- Use the cluster's tools (4W, gaps).
- Facilitate a coordination meeting.
- Manage relations with the authorities and the military.
1The cluster's tools
- The 4W (who does what, where and when; sometimes 5W with “for whom”): each partner reports its activities by area; the cluster uses this to produce presence and coverage maps.
- Gap analysis: comparing needs (people in need, severity) with coverage to steer partners towards forgotten areas.
- The cluster's standards and technical guidance: kit composition, transfer values, protocols, adapted from Sphere to the context.
- The monthly dashboard: people reached against HRP targets.
Filling in the 4W on time is not a formality: it is what makes your work visible and allows you to defend funding for your area.
2A useful coordination meeting
- An agenda sent in advance, with decisions to be taken, not just rounds of updates.
- Data shared beforehand (4W maps, gaps) so as to discuss solutions rather than read out figures.
- Short minutes with the decisions, the people responsible and the deadlines, shared within 48 hours.
- Meetings in a language understood by local actors, with interpretation if needed, at accessible times and places.
- Co-facilitators from NGOs, including national ones, alongside the lead agency.
3Authorities, the military and local actors
Authorities: involve them in meetings, share plans and aggregated data, respect procedures (authorisations, registration), while preserving impartiality (lists are determined by needs, not affiliations).
Civil-military coordination (UN-CMCoord, facilitated by OCHA): dialogue is necessary for security and access, but there must be a clear distinction between humanitarian and military actors. Military assets are used only as a last resort (Oslo Guidelines for disasters, MCDA Guidelines for conflicts), under civilian control, with no escort by default.
Localisation: national and local organisations know the terrain and remain after the crisis. Involving them in cluster leadership, sharing funding (the Grand Bargain set the target of at least 25% of funding to local actors as directly as possible) and strengthening their capacities are part of good coordination.
The offer of a military escort
Conflict zone, district coordination meeting
You co-facilitate the district coordination group on behalf of a national NGO.
The national army offers to escort all humanitarian convoys to a recently retaken area. Some partners want to accept in order to move faster. The authorities are also asking for the list of beneficiaries' names.
Decision 1 of 3How do you handle the offer of an escort?
Decision 2 of 3How do you respond to the request for the list of beneficiaries' names?
Decision 3 of 3How do you make the coordination group more inclusive for local NGOs?
Key takeaways
Coordinating also means jointly defending the principles before the military and the authorities, protecting data and making room for local actors.
Exercise: preparing a meeting
You co-facilitate the monthly cluster meeting in your district. Draft a 60-minute agenda with three decisions to be taken, then a template for the minutes (decisions, people responsible, deadlines).
Key points
- The 4W makes the work visible and reveals gaps.
- A good meeting produces decisions, people responsible and deadlines.
- Military assets as a last resort, under civilian control, with a clear distinction.
- Involve local actors in the leadership and funding of the response.
Further reading: course references
- OCHA / IASC (2023). Humanitarian Programme Cycle: reference documents. www.humanitarianresponse.info
- IASC (2024). Inter-Agency Standing Committee (IASC) reference documents. interagencystandingcommittee.org
- IASC (2015). Reference Module for Cluster Coordination at Country Level. interagencystandingcommittee.org
- OCHA (2007). Oslo Guidelines and MCDA Guidelines on the use of military assets. www.unocha.org
Daily quiz
3 questions to check what you have learned. Answer them all to complete the day.