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ACHIEVING EFFECTIVE COORDINATION OF HUMANITARIAN RESPONSE

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STRENGTHENING HUMANITARIAN RESPONSE

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The six core functions of a cluster at the country-level are:

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).

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.

Activation Activated De-activation

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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:

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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.

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MINIMUM COMMITMENTS FOR PARTICIPATION

The IASC has outlined Minimum Commitments for Partner Participation in Clusters:

1. to humanitarian principles2. to actions that improve accountability to

affected populations3. to the duties and responsibilities of the cluster4. to active and consistent engagement5. to contribute to the cluster’s strategic response

plan6. from senior staff member to engage in the

cluster7. to work cooperatively and to share resources8. to take on leadership roles as needed, e.g.

working groups9. to contribute to advocacy efforts10. to effective communication within the cluster

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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.

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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

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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

EXAMPLE: INSERT COUNTRY-SPECIFIC MAP

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 *

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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.

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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 *

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.

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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.

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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.

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.

2. 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.

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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.

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QUESTIONS