2. the role of the fsc partners at the global level in supporting country response

Food Security Cluster Inception Meeting, Rome 30 - 31 May 2011

2. The Role of the FSC partners at the global level in

supporting country response Tuesday 31 May


Food Security Cluster – global cell

• Pre-surge– Scoping missions– FSC Infrastructure

needs versus capacity– Partner Response

coverage– Training

• Surge– Coordination support– IM support– Technical support

• Assessments• Monitoring; data

collection and reporting

– Training support


Food Security Cluster – global cell

• 6 or 8 weeks into the emergency – Training to ensure capacity

and a smooth transition to country based staff

– Review of coordination infrastructure needs to identify collaboration modalities

• Transition to an Exit Strategy – Support transition process

by supporting longer-term coordination/collaboration mechanisms (sector working groups etc.)

– Support preparedness strengthening of sector groups and Government


Partners

• Pre-surge– partner agency globally prepositions

resources and updates FSC– inform/update FSC of global resources- unilog

etc – country offices regularly report to agency HQ

of potential disaster flashpoints– develops disaster mapping, early warning

systems, FEWS net awareness


Partners

• Pre-surge– forms and has at readiness HQ International

Management Team (IMT) and field DART system

– set protocol for DART team call up and links between global offices during emergency to maximize agency resources.


Partners

• Pre-surge– appoints head office representative to global

FSC, and to liaise with home country donor agencies and partner INGO's.

– inform GFSC and Home Country partners of potential agency interest and likely resources available.


Partners

• Pre-surge– conducts regular IMT/ DART team training

* compilation of agency multi-sector DART register

– ensure staff training in FSC field systems and cluster operation

– manual and published protocols of emergency operation.


Partners

• Surge– HQ to inform GFC of presence in country and

potential resource commitment– immediate on-ground liaison with FSC and attend

meetings– program sector priorities clarified to UN cluster

system– regular IT update links established with partners– look for potential cross agency consortiums and cost

sharing during emergency


Partners

• Surge– prepare concise informed regular updates on

their response for FSC circulation– takes part in FSC/ IM bridge calls– GIM team inform of FLASH appeals– overall safety/ access issues discussed *

IM/ FSC help coordinate military and government liaisons.


Partners

• Surge– keep FSC informed of sector assessments

completed, data collected– verification of agency local partners and

places of operation– offer support for inter- agency assessment


Partners

• Surge– inform FSC of potential agency sub partners

and agency training needs– offer logistic support to joint training programs– pass on FSC information to sub- partners and

local key groups where requested


Partners

• 6 or 8 weeks into the emergency – conduct 'umbrella' activities and roll out for

smaller INGO's on behalf of FSC – train local partners and smaller agencies in

FSC funding support systems and requirements

– assist FSC in clarification of reporting and IT information systems to umbrella partners.


Partners

• 6 or 8 weeks into the emergency – review of intersectoral potentials in agency transitional

program– include specialist training agencies , Red R etc in

training programs– look for infrastructure / training donors/ partners (eg.

Food for Peace TOPS) review and rotate agency staffing from DART to transitional programming team

– work with FSC and UN agencies on contingency planning.


Partners

• Transition to an Exit Strategy– review of agency donor longer priorities and

expectations– Transitional awareness, capacity building of

national agency personnel– confirm linkages between activities of major

partners in the field– look for long term agency consortium

possibilities


Partners

• Transition to an Exit Strategy– technical evaluation and review of agency's

emergency response, IMT/DART processes and lessons learned

– report lessons learned to major donors– inform FSC of intended transition

programming


OCHA and other clusters

• Pre-surge– Early Warning, www.gdacs.org, virtual

OSOCC– Briefing packs (baseline data, context, maps,

historical antecedents) www.reliefweb.int– Who-what-where

http://www.reliefweb.int/



• Surge – UNDAC - Support to RC/HC - OCHA

Country/ Regional Office– OSOCC - Information Management Officers -

oneresponse.info - humanitarianresponse.info - Situation Reports

– Coordinated Assessment Planning - Humanitarian Dashboard -Flash Appeal - CAP - CERF



• 6 or 8 weeks into the emergency– Info-sharing Coordination meetings (all-

comers) HCT. Cluster Coordinators. – Meeting schedules/ management– Donor Briefings– Support to High-Level Missions– Strategic/ Operational Coordination/Access– Appeal/ Strategy revision - CHF/ERF



• Transition to an Exit Strategy – Facilitates and organises humanitarian

transition strategy: linkages to PCNA/ PDNA, CCA/UNDAF, national development plans.

– Early Recovery – Define exit strategy at outset– Support capacity of national disaster

management authority (assessments, information, coordination)


Donors

• Pre-surge– Direct financing key preparedness and

contingency activities (lesson learning, tool/ guidance development, capacity building/ training) during the establishment phase

– Advocacy for allocation of core funding to support coordination costs in 'maintenance' phase

– Direct monitoring and donor liaison


Donors

• Surge– Financing international surge support

mechanisms (rosters, stand-by mechanisms, secondments?)

– Financing/ technical resources/ advocacy for common/ joint/ comparable assessments

– Donor liaison (including exit/ transition)


Donors

• 6 or 8 weeks into the emergency– Support to national cluster operations– Pooled funds and cluster management -

implications for cluster functions ???– Lessons learnt exercise


Donors

• Transition to an Exit Strategy – Fine tuning handover developmental donors,

national governments

2. the role of the fsc partners at the global level in supporting country response

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