gFSC Strategic Plan 2015-16
|Post date||Thursday, 13 August, 2015 - 09:44|
|Document Type||Strategic Plan|
|Content Themes||Coordination, Food Security Cluster, global Food Security Cluster|
|Sources||Food Security Cluster / Sector|
|Filed under||gFSC Strategic Plans|
The gFSC strategic direction for 2015-16 is building on achievements since 2011 and is informed by the 2014 Joint WFP/FAO Evaluation of the Food Security Cluster System. gFSC will continue to strengthen the capacity of the cluster to respond to the food security needs of individuals and communities in humanitarian crises.
In 2015-2016, the work of gFSC will be organized around six Results, while remaining responsive to partners’ needs:
Result 1 – Strengthened and developed national clusters’ capacity
Cluster coordination is to ensure that international responses to humanitarian emergencies are clearly led and accountable, aiming to make the international humanitarian community a better partner for the affected people. This requires additional expertise that is being built for example through trainings.
Result 2 – Harmonised and globalised information management system
There is a consensual recognition of the critical role information management plays in shaping effective humanitarian response, coordination and decision making. Building on the significant work that has already been accomplished, gFSC will focus on the roll-out, maintenance and enhancement of the existing tools and information systems, such as FSC website and Information Management Tool, as well as on training country-level information management officers.
Result 3 – Improved operational and surge support to national clusters
Timely response is critical for effective humanitarian action. However, deploying the right person at the right time remains a great challenge. gFSC works to be more predictable, consistent and timely in addressing coordination requirements at country-level, drawing on the gFSC Support Team’s own and partners’ capacities.
Result 4 – Scaled-up advocacy, communication and resource mobilisation
While the benefit of coordination is recognized, it is still necessary to advocate on behalf of gFSC to a wider audience. Advocacy efforts will be effective in further highlighting gFSC core values and principles of partnership.
Result 5 – Deepened and diversified global partnerships and operational collaborations
Partnerships and collaboration are at the very heart of the cluster approach and gFSC is looking at opportunities and modalities to strengthen country-level and global partnerships.
Result 6 – Systematised learning and knowledge management processes
gFSC aims to capture, analyse and document best practices in food security-related interventions that are being implemented at country-level with the objective of cross fertilising experiences and opening up new and innovative options to a number of countries.
The gFSC Strategic Plan 2015-16 was developed over 2014 in consultation with partners. As proposed at the at the gFSC Partners Meeting in May 2014, a gFSC Strategic Plan 2015-16 “Drafting Committee” was established in July, including representatives from ACF, CARE International, Food Security and Livelihoods Working Group in Gaziantep, HelpAge International, Lutheran World Service India Trust on behalf of ACT Alliance, Samaritan’s Purse and Welthungerhilfe. The Committee had a face-to-face meeting in Rome on 5 September 2014 to discuss the “zero draft version of the gFSC work plan”. ACF, Welthungerhilfe and FSLWG Gaziantep were present at the meeting in Rome and other members of the Drafting Committee commented the draft by e-mail. All comments were consolidated and are now reflected in the work plan matrix, based on which the global Support Team drafted the Strategic Plan narrative. The draft strategy was presented to partners at the November 2014 Global Partners’ Meeting where it was discussed and further enriched with partners' contributions.