nutritioncluster.netnutritioncluster.net/.../4/2016/01/All-groups-consolidated-f… · Web viewknowledge management, coordination. P. artnership and resource mobilization. Partnership

Group 1

[Priorities in bold dark red, changes and additional comments in bright red]

Five Strategic Pillars:

1. Partnership and resource mobilisation: partnership, intercluster and linkages, enhancing sector coordination, resource mobilisation

2. Communication and Advocacy: coordination, advocacy, AAP3. Capacity development (humanitarian coordination and NiE): humanitarian

coordination, technical in NiE, AAP4. Operational and surge support to country clusters: surge support, coordination, 5. Knowledge and information management: knowledge management, coordination

1. Partnership and resource mobilization

a) Partnership (improved engagement and better strategic use of partners) * Participation- may be limited in terms of agencies taking on work for the collective, and

there are more inputs on some collaboration more than others, but we have successful models (eg RRT) where agencies have taken on board- we may need to have a rethink on incentiviation

Untapped potential we have a wealth of resources and experiences to leverage (may be limited by time and other bottlenecks)

How to engage more agencies (incentives?) Predictable and strategic partnership at global level beyond Project Corporation

arrangement How to support national authorities and local NGOs,

Administrative frameworks for engagement- we have some in place PCAs but there are some limitations in terms of flexibility which is essential as sometimes there are delays in finding the right people or updating methods on inception. Short funding is a huge liability.

b) Inter Cluster and linkages with other initiatives (SUN/REACH) * Joint assessments, analysis that would feed into joint proposals Integrated programming: convergence in nature and not just geographical overlap

o Leadership at country-level?

o Common indicators and outcomes

o Need for continuum with evidence-based guidance

o Role of donors in promoting Inter cluster

o Role of SUN movement/lessons from SUN on inter-sectoral linkages and nutrition sensitive intervention?

o How to adapt programming based on the context

Activitieso Develop guidance on prevention strategies and longer term nutrition activities

to include in the Humanitarian Response Plan.

o Develop guidance on multi-sectoral programming based on compilations and reviews of multisectoral learning/ experience to date.

o Collaborate at global level to foster regional and country level inter-cluster coordination, pilot a joint mission in country and document process

o Map and document experiences on how Nutrition Cluster Coordinators and the SUN/REACH work together.

o Explore practical linkages and mechanisms of engagement between NCC and REACH at country level.

c) Enhancing Sector coordination Understanding Transition/support to sector coordination and making a case

investing in humanitarian Coordination. Duration of cluster during L3 and timing for transition How to better sell the importance of humanitarian coordination to government

without the “C” word Refining operational engagement in countries with repeated requests- may need a

rethink on how to do that better Establish linkages with development initiatives such as SUN and REACH?

Activities:

o Develop a position paper with guidance on the processes of shifting from humanitarian coordination to sector coordination with emphasis on resilience building

o Support preparedness efforts at country level to ensure nutrition is included in preparedness plans

d) Resource Mobilization Activities:

o Build capacity of Nutrition Cluster Coordinators on resource mobilisationo Collect country experience and best practice to inform the development of global

guidance on activity/ project based costingo Provide guidance to Nutrition Cluster Coordinators on costing of nutrition

interventions (and supplies) and usage of commodities.

2. Communication and advocacy

This involves fostering internal and external partnerships; communicating essential information to all relevant stakeholders in a timely fashion; and advocating with key decision makers to ensure policies, coordination and funding mechanisms enable an efficient response.

a) Coordination: Importance of coordinating around outcomes, alignment of key messages GNC position on -Activity base costing, cash transfer/vouchers (develop positions,

design strategies, communicate) Role of GNC in technical work (guidance) Cluster activation systems – Advocacy

b) Advocacy *

Support the creation of a Nutrition Cluster Advocacy Task Force (develop TORs, setting up the group, ensure coordination.

Develop a nutrition cluster global position paper and common advocacy messages in close collaboration with the GNC-CT/SAG/ Advocacy task force

Orientation of GNC partner and NCC on advocacy linked to GNC annual meeting Undertake field mission support to develop national advocacy strategies combined with

advocacy training (should also be reflected in pillar 2) Provided remote support to NCCs, IMOs and partners for the implementation of

advocacy strategies. (should also be reflected in pillar 3) Define how the GNC advocacy strategy fits into the global agenda Elaborate key advocacy points for GNC-CT/ SAG/GNC partners to systematically

advocate on when attending relevant global meetings Review and simplify GNC/Nutrition in emergency language when advocating for

nutrition at a high policy level Participate in key meetings to promote Nutrition cluster messages. Explore practical linkages/ dialogue between the SUN and the Global Cluster Advocate and strengthen interaction with WHO on assessing NCD in emergencies Advocate for standby partners to allocate additional resources and stimulate country

requests from partners () Advocate for multi-year funding to support global level GNC work

c) Accountability to Affected Population Promotion of the use of the AAP Framework by GNC partners in their organisation and

to their staff and by the GNC-CT through cluster coordinators. Definition of roll-out plans and as well as methodologies and field experiences to

collect the information on AAP Absorptive capacity-we need to take into account that field staff don’t have a lot of time

to input into studies, adopt new guidance, and also absorptive capacity in our own agencies (for example where are agencies in AAP?)- this needs to be taken into account in activities but also points to a role in GNC to understand where agencies are

Activities:o Develop minimum commitments of AAP at the global level signed by partnerso Determine minimum accountability standards to be applied by the GNCo Develop step for the embedment of AAP mechanism in government systems

3. Capacity development (humanitarian coordination and NiE)

This involves identifying specific capacity gaps in cluster coordination at the country level; identifying and /or developing tools and resources to address those gaps; and training key staff in the relevant knowledge and skills required.

a) Humanitarian Coordination: Role of GNC in technical work (tech support questions) Support Preparedness How do we strengthen assessment, response planning and response monitoring

b) Technical gaps

Activities:

o Develop global nutrition cluster capacity building strategy o Revise of the Harmonized Training Package o Roll-out the Information Management Training package o Continue capacity building for NCC/IMO and orientation of cluster partners on

cluster approach.o Invest in career development and career paths for Nutrition Cluster

Coordinators and Information Managers.

4. Operational and surge support to country clusters.

This includes support to country clusters to ensure effective coordination functions and technical support on the ground through visits and/or the provision of additional staff (through RRT/TRRT members or standby partners).

a) Surge Support Staff recruitment, high turnover (loss of institutional memory) and burn-out (RRT

and NCC) Short-term funding for both RRT (Technical, NCC and IMOs) How to support contexts of repeated emergencies (new model?) Skills, capacity, recruitment and retention several issues-

Activities:

o Use Rapid Response team members to support preparedness worko Promote real time data collection and sharing in a major emergencieso Maintain Technical RRT and RRT (NCCs and IMOs)

b) Coordination: (NOT SURE ABOUT THIS) Role of GNC in technical work (tech capacity) Support Preparedness How do we strengthen assessment, response planning and response monitoring

c) Accountability to Affected Population (roll out)

Activities:o To be added

5. Information and Knowledge Management.

a) Knowledge Management Knowledge management is a critical role and we have been getting more organized

around that area- Need continued thinking outside of the box on light models and ways of sharing, and

addressing bottlenecks in translation are key to promoting real time lesson capture, innovation and experience.

Institutional memory is the foundation of KM and quality work and this is in our hands- not specifically being addressed

Activities:

o Develop a Knowledge Management capacity to help the GNC monitor Nutrition Cluster Coordinator outputs and identify experiences, best practice and consolidate thematically

o Formalise the Knowledge Management working group within the GNCo Establish a regular meeting of country cluster staff focussing on analysis,

synthesis and feedback of learningo Consolidate information on preparedness and good practice at a country levelo Document good practice of inter cluster coordination and develop guidance for

Nutrition Cluster Coordinatorso Document experience between the GNC and the other existing structures, for

example the SUN/REACHo Elaborate four thematic papers featuring experiences of several countries on

themes identified in the last GNC annual meeting. Summaries of each to be included in ENN’s Field Exchange

o Document a real time case study with the challenges of integrating learning into an emergency response. A summary of the case study to be featured in the ENN’s Field Exchange

o Identify methods/ questions to better capture learning from country teams during the CCPM processes

o Document how routine communication activities of the GNC-CT can be leveraged to support the identification, tracking and sharing of learning.

o Create an ENN forum on coordination with identified moderators.o Pilot the new en-net theme (coordination), revise and launch it.o Arrange webinars where countries share information with other countrieso Develop global guidance for GNC-CT on how to institutionalise learning and

country level guidance on capacity building of partners and government KM. o Roll out IM tool kit and IMO training package

b) Coordination How to better show evidence impact of impact of coordination on programme scale

up and improvement nutritional situation. Better evidence on contribution of cluster to programme scale up and programme

impact GNC position on -Activity base costing, cash transfer/vouchers How do we strengthen assessment, response planning and response monitoring

Left over:

Coordination

How to ensure more predictable, accountable and effective responses (overarching objective, covered by all pillars, what should this look like per pillar?)

How to ensure programme quality and coverage of the collective response.

Group 2

Proposed pillars:1. Improved partnership and inter-cluster2. Effective advocacy to respond to nutritional needs of emergency affected population3. Strengthened capacities to fulfil cluster core functions and AAP 4. Adequate and responsive operational and surge support to country clusters5. Effective learning and use of knowledge for coordination and IM6. Enhanced technical support, guidance and capacity

Outstanding issues:• Preparedness/sustainability of coordination (capacity development?)• Pillars 3 and 4 can be possibly merged

Issues

Current GNC Strategy and WP/ Funding Strategy and costed workplan provide clarity that helps us harness global and

country level resources, ensure we are addressing priority needs, helps us usefully support partners and also helps define agency inputs at global and country level

Surge Support

Staff recruitment, high turnover (loss of institutional memory) and burn-out (RRT and NCC) -– Pillar 4

Short-term funding for both RRT (Technical, NCC and IMOs) – Pillar 4 How to support contexts of repeated emergencies (new model?) – Pillar 4 Skills, capacity, recruitment and retention several issues – Pillar 3 & 4

Partnership

Participation- may be limited in terms of agencies taking on work for the collective, and there are more inputs on some collaboration more than others, but we have successful models (eg RRT) where agencies have taken on board- we may need to have a rethink on incentiviation – Pillar 1

Untapped potential we have a wealth of resources and experiences to leverage (may be limited by time and other bottlenecks) – Pillar 1 & 6?

How to engage more agencies (incentives?) – Pillar 1 Predictable and strategic partnership at global level beyond Project Corporation

arrangement – Pillar 1 How to support national authorities and local NGOs, - Pillar 1, 3 & 6 Administrative frameworks for engagement- we have some in place PCAs but there

are some limitations in terms of flexibility which is essential as sometimes there are delays in finding the right people or updating methods on inception. Short funding is a huge liability. – Pillar 1

Coordination

How to better show evidence impact of impact of coordination on programme scale up and improvement nutritional situation. – Pillar 5

Importance of coordinating around outcomes, alignment of key messages – Pillar 1 & 2

Better evidence on contribution of cluster to programme scale up and programme impact – Pillar 5

How to ensure more predictable, accountable and effective responses – Pillar 3 GNC position on -Activity base costing, cash transfer/vouchers – Pillar 2 & 6 Role of GNC in technical work – Pillar 6 How to ensure programme quality and coverage of the collective response. – Pillar 3 Support Preparedness – Outstanding Issue Cluster activation systems – Advocacy Pillar 2 How do we strengthen assessment, response planning and response monitoring –

Pillar 3 & 6

Inter Cluster

Joint assessments, analysis that would feed into joint proposals – Pillar 1 Integrated programming: convergence in nature and not just geographical overlap –

Pillar 1, 2, 3 & 6







Accountability to Affected Population

Promotion of the use of the AAP Framework by GNC partners in their organisation and to their staff and by the GNC-CT through cluster coordinators. – Pillar 3

Definition of roll-out plans and as well as methodologies and field experiences to collect the information on AAP – Pillar 3 & 5

Absorptive capacity-we need to take into account that field staff don’t have a lot of time to input into studies, adopt new guidance, and also absorptive capacity in our own agencies (for example where are agencies in AAP?)- this needs to be taken into account in activities but also points to a role in GNC to understand where agencies are – Pillar 3

Sustainable Cluster Coordination Capacity/Transition

Understanding Transition/support to sector coordination and making a case investing in humanitarian Coordination. – Pillar 5

Duration of cluster during L3 and timing for transition How to better sell the importance of humanitarian coordination to government


rethink on how to do that better

Knowledge Management – Pillar 5 Knowledge management is a critical role and we have been getting more organized




Group 3:

6. Partnership, communication, advocacy, and resource mobilization. Consider splitting this pillar to 1a) Partnership and resource mobilization; and b) Communication and advocacy


7. Capacity development in humanitarian coordination and technical support

This involves identifying specific capacity gaps in cluster coordination at the (global) and country level; identifying and /or developing tools and resources to address those gaps; and training key staff in the relevant knowledge and skills required.



9. Information and Knowledge Management and Monitoring and Evaluation

This includes managing appropriate nutritional and coordination information and the capturing, developing, sharing and using relevant knowledge and experiences.

- Issue of monitoring and evaluation not strong in the 4 pillars –to be included in pillar 4 as IM/KM/M&E

Include strong and focused objectives under each pillar

Issues (issues categorization and comments)

Current GNC Strategy and WP/ Funding Strategy and costed workplan provide clarity that helps us harness global and

country level resources, ensure we are addressing priority needs, helps us usefully

support partners and also helps define agency inputs at global and country level – Not an issue

Surge Support –add HR pillar?? Pillar 3

Staff recruitment, high turnover (loss of institutional memory) and burn-out (RRT and NCC) – career management/professional development plan to included – pillar 1a, 3

Short-term funding for both RRT (Technical, NCC and IMOs) – come up with new ways; -pillar 1a,3

How to support contexts of repeated emergencies (new model?)- pillar 3 Skills, capacity, recruitment and retention several issues- across the board in terms of

career development

Partnership – pillar 1 (1a) all

Participation- may be limited in terms of agencies taking on work for the collective, and there are more inputs on some collaboration more than others, but we have successful models (eg RRT) where agencies have taken on board- we may need to have a rethink on incentiviation



arrangement - 1 How to support national authorities and local NGOs, - (too broad)? Administrative frameworks for engagement- we have some in place PCAs but there

are some limitations in terms of flexibility which is essential as sometimes there are delays in finding the right people or updating methods on inception. – not a major priority. * Short funding is a huge liability. propose unicef access to thematic funding, diversify funding – pillar 1 , resource mobilization

Coordination

How to better show evidence impact of impact of coordination on programme scale up and improvement nutritional situation. – Indicators should be at impact global/country level – above the pillars? Overarching – recommendation from WASH course correctors – pillar 3/4

Importance of coordinating around outcomes, alignment of key messages – pillar 1b Better evidence on contribution of cluster to programme scale up and programme

impact – part of M&E and overall strategy How to ensure more predictable, accountable and effective responses – overarching-

need to be more specific, realistic GNC position on (pillar 4) -Activity base costing, cash transfer/vouchers – Role in

GNC in technical – pillar 1,4 Role of GNC in technical work – pillar 3 –not well defined How to ensure programme quality and coverage of the collective response.-

aspirational? Too broad. Pillars don’t capture monitoring and evaluation issues well. Possibly under pillar 4 (new pillar 4)

Support Preparedness – pillar 2 (disaster risk reduction/risk informed programming)

Cluster activation systems – Advocacy – pillar 1b How do we strengthen assessment, response planning and response monitoring –

pillar 4 (new 4 under M&E)

Inter Cluster – under partnership – pillar 1 to with a specific objective of intercluster

Joint assessments, analysis that would feed into joint proposals Integrated programming: convergence in nature and not just geographical overlap







Accountability to Affected Population – pillar 1,2,3,4 crosscutting

Promotion of the use of the AAP Framework by GNC partners in their organisation and to their staff and by the GNC-CT through cluster coordinators.

Definition of roll-out plans and as well as methodologies and field experiences to collect the information on AAP – pillar 3,4

Absorptive capacity-we need to take into account that field staff don’t have a lot of time to input into studies, adopt new guidance, and also absorptive capacity in our own agencies (for example where are agencies in AAP?)- this needs to be taken into account in activities but also points to a role in GNC to understand where agencies are – more of a modality doesn’t fit anywhere well – not an issue but modality

Sustainable Cluster Coordination Capacity/Transition – Pillar 1,2,3

Understanding Transition/support to sector coordination and making a case investing in humanitarian Coordination. – pillar 2

Duration of cluster during L3 and timing for transition – context specific don’t fall anywhere

How to better sell the importance of humanitarian coordination to government without the “C” word – pillar 1b

Refining operational engagement in countries with repeated requests- may need a rethink on how to do that better – pillar 1b, 3

Knowledge Management – pillar 4 include monitoring and evaluation Knowledge management is a critical role and we have been getting more organized




Group 4

10. Partnership, communication, advocacy, and resource mobilization.


Proposed reformulation: Pillar 1 needs to be expanded in order to include leadership and governance issues.

11. Capacity development in humanitarian coordination.

This involves identifying specific capacity gaps in cluster coordination at the country level; identifying and /or developing tools and resources to address those gaps; and training key staff in the relevant knowledge and skills required.



13. Information and Knowledge Management.

This includes managing appropriate nutritional and coordination information and the capturing, developing, sharing and using relevant knowledge and experiences.

Proposed reformulation: Pillar 4 should be expanded in order to include programme quality assurance, monitoring and evaluation, evidence generation. It seems appropriate for clarification purposes to rename it accordingly.

Issues

Current GNC Strategy and WP/ Funding – Pillar1 Strategy and costed workplan provide clarity that helps us harness global and

country level resources, ensure we are addressing priority needs, helps us usefully support partners and also helps define agency inputs at global and country level

Surge Support – Pillar3

Staff recruitment, high turnover (loss of institutional memory) and burn-out (RRT and NCC)

Short-term funding for both RRT (Technical, NCC and IMOs) How to support contexts of repeated emergencies (new model?) Skills, capacity, recruitment and retention several issues-

Partnership – Pillar1

Participation- may be limited in terms of agencies taking on work for the collective, and there are more inputs on some collaboration more than others, but we have successful models (eg RRT) where agencies have taken on board- we may need to have a rethink on incentiviation



arrangement How to support national authorities and local NGOs, Administrative frameworks for engagement- we have some in place PCAs but there

are some limitations in terms of flexibility which is essential as sometimes there are delays in finding the right people or updating methods on inception. Short funding is a huge liability.

Coordination – Pillar?

How to better show evidence impact of impact of coordination on programme scale up and improvement nutritional situation. – Pillar4

Importance of coordinating around outcomes, alignment of key messages – Pillar4 Better evidence on contribution of cluster to programme scale up and programme

impact– Pillar4 How to ensure more predictable, accountable and effective responses – Pillar1 GNC position on -Activity base costing, cash transfer/vouchers – Pillar? Role of GNC in technical work – Pillar3 How to ensure programme quality and coverage of the collective response. – Pillar4? Support Preparedness – Pillar1 Cluster activation systems – Advocacy – Pillar1 How do we strengthen assessment, response planning and response monitoring –

Pillar4

Inter Cluster – Pillar1

Joint assessments, analysis that would feed into joint proposals Integrated programming: convergence in nature and not just geographical overlap







Accountability to Affected Population – Pillar1&Pillar3&Pillar4

Promotion of the use of the AAP Framework by GNC partners in their organisation and to their staff and by the GNC-CT through cluster coordinators.

Definition of roll-out plans and as well as methodologies and field experiences to collect the information on AAP

Absorptive capacity-we need to take into account that field staff don’t have a lot of time to input into studies, adopt new guidance, and also absorptive capacity in our own agencies (for example where are agencies in AAP?)- this needs to be taken into account in activities but also points to a role in GNC to understand where agencies are

Sustainable Cluster Coordination Capacity/Transition – Pillar1

Understanding Transition/support to sector coordination and making a case investing in humanitarian Coordination.

Duration of cluster during L3 and timing for transition How to better sell the importance of humanitarian coordination to government


rethink on how to do that better

Knowledge Management – Pillar4 Knowledge management is a critical role and we have been getting more organized




Proposed activities under thematic areas

Advocacy – Pillar1

Support the creation of a Nutrition Cluster Advocacy Task Force (develop TORs, setting up the group, ensure coordination.

Develop a nutrition cluster global position paper and common advocacy messages in close collaboration with the GNC-CT/SAG/ Advocacy task force

Orientation of GNC partner and NCC on advocacy linked to GNC annual meeting

Undertake field mission support to develop national advocacy strategies combined with advocacy training

Provided remote support to NCCs, IMOs and partners for the implementation of advocacy strategies.

Define how the GNC advocacy strategy fits into the global agenda

Elaborate key advocacy points for GNC-CT/ SAG/GNC partners to systematically advocate on when attending relevant global meetings

Review and simplify GNC/Nutrition in emergency language when advocating for nutrition at a high policy level

Participate in key meetings to promote Nutrition cluster messages.

Explore practical linkages/ dialogue between the SUN and the Global Cluster

Advocate and strengthen interaction with WHO on assessing NCD in emergencies

Advocate for standby partners to allocate additional resources and stimulate country requests from partners

Advocate for multi-year funding to support global level GNC work

Inter-Cluster and Linkages with other Initiatives (SUN/REACH) – Pillar1

o Develop guidance on prevention strategies and longer term nutrition activities to include in the Humanitarian Response Plan.

o Develop guidance on multi-sectoral programming based on compilations and reviews of multisectoral learning/ experience to date.

o Collaborate at global level to foster regional and country level inter-cluster coordination, pilot a joint mission in country and document process.

o Map and document experiences on how Nutrition Cluster Coordinators and the SUN/REACH work together.

o Explore practical linkages and mechanisms of engagement between NCC and REACH at country level.

Humanitarian Development Link – Pillar1o Develop a position paper with guidance on the processes of shifting from humanitarian

coordination to sector coordination with emphasis on resilience building

o Support preparedness efforts at country level to ensure nutrition is included in preparedness plans

Resource Mobilizationo Build capacity of Nutrition Cluster Coordinators on resource mobilisation – Pillar3

o Collect country experience and best practice to inform the development of global guidance on activity/ project based costing – Pillar4

o Provide guidance to Nutrition Cluster Coordinators on costing of nutrition interventions (and supplies) and usage of commodities – Pillar3

Capacity Building

o Develop global nutrition cluster capacity building strategy – Pillar2

o Revise of the Harmonized Training Package – Pillar4

o Roll-out the Information Management Training package – Pillar3

o Continue capacity building for NCC/IMO and orientation of cluster partners on cluster approach – Pillar2

o Invest in career development and career paths for Nutrition Cluster Coordinators and Information Managers – Pillar3

Accountability to Affected Population – Pillar1

o Develop minimum commitments of AAP at the global level signed by partners

o Determine minimum accountability standards to be applied by the GNC

o Develop step for the embedment of AAP mechanism in government systems

Operational Support to Country Clusters

o Use Rapid Response team members to support preparedness work – Pillar3

o Promote real time data collection and sharing in a major emergency – Pillar4

o Maintain Technical RRT and RRT (NCCs and IMOs) – Pillar3

Knowledge Management – Pillar4

o Develop a Knowledge Management capacity to help the GNC monitor Nutrition Cluster Coordinator outputs and identify experiences, best practice and consolidate thematically – Pillar4

o Formalise the Knowledge Management working group within the GNC – Pillar4

o Establish a regular meeting of country cluster staff focussing on analysis, synthesis and feedback of learning. – Pillar4

Consolidate information on preparedness and good practice at a country level. – Pillar4

Document good practice of inter cluster coordination and develop guidance for Nutrition Cluster Coordinators – Pillar4

Document experience between the GNC and the other existing structures, for example the SUN/REACH – Pillar4

Elaborate four thematic papers featuring experiences of several countries on themes identified in the last GNC annual meeting. Summaries of each to be included in ENN’s Field Exchange – Pillar4

Document a real time case study with the challenges of integrating learning into an emergency response. A summary of the case study to be featured in the ENN’s Field Exchange – Pillar4

Identify methods/ questions to better capture learning from country teams during the CCPM processes – Pillar4

Document how routine communication activities of the GNC-CT can be leveraged to support the identification, tracking and sharing of learning. – Pillar4

Create an ENN forum on coordination with identified moderators. – Pillar4

Pilot the new en-net theme (coordination), revise and launch it. – Pillar4

Arrange webinars where countries share information with other countries – Pillar4

Develop global guidance for GNC-CT on how to institutionalise learning and country level guidance on capacity building of partners and government KM. – Pillar4

Information Management – Pillar3

Roll out IM tool kit and IMO training package

Documents

nutritioncluster.netnutritioncluster.net/.../4/2016/01/All-groups-consolidated-f… · Web viewknowledge management, coordination. P. artnership and resource mobilization. Partnership