3.2 Humanitarian Performance Targets
The Humanitarian Performance Targets included in CARE’s Humanitarian and Accountability Framework (HAF) are defined by CARE based on priorities and critical outcomes described by CARE’s Global Programme Strategy (CARE 2020) and the Humanitarian and Emergency Strategy (HES 2013-2020). They are thus related to CARE’s strategic performance as a humanitarian organisation undergoing a finite period of evolution and bound to specific aspirations.
The Performance Indicators are cluster in Performance Areas which relate to different components of the Global Programme strategy as well as the CHS. Each Performance Area includes its own set of indicators and targets against which CARE is able to measure its performance during each emergency response, across the organisation and over time.
|PERFORMANCE TARGETS FOR CARE’s HUMANITARIAN RESPONSES|
|Performance Area A: Scale and Scope||The scale of CARE’s response(s) in terms of the numbers of people affected by humanitarian crisis who receive quality live-saving assistance through CARE
Reference: CARE 2020 Global Programme Outcome Target: 20 Mio people especially women and girls affected by humanitarian crisis
Global Indicator 4: 10 % of all the people affected by the crisis to which CARE is responding
The scope of the response(s) with regards to CARE’s four core sectors (WASH, Shelter, Food & Nutrition Security, and Sexual and Reproductive Health and Rights)
|Performance Target B: Relevance||This performance area refers to the appropriateness (as also expressed by the crisis affected people) of CARE’s response with regards to:
|Performance Area C: the CARE Approach||The indicators and targets in this performance are refer to the global indicators related to the three elements of the CARE Approach:
|Performance Area D: Efficiency||This Performance area includes indicators and targets related to the strength of CARE in playing its humanitarian role
a) effectively in terms of emergency preparedness and surge capacity
b) efficiently in terms of coherence, leadership and decision-making, fundraising and fund management
c) collaboratively through coordination, partnerships and localisation as well as information sharing and advocacy
Reference: CARE’s Humanitarian & Emergency Strategy 2013-2020 are CARE International Protocols
|Performance Area E: Alignment with Global Standards||This set of performance indicators are adopted from the CHS and the targets adapted to CARE specific aspirations, policies and protocols.|
The operational definitions of these indicators and generic targets are described in the Response Performance Monitoring Tool. More specific targets that can be agreed for a particular response by the appropriate decision making body such as the Crisis Coordination Group (CCG) especially if diversions from the generic targets are likely and appropriate in the response context (for more detail about response specific decision making see Emergency Management Protocols in Chapter xx)
Information on the Performance Targets generated through CARE’s internal reporting mechanisms can be synthesized and analysed with the help of the Response Performance Summary (RPS) tool. RPS are prepared usually at least to process information collected during a Rapid Accountability Review (RAR) and/or to inform After Action Reviews (AAR) but also to support continuous response performance management.
Aggregated data from CARE’s responses provide the Humanitarian Performance Metrics which contribute to the analysis required for assessing CARE’s institutional strength. The HAF Accountability System establishes the linkages between the monitoring and review mechanisms allowing for documenting CARE’s organizational performance as a humanitarian organization.
The CARE Program Strategy indicates that CARE is committed to providing quality, life-saving humanitarian assistance to 20 Million People affected by humanitarian crisis (Global Indicator 4). Based on various forecasts for trends of natural disasters and human-made crisis we estimate that this objective translates into a target of at least 10% of the people in need of humanitarian assistance (OCHA defined) in any particular crisis to be reached by CARE’s humanitarian responses.
Obviously, each response will have its own specific targets based on the operational environment and on the focus on people with particular vulnerability profiles. It is important that each response team defines and justifies the precise scale of the planned interventions in a response strategy.
Furthermore, every humanitarian response by CARE is expected to reflect CARE’s focus on four core sectors – WASH, Shelter, Food & Nutrition Security and Sexual, Maternal & Reproductive Health in emergencies (links to the relevant sections in CET). For each type of intervention, the response strategy should set out specific targets and time frames for individual monitoring and reporting within CARE as well as in the humanitarian system. However in principle CARE aims to develop and implement humanitarian responses which:
- are largely focused on (not more than) 1-2 core sectors
- show clear complementarity between interventions of different sectors
CHS commitments 1 and 2 relates to the Appropriateness, Impartiality, Effectiveness and Timeliness of the response as:
- expressed in the relevant Humanitarian Principles
- defined by the CHS performance indicators for commitments 1 and 2
- laid out by CARE protocols and SOPs
The related Performance Indicators require therefore the documentation of internal processes and decisions as well as the monitoring of the satisfaction of the affected people with CARE’s humanitarian interventions.
In order to align with the Global Programme Strategy CARE teams are expected to develop response strategies and implement humanitarian responses that are compliant with criteria established by the CARE Approach Markers
In its Humanitarian and Emergency Strategy (HES) CARE states its ambition to be a leading humanitarian agency known for its particular ability to reach and empower women and girls in emergencies as well as:
- its culture of humanitarian leadership and accountability at all levels
- the efficiency of its operational models which expand and nurture strategic partnerships with traditional and non-traditional actors at the local, national, regional and global levels
- the talent, capabilities and capacity of its staff in terms of global preparedness, surge and response management capacity
- its sustainable business model which ensures adequate funding and effective use of resources for humanitarian preparedness and response
The HES sets out organisation-wide strategic priorities for achieving the institutional and operational strengths required to establishing CARE as a leading humanitarian agency. The following table provides an overview of core performance criteria linked to each strategic priority.
|Strategic Priority||Institutional Strength||Operational Strength|
|Leadership & Authority||· efficient global and regional decision making mechanisms for all types of crisis & responses · Efficient corporate response mobilisation mechanisms
· corporate accountability mechanisms
|· clear and transparent operational decision making authority
· efficient response monitoring, & reporting
· timely response reviews and management responses
|Operating Model||· global partnership approach with investment in strategic alliances
· corporate preparedness and risk management mechanisms
· Efficient remote management systems
|· efficient response preparedness
· efficient operational cooperation and collaboration
· effective integration and support of local actors and responders
|Capacity & Capabilities||· Globally funded and managed surge, flexible response and support, risk analysis & management capacities
· Coordinated staff training, talent management, human resource support mechanisms
|· adequate response management capacity based on response specific assessments, enhanced through deployments and complemented through appropriate partnerships|
|Business Model||· Global communication and information management systems
· Pooled rapid funding mechanisms
· Program support capacity at corporate level
· Geographically focused preparedness and response management platforms
|· timely public communications
· efficient fundraising and information management
· adequate response funding (pooled and response strategy based)
· efficient management of response specific and reallocated resources