GCCG report-action points

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2	Focalpoint		Issue	Activity	Responsible	How	What we want to achieve	By when	What is already in place?	Status	Comments
3	1. Coordinator and Co-coordinator	RESOURCES/LOCAL CAPACITY	Double-hatting and triple-hatting coordinators are seen as the only solution in a resource tight environment, which creates conflicts of interest. Local and national actor (L/NA) participation in clusters is generally high across clusters (above 55%) but L/NA leadership needs to be increased and promoted.	1. Building on the coordination mapping from 2021, provide an updated mapping of unfilled and not dedicated coordinator positions, indicate priorities and submit to the HCT.	ICCG (to HCT)		Find out gaps	22/07			OCHA is compiling information on this.
4				44. Map L/NA cluster leadership potential and who can be targeted for coaching, etc.	Coordinators/Co-coordinators	Organogram of cluster coordination Expression of interest Capacity development and induction Resources tailored capacity building plan	Identify capacity building needs
5				3. Invite local partners to take up co-coordinator or subnational focal point roles and advocate with the SSHF to fund coordination support, including coaching, mentoring and/or capacity-building of local partners.	Coordinators/ co-coordinators
6				43. Identify which clusters will contribute to collective commitment of having at least half of clusters co-coordinated by L/NAs by end 2023	HCT, ICCG, Coordinators/ Co-coordinators	Nationalizing the FPs at subnational level
7		CO-COORDINATION ARRANGEMENTS	Coordinators and co-coordinators may be unfamiliar with CLA responsibilities/accountabilities and the co-coordinator role. Co-coordinators are asked to report to the CLA	5. Ensure equity in coordinator and co-coordinator roles and clarity on arrangements when the coordinator is away.	Coordinators/ co-coordinators, CLAs, Co-Chair Organizations
8					Coordinators/ co-coordinators, CLAs, Co-Chair Organizations			Immediate
9				6. Ensure clear ToRs for coordinator and co-coordinator positions – adapt Global Cluster standard templates and develop a unified understanding for South Sudan. ToR to be signed between co-lead agencies.	Coordinators/ co-coordinators, CLAs, Co-Chair Organizations			At ICCG retreat
10		SUBNATIONAL CLUSTER SUPPORT AND ENGAGEMENT	Subnational clusters need more support and better linkages with national counterparts	7. Establish regular calls between national clusters and subnational clusters (biweekly, before national cluster meetings) to allow for subnational inputs on priorities and challenges into national level meetings.	Coordinators/Co-coordinators			Ongoing/ASAP
11				8. Undertake at least two visits each year per subnational cluster location (both scheduled and ad hoc). Briefings and debriefings of cluster coordinators going on support missions.	Coordinators/Co-coordinators
12				9. Invite one subnational cluster to present challenges and progress at national cluster meetings	Coordinators/Co-coordinators
13				10. Undertake proactive preparedness planning and support to subnational cluster for planning, stock-taking, capacity mapping.	Coordinators/Co-coordinators
14				Ensure national and subnational cluster meetings include an ICCG meeting updates as a standing agenda item.	Coordinators/ co-coordinators			Every meeting
15	2. Cluster Members	Universal understanding of responsibilities among cluster members	Cluster members have varying levels of understanding of their responsibilities, including reporting responsibilities on their activities even if their projects are not part of the HRP. Cluster members are not invested in assessing collective performance by using existing tools – HRP monitoring framework, CCPM and ICCG PR.	12. Engage regularly with cluster members to clarify obligations and promote the Principles of Partnership. Ensure inductions for new members and refreshers for existing ones. Keep partners (funded and not funded) engaged by producing useful resources/infographics.	Coordinators/ co-coordinators		Beyond induction with the members existing of induction packages/training manuals, one-to-one meetings	Every quarter
16				13. Build awareness of existing tools (HRP monitoring framework, CCPM and ICCG PR) and advocate for stronger cluster member participation	ICCG		Part of the induction, knoweldge sharing sessions (Health), ICCG platform, production of videos	3 months
17				14. Coordinate cluster member participation and timelines for CCPM and ICCG PR ensuring they feed into each other	ICCG / clusters			Annual
18	3. Cluster Lead Agencies	RESOURCES/CAPACITY GAPS	Significant cluster coordinator staff deployment gaps exist	15. Regularly monitor cluster capacity and resourcing at HCT meetings and advocate with donors to fill gaps	HCT						replicate them in the HCT plan
19		CLA SECTOR-WIDE REPRESENTATION	Limited to no CLAs representation of sector-wide concerns at the HCT Few direct reporting lines between the CLA Country Director and cluster coordinators	16. Change the modality of HCT meetings to allow CLAs to present separately on behalf of clusters to distinguish from their agency role.	HC/OCHA						replicate them in the HCT plan
20				17. Replicate a good practice of having the HC meet with the CLA, cluster coordinator and cluster membership periodically (e.g. 1-2 times a year).	HC with CLA, cluster coordinator/co-coordinator and cluster membership						replicate them in the HCT plan
21				19. Review reporting lines and/or increase direct contact between Country Representative (who sits on the HCT) and cluster coordinator (if there is no direct reporting lines).	CLAs
22				20. Replicate good practice by sharing UNICEF and WHO guidance on the responsibilities of Country Representatives as CLAs.	OCHA (from UNICEF and WHO)						AP: Ruth to share asap
23		CLA FUNDING REQUIREMENTS AND RESOURCE PRIORITIZATION	CLA funding requirements often prioritized over that of the cluster, despite the accountabilities of CLAs.	18. CLAs to brief cluster members on how cluster funding requirements are prioritized / allocated, especially when the cluster allocates funding to the CLA.	CLAs / cluster coordinators and co-coordinators
24	4. ICCG (national and subnational)	ICCG WORKPLAN	The ICCG developed a draft workplan, which was never finalized; it is very high-level and requires more tangible outputs, timeframes and assigning responsibilities to cluster coordinators/co-coordinators.	21. Develop a workplan which provides a timeframe and assigns responsibilities to cluster coordinators/co-coordinators.	ICCG		Include results	ASAP			AP: reirculation asap, meet in 2 weeks time Speak to Ruth and Richard
25		ICCG WORKPLAN		22. Monitor progress against the workplan as a standing agenda item of each ICCG meeting.	ICCG Chair (OCHA)			Monthly
26		SUBNATIONAL SUPPORT AND ENGAGEMENT	Greater focus on problem-solving Subnational ICCGs are in reactive mode The role of the ICCG in prioritization of SSHF allocations at national level needs to be clarified. Two-way communication between the national and sub-national ICCG needs to improve (e.g. how certain partners are chosen). Subnational ICCG ToRs, where they exist, are too generic and broad Repetitive meetings with same membership/agenda, with little value added Disconnect from ICCG/little direct support from national clusters	23.Share discussions and decisions from HCT and ICCG at national level with ICCGs at subnational level.	OCHA/ICCG			Ongoing
27				25. Establish regular calls between national ICCGS and subnational ICCGs.	ICCG Chair (OCHA)			Ongoing
28				26. Ensure the agenda of ICCG meetings allows for problem-solving and inter-sectoral and multi-sectoral engagement (e.g. concrete inter-cluster actions in different contingency scenarios).	ICCG Chair (OCHA)
29				27. Regular calls between national clusters and subnational clusters (biweekly, before national cluster meetings) providing inputs on priorities and challenges from subnational are properly reflected in national level meetings	All cluster coordination teams			Ongoing/ASAP
30				28. Undertake 6-8 joint ICCG missions to subnational locations a year.	ICCG				take it as indicative. The focus should be on how we will support partners.More clarity on ToRs and why is needed. Clusters share information when they go on field visits
31				29. Ensure subnational ICCGs understand the roles and responsibilities of the national ICCG, including its role in SSHF prioritization and other allocations.	ICCG Chair (OCHA)
32				30. Establish a clear and transparent procedure (flowchart) for prioritization and decision-making.	ICCG
33				31. Together with the HCT, ensure clarity / transparency of resources and pipelines and ensure seasonal pre-positioning/allocation.	ICCG
34		MONITORING	ICCG needs to improve monitoring of delivery by partners at subnational levels	34. Increase number and frequency of visits to the field by both national and subnational ICCGs. (see # 28 above)	ICCG (national and subnational)
35				35. Explore possibility of third-party monitoring.	ICCG/HCT				Explore different ways of doing it; i.e. joining SSHF missions, partners meetings and verifying with SFPs, multi-sector third party monitoring
36				36. Build awareness and use of existing monitoring tools (HRP monitoring framework, CCPM and ICCG PR)	CCG and Cluster Coordinators with their membership				Series of webinars with partners on reporting		AP: Nutrition to share their recording
37				37. Update the HRP monitoring framework quarterly.	ICCG			Quarterly
38	5. Localization	LOCALIZATION STRATEGY/VISION	The HCT/ICCG has not established a vision on localization. Different localization pilots are emerging	38. Establish a common/coherent localization strategy (3 things the HCT want to see on localization). Ensure ICCG and clusters’ roles and responsibilities within the strategy are clear as well as relationship to NGO Forum’s localization strategy.	ICCG/ HCT				Mapping of initiatives already in place. Local perspective on the localization process.		AP: Ben (Education Cluster) to produce a mapping based on inputs received by the clusters
39		UNIFIED APPROACH TO CAPACITY STRENGTHENING OF LOCAL PARTNERS	Responsibilities for institutional capacity strengthening (financial, HR, monitoring, reporting, etc.) is unclear. There is no unified approach to capacity assessments	39. Dedicate sessions to identify and lay out roles and responsibilities for forward action on localization.	ICCG
40				40. Identify different existing capacity assessment frameworks for the ICCG to consider as a standardized capacity assessment methodology (with cluster variations/adaptations on technical capacity.	GCCG (for further ICCG action)			Q3
41				41. Coordinate institutional capacity building initiatives for cluster members.	ICCG						HACT
42				42. Support development of capacity building and mentoring manual for local NGO on programmatic / technical areas	NGO forum?						AP: to speak to NGO Forum Encouraging partnerships through incentives AP: CCCM Cluster to share the Somalia model Meeting with local partners to identify the areas they require more support
43		INCREASE LNA LEADERSHIP IN CLUSTERS		45. Work with national authorities on accountability issues, and with subnational authorities in reemphasizing roles and responsibilities. Clarify opportunities for empowering state level counterparts.
44		LNAs and ICCG SUB-GROUPS	L/NAs are not part of the Information Management Work Group (IMWG) or Needs Analysis Working Group – or only involved in data collection, and not in analysis	46. Review membership of IMWG and the Needs Analysis Working and create conducive environment for participation, including coaching.	IMWG, Needs Analysis Working Groups			Completed
45	6. AAP	Lack of awareness of HCT AAP Strategy		47. Distribute HCT AAP strategy and associated documents to the ICCG and hold a meeting to update members on the objectives, deliverables, roles and responsibilities as tasked in the strategy.	OCHA			Completed
46		Collective action and monitoring progress on AAP	ICCG does not provide platform for discussion on collective feedback from affected communities. AAP feedback loops are primarily seen by cluster members as reporting requirements to their respective organization or the donor funding a project.	48. Identify actions needed by clusters/ ICCG to support HCT AAP strategy; designate AAP focal point within the ICCG to monitor progress against key deliverables.	ICCG			Q3			AP: Dedicated ICCG session on AAP to identify actions Agenda topic
47		Collective action and monitoring progress on AAP		49. Regularly discuss feedback received from affected populations first within each cluster and then in the ICCG as a whole to encourage collective discussion and trend analysis to inform and identify gaps, related course correction and support requirements and updates, including on collective trends on successes, challenges, solutions.	ICCG+ AAP Focal points			Quarterly
48		Lessons learned on AAP		50. Share lessons learned across clusters by hosting joint ICCG webinars and face to face meetings.	ICCG AAP focal point and members			Quarterly			Add good practices on the learning platform
49	7. Cash	Cash updates and trends		51. Schedule monthly or quarterly updates by CWG as part of ICCG meetings. Address issues including market functionality, sharing of good practice and operational challenges (engagement in feasibility assessments, programming risks, mitigation approaches, guidance on systems, SOPs for difficult issues).	ICCG / CWG			ASAP
50		Better mapping of cash use in country		52. CWG to present current information and agree with ICCG what additional information is needed (including methodology).	ICCG / CWG – national level to lead			Q3
51		Improve knowledge on cash across clusters/ICCGs		53. Schedule specific ICCG /CWG discussion to refresh knowledge of cash modalities and identify capacity gaps and support needed within and across clusters.	ICG/CWG at both levels; national to lead			ASAP
52				54. ICCG members to actively participate in CWG meetings and CWG Chair to attend ICCG meetings; clusters to invite CWG to brief them.	ICCG members + CWG Chair			completed
53				55. Establish / improve sharing of lessons learned with and across clusters.	ICCG/CWG at both levels; national to lead			Q3
54		Greater stability in CWG advisor role for coherent support and institutional memory		56. OCHA /Cash Cap to discuss how to best support/enable newly arrived cash adviser to avoid recent high staff turnover	ICCG to CWG, OCHA to Cash Cap			Completed
55	8. Gender	Increase gender disaggregation of data	Greater use of sex and age disaggregated data (SADD) is needed by clusters.	57. All clusters to increase the use of SADD	All Clusters
56	8. Gender	Increase gender disaggregation of data		58. Endorse Gender and Inclusion Focal Persons TORs, circulated in February & May this year.	Cluster coordinators and co-coordinators			Completed
57	9. People with specific needs	Increase extent to which response is disability inclusive	More intentionality around the inclusion of disability issues is needed.	59. Facilitate linkages with other clusters to ensure response are disability inclusive; identify main barriers	Clusters/ ICCG
58		Increase engagement of DPOs	Disabled Persons Organizations (DPOs) should be made part of clusters.	60. Increase engagement of representatives from Disabled Persons Organizations across all clusters to inform and support programming by disseminating links/information on DPO network, inviting disability and inclusion focal points and partners to brief ICCG at both levels on current practice and engagement.	All clusters						AP: Propose to HCT the need of baseline on identification of people with specific needs HI guidance and involvement Annette to link interested clusters with Dr. Steven from the government
59		Increase engagement of DPOs		61. Agree on M& E process / use of Washington indicators	Disability and inclusion focal points / partners
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