- 27. Cash
- 28. Advocacy
- 1. Role of advocacy 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
- 7. Issues identification and prioritisation
- 8. Criteria for deciding to engage in advocacy
- 9. Developing an advocacy strategy and taking action.
- 9.1 Different levels of planning
- 9.2 Key questions and strategy format
- 9.3 Problem analysis
- 9.4 Goal and objectives
- 9.5 Rationale for CARE’s engagement
- 9.6 Target audience
- 9.7 Identifying allies and opponents
- 9.8 Advocacy messages
- 9.9 Tools and actions
- 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
- 1. Introduction
- 2. What to do: Response options
- 3. What not to do: Do no harm and other common mistakes
- 4. When and where to get specialist help
- 5. CARE’s capacity and experience
- 6. Annexes
- 7. Other resources
- 30. Participation
- 31. Protection
- 1. Introduction
- 2. Assessment checklist
- 3. What to do: Response options
- 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
- 5. Humanitarian Performance Targets
- 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
- 34. DRR
- 1. Introduction
- 2. Assessment checklist
- 3. What to do: Response options
- 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
- 35. Environment and Disasters
- 36. Policy Framework
- 37. EPP
- 38. Humanitarian Space
- 39. Civil Military Relations
- 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
- 1.4.4 Provider of last resort
- 1.4.5 SAGS and TWIGS
- 1.4.6 The role of NGOs in the cluster systems
- 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
- 2. CARE’s policy
- 3. Applying the policy in practice
- 4. Annexes
- 5. Other resources
- 1. Introduction
- 41. HIV
- 42. Information management
- 1. Role of information management in an emergency
- 2. Critical steps in information management
- 3. Emergency alerts
- 4. Situation reports (sitreps)
- 5. Internal information management at the Country Office level
- 6. Information management at CARE International level
- 7. Handling enquiries
- 8. Information support for media and fundraising work
- 9. Meeting management
- 10. External information sharing
- 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
3.2 Case study: Preventing food crisis in Malawi
In Malawi, HIV/AIDS has increased affected communities’ vulnerabilities to food crises and other emergencies due to reduced labor capacity, increased food insecurity, increased expenditure needs and reduced social capital due to stigma. CARE’s SMIHLE (Supporting and Mitigating the Impact of HIV/AIDS for Livelihood Enhancement) project aims to strengthen food and income security within the context of HIV/AIDS. The programme targets the most vulnerable households-especially female or child-headed, households that have taken in OVC (Orphans and other vulnerable children) and those caring for chronically ill people. Working with community-based organisations, the programme reaches 30,000 households (420,000 people) and 165,000 secondary beneficiaries in six traditional authorities in Lilongwe and Dowa.
SMIHLE’s main activities focus on improving livelihoods and mitigating the impact of HIV/AIDS through agriculture support and seed multiplication, marketing, VS&L (Voluntary savings and loans), natural resource management interventions, and through building the capacity of village-based coordinating structures. The SMIHLE project has been successful in raising the standard of living for rural communities through improved food security and increased income, which makes affected communities less vulnerable to food shortages and other emergencies.
