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The cluster approach ensures clear leadership, predictability and accountability in international responses to humanitarian emergencies by clarifying the division of labour among organizations and better defining their roles and responsibilities within the different sectors of the response. It aims to make the international humanitarian community better organised and more accountable and professional, so that it can be a better partner for the affected people, host governments, local authorities, local civil society and resourcing partners.
A well-run coordination platform including Information Management is a formal deliverable of the Cluster Lead Agency and forms a part of the agency’s work. UNICEF, as highlighted in their Core Commitments for Children in Humanitarian Action, is fully committed to interagency humanitarian reform and supports this through provision of leadership and participation in assigned clusters and sectors.
In the context of COVID-19 pandemic, the whole Latin America and Caribbean region is affected requiring UNICEF and host government’s leadership in WASH sector coordination to address the needs of affected population. The WASH coordination platforms vary across countries in the region. The Regional WASH Coordination Group hosting the IM Specialist needs to cater for the different needs and varying levels of experience and expertise in a rapid fashion.
The Regional WASH LAC group entails partners working at a regional and national level. The stakeholders range from UNICEF staff, to national coordinatiors and co-leads such as the government, and members such as local and international organizations. The group has met on a quarterly basis, has a new webiste and basic contact lists.
The purpose of this consultancy is to manage the collection, analysis and sharing of information that is important for the Regional WASH Group to make informed (evidence based) strategic decisions at regional and country office levels.
The consultant is responsible for all WASH Information Management responsibilities including:
- Respond to the coordination platform participants’ needs for information.
- Adapt existing regional or in-country information management approaches for collecting, analysing and reporting activities and resources, and identifying information gaps
- Work in close collaboration with the different national platforms to address urgent needs related to COVID-19 response
- Establish and maintain information databases that consolidate, analyse and report/disseminate information critical to decision making.
- Maintain regular reporting from coordination participants, including 5Ws (‘Who does What, Where, When and for Whom?’ databases).
- Support the estimation of spatial and temporal gaps, overlaps and coverage of platform activities and projects.
- Work with members/ participants to identify information gaps at regional, national and sub-national levels and propose ways to bridge those gaps.
- Work with the OCHA Information Management Specialist at regional level and where required at national level via the national coordination leads to develop appropriate supportive strategies.
- Use GIS mapping for map production and geographic data management.
- Adopt and promote the use of global standards for information management for inter-operability.
- Manage flows of information and dissemination in an appropriate way, including website management.
- Manage an inventory of relevant documents on the humanitarian situation.
- Support the development and analysis of needs assessment and monitoring programmes.
- To provide information management leadership in assessments and monitoring, including joint assessments and training.
- Lead on the preparation of SitRep inputs with emphasis on plans, targets and achievements.
- Develop and strengthen information management capacity through the training.
- Contribute to the core cluster and sector coordination functions.
Core cluster/coordination functions:
1. Supporting service delivery
1.1. Provide a platform to ensure that service delivery is driven by the agreed strategic priorities
1.2. Develop mechanisms to eliminate duplication of service delivery
2. Informing strategic decision-making of the HC/HCT for the humanitarian response
2.1. Needs assessment and gap analysis (across other sectors and within the sector)
2.2. Analysis to identify and address (emerging) gaps, obstacles, duplication, and cross-cutting issues.
2.3. Prioritization, grounded in response analysis
3. Planning and strategy development
3.1. Develop sectoral plans, objectives and indicators directly support realization of the HC/HCT strategic priorities
3.2. Application and adherence to existing standards and guidelines
3.3. Clarify funding requirements, prioritization, and cluster contributions to HC’s overall humanitarian funding considerations (Flash Appeal, CAP, ERF/CHF, CERF)
4.1. Identify advocacy concerns to contribute to HC and HCT messaging and action
4.2. Undertaking advocacy activities on behalf of cluster participants and the affected population
5. Monitoring and reporting the implementation of the cluster strategy and results; recommending corrective action where necessary
6. Contingency planning/preparedness for recurrent disasters whenever feasible and relevant.
7. Accountability to affected populations
The consultant is accountable to:
- Regional WASH Specialist who coordinates and will in turn ensure that the post holder is provided with all necessary support and guidance
- WASH Cluster and coordination platform leads and co-leads at natoinal level as well as theirparticipants, who will in turn ensure that they deliver on their agreed minimum commitments (see IASC Reference Module for Cluster Coordination at the Country Level, November 2012)
- Inter-cluster coordination bodies established by the HCT/UNOCHA
- Affected populations through agreed mechanisms