1. Regional Nutrition Cluster Coordinators Training 28 September – 2 October 2015 Bangkok

2.  The 5-day training was attended by government agencies, UN agencies, NGOs from 11 countries: Bangladesh, Cambodia, DPR North Korea, Fiji, Jordan, Malaysia, Philippines, Sudan, Thailand, Vanuatu, and Vietnam.  The trainers were from RedR UK, namely, Ms. Adriana Zarrelli, Cluster Coordination Specialist, Ms. Tayseer Abdelsadig El-Basheer, Nutrition Specialist, and Ms. Yvette Crafti, Learning and Development Specialist. They were joined by facilitators from Global Nutrition Cluster-Office of Emergency Programmes (EMOPS) and UNICEF East Asia and Pacific Regional Office (EAPRO). Background

3.  To provide participants with an opportunity to prepare for cluster coordination, and to facilitate interaction among existing and potential cluster coordinators Aim of Training

4. Understanding the humanitarian context The transformative agenda The Nutrition Cluster Roles and Responsibilities Principles of Partnership Developing coordination competencies Collaborative Leadership Meeting management Consensus Building and Conflict Management Humanitarian programme cycle Topics covered

5. Coordination within humanitarian programmes (accountabilities) Inter-Cluster Coordination Needs assessment Humanitarian response planning Resource Mobilization: Humanitarian Financing, Human Resources Resource Mobilization: Supply Information Management Advocacy Monitoring Cluster Coordination Performance Monitoring Tool

6. A session usually involved a brief input discussion followed by a group activity that was usually a group discussion along guide questions. A series of group work involved simulation exercises on various aspects of cluster coordination using Myanmar and the experience with a major cyclone as context for the simulation. Processes simulated were:  Holding a cluster meeting  Assessment planning  Preparation of a human response plan  Estimation of needs for community-based management of acute malnutrition How training was done?

7. In 2005 Humanitarian Response Review  Gaps in response  Limited linkages between UN and non-UN actors  Coordination erratic and dependent on personalities  Insufficient accountability Why Humanitarian Reform?

8. PARTNERSHIP Strong consistent partnership between UN and non-UN actors (Gov’t, NGOs, CBOs, etc.) HUMANITARIAN COORDINATORS leadership, coordination HUMANITARIAN FINANCING predictable, fast, flexible funding CLUSTER APPROACH capacity, predictability, accountability, leadership, quality response Humanitarian Reform

9. Roster of Emergency Coordinators for Level 3 Emergencies Empowered Leadership Inter-Agency Rapid Response Mechanism Leadership Training Strategic Use of Clusters Simplified Cluster Management Minimum Commitments for Participation in Clusters Strengthening NGO Representation in the Humanitarian Country Team Common Humanitarian Programme Cycle to Achieve Collective Results Assessment, Strategic Statement, Resource Allocation, Implementation, Monitoring, Reporting and Evaluation Common Performance and Reporting Framework Accountability to Affected People IASC Transformative Agenda

10. Nutrition Cluster Structure

11. ActivationDeactivation Gaps in the nutritional response Gaps in the coordination on nutrition National authority capacity is unable to coordinate and respond to all the needs Humanitarian situation has improved significantly (with decreased needs and reduced need for response). National structures acquired sufficient capacity to coordinate and meet humanitarian needs. Includes transfer of core functions to sectors/structures that are led nationally Cluster transition = the process of the transfer of leadership and accountabilities. This comes with a plan with mapped out phases of transition. In counties where cluster is not a permanent structure, activation of a cluster in emergency response is not automatic. The criteria for activation and deactivation of cluster are the following: National Nutrition Cluster is a permanent structure of DoH/NNC

12.  Cluster Coordinator  Deputy Cluster Coordinator (could be a national staff or NGO staff member, especially in later stages)  Information Manager  GIS Mapping Specialist (later, a national officer)  Technical Adviser (from CLA, NGO or government)  Executive Assistant / Secretary / Fixer (someone senior and experienced in local administration)  Data Manager(s)  Translator(s) The Cluster Coordination Team (ideally)

13. Roles and Responsibilities Cluster Lead AgencyCluster Coordinator Establishment of coordination mechanism Defining clear roles and responsibilities between cluster staff and existing nutrition staff Covering the costs of cluster staff Resource mobilization on behalf of the cluster Provider of last resort Identification of key partners Establishment and maintenance of appropriate humanitarian coordination mechanisms Planning and strategy development Application of standards Monitoring and reporting Advocacy and resource mobilization Training and capacity building of national/local authorities and civil society Acting as “Provider of last resort”

14. Registered Charity No 1079752 RedR UK is a company limited by guarantee. Company Number 3929653 The IASC has formulated Commitments for Participation in Clusters for Partners (in the Transformative Agenda) They should be regarded as an absolute minimum and a starting point Are not set in stone and should be adapted to country context Minimum Commitments for Participation

15. Registered Charity No 1079752 RedR UK is a company limited by guarantee. Company Number 3929653 Commitment to Humanitarian Principles and Principles of Partnership Willingness to take on leadership (in working groups, sub-national level, etc.) Active participation Capacity to contribute to Cluster’s Humanitarian Response Plan (HRP) Minimum Commitments for Participation

16. Registered Charity No 1079752 RedR UK is a company limited by guarantee. Company Number 3929653 Readiness to participate in actions that specifically improve accountability to affected people A demonstrated understanding of the duties and responsibilities associated with membership of the cluster, as defined by IASC ToRs and country cluster ToRs, where available Minimum Commitments for Participation

17. Registered Charity No 1079752 RedR UK is a company limited by guarantee. Company Number 3929653 Commitment to mainstream cross-cutting issues (age, gender, etc) Committed staff member Commitment to work cooperatively with other cluster partners Undertake Advocacy Minimum Commitments for Participation

18. DPO 2007-2492-AIASC Cluster Core FunctionsNDRRMC (NDCC Circular No. 5, s-2007) 1.Conduct rapid nutritional assessment in the affected areas 2.Ensure timely and appropriate delivery of quality package of nutrition interventions to affected population particularly on the promotion and protection if infant and young child feeding practices, micronutrient supplementation, supplementary feeding, integrated management of acute malnutrition and others; 3.Ensure that the foods provided and distributed are nutritionally adequate especially for vulnerable groups; 4.Conduct trainings and other various capacity building activities related to nutrition 5.Provide nutrition counselling to affected populations; and 6.Establish and promote coordination, networking, planning, social mobilization, advocacy, surveillance, monitoring, evaluation, and good reporting mechanisms within the nutrition cluster 1.Support service delivery 2.Inform HC/HCT’s strategic decision making 3.Plan and develop strategy 4.Monitor and evaluate performance 5.Build capacity in preparedness and contingency planning 6.Advocacy 7.Accountability to Affected Population 1.Inclusion of humanitarian partners in the cluster taking stock of their mandates and programme priorities 2.Establishment and maintenance of appropriate humanitarian coordination mechanisms at the national level 3.Attention to priority cross-cutting issues 4.Needs assessment and analysis 5.Emergency preparedness 6.Planning and strategy development 7.Application of standards 8.Monitoring and reporting 9.Advocacy and resource mobilization 10.Training and capacity building Cluster Functions

19. Humanitarian Programme Cycle (HPC)

20. Insights True to one of its key messages “Working together is an urgent life-and-death issue”, the training highlighted the importance of coordination and intra- and inter-cluster partnership and the minimum commitment for participation that will be of great help, among others, to achieve a timely and effective response in order to save more lives. An important take-home message was the centrality of the affected population in the humanitarian program cycle. The Philippine government is actively taking the lead in the different clusters. However, there is a need to level off definition and understanding of cluster approach in the country.

21. Insights The training presented the cluster approach as a concern of the international humanitarian community, i.e. external to the country. It also “explained” the operations of the Nutrition Cluster for Typhoon Yolanda, and the “tension” between us and Ayadil Saparbekov and the regional cluster coordinators deployed by UNICEF. On the one hand, Ayadil and the UNICEF group were just following the protocol of the Global Nutrition Cluster while the Philippines, NNC in particular, has embraced the cluster approach based on its understanding of effective coordination.

22. How are we going to adapt this to the Philippine context?