PowerPoint-presentatie

Logro de la coordinacin

Slide 1:

Play Cement Truck Clip

Ask the audience if that relationship was a very trusting one? The role of misconceptions/imperfect information and trust?1

Slide 1:

Play Cement Truck Clip

Ask the audience if that relationship was a very trusting one? The role of misconceptions/imperfect information and trust?2Objetivos Diferencias y complementariedadesConfianzaAsociacin y dificultadesCaptacin de asociados3Logro de la coordinacin Introduccin

Logro de la coordinacin Slide 2:

Objectives Differences and ComplementarityTrustPartnershipPartners and Methods

3Conocer las ventajas y las complementariedades de diferentes enfoques organizativos de la seguridad alimentaria Conocer mtodos para crear confianza entre los miembros del mdulo de accin agrupadaComprender los Principios de asociacinConocer mtodos para la cooperacin y la coordinacin del mdulo de accin agrupada con diversos asociados

4Mdulo de accin agrupada de seguridad alimentaria ObjetivosLogro de la coordinacin SLIDE 3:

Identify the advantages and complementarity of different organizational approaches to food security Identify methods to build trust amongst cluster membersUnderstand the Principles of PartnershipIdentify methods for cluster cooperation and coordination with various partners

45Logro de la coordinacinPertinenciaLogro de la coordinacinPor qu se trata este tema? La necesidad de cooperacin entre las organizaciones y la sincronizacin de actividades es un aspecto fundamental del mdulo de accin agrupada de seguridad alimentaria. La coordinacin reduce las carencias y las redundancias, saca partido de la complementariedad y mejora la eficiencia y la eficacia de la intervencin. Cul es su relacin con mis tareas cotidianas?El personal del mdulo de accin agrupada de seguridad alimentaria tiene que cumplir la tarea general de coordinar las actividades de mltiples organizaciones, reduciendo las carencias y las redundancias.5El propsito de XXX es fomentar la seguridad alimentaria de los pases en desarrollo. Esto se logra mediante el suministro de ayuda alimentaria destinada a salvar vidas, a ayudar a las personas a recuperarse de la crisis y a apoyar la nutricin y el desarrollo en los pases pobres.

6Logro de la coordinacin Diferencias y complementariedadesLogro de la coordinacin EjercicioLas polticas y estrategias esenciales que rigen las actividades de XXX consisten en proporcionar ayuda alimentaria para:salvar vidas humanas durante situaciones de urgencia as como las de los refugiados; mejorar la nutricin y las condiciones de vida de las personas ms vulnerables en los momentos crticos de su vida, y contribuir a la creacin de bienes y a promover la autosuficiencia de las personas y comunidades pobres, en particular mediante programas de obras de elevado coeficiente de mano de obra.XXX proporciona ayuda bien sea durante una crisis mediante intervenciones de emergencia, o despus con los programas de rehabilitacin y desarrollo sostenible. El objetivo de todos los programas de XXX es permitir que los beneficiarios recuperen su autonoma y la autosuficiencia tan pronto como sea posible.XXX acta en funcin de sus propios principios con el fin de preservar su sentido tico y su independencia financiera.Exercise:

Trainees are given a list of excerpts from the mission statements of various food security organizations but the statements have the name of the organizations removed.

Trainees are also given a list of food security organizations and are asked to match (in groups) each organization with the appropriate mission statement (without the use of the internet!)

WFPThe core policies and strategies that govern WFP activities are to provide food aid:to save lives in refugee and other emergency situations;to improve the nutrition and quality of life of the most vulnerable people at critical times in their lives; andto help build assets and promote the self-reliance of poor people and communities, particularly through labour-intensive works programmes.

FAOAchieving food security for all is at the heart of FAO's efforts - to make sure people have regular access to enough high-quality food to lead active, healthy lives.FAO's mandate is to raise levels of nutrition, improve agricultural productivity, better the lives of rural populations and contribute to the growth of the world economy.

IFRCTogether, we act before, during and after disasters and health emergencies to meet the needs and improve the lives of vulnerable peoplewe are committed, in this fast-changing world, to saving lives and changing minds.

ACFbrings assistance either during the crisis itself through emergency interventions, or afterwards through rehabilitation and sustainable development programmes. The goal of all Action contre la Faim programmes is to enable beneficiaries to regain their autonomy and self-sufficiency as quickly as possible. Action contre la Faim acts according to its own principles so as to maintain its moral and financial independence.

UNICEFUNICEF is committed to scaling up and sustaining coverage of its current high-impact nutrition interventions in the programme areas of: (1)Infant and Young Child Feeding;(2)Micronutrients; (3)Nutrition Security in Emergencies; and (4)Nutrition and HIV/AIDS. UNICEF is committed to a life-cycle approach, to using partnerships and to creating and enhancing integrated interventions to maximize effectiveness, such as combining vitamin A supplementation with other accelerated child survival interventions through Child Health Events.

USAID Food for PeaceThe purpose of the Food for Peace Program is to promote the food security of developing countries. This is accomplished by the provision of food aid to save lives, to help people recover from crises and to support nutrition and development in impoverished countries.

Nutrition Cluster?Protection?

67Logro de la coordinacin Diferencias y complementariedadesEjercicioLogro de la coordinacin XXX est comprometido a incrementar y mantener el nivel de cobertura de las actuales intervenciones de nutricin de gran efecto en las esferas programticas correspondientes a: 1) la alimentacin de los lactantes y los nios y nias de corta edad; 2) los micronutrientes; 3) la seguridad alimentaria en las situaciones de emergencia, y 4) la nutricin y el VIH y el sida. XXX tambin est comprometido con los enfoques que abarcan el ciclo vital, el establecimiento de asociaciones y la creacin y el mejoramiento de intervenciones integradas a fin de incrementar su eficacia, como la combinacin de suministro de vitamina A con otras intervenciones aceleradas en pro de la supervivencia de los nios y nias por medio de actividades de fomento de la salud infantil.Unidos, actuamos antes, durante y despus de catstrofes o de emergencias en salud para responder a las necesidades y mejorar las vidas de las personas vulnerables.Estamos comprometidos, en este mundo cambiante, a salvar vidas y cambiar mentalidades.Alcanzar la seguridad alimentaria para todos, y asegurar que las personas tengan acceso regular a alimentos de buena calidad que les permitan llevar una vida activa y saludable, es la esencia de las actividades de XXX.El mandato de XXX consiste en mejorar la nutricin, aumentar la productividad agrcola, elevar el nivel de vida de la poblacin rural y contribuir al crecimiento de la economa mundial.Exercise:

Trainees are given a list of excerpts from the mission statements of various food security organizations but the statements have the name of the organizations removed.

Trainees are then given a list of food security organizations and are asked to match each organization with the appropriate mission statement (without the use of the internet!)

WFPThe core policies and strategies that govern WFP activities are to provide food aid:to save lives in refugee and other emergency situations;to improve the nutrition and quality of life of the most vulnerable people at critical times in their lives; andto help build assets and promote the self-reliance of poor people and communities, particularly through labour-intensive works programmes.

FAOAchieving food security for all is at the heart of FAO's efforts - to make sure people have regular access to enough high-quality food to lead active, healthy lives.FAO's mandate is to raise levels of nutrition, improve agricultural productivity, better the lives of rural populations and contribute to the growth of the world economy.

IFRCTogether, we act before, during and after disasters and health emergencies to meet the needs and improve the lives of vulnerable peoplewe are committed, in this fast-changing world, to saving lives and changing minds.

ACFbrings assistance either during the crisis itself through emergency interventions, or afterwards through rehabilitation and sustainable development programmes. The goal of all Action contre la Faim programmes is to enable beneficiaries to regain their autonomy and self-sufficiency as quickly as possible. Action contre la Faim acts according to its own principles so as to maintain its moral and financial independence.

UNICEFUNICEF is committed to scaling up and sustaining coverage of its current high-impact nutrition interventions in the programme areas of: (1)Infant and Young Child Feeding;(2)Micronutrients; (3)Nutrition Security in Emergencies; and (4)Nutrition and HIV/AIDS. UNICEF is committed to a life-cycle approach, to using partnerships and to creating and enhancing integrated interventions to maximize effectiveness, such as combining vitamin A supplementation with other accelerated child survival interventions through Child Health Events.

USAID Food for PeaceThe purpose of the Food for Peace Program is to promote the food security of developing countries. This is accomplished by the provision of food aid to save lives, to help people recover from crises and to support nutrition and development in impoverished countries.

Nutrition Cluster?Protection?78Logro de la coordinacin Diferencias y complementariedadesDebate en torno al ejercicioLogro de la coordinacin Ideas preconcebidasOrientacin organizativaEspacio para la complementariedad

Exercise Discussion

Trainees are asked to explain the reasoning behind their matches. What preconceptions do they have about certain organizations. What do organizations mission statements say about their focus? Is there room for complementarity?

89Achieving Coordination Why Is Trust Important?

Logro de la coordinacin ConfianzaShow Covey video: http://www.youtube.com/watch?v=HjMNWr_qqfM&feature=related (0:00-2:04 min)Discuss the Trust Tax in More Detail

Application to Food Security Sector

How might the absence of trust amongst cluster partners specifically slow down operations?9Logro de la coordinacin 10Logro de la coordinacin ConfianzaCmo se genera confianza?Hablar claramenteMostrar respetoFomentar la transparenciaCorregir los erroresMostrar lealtadProducir resultadosMejorar

Enfrentarse a la realidadAclarar las expectativasPracticar la rendicin de cuentasEscuchar primeroRespetar los compromisosExtender la confianza

http://www.youtube.com/watch?v=CciecbzzH-g&playnext=1&list=PL83C52B424C508B30 (3:55)

Facilitator should mention clich trust-building activities as not a real substitute before going into actual day-to-day behavior1011Logro de la coordinacin ConfianzaCmo se genera confianza?Logro de la coordinacin Trust Building Actions:

Juego de cartas Dilema del prisioneroEjemplo de marcador del juego

CooperarDesertarCooperar3, 30, 5Desertar5, 01, 1CooperarDesertarCooperargana-ganapierde ms-gana msDesertargana ms-pierde mspierde-pierdeEjemplo de marcador del juego En trminos de ganar o perder, el cuadro queda as:http://www.virginia.edu/economics/RePEc/vir/virpap/papers/virpap330.pdf

Need set of playing cards or cards that say Cooperate or Dont Cooperate

Run game once and see results.Then run game was a seemingly undefined series of rounds

There are two players and a banker. Each player holds a set of two cards, one printed with the word "Cooperate" (as in, with each other), the other printed with "Defect" (the standard terminology for the game). Each player puts one card face-down in front of the banker. By laying them face down, the possibility of a player knowing the other player's selection in advance is eliminated (although revealing one's move does not affect the dominance analysis[1]). At the end of the turn, the banker turns over both cards and gives out the payments accordingly.

Given two players, "red" and "blue": if the red player defects and the blue player cooperates, the red player gets the Temptation to Defect payoff of 5 points while the blue player receives the Sucker's payoff of 0 points. If both cooperate they get the Reward for Mutual Cooperation payoff of 3 points each, while if they both defect they get the Punishment for Mutual Defection payoff of 1 point. The checker board payoff matrix showing the payoffs is given below.

Discussion:The game is clear enough for someone to realize the conflict between the gains fromcooperation (choose the black card) and the private incentive to defect (choose the red card). Nevertheless, it is important to let students articulate this problem. One way to proceed is to let students in one of the rows of desks engage in a brief discussion between periods two and three, before the final three repeated matchings. At least some students will agree on choosing the black card, or will try to encourage others to cooperate. Discussion is likely to reduce defection, but some defection usually persists, especially if you do not permit students to renew the discussion after period 4.

Finite PeriodsIn a game-theory class, point out that the Nash equilibrium is to defect in the final period, and by the usual backward-induction arguments, in all periods.

Once you finish with the discussion of the results of your classroom experiment, you should talk about applications so that students realize the practical relevance of this exercise.

For instance, some economic interactions have a natural final period, as is the case when a tourist is not likely to make a repeat purchase, and a seller may have an incentive to offer a low-quality product.

Different institutions and practices have developed to help sellers get out of a prisoners dilemma where sellers have a private incentive to offer low quality, even though all sellers would earn more money if they could enforce high quality standards that will increase consumer demand. Some of these quality-assurance institutions include chain stores, franchise industries, industry quality standards, warranties and guarantees, and better business bureaus.

1112Asociacin y dificultadesLogro de la coordinacin Principios de asociacinIgualdad

Respeto,tamao, poder

Transparencia

Dilogo, intercambio, confianza

Enfoque orientado hacia los resultadosBase en la realidad, orientacin hacia la accinResponsabilidad

Integridad, manera pertinente y apropiadaComplementariedad

Diversidad, ventajas, capacidad localDiscussion: Course facilitator should have trainees elaborate on what these principles mean and how they apply to an FSC environment

The July 2007 meeting of the Global Humanitarian Platform adopted principles of partnership which are to serve as a basis for relationships within and between the three families of actors: non-governmental organizations, the Red Cross/Red Crescent movement, and UN and other intergovernmental agencies

In September 2007, UNHCR held a roundtable discussion with NGOs on challenges to the principles of partnership

5 Principles of Partnership

Equality Equality requires mutual respect between members of the partnership irrespective of size and power. The participants must respect each other's mandates, obligations and independence and recognize each other's constraints and commitments. Mutual respect must not preclude organizations from engaging in constructive dissent.

Do you feel that you relate to each other on the basis of equality? Or are the big international NGOs or the Geneva insiders or the native English-speakers -- somehow more equal than others? Transparency Transparency is achieved through dialogue (on equal footing), with an emphasis on early consultations and early sharing of information. Communications and transparency, including financial transparency, increase the level of trust among organizations.

How transparent are you with the other NGOs that you do know? The NGOs, for example, working on the same issues in your country? Do you feel comfortable sharing your strategies and your financial reports with them?

Result-oriented approach Effective humanitarian action must be reality-based and action-oriented. This requires result-oriented coordination based on effective capabilities and concrete operational capacities.

And how much do you really work together with other NGOs in your country to ensure that your work is more effective? Do you strategize together and agree on a coordinated approach? Or do you just tell each other what youre planning to do? Or what youve done?

Responsibility Humanitarian organizations have an ethical obligation to each other to accomplish their tasks responsibly, with integrity and in a relevant and appropriate way. They must make sure they commit to activities only when they have the means, competencies, skills, and capacity to deliver on their commitments. Decisive and robust prevention of abuses committed by humanitarians must also be a constant effort.

Do you feel responsible to other NGOs or just to your boards and your donors?

Complementarity The diversity of the humanitarian community is an asset if we build on our comparative advantages and complement each others contributions. Local capacity is one of the main assets to enhance and on which to build. Whenever possible, humanitarian organizations should strive to make it an integral part in emergency response. Language and cultural barriers must be overcome.

When youre undertaking a project, do you consider how your efforts would complement those of other NGOs? Would you close down a particular program if there were another NGO in the country doing a better job?

Challenges to Partnership:

The July 2007 meeting of the Global Humanitarian Platform adopted principles of partnership which are to serve as a basis for relationships within and between the three families of actors. Let me review these principles: Equality Transparency Result-oriented approach Responsibility Complementarity

I think we can all agree that these are also nice words. I want to talk about these principles in the context of partnerships within the NGO community. Look around the room again. Do you feel that you are or could be -- partners with the other NGOs in this room? Do you feel that you relate to each other on the basis of equality? Or are the big international NGOs or the Geneva insiders or the native English-speakers -- somehow more equal than others? How transparent are you with the other NGOs that you do know? The NGOs, for example, working on the same issues in your country? Do you feel comfortable sharing your strategies and your financial reports with them? And how much do you really work together with other NGOs in your country to ensure that your work is more effective? Do you strategize together and agree on a coordinated approach? Or do you just tell each other what youre planning to do? Or what youve done? Do you feel responsible to other NGOs or just to your boards and your donors? When youre undertaking a project, do you consider how your efforts would complement those of other NGOs? Would you close down a particular program if there were another NGO in the country doing a better job?1213Asociacin y dificultadesLogro de la coordinacin Trabajo adicional, que lleva mucho tiempo.La demanda de informacin pueden ser difcil de atender.

No se observan beneficios tangibles.

Se duplican los mecanismos de coordinacin existentes.

Se socava la autoridad del Gobierno para coordinar la intervencin.

La atencin se centrar en el organismo principal del mdulo de accin agrupada y los organismos de las Naciones Unidas, favoreciendo sus intereses.

Imposibilidad de asociarse, el mandato exige independencia.

Discussion: Course facilitator should have trainees elaborate on what these principles mean and how they apply to an FSC environment

The July 2007 meeting of the Global Humanitarian Platform adopted principles of partnership which are to serve as a basis for relationships within and between the three families of actors: non-governmental organizations, the Red Cross/Red Crescent movement, and UN and other intergovernmental agencies

In September 2007, UNHCR held a roundtable discussion with NGOs on challenges to the principles of partnership

5 Principles of Partnership

Equality Equality requires mutual respect between members of the partnership irrespective of size and power. The participants must respect each other's mandates, obligations and independence and recognize each other's constraints and commitments. Mutual respect must not preclude organizations from engaging in constructive dissent.

Do you feel that you relate to each other on the basis of equality? Or are the big international NGOs or the Geneva insiders or the native English-speakers -- somehow more equal than others? Transparency Transparency is achieved through dialogue (on equal footing), with an emphasis on early consultations and early sharing of information. Communications and transparency, including financial transparency, increase the level of trust among organizations.

How transparent are you with the other NGOs that you do know? The NGOs, for example, working on the same issues in your country? Do you feel comfortable sharing your strategies and your financial reports with them?

Result-oriented approach Effective humanitarian action must be reality-based and action-oriented. This requires result-oriented coordination based on effective capabilities and concrete operational capacities.

And how much do you really work together with other NGOs in your country to ensure that your work is more effective? Do you strategize together and agree on a coordinated approach? Or do you just tell each other what youre planning to do? Or what youve done?

Responsibility Humanitarian organizations have an ethical obligation to each other to accomplish their tasks responsibly, with integrity and in a relevant and appropriate way. They must make sure they commit to activities only when they have the means, competencies, skills, and capacity to deliver on their commitments. Decisive and robust prevention of abuses committed by humanitarians must also be a constant effort.

Do you feel responsible to other NGOs or just to your boards and your donors?

Complementarity The diversity of the humanitarian community is an asset if we build on our comparative advantages and complement each others contributions. Local capacity is one of the main assets to enhance and on which to build. Whenever possible, humanitarian organizations should strive to make it an integral part in emergency response. Language and cultural barriers must be overcome.

Challenges to Partnership:

The July 2007 meeting of the Global Humanitarian Platform adopted principles of partnership which are to serve as a basis for relationships within and between the three families of actors. Let me review these principles: Equality Transparency Result-oriented approach Responsibility Complementarity

I think we can all agree that these are also nice words. I want to talk about these principles in the context of partnerships within the NGO community. Look around the room again. Do you feel that you are or could be -- partners with the other NGOs in this room? Do you feel that you relate to each other on the basis of equality? Or are the big international NGOs or the Geneva insiders or the native English-speakers -- somehow more equal than others? How transparent are you with the other NGOs that you do know? The NGOs, for example, working on the same issues in your country? Do you feel comfortable sharing your strategies and your financial reports with them? And how much do you really work together with other NGOs in your country to ensure that your work is more effective? Do you strategize together and agree on a coordinated approach? Or do you just tell each other what youre planning to do? Or what youve done? Do you feel responsible to other NGOs or just to your boards and your donors? When youre undertaking a project, do you consider how your efforts would complement those of other NGOs? Would you close down a particular program if there were another NGO in the country doing a better job?1314Captacin de asociados GeneralLogro de la coordinacin Estructura adaptable de cara a una organizacin rpida y la rendicin de cuentas.El fin es optimizar la intervencin en materia de seguridad alimentaria por medio de la colaboracin y subsanando las carencias.Se debe reforzar, y no socavar la labor del Gobierno.Representacin de las distintas familias del IASC (ONG, Naciones Unidas, Movimiento de la Cruza Roja), sin centrarse en el sistema de las Naciones Unidas.Subsanacin de las carencias

Reduccin de las redundancias

Ampliacin de las complementariedadesValor aadidoIdentificacin y contacto individual con los agentes del sector, explicacin de los fines del mdulo de accin agrupada, invitacin.Contacto peridico, peticin de comentarios constructivos.Respeto de los mandatos, los enfoques y las limitaciones.Necesidades de informacin.FacilitacinSee Chapter 3.2 FAO Guide

1415Valor aadido y asociacinLogro de la coordinacin Establecer: a) un valor aadido y b) unos mtodos para facilitar la participacin, la colaboracin, la coordinacin y la asociacin.

ONG locales e internacionales

Movimiento de la Cruz Roja

Organismos de las Naciones Unidas

Donantes

Gobierno y poblacin afectada

Otros mdulos de accin agrupada de nivel nacional

Discussion: Course facilitator should have trainees elaborate on what these principles mean and how they apply to an FSC environment

The July 2007 meeting of the Global Humanitarian Platform adopted principles of partnership which are to serve as a basis for relationships within and between the three families of actors: non-governmental organizations, the Red Cross/Red Crescent movement, and UN and other intergovernmental agencies

In September 2007, UNHCR held a roundtable discussion with NGOs on challenges to the principles of partnership

5 Principles of Partnership

Equality Equality requires mutual respect between members of the partnership irrespective of size and power. The participants must respect each other's mandates, obligations and independence and recognize each other's constraints and commitments. Mutual respect must not preclude organizations from engaging in constructive dissent.

Do you feel that you relate to each other on the basis of equality? Or are the big international NGOs or the Geneva insiders or the native English-speakers -- somehow more equal than others? Transparency Transparency is achieved through dialogue (on equal footing), with an emphasis on early consultations and early sharing of information. Communications and transparency, including financial transparency, increase the level of trust among organizations.

How transparent are you with the other NGOs that you do know? The NGOs, for example, working on the same issues in your country? Do you feel comfortable sharing your strategies and your financial reports with them?

Result-oriented approach Effective humanitarian action must be reality-based and action-oriented. This requires result-oriented coordination based on effective capabilities and concrete operational capacities.

And how much do you really work together with other NGOs in your country to ensure that your work is more effective? Do you strategize together and agree on a coordinated approach? Or do you just tell each other what youre planning to do? Or what youve done?

Responsibility Humanitarian organizations have an ethical obligation to each other to accomplish their tasks responsibly, with integrity and in a relevant and appropriate way. They must make sure they commit to activities only when they have the means, competencies, skills, and capacity to deliver on their commitments. Decisive and robust prevention of abuses committed by humanitarians must also be a constant effort.

Do you feel responsible to other NGOs or just to your boards and your donors?

Complementarity The diversity of the humanitarian community is an asset if we build on our comparative advantages and complement each others contributions. Local capacity is one of the main assets to enhance and on which to build. Whenever possible, humanitarian organizations should strive to make it an integral part in emergency response. Language and cultural barriers must be overcome.

Challenges to Partnership:

The July 2007 meeting of the Global Humanitarian Platform adopted principles of partnership which are to serve as a basis for relationships within and between the three families of actors. Let me review these principles: Equality Transparency Result-oriented approach Responsibility Complementarity

I think we can all agree that these are also nice words. I want to talk about these principles in the context of partnerships within the NGO community. Look around the room again. Do you feel that you are or could be -- partners with the other NGOs in this room? Do you feel that you relate to each other on the basis of equality? Or are the big international NGOs or the Geneva insiders or the native English-speakers -- somehow more equal than others? How transparent are you with the other NGOs that you do know? The NGOs, for example, working on the same issues in your country? Do you feel comfortable sharing your strategies and your financial reports with them? And how much do you really work together with other NGOs in your country to ensure that your work is more effective? Do you strategize together and agree on a coordinated approach? Or do you just tell each other what youre planning to do? Or what youve done? Do you feel responsible to other NGOs or just to your boards and your donors? When youre undertaking a project, do you consider how your efforts would complement those of other NGOs? Would you close down a particular program if there were another NGO in the country doing a better job?1516Captacin de asociados Entre los mdulos de accin agrupadaLogro de la coordinacin Dilogo continuo e incorporacin de comentarios constructivos.Participacin en el proceso: evaluaciones conjuntas, anlisis, elaboracin de estrategias (por ejemplo, Plan comn de accin humanitaria).Aclaracin de funciones del Coordinador de Asuntos Humanitarios .

FacilitacinMayor coherencia, menos duplicaciones en las propuestas.Atencin a mltiples causas y facetas de la seguridad alimentaria (nutricin, agua, saneamiento e higiene, salud, recuperacin temprana).Valor aadidoEJEMPLOS DEL MBITO DE LA NUTRICIN?Coordinating with other Clusters The lack of coordination with other Clusters is a recurrent issueThere is a risk of overlap between a Food Security Cluster and other Clusters such as the WASH, Health, Early Recovery and Protection Clusters, but most predominantly the Nutrition Cluster. In fact, in several countries different geographic targeting between the Food Security and Nutrition Clusters as well as the absence of synergies between their activities (e.g. in terms of supplementary feeding) have been pointed out.

This overlap is due to the multi-causal dimension of food security. Food insecurity can be a product of many issues such as a lack of food intake, poor food utilisation because of inadequate feeding practices or cooking practices (i.e. a problem under the Nutrition Clusters jurisdiction), or access to only poor quality drinking water (i.e. this would be a problem for the WASH Cluster to attend to) meaning that solving food insecurity falls into the jurisdiction of many Clusters other than the food security Clusters. Down the line, overlaps and tensions may potentially arise regarding the way in which the interventions are conducted, in fact a number of Food Security Clusters have already highlighted a lack of linkage with related Clusters as an issue.

The in-country Humanitarian Coordinator is responsible for the inter-Cluster coordination with the support of OCHA to correlate the strength and quality of OCHA offices and to observe the functioning of the Cluster System. Good practices of inter-Cluster coordination include:- Clarifying the roles, mandates and responsibilities of the Inter-Cluster meetings- Creating output-oriented tools whereby each Cluster develops recommendations that inter-Cluster meetings are able to follow up with.

Multi-Cluster needs analysis brings successful upstream coordinationIn a number of countries, multi-Cluster coordination is facilitated by joint/coordinated assessments (e.g. coordinated nutrition and food security surveys or joint analysis (e.g. the FNSAU in Somalia based on the IPC approach - Refer to section on Food Aid, Agriculture or Food Security Cluster?) underpinned by a common conceptual framework (e.g. the UNICEF framework). Innovative approach: the development of a Multi-Cluster survival strategy in the most acute emergency context, Pakistan, 2010The Survival Strategy is a pragmatic approach conceived in a situation of extreme emergency and was first initiated in Pakistan September 2010 when not only the impact of the flood was at a dramatic scale, but there was also a risk of a second wave of disaster involving an outbreak of disease. In this context, the humanitarian actors realized that they would not be able to deliver to all affected populations and concluded that they should focus their efforts on the most vulnerable areas hoping to have the biggest life-saving impact by reducing morbidity and mortality to the maximum extent possible.The integrated approach has to be driven to first, identify and target hot spots in each affected district, i.e. those with unserved populations and/or facing urgent emerging threats, and second, rapidly scale up coverage of selected lifesaving interventions using any available service delivery mechanism established by the relevant Cluster/sector.The strategy was greatly supported by OCHA, in fact OCHA set up at the provincial/hub level mechanism through a Survival Strategy Steering Group (SSSG) in addition to regular inter-Cluster mechanisms and assigned one staff member to each hub to facilitate and provide support to this process. Assigned staff members are to cochair this group with a representative of the Provincial/Local Disaster Management Authorities.The survival Strategy was implemented in several Provinces including Sindh, Punjab and Peshawar, and, although it is not possible to quantify how many lives it has saved, the strategy is viewed as a successful effort at having several Clusters working together with common objectives with little competition. Whether and how to replicate this experience is currently being considered at global level.For more information on coordination between agriculture and food aid Clusters, see section on Food aid, Agriculture or Food Security Cluster?For information on early recovery, refer to section on Mainstreaming Cross-cutting issues. Main guidance documents To follow Hyperlinks, hold down the Ctrl button and right clickFAO. "3.8: Contributing to Inter-Cluster Coordination. Cluster Coordination Guidance. Rome, 2010. 54-55.IASC Guidelines for inter-Cluster coordination. under development.Examples of tools and referencesPakistan Floods 2010, integrated survival Strategy, Health, WASH, Nutrition and Food Clusters Whats next?Finalize and disseminate:Working Principles for Food Security and Nutrition Clusters (FSC and Global Nutrition Cluster)Paper on the Survival Strategy (IASC)

1617Captacin de asociados ONG locales e internacionalesLogro de la coordinacin Menor riesgo de duplicaciones o de conflictos entre organismos y beneficiarios.Mayor acceso y ms medios para trabajar con los donantes y el Gobierno.Poder colectivo de promocin y movilizacin de recursos.Menor riesgo de toma de decisiones en solitario.Mayores posibilidades de comprender la ayuda y las normas internacionales y de participar en las mismas.Valor aadidoSeparar la transmisin de informacin y la elaboracin de estrategias.Servicios de asistencia, puntos o personas de contacto.Proceso de registro.Expectativas.Lenguas locales.Codireccin/copresidencia.Descentralizacin.Reuniones ms inteligentes.FacilitacinSee Chapter 3.2 FAO Guide pg. 35-36

National Authorities: Covered in Module 7.0

Engaging NGOsMany innovative approaches have been developed to ensure inclusiveness without slowing down response Per mandate, Clusters should not exclude any participant however, in major crises the presence of local actors can be overwhelming and slow down the meeting process and there is a risk that inclusive coordination or inclusive meetings could slow down the coordination process. Thus it is important to identify ways to deal with many partners pragmatically.

Good practices (possibly complementary) include:

- Establish a restricted strategic working group from the first phase of a crisis, thus splitting the two key functions of the Clustersinformation sharing and strategy developmentinto separate meetings. Although exclusive, this process can be conducted in a transparent manner (ex. Haiti).

Setting up a system to keep non-Cluster participants in the loop of information sharing particularly in the first phase of an emergency via systems such as a help desk. (ex. Haiti)

Facilitating participation of small NGOs via NGO liaison officers; unless an established system for NGO cooperation already exists (ex. DRC and Myanmar), this would require NGOs to organise themselves and may take a few weeks.

- Clarifying Cluster participants registration process, preferably as part of preparedness measures. This procedure could clarify mutual expectations between the Cluster and its participants.Good practices in Haiti in 2010: strategic advisory group and help desk Inter-agency real-time evaluation in Haiti: 3 months after the earthquake, Groupe U.R.D., GPPI, 2010: A major challenge for Cluster coordination was the massive influx of international NGOs with varying capacity, levels of professionalism and resources. (...) Cluster coordinators were bombarded with several hundred emails a day, including requests for logistical support. One interviewee estimated that 20 percent of the NGOs do 80 percent of the work and many actors complained that the remaining 80 percent of NGOs clogged the system. (...) some Cluster lead agencies (first WHO and IFRC, later FAO) reacted creatively to this situation and adapted Cluster coordination accordingly. They split the two key functions of the Clusters, information sharing and strategy development, into separate meetings. () The lead agency, key Cluster members and (in some cases) the government met as a baby Cluster or strategic advisory group to decide on strategy. Cluster meetings, open to all actors, were held to share information to understand who does what where, communicate the strategy and allow for damage control and to a certain degree capacity building of weaker Cluster members.The Food Security Cluster adopted another creative approach by establishing a reception center or Help Desk. The Help Desk was simply a shaded kiosk in the central humanitarian designated area of the log base, as WFP did not have permanent office space at the log base. It was staffed by WFP staff in temporary deployment and equipped with a laptop. It provided a central physical location for information distribution and access to face-to-face liaison, allowed for a quick registration process and entry into the Food Cluster data base, as well as for categorization and onward review by the WFP distribution partners. A very large number of organisations utilized the benefits of the new Help Desk by requesting information in the early stages of the response. On a less positive note, the lack of standardized procedures or criteria for Cluster participants registration was problematic and it was recommended that these issues be addressed in future emergencies in order to clarify mutual expectations. A number of small NGOs were participating in Food Cluster meetings wrongly seen by them as an opportunity to partner with WFP. The role of NGO liaison officers in Sudan Health ClusterIn South Sudan, the Health Cluster includes some 130 NGOs. An NGO Health Forum chaired by two NGOs was put in place to act as an NGO representative and facilitate NGO participation in Health Cluster meetings and decisions. WHO covered the cost of one Forum full time Chair. The Health Cluster was then co-chaired by WHO, the Ministry of Health and the NGO representatives. The process is well documented in guidanceA Cluster is not a gathering of the CLAs implementing partners Some Clusters are mainly composed of CLA implementing partners. This is particularly the case for WFP-led Food Aid Clusters that are mainly composed of WFP implementing partners, and even more so at the onset of an emergency. Such situation leaves the Cluster at risk of being perceived as solely a WFP-implementing partner forum. Some good practices to avoid this misperception include: Clarifying mutual expectations within the Cluster including expectations of CLA Cluster coordination team and Cluster participants, and building the ownership and accountability of all parties by mapping their respective roles in a work plan (see Health Cluster Guide, Figure 1c). Providing clear benefits to Cluster NGO members including useful information and services, a clear strategy, a clear action plan, standard procedures, learning opportunities on technical issues. It is important to keep in mind the Cluster cannot force NGOs to participate.Ensuring appropriate Cluster leadership, facilitation and participatory approach. For more on participatory approach, see section on Holding successful meetings and on Ensuring participation of affected populations. Food Security Clusters are more likely to have a balanced participation. For more, refer to section on Food Aid, Agriculture or Food Security Cluster? On NGO participation in a pooled fund. See section on Advocacy and resource mobilisation.On how to map actors and their interventions, see section on Information management and communication.

CLAs should be aware of the Principles of Partnership Clusters leads should ensure that participants are clear on all aims, objectives and scope on the Cluster approach from the emergencys onset; this is of particular importance to NGOs that have not previously participated in Clusters. Cluster Leads and Cluster Coordinators should themselves be familiar with the Principles of Partnership endorsed by the Global Humanitarian Platform in July 2007, including: Equality, Transparency, Result-Oriented Approach, Responsibility and Complementarity.The experience of Mozambique in 2007The International Council of Voluntary Agencies (ICVA) and Action Aid learned lessons from the Cluster roll out during the Mozambique floods in 2007. According to their findings, the fact that the Cluster approach was being adopted without prior in-country training meant that some of the basic concepts that distinguish the Cluster Approach from a sector approach were not clear to the participants in the Clusters, or even to the Cluster leads. This lack of knowledge of the Clusters also applied to the government. Action Aid further pointed out the lack of awareness of the Principles of Partnership among the Cluster Lead Agencies and Coordinators.The use of a local language allows participation of local NGOsCluster meetings should be conducted as much as possible in the official language of the affected country, or there should be good interpretation facilities so that local NGOs do not feel excluded. Meeting minutes and other key documents should be made available in the official national language. Many workers in the field feel strongly that reliable translation or use of the official language is a prerequisite to an effective participation of local NGOs. At the onset of large scale emergencies when many international workers are temporarily deployed, the systematic use of English has been often pointed out as an obstacle to local NGO involvement for example Pakistan in 2005, Mozambique in 2007 and Haiti in 2010, are among many examples. Resolving the language impediment in MozambiqueThe Cluster Approach in Mozambique 2007: Is It Improving Emergency Response? An NGO Perspective:Holding Cluster meetings and circulating minutes in a foreign language presents a potential impediment to the implementation of the Principles of Partnership, which note, under the principle of complementarity, that language and cultural barriers must be overcome. The food security Cluster lead acknowledged that language had been a challenge in the Cluster. At the request of some participants who did not speak adequate Portuguese, the Cluster was conducted in English and this had a negative effect on the ability of local partners to participate. In the regional coordination centre in Caia and also in local centre of Mutarara, meetings were held in Portuguese and any UN officials who did not speak the language found translators. The combined benefits of the use of local language and NGO liaison officers in MyanmarThe IASC Cluster Approach Evaluation, 2nd Phase, Myanmar highlights that at the early stages of the response, local NGO and local staff were poorly involved in Cluster meetings. Cluster meetings were perceived as an unfriendly and isolationist system designed for English speakers and expatriate staff. National NGOs gradually became better involved in Clusters, because: The existence of NGO liaison officer position for ICVA in Yangon combined with the Local Resource Center (established to link local organisation to donor funds) helped local NGOs to access information and to build capacity. At township level, Cluster meetings were increasingly conducted in Burmese.The NGO liaison officer also helped with translating key Cluster documents in Burmese, facilitating access to local NGOs.Having an NGO as a Cluster co-lead or co-Chair enhances ownership of the NGO communityHaving an NGO as a Cluster co-lead has positive effects for enhancing Cluster credibility among NGOs and improving Cluster operations. Based on the experiences in DRC, Afghanistan, and Zimbabwe, ICVA has highlighted benefits such as, greater confidence from NGOs, improved Cluster procedures and increased availability of human resources. Some enabling factors for NGO coordination include:The role is prioritised by the HC, OCHA or the Cluster lead agency (ex. Afghanistan and DRC)Funding is allocated for NGO coordinatorsAn NGO is able to designate a staff member to the role of co-Chair (ex. DRC and Zimbabwe).NGO co-Chair should have Terms of Reference as the lack of one was a course of confusion. IASC work is currently underway to provide good practice on NGOs in Cluster leadership role.

Coordinating at national, sub-national and regional levels Early decentralization of decision-making is a factor of success for a Food Security ClusterSub-national Clusters have been established in a number of crises. A good practice includes decentralizing operational decision-making to the greatest possible extent while the national Cluster (if not in an operational area) focuses on policy, analysis/strategic issues, advocacy and resource mobilisation. Depending on the context, different models exist. Models depend on the location of the sub-national Clusters and the type of support provided by the national Cluster, as shown by the different best practices below. Most sub-national Clusters do not have specific ToRs and the same ToRs are used for the national and sub-national Cluster coordination without any clarification on their respective attributions. This is felt as lacking.

The decentralization model in a large scale rapid onset emergency: Pakistan during 2010 floodsWhere were sub-national Clusters located? To address the complexity of the crisis and the enormous size of the affected area, all Clusters were quickly set up at Provincial level: they were set up in operational areas making them closer to the humanitarian workers rather than in the administrative capital of the Provinces. What were the responsibilities of sub-national Clusters? All operation issues in the Food Aid Clusters including the identification of duplications and gaps were decided at the Cluster Provincial level. Strategic discussions were held at the national level. How were District-level considerations addressed?It would not have been possible to decentralize Clusters further down to the District level, however the following approach was adopted in the Sindh Food Aid Cluster: Representatives of the various affected districts were participating in meetings, providing important district-level situation updatesOCHA made an agreement with the National Disaster Management Authorities (NDMA) to set up District Coordination Cells (DCCs) in the worst affected districts in order to enhance the response capacity and the multisectoral response through a decentralized coordination mechanism that worked under the leadership of the Provincial Disaster Management Authority (PDMA). The Food Aid Cluster Coordinator initially attempted to attend all district meetings, but soon found it not logistically possible. Therefore, the Cluster Coordinator organized that a Food Aid Cluster member operating in each district would attend the respective DCC meeting and would then report back in plenary to the Food Aid Cluster at Provincial level.The decentralization model in a large country in a protracted emergency: DRCWhere were sub-national Clusters located? In DRC, Food Security sub-national Clusters were established in all Provinces of the country. They are located in the Provincial administrative capitals in order to be closer to the administrative decision-making process and to the FAO offices. What were the responsibilities of sub-national Clusters? Most analysis and operational decisions are made at Provincial level. The national Cluster has fewer members than the Provincial Clusters and it takes on responsibilities that sub-national Clusters cannot take such as developing a national strategy, and the selection of projects for the Common Humanitarian Fund pooled fund (the selection was initially decentralized to the Provincial level, but this created tensions and it was decided to centralize this activity). How were District-level considerations addressed?Food security analysis is conducted by the Cluster at a district level through an IPC consensus-building approach. It is interesting to note that sub-national Clusters have different co-chairs depending on the local presence, which allows greater ownership among sub-national stakeholders. The multi-centralized model of LibyaWhen the Cluster system was activated in Libya in 2011, ToRs for the Food Security Cluster were developed under the same model as Pakistan: operational aspects were supposed to be dealt with in Benghazi and Libya, while strategic aspects were supposed to be centralized in the Cluster HQ in Cairo. This model evolved with time because not many Cluster members were coordinating their interventions from Cairo. Also OCHA delocalized its coordination from Cairo to transfer it to Zarzis in Tunisia. For these reasons, the strategic functions of the Food Security Cluster are spread over three different locations with a virtual central coordination. Coordination meetings take place by teleconference and are complemented by operational local meetings--see section on Holding successful meetings.Haiti rapid establishment of geographic areas of responsibility in Port-au-Prince for food Cluster coordinationIn the first days of Haiti 2010 emergency, in view of maximizing the geographic coverage of General Food Distributions, the WFP-led Food Cluster organized a rapid partition of Port-au-Prince between 11 initial partners (and then in a second surge, between 16 partners). Outside of Port-au-Prince, CRS had one area covered for school feeding and there was limited distribution from commodities provided by USAID to some of the larger US NGOs. The sub-national Clusters coordinated in the event of distributions coming from different pipelines.

1718Captacin de asociados Movimiento de la Cruz RojaLogro de la coordinacin Menor riesgo de duplicaciones o de conflictos entre organismos y beneficiarios.Poder colectivo de promocin y movilizacin de recursos.Menor riesgo de toma de decisiones en solitario.Oportunidad de influir en la estrategia global.Valor aadidoCodireccin/copresidencia.Respeto de los mandatos.Participacin en el proceso.Utilizacin del proceso de llamamiento como oportunidad para crear una cultura de colaboracin.Reuniones ms inteligentes.

FacilitacinSee Chapter 3.2 FAO Guide pg. 35-36

1819Captacin de asociados Organismos de las Naciones UnidasLogro de la coordinacin Menor riesgo de duplicaciones o de conflictos entre organismos y beneficiarios.Poder colectivo de promocin y movilizacin de recursos.Menor riesgo de toma de decisiones en solitario.Oportunidad de influir en la estrategia globalIncorporacin de la recuperacin.Valor aadidoCodireccin/copresidencia.Respeto de los mandatos.Participacin en el proceso.Unidos en la accin.Utilizacin del proceso de llamamiento como oportunidad para crear una cultura de colaboracin.Reuniones ms inteligentes.

FacilitacinSee Chapter 3.2 FAO Guide pg. 35-36

1920Captacin de asociados DonantesLogro de la coordinacin Codireccin/copresidencia.Participacin en el proceso (evaluaciones, elaboracin de estrategias, SyE).Dilogo continuo e incorporacin de comentarios constructivos.Reuniones ms inteligentes.

FacilitacinMayor justificacin de la financiacin.Mayor coherencia, menos duplicaciones en las propuestas.Acceso a los asociados en la ejecucin, papel ms activo.Valor aadido See Chapter 3.2 FAO Guide pg. 35-36

Engaging Government largely covered in National Context module

Engaging donors Engaging donors leverages the Clusters leadershipIn some countries, donors participate in Cluster meetings as full members, and they are involved in a food security strategy. This allows the Cluster to benefit from their expertise and experience in a true collaborative relationship. Yet in some other cases it is considered preferable not to include donors in Cluster meetings as this may change the tone of meetings.

Nevertheless, in all cases a good practice for Clusters is to keep donors well informed about the Cluster activities and to engage them in a constructive dialogue. Donors participating in Food Security Cluster meetings in Nepal and in UgandaIn Nepal, the Food Security Cluster has 21 members including four donors (ECHO, DFID, USAID and Japan). In Uganda, the participation of donors in FSAL Cluster meetings was considered a great contributing factor to making the Cluster a decision-making group. Participating in the Cluster was a condition for accessing funds, as was compliance with Cluster strategy and standards decided in Cluster meetings. Some initiatives undertaken by the FSAL Cluster, such as the establishment of the Cash For Work strategy for rehabilitation activities in the Northern part of the country were actually requested by donors in order to provide them a tool for assessing proposals. Clusters as a catalyst for donors coordination in Haiti, 2010 In Haiti during the peak of the emergency, key donors with a country presence would meet on a daily basis. According to the inter-agency real-time evaluation (URD and GPPI), the close coordination between international donors and the Cluster system was facilitated by the following factors: close countrylevel coordination betweenkey donors, the predictability of the Cluster structure, previous experience of Cluster coordination, the policy of some large donors (including ECHO and USAID) to make Cluster participation mandatory for their implementing partners and the participation of donors in interCluster meetings.

Donors shared their strategies with the Clusters and even adapted them to Cluster coordination. USAID and its implementing partners started to coordinate their food aid with Cluster activities, overcoming the parallel food aid coordination and delivery structures that had existed for a long time in Haiti (FAO).

2021Captacin de asociados Gobierno y poblacin afectadaLogro de la coordinacin Aspecto bsico, reduccin del trabajo de coordinacin y organizacin.Experiencia y competencias externas.Atraccin de recursos y apoyo, promocin.Valor aadido - Poblacin afectadaCodireccin/copresidencia.Puntos o personas de contacto.Grupos de debate.Participacin en el proceso.Dilogo continuo.

FacilitacinControl, adems de ms velocidad, cobertura, calidad.Reduccin de la carga de trabajo de coordinacin y organizacin.Experiencia y competencias externas.Atraccin de ms recursos y apoyo.Valor aadido - GobiernoSee Chapter 3.2 FAO Guide pg. 35-36

Engaging Government largely covered in National Context module

Engaging Affected Population covered in Module 2.0

Ensuring participation of affected populations Clusters should more actively promote and lead consultation of affected populations The Cluster approach is criticized in a number of reports for the lack of participatory and community-based approach, seen as time consuming. Very limited good practices exist although participatory approach is one strategy for strengthening accountability to affected populations and ensuring more appropriate response. The Cluster could promote the approach:Through operational activities, such as: Needs assessments: consultation of affected populations via focus group discussions (preferably by gender); consultation of key informants such as committee leaders who generally have a lot of information on population numbers and specific vulnerabilities. Such consultations not only strengthen ownership of and accountability to affected populations, but also contribute to better analysis and more effective targeting. For more on assessments, see section on Food Security Assessment/Analysis

Response strategy: community consultations discussing/validating the Cluster strategy or action planDevelopment/vetting of projects Support should be given to affected populations own initiatives.

Within Cluster coordination and meetings: Civil society can be involved via Liaison Officers or representatives in Cluster meetings (see section on Engaging NGOs; see also section on Holding successful meetings, regarding the importance of using local language. See). Participatory approaches among members should be promoted (see section on Holding successful meetings).Participation of authorities at a very local level (ex. mayoral level) is often the best possible proxy for the participation of affected populations.

Consultation of local actors by the Food Security, Agriculture and Livelihood (FSAL) Cluster in Uganda In 2008 during a recovery context, the FSAL Cluster organised a local consultation to develop its strategy and work plan. A two-step process was adopted: Initially, 4 consultation workshops with a duration of one day each were instituted at a sub-national level in Karamoja. Local actors took part in it including local NGOs, INGOs, and local representatives in order to bring in their local knowledge on the food security situation. A problem tree was elaborated during the workshops as a basis for the drafting of a plan of action by the FSAL Cluster Coordination team. As a second step, FSAL teams composed of FAO, WFP, district level authorities and NGOs conducted a number of community focus group interviews (by men and women) to discuss the strategy/action plan. Affected populations were requested to rank different priorities for 2008 (current year) and 2009 and explain why. It was particularly interesting to understand the medium-term strategy of affected population and projecting into early recovery. The methodology and tools used for these consultations are well documented (see below).The Food Cluster promoting an active role of local/mayoral authorities in Haiti, 2010At the onset of the emergency, the Food Cluster set up a system for the General Food Distributions (GFD) where the distribution lists were compiled by the mayoral team from that area with the distribution NGO and a representative from the national Government. All GFD distributions had to have someone from the local Government, national Government and WFP before distribution could begin. National and local authorities were therefore involved from the beginning and when the Food Cluster transitioned out of GFD, they were very active in the transition interventions through project approval committees: all Food Cluster projects throughout the country had to be vetted/approved by committees that included a representative of the local Government, of the technical Governmental entity, of WFP, and FAO (if the proposal had an agricultural component).Clusters have a key comparative advantage in providing information on relief activitiesSome lessons and guidance should be developed based on good practices collected by the BBC World Service Trust and others, in Haiti, Pakistan and Sudan.Some communication approaches adopted in Haiti, in 2010From Inter-Agency Real-Time Evaluation in Haiti, 2010, Groupe URD, GPPI:The Communication with Disaster Affected Communities Initiative (CDAC) was founded by a group of international organizations (Save the Children, IFRC, OCHA, Thomson, Reuters Foundation, BBC World Service Trust and IMS). A crossCluster service has been established in Haiti to advise humanitarians on outreach and communication strategies and techniques. It aims to improve the communication between the humanitarian community and the affected population. CDAC Haiti is led by the media NGO Interviews. Several initiatives were undertaken as part of this cross-Cluster service. One of them was the Project Connexion Haiti initiated by the BBC World Service Trust. The BBC provided specialist lifeline programming for Haiti via SW and FM radio broadcasts as well as through online postings in languages such as French, Spanish and English using its popular Caribbean Service since the 16th of January. A BBC Global News multimedia and multilingual team were based in Miami providing a 20-minute daily lifeline programme to the whole of Haiti in Creole. A producer and reporter were based in Haiti. The morning programme was broadcast on FM by the six relays that Radio France International has on the island. This could be listened to by 80% of the Haitian population. The project ended one month after the quake. The aim was only to provide immediate information, with a specific humanitarian focus, i.e. to provide as much up-to-the-minute information as possible about where people could find food aid, clean water, medical assistance and shelter. The aim was not to establish a long-term project in Haiti, given that there were other organisations with better established resources in the country. A number of other case studies are documented by CDAC. See links below. The Inter-Agency Real-Time Evaluation in Haiti, 2010, Groupe URD, GPPI, highlights the well known but often neglected need to provide announced food distributions to affected populations: Interestingly, there were examples which showed that inclusiveness and speed are not necessarily mutually exclusive. Though inclusive planning might take longer, an aid distribution organized with the local committee of BristoutBobin showed that inclusive implementation can be much more efficient than if international agencies do it alone. The distribution was so well organized and communicated to the beneficiaries that waiting time was reduced to less than one hour and it was possible to track almost all the packages to the entitled person.

2122Logro de la coordinacinLogro de la coordinacinPertinenciaPor qu se trata este tema? La necesidad de cooperacin entre las organizaciones y la sincronizacin de actividades es un aspecto fundamental del mdulo de accin agrupada de seguridad alimentaria. La coordinacin reduce las carencias y las redundancias, saca partido de la complementariedad y mejora la eficiencia y la eficacia de la intervencin. Cul es su relacin con mis tareas cotidianas?El personal del mdulo de accin agrupada de seguridad alimentaria tiene que cumplir la tarea general de coordinar las actividades de mltiples organizaciones, reduciendo las carencias y las redundancias.2223Logro de la coordinacin Mensajes fundamentalesLogro de la coordinacin Trust Building Actions:

Las ideas preconcebidas y el empleo de mensajeros pueden afectar a la coordinacin.Las diferencias existentes entre las distintas organizaciones dedicadas a la seguridad alimentaria pueden constituir una ventaja estratgica gracias a la complementariedad y la coordinacin.La confianza es importante para el mdulo de accin agrupada, ya que puede contribuir a mejorar la velocidad, la eficiencia y la coordinacin.El personal del mdulo de accin agrupada puede generar confianza directamente a travs de su propio comportamiento.Los Principios de asociacin pueden ayudar a guiar la coordinacin, pero sigue habiendo retos que afrontar.Existen varias tcnicas para ayudar al mdulo de accin agrupada de seguridad alimentaria en la labor de coordinacin.23Logro de la coordinacin

24