Each cluster will have its own unique identity and character, depending on its leaders and members, local needs and priorities. It will also be determined by how members can most effectively meet up, communicate, and work together in their setting. The UK-based CHGN team does not want to be too prescriptive, but rather aims to support local ideas and initiatives. Therefore, clusters are free to adapt and modify the following guidelines:
- Cluster members will have regular communication in a way that works best for each cluster. These will be to share issues, concerns, challenges, ideas, good practice, signs of transformation, etc.
- Cluster members will develop accountable, professional relationships, in order to encourage better performance, trust and fellowship.
- Cluster members will arrange a gathering at least once a year with a specific purpose or focus. They can draw on the skills, expertise and resources of the wider Network to enable this to happen. These gatherings could be hosted by a different member / project each time, to help members understand the issues on the ground for other cluster members and therefore learn from each other.
- Either prior to, or at the first gathering, cluster members will identify a 'champion' or champions who can help ignite and facilitate cluster coordination and develop the cluster's strategy and focus. This champion(s) will also be the primary link person(s) with the CHGN UK-based team, and present feedback from the cluster for the website and newsletters.
- Clusters would be free to set up committees, action groups and other forms of governance to help maximize the cluster value, and to share responsibilities amongst different organisational and personal members.
- Each cluster gathering could have a different focus or theme for the discussions and / or training. This would enable members to brainstorm solutions and share ideas, resources and best practice for the benefit of the other members and the communities they serve.
- Cluster members must also be willing to identify and link up with community health workers based in areas where there is no regular internet or phone usage, and aim to include these people in cluster activities. For those unable to attend a gathering, they should identify members who can pass on the ideas and resources shared.
- Clusters should promote co-working and integration of their activities with other health players – especially those in the government sector.
- Clusters may wish to work together towards a more major initiative such as a permanent training facility, a consortium to attract joint funding, or other activities / or events relevant to their particular situation.
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