Evaluation of UNICEF s Cluster Lead Agency Role in Humanitarian Action (CLARE) MAY 28, 2014
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1 Evaluation of UNICEF s Cluster Lead Agency Role in Humanitarian Action (CLARE) UNICEF EVALUATION OFFICE PRESENTATION AT EXECUTIVE BOARD INFORMAL BRIEFING MEETING MAY 28, 2014
2 Clusters in Humanitarian Action The Inter-Agency Standing Committee (IASC) initiated cluster approach in 2005 for better coordination during emergencies in the context of the broader humanitarian reform. The aim of initiating a cluster approach were to: 1. enhance coordination during emergencies and improve capacity, predictability, accountability and leadership; and 2. provide a clear point of contact and the lead agency to be accountable for adequate and appropriate humanitarian assistance. IASC designates a global cluster lead agency for each sector
3 UNICEF s Lead Role in Clusters Education WASH Nutrition There are nine sectoral clusters and two common service clusters UNICEF is the designated lead of Nutrition, WASH and co-lead of Education Within the Protection Cluster, UNICEF is the focal point agency for two areas of responsibility
4 Evaluation of UNICEF s Leadership Role in Clusters: Purpose and Methods The evaluation sought to answer the questions: How well does UNICEF carry out its cluster lead agency (CLA) role? what should UNICEF do to implement its CLA role better in the future? The evaluation assessed objectively the performance of UNICEF as a cluster lead agency through use of the OECD/DAC criteria (relevance and appropriateness, effectiveness, efficiency and sustainability).
5 Findings: External Coordination Performance In general, UNICEF s cluster leadership was consistently rated well by partners. UNICEF-led clusters are having a positive effect on geographic (establishing sub-national coordination structures) and thematic coverage through research and advocacy particularly in education cluster and gender based violence. UNICEF was not perceived to effectively represent cluster members within country Humanitarian Coordination Teams
6 Findings: Internal Cluster Lead Agency Role Performance The consolidation of global cluster staff under global cluster coordination unit is beginning to yield positive results Role of regional offices remains unclear despite the regional office being the formal accountability link between CO and HQ.
7 Findings: Human Resources Performance Surge capacity and recruitment systems for clusters have improved since 2010 as evidenced from humanitarian evaluation findings. However, the human resources approach is fragmented: No overarching strategy lack of career path in coordination double-hatting reduces effectiveness the practice of performing several functions during active clusters.
8 Findings: Scope and Boundary Clusters are increasing filling gaps beyond emergencies coordination and many are currently operating as long term sectoral development coordination mechanism. This has significantly affected UNICEF s ability to perform well as a capable and predictable cluster lead agency. The role of clusters in national capacity building and transfer of skills remains limited and unclear.
9 Cost effectiveness and efficiency Strong perception of value by partners and staff that the outcomes from the cluster justify the investment made by UNICEF Cross-cluster coordination was found to be insufficient Integrated programming approaches remain the exception, not the rule
10 Recommendations R1: Develop a cluster-ready initiative to increase country office preparedness for cluster activation in high-risk countries. R2: Strengthen UNICEF-wide management systems to support the CLA role, including strengthening the role of regional offices and better connecting country representatives to a global CLA strategic management structure. R3: Develop an integrated strategy for human resources surge capacity and UNICEF coordination staff development.
11 Recommendations R4: Increase coherence (interpretation and articulation) and then fidelity (understanding and consistent application) through UNICEF CLA policy and practice. R5: Mitigate the use of clusters in inappropriate scenarios by developing models and tools for non-cluster coordination, including transition points for country offices, and establish clarity on the role of clusters, if any, for national capacity-building to ensure efficient and fit-for-purpose coordination approaches.
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