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- 10/02/17--04:49: _Philippines: Typhoo...
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Assess the overall achievement of results of the response program based on the logframe and focusing on the livelihoods recovery component, specifically pointing to evidence that the program was able to contribute to positive changes in communities’ lives.
Evaluate program performance under the four major themes – program delivery model, integration of gender equality and disaster risk reduction (DRR), partnership strategy, and accountability principles and practices. The four main evaluation criteria used are effectiveness, efficiency, impact, and sustainability.
Identify lessons learned, good practices and any particular challenges in the implementation of the program and achievement of results 4. Provide recommendations to improve future programming.
The Evaluation employed the combination of utilization-focused and participatory approaches in the collection and analysis of results. The latter was realized through the involvement of a substantive sample of stakeholders for the livelihoods component in surveys, focus group discussions (FGDs), and key informant interviews (KIIs).
27,415 men and women who have used cash grants to jump start quick-impact livelihoods and attended income-generating activity (IGA) planning and money management orientation. Top five livelihoods that beneficiaries embarked on were rearing pig and chicken, sari-sari (retail) store, retail trading (various types), and tied to fifth place are vegetable farming and food vending.
25,330 men and women who received additional cash grants to expand and diversify livelihoods
284 community enterprises accessed livelihood support funds covering 16 types of commodities (rice, cassava, other rootcrops, abaca, tikog, other materials for handicraft, herbs, vegetable, vermicompost, seaweeds, ginger, banana, native chicken, aqua/marine, other agri crops, others) at four stages of the value chain (input supply, production, processing, and marketing, including logistics/transport)
38,566 men and women participated in community enterprise projects
912 women’s enterprises expanded and diversified. Majority of the beneficiaries are engaged in food vending. The rest are in agriculture (agricultural crop, marine/aquaculture, poultry/livestock), handicraft, textile products, and services.
39,478 men and women engaged in community and women-owned enterprises participated in trainings such as community-based enterprise development (C-BED), gender, disaster risk reduction, and business planning The livelihood component has contributed to the achievement of Program objectives. The financial assistance, complemented by capacity building and technical assistance, has increased the capacity of men and women to implement profitable and sustainable enterprises.
Survey in December 2016 showed that a little over half of beneficiaries (55%) were even able to diversify their respective livelihoods. For women entrepreneurs in particular, 80% have increased confidence in managing their respective enterprises compared to 31.5% in June 2016. Women played a substantial role in the strategic business decision-making process.
Moreover, 80% were able to establish market linkages. The types of markets are walk-in buyers (21%), retailers (6%), wholesalers (4%), institutional buyers (1%), and various/multiple (55%).
Market transactions are primarily happening at the barangay level (31%). Households implementing the three tracks of livelihood support have earned income: 73% of household cash transfer beneficiaries earned income with a monthly net average of Php 2,785.15 compared to the previous Php 2,000 per month; 100% of women enterprise beneficiaries with a monthly net average of Php 4,382.09 compared to Php 412 before; and 36% of households participating in community enterprises with monthly net average of Php 42,050 compared to Php 40,850 before.
From their income, beneficiaries were able to acquire household assets such as appliances and electronic gadgets (52%), furniture and fixtures (18%), and motorcycle (30%). They were also able to acquire productive assets: 63% own small livestock, 53% farm equipment (non mechanized), 5% farm equipment (mechanized), and tools (49%). Acquisition of assets was made possible either through the financial grant or income from CARE-assisted enterprises.
Three years after typhoon Haiyan, affected communities are on their way to recovery and resilience as shown by the following:
Households were able to meet or attain basic needs such as food (95%) and education (97%) compared to the pre-typhoon levels. On the other hand, health (93%) and shelter (88%) were partially improved/met while debt payment (48%) and savings (81%) are not improved or not yet met.
Use of negative coping mechanisms was reduced. The percentage of people employing each of the nine negative coping mechanisms was reduced after the introduction of CARE’s program. As CARE was the major implementer of livelihoods in each Barangay, it is reasonable to assume that CARE’s intervention contributed to this reduction. Much fewer people are modifying food consumption of the households such as limiting meal portions, purchasing less preferred items, reducing number of meals eaten in a day, and borrowing food from others. Likewise, there has also been reduction in the use of nonfood negative coping mechanisms such as decreasing health/education/incomegenerating expenditures. Very few respondents used erosive coping mechanisms such as sale of assets or sending family members away to work.
Households were able to employ livelihood protection mechanisms through cash transfers by CARE (shelter and livelihoods), and through replacement or rebuilding of assets either through the financial assistance from CARE and through the income from their enterprise operations.
The vulnerability of the beneficiaries were generally characterized by lack of disposable income, a limited asset base and livelihood opportunities. Efforts to address these issues mainly took the form of providing financial assistance, building human capacity (through trainings), group formation, and linking to financial services. Providing both financial and capacity development assistance helped in increasing local capacity in managing enterprises.
Some livelihood activities are more appropriate or are the better option for some local economic and environmental contexts at particular points in time. During the early recovery phase, the goal was to provide quick-impact, low-capital livelihood activities through household cash transfers. For medium-term recovery, the goal was to promote market-oriented livelihood, or micro or small business enterprise through the CEFs and WEFs. Cash transfer pooling was one of the more exceptional and fruitful ways of starting a group-owned micro-enterprise. The collaborative micro-enterprises showed some scale up and sustainability potentials that eventually developed through the CEF.
The use of the value chain approach supports the ongoing effort to increase revenue, to access a range of livelihood assets, and to reduce operating costs of micro-enterprises.
WEF and CEF projects have been increasingly directed towards enterprises that have strong market scale-up potential through greater backward, forward and horizontal linkages. A more market-oriented livelihood assistance provided to the households played an important means in recovery especially in places where farming and fishing could not be immediately resumed. Moreover, the Program has identified and engaged partners to complete a network that provides beneficiaries with access to a range of livelihood assets, e.g., marketing, technical and business development support services, financing, and risk protection services such as insurance and risk mapping.
Partnership with competent facilitating partners has enhanced the importance of community facilitators who are experts in enterprise management, understand the local value chain and know key industry players. For example, CARE benefitted from BizFTC that is knowledgeable on enterprise risk management, or from Antique Development Foundation that has a wealth of experience in community enterprise development and local government networks. Fatima Cooperative has post-harvest facilities and network system for savings build-up. It facilitated the work of CARE and the Program beneficiaries making productive use of local resources like cassava in building capital from their own savings.
Important partners from the government and private sector were identified for the beneficiaries with the adoption of the value chain approach. Contracting agreements for training and coaching activities, provision of farm machineries and equipment, and marketing partnerships were made to ensure more long-term results. In partnership agreements with the government, the Program ensured that there is no duplication but instead complementation of programs.
The gender strategy was very relevant and appropriate to the livelihood recovery as well as to the longer-term challenges beneficiaries face in building competitive, growthoriented and sustainable livelihoods. The gender-responsive value chain analysis facilitated the identification of gender issues and identified ways and means of integrating women’s and men’s needs and opportunities in the enterprises. The integration of gender in needs assessment, proposal development, activities and outcomes was done promptly.
The disaster risk reduction – climate change adaptation (DRR-CCA) practices adopted particularly in the value chain analysis and enterprise activities contributed to minimizing enterprise risks and maximizing results. Mainstreaming climate change and disaster risk reduction involved mobilizing beneficiaries and communities to increase their awareness of local DRR-CCA issues and the importance of environmental sustainability, and develop a shared approach to addressing community enterprise priorities.
CARE exercises ‘do no harm’ policy and communicate key accountability principles throughout the phases of the program cycle. CARE and local facilitating partners made a deliberate effort to identify and prioritize households that needed most help. They consulted these households about their needs for livelihoods recovery. Protocols for communicating beneficiaries’ complaints and grievances to CARE and the local facilitating partners provided particular assistance needed.
The evaluation identified the following key challenges:While the shifts from HHCT to WEF and CEF were noted and successes were reported, these were achieved not without overcoming challenges. Among the challenges encountered were: a) low production level due to lack of good equipment; b) inability to reach demand requirements of the market; and c) upgraded enterprise management skills of the CEF project management that meet the standards of the markets.
A sustainable livelihood program can improve the poor’s ability to protect and promote their economic conditions when this includes a comprehensive analysis of vulnerability context of their livelihood conditions. Based on HHCT experience, vulnerable households tend to allocate their scarce resources to maintain consumption levels and reduce risk rather than to maximize profit or income as in the case of WEF beneficiaries.
In designing inclusive and market-oriented livelihood intervention, the use of value chain approach for priority sector could guide the beneficiaries in identifying opportunities in the market, and consider the constraints to exploiting these opportunities. To provide a foundation for analysis and technical guidance, the assistance from facilitating partners in undertaking a detailed value chain analysis is one good approach.
Providing business advisory support services, including access to market information, financing facilitation, technology transfer, business counselling, marketing and product development, rather than working with traditional business support systems, is important to the success of these enterprises. However, available resources and capacity should match the level of enterprise development of the beneficiaries.
Engaging with national and local government, non-government organizations and the private sector facilitates the sustainability of these initiatives as these institutions can provide the necessary support services, particularly in the provision of technical and financial assistance for the scaling of production and business operations.
A holistic approach to gender mainstreaming is important for livelihood intervention of any kind to build deeper attitudinal and behavioural changes and greater levels of economic empowerment and participation in enterprise decision-making.
Intensive monitoring and evaluation is important to track that beneficiaries and partners graduate to the next level of results. Monitoring will keep track of progress of the beneficiaries’ enterprises and provide much-needed focused support.
An integrated livelihood program employing market-oriented approaches is an appropriate response to ensure resilience of the livelihood enterprises. To ensure its sustainability, a comprehensive support of value chain analysis and upgrading and technical expertise on entrepreneurship, and results-based monitoring and evaluation approaches should be provided through competent facilitating partners or service facilitators or providers.
The existing collaboration of individual and community enterprises with government agencies and private sector players can still be strengthened for better impacts. These include coordination with local stakeholders to provide more efficient and effective delivery service and to link beneficiaries with business support systems such as markets, technology and finance.
Capacity-building efforts must focus on the delivery of the business support services as well as in managing risks. Institutions that are not able to manage risks effectively can quickly become overwhelmed, seriously jeopardizing their ability to continue to provide services.
Improve program monitoring and evaluation systems and tools, and ensure their integration with facilitating partners’ tools and systems. Weaknesses in tracking results should be addressed through additional training and technical assistance for partners to adopt appropriate tools for monitoring and evaluation at the project level. Additional support is needed for program staff to improve analysis of monitoring and evaluation results.
- 11/10/17--10:12: Philippines: Four years after Haiyan, communities are more resilient
- 11/15/17--11:00: Philippines: Philippines: Marawi Crisis Factsheet (November 2017)
- What combinations of assistance were provided?
- How did the programmes balance coverage, speed and cost?
- What were the outputs and outcomes?
- What were the primary contributions of households?
- Programming: what worked well and what was not as effective?
- Context: what factors helped or hindered implementation?
- 09/15/18--10:36: Philippines: CARE responds as Mangkhut lashes northern Philippines
The Program, “Typhoon Haiyan Response,” is a three-year (November 2013 - December 2016) initiative implemented by CARE Philippines. It supports the emergency relief and recovery of people affected by Typhoon Haiyan that struck the Visayas Region in November 2013. The Program aims to assist affected communities (men, women, boys and girls) in Regions 6 and 8 to recover, build back safer and increase resilience.
The Program has three phases. Phase 1 is the emergency phase, which covered the period November 2013 to February 2014. Activities were focused on the provision of emergency food, emergency shelter kits (tarps, repair kits), and non-food items. Phase 2 is the early recovery phase, which covered the period February – December 2014. Support were focused on self-recovery for safe shelter, food security and livelihoods augmentation. Phase 2 livelihood interventions include household level cash grants (HHCT) provided in two tranches: Php 3,000 for the first tranche to jump start quick-impact livelihood and Php 5,000 for the second tranche to expand and diversify livelihoods.
Phase 3 is the medium-term recovery phase, which covers the period January 2015 – November 2016. Financial assistance was provided to group-owned and women-managed enterprises through two funding facilities: Community Enterprise Facility (CEF) and Women Enterprise Fund (WEF). Support to enterprises also included capacity building and technical assistance. CARE uses the value chain approach to strengthen communities’ links to the market.
Project areas are in the provinces of Aklan, Antique, Capiz and Iloilo (Region 6), and Leyte and Samar (Region 8). In the delivery of assistance, CARE collaborated with the following partners:
Assistance and Cooperation for Community Resilience and Development, Inc. (ACCORD) in Eastern Leyte and Iloilo, Sara Multi-Purpose Cooperative (SMPC) and Business Fair Trade Consulting (BizFTC) in Iloilo, Uswag Development Foundation (UDF) in Aklan, Pontevedra Multi-Purpose Cooperative, Inc. (PVDCI) and Sigmahanon Development Foundation, Inc. (SDFI) in Capiz, Laua-an Multi-Purpose Cooperative (LMPC) and Antique Development Foundation (ADF) in Antique, Leyte Center for Development (LCDE) in Western Samar and Samar, Metro Ormoc Community Multi-Purpose Cooperative, Inc. (OCCCI) in Western Samar and Western Leyte, and Rural Development Initiatives (RDI) and Fatima Multi-Purpose Cooperative (FMPC) in Leyte.
The evaluation focused on the livelihood recovery assistance program during the early to medium-term recovery phases. Emergency sectors such as food and shelter and non-food items have been adequately covered in previous assessments and evaluations.
The livelihood program is funded by various donors such as Aktion Deutschland Hilft (ADH) in Germany, Ministry of Foreign Affairs (Ministere des Affaires Etrangeresor MAE) in Luxemburg,
H&M Conscious Foundation in Netherlands, French Ministry of Foreign Affairs (MoFA), Disaster Emergency Committee (DEC), Global Affairs Canada (previously DFATD), Foundation of Dutch Cooperating Aid Organizations (SHO), European Commission Humanitarian Aid (ECHO), funds from the people of Austria, Australia, Germany, UK, and the USA, and from private foundations such as InterContinental Hotels Group (IHG) and French private companies.
The objectives of the Final Evaluation as per Terms of Reference (ToR) are the following:
Overall Achievements of Results
The following are the output achievements of the Program:
The following are the findings related to program performance:
The following are the most meaningful lessons from the Program that can provide decision makers with relevant information for future programming:
The following recommendations will enhance the future programming:
A "Gender in Emergencies" specialist in the midst of crisis around Lake Chad
Fatouma Zara is the Gender in Emergencies specialist with CARE’s Rapid Response Team. Fatouma works with our teams in humanitarian emergencies to ensure gender remains at the heart of everything we do. Fatouma’s work has taken her to many countries including Cambodia,
Mozambique, Ethiopia, and Turkey.
Today we find her in Diffa, in the south east of her native country Niger. Diffa is hosting around 340,000 of the 2.4 million people displaced by the crisis in Africa’s Lake Chad Basin. Caused by the ravages of violent conflict, extreme poverty, underdevelopment and climate change, the crisis is affecting more than 17 million people across north eastern Nigeria, Cameroon’s Far North, western Chad and south eastern Niger.
CARE is assisting more than 300,000 people currently seeking refuge in the Diffa region; working with local partners to provide hygiene and shelter kits, build latrines and boreholes, and distributing cash, food, seeds, agricultural equipment and small scale livestock such as goats and sheep.
CARE ensures that the communities with whom we work have a voice in the planning, implementing and evaluation of our programs. Fatouma is leading a team of evaluators talking to displaced communities around Diffa about the services CARE is providing them.
It’s Ramadan so my day begins at 3.30am, while it’s still dark. I begin with prayer to mark the end of the previous day, have a quick breakfast – just milk and coffee – and then prayers for the start of a new day. After that I prepare myself for the day ahead. But before I start my work day, I call home and check on my family. I travel a lot for my job and it’s not easy to be so far from home. My husband is like the mum and the dad to our three children when I’m away. Technology helps, I manage to talk to them every day, no matter where I am.
At the office I check with our logistics team to make sure we have transport to the field sites. We are three teams and we’re each travelling to different sites so it’s a big operation. Our teams consist of CARE staff as agricultural equipment and small scale livestock such as goats and sheep.
CARE ensures that the communities with whom we work have a voice in the planning, implementing and evaluation of our programs. Fatouma is leading a team of evaluators talking to displaced communities around Diffa about the services CARE is providing them. well as our partners from local NGOs and government agencies. The scale of this crisis is enormous and it’s important that we all work together.
I’ll be travelling to Garim Wazam, a village to the north east of Diffa town, to support the team collecting data there. A few years ago, the population of Garim Wazam was around 700 people. Today it’s more than 21,000. The community is now sheltering refugees from Nigeria as well as Nigeriens displaced by this crisis.
Typhoon Yolanda, internationally known as Haiyan, has become a name that’s hard to forget. The super typhoon wiped out homes, killed more than 6,000 people, and devastated agricultural lands leaving those who survived homeless and without any source of income. But for the people who witnessed its wrath, the only way to move forward was to pick up the pieces and rise.
Four years after Haiyan, affected poor and vulnerable communities in Visayas, Central Philippines have been engaged in various activities and trainings to recover, better prepare for disasters and adapt to climate change impact.
International humanitarian organization CARE has supported more than 600,000 people through different livelihood recovery programs providing cash grants and skill-building trainings to women microentrepreneurs, farmers, fisher folks, and commodity producers and processors.
“The country is regularly affected by typhoons and other hazards, and these hamper the recovery process. CARE works with these communities in building resilience to disasters and engaging more women to lead and participate,” said David Gazashvili, CARE’s Country Director in the Philippines.
According to the 2016 World Risk Index, the Philippines is the third most disaster-prone country in the world. After Haiyan, the country suffered from relatively strong typhoons such as Hagupit in 2014, Koppu and Melor in 2015 and Sarika and Haima in 2016.
CARE is currently supporting over 280 community associations such as women’s organizations, farmers and fisherfolks’ groups and local cooperatives through trainings on entrepreneurship, organic farming, sustainable agriculture, hazard mapping and contingency planning for disaster preparedness, gender and development, climate change mitigation and other industry-focused subjects.
CARE’s assisted community organizations are now practicing organic farming and applying other eco-friendly and innovative agricultural techniques. Farmers and commodity processors are now using solar dryers for their products, building structures according to “Build back safer” techniques and ensuring that their livelihoods don’t degrade the ecosystem.
“The biggest challenge for these communities is to protect their assets from various hazards that’s why our emergency response is part of a long-term commitment. We place great importance on building local capacity, partnerships with local organizations and strengthening women’s participation,” shared Gazashvili.
Aside from financial support, CARE has partnered with various local non-government organizations, government agencies and local government units, universities and training institutions to provide technical assistance to people affected by Haiyan.
CARE continues to work with the affected people and reach more communities in the Philippines. CARE works in the most vulnerable and geographically isolated areas affected by Haiyan, with special attention given to women and girls and the most marginalized.
About CARE: CARE is one of the world’s largest humanitarian organizations supporting more than 963 poverty-fighting development and humanitarian-aid projects in 94 countries. CARE has worked in the Philippines since 1949, providing emergency relief when disaster strikes, helping communities prepare for disasters, and implementing sustainable livelihood projects. CARE’s past responses in the Philippines include typhoon Pablo (Bopha) in 2012, Yolanda (Haiyan) in 2013, Ruby (Hagupit) in 2014, (Koppu) and (Melor) in 2015, (Sarika), Lawin (Haima), Nina (Nock-ten) in 2016, earthquake in Surigao City and Marawi armed conflict in 2017.
David Gazashvili, Country Director, CARE Philippines +63 917 510 6974 (firstname.lastname@example.org) Dennis Amata, Information and Communications Manager, CARE Philippines +63 917 510 8150 (email@example.com)
*For updates on CARE’s work in the Philippines, please follow @CAREphl on Twitter and CARE Philippines on Facebook
For more on our work in the Philippines, click here.
The attack of armed men in Marawi City, south of Philippines on May 23, 2017 resulted in massive bloody conflict between the ISIS-associated Maute group and government forces.
Hundreds of thousands of residents particularly women and children fled to nearby municipalities and cities and in various regions in the country. Eventually, the Philippine government declared Martial Law in the whole island region of Mindanao. The Islamic City of Marawi is the capital and the only city in the province of Lanao del Sur with a population of more than 200,000. People of Marawi are called Maranao and speak the Maranao dialect.
This report, the result of internal research by CARE International, argues that partnerships in humanitarian response not only meet lifesaving needs but can also address gender inequalities. Based on the review of five recent emergency responses, the report explores which partnership models and practices can best foster gendertransformative humanitarian action.
CARE’s focus on women and girls is based on overwhelming evidence of gender discrimination as an underlying cause of poverty and marginalisation, leading them to being more vulnerable to the effects of disasters than men and boys. Humanitarian programming that fails to account for the differing roles and power dynamics between men and women tends to exacerbate gender inequalities. At the same time, disasters often disrupt and displace social structures and relations, creating opportunities to promote gender transformational change, such as women taking on leadership roles in their household and community during relief and recovery. While urgent, lifesaving action is critical in crisis response, CARE firmly believes that gender-sensitive action is essential to an effective response. CARE is also convinced that humanitarian action can advance gender equality and transformation.
Partnership and Localising Aid dimensions
Partnerships are fundamental to CARE’s work. CARE believes that saving lives in emergencies, and overcoming poverty, can only be achieved through the collective action of many. CARE has long promoted working with local institutions in development settings and is increasingly partnering in emergencies. CARE recognises that partnering with local actors leads to greater reach and sustainability as they are often the first responders when disaster strikes, with best access to local populations, intimate knowledge of the local context, and long-term presence. CARE believes that localised aid is not only more effective but also just and fair. As such, CARE advocates for more operating space and resources for local actors and disaster-affected communities. CARE recently strengthened its commitment to localising humanitarian aid by endorsing the Charter for Change and the Grand Bargain2 , espousing the call to ‘reinforce – not replace – existing local and national capacities.’ This approach compels CARE to move away from subcontracting towards more equitable, powersharing partnerships, viewing local civil society as peers with common visions and purposes.
Tropical storm Tembin, locally known as Vinta, brought catastrophic damage to several provinces in Mindanao, south of Philippines. The death toll in the storm’s onslaught rose to at least 240 particularly in communities swept by flash floods and landslides in Zamboanga Peninsula region before Christmas day.
Tembin’s heavy downpour caused flooding, landslides and flashfloods that destroyed houses, rice fields and infrastructures. Over 500,000 people were affected in eight regions. Of which, more than 90,000 are now staying in evacuation centers.
International humanitarian organization CARE has mobilized its emergency team and local partners in Mindanao to conduct needs and damage assessments. CARE’s partner Agri-Aqua Development Coalition is assessing in the Zamboanga Peninsula, one of the hardest hit regions. Another partner Mindanao Coalition of Development NGO Networks is in Lanao provinces where communities experienced widespread flooding.
“Our collective hearts are heavy with sympathy as this disaster happened before Christmas Day, a festive time for Filipinos to be with their families. Many are now staying in evacuation centers because their houses were totally destroyed by flashfloods,” said David Gazashvili, CARE’s Country Director in the Philippines. “Our emergency team and our partner organizations are ready to provide relief assistance.”
CARE has worked in the Philippines since 1949, providing emergency relief when disaster strikes and helping communities prepare for disasters. CARE specializes in providing life-saving assistance and has more than seven decades of experience helping people recover from disasters.
For media interviews, please contact Dennis Amata (CARE Philippines’ Communications Manager).
Mobile: +63 917 5108150 Email: firstname.lastname@example.org Skype: dennis.amata2
More than 20,000 people in the Bicol region south of Manila in the Philippines have evacuated, as the lava from the Mayon Volcano continues to flow.
As of January 16, more than 5,000 families or 21,000 individuals have been affected and are now taking shelter in 18 evacuation centres.
International humanitarian organisation CARE has activated its emergency response team with local partners and is preparing to meet the needs of families should the worst eventuate.
CARE Philippines Country Director David Gazashvili said, “CARE is currently monitoring the situation with our local partners on the ground. We are ready to provide relief assistance if needed.”
Mount Mayon is expected to erupt within weeks or even days with Alert Level 3 in effect. Alert level 3 is considered critical, 4 is when eruption is imminent, and 5 is eruption in progress. Mayon is the most active volcano in the Philippines, having erupted more than 50 times in the past 400 years.
Residents have been advised to refrain from entering a seven-kilometre danger zone on the southern flanks of the volcano due to the high risks of falling rocks, landslides and sudden explosions.
Executive Director of CARE’s local partner TABI Maricris Bines said, “Based on our last experience responding to Mount Mayon’s eruption, people had to stay in evacuation centres for more than three months while waiting for their communities to be declared safe to return to. Prolonged evacuation usually leads to food supply shortage, illnesses in congested camps, disruption of school classes and income generation, and need for hygiene materials especially for women and children.”
CARE has worked in the Philippines since 1949, providing emergency relief when disaster strikes and helping communities prepare for disasters.
Victoria Maynard & Elizabeth Parker
On 8 November 2013 super typhoon Haiyan (known locally as Yolanda) devastated the central regions of the Philippines. More than 6,000 people lost their lives, 14 million were affected and approximately four million displaced. A total of 1,012,790 houses were damaged or destroyed by the super typhoon - 493,912 partially damaged and 518,878 totally damaged. Within a month of the typhoon almost 80% of households had already started rebuilding their homes but around 50% said they would be unable to complete repairs without assistance.
In March 2014 the Shelter Cluster’s Strategic Operational Framework identified ‘support for household self-recovery’ as one of its three strategic objectives. The Shelter Cluster aimed to provide shelter materials, tools, cash and technical assistance to 500,000 households within the first year of the response. By October 2014 approximately 160,000 households had received support for ‘repairs and retrofit’ (or SSSR) while organisations had confirmed funding to support a further 80,000 households. The majority of these programmes were completed within the first 18-36 months of the response. Collectively the six programmes included in this study supported 76,407 households or around one third of the 240,000 households assisted by agencies reporting to the Shelter Cluster during the response to super typhoon Haiyan.
The number and diversity of SSSR programmes implemented following super typhoon Haiyan provides a unique opportunity to capture lessons, challenges and best practice. This research aimed to synthesise learning from several SSSR programmes in order to improve policy and practice in future humanitarian responses. Drawing on lessons from previous research by the authors into SSSR this study adopted a simplified evidence synthesis approach. This involved: searching for and screening potential documents for inclusion; extracting and synthesising data; reporting and review.
The research was completed between November 2016 and February 2018.
Specific research questions included:
Interventions, outputs and outcomes
Process of implementation
Typhoon Mangkhut (locally known as Ompong), the strongest typhoon to hit the Philippines this year, continues to intensify. The Hawaii-based Joint Typhoon Warning Center (JTWC) has classified Mangkhut into a super typhoon. It is currently equivalent to a category 5 Atlantic hurricane, with winds of at least 157 miles per hour.
Today, as of 11 am (Philippine time), Mangkhut was already 740 miles northeast of Guiuan in the eastern tip of the country's Samar island, moving west steadily. The typhoon is expected to hit the northern part of Luzon, the country's largest, most populated island, and may cross the island province of Batanes and Cagayan areas towards the end of the week.
“This is very unfortunate for the people of northern Luzon who experienced the wrath of relatively strong typhoons since 2016," says David Gazashvili, CARE's country director in the Philippines. "Our teams will be ready to conduct rapid assessments once the typhoon hits. We are prepared to respond if needed.” Local authorities warn people to prepare for storm surges in coastal communities, and landslides and flashfloods in upland and low-lying areas. Its powerful winds can uproot trees and topple electric posts.
CARE is closely monitoring the track of Mangkhut, and coordinating with its partner Cagayan Valley Disaster Response Center & Cordillera Disaster Response and Development Services. CARE previously responded to Typhoon Haima (Lawin) that devastated Cagayan and Kalinga provinces in October 2016.
CARE has worked in the Philippines since 1949, providing emergency relief when disaster strikes and helping communities prepare for disasters. CARE's past responses in the Philippines have included typhoon Haiyan in 2013, Hagupit in 2014, Koppu and Melor in 2015, and Haima in 2016.
Founded in 1945, CARE is a leading humanitarian organization fighting global poverty. CARE has more than seven decades of experience helping people prepare for disasters, providing lifesaving assistance when a crisis hits, and helping communities recover after the emergency has passed. CARE places special focus on women and children who are often disproportionately affected by disasters. Last year, CARE worked in 94 countries to reach 80 million people, including more than 11 million through emergency response and humanitarian aid.
CARE has been providing aid in Syria since 2014, and has reached more than 3 million people to date. Our work is focused on food security, livelihoods, shelter, water and sanitation, and psychosocial support for people in crisis. CARE also works in Jordan, Lebanon and Turkey with Syrian refugees and host communities.
To learn more, visit www.care.org.
Mahmoud Shabeeb, +962-79-146-39-03 email@example.com (based in Amman, Jordan)
Nicole Harris, 404-735-0871 firstname.lastname@example.org
Typhoon Mangkhut is intensifying to the equivalent of a category 5 Atlantic hurricane, as the Philippines braces for the strongest typhoon to hit the region this year.
Local authorities have warned people to prepare for storm surges, landslides and flashfloods ahead of the storm, which is already 1,190 kilometres east-northeast of Guiuan, Eastern Samar, and moving west at 20 km/h.
CARE Philippines Country Director David Gazashvili said CARE was ready to mobilise specialist relief teams if needed.
“This is very unfortunate for the people of Northern Luzon who have experienced the wrath of relatively strong typhoons since 2016. Our teams would be ready to make rapid assessments.’’ Mr Gazashvili said.
“We are ready to respond if needed.”
CARE’s partner Cagayan Valley Disaster Response Centre & Cordillera Disaster Response and Development Services are assisting in closely monitoring the storm, and helping communities likely to bear the brunt of the storm to prepare. CARE previously responded to Typhoon Haima (Lawin) that devastated Cagayan and Kalinga provinces in October 2016.
CARE has worked in the Philippines since 1949, providing emergency relief when disaster strikes and helping communities prepare for disasters. CARE’s past responses in the Philippines have included typhoon Haiyan in 2013, Hagupit in 2014, Koppu and Melor in 2015, and Haima in 2016.
David Gazashvili at CARE Philippines is available for interviews. Please contact Emilly Edgerley on 0419 567 777 or email@example.com to arrange.
MANILA (September 15, 2018) —Typhoon Mangkhut, locally known as Ompong, brought ferocious winds and blinding rain that left infrastructure and agricultural damage to provinces in northern Philippines. Over 58,000 people have evacuated according to the National Disaster Risk Reduction and Management Council.
CARE immediately sent an emergency response team to Cagayan ahead of the typhoon’s landfall. Jerome Lanit, CARE’s Emergency Coordinator, shared that the team experienced howling winds and pounding rain while staying in Tuguegarao City.
“We hope that Mangkhut is not as devastating as Haiyan but we expect significant economic damage and impact on livelihoods,” said David Gazashvili, CARE Philippines Country Director.
“CARE has also brought some supplies and shelter repair materials ready to be distributed to the affected families. Our teams continue to coordinate with local officials and humanitarian responders on the ground to effectively address the immediate needs of the affected population,” added Gazashvili.
CARE’s emergency teams are now assessing the damage and needs of the affected population in the most severely hit towns of Cagayan, an agriculture-dependent province. CARE has teamed up with Cagayan Valley Disaster Response Center, Oxfam Philippines and Citizens Disaster Response Center in conducting the assessments.
“We have seen several damaged houses and blown off roofs. The evacuation center in a coastal community we visited in Aparri was even damaged. Also, rice and corn plantations are severely affected. The farmers weren’t able to do emergency harvest because the crops were immature. The northernmost towns of Cagayan are believed to be badly hit and it is still difficult to access these areas as of the moment,” said Madel Montejo, CARE Philippines Emergency Response Team Member
“The people say they need food, water, dry clothes and shelter repair materials,” added Montejo.
The World Meteorological Organisation billed the storm as the strongest tropical cyclone the world has faced so far this year. Mangkhut is the 15th storm to hit the Philippines in 2018.
“Extreme weather events being experienced in the Philippines like Mangkhut is a reminder that climate change truly affects the poor and marginalized rural communities. CARE continues to work with communities, the Philippine Government and the civil society in advocating for climate change adaptation and disaster risk reduction,” said Gazashvili.
Founded in 1945, CARE is a leading humanitarian organization fighting global poverty. CARE has more than seven decades of experience helping people prepare for disasters, providing lifesaving assistance when a crisis hits, and helping communities recover after the emergency has passed. CARE places special focus on women and children who are often disproportionately affected by disasters. Last year, CARE worked in 94 counties to reach 80 million people, including more than 11 million through emergency response and humanitarian aid.
Media Contact: Nicole Harris, firstname.lastname@example.org 404-735-0871
MANILA (October 30, 2018) —Typhoon Yutu (locally known as Rosita) made landfall in Dinapigue, Isabela, Philippines at 4 a.m. on Tuesday. It then passed through several provinces in the northern part of the country. The typhoon is moving slightly slower to the west at about 12 miles per hour from the previous 15 miles per hour. The typhoon continues to have maximum winds of 87 miles per hour and gustiness of up to 143 miles per hour.
Communities hit by typhoon Yutu in Isabela and Aurora provinces experienced strong winds and heavy rains. The country’s weather bureau, PAGASA, warned that flash floods and landslides are still possible in areas in the typhoon's path.
“It is very unfortunate that another strong typhoon has hit the country especially for those who also bore the brunt of typhoon Mangkhut last month,” said Tess Bayombong, acting country director of CARE Philippines. “Communities in the mountainous areas in the Cordillera region remain to be vulnerable as they haven’t fully recovered yet from the devastating landslides because of Mangkhut,” she added.
CARE has activated its emergency response team and is closely coordinating with local partners Cordillera Disaster Response and Development Services (Cordis RDS) and Cagayan Valley Disaster Response Center for immediate response.
The Philippines government and humanitarian organizations are now planning for a damage and needs assessment in the affected areas. CARE is preparing for an assessment and immediate relief support in mountainous communities of Benguet province with its local partner Cordis RDS.
CARE has worked in the Philippines since 1949, providing emergency relief when disaster strikes and helping communities prepare for disasters. CARE specializes in providing life-saving assistance with focus on women and girls.
Founded in 1945, CARE is a leading humanitarian organization fighting global poverty. CARE has more than seven decades of experience helping people prepare for disasters, providing lifesaving assistance when a crisis hits, and helping communities recover after the emergency has passed. CARE places special focus on women and children who are often disproportionately affected by disasters. Last year, CARE worked in 94 counties to reach 80 million people, including more than 11 million through emergency response and humanitarian aid.
Media Contact: Nicole Harris, email@example.com 404-735-0871
CARE and its partner organizations in the Philippines have joined forces to develop and launch the country’s newest platform for learning, reflection and collaboration on resilience building and innovations.
The Resilience and Innovation Learning Hub or RILHUB is a joint initiative of CARE (lead), Assistance and Cooperation for Community Resilience and Development (ACCORD), Agri-Aqua Development Coalition Mindanao and Citizens’ Disaster Response Center to develop and share learning materials on the following areas: disaster risk reduction; climate change adaptation; ecosystem restoration and management; and innovations.
“The Philippines is one of the most disaster-prone countries in the world. Solving complex challenges around increasing disaster risks, a changing climate and a degrading environment requires collective action and commitment to learn,” said David Gazashvili, CARE Philippines Country Director.
RILHUB’s primary objective is to create knowledge by gathering and synthesizing existing and new information, identifying good practices from its partners, and developing case studies, stories, tools and modules through an accessible online platform and learning events.
RILHUB will also hold regular conferences, talks, workshops, and dialogues across the country to help build capacity of organizations working with local communities.
The recently concluded soft launch of RILHUB in Quezon City, Philippines also served as its first learning activity. A talk on “Gender in Resilience” included presentations from CARE, the National Coalition of Rural Women and Partners for Resilience Philippines. The launching was also attended by various organizations involved in development programming.
“The vulnerable and marginalized groups in every community are the most affected by disasters and climate change impact. We recognize the importance of involving women, children, persons with disability and other groups in equal decision-making and participation in humanitarian and development program activities,” shared France Jimenez, RILHUB Coordinator.
RILHUB is also generating strength from the rich experiences of its founding partners and the communities they work with.
“Resilience building, to be truly inclusive, should include the narratives and learnings from vulnerable communities affected by recurring disasters. Working with them generated rich knowledge and information that are worth sharing, and the RILHUB is one of our ways of bringing these back to the communities, said Sindhy Obias, Executive Director of ACCORD.
RILHUB is now preparing for upcoming talks and learning events that will focus on important concepts, approaches and issues in resilience building and innovations.
“We are excited to feature more stories and case studies from the ground, work with experts, package materials and organize events. RILHUB is not an exclusive platform. We are looking forward to collaborate with more organizations, communities, academic institutions, media, artists, writers, and innovators,” added Jimenez.
CARE Report Ranks Top 10 Under-Reported Humanitarian Crises of 2018
GENEVA (February 21, 2019) - Today the international aid organization CARE launched a new report highlighting the ten most under-reported humanitarian crises of 2018. CARE’s report aims to shine a rare spotlight on those humanitarian crises that have been neglected by the global public. Now in its third year of publishing, the report, called “Suffering In Silence”, found that the food crisis in Haiti received the least media attention globally. While the catastrophic Haiti earthquake in 2010 made global headlines, the food crisis in the Caribbean state in 2018 was largely overlooked and barely received international media coverage.
“We see more and more complex and chronic crises competing for public attention,” says Caroline Kende-Robb, CARE International’s Secretary General. “Media coverage has always been a strong driver of funding for crises as well as creating political pressure to protect those in need. With dwindling international coverage, under-reported crises are at risk of falling completely off the radar.”
With multiple emergencies within its borders, the East African nation of Ethiopia made the top ten of neglected crises twice: the country continues to face a complex food crisis, with ongoing food insecurity sometimes tipping over into acute hunger as well as a regional displacement with more than 1 million people forced to flee their homes in the regions of Gedeo and West Guji. In Madagascar, the number of people at risk of hunger increased to 1.3 million in southern regions due to unfavorable weather conditions. Other countries in crisis that ranked among the top ten list of CARE’s report include the Democratic Republic of Congo, Philippines, Chad, Niger, Central African Republic and Sudan.
Boosting coverage for forgotten crises cannot be the job of media alone but should be a joint effort, says CARE. “Media outlets, politicians, states and aid agencies need to join forces to find innovative ways to draw public attention to humanitarian needs,” adds Kende-Robb. “Given the challenges the media industry faces with shrinking funds, with coming under attacks that are undermining, and with limited access to some of the world’s worst humanitarian crises, we are all responsible for raising the voices of those affected.”
CARE calls on international media, policy makers and civil society to increase their efforts to speak about neglected humanitarian crises around the world. Increased funding and resources invested in reporting will not only result in better coverage of neglected crises but can, most importantly, help to bring urgent relief to those in need.
You can access the full report here.
“Suffering In Silence” ranks the top ten crises which received the fewest media attention, meaning the least amount of online media coverage. This is the third time that CARE publishes the report “Suffering In Silence”. In 2018, the most under-reported crisis is Haiti, followed by Ethiopia and Madagascar. A year ago, in 2017, North Korea had been top of the ranking. This yearly analysis serves as a reminder and appeal to make room both in media and political debates for forgotten crises.
Founded in 1945 with the creation of the CARE Package®, CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls because, equipped with the proper resources, they have the power to lift whole families and entire communities out of poverty. That’s why women and girls are at the heart of CARE’s community-based efforts to improve education and health, create economic opportunity, respond to emergencies and confront hunger. Last year CARE worked in 93 countries and reached more than 63 million people around the world. Learn more at care.org.
Mahmoud Shabeeb, +962-79-146-39-03 firstname.lastname@example.org (based in Amman, Jordan)
Nicole Harris, 404-735-0871 email@example.com
Partners for Resilience
Disasters have strongly increased in both frequency and impact, with climate change as one of the main contributors to more extreme, frequent, and unpredictable weather. Degradation and loss of ecosystems intensify natural hazards. Combined with the high vulnerability of communities in the Global South, this leads to increased disaster risk. Despite these many challenges, there are solutions to create a sustainable future. When provided the necessary resources, communities mobilize to adapt to and prepare for increasing risks. In Partners for Resilience, CARE works to reduce disaster risk by increasing community resilience – enabling people to bend and not break in the face of adversity.
The poorest people in the most vulnerable countries suffer disproportionately from disasters and climate change impacts. Disasters wipe out hard-won reductions in poverty, and communities are caught in a vicious circle where poverty creates vulnerability, and disasters and climate change impacts increase poverty. To ease this situation, the Partners for Resilience program reduces the impact of hazards on vulnerable communities in the South.
Partners for Resilience (PfR) is an alliance of the Netherlands Red Cross, CARE Nederland, Cordaid, the Red Cross Red Crescent Climate Centre and Wetlands International. The name originates in the fundamental belief of its five members in the central role of resilience as the way to deal effectively with disasters. PfR uses an integrated approach, called Integrated Risk Management (IRM), to mitigate disaster risk and enhance livelihoods, particularly by addressing climate change and ecosystem management and restoration. PfR is supported by the Dutch Ministry of Foreign Affairs.
Integrated Risk Management
CARE defines Integrated Risk Management (IRM) as the systematic process of reducing disaster risks through anticipative, absorptive, adaptive and transformative actions, taking into account the effects of climate change and the role of ecosystems. It addresses the drivers of risk, the capacities and assets of communities and individuals, and their enabling environment.
In this publication, CARE aims to highlight how the implementation of an Integrated Risk Management approach leads to social transformation and more resilient communities that are well prepared to deal with a diversity of shocks and challenges. The protagonists are the people themselves, sharing how their lives and the lives of members of their communities have improved.
These stories are expanded upon with examples of CARE’s work within PfR in each country
Shelter Projects 2017–2018 has been written by practitioners for practitioners to help them understand what worked and what did not work in previous shelter responses. In a world where global humanitarian shelter needs greatly exceed the capacities and resources of agencies to support those people requiring assistance, there is a clear need to learn from the past so that we can better respond in the future.
Shelter Projects is written through a collaborative and consultative process. This edition began with an inception workshop where lessons from the development of past editions were reviewed. This process was followed by regional shelter fora during which practitioners, government representatives and academics reviewed past editions and agreed on how this edition could be improved. Over the course of two years, the Global Shelter Cluster Shelter Projects Working Group, composed of international shelter experts from several humanitarian organizations and institutions, met to discuss the approach and to compile and review cases studies.
Previous editions of Shelter Projects have a proven broad audience of people who are involved in humanitarian shelter programming. They have been used by humanitarian staff, from both relief and development agencies. This includes shelter specialists and generalist programme managers, in developing shelter projects and proposals and in reviewing what has previously been done in country or in similar contexts. They have been used for global advocacy on issues such as cash in shelter programming. They have been used to promote shelter programmatic approaches and prove that there is a precedent for government strategies at the highest ministerial levels. They have been used in discussions with civil protection agencies and local municipal authorities in preparedness and response, to show what can be done. They have been used with private sector organizations to explain what shelter is (as a process, not a product), and they have been used in humanitarian trainings, and by universities as core reference in courses and as a basis for further research.
Given this broad range of uses, and although readers may have very specific information needs, we would encourage you to browse through the publication to get an idea of the broad spectrum of types of shelter programmes that have been implemented. Case studies and overviews aim to showcase different response options and reflect on the internal strengths and shortcomings of each, as well as on the wider impacts of projects and the lessons that can be learned.
Although it can be read as a standalone document, and individual case studies can be read in isolation, Shelter Projects is intended to complement other publications, such as the Sphere Handbook and the State of Humanitarian Shelter and Settlements Report.
This is the seventh edition in the series of publications that started over ten years ago. It contains 31 new case studies and four overviews of responses, contributing to a total repository of over 230 project examples and response overviews, from programmes of 60 agencies in almost 80 countries overall. The case studies vary greatly in scale, cost, duration, response phase and project design. Although they are not statistically representative of all shelter responses, this growing body of knowledge represents a source of learning and reflects the highly contextual nature of individual shelter and settlements responses. Overall, and reinforced by more rigorous analysis and review process than previous editions, it reflects many years of experience of about 500 field practitioners who have contributed across the editions.
Shelter Projects is written with the understanding that the primary responders to all crises are the affected people themselves. Whilst case studies are written from the perspective of agencies that aim to assist, we hope that readers of the publication will recognize the central and active role of the people that the projects seek to assist.
The Global Shelter Cluster
Shelter Projects Working Group,
Program focused on helping people affected by conflict in Marawi City, Philippines
Chronic diseases are a critical but often overlooked problem in regions affected by disasters, conflict and other humanitarian challenges
ATLANTA and ABBOTT PARK, Ill., (June 17, 2019)— The global humanitarian organization CARE, the healthcare company Abbott and its foundation the Abbott Fund today announced a three-year, $1 million program to screen, diagnose, prevent and manage noncommunicable diseases (NCDs) for people who remain displaced two years after armed conflict in Marawi City, Philippines. The partnership is among the first of its kind to address NCDs in areas affected by disasters, conflict and other humanitarian challenges.
Diabetes, cardiovascular disease and other chronic diseases don’t receive enough attention in humanitarian settings, even though nearly three out of four deaths globally are caused by NCDs. Diabetes and hypertension are among the leading causes of mortality and morbidity in Marawi City and Lanao del Sur, Philippines, according to the Integrated Public Health Office in Lanao del Sur. A significant percentage of internally displaced people (IDPs) continue to be exposed to NCD risks such as unhealthy diets and physical inactivity. The Department of Health reports that one out of every three Filipinos dies before the age of 70 from NCDs.
The new health project launched on June 13 in Marawi City with a forum engaging key local stakeholders. The goal of the pilot project is to create a model for the effective management of NCDs in humanitarian settings, with a focus on management, pro-active follow up, and prevention of diabetes, hypertension and obesity (i.e., screening and identifying pre-diabetics and pre-hypertensives); strengthening the health system to successfully respond to NCDs; and community mobilization.
"Addressing noncommunicable diseases remains a neglected area in humanitarian response," said CARE USA President and CEO Michelle Nunn. "CARE is well-positioned to fill the void, and we are confident that our partnership with Abbott and the Abbott Fund will produce key learnings for the global emergency response and development community. We expect the engagement of women, in particular, will be critical to the project’s success."
"Through our partnership with CARE, we hope to improve the lives of people affected by noncommunicable diseases in Marawi, and to establish a new model for the effective prevention and care of chronic diseases in these challenging settings globally," said Melissa Brotz, vice president, Global Marketing and External Affairs, Abbott, and president, the Abbott Fund.
The Marawi siege was a five-month-long armed conflict in 2017 between government forces and militant groups that forced more than 350,000 residents of Marawi and neighboring towns to flee and seek refuge in evacuation centers.
Two years later, more than 66,000 people remain displaced, with some living in eight evacuation sites in Marawi and neighboring towns and others living in transitory shelters or with relatives. Rebuilding work has yet to formally start in "Ground Zero," the 250-hectare former battle area and the most devastated part of the city.
"The unfavorable conditions of the displaced families living in evacuation centers and transitory shelters remain a primary concern. While living in tents for two years, they have had to suffer under the hot sun and, when rain arrives, heavy downpours. Individuals living in this kind of setting are extremely vulnerable to stress and NCDs especially those who have existing health issues. They also struggle to access testing and preventive care support," said David Gazashvili, CARE country director in the Philippines.
Program work in Marawi City and Lanao del Sur will include screening to identify people with NCDs and those at risk of developing NCDs. Nurses and other healthcare providers will be trained to lead "NCD Clubs" to advance disease prevention and management by engaging IDPs in lifestyle changes and compliance with ongoing treatment. The program also will focus on expanding access to needed clinical care either within or outside the camps, and strengthening the ability of local healthcare systems to manage NCDs. In addition, an advocacy campaign will raise awareness and educate on the prevention and control of NCDs from the community to the national government level.
The program has a strong focus on women as leaders through community engagement, screenings, referral, counseling, follow-up, monitoring, data collection and analysis. This includes identifying and engaging women at evacuation centers and shelters who may have expertise in healthcare or related fields to lead teams that map activities and run NCD Clubs.
CARE will facilitate conversations among key stakeholders including local government units, health offices, academic institutions, the private sector and leaders of the displaced population with an aim to integrate prevention and control of such diseases into policies across all government departments and levels.
To support the partnership, the Abbott Fund is providing $1 million in funding over three years. Abbott also is donating diabetes monitors and test strips to help advance efforts to address diabetes in affected communities.
"There is a need to raise awareness on the prevention and control of hypertension, diabetes, and obesity. We are committed to collaborating with various stakeholders to address these needs and support the displaced people two years after the siege," said Aimee Mateo, CARE project coordinator.
Founded in 1945 with the creation of the CARE Package®, CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls because, equipped with the proper resources, they have the power to lift whole families and entire communities out of poverty. That’s why women and girls are at the heart of CARE's community-based efforts to confront hunger, ensure nutrition and food security for all, improve education and health, create economic opportunity and respond to emergencies. In 2018, CARE worked in 95 countries and reached more than 56 million people around the world. CARE has worked in the Philippines since 1949 and is known for its programs on emergency preparedness and response, livelihood recovery, disaster risk reduction, climate change adaptation, innovations, gender-based violence and health. Connect with us at www.care.org, on Facebook at www.facebook.com/CAREfans and on Twitter @CARE.
About Abbott and the Abbott Fund
Abbott is a global healthcare leader that helps people live more fully at all stages of life. Our portfolio of life-changing technologies spans the spectrum of healthcare, with leading businesses and products in diagnostics, medical devices, nutritionals and branded generic medicines. Our 103,000 colleagues serve people in more than 160 countries. Connect with us at www.abbott.com, on LinkedIn at www.linkedin.com/company/abbott, on Facebook at www.facebook.com/Abbott and on Twitter @AbbottNews and @AbbottGlobal.
The Abbott Fund is a philanthropic foundation established by Abbott in 1951. The Abbott Fund's mission is to create healthier global communities by investing in creative ideas that promote science, expand access to healthcare and strengthen communities worldwide. For more information on the Abbott Fund, visit www.abbottfund.org.
A dengue epidemic has been declared in the Philippines after recording more than 600 deaths and over 146,000 cases in 2019 alone – a 98% increase from the previous year.
According to the World Health Organization, dengue is one of the fastest-spreading mosquito-borne diseases in the world and has increased 30-fold in the past 50 years.
The start of the rainy season in the Philippines is a huge contributing factor as mosquitoes lay eggs in spaces or containers that can hold stagnant water – bottle caps, dish dryers, gutters, trash cans, old rubber tires.
“We are alarmed by the increasing number of dengue cases in the Philippines. We are concerned about the exposure to dengue-infected mosquitoes of the internally displaced people in our project areas especially those who live in tents and temporary shelters” said David Gazashvili, CARE Philippines Country Director.
The Bangsamoro region, where CARE has ongoing programs, already exceeded the alert threshold level with 2,301 cases. The towns of Wa-o and Marantao in Lanao del Sur have the most number of dengue cases in the province which are adjacent to Marawi City where most displaced people stay.
CARE will be providing “dengue prevention kits” composed of insect repellent lotion and mosquito nets to be distributed in evacuation camps. CARE and its partners will also conduct awareness raising activities during distributions and will support the Department of Health’s “Deng-get-out!”, a vector control program which aims to search and destroy mosquito breeding sites.
The City Health Office of Marawi and the province of Lanao del Sur are also coordinating with CARE and other international organizations for the provision of fogging machines that would help kill breeding dengue-infected mosquitoes.
CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls because, equipped with the proper resources, they have the power to lift whole families and entire communities out of poverty. CARE has worked in the Philippines since 1949 and is known for its programs on emergency preparedness and response, health, livelihood recovery, disaster risk reduction, climate change adaptation, innovations and gender-based violence, including humanitarian support to the displaced people in Mindanao, who still live in evacuation camps and temporary shelters two years after the Marawi City siege.
A BRIEF FROM MULTI-COUNTRY STUDY "WHAT DOES GENDER-SENSITIVE CASH AND VOUCHER ASSISTANCE LOOK LIKE?
What did we seek to change?
Cash and voucher assistance (CVA) is now a common tool in humanitarian action, used to meet the diverse needs of people displaced by crisis and conflict with greater dignity.1 While there is a growing body of evidence on the effect of CVA on women’s well-being and empowerment2 , in practice, an overwhelming amount of gender-sensitive CVA is currently designed using assumptions rather than evidence. Building on CARE’s commitment to be ‘cash ready’ to achieve breakthroughs with and for women and girl, CARE commissioned a study on gender-sensitive CVA that allowed actual CVA recipients to frame the discussion.
Why were we interested?
Three key issues motivated this research: (1) CARE’s ambition is to ensure that its CVA work is designed with and for women and girls, addressing their needs, challenges, and opportunities. (2) In line with this, CARE is strengthening its research, evidence, and knowledge management capacities. (3) The organization is also committed to convening others to improve policy, practice, and research on gender-sensitive CVA.
To achieve this ambition, we need to start by changing the top down approach the sector uses to design research about gender-sensitive CVA. The humanitarian community knows more about the impact of CVA on sectoral outcomes than we do about women’s and men’s perceptions of how its design and implementation actually support their needs, those of their families, and those of their communities. Collecting evidence from a user’s perspective will consequently change the way in which we use the evidence. For example, evidence suggests that the named recipient of the CVA can influence control of the transfer and access to information, but targeting women does not on its own mean that CVA is gendersensitive (and, in some cases, this approach may even exacerbate protection risks).
CARE is committed to being “cash ready” to achieve breakthroughs for women and girls in its cash and voucher assistance (CVA) and to convene other stakeholders on the gendered aspects of CVA. Building that commitment, CARE commissioned a study on gender-sensitive CVA from its own project participants. The study aimed at understanding the:
■ Extent to which women, men, boys, and girls have been involved in the design of CVA and the implications of this involvement.
■ Potential for CVA to foster positive and sustainable gender roles and relations that contribute to gender equity.
■ Gender-related barriers and risks associated with collecting and receiving CVA including social and cultural attitudes and protection risks.
The study drew directly from the experience of those affected by crisis in a range operating environment—Haiti, Jordan, Malawi, Niger, and the Philippines. The priority was to hear from the project participants themselves and 380 women and men partook in Focus Group Discussions, storytelling and individual interviews. The country-level research was supplemented by a global-level literature review and semi-structured interviews with CARE staff.
DEFINING WHAT IS GENDER-SENSITIVE CVA
Through discussions, a set of characteristics of gender-sensitive CVA were defined:
■ Designed to respond to the unique needs and capacities of women, men, boys, girls, and those of other genders;
■ Developed in in a manner that avoids exposing recipients to harm; and
■ Built on social norms work.
INCORPORATING GENDER INTO CVA DESIGN
Women’s involvement in the design of CVA differed across the study countries. In some locations there was limited participation while in others, such as a program in the Philippines, CVA was designed with a specific gender focus that ensured that households were given the opportunity to decide which family member should receive the cash, the location of pay points and/or distribution sites, and the best times of day for the cash to be made available.
In those places where women were less involved in design discussions, crisis-affected populations highlighted that this resulted in less awareness of the role that they could play in decision-making at the household and community level upon receipt of the transfer. In some cases, this led to difficulties in collecting their transfers due to the location of pay points and/or distribution sites, delivery times, and transfer mechanisms.
The absence of involvement of affected communities, particularly women, in the design process highlighted the need for robust gender analysis to be systematically included as an integral part of needs analysis, both at the start of and throughout implementation of CVA. Without this, a number of threats to gender-sensitive CVA—and particularly to CVA that considers the specific needs and capacities of women—are likely to remain. This study found that these threats can exist both outside of the household, such as safety and security issues for women when collecting their transfers, but also within the home where risks of tension and violence may be increased when women are targeted as recipients.
OPPORTUNITIES FOR FOSTERING POSITIVE AND SUSTAINABLE GENDER ROLES AND RELATIONS THROUGH CVA
In line with the findings of earlier studies, this study found that, to promote more positive and sustainable gender roles and relations and transformative, CVA needs to be combined with complementary interventions—the Cash Plus approach. Recipients in all study countries cited healthcare, education training and skills development and the provision of essential services (such as legal support and financial advice) as important complementary interventions, which could be connected to via Cash Plus. The approach should be aimed at women and men, both at the household and community level.
The Philippines and Jordan provided examples of the adoption of the Cash Plus approach. In the Philippines, some recipients were provided with information sessions focusing on gender equity, financial literacy, child protection, resilience building, and hygiene and sanitation in addition to their CVA. Respondents confirmed that this had resulted in longer-term changes that extended beyond the timeframe of the CVA related to improved household-expenditure decisions, enhanced budgeting and savings skills, increased resilience, and strengthened livelihoods development. In Jordan, a case management approach was adopted in which all CVA recipients were referred for additional services providing psychosocial support, education, legal and health services, and vocational training. Provision of livelihoods support was also an important feature of Jordan’s approach to Cash Plus.
In some locations, Village Savings and Loan Associations (VSLAs) provided a complementary form of support to women receiving CVA. In Haiti, Malawi, and Niger, some women used a portion of the transfer to contribute to and participate in VSLAs, which not only had immediate impacts in terms of increasing women’s involvement in household-level financial decision-making but also enhanced women’s longer-term financial management skills and capacities as a result of training received through these groups. Women involved in VSLAs highlighted the role of these groups— even in humanitarian response environments—as extremely important as they provided safe spaces for women to meet and strengthened women’s voices at the community level in addition to strengthening participants’ financial management skills.
The study also found that the inclusion of men in Cash Plus, such as gender equity trainings and awareness-raising sessions, was important to encourage positive attitudinal changes with regard to women’s roles, including in relation to financial decision-making