GNC Strategy Progress, Challenges and Tasks ahead GNC Face to Face Meeting March 2016, Washington, DC, USA

Process Governance Review SAG drafted Strategy and key activities Presentation to the GNC partners for review and refinement Costing by lead agencies Finalization of the strategy and launch by few GNC partners Development of Concept Note but limited non-traditional donor funds attracted

Strategic Pillar 1: Partnership, communication, advocacy and fundraising

Clearer definition of the structure, aim and activities of the Global Nutrition Cluster, including – A Strategic Framework; 3 year strategy that is costed – Standard Operating Procedures; – Fundraising strategy – Clarification of working relations and links with related initiatives; – Transparent and participatory costing of GNC WP

Strategic Pillar 1: Partnership, communication, advocacy and fundraising Reorganization of the GNC structure - leading to improved engagement through the creation of the SAG Structure strategic input into cluster processes Shift in focus to country level on operationalizing and promotion of use of coordination and IM tools

Strategic Pillar 1: Partnership, communication, advocacy and fundraising Better dialogue and clarity among cluster partners on: – Fundraising for GNC priorities ; – Clarity on the identity of the GNC as a collective; – Clear linkages between GNC outputs and documents – including branding and identify of GNC products.

Strategic Pillar 1: Partnership, communication, advocacy and fundraising Partnership and leadership on WP implementation at global level GNC visibility and linkage with global initiatives and other Clusters, in particular with SUN and Food Security cluster. Clarity in GNC advocacy priorities –Advocacy Framework/Advocacy tool kit AAP Framework

Strategic Pillar 2: Capacity Development in Humanitarian Coordination

Coordinators/IMOs competency framework – developed and used to inform the content of the training packages; GNC Cluster Coordinators’ Training Package revised and updated GNC Cluster Partners’ Training Package revised and updated; Systematic orientation packages 60-minute and 90- minute packages delivered by Skype; GNC Achievements Strategic Pillar 2: Capacity Development in Humanitarian Coordination

RRT induction package and systematic orientation of newly recruited RRTs; IM Checklist is in place to guide country level cluster teams on necessary IM products during the response; CAP/SRP/HRP Tips document revised and updated; Established GCCU Talent Pool for cluster coordinators and IMOs GNC Achievements Strategic Pillar 2: Capacity Development in Humanitarian Coordination

A roster of 12 trainers established in partnership Enhance partnership with RedR-UK – facilitation of GNC trainings for partners and coordinators; Four regional trainings for cluster coordinators organised jointly by GNC, UNICEF and RedR-UK (Nairobi, Bangkok, Limerick and Amman) : 97 people trained from 27 countries, Five country cluster partners’ training organised (Manila, Juba, Khartoum, N’Djamena and Dhaka) to enhance and promote partnership at the country level: 125 participants GNC Achievements Strategic Pillar 2: Capacity Development in Humanitarian Coordination

A review of the nutrition cluster transitions plans/process in priority countries have been completed by UNICEF PD and GNC. The findings will guide the development of a checklist/benchmarks to inform the cluster transition strategies; 15 cluster countries supported with programme coverage surveys by ACF-UK A process of revising and updating the Nutrition Cluster Handbook began jointly with SC-USA; GNC Achievements Strategic Pillar 2: Capacity Development in Humanitarian Coordination

Strategic Pillar 3: Operational and Surge Support to Country Clusters

GNC Achievements Strategic Pillar 3: Operational and Surge Support to Country Clusters RRT (ACF, IMC, SCI, UNICEF, WVI) – RRT team expanded from 5 to 6 members – 30 deployments / 192 weeks – Evaluation of GNC support to country cluster /RRT evaluation conducted GNC-CT – Instituted the CCPM process and supported 14 countries – Established GNC help Desk – 22 priority countries supported systematically – Sourced additional surge capacity from standby partners – 4 NCC deployed, 3 IMOs deployed/1 abandoned Technical RRT established (IMC, ACF, SCI)

RRT statistics (Jan 2014 – Mar 2016)

Strategic Pillar 3: Operational and Surge Support to Country Clusters Established systematic, evaluation of each mission and briefing debrief systems for RRT Ensure and promoted clarity on RRT role in CLA Advocated for recruitment of longer term coordination staff.

Strategic Pillar 4: Information and Knowledge management: IM

GNC Achievements Strategic Pillar 4: Information and Knowledge management: IM -IM Toolkit developed (20+ tools) – UNICEF, GNC-CT, RRT, ACFIM Toolkit Roll out ongoing (webinars and remote support) – RRTwebinars Translation in French and Arabic on-going – ACF

-GNC website -Web-site transferred to an independent platform (2014); -Maintained systematically -Six case studies - Document review and discussions GNC-CT/SUN - On-line survey - Countries and themes selected Bangladesh: preparedness Philippines: nutrition response, capacity dev, info management (L3) S Sudan: information management (L3) Somalia: governance and partnership (L3) Yemen: scale up within increasing conflict (L2/L3) Ukraine: coordination as part of another cluster (L2) - Studies published on the GNC website, summaries in Nutrition Exchange (Yemen, Ukraine, Bangladesh, Somalia, Philippine and South Sudan) GNC Achievements Strategic Pillar 4: Information and Knowledge management: KM

Capacity gaps in cluster coordination and information management remain - shortage of qualified staff and turn-over of staff; Funding Capacity to scale up Sustainability of RRT – country capacity to maintain coordination and IM functions Role of the GNC in none clusterized countries Technical vs Coordination function Challenges

Going forward - what else do we need to focus on?

Where should we be heading Better evidence on contribution of cluster to programme scale up and programme impact How to ensure more predictable, accountable and effective responses How do we better articulate the GNC position of GNC - Activity base costing, cash transfer/vouchers Role of GNC in technical work

Where should we be heading How to ensure programme quality and coverage of the collective response. Understanding Transition/support to sector coordination Support Preparedness Promoting more intelligence about cluster activation Fundraising??

Where should we be heading Build on and strengthen good practice in assessment, response planning and response monitoring Intelligence on how to work with national authorities and local NGOs, Inter-cluster collaboration – Nutrition Sensitive intervention??

Where should we be heading Better evidence on contribution of cluster to programme scale up and programme impact How to ensure more predictable, accountable and effective responses How do we better articulate the GNC position of GNC - Activity base costing, cash transfer Role of GNC in technical work

Where should we be heading How to ensure programme quality and coverage of the collective response. Understanding Transition/support to sector coordination and Preparedness Promoting more intelligence about cluster activation

Where should we be heading Build on and strengthen good practice in assessment, response planning and response monitoring Intelligence on how to work with national authorities and local NGOs, Inter-cluster collaboration – Nutrition Sensitive intervention?? Advocacy/AAP

Thanks