N ATIONAL C ONTEXT AND E XISTING S TRUCTURES

1.Learning objectives 2.Context and Structures 3.National/Local Authorities: Why and How 4.Partnerships and Coordinating Structures: Why and How 5.Challenges 2 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES I NTRODUCTION National Context and Existing Structures

1.Understand the importance of operating within the national context 2.Identify areas of interaction with governments and existing partnerships and coordinating structures 3.Identify associated challenges 3 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES L EARNING O BJECTIVES National Context and Existing Structures

Why is this subject covered? Cluster staff need to understand the unique national contexts in which they will be operating as well as existing humanitarian and related coordinating structures in order to improve response efficiency, address gaps, reduce duplication, and ensure a smooth post-cluster transition plan. How does this relate to my day to day tasks? Cluster staff routinely meet, coordinate (assessments, strategy, response planning, resource mobilization, etc.), and share information with national authorities and existing partners/coordination mechanisms. 4 G ENERAL H UMANITARIAN K NOWLEDGE R ELEVANCE General Humanitarian Knowledge

5 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES National and Local Authorities Partnerships and Coord. Structures Food Security Cluster What? ‘Internationally recognised or de facto government of a country in which a humanitarian operation is taking place Legal/Regulatory Laws, DM, DRR Institutional Line ministries Response systems Other actors exercising governmental authority What? Existing partners, coordination structures, humanitarian work plans, development plans, contingency plans NGOs UN agencies Red Cross/ Red Crescent Other actors Other Clusters HC/RC; OCHA Sectoral working groups

6 F OOD S ECURITY C LUSTER - TOR National Context and Existing Structures What does the FSC do? 1.Ensure predictable and accountable leadership 2.Represent the food security community in the different country level fora 3.Support coordination in assessment planning and response, strategy 4.Develop benchmarks and indicators 5.Advocacy for entire food security community, not just specific partners 6.Strengthen national/local systems 7.Ensure Quality of response, promotion of appropriate standards and delivery of services 8.Ensure shared understanding of early recovery 9.Learn and build upon best practices 10.Ensure partnership and inclusiveness Actions Coordinated Guidance for Coordination

National Context and Existing Structures7

8 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES – N ATIONAL A UTHORITIES

9 National and Local Authorities Why? “…the affected State has the primary role in the initiation, organization, coordination, and implementation of humanitarian assistance within its territory.’” Represent FS Community Single point of contact One-stop shop Support Coordination Joint activities Gap analysis Agree on technical standards and tools Strengthen Systems/ Recovery Technical training/ assistance Disaster management Exit Strategy Ensure Partnership & Inclusiveness Identify key gov’t entities Manage expectations Synch meetings; co- chair? How?

10 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES – P ARTNERSHIPS AND C OORDINATING S TRUCTURES

11 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES – P ARTNERSHIPS AND C OORDINATING S TRUCTURES Why? “…international humanitarian actors should organize themselves so as to buttress and strengthen existing structures and not create parallel structures that may undermine or weaken existing ones.” Represent FS Community De-confliction One-stop shop Support Coordination Joint activities Gap analysis Humanitarian coordination structure Strengthen Systems/ Recovery Contingency plan tie-in Disaster management Exit Strategy Development tie-in Ensure Partnership & Inclusiveness Identify key entities Manage expectations How? Partnerships and Coord. Structures

12 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES C HALLENGES 12National Context and Existing Structures Unwilling/Unable Nat’l Authorities National and Local Authorities Conflict Situations National and Local Authorities Food Security Cluster Partnerships and Coord. Structures Existing vs. Clusters

13 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES C HALLENGES 13National Context and Existing Structures National and Local Authorities Food Security Cluster Existing vs. Clusters Avoid replacement “Cluster” Terminology not as important as principles Accountability CLA Value Added! Use HC as a resource Remember FSC timeline Partnerships and Coord. Structures

14 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES C HALLENGES 14National Context and Existing Structures National and Local Authorities Conflict Situations Humanitarian Principles Humanity Impartiality Neutrality Independence Use HC for guidance

15 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES C HALLENGES 15National Context and Existing Structures Unwilling/Unable Nat’l Authorities Find out why Clarify misconceptions Partnership vs. expert role Arrange translations and maintain contact Respect different approaches Value Added! National and Local Authorities

Why is this subject covered? Cluster staff need to understand the unique national contexts in which they will be operating as well as existing humanitarian and related coordinating structures in order to improve response efficiency, address gaps, reduce duplication, and ensure a smooth post-cluster transition plan. How does this relate to my day to day tasks? Cluster staff routinely meet, coordinate (assessments, strategy, response planning, resource mobilization, etc.), and share information with national authorities and existing partners and coordination mechanisms. 16 N ATIONAL C ONTEXT AND E XISTING S TRUCTURES R ELEVANCE National Context and Existing Structures

N ATIONAL C ONTEXT AND E XISTING S TRUCTURES