- CaLP's strategy

Strategic Directions for 2015-2019

CaLP will work to contribute to the achievement of its overall goal by implementing activities across four main outcomes:

Outcome 1: Capacity Building

Humanitarian actors have developed institutional capacity to design, implement, monitor, evaluate and coordinate quality and appropriate CTPs, including multi-purpose / multi-sectoral CTPs.

Outcome 2: Research, Evidence & Learning

Humanitarian actors utilise operational research as an evidence base to design, implement, monitor, evaluate and coordinate CTPs. 

Outcome 3: Collaboration, Facilitation and Operational Partnerships

Humanitarian actors have developed leadership, preparedness and coordination structures, accountability mechanisms and operational partnerships to enhance actual rapid adoption of CTP in the early stages of emergency response.

Outcome 4 : Advocacy and Influencing

Humanitarian actors are supported in positively reframing the perception of CTP, mainstreaming its use as a response option and building a shared future vision of CTP in 2019.

How will CaLP achieve its vision?

Throughout its first decade CaLP demonstrated its expertise in a number of key areas; advocacy, research, capacity building, communication and coordination. Maintaining a careful balance between its focus interventions ensures that quality (effective and efficient) programmes are at the centre of its output. It is the marriage of these areas of expertise, supported by its collaborative approach, which gives CaLP its value, leverage and impact in the humanitarian community.

The diagram below illustrates how CaLP will use its expertise and added value to continue to drive progress towards its vision.

Evolving practice: The dark green boxes represent the process of continual evolution of CTP from implementation at the top of the diagram. This evolving practice progresses through innovation in practice, that leads to improved outputs which when translated and disseminated, in turn leads to improved practice and further innovation. CaLP considers this as the engine necessary to achieve its goal.

Rapid and inclusive development: CaLP’s approach is designed to facilitate and maintain the momentum in this engine and is represented in the light green boxes.

CaLP coordination and information activities will support the design and delivery of quality programmes. For example, CaLP’s regional working groups will continue to provide a platform for the exchange and coordination of planned activities and will be supported by regional thematic working groups. With CaLP’s support, these groups will identify and tackle obstacles to CTP and ensure that policy remains relevant and contextually specific. 

  • CaLP information sharing and research and evidence building will promote innovation and programme evolution. Identifying gaps and working with its community of practice to solve problems and fill knowledge gaps ensures that innovation is promoted and documented. CaLP’s focus on practical research outputs supports broad uptake and utilization of findings. Learning is shared using its multitude of online and face to face opportunities for learning and information dissemination. 
  •  CaLP capacity building and learning activity forges the critical link in ensuring that learning and innovation leads to progressive and even development across all practitioners. CaLP will focus on supporting common standards and approaches and will disseminate these through learning events and specific learning programmes. CaLP’s opportunities to learn come in all shapes and sizes, from short training courses to longer term capacity building programmes and are structured to develop with the needs of the community of practice.

Supporting a global advocacy agenda:

CaLP aims to ensure that all voices are heard and decisions are based on a broad consultation and the active engagement of all relevant stakeholders. It achieves this by increasing the entry points or channels of its influence and impact through multiple, but focused methods. Its advocacy agenda is focused on its principles of action and will endeavor to give a voice to people affected by crisis, to civil society and to actors in humanitarian action. 

CaLP seeks leverage in the wider humanitarian community and decision-making apparatus by continuing to develop strategic partnerships and effectively working with and through its wider community of practice.  Collective action through these partnerships reinforces a global advocacy agenda and broad representation assists in achieving dynamic systemic change. 

Collective action is also dependent on the active engagement of all relevant stakeholders, which is supported at each of CaLP’s hubs by various collaborative platforms. These consist of various coordination forums, as well as the online groups and web based information platforms.