Camp Coordination, Camp Management and Cash and Voucher Assistance
Introduction to the CCCM Sector
Camp Coordination and Camp Management (CCCM) works to ensure equitable access to services and protection for displaced persons living in communal settings, to improve their quality of life and dignity during displacement, and advocate for solutions while preparing them for life after displacement. While mainly focused on camps and camp-like setups, as well as collective centres (e.g. transit, evacuation and reception centres), CCCM approaches are also relevant and can be used in non-camp settings, in area-based coordination and through mobile or remote management. The Global CCCM Cluster is a coordination structure created by the Inter-Agency Standing Committee (IASC) to address situations of internal displacement and supports field operations with tools, guidance and capacity building to coordinate and manage displaced populations effectively.
Camp managers are often best placed to understand the context and dynamics on site, engage on daily basis with the residents, and be responsible for managing or monitoring site information channels, feedback mechanisms, and referral systems that can be used for both sector-specific interventions and multipurpose cash transfers.
How is Cash and Voucher Assistance used in the CCCM sector?
There are two aspects of cash and voucher assistance (CVA) that are relevant to the CCCM sector. First is the direct use of CVA in camp management activities, most commonly to carry out improvements to site facilities. While CVA is a particularly strong tool in urban settings, it can be equally useful in rural areas and in camps, where markets grow increasingly dynamic as more people settle in these areas. The use of CVA can help to promote peaceful coexistence with the surrounding host population as it injects funds into the local economy. Nevertheless, market opportunities in camp settings might be limited (in particular if located far from commercial routes or market hubs), and a combination of in-kind and CVA is usually the most viable option.
The second aspect relates to the impact of CVA implemented by other actors in a communal setting on the camp management agency and its activities. CVA can represent opportunities, but can also create challenges that camp managers must be aware of and mitigate for, such as the potential increase of protection risks linked with targeted CVA, or increased movements if for example the cash distribution point is outside the camp. Additionally, ensuring accountability of service providers using cash in communal settings can be more challenging for camp managers, in particular for sectorial interventions that have direct impact on the overall well-being of persons of concern.
What are the main challenges to the scale up of quality CVA in the CCCM sector?
- There is a need to practically review how Cash and Voucher Assistance works in CCCM and better define when CVA can or should be used in camps and camp-like settings;
- Guidance and mechanisms need to be developed for camp managers to ensure that all actors using CVA in the camp remain accountable;
- There is a need for better communication and knowledge sharing: camp managers are not always consulted when CVA is used in communal settings, which challenges the overall coordination of interventions. This is particularly important, since camp managers can also be an asset for cash actors in understanding the context and dynamics on site, and act as enabler for the use of cash and vouchers, and the delivery of the entitlements;
- Understanding the degree of responsibility of the camp manager when the CVA does not lead to the desired outcome (e.g. displaced persons will not purchase quality material for shelter construction and as a consequence will not be protected from the weather) and hence the minimum sectoral standards are not met.