Types of sub-national activities The of reference of sub-national clusters should follow the core functions of the cluster at the country-level, while at the same time being streamlined and tailored to local operational realities. Accordingly, the working methods of sub-national clusters must be light and focused on service delivery and operational activities; ensuring reporting and information sharing with the national cluster and, through that mechanism, other sub-national clusters; and promoting the involvement of the affected populations in cluster activities to ensure that humanitarian actors respond adequately to their actual needs. Coordination meeting at Agok in Warrap state, South Sudan. Thousands of residents of Abyei settled in Agok after being displaced by armed clashes in 2011. Credit: OCHA/D DeLorenzo 9 Sharing Leadership within the Cluster Approach A number of evaluations and reports have that clusters that share leadership between UN, NGOs, Red Cross/Red Crescent Movement and other key humanitarian actors, including IOM, generally produce positive benefits by improving partnership, advocacy and information for a better response. Sharing leadership ensures stronger engagement and better coordination. This is especially true in remote field locations where a UN presence may be limited or non-existent, and where often NGOs may have a strong and consistent presence. In addition to access, NGOs can also bring technical expertise; different approaches on accountability to affected people; community involvement and understanding; and an expansive partnership potential to any leadership role. Sharing leadership Shared leadership is an approach which allows for an equitable and meaningful distribution of either Cluster Lead Agency or cluster coordination responsibilities at the global, national and/or sub-national levels. It is accompanied by clear roles, mutual understanding and defined accountabilities. The appropriate and transparent sharing of leadership amongst different actors is a true reflection of the interdependency of the humanitarian community to ensure an effective strategic response. While dependent on the context, sharing leadership will require actors to go beyond the norms of participation and implementation, and to define together clear and leadership roles and responsibilities. No matter what the level, an examination of the leadership role to be shared, and its accompanying responsibilities must be undertaken as part of a joint terms of reference development. This should cover the complementary roles of the Cluster Lead Agencies, the Cluster Coordinators and the cluster participants, ensuring that key aspects - such as accountabilities, strategy, representation, advocacy, fundraising and visibility - are clear to all parties. Examples of shared leadership
functions as defined under the cluster approach International partners accountable to commit to the principles of the cluster approach For any activated clusters GCLA and partners, together with national counterpart, start developing transition or exit strategy after 90 days A 3. National authorities’ ability to lead is absent No National crisis response coordination structure exists for a priority sector Government responds to based on humanitarian principles Relevant clusters are activated. Coordination led by CLA. Obligation to seek involvement of national counterpart, at least as as early as possible CLA accountability applies Cluster partners accountable to commit to cluster approach Identify national counterpart to as early as possible CLA and international partners have responsibility to apply principles of early recovery CLA and international partners use the response period to initiate and National crisis response coordination capacity CLA and partners, together with national counterpart, developing transition or exit strategy after 90 days CLA and partners support national counterpart to improve preparedness for similar and other hazards in the future Sector specific clusters deactivate when humanitarian have decreased and demand for coordination decreased as numbers of international partners reduced. In the sectors with residual humanitarian needs, clusters are only de-activated if coordination capacity exists on the governmental side. National Authorities Capacity and willingness to coordinate Cluster Activation and leadership Cluster Lead Agency accountability Transitioning/deactivation Remaining humanitarian needs B1. National authorities’ ability to lead is compromised (e.g. actor in the conflict, no full control/access in all affected areas) National crisis response coordination structure not able to coordinate all affected areas/populations and national authorities agree with Cluster Coordination Clusters are activated and able to coordinate response for all affected areas/populations CLA accountability applies Cluster partners accountable to commit to cluster approach RC/HC, on behalf of the HCT advocates for humanitarian space and a humanitarian response that covers the needs of the entire affected population Identify national counterpart to as early as possible CLA and international partners have responsibility to apply principles of early recovery CLA and international partners use the response period to initiate and build National crisis response coordination capacity CLA and partners, together with national counterpart, start developing transition or exit strategy after 90 days Sector specific clusters deactivate when humanitarian needs have decreased and demand for coordination decreased as numbers of international partners reduced. In the sectors with residual humanitarian needs, clusters are only de-activated if
CLA and partners support national counterpart to improve preparedness for similar and other hazards in the future coordination capacity exists on the governmental side. B2. National authorities are able to lead coordination of the response but allegations that humanitarian principles are not respected National crisis response coordination structure exists but significant discrepancies between national authorities and the humanitarian actors in terms of the principles and objectives of the humanitarian response National authority takes the lead. If government sector does not take the lead to coordinate, cluster is to be activated, with risk that activation is not approved by government Global CLAs should continue to try to coordinate the response for their sector, to the extent that the security and political situation allows. RC/HC, on behalf of the HCT advocates for humanitarian space and a humanitarian response that covers the needs of the entire affected population Cluster partners accountable to commit to cluster approach CLA and international partners have responsibility to apply principles of early recovery CLA and international partners, together with national counterpart, formulate transition or exit strategy 90 days Support to national coordination capacity not appropriate as long as humanitarian principles not respected CLA and international partners develop preparedness and contingency plans, where appropriate with national counterpart when political situation allows If the clusters were activated, the relevant clusters remain unless guarantee that national authorities / structures can take care of the residual humanitarian needs in a satisfactory way. B3.National authorities are not able to lead coordination of the response, and allegations the humanitarian principles are not respected No National crisis response coordination structure exists and significant discrepancies between national authorities and the humanitarian actors in terms of the principles and objectives of the humanitarian response Clusters activated, with risk that activation is not approved by government Global CLAs should continue to try to coordinate the response for their sector, to the extent that the security and political situation allows.
Annex 2 HPC Related Inter-Cluster Products and Outputs HPC Component Related Typical Product/Outputs Examples of Inter-Cluster Elements of Outputs Preparedness Contingency Plan Implementation of Minimum Preparedness Actions (MPA) Contribution to development of Standard Operating Procedures (SOPs) for the preparedness emergency response actions Analysis of scenarios, multi-sectoral nature of potential response Coordination structures, joint needs assessment Agreement on coordination structures in of a crisis Coordinated assessments Contribute to the Preliminary Scenario Definition (PSD) Contribute to Humanitarian Needs Overview Initial Rapid Assessment (MIRA) Joint analysis of situational and initial needs assessment information Development of joint rapid assessment approach Strategic planning Contribute to strategic response plan Strategic response plan indicators Identification inter-sectoral synergies to meet strategic response objectives Proposed prioritisation of response activities Ensuring the protection lens of the strategic response plan is incorporated across clusters Clarification of responsibilities on issues shared between clusters Defining inter-sectoral needs provided by service clusters Ensuring integrated strategies on Early Recovery Joint analysis of needs and multi-sectoral dimension of response Agreed multi-sectoral indicators Appropriateness of Cash solutions Joint inter-sectoral analysis to propose prioritization of response activities Agreed approach to protection analysis of multi-sectoral strategies Clarity of agreement which sector will plan for activities which could be covered by different clusters eg health care waste Agreement on critical shared services needed eg logistics Common approaches on shared early recovery actions eg cash based emergency employment Resource Mobilisation Flash/Consolidated Appeal Pooled/Common Humanitarian Fund applications Agreement proposals for timeline, prioritisation for funding Agreed process and priortisation coordination of field activities between clusters to ensure appropriate sequencing and/or sharing of events to maximise impact Design of inter-cluster interface with affected populations Identification of humanitarian access issues and impacts Linking of timing different activities eg vaccinations, nutrition assessments Common approaches to Cash Multi-sectoral approach for engagement with communities Joint analysis of impacts and proposed advocacy strategy Monitoring Joint mechanisms for accountability to affected populations Monitoring of achievement of strategic objectives Inter-cluster framework for community feedback mechanisms Joint analysis of objectives which are multi-sectoral Operational Review/ Evaluation Cluster Performance Monitoring; Contribute to operational reviews, real-time evaluations Contribute to review of design of cluster/sector coordination structures and transition to development coordination structures sharing of results and actions to find common challenges and solutions Agree common approach to review of appropriateness of coordination structures; agree approaches on engagement with national structures