Study on
transition of
humanitarian
coordination
functions
October 2015
1
Starting at the end: definitions
• Cluster transition: The process through which the
transfer of leadership and accountabilities is planned
and implemented, leading to deactivation.
• Cluster deactivation- Closure of formally activated
cluster, with transfer of cluster core functions to
government or other crisis coordination mechanisms.
Criteria:
i. Humanitarian situation improves
ii. National structures acquire sufficient capacity to meet
residual needs
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And…..
Activated: UNICEF as CLA
• Has responsibility to lead and manage the
nutrition cluster, where possible, in coleadership
• Accountable for nut cluster performance to HC,
national authorities, affected populations, and
ERC
Not activated: UNICEF within the CCCs
• Strengthen or create national sector
coordination pre, during and post
• Assessment, response, linking with
development among others
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Study aim and objective
• Develop evidence base for nutrition
• Set of benchmarks and framework of
best practice
• Clear actions and investment case for
UNICEF to operationalise CCC 1
4
Current guidance
5
Study methodology
• Inception report (Jan 2015)
• Document Review
• Key informant Interviews
• Country Visits and case study development
• Overview of best practice and benchmarks
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Countries
ETHIOPIA
• ENCU established 2000 in Early
Warning Department, then DPPA
• Cluster approach endorsed 2007 and
activated
• 5 staff at capital (1 govt employee, 4
UNICEF staff)
• 6 subnational (employed by govt paid
by UNICEF)
KENYA
• Nutrition Technical Forum under
MOPH in 2007
• L3 in 2008 took on cluster role
• Steering committees taking on
functions- emergency under NDU of
MOH
• 2 UNICEF staff in MOH, subnational
NTFs with UNICEF and WFP staff
support
PAKISTAN
• Activated in 2008 in KP province (IDP
crisis)
• Activated in 2010 (floods)
• 2011 cluster transitions into sector
working group
• 2012 L3 activated, 2013 transitioned
under NDMA
• 2 staff double hatting, one dedicated
subnational and rest double hatting
PHILIPPINES
• 2007 government adopted own cluster
system under NDRMC, as one of 4 subclusters under health
• 2013 L3 activated
• UNICEF co-led, national and
subnational, now led by National
Nutrition Counsel with double hat
support
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Broad observations
• Common understanding of principles and terminology
needed
• Investments in good working relationships, capacity,
systems before the emergency essential (external) as
well as understanding of coordination in CLA staff
• How the cluster is established and evolves over time
has significant impact on how the cluster will transition
into platform for EP&R in long term
• Complexity of transition and variety of cluster
configuration based on capacity, context, engagement
of actors and maturity of the nutrition sector
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Working principle 1
Build on and strengthen existing sectoral
structures to function as effective national
coordination platforms
• Rationale and justification for activation
• Good working relationships
• Government engagement in cluster
• Partnership approach (local actors)
• Context appropriate management structures
– SAG, TWG, subnational, reviews
• Build systems for emergency response
• Strengthen knowledge management
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Working principle 2
Develop capacities of cluster partners in
emergency preparedness and response
capacity
• Capacity building and harmonizing approaches
–
–
–
–
–
–
Reporting
Assessment
Emergency preparedness and response planning
Nutrition policies and guidelines
Operational capacity in key areas
Link with development programming and platforms
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Working principle 3
Facilitate smooth transition from active
cluster to deactivation to an effective
nationally led coordination platform
• Decision to deactivate based on CCRM
–
–
–
–
–
Initiated and led by HC and HCT
Focus on ability to lead and be accountable
Base on assessment of capacity
Taking account context
Guided by early recovery
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Working principle 3
Facilitate smooth transition from active
cluster to deactivation to an effective
nationally led coordination platform
• Plan the end from the beginning
• Process facilitated and consultative with
partners
• Ensure realistic timeframe based on
systematic process and partner consultation
• Establish system to monitor emergency
coordination capacity beyond deactivation
• Continuity emergency coordination website
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Components for transition planning
• Clarify core functions to be maintained
• Identify specifically which government
institutions
• Capacity assessment
• Develop transition plan
– capacity development component
– Realistic timeframe and benchmarks/indicators
– Support for transition and beyond- with particular
UNICEF role as CLA
– Funding requirements
• Coordination structure and function
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Working principle 4
UNICEF CLA to ensure appropriate HR
planning to support development of an
effective nationally led coordination platform
• Appropriate staffing for establishment and
maintenance of emergency nutrition
coordination platform
–
–
–
–
–
HR support pre, post and during
Double hatting v dedicated
Contract types
Soft skills and competencies
Recruitment policies
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Proposed next phase
• Validation and further analysis of initial findings
– Circulation of documents with GNC
– Further consultation with cluster, CLA, partners
• Consideration of transition in less stable
contexts
• Development of guidelines outlined in the
analyses with benchmarks such as:
– Coordination when not clusterized
– Diagnostic of cluster coordination capacity
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Discussion
• What are the most critical questions that you
need guidance on transition to answer?
• What do you see as key next steps in
developing this guidance?
• How do you want to be involved in moving
forward?
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Many thanks
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