Statements for agreement based on day 1 group work
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Statements for agreement based on Day 1 group work. GNC’s role in providing training. The 3 priority areas for capacity strengthening/ training of NCCs are: Coordination Information management Technical knowledge /skills

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Gnc s role in providing training
GNC’s role in providing training

  • The 3 priority areas for capacity strengthening/ training of NCCs are:

    • Coordination

    • Information management

    • Technical knowledge /skills

  • NCCs (including RRTs) should be the sole focus of any GNC training activities (not global or country-level partners)


Gnc s role in providing technical training
GNC’s role in providing technical training

  • Technical trainings should not be a core function of the GNC but the GNC can commission technical training for NCCs as a ‘trainer of last resort’ after all options at country and global level have been exhausted

  • Optimise opportunities for joint training on generic coordination and IM with other clusters.


Gnc s role in providing technical support to ncc
GNC’s role in providing technical support to NCC

  • GNC-CT should not be responsible for providing day-to-day technical support – an alternative mechanism for delivering this must be determined e.g. EN-net w/ Cluster Tab

  • Substantial technical support should be outsourced (parameters to differentiate between the two should be determined).


Gnc s role in providing technical programming guidelines
GNC’s role in providing technical/programming guidelines

  • The GNCs primary role regarding harmonization of technical guidance is communicating that gaps exist and advocating to those who can fill

  • If advocacy doesn’t work, interim technical guidelines are preferably developed via

    • Strategic partnership

    • Outsourcing (payment)

    • Task force only if necessary

  • SAG to support GNC-CT in determining modality of guideline development


Gnc s role in communication information management and knowledge management
GNC’s role in Communication, Information Management and Knowledge Management

  • A Taskforce on KM/IM should be established under the GNC

    • The diagram on nutrition information should be endorsed reflecting need for analysis of data from other sectors

    • A ‘best practice’ review of where IM/KM worked well for a cluster should be conducted looking at Standard indicators, standard methodology and standard reporting cluster’s

    • External uses by other sectors of nutrition information should be reviewed

    • A KM expert should be recruited to help country clusters convert data into information and then into knowledge

  • Remove/ change: A KM specialist should be recruited to work as part of the GNC-CT to support country clusters on a regular basis. (Rely more on existing capacity among partners, determine what is neede


Internal linkages in the gnc gnc ct sag nccs
Internal linkages in the GNC, GNC CT, SAG, NCCs Knowledge Management

  • The diagram of internal relationships should be revised

    • To reflect power relationships. The role/influence/relationship with the CLA should be reflected.

    • To clarify relationships between cluster/sector and relevant actors.

  • The SAG:

    • Should not act as a de facto working group but should retain the aim of strategic support, otherwise it is too much of a burden on SAG members.

    • TOR should be reviewed and revised, and retain oversight/advisory role. Membership to be rotational by staggered to retain memory.

    • Decision making role should be defined better, along with ensuring that partners are consulted/informed on all issues.


Internal linkages related to sag
Internal linkages: related to SAG Knowledge Management

  • SAG with GNC

    • SAG is a sub-set of GNC

    • Provides oversight and direction

    • Rotating membership

  • NCC with GNC

    • NCC placed at the core as they perform 100% cluster work(more than invitees –TBD)

  • Task Force with SAG and GNC

    • GNC collective takes decision to form a TF


External linkages between gnc and other agencies initiatives
External linkages between GNC and other agencies/initiatives Knowledge Management

  • GNC needs to articulate its purpose concisely and communicate it externally to a range of audiences, including potential partners.

  • Area of work where partnerships may be beneficial should be identified by the GNC.

  • Objectives and outputs, roles and added value of partnerships in line with the GNC purpose need to be clearly articulated


External linkages between gnc and other agencies initiatives1
External linkages between GNC and other agencies/initiatives Knowledge Management

  • Need to clarify process (and who leads) for identifying, establishing, strengthening external partnerships. (Not everyone is in the same meetings).

  • Resource requirements of each potential partnership need to be analyzed.

  • Partnerships w/ CMAM forum, SCN and SUN should be further developed.


Any additional statements
Any additional statements? Knowledge Management


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