CCC Commitments and Benchmarks
Appropriate and experienced staff and personnel with relevant deployment training are provided and rapidly deployed, primarily through internal redeployment of staff. This is complemented by external recruitment and standby personnel to allow for recruitment of possible longer-term posts, as needed.
Well-being of staff is assured.
Sexual exploitation and abuse by humanitarian workers is prevented.
UNICEF staff members and key partners have knowledge and skills for effective emergency preparedness and response. This includes knowledge about humanitarian reform and the cluster approach.
- Establish and maintain a staff mobilization plan for both immediate and medium-term needs, and identify and communicate staffing needs through established systems and practices. At the regional level, produce an analysis to mitigate risks and identify gaps and actions.
- Include deployment training as a key element in the recruitment process.
- Provide all staff, as part of UNICEF deployment training, with information and support to address their well-being, including information on safety and security measures and procedures, HIV and AIDS, traumatic stress and chronic work stress.
- Disseminate to staff members the UN rules governing behaviour related to sexual exploitation and abuse, as contained in the Secretary- General's bulletin; implement a monitoring and complaints mechanism within the organization and as part of the General Assembly victim assistance policy; and train focal points.
- Develop and implement a training plan that includes capacity building of UNICEF staff and partners for emergency preparedness and response planning, as well as Principled Approach to Humanitarian Action e-learning.
- Ensure that all new UNICEF staff have completed induction training that integrates key emergency elements, and establish processes for the completion of deployment training for relevant UNICEF staff, standby partners and consultants.
- Ensure the mandatory completion by all staff of e-learning training on sexual harassment.
- For business continuity purposes, ensure that critical staff and their alternates are identified and trained in sustaining the critical business processes of the office. Staff who will be working from home will need to be identified to ensure that they are provided with remote access capabilities and vital records to support on-site critical staff. This will include identifying Activated Key Staff when technological support is required for internal recovery.
- Ensure that staff members with special needs, afflictions and illnesses are provided with support in case of an internal crisis affecting office operations.
- CO to mobilize surge capacity, to be launched in parallel with humanitarian appeals and in coordination with RO and HQ. This will be done through established rapid response mechanisms, using the emergency response team and other internal redeployment, external recruitment and standby arrangements with partners.
- Reassign and/or redeploy staff within the CO and RO to support emergency response, or redeploy staff within the region.
- Identify and recruit external candidates via the global web roster e-recruitment platform, other external sources and standby partners.
- Monitor completion of UNICEF deployment training for staff and consultants deployed for emergency response.
- Provide all staff with the contact details of the UNICEF staff counsellor's office, as well as of any local counselling resources identified, including UN counsellors, local counsellors and peer helpers.
- Ensure that all UNICEF staff and partners sign the code of conduct, and make them aware of appropriate mechanisms for reporting breaches of its six core principles.
- In case of emergency deployment, ensure that UNICEF staff being deployed on mission, external candidates (including consultants), as well as standby partners complete UNICEF deployment training before deployment, immediately upon arrival at their duty stations and after completion of the assignment.