Final Draft 29 April
Report
National Nutrition Cluster
Planning Workshop
Overview
The Nutrition Cluster Planning Workshop held on the 11th of April at the World Health Organization in Islamabad
bought 26 participants from 16 organizations together to develop a six month work-plan outline. The objective of
the National Nutrition Cluster work-plan is to ensure that all preparatory measures for an optimal nutrition
emergency response under the given scenarios are in place, and priority cluster activities are progressed. The
cluster work-plan aims to specify key activities, timelines, responsibilities as well as outputs, and will act as a
monitoring framework for cluster progress during the preparedness phase.
The workshop objectives were to:
1. Review findings/recommendations of the 2011 Nutrition Cluster Evaluation and Cluster performance in
2012.
2. Identify the strengths of the cluster and the opportunities for improvement.
3. Decide on priority activities for April to September.
4. Decide on relevant working groups and task forces to achieve priority activities.
5. Identify how the Nutrition Cluster can most effectively link to other coordination mechanisms.
6. Identify key capacity building requirements for cluster partners.
7. Review Information Management products and formats for relevance.
8. Develop a work-plan outline.
9. Update the 2012 Nutrition Cluster Preparedness Plan.
Session 1: Introductions and overview of provincial cluster coordination mechanisms and challenges.
Provincial Nutrition Cluster Coordinators (NCCs) were present from Khyber Pakhtunkhwa (KP), Balochistan and
Punjab Provinces. The NCC from Sindh province was unable to attend due to SQUEAC survey implementation
commitments.
Khyber Pakhtunkhwa
-
During the earthquake emergency in 2005 Nutrition was part of the Health Cluster.
-
The current Nutrition Cluster for KP/FATA was activated as an independent cluster in August 2008 after
the flood emergency in Peshawar district followed by the Internally Displaced Persons (IDPs) from
Bajaur Agency response in September 2008.
Initially, in 2008 there were only few members of the Nutrition Cluster including Department of Health
(DoH) as Chair, UNICEF as Lead Agency, WHO, WFP and a limited number of NGOs with nascent
capacity. With the passage of time the number of NGOs continued to increase. During 2009-2012 there
were 20 to 25 regular members of the cluster, occasionally reaching as many as 40. As of now more
than 100 cluster meetings have been conducted. Frequency of meetings depends on the emergency.
Currently meetings are convened bi-monthly.
-
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-
-
-
During 2010-2011 there was a dedicated Cluster Coordinator for the Nutrition Cluster in KP/FATA. In
2009, 2012 and 2013 the Cluster Coordinator is ‘double hatting’ as a UNICEF Nutrition Program
Officer.
The Cluster initially focused on capacity building (training's on CMAM, IYCF and Nutrition in
Emergencies) with considerable number of people trained especially on CMAM/IYCF (more than 3,000
Health Care Providers, Managers and Outreach Workers). Most of the trained staff from KP have now
worked in other provinces of Pakistan.
During 2009-2011 the Nutrition Cluster was working under the cover of Pakistan Humanitarian
Response Plans [PHRPs] and 2012-13 under the Humanitarian Operation Plan [HOP].
The main donors for UNICEF’s emergency nutrition programs are mainly ECHO, DFID, OCHA (CERF
and ERF), UNICEF-EPF, Danish Govt, SIDA and CIDA, and a close cooperation with USAID is
envisaged in 2013. Currently main donor for Nutrition is ECHO, Danish and CIDA. The current ECHO
funding will expire in June 2013. More ECHO funding is expected in 2013-2014.
Punjab
- During 2010, UNICEF along with DOH and partners activated the Nutrition Cluster upon request of
NDMA/PDMA. UNICEF provided a NCC and an Information Management Officer (IMO).
-
During 2010 and 2012 UNICEF entered into Project Cooperation Agreements (PCAs) with 8 national
and international NGOs; Save the Children, Merlin, International Medical Corps (IMC), Global Peace
Pioneers (GPP), Relief Pakistan (RP), National Rural Support Programme (NRSP), World Vision (WV),
Cap Anamur, plus the Government’s National Programme for Family Planning & Primary Health Care
(FP & PHC). In addition, an MoU was signed with Nishtar Hospital in Multan and King Edward Medical
University (KEMU) Preventive Paediatrics Department Lahore, to manage Stabilization Centres in their
hospitals, with technical support from WHO, UNICEF and Save the Children.
-
During mid-2012, the Nutrition Programme was handed over to Government’s National Programme for
FP & PHC, which is currently the only partner for Nutrition in Southern Punjab.
Four main activities in nutrition:
1. Infant and Young Child Feeding (IYCF), including promotion of early breastfeeding initiation,
exclusive breastfeeding and continued breastfeeding and appropriate complementary feeding.
2. Treatment of acute malnutrition through the community-based management of acute
malnutrition (CMAM) approach involving four main components; Community Mobilization (CM),
Outpatient Therapeutic Program (OTP), Stabilization Centre (SC) and Supplementary Feeding
Program (SFP). To fulfill the need to promote, support and protect breast feeding, a
breastfeeding corner is established at each CMAM site.
3. Micronutrient supplementation
4. Programme integration with other interventions (e.g. Emergency Obstetric and Newborn Care,
hygiene promotion, food security and livelihood activities)
-
UNICEF in collaboration with DoH (National Programme for FP & PHC) initiated the development of
integrated manual on IYCF and community based management of malnutrition for Lady Health Workers
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in Punjab. The final draft of the integrated Urdu manual is ready after several consultative meetings
with National Programme, MNCH Programme and UN Partners over the period of six months during
2012. Provincial Trainers of Trainers (TOT) in Lahore, District Level training and Facility Level training
will be completed by mid-April in all target districts of South Punjab.
-
During non-emergency phase, a Provincial Review and Planning Meeting is held monthly at the
Provincial level, chaired by the Director General Health Services, Provincial Coordinator National
Programme and UNICEF. The participants are district coordinators of the National Programme (who
are the focal persons for nutrition) and WFP and WHO. In this meeting the operational aspects of the
CMAM programme are reviewed. Minutes are taken and shared with UNICEF, WFP, WHO and the
district focal point staff.
Balochistan
-
In Balochistan, prior to 2011 the Nutrition Cluster was led by UNICEF and the Line Department
-
Since 2011, the PDMA has been more actively involved in the Nutrition Cluster. This has pros and
cons; coordination with PDMA has been very good but the coordination between the line department
and PDMA is a challenge
-
Similarly the linkage between the PDMA and DDMA also needs to be strengthened
-
There is opportunity for improvement in the capacity of the local NGOs in the Nutrition Cluster
-
The technical capacity of PDMA in terms of nutrition is also an area that required on-going support.
Session 2: Cluster Review
Cluster Evaluation 2011: review of progress of bringing recommendations into action
In this session participants worked in small groups to decide if the recommendations of the 2011 Nutrition
Cluster Evaluation had been fully, partially or not at all achieved. Each group was allocated five
recommendations to review. The results were as follows:
Achieved:
 CLA should support the establishment of a coordination mechanism that would ensure some
coordination exists when an emergency strikes.
 As over 70 percent of supplies comes from the CLA, it is important to orient CC on CLA’s internal
systems particularly supply related issues
Partially (in order from more to less achieved)
 Orientation or training by the cluster on how to use or interpret information to improve program results
and decision making.
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
The cluster should create a pool of Master Trainers in priority subject areas.
It was discussed that while there has been great effort to create a pool of master trainers, there is need
for on-going monitoring and quality assurance.
Action point: A database of trainers for CMAM, IYCF and NiE should be developed and maintained by
the cluster. Sharing of best practice should be discussed and documented within the cluster forum.

Ensure that information on nutrition situation is available: Government and NGOs to ensure the
institutionalization of regular nutrition surveys and harmonization of a database on admission and
discharge for centers.
It was agreed that this has been mostly achieved, through the recent surveys and the NIS. There is
opportunity for improvement of harmonizing data from SC’s and other CMAM sites.

Regular meetings should be put in place between partners and IM to identify reporting gaps and
enhance reporting skills.
Action point – an Information Management working group should be created, led by the Nutrition
Cluster IMO to address challenges in IM and reporting

Build in country survey capacity
It was discussed that progress in this area has been made, through MIRA trainings, the 2013 SQUEAC
survey, the National Nutrition Survey (NNS 2011) and the Flood Affected Areas Nutrition Survey 2010
(FANS)

Capacity building for government and partners to ensure that needs of vulnerable groups are
integrated.

National nutrition strategy developed with institutional strengthening and capacity building.
The Pakistan Integrated Nutrition Strategy (PINS) has progressed in all four Provinces.

Clear phase out plan and strategy be discussed and developed by the national and hub level clusters
and decisions to phase out should be supported by credible evidence.

Clear roles, responsibilities and reporting lines between central and hub level cluster coordinators
needs to be established.
It was agreed by the cluster coordinators at the federal and the provincial levels that this can be further
clarified during the preparedness planning phase and document in the Cluster Preparedness Plan
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
The Government should take a more active role in advocating for nutrition sector.

There is a need for training and support to partners and government for the NIS to be maintained
Progress has been made since the evaluation in 2011. The NIS has been completely rolled out in KP,
FATA and Sindh and more than 150 implementing partners and government staff have been trained on
NIS. The new short version of NIS has been developed for Punjab and Baluchistan.
Action point: The Punjab and Baluchistan partners and Government are to be trained in the short
version of NIS.

In order to improve the recruitment process, clear deployment mechanisms should be developed as
this will ensure that experienced Cluster Coordinators are available when needed.
Action point: UNICEF to review this mechanism internally, including the deployment of IMOs.

Encourage technically specialized partners to work with local partners as early as possible and use
implementation time as training opportunity.

There is a need to build a pool of trained local staff to perform Initial Rapid Assessment (IRA).
A total of 172 NGO and Government staff (75 in Sindh, 65 in Punjab and 32 in Balochistan) have been
trained in the MIRA in 2012.
Action point: the roster of staff trained in MIRA to be included in the nutrition cluster IM database.
http://pakresponse.info/MonsoonUpdates2012/Clusters/Nutrition.aspx

To address the delays in the activation of the Nutrition Cluster, it is recommended that clear guidelines
and standards for cluster activation be developed.

Harmonize reporting between the food security and the nutrition cluster
This was identified as a priority and it was acknowledged that the Food Security and Nutrition TWG
Terms of Reference (TOR) was developed in 2012 but has not yet been finalized.
Action point: the TWG should meet and finalize the TOR as soon as possible.

The cluster at hub level needs to encourage and advocate more strongly with the government and local
agencies to take ownership and be pro-active members.

Orientation training in NiE for partners’ staff should happen before deployment not only during the
emergency response.
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
Cluster partners to be sensitized about cluster approach.

A cluster preparedness plan that includes a list of guidelines translated into local languages is
recommended.
Action point: the list of guidelines in local languages will be included as an annex in the 2013 cluster
preparedness plan.
Not Achieved:

A community communication strategy and plan forming part of a preparedness strategy should be
considered. Standard activities messages can be prepared and standardized.
It was discussed that this has not been a focus of the nutrition cluster or the inter-agency coordination
to date. An inter-agency communication group is not currently functional. Some organizations have
their own communications strategies.
Action point: key communication products such as key messaging should be addressed in the
preparedness plan.

Address capacity gaps in grant writing and understanding of CERF
Some participants questioned the validity of this recommendation, given the CERF is prepared by the
UN agencies. It was agreed that all partners should understand how the CERF and other pooled funds
work.
Action point: The NCC will inquire if there are any resource mobilization trainings planned by OCHA,
and if not, the NCC could provide an overview of the CERF to cluster partners as an agenda item in a
future cluster meeting.

CC and other surge staff related to the cluster to be dedicated to the cluster work only.
There is currently only one dedicated cluster lead in Sindh province, and the federal Nutrition Cluster
Coordinator who is a RedR Australia emergency roster staff. The three other staff in the provincial
cluster coordinator position are ‘double-hatting’ as UNICEF nutrition programme staff. It was
acknowledged that it is more critical to have dedicated cluster staff during an active emergency.

It is strongly recommended and suggested that the transition process be consultative and a joint effort
and the Early Recovery Working Group needs to streamline its processes with the cluster.
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Cluster Survey April 2013
Prior to the survey, the cluster partners were requested to complete a short online questionnaire of 25 questions
covering a range of topics including leadership and partnerships, coordination and management, information
management and needs assessment, service delivery, resource mobilization, and preparedness and capacity
building. There was an opportunity to provide comments in each section, and identify priority activities for the
cluster over the next six months. It is envisioned that this questionnaire will be repeated in three and six months,
to track progress in achieving the cluster objectives.
Seventeen responses were analysed in the report attached in annex 3.
The Humanitarian Project
The NGOs and Humanitarian Reform Project (NHRP) conducted a baseline analysis for the purposes of
identifying obstacles and structural challenges preventing NGOs from fuller participation in humanitarian
coordination, and to identify capacity gaps among NGO cluster partners that require support in order to increase
NGO engagement in coordination mechanisms.
Consultations were conducted with I/N-NGOs based in Islamabad, Peshawar and Hyderabad between July and
August 2012, to capture information regarding NGO participation, representation, and leadership in
humanitarian coordination.
Data collected from an opportunity sample of I/N-NGOs available to participate in Islamabad, Peshawar and
Hyderabad during the activity period. Qualitative information was collected from participating NGOs using semistructured interviews of between 45 and 60 minutes in length.
Interviewees focused their comments on 7 distinct areas when discussing their coordination experiences:
• Cluster coordination models
• Participation of Government
• Notification of meetings and circulation of minutes
• Management of meetings
• Capacity building of cluster partners
• Cluster successes
• Resource mobilization
Overall, there was clear agreement that coordination was an essential part of effective humanitarian response
in Pakistan, and that the clusters are playing a vital role in facilitating NGOs to avoid duplication, as well as
programming to cover gaps in sectoral interventions. Clusters provide a platform for I-NGOs and UN agencies
to establish relationships with N-NGOs, and for engaged N-NGOs to distinguish themselves as credible actors
from a field that is saturated with contractors and opportunist actors.
Problems identified with the information flows between clusters at national and field level: lack of strategic
timing of meetings to feed in to national level discussions; failure to circulate minutes from field-level clusters;
limited report back from Islamabad clusters to field clusters. Interviewees reported finding field-level
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coordination meetings more useful for resolving operational issues than national cluster meetings, despite the
limited resources invested in coordination at district-level. Practical focus, proactive advocacy work and
supportive dynamic of NGO cluster partners cited by many as a key strength of field (particularly district-level)
coordination.
Performance of clusters (and consequently NGO engagement) was perceived to have diminished following the
immediate emergency response phase in both 2010 and 2011. Interviewees were clear that due to the degree
of variance between the different clusters, it would be erroneous to speak of ‘the cluster system’ as an
amorphous whole when discussing coordination successes and challenges. Across the cluster system, those
clusters with sufficient funding for field-level coordination teams were evaluated as more successful by cluster
members in implementing coordinated sectoral response.
Overall Recommendations
Interviewees presented some useful perspectives on how coordination challenges may be addressed through
joint UN-NGO dialogue, and on the need for improvements in coordination structures to be focused at the
district level, building up to the provincial and national levels after the foundational levels of coordination have
been strengthened.
Further consultation with NGOs working in North Sindh and Balochistan needed.
Cluster-specific discussions could help identify the structural and practical obstacles to participation in cluster
coordination in more detail, and could also be combined with refresher training to clusters as part of NHRP
capacity-building activities.
Summary of Recommendations
1: Sharing of good practice between clusters about district-level coordination
2: Clarification of cluster coordination structure and strategy at field level
3: Critical analysis of obstacles and challenges affection cluster partners (including CLA)
4: Inter-cluster review of information-sharing mechanisms between the field and Islamabad
5: Strengthened commitment from cluster partners and active engagement with coordination structures
6: Increased support for cluster coordination from global clusters and cluster lead agencies
For further information please contact:
Mette Hartmeyer (Ms), Programme Manager, NGO Humanitarian Reform Project - Pakistan
ACTED | Agency for Technical Cooperation and Development
Cell: + 92 (0) 345 655 5219 | Fax: + 92 (0) 51 263 5037
Email: mette.hartmeyer@acted.org | Skype: mette.hartmeyer | Web: http://www.acted.org
Session 3: Information Management
The Information Management Officer (IMO), Ms Samra Hanif opened the session with a brief overview of the
information sources, analysis and products that are routinely received and created by the cluster. Qutab Alam,
IM Officer for NIS at UNICEF provided an overview of the NIS and its applications.
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Each participant then identified what IM products are most critical to their organization. The following
information was noted was important:
Federal Level:
Regular sharing of:
 Compiled ‘who does what, where and when’ data (4Ws)
 Compiled Need Gap Analysis
 Guidelines for nutrition
 Success stories and lessons learnt to be shared with partners.
 Monthly/quarterly Bulletin
Further, it was requested that the pool of master trainers list (on CMAM, IYCF, NIS, NIE, SC) to be available on
Nutrition Site.
Action point: The cluster IMO to upload this information on the site:
http://pakresponse.info/MonsoonUpdates2012/Clusters/Nutrition.aspx
Provincial level:
 Feedback from the Provincial IMOs on routine data reports to Implementing Partners.
 Compiled 4W to be shared.
 Compiled Need Gap analysis to be shared.
 District level demographic data should be available (Information from Census Department and District
Coordination Officers (DCOs) to be collected for each District and Union Council.
 Caseload for each union council should be available.
 Supplies status from UN agencies at hub level to be shared.
 Supply calculator for each district to be shared.
 Timely report compilation to avoid duplication of programs.
 Aggregated data which is quantitative, analytical and narrative to be shared with all the partners at
district level.
 Monthly/quarterly Bulletins
Action points:
- The compiled 4Ws, needs gap analysis documents are uploaded to the pakresponse.info site. To
alert all partners that there is new information on the site, an email will be circulated by the IMO
when new information is uploaded.
-
The IMO will work with the provincial IMOs to ensure that adequate feedback is reaching the IP’s,
identifying any blockages to the transmission of the regular maps, bulletins and sitreps that are
developed from the information submitted by the IP.
-
Provincial cluster coordinators and IMOs will follow up on the demographic information at the
district level and share this information to the national level for inclusion in the common operational
datasets.
-
The NCC will share the supply calculator for each district
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-
The contingency supplies status has been shared and reported by the NCC.
Nutrition Information System
Participants raised the issue of the multiple information systems in circulation at present including the NIS, the
Minimum Reporting Package (MRP) and the Government Health Management Information Systems (HMIS) and
District Health Information Systems (DHIS). It was noted that a number of improvements are required to the NIS
to appropriately link to the other systems.
It was recommended that the IM Task force should be re-formed to review the systems and develop
recommendations for how the NIS and the MRP can be aligned, with the view of moving towards an integrated,
government owned national nutrition information system.
Session 4: Cluster Planning
The cluster planning session was divided into group work and a discussion of the draft work-plan. Firstly the
participants divided into small groups to identify what are the priority activities for the nutrition cluster for the
next six months, and identify who should lead, what is the timeframe, are any sub-cluster working groups
required and any assumptions. Each group developed statements on coloured cards and taped them to the six
months work-plan on one wall of the training room. The participants then came together, to review the
statements and decide upon a set of priority activities.
Photo: Cluster planning session, 11 May.
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Table 1: Priority Activities
Activity
Preparedness Planning
Lead
NCC
Timeframe
April-May
Working Group
No, all partners
Assumptions
None
Prepositioning of supplies
UNICEF, WFP
April-May
No
IYCF community mobilization
strategy
TBD
May
Available funds,
accessibility,
security
None identified
Review of the CMAM guidelines,
and translation to Urdu
TBD
Linkages are strengthened
between nutrition and food
security, and key tasks identified
NCC
Review MayJune
Translation –
June-July
July-August
Capacity building of partners in
CMAM, IYCF, Nutrition in
Emergencies, Infant Feeding in
Emergencies, and proposal writing
NNC
On-going
Yes, IYCF
working group to
be reformed,
previously led
by Save the
Children
Yes, reform the None identified
CMAM working
group previously
led by Merlin
Yes, the FS and Adequate
N TWG
Technical and
human
resources, time
No
None identified
Review of different nutrition
information management systems
and strategy development for
government ownership
Expanded NIS training
Information dissemination –
updated 4Ws, list of master
trainers etc.
M&E tools that are standardized
for the nutrition cluster for
monitoring CMAM programs
Develop and plan for joint
monitoring of CMAM activities
UNICEF IMO
April-June
Yes, reform the
nutrition IM
working group
None identified
UNICEF
Cluster IMO
On-going
April-May
No
No
None identified
None identified
NCC
May-June
No
None identified
NCC, with
support from the
CMAM working
group
NCC
May
CMAM working
group
Participation.
Resources are
available
On-going
No
None identified
Ensure regular cluster meetings
and coordination
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Table 2: Nutrition Cluster Work-plan
Proposed Nutrition Work-plan April-Sept 2013
Task
Consultations and development of the comprehensive
preparedness plan, including partner mapping and contingency
stocks
April
May
June
July
Aug
Sept
Prepositioning of contingency supplies
Review of the different nutrition information management
systems and strategy development for government ownership
Development and implementation of IYCF community
mobilization strategy
Expanded NIS training
Information dissemination – updated 4Ws, list of master trainers
etc
Review of the CMAM guidelines, and translation to Urdu
Strengthen linkages between nutrition and food security, finalize
TOR and work-plan
Capacity building of partners in CMAM, IYCF, Nutrition in
Emergencies, Infant Feeding in Emergencies and proposal
writing
Standardize Nutrition Cluster M&E tools for monitoring CMAM
programs
Develop a plan for joint monitoring of CMAM activities, and
implement monitoring
Regular coordination through cluster meetings
Evaluation of the nutrition cluster
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Session 5: Preparedness Planning
1. To provide guidance to the clusters following the completion of the Monsoon Humanitarian Action Plan
(MHOP) in March, OCHA has developed an Operational Guidance for Clusters for Natural Disasters document.
This document is currently being circulated to all cluster partners for their review and feedback to OCHA by
Tuesday April 23. The document was introduced to the participants via email prior to the workshop and nutrition
cluster partners are invited to provide feedback by April 22.
Action point: Participants will return comments on the guidance document by April 22.
2. The NCC presented the 2012 preparedness plan, noting that the existing plan provides a good platform for
the development of a more comprehensive plan over the coming months. Each of the clusters in Pakistan has
developed a preparedness plan, which informs the Pakistan Inter-Agency Preparedness Plan. The inter-agency
plan is currently being updated by OCHA. The clusters are not following a uniform template for the
preparedness planning, and there is a great variation between the plans in terms of how much detail is
provided. The Food Security Cluster plan was identified as a particularly comprehensive plan.
The NCC emphasised the importance of a comprehensive and inclusive preparedness planning process, noting
that the plan itself is only the documentation of the agreements that are reached by the cluster partners during
the preparedness planning process. The national nutrition cluster plan must be aligned with the Provincial level
preparedness processes and plans, which are currently under-way in the four Provinces. Many of the tasks and
gaps that have been identified during the course of the workshop can be addressed within the preparedness
plan, for example coordination between the provincial and national clusters.
The deadline for the completion of the cluster plan is the end of May. The contingency stocks matrix is due April
30.
Action points:
The NCC will call a meeting in early May to begin the preparedness planning consultation process. A template,
including the relevant information from the 2012 plan will be circulated for review prior to the meeting.
The NCC will circulate the contingency stocks matrix to the relevant partners.
Session 5: AOB and summary
A National Nutrition Cluster Logo was presented to the participants, and feedback was provided.
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Action point: the logo will be updated according to the feedback and presented to the cluster partners at the
next meeting in May.
Dr Jorge Martinez, Chief of Operations at the World Health Organization joined the participants for the
Workshop summary session. Syed Qadir, UNICEF, provided an overview of the workshop objectives and
thanked the World Health Organization for hosting the workshop.
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Annex 1: Workshop Agenda
Time
08.30-09.00
12.45-13.45
13.45-14.45
Agenda
Welcome and introduction
- Overview of cluster status (federal and provincial) by cluster coordinators.
Cluster Review
- Review of Nutrition Cluster survey findings
- Cluster Evaluation 2011: review the progress of bringing recommendations into action
- Humanitarian Project findings.
Coffee Break
Identifying Cluster Strengths and Gaps
Brainstorm of cluster strengths and gaps/opportunities
Information Management
- Presentation of Information Management tools and products
- Draft NIS reporting protocol and proposed NIS formats
- New 4W’s template, incorporating indicators.
Output: Action points for improvement of IM products
Cluster Planning – session one
- Development of cluster work plan (including priority activities for the nutrition cluster, timeframes
and responsibilities).
- Formulation of thematic sub-groups
Outputs:
- Prioritized list of activities, and draft work-plan outline
- Sub groups and next steps to develop work-plans identified and leads assigned.
Lunch
Cluster Planning – session two
14.45-15.00
15.00-16.30
Coffee Break
Preparedness Planning
09.00-10.15
10.15-10.30
10.30-11.30
11.30-12.15
12.15-12.45
Moderator
NCC -Megan
Megan
Mette - TBC
Megan
Samra- IMO
Qutab- NIS
John- OCHA
Megan
Megan
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16.30-17.00
17.00
- Review of the Operational Guidance for Natural Disasters specific to the nutrition cluster
- Overview of the Nutrition Cluster preparedness plan 2012 and requirements for updating for 2013
- Contingency stocks
Outputs:
- Draft preparedness plan for 2013
- Outline of next steps for PP completion by end of May
Review of Cluster Coordination and AOB
- Review of cluster coordination structure, meeting frequency other roles and responsibilities
- Key focal points from clusters and working groups
Next Steps and Workshop Close
Megan
Megan
Megan
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Annex 2: Participant List
Nutrition Cluster Planning Workshop 11 April 2013
Name
Organization
Position/Title
Contact #
Email
Najma Ayub
Kashif Ali
ACF
ACF
Deputy Nutrition coordinator
IMO ACF
0334 8406586
0301 85401343
dnutco.pk@acf-international.org
nutimo.pk@acf-international.org
Aliya Tayyaba
CDO
0300 5007318
fromcommunitydevelopmentorg@gmail.com
Nomeena Anis
FAO
Executive Director
Nutritionist and Gender Focal
Person
0346 8544210
nomeena.anis@fao.org
Louis Marinjnissen
Malteser
International
Health Coordinator
0345 500 48 49
louis.marijnissen@malteser-international.org
Khalid Nawaz
IrfanUllah
Farhat Munir
Micronutrient
Initiative
Muslim Aid
NRSP
NPM MI
Health Nutrition coordinator
Senior program Officer
0333 9127324
0300 9039983
0321 5102238
khalid.nawaz@micronutrient.org
health@muslimaid.org.pk
farhat.munir@gmail.com
Asif Iqbal
Save the Children
Nutrition Manager
0343 8929066
iqbal.asif@savethechildren.org
Dr Amer Bashir
Silvia Kaufmann
Qutab Alam
Samra Hanif
Syed Saeed Qadir
Save the Children
UNICEF
UNICEF
UNICEF
UNICEF
Health and Nutrition Manager
Nutrition Manager
NIS officer
IMO
Nutrition Program Officer
0345 5006546
03333 9196471
0345 5566449
0300 9591579
amer.bashir@savethechildren.org
skaufmann@unicef.org
qalam@unicef.org
shanif@unicef.org
ssdadir@unicef.org
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Name
Organization
Position/Title
Contact #
Email
Zulfiqar Ahmed
Welt hungerhilfe
Project Coordinator
034 752 504 58
zulfiqar.ahmed@welthungerhilfe.de
Tahir Nawaz
Mamoona Ghaffar
Mr. Wisal M Khan
Rehmat Yazdani
Clementina Cantoni
Uzma Khurram
Bukhari
Aien Khan Afridi
WFP
WFP
Merlin
ECHO
ECHO
Program Officer
Program Assistant
Nutrition Coordinator
PO
Technical assistant
0300 8566209
051 8312424
0300 8552489
0308 5550531
0300 8566895
tahir.nawaz@wfp.org
mamoona.ghaffar@wfp.org
pc.psh@merlin-pakistan.org
rehmat.yazdani@echofield.eu
clementina.cantoni@echofield.eu
UNICEF
UNICEF
Lahore
Peshawar
0321 9800095
0300-5002598,
ukbukhari@unicef.org
akafridi@unicef.org
UNICEF
NCC
ACTED
WHO
Quetta
Islamabad
Consultant
Nutrition Officer
0332-3536493
03008112749
0345 65555219
0303 5552282
mfaisal@unicef.org
mgayford@unicef.org
mette.hartmeyer@acted.org
khanali@pak.emro.who.int
Dr. Muhammad
Faisal
Megan Gayford
Mette Hartmeyer
Ali Khan
18
29 April 2013
Annex 3: Nutrition Cluster Survey Report
Q1. To which stakeholder group do you belong?
INGO cluster member
7
41%
IFRC cluster member
0
0%
National NGO cluster member
3
18%
UN agency cluster member
2
12%
Cluster Lead Agency
5
29%
Government
0
0%
Donor
0
0%
The majority of the respondents were from INGO cluster members (41%), followed by UNICEF
staff (29%). There were no respondents from Government or Donors.
Part 1: Leadership
Q2. To what extent has an enabling environment for participation, mutual problem solving, and
collective decision-making been created in the nutrition cluster?
score
frequency
%
1
1
6%
2
2
12%
3
5
29%
4
9
53%
5
0
0%
N/A
0
0%
The majority of respondents (5 percent) reported that that an enabling environment for
participation, mutual problem solving, and collective decision-making has been created in the
nutrition cluster. The other respondents were neutral or disagreed (reporting 3 or less out of 5).
19
29 April 2013
Q3. To what extent does UNICEF as the Nutrition Cluster Lead Agency meet the
responsibilities to lead a cluster (i.e. to ensure coordination of emergency response, ensure
proper planning and implementation, meet standards, avoid overlaps and gaps, mobilize
resources or act as provider of last resort?
1
1
6%
2
0
0%
3
4
24%
4
10
59%
5
0
0%
N/A
2
12%
Out of 17 respondents 59 percent agreed that UNICEF meets the responsibilities of the Cluster
Lead Agency. A further 30 percent were neutral or disagreed with the statement, suggesting
that there is room for improvement.
Q4. In the 2012 floods, to what extent was there participation of organizations involved in the
response in the nutrition cluster national coordination mechanisms (including information
sharing, linking to ERF, and providing access to CERF etc)?
1
1
6%
2
1
6%
3
3
18%
4
5
29%
5
2
12%
N/A
5
29%
An almost equal proportion of respondents reported that there was active participation
(reporting 4 out of 5) as those who did not agree that there was active participation (reporting 3
or less). A large number of respondents were unable to comment on this question, most likely
due to the respondent not being present in the nutrition cluster during the 2012 floods.
Comments and Suggestions

CERF exceptionally for UN to apply, however, all funds are then utilized through
partner agreements. The ERF is new and most probably no being used so intensively
yet for nutrition, but possibly more advanced for other clusters and it looks as the
NGOs did not show a big interest for nutrition applications.

Time is very important factor, thus involvement in planning and decision-making must
be taken into account. At the eleventh hour sharing of funding opportunities sharing
and proposal submission verdict does not make any sense, so in the future must be
considered
20
29 April 2013

The cluster has the tendency to speak from UNICEF’s behalf and support the
Government, rather than problem solving and keeping a check on UNICEF
programmatic, PCA and supply delays.

The co-cluster lead should also come from an INGO to make the approach more
participatory and unbiased. The cluster also involves in making new reporting tools,
new dimensions increasing the workload rather than making good use of the existing
tools and databases. At the end of the day they have started numerous discussions
and initiatives which hardly reach to completion.
21
29 April 2013
Part 2: Coordination and Management
Q5. To what extent are the opinions of the Cluster partners considered in the Nutrition Cluster
decision-making?
1
1
6%
2
1
6%
3
6
35%
4
5
29%
5
2
12%
N/A
2
12%
A total of 41 percent of respondents answered this question positively, however more (47
percent) were either neutral or negative, indicating that the NCC must improve how
consultative and inclusive the decision making process is within the nutrition cluster.
Q6. To what extent is the Cluster Coordinator perceived as being an independent and impartial
representative of the Cluster?
1
1
6%
2
3
18%
3
3
18%
4
7
41%
5
2
12%
N/A
1
6%
More than half of the respondents (53 percent) responded positively to the question, finding the
NCC to be an independent and impartial representative. A significant proportion were neutral or
negative (40 percent), highlighting a need for greater independence and impartiality of the
NCC. The concern of the NCC’s at the provincial levels ‘double hatting’ as UNICEF programme
staff is a likely contributing factor to the loss of independence and impartiality.
22
29 April 2013
Q7. To what extent have coordination meetings been effective (i.e. meet their purpose, are
inclusive, are well managed and action-oriented?
1
1
6%
2
2
12%
3
6
35%
4
7
41%
5
1
6%
N/A
0
0%
Half of the respondents (49 percent) have a positive view about coordination meetings. A
further 35 percent neither agreed nor disagreed and 18 percent are dissatisfied, indicating that
more effort must be invested in ensuring the coordination meetings are meeting needs of the
nutrition cluster partners.
Q8. To what extent has the IYCF sub group been effective in serving the needs of the cluster?
1
2
12%
2
3
18%
3
6
35%
4
1
6%
5
1
6%
N/A
4
24%
The IYCF sub group is not currently active, which may explain the majority of respondents who
find the IYCF ineffective.
Q9. To what extent has the CMAM sub group been effective in serving the needs of the
cluster?
1
1
6%
2
1
6%
3
8
50%
4
4
25%
5
0
0%
N/A
2
13%
23
29 April 2013
The CMAM sub group is reported to be more effective than the IYCF group; however the
majority of respondents reported a neutral position, indicating that there is opportunity to
improve the effectiveness of the CMAM sub-group by establishing priorities and a work-plan.
Q10. To what extent are the Nutrition Cluster partners involved in financial resource
mobilization efforts through common instruments such as the CERF?
1
2
12%
2
3
18%
3
4
24%
4
5
29%
5
0
0%
N/A
3
18%
The majority of respondents report some involvement in financial mobilization (53 percent);
however there is clearly an opportunity for the NCC to be more inclusive of cluster partners in
resource mobilization efforts.
Q11. To what extent does your organization share needs or funding opportunities/status in the
Nutrition Cluster forum?
1
2
12%
2
2
12%
3
4
24%
4
8
47%
5
0
0%
N/A
1
6%
Most of the cluster partners reported that they do share information on funding status within the
cluster; however this has been identified by the NCC as an area that needs attention and
improvement.
Comments and Suggestions:

The National Cluster doesn't have much say in Provincial cluster affairs. In some cases
National Cluster recommendations are not been attended to by UNICEF at provincial
levels. This scenario causes discouragement among national cluster members and is
one of the reasons for the thin attendance and distracted interest of members during
National Cluster Meetings.

Reactivation of sub-group is extremely important. It should be task oriented (not only
establishing a structure, but also convening to complete a task.
24
29 April 2013
Part 3: Information Management and Needs Assessment
Q12. To what extent is the information provided by the Nutrition Cluster sufficient for your
needs?
1
0
0%
2
2
12%
3
5
29%
4
6
35%
5
3
18%
N/A
1
6%
The majority of respondents reported that their information needs were met or mostly met (53
percent). This indicates that the cluster IM must improve to meet the needs of all of the cluster
partners.
Q12. To what extent does data and information fed back by the Nutrition Cluster reflect your
experience of field realities?
1
0
0%
2
3
18%
3
4
24%
4
7
41%
5
2
12%
N/A
1
6%
Most of the respondents (59 percent) responded positively to the consistency between the
information fed back from the cluster and the partner’s experience of what is happening at the
field level.
25
29 April 2013
Q13. To what extent is disaggregated data available which clearly identifies specific vulnerable
groups?
1
0
0%
2
3
18%
3
5
29%
4
4
24%
5
4
24%
N/A
1
6%
An equal proportion of respondents were positive and either neutral or negative to the
availability of disaggregated data that clearly identifies specific vulnerable groups, indicating
that there is an opportunity to improve in this area.
Q14. To what extent is the quantity of information requested by the Nutrition Cluster was
proportioned to the information provided?
1
0
0%
2
0
0%
3
6
35%
4
6
35%
5
2
12%
N/A
3
18%
Slightly more respondents reported that there is a balance between the quantities of
information the nutrition cluster requested from the partners, to what is provided in return. This
highlights the importance of ensuring the cluster IM is providing relevant information to the
cluster partners without placing too much additional burden on cluster partners for reporting of
data and other information sources.
Q15. To what extent did the MIRA inform initial nutrition needs in the 2012 monsoon?
1
0
0%
2
3
18%
3
4
24%
4
6
35%
5
0
0%
N/A
4
24%
26
29 April 2013
The respondents have a mixed view about MIRA’s usability. A high proportion of respondents
were unable to comments, most likely due to the respondents not participating in the nutrition
cluster during the time of the MIRA.
Q16. To what extent is the Nutrition Cluster prepared to undertake detailed surveys in a timely
manner with pre-agreed tools informed by international standards?
1
1
6%
2
4
24%
3
5
29%
4
5
29%
5
1
6%
N/A
1
6%
The variation in the responses indicates there is a need to review the readiness of the nutrition
cluster to conduct a detailed assessment, as part of the preparedness planning process.
Comments and Suggestions to Improvements

The NIS is not uniform in all sites in the country, and there is a need to improve how
frequently the NIS data is updated.

Quality indicators are not discussed or feedback provided for quality improvement of the
programs.

It is always a lengthy discussion where we should have standard procedures and
questions already in place. We recommend having not only an inter-cluster assessment,
but also a nutrition cluster rapid assessment to inform program decisions.
27
29 April 2013
Part 4: Service Delivery
Q17. To what extent is the response of the Nutrition Cluster guided by a clear set of standards
and tools?
1
0
0%
2
2
12%
3
5
29%
4
7
41%
5
3
18%
N/A
0
0%
The respondents mostly report that the nutrition cluster is guided by clear set of standards and
tools, whereas 29 percent neither agreed nor disagreed.
2. To what extent have there been unnecessary duplications in the service delivery?
1
1
6%
2
5
29%
3
2
12%
4
4
24%
5
2
12%
N/A
3
18%
The wide variation in the responses indicates that there must be more effort in ensuring that
duplications in service delivery are minimized.
Q18. To what extent has the response of the nutrition cluster adequately addressed the
specific needs of vulnerable/marginalized groups?
1
0
0%
2
0
0%
3
6
35%
4
8
47%
5
1
6%
N/A
2
12%
Out of 17 respondents, more than half (53 percent) reported that the cluster has been able to
address the specific needs of vulnerable groups. This indicates that there is a need to review
how sensitive the emergency nutrition programs are to the needs of vulnerable groups.
28
29 April 2013
Q19. To what extent did the Cluster strategy included adequate early recovery interventions?
1
0 0%
2
1 6%
3
8 47%
4
5 29%
5
2 12%
N/A
1 6%
The majority reported that ER was adequately addressed in the cluster strategy; however the
majority reported a neutral position, indicating that there is an opportunity for improvement.
Q20. To what extent do Nutrition Cluster partners monitor implementation in a common,
coordinated way?
1
3
18%
2
2
12%
3
6
35%
4
5
29%
5
0
0%
N/A
1
6%
There was a wide variation in responses, indicating that improvements are required in the area
of joint monitoring.
Comments and Suggestions to Improvements

The response plans always good but the UNICEF and WFP contracting procedures
are at times delayed.

The gaps in the interventions due to the delayed PCAs have implications on the
beneficiaries.

Joint monitoring should be done much more pro-actively, and the financial resources
for clusters can easily be available. A joint monitoring approach has been developed
for Sindh and Balochistan.
29
29 April 2013
Part 5: Resource Mobilization
Q21. To what extent is the Cluster effective in advocating for funding for the nutrition sector?
1
2
12%
2
2
12%
3
5
29%
4
5
29%
5
1
6%
N/A
2
12%
The wide variation in the responses indicates that the NCC can improve advocacy for
resources for the nutrition cluster.
Q22. To what extent is the Cluster functional in ensuring an effective allocation of financial
resources to meet requirements?
1
3
18%
2
2
12%
3
5
29%
4
5
29%
5
0
0%
N/A
2
12%
A greater proportion of respondents reported neutral or low extent of cluster effectiveness in
ensuring allocation of financial resources, indicating that this is another area that requires
attention by the NCC.
Comments and Suggestions to Improvement

More transparency of resource allocation and needs of cluster partners. This might
need to be approached at a more senior level.

UNICEF staff are more powerful than the Cluster in finalizing selection of implementing
partners etc.

In the time when not much funding is available; it would be a good approach to involve
cluster members in trainings to build their capacities and maintain their interest level
but national cluster members get far less chances of capacity building trainings than
local ones.
30
29 April 2013
Part 6: Preparedness and Capacity Building
Q23. To what extent does the Nutrition Cluster promote adequate capacity building of local
partners?
1
1
6%
2
2
12%
3
6
35%
4
5
29%
5
1
6%
N/A
2
12%
The majority of respondents reported neutral to positive views about enabling opportunities for
cluster member capacity building.
Q24. To what extent are inter-cluster preparedness and capacity building measures provided?
1
2
12%
2
4
24%
3
5
29%
4
5
29%
5
0
0%
N/A
1
6%
The wide variation in the responses indicates that the NCC must be more pro-active in linking
the nutrition cluster into the inter-agency preparedness and capacity building opportunities.
Q25. To what extent was the National Nutrition Cluster Preparedness Planning process and
plan useful for the emergency response in 2012?
1
2
12%
2
2
12%
3
5
29%
4
4
24%
5
0
0%
N/A
4
24%
The wide variation in the responses indicates that there is an opportunity in 2013 to undertake
a more comprehensive preparedness planning process, to ensure that the preparedness plan
is a useful document for emergency response.
31
29 April 2013
Comments and Suggestions to Improvement

In the time when not much funding is available, it would be a good approach to involve
cluster members in trainings to build their capacities and maintain their interest level.
Part 7: Overall comments and suggestions for improvements of cluster
functions
Comments for Improvement of Cluster Functions

Should be practical, neutral, trouble shooting, and have smart approaches. Should
focus on the beneficiaries and not on procedures, policies only.

UNICEF is the Nutrition Cluster Lead, but the Cluster and its Coordinator should work
hard to remove the perception that Cluster lead would do whatever UNICEF agrees.

Nutrition Cluster should be more proactive in resource and funds hunting to cater for
the needs of the vulnerable groups.

Nutrition Cluster should be more proactive in coordinating the efforts of UNICEF, WFP
& WHO as all the three agencies are responsible for different components of CMAM.

NGOs & INGOs should be given equal weight in cluster activities.

There should be diversification of implementing partners, meaning that currently most
of the PCAs are signed with a few partners whereas others are not getting any projects
to implement. It is always good to have a blend of NGO/INGO; small ones/big ones,
locals/national based member organizations etc. This approach will create more
healthy competition besides it is cluster's responsibility to keep maximum
partners/members engaged in its activities otherwise corner meetings with 3-4 big
partners are enough and there is no need to invite everyone in the name of cluster.

The Cluster should be financially independent.

An unbiased cluster and cluster coordinator. Everyone should have the equal
opportunity whether small or large contributor, resource mobilization on need base and
capacity of the partner. Suggest improved accountability and transparency

Strengthen the working groups, especially IYCF and CMAM and recommend concrete
actions.

Publish quality nutrition updates and bulletins

Strengthen joint monitoring

Strengthen information sharing at cluster meetings like, achievements, challenges,
studies and survey findings, success stories, etc.
32
29 April 2013

Continuity and consistency in having committed and experienced nutrition cluster
coordinators was always a challenge. OCHA and UN guidance on cluster operational
procedures and requirements, exchanges, reviews and local evaluations would help to
improve cluster functions. Capacity building and inter-agency preparedness planning
should be more supported by OCHA.

There should be more coordination between the federal and the provincial cluster
teams.
33