Lessons Learned from the Health Cluster Approach in Africa
Identifieur interne : 000127 ( Istex/Corpus ); précédent : 000126; suivant : 000128Lessons Learned from the Health Cluster Approach in Africa
Auteurs : Michel N. YaoSource :
- Prehospital and Disaster Medicine [ 1049-023X ] ; 2009-04.
Abstract
Introduction: A review of humanitarian interventions suggested a reform based on three pillars: appointment of a Humanitarian Coordinator; an emergency fund; and the cluster approach for more predictability, efficiency, and accountability in a specific sector with an appointed leader. The cluster approach started late 2005 with some pilot countries in Africa, was followed by other countries. So far, Africa has been the wider cluster experience area. This paper will present different case studies and to highlight lessons learned. Methods: Seven cases from African countries were studied. Cases were analyzed based on a developed framework that took different factors into account. Data were collected from field visits and from exiting documents. Results: The cluster approach was adopted using different models based on existing coordination structures, government structures and implications, and the presence of a Health Coordinator or an existing emergency body. The cluster approach has improved sectoral programming in humanitarian responses in the field. It provided stronger and more predictable leadership across sectors, improved preparedness and surge capacities. However, it lacked clear guidance in implementation as well as resources for effective coordination in the field, which are successes. There was a lack of understanding of the concept which made non-governmental organizations reluctant to adhere to a cluster approach. Conclusions: The success of implementation of the cluster approach required flexibility for an appropriate model in order to be adopted. A participatory approach and transparency are required to bring all partners on board.
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DOI: 10.1017/S1049023X00056338
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<record><TEI wicri:istexFullTextTei="biblStruct"><teiHeader><fileDesc><titleStmt><title xml:lang="en">Lessons Learned from the Health Cluster Approach in Africa</title><author><name sortKey="Yao, Michel N" sort="Yao, Michel N" uniqKey="Yao M" first="Michel N." last="Yao">Michel N. Yao</name><affiliation><mods:affiliation>World Health Organization, Harare, Zimbabwe</mods:affiliation></affiliation></author></titleStmt><publicationStmt><idno type="wicri:source">ISTEX</idno><idno type="RBID">ISTEX:0BC16F85E62F054A46E8CAED395CBD13CCAA241A</idno><date when="2009" year="2009">2009</date><idno type="doi">10.1017/S1049023X00056338</idno><idno type="url">https://api.istex.fr/ark:/67375/6GQ-9GBNT14V-8/fulltext.pdf</idno><idno type="wicri:Area/Istex/Corpus">000127</idno><idno type="wicri:explorRef" wicri:stream="Istex" wicri:step="Corpus" wicri:corpus="ISTEX">000127</idno></publicationStmt><sourceDesc><biblStruct><analytic><title level="a" type="main" xml:lang="en">Lessons Learned from the Health Cluster Approach in Africa</title><author><name sortKey="Yao, Michel N" sort="Yao, Michel N" uniqKey="Yao M" first="Michel N." last="Yao">Michel N. Yao</name><affiliation><mods:affiliation>World Health Organization, Harare, Zimbabwe</mods:affiliation></affiliation></author></analytic><monogr></monogr><series><title level="j">Prehospital and Disaster Medicine</title><title level="j" type="abbrev">Prehosp. Disaster med.</title><idno type="ISSN">1049-023X</idno><idno type="eISSN">1945-1938</idno><imprint><publisher>Cambridge University Press</publisher><pubPlace>New York, USA</pubPlace><date type="published" when="2009-04">2009-04</date><biblScope unit="volume">24</biblScope><biblScope unit="issue">S1</biblScope><biblScope unit="page" from="130">s130</biblScope><biblScope unit="page" to="130">s130</biblScope></imprint><idno type="ISSN">1049-023X</idno></series></biblStruct></sourceDesc><seriesStmt><idno type="ISSN">1049-023X</idno></seriesStmt></fileDesc><profileDesc><textClass></textClass><langUsage><language ident="en">en</language></langUsage></profileDesc></teiHeader><front><div type="abstract">Introduction: A review of humanitarian interventions suggested a reform based on three pillars: appointment of a Humanitarian Coordinator; an emergency fund; and the cluster approach for more predictability, efficiency, and accountability in a specific sector with an appointed leader. The cluster approach started late 2005 with some pilot countries in Africa, was followed by other countries. So far, Africa has been the wider cluster experience area. This paper will present different case studies and to highlight lessons learned. Methods: Seven cases from African countries were studied. Cases were analyzed based on a developed framework that took different factors into account. Data were collected from field visits and from exiting documents. Results: The cluster approach was adopted using different models based on existing coordination structures, government structures and implications, and the presence of a Health Coordinator or an existing emergency body. The cluster approach has improved sectoral programming in humanitarian responses in the field. It provided stronger and more predictable leadership across sectors, improved preparedness and surge capacities. However, it lacked clear guidance in implementation as well as resources for effective coordination in the field, which are successes. There was a lack of understanding of the concept which made non-governmental organizations reluctant to adhere to a cluster approach. Conclusions: The success of implementation of the cluster approach required flexibility for an appropriate model in order to be adopted. A participatory approach and transparency are required to bring all partners on board.</div></front></TEI><istex><corpusName>cambridge</corpusName><author><json:item><name>Michel N. Yao</name><affiliations><json:string>World Health Organization, Harare, Zimbabwe</json:string></affiliations></json:item></author><subject><json:item><lang><json:string>eng</json:string></lang><value>Africa</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>cluster</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>coordination</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>humanitarian</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>partnership</value></json:item></subject><articleId><json:string>05633</json:string></articleId><arkIstex>ark:/67375/6GQ-9GBNT14V-8</arkIstex><language><json:string>eng</json:string></language><originalGenre><json:string>abstract</json:string></originalGenre><abstract>Introduction: A review of humanitarian interventions suggested a reform based on three pillars: appointment of a Humanitarian Coordinator; an emergency fund; and the cluster approach for more predictability, efficiency, and accountability in a specific sector with an appointed leader. The cluster approach started late 2005 with some pilot countries in Africa, was followed by other countries. So far, Africa has been the wider cluster experience area. This paper will present different case studies and to highlight lessons learned. Methods: Seven cases from African countries were studied. Cases were analyzed based on a developed framework that took different factors into account. Data were collected from field visits and from exiting documents. Results: The cluster approach was adopted using different models based on existing coordination structures, government structures and implications, and the presence of a Health Coordinator or an existing emergency body. The cluster approach has improved sectoral programming in humanitarian responses in the field. It provided stronger and more predictable leadership across sectors, improved preparedness and surge capacities. However, it lacked clear guidance in implementation as well as resources for effective coordination in the field, which are successes. There was a lack of understanding of the concept which made non-governmental organizations reluctant to adhere to a cluster approach. Conclusions: The success of implementation of the cluster approach required flexibility for an appropriate model in order to be adopted. 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Disaster med.</title><idno type="pISSN">1049-023X</idno><idno type="eISSN">1945-1938</idno><idno type="publisher-id">PDM</idno><imprint><publisher>Cambridge University Press</publisher><pubPlace>New York, USA</pubPlace><date type="published" when="2009-04"></date><biblScope unit="volume">24</biblScope><biblScope unit="issue">S1</biblScope><biblScope unit="page" from="130">s130</biblScope><biblScope unit="page" to="130">s130</biblScope></imprint></monogr></biblStruct></sourceDesc></fileDesc><profileDesc><creation><date>2009</date></creation><langUsage><language ident="en">en</language></langUsage><abstract style="normal"><p>Introduction: A review of humanitarian interventions suggested a reform based on three pillars: appointment of a Humanitarian Coordinator; an emergency fund; and the cluster approach for more predictability, efficiency, and accountability in a specific sector with an appointed leader. The cluster approach started late 2005 with some pilot countries in Africa, was followed by other countries. So far, Africa has been the wider cluster experience area. This paper will present different case studies and to highlight lessons learned. Methods: Seven cases from African countries were studied. Cases were analyzed based on a developed framework that took different factors into account. Data were collected from field visits and from exiting documents. Results: The cluster approach was adopted using different models based on existing coordination structures, government structures and implications, and the presence of a Health Coordinator or an existing emergency body. The cluster approach has improved sectoral programming in humanitarian responses in the field. It provided stronger and more predictable leadership across sectors, improved preparedness and surge capacities. However, it lacked clear guidance in implementation as well as resources for effective coordination in the field, which are successes. There was a lack of understanding of the concept which made non-governmental organizations reluctant to adhere to a cluster approach. Conclusions: The success of implementation of the cluster approach required flexibility for an appropriate model in order to be adopted. A participatory approach and transparency are required to bring all partners on board.</p></abstract><textClass><keywords scheme="keyword"><list><head>Keywords</head><item><term>Africa</term></item><item><term>cluster</term></item><item><term>coordination</term></item><item><term>humanitarian</term></item><item><term>partnership</term></item></list></keywords></textClass></profileDesc><revisionDesc><change when="2009-04">Published</change></revisionDesc></teiHeader></istex:fulltextTEI><json:item><extension>txt</extension><original>false</original><mimetype>text/plain</mimetype><uri>https://api.istex.fr/ark:/67375/6GQ-9GBNT14V-8/fulltext.txt</uri></json:item></fulltext><metadata><istex:metadataXml wicri:clean="corpus cambridge not found" wicri:toSee="no header"><istex:xmlDeclaration>version="1.0" encoding="US-ASCII"</istex:xmlDeclaration><istex:docType PUBLIC="-//NLM//DTD Journal Publishing DTD v2.2 20060430//EN" URI="journalpublishing.dtd" name="istex:docType"></istex:docType><istex:document><article dtd-version="2.2" article-type="abstract" xml:lang="EN"><front><journal-meta><journal-id journal-id-type="publisher-id">PDM</journal-id><journal-title>Prehospital and Disaster Medicine</journal-title><abbrev-journal-title>Prehosp. Disaster med.</abbrev-journal-title><issn pub-type="ppub">1049-023X</issn><issn pub-type="epub">1945-1938</issn><publisher><publisher-name>Cambridge University Press</publisher-name><publisher-loc>New York, USA</publisher-loc></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.1017/S1049023X00056338</article-id><article-id pub-id-type="pii">S1049023X00056338</article-id><article-id pub-id-type="publisher-id">05633</article-id><title-group><article-title>Lessons Learned from the Health Cluster Approach in Africa</article-title></title-group><contrib-group><contrib><name name-style="western"><surname>Yao</surname><given-names>Michel N.</given-names></name><xref ref-type="aff" rid="aff1"></xref></contrib></contrib-group><aff id="aff1"><addr-line>World Health Organization</addr-line>, <addr-line>Harare</addr-line>, <addr-line>Zimbabwe</addr-line></aff><pub-date pub-type="ppub"><month>04</month><year>2009</year></pub-date><volume>24</volume><issue>S1</issue><issue-title>Abstracts of Scientific and Invited Papers 16th World Congress for Disaster and Emergency Medicine</issue-title><supplement supplement-type="issue">yes</supplement><fpage seq="380">s130</fpage><lpage>s130</lpage><permissions><copyright-statement>Copyright © World Association for Disaster and Emergency Medicine 2009</copyright-statement><copyright-year>2009</copyright-year><copyright-holder>World Association for Disaster and Emergency Medicine</copyright-holder></permissions><abstract abstract-type="normal"><sec id="sec01"><title><bold>Introduction:</bold></title><p>A review of humanitarian interventions suggested a reform based on three pillars: appointment of a Humanitarian Coordinator; an emergency fund; and the cluster approach for more predictability, efficiency, and accountability in a specific sector with an appointed leader. The cluster approach started late 2005 with some pilot countries in Africa, was followed by other countries. So far, Africa has been the wider cluster experience area. This paper will present different case studies and to highlight lessons learned.</p></sec><sec id="sec02"><title><bold>Methods:</bold></title><p>Seven cases from African countries were studied. Cases were analyzed based on a developed framework that took different factors into account. Data were collected from field visits and from exiting documents.</p></sec><sec id="sec03"><title><bold>Results:</bold></title><p>The cluster approach was adopted using different models based on existing coordination structures, government structures and implications, and the presence of a Health Coordinator or an existing emergency body.</p><p>The cluster approach has improved sectoral programming in humanitarian responses in the field. It provided stronger and more predictable leadership across sectors, improved preparedness and surge capacities. However, it lacked clear guidance in implementation as well as resources for effective coordination in the field, which are successes. There was a lack of understanding of the concept which made non-governmental organizations reluctant to adhere to a cluster approach.</p></sec><sec id="sec04"><title><bold>Conclusions:</bold></title><p>The success of implementation of the cluster approach required flexibility for an appropriate model in order to be adopted. A participatory approach and transparency are required to bring all partners on board.</p></sec></abstract><kwd-group kwd-group-type=""><title><bold>Keywords:</bold></title><kwd>Africa</kwd><kwd>cluster</kwd><kwd>coordination</kwd><kwd>humanitarian</kwd><kwd>partnership</kwd></kwd-group><counts><page-count count="1"></page-count></counts><custom-meta-wrap><custom-meta><meta-name>pdf</meta-name><meta-value>S1049023X00056338a.pdf</meta-value></custom-meta><custom-meta><meta-name>displayText</meta-name><meta-value>supplement</meta-value></custom-meta><custom-meta><meta-name>dispart</meta-name><meta-value>Oral Presentations—Coordination and Clusters</meta-value></custom-meta></custom-meta-wrap></article-meta></front></article></istex:document></istex:metadataXml><mods version="3.6"><titleInfo lang="en"><title>Lessons Learned from the Health Cluster Approach in Africa</title></titleInfo><titleInfo type="alternative" lang="en" contentType="CDATA"><title>Lessons Learned from the Health Cluster Approach in Africa</title></titleInfo><name type="personal"><namePart type="given">Michel N.</namePart><namePart type="family">Yao</namePart><affiliation>World Health Organization, Harare, Zimbabwe</affiliation><role><roleTerm type="text">author</roleTerm></role></name><typeOfResource>text</typeOfResource><genre type="abstract" displayLabel="abstract" authority="ISTEX" authorityURI="https://content-type.data.istex.fr" valueURI="https://content-type.data.istex.fr/ark:/67375/XTP-HPN7T1Q2-R">abstract</genre><originInfo><publisher>Cambridge University Press</publisher><place><placeTerm type="text">New York, USA</placeTerm></place><dateIssued encoding="w3cdtf">2009-04</dateIssued><copyrightDate encoding="w3cdtf">2009</copyrightDate></originInfo><language><languageTerm type="code" authority="iso639-2b">eng</languageTerm><languageTerm type="code" authority="rfc3066">en</languageTerm></language><abstract type="normal">Introduction: A review of humanitarian interventions suggested a reform based on three pillars: appointment of a Humanitarian Coordinator; an emergency fund; and the cluster approach for more predictability, efficiency, and accountability in a specific sector with an appointed leader. The cluster approach started late 2005 with some pilot countries in Africa, was followed by other countries. So far, Africa has been the wider cluster experience area. This paper will present different case studies and to highlight lessons learned. Methods: Seven cases from African countries were studied. Cases were analyzed based on a developed framework that took different factors into account. Data were collected from field visits and from exiting documents. Results: The cluster approach was adopted using different models based on existing coordination structures, government structures and implications, and the presence of a Health Coordinator or an existing emergency body. The cluster approach has improved sectoral programming in humanitarian responses in the field. It provided stronger and more predictable leadership across sectors, improved preparedness and surge capacities. However, it lacked clear guidance in implementation as well as resources for effective coordination in the field, which are successes. There was a lack of understanding of the concept which made non-governmental organizations reluctant to adhere to a cluster approach. Conclusions: The success of implementation of the cluster approach required flexibility for an appropriate model in order to be adopted. A participatory approach and transparency are required to bring all partners on board.</abstract><subject><genre>Keywords</genre><topic>Africa</topic><topic>cluster</topic><topic>coordination</topic><topic>humanitarian</topic><topic>partnership</topic></subject><relatedItem type="host"><titleInfo><title>Prehospital and Disaster Medicine</title></titleInfo><titleInfo type="abbreviated"><title>Prehosp. 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