Cluster Approach and your T'o'R

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Cluster Approachand your T.o.R

• Cluster/Sector Leadership Training

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Session objectives

• Assess your knowledge of the cluster approach,
  regarding
• the purpose and aim of the cluster approach
• how cluster approach is activated
• how cluster leads are designated in the field
• key responsibilities in your T.o.R
• your accountabilities as cluster leads to the HC

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Opening Exercise

• We are in Slomania, earthquake 7.0 Richter
  thousands displaced
• HC is asking you to advise her on the cluster
  approach
• You have 20 minutes to respond to your assigned
  questions

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Question 1

• What difference would the cluster approach make
  to the normal sectoral arrangements in place in
  Slomania?
• Why would you advise that the cluster approach be
  implemented?

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The Problem and the Context

• Well-known, long-standing gaps
• Erratic coordination
• Insufficient accountability
• Inconsistent donor policies
• Proliferation of actors
• Government demands
• Changing role of UN

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Aim of the Cluster Approach

• Not really Reform but part of an ongoing effort
  to enhance and strengthen previous efforts at
  improved coordination and response and to ensure
• High standards of predictability, accountability
  and partnership in all sectors

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Question 2

• How do I (i.e. as HC)/we activate this cluster
  approach in Slomania?
• What is the process?

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Activating the cluster approach

• In new emergencies (give examples)
• In ongoing emergencies (give examples)

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Terminology

• Clusters? Sectors? Working Groups?
• Each country to decide on appropriate
  terminology, based on the working languages and
  local preferences (examples Colombia, others?)
• A cluster is essentially a sectoral group

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Question 3

• How would you advise that the HC go about
  selecting cluster/sector leads?
• Are they basically the same agencies as those at
  the global level? this is not a question about
  who but rather how it is done practically

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Designating cluster/sector leads

• 3-4 bullet points of how this is done, supported
  with examples from new and ongoing emergencies.
• Refer participants to list of global clusters and
  leads (in Guidance Note handout)
• Explain that country level leads and global leads
  are not necessarily one and the same. Give
  rationale and examples.

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Question 4

• What are some key responsibilities (4-6) of the
  cluster/sector lead outlined in their
  terms-of-Reference?

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Key responsibilities in your T.o.R

• Inclusion of key partners
• Appropriate coordination mechanisms
• Coordination w/ ntnl/local authorities, civil
  society
• Attention to priority cross-cutting issues
• Needs assessment and analysis
• Planning strategy development
• Application of standards
• Monitoring and reporting
• Provider of last resort

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Question 5

• The HC realizes that the clusters would be
  accountable to her, but fails to understand what
  this means in a practical way. Please provide a
  concrete explanation.

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CSL relationship to HC

• Outline 5-6 key points related to how the Cluster
  Sector lead in the field are accountable to the
  HC from the guidance note and/or the
  Operational guidelines

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Provider of Last Resort

• Where there are critical gaps, sector lead
• calls on all relevant humanitarian partners to
  address these. If this fails
• as provider of last resort may need to commit
  itself to filling the gap
• If funds are lacking, works with the Humanitarian
  Coordinator and donors to mobilize the necessary
  resources.

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In Summary

• High standards of predictability, accountability
  and partnership in all sectors
• Global leads in all sectors their roles will be
  discussed on Wednesday
• First port of call and provider of last
  resort in all sectors
• Accountability to be discussed tomorrow

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Findings Positives

• Potential to improve overall effectiveness of
  humanitarian response (e.g. ...)
• Focus attention on long-standing gaps (e.g....)
• In new emergencies more predictable response
  (e.g....)
• Creates a greater spirit of working together
  (e.g. ...)

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Findings challenges

• well-functioning Information Management (IM)
  systems are critical to improving humanitarian
  response (to identify and fill gaps and support
  strategic planning and prioritization and
  reporting

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Findings challenges

• Conflict-of-interests
• CSL must place the interests of cluster members
  and the UN as a whole above the interests of
  their respective agency.
• Best practices
• NGO co-chairs (Somalia DRC)
• Dedicated leads esp. in new emergencies (e.g.
  WASH, Lebannon)

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Findings challenges

• Training and Guidance needed
• inconsistent implementation of cluster approach
• lack of shared understanding of role
• poor facilitation, meeting management,
  consensus/partnership building skills

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More Help

• Key documents
• IASC Guidance Note on Cluster Approach
• IASC Interim Self-Assessment of Implementation of
  the Cluster Approach in the Field, 15-17 November
  2006
• Specific guidance from global cluster leads
• For assistance
• Humanitarian Reform Support Unit hrsu_at_un.org
• CERF website http//cerf.un.org
• Reform Website www.humanitarianreform.org