2. Preparedness

The standards outlined below apply to the Preparedness stage of the programme cycle.

Operational Standards 

CVA feasibility and risk assessments and market monitoring are in place pre-crisis. 

Key Actions

  1. Conduct CVA feasibility and risk analysis. Actively explore and build an understanding of safety and security issues related to provision of CVA. Consider whether CVA might create or exacerbate protection risks for different groups and define ways to limit or remove risks that recipients may face.
  2. Carry out and use a gender analysis to inform cash preparedness by helping to understand
  3. Analyse and monitor important markets in pre-crisis situation to monitor fluctuations in market functionality (access, demand, supply quantities, and market competition and integration)
  4. Map and put in place formal agreements with the institutions charged with the responsibility of providing complementary social protection services
  5. Identify appropriate cash modalities (e.g. conditional, including cash for work, unconditional, restricted unrestricted or multi-purpose cash) and identify appropriate delivery mechanisms (e.g. mobile money, cash-in-hand, paper or e-voucher, etc.) for the emergency response scenarios being considered. Delivery mechanisms must adress the issues identified during the gender analysis.
  6. Identify and sign framework agreements with Financial Service Providers (FSP)
  7. Develop context specific CVA SOPs

Operational Standards 

CVA is included in implementing partner’s capacity assessments and CARE’s own capacity is assessed

Key Actions

  1. Appoint a CVA focal point and train them on promising practices; in the absence of a country-level focal point, identify regional or global support within CARE.
    For SRHR programming: also appoint a SRHR focal point

    • CARE
      • Sample job description for CVA focal point or team member
  2. Assess CARE and its partners organisational capacity to use CVA (valid for all phases)
    For SRHR programming: Health providers’, community focal points’ capacity has also to be considered in the capacity building plan

  3. Build CARE and partner staff awareness of diversity within gender groups and how this diversity may affect recipients’ experience of the project and its (intended or unintended) impacts. Explore the assumptions and generalizations held about various gender groups.
    Build the capacity of all staff implementing programmes with CVA in gender-sensitive CVA. To this end, recall:

    • The contribution of gender-sensitive CVA to the empowerment of women and girls,
    • The programmatic impact of gender-sensitive CVA.
      Conduct systematic training on the gender-related protection aspects of CVA, including PSEA and GBV, and how they can be affected or influenced by CVA.

  4. Pre-position any hardware you need for transfers, based on the modality or the delivery mechanism identified (e.g. printed vouchers, e-voucher cards, SIM cards for mobile money, mobile phone handsets, loadable ATM e-cash cards, fingerprint scanners, Point of Service payment devices, etc).