Search Results: 애플선물¤dan-gol¸ＣоＭ✽애플소액업체 애플구매✓애플판매✎애플최고가매입✴애플깡
Integrating Adolescent Girls in Peri-urban Risk Reduction in Zambia (IAGPURRZ)
The Integrating Adolescent Girls in Peri-urban Risk Reduction in Zambia (IAGPURRZ) has been under implementation for one year - 28th September, 2012 to 29th September, 2013. The objective of the project was to integrate the needs of adolescent girls into already-existing Disaster Risk Reduction (DRR) plans in Kanyama settlement and to educate the girls with the necessary knowledge to change their behavior and advocate for positive behavior change in their community. The ultimate intent of the intervention was to contribute to the goal of minimizing disaster related risks and vulnerability of adolescent girls through risk analysis, capacity building and information sharing. [27 pages]
Read More...
Read More...
Development Initiative for Northern Uganda (DINU) Mid Term Evaluation
This Assignment was commissioned by CARE DENMARK – the Lead Partner of the Consortium of five (5) Partner Institutions (namely, CARE; Catholic Relief Services (CRS); Gulu Agricultural Development Company (GADC); Dynamic Agro-Pastoral Development Organization (DADO); and SORUDA) – to carry out the Mid-term Evaluation (MTE) of the “Inclusive Market-based Development for Smallholder Farmers in Karamoja, Teso and Acholi Sub-regions” Project – implemented by the Consortium. The Project is supported by the European Union (EU) – under the Supervision of the Office of the Prime Minister (OPM), through the 11 Project Area District Local Governments of: Abim, Kotido, Karenga, Kaabong, Moroto, Amudat, Nakapiripirit, Nabilatuk, Napak; as well as Katakwi and Kitgum – in partnership with other stakeholders – on behalf of the Government of Uganda.
The Overall Objective of the Mid-term Evaluation (MTE), was to: “review the implementation of the project, since its inception – with the aim of generating evidence towards promoting project performance improvement, accountability, learning and evidence-based decision-making and management”. In particular, the Evaluation was intended to: “assess results achieved to date in comparison with the outcome indicators outlined in the Project Monitoring, Evaluation, Accountability and Learning framework”. Accordingly, the MTE report documents: the background to the Assignment; the general approach to work and methodology employed; Project design (including relevance and coherence); as well as Project management systems, processes and operational environments. It also documents: Project performance and effectiveness during the period under review – up to its mid-term point; as well as the identified major achievements; challenges; constraints; risks; weaknesses and threats that characterized the Project. Lastly, it, further, documents resource management and efficiency in Project implementation; project “impact”; sustainability of Project Interventions and outcomes; the major conclusions; recommendations for the way forward; as well as lessons learnt – over the period under review. Read More...
The Overall Objective of the Mid-term Evaluation (MTE), was to: “review the implementation of the project, since its inception – with the aim of generating evidence towards promoting project performance improvement, accountability, learning and evidence-based decision-making and management”. In particular, the Evaluation was intended to: “assess results achieved to date in comparison with the outcome indicators outlined in the Project Monitoring, Evaluation, Accountability and Learning framework”. Accordingly, the MTE report documents: the background to the Assignment; the general approach to work and methodology employed; Project design (including relevance and coherence); as well as Project management systems, processes and operational environments. It also documents: Project performance and effectiveness during the period under review – up to its mid-term point; as well as the identified major achievements; challenges; constraints; risks; weaknesses and threats that characterized the Project. Lastly, it, further, documents resource management and efficiency in Project implementation; project “impact”; sustainability of Project Interventions and outcomes; the major conclusions; recommendations for the way forward; as well as lessons learnt – over the period under review. Read More...
Final Performance Evaluation of the Kore Lavi Development Food Assistance Project in Haiti
In FY 2013, the US Agency for International Development’s (USAID) Office of Food for Peace (FFP) issued an award to a consortium of three organizations, CARE, Action Contre La Faim (ACF), and the United Nations World Food Programme (WFP) to implement a Development Food Assistance Project (DFAP). World Vision (WV) later joined the consortium. The four-year project, titled ‘Kore Lavi’ (‘supporting life’ in Haitian Creole) started in August 2013. Following a two-year extension granted in 2017, the projected ended in September 2019.
The overall purpose of Kore Lavi was to support the Haitian Government in creating a social safety net for food and nutrition security that prioritizes consumption of locally grown quality products. The overall goal was to contribute to reducing food insecurity and vulnerability in targeted communities by establishing a replicable safety net system and expanding government capacities to prevent child under nutrition.
Read More...
The overall purpose of Kore Lavi was to support the Haitian Government in creating a social safety net for food and nutrition security that prioritizes consumption of locally grown quality products. The overall goal was to contribute to reducing food insecurity and vulnerability in targeted communities by establishing a replicable safety net system and expanding government capacities to prevent child under nutrition.
Read More...
Journeys: Experiences of Nepalese and Bangladeshi cross border migrants living with HIV
Enhancing Mobile Population’s Access to HIV and AIDS Information (EMPHASIS), Services and Support is a 5-year project funded by Big Lottery Fund, UK. EMPHASIS is implemented in Nepal, India and Bangladesh to address AIDS related vulnerabilities of cross border populations who are moving between Bangladesh, India and Nepal EMPHASIS is an operations research project and one of the pioneer regional projects to address HIV and AIDS vulnerability among cross border populations. The project aims to address its goals through service provision,
capacity building of relevant partners/stakeholders, and advocacy through generating evidence. As part of generating evidence, EMPHASIS developed a research study to investigate the dynamics associated with accessing services for mobile groups who are already affected by HIV and AIDS. This study examines people and questions that were not covered by the EMPHASIS baseline survey that was previously conducted.
Three separate studies were conducted in Bangladesh, Nepal and India. Bangladesh and Nepal first initiated the study aiming to understand the dynamics of HIV infection among migrant populations and also to assess barriers to accessing services at source. In India the study was initiated later, to assess the barriers to accessing services at destination. The prime objective of the study was to present these barriers to services at the regional level among the regional stakeholders. Sharing the findings at South Asian Association for Regional Cooperation (SAARC) could be an important way to initiate dialogue between the governments of Nepal and India to formalize a cross border referral system. Country specific barriers to services will be provided as evidence to inform policy at the national level. [45 Pages] Read More...
capacity building of relevant partners/stakeholders, and advocacy through generating evidence. As part of generating evidence, EMPHASIS developed a research study to investigate the dynamics associated with accessing services for mobile groups who are already affected by HIV and AIDS. This study examines people and questions that were not covered by the EMPHASIS baseline survey that was previously conducted.
Three separate studies were conducted in Bangladesh, Nepal and India. Bangladesh and Nepal first initiated the study aiming to understand the dynamics of HIV infection among migrant populations and also to assess barriers to accessing services at source. In India the study was initiated later, to assess the barriers to accessing services at destination. The prime objective of the study was to present these barriers to services at the regional level among the regional stakeholders. Sharing the findings at South Asian Association for Regional Cooperation (SAARC) could be an important way to initiate dialogue between the governments of Nepal and India to formalize a cross border referral system. Country specific barriers to services will be provided as evidence to inform policy at the national level. [45 Pages] Read More...
Promoting Land Rights for Ethnic Minority People in Vietnam
This evaluation is considered an external assessment that serves both accountability and learning purposes. The methodology employed is qualitative, and the evaluation scope covers five dimensions i.e. relevant, effectiveness, impact, sustainability and efficiency in consideration of the evaluation standards of the Organization for Economic Co-operation and Development/Development Assistant Committee (OECD/DAC).
The combination of various approaches was used to guide the preparation and implementation of the evaluations. That includes right-based, result-based, process-outcome, goal free, performance audit, need-based, participatory and independent approaches.
Key informant interviews (KIIs), Focus Groups, Group Interviews, Case Studies, field observations and Desk Reviews were key data collection methods. Triangulation and cross checking were the key techniques to consolidate and ensure the rigour of findings. Field studies were conducted in Hanoi, Lao Cai, Quang Binh and Kon Tum. In total, 57 informants participated in the evaluation representing village communities, LandNet, local authorities, CSOs, policy makers, and project holders. Informants representing different stakeholders were selected after desk review and consultation with project holders. [45 pages]
Read More...
The combination of various approaches was used to guide the preparation and implementation of the evaluations. That includes right-based, result-based, process-outcome, goal free, performance audit, need-based, participatory and independent approaches.
Key informant interviews (KIIs), Focus Groups, Group Interviews, Case Studies, field observations and Desk Reviews were key data collection methods. Triangulation and cross checking were the key techniques to consolidate and ensure the rigour of findings. Field studies were conducted in Hanoi, Lao Cai, Quang Binh and Kon Tum. In total, 57 informants participated in the evaluation representing village communities, LandNet, local authorities, CSOs, policy makers, and project holders. Informants representing different stakeholders were selected after desk review and consultation with project holders. [45 pages]
Read More...
ECHO Flood Recovery Project Final Evaluation
The European Commission's Humanitarian Aid Office (ECHO) Flood Recovery Project was implemented over a period of eleven months, and involved flood recovery activities done by CARE in Nsanje District with a view to supporting flood-affected families.
The overall goal of the project was to support recovery efforts of families affected by floods in Nsanje District when they relocated from temporary camps to designated shelters as they began to rebuild their livelihoods and communities. The project was implemented in three Traditional Authority (T/A) areas, namely: Mbenje and Tengani in the West-Bank, and Mlolo in the EastBank.
Read More...
The overall goal of the project was to support recovery efforts of families affected by floods in Nsanje District when they relocated from temporary camps to designated shelters as they began to rebuild their livelihoods and communities. The project was implemented in three Traditional Authority (T/A) areas, namely: Mbenje and Tengani in the West-Bank, and Mlolo in the EastBank.
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...
INCOME, AGENCY AND OPPORTUNITY FOR PALESTINIAN FARMERS: SOUQONA PROJECT BASELINE ASSESSMENT
The Souqona project was launched in April 2016, with funds from the Australian Government as part of the program “Palestinian Farmers Connecting to Markets,” which constitutes the third phase of the Australian Middle East NGO Cooperation Agreement (AMENCA) program in the occupied Palestinian territory. This project is implemented by a consortium of three organizations: Care International West Bank & Gaza as the leading party, The Applied Research Institute - Jerusalem (ARIJ), and the International Centre for Agriculture and Research in Dry Areas (ICARDA).
Souqona’s main goal is to increase income, agency, and market opportunity for female and male Palestinian farmers through growth in pro-poor agribusiness and market development.
In order to lay down the benchmarks for project objectives, Care International commissioned Al-Sahel Company for Institutional Development and Communication (Al-Sahel) to conduct a baseline study. Read More...
Souqona’s main goal is to increase income, agency, and market opportunity for female and male Palestinian farmers through growth in pro-poor agribusiness and market development.
In order to lay down the benchmarks for project objectives, Care International commissioned Al-Sahel Company for Institutional Development and Communication (Al-Sahel) to conduct a baseline study. Read More...
Development Initiative for Northern Uganda (DINU) Value Chains and Market Assessment report
The CARE consortium comprising of partner organisations such as Catholic Relief Services (CRS), Gulu Agricultural Development Company (GADC), Dynamic Agro Pastoral Development Organization (DADO) and SORUDA are currently implementing a three-year project titled “Inclusive Market Based Development for Small Holder farmers in Northern Uganda. This project contributes to the Development Initiative for Northern Uganda (DINU) – A Government of Uganda program aimed at consolidating stability in Northern Uganda, eradicating poverty and under nutrition and strengthening the foundations for sustainable and inclusive socio-economic development. Specifically, the project under the CARE consortium contributes to DINU’s specific Objective one on: ‘Improving livelihoods through increased production of diversified food, enhanced market opportunities and better maternal and child nutrition.’ The CARE consortium currently targets 11 districts including: Abim, Kotido, Karenga, Kaabong, Moroto, Amudat, Nakapiripirit, Napak, Katakwi and Kitgum. Given this background, the study sought to:
• Map out existing and new Agricultural and non-Agricultural value chains and assess their potential to promote women and youth economic empowerment, and community-based nutrition and household incomes.
• Identify challenges, specific entry barriers for women and youth into the VC and opportunities along the Value chains of; 1) crops such as Soybean, groundnuts, nutritious potato, vegetable, etc.); 2) Honey; and 3) livestock (small ruminants, and other non-Agricultural value chain) and propose ways of addressing these challenges.
• Develop an individual VCs, including mapping of actors, actions, supporting functions, institutions, policy issues, along each chain and propose recommendations for specific gender sensitive value chain activities that promote women and Youth participation and economic empowerment (employment opportunities as well as increasing their incomes along the chain).
• Assess the market structure (players, channels, sourcing), demand and supply (product specifications, prices, volumes, preferences), trends, market opportunities and challenges for the different value enterprises above Read More...
• Map out existing and new Agricultural and non-Agricultural value chains and assess their potential to promote women and youth economic empowerment, and community-based nutrition and household incomes.
• Identify challenges, specific entry barriers for women and youth into the VC and opportunities along the Value chains of; 1) crops such as Soybean, groundnuts, nutritious potato, vegetable, etc.); 2) Honey; and 3) livestock (small ruminants, and other non-Agricultural value chain) and propose ways of addressing these challenges.
• Develop an individual VCs, including mapping of actors, actions, supporting functions, institutions, policy issues, along each chain and propose recommendations for specific gender sensitive value chain activities that promote women and Youth participation and economic empowerment (employment opportunities as well as increasing their incomes along the chain).
• Assess the market structure (players, channels, sourcing), demand and supply (product specifications, prices, volumes, preferences), trends, market opportunities and challenges for the different value enterprises above Read More...
Gender and Power Analysis: Mudansa Klimatika iha Ambiente Seguru (MAKA’AS) Project
CARE’s Mudansa Kilimatica iha Ambiente Seguru (MAKA’AS) project aims to build the adaptive capacity of women and men in vulnerable households living in seven sukos in Liquiça District on two highly degraded watersheds. The project goal is to increasing resilience to the impacts of climate change through improved water management and water resource protection, improved land management and agricultural practices and micro-to-meso level processes that support natural resource management at the watershed level. The project will be implemented by a consortium led by CARE with WaterAid and four local partners; Centro do Desenvolvimento da Economia Popular (CDEP), Naroman Timor Foun (NTF), Malaidoi, and Hafoun Timor Lorosae (HTL).
The Gender Analysis found that men and women often shared productive workload, although there were some gender specific activities such as fishing for men and seed storage for women. Men and women share the burden of agricultural work, coffee harvesting and caring for home gardens. However, in terms of the domestic or reproductive sphere there is generally little change from traditional gender roles where women care for children, cook and clean and pay attention to household food security. Men are starting to undertake some household tasks such minding children and collecting water but addressing the burden of work shouldered by women within the household is essential in order to enable them to participate in other community activities. Women’s and men’s roles mean they will be affected differently by climate change with women likely to be more concerned with the health and household food security impacts. Read More...
The Gender Analysis found that men and women often shared productive workload, although there were some gender specific activities such as fishing for men and seed storage for women. Men and women share the burden of agricultural work, coffee harvesting and caring for home gardens. However, in terms of the domestic or reproductive sphere there is generally little change from traditional gender roles where women care for children, cook and clean and pay attention to household food security. Men are starting to undertake some household tasks such minding children and collecting water but addressing the burden of work shouldered by women within the household is essential in order to enable them to participate in other community activities. Women’s and men’s roles mean they will be affected differently by climate change with women likely to be more concerned with the health and household food security impacts. Read More...