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CPMS (2019 ed)
Front Cover
Standard 4: Programme cycle
management
Standard 5: Information
management
Standard 18:
Case management
Standard 28: Camp
management
and child protection
Online consultation
management
:
Case management
Integration with camp
management
Case management
Case Management
Task Force
Child protection
case management
Child Protection Information
Management
System
Gender-based Violence Information
Management
System
Information
Management
/ Manager
Programme cycle
management
Protection information
management
Introduction
Standard 4: Programme cycle
management
Standard 18:
Case management
Child protection and other humanitarian actors play a vital role in promoting and supporting civil registration as they work with children, families and communities. Civil registration can mitigate child protection risks and help facilitate the response to and prosecution of specific child protection
case
s. Civil registration includes recording births, deaths, marriages, divorces, etc. to protect the rights of children and adults and to develop critical population statistics. Birth registration is particularly essential for children’s protection. It documents children’s identity, supports access to services and verifies age to protect children from exploitation, among other benefits.
Refugee crises are guided by a body of refugee law, including the 1951 Refugee Convention and its 1967 Protocol which provide specific protections to refugees. Being a refugee entitles the person to a number of refugee rights, including the right not to be sent back to the country of origin (the principle of non-refoulement). Such protection also applies to asylum seekers. When refugees return to their country of origin, they are referred to as `returnees' and require specific support to reintegrate. Working in refugee crises therefore involves specific legal frameworks, considerations and procedures which have implications for practitioners in areas such as coordination, working with governments and legal frameworks, data collection and information
management
, processes for registration, refugee status determination and durable solutions. For these, specific UNHCR guidance applies.
Principles
Systems should be strengthened to respond and adapt to evolving humanitarian situations. Humanitarian settings can provide opportunities to strengthen child protection systems by improving the quality and availability of services and introducing innovations into systems to improve protection outcomes for children. In settings where it is appropriate, linkages across the range of formal and informal aspects of systems should be facilitated. This can include police, social workers, health workers, child welfare services, education services, sexual and reproductive health actors, the juvenile justice system, mental health services, etc. If national legislation does not accommodate refugees, migrants, stateless or other non-nationals in formal systems, it is important to (a) be aware of and address potential discrimination or exclusion experienced by these groups and (b) refer children at risk or survivors to
case management
.
Pillar 1: Standards to ensure a quality child protection response
Programme cycle
management
Information
management
Standard 5: Information
management
Prepare member organisations and staff to perform coordination and information
management
responsibilities at national and sub-national levels.
Appoint a national-level coordinator(s), sub-national coordinator(s) and information
management
staff where necessary to build on pre-existing formal and informal, local and national coordination structures.
To determine the need for dedicated (full-time) or a designated / double-hatting (part-time, fulfilling both coordination and programmatic functions) coordination and information
management
capacity, the lead agency should consider: scope and scale of the humanitarian crisis, number of child protection partners and government’s coordination capacity.
Essential resources for effective coordination and information
management
at national level in large-scale emergencies are likely to include, at a minimum: a dedicated coordinator; an information
management
officer; and budget allocation for training, equipment, travel, translation and meetings.
Some issues – particularly those that are political, sensitive or potentially dangerous – may need to be addressed in bilateral conversations or small groups. Never discuss information about individual
case
s, children and/or their families in a coordination group meeting.
Well-being and stress
management
support for staff and associates.
All staff and associates should receive training on (a) child safeguarding and PSEA, (b) do no harm, (c) psychological first aid, and (d) risk assessment. Supervisory staff need additional support and mentoring to develop the required
management
competencies and technical skills.
‘CHS Alliance Resources on People
Management
and Staff Learning’
Child Protection
Case Management
Supervision and Coaching Training
Programme cycle
management
Standard 5: Information
management
Programme cycle
management
(PCM) is the cyclical process of designing, planning, managing, monitoring and evaluating programmes. It is a framework that guides programming to enhance the quality and accountability of humanitarian interventions. This standard brings a child protection focus to PCM by integrating considerations related to child development and child rights in humanitarian action. It aligns with the
of discrimination. When possible, use peer-to-peer/child-to-child data collection methods and analysis. This helps children (a) regain a sense of control and agency in difficult circumstances and (b) build positive identity and resilience. In most
case
s, speak to children separately from adults, and women and girls separately from men and boys. When speaking with children or parents with disabilities, use accessible and inclusive communication methods, including alternatives to speech such as drawing, role-play, puppets and sign language interpretation when relevant.
CPMS Programming for Child Protection in Emergencies: CPMS Standard 4 Programme Cycle
Management
Information
management
Standard 4: Programme cycle
management
Standard 18:
Case management
Information about specific children who are facing protection concerns (which are typically managed through the
case management
process).
These categories of information should be made anonymous, processed, analysed and shared to inform programmatic strategies and decisions for the protection of children. Whenever appropriate, information should be shared with relevant actors to strengthen coordination, inform strategic decision-making and support advocacy. Information should only be shared according to contextualised data protection and information-sharing protocols. This standard provides child protection-focused information
management
guidance that is intended to complement existing information
management
tools and trainings.
The overall information
management
cycle is described in the Protection Information
Management
(PIM) Framework. This standard is developed around four main stages that are drawn from the PIM framework:
This standard complements the Protection Information
Management
guidance.
The information
management
cycle
Collaborate with other child protection actors to develop, adapt, share and translate standardised information
management
tools and procedures for use with national or other existing information
management
systems, wherever possible. Examples may include:
Case management
information systems;
Information
management
training (including data protection and information-sharing protocols).
Train staff involved in information
management
on:
Management
of sensitive information; and
Determine whether there is a need to harmonise regional or cross-border information
management
systems as a preparedness measure for cross-border population movements. If international population movements seem likely, collaborate with coordination groups/ mechanisms in other countries to harmonise information
management
systems.
Work with other clusters/sectors to integrate child protection issues into their information
management
systems as appropriate.
% of staff involved in information
management
that can demonstrate knowledge on confidentiality procedures.
When compiling data, use methods that avoid ‘double counting’ – that is, counting the same child more than once if they are accessing two different programme interventions. For example, when providing data on the total reach of your child protection programme, a child who receives both
case management
and psychosocial support should be counted as only one programme participant.
Collect feedback to make your information
management
cycle effective. Promptly use all data collected or received. Give feedback to all those who have provided information. You must reference the sources of all data used. Consider the local context when interpreting data. For example, high levels of child labour may indicate that children are essential to family survival.
Information
management
is a critical component of coordination. It requires a partnership between the information manager and child protection coordinator/coordination focal point. In most emergency responses, the information
management
role is located in the child protection coordination group. The child protection coordination group leads information
management
processes for the entire child protection sub-sector and connects with other sectors for child protection mainstreaming or integration. They will be involved in establishing a joint assessment task force and working with all stakeholders to develop or adapt standardised tools and procedures such as:
Inter-agency
case management
forms;
‘What is Protection Information
Management
(PIM)’
Protection Information
Management
.
‘Information
Management
and the Humanitarian Context’,
Information
Management
Working Group
Standard 4: Programme cycle
management
Standard 5: Information
management
Standard 18:
Case management
Protection Information
Management
(PIM) Process and Principles
Assess and strengthen the child protection and information
management
capacities so that they reach a level necessary for implementing a child protection monitoring system.
Consider, estimate and/or analyse patterns of under-reporting (the percentage of
case
s not reported) or over-reporting (
case
s reported multiple times) wherever possible.
Protection information
management
(PIM)
Protection Information
Management
Website
Case management
systems;
Pillar 2: Standards on child protection risks
). To prevent sexual and gender-based violence, child protection actors may work with camp
management
colleagues to ensure accommodations are well-lit and routes to and from school are safe. A child survivor who has already survived sexual violence may require psychosocial, medical and possibly legal support (
Standard 18:
Case management
Standard 28: Camp
management
and child protection
Integrate priority concerns into child protection programming and information
management
tools.
Establish and strengthen data-sharing protocols, injury
case
definitions and systematic referrals between child protection, health and other sectors’ service providers.
Prioritise universal design principles and children’s physical safety and accessibility in all sectors’ design, construction and
management
of facilities and interventions. (See Standards
Provide coordinated, multisectoral
case management
and referrals for children and caregivers who are injured or impaired. (See Standards
Work closely with health actors to support
case management
in health facilities. (See Standards
Childhood dangers and injuries should be considered in all aspects of humanitarian programming and information
management
, including data collection. Child protection actors should coordinate with health actors to establish or strengthen systematic childhood injury surveillance. Because children’s views of danger often vary greatly from those of adults, data collection and situational analyses must involve children of different:
An ‘injury
case
definition’ determines whether a person has an injury or injury-related condition. The definition forms the basis of injury surveillance and data analysis and identifies specific clinical criteria and limitations on person, event, time and place. It should be developed locally and may be used for all and/or specific types of injury. People meeting these criteria should be targeted for data collection and programming.
Victim assistance (which includes survivor, family and community assistance) must be provided through a coordinated
case management
approach that is tailored to different genders, ages and disabilities. Services may include:
Standard 18:
Case management
Maltreatment has serious short- and long-term effects on children and subsequent generations. All humanitarian actors, including those working on child protection, should engage in comprehensive and coordinated interventions to both prevent and respond to
case
s of maltreatment.
Assess and strengthen the capacity of relevant service providers to identify, refer and respond to
case
s of child maltreatment.
Develop, implement and train all stakeholders, including children, on confidential referral pathways and
case management
protocols that support children experiencing maltreatment. (See
Train all
case
workers and direct service providers to:
Provide children who are experiencing, or have experienced, maltreatment with access to appropriate, comprehensive and confidential
case management
services. Engage children and their caregivers in each step of the process, including safety and response plans.
Adapt this indicator in-country to refer to specific services (health, MHPSS,
case management
, justice).
Humanitarian actors should continuously work to ensure children’s safety and to prevent further harm, particularly when responding to
case
s of child maltreatment. All individuals to whom children may disclose an incident – including social workers, community or health workers, law enforcement officers and educators – must observe the principles of confidentiality, informed consent/assent and
Standard 18:
Case management
SGBV is widespread but often hidden and underreported. All humanitarian actors should assume that SGBV is taking place. Mitigation, prevention and response to SGBV against children are life-saving interventions that require a multisectoral response. All child survivors face unique challenges in seeking support and services due to social barriers and stigma. All child protection actors have a responsibility to prevent and mitigate risks of SGBV. Child protection actors responding to child survivors need to have the appropriate and necessary competencies to provide these specialised services such as
case management
and mental health and psychosocial support for child survivors.
Collaborate with GBV actors to develop, strengthen and regularly update referral pathways to facilitate timely, safe and effective referral of child survivors. During an acute crisis, establish minimum referral pathways that include priority services such as health,
case management
, psychosocial support and safety/security.
Support child survivors’ access to high-quality
case management
services delivered by service providers with the appropriate expertise.
Build the capacity of other service providers where needed so they may also provide quality
case management
services for child survivors. (See
Provide cash and voucher assistance and/or in-kind material support to enable child survivors to rapidly access urgent care. This should be initiated only after assessing needs and identifying suitable services as part of
case management
case
planning. Consistently monitor interventions.
Measure this indicator through a structured interview (survey of identified child or caregivers during follow-up). The service provider who directly provided services to the child survivor must carry it out. Amend this indicator in-country to refer to specific services (health, MHPSS,
case management
, justice).
Survivors have the right to choose to whom they will or will not tell their story, and any information about them should only be shared with their informed consent/assent. However, when working with children there are limits to confidentiality that must be explained clearly to children and their caregivers. These limits include the need to protect a child’s physical and emotional safety and provide immediate assistance when needed. It is important that
case management
agencies are aware of the laws and policies in their setting. Such laws and procedures should be carefully reviewed in line with the best interests of the child principle, which must be prioritised in any action taken.
In
case
s of child survivors, in addition to the above principles, the
Gender-Based Violence Information
Management
System
Understand relevant
case management
standards for child marriage.
Interagency Gender-based Violence
Case Management
Guidelines: Providing Care and
Case Management
Services to Gender-based Violence Survivors in Humanitarian Settings
Gender-based Violence Information
Management
System (GBVIMS) Steering Committee, 2017.
‘Gender-based Violence Information
Management
System’
Inter Agency Guidelines for
Case Management
and Child Protection
Standard 18:
Case management
Tailor delivery options for psychosocial interventions to the nature of the crisis. For example, group activities may not be possible during infectious disease outbreaks. In that
case
, community-based, home-based, peer-to-peer and one-on-one care can support or replace group activities. In refugee or internal displacement settings, community structures may be weakened, and there may be a need to encourage community cohesion as a first step. In situations where children are still exposed to armed conflict, activities must address ongoing stress.
support for ongoing development and social and emotional changes brought about by significant transitions. Adolescents are at increased risk of experiencing social and psychological problems. Social stress is likely to have a disproportionate impact during this phase of life. Furthermore, psychiatric disorders may be triggered, in part, by stress exposure in adolescence. Half of all mental health disorders in adulthood start by age 14, with many
case
s going undetected and untreated.
In some
case
s, the child may face protection risks within the family. Child-centred and community-level systems, including alternative care arrangements, should be in place to identify and respond to such risks. (See
should be trained to appropriately identify and refer individuals who show serious and persistent signs of distress. If qualified and supervised staff are available, specialised services may be provided as part of a child protection programme. If specialised services are not available, child protection actors should provide thorough
case management
and alternative interventions (such as family-strengthening support and community-level support) that can prevent further harm to children’s and caregivers’ well-being (
Standard 18:
Case management
Establish and support
case management
services (including referrals to health, education, mental health and psychosocial support, and livelihood services) that address immediate and longer-term needs of children who are vulnerable to recruitment or have disengaged from armed forces or groups.
Children must be documented immediately after exiting armed forces or groups using child-friendly interview techniques. A mixed team of male and female
case
workers should be available to allow all children, including girls, to voice their needs and concerns in comfort and safety.
. In some
case
s, the child may be rejected by their family. Where rejection or other serious concerns exist, alternative family-based care should be sought. (See Standards
The personal information of children and families should be treated as highly confidential. All information
management
systems and data-sharing protocols used in prevention, release and reintegration programmes should comply with international standards on personal data protection and the principles of purpose, necessity and proportionality. Extra care should be taken when the government is engaged in the conflict. (See
Standard 18:
Case management
Tailored child protection
case management
;
Develop inter-agency referral systems and
case management
services that are (a) accessible to child labourers, including those who are displaced and highly mobile, and (b) connected to any existing child labour monitoring systems.
Gender-, age- and disability-sensitive child protection
case management
;
Child labour monitoring systems (CLMS) may exist to support the labour inspectorate. A child labour monitoring system mobilises the community to monitor child labour and refer children to services.
Case management
and protection monitoring systems that are established as part of the humanitarian response must be linked to existing child labour monitoring systems. All systems should be accessible to children who are refugees, internally displaced, migrants or stateless. Where a child labour monitoring system does not exist, child labour issues should be addressed by child protection
case management
systems.
Standard 18:
Case management
Family separation can result from a variety of causes, both accidental and deliberate. In humanitarian settings, unaccompanied and separated children (UASC) have been separated from their caregiver or other family-level protection when they need it most. In addition to causing emotional distress, separation may create significant barriers to accessing humanitarian assistance. In many
case
s, separation can be prevented.
Integrate and harmonise the child protection and
case management
systems that prevent and respond to child separation.
Build the capacity of
case
workers and community volunteers to appropriately identify, care for, communicate with, monitor and protect all UASC.
Develop or adapt context-specific programmes that prevent and respond to
case
s of separation.
Collaborate with government actors and coordination structures to agree upon essential elements of information,
case management
and referral systems within two weeks of the onset of a crisis.
Ensure there are sufficient trained staff and logistical equipment for
case management
and immediate family tracing and reunification (FTR).
Use
case management
to ensure
Refer to supplementary
case management
forms that reference UASC and family tracing.
Separation should be a priority concern. Initially, or when there is a high
case
load, it may be necessary to focus on the
Child protection ‘help desks’ or screening points should be established in key locations (registration points, medical facilities, market areas, etc.) to support key multisectoral actors (immigration officials, detention workers, etc.). Make sensitive inquiries to ensure that girls are not missed or hidden. Camp
management
, distribution and refugee registration personnel should record the names, ages and relationships of all household members to help identify households with unrelated children, child heads of household and children on their own.
.) Trained staff should carry out registration for
case management
, documentation and assessments in ways that avoid unnecessary distress or further separation. Anyone who brings a very young child or a child with disabilities for care should be immediately interviewed to avoid losing important information. Full data collection for children under five and children with disabilities should be prioritised and carried out using specialised methods. Missing children should be registered and documented using information provided by family members who are looking for them.
Tracing may be done on a
case
-by-
case
basis or for a whole group. Tracing activities must follow appropriate guidance, which includes conducting an analysis of the risks different methods may pose to the child. It is important to remember that successful tracing may not always result in family reunification.
‘Reunification’ is the process of bringing together the child and family or previous primary caregiver to establish or re-establish long-term care when it is possible, safe and in the best interests of the child. In the
case
of child refugees, it is essential that procedures for voluntary repatriation are followed, in addition to the Best Interests Procedure. Family reunification should be well coordinated and conducted according to international guidelines and relevant national legal frameworks. The child, family, community and interim caregiver should be prepared for reunification through coordinated, multisectoral, family- and community-level support. Approaches that address the root causes of separation are valuable when preparing families for reintegration. Remember, safe and effective reintegration is a tailored process, not a single event.
During separation, especially long separations, the child changes, matures and may experience life-changing events. The family’s circumstances may also change. In some
case
s, these changes can make reintegration difficult. Different forms of tailored support and follow-up should be considered in response to (a) ongoing evaluations of the child’s and family’s situation and (b) the
Pillar 3: Standards to develop adequate strategies
Case management
Provide legal aid to families with complex
case
s so they can register children’s births.
Build upon existing national capacities and emergency innovations to sustain and institutionalise the capacity building of the social service workforce in the areas of
case management
, alternative care, community-based child protection, etc.
Ten Steps to Creating Safe Environments for Children and Youth: A Risk
Management
Road Map to Prevent Violence & Abuse
Standard 18:
Case management
Identification and referral of child protection concerns (such as
case management
referrals).
Include children and adults from affected and host communities in processes for deciding all aspects of the set-up and running of the group activities (objectives, design, schedules,
management
, participation, monitoring, etc.) wherever safe and appropriate.
Supplies for menstrual hygiene
management
;
Standard 18:
Case management
Coordinate with gender-based violence and child protection
case management
actors to prevent and respond to intimate partner violence (IPV). Children in households affected by intimate partner violence are significantly more likely to experience violent discipline.
Identify caregivers and families who are at risk and refer them to the appropriate multisectoral services, including
case management
. In
case
s of severe risks to the child,
case
workers must work along with the alternative care system to find a safe care arrangement for children. (See Standards
Train and support family strengthening actors to address all families’ vulnerabilities and risks. Build the communication skills of programme facilitators and
case
workers to effectively handle high-risk and sensitive situations. Ensure regular monitoring and ongoing supervision.
and other forms of economic support. Economic interventions should be integrated into
case management
when used to address the needs of children and families who are at risk and/or affected by abuse, neglect, exploitation and violence. Where possible, economic interventions should be linked to national social protection programmes. (See Standard
Support community members to identify children who are at risk and refer them to multisectoral services, including
case management
. (See Standards
Evidence shows that introducing large sums of financial or material resources (including payments to individuals for their participation in activities) can weaken community ownership and limit sustainability. Exceptions may be made for small supports (such as phone credit, notebooks, refreshments or uniforms) that are given in exchange for performing agreed-upon responsibilities. In such
case
s, inter-agency coordination is required to decide how best to provide and standardise support. It may be worth considering financial support to whole-community initiatives as opposed to resourcing individuals.
Where appropriate, support community connections to formal child protection systems. These formal systems may include: police, social workers, health workers, child-welfare services, education services, sexual and reproductive health services, the juvenile justice system, mental health services, etc. National legislation and formal systems do not always accommodate refugees, internally displaced persons, stateless persons or other non-nationals. In that
case
, (a) identify and address actual and potential discrimination against these groups and (b) refer survivors or children who are at risk to
case management
.
Case management
and any risk or strategy standards that relate to the specific
case
being addressed.
Case management
cuts across several levels of the socio-ecological model and supports any child who requires an individualised response to their specific needs.
Case management
(CM) is an approach for addressing the needs of an individual child who is at risk of harm or has been harmed. The child and their family are supported by a
case
worker in a systematic and timely manner through direct support and referrals. CM provides individualised, coordinated, holistic, multisectoral support for complex and often connected child protection concerns.
Case management
within the socio-ecological model
are a primary consideration. Support to children should be adapted to their personal situation and characteristics (including their gender, age, developmental stage, language and cultural identity).
Case
workers should always seek to build children’s sense of safety, well-being and resilience.
CM requires adequate procedural safeguards, data protection standards, staff training and supervision. These requirements must be considered when deciding whether to support and strengthen existing, or to implement new,
case management
systems.
Children and families who face child protection concerns in humanitarian settings are identified and have their needs addressed through an individualised
case management
process, including direct one-on-one support and connections to relevant service providers.
Determine if and how to implement
case management
:
Inter-agency Guidelines for
Case Management
and Child Protection
Adapt globally endorsed
case management
processes and tools (including SOPs,
case management
forms, referral pathways, information-sharing and data protection policies) to the context to ensure quality and timely action in the first phase of the response, if there are no existing appropriate
case management
systems in the context. (See
The Alliance for Child Protection in Humanitarian Action
Case Management
Task Force page
Build CM staff’s knowledge and skills on communicating with children and families, the
case management
process, data protection, confidentiality, privacy and relevant tools;
Supervise and coach CM staff to promote technical competence and practice, staff well-being and effective and supportive monitoring of
case
work; and
Build the capacity of stakeholders (including children, families and communities) to safely identify and refer potential
case
s.
Use community feedback to improve
case management
services.
Over time, child protection actors should develop more comprehensive
case management
services that address the full range of child protection issues.
Ensuring 1
case
worker for every 25 children;
Ensuring 1 supervisor for every 5-6
case
workers (for delivering ongoing training, support and supervision);
Developing and updating information-sharing protocols (ISPs) and procedures for
case
coordination and
case
conferences;
Ensuring that all staff understand and follow information
management
protocols, including those for documentation, record-keeping (paper-based and digital), database access and use, and information sharing. (See
Support ongoing coordination between
case management
actors and multisectoral service providers from the beginning of the response by:
Developing clear eligibility and prioritisation criteria for
case management
;
% of
case
workers trained and supervised in CPCM who demonstrate improvement in knowledge and competence in applying the CM process.
. All
case
workers should be supervised. Include only
case
workers that are trained and supervised in the measure.
Case
worker Coaching and Supervision Package
Case management
steps
are interconnected, and each one may require a return to an earlier stage in the process. Steps may be repeated several times before a
case
is closed.
The
case management
steps
In all settings, systems exist to prevent and respond to child protection concerns. It is essential to understand and build on existing and emerging formal and informal systems and service structures that already protect children. These include traditional caregiving and parenting practices and any existing
case management
systems. Harmonising and integrating the activities of humanitarian actors with those of long-term, in-country social service workforce:
In many contexts
case management
systems already exist, although they may not fully or appropriately address child protection needs. If
case management
services are introduced in emergencies, they should build on and enhance existing processes and referral pathways whenever possible. Keep in mind the quality, accessibility, continuity and child-friendliness of services. More detailed considerations for designing quality
case management
can be found in the
Ensure staff have the competencies to conduct CM in a safe and professional manner. The child-to-staff ratio should align with
case
workers’ abilities, children’s needs and other constraints and obligations. Staff skills and knowledge should be assessed during the recruitment process. All
case
workers should receive (a) standard introductory and ongoing training (including shadowing) and (b) regular, structured supervision and coaching. Child protection CM teams must prioritise staff care within their team to prevent burnout and promote quality care.
Standard operating procedures guide CM in humanitarian settings. They allow service providers across agencies and sectors to harmonise and standardise services and approaches. Standard operating procedures should be developed in a timely manner as part of the humanitarian response. They should be (a) informed by an in-context child protection risk analysis and (b) developed in cooperation with all child protection
case management
actors.
children in quarantine, isolation, or observation or treatment centres will need adapted and specialised
case management
support.
In humanitarian crises, it is often necessary to prioritise some urgent
case
s for immediate or short-term action to make sure that the most critical needs are met with the limited resources. Three main factors when deciding which
case
s to prioritise are: capacity, urgency and ability to take action.
Case
s can be prioritised as high, medium, low or no risk.
Information
management
for CM (IM4CM)
Information
management
is a key element of
case management
. It improves service delivery, mitigates risk and supports accountability. Information
management
includes:
Forms for documenting individual
case
s;
An information
management
system.
All staff should be trained on these elements, which should also be referenced or annexed in
case management
standard operating procedures.
Inter Agency Guidelines for
Case Management
and Child Protection
Child Protection
Case Management
Training for
Case
workers, Supervisors and Managers
‘
Case Management
Task Force’
Case Management
Task Force of the Alliance for Child Protection in Humanitarian Action, 2018.
Standard 18:
Case management
Given that there may be many different reasons for separation, strong
case management
is required to determine the most appropriate response.
Train
case management
staff and partners on alternative care for children.
Decide whether to place a child in alternative care by (a) implementing
case management
and (b) identifying interim and long-term care options that align with
Ensure children’s
case
plans include:
% of children in alternative care that have an agreed-upon
case
plan prior to placement.
Case
workers working on alternative care should be trained to make decisions on alternative care placements, including the strengths and weaknesses of each type of care option. No form of alternative care should encourage family separation.
When care placements are coming to an end,
case
workers should assess whether (re)integration into their family or community or a permanent alternative care option is in the child’s best interests.
The child’s ongoing safety in
case
s of suspected abuse, neglect, exploitation or violence from a family member or foster caregiver.
Train both formal and informal justice actors on appropriate handling of children’s
case
s, including
case
s of children formerly associated with armed forces or groups and victims of sexual exploitation or trafficking.
Establish an interdisciplinary team to identify and respond to
case
s of child victims/witnesses of crime.
Define ‘contact with the justice system’ and ‘child-friendly’ and include at a minimum gender-, age- and disability-friendly. ‘Since the start of the emergency’ can be modified in-country according to the context and resources available for measurement. Source of verification: Structured interview (periodic survey or assessment of children in
case
load), programme document review (monitoring report).
The impacts of crises on children (cross-border custody
case
s, detention on terrorism charges, asylum); and
If mandatory reporting is a legal requirement, this must be explained to the child in a developmentally appropriate manner. When children and their families want to address rights violations through the formal justice system,
case management
actors should accompany them.
Pillar 4: Standards to work across sectors
WASH programmes consider age, gender and disability status of children when (a) designing water and sanitation facilities in schools and (b) promoting menstrual hygiene
management
.
Child protection and education actors jointly establish a safe space and deliver mental health and psychosocial support,
case management
and education interventions in a coordinated programme.
Streamline multisectoral linkages for more predictable and timely
case
coordination and referrals;
Programmes use
case management
, health and MHPSS interventions and livelihood opportunities to holistically respond to child survivors of SGBV or children formerly associated with armed forces or groups.
Child Protection Mainstreaming
Case
Studies Series
Train food security and child protection staff on child protection and food security concerns, principles and approaches so they can each correctly refer disclosed or detected
case
s of child protection and food insecurity.
Develop and implement child-friendly, multisectoral child protection referral mechanisms so food security workers can safely and efficiently refer child protection
case
s.
Train livelihoods staff on child protection concerns, principles and approaches so they can safely, correctly and efficiently refer disclosed or identified sexual and gender-based violence and child protection
case
s.
Support and opportunities for improving saving practices and household resource
management
.
Standard: 18:
Case management
Advocate for data disaggregation in national Education Information
Management
Systems.
Educational facilities should follow universal design principles, use quality materials and promote the safety, well-being and dignity of each learner and education worker. Educational facilities should be enclosed, with limited or monitored access, and have clean water, sanitation and hygiene facilities that promote proper hygiene and waste
management
, including menstrual hygiene
management
. (See
Standard 18:
Case management
Train health care staff on child protection concerns, principles and approaches so they can correctly prevent, identify, mitigate and/or refer child protection
case
s.
Collaborate with health actors in a multisectoral coordination system for mental health and psychosocial support and
case management
. (See
Establish a mechanism for health care workers to safely and efficiently refer child protection
case
s.
Work with child protection actors in multisectoral coordination systems for mental health and psychosocial support and
case management
. (See Standards
Case management
Case management
is a way of organising and implementing interventions that supports the protection, health and/or well-being of individual children and their families in an appropriate, holistic, systematic and timely manner. An integrated approach to health and child protection should include protocols that ensure safe, confidential referral and information sharing between the two sectors. (See
Standardised procedures for disaggregating, documenting and tracing
case
s;
Inter Agency Guidelines for
Case Management
and Child Protection
Train nutrition staff on child protection concerns, principles and approaches so they can correctly refer disclosed or identified child protection
case
s.
Develop and implement child-friendly, multisectoral referral mechanisms and standard operating procedures so that nutrition and child protection workers can safely and efficiently refer both child protection and malnutrition
case
s. Determine if malnutrition should be a
case management
criterion.
Identify and refer suspected child protection
case
s;
Case
workers
The role of child protection actors or
case
workers at nutrition sites may include:
Identifying and assessing possible child protection
case
s, including child separation;
Joint
case management
;
Guidelines for Selective Feeding: The
Management
of Malnutrition in Emergencies
Implementing adequate and safe menstrual hygiene
management
(MHM) interventions for girls.
Girls’ menstrual hygiene
management
and supply needs, particularly for girls with disabilities (note: menstruation may start at the age of 8);
Children with disabilities’ needs regarding hygiene
management
and supplies; and
Menstrual hygiene
management
;
Drainage and waste
management
.
WASH facilities should be adapted for accessibility and security. Girls who begin menstruating at 8 or 9 years may be overlooked by interventions that include menstrual hygiene
management
supplies or information.
A Toolkit for Integrating Menstrual Hygiene
Management
(MHM) into Humanitarian Response: The Full Guide
Standard 28: Camp
management
and child protection
Develop and implement child-friendly, multisectoral child protection referral mechanisms so shelter workers can safely and efficiently refer child protection
case
s.
Train shelter staff on child protection concerns, principles and approaches so they can correctly refer disclosed or identified child protection
case
s.
Camp
management
and child protection
The main goals of camp
management
(also called site
management
) are:
Camp
management
actors accomplish this by collaborating with national and local authorities and partners to:
Camp
management
and child protection actors must work together to conduct these activities in a protective, child-participatory manner that reduces the risks children face. This includes identifying
Camp
management
activities address the needs and protection concerns of children affected by forced displacement.
Key actions for child protection and camp
management
actors to implement together
Identify common areas of concern to camp
management
and child protection and coordinate intervention strategies to address child protection risks throughout all phases of the response.
Develop information
management
tools to ensure that the collected data helps to identify child protection concerns. (See
Implement agreed-upon integrated (child protection and camp
management
) activities that address any identified child protection risks.
Confirm that all camp
management
actors and child protection staff are trained on and sign safeguarding policies and procedures.
Include an adequate representation of children in community-based participation, decision-making and governance systems/structures related to camp
management
.
Share the results of child protection assessments, consultations and feedback and reporting mechanisms (including generic trends and location-specific concerns) with camp
management
actors to inform their activities.
Work with camp
management
actors to agree upon and implement effective joint coordination and information-sharing mechanisms.
Support camp
management
staff to consult with children (of various ages, genders, disabilities and living situations), caregivers and community members on questions of safety, access to services and their representation and participation in camp
management
.
to find solutions for their protection concerns related to camp
management
and share these findings with camp
management
actors.
Establish a system of communication between (a) child protection and camp
management
actors and (b) state and community-based child protection services to ensure children and their families have access to:
Confidential
case management
that aligns with national and international laws and the
Train camp
management
staff on child protection principles, approaches and concerns so they can appropriately refer any disclosed or identified child protection
case
s.
Support camp
management
actors to continuously and appropriately identify and refer children at risk.
Key actions for camp
management
actors
Work with child protection actors to mainstream child protection in camp
management
activities, including planning, implementation and monitoring of activities.
Establish an effective communication system between camp
management
teams and key child protection actors to support referrals following an incident.
Advocate for gender balance in the camp
management
workforce to ensure a better inclusion of all children and their caregivers.
Partner with child protection actors to train camp
management
staff on child protection principles, approaches and concerns, including for situations where issues/incidents are disclosed to them so they can appropriately refer
case
s.
Participation is a pillar of camp
management
. Child protection and camp
management
actors need to collaborate to ensure
For example, children may act as focal points to ensure all children of various ages, genders, disabilities, and other relevant diversity factors (a) have meaningful representation in the camp
management
structures and (b) can receive information about actions that have been taken. Child protection actors can support and coach child focal points to strengthen children’s participation.
All children have the right to access educational facilities, health care, psychosocial services, recreational opportunities and religious activities that meet their individual needs. Camp
management
actors can monitor the inclusion and accessibility of camp services by conducting regular spot-checks and analysing disaggregated data from in-country service providers. They may similarly ensure equal access to critical information.
It is critical for camp
management
and child protection actors to jointly consider how they will meet children’s need for safe, accessible spaces to learn and play. This collaboration should begin at the earliest stages of site planning and continue throughout any site improvement processes. Proper planning prevents children’s spaces from being located in dangerous locations (such as camp borders or long distances from children’s homes) or excluded altogether due to lack of land.
Camp
management
should monitor security concerns such as sexual and gender-based violence, abductions, physical attacks, child labour and other dangers (such as explosive ordnance, drowning or fire). Child protection actors can work with camp
management
to:
Camp
Management
Toolkit
Back Cover
on Programme Cycle
Management
for information on types of assessments for Child Protection.
UNHCR’s individual
case management
procedure to ensure that the best interests principle (set out in Article 3 of the UN Convention on the Rights of the Child) is respected in work with individual children of concern. It is a multi-step process that goes through identification, assessment,
case
action planning, implementation, follow-up and
case
closure. It includes two important procedural elements: the Best Interests Assessment (BIA) and the Best Interests Determination (BID). States and other actors are also obliged to establish formal procedures for assessing and determining the best interests of an individual child or a group of children where decisions would have a major impact on the child or group of children. (See CRC General Comment No. 14)
Case management
Case
worker
The key worker in a
case
who maintains responsibility for the child’s care from
case
identification to
case
closure, in a
case management
approach. Other social service practitioners (such as social workers) or even other professionals (such as health workers) may take on a
case
worker role as well.
The concept and practice of reducing the risk of disaster through systematic efforts to analyse and manage causal factors. It includes reducing exposure to hazards, lessening the vulnerability of people and property, wise
management
of land and the environment, and improving preparedness for adverse events.
A formal system established and used to allow recipients of humanitarian action (and in some
case
s, other crisis-affected populations) to provide information on their experience with a humanitarian agency or the wider humanitarian system. Such information is then used for different purposes, including taking corrective action to improve some element of the response.
Situations where children are cared for in a household outside their family. Fostering is usually understood to be a temporary arrangement, and in most
case
s the birth parents retain their parental rights and responsibilities. The care arrangement is administered by a competent authority whereby a child is placed in the domestic environment of a family who have been selected, prepared and authorised to provide such care, and are supervised and may be financially and/or non-financially supported in doing so. See online glossary for definitions of
Data collected through
case
studies, interviews, etc. to provide description, experience and meaning.
Individual
Case Management
: Identifying and Responding to the Needs of Persons with Disabilities [Training Tools]
of programme cycle
management
;programme
of programme cycle
management
;programme
camp
management
case management
(CM)
information
management
in
in camp
management
;camp
in programme cycle
management
;programme
information
management
in
programme cycle
management
in
information
management
and camp
management
;camp
information
management
responses in programme cycle
management
of programme cycle
management
;programme
GBVIMS (Gender-Based Violence Information
Management
System)
Gender-Based Violence Information
Management
System (GBVIMS)
of response in programme cycle
management
;response
in programme cycle
management
;programme
case management
during
information
management
information
management
of response in programme cycle
management
;response
PCM (programme cycle
management
)
programme cycle
management
(PCM)
PIM (Protection information
management
)
programme cycle
management
(PCM)
Protection information
Management
(PIM)
Protection Information
Management
(PIM) Process and Principles
risk analysis, in
case management
in camp
management
;camp
within
case management
;
case
staff capacity, in
case management
of
case management
systems;
case
Quick access (369)
CPMS (2019 ed)
(369)
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