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    1.2.7 The Six Core Cluster Functions
    • 07 Dec 2023
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    1.2.7 The Six Core Cluster Functions

    • Updated on 07 Dec 2023
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    Article summary

    At country level, IASC focused on strengthening partnerships, and the predictability and accountability of international humanitarian action, by improving prioritization and clearly defining the roles and responsibilities of humanitarian organizations. They agreed on a list of six core functions aimed at refocusing Clusters on strategic and operational gaps analysis, planning, assessment, and results. Therefore, although each cluster addresses a different aspect of the response, clusters at country level should focus on these core functions:

    1. To support service delivery by:
      • Providing a platform that ensures service delivery is driven by the Humanitarian Response Plan and strategic priorities.
      • Developing mechanisms to eliminate duplication of service delivery
    2. To inform the HC/HCT’s strategic decision-making by:
      • Preparing needs assessments and analysis of gaps (across and within clusters) to inform the setting of priorities.
      • Identifying and finding solutions for (emerging) gaps, obstacles, duplication, and people-centred approach.
      • Formulating priorities on the basis of analysis.
    3. To plan and implement cluster strategies by:
      • Developing sectoral plans, objectives and indicators that directly support realisation of the overall response’s strategic objectives.
      • Applying and adhering to common standards and guidelines.
      • Clarifying funding requirements, helping to set priorities, and agreeing cluster contributions to the HC’s overall humanitarian funding proposals.
    4. To monitor and evaluate cluster performance by:
      • Monitoring and reporting on activities and needs.
      • Measuring progress against the cluster strategy and agreed results.
      • Recommending corrective action where necessary.
    5. To build national capacity in preparedness and contingency planning
    6. To support robust advocacy by:
      • Identifying concerns and contributing key information and messages to HC and HCT messaging and action.
      • Undertaking advocacy on behalf of the cluster, cluster partners at national and sub-national level, affected women and men.

    These core functions should support and contribute towards ensuring accountability to affected populations (see 1.5.3 on AAP).

    What is the FSC Coordinator’s role?
    The core functions and their application at country level are further detailed in the following chapters, see in particular 3.4.1. See also p. 13 in the Reference Module for Cluster Coordination at Country Level (IASC, 2015).
    The Argument for the Cluster Approach

    The key argument for the cluster approach, as reinforced through the Transformative Agenda, is that good coordination strives for a needs-based, rather than capacity-driven, response. It aims to ensure a coherent and complementary approach, identifying ways to work together for better collective results.

    The Cluster Approach aims to add value to humanitarian coordination through:

    • Increased transparency and accountability: Greater transparency in resource allocation, co-leadership, and operational performance leads to greater accountability.
    • Enhanced predictability: Sector and thematic responsibilities are now clearer, and formal mechanisms exist to clarify those areas where they are not, both at national and international level.
    • Engagement with national and local authorities: Having a single person to call within the international humanitarian architecture speeds up the resolution of issues and allows greater access for the non- governmental community to government and UN decision-makers.
    • Inclusion of affected communities: Tools and services developed through the Cluster Approach ensures that those who know the most appropriate solutions to their problems be engaged in formulating the response. It also gives those affected by crises access to government and decision-makers.
    • More effective advocacy: Where the Clusters, singly or collectively, speak with one voice on issues of common concern, including those affecting groups who are not normally heard.
    • Joint strategic and operational planning: The formal process of coordination within and between Clusters enhances efficiency while improving effectiveness.

    Adapted from OCHA’s “Why do we need the Cluster Approach?”. Note: Content on HumanitarianResponse.info will shift to ReliefWeb during 2023.

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