This involves fostering internal (among GNC partners) and external (GNC to other clusters, agencies, institutions, etc.) partnerships; communicating essential information to all relevant stakeholders at global and country level in a timely fashion; and advocating with key decision makers to ensure policies, coordination and funding mechanisms enable an efficient cluster response.


The objectives of this pillar are

1)To strengthen existing partnerships and support the development of new partnerships to enhance accountability within a coordinated response,

2)To communicate effectively and transparently with partners and nutrition stakeholders through email, in teleconferences and in meetings,

3)To ensure that relevant advocacy messages are developed and appropriately communicated to enhance policies, coordination and response capacity, and

4)To strengthen capacity of partners and country clusters to mobilize resources for improved coordination and response.

Expected results

  • Partnership. Greater complementarity, ownership and mutual accountability is realized through the collective development and delivery of GNC Work Plan. Capacities are mapped and leveraged to enhance effective coordination at country level
  • Communication. Information is communicated in a timely, transparent and efficient manner to all stakeholders
  • Advocacy. Bottlenecks to effective nutrition coordination are identified and appropriate action is taken resulting in greater awareness, increased resources and enhanced coordination on the delivery of cluster accountabilities
  • Resource mobilization. Greater understanding among cluster partners at global and country level on different Humanitarian funding streams and how to access it

Priority activities

Objective 1

  • Develop, cost and launch the bi-annual costed GNC Work Plan
  • Revive inter-cluster coordination
  • Develop guidance on inter-cluster work and accountability to affected populations
  • Map country coordination structures and GNC partner country presence

Objective 2

  • Conduct bi-annual GNC face-to-face meetings of GNC partners, observers and NCCs
  • Conduct monthly teleconferences with 1) GNC partners, 2) NCC and 3) the RRT
  • Publish bi-monthly GNC bulletin to share global activities and provide a space for NCCs and IMOs to share experiences
  • Identify and develop quality communications structures for NCC/IMOs/RRTs
  • Produce a GNC Annual Report
  • Develop a global dashboard of indicators to document global cluster activities to ensure accountability

Objective 3

  • Develop an advocacy plan that addresses advocacy with external partners in nutrition (UNSCN/SUN/REACH) and inter-cluster linkages (WASH/Health/Food Security clusters)
  • Participate in IASC policy and guidance discussions (and inter-cluster discussions)

Objective 4

  • Develop guidance on resource mobilization
  • Develop a Fundraising Strategy (developed, see here)


Related content:

Nutrition Cluster Advocacy Strategic Framework, 2016-2019 (January 2016). The Nutrition Cluster Advocacy Strategic Framework 2016-2019 aims to provide high level overall strategic direction and focus for Nutrition Cluster advocacy efforts to ensure linkages across global and country levels and cluster partners and to support the development of common messages and activities to leverage impact. The strategic framework will also be accompanied by a country toolkit, which is currently under development. The English, French and Spanish versions of the framework is available on the GNC website:

The Nutrition Cluster Advocacy Toolkit is not meant as a stand-alone guide on how to carry out advocacy activities. Instead, it is a practical guide for advocacy. It provides key questions for reflection, basic advocacy pointers and some advocacy tools to support Nutrition Cluster partners through the different stages of the advocacy cycle with a specific focus on advocacy for nutrition in humanitarian contexts. Previous advocacy experiences from the Nutrition Cluster and its partner organisations are used to illustrate the different areas in which advocacy can work.

A joint gFSC-GNC Guidance on Mainstreaming Accountability to Affected Population (AAP) and Core people-related Issues in the Humanitarian Programme Cycle (February 2016).This guidance aims to support national clusters to implement their commitments on AAP and core people-related issues both before the beginning of a response (preparedness) and thereafter, throughout the Humanitarian Programme Cycle (HPC). For each phase of the HPC, three key, minimum and practical steps are suggested. Links to further guidance and other concrete examples are provided for reference and many of the resources have relevance across the HPC phases. The three steps suggested per phase aim to alert food security and nutrition actors to some achievable, core and minimum activities they should undertake, but are by no means exhaustive.  The English and French versions of the guidance is available on the GNC website:


The Nutrition Cluster Operational Framework on Accountability to Affected Population (February 2016).  The framework and associated tools are intended for use by nutrition actors associated with the nutrition cluster, including partners, cluster lead agencies and cluster coordination staff, responsible for policy and programme design, implementation and evaluation. They should be used in conjunction with each agency’s own accountability framework, and serve as a bridge between actors and agencies, through the cluster, to negotiate common or collective approaches. This framework and associated tools are founded upon on the IASC Commitments on AAP, and take into account the Core Humanitarian Standard (CHS). These are the two most central sets of guiding commitments on quality programming and accountability in the humanitarian sector at the present time.

The English version of the operational framework is available on the GNC website:


Briefing Kit