Humanitarian Practice

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q SECTORAL COMMITMENTS describe at a high-level what UNICEF is working towards by meeting its commitments and benchmarks. Strategic results ​ describe the undertaken by UNICEF and its partners in their humanitarian action and advocacy in a particular sector. Sectoral commitments scope of activities ​ describe the against the commitments. They set expected standards to be applied across all programming in that sector. Benchmarks performance levels expected ​ provides the framework for all programmes. Needs assessments, planning, monitoring and evaluation Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Programme Approaches Next: Needs assessments, planning, monitoring and evaluation > Back to Top

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q GENDER EQUALITY AND EMPOWERMENT OF GIRLS AND WOMEN Strategic Result Children, adolescents and their communities benefit from gender-responsive programmes and services Commitment Benchmarks Programmes are designed to prevent and mitigate the risks of GBV Coordination is established with GBV actors to ensure that GBV is mainstreamed in all sectors All sectors’ frontline workers and personnel are trained and equipped with information on available GBV response services and referral procedures to support GBV survivors 1: Ending Gender-Based Violence GBV prevention and risk mitigation for all is included in programmes, with a focus on the safety and resilience of girls and women [88] [89] See 2.3.1 Needs assessments, planning, monitoring and evaluation Organisations representing adolescent girls, women’s rights and youth are engaged in programme design, delivery and monitoring Women and adolescent girls are equitably represented in community feedback and complaints mechanisms Men and boys are mobilised to support and promote gender equality and the rights and engagement of women and girls 2: Community engagement and AAP with girls and women Adolescent girls, women and their respective organisations are actively engaged in the design and delivery of programmes and See 2.2.7 Community engagement for behaviour and social change 2.1.6 AAP Context-specific gender analysis informs the design and delivery of programmes in all sectors Planning, monitoring and evaluation of programmes, as well as reporting, include sex- and age-disaggregated data and strategic gender indicators, in accordance with the UNICEF Gender Action Plan Programmes intentionally promote positive behaviour and social change toward gender equality, especially by empowering adolescent girls Programmes and enabling environment services provided and/or supported are gender-responsive and address the different needs of girls, boys, men and women 3: Gender-responsive programming, including a lens on adolescent girls Analyses, needs assessments, programming and enabling environments (e.g. partnerships, communications) respond to the distinct needs and experiences of girls, women, boys and men See 2.3.1 Needs assessments, planning, monitoring and evaluation ​ ​ Key Considerations Advocacy Promote understanding of gender-power dynamics, including the socialization of some men and boys towards violence, and opportunities to reverse these harmful social norms by engaging across the sex and age continuum. Promote understanding that while humanitarian contexts may exacerbate pre-existing gender inequality, there may also be an opportunity for transformational change, particularly when working with and for adolescent girls and boys. Ensure UNICEF demonstrates the principles of gender equality in the management of human resources as well as in leadership and career development. ​ Coordination and Partnerships Collaborate closely with other UNICEF, interagency and intersectoral coordination mechanisms (e.g. Gender Theme Group, AAP). Identify and partner with local women’s organizations and youth networks. Promote the use of the . IASC Gender with Age Marker (GAM) Quality Programming and Standards Ensure that sex-, age-, disability- and other context-specific disaggregated data are collected, analysed and used. Systematically include a gender analysis, including GBV in emergencies, in all preparedness and response plans. Ensure all programming recognises systemic exposure to and risk of GBV that is differentiated by sex, age and disability. Ensure humanitarian responses are based on a gender analysis and recognise and respond to the specific vulnerabilities of girls and boys due to gender norms and cultural practices. Work with GBV actors and coordination mechanisms to reduce risks of GBV and ensure provision of care for survivors of GBV. Equip and train frontline workers with up-to-date information on available GBV response services and referral procedures to support GBV survivors. If there are no GBV actors available, train all personnel on the . GBV Pocket Guide ​ Linking Humanitarian and Development Strengthen all multisectoral systems to deliver gender-responsive services across all sectors, especially for GBV risk mitigation, prevention and survivor response, as GBV is exacerbated in humanitarian settings. Empower and equip all adolescents to become agents of positive social change before, during and after crises, to address gender inequities and gaps. In contexts affected by conflict, fragility, or major challenges to social cohesion, ensure that the situation of women and girls is systematically included in conflict analysis. ​ ​ < Previous: Cross-Sectoral Commitments Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning Next: Disabilities > Footnotes [88] Comprehensive GBV programming includes prevention, risk mitigation and response services for survivors. This commitment reinforces the need for quality multisectoral programming in the areas of prevention and risk mitigation, which has lagged behind response services. See GBV AoR, , 2019. The Interagency Minimum Standards for Gender-Based Violence in Emergencies Programming GBV, including sexual violence, does not discriminate by sex or age. However, reported and unreported rates of GBV are significantly higher for girls and women. Therefore, as per UNICEF programming guidance, an intentional programming approach with and for girls and women must be prioritised, in addition to engaging boys and men. [89]

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q INSTITUTIONAL RESPONSIBILITIES Quick Links Commitment to Deliver on the CCC's The CCCs state the organisation's – and each Country Office’s - commitment to respond, regardless of the kind of crisis (sudden-onset or protracted emergencies, natural disasters, public health emergencies, complex emergencies, international or internal armed conflicts, etc. [8] ), irrespective of the Gross National Income level of a country (low, middle or high), or legal status of the affected populations. and See 1.2.4 Application 1.2.5 Implementation UNICEF has established clear accountability and systems to ensure that all UNICEF personnel and all sectors of the organisation at global, regional, country and local level are empowered and held accountable for the fulfilment of the CCCs. ​ Emergency Procedures All UNICEF personnel are expected to know and apply the emergency procedures [9] . UNICEF’s emergency procedures set out a streamlined mechanism for organisation-wide mobilisation to support the timely delivery of humanitarian response. This includes the immediate deployment of financial, human and material resources and a set of fast-track procedures and mechanisms to enable the rapid delivery of humanitarian response, timely decision-making and effective partnerships. ​ Risk Management UNICEF’s Enterprise Risk Management Policy supports well-managed risk-taking and mitigating strategies. This implies accepting risk when benefits for children are maximised and outweigh costs; anticipating and managing risks through continuous risk assessment, and proper mitigation measures; making prompt decisions; and recognising that affirmative management of risks is critical to success. ​ Roles and Responsibilities All UNICEF personnel, all sectors and offices of UNICEF at global, regional, country and local level are responsible for the fulfilment of the CCCs. ​ UNICEF personnel All UNICEF personnel, whether operating in a humanitarian or development context: Are expected to know the CCCs, promote their implementation and contribute to their fulfilment, according to the context Are expected to know and apply the emergency procedures, according to the context Must observe the standards of conduct of the International Civil Service , the UN Code of Ethics and UNICEF’s core values [10] ​ All UNICEF senior managers at Headquarters (HQ), Regional Office (RO), Country Office (CO) and Field Office (FO) 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 organisational performance and efficient partnerships Developing and maintaining a positive working environment that is free from misconduct, including discrimination, abuse of authority and harassment Country Offices COs are responsible for the effective and principled delivery of UNICEF humanitarian action at country level. In case of cross-border operations, COs ensure appropriate coordination with ROs’ support. Country Representatives, with the support of the Country Management Team (CMT) and the guidance of the RO and HQ, are responsible for: Providing overall strategic direction, leadership and guidance to the CO team in the design and delivery of humanitarian programmes as well as on prioritisation and resource allocation Establishing dialogue and fostering strategic and principled collaboration and/or partnerships with the host government (and in conflict-affected contexts, with parties to conflict), with UN agencies, international financial institutions, media, civil society, private sector and academia Advocating with the national/local authorities, and in conflict-affected contexts, with parties to the conflict, to respect, promote and fulfil women’s and children’s rights, and to improve policies and programmes for children, women and communities Establishing dialogue and fostering strategic and principled collaboration and/or partnerships with the local authorities and, in conflict-affected contexts, with parties to the conflict for an unimpeded principled access and delivery of humanitarian assistance to the populations in need Representing UNICEF in humanitarian and development fora and advocating for the fulfilment of the CCCs in inter-agency coordination fora, such as UN Country Team (UNCT), Security Management Team (SMT), and Humanitarian Country Team (HCT) Monitoring the situation of children, women and communities with a view to detecting imminent crises; identifying major unmet humanitarian needs of children and taking appropriate measures in line with the CCCs to address them Ensuring UNICEF delivers on its IASC commitments at country level, including on coordination Ensuring the delivery of quality humanitarian programmes and their effective monitoring for corrective action See 2.2.1 Quality of programmes Ensuring that UNICEF is a responsive and reliable partner See 3.5 Partnerships with governments and civil society organisations for programme implementation Providing support to national and local partners See 2.2.6 Localisation Establishing alliances with donors and mobilising multi-year and flexible resources Ensuring the optimum management of programme resources (financial, human, administrative and other assets), including through the design and adjustment of an office structure fit for purpose for emergency programmes and operations See 3.1 Administration and finance Ensuring that activities are conducted in a way that manages the risks to personnel, premises and assets, and ensures the protection and security of staff members and UNICEF See 3.7 Security management Ensuring that UNICEF’s zero tolerance to SEA is upheld, including mandatory PSEA training of all UNICEF personnel and partners, prompt reporting of SEA allegations and referral of survivors for support ​ Field Offices Chiefs of Field Office, with the support of their team and the guidance of the Representative, are responsible for effective and principled delivery of UNICEF humanitarian action at local level. This includes: Representing UNICEF in the area of responsibility, providing leadership in the provision of technical advice, negotiation and advocacy with every stakeholder Advocating with the local authorities, and in conflict-affected contexts with all parties to the conflict, to respect, promote and fulfil women’s and children’s rights Establishing dialogue and fostering strategic and principled collaboration and/or partnerships with the local authorities and, in conflict-affected contexts, with all parties to the conflict for an unimpeded principled access and delivery of humanitarian assistance to the populations in need Ensuring effective management of UNICEF presence, staff and assets; providing direction, leadership and guidance to the field office team; and managing their performance to deliver results for children and conduct effective partnerships Sustaining dialogue and regular engagement with local communities and authorities Undertaking field visits, ensuring that field office staff conduct field visits to monitor and assess programme implementation for corrective action Identifying major unmet humanitarian needs of children and taking appropriate measures in line with the CCCs to address them Providing local authorities and service providers with technical support and guidance, building and reinforcing the capacities of national and local partners Maintaining effective partnerships and collaboration for advocacy, technical cooperation, programme development/management/coordination, information-sharing and networking Ensuring the optimum use of programme resources (financial, human, administrative and other assets) through systematic assessments and monitoring of operations, including through monitoring the allocation, disbursement and liquidation of programme funds ​ Regional Offices ROs, with the support of HQ, are responsible for providing guidance, oversight and direct technical and operational support to COs. ROs also coordinate cross-border, cross-regional and multi-country responses. Regional Directors, with the support of the Regional Management Team, are responsible for providing direction, leadership and guidance to COs to ensure the achievement of organisational mission, strategy, goals and objectives. This includes: Representing UNICEF in the region; establishing and maintaining the highest level of contacts and effective relationships with regional partners, including UN and national partners, intergovernmental organisations, international financial institutions, NGOs and civil society; and leveraging strategic partnerships for humanitarian action Conducting regional advocacy and supporting country level advocacy to protect the rights of children, promote adherence to international laws and standards, facilitate principled humanitarian access and the delivery of programmes, and promote child-friendly policies and practices Monitoring regional risks and defining regional strategies and plans for preparedness and emergency response; reviewing and guiding COs on their risk assessment and management Providing guidance and direct support to COs on their preparedness and emergency response, resources, budget, fundraising and use of emergency procedures Leveraging regional partnerships for emergency preparedness and response; establishing alliances with donors and mobilising multi-year and flexible resources on behalf of COs Monitoring the effectiveness of UNICEF country emergency response and the efficient use of country programme resources with a view to improving country programme performance Monitoring effective human resources management within the region; ensuring the availability of technical staff within the RO, facilitating the short-term deployment of staff as needed and assisting in staff redeployment in emergency situations; developing and implementing regional communication, information and advocacy strategies Establishing logistics and supply operations and hubs Providing support to COs on staff safety, security and counselling Informing the development of global norms and policies based on regional experience Facilitating cross-learning between COs within the region and across regions ​ Headquarters HQ develops and maintains corporate standards, policy and tools on humanitarian action; provides technical and operational support to COs jointly with ROs, and to ROs in their preparedness and response efforts; engages in external fora and partnerships; and maintains resources to support ROs and COs in crises beyond their capacity. All UNICEF Division Directors are responsible in their respective areas for: Ensuring oversight of the organisation's performance in humanitarian response, and ensuring coordination of institutional and cross-divisional support to ROs and COs Mobilising technical expertise and resources (human, material, financial) to support ROs and COs in their preparedness and response efforts Conducting global advocacy and supporting regional and country advocacy to protect the rights of children, promote adherence to international laws and standards, facilitate principled humanitarian access and the delivery of programmes, and promote child-friendly policies and practices Advocating with states, and in conflict-affected contexts with all parties to conflict, to respect, promote and protect women’s and children’s rights, and for an unimpeded principled access and delivery of humanitarian assistance to the populations in need Providing strategic leadership and overall direction to ROs and COs for the implementation of humanitarian response and the fulfilment of the CCCs Providing strategic and technical guidance to ROs and COs in their preparedness and emergency efforts, monitoring and evaluating the quality of emergency response Developing and maintaining strategic partnerships for humanitarian action with counterparts in institutions/foundations, development agencies, UN agencies and NGOs for the purposes of programme co-operation, knowledge sharing, policy development and resource mobilisation Developing policies, guidance, tools and systems to enable the delivery of humanitarian response Facilitating knowledge management, knowledge transfer and learning across the organisations Establishing security policy and managing security activities for UNICEF, in coordination with other UN agencies ​ National Committees National Committees, in close coordination with HQ, ROs and COs, contribute to delivering on the CCCs through fundraising, advocating for child rights and raising public awareness of children’s rights and needs, as well as through their partnerships with governments, national and local authorities, civil society organisations, human rights institutions, the private sector, academic and research institutions, and local media. In countries and territories where there is a National Committee Office, and no UNICEF office, and where Governments are requesting UNICEF’s support, National Committees and UNICEF may work together to establish a formal agreement defining their respective roles, responsibilities, and the modalities of their collaboration, in order to provide a coordinated response meeting the standards defined in the CCCs. In countries and territories without any UNICEF presence, UNICEF activates and fast-tracks procedures and mechanisms to enable the rapid delivery of humanitarian response, through the timely deployment of financial, human and material resources from HQ, RO, as well as from neighbouring COs, and National Committees when applicable, for a coordinated response meeting the standards defined in the CCCs. In all contexts, with or without UNICEF presence/intervention, Governments, civil society organisations (CSOs) and other stakeholders can use the CCCs as a reference to design their humanitarian action and guide their efforts in setting and meeting standards for respecting, protecting and fulfilling the rights of children and affected populations. References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY Introduction Scope of CCC's Definition ​ The Role of States ​ Partnerships ​ Application ​ Implementation ​ Performance Monitoring International Legal Framework Global Standards and Principles Humanitarian Principles ​ Humanitarian Advocacy ​ Global Humanitarian Standards ​ Guiding Principles ​ Centrality of Protection ​ Accountability to Affected Populations (AAP) ​ Child Safeguarding ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Ethical Evidence Generation and Data Protection Institutional Responsibilities Commitment to Deliver on the CCC's ​ Emergency Procedures ​ Risk Management ​ Roles and Responsibilities PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS CCC Learning < Previous: Global Standards and Principles Next: Programme Commitments > Footnotes [8] A humanitarian crisis is defined as any circumstance where humanitarian needs are sufficiently large and complex to require significant external assistance and resources, and where a multi-sectoral response is needed, with the engagement of a wide range of international humanitarian actors. This may include smaller-scale emergencies; in countries with limited capacities, the threshold will be lower than in countries with strong capacities. An emergency is a situation that threatens the lives and well-being of large numbers of a population and requires extraordinary action to ensure their survival, care and protection. [9] UNICEF emergency procedures include the , , and . The SSOPs are undergoing a comprehensive review with a view to developing new emergency procedures for all crises with certain provisions for L2 and L3 emergencies – in line with the CCCs and Humanitarian Review. On 20 March 2020, new emergency procedures were developed for COVID-19 building on the existing L3 SSOPs, as well as new COVID-19 specific guidance. Simplified Standard Operating Procedures (SSOPs) for Corporate Emergency Activation Procedure in Level 3 Emergencies UNICEF Procedure on Corporate Emergency Activation for Level 3 Emergencies UNICEF Procedure on Regional Emergency Activation for Level 2 Emergencies UNICEF Procedure for Level 2 Emergencies [10] and . ICSC Standards of Conduct for the International Civil Service UN Code of Ethics

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q ADMINISTRATION AND FINANCE Commitment Benchmarks Financial accountability, internal governance, control mechanisms and risk management are in place and regularly updated Appropriate levels of authority are delegated within the CO to facilitate rapid and flexible response at field level 1: Efficient use of resources Programmes are delivered through transparent and efficient use of resources Cash replenishment processes are in place and alternative options identified Cash and funds transfer mechanisms are in place and cash availability is regularly assessed Funds are disbursed in a timely manner, for intended purposes and in compliance with established procedures 2: Timely disbursement of funds Cash is disbursed to partners and vendors in a timely manner and in compliance with established procedures Staff are provided with adequate resources, office space, equipment, transportation, accommodation, security and logistics support which meet the duty of care principles and facilitate the delivery of programmes Practical business continuity plans are in place and tests are conducted on a regular basis 3: UNICEF field presence Safe and conducive working environments and appropriate accommodation are in place to enable UNICEF field presence and programme delivery ​ Key Considerations Apply emergency procedures, as well as preparedness minimum standards to improve the timeliness and effectiveness of UNICEF humanitarian response. Based on programme and staffing needs and projected field presence adapted to most effectively access and address humanitarian needs of affected population, develop financial and human assets, office structures and a staff accommodation plan. Ensure that UNICEF field presence and operations allow for adequate identification and response to the needs of affected populations, including those in hard-to-reach area. Strive to stay and deliver in complex and high threat environments, and use humanitarian principles to guide UNICEF actions and decisions in complex operational environment Prepare a robust business continuity plan based on context-specific emergency crisis scenarios to ensure that UNICEF and its partners can continue to deliver an emergency response at an acceptable level, and that staff can continue to operate and recover within an acceptable timeframe should key assets be unavailable or inaccessible. Establish a robust Enterprise Risk Management system to ensure that analysis of risks, mitigations, action plans and other risk-related information are immediately accessible. Optimize the delegation of authority to field and/or zonal offices. Maintain an open dialogue and information-sharing with partners on risk management and support the capacity development of partners to prevent and manage financial risks, while respecting humanitarian principles, protecting child rights and complying with UNICEF’s Child Safeguarding policy. Build the capacity of both UNICEF and partners’ personnel responsible for funds management, especially when scaling up partnerships and programmes. Strengthen partnerships with other UN agencies to build on their systems, processes and knowledge. Maximize collaboration through a Business Operation Strategy. As far as possible, identify options for common premises. The Country Representative is ultimately responsible for ensuring that risk assessment and internal controls are in place to mitigate risks, including in cases where they delegate this authority. UNICEF managers are responsible for effective financial management. Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS Administration and Finance ​ Human Resources ​ Information and Communication Technology (ICT) ​ Communication and Advocacy ​ Partnerships with Governments and Civil Society Organisations for Programme Implementation ​ Resource Mobilisation ​ Security Management ​ Supply and Logistics ​ CCC Learning < Previous: Operational Commitments Next: Human Resources >

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q SOCIAL PROTECTION Strategic Result Vulnerable children, adolescents and their caregivers have access to financial support to meet their essential needs Commitment Benchmarks Coordination between the social protection and the humanitarian cash coordination systems is established and functional 1. Coordination Effective coordination are established and functional Technical assistance is provided to existing social protection systems to maintain regular social protection programmes, including social transfer payments Where appropriate and feasible, multisector humanitarian cash transfers are designed to strengthen and/or build nascent social protection systems Where appropriate and feasible, technical and/or financial assistance is provided to adjust and/or scale up social transfers to respond to newly identified needs[85] 2: Support social protection systems [84] Adequate support is provided for the effective functioning of social protection systems See 2.2.4 Linking humanitarian and development Scale-up of social transfer programmes includes groups at risk of social exclusion[86] when relevant and feasible Links between social transfers and social services are promoted Risk assessments are undertaken to implement safest access modality for at-risk groups, including girls and women 3: Access to social transfers Support national systems to address financial barriers of the most disadvantaged and vulnerable families to meet their essential needs Social protection system scale-up is informed by community consultation Any changes to procedures and requirements for social transfers are communicated to the population Mechanisms to seek feedback and redress grievances are functional 4: Community engagement and AAP Communities are consulted and informed on the planning, design and implementation of social protection programmes See 2.1.6 AAP See 2.2.8 Humanitarian cash transfers Social protection is a set of policies and programmes aimed at preventing or protecting all populations from poverty, vulnerability and social exclusion throughout their lifecycle, with a particular emphasis on vulnerable groups . [83] ​ Key Considerations Advocacy Advocate to leverage national resources for: shock-responsive social protection systems and for increased use of social protection systems in humanitarian response; for budgetary allocations supporting social transfers; and to extend social protection to non-citizens (especially in context of forced displacement and migration). Promote the role of social protection in humanitarian programming, including in leveraging existing systems for delivering humanitarian cash transfers. ​ Coordination and Partnerships Align humanitarian cash transfers as closely as possible to existing or planned social protection programmes/services, as per SRSP Guidance. Develop joint action plans with national authorities to support adjustment and/or scale-up of social transfers in emergencies and contribute to longer-term resilience-building. Quality Programming and Standards Prioritise multisectoral cash transfers to improve access to different essential services, including health, nutrition, WASH, education and child protection. Promote the strengthening or introduction of linkages between social protection system and other essential services, such as health, nutrition, WASH, education and child protection. Promote timeliness of transfers, coverage of newly vulnerable groups, reducing barriers to enrolment, ensuring safe delivery of assistance, especially to the most vulnerable. Promote the access to safe, equitable and inclusive social protection programmes for the most vulnerable and groups at risk of social exclusion[87]. Introduce gender- and age-responsive programming, taking into account the unique needs of women, adolescents and girls. Integrate GBV risk mitigation in all social protection programmes. Work with GBV actors and coordination mechanisms to reduce risks of GBV and ensure provision of care for survivors of GBV. Equip and train social protection personnel with up-to-date information on available GBV response services and referral procedures to support GBV survivors. If there are no GBV actors available, train social protection staff on the GBV Pocket Guide. ​ ​ Linking Humanitarian and Development Promote government leadership and ownership at the national and sub-national levels in the design, resource allocation, monitoring and implementation of social protection programmes. Promote linkages between early warning systems and social protection systems to make them shock-responsive (e.g. inclusive targeting and registration; strengthening cash delivery mechanisms for timely scale-up; contingency budgeting at national and sub-national level to increase support for humanitarian assistance; climate change and disaster risk reduction). Ensure that humanitarian cash programmes are leveraged to develop and strengthen nascent social protection systems. ​ ​ Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Water, Sanitation, and Hygiene Next: Cross Sectoral Commitements > Footnotes [83] Vulnerability is the extent to which some people may be disproportionately affected by the disruption of their physical environment and social support mechanisms following disaster or conflict. Vulnerability is specific to each person and each situation. Vulnerable groups are those most exposed to risk, and particularly susceptible to the effects of environmental, economic, social and political shocks and hazards. They may include: children, adolescents, women, older people, pregnant adolescents and women, child and female-headed households, people with disabilities, unaccompanied minors, people from marginalized groups and the poorest of the poor, people marginalized by their society due to their ethnicity, age, gender, sexual identity, disability status, class or caste, political affiliations or religion. The typology of vulnerable groups may evolve depending on contexts and risks. [84] Social protection system refers to a system comprising the following key components: (i) evidence; (ii) policy, legal framework, finance and coordination; (iii) programmes (including social transfers); and (iv) institutional arrangements. [85] Scale-up refers to a range of options including (but not only): introduction of new programmes by the government; expansion of existing programmes; use of some or all components of the programmes’ operational system by other ministries (especially Disaster Risk Management) and/or other humanitarian actors such as UNICEF, to deliver humanitarian assistance. [86] The typology of groups at risk of social exclusion may evolve depending on contexts and risks. This may include pregnant women and child- and female-headed households, people with disabilities, people living with HIV, displaced people, refugees, migrants. [87] See Ibid for Vulnerable groups and groups at risk of social exclusion

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q WATER, SANITATION, AND HYGIENE (WASH) Strategic Result Children and their communities have equitable access to, and use, safe water and sanitation services, and adopt hygiene practices Commitment Benchmarks WASH sector/cluster coordination and leadership functions are adequately staffed and skilled at national and sub-national levels Core leadership and coordination accountabilities are delivered Quantity of water meets an initial minimum survival level of 7.5 litres, to at least 15 litres per person per day (Sphere)[73] Drinking water supply services meet at least “basic”[74] level, as per Joint Monitoring Programme[75] (JMP) standards Quality of water meets WHO or national standards No-one is practicing open defecation A maximum ratio of 20 people per functioning shared toilet, separated for men and women, with locks, child-friendly features and hand washing facilities, is ensured[76] and adapted to people with disabilities[77] Sanitation service meets at least “limited”[78] level, as per JMP standards Excreta is safely contained, collected, transported, treated and disposed of in a way that safeguards public health Health care and nutrition treatment facilities meet at least “basic”[79] JMP service levels for water, sanitation and hygiene services Learning facilities/schools for children, child-friendly spaces and protection-transit centres have at least “basic”[80] JMP service levels for water, sanitation and hygiene services Affected populations benefit from hygiene awareness-raising activities and have access to hygiene and menstrual health information Periodic risk assessments are conducted and inform sector policies and preparedness plans Capacity development and technical support are provided to all stakeholders at national and sub-national levels on linking humanitarian, development and peacebuilding[81] Children, their caregivers and communities are aware of available WASH services and how and where to access them Children, their caregivers and communities are engaged through participatory behaviour change interventions Affected people receive key hygiene communication in a timely manner At least 70% of target population is aware of key public health risks related to water, sanitation and hygiene and can adopt measures to reduce them Handwashing facilities are available as per the SPHERE standards Affected populations have access to necessary hygiene items to adequately undertake essential daily personal and household hygiene activities Affected populations benefit from hygiene awareness- raising activities and have access to hygiene and menstrual health information. Women and girls have access to menstrual supplies and facilities in the community 1. Leadership and coordination Effective leadership and coordination are established and functional See 2.1.2 Coordination 2: Water supply Affected populations have safe and equitable access to, and use a sufficient quantity and quality of water to meet their drinking and domestic needs 3: Sanitation Affected populations have safe access to, and use appropriate sanitation facilities; and excreta is safely managed 4: WASH in health care facilities and learning environments Affected populations have safe access to, and use, appropriate WASH services in health care and learning facilities for children 5. WASH system strengthening WASH national and local systems are equipped to assess, prevent and address risks and hazards at service delivery and user level See 2.2.4 Linking humanitarian and development 6: Hygiene promotion and community engagement for behaviour and social change At-risk and affected populations have timely access to culturally appropriate, gender- and age-sensitive information, services and interventions related to hygiene promotion, and adopt safe hygiene practices See 2.2.7 Community engagement for behaviour and social change Key Considerations Advocacy Advocate for the fulfilment of WASH core commitments for children, based on the universal human right to water and sanitation, as per General Assembly Resolution 64/292 (2010), Article 11 on the Right to an Adequate Standard of Living of the International Covenant on Civil and Political Rights, and General Comment 15 on the Right to Water (E/C.12/2002/11). Advocate for and engage with relevant authorities and partners for parties to conflict to stop attacks on water and sanitation infrastructure and personnel in line with international human rights and humanitarian law[82]. ​ Coordination and Partnerships As sector/cluster lead/co-lead for WASH: identify gaps; support effective advocacy, timely responses to filling critical gaps; establish monitoring and evaluation and knowledge management processes; consider specific needs related to gender, disabilities and age. In the case of a disease outbreaks, clarify at an early stage the roles of WASH sector and UNICEF on infection prevention and control measures in health care facilities, in close coordination with the health sector. Collaborate with the private sector, in the framework of Child Rights and Business Principles. Quality Programming and Standards Conduct multisectoral assessments, planning, programming and monitoring to address public health risks and malnutrition by creating barriers along the main pathways for pathogens to infect humans. Foster a multisectoral and integrated approach to contribute to reducing WASH-related risk factors at community/household level and in public health, education, protection facilities. Collaborate with Health, Education, Child Protection, Gender and Disability sectors when planning WASH facilities for health centres, schools, temporary learning spaces, child-friendly spaces and protection centres. Consider the use of cash transfers to deliver WASH responses: implement needs assessments, market analyses, and organization of cash/vouchers management tools. Target those who are most in need and hard-to-reach. Aim to close equity gaps in line with the “leave no-one behind” agenda. Aim for higher standards of service provision where feasible, starting with meeting at least the Sphere standards and indicators and aiming for higher JMP service levels. Water quality and quantity should aim to meet WHO guidelines, national standards, or equivalent. Promote household toilets and bathing facilities as the ideal for user safety, security, convenience and dignity when feasible because of the demonstrated links between ownership and maintenance. Alternatively, provide gender-segregated communal/shared facilities with context-appropriate safety features such as door locks and lighting. Ensure that water and sanitation systems (incl. their locations, technologies and service delivery mechanisms) 1) are resilient to extreme weather events (risks must have been assessed and appropriate interventions identified and implemented); 2) use renewable energy where possible; 3) do not aggravate climate impact (do not harm). Engage in solid waste management on a case-by-case situation at household, institutional or community level, including medical and menstrual health and hygiene waste. WASH requires specific approaches in urban environments. Higher density, limited visibility of at-risk groups and diverse ownership of assets affects the choice of response options and methods of delivery. Systematically engage affected communities, with specific attention to women and girls, to plan and implement: 1) preparedness and preventive action at community level; 2) needs assessments and WASH response, including identification of water point locations; design and adaptation of bathing and laundry facilities; identification of priority hygiene items to include in hygiene kits; design and adaptation of key hygiene messages to the local context. Establish feedback mechanisms to give affected people, especially women and girls, more control over the response and its impact on them. Ensure that adolescent girls and women are provided with an option to choose preferred menstrual health and hygiene materials and sanitation facility designs. Ensure that all at-risk groups, including women and girls, older people, people with disabilities and others with specific protection concerns feel safe and are protected from discrimination and GBV when collecting water or using toilets and bathing facilities, day or night, through participatory planning and regular beneficiary feedback mechanisms. Equip and train WASH personnel to refer GBV survivors. If there are no GBV actors available, train WASH staff on the GBV Pocket Guide. Engage persons with disabilities at all stages when designing accessible WASH facilities. Using safe and confidential feedback mechanisms based on affected populations’ preferred methods of communication, systematically use their views to review, inform and correct WASH interventions. Ensure that communities participate in decisions that affect their lives and have access to safe and confidential complaints mechanisms. ​ ​ Linking Humanitarian and Development Engage in multi-hazard risk assessment, planning and programming for WASH, in line with the Sendai Framework and other global standards and guidance on disaster risk reduction. Ensure that in contexts affected by conflict, fragility, or major challenges to social cohesion, WASH interventions are underpinned by a conflict analysis and are conflict sensitive. Ensure WASH data on water points and water infrastructure is stored in a robust manner (backed up digitally and off-site) that can be used for disaster recovery and rehabilitation programmes. Engage in Post Disaster Needs Assessment and recovery strategies for sustainable and resilient solutions. Strengthen humanitarian-development-peace linkages by moving from temporary to longer-term and durable solutions (e.g. establishing cost-effective water and sanitation infrastructure as soon as possible and keep water trucking to a minimum). Design WASH interventions that are resilient to current and future climate impacts and promote adaptive and environmentally sustainable WASH systems, using solar power where possible. Train communities and build national and local capacities for local water and sanitation system management that can remain after the emergency response. Align target and result figures with the JMP and UNICEF standards for coordination, water, sanitation, hygiene and WASH in schools, health centres and other institutions to help countries keep track of achievements towards SDGs during emergencies. ​ ​ Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Education Next: Social Protection > Footnotes [73] The quantity of water needed for drinking, hygiene and domestic use depends upon the context. It will be influenced by factors such as pre-crisis use and habits, excreta containment design and cultural habits. A minimum of 15 litres per person per day is established practice in humanitarian response. It is never a “maximum” and may not suit all contexts. In the acute phase of a drought, 7.5 litres per person per day may be appropriate for a short time. In an urban middle-income context, 50 litres per person per day may be the minimum acceptable amount to maintain health and dignity. [74] “Basic” drinking water supply service level as per the joint WHO/UNICEF Joint Monitoring Programme (JMP), refers to “Drinking water from an improved source, provided collection time is not more than 30 minutes for a roundtrip including queuing.” [75] The joint WHO/UNICEF Joint Monitoring Programme (JMP) for Water Supply Sanitation and Hygiene provides regular global reports on drinking-water and sanitation coverage to facilitate sector planning and management, to support countries in their efforts to improve their monitoring systems, and to provide information for advocacy [79] “Basic” WASH services in health care facilities as per JMP refer to 1) Water is available from an improved source on the premises; 2) Improved sanitation facilities are usable with at least one toilet dedicated for staff, at least one sex-separated toilet with menstrual hygiene facilities, and at least one toilet accessible for people with limited mobility; 3) Functional hand hygiene facilities (with water and soap and/or alcohol-based hand rub) are available at points of care, and within 5 metres of toilets. [80] “Basic” WASH services in schools as per JMP refer to 1) Drinking water from an improved source is available at the school; 2) Improved sanitation facilities, which are single-sex and usable at the school are available; 3) Handwashing facilities, which have water and soap available. [81] Capacity development and technical support aim to reinforce, among others, WASH institutional arrangements; coordination; risk-informed sector policies plans and strategies; and financing. ​

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q HEALTH See 2.5.1 Public health emergencies (PHE) Key Considerations Advocacy Advocate with national and local authorities (and in conflict-affected contexts with all parties to conflict), donors, partners and caregivers for every child and woman’s right to health , using global and national commitments around ensuring healthy lives and promoting well-being for all at all ages, including on health , the and the . [48] SDG 3 [49] CRC Astana Commitment Advocate for greater and timely investments to ensure timely access to life-saving care and to quality maternal, neonatal, child and adolescent health services. Advocate for the protection of health workers, health care users, health facilities, supplies and ambulances, with reference to IHL and relevant Security Council resolutions, including Resolution 2286.[50] In conflict affected contexts, establish a dialogue with all parties to conflict around access to health services and in line with IHL. ​ Coordination and Partnerships Clarify the responsibilities of UNICEF, national and local authorities and partners in response plans as early as possible. Ensure that the rights and needs of newborns, children, adolescents and women are adequately captured in interagency and health sector assessments, strategies and programming. Identify and address any gaps or bottlenecks in coordination mechanisms in collaboration with governments, the World Health Organisation (WHO) and other partners. Ensure coordination with mental health actors and psycho-social support services as per IASC Guidelines on Mental Health and Psycho-social Support. Quality Programming and Standards Foster an integrated multi-sectoral response: collaborate closely with other sectors (especially Nutrition, WASH, Education, Protection and Community Engagement for Behaviour and Social Change) for an integrated response to displacement, disease outbreaks, natural disasters and other situations that require multi-sectoral and integrated approaches. Focus on the most deprived and hard-to-reach: newborns, children, adolescents and women, especially in remote rural areas, urban slums and poorest and hard-to-reach communities who are often dis-proportionally affected by humanitarian crises. In the case of a mass casualty event, when governments or partners call for UNICEF’s support, ensure affected populations, especially newborns, children, adolescents and women, have access to first aid, emergency and trauma care and that health authorities are supported to launch and implement a comprehensive response, including psycho-social support. In areas at risk of such events, UNICEF and its partners, especially the health cluster/sector lead agency, should ensure preparedness for response. Healthcare facilities must be safe and child-friendly in line with early childhood development principles, as per the Framework on Nurturing Care, in terms of design, information provided and access. Rights and needs of children with disabilities and their caregivers must be considered during needs assessments, humanitarian needs overview exercises, response and recovery efforts. Work with GBV actors and coordination mechanisms to reduce risks of GBV and ensure provision of care for survivors of GBV. Equip and train health personnel with up-to-date information on available GBV response services and referral procedures to support GBV survivors. If there are no GBV actors available, train health staff on the GBV Pocket Guide. Systematically engage affected communities and local authorities in preparedness and preventive action at community level, and in the design, planning and monitoring of health programmes. Using safe and confidential feedback and reporting mechanisms based on affected populations’ preferred methods of communication, systematically use their views to review, inform and correct health interventions. Ensure that children, adolescents, caregivers and communities participate in decisions that affect their lives and have access to safe and confidential complaints mechanisms. Linking Humanitarian and Development Preventing health system and service collapse is of utmost importance soon after the initial shock to ensure ability to deliver all other programme commitments and reduce efforts and resources needed for early recovery. UNICEF should provide critical inputs towards re-establishment of routine services, e.g. cold chain for resumption of Expanded Programme on Immunisation services. Support the decentralisation and strengthening of primary health care in areas most subjected to natural disaster and conflict. Ensure front-line health workers are mobilised and supported by their local communities, authorities and CSOs, including local women’s and children’s organisations/groups, and mechanisms are in place for rapid expansion of integrated community services when needed. Identify and strengthen the capacity of existing community structures to respond to shock and contribute to the reconstruction of systems as soon as the context allows for recovery interventions to reduce needs, vulnerabilities and risks of affected populations. Strengthen resilience of communities and health infrastructure to withstand disaster-related hazards such as floods, hurricanes or earthquakes as determined by the risk assessment. Strategic Result Children, adolescents and women have access to life-saving, high-impact and quality health services Commitment Benchmarks UNICEF actively contributes to the interagency and intersectoral coordination mechanisms 1: Leadership and coordination Effective leadership and coordination are established and functional See 2.1.2 Coordination At least 90% of pregnant women and adolescent girls receive scheduled antenatal care[37] (ANC) in line with coverage of 4+ ANC visits At least 90% of pregnant women and adolescent girls receive skilled attendance at birth including essential newborn care, with desired quality[38],[39] At least 80% of mothers and newborns receive early routine postnatal care within two days following birth At least 80% of small and sick newborns have access to inpatient level 2[40] special newborn care within two hours of travel time ​ 2: Maternal and neonatal health Women, adolescent girls and newborns safely and equitably access quality life-saving and high-impact , maternal and neonatal health services [35] [36] At least 80% of the targeted children and women receive routine vaccinations, including in hard-to-reach areas[41] At least 95% of the targeted population are reached during vaccination campaigns conducted to reduce risk of epidemic-prone outbreaks[42] 3: Immunization Children and women receive routine and supplemental vaccinations Children and adolescents have safe and uninterrupted access to health services through functional health facilities, school and community-based activities and at the household level Children and adolescents receive quality, age- and gender-appropriate prevention, diagnosis and treatment for common causes of illness and death Children, adolescents and caregivers have access to psychosocial support 4: Child and adolescent health Children and adolescents safely and equitably access quality life-saving and high-impact child health services At least 70% of UNICEF supported facilities have adequate cohort of staff appropriately trained for providing basic health services[43] At least 70% of UNICEF supported facilities apply Quality of Care (QoC)[44] or clinical audit standards for reproductive, maternal, newborn, child and adolescent health and nutrition care (RMNCAHN)[45] At least 70% of UNICEF supported facilities and/or frontline workers submit data in real time for the health management information system (HMIS), reproductive, maternal, newborn, child and adolescent health and nutrition care (RMNCAHN) service mapping and for meeting the International Health Regulations (IHR) guidelines[46] All subnational storage points report no stock outs of the key health products[47] 5: Strengthening of health systems and services Primary health care continues to be provided through health facilities and community-based service delivery mechanisms See 2.2.4 Linking humanitarian and development Children, their caregivers and communities are aware of available health services and how and where to access them Children, their caregivers and communities are engaged through participatory behaviour change interventions Adolescents have access to information on health, including sexual, reproductive and mental health 6: Community engagement for behaviour and social change At-risk and affected populations have timely access to culturally appropriate, gender- and age-sensitive information and interventions, to improve preventive and curative health care practices See 2.2.7 Community engagement for behaviour and social change Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Needs Assessments, Planning, Monitoring, and Evaluation Next: HIV / AIDS > Footnotes [35] 16 high impact lifesaving interventions: Darmstadt GL, Bhutta ZA, Cousens S, Adam T, Walker N, de Bernis L, Lancet Neonatal Survival Steering Team: NSS, Lancet. 2005, 365 (9463): 977-988. 10.1016/S0140-6736(05)71088-6. Evidence-based, cost-effective interventions: how many newborn babies can we save? Preconception: (1) Folic acid supplementation; Antenatal (2) Tetanus toxoid immunization, (3) Syphilis screening and treatment, (4) Pre-eclampsia and eclampsia: prevention (calcium supplementation), (5) Intermittent presumptive treatment for malaria, (6) Detection and treatment of asymptomatic bacteriuria; Intrapartum (7) Antibiotics for preterm premature rupture of membranes, (8) Corticosteroids for preterm labour, (9) Detection and management of breech (caesarian section), (10) Labour surveillance (including partograph) for early diagnosis of complications, (11) Clean delivery practices; Postnatal: (12) Resuscitation of newborn baby, (13) Breastfeeding, (14) Prevention and management of hypothermia, (15) Kangaroo mother care (low birthweight infants in health facilities), and (16) Community-based pneumonia case management. [36] [37] Antenatal care (ANC) is provided by skilled health-care professionals to pregnant women and adolescent girls in order to ensure the best health conditions for both mother and baby during pregnancy. The components of ANC include risk identification; prevention and management of pregnancy-related or concurrent diseases; health education and health promotion. For details see WHO recommendations on Antenatal care for a positive pregnancy experience. [38] Operational definitions for the characteristics of Quality of Care for maternal and newborn health: (1) Safe—delivering health care which minimises risks and harm to service users, including avoiding preventable injuries and reducing medical errors, (2) Effective—providing services based on scientific knowledge and evidence-based guidelines, (3) Timely—reducing delays in providing/receiving health care, (4) Efficient—delivering health care in a manner which maximises resource use and avoids wastage, (5) Equitable—delivering health care which does not vary in quality because of personal characteristics such as gender, race, ethnicity, geographical location or socioeconomic status, and (6) People-centred—providing care which takes into account the preferences and aspirations of individual service users and the cultures of their communities. [39] For details of quality of care standards, result statements and measures, refer to WHO Standards for improving quality of maternal and newborn care in health facilities, 2016 [40] Key inpatient care (24/7) practices for small and sick newborns, including (but not exclusively): provision of warmth; support for feeding and breathing; treatment of jaundice; prevention and treatment of infection. Special newborn care does not include the provision of intermittent positive-pressure therapy. Special newborn care can only be provided in a health facility See WHO and UNICEF, Survive and Thrive: Transforming care for every small and sick newborn, 2019. p.60 and 130. [41] Routine vaccination schedules are determined by national standards. Coverage levels should be scrutinised at sub-national level (3rd administrative level) to ensure equitable coverage. Refer to targets in Global Vaccine Action Plan 2011-2020 and the soon to be released Global Vaccine Action Plan 2021-2030. [42] As defined in the Global Vaccine Action Plan 2011-2020 and the soon to be released Global Vaccine Action Plan 2021-2030 and based on decision- making framework for vaccination in acute humanitarian emergencies. [43] This benchmark is specific to health facilities; however, an equivalent benchmark will be used for community-based service delivery through a community-based cadre of health workers, for countries/ contexts with community health systems in place. [44] Quality of care (QoC) is defined as “the extent to which health care services provided to individuals and patient populations improve desired health outcomes. In order to achieve this, health care must be safe, effective, timely, efficient, equitable and people-centred.” See WHO, What is the Quality of Care Network? [45] See UNICEF, The UNICEF Health Systems Strengthening Approach, 2016. [46] See WHO, About IHR. [47] The United Nations Commission on Life-Saving Commodities for Women and Children aims to increase access to life-saving medicines and health supplies for the world's most vulnerable people by championing efforts to reduce barriers that block access to essential health commodities. These 13 commodities are Oxytocin, Misoprostol, Magnesium sulphate, Injectable antibiotics, Antenatal corticosteroids, Chlorhexidine, Resuscitation devices, Amoxicillin, Oral rehydration salts, Zinc, Female condoms, Contraceptive implants and emergency contraceptives. [48] The WHO Constitution (1946): “…the highest attainable standard of health as a fundamental right of every human being.” [49] See . UNICEF and the SDGs [50] “Strongly condemns acts of violence, attacks and threats against the wounded and sick, medical personnel and humanitarian personnel exclusively engaged in medical duties, their means of transport and equipment, as well as hospitals and other medical facilities…” (op para 1) and “Demands that all parties to armed conflicts fully comply with their obligations under international law to ensure the respect and protection of all medical personnel and humanitarian personnel exclusively engaged in medical duties….” (op para 2). ​

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q PROGRAMME COMMITMENTS Introduction Programme commitments describe the scope of activities and advocacy undertaken by UNICEF and its partners in humanitarian settings. They form UNICEF’s contribution to a collective response and are designed to support inter-agency coordination and response. They apply in all contexts at all times. UNICEF’s role in realising the commitments varies by context. See 1.2 Scope of CCCs against the commitments. They set expected standards of programme coverage, quality and equity. They are drawn from global humanitarian standards, including , the (CHS), the Inter-Agency Network for Education in Emergencies and the (CPMS). Benchmarks describe the performance levels expected Sphere Standards Core Humanitarian Standard on Quality and Accountability (INEE) Minimum Standards Minimum Standards for Child Protection in Humanitarian Action They are supported by the to help . CCCs Indicator Guidance align UNICEF’s humanitarian and development planning, monitoring and reporting All Programme commitments and benchmarks foster . multi-sectoral and integrated programming as well as geographic convergence Quick Links References Glossary CCC Learning TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS < Previous: Institutional Responsibilities Next: Overarching Commitments>

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q NEEDS ASSESMENTS, PLANNING, MONITORING AND EVALUATION Strategic Result Children and their communities benefit from appropriate and timely humanitarian action through needs-based planning and results-based management of programmes Commitment Benchmarks Disaggregated data (by age, gender, disability, location and other context-specific considerations) is collected, analysed and disseminated in all assessment, planning, monitoring and evaluation activities 1: Equity-focused data Disaggregated data is collected, analysed and disseminated to understand and address the diverse needs, risks and vulnerabilities of children and their communities [28] Needs assessments and analysis are, whenever possible, conducted as joint interagency exercises, and start within 72 hours of a sudden onset crisis, and at least annually for protracted humanitarian situations [29] Needs assessments and analysis are child- and gender-sensitive, meet interagency standards and use pre-crisis data and feedback from affected populations 2: Needs assessment Coordinated, timely and impartial assessments of the situation, humanitarian assistance and protection needs, vulnerabilities and risks are undertaken Planning is informed by evidence, including needs assessments, vulnerability analysis, pre-crisis data, learning from evaluations/reviews, partner dialogue and feedback from affected populations Indicators and targets are identified, including high frequency indicators Ongoing needs assessment and monitoring plans are in place and reviewed twice a year, addressing coverage, quality, equity and “do no harm” Humanitarian and development programming are linked through preparedness, system strengthening, resilience and transition planning 3: Response planning Response plans are evidence-based and consistent with interagency planning. They address coverage, quality and equity , adapt to evolving needs, ensure conflict sensitivity and link humanitarian and development programming [30] ​ Progress against targets is regularly reported, including through high frequency indicators Structured field monitoring, including partner dialogue and feedback from affected populations, is undertaken in line with the UNICEF Field Monitoring Guidance à See 3.5 Partnerships with governments and civil society organisations for programme implementation and 2.1.6 AAP Situation Monitoring tracks evolving humanitarian needs at a frequency appropriate to the context Intended and unintended consequences[31] are monitored, with a focus on equity and conflict sensitivity 4: Monitoring The humanitarian situation and the coverage, quality and equity of the humanitarian response are monitored to inform ongoing corrective action and future planning processes Evaluations of humanitarian responses are used for organizational learning, accountability and performance improvements to enhance the systems, policies and programmes of UNICEF and its partners Evaluative exercises, such as after-action reviews, lessons learned exercises and operational peer reviews, are undertaken early for rapid-onset emergencies, or incorporated into regular strategic planning for protracted responses, to inform corrective action 5: Evaluation UNICEF’s contribution to humanitarian action is systematically and independently assessed through credible and utilisation-focused evaluations, interagency evaluations and other evaluative exercises , in line with [32] [33] the and UNICEF evaluation policy procedures , , and See 1.2.6 Performance monitoring 2.1.1 Preparedness 2.1.6 AAP 2.2.3 Equity Key Considerations Advocacy Advocate for timely collection and sharing of data and analysis to facilitate needs-based programming, particularly where there are existing gaps or barriers to data collection and sharing. Promote multi-sectoral and integrated planning and programming, including geographic convergence. Advocate for impartial needs assessment to inform response planning and independent monitoring. Coordination and Partnerships Collaborate with local partners, authorities, CSOs and communities to improve understanding of the context and better access communities and vulnerable groups. Ensure coordination with other UN agencies, CSOs and national and local authorities through joint assessments, planning, monitoring, evaluation and data sharing to achieve collective results and minimise risks of gaps or duplication. Quality Programming and Standards Provide neutral and impartial humanitarian assistance based on impartial needs assessments Ensure respect for humanitarian principles throughout the targeting and prioritisation processes, especially in determining service locations and targeting methods. Special care should be taken to avoid only seeking out and assessing populations under the control of a single party to conflict Identify and engage with different groups of people in culturally appropriate ways to collect dis-aggregated data. Optimise the use of credible primary and secondary data sources, including data collected and analysed by other humanitarian actors, pre- and post-crisis data, programme monitoring data, feedback from affected populations, civil society, social media and geo-spatial data. Ensure Results-Based Management of humanitarian action through collection, analysis and use of data, including dis-aggregated data, on the situation of children and their communities and programme implementation to inform planning, programme design, corrective actions and adaptation to changing needs and contexts. Balance the coverage, quality and equity[34] of programming factoring in operational constraints (e.g. funding, access). Interventions that are more difficult to measure and those targeting smaller numbers of the most vulnerable children should not be discounted. See 2.2.3 Equity Align indicators and targets across planning processes and funding appeals to harmonise programming and streamline reporting requirements. Use digital data collection and dissemination to improve the timeliness of data collection and analysis, provided there are adequate safeguards in place for data protection. Ensure ethical data collection, use, storage and sharing in the best interest of the child, as per the Procedure for Ethical Standards. See 1.4.9 Ethical evidence generation and data protection Use third party monitors (TPMs) to overcome capacity or access constraints, and where TPMs have a lower risk profile than UNICEF personnel. Plan and implement capacity-building for TPM to meet UNICEF standards and principles. Ensure UNICEF staff at field, country, regional and HQ levels have the necessary resources and capacities to commission and manage evaluations. Ensure that evidence produced is used to create timely and effective feedback loops into UNICEF programming and operations. Ensure that humanitarian evaluations are of high quality, meet the needs of UNICEF and stakeholders and are well-resourced, effectively planned, designed, managed and conducted. In contexts where inter-agency evaluations (which assess collective outcomes and are not in-depth evaluations of the performance of any specific organisation) are planned, UNICEF should consider lighter evaluative exercises for its own learning and accountability purposes. Linking humanitarian and development To the extent possible, use or enhance existing national and sub-national data systems and minimise the development of parallel data systems during humanitarian response. See 2.2.4 Linking humanitarian and development In contexts of conflict, fragility or major challenges to social cohesion, ensure that programmes are informed by a robust conflict analysis. See 2.2.4 Linking humanitarian and development Undertake reviews and evaluations of UNICEF’s work in linking humanitarian and development on a regular basis to assess how these linkages contribute to improved results for children. Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Sectoral Commitments Next: Health > Footnotes [28] Vulnerability is the extent to which some people may be disproportionately affected by the disruption of their physical environment and social support mechanisms following disaster or conflict. Vulnerability is specific to each person and each situation. Vulnerable groups are those most exposed to risk, and particularly susceptible to the effects of environmental, economic, social and political shocks and hazards. They may include: children, adolescents, women, older people, pregnant adolescents and women, child and female-headed households, people with disabilities, unaccompanied minors, people from marginalised groups and the poorest of the poor, people marginalised by their society due to their ethnicity, age, gender, sexual identity, disability status, class or caste, political affiliations or religion. The typology of vulnerable groups may evolve depending on contexts and risks. [29] Initial rapid assessments within 72 hours; sectoral needs assessments within two weeks; Multi-cluster Initial Rapid Assessment (MIRA) or similar multi-sector needs assessments within four weeks. [30] Balance coverage, quality and equity: Process which consists in balancing the objective to reach the greatest number of people (coverage) with the objective to reach the people in greatest need (equity), while maintaining quality of programme. This balancing is particularly critical in contexts with limited funding. Coverage is guided by estimates of people in need. Quality is measured against UNICEF and interagency and IASC standards. Equity is judged by appropriate prioritisation of the people most in need, informed by assessment and analysis of vulnerability and deprivation, and the principle of leaving no child behind. [31] An intended consequence can refer to a planned programme outcome e.g. increased community participation in humanitarian response planning processes. An unintended consequence can refer to any unforeseen effects e.g. community participation programming that exacerbates existing inequalities by favouring community members with the ability and status to engage in processes and/or increasing women’s time burden. Unintended consequences can be positive or negative. [32] Against the CCCs, policies, guidelines, UNICEF quality and accountability standards, and stated objectives of humanitarian action. [33] Evaluative exercises such as after-action reviews and lessons learned exercises may be undertaken internally. [34] Balance coverage, quality and equity: process which consists in balancing the objective to reach the greatest number of people (coverage) with the objective to reach the people in greatest need (equity), while maintaining quality of programme. This balancing is particularly critical in contexts with limited funding. Coverage is guided by estimates of people in need. Quality is measured against UNICEF and inter-agency and IASC standards. Equity is judged by appropriate prioritisation of the people most in need, informed by assessment and analysis of vulnerability and deprivation, and the principle of leaving no child behind.

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q SCOPE OF CCC's Definition Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY Introduction Scope of CCC's Definition ​ The Role of States ​ Partnerships ​ Application ​ Implementation ​ Performance Monitoring International Legal Framework Global Standards and Principles Humanitarian Principles ​ Humanitarian Advocacy ​ Global Humanitarian Standards ​ Guiding Principles ​ Centrality of Protection ​ Accountability to Affected Populations (AAP) ​ Child Safeguarding ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Ethical Evidence Generation and Data Protection Institutional Responsibilities Commitment to Deliver on the CCC's ​ Emergency Procedures ​ Risk Management ​ Roles and Responsibilities PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS The CCCs form the core UNICEF policy and framework for humanitarian action and are mandatory for all UNICEF personnel. Grounded in global humanitarian norms and standards, the CCCs set organisational , programmatic and operational commitments and benchmarks against which UNICEF holds itself accountable for the coverage, quality and equity of its humanitarian action and advocacy. ​ In addition, they guide every stakeholder, including governments and civil society organisations (CSOs), in designing their humanitarian action and in setting and meeting standards for respecting, protecting and fulfilling the rights of children. Humanitarian action for UNICEF encompasses interventions aimed at saving lives, alleviating suffering, maintaining human dignity and protecting rights of affected populations, wherever there are humanitarian needs, regardless of the kind of crisis (sudden-onset or protracted emergencies, natural disasters, public health emergencies, complex emergencies, international or internal armed conflicts, etc. ), irrespective of the Gross National Income level of a country (low, middle or high), or legal status of the affected populations. Humanitarian action also encompasses interventions addressing underlying risks and causes of vulnerability to disasters, fragility and conflict, such as system strengthening and resilience-building, which contribute to reducing humanitarian needs, risks and vulnerabilities of affected populations. [ ] 1 ​ The CCCs: Are guided by international human rights law, particularly the (CRC) and its Optional Protocols, and international humanitarian law Convention on the Rights of the Child Apply in all countries and territories, in all contexts, and to all children affected by humanitarian crisis, based on rights and needs, regardless of their country’s state of political, civil, economic and social development or the availability of UNICEF resources Provide a menu of minimum commitments, activities, benchmarks and standards that UNICEF commits to achieve in humanitarian crises, with its partners Are grounded in the , including the (CHS), the , (CPMS); and reflect UNICEF’s Inter-Agency Standing Committee (IASC) commitments à See 1.4.3 Global humanitarian standards Sphere standards Core Humanitarian Standard on Quality and Accountability Inter-Agency Network for Education in Emergencies (INEE) Minimum Standards Minimum Standards for Child Protection in Humanitarian Action Are grounded in the : equality, transparency, results-oriented approach, responsibility and complementarity to enable predictable and timely collective humanitarian action Principles of Partnership Contribute to the and include explicit strategies to link humanitarian and development action, strengthen local capacity and systems and build resilience at all stages of humanitarian action Sustainable Development Goals (SDGs) When relevant and feasible, without prejudice to the humanitarian principles of neutrality, impartiality and independence, contribute to the [ ] UN system-wide agenda for Sustaining Peace 2 Targeted audience and intended use The CCCs are UNICEF’s core humanitarian policy and framework for humanitarian action. They are: A mandatory policy for all UNICEF personnel A communication and advocacy instrument 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 (CO). CCC benchmarks are supported by existing accountability and reporting systems A partnership tool for UNICEF and its partners to discuss mutual accountability A one-stop shop on the most up-to-date humanitarian policies and guidance on programmes and operations They are intended for both internal and external audiences: All UNICEF personnel: to understand UNICEF’s mandate and implement the CCCs Governments: to bear their primary responsibility for responding to a crisis and promoting the realisation of children’s rights; to understand how UNICEF and its partners can contribute to and support the response UNICEF partners (i.e. governments, the UN system, civil society organisations (CSOs) including international and national non-governmental organisations (NGOs) and community-based organisations, private sector, donors): to use as a programming reference, a partnership tool and a communication and advocacy instrument All stakeholders (i.e. governments, the UN system, civil society organisations (CSOs) including international and national non-governmental organisations (NGOs) and community-based organisations, private sector, donors, human rights institutions, academic and research institutions, media): to understand UNICEF’s mandate and commitments in emergencies and to advocate for children’s rights Affected populations: to hold UNICEF accountable for its programme and operational commitments They are published with the following companions: The References comprise links to the international legal framework, norms and standards (Chapter 1) and to UNICEF and interagency guidance and handbooks on Programmes (Chapter 2) and Operations (Chapter 3) The CCCs Indicator Guidance aligns UNICEF Programme Commitments (Chapter 2) with UNICEF planning, monitoring, evaluation and reporting systems through a compendium of indicators The CCCs Monitoring Framework for Operational Commitments provides the means and accountability for monitoring all UNICEF Operational Commitments (Chapter 3) CCC Learning The Role of States States remain the primary duty bearers for the respect, promotion and realisation of children’s rights. They bear the primary responsibility for responding to a crisis, providing assistance to the victims and facilitating the work of humanitarian actors, including through mobilisation of domestic and international resources and use of national systems and capacities. UNICEF contributes to these efforts by mobilising national and international resources through its technical expertise, coordination and advocacy. States can use the CCCs to inform their humanitarian action and guide their efforts to meet the needs and protect the rights of affected populations. ​ Partnerships UNICEF seeks to build an alliance around the CCCs with various stakeholders. The CCCs are realised through close collaboration with states; national and local authorities; affected populations; civil society organisations (CSOs), including international and national NGOs, community-based organisations, human rights institutions and faith-based organisations; the UN system, including its operational funds, agencies and programmes; donors; academic and research institutions; the private sector; and the media. At country level, UNICEF establishes partnerships with host governments, CSOs, communities and the private sector for programme implementation. The fulfilment of the CCCs is closely linked to UNICEF’s operational partners’ ability to deliver on the ground. The operational commitments (Chapter 3) describe UNICEF’s accountability to enable the timely delivery of humanitarian assistance by UNICEF and its partners. ​ Application 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. ​ Implementation The CCCs 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. The fulfilment of the CCCs depends on many factors, including availability of resources (cash, in-kind, technical expertise, core assets); UNICEF presence; partners’ presence, resources and their ability to deliver on the ground; access to affected populations and humanitarian space; and security conditions. In complex emergency situations, UNICEF commits to do the utmost effort to mobilise resources and advocate for humanitarian access to affected populations. The CCCs also apply in situations where UNICEF does not have direct access to affected populations. In this case, UNICEF does its utmost to respond to the protection and humanitarian needs of the affected populations. In cases where UNICEF operates through remote programming and monitoring, UNICEF still engages with communities remotely even when implementation and monitoring are executed through partners and third-party monitors. Identification of populations in need, targeting of communities and locations and prioritisation are a core component of Country Offices’ strategic planning processes and day-to-day programmatic decisions. Through the targeting process, UNICEF aims at ensuring that the populations facing the most severe needs and with the worst prospects to meet their needs, are not left behind and are receiving humanitarian assistance. Guiding parameters for the prioritisation include: the severity of humanitarian consequences; magnitude (estimated numbers of people in need); likely evolution of the needs; factors causing the needs; people’s own prioritisation of their needs; as well as interventions by other actors. Availability of funding, access constraints, security and other operational challenges should not be factored in the targeting and prioritisation process. These are considered at a later stage, during the planning and implementation phases, to inform the decision-making and day-to-day management of programmatic priorities by Country Office Senior Management. In the case of a sudden onset or rapid deterioration of a humanitarian crisis, UNICEF priorities reaching those most at risk with critical activities such as life-saving interventions. ​ Performance Monitoring The CCCs are fundamental to UNICEF’s planning, monitoring and evaluation architecture and guide UNICEF’s contribution to the interagency Humanitarian Programme Cycle. Programme commitments and benchmarks are supported by the CCCs Indicator Guidance to help Country Offices (COs) plan, monitor and report against their humanitarian programming. (Chapter 2) Operational commitments and benchmarks are supported by the CCCs Monitoring Framework for Operational Commitments, using UNICEF’s corporate systems to track performance. (Chapter 3) Systematic reference to the CCCs in UNICEF planning and reporting documents supports their implementation and strengthens UNICEF accountability to deliver on the CCCs. UNICEF builds on its existing performance monitoring system to measure progress and report against the CCCs regularly. [ ] 3 < Previous: Policies, Principles, Accountability Next: International Legal Framework > Footnotes A humanitarian crisis is defined as any circumstance where humanitarian needs are sufficiently large and complex to require significant external assistance and resources, and where a multi-sectoral response is needed, with the engagement of a wide range of international humanitarian actors (IASC). This may include smaller-scale emergencies; in countries with limited capacities, the threshold will be lower than in countries with strong capacities. An emergency is a situation that threatens the lives and well-being of large numbers of a population and requires extraordinary action to ensure their survival, care and protection. [1] The focuses on the contribution the UN system can make to end some of the world’s most devastating and protracted armed conflicts and support UN Member States in their efforts to prevent armed conflict and sustain peace. See General Assembly resolution A/RES/70/262 and Security Council resolution S/RES/2282 (2016). [2] UN system-wide agenda for Sustaining Peace [3] Virtual Integrated System of Information (VISION). Back to top

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q PUBLIC HEALTH EMERGENCIES (PHE) Strategic Result Children and their communities are protected from exposure to and the impacts of PHEs Commitment Benchmarks Interagency and intersectoral coordination mechanisms, including cross-border, are in place and allocate clear roles and responsibilities across sectors, without gaps nor duplications UNICEF led sectors are adequately staffed and skilled at national and sub-national levels UNICEF core leadership and coordination accountabilities are delivered[97] Surge deployments and emergency procedures are activated on a no-regrets basis In case of the activation of the the IASC Protocol for the Control of Infectious Disease Events, response modalities and capacities are adapted and scaled up accordingly 1: Coordination and leadership Effective coordination is established with governments and partners See 2.1.2 Coordination Communities are reached with gender- and age-sensitive, socially, culturally, linguistically appropriate and accessible messages on disease prevention, and on promotion of continued and appropriate use of health services Local actors are supported and empowered to raise awareness and promote healthy practices Systems are in place to allow communities to guide the response and provide feedback for corrective action 2: Risk Communication and Community Engagement (RCCE) [98] Communities are reached with targeted messages on prevention and services and are engaged to adopt behaviors and practices to reduce disease transmission and its impact. They participate in the design, implementation and monitoring of the response for ongoing corrective action and See 2.2.7 Community engagement for behaviour and social change 2.1.6 AAP The risk of geographical spread of the outbreak and its potential impact are monitored, to inform early response and preparedness in at-risk areas Specific needs and vulnerabilities of children and women are considered in prevention and treatment protocols, including in the design of patient-centred treatment programmes Communities directly affected by the PHE are reached with Infection and prevention control (IPC)[99] activities, including the provision of critical medical, WASH supplies and services at facility, community and households’ levels and in public spaces Psycho-social support services contributing to reducing transmission and PHE-related morbidity are accessible to individuals and their families directly or indirectly affected by the PHE Children directly affected by the PHE receive an integrated package of medical, nutritional and psycho-social care Frontline workers at facility and community level are trained in IPC and provided with Personal Protective Equipment (PPE)[100] as appropriate for each situation and role 3: Strengthened public health response: prevention, care and treatment for at-risk and affected populations Populations in at-risk and affected areas safely and equitably access prevention, care and treatment, to reduce disease transmission and prevent further spread. Specific attention is given to women and children Needs assessments are conducted early and regularly to ascertain the impact of the outbreak on the population, humanitarian needs, and underlying needs not yet addressed Essential services and humanitarian assistance in Health, WASH, Nutrition, HIV, are maintained and scaled-up as necessary, and communities can access them in a safe and equitable manner Protection services, including case management and psychosocial support services are accessible to individuals and their families in a safe and equitable manner Continued and safe access to education is maintained Existing social protection mechanisms are maintained and expanded as necessary, including through establishing or scaling up humanitarian cash transfer 4: Continuity of essential services and humanitarian assistance [101] Essential services and humanitarian assistance are maintained and scaled-up as necessary, and communities can safely and equitably access them ​ Key Considerations Advocacy Advocate for the systematic collection and reporting of standardized clinical data disaggregated by age groups and sex, as well as pregnancy status, as appropriate. Advocate for the inclusion of the specific rights, needs and vulnerabilities of children, women and other vulnerable groups, such as persons with disabilities, in prevention, early detection, care and treatment strategies and programmes. Advocate for timely and impartial assessment of the broader humanitarian consequences of PHEs[102]. Advocate for and lead an effort to improve the humanitarian response and access to safe and equitable essential services for affected communities who have been impacted by humanitarian crises since before the PHE. Advocacy should encompass pre-existing humanitarian challenges[103] and their consequences. ​ ​ Coordination and Partnerships In collaboration with the government, WHO and partners, UNICEF contributes to the leadership and coordination of several outbreak response pillars, including risk communication and community engagement, immunization, psychosocial support and WASH, as well as continuation of essential health services, including education and child protection. Which response pillars[104] are activated depends on the type of PHE and country-specific arrangements, operational capacity and other contextual factors. In case of the activation of the IASC Protocol for the Control of Infectious Disease Events, UNICEF mobilizes capacities and resources to contribute to the collective response as per its mandated areas and Cluster Lead Agency responsibilities. This includes the deployment of supplies and logistics, surge capacity and the support to national and sub-national coordination. ​ ​ ​ Quality Programming and Standards Continuously monitor the evolution of humanitarian needs to ensure appropriate, impartial and early response to primary and secondary impacts for the population. The specific needs of children, women and other vulnerable groups must be considered in the design of the response. Child-specific guidance and child-friendly supplies need to be prioritised for prevention, care and treatment. Medical, nursing, nutritional, rehabilitation, mental health and psychosocial support services, as well as ECD services, need to be ensured. Foster integrated and multisectoral response to stop further spread and limit negative impact on individuals and communities, involving health, nutritional and paediatric care, WASH, MHPSS, education, social science research, child protection and community engagement for behaviour and social change. Prevention pillars may include the combination of IPC at facility, community, household level and in public spaces; risk communication and community engagement for promotion of hygiene and healthy practices; health system strengthening for detection and referral of cases and contacts; immunization; environmental health interventions and other activities, depending on the type of PHE. Case Management pillar may include the combination of provision of specialized paediatric, health and nutritional care; provision of material and psychosocial assistance to affected families; adequate referral and isolation of patients and contacts and other activities, depending on the type of PHE. Strengthen and support the continuity of social services in order to minimize and reverse the negative effects of the PHE on the population, such as the reduction of routine vaccinations or discontinuity of health, education, nutrition or other social services due to reallocation of human and financial resources for the response to the PHE itself. Support health system capacities to maintain routine immunization, maternal, newborn, young child and adolescent care, HIV treatment, nutrition services and capacities to respond to other life-threatening diseases Pay specific attention to urban areas, which pose specific public health challenges for children, as population density facilitates the rapid spread of communicable diseases. Systematically engage with communities to implement preparedness, preventive and response activities at community level. Activities may include community surveillance; risk communication; detection and referral systems; development of isolation capacity; vector control; continuity of health and social services; and others, depending on the type of PHE. GBV risks must be mitigated, and all personnel must be equipped and trained with up-to-date information on available GBV response services and referral procedures to support GBV survivors. If there are no GBV actors available, train staff on the GBV Pocket Guide. Ensure that the views of affected populations are systematically used to review, inform and adapt all pillars of the public health and humanitarian response, using trusted feedback mechanisms. Ensure that communities participate in decisions that affect their lives and have access to safe and confidential complaints mechanisms ​ Linking Humanitarian and Development Promote national emergency preparedness capacities in accordance with International Health Regulations core capacities and its monitoring and evaluation framework. The International Health Regulations monitoring and evaluation framework for PHE should include a child-centred perspective that guides preparedness and response, including real-time evaluations and after-action reviews. Include transfer of competence, capacity-building and strengthening of national and local health, water and sanitation systems, social protection system as a core component of the prevention and response. Participate in post-outbreak after-action reviews, joint external evaluations, simulation exercises and national action plans for health security. In contexts affected by conflict, fragility or major challenges to social cohesion, ensure that responses to PHEs are conflict-sensitive and do not exacerbate underlying conflict dynamics. Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Situation Specific Commitments Next: Large Scale Movements of Refugees, Migrants, and Displaced Persons > Footnotes [96] PHEs also include chemical, biological, radiological and nuclear events. Not all PHEs are humanitarian emergencies. [97] See section 2.1.2 above, overarching commitment on coordination. [98] Risk Communication and Community Engagement (RCCE) captures the range of communication, behaviour change, social and community mobilization strategies used in containing health outbreaks. [99] Infection and prevention control (IPC) is a scientific approach and practical solution designed to prevent harm caused by infection to patients and health workers. It is grounded in infectious diseases, epidemiology, social science and health system strengthening. [100] Personal Protective Equipment (PPE) Personal Protective Equipment (PPE) consists of specialized clothing or equipment worn by health and other workers for protection against infectious hazards. Continuity of essential services includes continued provision of primary health care (including MNCAH, immunizations, SRH, HIV/AIDS, GBV [101] response care, nutrition, continued access to safe water and sanitation, continued provision of child protection services, mental health and psychosocial support (MHPSS), continuity of learning through maintained access to education, and continuity of social protection systems, and other services depending on the situation. [102] In line with the IASC Protocol for the Control of Infectious Disease Events, 2019. [103] These challenges may include disease outbreaks (e.g. malaria, measles, cholera), forced displacements, natural disasters, collapsed health and other services due to conflict etc. [104] In Public Health Emergency (PHE), response pillars typically include: Surveillance, Contact tracing, Immunization, Infection Prevention and Control (IPC), Risk Communication and Community Engagement (RCCE), case management, etc.

Latest knowledge products DD/MM/YYYY 15/03/2021 Acceptance of available traditional vaccine supply with reduced shelf-life OPEN 15/03/2021 Integrating Early Childhood Development (ECD) activities into Nutrition Programmes in Emergencies: Why, What and How OPEN 15/03/2021 Early Childhood Development in Emergencies Manual OPEN 12/03/2021 LHD Research Guidance Note OPEN 9/3/21 Progress on drinking water, sanitation and hygiene in schools - Special focus on COVID-19 OPEN 11/3/21 Nurturing care for young children living in humanitarian settings OPEN 9/3/21 Hand hygiene for all - A call to action for all of society to achieve universal access to hand hygiene OPEN 01/01/2021 Introduction to Ethics in Evidence Generation (Advanced e-course) OPEN 01/01/2021 Post Disaster Needs Assessment (PDNA) - Modules (Online Course) OPEN 01/01/2021 BSAFE (UN e-course) in English, عربي, Français, Español, 中国人, русский OPEN 01/01/2021 Personal Security for Women (Online Course) OPEN 01/01/2021 Managing in Emergencies and High-Threat Environments (Online Course) OPEN 01/01/2021 UNICEF fundamentals of humanitarian action (Advanced e-course) OPEN 25/02/2021 Mental Health and Psychosocial Support for Children in Humanitarian Settings: An Updated Review of Evidence and Practice OPEN 25/02/2021 GBViE Resource Pack Kit M: Guidance Book OPEN 25/02/2021 GBViE Resource Pack Kit M: Tools OPEN 25/02/2021 GBViE Resource Pack Kit M: Overview OPEN 25/02/2021 GBViE Programme Resource Pack Kit 4: Evaluation OPEN 25/02/2021 GBViE Resource Pack Kit 4: Overview OPEN 25/02/2021 GBViE Resource Pack Kit 4: Tools OPEN

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q COMMUNICATION AND ADVOCACY Commitment Benchmarks In line with UNICEF’s child safeguarding policy and ethical and safety standards: Communication strategies are implemented in a coherent manner at country, regional and global levels Information is released rapidly and regularly in anticipation of, and during the immediate aftermath (within 24 hours) of new emergencies or new developments in protracted crises Key messages and updated facts are regularly shared with external audiences through media, digital channels and multi-media assets supporting audience engagement and resource mobilization 1: Communication Accurate information on the situation and needs of children, women and their communities and UNICEF’s response are shared in a timely manner ​ ​ Advocacy strategies are actioned in a coherent manner at country, regional and global levels to address priority child rights issues and critical programming or policy gaps Reliable data and child-specific information are regularly collected and used safely and ethically to influence decision-makers 2: Advocacy Advocacy is conducted at country, regional and global levels to protect the rights of children, women and their communities, promote adherence to international laws and standards, facilitate principled humanitarian access and the delivery of programmes, and promote child-friendly policies and practices See 1.4.2 Humanitarian advocacy ​ Key Considerations By mobilizing external stakeholders, advocate for the protection of children through greater political, human and financial support; improved humanitarian access; adherence to international laws and standards; and accountability for perpetrators of child rights violations. Advocate for the respect, promotion and fulfilment of the rights of children, women and their communities even in the absence of an ongoing programmatic response, especially when there is evidence of child rights violations. The decision on how and when to speak out or otherwise advocate shall always consider the best interest of children and be informed by a thorough risk assessment. Demonstrate the impact of staying and delivering for children and their communities in challenging humanitarian situations. Ground advocacy strategies in evidence, policy analysis, political intelligence, power analysis, protection and gender analysis, partnerships and audience insight. Engage and meaningfully empower children and adolescents in emergencies as advocates and agents of change, helping them to raise their own voices to advocate their views, concerns and solutions. Maintain ethical standards in the best interest of the child, to protect them when engaging children and young people as advocates, and when creating stories and reporting on children. Advocate for ethical reporting on children by media in line with and UNICEF’s child safeguarding policy. UNICEF’s Guidelines for Journalists Reporting on Children Support and promote research that generates high quality and relevant evidence to inform and guide advocacy for children in humanitarian settings, in accordance with guidance on ethical evidence generation and data protection. See 1.4.9 Ethical evidence generation and data protection Implement joint advocacy with the UN, international and local civil society, governments or others, where feasible, at country, regional and global levels. Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS Administration and Finance ​ Human Resources ​ Information and Communication Technology (ICT) ​ Communication and Advocacy ​ Partnerships with Governments and Civil Society Organisations for Programme Implementation ​ Resource Mobilisation ​ Security Management ​ Supply and Logistics ​ CCC Learning < Previous: Information and Communication Technology (ICT) Next: Partnerships >

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q SITUATION-SPECIFIC COMMITMENTS . All programme commitments and approaches described above, both sector-specific and cross-sectoral, apply to the situation-specific commitments. Situation-specific programme commitments require a multisectoral and integrated approach < Previous: Adolescent Development and Participation (ADAP) Next: Public Health Emergencies > Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q HUMAN RESOURCES Commitment Benchmarks Experienced and suitable personnel are identified within 48 hours after the sudden onset or deterioration of a humanitarian crisis and are deployed through surge mechanisms 1: Timely deployment Timely deployment of personnel at the onset of emergencies enables rapid emergency response Human resource plans are established for immediate, medium- and longer-term needs, including scale-up, scale-down and exit strategies[116] 2: Planning ROs, COs and field offices are adequately staffed to enable ongoing humanitarian response Duty of care measures are in place UNICEF personnel receive information on available care/support 3: Wellbeing Duty of care for UNICEF personnel is assured Personnel complete applicable mandatory training and have access to supplementary training/learning on emergency preparedness and response 4: Capacity UNICEF personnel have appropriate knowledge of emergency preparedness and response Standards of conduct are disseminated and UNICEF personnel complete applicable mandatory training Appropriate and timely action is taken in response to any breaches Leadership promotes a culture that aligns with the organisation’s standards of conduct Complaint and feedback mechanisms are in place and accessible to affected populations and external stakeholders[117] 5: Standards of conduct UNICEF personnel observe organizational standards of conduct, both as an individual responsibility and an organizational commitment. These include standards on , and SEA discrimination, harassment, sexual harassment and abuse of authority child safeguarding ​ Key Considerations Optimize the use of internal and external surge mechanisms, including standby partnerships, rosters and other talent-mapping initiatives, to improve UNICEF’s ability to scale up its response at the onset of an emergency and get the right balance of personnel between country and field and/or zonal offices. Diversity factors should be considered in deployment of personnel to allow for more innovative response and adequate representation of beneficiaries, leading to better programmatic outcomes. For certain programmes where the experience of living with disabilities is an asset, the deployment of persons with disabilities should be considered. Consider staffing needs for the medium- to long-term in operations, coordination and programme areas. Think ahead so that the staffing plan is agile and adaptable. Bring longer-term staff on board rapidly to ensure continuity in the response, enable an effective exit from the surge mechanism and reduce UNICEF costs. Duty of care measures include a comprehensive pre-deployment package for staff and their families that is responsive to the needs of different employees, including women, LBTQI+ employees and persons with disabilities; training and support for managers operating in high-risk environments; availability of and access to counselling and peer support for staff in high-risk environments; and identification of consistent standards on working and living conditions for staff deployed in high-risk environments, with specific attention to locally recruited staff and female staff. Extend duty of care measures to non-staff personnel as outlined in the High-Level Committee on Management Duty of Care Guidelines, whenever relevant and feasible. Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS Administration and Finance ​ Human Resources ​ Information and Communication Technology (ICT) ​ Communication and Advocacy ​ Partnerships with Governments and Civil Society Organisations for Programme Implementation ​ Resource Mobilisation ​ Security Management ​ Supply and Logistics ​ CCC Learning < Previous: Administration and Finance Next: Information and Communication Technology (ICT) > Footnotes [115] Surge support is planned for three months, possibly six months. [116] Every programme lead is responsible for the establishment of complaint and feedback mechanisms.

Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q CCC Toolkit, Library and Downloads The CCCs form the core UNICEF policy and framework for humanitarian action and are mandatory for all UNICEF personnel. Grounded in global humanitarian norms and standards, the CCCs set organisational, programmatic and operational commitments and benchmarks against which UNICEF holds itself accountable for the coverage, quality and equity of its humanitarian action and advocacy. ​ This page contains the complete toolkit and all versions of the CCCs to download and use. Download the PDF versions Quick Links References Glossary Acronyms CCC Home Page Download PDF versions ​ English, French, Spanish, Arabic Core Commitments for Children in Humanitarian Action (Complete Version) Core Commitments for Children in Humanitarian Action (Abridged Version) Core Commitments for Children in Humanitarian Action (Pocket Version) ​ October 2020 Download other CCC resources Frequently Asked Questions and Answers about the CCCs What's new in the 2020 Edition of the Core Comittments for Children? Factsheet: UNICEF Core Commitments for Children (2020) Briefing on the CCC's [Powerpoint download] Guidelines: How to engage with the Governments on the Core Commitments for Children? Presentation on the Core Commitments for Children in Humanitarian Action - downloadble PowerPoint file Search the complete collection of CCC resources Area of Work arrow&v Language arrow&v Type arrow&v Region arrow&v SEARCH FILTER CLEAR FILTER TITLE AREA OF WORK LANGUAGE TYPE الالتزاماتالأساسية إزاء الأطفال في مجال العمل الإنساني استعراض للمساواة بين الجنسين Core Commitments for Children Arabic Quick Guide, Brief or Fact Sheet OPEN CCCs Égalité des genres Vue d’ensemble Core Commitments for Children French Quick Guide, Brief or Fact Sheet OPEN CCCs Igualdad de Género Visión General Core Commitments for Children Spanish Quick Guide, Brief or Fact Sheet OPEN CCCs Gender Equality Overview Core Commitments for Children English Quick Guide, Brief or Fact Sheet OPEN الالتزاماتالأساسية إزاء الأطفال في مجال العمل الإنساني Core Commitments for Children Arabic Policy / procedure OPEN 1 2 3 4 1 ... 1 2 3 4 ... 4

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) Commitment Benchmarks All high-risk COs preposition essential, ready-to-use emergency ICT kits Core UNICEF information systems and associated infrastructure are in place, including secure corporate data connectivity Platforms, tools and end-user devices are provided for data collection and analysis and for communication with the affected population Shared telecommunications and data communications service delivery options are identified with partners 1: Timely deployment ICT infrastructure and solutions are deployed in a timely manner, supporting efficient programme implementation and staff security Field ICT personnel are trained and involved in emergency simulation exercises at interagency, regional and country level 2: Capacity ICT personnel have the capacity to respond to emergencies in line with Telecoms Security Standards and interagency standards Technical and organizational safeguards and procedures are implemented to ensure proper data management[1], data protection and privacy[2] See 1.4.9 Ethical evidence generation and data protection 3: Data protection Data privacy and adherence to protection principles and standards are ensured while processing personal and sensitive data about affected or at-risk populations ​ Key Considerations Participate actively in ICT/telecommunications working groups, Emergency Telecommunications Cluster and other coordination structures. Ensure preparedness and business continuity through remote connectivity tests; business continuity plans; provision of remote access to vital records to execute critical processes for critical staff; and a consolidated supply plan covering ICT and telecommunications equipment and service requirements. Strengthen ICT capacities through partnerships and collaboration with standby partners, UN agencies, NGOs, national authorities and private sector with specific expertise and capacity. Use innovative technologies where appropriate and feasible, including geospatial technologies and digital data collection.  See 1.4.9 Ethical evidence generation and data protection Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS Administration and Finance ​ Human Resources ​ Information and Communication Technology (ICT) ​ Communication and Advocacy ​ Partnerships with Governments and Civil Society Organisations for Programme Implementation ​ Resource Mobilisation ​ Security Management ​ Supply and Logistics ​ CCC Learning < Previous: Human Resources Next: Communication and Advocacy > Footnotes [117] In line with UNICEF’s data retention policy. [118] In line with the UNDG recommendation on Data Protection, Security and Governance (link to be updated), the , the and the UNICEF Policy on Personal Data Protection. UN Evaluation Group’s Ethical Guidelines Handbook on Data Protection in Humanitarian Action

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q RESOURCE MOBILISATION Commitment Benchmarks Multi-year, predictable and flexible[120] funding is mobilized from private and public sectors to reduce the gap between humanitarian needs and the resources available to meet them Funding is secured to support preparedness for faster, timely and more cost-effective responses Internal funding mechanisms (Emergency Programme Fund and Thematic Funding) are used to rapidly respond and scale up programmes 1: Mobilisation of adequate and quality resources Adequate and quality resources are mobilized in a timely and predictable manner to support preparedness and response to humanitarian and protection needs, particularly of the most vulnerable populations Strategic investments are made from UNICEF thematic pools to support preparedness, humanitarian response and activities related to system-strengthening and resilience-building Localization of humanitarian and development programming is supported through multi-year, predictable and flexible funding. Systems are in place to track, monitor and report on these investments 2: Linking humanitarian and development resources Integration of humanitarian and development resources is enhanced Available resources are allocated based on needs assessment See 2.2.3 Equity ​ Procedures are in place to manage donor conditions at CO level Donors are aware of and understand UNICEF risk management policies 3: Impartiality and risk-sharing Resources are allocated impartially, based on the needs of affected populations ​ Key Considerations Respond to the increasingly protracted nature of humanitarian crises by mobilizing predictable, flexible and longer-term funding that is passed down to partners, when relevant and feasible. Leverage resources and partnerships for children, including by influencing domestic planning, financing and the delivery of services for children. Partner with UN agencies to ensure a coordinated and collaborative approach towards resource mobilization to reduce funding gaps. Deepen partnership and collaboration with public and private sector partners, including international financial institutions, and contribute to developing new and more predictable financing solutions for a longer-term response. Cooperation and collaboration go beyond financing to bring together diverse resources in ways that can achieve greater collective impact, sustainability and value. Ensure that resources are allocated impartially based on need, and that the humanitarian imperative comes first when allocating aid, even in the most complex environments. Maintain operational independence and seek to avoid dependency upon a single funding source. Mitigate the risks of donors’ conditions and funding associated with objectives that could jeopardize the neutrality, impartiality and independence of humanitarian response. Refrain from funding arrangements that undermine children and women’s rights or the best interest of children, or that put the safety and security of humanitarian workers at risk. Promote transparency by publishing timely, transparent and quality data on humanitarian funding with the International Aid Transparency Initiative and the Financial Tracking System, enhancing traceability from source to recipient. Draw on funding arrangements designed to deliver collective humanitarian results, such as the Central Emergency Response Fund and the humanitarian country-based pooled funds. Enhance results-based reporting and results-based budgeting, demonstrate value for money and work towards collective results within the UN and with other actors. Enhance recognition and visibility of donors, particularly those who contribute flexible resources. Explore and pursue new opportunities through innovative financing, including blended financing instruments and public-private partnerships, as well as south-south and horizontal cooperation. Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS Administration and Finance ​ Human Resources ​ Information and Communication Technology (ICT) ​ Communication and Advocacy ​ Partnerships with Governments and Civil Society Organisations for Programme Implementation ​ Resource Mobilisation ​ Security Management ​ Supply and Logistics ​ CCC Learning < Previous: Partnerships with Governments and Civil Society Organisations for Programme Implementation Next: Security Management > Footnotes [120] Flexible funds include regular resources (funds contributed without restrictions on their use) and thematic resources (funding allocated against thematic pools; donors contribute thematic funding against the humanitarian appeal, at global, regional or country level).

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q POLICIES , PRINCIPLES, AND ACCOUNTABILITY Introduction Since the Core Commitments for Children in Humanitarian Action (CCCs) were introduced in 1998 and revised in 2010, the global humanitarian context has changed significantly. Humanitarian crises are increasingly protracted. Rising disregard for international humanitarian and human rights law and humanitarian principles characterises conflicts, dis-proportionally affecting children and women. Population growth, urbanisation, environmental degradation and climate change, large-scale migration, forced displacements, as well as public health emergencies increasingly compound the threats that children face. The CCCs have been revised to equip UNICEF and its partners to deliver principled, timely, quality and child-centred humanitarian response and advocacy in any crises with humanitarian consequences. Quick Links References Glossary CCC Learning TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY Introduction Scope of CCC's Definition ​ The Role of States ​ Partnerships ​ Application ​ Implementation ​ Performance Monitoring International Legal Framework Global Standards and Principles Humanitarian Principles ​ Humanitarian Advocacy ​ Global Humanitarian Standards ​ Guiding Principles ​ Centrality of Protection ​ Accountability to Affected Populations (AAP) ​ Child Safeguarding ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Ethical Evidence Generation and Data Protection Institutional Responsibilities Commitment to Deliver on the CCC's ​ Emergency Procedures ​ Risk Management ​ Roles and Responsibilities PROGRAMME COMMITMENTS OPERATIONAL COMMITMENTS Next: Scope of CCC's > Back to top

Acronyms Core Commitments for Children are the core UNICEF policy and framework for humanitarian action TOOLKIT & DOWNLOADS LEARNING WHAT'S NEW F A Q HIV / AIDS Strategic Result Vulnerability of children, adolescents and women to HIV infection is mitigated, and the care and treatment needs of those living with HIV are met HIV prevention services are available and used, including information on post-rape care, HIV post-exposure prophylaxis and sexually transmitted infection (STI) treatment Confidential and voluntary HIV testing is available and used 1: Prevention and testing Children, adolescents and women have access to information and services for HIV prevention, including HIV testing HIV and AIDS care and treatment services, including antiretroviral treatment, are available and accessed by 90% of children, adolescents and women living with HIV, both newly identified and those previously known to be living with HIV Services for prevention of mother-to-child transmission of HIV (PMTCT) are available and used by pregnant and lactating women, including 90% accessing HIV testing and 90% of those found to be positive accessing lifelong antiretroviral treatment At least 90% of children, adolescents and women who start treatment access continuous treatment and are retained in care 2: Access to HIV treatment Children, adolescents and women living with HIV access sustained care and treatment services Children, their caregivers and communities are aware of how and where to access services for HIV prevention, care and treatment Children, their caregivers and communities are engaged through participatory behaviour change interventions on HIV prevention, care and treatment 3: Community engagement for behaviour and social change At-risk and affected populations have timely access to culturally appropriate, gender- and age-sensitive information and interventions, to improve prevention practices, care and treatment Key Considerations Advocacy Ensure testing is offered in all contexts. Testing must always be confidential, voluntary and linked to provision of counselling, prevention and treatment services. Promote HIV testing as an entry point for both prevention and treatment, and link to GBV prevention, risk mitigation and response. Promote understanding that HIV prevention, testing and treatment are cross-cutting interventions: GBV, including sexual assault and transactional sex, which is exacerbated during emergencies, increases exposure and vulnerability to HIV infection. ​ Coordination and Partnerships Ensure the roles, responsibilities and complementarities of partners around HIV prevention and treatment are clearly defined. For example, agencies providing sexual reproductive health (SRH) services and sexually transmitted infection (STI) information and treatment should incorporate HIV prevention messaging alongside violence prevention messaging into their work. Ensure there are focal points with expertise in HIV and related STI prevention and treatment in children, adolescents and women amongst partners. Train frontline health workers, social workers and volunteers on the normative guidance and clinical recommendations for care for survivors of sexual assault, including sexually transmitted infection (STI) treatment and post-exposure HIV prophylaxis. Quality Programming and Standards Foster an integrated multisectoral response. Prevention of mother-to-child transmission of HIV (PMTCT) and paediatric HIV care and treatment should form part of the overall maternal and young child response. Infants and children with severe acute malnutrition (SAM) should be prioritised for HIV testing, especially if they are not responsive to nutritional treatments. HIV prevention should be joined with Protection, Education, Community Engagement for Behaviour and Social Change and other sectors that reach adolescents and address violence. Ensure access to mental health and psychosocial support services (MHPSS), including community-based adherence support, for people living with HIV and survivors of sexual assault who are living with HIV or at risk of HIV infection. Emergency cash or in-kind transfers should be HIV-sensitive by targeting vulnerable girls and young women or people living with HIV and linking those recipients to other emergency support services. Design and implement HIV interventions according to the quality standards described in the IASC Guidelines for HIV/AIDS. Design HIV interventions based on the context and the background of HIV prevalence. In a generalized HIV epidemic where prevalence is greater than 1%, the full set of HIV prevention and treatment interventions should be prioritised. Where prevalence is lower, the numbers of people living with HIV may be small, but HIV prevention may still be an important forward-thinking intervention. Protect the integrity of family structures and ensure that children who are orphans and/or living in child-headed households receive adequate support and achieve equitable outcomes. Create context-specific HIV prevention and treatment information showing where people can access services. Introduce gender- and age-responsive programming, including GBV risk mitigation, taking into account the unique needs of adolescents and girls. Involve existing community networks to identify the most appropriate content and strategies. Linking Humanitarian and Development Map HIV services and capacity at national level to identify gaps as a risk reduction and preparedness measure. Commitment Benchmarks Quick Links References Glossary TABLE OF CONTENTS POLICIES, PRINCIPLES, AND ACCOUNTABILITY PROGRAMME COMMITMENTS Overarching Commitments Preparedness ​ Coordination ​ Supply and Logistics ​ Humanitarian Access ​ Protection from Sexual Exploitation and Abuse (PSEA) ​ Accountability to Affected Populations (AAP) Programme Approaches Quality of Programmes ​ Multisectoral and Integrated Programming ​ Equity ​ Linking Humanitarian and Development ​ Environmental Stability and Climate Change ​ Localisation ​ Community Engagement for Behaviour and Social Change ​ Humanitarian Cash Transfers Sectoral Commitments Needs, Assessment, Planning, Monitoring and Evaluation ​ Health ​ HIV/AIDS ​ Nutrition ​ Child Protection ​ Education ​ Water, Sanitation and Hygiene (WASH) ​ Social Protection Cross-sectoral Commitments Gender Equality and Empowerment of Girls and Women ​ Disabilities ​ Early Childhood Development (ECD) ​ Adolescent Development and Participation (ADAP) Situation Specific Commitments Public Health Emergencies (PHE) ​ Large Scale Movements of Refugees, Migrants, and Internally Displaced Persons OPERATIONAL COMMITMENTS CCC Learning < Previous: Health Next: Nutrition >