emergency response
  • 30. Participation
    • 1. Introduction
      • 1.1 What participation is
      • 1.2 Types of participation in humanitarian action
      • 1.3 How emergencies affect participation
      • 1.4 Why participation is important in an emergency response
    • 2. Assessment checklist
    • 3. What to do: Response options
      • 3.1 Case study: Peru
    • 4. What not to do: Do no harm and other common mistakes
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
      • 6.1 CARE’s programming framework
      • 6.2 Sphere Common Standard 1: Participation
      • 6.3 CARE’s Humanitarian Accountability Framework: Benchmark 4
        • 6.3.1 Benchmark 4: Participation
    • 7. CARE’s capacity and experience
    • 8. Annexes
    • 9. Other resources
  • 31. Protection
    • 1. Introduction
      • 1.1 Definition of protection
      • 1.2 Key legal instruments
    • 2. Assessment checklist
      • 2.1 Simple protection analysis
      • 2.2 General protection assessment checklist
        • 2.2.1 General assessment checklist for protection
    • 3. What to do: Response options
      • 3.1 Key principles for a protection approach
      • 3.2 Mainstreaming protection
        • 3.2.1 Sample checklist: How to protect refugees during the asylum period
      • 3.3 Human rights promotion
        • 3.3.1 Types of human rights work
        • 3.3.2 Witnessing and monitoring abuses
        • 3.3.3 Advocacy
      • 3.4 Case study: Different approaches for different contexts
    • 4. What not to do: Do no harm and other common mistakes
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
    • 7. CARE’s capacity and experience
    • 8. Annexes
    • 9. Other resources
  • 32. Quality and Accountability
    • 1. Introduction
    • 2. Definitions
    • 3. CARE’s Humanitarian Accountability Framework (HAF)
    • 4. Commitments on Humanitarian Quality and Accountability
      • 4.1 The Core Humanitarian Standard (CHS)
      • 4.2 CHS quality criteria and indicators
      • 4.3 CHS Verification
    • 5. Humanitarian Performance Targets
      • 5.1 Target 1: the Scale
      • 5.2 Target 2: the Scope
      • 5.3 Target 3: the Strength
    • 6. HAF Accountability System
    • 7. Quality and Accountability (Q&A) Roles and Responsibilities
    • 8. Q&A Checklist for COs
    • 9. Q&A Resourcing
    • 10. Q&A Technical Support
    • 11. Annexes
  • 33. PSEA
    • 1. Overview
      • 1.1 What sexual exploitation and abuse (SEA) is
        • 1.1.1 Definitions
        • 1.1.2 Principles of defining sexual harassment/exploitation
      • 1.2 How emergencies affect sexual exploitation
      • 1.3 Why prevention of sexual exploitation is important in an emergency response
        • 1.3.1 Key concepts of high-level statement of commitment on SEA by UN and non-UN agencies
    • 2. CARE’s policy
      • 2.1 Policy at the global level
      • 2.2 Policy at the CARE International Members level
      • 2.3 Policy at the field level
    • 3. Applying the policy in practice
      • 3.1 Minimum requirements for prevention of SEA in emergency response
      • 3.2 Additional suggested actions
        • 3.2.1 Human resources manager/coordinator
        • 3.2.2 Programming/program management
    • 4. Annexes
    • 5. Other resources
  • 34. DRR
    • 1. Introduction
      • 1.1 What disaster risk reduction is
      • 1.2 Disaster risk reduction key concepts
      • 1.3 Why disaster risk reduction is important before emergencies
      • 1.4 Why disaster risk reduction is important during and after emergencies
    • 2. Assessment checklist
    • 3. What to do: Response options
      • 3.1 Mainstreaming disaster risk reduction
        • 3.1.1 Undertake a process of emergency preparedness planning
        • 3.1.2 Identify opportunities to mainstream DRR throughout CARE’s programmes
        • 3.1.3 Pursue targeted community-based disaster risk reduction programming in partnership with high-risk communities
      • 3.2 Case study: Practical examples of DRR issues during emergency response
    • 4. What not to do: Do no harm and other common mistakes
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
      • 6.1 Key principles for mainstreaming disaster risk reduction
    • 7. CARE’s capacity and experience
    • 8. Annexes
    • 9. Other resources
  • 35. Environment and Disasters
    • 1. Introduction
      • 1.1 Definition of the environment
    • 2. Assessment checklist
    • 3. What to do: Response options
      • 3.1 Case study: Sri Lanka
    • 4. What not to do: Do no harm and other common mistakes!
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
    • 7. CARE’s capacity and experience
    • 8. Annexes
    • 9. Other resources
  • 36. Policy Framework
    • 1. Introduction
    • 2. CARE’s Humanitarian Policy Framework
    • 3. CARE’s vision, mission and programming principles
      • 3.1 CARE’s vision statement
      • 3.2 CARE’s mission statement
      • 3.3 CARE’s programme principles
    • 4. CARE’s Humanitarian Mandate Statement
    • 5. Emergencies within CARE’s strategic plan
    • 6. CARE’s commitment to international principles and standards
      • 6.1 Code of conduct
        • 6.1.1 Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief
      • 6.2 International law
      • 6.3 Common humanitarian standards
    • 7. Annexes
    • 8. Other resources
  • 37. EPP
    • 1. Role of emergency preparedness planning (EPP) in an emergency
    • 2. Preparing for an emergency
    • 3. EPP guidelines and steps
    • 4. EPP and CO management frameworks
    • 5. EPP and security management frameworks (SMF)
    • 6. Annexes
    • 7. Other resources
  • 38. Humanitarian Space
    • 1. Overview
    • 2. CARE’s policy
    • 3. Applying the policy in practice
    • 4. Case study: Humanitarian space restrictions
    • 5. Other resources
  • 39. Civil Military Relations
    • 1. Overview
      • 1.1 What civil-military relations are
      • 1.2 Civil-military relations and international humanitarian law
      • 1.3 Civil-military relattions in the context of natural disasters
    • 2. CARE’s policy
    • 3. Applying the policy in practice
      • 3.1 Minimum criteria
      • 3.2 Operating principles
      • 3.3 Organisational obligations
      • 3.4 Preparedness
      • 3.5 Coordination and joint approaches
      • 3.6 Funding associated with military actors and military objectives
    • 4. Annexes
    • 5. Other resources
  • 40. Humanitarian Coordination
    • 1. Introduction
      • 1.1 What humanitarian coordination is
      • 1.2 Why humanitarian coordination is important
      • 1.3 Types of humanitarian coordination mechanisms
      • 1.4 UN-led humanitarian coordination mechanisms
        • 1.4.1 Humanitarian reform
        • 1.4.2 What the cluster system is
        • 1.4.3 Cluster leads
          • 1.4.3.1 Global cluster leads
        • 1.4.4 Provider of last resort
        • 1.4.5 SAGS and TWIGS
        • 1.4.6 The role of NGOs in the cluster systems
          • 1.4.6.1 Engagement in cluster coordination
        • 1.4.7 Humanitarian financing and funding mechanisms
        • 1.4.8 Common humanitarian services
        • 1.4.9 Responsibilities of humanitarian common services providers
        • 1.4.10 Global Emergency Directors’ Group
      • 1.5 Host government coordination
      • 1.6 NGO coordination
        • 1.6.1 NGO coordination at the global level
        • 1.6.2 NGO coordination in the field
    • 2. CARE’s policy
      • 2.1 Position on humanitarian coordination.
      • 2.2 Expectations for CARE participation in coordination mechanisms.
      • 2.3 Advocacy issues
      • 2.4 Engagement with non-humanitarian actors
    • 3. Applying the policy in practice
    • 4. Annexes
    • 5. Other resources
  • 41. HIV
    • 1. Introduction
      • 1.2 Why it is important to address HIV/AIDS during emergencies
        • 1.2.1 Increased risk of transmission
        • 1.2.2 Increased vulnerability of people living with HIV/AIDS
    • 2. Assessment checklist
    • 3. What to do: Response options
      • 3.1 IASC’s Guidelines for HIV/AIDS interventions in emergency settings
      • 3.2 Case study: Preventing food crisis in Malawi
    • 4. What not to do: Do no harm and other common mistakes
    • 5. When and where to get specialist help
    • 6. CARE’s policy commitments
      • 6.1 CARE’s commitment to people living with HIV
    • 7. CARE’s capacity and experience
    • 8. Annexes
    • 9. Other resources
  • 42. Information management
    • 1. Role of information management in an emergency
      • 1.1 Overall CI roles and responsibilities for information management
      • 1.2 Role of the Information Manager
    • 2. Critical steps in information management
    • 3. Emergency alerts
      • 3.1 Writing the emergency alert
      • 3.2 Distributing the emergency alert
    • 4. Situation reports (sitreps)
      • 4.1 Frequency of sitreps
      • 4.2 Writing the sitrep
      • 4.3 Attachments to the sitrep
      • 4.4 Translation capacity
      • 4.5 Distributing the sitrep
    • 5. Internal information management at the Country Office level
      • 5.1 Internal information management needs
      • 5.2 Establish internal information flows and communications tools
      • 5.3 Data and information collection and reporting
        • 5.3.1 Reporting population data
      • 5.4 Information sources
        • 5.4.1 Internal CARE information sources
        • 5.4.2 External information sources
    • 6. Information management at CARE International level
      • 6.1 Key CARE international stakeholders and email lists
      • 6.2 CARE International information needs
      • 6.3 Information the Country Office should request from CI Members
    • 7. Handling enquiries
    • 8. Information support for media and fundraising work
    • 9. Meeting management
    • 10. External information sharing
      • 10.1 Sharing information with the host government
      • 10.2 Peer agencies and Humanitarian Information Centres (HICs)
      • 10.3 Sharing information with donors and reporting
      • 10.4 Sharing information with communities and other local stakeholders
        • 10.4.1 Strategies to implement information sharing
        • 10.4.2 Different options for communicating with communities
    • 11. Documentation and archival
    • 12. Remote support for information management
    • 13. Infrastructure requirements
    • 14. Operations rooms
    • 14. Operations rooms
    • 15. Additional guidelines for non-presence operations
    • 16. Annexes
    • 17. Other resources
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