1. BANGLADESH NUTRITION CLUSTER DISASTER PREPAREDNESS

2. Broader Context of Preparedness
Measures taken in advance or in anticipation of an emergency, as well as an early action and capacity development.
Ensures a more-timely, more appropriate to the context, more cost effective response.
Emergency Response Preparedness (ERP), stresses that preparedness is continuous process which seeks to understand the risk and how to respond.
Emergency Response Preparedness (ERP), IASC, July 2015, Draft for field testing,

3. Components of Emergency Response Preparedness
Risk Analysis and Monitoring
Minimum Preparedness Actions
Advanced Preparedness Actions (APA) and Contingency Planning (CP)
- A clear and common understanding of the risks which may trigger a crisis significant enough to require a coordinated humanitarian response.
A set of activities that every country team must implement in order to establish a minimum level of emergency preparedness.
- APA and CP Should be initiated together to plan for specific risks when risk analysis and monitoring indicate moderate or high risk.
MPA not risk or scenario-specific and do not require significant additional resources to accomplish

4. Bangladesh Context
Bangladesh has a large population of 165 million people, with a dense coastal population dominated by flood plains. High risk of recurrent natural disasters.
It is ranked 5th Globally among the most climate vulnerable in the world risk index About 68% of the country is vulnerable to flood
Bangladesh rivers receive runoff from a catchment of 1.72 million sq-km, around 12 times its land area
Key Factors of Vulnerability
Global Warming and Climate Change
Geographical location
Dominance of floodplains
Low elevation from the sea
High population density
High level of poverty

5. History of Nutrition Cluster in Bangladesh
Established in August 2012, by the Government of Bangladesh (GoB) to focus on preparedness for a predictable response.
This is not an Inter-Agency Standing Committee (IASC) mandated cluster system, but one mandated by the GoB.
It is agreed that in case of an L3 Emergency that requires humanitarian support, the existing clusters will transition to IASC Clusters.
For nutrition, this mandated mechanism complements other nutrition coordination mechanisms.
Nutrition Cluster is co-chaired by UNICEF and Institute of Public Health Nutrition (IPHN) who have equal responsibilities.
The Bangladesh context is complex because of the number of stakeholders, the prevalence of existing forums at different levels coordinating different aspects of development and a complex system of government committees that relate to disaster management. The roles and responsibilities undertaken by the global humanitarian architecture are not meant to create new bodies and parallel structures.
Many stakeholders are confident that, in a massive, sudden onset event the government coordination mechanisms would be activated (as would international coordination structures) resulting in efficient coordination of the response. Concern does exist in relation to the government’s reluctance to declare an emergency and the implications this has on coordination and resources
.Other Nutrition Coordination mechanisms include UN Ending Child Hunger and Undernutrition Partnership (UN REACH), Scaling Up Nutrition movement (SUN) ,Nutrition Working Group (NWG) and the IYCF Alliance

6. Existing Gaps before Formation of Nutrition Cluster in Bangladesh
Weak pre-crisis/routine nutrition programming within government facilities, including mainstreaming of proven direct nutrition interventions.
Inadequate nutrition information systems for routine monitoring at national and sub-national levels.
Low capacity of service providers and partners in Nutrition in Emergencies (NiE).
Lack of national guidelines on area-specific nutrition assessments and services.
Weak orientation of district and sub-district authorities on NiE.
Lack of strong coordination within the nutrition sector in general, impeding linkages between development and humanitarian actions.
Poor coordination for re-current/sudden onset L1 and L2 Emergency Response

7. The Local Consultative Groups in Bangladesh is composed of 32 Bangladesh-based representatives of bilateral and multilateral donors of the Bangladesh Development Form (BDF) and the Secretary, Economic Relations Division (ERD), representing the Government
The LCG Working Group on Disaster and Emergency Response (LCG DER) is the central forum for Government and its partners to take strategic decisions and share ideas and information on disaster management. The LCG DER is mandated to ensure effective coordination of the national and international stakeholders in the broader scope of disaster management (risk reduction, preparedness, relief/response, and recovery/rehabilitation).
The Humanitarian Coordination Task Team (HCTT) under the LCG DER is a coordination platform to strengthen the collective capacity of government, national and international actors to ensure effective humanitarian preparedness for, response to, and recovery from the impacts of, disaster in Bangladesh. The HCTT acts as an advisory group to the DER providing advice, taking forward agreed actions on behalf of, and feeding back to, the wider LCG DER group. Concurrently the Team also acts as coordination platform of the thematic clusters.
The clusters also have strong linkages with other thematic LCG Working Groups to ensure specific aspects of DRM is mainstreamed in all aspects of the Groups Scope of Work.

8. Preparedness in Bangladesh Context
Risk Analysis and Monitoring
Minimum Preparedness Actions (MPA)
Advanced Preparedness Actions and Contingency Planning
Government of Bangladesh
Strategic Plans, Acts and policies on Disasters
Existence of dedicated Government and departments undertaking Risk analysis and monitoring
National and sub-National Coordination Forums
Social Safety Nets Programes
District- wise resource allocation for emergency response
Emergency simulations/Drills
CPP Volunteers at Upazilla Level
Early Warning system
Hazard Specific Plans for Disaster Management
MoDMR Cooperate Plan
Sectoral Development
Humanitarian Country Task Team
Inform Priority Locations and Priority Interventions
Provide policy advisory on Preparedness to GoB
Informs MoDMR on the status of humanitarian preparedness as well as lessons generated from humanitarian coordination.
Coordination forum for Clusters and Working Groups
Inter- Cluster Contingency Plans
Multi-Cluster Technical working Groups
Harmonization and Standardization of actions and ensuring joint planning for the cross cutting actions among Clusters, Cash Working Group, Needs Assessments Working Group.
Nutrition Cluster
Provide relevant data as requested by HCTT on Risk Analysis and Monitoring
Coordination and Information Management at all levels
Emergency Supply Prepositioning
Nutrition Cluster MPA Package,
Guidelines and standards for NIE
Contingency agreements
Hazard specific contingency plans
Capacity building initiatives,
Bangladesh’s regulative framework for disaster management provides the relevant legislative, policy and best practice framework under which the activity of Disaster Risk Reduction and Emergency Management in Bangladesh is managed and implemented.
All developed plans and strategies by the Nutrition Cluster aligns with the Disaster Regulatory Framework
Nutrition Cluster ,other Clusters and the Multi-Cluster Working Groups contribute to the joint contingency planning undertaken by HCTT. HCTT advises the Government on collective needs/priorities and Locations identified by the different Clusters and Working Groups in relation to Preparedness as well as provide technical advise on Preparedness.

9. Progress Made so far Risk Analysis and Monitoring
Minimum Preparedness Actions
Advanced Preparedness Actions and Contingency Planning
Development of Risk Analysis and Monitoring Mechanism- Jointly with HCTT
Establishment of Nutrition Cluster Coordination Mechanism at National Level -Jointly with IPHN
Partner Presence and Nutrition Services Mapping with Gaps and recommendations-Nutrition Cluster Led
Development of Phase 1, 2 and 3 Needs Assessment Tools- Jointly with NAWG
Developed National Curricula for NiE-Jointly with IPHN and UNICEF
Development of Minimum Preparedness and Response Action Package- Jointly with HCTT
Procurement of essential emergency supplies-Jointly with UNICEF
Prepositioning of essential contingency stock-supplies- Jointly with UNICEF
Development of Relevant National Guidelines- CMAM, SAM and IYCF-E- Jointly with other relevant Ministries, Technical Forums and humanitarian agencies
Capacity building initiatives to Government and Humanitarian actors on NiE-Jointly with UNICEF
Development of Cyclone, Flood and Earthquake Contingency Plans- Jointly with HCTT
Development of Flash Appeals through for Large Scale Responses -Jointly with HCTT
Contingency Agreements Developed - For NC Members
Inclusion of Nutrition Cluster IPHN Operational Plan- Jointly with IPHN

10. Support to CXB Nutrition Response
CXB Nutrition Sector was initially established by the Nutrition Cluster in August 2017 and transitioned to an Independent sector.
IPHN who co-chairs the Cluster and GoB specialized agency for Nutrition does not have (until Oct 18) a physical presence in CXB. Decision making for IPHN is centralized.
NC supports NS to ensure linkages with National Guidelines and strategies, provides technical support as required and is a link between Nutrition sector and IPHN/MoDMR at National Level on Nutrition specific issues.
The Scope of Joint Response Plan is limited to the Rohingya Camps, Nutrition Cluster undertakes preparedness actions in the rest of the District.

11. Technical Challenges Risk Analysis and Monitoring
Minimum Preparedness Actions
Advanced Preparedness Actions and Contingency Planning
No real time system for tracking/monitoring Risk analysis and Monitoring information
Cluster approach not replicated at Sub-National level. IPHN is not present at District Level.
Inactive and Non-Technical Nature of DDMCs/ UMC
Complicated process to contextualize Global Emergency Guidelines for use in-country
Current Nutrition Reporting Mechanisms is devoid of NIE reporting indicators.
For I/NGOs, extended approval process for funding release where disaster not declared.
Risk Analysis and Monitoring information is shared from MoDMR and other agencies through mails to agency focal points.
Coordination between the developmental and humanitarian actors at Sub-National level is constrained. Government forums e.g DDMCs do not often include humanitarian actors.
DDMCs and UMCs are only in ‘active in occurrence of disasters. They are not technical forums and Nutrition issues are often de-prioritized. With the weak sub-national coordination mechanisms on preparedness sub-national data/information that feeds into the Risk analysis and Monitoring is constrained. There is no formal reporting lines between agencies and Cluster at sub-national level.
An FD-6 project approval processes through the INGO bureau is required before funding can be released. In the case of a non-emergency application approval takes place within 45 days; for a declared emergency, the commitment from the GoB is to turn it around within 48 hours. This implies that if a disaster is not declared, INGOs response is based on their ability to use existing resources in the period until funding can be approved, taking up to 45days.

12. Work in Progress
Establishment of light informal technical information-sharing group on disaster risk management (DRM) in flood and cyclone prone districts.-HCTT Led
Mainstreaming Nutrition in Emergency Indicators in District Health Information System 2 ( DHIS2)- UNICEF Led with NC/NS Technical contributions
Development of Country Specific Operational Infant and Young Child Feeding in Emergency Guideline- Nutrition Cluster Led with support from UNICEF
Advocacy for shorter/Simpler approval process for NGO Project approvals for L1 and L2 Disasters-HCTT Led
Considering
That there is a recognized need to strengthen the linkages within the cluster system at central and local levels for the information from the field to guide decision-making processes at central level and, for the decisions made at central level to be implemented at local level; That all clusters do not necessarily have “cluster focal point” at local level, That most clusters’ partners at local level are the same for all clusters; That all coordination fora must be respective of the Disaster Management legislation; That introducing a platform that cannot be sustained could eventually be damageable, Humanitarian partners proposed the establishment of light informal technical information-sharing group on disaster risk management (DRM) in flood and cyclone prone districts.
The group is expected to hold regular meetings to share information on DRM-related matters to discuss issues of interest to all humanitarian partners and all clusters at district level, to promote community engagement at district level and to liase with the National Clusters on preparedness. The Group’s discussions are expected to be informed by the national developed Hazard Specific Contingency Plans, identify status of preparedness, available resources, gaps and areas requiring support from National Cluster.
The meetings will be ideally hosted by a NGO present in the district (ideally, a national/local NGO). UN Cluster Lead/Co-Lead Agencies are expected to provide support the role of the NGO where and when required. The hosting of the group could be on a rotation basis as well as the location of meetings to ensure that all humanitarian organizations in all upazilas have the possibility to participate. The NGO host informs the DC of key elements discussed at the meeting for the DC to raise them with DMCs members for decision-making processes, if/when required. The NGO also update the technical line Ministry District Focal Persons of on-going discussions/progress. The NGO Focal person will be responsible for reporting on preparedness actions along with sharing relevant data/information Related to prioritized Risk in their location to the Nutrition Cluster on agreed periodic basis. This will then be fed to HCTT.

13. Lessons learned
A Robust Risk Analysis and Monitoring Mechanism informs the scope of contingency planning for both Government and Humanitarian actors.
Government consultation and engagement at all levels in the development process of the inter-cluster contingency plans enhances complementarity in preparedness actions as well as buy in and ownership of the actions.
In development of the contingency Plans, Inter-cluster working Groups play a key role in fostering standardization and harmonization of cross cutting themes and practices across Clusters. Useful forums for enhancing integration of actions as well.
A dedicated humanitarian coordination mechanism focusing on preparedness and complimenting Government efforts is essential to avoid the ‘coordination vacuum’ particularly when the existing Government mechanisms are activated only during large scale disaster.
An in-depth analysis on scope and functionality of existing Government coordination mechanism in pre-disaster period is useful in identification and documentation of gaps in preparedness.
5- Also identifies overlaps and duplication in roles and functions.

14. Working Groups
How can coordination mechanisms on preparedness be established/strengthened and sustained at the national and sub-national level in the absence of a formal cluster mechanism?
Consider:
Policy/frameworks/coordination
Financing arrangements
Programme implementation