全球卫生集群形成性评估：执行摘要

E x e c u t i v es u m m a r y © World Health Organization 2025. All rights reserved. The content of this document is not final and the text may be subject to editorial revisions beforepublication. The content of this draft, however, will not undergo substantive changes. The documentmay not be reviewed, abstracted, quoted, reproduced, transmitted, distributed, translated or adapted,in part or in whole, in any form or by any means without the permission of the World HealthOrganization WHO/DGO/EVL/2025.87 Executive summary O v e r v i e wo f t h e e v a l u a t i o n o b j e c t The World Health Organization was designated by the Inter-Agency Standing Committee (IASC) as the ClusterLead Agency (CLA) for the Global Health Cluster (GHC) when the cluster approach was established in 2005. In2012, World Health Assembly Resolution 65/20(1)stated the need to invest in WHO's response and role ashealth CLA to meet the increasing health demands of humanitarian and public health emergencies. Thismandate was reiterated in 2015 during the reform of WHO's work in outbreaks and emergencies with healthand humanitarian consequences and in the subsequent World Health Assembly Resolution 68/27(2). The GHC's primary role is to strengthen the coordination of health sector responses in humanitarian settings.Its vision is to save lives and promote dignity in humanitarian and public health emergencies, and its mission isto collectively prepare for and respond to humanitarian and public health emergencies to improve the healthoutcomes of affected populations. As the IASC-designated CLA, the WHO holds a permanent seat and co-chairrole in the GHC’s Strategic Advisory Group (SAG) and provides secretariat support through the Global HealthCluster Unit (GHCU) within the WHO Health Emergency Programme (WHE)(3). WHO’s accountability for GHCoperations is formalized in its Emergency Relief Framework and the Protect Pillar of the WHO GlobalProgramme of Work.1 WHO, as the CLA, is ultimately responsible to the Emergency Relief Coordinator for ensuring the fulfilment ofits lead agency role in the GHC(4). The GHC has five strategic priorities (SPs) and 14 corresponding objectivesfocusing on strengthening coordination, interagency collaboration, health information management, quality ofhealth cluster action and advocacy. At the country level, the GHC is mandated to fulfil the six(5)plus one IASC-mandated core cluster functions (CFs): supporting service delivery; informing decision-making; strategicplanning/implementation; monitoring/evaluating performance; building national preparedness capacity;advocacy; and accountability to affected populations (AAP). The additional core function aims to support andcontribute towards ensuring AAP, which is a major initiative within IASC, requiring clusters and other actors toimplement the IASC AAP Policy(6). As of March 2025, the Global Health Cluster (GHC) has been activated in 28 countries, encompassing 2 regionalcoordination mechanisms and 119 subnational health clusters, engaging a total of 2072 partners. The fundingrequested for project implementation by GHC partners amounts to US$ 3 155 709 000, with US$ 236 585 000secured, targeting a population of 79 898 343 individuals, which represents 48% of those in need. Evaluation purpose, objectives and intended audience The evaluation serves a dual purpose of accountability and learning. While it is a formative evaluation,undertaken to generate forward-looking recommendations for improving WHO's humanitarian coordinationand informing the next GHC Strategy (2026–2030), the summative component evaluates progress against theGHC's SPs, core country-level CFs and CLA responsibilities(7). The evaluation's main objectives were tosystematically and objectively assess the relevance, effectiveness, efficiency and coherence (connectedness and coordination) of the GHC. The evaluation scope was all work undertaken from September 2014 to 2025,with a particular focus on the last six years (2019–2025), at global, regional and country levels. Primary stakeholders include WHO leadership (e.g. the Executive Director for Emergencies, health clusterteams), National Health Authorities and GHC partners(8). Secondary stakeholders include internationaldonors, other clusters, WHO departments, country health cluster partners (local NGOs, private sector,academia) and specialized agencies. E v a l u a t i o n m e t h o d o l o g y WHO, at the request of the GHC SAG,2commissioned an independent and external evaluation of the GHC. Theevaluation employed a non-experimental design combined with theory-based and utilization-focusedapproaches. It used mixed methods to collect both quantitative and qualitative data, enabling robusttriangulation of findings. Data collection methods included desk review of 179 key documents and secondarydata analysis focusing on the GHC public health information services (PHIS) dashboard, cluster coordinationperformance monitoring (CCPMs)3and health clu