National Humanitarian WASH Coordination Transition Emergency Response Preparedness

1. National Humanitarian WASH Coordination Transition Emergency Response Preparedness & Capacity Gap Analysis MPW Meeting Room Thursday 9th July 2015 0900-1300h

2. Lack of clarity of roles of Donors and their links with the Coordination Platform Limited structural funds Weak advocacy by sector to influence Donor investment policies and practice Weak political engagement of the WASH sector Limited authority to influence partner responses Lack of follow-up or commitment of partners & Donors towards the response plan Low WASH sector visibility in the Annual Planning process (Focus on Health) Loss of linkages between WASH sector and other sectors Weak Information Management Trust deficit on the National Platform for EVD Poor service delivery & Response Inflexibility of the response plan versus the situation dynamics Low resource availability for WASH Coordination Fragmented sector Government capacities (HR, Financial, Technical) is limited Lowest capacity at Sub-National levels Absence of Emergency Preparedness & Response Plan LIBERIA NHWCT Challenges (April 2015)

3. Key Institutional Challenges • Current EVD response not addressing long term ERP and DRR capacity needs • Current humanitarian action is failing to direct critical HR, technical and financial resources towards the National WASH Coordination platform • Established NDMC is under-resourced and virtually non-functional • WASH profile within EVD response remains low among political circles • Mandate conflicts & intense safeguarding of respective mandates is limiting cross-sectoral collaboration • Insufficient staff with appropriate skill set at national and sub-national levels to Coordinate humanitarian WASH interventions • Short termist approach of donors mitigating against sustainable WASH services

4. National Humanitarian WASH Coordination Transition Assessment Framework

5. Humanitarian WASH Coordination Transition Checklist

6. Fundamental Requirements of a WASH Emergency Response Preparedness (ERP) Plan • Alignment & periodic update of WASH ERP with other existing emergency preparedness plans (eg. Municipal, Security, Health Plans etc.) • Clear Organisational Structure • Competent people • Adequate asset & resource management • Clearly accountable & Effective Procedures • Political Support • Effective Public Advocacy & Communication

7. 3 Phase Approach to ERP Planning

8. Basic ERP Elements: • Risk Analysis & Monitoring • Minimum Preparedness Action (MPA) • Advanced Preparedness Actions & Contingency Planning • Hazard/Risk Ranking & Early Warning • Establish Procedures & Structures • Build on MPA’s tailored to specific risk scenarios with high/medium threats • (May include Simulation exercises) Operates at 3 levels: Inter-Agency : Broad framework for collaboration, information sharing, priority setting Sector Specific: Guides mobilisation of Sector actors in meeting agreed sectoral goals Organisation Specific: Describes how services will be delivered and sustained https://www.humanitarianresponse.info/system/files/documents/files/Emergency_preparedness_guidance-24Oct2014.pdf

10. Risk = Impact x Likelihood • WASH Context: • Organisational Risk Assessment • HR management of Specialist Capacity • Reporting lines and Accountability • Mobility/Access to areas of potential need • 4W Mapping of partners & their capacities • Information exchange systems • ERP Updating frequency • WASH System Risk Assessment • Examine vulnerable system components • Potential impact of system failure on users • Contingency stock of essential parts/materials • Feasibility of Packaged interventions • Resources for contingency stocks • Prioritisation of Risks

12. ERP Organisational Structure for EVD Response (Work-in-progress) Source: NWSHPC Capacity Resources Adaptability Prioritisation

13. Work-In-Progress

17. Group Work Operations (Assessment & Site Selection; Technical Design; Project Supervision; Quality Assurance) Planning (National Coordination; ERP Planning; Needs Assessment; M&E; Resource Mobilisation) Information - Communication (Media advocacy; Public Relations; ICT systems; Data Analysis) Logistics (Vehicle fleet operation/maintenance; Air Logistics; Warehousing; Set-packing of Kits) Finance/Administration (Procurement; Contracting; Costing; Payroll; Documentation; Legal) What specific roles do you want to see the National WASH Platform playing ? – Please Prioritise What skills/attitudes are required for each of these roles ? Who could provide support in strengthening these skill sets and How ? When should this happen (over the next two years) ?

18. National Humanitarian WASH Coordination Transition Methodological Framework Global Templates for Reference

19. Methodological Process for Strengthening National Humanitarian WASH Coordination 1/4

20. Methodological Process for Strengthening National Humanitarian WASH Coordination 2/4

21. Methodological Process for Strengthening National Humanitarian WASH Coordination 3/4

22. Methodological Process for Strengthening National Humanitarian WASH Coordination 4/4