1. Addressing capacity weaknesses of UNICEF as a CLA
Suggested recommendations for discussion
25 October 2018, Amman, Jordan
Anna Ziolkovska

2. Current situation with coordination teams HR
HQ: GNC-CT (Coordinator, Deputy Coordinator, Helpdesk, RRT)
RO: No dedicated capacity, Regional Nutrition Advisors double-hatting
CO: mix of dedicated and double-hatting IMOs and NCCs with different types of contracts (staff/non-staff)
FO: double-hatting NCCs, usually no IMO

3. Presentation structure
At each level (HQ, RO, CO and FO) presented
Capacity weaknesses
Current situation
Quick fixes
Long term sustainable solution
Meeting participants in the handouts vote (on a scale one to 5) for each of the presented options if they agree/disagree, plus add comments if any

4. HQ1: Limited uptake of the related UNICEF divisions at HQ level on their responsibilities in relation to the UNICEF role as a CLA
Situation: physical disconnect between GCCU based in Geneva and most other UNICEF HQ divisions (based in NY, including the EMOPS and UNICEF management), that makes it difficult for the GCCU to advocate to the NY-based staff
Quick fixes: A series of individual orientations by the GCCU to all relevant UNICEF HQ divisions (not only PDand EMOPS) on the Cluster Approach, with key asks for each division and an open discussion on further engagement
Sustainable solution: A dedicated GCCU liaison person based in EMOPS, NY
The below weaknesses are only some of those related to limited uptake of UNICEF of its role as a CLA, and only related to the capacity weaknesses that can be directly addressed by UNICEF without advocacy to external counterparts (such as other global and country clusters, IASC Principals, OCHA, etc.). There is a number of other challenges (related to enabling environment, resource mobilization, etc.) that are not discussed below. For each weakness, current situation is described, followed by the proposed quick fixes and a long term sustainable solutions, which are my personal views based on my work at country and HQ level as a part of cluster coordination teams. This is not an exhaustive list and other solutions can be also identified to address the weaknesses.

5. HQ2: Limited number of GNC staff, which in turn limits support that can be directly provided to countries
Situation: GNC-CT includes Global CC, Deputy Global CC, Help-Desk consultants, 1-4 Rapid Response Team members.
Quick fixes: (1) Fundraising for additional project-related staff. (2) Using CO funding to fund some of the GNC work and HR (for example, development by the GNC Coordination Team – additional staff/consultant hired for the project) a training for cluster partners using CO fund – that later can be used as a global resource by other countries.
Sustainable solution: A five years HR strategy for the GNC

6. RO1: No dedicated person at UNICEF RO to support countries with Cluster Coordination
Situation:
The role is partially covered by Regional Nutrition Advisors, however their primary responsibility is improving programme UNICEF work, with often limited or no attention paid to UNICEF role as a CLA.
The Nutrition Advisors are invited for the GNC meetings, however not always attend.
Limited attention is paid by UNICEF PD to preparedness related to the cluster coordination.
Quick fixes: A series of individual orientations by the GCCU to each RO (all programme and management staff including Regional Directors) on their roles and responsibilities related to the UNICEF CLA role, with open discussion on how to address bottlenecks and development of the action plan for the office, whose implementation is supported and monitored by the GCCU.
Sustainable solution: A dedicated person to support UNICEF as a CLA in RO of the regions prone to emergencies (at least one for all UNICEF-led clusters). Additional attention from GCCU (not PD) to build RO capacity in other regions as a part of preparedness.

7. RO2: RO’ management pays limited attention to the role of UNICEF as the CLA
Situation: Currently RO management invests in improving UNICEF programmes significantly more than in UNICEF role as a CLA
Quick fixes:An orientation to the RO management during Regional Directors meeting, followed by orientations at the RO.
Sustainable solution: A dedicated person to support UNICEF as a CLA in Regional Offices of the regions prone to emergencies (at least one for all UNICEF-led clusters).

8. CO1: CO not always correctly evaluates a need of a new cluster activation and/or composition of CT
Situation: When GCCU receives an alert, Global CCs get in touch with the CO to enquire about situation and advice on the coordination arrangements. Due to remote nature of this works the recommendations are not always the best in this situation and/or not always followed by the CO.
Quick fixes: An immediate deployment of a GCCU staff to evaluate the situation and advise CO on the suitable coordination arrangements and coordination team composition for all UNICEF-let clusters. Monitoring of implementation of the recommendations.
Sustainable solution: When RO has a dedicated HR capacity for Cluster Coordination, the GCCU staff from the ‘quick fixes’ should be replaced by the RO staff.

9. CO2: Programme staff is often not aware of the cluster functions and the role they should play in the cluster
Situation: A three days training package developed for all Nutrition Cluster Partners to orient them on the cluster approach and their roles and responsibilities, that is yearly conducted in about 10 emergency countries, however (1) it is not rolled out as a part of preparedness, and (2) UNICEF staff often refuse to participate, saying that they already know everything, that is in most cases not the case.
Quick fixes: GCCU staff during their missions to the countries can organize a one hour session with all country programme staff to brief them on the cluster approach and their roles as cluster partner. Alternatively, this session can be conducted by the national CCs (with remote support from GCCU and using standard presentation developed by GCCU).
Sustainable solution: A minutes online mandatory training for all programe staff (including managers at country level, regional and HQ program staff) to be developed and its uptake monitored and followed up by the GCCU with RO support.

10. CO3: UNICEF CMTs(including CCs’ supervisors) are often not aware of the cluster functions and their responsibilities as a CLA and a partner
Situation: UNICEF has produced in 2015 “UNICEF Cluster Coordination Guidance to country offices”, that clearly states responsibilities of the UNICEF management in its role as the CLA, and a related power point presentation, however its roll out to the CO was limited, mainly focused on the guidance distribution that in was most cases not read by the CMT members and Representatives.
Quick fixes: GCCU staff during their missions to the countries can organize a one hour briefing with the CMT on the UNICEF Guidance using developed presentation, followed by a discussion and a clear action plan for CLA role improvements (both for countries with current emergencies and as a part of preparedness). These plans should be compiled at the GCCU level and their implementation regularly monitored.
Sustainable solution: Inclusion of the additional module for the CMTs to the cluster approach online mandatory training for all programe staff. Inclusion of the orientation and discussion on the Cluster Coordination to yearly meetings of Representatives, Deputy Representatives, Heads of relevant program sections, that are facilitated by GCCU staff

11. CO4: Capacity of national cluster coordinators/OIC varies across country offices
Situation: A five days training package was developed by the GNC and a number of people were trained in the past years, however due to staff turnover not all current CCs and IOCs were trained. There is currently no funding to continue trainings on a regular basis. Each newly appointed CC is provided a briefing from the GNC. A GNC Help Desk was established to support national CCs.
Quick fixes: Several initiatives are already ongoing (see current situation).
Sustainable solution: A blended/online training package for all national and sub-national CCs, their OICs and chiefs of section in non-cluster countries (latter as a preparedness measure), with sessions at least once a year and live facilitators to grade assignments and support learning

12. CO5: Capacity of national IMOs varies across country offices, sometimes no dedicated IMO
Situation: A five days training package was developed by the GNC and piloted once. No further trainings were conducted due to absence of funding.
Quick fixes: Fundraising for the IM training and delivering it at regional level, not global level to ensure better participation. GNC HelpDesk to provide support to IMOs.
Sustainable solution: An online training on Information Management specific to Nutrition Cluster.

13. CO6: Long recruitment process of new staff in UNICEF
Situation: There is a number of mechanisms that are established in UNICEF to speed up recruitment process in emergencies. Additional solutions are available to fill in the gaps (such as UNICEF stand-by partner arrangements, Rapid Response Team deployment), however not all Cos are aware and utilize them. A clear overview of the mechanisms is provided in the “UNICEF Cluster Coordination Guidance to country offices”, however only a limited number of people in COs is familiar with it.
Quick fixes: A global broadcast highlighting options available for additional HR capacity for the cluster coordination teams.
Sustainable solution: A discussion with HRD during orientation (see HQ – quick fixes) on possible ways to promote cluster-specific surge solutions and orient HR departments in COs.

14. CO6: Long recruitment process of new staff in UNICEF
Situation: There is a number of mechanisms that are established in UNICEF to speed up recruitment process in emergencies. Additional solutions are available to fill in the gaps (such as UNICEF stand-by partner arrangements, Rapid Response Team deployment), however not all Cos are aware and utilize them. A clear overview of the mechanisms is provided in the “UNICEF Cluster Coordination Guidance to country offices”, however only a limited number of people in COs is familiar with it.
Quick fixes: A global broadcast highlighting options available for additional HR capacity for the cluster coordination teams.
Sustainable solution: A discussion with HRD during orientation (see HQ – quick fixes) on possible ways to promote cluster-specific surge solutions and orient HR departments in COs.

15. FO1: CFOs most of the time are not aware of the cluster core functions and their responsibilities as CLA and a cluster partner in the country
Situation: In improving UNICEF role as a CLA most attention is paid to the national level, with field offices often being left out.
Quick fixes: The Orientation by the GCCU staff to the CMT should always include Chiefs of Field Offices via remote connection.
Sustainable solution: A minutes online mandatory training for all programe staff (including managers at country level, regional and HQ program staff) to be developed and its uptake monitored and followed up. The orientation should include a Module on the role of the Chiefs of Field Offices.

16. FO2: Sub-national coordinators and IMOs are most of the time double hatting
Situation: In majority of cases in Field Offices there is no need to have a dedicated CC/IMO, however while the ToRs usually provide strict time distribution between staff’s time as CC/IMO and as a programe staff (usually 50/50), in practice the staff is in most cases overwhelmed with the programme work and pays little attention to his/her role as a CC/Cluster IMO. In some countries, an NGO sub-national CC is selected by partners, who is also double hatting in addition to his/her NGO work..
Quick fixes: To ensure that during performance planning stage 1-2 outputs of sub-national double-hatting CCs and IMOs are related to the cluster work with clear activities and monitoring indicators. During planning and final evaluation, a feedback should be thought from the national CCs and IMOs on the plan and its achievement (and not only from the direct supervisor, who is never a national CC/IMO).
Sustainable solution: One possible non-traditional solution (that should be piloted before) can be appointment of sub-national double hatting CCs and IMOs, who only have cluster coordination responsibilities (i.e. double hatting WASH/Nutrition CCor IMO, or Education/Child Protection CC or IMO)

17. FO3: Weak linkages between national and sub-national CCs/IMOs
Situation: In many cases the linkages between national and sub-national Ccs and IMOs are week (due to no direct reporting lines) and there is a disconnect between the clusters at national and sub-national levels. Limited number of countries hiring a roving CC, whose role is to travel to FOs and support CCs.
Quick fixes: Every national CC (IMO) should establish monthly conference calls with the sub-national CCs (IMOs). A yearly retreat with national and subnational CCs and IMOs to agree on the yearly work plan, discuss challenges, ways forward and support needed from the national CC/IMO.
Sustainable solution: In addition to monthly conference calls and yearly retreats, an option of having a roving Cluster Coordinator (in addition to national and sub-national CCs) should be considered by COs. The roving CC can be hired by an NGO as agreed at the CO.

18. FO4: Supervisors of the sub-national coordinators often not aware of the cluster core functions and CCs tasks
Situation: It is expected that national CCs will technically support the sub-national CCs, while the reporting line remain within the FOs, staff of which is not aware of what CCs should do.
Quick fixes: An orientation by the national CCs to the staff in the FOs on cluster approach and UNICEF responsibilities as a CLA at field level (to be developed by the GNC/GCCU). National CC to copy supervisors of sub-national CCs on all s to them. National CCs to discuss tasks for the sub-national CCs with their supervisors during performance planning stages.
Sustainable solution: A minutes online mandatory training for all programe staff should include a Module on the roles and responsibilities of the Field Offices.

19. FO5: Programme staff in the FOs often not aware of the cluster core functions and the role they should play in the cluster
Situation: A three days training package developed for all Nutrition Cluster Partners to orient them on the cluster approach and their roles and responsibilities, however it is mostly delivered at national level with field offices staff invited in limited quantities or not invited at all.
Quick fixes: A Country Office may send a national CCs to each field office to orient them on their roles and responsibilities with relation to the cluster approach. A standard presentation focused on the sub-national clusters roles should be developed by the GCCU for this.
Sustainable solution: A minutes online mandatory training for all programe staff should include a Module on the roles and responsibilities of the Field Offices.

20. FO6: Programme staff in the FOs often not aware of the cluster core functions and the role they should play in the cluster
Situation: A three days training package developed for all Nutrition Cluster Partners to orient them on the cluster approach and their roles and responsibilities, however it is mostly delivered at national level with field offices staff invited in limited quantities or not invited at all.
Quick fixes: A Country Office may send a national CCs to each field office to orient them on their roles and responsibilities with relation to the cluster approach. A standard presentation focused on the sub-national clusters roles should be developed by the GCCU for this.
Sustainable solution: A minutes online mandatory training for all programe staff should include a Module on the roles and responsibilities of the Field Offices.

21. FO7: Very limited capacity of sub-national CCs, which also varies across countries
Situation: A five days training package was developed by the GNC and a number of people were trained in the past years, however (1) the content mostly target national CC with limited attention paid to the roles and responsibilities of the sub-national CCs, and (2) the participants are mostly from the national level, with limited number of sub-national CC.
Quick fixes: A yearly retreat with national and subnational IMOs and NCCs to agree on the yearly work plan, discuss challenges, ways forward and support needed from the national CC/IMO. An orientation on the roles and responsibilities of sub-national CCs as a part of the retreat (presentation to be developed by the GNC/GCCU).
Sustainable solution: A blended/online training package for all national and sub-national CCs, their OICs and chiefs of section in non-cluster countries (latter as a preparedness measure), with sessions at least once a year and live facilitators to grade assignments and support learning

22. FO8: Limited capacity of the IMOs at sub-national level (who always double hat), and often no sub-national IMOs at all.
Situation: Very limited capacity to sub-national IMOs, often no IMO at all or one IMO for all UNICEF programs and clusters in the FO.
Quick fixes: Advocacy to Chiefs of FOs, Country Cluster Coordination Teams and CO Management (during Cluster orientations) to increase sub-national IMO capacity, including through agreements with NGOs and secondments
Sustainable solution: Consider a long term agreement with one or several of the NGOs with high IM capacity to second long terms IMOs to the Cluster if CLA does not have capacity to recruit them

23. Discussion Any missing challenges at HQ, RO, CO, FO level?
Any additional quick fixes?
Any additional long term solutions?