1. ‘ Development of the Global Nutrition Cluster (GNC) Strategic Plan for 2017- 2019 ’ Prepared by Avenir Analytics for the Global Nutrition Cluster PROJECT CHARTER v1 September 23 rd, 2016 1

2. CONTENTS Section Slide 1.Introduction3 2.Objective and outputs4 3.Scope and definitions5-6 4.Approach 7 5.Methodology and outputs8-12 6.Work plan and timings 13 7.Assumptions and risks 14 Section Slide Appendix 1 – Research question matrices16-18 Appendix 2 – Data collection questions19 Appendix 3 – Key informant list20 Appendix 4 – Data aggregation framework21 Appendix 5 – Data analysis framework22 Appendix 6 – Project plan and tracker23

3. INTRODUCTION The Global Nutrition Cluster (GNC) has initiated a planning process to develop a strategic plan that will guide GNC activities for the period 2017 to 2019 and will be called the Global Nutrition Cluster Strategic Plan (GNCSP) 2017-2019. This follows on from the existing GNCSP which covered the period 2014 to 2016. This planning process will be led by the GNC Coordination Team (GNC-CT) and guided by decisions made in consultation with the SAG. A team from Avenir Analytics, a specialist humanitarian support company, have been contracted to support the GNC-CT and SAG in the design and implementation of a project which facilitates the planning process and generation of the GNCSP 2017-2019. The principle purpose of this project charter is to ensure that the GNC-CT, SAG and Avenir team have a shared understanding of the objective and scope of the planning process and what shape the GNCSP 2017-2019 will take. This includes a definition of the main tasks and timelines, and specification of the expected results and outputs. The project is explained and outlined in the main slides, with additional detail provided in appendices.

4. The objective of the project is to produce a strategic plan that will guide the activities of the GNC over the period 2017-2019. The GNCSP 2017-2019 will primarily be used as the basis for the GNC to confirm its annual operational goals and workplans, and to measure progress toward the GNC strategic objectives. The GNCSP 2017-2019 will consist of a description of the mission, values, vision, way of working, and multi-year objectives of the GNC. The development of the GNCSP 2017-2019 will be led by the GNC-CT and guided by strategic support from SAG. The key component will be a strategic planning meeting with the SAG and GNC-CT, which will consider lessons learnt from the GNC previous strategic plan: actions that should be replicated and things that should be done differently (including areas that were not in the plan that warrant inclusion). It will also include considerations regarding the future operating context. It will use these to confirm the role, specific supports and tools provided to national coordination platforms, and way of working for the cluster going forward, which will form the composition of the GNCSP 2017-2019. The project will produce 5 tangible outputs to meet the objective: (i) this project charter, (ii) a presentation on lessons and considerations to be studied when defining the new strategic plan, (iii) the GNCSP 2017-2019, (iv) a supporting presentation and (v) a template for the annual workplan. The work commenced in September 2016, with the SAG formal sign-off of the final plan expected by 15 th February, 2017. OBJECTIVE AND OUTPUT

5. SCOPE The following points are noted as the main elements that will be considered as within and without the scope of the project: Project Scope – IN Review of the GNC role, including the way the GNC operates, within current IASC guidance and identification of the main external factors likely to affect this in the future. Indicative identification of lessons learnt from GNCSP 2014-16 focused on the GNC role, services/tools and way of working. Development of the GNCSP 2017-2019. Provision of the workplan template to successfully put the GNCSP 2017-2019 into service. Project Scope – OUT Review of the role of the GNC outside IASC guidance, and any formal analysis of the current impact and future role of the cluster coordination system. Formal review or evaluation of the GNC role, services/tools and way of working under GNCSP 2014-2016 to establish impact and link to any outcomes. Development of the support tools required to operationalise the GNCSP 2017-2019, including an implementation plan, a supporting communication plan and the 2017-2018 operational plan.

6. GNCSP 2017-2019 Terminology Strategic Plan – definition of a future state with the following main components: 2017 to 2019 – It is likely the plan will be ready for implementation starting March 2017 and finish in December 2019. Mission – the role and responsibilities of the GNC. Values – the guiding principles of the GNC. Vision – what the future looks like and the key areas of focus to deliver it. Way of working – how the GNC organizes itself and engages with key stakeholders to deliver the plan. Strategic objectives – how the GNC will operate to 2019, with year by year milestones General Project Terminology Role – the coordination function and responsibility assumed by the GNC Services and tools – what the GNC delivers – at global and national level. Lessons – good practice to take forward (replicate) or areas that need to change (recalibrate), taken from implementation of GNCSP 2014-2016. Considerations – elements outside of GNC’s control that will affect the future role and way of working. DEFINITIONS

7. 1.Agree project objective, methodology, activities, timings and outputs. 3. Produce information for strategic planners (SAG). 4.Define key elements of strategic plan and test. 5.Refine elements of strategic plan and finalise. 2.Collect data around lessons and considerations. APPROACH A five step process will be used to meet the project objective. This is described in the outline below. 1.GNC-CT and SAG sign off on the approach, project plan and the outputs (this project charter). 2.Based on the approach, the Avenir project team will collect data from multiple stakeholders and data sources to identify lessons and considerations to be applied to the GNC’s future role, services and way of working. 3.The data collected is consolidated and analysed to identify the central themes for the SAG and GNC-CT to reflect on whilst developing the GNCSP 2017-19. 4.The SAG convene to provide strategic support and guidance in relation to defining key elements of the strategic plan in conjunction with the GNC-CT and this is shared with partners for input. 5.The adjusted key elements will then be used to formulate the final version of the GNCSP 2017-19. A mixed methods methodology will be used to implement the approach. This is described in some detail in the following methodology and output slides.

8. METHOD & OUTPUT 1 1.Agree project objective, methodology, activities, timings and outputs. 3. Produce information for strategic planners (SAG). 4.Define key elements of strategic plan and test. 5.Refine elements of strategic plan and finalise. 2.Collect data around lessons and considerations. A kick off meeting in Geneva, held between the 5 th and 9 th of September, where the GNC-CT team discussed the overall approach for the development of the GNCSP 2017-2019 with the Avenir team, which conducted scoping interviews with SAG and other key informants (e.g. other clusters with which Avenir has developed strategic plans) to inform this project charter. The project charter draft was completed on September 23 rd ; GNC-CT reviewed and commented and distributed to the SAG on September 29 for clarification questions, suggestions and comments. The testing of data collection tools started the week of the 26 th of September. The testing stages was completed on 30 th of September and feedback from SAG was received by 3 rd of October and incorporated and retuned to GNC-CT on October 5. The project moved into the main data collection phase on October 5. The method and outputs, outlined in the diagram opposite, is explained in detail in the next four slides. This first step of the process is the generation of this project charter which when agreed with the SAG, becomes the guide for the execution of the project. Three activities are involved in the completion of this process:

9. To help define the GNCSP 2017- 2019, the SAG will be provided with information on lessons learnt from implementing the previous strategic plan and considerations regarding the context in which GNC is likely to operate. Information will be grouped by its relation to GNC’s role, services/tools and way of working. 1.Agree project objective, methodology, activities, timings and outputs. 3. Produce information for strategic planners (SAG). 4.Define key elements of strategic plan and test. 5.Refine elements of strategic plan and finalise. 2.Collect data around lessons and considerations. The aim of this process step is to collect data from 3 sources: Key informants- in-depth, first-hand perspectives- primarily interviews, and a focus group at the annual meeting (Amman). Online survey – mirrors interview questions to ensure all identified stakeholders have an opportunity to input. Literature review –qualitative and quantitative data on role/strategy/services/external environment, used to triangulate interview and survey findings. The above will also allow qualitative analysis of quantitative data (from key informants and survey respondents) based on ranking exercises and Likert scales (agreement/ disagreement along a pre- defined range). The team will engage with stakeholders at the annual meeting to deepen qualitative analysis. Stakeholders are grouped into four ‘analysis groups’ based on their relationship with the GNC and its services. Research question matrices detailing how data will be identified for the lessons and considerations are provided in Appendix 1. Translation of these into questions for the 3 data collection tools is in Appendix 2, and the key informant interview list in Appendix 3. METHOD & OUTPUT 2

10. The aim of this process step is to analyse the data collected and produce findings in the form of information that is important for the SAG to study when making decisions on the direction and content of the GNCSP 2017-2019. Data will be analysed in three stages using a customised framework at each stage: 1.Agree project objective, methodology, activities, timings and outputs. 3. Produce information for strategic planners (SAG). 4.Define key elements of strategic plan and test. 5.Refine elements of strategic plan and finalise. 2.Collect data around lessons and considerations. Data collected will be used to populate an initial data collection framework, that groups data collected by stakeholder responses to research questions, along with the literature review results. This data will be aggregated, and summarised, to help identify the areas of the strategy that are most important to stakeholders – framework shown in Appendix 4. Finally, the analysis framework, in Appendix 5, will be used to facilitate the comparison of convergent and outlier viewpoints, and data triangulation. The relationships between findings will be analysed to examine the interlinkages between lessons and considerations, the relationship between the cluster’s role, services/tools and way of working. The findings will be made available in presentation format to the SAG team, in advance of the GNC strategic planning meeting. METHOD & OUTPUT 3

11. This step of the process will see the SAG develop the directions and content for the GNCSP 2017-2019. Again, it will consist of 3 main components: 1.Agree project objective, methodology, activities, timings and outputs. 3. Produce information for strategic planners (SAG). 4.Define key elements of strategic plan and test. 5.Refine elements of strategic plan and finalise. 2.Collect data around lessons and considerations. In advance of the strategic planning meeting, the SAG will have the opportunity to request clarifications or additional information in addition to that in the findings presentation. The SAG will convene for a two-day strategic planning meeting in December 2016. This will be in the form of a plenary discussion facilitated by Avenir. The make up and operation of the strategic plan will first be discussed. The information in the findings presentation will then be reviewed and the validity and importance of the results assessed. Using this information, the SAG will support the GNC-CT to identify and articulate the key components of the main elements that make up the GNCSP 2017-2019. METHOD & OUTPUT 4

12. In the final step of the process the GNCSP 2017-2019 will be completed. In addition, the operational planning template will be produced. The main activities in this process step are: 1.Agree project objective, methodology, activities, timings and outputs. 3. Produce information for strategic planners (SAG). 4.Define key elements of strategic plan and test. 5.Refine elements of strategic plan and finalise. 2.Collect data around lessons and considerations. Finalisation of the GNCSP 2017-2019 based on the outputs from the SAG. An iteration of the final draft document shared with partners and the SAG (GNC-CT will consolidate findings) resulting in the sign off for the final document in word / pdf format. The final discussion with the SAG will be supported by a presentation that explains the main elements in the development of the plan, the contents and how it is expected to be used. Concurrently the Avenir team will provide a template for the 2017-2018 workplan, which will mirror strategic objectives and include the activities, outputs and resources required to deliver objectives. METHOD & OUTPUT 5

13. Kick off SAG / GNC-CT Caroline Abla Carmel Dolan Anteneh Gebremichael Diane Holland Josephine Ippe (PM) Ayadil Saparbekov Victoria Sauveplane Caroline Wilkinson Avenir draft: 23 rd Sept Weekly update reports and call as required (GNC-CT) Information, direction and support to overcome constraints Data collection and analysis Project charter Initial findings presentation Planning meeting Preliminary Report SAG remote QC: 30 th Sept Avenir complete: 7 th Oct SAG meet: 14th/ 15 th December Agree outputs with GNC-CT: 16 th December Avenir draft: 6 th Jan GNC-CT feedback: 13 th Jan The planned activities and timings are shown in detail in the workplan in Appendix 7 and the main components are shown in the figure opposite. Following acceptance of the project charter, Avenir will commence data collection. The researchers will then triangulate the data and carry out in depth analysis to produce the initial findings presentation. The strategic planning meeting will define the main elements of the strategic plan and (time permitting) key activities to deliver strategic objectives. Avenir will consolidate these inputs to produce the first draft of the plan. Following a final meeting and feedback round (including with members), the plan will be signed off by the SAG and presented to partners for official acceptance at the March meeting. The Avenir team will produce a weekly progress report to track the project and note any constraints. This will be provided to GNC-CT for information and any action required. Avenir briefing draft: 17 th Nov Avenir complete: 30th Nov Final Report GNC feedback: 25 th Nov SAG feedback: 24 th Jan First draft to SAG: 17 th Jan Final plan and workplan template: 15 th Feb Red text = output due date Members feedback: 9 th Feb Final draft to members 26 th Jan Commence 3 rd Oct Complete 4 th Nov Interview/survey/lit review, meeting in Amman WORKPLAN AND TIMINGS

14. The risk register below notes the top 3 risks for the project and associated mitigation actions. 1.Persons selected for interviews will provide data representative of the stakeholder group. 2.There will be sufficient response to the survey to enable triangulation. 3.SAG/GNC-CT will be able to adhere to the feedback timelines 4.There will be no major disaster that requires significant GNC resources within the project period. 5.The details in this project charter supersede the original ToR and Avenir proposal. In addition, the main assumptions made when planning the project are: The likelihood of the risk occurring is rated 1 – somewhat likely, 2 – quite likely or 3 very likely. The impact of this risk, if it happens, is rated in the same way, 1 – some negative impact, 2 – significant negative impact or 3 – project stopper. These two scores are multiplied to give an overall score. Any risk with a score of 6 or more requires mitigation. Mitigation focuses on either reducing the risk, or the impact of the risk occurring. The risk score is then recalculated. ASSUMPTIONS AND RISKS

15. ‘ Support to the Global Nutrition Cluster (GNC) to facilitate the Development of the GNC Strategic Plan for 2017-2019 ’ Prepared by Avenir Analytics for the Global Nutrition Cluster PROJECT CHARTER - APPENDICES

16. APPENDIX 1 (a) Research matrix ‘lessons’ (NB: Document lists will be added to during the literature review )

17. APPENDIX 1 (b) Research matrix ‘considerations’ (NB: Document lists will be added to during the literature review )

18. APPENDIX 1 (c) Research matrix ‘way of working’ (NB: Document lists will be added to during the literature review )

19. APPENDIX 2 Data collection tool questions (NB: All questions will be adjusted after testing, and come with a prompt sheet)

20. APPENDIX 3 – Key informant list

21. APPENDIX 4 – Data aggregation framework

22. APPENDIX 5 – Data analysis framework

23. APPENDIX 6 – Project plan and tracker

24. ‘ Development of the Global Nutrition Cluster (GNC) Strategic Plan for 2017- 2019 ’ Prepared by Avenir Analytics for the Global Nutrition Cluster PROJECT CHARTER v1 September 23 rd, 2016