JOINT CAPACITY SHARING INITIATIVE

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09262019 - Contact: Bryant Castro, [email protected] Note: Pending final review by RRRC

Joint Capacity Sharing Initiative

JOINT CAPACITY SHARING INITIATIVE MULTI-SECTOR TRAINING PLATFORM FOR CAMP-IN-CHARGE (CiC) SUPPORT STAFF

PROJECT DESCRIPTION

The Joint Capacity Sharing Initiative, led by the Site Management Sector, is a multi-sectoral and multi-disciplinary training, capacity sharing and skills transfer platform that prepares and reinforces the Government of Bangladesh’s (GoB) national site management staff. While national site management teams consisting of a Camp-in-Charge (CiC) and an Assistant Camp-in-Charge (ACiC) 1 have been operational in most sites2 since the Rohingya influx in 2017 and focused primarily on administration duties, the GoB through the Refugee Relief and Repatriation Commission (RRRC) is expanding teams to include Support Staff: a Care and Maintenance Officer, an Information Assistant and two Community Mobilization Assistants.3 The Initiative’s learning platform is based on a foundation of site management training modules, yet the platform also facilitates and effectively channels specialized sector training in a coordinated, rational and a cohesive manner from practitioners across all service delivery sectors.4 The Initiative aims to ensure the Support Staff have a comprehensive multi-sectoral understanding at both strategic and operational-levels of humanitarian coordination, service delivery and site management specific to the Rohingya response. Initial training modules orientate and highlight essential site management concepts and principles yet the Initiative focuses on providing context specific and practical material that are relevant for: day-to-day application, operational use, technical understanding and solutions-finding. Cross-cutting issues such as gender, protection and accountability to affected populations are part of the modular training component and also mainstreamed throughout the design and development of the entire Initiative. The Initiative’s learning methodology uses a holistic process combing multiple approaches that reinforces learning, while taking into account potential barriers and foreseeable challenges. The approaches used for skills sharing and interactive learning techniques such as: face-to-face modular trainings and orientation sessions, lecture and plenary discussion with national and international practitioners, scenario and role playing based on past and ongoing field dynamics, thematic “site study visits”, and on-site shadowing and coaching by humanitarian specialists covering specific activities or tasks. While a longer-term site management technical assistance component is designed to reinforce acquired knowledge, encourage strategic and critical thinking, and emphasizes self-reflection. Site Management Technical Experts (TE) will support CiCs, help them identify and develop site management

1 Each Rohingya site is generally assigned one to two Assistant CiCs. 2 The term “site” or “sites” will be used for consistency; in practice partners in the Rohingya context are generally using the terms “site” and “camp” interchangeably. 3 For this document only, the newly recruited national site management staff will be referred to as ‘Support Staff’. 4 See Annex A for broad curriculum thematic modules based on assistance Sectors, Sub-Sectors and Working Groups.

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performance goals and plans, and assist Support Staff in reaching agreed upon objectives5; and TE will also reinforce site level linkages with sector coordination structures. In parallel, the Initiative will lead the development of a Site Management Guidebook for Rohingya response in Bangladesh that consolidates and/or develops standardized tools and guidance for operational actors within sites.

5 TA Experts in close consultation and coordination with CiCs will jointly develop site management performance plans for the respective CIC’s Support Staff.

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TABLE OF CONTENTS

PROJECT DESCRIPTION .............................................................................................................................. 1

I. CONTEXT AND CHALLENGES TO SITE MANAGEMENT NATIONALIZATION .................................... 4

II. AIMS OF THE CAPACITY SHARING INITIATIVE ................................................................................ 5

III. GUIDING PRINCIPLES AND WAYS OF WORKING ............................................................................ 6

IV. PILLARS OF CAPACITY SHARING - A HOLISTIC LEARNING STRATEGY ............................................. 8

V. METHODOLOGY FOR CAPACITY SHARING AND SKILLS TRANSFER ................................................ 8

VI. ADDITIONAL OPPORTUNITIES TO EXPAND THE CAPACITY SHARING INITIATIVE ........................ 14

VII. SITE MANAGEMENT NATIONALIZATION - PHASING PARTNER-BASED ACTIVITIES ..................... 17

VIII. SMS OPERATIONAL MODIFICATIONS - WAYS FORWARD ............................................................ 18

IX. PROTECTION AND COMMUNITY CENTERED ACTIVITIES ............................................................. 19

X. KEY REQUIREMENTS FOR SUCCESS – GoB, HUMANITARIANS AND DONORS ............................. 20

ANNEX A: LISTING OF TRAINING THEMATIC MODULES WITHIN THE CSI ............................................... 21

ANNEX B: SMS PARTNER “OBSERVATION” SHADOWING FRAMEWORK ................................................ 23

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I. CONTEXT AND CHALLENGES TO SITE MANAGEMENT NATIONALIZATION

The rapid influx of Rohingya fleeing persecution in late 2017 and into Bangladesh led to the spontaneous establishment of more than thirty sites or informal settlements. By December 2018 the Rohingya population in the areas of Ukhiya Kutupalong and Teknaf reached over 900,000 persons. The newly settled sites faced ongoing challenges due to the initial lack of time to scale up site planning, the high density of households and the risk of natural hazards, in addition to the complexity of providing basic needs and protection in a coordinated manner, and ensuring access to services for all Rohingya women, girls, men and boys. To ensure the presence of national authorities and to support operations within Rohingya populated sites, the GoB rapidly mobilized senior civil servants from various ministerial bodies, ranging from the Ministry of Public Administration to the Ministry of Environment and Forest, to act primarily as Site Administrators in the form of the Camp-in-Charge (CiC) and Assistant Camp-in-Charge (ACiC) in the spontaneous sites that Rohingya populated. Site Administration refers to general oversight and supervision of activities in sites that fall under sovereign state functions such as liaising with security forces and facilitating access to humanitarians. Supported by UNHRC and IOM field teams, CiCs and ACiCs also began taking on site management responsibilities including facilitating coordination and community leadership meetings, supporting site planning and monitoring some services amongst others. CiCs and ACiCs faced significant structural limitations considering the size of sites, number of Rohingya women, girls, men and boys and the complexity of needs. Most of them had not been exposed to humanitarian operations or received specific sector trainings prior to their deployment in sites. They were also limited in numbers6 and they remain foremost employees of their respective ministries, and especially early on after the Rohingya influx there was high staff turnover making it difficult to institutionalize and transfer the knowledge CiCs had acquired. Therefore, in partnership with the RRRC and to complement CiC and ACiC, UNHCR and IOM partnered with Site Management Support (SMS) agencies in late 2017/early 2018 across all sites to focus on coordination and management.7 SMS partner’s operational approach uses one senior Site Management Team Leader/Camp Manager8 with up to twelve national staff per site, and volunteers to provide many daily site management services, such as: coordination, service monitoring, emergency response and planning, liaising and channeling information between specialized humanitarian partners and establishing community governance or representative groups. Moving forward, the RRRC aims to nationalize site coordination and management to the extent possible. To accomplish this the RRRC is employing over 300 staff9, including close to one hundred national site management Support Staff who will be based in sites along with CiCs and ACiCs. The newly recruited Support Staff will be composed of Care and Maintenance Officers, Information Assistants and Community Mobilization Assistants. Thus with the additional staff, CiC-led site management teams will

6 Most CiCs are responsible for covering multiple sites, generally ranging from three to five sites. 7 SMS agencies were also tasked with providing on-site capacity building to CiCs/ACiCs as necessary or requested. 8 Initially mostly international staff, however over time many postings were replaced by national staff. 9 This includes site management related staff and non-site management staff, e.g. drivers, cooks and guards.

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consist of an ACiC and four Support Staff per site, however most CiCs themselves will continue to be responsible for multiple sites. In preparation for the nationalization process, humanitarian partners at the individual organization and sector level have a shared responsibility to create conditions conducive for a successful transition that does not impact the quality or continuity of site management services. All actors should aim to address ongoing operational and coordination gaps, strengthen ways of working, and harmonize and standardize to the extent possible all practices and tools. It is within this context that the Site Management Sectors proposes the Joint Capacity Sharing Initiative that aims to support a cohesive, coordinated and effective nationalization process through the development of a comprehensive, multi-sectoral skills transfer and learning platform. The Initiative will systematize and channel the expertise from humanitarian partners, and existing CiCs/ACiCs to newly recruited staff. It will also aim to reinforce the provision of assistance through a refugee protection lens, strengthen core understandings on accountability, and identify and institutionalize best practices, constructive and collaborative ways of working, and integrate lessons learned though training material and the development of a Site Management Guidebook for Rohingya response in Bangladesh.10

II. AIMS OF THE CAPACITY SHARING INITIATIVE

The expected goal of the Initiative is that Support Staff maintain the continuity and quality of site management services, abide by humanitarian principles, respect of human rights, are governed by an accountability framework and ensure the protection, welfare, dignity and equal access of service provision for the Rohingya women, girls, men and boys, as well as incorporate beneficiary voices in decision making. Specific objectives and outputs are as follows:

Objective 1: Standardize site management, coordination, community engagement and technical skills of CiC Staff across the Rohingya sites in Bangladesh.

Output 1.1: Develop a CIC Support Staff orientation and module-based sector training program

Objective 2: Further operational learning, support a continuity of skills transfer, ensure the use and application of knowledge, and encourage strategic and comprehensive planning.

Output 2.1: Deliver a field-based sector coaching, and an SMS shadowing and technical assistance program

Objective 3: Establish standardized operational reference tools for all partners working within sites, and support their day-to-day activities; to include multi-sectoral tools, TORs, standard operating procedures (SOP), guidelines and other technical elements.

10 The Site Management Guidebook will be developed by compiling existing multi-sector tools, procedures, guidance, etc. including existing global documents as well as Rohingya specific. Where relevant documentation does not exist, it will be developed for inclusion.

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Output 3.1: Publish a multi-sector Site Management Field Guide of standardized practices and SOPs for day-to-day activities.

Objective 411: Establish a cadre of CiC/ACiC trainers on standardized site management practices.

Output 4.1: Develop and deliver a CiC/ACiC ToT for the standardized site management practices and procedures within the above Site Management Field Guide.12

Target Recipients of Training, Coaching and Technical Assistance Component – CiC Staff 13

- Camp-in-Charge (CiC) - Assistant Camp-in-Charge (ACiC) - Care and Maintainer Officer - Information Assistant - Community Mobilization Assistant

Target Recipient of Site Management Guidebook14

- All sector and operational stakeholders or partners working within sites - Relevant National Institutions/Authorities - Rohingya representatives (e.g. elected site leaders)15

III. GUIDING PRINCIPLES AND WAYS OF WORKING

National Participation and Local Ownership - The initiative seeks the active engagement, “buy-in” and the substantive participation of the RRRC, CiCs and ACiCs to help design and support as necessary. Joint Partnership – The overall process aims for transparent cooperation, seeking specialized value-added, and partnering to create synergies. Facilitate A Common Platform – The initiative provides a multi-sectoral platform for effective targeting of Support Staff in a cohesive, effective and purposeful manner. Incorporating Key Lessons Learned: the Initiative will aim to use lessons learned and best practices from other learning, capacity building and technical assistance schemes.

11 TBD – this objective will be a medium to long term goal after the full roll out of the CSI and further clarifications by the RRRC on the identification of potential CiC/ACiCs eligible to become trainers. 12 ToT trained CiC/ACiC will be expected to provide training and support capacity building to newly rotated CiC/ACiC, to Support Staff, to any relevant informal staff (e.g. volunteers), and to elected refugee leadership representatives as necessary. The proposed ToT will build on and update existing site management/CCCM ToT course material, that has previously been delivered. 13 Local Authorities (Upazila Nirbahi Officer/UNO) may also be invited for some training modules mainly in relation to Teknaf area sites where there is an overlap of host and Rohingya community members. 14 The Site Management Guidebook may benefit all operational actors as it will be a “one-stop shop” to help orientate staff and provide a cohesive overview of the kinds of tools, procedures and practices being used across sites and sectors. 15 As relevant pending the establishment of elected representatives; will require a translated version and consideration for developing a “light” version with condensed material for beneficiary representatives (TBD).

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Gender Mainstreaming: The gender mainstreaming component of the Initiative seeks to develop the capacity of and provide tools to the Support Staff to consider the distinct needs, priorities and impact of all decisions made in the sites on women, girls, men and boys. This will be done through ensuring that the Initiative’s training curriculum and site management guidebook incorporates basics of gender-responsive humanitarian interventions which address the practical needs (related to survival) as well as the strategic needs (control over resources and decision making power in the household and the community) of women, girls, men and boys. Protection Mainstreaming: In line with the Joint Response Plan, the protection mainstreaming component of the initiative seeks to develop the capacity of and provide tools to Support Staff which place accountability and protection considerations at the forefront of site administration and management. Tools and capacity building will focus on a community-led, rights-based and participatory approach to assistance; protection and gender mainstreaming; the principle of do no harm; prevention of sexual exploitation and abuse (PSEA) and accountability of humanitarian actors to affected communities through effective, transparent and honest community participation and through the availability of information and an active complaints and feedback mechanism. Capacity building will also focus on leveraging the capacities of refugees, who can contribute significantly to their own protection and solutions through active community participation with an age, gender and diversity balance. In order to ensure that protection mainstreaming is integrated in the delivery of humanitarian assistance four key elements will be highlighted: 1. Participation & Empowerment: Providing tools and capacity building in order to ensure that

communities are involved and consulted in the process of site management and site administration. Share approaches to strengthen community-based mechanisms.

2. Do No Harm: Ensuring that considerations are taken to prevent and minimize any unintended negative effects of interventions which can increase vulnerability to physical and psychosocial risks, including GBV prevention and mitigation strategies to reduce risks of GBV.

3. Meaningful Access/Age, Gender and Diversity: Sharing good practices in order to ensure that communities have access to assistance/services (without facing any barriers due to their age gender or diversity characteristics. In particular sharing practices which address the differentiated needs of women, girls, boys and men, or other identified vulnerable groups through an age, gender and diversity lens in the design, implementation and monitoring of programs and administrative structures.

4. Accountability: Sharing good practices with respect to establishing mechanisms to enable beneficiaries to provide feedback, complaints and measure the adequacy of interventions.

Core Humanitarian Standards (CHS): The initiative will act in accordance with the CHS which are nine operational commitments that aim to place communities and people affected by crisis at the center of humanitarian decision making and action.

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IV. PILLARS OF CAPACITY SHARING - A HOLISTIC LEARNING STRATEGY

The Initiative aims to achieve skills transfer and learning using a multi-faceted, holistic strategy that addresses factors that both encourage or detract effectiveness and sustainability. The strategy is composed of four complementary learning approaches (below) that are integrated within the overall design, development and implementation of the Initiative. 1. Top-Down Organizational Approach – Activities will influence accepted standards and have a

down-stream impact on individual practitioners.

2. Bottom-Up Organizational Approach - Processes and ways of working that empower individual stakeholders to use their existing and/or newly acquired skills to develop and shape the intervention/activities themselves.

3. Partnerships Approach – Processes orientated towards strengthening relationships, confidence-building, trust and understanding between stakeholders; use of methodologies and language that encourage cooperation to achieve shared objectives.

4. Community Based Approach – Processes that allow the targeted communities themselves (e.g. CiC Staff) to progressively increase their participation and manage activities themselves while external actors gradually withdraw resulting in local stakeholders building ownership.16

V. METHODOLOGY FOR CAPACITY SHARING AND SKILLS TRANSFER

The Initiative’s learning methodology uses a holistic process combing a range of complementary tools that reinforce learning and behavioral change, while taking into account potential barriers and foreseeable challenges. The process will go through three distinct stages: (1) face-to-face modular trainings with orientating “site study visits”; (2) on-site technical coaching covering specific issues or tasks; (3) practical SMS shadowing to orientate, reinforce appropriate ways of working and ensure an SMS lens is used throughout all sector trainings; (4) while a longer-term technical assistance component will reinforce acquired knowledge, encourage strategic and critical thinking, and emphasizes self-reflection. Relationship building exercises and confidence building measures will underpin the entire process. The Initiative will use all engagements and interactions between stakeholders as opportunities to increase awareness, develop trust, use constructive and value-added language, and emphasize two-way dialogue with an aim of creating substantive partnership amongst participants. In parallel to the aforementioned stages the production and use of a (5) Site Management Guidebook will institutionalize best practices, be underpinned by an accountability framework, mainstream protection and gender, standardized tools and ways of working. Each sector will develop their own specific learning tools and content, and take into account when relevant operational differences between site life and service delivery in Ukhiya Kutupalong and Teknaf.

16 This should occur in parallel to increased collaboration and engagement of community leaders and representatives and involving them in the decision making processes of activities and matters affecting their lives.

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However the guidelines below on ‘stages’ for the capacity sharing provides a common roadmap for each sector thus ensuring a cohesive overall approach that is in-line with the Initiative’s strategy.

1. Sector Modular-Based Training Package and Site Visit Stage

Support Staff will receive face-to-face trainings and lessons using a modular system; modules are trainings that focus on thematic sector issues and specific activities. The system allows sectors to develop a complete package of modules that will be delivered in their entirety during the initial training stage, but thereafter individual modules can be selectively used for follow-up trainings to reinforce skills as necessary.

The modular training stage will include a “core” induction component and a “specialized sector” component. Core induction trainings will include (1) an administrative orientation on Bangladeshi procedures and management that will be led and implemented by the RRRC/CiC17; and (2) a one-day humanitarian orientation that covers essential concepts such as an overview of humanitarian assistance, protection principles and code of conduct; the latter core trainings will target all 300 newly recruited staff members18. Whereas specialized sector trainings will only target the approximately one hundred Support Staff 19 , thus the modular content will be more advanced, in-depth and consist of both principles and operational elements.

While sector specialists will lead specialized modular trainings, experienced CiCs and ACiCs may help co-facilitate some discussions and exercises if requested by sector facilitators. 20Effort will be made to capture feedback on the training methodologies used in each module to identify strengths and weakness, thus this information can be used to adjust subsequent modules as necessary. Each sector module or modular sessions21 will include the following components:

Introduction and participant rules

Baseline knowledge pre-training and post-training test22

Objectives and expected outputs

Activities and times

Key messages that should be reinforced throughout module by trainer

Activity plan

17 The administrative component of the core trainings is independent of humanitarian partners, however, it will be facilitated under the Capacity Sharing Initiative framework and receive operational support, e.g. planning, logistics, etc. by site management partners. 18 This includes newly recruited cleaners, office assistant and guards, in addition to Support Staff. 19 The one hundred will consist of the Care and Maintenance Officer, Community Mobilization Assistant and Information Management Assistant. 20 This is optional and at the discretion of Sector training facilitators. 21 If training requires multiple days. 22 The post test will be used to gauge progress against the baseline knowledge test that starts each sector’s module. If post tests indicate insufficient knowledge transfer and understanding, then further modular training may be scheduled for the relevant staff members and/or subsequent sector coaching session will be modified to reinforce identified knowledge gaps. The baseline and post tests will be part of a monitoring and evaluation plan for the Initiative (TBD).

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Modules will use interactive and structured learning experience activities such as:

Plenary discussion, lecture, discussion & debate, and working groups

Experience sharing:

- Perspectives from humanitarian partners and CiCs/ACiCs

- How principles and standards are applied in sites

- Key challenges or open questions

- Potential solutions and lessons learned

Case study, scenario, role playing (based on actual field dynamics), games and assignments

Group study visits

Group “Study Visits” will be integrated within the modular approach as relevant and determined by sector specialists. They aim to connect thematic issues raised in face-to-face training modules with operational realities. The visits will also be an opportunity to progressively introduce new staff to site life and humanitarian decision-making/coordination structures, and allow Support Staff to begin establishing relationships with existing with key stakeholders. While sector trainers will lead study visits on sector specific content, a mainstreaming expert(s) may also partake as relevant and necessary, e.g. on a site visit to review technical elements of WASH facilities a protection mainstreaming specialist will highlight safety and security concerns related to WASH locations, lighting, access, etc.

For Study Visits, trainers may provide a short guidance note with quick questions on thematic issues to encourage critical analysis while visiting. A plenary debriefing after each visit will be standardized so participants can share their perceptions, raise questions and encourage further group discussion.

After a thematic sector module is presented, sector trainers may lead two types of guided visits23:

1.1. Site Study Visit - visit a pre-determined site to view a thematic activity, e.g. after a site planning training the group will visit site(s) to observe road construction with planning experts or after a gender training to visit women’s centers under the guidance of a gender specialist. Also use visits to make key presentations and support relationship building with relevant stakeholders, e.g. visit the local/site fire brigade after fire safety module or local LPG distributor after LPG training.

1.2. Sector or Working Group Study Visit - visit a pre-selected humanitarian sector or working

group meeting to help Support Staff understand sector-level coordination, its purpose and value added, and identify the direct linkages between sector decision making and site life. These coordination visits will also be an opportunity to demonstrate how Site Management plays a role in facilitating the work of other sectors.

23 SMS partners will support sectors trainers to plan and organize site study visits.

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2. Specialized Sector, Sub-Sector or Technical Working Group (TWG) Coaching Stage

Coaching is generally technical in orientation and uses one-way information flows; a coach tells an individual what precise steps are needed to complete a specific task or activity within an agreed upon time frame. Coaching will operationalize the content that was provided during specialized sector or TWG training modules (see above), and it will reinforce best practices and agreed upon ways of working at a field level. Each coaching session will have an immediate performance goal to achieve, e.g. learn how to use facility monitoring tool, conduct governance consultations or lead a site-level coordination meeting. Coaching will follow a formal, structured process and meetings are planned ahead of time with specified objectives for each interaction.

Coaches will be primarily humanitarian sector or TWG specialists but may also include co-facilitation by CiCs or ACiCs where relevant.24 The coaches will be continuously rotated as different sector or TWG activities are covered – this will also allow Support Staff to be exposed to various teaching styles and develop relationships with sector actors. Sector coaching will be closely linked and underpinned by SMS Shadowing Stage (see below).

3. SMS Shadowing Stage

To complement the sector training and coaching stages (above), SMS partners will develop and integrate a shadowing methodology into their ongoing day-to-day tasks.25 The methodology will be developed and implemented in close consultation with the RRRC and CiCs to ensure roles and responsibilities are clear, and shadowing is used effectively26. The SMS Shadow stage will have three functions:

3.1 Provide an Initial Orientation and Observation to Site Operations - Once newly recruited Support Staff are deployed to sites, SMS teams will provide an overview of site processes, site administration and documentation, and explain service provision, introduction to sector operations and jointly visit facilities. SMS agencies will follow a weekly plan in coordination with CiCs, as per the agreed upon Observation Shadowing Framework, which lists out the specific activities that the Support Staff will be shadowing. The orientation shadowing methodology will focus on “observation”, and for an agreed upon time period the Support Staff should not be specifically delegated significant responsibilities by CiC nor be directly engaging Rohingya populations without SMS partners. The initial shadowing will help Support Staff to:

See how SMS staff work, understand their roles and responsibilities

Visit site blocks, and key facilities and infrastructures

See other sector activities and meet partner staff

24 Coaches should have previously provided trainings and ideally be qualified for Training of Trainers (ToT); if not then the provision of a Coaching ToT will be developed. Selected CiC/ACiC for coaching will require agreement by RRRC and relevant Ministries as their existing site functions would likely need to be covered by other deployed CiC/ACiCs due to existing staff number limitations. TBD 25 It is envisioned that at least up to December 2019, current SMS partners will retain full staff capacity – thus before any downsizing, SMS teams can facilitate a shadowing stage for newly recruited CiC Staff. A specific shadowing methodology and roles and responsibilities agreement with RRRC/CiCs is pending further discussions. 26 See Annex F for the “Observation” Shadowing Framework indicated in section 3.1; note the framework acts as a guide and each SMS partner will coordinate exact activities with respective CiCs to develop the most appropriate site specific approach to shadowing that will not impact ongoing SMS activities and service delivery.

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Observer sector meetings

Begin to understand macro-issues and the linkages across multi-sector assistance

3.2 Reinforce Daily SM Practices – Once Support Staff have completed the initial orientation shadowing (see above) and when Support Staff are not participating in a specialized trainings or coaching sessions, staff may shadow SMS partners for “hands-on” experience.27 “Hands-on” means CIC staff may begin undertaking some of their tasks under SMS partner guidance to reinforce best practices and ways of working.

3.3 Provide an SM Lens to Sector-Led Coaching - Ensures that a site management lens underpins and frames all sector specific skills transfer taking place during the coaching, e.g. a sanitation expert may have a coaching session on drainage grading and minimum construction standards while the SMS partner staff will highlight the role of site management in relation to monitoring drainage effectiveness and mobilizing community members to maintain drains, etc. The SMS partner will provide continuity to the learning process as other coaches will be regularly changing, and ensure sector coaches follow an agreed upon harmonized approach and meet quality standards.28

4. Technical Assistance Stage29

During the Technical Assistance Stage, an SM Technical Expert (TE) and team will support each CiC develop a site management performance plan with goals for their Support Staff. The TE will also help strengthen and reinforce linkages between CICs and sectors or partners as necessary; and support regular and bilateral information flows to keep CICs abreast of sector decisions, while ensuring CiC concerns and operational feedback are channeled to sector leads – with an aim of aligning decision making between sectors and CiCs. The Technical Assistance Stage would begin as in parallel to the formal handover of partner-led activities to CiC (see Section VIII).

To encourage synergies, a quarterly roundtable meeting of all TE and CiC Staff will be facilitated at the RRRC to share experiences, encourage harmonization, discuss challenges and identify potential solutions/lessons learned. The discussions can also help identify themes or issues that require additional attention by TEs. Whereas at the site level, individual TEs and CiCs will meet on a monthly or bi-monthly basis to ensure site specific operational planning is cohesive, that implementation is standardized and outcomes are being achieved.

The technical assistance stage would require the following staff structure:

27 The identification of specific activities that will be “hands-on” will be determined upon further discussion between SMSD partners, RRRC and CiCs - noting that Support Staff performing “hands-on” activities remains within a shadowing framework led by SMS partners and this does not mean such activities are nationalized. 28 A harmonized coaching approach and quality standards will require further discussion, development and agreement. 29 A limited number of current SMS responsibilities/activities will not be handed over the CiC staff; these designated activities will be tasked to SMS Technical Assistance partners – they will continue to lead these activities in close coordination with CiCs.

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SM Technical Assistance (Capacity Sharing) Coordinator at the RRRC or ISCG30 – Will ensure linkage between field-based TEs and the RRRC, support harmonized technical assistance approaches across sites, troubleshoot and liaise with the RRRC and the ISCG or sectors as necessary, and facilitate group meetings with TEs, CICs and Support Staff as stated above to. The SM Technical Assistance Coordinator may be supported by:

o National SM Technical Assistance Coordination Officers – up to two officers will provide secretariat support to SM Technical Coordinator and follow up to actions as requested; will engage in regular site visits to liaise with field-based TE and CiCs, and channel information to the SM Technical Coordinator.

Field-Based International SM Technical Experts (TE) – In addition to providing assistance as indicated above, the TE will encourage CIC staff to use a site management lens in their activities and decision making, and promote the any agreed upon quality standards. 31 TEs may be recruited from current SMS Camp Managers/Team leaders and therefore be able to build on their field experience and already established relationships with site stakeholders. The TE will operate with a Technical Assistance Team, that may have a staff structure covering:

o Facility maintenance

o Protection and community mobilization

o Information management

As a general guidance, the development of a site management technical assistance plan will use the following steps:

4.1 Initial Self-Reflection or Self-Assessment Session(s) – the TE to facilitate robust self-awareness sessions with CiC and Support Staff on strengths and weaknesses; the Support Staff will be guided through a self-assessment in identifying professional needs or goals in relation to their responsibilities and expected outputs.

4.2 Develop a Site Management Performance Plan – the TE to help CiCs develop an individualized site management plan by asking them to do the following:

- State their site management goals

- Clarify their staffs’ roles and actions required to meet those goals through ToRs

- Identify the challenges and opportunities associated with performing the activities

- Identify what successful completion of the activities would look like

- Determine how identified goals can be prioritized in a progressive manner (if possible)

- Identify required resources to meet goals

4.3 Reflection and Maintenance Sessions - The TE observes the Support Staff and identifies/observes how well the plan worked, then shares this information with the CIC and

30 A Site Management Technical Assistance/Capacity Sharing Coordinator within the ISCG structure would still require a dedicated TA Liaison Officer at the RRRC (this could be arranged through a secondment agreement). 31 A harmonized technical assistance approach and quality standards will require further discussion, development and agreement.

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Support Staff during debriefings; TE uses probing questions and/or share experiences; Support Staff are asked to reflect on their progress towards goals and identify potential solutions to challenges. This step may include, for example, a structured monthly reflection session, where Support Staff identify the most challenging thematic/sector issues they are dealing with in the site and thereafter the TE can invite a sector expert for further refresher trainings and Q&A discussions to help CiC Staff resolve the identified operational challenge.

4.4 Periodic Review - The CiC and TE periodically reassess goals and progress on a quarterly basis against the site management plan, and track progress using agreed upon indicators and milestones. This review may result in updating the site management performance plan as necessary.32

5. Site Management Guidebook and ToT for the Rohingya Response33

The Site Management Guidebook will be developed by compiling existing multi-sector tools across sectors; tools shall include amongst others: TORs, SOPs, procedural guidelines or recommendations, technical standards or recommendations, reporting formats, service and facility monitoring checklists, and administrative/operational forms. This will be achieved by initially engaging Sector Leads and requesting sector partners to take stock and review all operational tools being used across sites, and determine which tools shall be considered standard best practices to be cataloged within the guidebook – it may be necessary to consolidate and adjust existing tools to improve. Where gaps exist, Sector Leads shall ensure appropriate tools are developed and jointly agreed upon by partners.

The process of developing the guidebook shall also occur in parallel to the development and rollout of training and coaching activities; this will ensure that insights, knowledge gaps or opportunities identified during the training and coaching stage (mentioned above) are integrated within the guidebook’s content. Upon completion of the modular training and coaching packages, and finalization of the guidebook, a ToT for CiCs/ACiC will developed and implemented based on the aforementioned.

VI. ADDITIONAL OPPORTUNITIES TO EXPAND THE CAPACITY SHARING INITIATIVE

1. Target CiCs and Assistant CiCs within the Capacity Sharing Initiative

The CSI structure is focused on CiC Support Staff, however the RRRC has recently hired new CiCs/ACiCs with limited humanitarian experience and exposure to the Rohingya context. Therefor if agreed by the RRRC, the CSI framework may be modified to formally target CiCs/ACiCs and streamline additional training and coaching sessions that target both newly recruited and existing CiCs/ACiCs as necessary or requested, while continuing to ensure that protection principles and gender mainstreaming remain at the center of CiC-led site administration and site management decision making. 34 35

32 The performance plan may be aligned in relation to any participatory-based planning occurring in sites by partners, e.g. CBP partners facilitate, through beneficiary consultations, a community site development and improvement plan. 33 To be provided in English and Bangla. 34 This will require some modifications to specialized sector training curriculum, as CiCs and ACiCs have differing ToR’s and decision-making responsibilities; UNHCR Protection will take a lead role in developing modifications. 35 UN Women has already received bilateral approval by the RRRC to provide gender focused training to CiCs. However if the CSI is approved to target CiCs/ACiCs directly, then UN Women will streamline their training within the CSI framework.

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2. RRRC-led Professional Acknowledgement Opportunity

The RRRC in close consultation with the SM Sector, may provide certificates of recognition that highlight CiC/ACiC or Support Staffs’ site management achievements; and providing opportunities to develop prestige by inviting them to formally present their best practices and lessons learned to other CiC Staff and humanitarian partners.

3. CiC International Study Visit

Strengthen the capacities of CiCs36 through international field visit to other refugee operations thus allowing them to gain practical comparative analysis, learn from and engage country staff and beneficiaries, acquire insights in CCCM/site management activities with differing contexts and challenges, and identify solutions and opportunities that can be applied in the Rohingya response. 37 Selection of CiCs may be linked to performance tracking of the SM nationalization process - if the individual demonstrate progress against agreed upon impact or output indicators and milestones. As an outcome it would be expected that the visiting CiCs would develop an action plan on improving their respective SM activities based on relevant and adapted lessons learned that can be applied in their areas of responsibility and/or suggested to the RRRC for broader application.

4. Partnership with UN Women for Gender Mainstreaming Reinforcement

Ensuring site management decision making uses a gender-lens across all activities is a critical factor, as such a partnership with UN Women through a Memorandum of Understanding (MoU) may formalize its role in providing gender expertise to the CSI through the following:

4.1. Integrate Gender Officers into RRRC Site Management Nationalization Plan - To integrate within an overall SM nationalization plan the inclusion of a Gender Officer within each Rohingya site (i.e. as part of the CiC Support Staff team). This may build on UN Women’s existing program that has initially hired five Gender Officers to provide technical input and advice to CiCs.38 Currently, the Gender Officers are hired by UN Women yet deployed to work with and report to CiCs at the field level.

4.2. Integrate Gender Specialist Support for CiC International Study Visit – UN Women can coordinate operational linkages with gender specialists in targeted countries where CiC International Study visits will take place (see above point #3). Support may include: provide gender focused contextual awareness sessions (risk and vulnerabilities), provide briefings on gender specific interventions (e.g. explain types of assistance, operational challenges and impact), make suggestions on how lessons learned and best practices may be adapted to the Rohingya context, and support a gender-lens during field visits examining site management operations.

36 CiCs to be selected by the RRRC, however perquisites or selection criteria may be identified and agreed upon; with consideration for the establishment of an independent oversight framework to review staff performance against agreed upon performance metrics and ensure transparent accountability mechanism. 37 CiC Staff are hosted by other UNHCR or IOM refugee/IDP operations abroad. 38 To include Site Management training to Gender Officers and ToRs indicating role within a CiC-led SM team structure.

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5. Partnership with Translation and Language Adaptation Specialist

The CSI’s training methodology uses dual projectors (for Power Point slides) in both English and Bangla. The verbal facilitation is adjusted accordingly based on participant’s current English capacities, with an aim to progressively increase the use of English as the CSI is rolled out. The rationale for this approach is to get Support Staff adjusted to humanitarian terminology and progressively increase their capacity to engage international staff in English, yet at the same time acknowledging that many hired Support Staff have limited English skills initially. Thus preliminary discussions are ongoing with a specialized agency to formalize an agreement to support the CSI with all translation services – as training material is drafted first in English – and additionally provide recommendations on how to adjust and simplify the English versions for easier comprehension and translation.

6. Development of Audio (‘Podcast’) Training Modules

The training content developed for the CSI, which is currently formatted for Power Point presentations with extensive facilitator notes, may be converted into a series of short ten to fifteen minute audio podcasts that emphasize key concepts, provide background information and use case scenarios. These podcasts can be used for self-paced study and refresher trainings by Support Staff; they can be made available through the below proposed Digital Training Hubs.

7. Pilot of Digital Camp-Based and RRRC-based Training Hubs

Preliminary discussion are ongoing for a partnership with a specialized agency to provide three digital hubs to be installed in the already agreed upon camp-based training venues, one within the RRRC Office and another unit for mobile use. Each digital hub will include an offline wireless network router, four tablets and the development of user-friendly interface to access pre-installed training/learning resources. The offline router is uploaded with pre-installed informational resources (e.g. all training modules developed for the CSI, toolkits, maps, operational sector guidelines and SOPs, etc), self-paced sector tests (based on CSI sector pre/post trainings tests), and sector audio podcast training modules. Support Staff may use the tablets to access the informational resources, take self-paced Power Point refreshers on the training material already provided through the CSI and also take sector test; outcomes of which can be used to gauge an individual’s learning progress.

8. Option for the GoB/RRRC to Institutionalize Capacity Sharing As humanitarian delivery and coordination expertise within the RRRC increases, along with a reinforcement of CiC and ACiC training and their capacity to mentor others, and in parallel to the development of the Site Management Guidebook, a medium-term plan to establish a RRRC Training Institute or Humanitarian Resource Center in Cox’s Bazar can build on the aforementioned capacity sharing objectives. A centralized structure can institutionalize the Initiative’s outcomes, provide a sustainable platform for experienced national stakeholders to lead their own trainings, and act as a learning hub for community members, civil servants and national organizations staff involved in humanitarian or disaster reduction response. Donors may consider how to provide direct financing for such a center if plans are further developed on learning curriculums and methodologies, skills transfer strategies, available and required resources are mapped, and a clear log frame is developed on expected impact and outcomes.

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VII. SITE MANAGEMENT NATIONALIZATION - PHASING PARTNER-BASED ACTIVITIES

If nationalization of site management occurs it will use a planned and phased approach that progressively transfers responsibilities/activities in a coordinated manner to CIC-led teams as they gain sufficient knowledge, demonstrate competency in relevant activities and use of standardized tools is internalized.39 The overall aim will be to handover a specified responsibility once the activity is within a “maintenance” period, that is, the skill has been fully learned, in use and the continuity of the activity will not be affected upon nationalizing.

A phased approach would limit the immediate downsizing of experienced SMS partner staff, thus their presence alongside Support Staff would help reinforce best practices and institutionalize standard procedures during coaching and technical assistance. While the continued presence of experienced SMS partners would allow for rapid response capacity if anticipated yearly weather-related events target the sites, e.g. cyclone or heavy monsoon. A phased approach will more broadly allow all sectors to adjust sectoral strategies as necessary, and more specifically allow site management partners sufficient lead time to assess, design and modify their operational modalities and guidelines. Such modifications may include adjustments to staff profiles and numbers, development of new procedures and changes to ways of working or day-to-day activities (see Section VIII Operational Modifications). A critical consideration for site management partners will be the identification of ways to address the sustainability of partner-based financial support and managerial supervision of SMS/SUV volunteers who are essential to day-to-day operations. Based on the identification of these operational changes, thereafter, partners would need to develop new project proposals, log frames and budgets, and consult and submit documentation to donors within already established timeframes. While an all-site transition plan should be developed to provide an overall nationalization roadmap for site management, an effective rollout would likely require the design and implementation of individual site transitions plans. Thus a phased approach can also support individual site management plans that would take into account relevant variables and risk factors, staff specific capacities and appropriately contextualize nationalization at a manageable site-level.

39 The exact modality for phasing within this document is not identified and will require extensive consultations with relevant stakeholders. However, as a demonstrative example, a phased approach may categorize site management responsibilities/activities into three to four distinct groupings thus the nationalization would aim to progressively handover groupings one at a time as CiC-led site management teams demonstrate progress against agreed upon indicators and milestones.

NOTE: the below sections (VII – IX) solely aim to highlight potential options if an envisioned nationalization transition plan is developed and implemented; these are not prescriptive measures but aim only to support perquisite discussions on potential modalities, timelines and programmatic arrangements between all relevant stakeholders. The below statements and views expressed herein do not represent an endorsement to or direct partners to implement any of the described content.

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Phasing and the process of developing the above mentioned site specific nationalization plans that cover timelines, modalities, role and responsibilities, etc. will also be a beneficial exercise to consult and build trust between key stakeholders. This process would support the joint identification of ways of working, and importantly develop a unified vision of nationalization. This engagement will additionally help control expectations and reinforce accountability. A measurable performance-tracking framework should underpin a phased site management nationalization approach. A key component of such a framework would be the identification and agreement by stakeholders upon impact, output and performance indicators and milestones for site management activities that CIC-led teams plan to nationalize. Achievement and progress against these indicators and milestones will in turn guide the precise timeline of nationalization, and ensure that SMS partners hand over any of their current responsibilities in an accountable, structured manner that aims to ensure continuity and quality of services to Rohingya women, men, girls and boys.

Summary of Rationale for a Phased Approach:40

1. Ensure continuity of site management services and capacity for rapid response.

2. Allow sufficient time for SMS partners to modify operational planning and strategies.

3. Allow sufficient time to submit updated proposals and budgets in line with donor requirements.

4. Provide appropriate conditions for the development of individual site transition plans.

5. Provide appropriate conditions for consultations with key stakeholders impacted by nationalization.

6. Allow the pace of nationalization to be guided by progress against indicators and milestones.

VIII. SMS OPERATIONAL MODIFICATIONS - WAYS FORWARD

Options for SMS Partners in Designing Operations during Nationalization As site management responsibilities are progressively transferred to CiCs and Support Staff, SMS partners may consider how to adjust their own staffing and update operational strategies. A potential way forward may include adopting one or more likely a combination of the below configurations during the technical assistance stage. There should however be a key period of overlap by which SMS partners retain full operational capacity (based on present staffing levels) until Support Staff have internalized learned skills and activities; they are used on a regular basis following agreed upon best practices and procedures. Developing agreed upon indicators and milestones to gauge Support Staff performance/use of standards will be a crucial tool to objectively determine the appropriate timing for the rollout of the configurations herein below. The potential options for restructuring SMS partners could include, amongst others, the following: 1. Mobile Site Management Technical Assistance Team

A mobile approach may consolidate existing partner Site Management Support (SMS) staff into a geographic based Mobile SMS Technical Assistance Team that provides technical assistance across multiple sites.41 The team may consist of an experienced Site Management Expert, and support staff

40 This is a non-exhaustive list aiming at only highlighting priority points. 41 This approach has been used successfully by DRC, ACTED, NRC and IOM for urban IDP assistance in central Iraq.

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including officers. The teams may cover a defined geographic area of responsibility and aim for example to visit one site daily. The Mobile teams can also ensure continued managerial oversight of SMS volunteers that will continue to be financed by SMS partners. Ideally the Mobile SMS Technical Assistance Team structure will be further complemented through a coordinated multi-sector mobility strategy, e.g. the Site Planning and Development WG can establish a Mobile Engineer staff structure - thus sector specialized staff can either coordinate their own learning activities through the Initiative or integrate those staff within the Mobile SMS Team.

2. SMS Operational Field Hubs

A hub approach would identify sites that require a continued operational presence of partner-led SMS. Designated “hub” sites may have characteristics that exhibit above average complexity (e.g. face recurrent security threat, higher population density or more prone to disaster related risks, etc.) and/or sites that are strategic in terms of access (have key routes to other sites and catchment areas) thus a fully operational SMS teams would be based there, operating out of a SMS office. The hub approach may also complement the above mentioned mobile modality – mobile units being based in hubs as well. The hub approach may also be implemented in conjunction with an Officer Network below:

2.1 SMS Officer Network – a catchment hub approach may also operate with a SMS Officer network. The network would be based around a hub site but dedicate one to two experienced national officers in each surrounding sites within a designated “AoR site” of the hub. The officers based in AoR sites will ensure continuous information flows to the hub SMS Team. Based on needs, the SMS Team may mobilize and provide physical presence to AoR sites to facilitate, lead activities or provide response.

3. Reduced SMS Team Size Across All Sites

A reduced presence but full geographic range approach would ensure that partner-led SMS teams remain across all sites, using existing offices and resources. Individual team size however would decrease as Support Staff demonstrate progress against agreed upon indictors and milestones, and assume greater responsibilities. This approach would (1) complement and fill gaps considering CiC teams would consist of six to eight members per site, and (2) ensure continued daily management of SMS volunteers.

IX. PROTECTION AND COMMUNITY CENTERED ACTIVITIES

Activities that fall within and/or are considered protection activities or community-based shall continue being coordinated under the Protection Working Group (PWG) or the Communicating with Communities Working Group (CwC). These activities shall remain independent and managed by UNHCR/IOM or operational partners at a field-level. All such activities and also including confidential operational information such as beneficiary listings or any other personalized information used to facilitate and target activities shall be guided by protection principles and under strict confidentiality with respect for data protection. Activities shall include amongst others, protection case management, complaints feedback mechanisms (CFM) and the establishment and maintenance of community based participation groups (e.g. women’s committees).

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Acknowledging however that site management should also have direct access to community feedback to assist with service and facility monitoring – Support Staff will be provided guidance, tools and skills transfer by PWG and CwC experts to facilitate community focus group discussions and key informant interviews. These tools can be used in addition to facilitated discussions with established community representative structures to gauge the quality, access and relevance of assistance within the site.42

X. KEY REQUIREMENTS FOR SUCCESS – GoB, HUMANITARIANS AND DONORS

1. Strengthened Linkages between RRRC (Ministries) and Sectors

The RRRC will review possibilities for identifying or hiring RRRC technical focal point for each sector. These focal point can help define and authorize the sector specific approaches (e.g. modules, timelines, indicators, etc.) that CiCs/ACiCs, newly recruited Support Staff and humanitarian partners at the site level will work towards. A further consideration would identify ways to strengthen linkages between relevant Ministries and sectors as necessary.43

2. Individual Sector and Inter-Sectoral Commitment

The SM Sector will lead the coordination of the Initiative, however each sector must commit resources and time to develop their contributions for the Initiative; sectors must identify a sector focal person to “champion” the process for their specific sector, provide sector leadership, encourage partner’s engagement, and consolidate and channel outputs to the SM Sector. Additionally, each sector will update their sectoral strategy and response plan to account for site management nationalization and the sectors role in the Initiative.

3. Humanitarian Harmonization and Standards at All Levels

At the individual partner, sector and inter-sector level there is shared responsibility to create the best conditions for the site management transition towards nationalization. All actors must aim to address operational gaps, poor ways of working and harmonize and standardize to the extent possible all practices (especially differences between UNHCR and IOM managed sites). Examples of areas to address may include: improving TORs and accountability for site-level Sector Focal Points, mapping volunteer group presence and clarifying roles and responsibilities across sites, establishing agreed upon protocols and procedures for community feedback mechanisms and service monitoring, agreed to facility standards, etc.

42 Community representative structures include elected block leaders and camp/site committees. 43 The Health and WASH Sectors already have established linkages with relevant GoB Ministry counterparts; this initiative may consider

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ANNEX A: LISTING OF TRAINING THEMATIC MODULES WITHIN THE CSI

Sector, Sub-Sector or Working Group Theme

Overview of Curriculum Components (not inclusive of all components)44

Core Induction Displacement Context, Humanitarian Assistance, Gender/AGD, Child Safeguarding, Do No Harm, PSEA and Code of Conduct

RRRC Administration and Office Skills

Led by the RRRC --- CSI providing logistical and planning support only

Site Management Roles and Responsibilities, Communication Skills, Coordination and Monitoring, Intro Site Planning & Development, Intro Information Management, Community Participation, Humanitarian Principles

Protection Mainstreaming, CbP, Communicating with Communities (CwC)

Protection Mainstreaming, Risks Specific to Refugees (and in relation to AGD), Protection Activities, Protection Coordination, Referral Pathways; Community based Approaches, Community based Protection (CbP), Age Gender and Diversity (AGD); Basics on CwC, CwC Activities, Accountability to Population, CwC Coordination

Gender Gender in Lifecycle, Sex vs Gender, Stereotypes, Legal Frameworks, AGD Intersectionality, Gender in Humanitarian Action, Equality and Empowerment, Best Practices, Gender Coordination

Natural Hazard and Disaster Risk Reduction (DRR)

NatHaz Concepts, NatHaz in Camps, Risk Factors, Tools, NatHaz Coordination, DRR Concepts, Key Actors, Hazard Identification, Mitigation Measures, DRR Coordination

Site Planning and Development

Planners vs Implementers, Planning Coordination and Linkages, Community Engagement, Standards for Planning and Implementation, Decommission and Land Clearance

Information Management IM in Site Management (refresher), Roles and Responsibilities (refresher), IM Tools and Products, Technical IM Skills (Systems, Applications, File Management, Security), IM Coordination

Child Protection Child Safeguarding/Mainstreaming, CP Principles and Legal Frameworks, CP Activities, Quality Benchmarks, Role of CiC in CP/Do’s and Don’ts, CP Coordination, CP Referral Pathways

Health and Psychological First Aid (PFA)

Health Coordination, Health Activities, Information Systems, Ethics/Confidentiality, Types of Facilities, Medical Referrals and SOPs, Role of CiC, Quality Controls, Health Emergency Preparedness and Response, Health Linkage with other Sectors, PFA, PFA Scenarios, Principles of PFA, PFA Referral Pathways

Gender Based Violence (GBV)

Concepts, Forms of Violence, Contributing Factors, Survivor Centered Focus, Role of CiC, Do’s and Don’ts, GBV Mainstreaming, GBV Coordination

Shelter Shelter Coordination, Shelter Modalities, Definitions, Types of Assistance, Material, Safe Shelter Considerations

44 The below components are not all inclusive nor fixed; modifications may be made at the discretion of each Sector, Sub-Sector or Working Group as necessary.

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Education Type of Education Interventions, Teaching Material, Education & Child Protection Linkage, Standards, Education Coordination

Emergency Preparedness and Response (EPR) and Cyclone Preparedness Program (CPP)

EPR vs CPP Concept, Emergency Scenarios/Monsoon Strategy, Decision Making and Coordination, EPR Plans, Preparedness and Response Activities, Teknaf Specific Adjustments, Actors (DMC and DMU), EPR Coordination

Water, Sanitation and Hygiene (WaSH)

WaSH Concepts, Sphere Standards, Hazards & Risks, Inclusion of AGD, GBV and Protection in WaSH, Infrastructures & Activities, Community Participation, Monitoring and Data Collection, WaSH Coordination

Community Representation (CR) and Complaints Feedback Mechanism (CFM)

CR Concepts, Community Participation – incl. Vulnerability, Dependency and AGD, Role/Importance of Community Representation, Proposed Guidelines on Representation, CR Coordination; CFM Concept and Actors, CFM Methodologies and Activities, Confidentiality, CFM Output Products, Linkage to CwC

Nutrition and Food Security (FS)

Nutrition vs Malnutrition Concepts, Nutrition in Camps, Nutrition Activities, Nutrition Coordination, Role of CiC in relation to Nutrition; FS Concepts, Food Assistance Activities, Linkage to Livelihood, Resilience and Social Cohesion, FS Coordination

Energy and Environment (E&E)

Environmental Importance, E&E Activities (solar lighting, LPG, Fire Mitigation, Fauna Management, etc), Role of CiC, E&E Coordination

Site Management Overall Closing and Review

Refresher on Key SM Issues, Overview of all Sector/SS/WG themes as they relate to CiC/SM roles; facilitate a combined CSI final test on all themes covered.

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ANNEX B: SMS PARTNER “OBSERVATION” SHADOWING FRAMEWORK

Goal: Provide an initial orientation on site operations and SMS to newly recruited CiC Support Staff.

Support Staff: Care and Maintenance Officer, Information Assistant & Community Mobilization Assistant

Description: SMS partners will provide an overview of site processes and explain SMS services, sector operations, and jointly visit site facilities and infrastructures to newly recruited CiC Support Staff. SMS agencies will develop a weekly Shadowing Work Plan as per the “Observation” Shadowing Framework (see below). The orientation shadowing methodology will focus on passive observation for approximately four weeks. During this period, CiC Support Staff will not be specifically delegated significant responsibilities by CiCs nor be directly engaging Rohingya populations without SMS partners. After the observation period is completed, the SMSD Sector will begin facilitating a comprehensive modular training program to support staff.

SMS Partner “Observation” Shadowing Framework

Overall Time Period: 4 weeks approximately; to start July 1st 2019

Key Requirement: CiC Support staff to only observe and remain under the guidance of SMS partners staff; no direct activity nor engagement with Rohingya population is tasked while shadowing SMS partners. Please make a distinction that individual protection case management is not an SMS activity; SMS staff are only involved in referral to protection specialists.

Output: SMS partner to prepare a weekly summary of shadowing activities accomplished, and document trends in staff questions/gaps that can be integrated into subsequent modular training. Integrate shadowing summary within existing SMS weekly reports (sent to UNHCR/IOM leads); provide a weekly briefing to CiCs.

NB on Time: 1 day = approx. 2 – 4 hours of shadowing interaction between SMS staff and CiC Support Staff. NB on Methodology: SMS Team Leader is responsible for ensuring the shadowing rollout. Below activities may be combined as necessary and/or operational practicalities.

Activity Description Time

SMS Staff Roles and Responsibilities

Receive introduction from each SMS partner team member on roles and responsibilities, overview of activities and objectives, and challenges.

1 to 2 days

Focus on SMS Information Management

Gain familiarization with SMS information management structures and coordination tools; follow SMS IM officer (NB: two staff max at a time).

1 day

Briefing on UNHCR /IOM SM Leads and Units

As relevant depending on AoR, meet key UNHCR and IOM SM staff; briefing on different units (can invite unit members to give a briefing).

1 to 2 days

SMS Troubleshooting Q&A

Receive short briefing by SMS staff on daily challenges, how resolved or solutions; provide Q&A thereafter and/or plenary discussion.

1 to 2 days

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Attend SMS Partner Meetings

Attend and observe SMS partner weekly team meetings to gain contextual awareness of overall issues related to SMS activities and coordination.

1 to 2 meetings

Attend Site Coordination and Sector Meeting

If meetings occur, observe and introduction/meet partners facilitated by SMS partner.

As available , + plus debrief

Accompany Routine Block Visits (site walk through)

Join SMS team member to walk through each site block and observe as SMS staff perform routine monitoring.

Average 5 days, + plus a debriefing/Q&A

Visit Sector Facilities Visit distribution points, child friendly spaces, learning centers, primary health center and WaSH facilities; and ongoing sector activities within facilities (if occurring); introduction to and meet partner staff.

Average 5 days, + debrief/Q&A

Volunteer Introduction Meet SMS/SUV/DMU volunteers and observe how they work to support SMS activities; if possible meet other sector volunteers (e.g. CHW, COMs, Hygiene) with short briefing on activities.

2 days, + plus debrief

Orientation on Community Feedback Mechanism (CFM)

Short observation of CFM and referral desk procedures (stress this is a CBP/CwC-led activity; only one CiC Support Staff observing at a time max).

0.5 day, + plus debrief

Observe Relocations Observe SMS-led relocations, if any occur during shadow period this occurs.

As available

Briefing on Site Planning, Site Development and Improvement

Briefing by SD Officer on site planning, site development and improvement; brief overview of tools, e.g. Site Improvement Catalogue and standards.

0.5 day

Visit Site, Facilities and/or Infrastructure Improvements

Visit ongoing improvement works and explanation on observed activities, with reference to how planned and coordinated, and discuss challenges.

1 to 2 days

Observe Natural Hazard Response/EPR Simulation

If incidents occur due to weather (rain/wind), join and observe SMS partners staff perform damage assessments and reporting; and/or observe EPR Simulation if planned.

As available

Briefing on Registration and Visit Transit Center

Briefing on UNHCR registration process, new arrivals and documentation; visit transit center and observe.

1 day

Documents

JOINT CAPACITY SHARING INITIATIVE