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The displacement of people within their own countries owing to war or natural disaster is a matter of growing concern worldwide, especially among those involved in humanitarian work. This concern is amply justified: time and again, internally displaced people (IDPs) suffer extreme hardship that jeopardizes their very survival.

A host of dangers threaten IDPs, whether during their flight, while they are displaced, or even upon their return home or their resettlement elsewhere. The death toll among IDPs - especially

The INSARAG Guidelines have been prepared by USAR responders around the world to guide international USAR teams and disaster-prone countries to perform disaster response operations during major disasters. The Guidelines are a living document that will be improved whenever lessons are learned and best practices identified in the evaluation of international disaster response operations.

The Field Coordination Support Section (FCSS) of UN OCHA, which is the seat of the INSARAG Secretariat, has facilitated the development of the INSARAG Guidelines and Methodology by the member

Since the late 1990s, there has been increasing recognition of this need to 'mainstream' disaster risk reduction into development - that is, to consider and address risks emanating from natural hazards in medium-term strategic frameworks and institutional structures, in country and sectoral strategies and policies and in the design of individual projects in hazard-prone countries. A number of development organisations have begun efforts to mainstream disaster risk reduction into their work, undertaking various related institutional, policy and procedural changes

In January 2007, Subciao, Italy, four working groups discussed how to mainstream market analysis in Comprehensive Food Security and Vulnerability Analyses (CFSVAs), Emergency Food Security Assessments (EFSAs), joint FAO-WFP Crop and Food Supply Assessment Missions (CFSAMs), and Food Security Monitoring Systems (FSMS). Each group focused on one of these information products and:

- considered whether markets are adequately analysed and suggested some key ways to improve integration in the short term;
- defined a core set of indicators for

This report by the Tsunami Cash Learning Project follows an earlier piece of HPG research by Paul Harvey on emergency cash transfers. It set out to record the experiences of agencies implementing cash-based interventions, and their results, and to develop guidelines for future emergency cash interventions.

The overwhelming majority of reviews demonstrate that cash is an effective resource transfer option in many contexts. The tsunami disaster was an opportunity for agencies to implement cash transfers for two main reasons: first, because of the considerable

The United Nations High Commissioner for Refugees' (UNHCR) ARV policy for refugees is designed to offer guidance to UNHCR and its implementing and operational partners as well as to host Governments on the provision of the different forms of available ARVs, namely short-term preventive ARVs to avoid mother-to-child transmission (PMTCT) and post-exposure prophylaxis (PEP) to reduce the likelihood of HIV transmission in certain situations as well as long term ART. This document sets the objectives as to the availability of ARVs and ART for refugees

The implementation plan seeks to reinforce WFP's capacity to develop more appropriate responses to food insecurity-related humanitarian needs through provision of transparent, credible, accurate and timely food security assessment and pre-crisis information in emergency situations. A major component of the Implementation Plan is the SENAC project with the objective of reinforcing WFP's capacity to assess humanitarian needs in the food sector during emergencies and the immediate aftermath through accurate and impartial needs assessments.

The SENAC project concentrates specifically on:

Throughout CMI's existence it has worked in the wider arena of "crisis management" - as the name of the organisation stipulates. At the same time, however, it has been clear to everyone involved in CMI's work that there is still a lot of narrowing down to do. Through the strategy revaluation process the organisation has been doing exactly that.

Based on the strategy process the core task of CMI is twofold. On the one hand it supports the capacity of the international community - with its various stakeholders - to act effectively