CCD works with international NGOs to address weaknesses in humanitarian cash delivery programming using collaboration approaches. The principles below guides everything the CCD does and how it supports NGOs with the structural capabilities they need to be scalable, predictable, and adaptable within their context.
Currently, actors in humanitarian crises duplicate programmatic activities, compete for funding, and subcontract the same service providers. This is a deeply inefficient model. CCD endeavours to develop models where capacities are amplified and shared and resources pooled between members for greater operational efficiency.
Members are doing this through common technologies, knowledge sharing, and joint technology units.
Our hope is that by encouraging our members to become interoperable that we can reduce barriers to collaboration.
Some ways our members are working to harmonise their cash programmes so they can work together more smoothly, include:
exploring where systems can be integrated
standardising operating procedures
mapping technical expertise and geographical footprints.
CCD believes in an approach that brings cash actors together to collectively define problems within a context and create a shared vision to solve them.
This could include advocating for use of best practices by all cash actors, submitting joint proposals, soliciting service providers to improve processes, etc.
Cash programming has long served as a catalyst and proxy for systems change in the humanitarian sector. While CCD’s focus is on revolutionising how cash programming is collaboratively delivered for better impact, we believe that this work can inform sectoral and multi-sectoral programming approaches, as well as the aid system as a whole.
In-country networks are doing this in different ways, including strengthening national cash collaborations (e.g. cash working groups) and working with partners to facilitate faster resolutions (e.g. jumpstarting mobile money).
CCD strives to act as a marketplace and matchmaker for all relevant cash actors and establish a fully adaptable, flexible approach to engage new technologies, involve different actors, and adjust to context changes.
We are seeing members accomplish this as they enable their local networks. With this, they are positioning themselves as collaboration and cash delivery experts who can support other key cash actors efforts. However, they recognise that CCD is not always best suited to respond to all needs (e.g. market functionality or security limitations), in which case they liaise with other actors and mechanisms.
CCD'S VALUE PROPOSITION
brainstorming prototype ideas
prioritising data standards and governance
brainstorming prototype ideas
Collaboration planning with global CCD partners in Nairobi
©Save the Children/CCD
CCD has narrowed its focus to four thematic areas which are in nascent stages in the context of CVA, where our members are still developing their approaches, and where collaboration is needed for impact.
We see opportunities for collective innovation and impact being greatest in:
Linkages between CVA and Social Protection
EXPERTISE DRIVEN VALUE
Capitalising on the increased capacity of CCD's members in CVA, CCD has tested that expertise-driven service through technical leadership and facilitation is an effective way to improve program design
Moving away from developing toolkits for operational and technical collaboration within country networks, CCD is focused on demand-driven tools, co-designed services, and facilitation of collaboration through expertise.
AGILE OPERATING MODELS
Finally, shifting away from using only one dominant collaboration model, which is not adequate and agile for various contexts, CCD designs collaboration models suited to context/opportunities. This has been now tested in Ukraine Regional Response.