Cluster Coordinator (CCCM)

Cluster Coordinator (Camp Coordination & Camp Management)

ORGANIZATIONAL CONTEXT:

In complex humanitarian emergencies and natural disasters where UNHCR is designated as the Camp Coordination and Camp Management (CCCM) Cluster Lead Agency under the Cluster Approach, the position of Cluster Coordinator performs a dedicated coordination, strategy development and advocacy function. The CCCM Cluster Coordinator reports directly to the UNHCR Country Representative who has final accountability for the performance of UNHCR as Cluster Lead Agency. Additionally, the CCCM Cluster coordinator liaises with the Global CCCM Cluster Coordinator who has global responsibility for the performance of UNHCR as the Global Cluster Lead Agency.

The CCCM Cluster Coordinator effectuates UNHCR's commitment to work within the framework of the Inter-Agency Standing Committee (IASC) and the Cluster Approach. The UNHCR CCCM Lead Agency functions, embodied in the role of Cluster Coordinator, are critical in ensuring UNHCR's leadership within a diverse community of humanitarian actors and service providers working in camps, collective centres and camp-like settings. The CCCM Cluster Coordinator is expected to perform UNHCR's lead role in the CCCM Cluster and to impartially represent the interests of the members of the CCCM Cluster, including the provision of active support, as applicable, to sub-clusters or working groups of the Cluster which may be coordinated by other Agencies. As a result, the CCCM Cluster Coordinator leads an inter-agency team in an environment that requires high standards of accountability and demonstrable leadership, coordination, negotiation and conflict resolution skills, and in which the principles of partnership and collaboration are essential.

The CCCM Cluster Coordinator represents the CCCM Cluster in Inter-Cluster Coordination mechanisms. They ensure appropriate cross-sectoral coordination with other related clusters such as WASH, Shelter, Protection and others; advocates for durable solutions in the humanitarian response; leads the mainstreaming of early recovery activities in the CCCM Cluster; and spearheads the integration of cross-cutting issues into the work of the CCCM Cluster.

The Cluster Coordinator works closely with and/or directly supervises a multi-functional CCCM Cluster Support team ready to provide support in information management, needs assessment, coordination, monitoring, reporting and advocacy.

FUNCTIONAL STATEMENT

Accountability:

- The CCCM needs of populations of concern are met through timely, appropriate, and coordinated action by all cluster members.
- Effective coordination mechanisms and tools, including information management, are established and maintained with cluster members, government counterparts and donors, ensuring timely and effective needs assessment, appropriate planning, prioritization, implementation, reporting and evaluation.
- Where appropriate, these mechanisms build up and reinforce existing national coordination mechanisms and build capacity.
- Strategies and activities delivered by the CCCM Cluster enjoy political and/or financial support by other clusters, government, donors and other partners through effective prioritization, advocacy and resource mobilization.
- UNHCR performs its CCCM Cluster co-Lead Agency functions in a manner consistent with IASC standards and guidelines governing the Cluster Approach, in particular the IASC Generic Terms of Reference for Cluster Coordinators at the country level.

Responsibility:

Strategic Direction and Coordination
- Develop a CCCM Strategy in a consultative process with CCCM partners including the local government and ensure that the CCCM response is driven by this strategy.
- Ensure that the CCCM Strategy is integrated into the Humanitarian Country Team's common humanitarian action plan.
- Provide coordination services, including meetings, in line with the Principles of Partnership, ensuring that cluster coordination is inclusive, consultative and results-oriented.
- Ensure coordination with government counterparts and other relevant authorities.
- Ensure that contingency planning and emergency preparedness measures are updated and developed.
- Update as appropriate the CCCM Strategy: ensure proper linkages with protection, DRR, relief, and recovery and development efforts. Ensure that appropriate transitional measures are in place for handing over to recovery and development actors.
Needs Assessment, Resources Mobilization and Allocation
- Lead, coordinate and conduct within the CCCM Cluster, or at Inter-Cluster level, coordinated needs assessments, including participatory assessments.
- Ensure that the CCCM Cluster addresses all of the identified needs of the affected population and/or brings identifies the appropriate service provider to do so.
- Provide transparent strategic direction to development of common funding criteria, resource mobilisation and prioritization within the CCCM Cluster for inclusion in Consolidated Appeals and pooled funds processes.
- Establish mechanisms for accountable and transparent financial resource allocation within the cluster.
Capacity Development
- Coordinate the delivery of CCCM and/or CM training activities for CCCM Cluster members, other local partners, and relevant authorities.
- Coordinate initiatives to build the CCCM capacity of the national and local government, partners and civil society.
Standard Setting and Implementation
- Ensure that the CCCM response is informed by appropriate relevant standards, such as those in the SPHERE guidelines and the UNHCR Emergency Handbook, and accepted good practices.
- Ensure appropriate collaboration with CCCM response-related clusters of Shelter, Early Recovery, Education, Health, Logistics, Protection and WASH in the work of the CCCM Cluster.
- Coordinate the integration of cross-cutting issues in the work of the CCCM Cluster, including age, gender, environment and diversity.
- Promote the use of the Guidelines on Age, Gender and Diversity Mainstreaming.
- Through Cluster-wide consultative processes, provide input into the development of global CCCM policy and standards led by the Global CCCM Cluster.
Information Management, Monitoring, Evaluation and Reporting
- Ensure that the CCCM Cluster has a functional information management strategy and mechanism to report and share information within the CCCM Cluster; with the other IASC clusters; with the government; with the larger humanitarian community, including donors; with UNHCR internal mechanisms; and with the Global CCCM Cluster co-lead agencies and partners.
- Ensure that the CCCM Cluster produces analytical reports, including with regard to the trends and patterns of protection risks, and population movements, and promote that the information on affected population is dissagregated by sex and age.
- Ensure that the CCCM Cluster produces regular updates on the concerns of the affected population, the response by CCCM actors, the gaps, challenges and recommendations.
- Promote and ensure monitoring and evaluation of the impact of operations carried out by cluster members and the performance of the coordination team.
- Appraise the performance of any directly supervised personnel of the CCCM Cluster coordination team.
Advocacy and Promotion
- Identify core advocacy concerns for the CCCM Cluster through a consultative process: develop joint cluster/ inter-cluster initiatives to ensure regular and consistent advocacy.
- Ensure a consistent interpretation and application of international law and related UNHCR and IASC legal standards and policies for the adequate provision of shelter.
- Ensure the CCCM Cluster's adherence to international human rights instruments, the Guiding Principles on Internal Displacement as well as other relevant international and regional instruments; in cooperation with the Humanitarian Country Team.

Authority:

- Represent the CCCM Cluster in meetings with sectoral and external partners, authorities and other relevant interlocutors.
- Co-chair cluster meetings with the relevant Government counterpart as appropriate.
- Issue reports and make advocacy statements on behalf of the CCCM Cluster.
- Upon consultations with CCCM Cluster members, take final decision over format and frequency of meetings, designation of focal points and the establishment of a strategic advisory group, sub-groups/working groups and ad hoc/task-related bodies for specific issues.
- Initiate measures to ensure that Principles of Partnership are fully respected in managing coordination mechanisms.
- Implement decisions on indicators to measure impact and performance of CCCM Cluster members.
- Negotiate with the Humanitarian Coordinator/Resident Coordinator, the Humanitarian Country Team and cluster members the prioritization and inclusion of project proposals and common funding criteria for inclusion in inter-agency funding appeals.
- Direct transparent and accountable financial and other resource allocation within the CCCM Cluster, when required, such as with regard to CERF or CHF.
- Manage the team deployed or hired in country to coordinate the CCCM Cluster.

ESSENTIAL MINIMUM QUALIFICATIONS AND PROFESSIONAL EXPERIENCE:

- Advanced university degree in Law, Political Science, Economics, International Relations, Business Administration, Social Science or related fields.
- At least ten year's relevant experience in different international organizations (e.g. UN agencies, INGOs, IOs, Donors, Red Cross Red Crescent). Work experience in the Region would be an advantage.
- Excellent leadership, coordination, and presentation skills. Strong negotiation and interpersonal skills. Excellent knowledge of the Humanitarian reform process and the role of the humanitarian community (UN System, Red Cross Red Crescent Movement, and NGO), preferably in Camp Coordination and Camp Management.
- Extensive knowledge of current humanitarian issues
- Good knowledge of CCCM and protection technical guidelines and standards.
- Excellent knowledge of English and the official UN language of the country of deployment, if not English.


DESIRABLE QUALIFICATIONS & COMPETENCIES:

- CCCM Cluster Coordination Training
- Camp Management Training
- UNHCR Coordination Learning Programme (CO-LEAD)
- UNHCR Management Learning Programme
- UNHCR Tri-Cluster Knowledge and Coordination Skills Training
- UNHCR Workshop on Emergency Management
- Applied knowledge in UNHCR mandate, its policies and priorities in relation to IDPs and CCCM
- Demonstrated expertise in program management and reporting requirements.
- Knowledge of another relevant UN language or local language. C004L3 - Commitment to Continuous Learning Level 3
C003L3 - Communication Level 3
C002L3 - Teamwork & Collaboration Level 3
C001L3 - Accountability Level 3
C005L3 - Client & Result Orientation Level 3
C006L3 - Organizational Awareness Level 3
M004L3 - Strategic Planning and Vision Level 3
M003L3 - Judgement and Decision Making Level 3
M002L3 - Managing Performance Level 3
M001L3 - Empowering and Building Trust Level 3
M005L3 - Leadership Level 3
M006L3 - Managing Resources Level 3
X001L3 - Analytical Thinking Level 3
X002L3 - Innovation and Creativity Level 3
X003L3 - Technological Awareness Level 3
X004L3 - Negotiation and Conflict Resolution Level 3
X009L3 - Change Capability and Adaptability Level 3
X006L3 - Policy Development & Research Level 3
X007L3 - Political Awareness Level 3
X008L3 - Stakeholder Management Level 3
X005L3 - Planning and Organizing Level 3 - CCCM Cluster Coordination Training.
- Camp Management Training
- UNHCR Coordination Learning Programme (CO-LEAD)
- UNHCR Coordination Learning Programme.
- UNHCR Management Learning Programme.
- UNHCR Tri-Cluster Knowledge and Coordination Skills Training.
- UNHCR Workshop on Emergency Management.
- Applied knowledge in UNHCR mandate, its policies and priorities in relation to IDPs and CCCM.
- Demonstrated expertise in program management and reporting requirements. In Iraq, on-going conflict, generalized violence and insecurity, coupled with long-standing political, tribal and sectarian tensions have hampered progress on national reconciliation and political reform. Since 2014, the spread of armed groups and intensive conflict in various parts of the country has led to a further deepening of the humanitarian crisis and successive waves of mass displacement.

From January 2014 to December 2016 , IOM through the Displacement Tracking Matrix (DTM) reported 2,996,004 Internally Displaced Persons (IDPs) and 1,397,016 returnees across the country. In addition, nearly one million Iraqis remain displaced as a result of earlier bouts of conflict and violence between 2006 and 2007. The situation remains highly fluid and some families have experienced multiple displacements, compounding their economic and protection vulnerability.

In March 2016, the Iraqi Security Forces (ISF) began a military campaign to retake territory from armed groups in Ninewa Governorate around Mosul in the north and Anbar Governorate in the central region, prompting new displacement into Mahkmur district in Erbil Governorate and safe areas in Anbar Governorate. The ISF retook Fallujah in June 2016 in an operation that displaced over 85,000 persons from the city and surrounding areas, and over 162,000 persons were displaced from Mosul and surrounding areas from April to September 2016 due to shelling and lack of food in their villages. In October 2016, ISF launched an offensive to retake Mosul city, and announced on 18 January 2017 they had gained control of eastern Mosul. The offensive to retake western Mosul city began on 19 February 2017. Since the beginning of the Mosul offensive, over 217,764  Iraqis have been displaced, of whom 57,462 have returned to their areas of origin. Of the remaining 160,302 IDPs from Mosul and surrounding areas, the majority (83%) are hosted in camps and emergency sites, with the remainder living in host communities and informal sites outside Mosul district.
The Government has also continued to clear explosive remnants and restore services in retaken areas like Heet, Ramadi, and Fallujah in Anbar Governorate. Sporadic attacks from armed groups, however, have continued to impede clearing efforts and inhibit safe returns. Overall, continued insecurity along with destruction of homes and infrastructure, the high risk of death or injuries from explosive remnants of war, and lack of basic services has meant safe and sustainable return for most will not be available in the near term.

As part of the cluster coordination mechanism for the IDP response, and in support of the Government, UNHCR leads three Clusters:   Protection; Camp Coordination and Camp Management (CCCM); and Shelter/Non-Food Items. UNHCR undertakes direct interventions with local, regional and national authorities to ensure that those displaced can access safety in camps/urban areas.  UNHCR provides shelter assistance, core relief items, and coordinates with humanitarian actors to complement the work of local authorities to improve the living conditions of vulnerable IDPs in camp and non-camp situations throughout Iraq. There are 87 camps in Iraq providing shelter to IDPs, with 48 camps in the Centre/South (27 built in 2016) and 39 camps in the KR-I (10 built in 2016). UNHCR has built or rehabilitated 37 out of the 87 camps (20 in the Centre/South and 17 in the KR-I). UNHCR works with local authorities and humanitarian actors to provide coordinated services to IDPs. In camps, this translates to ensuring adequate shelter, delivery of food and water, and presence of education and health facilities in camps. In 2016, UNHCR provided 15 capacity building and training sessions for 320 camp management stakeholders across Iraq and worked to ensure that camp residents were represented in camp management structures, including by organizing and encouraging camp-based elections for local camp representatives.  In the KR-I, over 70% of camps have elected camp representatives.  Mobile teams from partners are providing CCCM services to camps and out-of-camp settlements throughout Iraq. As a result of conflict in Syria, now in its sixth year, there are 230,836 Syrian refugees in Iraq.  96% of the 230,836 Syrian refugees in the country reside in the Kurdistan Region of Iraq (KR-I), with 39% in camps and 61% in urban, peri-urban and rural areas. The protracted nature of the Syrian conflict has meant that refugees have depleted their savings, and are more reliant on assistance provided by humanitarian actors. Livelihood opportunities are scarce and the current economic downturn in the KR-I has further increased refugees¿ vulnerability.

HCR provides leadership for the international humanitarian response for Syrian refugees in Iraq through effective coordination mechanisms under the Regional Refugee and Resilience Plan (3RP). UNHCR leads the Protection, Shelter and Basic Needs/Non-Food Items sectors, and co-leads Health with WHO and WASH with UNICEF. WFP leads Food Security, UNICEF leads Education, and UNDP leads Livelihoods. UNHCR also leads Camp Coordination and Camp Management (CCCM), which, until 2016, was a separate sector. From 2017 onwards, and similar to other countries in the region, CCCM has been integrated into the Shelter sector for the refugee response. The Government of Iraq and the authorities in the KR-I have the support of UNHCR in assuming their central role in the overall coordination process. The coordination of activities in the camps also benefits from regular meetings at the camp, governorate and central levels. UNHCR has further expanded its multi-purpose cash assistance programme as a protection tool to ensure that families do not resort to negative coping mechanisms, such as child labour.

At the request of the Government and host communities, UNHCR supports repair of communal infrastructures (e.g. schools or health clinics), shops and/or marketplaces, as well as agricultural projects (e.g. pumps, greenhouses) in areas with a high concentration of persons of concern to UNHCR (IDPs, refugees, returnees) through Quick Impact Projects that promote social cohesion. UNHCR has also been strengthening its support for returning communities in their areas of origin through conflict resolution and resilience building initiatives to assess the needs of displaced communities and encourage conflict resolution. - Erbil is Category D Duty Station with Security Level 3.
- All UNHCR international staff member in Erbil are accommodated in security cleared apartments or alternatively hotels.
- Basic food and other commodities are widely available in the local shops and markets. Banking facilities are rather underdeveloped; therefore cash is the main means of settlement of various bills.
- Both local currency (Iraqi Dinar) and USD are equally accepted for any payments.  No specific dress-code applies and casual European style clothes are worn.
- Eight weeks R&R cycle applies for staff assigned in Erbil.
- Several international airlines operate daily flights from Erbil and Suleimanyah International Airport to number of large international airports in Europe as well as Middle East.
- Holders of UNLP can enter Kurdistan Region of Iraq visa-free. Residence permit is not required for UN staff entering Kurdistan Region with UNLP. - Security Clearance for travel to Iraq is not covered under TRIP. Such is approved through MoP (Movement of Personnel) manually processed by the Office. No travel should be undertaken without a copy of a fully approved MoP.
- The SSAFE (Safety and Security Approaches in a Field Environment) course must be undertaken by all international staff members to allow them to travel outside of Erbil the country. If a staff has conducted a SSAFE (Safety and Security Approaches in a Field Environment) course within the last three years there is no need for attendance; he/she only require attending the FSCOs briefing on arrival. If he/she has not attended a SSAFE course in the last 3 years he/she will be required to attend the new mandatory SSAFE course conducted in Erbil.
- Subject to the advice received from the security unit, some movement of UN international staff within Kurdistan Region of Iraq may be undertaken in the convoy of two UN vehicles.
- Travel to border areas as well as disputed areas whereas newly displaced persons are concentrated is allowed in a convoy of two armored vehicles only. Arabic language is desirable.

Please note that the closing date for all vacancies in the Addendum 2 to the March 2017 Compendium is Wednesday 31 May 2017 (midnight Geneva time).