1. EMOPS 2015 Insert UNICEF counry office name NOTES TO FACILITATOR – delete after reading This presentation is designed for the use of EMOPS when briefing country offices on the cluster system and UNICEF’s role as CLA. How to use this presentation:  It is split into two sections; the cluster system (blue headers), and UNICEF’s roles and responsibilities (green headers);  Unhidden slides are considered core content for a 45 minute briefing;  Hidden slides are proposed as optional for a 2 hour workshop;  Complementary information is provided in the notes section and be printed for participants, as appropriate. Handy tips for preparation:  Tailor the presentation based on a briefing on the needs of the country office  Expand or delete slides as needed; optional activities are included  Ensure the Representative, Deputy Representative, Emergency Coordinator, thematic specialists and Information Management Officers will be present, as appropriate, and Coordinators (if they exist)  Print and bring copies of the Cluster Coordination Reference Module (CCRM) 1

2.  ACHIEVING EFFECTIVE COORDINATION OF HUMANITARIAN RESPONSE EMOPS 2015 Insert UNICEF counry office name2

3.  ACHIEVING EFFECTIVE COORDINATION OF HUMANITARIAN RESPONSE EMOPS 2015 Add country office name Round robin of participant names and roles Optional activity: ‘Burning question’  Circulate post it notes  Participants write 1 or more burning question; 1 per post it note  Organise questions thematically on a flipchart  Review as a group; indicate sections of presentation where questions will be discussed, and ensure list is reviewed again at end of presentation Optional activity: ‘Sliding scale’  Everyone on their feet, in a clear area of floor space  Indicate a side of the room which represents 0, and the other side, 10  Ask a series of questions about cluster system and ask participants to move to side of room that represents their knowledge/confidence in that area  Seek feedback from participants at extremity of the scale 3

4.  STRENGTHENING HUMANITARIAN RESPONSE EMOPS 2015 Insert UNICEF counry office name4

5. The six core functions of a cluster at the country-level are: EMOPS 2015 Insert UNICEF counry office name CLUSTER FUNCTIONS 1 SUPPORTING SERVICE DELIVERY 2 INFORMING STRATEGIC DECISION MAKING OF THE HC/HCT 3 PLANNING AND STRATEGY DEVELOPMENT 4 ADVOCACY 5. MONITORING AND REPORTING 6 CONTINGENCY PLANNING/PREPAREDNESS/CAPACITY BUILDING NOTE: Each cluster is also responsible for integrating early recovery from the outset in the humanitarian response and for taking into account cross-cutting issues (gender, age, diversity, HIV/AIDS, environment). 5

6. CLUSTER ACTIVATION The criteria for cluster activation are as follows: Trigger event in the form of a new large-scale emergency or sharp deterioration and/or significant change in an existing humanitarian situation leading to coordination gaps. Evaluation of existing national response and coordination capacity and/or national response shows inability to appropriately meet needs. Humanitarian needs justify a multi-sectoral approach that the existing coordination and response mechanisms can no longer adequately address. The size of the operational presence (the number of actors and complexity of response) requires a sector-specific coordination mechanism, if this does not already exist. ActivationActivatedDe-activation EMOPS 2015 Add country office name

7. CLUSTER DE-ACTIVATION The efficient de-activation of clusters is based on: (a)a regular review questioning the on-going need for clusters by the RC/HC and HCT, and; (b)the required planning to ensure transitional arrangements are put in place and are being supported by capacity development and preparedness efforts. ActivationActivatedDe-activation EMOPS 2015 Add country office name The criteria for the de-activation of clusters should mirror the criteria for activation, i.e. when the criteria applied to activate a cluster no longer apply, the cluster can be de-activated.

8. CLUSTER LEAD AGENCY NUTRITION CLUSTER WASH CLUSTER EDUCATION CLUSTER CHILD PROTECTION AOR GENDER BASED VIOLENCE AOR The purpose of Clusters and Areas of Responsibility (AoRs) is to ensure a well coordinated, strategic, adequate, coherent and effective humanitarian response. UNICEF is global lead agency for 3 Clusters and 2 AoRs: EMOPS 2015 Add country office name

9. SHARED (CO) LEADERSHIP When cluster leadership is shared there is stronger engagement and better coordination. Selection should be based on: i)operational and technical relevance in the emergency, ii)capacity to provide appropriately experienced staff, iii)commitment to contribute consistently, and iv)capacity to contribute strategically Selection of Cluster Co-Lead Agencies through an open transparent process. LOUs to be developed to ensure the all parties have a shared understanding Multiple terms are used to describe shared leadership – including Co-facilitator, Co- coordinator, Co- Steward and Co-lead. EMOPS 2015 Add country office name

10. MANAGEMENT OF CLUSTERS EMOPS 2015 Add country office name There is no ‘one-size fits all’ approach to cluster management. Due to the varying size, scope and complexity of disasters and cluster response, the choice of a management approach must be adapted to need and may change as the response evolves. Common elements include: Coordinator & IMO Cluster members Strategic Advisory Group (SAG) Technical Working Groups (TWGs)

11. STRATEGIC ADVISORY GROUPS (SAGs) EMOPS 2015 Add country office name POSSIBLE SAG MEMBERS National levelSub-national level Cluster Coordinator (supported by an information management specialist and cluster administrative support officer) National NGO technical experts International NGO technical experts IFRC representatives (in natural disasters not affected by conflict) UN technical experts OCHA Government representatives The need for sub-national management should be determined by the national level SAG on a context specific basis. Membership does not need to directly mirror national level and often has greater representation of local authorities and NGO partners in both leadership and/or technical roles. POTENTIAL INVITEES TO THE SAG (AS APPROPRIATE) Sub-national cluster focal points Donor representatives Red Cross/Red Crescent Movement representatives Regional focal points, in instances where agencies may have technical expertise based at a regional level Military representatives and other authorities, as appropriate

12. MINIMUM COMMITMENTS FOR PARTICIPATION The IASC has outlined Minimum Commitments for Partner Participation in Clusters: 1.to humanitarian principles 2.to actions that improve accountability to affected populations 3.to the duties and responsibilities of the cluster 4.to active and consistent engagement 5.to contribute to the cluster’s strategic response plan 6.from senior staff member to engage in the cluster 7.to work cooperatively and to share resources 8.to take on leadership roles as needed, e.g. working groups 9.to contribute to advocacy efforts 10.to effective communication within the cluster EMOPS 2015 Add country office name

13. Optional activity: ‘Elevator pitch’  Split participants in 2/3’s  Pose scenario and give 5 mins to plan answer before asking to present/feedback Scenario: Through your response monitoring (in a sector of your choice), you’re aware of the work of a small national NGO that has limited coverage of the affected population, but has technical expertise in a given area. Prepare how you, as Coordinator in 2 mins, would initially; 1.Outline the role of the cluster in your sector 2.Why they should join the cluster 3.What the commitment would be 4.Next steps MINIMUM COMMITMENTS FOR PARTICIPATION

14. INTER-CLUSTER COORDINATION Inter-cluster coordination is the mechanism through which clusters come together at national and sub-national level to coordinate the response through each stage of the humanitarian programme cycle. EMOPS 2015 Add country office name The shape of inter-cluster collaboration is determined by the Humanitarian Coordinator, Resident Coordinator and/or Humanitarian Country Team; supported by OCHA It is critical to success of an emergency response

15. SUB-NATIONAL COORDINATION As with national level clusters, sub- national clusters should only be established on the basis of operational need and should be deactivated as soon as those needs are met or when local coordination capacity is adequate. The UNICEF Country Representative is responsible for: Engaging in analysis and decision making within HCT on establishment of subnational clusters Over-sight of establishment and management of effective subnational coordination structures Ensuring appropriate staffing of sub- national level Providing the required administrative support to enable the clusters to function EMOPS 2015 Insert UNICEF counry office name EXAMPLE: INSERT COUNTRY-SPECIFIC MAP 15

16. UNICEF COUNTRY REPRESENTATIVES AND THE 6 FUNCTIONS OF CLUSTERS Key elements of the Country Representative’s Responsibility: 1.ensuring establishment and maintenance of effective cluster coordination mechanisms 2.ensuring quality and coherence of cluster plans (in line with the HCT / SRP) 3.advocacy on behalf of the cluster on various issues, (including for funding) with HCT, donors and government; and with partners 4.monitoring cluster reports against plans, objectives & targets – and overseeing corrective strategies and actions to address poor cluster performance 5.ensuring that UNICEF HAPS and MoREs is aligned to cluster reporting formats 6.ensuring that UNICEF emergency programme plans are aligned with cluster plans 7.monitor Cluster and UNICEF programme plans for preparedness and capacity building * Staff appointments * administrative, logistical and office services * funding * staff * *management * representation and advocacy * EMOPS 2015 Add country office name

17. …….AND WITHIN THE HUMANITARIAN COUNTRY TEAM (HCT) The Country Representative should:  Engage in HCT business and decision making in all phases of the emergency response  Represent both the interests of UNICEF as an organisation and the interests of the 5 clusters/AoRs it leads  Differentiate when speaking on behalf of UNICEF AND clusters  Be knowledgeable about cluster issues: activities, progress, plans and issues EMOPS 2015 Add country office name

18. PROVIDER OF LAST RESORT (POL) Where a UNICEF-led cluster is activated, UNICEF must be ready to ensure provision of services to fill critical gaps, identified by the cluster and reflected in the HC-HCT led Strategic Response Plan; when access, security and funds are in place. PoL can only be implemented when funds are available. EMOPS 2015 Add country office name

19. MONITORING CLUSTER PERFORMANCE Cluster Coordination Performance Monitoring (CCPM) is an exercise where clusters periodically assess their performance against the six core functions of the cluster Cluster Coordination Architecture Review is a process which assesses the appropriateness and relevance of cluster coordination structures in light of changes in context and strategic objectives of the SRP and determines if clusters should continue as they are, be expanded, merge, be streamlined, or transition with benchmarks for deactivation. EMOPS 2015 Add country office name

20. MANAGING HUMAN RESOURCES UNICEF Country Office has responsibility to:  secure funding for and recruit Cluster and AoR Coordinators and IM specialists  develop a strategy for staffing for clusters and AORs based on analysis of the coordination capacity and need; and ensure that all cluster and AoR coordination posts are incorporated in the Programme Budget Review and Operational Staff Matrix Options include:  recruitment of staff to fulfil cluster roles for cluster coordination  secondment of staff from NGOs in-country  using various mechanisms for temporary surge support But being aware that:  most of the mechanisms for temporary surge support are for relatively short periods of time –hence they should be viewed as short term options to be used on an interim basis while arrangements for longer term appointments are being processed.  it is essential that the CO starts the process of recruitment for longer term positions as a priority at the outset of an emergency - recognising that the temporary surge mechanisms are gap filling measures to support the CO until they can recruit staff  all seconded staff should be fully integrated into the UNICEF Country Office operations and should be line managed by UNICEF * recruit * second * enable *

21. ENSURING THE NEUTRALITY OF COORDINATORS Neutrality may be promoted through……  Appointment of a dedicated Coordinator  The Cluster Coordinator reporting to someone other than Chief of Section  Clarification of position of neutrality the with partners on periodic basis; backed up by practice, e.g. not taking on aspects of UNICEF programme work  UNICEF Chief of Section and senior staff active participation in cluster meetings, representing UNICEF as a cluster partner  Where appropriate, locating cluster offices outside of UNICEF premises Cluster Coordinators are employed by, or seconded to UNICEF; and report to the Country Representative or his/her Designate. Never the less, the Cluster and AOR Coordinators have an overriding duty to the partners and should act as neutral representatives of the Cluster as a whole rather than as a representative of UNICEF. EMOPS 2015 Add country office name

22. DOUBLE-HATTING Is when in some situations (e.g. in smaller scale or some protracted emergencies) it is appropriate for a UNICEF programme staff member to functions as Cluster Coordinator in addition to their UNICEF programme responsibilities. EMOPS 2015 Add country office name To maintain neutrality, it is recommended that;  Dual roles are reflected in job description, performance appraisal and regular meetings with supervisor(s)  Be clear when speaking on behalf of/representing the cluster or UNICEF  Another person should represent UNICEF at meetings  Another person represent UNICEF where funding allocations are being made.

23. LINE MANAGEMENT OF COORDINATORS In L2/1 emergencies there are two options: 1.The Cluster and AOR Coordinators will be directly managed by the Country Representative. 1.But if this is not feasible, the Representative should bear the following in mind when deciding how to manage the coordinators: All UNICEF led Cluster and AOR coordinators should be managed by one person to ensure coherence of approach within the UNICEF led clusters and to ensure that issues common across all clusters are identified and addressed coherently. The manager should be of an appropriate level of seniority to have respect and the capacity to manage the cluster and AOR coordinators. It is essential that the manager regularly briefs the Representative, and attends the HCT alongside the Representative. There should be periodic UNICEF Cluster meetings with the Representative and manager to give the Cluster Coordinators the opportunity to engage with the Representative, and through this dialogue to allow the Representative to gain a deeper understanding of cluster- related issues. EMOPS 2015 Add country office name

24. UNICEF PROGRAMMES AND CLUSTERS Strong functional clusters will ultimately strengthen UNICEF emergency programme. Programme sections should work with, support and strengthen the respective clusters. 1. The Chief of Section(s) represents UNICEF in the Cluster(s) through:  active participation in all aspects of cluster processes and mechanisms – as an implementing partner of the cluster  where a Strategic Advisory Group (SAG) is formed it would be expected that UNICEF Chief of Section is a member of SAG  the Chief of Section would also be expected to act as OiC for the cluster when the Coordinator is not in the duty station 2. Technical staff members from Section(s) should also actively participate in Cluster  relevant technical staff members from UNICEF sections should attend cluster meetings and participate in relevant processes  where Technical Working Groups (TWGs) are formed appropriately experienced/skilled UNICEF technical staff should pro- actively participate in these groups, and where the appropriate level of technical capacity exits, UNICEF should play a key role in leadership within these groups 3. Cluster and AoR Coordinators should participate in respective section meetings - This will clearly facilitate the cluster / section collaboration and coordination. EMOPS 2015 Add country office name

25. OPERATIONAL AND ADMINISTRATIVE SUPPORT Includes the provision of: 1.Office space and furnishings, enabling effective team working and meetings with partners 1.Communication, ICT equipment and technical support 1.Technical support to maintain Cluster/AoR website 1.Logistics support, i.e. transport 1.Access to translation services 1.Ensuring appropriate administrative support is available to clusters. Options include: The appointment of a designated admin officer, to support all UNICEF-led clusters Existing UNICEF administrator providing double hatting support (same HR best practice applies) EMOPS 2015 Add country office name

26. MANAGING CLUSTERS WITIN UNICEF It is essential that space is created to allow cluster related issues to be adequately discussed and addressed within UNICEF, to ultimately enhance UNICEF support of cluster coordination. Three suggested options to create this space: 1.Include cluster issues as a regular item on the agenda of existing UNICEF internal weekly meetings 2.Chair periodic UNICEF cluster meetings 3. Alternate the above EMOPS 2015 Add country office name

27. PEOPLE AND RESOURCE MANAGEMENT EMOPS 2015 Add country office name Optional activity: ‘Flip thinking’  Re/introduce the notion of ‘flip thinking’ as a common problem solving technique  Split into small group (mixed, or by area of work, e.g. cluster coordinators, IMOs, support staff)  Individuals in each group briefly outline a live challenge they are currently facing in their role, related to the functioning of the cluster system in their area/experience  Each group chooses the scenario they would like to work on, e.g. double hatting or new Coordinator, poorly resourced cluster, etc.  With scenario in mind, ask them to outline steps/action/inaction that would make their context/situation worse. Can be as exaggerative/unlikely as they wish! Another member of the group takes notes  Drawing on what we’ve discussed today and how they’d make the situation worse, brainstorm actions/steps they could take to improve it  Feedback on general thoughts and highlights from the section on Cluster People Resource Management

28. EMOPS 2015 Insert UNICEF counry office name28 Optional activity: ‘Burning question’  Reflect on burning questions noted on the post its. Optional activity: ‘Sliding scale’  Repeat the exercise of everyone on their feet  Ask the same series of questions about cluster system and ask participants to move to side of room that represents their knowledge/confidence in that area  Seek feedback from participants who have moved/observe general trends in increased knowledge/confidence QUESTIONS

29. EMOPS 2015 Insert UNICEF counry office name29