The Cluster Approach
As some have pointed out, one of the most flagrant problems of the collaborative response was that “abnegation of responsibility is possible because there is no formal responsibility apportioned to agencies under the Collaborative Response, and thus no accountability when agencies renege on their promises.” The cluster approach – the successor to the collaborative approach - tried to do away with this problem by designating individual agencies as ‘sector leaders’ to coordinate operations in specific areas to try to plug those newly identified gaps. The cluster approach was conceived amid concerns about coordination and capacity that arose from the weak operational response to the crisis in Darfur in 2004 and 2005, and the critical findings of the Humanitarian Response Review (HRR) commissioned by the then ERC, Jan Egeland. Egeland called for strengthening leadership of the sectors, and introduced the concept of "clusters” at different levels (headquarters, regional, country and operational)’.
The cluster approach operates on two levels: the global and local. At the global level, the approach is meant to build up capacity in eleven key ‘gap’ areas by developing better surge capacity, ensuring consistent access to appropriately trained technical expertise and enhanced material stockpiles, and securing the increased engagement of all relevant humanitarian partners. At the field level, the cluster approach strengthens the coordination and response capacity by mobilizing clusters of humanitarian agencies (UN/Red Cross-Red Crescent/IOs/NGOs) to respond in particular sectors or areas of activity, each cluster having a clearly designated and accountable lead, as agreed by the HC and the Country Team. Designated lead agencies at the global level both participate directly in operations, but also coordinate with and oversee other organizations within their specific spheres, reporting the results up through a designated chain of command to the ERC at the summit. However, lead agencies are responsible as ‘providers of last resort’, which represents the commitment of cluster leads to do their utmost to ensure an adequate and appropriate response in their respective areas of responsibility. The cluster approach was part of a package of reforms accepted by the IASC in December 2005 and subsequently applied in eight chronic humanitarian crises and six sudden-onset emergencies. However, the reform was originally rolled out and evaluated in four countries: DRC, Liberia, Somalia and Uganda.
The clusters were originally concentrated on nine areas:
- Logistics (WFP)
- emergency telecommunications (OCHA-Process owner, UNICEF Common Data Services, WFP – Common Security Telecommunications Services)
- camp coordination and management (UNHCR for conflict-generated IDPs and IOM for natural disaster-generated IDPs)
- emergency shelter (IFRC)
- health (WHO)
- nutrition (UNICEF)
- water, sanitation, and hygiene (UNICEF)
- early recovery (UNDP); and
- protection (UNHCR for conflict-generated IDPs, UNHCR, UNICEF, and OHCHR for natural disaster generated IDPs.
IASC Principles deemed it unnecessary to apply the cluster approach to four sectors where no significant gaps were detected: a) food, led by WFP; b) refugees, led by UNHCR; c) education, led by UNICEF; and d) agriculture, led by FAO.
The original nine clusters were later expanded to include agriculture and education.
Read more about this topic: Internally Displaced Person
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