What remains the same? (in comparison with the 2010 version)
- The CCCs continue to be the core UNICEF Policy and Framework for humanitarian action. They describe UNICEF’s obligations, and results sought with partners.
- They cover 1) Policies, principles and accountability, 2) Programme commitments, 3) Operational commitments.
- Programmes are structured around a Strategic Result, results-based Commitments with associated Benchmarks, derived from global standards in the respective programme areas.
Targeted audience and intended use
- A mandatory policy for all UNICEF personnel, with organizational and managerial commitments
- A programming reference for UNICEF and its partners to design programmes and partnership agreements
- A reference framework for planning, monitoring and reporting for every UNICEF Country Office. CCC benchmarks are supported by existing accountability and reporting systems , including the CCC Indicator Guidance and CCCs Monitoring Framework for Operational Commitments
- A partnership tool for UNICEF and its partners to discuss mutual accountabilities
- A one-stop shop on the most up-to-date humanitarian policies and guidance on programmes and operations –through hyperlinks that will be regularly updated during the shelf life of the CCCs.
- A communication and advocacy instrument
The new website of UNICEF in emergencies is built around the new CCCs. corecommitments.unicef.org
- The CCCs must be used by every Country Office (CO) as a framework to monitor the situation of women and children and take appropriate preparedness and response measures, in order to deliver predictable, timely, principled and child-centred humanitarian response.
- The CCCs apply in every crisis and describe UNICEF commitments to the most disadvantaged children and their families,, regardless of the kind of crisis (sudden-onset or protracted emergencies, natural disasters, public health emergencies, complex emergencies such as international or internal armed conflicts, etc), irrespective of the Gross National Income level of the country (low, middle or high) or legal status of the affected populations.
- While the CCCs apply in all contexts, UNICEF’s scope of action and programming will be adapted to the context, based on the analysis of the situation, assessment of humanitarian needs and national capacities. UNICEF implementation modalities may include systems strengthening, through technical assistance, policy development and capacity-building; support for service delivery; direct programme implementation; intervention through operational partners; remote programming; coordination; and advocacy.
New UNICEF Organizational & Managerial Commitments to deliver on the CCCs
- A new section on UNICEF institutional responsibilities to deliver on the CCCs outlines the role and responsibilities of CO/RO/HQ (organizational commitments) and all staff to deliver on the CCCs (managerial commitments), and describe the internal procedures set up to allow UNICEF to be a timely, predictable and efficient partner.
- Organizational Commitments lay the foundation of an accountability framework
- Managerial commitments are anchored in UNICEF appraisal framework. Example: All UNICEF personnel are expected to know the CCCs, promote their implementation and contribute to their fulfilment; to apply the emergency procedures, according to the context. All UNICEF senior managers at Headquarters (HQ), Regional Office (RO), CO and Field Office are responsible and held accountable for: Implementing and enforcing the CCCs as the framework for preparedness and humanitarian response; Practising and promoting standards of behaviour based on the core values of care, respect, integrity, trust and accountability as per UNICEF Competency Framework, and as a foundation of their humanitarian leadership; Empowering staff to deliver results for children, holding them accountable for those results, and creating a climate that encourages quality organizational performance and efficient partnerships
Updated Policies, principles and accountability
- Updated commitments on centrality of protection, child safeguarding, AAP, PSEA, ethical generation and data protection, in line with global humanitarian policy and architecture
New Overarching Programme Commitments and associated benchmarks
- Overarching Commitments: Preparedness; Coordination; Supply; Humanitarian Access; PSEA; AAP
- Overarching Approaches: Quality of programmes; Multisectoral and integrated programming; Equity, Linking humanitarian and development; Environmental sustainability and climate change; Localization; Community engagement for behaviour and social change; Humanitarian cash transfers
- Cross-sectoral Commitments: Gender; Disabilities; Adolescents; Early Childhood Development
- Situation specific commitments: Public health emergencies; Large displacements of refugees, migrants and internally displaced people.
Key Considerations on Programmes
- For all sectors key considerations are developed on: Advocacy; Coordination and Partnerships; Quality Programming and Standards; Linking Humanitarian and Development.
Operational Commitments strengthened with monitored benchmarks
- All operational commitments are associated with CCCs Monitoring Framework for Operational Commitments, which builds on UNICEF’s corporate systems(VISION) to track performance in HR, Finance and Administration, Supply and Logistics, Partnerships, Resource Mobilization…
- New section on Partnerships with governments and civil society organizations for programme implementation
Effective Performance Monitoring and Reporting
- Programme commitments and benchmarks (Chapter 2) are supported by the CCCs Indicator Guidance. The Guidance aligns the indicators of the Results Assessment Module (RAM), the Strategic Monitoring Questions (SMQs), the Humanitarian Action for Children (HAC) and the Situation Reports in the same framework. This will assist COs to coherently plan, monitor and report their humanitarian response.
- CCCs Monitoring Framework for Operational Commitments, builds on UNICEF’s corporate systems (VISION) to track performance against Operational commitments in HR, Finance and Administration, Supply and Logistics, Partnerships (Chapter 3)