全球卫生集群的形成性评估：管理层的回应

WHO’s unique role as Inter Agency Steering Committee (IASC) Cluster Lead Agency (CLA)1for humanitarian health response and shaped the delivery of humanitarianhealth assistance through partnerships to reach the most vulnerable crises-affected populations. It served a dual purpose of learning and accountability. By providingforward-looking recommendations, which were timely and actionable, the evaluation helped strategically position WHO, in the midst of the IASC Humanitarian Reset,and ongoing UN80 discussions, where prioritization and new ways of working are being developed. This evaluation was conducted between 2024 and 2025 whilst global humanitarian action funding was plummeting by over than 50%, which triggered the launch ofthe IASC Humanitarian Reset. While restructuring and prioritization across the humanitarian landscape was underway, the evaluation, through iterative feedbackloops, shared emerging findings which helped identify the most necessary crucial coordination functions. This has been essential given the context of increasinghumanitarian needs and health risks due to armed conflict and natural hazards, and the at-risk capacity for all health partners to support Members States toequitably reach all populations affected by humanitarian crises and deliver responses. Follow-up to the recommendations will help further strengthen WHO’s IASC CLA coordination function at all levels, and with partners. It is noted that going forward,in light of current fiscal pressures confronting WHO, renewed resource mobilization strategies will be needed to enable WHO’S continued capacity to fulfil itscoordination functions, in line with the IASC Humanitarian Reset whilst ensuring collective prioritization of Health Cluster action and quality coverage of healthresponse. Furthermore, the evaluation informs WHO’s work to strengthen locally-led action, national ownership and leadership of the sector to be ready fortransition, and linkages with health system strengthening efforts. Additionally, the evaluation evidence will be used to optimize resource mobilisation for the GlobalHealth Cluster, and to strengthen WHO capacity to deliver, plan for and monitor and evaluate results across its different levels. Senior management thereby fully accepts the recommendations and has developed this management response plan to advance key actions as highlighted below,recognizing the timeline for implementation may vary for some actions depending on WHO restructuring, resource availability and time needed to engage all relevantstakeholders.Management Response StatusInProgress Recommendations and Action Plan Strategic level recommendations Recommendation1 To remain fit for purpose and optimize operations focused coordination, in a simplified coordination model, where the Health Cluster isactivated, the GHC should place emphasis on the following Strategic Priorities 1.1. Coordination: Ensure the capacity to fulfil coordination functions at national level in priority countries, in line with the humanitarian reset. (SP1.3)•Retain a scaled down, focused model for surge capacity, focusing on priority countries, and providing HCCs and information management capacity. •Strengthen partners’ capacity to deliver, taking into consideration the available capacity at global level and country levels, as well as changes in dynamics atcountry level post reset and according to context. 1.3 Information management (SP3.1 and SP3.2): Ensure partners’ access to standardised, quality and timely public health and humanitarian information, and its usefor operational decision making (see operational recommendation 1.2 below). 1.6 Support local led action, community engagement & accountability (SP4.1): Informed by the humanitarian reset, rework the GHC approach to localisation, AAP andcommunity engagement in decision-making and service delivery. This has to take into consideration a realistic assessment of WHO/GHC capacity (financial and HR)going forward, as well as local capacity after the impact of the drastic funding cuts in the global humanitarian sector. Incorporate learning from other clusters/CLAs.ManagementresponseAccepted Recommendation1 To remain fit for purpose and optimize operations focused coordination, in a simplified coordination model, where the Health Cluster isactivated, the GHC should place emphasis on the following Strategic Priorities 1.4 Multi-sector Coordination (SP2): In line with the prospective humanitarian reset, the GHC at global and country levels should engage in emerging models of inter-sector and multi-cluster collaboration. •At sub-national level, design a model which enables/supports partners participation in area-based coordination (ABC).•From national level, establish and maintain connections with health partners working under ABC, which ensures that both WHO and health partners activelyadvocate for health within the coordinated response 1.5 Linkages between humanitarian action and health system strengthening,