Why Humanitarian Reform? Recognized gaps in humanitarian response Humanitarian Response Review commissioned in 2005 Concluded that major improvements were needed in humanitarian response IASC endorsed humanitarian reform in September 2005

What is the Cluster Approach? A method of work to address identified gaps in response to enhance the quality of humanitarian action

Why the Cluster Approach? To improve the predictability, timeliness and effectiveness of humanitarian response To strengthen leadership and accountability in key areas

What is a Cluster? A group of agencies, organizations and other stakeholders, interconnected by their respective mandates, working together to address needs in a specific area of humanitarian activity for greater effectiveness and efficiency.

Expected Output of the Global Clusters Develop global guidance, standards, tools and resources Build response capacity through training, rosters and material stockpiles Provide operational support through preparedness and planning, technical expertise, advocacy and resource mobilization

The Beginning of the Health Cluster Set up in September 2005 with WHO as lead agency First seen in action in Pakistan in October 2005 Currently 30 global level partners

Strategic areas of the Global Health Cluster Coordination and Management Information Management Rosters and Stockpiles Capacity Building of National Counterparts Operational Support

Current work of the Global Health Cluster Guidance and tools for Coordination and Management Stakeholders analysis (to accompany 3W), strategic planning, joint action plans, gap filling Health aspects of the recovery phase Advocacy Capacity Building of National Stakeholders Information Management an Inter-cluster Rapid Assessment Tool and accompanying definitions and guidance comprehensive Assessment Tool assessment, monitoring, tracking systems Mainstreaming health information with larger humanitarian IM system Rosters and Stockpiles Selection, Training and Roster-ing of Health Cluster Field Coordinators Regional stockpiles of health supplies with necessary logistic support Capacity Building Guidance to strengthen national capacity in emergency preparedness, response and recovery Operational Support Global working relations within the health cluster, between global clusters, and with country clusters Advocacy, resource mobilization, trainings Benchmarks/indicators for and evaluations of the impact of the cluster approach A pocket book of simplified cluster guidance and tools with annexes of full cluster documents/findings Library/Database of emergency health documents

Added Value from the Global Level Partners work within jointly determined and agreed methods of work using cluster-endorsed guidance and tools Increased surge capacity through trained and rostered emergency health experts Collaborative and coordinated emergency response within and between clusters/sectors

Health Cluster at the Country Level Lead and coordinate Seek collaboration and inclusiveness Conduct health needs assessment Facilitate a joint strategic plan and action plan Incorporate cross cutting issues Turn plans into action through leadership Monitor and report Build local capacity Advocate and mobilize resources Be provider of last resort

Country Level Health Clusters Chronic Emergencies CAR Chad Colombia DRC Ethiopia Liberia Madagascar Somalia Uganda Acute Emergencies Pakistan Lebanon Philippines Mozambique

Added Value at the Country Level Joint health assessments Joint strategic planning and planned actions Info sharing and analysis for evidence based action Avoid overlap, increase complementary actions Identification and filling of gaps Clear lead = more predictable and effective response

Feedback from country health clusters Successes Coordination Joint planning, assessments, evaluations, advocacy and appeals Info sharing: mapping actors, mailing lists, assessment results, programming transparency Funding: donors pledge more funds to the pooled fund, access to funding is possible for more partners, increasing transparency and equity; common platform capable of lobbying donors and governments Clearly identified cluster lead with roles and responsibilities—which is not the case with the sector approach

Feedback from country health clusters Challenges Coordination is at the central level, but still weak at the provincial level Lack of partner participation Lack of government participation; role unclear Cluster approach perceived as a UN structure (top down); attempt to control other actors Humanitarian appeals still under-funded; no specific funds for cluster for dedicated resources and staff; funding competition Weak information flow Weak inter-cluster linkages Meeting overload; parallel structures Lack of guidance, bench marks and support from global cluster lead Not sufficiently identifying and addressing gaps

Feedback from country health clusters Needs Increase communication between global and country clusters Promote intensively the system and its added value Merge cluster with existing coordination mechanisms Increase government ownership of the process Engage donors in clusters at all levels Commit resources to the Cluster lead to enhance the leadership and coordination role; offer training courses; send experienced HCFC Commit resources/funding to partners to fill gaps during the transitional period Provide simple guidance, tools and resource materials Increase transparency in the fund allocation process Standardize information systems and indicators to be collected to monitor impact

Next steps for the Global Health Cluster Bring products and services to country clusters through peer review, field testing and joint work Strengthen communication between global and country clusters through website, working group representation, open discussion, work shops, field visits Increase support to country clusters through advocacy, resource mobilization, rosters, pocketbook, trainings Build inter-cluster/sector coordination and joint products at the global level, and introduce to country clusters through joint field visits and communications