5.1 Target 1: the Scale

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5.1 Scale and Scope

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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

5.2 Relevance of the Response

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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.

5.3 Alignment with the CARE Approach

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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

  • Gender Marker (minimum score: 2)
  • Inclusive Governance Marker  (minimum score: 1)
  • and Resilience Marker (minimum score: 1) : support building back stronger approaches for recovery and link to recognised resilience strategies

5.4 Efficiency 

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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

5.5 Management against Global Standards

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