Search Results: 비트코인DBх텔레 GOdB79 코인디비⑼비트코인디비⒟2021년DB구매⑼로또디비업체
Yen Sore Final Evaluation
The Yensore programme is a continuation of CARE Denmark and CARE Ghana’s support to Ghanaian civil society. The first phase of Yensore was implemented from 2013 to 2017. The second phase, which was implemented 2018 – 2021, continued to support four partners, KASA, Wacam, Civic Response, and UCSOND. The programme focused on organisational development and natural resource advocacy in the areas of mining, oil & gas, forestry and climate change. For the second phase the overall objective was to ensure that “the rights of vulnerable communities to natural resources essential for their food security and resilient livelihoods are respected, protected and fulfilled through inclusive and responsible governance of natural resources”. Read More...
HYGIENE AND BEHAVIOR CHANGE COALITION (HBCC) PROJECT END-LINE EVALUATION
The Covid-19 pandemic remains a global concern, it has affected all social-economic spheres of life around the world. People have and continue to lose life. The global economies continue to decline. Countries and the development partners continue to spread millions of dollars in educating people on dangers, control and prevention of the Covid-19 pandemic. Multiple barriers can affect efforts to minimize transmission and harmful impacts of health emergencies; this is not different for COVID-19. The barriers vary from inadequate knowledge at individual and community levels and limited access to hygiene/WASH facilities among others. With such limitations, the risk of contracting Covid-19 increases. As part of Rwanda’s Covid-19 response plan, CARE Rwanda designed and implemented HBCC project over the period of 1 year (July 2020-July 2021). (54 pages) Read More...
Enhanced livelihoods and increased resilience of poor ethnic minority women and men rural areas to the effects of climate change and variability – Information for Adaptation in Vietnam (InfoAct)
The overall objective of the InfoAct Project is to enhance livelihoods and increase the resilience of poor ethnic minority women and men in rural areas to the effects of climate change and variability. This is to be accomplished through a specific objective (outcome) to ensure ethnic minority households in rural areas have improved access to and use of climate information, and resources to help increase their climate resilience. The InfoAct Project is focusing mainly on two target groups: (1) 5,000 ethnic minority households, especially women, in Dien Bien and Lai Chau provinces and (2) government authorities and service providers, namely Department of Hydro-Meteorology, Department of Agriculture and Rural Development (DARD) and the provincial VWU and CCD. As InfoAct was going to phase out after three years’ implementation and close all its activities by November 2021, an independent final evaluation was conducted to understand the project’s impacts/outcomes and key lessons learned. Read More...
CARE in the Pacific PARTNERSHIPS RESEARCH REPORT
Partnership is central to CARE International’s global vision where poverty has been overcome and all people live with dignity and security. CARE International’s partnerships in the Pacific are carried out through CARE Australia managed country offices in Papua New Guinea (PNG) and Vanuatu, and through the CARE in the Pacific team (which sits under CARE Australia) which manage partnerships in countries where CARE Australia does not have a country office. This currently includes Fiji, Kiribati, Samoa, Solomon Islands, Tonga, and Tuvalu. CARE Australia is in the process of developing its Pacific strategy. Central to this process is understanding its approaches to partnership and supporting local leadership with its partners in Fiji, Kiribati, Samoa, Solomon Islands, Tonga, and Tuvalu. CARE in the Pacific commissioned this Partnerships Research to document its partnership approach and reflect key contributions and gaps to advancing localisation for its partners in the Pacific. The research was conducted during September and November 2021 and involved CARE in the Pacific and 12 partners in Fiji, Kiribati, Samoa, Solomon Islands, Tonga, and Tuvalu.
What this research report does
⮚ Documents CARE in the Pacific’s partnership approach and the key features of the partnership that are supporting locally led outcomes
⮚ Employs a qualitative approach drawing on the voice of partners through feedback captured during interviews, and secondary documentation related to CARE’s partnership and localisation practice, and current sector discourse on localisation to demonstrate how CARE in the Pacific is supporting localisation, and approaches hindering locally led outcomes
⮚ Identifies actions and approaches for CARE in the Pacific for charting a more strategic course for partnership and localisation by building on existing positive practices and considering areas for improving partnership practice to better support localisation
Key findings
Partnership findings
⮚ CARE’s partnership can be characterised by long-term and short-term partnerships. The long-term partnership is guided by a high-level partnership agreement with sub-agreements developed for project or program specific engagement. Capacity strengthening is focused on supporting organisation-wide learning and growth. The short-term partnership usually begins with CARE either securing or identifying a funding opportunity. Based on consultation and shared objectives, agreement is sought to work together and co-design proposals/projects. A sub agreement guides the engagement. Capacity strengthening (informed by due diligence assessments) is largely focused on ensuring partners can meet CARE’s program quality, administrative and financial requirements, including donor compliance requirements.
⮚ Both long-term and short-term partnerships are contributing to positive change, in advancing CARE’s strategic objective of achieving greater impact through partnerships, and for partners, helping to achieve positive change at organisational and community levels. Having both short-term and long-term partnerships allow for flexibility in the partnership and as partnering is also influenced by the amount of funding CARE has available to support partners. A long-term partnering approach would better position CARE to achieve its broader partnership goals for transformed partnerships in the Pacific for reduced poverty and inequality. A key consideration is for CARE to articulate how it will support partners who want to transition to long-term partnerships, the strategy to engage long-term partnerships and with which organisations it will establish such partnerships.
⮚ CARE’s approach is grounded in supporting partners to achieve their mandate and objectives, working within partners priorities, and partners strengths. Partners perceive CARE is taking a partner led approach that is based on shared values and complementary vision, and a strong commitment to partnership. This approach together with the provision of quality technical support in gender, disaster, and humanitarian programming is helping establish CARE as a partner of choice. This is noted by partners as a core strength of CARE’s partnership approach and an area that CARE should continue to build on.
⮚ CARE has strong foundational policies, processes, and principles in place for partnership, but these are not being consistently applied outside of project implementation. CARE has strong processes and principles in place for partnering but these are not being fully maximised, with the focus more on assessing project delivery and results and not partnership outcomes. This approach to partnerships is potentially hindering achievement of more meaningful partnership outcomes, including more effective programming. There is a desire from partners to have more conversations and participate in processes that are focused on assessing the partnership.
⮚ CARE is directly investing in partnerships in several ways: recruitment of dedicated staff and consultants to the CARE in the Pacific team including a Partnerships Coordinator, Gender, and Inclusion Senior Advisor (Fiji), Program Quality Coordinator, Finance & Grants Coordinator and Project Coordinators. CARE is also demonstrating ongoing financial investment in partners by mobilising consecutive funding with the majority of its partners. It will be important for CARE to consider and plan for future resourcing that may be needed to support a long-term partnering approach, acknowledging that CARE largely operates on project specific funding which directly influences the parameters of support CARE is able to provide to partners as this support has to fit within project budgets. Read More...
What this research report does
⮚ Documents CARE in the Pacific’s partnership approach and the key features of the partnership that are supporting locally led outcomes
⮚ Employs a qualitative approach drawing on the voice of partners through feedback captured during interviews, and secondary documentation related to CARE’s partnership and localisation practice, and current sector discourse on localisation to demonstrate how CARE in the Pacific is supporting localisation, and approaches hindering locally led outcomes
⮚ Identifies actions and approaches for CARE in the Pacific for charting a more strategic course for partnership and localisation by building on existing positive practices and considering areas for improving partnership practice to better support localisation
Key findings
Partnership findings
⮚ CARE’s partnership can be characterised by long-term and short-term partnerships. The long-term partnership is guided by a high-level partnership agreement with sub-agreements developed for project or program specific engagement. Capacity strengthening is focused on supporting organisation-wide learning and growth. The short-term partnership usually begins with CARE either securing or identifying a funding opportunity. Based on consultation and shared objectives, agreement is sought to work together and co-design proposals/projects. A sub agreement guides the engagement. Capacity strengthening (informed by due diligence assessments) is largely focused on ensuring partners can meet CARE’s program quality, administrative and financial requirements, including donor compliance requirements.
⮚ Both long-term and short-term partnerships are contributing to positive change, in advancing CARE’s strategic objective of achieving greater impact through partnerships, and for partners, helping to achieve positive change at organisational and community levels. Having both short-term and long-term partnerships allow for flexibility in the partnership and as partnering is also influenced by the amount of funding CARE has available to support partners. A long-term partnering approach would better position CARE to achieve its broader partnership goals for transformed partnerships in the Pacific for reduced poverty and inequality. A key consideration is for CARE to articulate how it will support partners who want to transition to long-term partnerships, the strategy to engage long-term partnerships and with which organisations it will establish such partnerships.
⮚ CARE’s approach is grounded in supporting partners to achieve their mandate and objectives, working within partners priorities, and partners strengths. Partners perceive CARE is taking a partner led approach that is based on shared values and complementary vision, and a strong commitment to partnership. This approach together with the provision of quality technical support in gender, disaster, and humanitarian programming is helping establish CARE as a partner of choice. This is noted by partners as a core strength of CARE’s partnership approach and an area that CARE should continue to build on.
⮚ CARE has strong foundational policies, processes, and principles in place for partnership, but these are not being consistently applied outside of project implementation. CARE has strong processes and principles in place for partnering but these are not being fully maximised, with the focus more on assessing project delivery and results and not partnership outcomes. This approach to partnerships is potentially hindering achievement of more meaningful partnership outcomes, including more effective programming. There is a desire from partners to have more conversations and participate in processes that are focused on assessing the partnership.
⮚ CARE is directly investing in partnerships in several ways: recruitment of dedicated staff and consultants to the CARE in the Pacific team including a Partnerships Coordinator, Gender, and Inclusion Senior Advisor (Fiji), Program Quality Coordinator, Finance & Grants Coordinator and Project Coordinators. CARE is also demonstrating ongoing financial investment in partners by mobilising consecutive funding with the majority of its partners. It will be important for CARE to consider and plan for future resourcing that may be needed to support a long-term partnering approach, acknowledging that CARE largely operates on project specific funding which directly influences the parameters of support CARE is able to provide to partners as this support has to fit within project budgets. Read More...
Fast and Fair Support to COVID-19 Vaccine Delivery in Burundi
As response to the COVID-19 pandemic, CARE International in Burundi has implemented a COVID-19 humanitarian intervention (funded by CARE USA/ECSA’s flexible funds) that ended in June 2021. CARE Burundi focused its risk communication and community engagement intervention on the negative economic impacts of the pandemic on women’s workload and health. CARE Burundi has experimented with SMS awareness and community and youth-focused hackathons (idea challenges/solutions) as empowering and dignified mobilizations approaches, unlike traditional outreach activities (widely known as "sensitization", a rather tiring and degrading concept). Read More...
Strengthening the Economic Resilience of Female Garment Workers during COVID19 – Phase 2
This is the End of Project Evaluation Report for the Strengthening the Economic Resilience of Female Garment Workers during COVID19 – Phase 2 (SER) Project which was implemented in Phnom Penh, Kandal and Kampong Speu provinces. The Project commenced in July 2021 and concluded in February 2022. The goal of the project was to strengthen the economic resilience of female garment workers who are socially and economically marginalized in Cambodia to cope with the negative impacts of COVID-19. In order to conduct the evaluation, data was collected through a comprehensive literature review and fieldwork. The literature review was conducted reviewing reports and documents from the SER Project and also other relevant external publications. The evaluation interviewed 400 people and was conducted in January 2022.
• It should be noted that the project was not wholly a humanitarian type intervention project, which tend to have a short implementation period, rather the project had knowledge, capacity and resilience training elements which require a longer timeframe to implement. For this reason, as well as the delay to the start of the project and the impact of the COVID-19 pandemic, project staff were faced with a high workload within a challenging environment. Specifically, a longer time period would have given more time to prepare for project interventions such as the training, baseline and rapid situation assessment of the labour market. With more time the baseline and rapid situation assessment of the labour market could have been used to better tailor and inform the development of the training materials and curriculum.
• The focus on social protections in the project interventions was a relative new topic especially for factory workers, who are mostly only aware of the NSSF and the IDPoor. As highlighted as an unexpected result of the project, many project participants directing enquiries to local authorities about social protections. While local authorities are aware of social protections in general, they do not have detailed knowledge, especially since many social protections are administered at the national level and not at the village level. Therefore, more cooperation with local authorities should have been sought in order to prepare the local authorities for this situation.
• The delay in the signing the project’s administrative contract, caused the project to miss opportunities to use the findings of the baseline survey and the rapid situation assessment of the labour market to better inform the development of the project’s training activities.
• The evaluation found that while knowledge of GBV improved, the same was not the case for sexual harassment. Indeed, respondents who could not identify sexual harassment increased from 32% (114/356) at the baseline to 38% (139/362) at the endline. Project staff reported that this was not an unexpected finding as CARE’s previous sexual harassment projects had encountered similar such resistance to changing attitudes.
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• It should be noted that the project was not wholly a humanitarian type intervention project, which tend to have a short implementation period, rather the project had knowledge, capacity and resilience training elements which require a longer timeframe to implement. For this reason, as well as the delay to the start of the project and the impact of the COVID-19 pandemic, project staff were faced with a high workload within a challenging environment. Specifically, a longer time period would have given more time to prepare for project interventions such as the training, baseline and rapid situation assessment of the labour market. With more time the baseline and rapid situation assessment of the labour market could have been used to better tailor and inform the development of the training materials and curriculum.
• The focus on social protections in the project interventions was a relative new topic especially for factory workers, who are mostly only aware of the NSSF and the IDPoor. As highlighted as an unexpected result of the project, many project participants directing enquiries to local authorities about social protections. While local authorities are aware of social protections in general, they do not have detailed knowledge, especially since many social protections are administered at the national level and not at the village level. Therefore, more cooperation with local authorities should have been sought in order to prepare the local authorities for this situation.
• The delay in the signing the project’s administrative contract, caused the project to miss opportunities to use the findings of the baseline survey and the rapid situation assessment of the labour market to better inform the development of the project’s training activities.
• The evaluation found that while knowledge of GBV improved, the same was not the case for sexual harassment. Indeed, respondents who could not identify sexual harassment increased from 32% (114/356) at the baseline to 38% (139/362) at the endline. Project staff reported that this was not an unexpected finding as CARE’s previous sexual harassment projects had encountered similar such resistance to changing attitudes.
Read More...
Impact Evaluation of the Strengthen PSNP4 Institutions and Resilience (SPIR) Development Food Security Activity (DFSA)
The Strengthen PSNP4 Institutions and Resilience (SPIR) Development Food Security Activity (DFSA) in Ethiopia is a five-year project (2016-2021) supporting implementation of the fourth phase of the Productive Safety Net Programme (PSNP4) as well as providing complementary livelihood, nutrition, gender and climate resilience activities to strengthen the program and expand its impacts. The main objectives of SPIR are to enhance livelihoods, increase resilience to shocks, and improve food security and nutrition for rural households vulnerable to food insecurity. Activities under SPIR are organized into four Purposes: 1) livelihoods, 2) nutrition, 3) women’s and youth empowerment, and 4) climate resilience. Across these Purposes, SPIR provides community-level programming, training of government staff involved in public service delivery at the woreda (district) and kebele (subdistrict) level, and targeted livelihood transfers. Read More...
Access Protection Empowerment Accountability and Leadership (APEAL) II project Endline Evaluation
The APEAL II project was a follow on project to APEAL I. The purpose of APEAL 2020 was to Enhance multi-sectoral responses by providing targeted life- saving protection, mental health, Psychosocial support and inclusive services to Congolese refugees and vulnerable host communities in Kyangwali and Kyaka II settlements. APEAL II deferred from APEAL I by; increasing the Consortium members from six (6) to nine (9) after incorporating three (3) organizations, programme scope included changes from GBV to SGBV, disability and Inclusion Services and strengthening the capacity of community structures. The community structures were strengthened to identify, respond, support and refer persons in need of MHPSS, comprehensive rehabilitation, disability and inclusion, protection and SGBV services. The Project operated in a COVID 19 environment which was not present in APEAL 1. As such, the project embedded a specific focus on COVID 19 response.
The European Civil Protection & Humanitarian Aid Operations (ECHO) funded the Project with Euro3,462,889.15 spanning from May 01, 2020 to April 30, 2021.
The project targeted 40,000 beneficiaries split between Kyaka II and Kyangwali refugee settlements and distributed support to 20% of surrounding Host communities and 80% of Refugees. The APEAL II intended to achieve: Enhanced access to timely protection, SGBV, MHPSS and disability and inclusion services, Improved protection mainstreaming and strengthen the capacity of community structures, duty bearers and stakeholders, provide extra capacity in nutrition screening for young children, pregnant and lactating mothers and supportive advocacy for standards setting, and harmonized approaches to refugee protection and MHPSS at the national level.
The APEAL II project end line evaluation was conducted to assess change and impact by comparing data from before and after for APEAL Project implementation. The end line evaluation was constructed on a cross-sectional assessment of intervention focus area, the individual refugees and host community members. Qualitative and quantitative data collection methods were applied with the former utilized to obtain information on project relevance, effectiveness and outcomes from Project key stakeholders including beneficiaries through key informant interviews and focus group discussions. Read More...
The European Civil Protection & Humanitarian Aid Operations (ECHO) funded the Project with Euro3,462,889.15 spanning from May 01, 2020 to April 30, 2021.
The project targeted 40,000 beneficiaries split between Kyaka II and Kyangwali refugee settlements and distributed support to 20% of surrounding Host communities and 80% of Refugees. The APEAL II intended to achieve: Enhanced access to timely protection, SGBV, MHPSS and disability and inclusion services, Improved protection mainstreaming and strengthen the capacity of community structures, duty bearers and stakeholders, provide extra capacity in nutrition screening for young children, pregnant and lactating mothers and supportive advocacy for standards setting, and harmonized approaches to refugee protection and MHPSS at the national level.
The APEAL II project end line evaluation was conducted to assess change and impact by comparing data from before and after for APEAL Project implementation. The end line evaluation was constructed on a cross-sectional assessment of intervention focus area, the individual refugees and host community members. Qualitative and quantitative data collection methods were applied with the former utilized to obtain information on project relevance, effectiveness and outcomes from Project key stakeholders including beneficiaries through key informant interviews and focus group discussions. Read More...
Tipping Point Global Impact Evaluation Summary
This summary presents the major findings from a mixed methods impact evaluation study conducted in Bangladesh (Rangpur district) and Nepal (Rupandehi and Kapilvastu Districts) in 2021. This impact evaluation was coordinated by CARE and led by its research partners, International Centre for Diarrhoeal Disease Research, Bangladesh (icddr,b) in Bangladesh and Emory University & Interdisciplinary Analysts (IDA) in Nepal. Read More...
Mid-term Review/Evaluation REPORT – Support to Development of Agricultural Cooperatives
The project Support to Development of Agricultural Cooperatives is funded by the European Union and implemented by CARE and Macedonian Enterprise Development Foundation (MEDF). The project started in December 2017 and will run until February 2021.
As overall goal, the proposed Action aims at contributing to higher productivity and competitiveness of agriculture sector, as one of the most important sectors of the Macedonian economy. In order to improve the current situation, predominantly in the segment of agricultural production of individual farmers, the project intends to utilize recommendations of the latest assessments of the efficiency of domestic agriculture and work on the specific objective: to increase market competitiveness and cooperation among farmers in Macedonia, through creating favorable conditions for the development of the existing and creation of new agricultural cooperatives.
As agreed by the project team and described in the ToR, the mid-term review/evaluation was conducted in November and December 2019 by CARE Balkans Gender Programme Coordinator for the first 21 month of the project implementation with an aim to provide an answer on what has proved to be successful so far, what should be addressed and improved until the end of the project and which segments in particular have the highest sustainability potential. Read More...
As overall goal, the proposed Action aims at contributing to higher productivity and competitiveness of agriculture sector, as one of the most important sectors of the Macedonian economy. In order to improve the current situation, predominantly in the segment of agricultural production of individual farmers, the project intends to utilize recommendations of the latest assessments of the efficiency of domestic agriculture and work on the specific objective: to increase market competitiveness and cooperation among farmers in Macedonia, through creating favorable conditions for the development of the existing and creation of new agricultural cooperatives.
As agreed by the project team and described in the ToR, the mid-term review/evaluation was conducted in November and December 2019 by CARE Balkans Gender Programme Coordinator for the first 21 month of the project implementation with an aim to provide an answer on what has proved to be successful so far, what should be addressed and improved until the end of the project and which segments in particular have the highest sustainability potential. Read More...