|Ensure a coherent and effective CCCM response, by mobilizing cluster partners to respond in a strategic manner.|
Promote best practice and relevant standards amongst partners engaged in CCCM response, with particular attention placed on Do-No-Harm principles.
1. Cluster Coordination
a) Assume overall responsibility for co-leadership of the CCCM ;
b) Work closely with other key members of the CCCM, including National, Provincial or Local Governments, OCHA, UNICEF and all other cluster members;
c) Secure commitments from humanitarian actors responding to or supporting the cluster response;
d) Support both multi-sector and CCCMspecific needs assessments and utilise existing secondary to inform sector response planning;
e) Identify gaps in the sector’s current coverage and advocate to address these gaps amongst humanitarian actors on behalf the affected population;
f) Lead updating of the CCCM Cluster work plan, and co-ordinate the harmonisation of response activities, ensuring that activities prevent overlap and duplication and thus maximize resources;
g) Ensure that inter-agency response strategy for CCCM reflects key findings from needs assessments, identifying gaps, and formulating a sector-wide interagency response plan, taking into account the cross-cutting areas from other sectors or clusters.
h) Ensure that information is shared amongst cluster members, and that information from other sectors and clusters is made available to cluster members in order to improve planning, integration and implementation;
i) Ensure clear and effective communication occurs between the field and the national cluster;
j) Contribute to regular OCHA sitreps, and take an active part in OCHA co-ordination meetings;
k) Ensure, along with the Cluster coordinator, representation of the CCCMin all relevant external meetings and collect/share information as relevant;
l) Ensure CCCM is explicitly included and prioritized in all multi-sector assessments and reports, including OCHA Sitreps;
m) Track and monitor cluster members fundraising for CCCM specific interventions, and ensure that members are aware of funding opportunities;
n) If the country response has access to Humanitarian Pooled Funds, work with members to identify key cluster priorities, assess submitted projects in regards to these priorities, their cost –effectiveness, and the needs of the affected population. Recommend the most effective projects for funding to the Humanitarian/Resident Coordinator regardless of submitting agency;
o) Participate actively with the Cluster Lead Agency to global humanitairian planning activities such as Humanitarian Needs Overviews (HNOs) and Humanitarian Response Plan (HRPs);
p) Form and chair any related Technical Working Groups that are requested by the cluster members;
q) Consult and identify how the CCCM cluster should facilitate the move towards early recovery and plan an exit strategy for the cluster;
r) Ensure that NGO perspectives and the consensus view of NGO cluster members is represenated within the Humanitarian Country Team and associated documents produced.
2. Capacity Building
a) Carry out capacity mapping of all current and potential CCCM actors – government, national and international humanitarian organizations as well as national institutions and the private sector;
b) Promote and support training of humanitarian personnel and capacity building of humanitarian partners, based on the mapping and understanding of available capacity;
c) Identify learning and training opportunities for CCCM cluster members and work in increase capacity in preparedness and response within the cluster
d) Ensure that cluster participants are aware of relevant policy guidelines, technical standards and relevant commitments that the Government/concerned authorities have undertaken under international human rights law;
e) Promote Protection main-streaming and regard for Do-No-Harm principles into the response of CCCM members. Liaise with the Protection, Child Protection, GBV, mine-action working groups where necessary ;
f) Where appropriate, ensure that capacity building of ACTED programme staff occurs in order to ensure on-going sustainability and quality of ACTED’s CCCM response.
Take steps to move the CCCM in line with the principles of the Transformative Agenda (e.g. accountability to the affected population, beneficiary participation)