The combination of the endorsement of the "Guidance Note" and the agreement to adress the outcomes of the "IASC" Iterim Self-Assessment" provides the momentum for real change and active learning for 2007. The cluster approach should eventually be applied in all countries with Humanitarian Coordinators and used during sudden onset emergencies where the situation warrants it. The IASC WG has requested that a Task Team be established to help implement the recommendations of the Self-Assessment, including:

Operationalize the Guidance Note through the development of a pratical toolkit with standard operating procedures and appropriate training. Develop benchmarks against which the 2007 evaluation of implementation of the cluster approach will measure progress. Address and prioritise requests for support  from the field. Ensure the development of additional practical guidance for outstanding issues that came up strongly in the Self-Assessment, such as:

  a. Roles of Clusters in resource mobilization;
  b. Role of clusters in mainstreaming early recovery;
  c. Operational mechanics of using the approach in countries with integrated missions.
  d. Identification of tools to promote greater system-wide accountability to affected populations.

In the later part of 2006, an interim self-assessment of initials efforts to use the cluster approach was completed. The self-assessment found major advancements in some areas and clearly pointed to areas where improvement was needed. At the request of the IASC in December 2005, a formal, independent evaluation of the cluster approach will take place at end of 2007 and the process of setting evaluation criteria is already underway. [See Interim self-assessment of implementation of the cluster approach in the fieldfor more details]

The overall perception is that the cluster approach demonstrated potential to improve the overall effectiveness of humanitarian response by improving predictability and response capacity, designating clear leads in former "gap" areas, and fostering an atmosphere where partnership between UN and non-UN humanitarian organizations is increasingly the expected norm. Furthermore the cluster approach has created a greater "spirit" of working together. It provided the necessary impetus to begin putting in place the coordination and decision-making structures for genuine UN/non-UN partnership. More needs to be done to translate the desire for partnership into practical, field-based solutions, and the Global Humaniatrian Platform should help to make this a reality.

However, challenges remain. These include issues of cluster working methods; lack of a consistent approach in applying the cluster lead ToR, lack of clarity about the aims and modalities of the approach; the need for training/cluster sector leads; the role of cluster partners; the need for adequate IM tools and services to support the approach, coordination structures were sometimes not rationalized (leading to too many meetings), and a perception that many Humanitarian Coordinators were not sufficiently briefed on the approach to lead it properly.