Capacity Building

Responsibilities of a CCCM Cluster

The CCCM Cluster responsibilities for capacity building exist on two levels. The first is to build capacity on supporting national counterparts on leading the cluster. The second is to ensure that operational CCCM partners have the operational and technical capacity to manage displacement sites and uphold the rights of displaced people through their work day to day. The Cluster coordination team must ensure that both government counterparts as well as partner agencies staff are equipped with the knowledge, attitudes and  skills to be able to do their jobs. The Cluster is responsible for:  

• Identifying capacity gaps and needs for capacity-development in: 
  • Operational CCCM response 
  • Coordination functions of the Cluster coordination team and government counterparts, relevant to ongoing coordination work and/or to work towards Cluster transition, including information and data management  
  • Preparedness & contingency planning with government authorities, as contextually appropriate 
• Developing a capacity building strategy (standalone, or part of the CCCM Response Strategy), which builds in a mixture of methodologies (including technical support, mentoring and coaching into CCCM approaches), tools and resources to address capacity gaps  
• Linking learning needs to capacity strengthening activities such as request for equipment, technical support through dedicated staff, etc. 

Depending on the scale of need for capacity building, you might want to: 

• Include capacity-building as a CCCM activity in the HRP, if dedicated resources are required 
• Nominate a focal point within the Cluster coordination team for operational capacity-building / include a dedicated capacity-building specialist in the coordination team in new large-scale crises 
• Organise trainings (Training of Trainers (ToTs), workshops etc.) so that operational partners are able to train their own staff and conduct trainings at site level to the community 
• Request support or deployment from the Global CCCM Cluster or utilize standby partner agreements  

Staffing Support: A dedicated Capacity-Building Specialist can be included in a Cluster coordination team, responsible for developing a capacity-building strategy, developing contextually-relevant materials, and delivering trainings. Typically, dedicated positions have been included in large scale emergencies and are particularly relevant in new crises when many new staff might be unfamiliar with CCCM concepts. If you think this position might be needed, discuss it with Global CCCM Cluster focal point. You can find an example ToR for a Capacity-Building Specialist in Toolkit Section 1.6 Coordination Team Staffing.  

Coordination Capacity

A Cluster coordination team is responsible for delivering the "6+1" core functions of clusters, that are laid out in Inter-Agency Standing Committee guidance on cluster coordination. See Toolkit Section 1.2 Core Functions of a CCCM Cluster. It can be useful to think of a cluster coordination team as service providers – tasked with delivering and facilitating the core functions and working for the benefit of Cluster members. 

Capacity of the Cluster Coordination Team

In order to deliver on the core functions of the cluster, the Cluster coordination team itself must have sufficient capacity to do so. Not only does this require an adequately staffed coordination team proportional to the size of needs for disaster response, but it also requires that the individuals within the team have the necessary technical knowledge and skills to perform their roles and that the coordination team as a whole work coherently.  

All Cluster coordination team members should have knowledge of the humanitarian coordination system, cluster core functions, their own roles, and responsibilities, of CCCM as a technical sector (as relevant to their role), as well as have the coordination/technical skills to deliver their responsibilities.  

Opportunities to review and strengthen coordination team capacity include using: 

• Use this Cluster Coordination Toolkit as a resource to deepen the knowledge of all team members  
• Use the Checklist for CCCM Clusters in Toolkit Section 1.2 Core Functions of a Cluster to identify what is being delivered well, and what may need to be strengthened 
• Use the annual Cluster Coordination Performance Monitoring (CCPM) exercise to reflect on what the Cluster coordination team is already achieving, as well as to develop an action plan to identify areas that need strengthening, and to hold the team accountable for this – see Toolkit Section 1.10 CCPM 
• Reach out to your Global CCCM Cluster focal point / IM focal point for support as needed 
• Take advantage of any relevant internal training offered by your organization to improve your own skills and knowledge on emerging topics 
• Organize induction briefings and training for new members of the coordination team, especially if they haven’t worked in a coordination role previously – for example, for team members from local or national organizations. See Toolkit Section 1.9 Inter-Cluster Coordination. 

Capacity of Government Counterparts

Appropriate engagement with government authorities at national and local level is a vital component to deliver upon the responsibilities required in successful coordination. Engagement approaches with government counterparts might differ at national and local level, are largely context-specific, and often change over time. At national level, engagement of a CCCM Cluster coordination team with national authorities can vary from a government body taking on leadership of the Cluster, to liaison supported by the Cluster Lead Agency (CLA); see Toolkit Section 1.9 Inter-Cluster Coordination. 

If working with authorities who are new to CCCM, you might need to consider capacity-building on: 

• Humanitarian coordination system, and coordination functions of the CCCM Cluster
• Operational CCCM response, particularly on roles and responsibilities 
• Humanitarian principles 

Different capacity-building approaches might be needed depending on the topics, level of engagement, and interest from the authorities. For example, organizing briefings, or developing specific trainings.  

Capacity-building of government counterparts (and, likely local and national actors) is also a critical component of Cluster transition and deactivation planning. Capacity-building of authorities from early on in a response supports the ability to develop transition plans later on, and once a deactivation strategy is identified, capacity-building is likely to form a main part of the transition process. See Toolkit Section 4.3 Cluster Transition & Deactivation. 

Operational CCCM Capacity

The CCCM Cluster coordination team should work with CCCM partners to identify and address any capacity gaps – and capacity-building needs – to ensure operational CCCM  teams (whether international, national, local, or government) can meet the needs of the affected population by delivering quality CCCM response.

Standard CCCM Trainings

Training Packages 

There are two standard operational CCCM trainings, developed by the Global CCCM Cluster:  

• Global Introduction to CCCM Training Package 
• Global CCCM Training of Trainers  

These are both designed to be adapted to the context and should be delivered in person by trained trainers.  

Requesting Support with Trainings: The CCCM Cluster has an inter-agency roster of trainers that have completed a training of trainers (ToT) and who are available to conduct learning needs assessments and deliver training. Face-to-face training is available for CCCM staff and partners, including government counterparts, in Arabic, Burmese, English, French, Portuguese, Spanish, and Turkish. (Some translated materials are not the most recent versions and if possible both time and funding for translation should be included in project proposals and appeals). Residential (face-to-face) training usually lasts a minimum of 18 hours distributed over three days, with two facilitators who are graduates of CCCM Cluster ToTs. The overall cost of the training will vary. The average estimated cost of the trainers is $8,000 per training course, plus all logistic costs of the training in the country that will be assumed by the organizers. Trainers should be requested at least one month in advance.  

For more specific capacity-building support, you can reach out to [email protected]    

There is also a specific course offered by IFRC and IOM in Spanish in Latin America for CCCM learners which can be arranged by request. Write to [email protected] for more information.  

CCCM e-Learning 

The Global CCCM Cluster has a free e-learning course available to self-directed learners willing to invest 10 hours, to be completed as convenient. It is available only in English, and can be accessed through the below link. Participants only need to enroll and create a username and password.

Developing & Delivering Thematic Training

Depending what training needs are identified from a capacity assessment, you might need to develop or adapt trainings for specific thematic issues. See Remote Capacity Development Guidance in Toolkit Resources below, for tips on adapting tools especially when there are operational constraints. 

The Global Capacity Development Working Group has a shared folder, where trainers can find and share training materials on thematic topics. See the Working Group’s webpage for details on how to request access.  

In addition, you might be able to utilise in-country support to deliver trainings for CCCM actors, such as: 

• Other clusters – for example, training on protection mainstreaming from the national Protection Cluster 
• CCCM partners – working to pool resources and share materials, through the Cluster 
• Cluster Lead Agency and Co-Chair organization internal capacities & specialisms 
• Specialised organizations – for example, on disability inclusion 

Record it in the CCCM Training Registry

The CCCM Training Registry is used by the Global CCCM Cluster to record and analyse CCCM capacity-building events. It records what CCCM trainings are delivered where, and to who. See the Capacity Development Working Group for more information, and the link to the Training Registry form, and Frequently Asked Questions explaining further.  

A CCCM Cluster should:  

• Record all CCCM trainings delivered by the Cluster 
• Encourage CCCM partners to record trainings they deliver 

Capacity Building at Site-Level

At site level, CCCM actors will likely to be carrying out capacity-building as part of their activities. For example, training local authorities and other humanitarian service providers on roles and responsibilities, or training community committees. A CCCM Cluster may need to support this, for example, through sharing resources, developing common approaches, or drafting/sharing core training materials for adaptation.  

• See Toolkit Section 8.4 Community participation  
• See NRC’s Community Coordination Toolbox for tools for training and supporting CCCM actors and community-based governance structures, including guidance on coaching methodologies.  
• See CCCM Case Studies 2020 – Community Governance Capacity Building, Afghanistan 

Building National Capacity in Preparedness & Contingency Planning

Supporting national capacity building in preparedness and contingency planning is one of the six core functions of a Cluster (see Toolkit Section 1.2 Core Functions of a CCCM Cluster). As climate change rapidly accelerates the scope and rate of disaster that are taking place inside of sites, and more and more countries are seeking to be better prepared to evacuate their own citizens, some Clusters have taken the step to develop capacity building programs which build upon national coordination structures. National authorities have the primary responsibility for preparedness and taking care of victims of natural disasters and other emergencies that occur in their territories (Resolution GA 46/182). Cluster Lead Agencies have therefore provided capacity building to strengthen national preparedness and response capacity, as relevant and necessary. The MEND Guide is one such tool which can assist with this kind of preparedness planning (see Toolkit Section 8.6 Preparedness & Site-Level Incidents). 

You can speak with your Cluster Lead Agency or Global CCCM Cluster focal point to develop specific capacity building programs for authorities.  

Developing a Capacity Building Strategy

Capacity-building is the “process by which individuals, groups, organizations, institutions, and countries develop, enhance and organize their systems, resources and knowledge, all reflected in their abilities, individually and collectively to perform a function, solve problems and achieve objectives [1]”.

Different types of approaches can be utilised to strengthen capacity. Different methods will be appropriate for different needs, and can be combined. They include: 

• Trainings 
• Mentoring 
• Coaching  

Capacity Assessment 

The first step in developing a capacity-building approach is to identify:  

• Current capacities  
• Knowledge or skills gaps 
• Preferences and interest in engaging in learning 

A capacity-assessment / learning needs assessment tool can help you do this. You can contact the global CCCM Cluster’s Capacity Development Working Group for support as needed. See also Toolkit Resources below for an example capacity self-assessment tool for local actors in Somalia – provided to local organizations and assessed both their capacity to carry out operations and well as knowledge.  

Capacity-Building Strategy 

Once you have identified what current capacities and needs are, you should develop a capacity-building strategy along with the organizations who will participate (whether CCCM partners, or government authorities). 

• What capacity-building approaches will be taken, how, and by whom (for example: holding CCCM trainings for all new Camp Management agency staff; developing a new CCCM activity on mentoring of new CCCM agency teams by an experienced CCCM actor)  
• What activities the Cluster will conduct 
• Identify if technical support is needed 
• Identify any financial resources are needed 
• How progress on the activities in the strategy will be monitored 

The scale of a capacity-building approach will vary considerably between different contexts. Established and experienced CCCM partners might, for example, request an annual in-country refresher training. Or, in a new crisis with multiple new CCCM actors, you might need a more elaborated approach incorporating different capacity-building approaches and requiring external training support.  

Ideally, the capacity-building approach should be integrated into the CCCM Response Strategy. You might want to develop a dedicated Capacity-Building Strategy as an annex. See Related Resources for examples. 

[1] B. Poulgny in Supporting local ownership in humanitarian action, GPPi policy paper, 2009

Related Resources