Global Nutrition Cluster strategy 2022-2025
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Global Nutrition Cluster strategy 2022–2025
Acknowledgements The GNC Coordination Team and the GNC Technical Alliance would like to thank the following resource partners for their generous support in the implementation of the GNC Strategy (2022-2025). The logos below acknowledge funding received for the implementation of the Strategy as of October 2021. For funding gaps refer to Annex. GNC Coordination Team The GNC Technical Alliance Cover © UNICEF/UN0470658/Pouget Back cover © UNICEF/UN0378322/Panjwani
contents
Abbreviations and acronyms 04
Foreword 05
Introduction 06
Our future: GNC Strategy 07
(2022-2025)
GNC structure 31
Annex: Implementing the GNC 34
Strategy: Funding status and
leadership responsibilities
© UNICEF/UNI358186/HimuAbbreviations & acronyms CBOs Community Based Organisations CC Cluster Coordinator CLA Cluster Lead Agency CLARE Cluster Lead Agency Role in Humanitarian Action GNC Global Nutrition Cluster GNC-CT Global Nutrition Cluster Coordination Team GTWGs Global Thematic Working Groups HR Human Resources IM Information Management ISC Inter-sectoral Collaboration KM Knowledge Management NGO Non-Governmental Organisation NiE Nutrition in Emergencies NIS Nutrition Information Systems SAG Strategic Advisory Group The Alliance Global Nutrition Cluster Technical Alliance TST Technical Support Team UN United Nations UNICEF United Nations Children’s Fund WGs Working Groups 4 2022-2025 GNC Strategy
Foreword
To ensure the sustainability of the nutritional status and well- The official launch of the GNC Technical Alliance (known as
being of vulnerable populations, the human rights to health, the Alliance) in December 2020 was preceded by years of
food and care need to be upheld, but the realisation of these, deliberations among GNC partners beginning in 2015, on how
in turn, are reliant on the sustained implementation of other best to respond to nutrition technical needs in the humanitarian
civil, political, economic, social and cultural human rights. context. GNC partners recognized that in the rapidly evolving
Humanitarian crises gravely limit the realisation of the above humanitarian landscape, practitioners were increasingly
rights and present us with the most extreme forms of multi- faced with technical issues for which there was no normative
dimensional vulnerability. Preventing and addressing nutritional guidance, or situations where normative guidance needed to
needs requires effective and efficient nutrition programming be adapted. In addition, there were persistent gaps in technical
and coordination, as integral components of a coherent and capacity at the country level to support programming. At that
consistent multi-sectoral response, prior to, during and after time, the Nutrition in Emergencies (NiE) sector was missing
a crisis. an overarching technical platform to provide strategic direction
and respond to these identified gaps. There was also a lack of
The need to strengthen the Global Nutrition Cluster (GNC)
clarity on the GNC’s technical role beyond that of coordination
commitments to key agendas like the Humanitarian
and information management.
Development Nexus, accountability to affected populations and
localization had already been well recognized in the previous Much progress has been made since 2015. The GNC, through
GNC strategy (2017-2021). The COVID-19 crisis has put to the Technical Alliance, now has a clear focus on improving
the test our capacity, while at the same time also providing the the quality of nutrition preparedness, response and recovery,
opportunity, to trailblaze innovative approaches for effective by enabling and providing coordinated, accessible and
collaboration with other sector/clusters and active engagement timely technical support. With the involvement of over 145
of partners at the global and regional level. The GNC has more individuals, representing more than 40 organizations, along
than doubled the number of countries benefitting from direct with independent experts, the Alliance is demonstrating the
support and drastically increasing the availability and open collective capacity and the will for these partners to come
access to its guidance, tools and technical expertise, for any together for improved NiE programming. Through responding
country that may benefit from this. to the COVID-19 pandemic, the Alliance showed agility and
value in bringing together expertise from country to global
The GNC collective’s commitment and determination during the
level. During the 2022–2025 GNC Strategy period, the Alliance
ongoing COVID-19 response has been widely recognized as a
will remain focused on the delivery of our core services to
positive model by humanitarian and development partners, in
equip practitioners working in humanitarian nutrition contexts
Nutrition and other sectors. The new GNC strategy for 2022-
to address their technical needs.
2025, underscores the continued commitment by all GNC
partners and by UNICEF as Cluster Lead Agency, to ensure
quality, rights-based and context-specific nutrition programming
and coordination, informed by evidence and innovation.
Stefano Fedele Colleen Emary
Global Nutrition Cluster Coordinator World Vision International, Senior Technical Advisor for Health
& Nutrition and GNC Technical Alliance Co-Lead
2022-2025 GNC Strategy 5Introduction
The world – and the humanitarian landscape – has changed agencies, academia and resource partners, with UNICEF as
dramatically since the Global Nutrition Cluster (GNC) the Cluster Lead Agency (CLA) for nutrition. Governance of the
published its previous Strategy in 20171. Then, global GNC is structured around the GNC-Coordination Team (GNC-
commitments to ending hunger, food insecurity and all forms of CT), the Leadership Team of the GNC Technical Alliance (the
malnutrition by 2030 appeared feasible, building on previous Alliance) and the Strategic Advisory Group (SAG).
progress. The most recent State of Food Security and Nutrition
Since its inception, the cluster approach has been continuously
in the World2 highlights a reversal in trends, for example, in the
evolving – not least in response to the dramatic escalation in
prevalence of undernourishment which had remained static
the size, complexity and duration of humanitarian crises. It is
for five years, indicating that it will be far more challenging to
against this challenging backdrop that the GNC sets out its
reach the Sustainable Development Goals (SDGs).
strategic objectives to guide its work over the next four years
Furthermore, in 2020, the COVID-19 global pandemic struck, (2022 to 2025). This new strategy is strongly influenced by
triggering a devastating direct impact on global health and an findings from the Humanitarian Review6 and the Cluster Lead
indirect impact on the economy and availability and access to Agency Review (CLARE II) (to be finalised) evaluations from
essential services, pushing the nutrition status of millions of UNICEF, and the changing humanitarian landscape in the
people to the brink, particularly those living in fragile contexts. COVID-19 era. To strengthen accountability, it is also informed
COVID-19 has exacerbated multiple drivers affecting today’s by an internal review of the previous strategy (2017-2021) and
levels of severe hunger and malnutrition, including climate surveys of GNC stakeholders (find links to more information on
change and the impact of extreme weather events; protracted Methodology etc. for developing the GNC Strategy below).
armed conflicts; economic crisis and large-scale migration and
displacement of populations. Countries reporting to the GNC
in June 2021 identified 71.6 million people in need of nutrition Further supporting documents on developing the GNC
assistance3. Strategy can be found at the following links:
Hunger, famine and malnutrition are on the rise. Almost one- • Methodology for the development of the GNC Strategy
third (15.8 million) of the 47 million children under 5 in 2020
• Review of the GNC’s work (2017-2021) & Summary of
suffering from wasting globally and nearly half (75.2 million)
findings from UNICEF’s Humanitarian Review & Cluster
of 144 million children affected by stunting globally were from
Lead Agency Review Evaluation
countries affected by food crises, mainly in Africa and Asia4. In
2021, 41 million people across 43 countries are at imminent • Consultations with GNC stakeholders & survey results
risk of famine5 without urgent funding and humanitarian access
– a drastic increase from 27 million in 2019.
Nutrition Sector/Cluster coordination mechanisms exist to Other documents in support of the GNC Strategy can be
relieve suffering and to save lives in humanitarian emergencies found at the following links:
by ensuring a predictable, timely and effective response • GNC Strategic Advisory Group (SAG) Terms of Reference
at scale, with a focus on the nutritional status of affected
populations. The GNC has been directly supporting sectoral • GNC Technical Alliance Strategic Intent Document
coordination and intersectoral collaboration in more than 60 • GNC Technical Alliance Brief Overview
countries and our open access resources have been accessed
by more than 120 countries. The GNC collective is comprised • GNC Standard Operating Procedure
of more than 50 partners, including international NGOs, UN
1
Global Nutrition Cluster Strategy (2017-2021)
2
FAO, IFAD, UNICEF, WFP and WHO. 2020. The State of Food Security and Nutrition in the World 2021. Transforming food systems for food security, improved nutrition
and affordable healthy diets for all. Rome, FAO.
3
GNC Mid-Year Report (2021)
4
United Nations Children’s Fund (UNICEF), World Health Organization, International Bank for Reconstruction and Development/The World Bank. Levels and Trends in
Child Malnutrition: Key Findings of the 2021 Edition of the Joint Child Malnutrition Estimates. New York; UNICEF; 2021.
5
FAO-WFP Hunger Hotspots Report, August-November 2021.
6
UNICEF. 2020. Strengthening UNICEF’s Humanitarian Action. The Humanitarian Review: Findings and Recommendations.
6 2022-2025 GNC StrategyOur future 2022–2025 GNC Strategy © UNICEF/UN0436787/Pedro 2022-2025 GNC Strategy 7
GNC vision GNC goal GNC mission
(added value)
By the end of 2025, the By the end of 2025, The GNC exists to
nutritional status of the 80 countries with collectively strengthen
most vulnerable people is ongoing, or at risk of, the technical and
protected in countries at situations of fragility coordination capacities
risk of, or with, ongoing will benefit from regular for nutrition in countries,
situations of fragility. support1 from the GNC based on the needs of
collective to develop or affected populations. This
strengthen national and is to enable countries to
subnational technical and forecast nutrition trends
coordination capacities and prepare for, respond
for nutrition. to, and recover from,
shocks to the nutrition
situation, thereby
contributing to global
efforts to prevent and
treat malnutrition in all its
forms.
1
A country benefits from the regular GNC support if it receives direct operational or technical support from the Technical Support Team (including, but not limited to,
helpdesks, rapid response team deployment, NiE technical advisors deployment, mentoring, capacity development activities, and webinars). Countries may receive
indirect operational support if, for example, they use resources from the GNC website.
8 2022-2025 GNC Strategy © UNICEF/UNI389000/Mussapp© UNICEF/UN0293245/Llaurado
Key
changes From focus on coordination to both coordination and programme
to how we components of NiE. Specific to NiE ‘programmes’,
the GNC now includes the GNC Technical Alliance,
have been responsible for the provision of technical support
relating to the NiE programme to practitioners
working in working in any context, preparing for, or responding
to, a nutrition crisis.
the past
From focus on officially activated
to supporting both cluster and sectoral
IASC clusters
coordination mechanisms.
From providing support during NiE
to supporting countries, their coordination
response and recovery phases
platforms, and national governments and local
authorities with preparedness for, response to,
and recovery from humanitarian crises.
From supporting national
to supporting national and subnational
coordination platforms
coordination platforms and partners, with
increased focus on localization, including direct
support to local NGOs.
From focus on global-level
to maximizing support provision from national,
coordination platforms
regional and global platforms.
2022-2025 GNC Strategy 9GNC strategic objectives
GIC OB GIC OB GIC OB
JE
JE
JE
STR TE
STR TE
STR TE
CTIVE
CTIVE
CTIVE
A
A
A
1 2 3
Operational and Enabling
people
technical support environment
To support countries, To provide adequate NiE To be a driver of change for:
UNICEF as a Cluster coordination, IM, and
1) improved collaboration,
Lead Agency, and nutrition programme operational and
partnerships, and innovation
partners at subnational, technical support to ensure
on nutrition to prepare for,
national, regional, and that decisions at all levels
respond to, and recover from,
global levels to ensure they are guided by timely sound
shocks to the nutrition situation
are adequately staffed and technical advice, while
at the global, regional, nation-
skilled in order to prepare documenting experiences
al, and subnational level; and,
for, respond to, and recover and generating new
from, situations of fragility. evidence. 2) creating a supportive finan-
cial and policy environment,
both internally and externally,
for strengthened technical and
coordination capacity for nutri-
tion in situations of fragility.
10 2022-2025 GNC StrategyGNC priority GNC priority countries are those in INFORM severity categories
4 and 5 (i.e., high and very high), and in category 3 (i.e., medium)
countries if they have high or very high rates of wasting (more than 10
per cent), overweight (more than 10 per cent) or stunting (more
as of September 2021 than 20 per cent). The severity categories are measured by the
INFORM Severity Index. The latest list of the INFORM analysis
is available here. Rates of malnutrition are defined as per WHO
malnutrition thresholds. On a case-by-case basis, additional
countries may be considered GNC priority countries. For
example, countries at increased risk of humanitarian situations
or malnutrition, as per the above thresholds. Existing country
capacities are taken into account to determine the level of support
provided by the GNC.
Afghanistan Congo Guinea-Bissau Lebanon Mozambique Philippines Togo
Angola Djibouti Haiti Lesotho Myanmar Rwanda Turkey
Bangladesh DR Congo Honduras Liberia Nepal Senegal Uganda
Burkina Faso Egypt India Libya Niger Sierra Leone Ukraine
Burundi Eritrea Iran (Islamic Rep. of) Madagascar Nigeria Somalia Venezuela
Cameroon Ethiopia Iraq Malawi North Korea South Sudan Yemen
CAR Gabon Ivory Coast Mali oPt Sudan Zambia
Chad Guatemala Jordan Mauritania Pakistan Syria Zimbabwe
Colombia Guinea Kenya Mexico Papua New Guinea Tanzania
Disclaimer: The boundaries shown and the designations used on this map do not imply official endorsement or acceptance by the GNC or the United Nations.
2022-2025 GNC Strategy 11GIC OB
JE
STR TE
strategic Objective 1
CTIVE
A
1
people
ob jec tiv e in dic ator
To support countries,
the Nutrition Cluster 70%
Lead Agency and
nutrition partners at
of GNC priority
subnational, national, countries2
regional, and global have adequately staffed and
levels will ensure trained nutrition personnel
they are adequately in place at national and
staffed and skilled to subnational levels, with the
prepare for, respond capacity to prepare, respond
to, and recover from, to, and recover from situations
situations of fragility. of fragility.
2
Seventy per cent of the GNC goal of 80 countries equates to 56 countries, but this would vary
based on how many countries were identified as priority, as per the described criteria.
Key changes to how we
worked in the past:
From a top-down approach to capacity to a holistic approach in developing NiE
development and a focus on face-to-face Sector capacity, including:
trainings regarding coordination and IM
• Structured advocacy and tools for the
Cluster Lead Agency on recruitment of the
appropriate coordination and IM capacity;
• A country-driven holistic approach to capacity
strengthening on coordination and IM that
includes a variety of adult learning methods
(including self-paced online trainings,
face-to-face simulations, mentoring, one-
on-one orientations, etc.) and South-South
cooperation;
• A role in developing NiE Sector capacity in
NiE and intersectoral programmes (including
cross-cutting issues) through the GNC
Technical Alliance.
12 2022-2025 GNC Strategy © UNICEF/UN043959/Holts01 — people
Key challenges:
Right people… …with the right skills… …at the right time.
Unequal capacity
Roles and requirements
strengthening support to A reactive approach to
are not standardized
national and international filling HR gaps
across the NiE Sector
actors
While standard Limited capacity in NiE, Lack of succession
competencies for NiE coordination, and IM planning and career
programmes, coordination, of local NGOs/CBOs, paths at all levels are two
and IM are defined, they government, and frontline reasons leading to human
are not systematically workers of all sectors resources gaps and
used by partners in the as the systems and overstretched personnel.
NiE Sector and beyond. mechanisms to support
staff capacity in NiE in the
past decade have largely
focused on staff of UN and
international NGOs.
the plan
In 2020–2021, the GNC developed CC, IM, and Nutrition regional-level capacity strengthening capabilities are limited.
in Humanitarian Contexts Competency Frameworks A global-level capacity framework, developed for coordination
that provide a summary of required knowledge, skills, and and information management roles, will be further expanded to
behaviours in the NIE Sector. The next steps in ensuring the include GNC responsibilities to provide e-learning for key NiE
sector has the right people with the right skills at the right time roles using the GNC e-learning platform. The GNC will work
are 1) to define what the key NiE roles involve at different with countries to ensure that materials are available in at least
levels (from frontline staff to global programme managers); four languages (English, French, Spanish, and Arabic).
and, 2) to develop generic job descriptions for these roles,
Furthermore, the GNC will develop and roll out manager-level
based on the globally-agreed competencies frameworks (note:
guidance to empower people working in NiE at all levels to
this is already completed for coordination and IM roles).
support their teams in planning and following their career
Annual country-level human resource capacity mapping of paths, and to ensure succession planning for the roles in their
current staff and their skills for the key NiE coordination and teams. In situations where external personnel are needed,
programme roles will be led by national nutrition cluster or the GNC and its partners will maintain rosters of deployable
sector coordinators using the global-level platform. The results international NiE specialists, coordinators, and information
will be shared with the global level to allow the GNC to provide managers who are available for recruitment.
timely capacity-strengthening support when country and
2022-2025 GNC Strategy 13s01 — people
Figure 1. ‘The right people with the right skills at the right place’ concept in practice.
What roles Do we hire the
right people for Do they have the righ
should we hire? t
the right roles?
ski
ll
s?
How do we retain How do we develop
talent and avoid gaps? their capacities?
14 2022-2025 GNC Strategy © UNICEF/UNI389000/Mussapps01 — people
Core initiatives:
Right people… …with the right skills… …at the right time.
• Define the key • Develop a capacity • Explore the barriers
bottlenecks of why strengthening pathway to maintaining
NiE partner capacity for NiE functions, appropriate human
is not meeting focusing on availability resources in key
minimum quality to and access by local positions for NiE
NiE programming partners. programming and
standards and determine ways to
• Ensure that capacity
determine address them.
assessment tools for
opportunities to
NiE are available in • Establish and annually
address these.
priority languages and update a global-
• Develop guidance utilized annually at level pool of NiE
for the Cluster Lead country, regional and coordinators and IM
Agency on the district levels. specialists.
minimum structure
• Continue operational • Maintain and
needed for the
and technical support advertise a roster
coordination teams.
to GNC priority of internationally
• Develop and countries on a need available consultants
implement generic basis and deployees for key
Job Descriptions for NiE roles.
• Expand the GNC
NiE Coordinators and
mentoring programme
Information Managers
for Coordinators and
at national and
Information Managers
subnational levels.
to NiE practitioners.
• Implement the
GNC Capacity
Strengthening
Framework for
Coordination
and Information
Management.
• Develop, translate into
key priority languages,
and roll out the GNC
e-learning platform
and e-learning
materials.
2022-2025 GNC Strategy 15s01 — people
Key planned outputs:
Right people… …with the right skills… …at the right time.
• Key bottlenecks are • Capacity strengthening • Barriers are
documented and pathways for documented and
opportunities and NiE functions are opportunities to
initiatives to address developed taking into strengthen HR in
them are available and account local needs. key NiE positions
prioritised. are available and
• Key NiE capacity
prioritised.
• 90% of the strengthening materials
country offices are available in at least • At least 50% of
with Humanitarian four languages. recruitments for
Coordinators in place national coordination
• Capacity assessment
(including 100% of and IM roles are
tools for NiE are utilized
offices in the countries facilitated through the
in at least 70% of GNC
with system-wide global-level pool.
priority countries.
emergencies) comply
• At least 20 times per
with the UNICEF as a • 50 NiE practitioners,
year consultants details
CLA decision tree. Information Managers
from NiE rosters were
and Coordinators are
• Generic job provided in response to
mentored per year
descriptions for key an enquiry.
IM and coordination • At least 95% of relevant
functions at the national requests for operational
and subnational and technical support
levels are developed, are fulfilled
approved by the
• GNC e-learning
Cluster Lead Agency
platform is functional
and are available in at
and 50% of users
least four languages.
are from local NGOs/
CBOs, government,
frontline workers.
• Basic online training
modules are available
for all key Coordination,
and IM competencies;
and are used by all
GNC priority countries.
16 2022-2025 GNC Strategy © UNICEF/UN0402442/BrownGIC OB
JE
STR TE
strategic Objective 2
CTIVE
A
2
Operational and technical support
ob jec tiv e in dic ator
To ensure that
nutrition-related 70%
decisions and
operational support at
of coordination teams and
all levels are guided nutrition partners
by timely and sound in the GNC priority countries
technical advice, while utilize direct GNC operational
the documentation or technical support every year,
of experiences is including engaging with the GNC
undertaken and new in the generation of learning,
evidence is generated. documentation, and dissemination of
knowledge management products.
© UNICEF/UN0389122/Panjwani 2022-2025 GNC Strategy 17s02— Operational and technical support
Key changes to how we
worked in the past:
From direct operational support for to expanding support beyond coordination and IM
coordination and IM through deployments to technical areas through the Technical Support
and help desks Team. This includes deployable HR and help
desks pooled across GNC partners, and GTWGs
filling technical gaps by providing consensus-
driven guidance where required, as well as
providing indirect support through resources,
guidance, and toolkits available to all countries,
beyond GNC priority countries.
From a limited number of ad hoc tools with a to a focus on generating evidence, producing
focus on coordination and IM guidance and tools, documenting lessons
learned, and driving innovation in NiE
programming, IM, and coordination.
From an ad hoc and reactive process of tools to the development and implementation of
and guidance development the Knowledge Management, Learning, and
Research Strategy to ensure bottom-up
development and wide dissemination of GNC KM
products and learning (see SO3 for more).
18 2022-2025 GNC Strategy © UNICEF/UN0401745/Fazels02— Operational and technical support
Key challenges:
…essential and
contextualized …enabled by timely
…with cross-cutting
Data-informed… nutrition-specific and preparedness and
issues mainstreamed….
nutrition-sensitive transition.
interventions…
Inadequate Limited emergency
Inadequate NiE
Limited availability mainstreaming of response
programme
of data for decision- cross-cutting issues in preparedness and
implementation due
making due to… NiE programmes due transition to sectoral
to…
to… coordination due to…
• A lack of clear • Low coverage of • Limited knowledge • Local authorities
processes and essential nutrition management and partners
structures to interventions. for cross-cutting should be the main
facilitate and issues. NiE players but
• Contextualization
support information often have limited
challenges. • Limited
needs. Few capacity in NiE to
accountability
countries in • Challenges in unpack the issues
for cross-cutting
fragile contexts mainstreaming and seek solutions.
issues.
have established nutrition
• Weak and
nutrition programmes • Differences in
fragmented
information within all systems standards and
nutrition
monitoring associated with implementation for
preparedness
and evaluation malnutrition. different cross-
processes are not
frameworks and cutting issues due
integrated across
NIS systems. to a lack of relevant
sectors and key
capacity and skills.
• Increasing access actors, including
constraints to government,
conduct nutrition NGOs, UN
assessments. agencies, donors,
and communities.
• Lack of timely
access to data at • Most UNICEF-led
different levels for nutrition cluster
decision-making. coordination
mechanisms have
• Difficulty in defining
not transitioned to
the nutritional
government-led
situation in
nutrition sector
contexts lacking
coordination
recent and
mechanisms.
representative
survey data.
2022-2025 GNC Strategy 19s02— Operational and technical support
the plan
GNC technical and operational support can take different short timeframe and primarily, where relevant normative
forms, depending on the need. guidance exists and is available. This is done through
a GNC help desk, with expertise in different areas such
• Facilitate consensus-driven guidance: Identify urgent
as coordination, IM, intersectoral collaboration, nutrition
needs for interim operational guidance and facilitate the
information systems, NiE, and others. When needed, the
process of developing such guidance, based on consensus
GNC partners collective is approached to provide expert
among experts and enabling a timely response to nutrition-
opinion through WGs and GTWGs.
related emergencies. The GNC aims to implement a
structured process for developing guidance and tools • Provide in-depth support for NiE programmes,
and supporting countries in their adaptation. This is done coordination, and IM expertise: Support the provision of
through consultancies, task forces, WGs, and GTWGs specific expertise required by a country to deliver results
recruited or established based on demand. for nutrition. Technical expertise support may include
deployment of human resources, remote support, or
• Provide NiE programme, coordination, and IM advice:
capacity strengthening.
Provide feedback on questions from individuals/agencies
working in countries experiencing emergencies within a
Figure 2. The GNC process of providing operational and technical support in practice.
?
(NiE, coordination, IM)
Does it require in-depth support?
no yes
yes Urgent technical need/ priority? Do we (NiE sector) (In-country
no
know the answer? or remote)
technical
support via
no yes
the Technical
Support
Liaison with normative guideline Quick remote technical support via Team or/and
agencies (e.g., WHO) to ensure helpdesks: humanitarian
continuity with broader guideline • Based on review of evidence, nutrition
and guidance processes. knowledge and experience consultancy
rosters.
• Consulting TST for additional
inputs
Interim consensus driven • Sense-check with the chairs of
guidance/operational guidance the GTWG
developed based on review • Consultation with subject
of evidence, knowledge, matter experts
experiences and expert opinion
via Global Thematic Working • Experience sharing via broader
Groups/GNC CT and WGs). GNC partners (EN-net).
20 2022-2025 GNC Strategys02— Operational and technical support
Figure 3. The GNC global learning and knowledge management process in practice.
Mapping of current
How do we do X? approaches to ‘do X’ in the In-depth case studies coverin
g
GNC priority countries
aw
ide range of
co
nt ex
Operational ts
r , social media, webinars guidance and tools
e
b s ite, newslett
Remote and knowledge
e
w
E-learning in-country support management and
(Technical Support Team) information sharing
© UNICEF/UN0376829/Esiebo 2022-2025 GNC Strategy 21s02— Operational and technical support
Core initiatives:
…essential and
contextualized …enabled by timely
…with cross-cutting
Data-informed… nutrition-specific and preparedness and
issues mainstreamed….
nutrition-sensitive transition.
interventions…
• Develop a series • Develop a toolkit • Develop a common • Revise the GNC
of case studies for measuring approach to Emergency
examining barriers the coverage of mainstreaming Response
and enablers in essential NiE cross-cutting Preparedness
the establishment interventions. issues in regard to Guidance and
of monitoring NiE coordination roll out the GNC
• Develop
and evaluation and programming. Emergency
principles for the
frameworks and Response
contextualization of • Designate focal
nutrition information Preparedness
NiE programmes, persons for priority
systems. Platform.
based on countries’ cross-cutting
Based on these
experiences. issues, including • Develop a series
findings, develop
for in-country of case studies
guidance for the • Develop a
support. on why some
establishment of methodology for
countries are
national monitoring conducting cost- • Map and collate
unable to make
and evaluation effectiveness the most up-to-
the transition to
frameworks and analysis of NiE date and accurate
sector coordination,
nutrition information programmes to guidance for
while others are
systems. enable country mainstreaming
successfully
comparisons. priority cross-
• Conduct mapping operating
• Develop programme cutting issues
of the existing national nutrition
guidance for people in nutrition.
data collection coordination
beyond children Develop simple
methodologies used mechanisms.
aged 6–59 months practical tools for
in situations where Based on this,
of age. mainstreaming
there is no physical develop guidance
these in NiE
access, and • Develop an to enable nutrition
programmes
develop guidance analysis framework cluster transition
and coordination
and tools for such examining the to sectorial
mechanisms.
cases. barriers faced coordination.
• Create open-source by other sectors
nutrition and related and systems in
data platform, integrating nutrition.
available at all
levels.
• Develop a predictive
analytics system
to ‘nowcast’ and
forecast nutrition
situations in priority
countries.
22 2022-2025 GNC Strategys02— Operational and technical support
Key planned outputs:
…essential and
contextualized …enabled by timely
…with cross-cutting
Data-informed… nutrition-specific and preparedness and
issues mainstreamed….
nutrition-sensitive transition.
interventions…
• At least 70% • Tools to measure • Focal persons • At least 70%
of GNC priority coverage of all within the GNC and of GNC priority
countries essential NiE national clusters countries use the
will have a interventions are for priority cross- GNC Emergency
functioning developed and used cutting issues are Response
nutrition by at least 10 GNC determined and Preparedness
information priority countries. their contact details platform.
system. are available on the
• Principles to • Guidance to
GNC website
• Guidance for contextualize enable nutrition
data collection all essential NiE • A toolkit for cluster transition
in situations of interventions are mainstreaming to sectoral
limited physical developed and used key cross-cutting coordination is
access is by at least 10 GNC issues in NiE developed and
developed and priority countries. programmes used by at least
being used by and coordination 10 GNC priority
• Guidance to conduct
at least 10 GNC mechanisms is countries.
cost-effectiveness
priority countries. developed and
analysis for NiE
used by at least
• At least 70% programmes is
10 GNC priority
of GNC priority developed and used
countries.
countries will use by at least 10 GNC
the open-source priority countries. • Online learning
data platform. • Programme modules are
guidance for people available for GNC
• At least 10
beyond children priority cross-
countries will
aged 6–59 months cutting issues.
use predictive
modeling to of age is developed
forecast nutrition and used by at least
situations. 10 GNC priority
countries.
• An analysis
framework on the
barriers faced
by other sectors
and systems in
integrating nutrition is
developed and used
by at least 10 GNC
priority countries.
© UNICEF/UNI212829/Zhanibekov 2022-2025 GNC Strategy 23s02— Operational and technical support
GNC priority Cross-cutting issues affect all aspects of a programme and therefore
need special attention. They should be integrated into all stages of the
cross-cutting issues Humanitarian Project Cycle and into programmes and projects, from
planning through to impact assessment – although this has not always
for 2022–2025 been the case.
Many cross-cutting issues are relevant to the NiE sector. Key issues that
are especially relevant and are prioritized by the GNC for the 2022–2025
are: accountability to affected populations; disability; gender
mainstreaming; humanitarian-development nexus; and localization.
1
Cross-cutting 5
issues
2 4
3
1. 2. 3. 4. 5.
accountability
gender humanitarian-
to affected disability localization
mainstreaming development nexus
populations
24 2022-2025 GNC StrategyGIC OB
JE
STR TE
strategic Objective 3
CTIVE
A
3
Building an enabling environment
ob jec tiv e i n d i cat o r
To be a driver of change for:
1. Improved collaboration, partnerships,
At least 20
and innovation on nutrition to prepare for, examples per year,
respond to, and recover from, situations of where GNC collective
fragility at the global, regional, national, and advocacy and resources
subnational level; and, have been used to
influence decision-making
2. Creating a supportive financial and policy
in NiE and humanitarian
environment, both internally and externally,
coordination at all levels.
to strengthen technical and coordination
capacity for nutrition in situations of fragility.
© UNICEF/UN0384835/Paul
2022-2025 GNC Strategy 25s03— Building an enabling environment
Key changes to how we
worked in the past:
From focus on advocacy in a few key issues to building an enabling environment, and
ensuring the NiE coordination and response is
appropriate, timely, and at scale.
From advocacy focus on cluster activation to a holistic approach of bringing partners
and multi-sectoral collaboration together to identify and address key advocacy
and communication challenges at global and
national levels.
From coordination of standard programmes to accepting a lead role in driving innovation in
the NiE Sector through research and scaling-up
of initiatives piloted or initiated at the national
level or by individual partners.
From a focus on intersectoral coordination to a focus on an inclusive (including governments
and local NGOs/CBOs, private sector, academia,
etc.) multi-sectoral NiE response, linking
humanitarian and development actors.
26 2022-2025 GNC Strategy © UNICEF/UNI346418/Panjwanis03— Building an enabling environment
Key challenges:
Influencing global …through inclusive
and country NiE …financing,… …and research… multi-sectoral
narratives,… nutrition collaboration
Limited collaboration
Limited advocacy for Limited availability
Limited programme with key internal and
nutrition at all levels of financial
innovation due to… external stakeholders
due to… resources due to…
due to…
• Limited in-country • The quantity • A lack of sector- • The limited voice of
capacity to of financial wide identification the affected population
transform data, resources for of the gaps and in the NiE Sector.
information, NiE, which is not priorities for NiE
• Unrealized
and lessons adequate to meet research.
opportunities for
learned into needs due to the
• The limited engagement of
clear advocacy de-prioritizing of
priority given to communities, local
messages tailored nutrition against
NiE research by NGOs/CBOs, private
to different other areas,
countries. organizations,
non-technical and a lack of
academic institutions,
advocacy diversity among • The lack of
and local authorities
audiences. NiE resource a structured
in the NiE Sector at
partners, with a approach to
• Limited advocacy subnational, national,
heavy reliance knowledge
information flow regional, and global
by the sector management and
from local to levels.
on ‘traditional’ research in the
global levels.
donors. NiE Sector. • Limited intersectoral
• Limited NiE collaboration to
• The quality of
Sector internal support a nationally-
resources for NiE
agreement on key driven nutrition agenda
is not adequate
advocacy issues. to prevent and treat
to meet needs;
malnutrition in all its
financing needs
forms, in development
to be faster, more
and humanitarian
flexible, and cover
contexts.
longer periods
than it currently • Limited linkages and
does. alignment with external
stakeholders to
ensure convergence
of support for nutrition
from the global to
national level.
2022-2025 GNC Strategy 27s03— Building an enabling environment
the plan
Over the next four years, the GNC will strengthen its work The GNC will lobby and advocate for an increase in the
building an enabling environment to address key challenges quantity and quality of NiE financing by identifying and
related to advocacy, financing, programme research and leveraging opportunities for engagement with current and
innovation, internal and external collaboration, as well as prospective resource partners. A financing working group will
knowledge management. It will also focus on strengthening be formed to ensure the implementation of core initiatives
the dissemination and uptake of the GNC’s knowledge related to increasing the quality and quantity of financial
management products and learning. resources in the NiE sector.
In 2016, the GNC developed the Nutrition Cluster Advocacy To strengthen knowledge management, encourage research
Strategic Framework and the Advocacy Toolkit for country and innovation, the GNC and its partners will develop and
clusters, both rarely used. The GNC will revise and implement implement GNC Strategy on Knowledge Management,
that advocacy framework and the work plan to align them with Learning, and Research, and strengthen access to available
the current strategy. It will enable country-level NiE advocacy research and ensure a mechanism for identifying research
through the rollout of the advocacy toolkit to priority countries gaps within NiE programming.
and the capacity of national actors to advocate for nutrition,
The GNC will strive to ensure an inclusive multi-sectoral
and will strengthen the advocacy flow between different levels.
response, linking development and humanitarian actors and
To guide this work, the GNC will maintain the Advocacy and
increasing the role of communities, local NGOs/CBOs, private
Communication Working Group at the global level. Established
organizations, academic institutions, local authorities, and
in 2021, it will support the group in maximizing opportunities
other sectors for NiE response, and building on the ongoing
for more effective and efficient advocacy and communication
engagement with the SUN Secretariat and intersectoral
and lead the advocacy and communications work of the GNC.
platforms of the Global Food Security, Health, Nutrition and
The group will ensure that GNC advocacy is coordinated
WASH Clusters.
with other sectors and relevant advocacy initiatives to jointly
influence the global narrative on NiE.
Figure 4. Key components of the NiE Sector enabling environment.
Advocacy
Research &
Financing
innovation NiE sector
Collaboration &
partnerships
28 2022-2025 GNC Strategys03— Building an enabling environment
Core initiatives:
Influencing global
…through inclusive multi-sectoral
and country NiE …financing,… …and research…
nutrition collaboration
narratives,…
• Enable country- • Develop mapping Develop and • Map current methodologies
driven NiE of the current implement and practices by the
advocacy through and prospective GNC Strategy NiE and other sectors
the rollout of the NiE resource on Knowledge for the engagement and
GNC Advocacy partners, funding Management, accountability of affected
Toolkit and opportunities, Learning, and populations and, based on
one-on-one and entry points Research (both this, develop guidance and
country support, for increased operational and tools for a standardized
deployment advocacy for NiE academic). engagement system to
of advocacy funding. capture beneficiary feedback;
Strengthen
specialists, use this feedback to inform
• Jointly, with access to
and capacity programming.
traditional available research
strengthening.
NiE resource and ensure a • Review current engagement
• Review existing partners, develop mechanism for of communities, local NGOs/
practices in a more robust identifying research CBOs, private organizations,
the GNC and understanding of gaps within NiE academic institutions, and
beyond, and the administrative programming by: local authorities in the
develop a system and legislative NiE Sector and develop
1. Conducting
of advocacy challenges that recommendations for better
a ‘light- touch’
information prevent current engagement at subnational,
mapping of
exchange at funding from national, regional, and global
research gaps
subnational, being more rapid, levels.
across the thematic
national, regional, more flexible, and
areas, drawing on • Finalize and roll out the
and global levels. covering longer
available mapping newly established inter-
periods than it
• Update the exercises and sectoral platform at the
currently does.
Nutrition Cluster discussing research global level.
Advocacy Strategic • Based on the gaps with in-country
above, develop a • Support national NiE
Framework 2016– TWGs and across
communications coordination mechanisms
2019 in line with the GNC more
strategy to strengthen multi-sectoral
the 2022–2025 broadly.
(lobbying) and coordination addressing all
GNC Strategy,
narrative around 2. Refining and forms of malnutrition.
and develop
NiE for global strengthening the
and implement • Identify and implement
and country- process for GTWGs
the annual solutions to promote
level financing, to identify and
Advocacy and equitable sectoral funding
including how to respond to research
Communications in support of multi-sectoral
demonstrate the gaps.
Working Group programming.
work plan. impact of NiE 3. Enhancing
programmes, • Map all humanitarian and
communication
coordination, and development networks, and
mechanisms to
IM. other groups with an interest
share relevant
in nutrition, and identify GNC
research findings.
value-added elements and
their mode of engagement
with each in support of the
current Strategy.
2022-2025 GNC Strategy 29s03— Building an enabling environment
Key planned outputs:
Influencing global …through inclusive
and country NiE …financing,… …and research… multi-sectoral
narratives,… nutrition collaboration
• The 2022–2025 • A report is • Mapping of • Guidance and a
GNC Advocacy available, mapping research gaps toolkit ensuring
Strategy is potential NiE completed and accountability of
developed and resource partners available at affected populations
agreed upon by all and the individual global, regional in NiE programmes
partners (to be done recommendations and country and coordination
in 2021). to engage them in levels. mechanisms is
initiating or scaling developed and used
• At least 70% • Dissemination of
up NiE financing. by at least 10 GNC
of priority GNC priority research
priority countries.
countries have • At least 50% findings are
developed and of identified optimized through • At least 50% of key
are implementing opportunities the Alliance recommendations
national NiE to engage with channels. for the involvement
advocacy strategies donors have been of NGOs/CBOs and
• At least 50% of
and work plans, followed up. local authorities
the knowledge
including during at subnational,
• A donor management,
emergency national, and
engagement plan learning, and
preparedness global levels are
is developed and research
and through the implemented
at least 50% of priorities as per
establishment of
its activities are the strategy are • At least 70% of GNC
NiE Advocacy and
implemented. implemented. priority countries
Communications
implement multi-
WGs.
sectoral plans that
• Global-level address all forms of
advocacy support is malnutrition.
provided to at least
• There is at least a
20 subnational,
25% increase in
national, and
funding to support
regional advocacy
multi-sectoral
requests for help
responses.
per year.
• A clear road map
• 90% of global-level
for engagement
advocacy initiatives
with external
and messages
stakeholders is
in the GNC
developed and
annual advocacy
implemented.
work plans are
implemented,
including through
engagement with
other sectors and
global networks.
30 2022-2025 GNC Strategy © UNICEF/UN0401745/FazelGNC structure Following the development of the new GNC Strategy, the GNC-CT led a review of its structure to enable the Strategy implementation. The key changes to the GNC’s structure, approved by the SAG, GNC-CT and the Alliance in September 2021, are outlined below. © UNICEF/UNI375433/Canaj/Magnum Photos 2022-2025 GNC Strategy 31
Key changes to how we
worked in the past:
SAG provides strategic advice to GNC-CT SAG provides strategic advice to both GNC-CT and
the Alliance, allowing the holistic implementation of
the GNC Strategy.
No collective responsibility for NiE sector financing Financing WG to be formed in 2022 to enable
implementation of the core initiatives related to
financing.
Ad hoc advocacy Advocacy and Communications WG formed in 2021
to enable implementation of the core initiatives
related to advocacy.
CD WG focusing on the Coordination and IM CD WG holistically covers all global-level capacity
capacity development, and a time bound TF to strengthening work in the NiE sector, with two
develop NiE Competency Framework permanent sub-WGs: (1) Coordination and IM,
and (2) NiE
Ad hoc support to countries, with recruitment of Guidance on the minimal structure of coordination
cluster coordinators and information managers teams is developed and a generic job description
for coordinators and information managers is
updated in 2021, in line with the competency
frameworks. A talent pool of coordinators and IMs
will be established to facilitate recruitment.
Ad hoc tools and guidance development and Focal points for priority cross-cutting issues will
support on priority cross-cutting issues be established, namely, accountability to affected
populations, disability, gender mainstreaming,
humanitarian-development nexus, and localization.
32 2022-2025 GNC Strategy © UNICEF/UNI369930/SengFigure 5. GNC structure
new
Talent pool of Coordination and Information
Coordinators and Management sub-WG
Information Managers
SO1: people
new
new Nutrition in Emergencies sub-WG
Capacity
GNC Technical
Strengthening WG
Alliance
Leadership Team
(UNICEF +
Helpdesks:
NGO co-lead)
• Intersectoral collaboration
• Nutrition information systems
• Sectoral/cluster coordination
• Information management
• NiE
Wasting GTWG
new • Partner technical staff (ad hoc)
SO2: operational and technical support
IFE Core Group
new
Focal points
Nutrition and Cash and
• Gender and GBV
Voucher Assistance
(CVA) GTWG • Disability
Strategic
Advisory Group • Humanitarian Development Nexus
Nutrition Information • Accountability to Affected Populations
Systems GTWG • Localization
Technical Support Team Deployable:
• Nutrition technical advisers
• Rapid-response team
(coordination & IM)
• Partner technical staff (ad hoc)
NiE Sector roster of consultants
new
Inter-sectoral
SO3: Enabling environment
GNC collaboration WG
Coordination
Team new
(UNICEF-hosted) Advocacy and
Communications WG
new
Funding WG
GNC structure element under accountability of the Alliance Structure element managed by the GNC-CT, whose members
(i.e., coordinators and information managers) are not part of
GNC structure element under accountability of the GNC-CT
the GNC partnership
GNC structure element under the accountability of both the
Non-WG element of the GNC structure
GNC-CT and the Alliance
Direct management
Structure element managed by the Alliance, whose members
(i.e., consultants) are not part of the GNC partnership Accountabilityannex
Implementing the GNC Strategy: Funding status and leadership responsibilities
The funding is available for this initiative for 2022 The initiative is led by the GNC-CT
The funding is partially available for this initiative for 2022 The initiative is jointly led by the GNC-CT and the Alliance
The funding is not available for this initiative for 2022 The initiative is led by the Alliance
Strategic objective Core initiatives Indicators Funding Lead
status as of
October 2021
People Define the key bottlenecks Key bottlenecks are documented The Alliance
of why NiE partner capacity and opportunities and initiatives (Capacity
is not meeting minimum to address them are available Building WG)
quality NiE programming and prioritised.
standards and determine
opportunities to address
these.
People Develop guidance for the 90% of the country offices with GNC-CT with
Cluster Lead Agency on the Humanitarian Coordinators in other UNICEF-
minimum structure needed place (including 100% of offices led Clusters
for the coordination teams in the countries with system-wide
emergencies) comply with the
UNICEF as a CLA decision tree.
People Develop and implement Generic job descriptions for key GNC-CT with
generic Job Descriptions IM and coordination functions other UNICEF-
for NiE Coordinators and at the national and subnational led Clusters
Information Managers at levels are developed, approved
national and subnational by the Cluster Lead Agency
levels. and are available in at least four
languages.
People Develop a capacity Capacity strengthening pathways The Alliance
strengthening pathway for for NiE functions are developed, (Capacity
NiE functions, focusing on taking into account local needs. Building WG)
availability to and access by
local partners.
People Ensure that capacity Key NiE capacity strengthening The Alliance
assessment tools for NiE materials are available in at least (Capacity
are available in priority four languages Building WG)
languages and utilized
annually at country, regional
and district levels.
People _’’_ Capacity assessment tools for The Alliance
NiE are utilized in at least 70% of (Capacity
GNC priority countries. Building WG)
34 2022-2025 GNC StrategyStrategic objective Core initiatives Indicators Funding Lead
status as of
October 2021
People Continue operational and At least 95% of relevant requests TST (the
technical support to GNC for operational and technical Alliance &
priority countries on a need support are fulfilled GNC-CT)
basis
People Expand the GNC mentoring 50 NiE practitioners,Information TST (the
programme for Coordinators Managers and Coordinators are Alliance &
and Information Managers mentored per year GNC-CT)
to NiE practitioners.
People Implement the GNC GNC e-learning platform is GNC-CT &
Capacity Strengthening functional and 50% of users Capacity
Framework for Coordination are from local NGOs/CBOs, Building WG
and Information government, frontline workers
Management.
People Develop, translate into key Basic online training modules are GNC-CT &
priority languages, and roll available for all key Coordination, Capacity
out the GNC e-learning and IM competencies; and Building WG
platform and e-learning are used by all GNC priority
materials countries.
People Explore the barriers to Barriers are documented and The Alliance
maintaining appropriate opportunities to strengthen HR in (Capacity
human resources in key NiE positions are available Building WG)
key positions for NiE and prioritised.
programming and determine
ways to address them.
People Establish and annually At least 50% of recruitments for GNC-CT
update a global-level pool national coordination and IM
of NiE coordinators and IM roles are facilitated through the
specialists global-level pool.
People Maintain and advertise a At least 20 times per year The Alliance
roster of internationally consultants details from NiE (TST)
available consultants and rosters were provided in
deployees for key NiE roles. response to an enquiry.
Operational and Develop a series of case At least 70% of GNC priority The Alliance
technical support studies examining barriers countries will have a functioning (NIS WG)
and enablers in the nutrition information system.
establishment of monitoring
and evaluation frameworks
and nutrition information
systems. Based on these
findings, develop guidance
for the establishment of
national monitoring and
evaluation frameworks
and nutrition information
systems.
2022-2025 GNC Strategy 35You can also read
