Search Results: T 키워드도배대행[텔레 ADGOGO] 키워드구글상위 키워드구글도배▩키워드상단작업㋔미금역키워드 HlY
Lesson Learned from the construction of a 1800m3 capacity gabion in Wadi Hassan Valley, Khanfer district, Aden governorate under Food for Assets (FFA) Project
What is the specific situation that the lesson learned relates to?
It is about this asset that serves and protects more than 5,000 acres of agricultural land from drought and adds value in different aspects such as increasing underground water level of Abyan and Aden, as such, leading to diversified livelihood options e.g. livestock rearing and bee farming.
How is this impacted by the local context/environment/culture?
The agricultural sector is one of the most important economic sectors in Abyan governorate, and the main source of income for most of the people, as many of them are engaged in agriculture activities. Abyan governorate is famous for its agricultural valleys including Wadi Banna, Wadi Hassan, Wadi Delta Abyan, Delta Ahour.
Because of previous conflicts and wars that occurred in Abyan, the irrigation system was destroyed and was subjected to destruction and neglect. The Abyan Delta agricultural area located in the districts of Zanzibar and Khanfar in Abyan governorate experienced high flow of water from seasonal rainfall, however, the flow of water irrigated a small part of agricultural areas in Khanfar and Zanzibar districts. The bulk of these flood water went into to the sea, as well as causing damages such as eroding farmers' lands, damaging roads, damaging irrigation channels, bridges, and even the destruction of homes that affected some villages and population centres.
After the failure of the dam project in Wadi Hassan in year 1992, many irrigation channels, including Hussein Canal, were deprived of floodwater, which led to the drought of agricultural lands, in the process, depriving more than 2000 families of their main source of income. Hussein Canal covers more than 5000 Hectares of agricultural land that has been deprived for more than ten years of seasonal floods, which is its main source of irrigation by torrents.
In this project, five villages (Al-Dergag, Al-Komblyah, Maykalan, Kadmat Al-Saeed qasem and Obar Otman) that are inter-connected as a sub-district were targeted and benefited from the floodwater that came through the Hussein Canal. Based on the community leaders and irrigation office’s request, a 1800m3 capacity Gabion (360 inter-connected sub-gabions each with size 5m length X 1m depth X 1m breadth) covering a distance of 105 meters was constructed in Wadi Hassan to bring water from the valley to Hussein main channel for irrigation for villager’s lands by floods and torrents water. [5 Pages]
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It is about this asset that serves and protects more than 5,000 acres of agricultural land from drought and adds value in different aspects such as increasing underground water level of Abyan and Aden, as such, leading to diversified livelihood options e.g. livestock rearing and bee farming.
How is this impacted by the local context/environment/culture?
The agricultural sector is one of the most important economic sectors in Abyan governorate, and the main source of income for most of the people, as many of them are engaged in agriculture activities. Abyan governorate is famous for its agricultural valleys including Wadi Banna, Wadi Hassan, Wadi Delta Abyan, Delta Ahour.
Because of previous conflicts and wars that occurred in Abyan, the irrigation system was destroyed and was subjected to destruction and neglect. The Abyan Delta agricultural area located in the districts of Zanzibar and Khanfar in Abyan governorate experienced high flow of water from seasonal rainfall, however, the flow of water irrigated a small part of agricultural areas in Khanfar and Zanzibar districts. The bulk of these flood water went into to the sea, as well as causing damages such as eroding farmers' lands, damaging roads, damaging irrigation channels, bridges, and even the destruction of homes that affected some villages and population centres.
After the failure of the dam project in Wadi Hassan in year 1992, many irrigation channels, including Hussein Canal, were deprived of floodwater, which led to the drought of agricultural lands, in the process, depriving more than 2000 families of their main source of income. Hussein Canal covers more than 5000 Hectares of agricultural land that has been deprived for more than ten years of seasonal floods, which is its main source of irrigation by torrents.
In this project, five villages (Al-Dergag, Al-Komblyah, Maykalan, Kadmat Al-Saeed qasem and Obar Otman) that are inter-connected as a sub-district were targeted and benefited from the floodwater that came through the Hussein Canal. Based on the community leaders and irrigation office’s request, a 1800m3 capacity Gabion (360 inter-connected sub-gabions each with size 5m length X 1m depth X 1m breadth) covering a distance of 105 meters was constructed in Wadi Hassan to bring water from the valley to Hussein main channel for irrigation for villager’s lands by floods and torrents water. [5 Pages]
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McGovern-Dole Food for Education and Child Nutrition Program in Timor-Leste HATUTAN Sustainability Study Liquica
The United States Department of Agriculture (USDA) has supported Timor-Leste through the McGovern-Dole Food for Education and Child Nutrition Initiative since 2018. The McGovern-Dole funded Hahán ne’ebé Atu fó Tulun ho Nutrisaun no Edukasaun/ Food to Support Nutrition and Education program – HATUTAN - supported 455 schools and surrounding communities in four of Timor-Leste’s most disadvantaged municipalities: Ainaro, Ermera, Liquica, and Manatuto. Between 2018 and 2023, HATUTAN reached 431,244 students, out of whom 109,065 received school meals.
HATUTAN’s final evaluation show that the integrated intervention has achieved remarkable results, including:
-A gain of 4.8 percentage points in literacy scores, over and above the comparison group.
-A major reduction in teachers’ use of traditional practices: the proportion of students who spent the class copying from the board declined by 15 percentage points over and above the comparison group, while the proportion of students repeating after the teacher declined by 25 percentage points; and
- A major improvement in infant feeding practices, reducing by 13.6 percentage points in the proportion of mothers feeding formula to babies under six months of age.
In 2023, the schools14 in the municipality of Liquica – 101 in total, out of which 35 receiving the full intervention15 - graduated out of the program following demonstrated improvements in school management, SFP delivery, increased use of participatory teaching practices and reduction in negative teaching practices, and improvements in hygiene and sanitation. Among other results, the final evaluation showed that 91% of the schools in Liquica had reading corners in grade 2, compared to HATUTAN’s 65% average; the average attendance rate reached 78%, compared to a 64% average; and teacher attendance rate reached 85%. The second phase of the program has continued to support schools in Ainaro, Ermera, and Manatuto since 2023, and expanded operations to Oé-cusse in 2024. Read More...
HATUTAN’s final evaluation show that the integrated intervention has achieved remarkable results, including:
-A gain of 4.8 percentage points in literacy scores, over and above the comparison group.
-A major reduction in teachers’ use of traditional practices: the proportion of students who spent the class copying from the board declined by 15 percentage points over and above the comparison group, while the proportion of students repeating after the teacher declined by 25 percentage points; and
- A major improvement in infant feeding practices, reducing by 13.6 percentage points in the proportion of mothers feeding formula to babies under six months of age.
In 2023, the schools14 in the municipality of Liquica – 101 in total, out of which 35 receiving the full intervention15 - graduated out of the program following demonstrated improvements in school management, SFP delivery, increased use of participatory teaching practices and reduction in negative teaching practices, and improvements in hygiene and sanitation. Among other results, the final evaluation showed that 91% of the schools in Liquica had reading corners in grade 2, compared to HATUTAN’s 65% average; the average attendance rate reached 78%, compared to a 64% average; and teacher attendance rate reached 85%. The second phase of the program has continued to support schools in Ainaro, Ermera, and Manatuto since 2023, and expanded operations to Oé-cusse in 2024. Read More...
Baseline Evaluation: Partners for Learning – P4L
Key results of the project evaluation
In the P4L intervention areas, we estimated that approximately 5.7 % 1 of children are out of school girls and boys (OOSGB) who come from most rural households (72%), in female-headed households (63%), and extremely poor and their education expenses consume a large part of their global expenses (59%). Most of the surveyed OOSGB are between the ages of 7-14 (66%) without a large difference regarding their sex (girls or boys).
The dropout situation was measured; it is estimated to at a level of 3% mostly in the rural areas (77%) and more frequent among older children from 15-17 years (6.6%). The reasons for non-enrollment or dropout are varied and among others we will mention: High domestic workload for the children; Children’s participation in agricultural activities; Lack of economic means to pay fees, material, textbooks, shoes, and/or uniform; Lack of identification documents (baptismal certificate / birth certificate / national ID) for enrolment; Repeated teacher absences, caused often by strike; Hunger (absence of school feeding program); Distance between home and school.
Main recommendations / perspectives
Considering the results obtained from the data analysis some keys actions are recommended such as more campaigns for providing a ID document to each children; more awareness campaigns to reduce children’s workload until the total elimination of the child labor exists; more awareness activities for enrolling children at the normal school age (5-6 years) regardless of their sex; sensitization for parents around community-based retention and consistent attendance of their children at school; and by increased support to families to raise their household income. Read More...
In the P4L intervention areas, we estimated that approximately 5.7 % 1 of children are out of school girls and boys (OOSGB) who come from most rural households (72%), in female-headed households (63%), and extremely poor and their education expenses consume a large part of their global expenses (59%). Most of the surveyed OOSGB are between the ages of 7-14 (66%) without a large difference regarding their sex (girls or boys).
The dropout situation was measured; it is estimated to at a level of 3% mostly in the rural areas (77%) and more frequent among older children from 15-17 years (6.6%). The reasons for non-enrollment or dropout are varied and among others we will mention: High domestic workload for the children; Children’s participation in agricultural activities; Lack of economic means to pay fees, material, textbooks, shoes, and/or uniform; Lack of identification documents (baptismal certificate / birth certificate / national ID) for enrolment; Repeated teacher absences, caused often by strike; Hunger (absence of school feeding program); Distance between home and school.
Main recommendations / perspectives
Considering the results obtained from the data analysis some keys actions are recommended such as more campaigns for providing a ID document to each children; more awareness campaigns to reduce children’s workload until the total elimination of the child labor exists; more awareness activities for enrolling children at the normal school age (5-6 years) regardless of their sex; sensitization for parents around community-based retention and consistent attendance of their children at school; and by increased support to families to raise their household income. 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...
Highlands El Niño WASH and Agriculture Resilience Project
To respond to the need for improved access to clean water, CARE proposed a WASH repsonse to the Australian High Commission in PNG and was granted 450,000AUD to carry out the proposed activities. After the signing of the grant agreement, the Australian Government gifted 35,000 jerry cans to the project – which meant the project was able to reallocate some of the funds to drought adaptive agriculture activities. [9 pages] Read More...
CARE International in Pakistan (CIP) Humanitarian Project in North Waziristan Tribal District (NWTD): End of Project Evaluation Final Report
Over five million persons from the tribal districts of ex-FATA region were displaced over the last decade. Over 90% of these persons have now returned and face massive humanitarian needs. CARE International in Pakistan (CIP) implemented a humanitarian project in NWTD through a local partner (PRDS) focused on WASH and shelter. In October 2019, CIP commissioned an independent evaluation of the project to assess its relevance, effectiveness, efficiency, impact and sustainability. The evaluation collected information through a desk review of key documents, 8 FGDs and 200 household interviews with men and women in the project locations, 8 key informant interviews and physical observations. Overall, the quality and impact of the project is high, which is especially commendable given the extremely challenging work environment and external constraints. Read More...
Aung Myin Hmu Project (Industry Solutions for Safe Employment)
Despite the benefits of migration for rural households, the process is difficult for migrating family members. One of the main drivers of trafficking is the need for women to travel to look for better employment opportunities, making them vulnerable to unscrupulous brokers. Enhancing job opportunities for women and improving access to educational and vocational facilities are key to combating trafficking and creating a successful migration. The Aung Myin Hmu journey began in 2017 with a recognition that female migrant workers were not receiving the skills necessary to produce quality work and improve their earnings, due to a lack of quality driven training provision for the industry. Once in-factory, reports from CARE International showed that 1 in 2 women workers in garment factories in South-East Asia have experienced some form of sexual harassment.
Aung Myin Hmu (AMH) a project of CARE International in Myanmar, worked in partnership with Legal Clinic Myanmar and Business Kind Myanmar (BKM) and in collaboration with the Ministry of Labour, Immigration and Population (MoLIP) to improve the quality and safety of employment for urban migrant women. AMH established a Garment Skills Training Centre (TC), supported the establishment of accredited training lines in factories and trained factories in policy for safe and respectful workplaces (prevention of sexual harassment) in garment factories facilitated essential legal and social support to female garment workers. Working with private sector, legal, social and service providers to improve workplace and community protection systems against Gender Based Violence (GBV), AMH ensured that migrant women were able to have easy access to appropriate services.
The project period saw the growth of the industry from around 400,000 workers in 2017 to 700,000 at the start of 2020. COVID 19 had a huge impact on the industry with a 25% of workers losing their jobs or being furloughed, and then in February the military coup impacted the industry further as Brands were uncertain, they would continue working in Myanmar and factories lost orders.
AMH’s two-month courses were designed to train modern sewing methodology on semi-automatic machines, labour law and rights at work though the International Labour Organisation’s (ILO) Better Rights at Work Programme (BRAW) and basic skills, including communication, problem-solving skills, nutrition and personal finance management. Sexual harassment (SH) and environmental awareness training completed the curriculum. Factories have told us that AMH workers are more systematic, progress faster, can use many machines and change styles more easily.
The project promoted the residence of workers as AMH trainees had a higher rate of productivity and earned higher salaries than informally trained workers, enabling them to support their families and make healthier food choices. Trainees gave feedback that the training enabled them to be more discerning in their choice of factory, choosing those with better working conditions and which product they preferred.
A higher productivity rate also increased the factories’ profits and resilience to shocks though it is noted that those factories who placed value in training, were also likely to be those who placed value in workers and therefore could achieve a higher productivity.
During the project period, 5428 trainees graduated from AMH training centres, AMH supported government venue and factory training line of AMH partner garment factories. More than 1400 garment workers graduated from AMH garment training centre.
AMH continued to advocate for the approval of 11 drafted National Occupational Competency Standards (NOCS). Significant challenges, including political sensitivities among stakeholders about the inclusion of industrial relations content contributed to the delays in approval. However, AMH delivered the highest number of test candidates out of all assessment centres in Myanmar and made a major contribution to the overall testing numbers, convincing factories of the relevance of NOCS for the garment sector.
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Aung Myin Hmu (AMH) a project of CARE International in Myanmar, worked in partnership with Legal Clinic Myanmar and Business Kind Myanmar (BKM) and in collaboration with the Ministry of Labour, Immigration and Population (MoLIP) to improve the quality and safety of employment for urban migrant women. AMH established a Garment Skills Training Centre (TC), supported the establishment of accredited training lines in factories and trained factories in policy for safe and respectful workplaces (prevention of sexual harassment) in garment factories facilitated essential legal and social support to female garment workers. Working with private sector, legal, social and service providers to improve workplace and community protection systems against Gender Based Violence (GBV), AMH ensured that migrant women were able to have easy access to appropriate services.
The project period saw the growth of the industry from around 400,000 workers in 2017 to 700,000 at the start of 2020. COVID 19 had a huge impact on the industry with a 25% of workers losing their jobs or being furloughed, and then in February the military coup impacted the industry further as Brands were uncertain, they would continue working in Myanmar and factories lost orders.
AMH’s two-month courses were designed to train modern sewing methodology on semi-automatic machines, labour law and rights at work though the International Labour Organisation’s (ILO) Better Rights at Work Programme (BRAW) and basic skills, including communication, problem-solving skills, nutrition and personal finance management. Sexual harassment (SH) and environmental awareness training completed the curriculum. Factories have told us that AMH workers are more systematic, progress faster, can use many machines and change styles more easily.
The project promoted the residence of workers as AMH trainees had a higher rate of productivity and earned higher salaries than informally trained workers, enabling them to support their families and make healthier food choices. Trainees gave feedback that the training enabled them to be more discerning in their choice of factory, choosing those with better working conditions and which product they preferred.
A higher productivity rate also increased the factories’ profits and resilience to shocks though it is noted that those factories who placed value in training, were also likely to be those who placed value in workers and therefore could achieve a higher productivity.
During the project period, 5428 trainees graduated from AMH training centres, AMH supported government venue and factory training line of AMH partner garment factories. More than 1400 garment workers graduated from AMH garment training centre.
AMH continued to advocate for the approval of 11 drafted National Occupational Competency Standards (NOCS). Significant challenges, including political sensitivities among stakeholders about the inclusion of industrial relations content contributed to the delays in approval. However, AMH delivered the highest number of test candidates out of all assessment centres in Myanmar and made a major contribution to the overall testing numbers, convincing factories of the relevance of NOCS for the garment sector.
Read More...
CARE Rapid Gender Analysis Um Rakuba Camp and Tunaydbah Settlement, Eastern Sudan April 2021
Since 9 November 2020, Ethiopian and Eritrean asylum seekers have been arriving in Eastern Sudan, fleeing a military escalation in the Tigray region in northern Ethiopia. Eastern Sudan is facing multiple challenges including high levels of food insecurity, flood recovery, increased militarisation on the Sudan and Ethiopia border, as well as the COVID-19 pandemic and the impacts of mitigation and containment measures. As of 17th April (latest situation report), the UN Refugee Agency (UNHCR) and the Government’s Commissioner for Refugees (COR) registered 62,850 individuals who have crossed the border into Eastern Sudan. It is estimated that 36% of the arrivals are female and 64% are male. Further estimations show that 27% of the arrivals are children (0-17years); out of which 8% are below 5 years. Elderly (+60years) comprise 4% and Adults (18-59 years) 69% of the arrivals. Of those who arrived, data as of January 2021, showed 15,056 are women and girls of reproductive age and 1,365 currently pregnant women. Primary data collection, through FGDs, KIIs and Individual Stories, took place between 16-18th February 2021, in Um Rakuba camp and Tunaydbah settlement.
RGA objectives were to:
• Better understand, the main needs, priorities and coping strategies of women, men, girls and boys,
as well as at-risk groups in Um Rakuba camp and Tunaydbah settlement
• Identify how CARE and the wider humanitarian community can adapt and design targeted services
and assistance to meet these needs, ensuring we do no harm. Read More...
RGA objectives were to:
• Better understand, the main needs, priorities and coping strategies of women, men, girls and boys,
as well as at-risk groups in Um Rakuba camp and Tunaydbah settlement
• Identify how CARE and the wider humanitarian community can adapt and design targeted services
and assistance to meet these needs, ensuring we do no harm. Read More...
Dioptra Costing Tool Case Study Jordan
The Syrian crisis that began in 2011 has caused mass internal and external displacement — about 1.3 million Syrians have migrated to Jordan, mostly living in urban areas outside refugee camps (estimated 81%). An assessment by CARE in 2018 found high unmet needs in food security, shelter, protection, education, and livelihoods among Syrian refugees and Jordanian host community members. Many refugee children have missed the crucial years of early education: about 40% of registered school-age Syrian children are out of school and at risk of child labor and early marriage To address these needs, CARE provides comprehensive protection services to vulnerable refugees and Jordanians in Amman, Irbid, Mafraq, Zarqa, and Karak. These services include, but are not limited to, Protection Case Management, Conditional Cash for Education, and Emergency Cash Assistance. [7pages] Read More...