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

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

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

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

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

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

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 - 2010 UN Photo/Evan Schneider UN Photo/Logan Abassi Field Cluster Training International Medical Corps 2012

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

The Cluster System Field Cluster Training International Medical Corps 2012

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

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

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

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…

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

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?

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

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

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

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.

…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

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

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

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

… 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

…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

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

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

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

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

Resources Global Nutrition Cluster Website: http://nutritioncluster.net/ http://www.buildingabetterresponse.org/ Inter-Agency Standing Committee (IASC – interagency coordination for humanitarian assistance): http://interagencystandingcommittee.org/iasc/ Transformative Agenda Protocols: http://interagencystandingcommittee.org/node/2803 Reference Module for Cluster Coordination: http://interagencystandingcommittee.org/iasc-transformative-agenda/documents-public/reference-module-cluster-coordination-country-level Humanitarian Programme Cycle Reference Module: http://nutritioncluster.net/resources/hpc-reference-module-2015-final/ Nutrition Cluster Handbook: http://nutritioncluster.net/resources/gnc-handbook-final-gnc-january-2013/ IASC Transformative Agenda – Operational Implications for NGOs: http://www.interaction.org/sites/default/files/IASC%20Transformative%20Agenda%20-%20Operational%20Implications%20for%20NGOs.pdf

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