1. 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

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

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

4. 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.

5. 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

6. 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

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

8. 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

9. 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

10. 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

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

12. 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

13. 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

14. 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

15. 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

16. 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