1. From Relief to Self-Reliance
TRAINING ON CLUSTER APPROACH ~ Maximising Partners’ Engagement at Country Level
From Relief to Self-Reliance

2. In Cox’s Bazar the coordination of the response is made through a SECTOR. Sector coordination benefits to mirror good practices from the cluster.

3. From Relief to Self-Reliance
1. Introduction
and
objective
2 août 2018
From Relief to Self-Reliance

4. Question
What type of involvement do you have with the sector coordination in Cox’s Bazar?
2 août 2018

5. Objectives of the training
Knowledge: Participants know the minimum commitments for participation in the cluster approach as well as the seven core cluster functions and the deliverables associated with these Skills: Participants are able to enhance participation in the cluster and guide improvements to core cluster functions within their own country contexts Attitude: Participants are aware of the responsibilities and benefits of working within the cluster approach, as an organisation but also for the humanitarian response a whole Time: total 1h (1 hour presentation + questions and answers)
2 août 2018

6. Humanitarian reform, transformative agenda and the cluster approach
2. Definitions:
Humanitarian reform, transformative agenda and the cluster approach
2 août 2018
From Relief to Self-Reliance

7. Humanitarian reform in 2005 Transformative Agenda - 2010
Brief history
Humanitarian reform in 2005
to improve the effectiveness of the humanitarian response
Pakistan Floods Haiti Earthquake 2010
►Then the humanitarian community learnt some new lessons… there were still some weaknesses and inefficiencies
Cluster Approach – Brief History:
Born out of the humanitarian reform process initiated in 2005 to improved the effectiveness of the humanitarian response
HUMANITARIAN FINANCING
predictable, fast, flexible funding
- HUMANITARIAN COORDINATORS
leadership, coordination
- CLUSTER APPROACH
capacity, predictability, accountability, leadership, quality response
- PARTNERSHIP
Strong consistent partnership between UN and non-UN actors (Gov’t, NGOs, CBOs, etc.)
2005 Humanitarian Response review concluded:
Gaps in the response
Limited linkages between UN and non-UN actors
Coordination erratic and dependent on personalities
Insufficient accountability
Transformative Agenda
UN Photo/Evan Schneider
UN Photo/Logan Abassi
Field Cluster Training International Medical Corps 2012

8. 2011 – IASC Principals Agree to Set of Transformative Actions
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
Field Cluster Training International Medical Corps 2012 8

9. The Cluster System
Field Cluster Training International Medical Corps 2012

10. The Cluster Approach Remember WHAT IS IT?
Activation more strategic, less automatic and time limited
A dynamic approach that facilitates joint efforts, one voice representing all humanitarian actors serving the host government
It supports the strategy and leadership of the national authority, strengthening existing national-led coordination mechanisms to the extent possible
Cluster partners sharing responsibility for effective and timely humanitarian response
Professional, predictable response to agreed standards
Streamlining of cluster functions with more focus on results rather than processes
Enhanced accountability to affected populations .
Clusters activated only as and when required
Activation more strategic, less automatic and time limited; strengthen existing national-led coordination mechanisms to the extent possible
No “one size fits all” approach to cluster management (various models adapted for different contexts)
Cluster leads must provide effective coordination
Cluster partners must share responsibility for effective and timely humanitarian response.
Streamlining of cluster functions with more focus on results rather than processes
Enhanced accountability to affected populations

11. The Cluster Approach Remember WHAT IT IS NOT?
It is not an attempt to undermine the government response, but strives to help strengthen government or existing coordination
It is not UN-centric; it depends on the active participation of all humanitarian members, e.g. NGOs, the Red Cross/Crescent Movement, UN agencies and of course….. the Government
It is not a “one size fits all” approach; in each emergency it is up to humanitarian actors on the ground, in consultation with relevant government counterparts, to determine the priority sectors for the response

12. 3. Roles, responsibilities and accountabilities
within the cluster approach
2 août 2018
From Relief to Self-Reliance

13. How are we accountable within the cluster system? (Formal and informal)
CLA
UNICEF
global
office
Humanitarian
Coordinator
Government
CLA
UNICEF
Country Rep
TWGs
Information Manager
Cluster
Coordinator
TWGs
SAG
Cluster
Participating Agencies:
NGOs, civil society,
UNICEF Section chief, etc…

14. Key roles and responsibilities within a cluster
Cluster Lead Agency
Cluster Coordinator
Cluster Partners
Defining the nutrition cluster coordination structure
NCC, IM and required staff are hired and oriented. Define expectations and TORs
Ensure that security, administrative and operational support procedures are clear
Advocacy
resource mobilization
preparedness
NCC need to act as neutral representative of the Nutrition Cluster
coordination of sector
strategic planning
prioritization – interventions and resources
application of standards
Provider of last resort
Endorse the overall aim and objectives of NCCoordination
Agreeing to and sharing responsibilities
Maintaining coordination
Be proactive in exchanging information
Identifying advocacy concerns
Respect and adhere to agreed principles, policies, priorities and standards
The humanitarian imperative
If critical gaps:
call on all to address these
If this fails:
may commit itself to filling gap
If funds lacking:
with HC and donors mobilise resources
Field Cluster Training International Medical Corps 2012

15. Nutrition Cluster in Bangladesh:
Cluster Lead Agency
Global Level
Question:
What do you think on having in Cox’s Bazar a NGO (national staff) as co lead along with Gvt and UNICEF CLA?
National Level
CLA (UNICEF)
Government
Sub-national/ District Level SECTOR
With NGO as co-lead?

16. The 6+1 core functions of a cluster
Informing strategic decision-making of the HC/HCT for the humanitarian response
Supporting Service Delivery
Be accountable
to affected
population
Planning and strategy development
Contingency planning/preparedness/capacity-building
Advocacy
1 Supporting service delivery
1,1 Provide a platform to ensure that service delivery is driven by the agreed strategic priorities 1,2 Develop mechanisms to eliminate duplication of service delivery
2 Informing strategic decision-making of the HC/HCT for the humanitarian response
2,1 Needs assessment and gap analysis (across other sectors and within the sector) 2,2 Analysis to identify and address (emerging) gaps, obstacles, duplication, and cross-cutting issues. 2,3 Prioritization, grounded in response analysis
3 Planning and strategy development
3,1 Develop sectoral plans, objectives and indicators directly supporting realization of the HC/HCT strategic priorities 3,2 Application and adherence to existing standards and guidelines 3,3 Clarify funding requirements, prioritization, and cluster contributions to HC’s overall humanitarian funding considerations
4 Advocacy
4,1 Identify advocacy concerns to contribute to HC and HCT messaging and action 4,2 Undertaking advocacy activities on behalf of cluster participants and the affected population
5 Monitoring and reporting the implementation of the cluster strategy and results; recommending corrective action where necessary
6 Contingency planning/preparedness for recurrent disasters whenever feasible and relevant
7 Accountability to affected population
Monitoring and reporting
2 août 2018

17. in the cluster approach From Relief to Self-Reliance
4. Minimum commitments
for participation
in the cluster approach
2 août 2018
From Relief to Self-Reliance

18. Question
What you think should be minimum commitments for participation in the nutrition cluster?

19. Partner Commitments as per the Transformative Agenda…
They should be regarded as an absolute minimum and a starting point:
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)
Humanitarian principles: Humanity, neutrality, Impartiality and Operational Idenpendance.

20. …Partner Commitments as per the Transformative Agenda
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
Commitment to mainstream cross-cutting issues (age, gender, etc)
Committed staff member
Commitment to work cooperatively with other cluster partners
Undertake Advocacy

21. Principles of Partnership
A Statement of Commitment
Build on comparative advantage
Communication
Complementarity
Transparency
Results-
oriented
Principles of Partnership
Equality
Mutual respect
Responsibility
Coordinate capability & capacity
Commit only on what
you can deliver
Field Cluster Training International Medical Corps 2012

22. in the cluster approach From Relief to Self-Reliance
5. Partners engagement
in the cluster approach
2 août 2018
From Relief to Self-Reliance

23. Partners can expect from the Nutrition Cluster…
Coordination activities that support service delivery (tackling bottlenecks)
Strategic direction
Situation analysis/Trend analysis
Identification of needs, gaps and priorities in the response and adequate representation of these at higher levels
Mapping of activities, gaps and duplications
Monitoring and analysis of the response as a whole
Impartial discussion around humanitarian space
Joint advocacy
Common preparedness and contingency planning
Transparent resource allocation
2 août 2018

24. … Partners responsibilities within the Nutrition Cluster…
Endorse and adhere to cluster coordination aims, objectives and principles of partnership (ToR) along with priorities and standards
Incorporate cluster objectives and support into agency workplans/ strategic planning
Sharing responsibilities :
Leadership role in co-lead of national/sub-national clusters (to be reflected in job descriptions 30%-100% of time depending on cluster)
Active member of strategic advisory group, technical working groups, collaborative assessments, project reviews
Contributing and guiding strategic debate and planning of nutrition cluster
Identifying advocacy concerns
Supporting preparedness activities
Providing technical expertise, opinion, debate and feedback on cluster activities and documents
Pro-active information-sharing and dissemination of partner’s cutting edge innovative technical and programming experiences
2 août 2018

25. …Partners’ participation in the Nutrition Cluster can improve
Cooperation and coordination with other partners (vital strong NGO “voice”, balance group dynamics)
Increased participation and capacity of local NGOs (coaching and mentoring of local partners to participate in cluster)
Information sharing and management  key role to play in strengthening standardized cluster M&E systems
Participatory approaches
Use of relevant standards
Integration of cross-cutting issues and integration with other sectors
Improve effectiveness of nutrition programming as a collective
Increase impact of nutrition sector as a whole, not just individual partners’ response, on affected populations
2 août 2018

26. From Relief to Self-Reliance
6. Conclusion
2 août 2018
From Relief to Self-Reliance

27. Question Myths regarding the cluster approach
FALSE
The Sector Coordinator is neutral and represents all partners as one voice
The nutrition sector coordinator represents UNICEF in priority
The nutrition cluster/sector is a physical structure and has a legal status
Cluster approach is only a UN approach
The nutrition sector is a coordination mechanism based on proactive engagement of partners, has a response strategy, ToRs for SAG, TWGs
FALSE
FALSE
Cluster approach is a IASC concept

28. Key messages
Partnership is key to have an effective cluster coordination mechanism
Participating to the cluster is a win win activity
All partners are equaly important among the cluster coordination group

29. Wrap-up: did we meet our objectives for this training?
Knowledge: Participants know the minimum commitments for participation in the cluster approach as well as the seven core cluster functions and the deliverables associated with these Skills: Participants are able to enhance participation in the cluster and guide improvements to core cluster functions within their own country contexts Attitude: Participants are aware of the responsibilities and benefits of working within the cluster approach, as an organisation but also for the humanitarian response a whole Time: total 1h30
2 août 2018

30. Resources
Global Nutrition Cluster Website:
Inter-Agency Standing Committee (IASC – interagency coordination for humanitarian assistance):
Transformative Agenda Protocols:
Reference Module for Cluster Coordination:
Humanitarian Programme Cycle Reference Module:
Nutrition Cluster Handbook:
IASC Transformative Agenda – Operational Implications for NGOs:

31. For your time and participation!
2 août 2018
From Relief to Self-Reliance