1. 1.1. Welcome & Introductions Food Security Cluster Needs Assessment Workshop Dhaka, Bangladesh 19 – 20 February 2012

2. Welcome

3. Introductions Please tell us your: Name Position Organisation Main expectation for this workshop (Please write your main expectation on a piece of paper and hand it to facilitators for compiling)

4. Overall Purpose Strengthen coordination knowledge, skills, and attitudes of participants in order to enhance the effectiveness of the food security cluster

5. Workshop Objectives After this workshop, participants should be able to: Explain a number of fundamental food security concepts Explain the “phased” approach to food security assessment (initial, rapid, and in-depth food security assessment) Describe the primary and secondary data collection tools associated with each type of food security assessment Identify a number of food security response options Identify the key stakeholders in food security in Bangladesh and “who is responsible for what” (re: administration, logistics, and technical aspects of a food security assessment)

6. Agenda Day 1: Fundamentals of Food Security Assessment  Welcome, Objectives & Introductions (background of GFSC)Markets & FS  Food Security: Fundamentals and Frameworks  Food Security Assessments: Phases & Tools  The Current Situation: FS Assessment in Practices in Bangladesh  Working groups on the rapid assessment tools. Day 2: Coordinating Food Security Assessments   Group Presentations   Market Analysis   The Need: Coordinating FS assessment and analysis   FS Assessment Responsibilities: Who does (or should do!) what?   Overview of Food Security Response Options   IPC   Next Steps

7. One rule that you will perceive as entirely unfair and unjust but, well, that’s life… Multi-tasking is a fancy word we all use for not really focusing on anything: No laptops during sessions – unless requested by facilitators Please feel free to “not really focus” during the breaks

8. Humanitarian Reform - History Review Findings Gaps Limited linkages Erratic coordination Insufficient accountability Inconsistent donor policies Independent Humanitarian Response Review (August 2005) Changing Environment Proliferation of actorsProliferation of actors Changing role of UNChanging role of UN Competitive fundingCompetitive funding Increased public scrutinyIncreased public scrutiny New humanitarian actorsNew humanitarian actors Humanitarian Reform Process (September 2005)

9. Aim - ‘Build a stronger, more predictable humanitarian response system’ PARTNERSHIP Strong partnerships between all parties CLUSTER APPROACH Adequate capacity and predictable leadership in all sectors 1 HUMANITARIAN COORDINATORS (HCs) Effective leadership and coordination in humanitarian emergencies 2 HUMANITARIAN FINANCING Adequate, timely and flexible financing 3 Three pillars of reform and the foundation: Humanitarian Reform – Key Components

10. 10 1.To assure high standards of predictability, accountability and partnership in all sectors 2.More strategic responses 3.Better prioritization of available resources General Humanitarian Knowledge The Cluster Approach T HE C LUSTER A PPROACH Sector groups of international and national agencies at global and country levels Coordinated by designated Cluster Lead Agencies (CLAs) What are clusters? Why clusters?

11. Humanitarian Principles International humanitarian and human right law & humanitarian principles 1.Humanity 2.Impartiality 3.Neutrality 4.Independence Principles of Partnership 1.Equality 2.Transparency 3.Result-oriented approach 4.Responsibility 5.Complementarity

12. 12 Global cluster lead agencies (CLAs) are designated by the IASC and work with partners to strengthen field response and provide predictable leadership General Humanitarian Knowledge The Cluster Approach G LOBAL C LUSTERS Normative: Standard setting, tools, and best practices Capacity/Preparedness: training, surge support, stockpiles Operational Support: advocacy and resource mobilization Emergency Relief Coordinator (OCHA) Partners, others? What are global clusters?What do global clusters do? To whom are global clusters accountable?

13. Global Cluster Lead Agencies S ECTOR OR AREA OF ACTIVITY G LOBAL CLUSTER LEAD AGENCY Food SecurityFAO/WFP Camp Coordination/Management: Conflict related displacement Disaster related displacement UNHCR IOM Early RecoveryUNDP EducationUNICEF/Save the Children Alliance Emergency Shelter: Conflict related Disaster related UNHCR IFRC Emergency TelecommunicationsWFP HealthWHO LogisticsWFP NutritionUNICEF ProtectionUNHCR Water, Sanitation and Hygiene (WASH)UNICEF

14. 14 General Humanitarian Knowledge General Humanitarian Knowledge The Cluster Approach C OUNTRY -L EVEL C LUSTERS When are country level clusters activated? New emergencies requiring multi-sectoral responses with participation of a wide range of international humanitarian actors Ongoing emergencies with Humanitarian Coordinators Contingency planning How are country level clusters activated? The HC/RC consults relevant partners, proposes leads for each major area and sends proposal to ERC ERC shares proposal with Global Cluster Lead Agencies, ensures agreement at global level and communicates agreement to HC/RC and partners within 24 hours of proposal HC/RC informs government and partners CLAs staff clusters from a standing roster When are country level clusters deactivated? Upon end of emergency phase HC agreement with partners Memo to ERC To whom are cluster leads accountable? HC/RC Partners? Donors, Population?

15. Cluster Leads - Terms of Reference What do country level clusters do? 1.Establish and maintain appropriate coordination mechanisms 2.Needs assessment and analysis 3.Planning, strategy, and response development 4.Emergency preparedness 5.Advocacy and resource mobilization 6.Monitoring and reporting 7.Inclusion of key humanitarian partners 8.Coordination with national/local authorities, local civil society, etc 9.Participatory and community-based approaches 10.Attention to priority cross-cutting issues (age, environment, gender, HIV and AIDS) 11.Application of standards 12.Training and capacity building 13.Provider of last resort Actions Coordinated Guidance for Coordination

16. I NTER -C LUSTER C OORDINATION Inter-Cluster Coordination ▫ OCHA ensures facilitation of ICC ▫ Normally: Cluster Coordinator represents cluster at relevant inter-cluster meetings Example: “The Survival Strategy” There is a significant and beneficial intersection between mandates of FSC and other clusters, particularly Health, Nutrition and WASH. FSC works with those clusters to build on the Survival Strategy developed jointly by these clusters in Pakistan, following 2010 floods. The Survival Strategy aims at improved coordination and increased impact of synergetic programming, benefiting cluster members and constantly maintaining focus on the overall needs of the target population.

17. Humanitarian Coordination Structure = Coordination N ATIONAL G OVT Line Ministry L INE M INISTRY N ATIONAL LEVEL Humanitarian Country Team = Reporting = Support = Inter-cluster coordination HC or RC OCHA NGOs Country Representative C LUSTER Cluster Coordinator & IMO Cluster Member Agency Country Representative/ Head of Cluster Lead Agency Agency Country Representative C LUSTER Cluster Coordinator & IMO Cluster Member Agency Country Representative/ Head of Cluster Lead Agency Donors Inter Cluster Coordination G LOBAL LEVEL IASC NGO Consortia Agency Head NGONGO G LOBAL C LUSTER Global Cluster Coordinator Global Cluster Member Agency Head/Head of Global Cluster Lead Agency Emergency Relief Coordinator (ERC) OCHA