1. Study on transition of humanitarian coordination functions October 2015 1

2. 2 Starting at the end: definitions Cluster transition: The process through which the transfer of leadership and accountabilities is planned and implemented, leading to deactivation. Cluster deactivation- Closure of formally activated cluster, with transfer of cluster core functions to government or other crisis coordination mechanisms. Criteria: i.Humanitarian situation improves ii.National structures acquire sufficient capacity to meet residual needs

3. 3 And….. Activated: UNICEF as CLA Has responsibility to lead and manage the nutrition cluster, where possible, in co- leadership Accountable for nut cluster performance to HC, national authorities, affected populations, and ERC Not activated: UNICEF within the CCCs Strengthen or create national sector coordination pre, during and post Assessment, response, linking with development among others

4. 4 Study aim and objective Develop evidence base for nutrition Set of benchmarks and framework of best practice Clear actions and investment case for UNICEF to operationalise CCC 1

5. 5 Current guidance

6. Study methodology 6 Inception report (Jan 2015) Document Review Key informant Interviews Country Visits and case study development Overview of best practice and benchmarks

7. 7 Countries ETHIOPIA ENCU established 2000 in Early Warning Department, then DPPA Cluster approach endorsed 2007 and activated 5 staff at capital (1 govt employee, 4 UNICEF staff) 6 subnational (employed by govt paid by UNICEF) PAKISTAN Activated in 2008 in KP province (IDP crisis) Activated in 2010 (floods) 2011 cluster transitions into sector working group 2012 L3 activated, 2013 transitioned under NDMA 2 staff double hatting, one dedicated subnational and rest double hatting KENYA Nutrition Technical Forum under MOPH in 2007 L3 in 2008 took on cluster role Steering committees taking on functions- emergency under NDU of MOH 2 UNICEF staff in MOH, subnational NTFs with UNICEF and WFP staff support PHILIPPINES 2007 government adopted own cluster system under NDRMC, as one of 4 sub- clusters under health 2013 L3 activated UNICEF co-led, national and subnational, now led by National Nutrition Counsel with double hat support

8. 8 Broad observations Common understanding of principles and terminology needed Investments in good working relationships, capacity, systems before the emergency essential (external) as well as understanding of coordination in CLA staff How the cluster is established and evolves over time has significant impact on how the cluster will transition into platform for EP&R in long term Complexity of transition and variety of cluster configuration based on capacity, context, engagement of actors and maturity of the nutrition sector

9. 9 Working principle 1 Build on and strengthen existing sectoral structures to function as effective national coordination platforms Rationale and justification for activation Good working relationships Government engagement in cluster Partnership approach (local actors) Context appropriate management structures –SAG, TWG, subnational, reviews Build systems for emergency response Strengthen knowledge management

10. 10 Working principle 2 Develop capacities of cluster partners in emergency preparedness and response capacity Capacity building and harmonizing approaches –Reporting –Assessment –Emergency preparedness and response planning –Nutrition policies and guidelines –Operational capacity in key areas –Link with development programming and platforms

11. 11 Working principle 3 Facilitate smooth transition from active cluster to deactivation to an effective nationally led coordination platform Decision to deactivate based on CCRM –Initiated and led by HC and HCT –Focus on ability to lead and be accountable –Base on assessment of capacity –Taking account context –Guided by early recovery

12. 12 Working principle 3 Facilitate smooth transition from active cluster to deactivation to an effective nationally led coordination platform Plan the end from the beginning Process facilitated and consultative with partners Ensure realistic timeframe based on systematic process and partner consultation Establish system to monitor emergency coordination capacity beyond deactivation Continuity emergency coordination website

13. 13 Components for transition planning Clarify core functions to be maintained Identify specifically which government institutions Capacity assessment Develop transition plan –capacity development component –Realistic timeframe and benchmarks/indicators –Support for transition and beyond- with particular UNICEF role as CLA –Funding requirements Coordination structure and function

14. 14 Working principle 4 UNICEF CLA to ensure appropriate HR planning to support development of an effective nationally led coordination platform Appropriate staffing for establishment and maintenance of emergency nutrition coordination platform –HR support pre, post and during –Double hatting v dedicated –Contract types –Soft skills and competencies –Recruitment policies

15. 15 Proposed next phase Validation and further analysis of initial findings –Circulation of documents with GNC –Further consultation with cluster, CLA, partners Consideration of transition in less stable contexts Development of guidelines outlined in the analyses with benchmarks such as: –Coordination when not clusterized –Diagnostic of cluster coordination capacity

16. 16 Discussion What are the most critical questions that you need guidance on transition to answer? What do you see as key next steps in developing this guidance? How do you want to be involved in moving forward?

17. 17 Many thanks