- 1. 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
- 2. 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
- 3. Operational Planning
- 4. 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
- 5. 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
- 6. 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
- 7. Project Management
- 8. Communications and Media
- 9. 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
4.4.1 Potential funding sources
Primary institutional donors with direct relationships with CARE Members, for example:
- AusAID
- Austrian Ministry of Foreign Affairs (MOFA)
- Global Affairs Canada (formerly known as CIDA/DFATD)
- DFID
- ECHO
- French MOFA
- German MOFA
- Japan
- Lichtenstein
- Norwegian MOFA
- USAID
Bilateral donors with no direct CARE Member relationship, for example:
- Switzerland
- Sweden
- Arab states
- NZAID
UN and other multilateral donors, for example:
- UN CERF
- WFP
- UNICEF
- UNHCR
- Regional development banks
Philanthropic institutions, partner NGOs and private donors, for example:
- Gates Foundation
- Partner NGOs
- Small charities
- Corporations
Public appeals, for example:
- CARE Member appeals
- DEC (through CARE UK)
- Dutch platform
- German platform
Personnel funding programmes
Dutch PSO funding