Global WASH Cluster

Strategic Plan 2011 - 2015

2.

Global WASH Cluster Strategic Plan 2011 – 2015

3.

Executive Summary

The WASH Cluster Strategic Plan July 2011- December 2015 sets out priorities and

guides cluster activities over the next four years. It builds on the achievements of the

2009-2010 Work Plan and lessons learned from cluster and inter-cluster evaluations,

while responding to emerging issues facing WASH actors in the current humanitarian

context.

Using the aim of the Inter-agency Standing Committee (IASC) to strengthen

humanitarian response as a starting point, the plan serves as a framework to strengthen

coordination and to guide global, regional, and country level action in the coming years.

This strategic plan has three core functions:

1. To communicate the vision, goal and expected outcomes for the WASH cluster

and humanitarian reform over the next four years through a basic strategic

framework;

2. To guide planning and prioritisation within the cluster, at global, regional and

country levels, through setting out priority core initiatives with intended outputs

and indicative activities;

3. To facilitate systematic monitoring and accountability for the period of the plan.

The content of the plan has been designed around five outcomes, encompassing

thirteen core initiatives. These reflect the priority areas of work and as part of an annual

work plan enable allocation of responsibility for related outputs and activities across key

actors. The five expected outcomes are:

• Effective coordination and adequate capacity within the Global WASH Cluster to

allow realisation of the defined strategic priorities at global level;

• National WASH coordination platforms are supported in an timely operational

manner as needed during humanitarian crises;

• Through enhanced regional capacity, national preparedness strategies and sector

capacities are improved

• Accountability within and between WASH cluster agencies is enhanced and

facilitated by the lessons learned and best practice captured through structured

and formal evaluation and documentation of major responses;

• Improved advocacy on the importance of humanitarian WASH and proactive

communication of this both inter-sectorally and within the development WASH

fora

As well as global level outcomes and activities, the plan suggests areas where country-

level WASH clusters can focus. Support will be available from the global and regional

levels to articulate and deliver against these outcomes and outputs.

The monitoring and reviewing of this strategy will be undertaken on an annual basis to

informing on-going priorities and annual planning for WASH cluster based activities at

global level. A comprehensive set of indicators has been developed to support on-going

4.

monitoring. Periodic lessons learned exercises and evaluations at country and global

levels will also inform (re)prioritisation within the latter part of the strategic planning

period.

This content of this plan was presented and ratified by the Global WASH Cluster

participants at the last Global WASH Cluster Meeting, held in Oslo on 7th and 8th April

2011 at the offices of Norwegian Church Aid (NCA). On this occasion it was particularly

useful to have the input of an expanded group of stakeholders, including OCHA, and

several donors, notably OFDA, ECHO, NORWAY and the Netherlands.

5.

Acronyms and Abbreviations

CAP Consolidated Appeals Process

CAST WASH Cluster Advocacy and Support Team

CCCM

CERF

Camp Coordination Camp Management Cluster

Central Emergency Response Fund

CHAP Common Humanitarian Acton Plan

CLA Cluster Lead Agency

DRR Disaster Risk Reduction

DFID The UK Government’s Department for International Development

ECHO European Commission Humanitarian Office

EPRP Emergency Preparedness and Response Plans

ER Early Recovery

ERC Emergency Response Coordinator

EWA Early Warning and Action

GMR Global Monitoring Review

GWC Global WASH Cluster

HC Humanitarian Coordinator

HCT Humanitarian Country Team

IASC Inter Agency Standing Committee

IM Information Management

ISDR International Strategy for Disaster Reduction

KM Knowledge Management

M&E Monitoring and Evaluation

OCHA United Nations Office for the Coordination of Humanitarian Affairs

OFDA US Government’s Office for Foreign Disaster Assistance

PCNA Post Conflict Needs Assessment

PDNA Post Disaster Needs Assessment

RAT Rapid Assessment Team

RECA Regional WASH Cluster Advisor

REWA Regional Emergency WASH Advisor

RRT Rapid Response Team

SAG Strategic Advisory Group

SOF Strategic Operational Framework

SOP Standard Operating Procedures

WASH Water Sanitation and Hygiene

WCC WASH Cluster Coordinator

6.

Contents

Executive Summary ........................................................................................................ 3

Acronyms and Abbreviations .......................................................................................... 5

1. Introduction ................................................................................................................. 7

Background To The Cluster Approach .................................................................................... 7

Gaps And Critical Issues ........................................................................................................ 9

The Global WASH Cluster .....................................................................................................10

The WASH cluster At Regional Level .................................................................................. 121

The WASH cluster At Country Level ......................................................................................12

The WASH cluster Rapid Response Teams ..........................................................................13

2. Situational Analysis ..................................................................................................... 7

Humanitarian Developments................................................................................................... 7

3. Global WASH Cluster Strategic Plan 2011 - 2015 ...................................................... 9

Vision ...................................................................................................................................15

Goal ...................................................................................................................................15

Strategic Objective ................................................................................................................15

Outcomes And Core Initiatives ..............................................................................................16

Strategic Framework .............................................................................................................17

7.

1. Introduction

After four years of evolution during which the WASH sector provided significant

momentum and leadership to the Cluster Approach, a point of maturity has been

reached whereby all stakeholders consider it appropriate to clearly document the

strategy adopted by the collective humanitarian WASH agencies. This Strategy seeks to

outline the background, challenges and lessons, reorientation and definition of priorities,

and clarity on measurement of progress in the years 2011-2015.

BACKGROUND TO THE CLUSTER APPROACH The Cluster Approach is one of the three pillars of humanitarian reform introduced in

2006 in response to findings from a comprehensive review of humanitarian action1. The

humanitarian reform process is underpinned by a focus on improving the predictability,

effectiveness and accountability of multi-agency efforts to respond to escalating

humanitarian needs. Under the humanitarian reform process, a number of clusters were

formalized including Health, WASH, Shelter, Education, Logistics, Food Security, Camp

Coordination, Nutrition, Early Recovery and Protection. Under the leadership of the UN

Emergency Response Coordinator (ERC), the Cluster Approach has been adopted as

the framework for response in all countries with Humanitarian Coordinators (HCs) and

all new major emergencies. As specified in the IASC Guidance note2, the responsibilities

of the Global Cluster Lead Agency (CLA) are:

Standards and Policy Setting

� Consolidation and dissemination of standards; where necessary, development of

standards and policies; identification of ‘best practice’.

Building Response Capacity

� Training and system development at local, national, regional and international levels.

� Establishing and maintaining surge capacity and standby rosters.

� Establishing and maintaining material stockpiles.

Operational Support

� Assessment of needs for human, financial and institutional capacity.

� Emergency preparedness and long term planning.

� Securing access to appropriate technical expertise.

� Advocacy and resource mobilization.

� Pooling resources and ensuring complementarity through enhanced partnerships.

� 2. Situational Analysis

HUMANITARIAN DEVELOPMENTS

The current scale of global humanitarian need is vast. In 2010 the World Bank estimated

that over 600 million people3 were living in conflict-affected or fragile states4. In addition,

1 Adinolfi et al, Humanitarian Response Review, UN OCHA, 2005

2 IASC Guidance note on using the Cluster approach to strengthen humanitarian response - 24 Nov 2006

3http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/STRATEGIES/EXTLICUS/0,,menuPK:511784~pagePK:6

4171540~piPK:64171528~theSitePK:511778,00.html accessed 27.09.10

8.

statistics from the International Federation of Red Cross and Red Crescent Societies

(IFRC) indicate that on average 255 million people per year were affected by natural

disasters over the last decade. An increasing number of actors add to the complexity for

effective coordination in the humanitarian arena.

Shifting political interests since the end of the Cold War and the subsequent war on

terror have undermined the independence and security of humanitarian organizations.

They are frequently drawn into working alongside government, military and peace

keeping forces in order to reach the populations they are mandated to assist and

protect. This leads to a blurring of the principles of neutrality and impartiality and

continues to erode the humanitarian space that affords some degree of protection in

violent or conflict-affected areas. This implies the need for careful consideration of work

alongside state authorities and non-state actors.

In addition, better understanding of the long term impacts of conflict has resulted in

growing attention to post-conflict and fragile contexts. Apart from the loss of life and

destruction of personal assets, conflicts also result in damage to public infrastructure,

institutional capacity and economic turmoil. Recovery and rebuilding takes years, and

research shows that 40% of post-conflict countries relapse into conflict within 10 years5.

This has implications in considering the most appropriate strategies for intervening and

facilitating the transition from a humanitarian to development approach.

Resilience of WASH services and practices is of critical importance for many sectors,

their respective MDG targets and in the collective efforts to minimise the impact of

disasters. The GWC seeks to promote comprehensive solutions, suitable investment

and actions that incorporate disaster risk reduction approaches at all levels and within

both the development and humanitarian sectors.

Whilst the GWC may have an advocacy role in broader Climate Change and in the

design of development approaches within the sector, the core intent of the Cluster

Approach was and remains improved predictability, effectiveness and accountability of

multi-agency humanitarian response. To this end, the stakeholders in the GWC have, in

cooperation with the regional based coordination structures when existing, orientated

their collective efforts toward the national level cluster fora, with priority assigned to

ensuring their functionality, capacity and effectiveness. Only after this basic prerequisite

is adequately achieved, will the GWC agencies be in a position to widen the collective

action.

SUCCESS AND GOOD PRACTICES

The impact of humanitarian reform is wide reaching in both the way that humanitarian

agencies ‘do business’ and the demands on their time and resources. A 2010

4 The list of states and territories considered “fragile” by World Bank definition changes frequently. As of 2005, 35

states and territories were included in that category. From the World Bank Global Monitoring Report 2007 5http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/STRATEGIES/EXTLICUS/0,,menuPK:511784~pagePK:6

4171540~piPK:64171528~theSitePK:511778,00.html accessed 27.09.10

9.

evaluation6 indicates that the Cluster Approach has led to improvements in a number of

important areas, including:

� Coverage of humanitarian needs in some sectors including child protection,

� Better identification of gaps and potential duplication in humanitarian assistance,

� More predictable leadership particularly through dedicated coordination staff,

� Improved partnership between UN agencies and other humanitarian actors,

� Enhanced ability and performance in mobilizing funding and resources for

humanitarian action.

The good practices emerging through adoption of the cluster approach differ across

countries and contexts, however, the reinforcement of national coordination platforms

through the WASH cluster concept has generally allowed7:

• Improvement in the coordination mechanisms in countries with national / local

agencies involved in the majority of cases, and the emergence of good practice

through use of the cluster approach in the WASH sector. For example,

institutionalisation of coordination and enhanced cooperation between local

agencies, consolidating partnerships and capacity within the sector;

• Greater buy-in and involvement of stakeholders through the formalisation of

working arrangements, collective guidance and common ground (development of

Strategic Advisory Group and Technical Working Groups for instance);

• Increased and effective advocacy and support to fundraising for the sector.

GAPS AND CRITICAL ISSUES

Despite generally reporting improvements in humanitarian response, the 2010

evaluation also identified a number of critical issues to address including:

� Continued exclusion of national and local actors;

� Threats to the humanitarian principles of impartiality, neutrality and independence;

� Focus on cluster processes rather than humanitarian action; and

� Inadequate attention to cross-cutting and inter-sector concerns issues.

The initial enthusiasm in the WASH sector for the Cluster Approach was largely driven

by a clear understanding by WASH professionals of the benefits of a cohesive and

coordinated response. The initial appeal, so well supported by the donors, permitted a

significant momentum to be created within the GWC, but as both the expectations and

costs have risen, so the challenges of maintaining that momentum have emerged. For

many agencies involved in humanitarian WASH, advocacy within their own management

is as critical a component of success and ‘mainstreaming’ of the commitments to the

collective cluster based effort remains a challenge.

6 Streets et al, Cluster Approach Evaluation 2 – Synthesis Report, URD and GPPI, 2010

7 The conclusions presented in this section are based on an evaluation of the cluster approach carried out in 2010

and the results of the Global WASH Learning Project carried out by the Global WASH Cluster between 2008 and

2009: Implementation of the WASH Cluster Approach. Good Practice and Lessons Learned. The Global WASH

Learning Project, Louise Boughen and Henri Le Turque (2009)

10.

Donors continue to promote ‘mainstreaming’ as a solution to the challenge of

sustainability of the Cluster Approach, yet the reality remains that coordination, either as

a participant or as a facilitator, costs money. Unfortunately, the evidence so far of the

benefits accruing from engagement in or coordination of the WASH cluster remains

intangible in the form of opinions and or process indicators. The WASH cluster strategy

seeks to reinforce the evidence base through the ‘Accountability and Learning’ initiative,

whilst continuing to reinforce the emphasis on national level coordination capacity as an

effective means of improving humanitarian response through regional level capacity.

A positive step by the WASH stakeholders toward collective responsibility for the Cluster

Approach, increased regional and global resources are being promoted for both

response and national capacity building. This enhanced partnership is aimed at both

demonstrating and reinforcing ‘mainstreaming’8 within the WASH stakeholders and

redressing the chronic shortfall in human resources dedicated to preparedness and

response.

THE GLOBAL WASH CLUSTER FORUM

The Global WASH Cluster (GWC) was formed in mid-

2006, as part of the humanitarian reform process, and

was built upon the successes of an existing WASH

humanitarian sector working group. UNICEF was

nominated as the lead agency for the cluster on the

basis of its global network of operations and partners,

resources and recognized role in the field of

emergency water and sanitation interventions. During

late 2006, the 26 organizations comprising the Global

WASH Cluster jointly prepared a Global WASH Cluster

2006-2009 Strategic Framework. This framework,

comprising 15 projects9, was subsequently funded

under two global appeals (see annex 1. for a listing

and status of projects).

The primary purpose of the Cluster Approach is the

improved delivery of assistance to the affected

population10 during emergency response through

better coordination at all levels.

8 While the term "mainstreaming" has come to mean different things to different people within

humanitarian reform WASH stakeholders agree this to reflect the incorporation of the cluster based

partnership approach into everyday business practices. This therefore infers that "mainstreaming" is an

overt change to the way agencies operate rather than simply an allocation of their own resources toward

cluster based activities.

9 Details of and products derived from the initial projectscan be found at

http://oneresponse.info/GlobalClusters/Water%20Sanitation%20Hygiene/Pages/Projects.aspx

10 The affected population comprises both those directly impacted by the humanitarian crisis and the communities

within which they seek succour and who host them in times of need.

Active Global WASH Cluster

participants:

Action Contre la Faim

(ACF), CARE, Center for Disease

Control and

Prevention (CDC), Concern,

Catholic Relief Services

(CRS), International Federation of

Red Cross and Red Crescent

Societies (IFRC), International

Rescue Committee (IRC), Islamic

Relief, International Medical

Corps, Medair, Mentor Initiative,

Mercy Corps, Norwegian Church

Aid (NCA), Oxfam GB, RedR

UK, Save the Children UK, Shelter

Center, Solidarités, Tear Fund,

Terre des

Hommes, UNHCR, UNICEF,

UNRWA, World Vision

International (WVI), WHO, Swedish

Civil Contingencies. Agency (MSB)

11.

The GWC forum consists of 26 active partners, comprising of International

Organisations, United Nations Agencies, International NGOs and Civil Contingency /

Response agencies. The forum is open to all interested parties and advocacy continues

to engage academic institutes and other stakeholders, including where appropriate, the

private sector. Humanitarian donors attend the coordination fora and add particular

value in their observer capacity.

The strong network and good relations within the humanitarian WASH sector assisted in

achievements to date, however the Cluster Approach has attained a level of maturity

wherein greater structure, transparency and clearer decision making modalities are

considered essential by all stakeholders. The new ’Working Arrangements’developed in

2010, lay the foundation for this new era and include a structured membership for the

first time (see annex 3).

The development of the strategy addresses the informality and lack of structure that has

existed to date. The consensus process in developing the strategy has allowed for

clearer and more logical prioritisation of activities and approaches. This has allowed

formation of a defined, agreed and costed workplan with matching management

framework and working arrangements.

The review of strategic direction was timely in so far as the original projects undertaken

by the GWC have been reaching a natural conclusion and consensus was reached to

close all past undertakings and focus on 6 strategic priorities

I. Global Coordination capacity & inter-cluster connectivity

II. Capacity - extension and expansion (Coordinators, Rapid Assessment Team

[RAT], and Information Management [IM]) of the Rapid Response Team [RRT]

project

III. Regional support to the national coordination and response platforms (UN &

partners) through WCC and other GWC tools training, on a contextual base

IV. Refinement of data collection, information management and analysis.

V. Realisation of the emergency materials project

VI. Learning and Accountability project

CLUSTER ADVOCACY AND SUPPORT TEAM (CAST)

The day to day coordination of the Global WASH Cluster forum continues to be

facilitated by a small dedicated team employed by the CLA to facilitate and coordinate

the collective efforts of all WASH cluster participants. With no implementation

responsibilities, the CAST serves a key function in maintaining connectivity between

WASH stakeholders, coordination with and support to inter-cluster initiatives and global

support to national cluster fora. The CAST plays a central role in the effective use of the

WASH cluster Rapid Response Team and has a responsability for quality assurance for

cluster based training and capacity building from District to the Global level.

12.

THE STRATEGIC ADVISORY GROUP

Under the new ’Working Arrangements’ oversight and prioritisation of activities

undertaken by WASH stakeholders on behalf of the collective global cluster forum is

provided by a Strategic Advisory Group (SAG) comprising of a small number of cluster

partners nominated by the wider global level membership from 3 NGOs, one

international organisation, two UN organisations and one agency or individual

representing the roll out of cluster activities at a regional or country level. The SAG is

tasked with representing the GWC agencies in various events and negotiations, thereby

streamlining processes concerning management and decision making. Oversight of

various activities undertaken in the name of the collective also falls to the SAG,

including: the GWC strategy; prioritisation of activities and advocacy; support to CAST in

monitoring of Project Steering Groups; approval and revision of the GWC based

workplan; fundraising for the collective and review and endorsement of the annual GWC

report.

THE WASH CLUSTER ACTIVITIES AT REGIONAL LEVEL

At regional level, five individual Regional Emergency WASH Advisors (REWAs) were

deployed by UNICEF to respective regional offices in Amman, Bangkok, Dakar,

Kathmandu and Panama City, to support the rollout of the WASH cluster at national

level. In this role the REWA initiative has supported capacity building of all WASH

stakeholders, including government counterparts, local civil society, international NGOs,

international agencies and UN organisations. Particular attention has been given to the

capacity of the respective Country level CLA. REWAs have also provided surge support

to WASH responses, both regionally and globally, serving in cluster facilitation roles or

bolstering UNICEF in its CLA capacity.

In Latin American and the Caribbean and in the West and Central African regions, the

WASH stakeholders have coalesced around a regional coordination forum through

which to prioritise capacity building activities.

As has been shown clearly over the past four years, the REWA initiative has proven

effective yet with inadequate numbers to ensure robust capacity building of national level

WASH cluster stakeholders. In an effort to reinforce the regionally based UNICEF

capacity, a complimentary cadre of NGO hosted Regional Cluster Advisors (RECAs) is

being proposed for 2011-2013. Through joint workplans with the REWAs, these

individuals would allow WASH cluster agencies to demonstrate greater commitment to

and mainstreaming of the collective effort and augment existing efforts.

THE WASH CLUSTER FORUM AT COUNTRY LEVEL

Country level predictability and response to emergencies remains the key priority of the

overall GWC strategy. Achievment of the cluster approach at country level is the core

indicator of the overall success of GWC strategy. At country level, the WASH cluster

forum works to strengthen humanitarian response by demanding high standards of

13.

predictability, accountability and partnership. It is intended to achieve a more strategic

response to WASH in emergencies and better prioritization of available resources. This

can provide Humanitarian Coordinators and national authorities with a predictable first

point of call in WASH. National WASH coordination mechanisms have been established

in 40 countries11 as of 31 March 2010. The contexts in which these clusters operate

include conflict, large scale acute emergencies, protracted crises, and countries at risk.

The aim of this plan is to guide overall efforts, and to support these country level clusters

and strengthen their work and to ensure understanding of collective responsibility for any

emergency WASH response.

THE WASH CLUSTER RAPID RESPONSE TEAM

A unique partnership between UNICEF and a limited number of WASH agencies

allowed for the employment of a dedicated WASH cluster Rapid Response Team (RRT),

staffed by competent and experienced individuals hosted by INGOs and deployable

within 72 hours on request of the CLA and in support of specific national WASH cluster

efforts. This team enhances the standing capacity of suitably qualified individuals.

Normally seconded to UNICEF during emergency response, these individuals have

fulfilled numerous roles within the past two years and the approach is largely considered

successful. UNICEF has been formally requested by cluster partners to seek additional

funding to both continue and expand the RRT to include 6 coordinators and 3

information management officers.

THE WASH CLUSTER RAPID ASSESSMENT TEAM (PROPOSED)

To address the critical shortfall in data from an emerging crisis, a small dedicated Rapid

Assessment Team (RAT) is proposed through an 18 month pilot. This would comprise of

three individuals hosted by cluster agencies, to be initially deployed to gather field-level

information against which the WASH cluster agencies could make informed priority

decisions whilst awaiting a full picture of the particular emergency. The RAT concept is

intended to help overcome lack of an overall picture created by the tendency of agencies

to cease collecting data beyond their own capacity to respond.

11

Annex 4 provides a list of countries implementing WASH clusters as at 31 March 2010.

14.

3. Global WASH Cluster Strategic Plan 2011 - 2015

Vision

All children and young people affected by humanitarian crises have e

Figure #2 Global WASH Cluster Strategic Framework 2011 - 2015

Global WASH Cluster Goal

“Improve the predictability, timeliness, and effectiveness of a comprehensive WASH

response to humanitarian crises.”

Three-year Strategic Objective

“Strengthen WASH coordination mechanisms at country level to respond effectively to

humanitarian crises with predictable leadership, accountability, and collaborative partnership.”

Outcome 3

Support to

regions /

countries and

cluster partners

in emergency

preparedness

and technical

capacities

Outcome 1

Effective

coordination

and capacity

of Global

WASH Cluster

Outcome 4

Accountability

and learning

facilitates

effective WASH

cluster action

Outcome 5

Operational

advocacy for

WASH as an

essential part

of humanitarian

response

o Refinement of

Tools

o Roll out to

National Level

o Regional Risk

Mapping &

Capacity

Development

o Partner

Commitments

o Strategy

Development

o Working

Arrangement

Model

o Dedicated

Resources

o Coherence &

Transparency

o Collective

Accountability

to beneficiaries

and other

stakeholders

o Lesson

Capture and

Use

o Knowledge

Management

o Operational

Advocacy

Outcome 2

Timely

operational

support to

National WASH

clusters as

needed

o Coordination

Support to

Emergencies

o Surge

Mechanisms

(RRTs RATs)

Core Initiatives

Cross-cutting issues

15.

VISION

The WASH cluster agencies strive to ensure that all those affected by humanitarian

crises have equitable access to timely and comprehensive WASH services.

This vision reflects the collective cluster agencies’ commitment to support progressive

realisation of the right to water, sanitation and hygiene in emergencies, and the

importance of WASH in facilitating physical protection, social stability and psychological

recovery in the midst of crisis.

GOAL

The WASH cluster agencies’ goal is to improve the predictability, timeliness, and

effectiveness of a comprehensive WASH response to humanitarian crises.

The Global WASH cluster agencies will respond in all major emergencies when called

upon to do so by a Humanitarian Coordinator, and where the scale of the emergency is

beyond the capacity of national authorities to respond. The nature of support provided

will depend on the expressed needs of individual country level cluster agencies, global

priorities and availability of resources. To enable predictable, well-coordinated and

comprehensive response to humanitarian crises, the global cluster effort and individual

country cluster fora will be active in establishing partnerships, collating and sharing

information, developing appeals, and supporting crisis mitigation, preparedness and

contingency planning.

Capacity development and on-going technical support will be provided to country-level

cluster fora and WASH authorities in emergencies where the Cluster Approach has been

instituted. Where existing WASH sector or disaster management coordination

mechanisms are active, support will focus on ensuring sufficient capacity and

functionality of these institutions and structures.

STRATEGIC OBJECTIVE

In order to work towards achieving the WASH cluster’s Goal, the overarching objective

for the strategy is to “strengthen WASH coordination mechanisms at country level

to respond effectively to humanitarian crises with predictable leadership,

accountability, and collaborative partnership”.

Increasing country-level capacity is believed to be the most sustainable approach to

addressing WASH priorities, in terms of WASH needs and rights, in preparedness,

response, recovery and risk reduction-related activities. The cluster agencies’ approach

to strengthening capacity concerns two main groups of constituents. First, the capacities

of existing stakeholders in the form of WASH authorities, disaster management

authorities and other local, national and international WASH actors. Second, the

capacity of country-level WASH cluster fora, including cluster partners and cluster

facilitation personnel (coordination and information management). Capacity

16.

requirements continue to be defined at country level in relation to a given emergency

and the demands of ensuring the safety of children and young people and the

restoration of WASH services while taking adequate account of priority cross-cutting

issues such as the environment, gender, disabilities, psychosocial issues, HIV-AIDS and

age (children and the elderly). The outcomes, outputs and activities set out in the

remainder of the strategy aim to address these requirements.

OUTCOMES AND CORE INITIATIVES

There are five global outcomes that have been defined in order to achieve the Strategic

Objective of the Global WASH Cluster agencies. Each outcome will be achieved

through the implementation of a number of core initiatives. The global outcomes are as

follows:

Outcome 1: Effective coordination and capacity of the Global WASH Cluster

Outcome 2: Timely operational support to national WASH clusters as needed

Outcome 3: Improved emergency preparedness and technical capacity of WASH

stakeholders

Outcome 4: ‘Accountability and Learning’ facilitates effective WASH cluster action

Outcome 5: Operational advocacy for WASH as an essential part of humanitarian

response and communication in both emergency and development fora

Annex 2. details activities and their expected budget implications.

STRATEGIC FRAMEWORK

Outcome 1: Effective Coordination and Capacity of the Global WASH Cluster

Core initiative:

A: Strategy Development

Core initiative:

B: Working Arrangement

Model

Core initiative:

C: Dedicated Resources

Core initiative:

D: Inter-cluster Coherence

Output 1.1:

Global WASH Cluster Strategy is

achievable and effective.

Output 1.2:

Global WASH Cluster Working

Arrangement Model is achievable and

effective.

Output 1.3:

Resources accessed by participating

agencies are sufficient to support the

agreed Global WASH Cluster strategy.

Output 1.4:

The Global WASH Cluster promotes

coherence with other clusters and internal

transparency between WASH cluster

stakeholders

Activities:

Act. 1. Elaboration of a 3 year strategy by

the SAG, endorsed by the CAST,

presented to and endorsed by the Global

WASH Cluster partners and rolled out

under the direction and supervision of the

CAST.

Act. 2. Yearly review of strategy

achievements carried out by the SAG and

presented by the CAST to the GWC

members

Activities:

Act. 1. Definition of a working arrangement

model with binding roles and

responsibilities of the different Global

WASH Cluster actors is acknowledged

and agreed to by active partner agencies.

Activities:

Act. 1. Coordination and mutual support of

Global WASH Cluster partners agencies in

successfully accessing funds to deliver on

behalf of the collective / cluster.

Act. 2. An effective CAST team, facilitates

and coordinates the fundraising activities

of Global WASH cluster agencies.

Activities:

Act. 1. Global WASH Cluster promotes

coherence with other clusters (especially

Health, Food Security, Nutrition, Shelter,

Logistics, CCCM, Early Recovery and in

certain contexts Protection and Education)

Indicators:

� Strategy finalised and published,

funding received, action taken and

annual reviews completed

� Review process duly documented in

minutes of meeting and CAST

documents

Indicators:

� Formal arrangement agreed and

signed up to by all members.

Indicators:

� % of funding requirement met

� % of GWC projects funded

Indicators:

� WASH is an effective participant in

relevant inter-cluster initiatives

� Annual high level consultation focused on

transparency and communication

between WASH cluster stakeholders

18.

Outcome 2: Timely Operational Support to National WASH Cluster Responses as Needed

Core initiative:

A: Coordination Support to Emergencies

Core initiative:

B: Surge Mechanisms (RRTs and RATs)

Output 2.1:

Timely global WASH Cluster support to coordination at country level (national and sub-

national) in emergency is appropriate & effective.

Output 2.2:

Global and National WASH clusters have sufficient capacity for effective and timely

support, at the national and sub-national levels, in the early days of any cluster based

emergency.

Activities:

Act. 1. CAST promotes the implementation of Cluster Approach (at Global & Country

levels) by advocating to the Humanitarian Country Team, WASH Cluster Lead Agency

and Donor community for WASH humanitarian funding.

Act. 2. CAST proactively advocates the timely and appropriate use and integration of

the RRT by contacting the CLA in country in advance.

Act. 3. The CLA and its partners promote collective accountable for the facilitation and

coordination of the WASH Cluster in emergency countries. All WASH stakeholders

proactively support a strong and effective cluster forum through constructive and

predictable engagement to the collective effort by their respective agencies.

Activities:

Act. 1. Gaps in WASH responses in cluster based responses (especially critical life-

threatening) are identified in the first days of the emergency & adequately documented (W

& gaps matrices, maps, charts) for informed decisions making by partners

Act. 2. RRT members are deployed within 48hrs to fill key facilitation positions

Act. 3. RAT deployed within 48 hours of agreement to mobilise.

Act. 4. Exit strategy for RRT (CC&IM) proactively sought by CAST with the CLA at country

level. For example advocates at country/region level to ensure a continuation (no gap in

CC ) after the RRT leaves

Indicators:

� Global WASH Cluster official documents and minutes.

� All procedures related to RRT deployment are fulfilled in a timely manner by the

CLA (as per SOP).

� National WASH cluster minutes / documentation pertaining to engagement and by

WASH stakeholders

Indicators:

� Number of RRT & RAT personnel available for immediate deployment.

� Average deployment time for RRT following request

� Prioritised Strategy agreed upon within one week

� Average deployment time for RAT following agreement to mobilise

� Comprehensive WASH assessment produced with one month

� % of RRT missions replaced within 7 days of departure from country

� RECAS and REWAS are functional.

19.

Outcome 3: Improved emergency preparedness of WASH stakeholders

Core initiative:

A: Refinement of Tools

Core initiative:

B: Roll Out to Tools to

National Level

Core initiative:

C: Regional Risk Mapping and

Capacity Development

Core initiative:

D: Partner Commitments and

mainstreaming

Output 3.1:

The Global WASH Cluster

provides solid replicable support

tools and projects.

Output 3.2:

Countries benefit effectively from Global

WASH Cluster tools, at national and

sub-national levels.

Output 3.3:

Regional capacity facilitates an interface

between global strategy and national action,

focusing on a mapping of risks,

vulnerabilities, needs and capacities.

Output 3.4:

Partners of the Global WASH Cluster play an active

role in making the cluster effective in both their HQ

and missions.

Activities:

Act. 1. Finalise existing on-going

tools/ projects. Review, revise

and or drop non- functioning

tools and projects,.

Act. 2. Identify priority gaps and

additional projects (operational

research), if required,

undertaken (linkage with urban

settings and climate change).

Act. 3. Maintain an overview of

tool take-up and support

requests by countries (CAST)

through regional partner capacity

Activities:

Act. 1. Adaption and adoption at

national level by WASH stakeholders of

information management, assessment

and other GWC derived tools

Act. 2. All WASH humanitarian

stakeholders will actively promote and

disseminate GWC tools and products

within their own agencies to encourage

synergy and improved effectiveness

during response

Activities:

Act. 1. Reflect Regional capacity in the Global

WASH Cluster strategy and budgets

forecasts.

Act. 2. Access adequate resources through

regional partners and donors to support

WASH cluster capacity development at

national level.

Act. 3 Facilitate regional mapping and roll out

of Global WASH Cluster tools and projects at

country level.

Act. 4. Ensure regional coordination platforms

are active

Activities:

Act. 1. Partners demonstrate commitment to Cluster

Approach from HQ down to country levels: active

involvement in the WASH cluster fora at global and

country levels.

Act. 2. Partners develop their emergency WASH

stocks in accordance with Global WASH Cluster

recommendations

Act. 3. Roll out of Tools & projects by all partners in

their countries of intervention

Act. 4. Partners ensure contingency planning and

emergency propositioned stocks at global, regional

and country levels is coherent with other cluster

stakeholders

Indicators:

� CAST reports, projects

reports, annual plans.

Indicators:

� Agreement on IM and Assessment

tools and indicators

� Country level official documents.

� % or GWC agencies having

mainstreamed GWC tools and

products systematically including at

country level

� Pre-arrangements between WC

partners and relevant stakeholders

Indicators:

� Regional support capacity in place

(REWA/RECA)

� Risk and capacity mapping by country

available to the GWC

� % of WASH agencies with regional

presence engaged in regional

coordination platform

� Complementarity of agency contingency

plans and action plans at regional level

Indicators:

� Partner positioning papers.

� Partner strategy documents.

� Cluster coordination meetings reports.

� Contingency plans including where appropriate

pre-signed agreements and prepositioned stocks.

� # of agencies applying the GWC emergency kits

recommendations for their emergency stocks

� % of agencies sharing information

20.

Outcome 4: Accountability and Learning Facilitates Effective WASH Cluster Action

Core initiative:

A: Collective Accountability

Core initiative:

B: Lessons Capture and Use

Core initiative:

C: Knowledge Management

Output 4.1:

WASH cluster collective accountability to beneficiaries

and other stakeholders through the set-up and roll out of

standardized monitoring mechanisms

Output 4.2:

Lessons learned are captured, disseminated and used for

future emergencies.

Output 4.3:

WASH cluster knowledge management strategy and web

portal finalized and implemented.

Activities:

Act. 1. Accountability mechanisms are in place before /

during / after all crises and supported by the collective (all

partners) WASH cluster.

Act. 2. Formalise a complaints mechanism

Act. 3. Implementation and use of feedback mechanism

to beneficiary, national and international counterparts

(post emergency survey).

Act. 4. Externally evaluation of all major12

cluster-based

emergency responses.

Activities

Act. 1. Support formal “lessons learned” exercises and

real time evaluations, GWC self-assessment reviews

and/or OCHA Cluster Performance Tracking, involving all

WASH agencies.

Act. 2. Establish a formal mechanism that monitors the

management of improvements recommended by WASH

cluster evaluations that prevent the repetition of mistakes

made during a response.

Act. 3. Establishment by stakeholders of internal

mechanisms to capture and disseminate progressive

improvements in agency level responses.

Act. 4. Promotion of the Accountability and Lesson

learned project at global level by the project lead agency.

Activities:

Act. 1. Finalize the knowledge management strategy.

Act. 2. Develop, test and roll out of the WASH Cluster Web

Portal, providing a repository for information and facilitates

horizontal and vertical sharing between WASH clusters at

the global, national and sub-national levels.

Act. 3 Innovative initiatives by partners captured and

disseminated.

Indicators:

� Evaluations disseminated on the Global WASH

Cluster website.

� Country WASH cluster documents.

� Country WASH cluster strategy.

Indicators:

� Global, regional and country reports.

� Lesson learned project monitors repetition of

mistakes

� Publication / sharing of agency specific improvement

in response

� Accountability and Learning documentation available

on the GWC webpage and ALNAP webpage

Indicators:

� # of hits on the WASH Cluster Web Portal tracked

month

12

For the purposes of clarity, formal evaluations will be undertaken on all cluster based responses serving >500,000 affected. Emergency responses delivering to less than

500,000 people will be evaluated on a case to case basis.

21.

Outcome 5: Operational Advocacy for WASH as an Essential Part of Humanitarian Response and Communication in Both Emergency

and Development Fora

Core initiative:

A: Operational Advocacy

Output 5.1:

All key WASH cluster partners

mainstream commitment to the Cluster

Approach within their own

organisation, including advocacy,

communication and resource

mobilisation.

Output 5.2

All key WASH cluster partners mainstream

commitment to advocate for humanitarian

WASH within the broader WASH sector

Output 5.3

All key WASH cluster partners mainstream

commitment to advocate for humanitarian

WASH within the broader humanitarian

Community

Output 5.4

All key WASH cluster partners mainstream

commitment to advocate for humanitarian

WASH within the general public

Activities:

Act. 1. Internal advocacy by and within

each stakeholder agency to ensure

coordination mechanisms are

adequately resourced (commitment).

Activities:

Act. 1. Proactive engagement in WASH

sector events, fora and workshops

Act. 2. Active participation and advocacy

with other WASH coordination bodies

Activities:

Act. 1. Dissemination of informed, consistent

and coherent communication and advocacy

messages by the GWC (global& country

levels) to appropriate audiences.

Activities:

Act. 1. Dissemination of informed, consistent

and coherent communication and advocacy

messages by the GWC (global& country

levels) to appropriate audiences.

Indicators:

� Partners policies, positioning

papers and reports

� Agencies contribution to the

strategy is effective (time,

resource, appropriation of

principles and tools).

Indicators:

� Fora attendance by humanitarian

WASH stakeholders

Indicators:

� Fora attendance by humanitarian WASH

stakeholders

Indicators:

� Media reflect humanitarian WASH

coordination concerns

Preconditions: • Agreement with all engaged partners on practical, effective working arrangements structure. • GWC stakeholders have collective responsibility in sourcing adequate funds to fulfil the GWC strategy. • Clear awareness of the Cluster Approach at local level (incl. local authorities, LNGOs and INGOs). • Nationwide acceptance of WASH cluster as primary coordination structure for coordination of humanitarian WASH agency support and response • Regions have capacity and resources to support of national coordination platforms in capacity building and during humanitarian crisis • GWC partners proactively accept collective responsibility for the successes and failures of emergency WASH responses.

Annex 1.

THE GLOBAL WASH CLUSTER PAST PROJECTS P1 - Cluster Coordination: COMPLETED. As part of the Cluster Approach, the IASC Global WASH Cluster, through this project,

developed a roster of competent and trained WASH Cluster Coordinators for rapid deployment at the country level, with the objective

to promote adequate coordination capacity and mechanisms for the cluster. The continuation of Coordinator training may be explored

during the period 2011-2015, but is not considered as high a priority as utilising the exiting trained individuals in an appropriate

manner

P2 - Information Management: COMPLETED. In any emergency response, data collection (both quantitative and qualitative) and its

subsequent transformation to information and ultimately knowledge, is key to a timely and effective humanitarian response. The IASC

Global WASH Cluster considers Information Management as one of its most critical. The project sougt to define a predefined criteria

and framework for data collection, analysis and presentation.

P3 - Hygiene Promotion: COMPLETED. Previously, the way in which hygiene promotion (HP) was implemented varied widely within

agencies and it was frequently given scant attention during sector coordination meetings. It was suggested that a lack of clarity within

the WASH cluster in relation to the purpose of hygiene promotion, its expected outcomes and the lack of common understanding of

methods and approaches in its implementation. The hygiene promotion project generated what many consider to be the most

comprehensive set of materials, references and tools every developed in the sector, and whose value has been noted in the

development sector.

P4 - Capacity Mapping: COMPLETED. Global Cluster Leads have a responsibility to assess and analyse capacity at a global and

national level, to identify and plan to address coordination gaps as appropriate. This project was part of the WASH cluster’s

responsibility to ensure “operational support”. In doing so, the project initiatited mapping and assessment of global and national

WASH coordination capacities, developing tools/frameworks and piloting these tools in hotspot countries.

P5 - Emergency WASH Materials: ONGOING PILOT. The focus of this pilot project was on globally available emergency WASH

materials, including a dedicated stock to be moved to meet needs and shortfalls in a timely manner. This project initially reviewed and

made recommendation on standards and modular WASH kits that have been adopted and referenced by many agencies. The project

also mapped existing location, ownership, access and composition of WASH stocks, thereby improving data and predictability for

planning. The third phase of the project will be redefined and completed during 2011-2015, intended to pilot a physical stockpile

available to responding agencies and coordinated through the cluster forum in-country and globally. A formal evaluation of this pilot

will determine the value and feasibility of continuation and expansion.

P6 - Training for Capacity Building: COMPLETED. This project related to the responsibilities of the Global Cluster Leads as set out in the IASC Guidance Note on using the Cluster Approach to strengthen humanitarian response. Within WASH this is translated as a commitment and responsibility at global and national levels to raise the standards and effectiveness of humanitarian response through more aware and better trained personnel. Modular field training packages were fully developed and are available on the website.

P7 - Learning in the WASH cluster: COMPLETED. In its first Phase, this project combined different types of evaluations to learn about the Cluster Approach at both a field-implementation level and a global strategic level, and developed a performance assessment methodology. In its second Phase, the project supported technical field learning reviews. A final synthesis report of lessons learned was completed and is available on the website.

P8a - The Human Right to Water and Sanitation in Emergencies: COMPLETED. The focus of this project was clarifying the scope

and content of the Human Right to water and sanitation, and to supporting advocacy and the implementation of this right in a

humanitarian context. As part of the project a series of regional training workshops were being held in each region and a handbook

and self-learning CD were developed and disseminated.

23.

P8b - Advocacy for the WASH Sector in Emergencies: COMPLETED. This project sought to ensure better preparedness in

supporting WASH Emergency Response in terms of advocacy at the global and country levels. An Issues Paper was published and

practical tools and guidelines for effective WASH advocacy approaches were developed.

P9 - Technical Support Services: COMPLETED – CONTINUING INDEPENDENTLY. Timely access to quality technical support

services can be crucial in ensuring the effectiveness of a WASH emergency response. This project aimed to develop a framework for

technical support services for the WASH cluster agencies. The responsibility of these technical support services has migrated to a

consortium of interested parties that continue to complement the coordinated cluster forum and agencies.

P10 – Best Practice: HALTED. The scoping report for the project concluded that the WASH cluster agencies were insufficiently

interested in this area of work to justify further expenditure.

P11 - Environment Project: COMPLETED. Environmental issues are often overlooked in emergency WASH interventions. This

project mapped existing gaps, and developed specific materials and training support to help prevent or reduce the environmental

impact of emergency WASH responses. The project has been concluded with a final report expected in 2011.

P12 - Early RecoveryProject: HALTED. The project has been halted at conceptual stage given the consensus that each agency is

already undertaking this advocacy work internally an therefore a WASH cluster derived series of documents and guidance would be a

parallel and potentially wasteful exercise.

P13 - Disaster Risk Reduction: COMPLETED. DRR focuses on reducing the vulnerability of affected communities to future

emergencies. A comprehensive review of DRR in WASH response has been completed and is awaiting final editing and publication.

P14- Accountability: COMPLETED – TO BE REVISED AND CONTINUED. Accountability to the people with and for whom

emergency WASH programmes is undertaken is a recognised gap. This project aims to develop tools and guidance that give space

and consideration to people affected by crises, and thus increases the accountability and effectiveness of emergency WASH

interventions.

P15 - WASH Cluster Rapid Response Team: COMPLETED – TO BE EXPANDED AND CONTINUED. The Global WASH Cluster

Lead Agency has a responsibility to ensure surge capacity for the WASH sector in humanitarian crises. A number of mechanisms and

capacities have been developed through other projects, and the RRT is one component. The RRT provides timely dedicated capacity

for the in-country WASH cluster on demand. This will be continued and expanded through the 2011-2015 period.

P16 – Knowledge Management: ONGOING – NEARING COMPLETION. The recommendations regarding the platforms and most

appropriate means of sharing information will be available in early 2011, to be complimented by a draft Knowledge Management

Strategy. This will complete the current project. Further work in this area will be defined under the 2011-2015 workplan.

Annex 2. NEW PROJECTS & BUDGET ESTIMATES (for the first 18 month of the strategy) Total 2011 Total 2011 Total 2011 Total 2011 – 2012012012012222: : : : $$$$9.889.889.889.88 millionmillionmillionmillion budgeted $8.36 million currently fundedbudgeted $8.36 million currently fundedbudgeted $8.36 million currently fundedbudgeted $8.36 million currently funded Outcome 1: Effective Coordination and Capacity of the Global WASH Cluster

Core initiative:

A: Strategy Development

Core initiative:

B: Working Arrangement

Model

Core initiative:

C: Dedicated Resources

Core initiative:

D: Inter-cluster Coherence

Output 1.1:

Global WASH Cluster Strategy is

achievable and effective.

Output 1.2:

Global WASH Cluster Working

Arrangement Model is achievable and

effective.

Output 1.3:

Resources accessed by participating

agencies are sufficient to support the

agreed Global WASH Cluster strategy.

Output 1.4:

The Global WASH Cluster promotes

coherence with other clusters and internal

transparency between WASH cluster

stakeholders

CAST

• $1,120 Million budgeted

• $0.970 Million Funded

Cluster awareness training –

promotion of the Cluster Approach and

inter-cluster coherence

HR strategy - encourage and

promote increase in capacity of the

sector- no cost envisioned

Outcome 2: Timely Operational Support to National WASH Clusters as Needed

Core initiative:

A: Coordination Support to Emergencies

Core initiative:

B: Surge Mechanisms (RRTs and RATs)

Output 2.1:

Global WASH Cluster support to coordination at country level (national and sub-

national) in emergency is appropriate & effective.

Output 2.2:

Global and National WASH clusters have sufficient capacity for effective and timely

support, at the national and sub-national levels, in the early days of any cluster based

emergency.

REWAs – continued support to CLA capacity at regional level for support to

national coordination platforms and stakeholders

• $1.65 Million Budgeted

• $0.55 Million Funded

RECAs – complimentary regional capacity hosted by WASH cluster agencies,

encouraging mainstreaming of cluster commitment by non CLA stakeholders

• $1.5 Million Budgeted

• $1.5 Million Funded

RRT – expanded to include 6 coordinators and 3 IM officers

• $2.25 Million Budgeted

• $1.98 Million Funded (balance to be funded by requesting country)

RAT – pilot undertaking with 3 RAT members for 18 months

• $1.5 Million Budgeted

• $1.5 Million Funded

26.

Outcome 3: Improved emergency preparedness and technical capacity of WASH stakeholders

Core initiative:

A: Refinement of Tools

Core initiative:

B: Roll Out to Tools to

National Level

Core initiative:

C: Regional Risk Mapping and

Capacity Development

Core initiative:

D: Partner Commitments

Output 3.1:

The Global WASH Cluster

provides solid replicable support

tools and projects.

Output 3.2:

Countries benefit effectively from Global

WASH Cluster tools, at national and sub-

national levels.

Output 3.3:

Regional capacity facilitates an interface between

global strategy and national action, focusing on a

mapping of risks, needs and capacities.

Output 3.4:

Partners of the Global WASH Cluster play an

active role in making the cluster effective in both

their HQ and missions.

National training activities, tool roll-

out and capacity building by

REWA/RECA regional capacity

• $300,000 Budgeted

• $200,000 Funded

Emergency Materials – subject to positive

evaluation of the pilot – possible taking the

concept to scale would require

procurement and replenishment

• 1.5 Million Funded (balance

required to be determined after

evaluation of pilot) Outcome 4: Accountability and Learning Facilitates Effective WASH Cluster Action

Core initiative:

A: Collective Accountability

Core initiative:

B: Lessons Capture and Use

Core initiative:

C: Knowledge Management

Output 4.1:

WASH cluster collective accountability.

Output 4.2:

Lessons learned are captured, disseminated and used for

future emergencies.

Output 4.3:

WASH cluster knowledge management strategy and web

portal finalized and implemented.

Accountability & Learning - formal evaluation of

major cluster based responses

• $160.000 Budgeted

• $160,000 Funded

Knowledge Management Platform - development

and maintenance

Cost to be determined. Maintenance will need to be

covered by CAST

27.

Outcome 5: Operational Advocacy for WASH as an Essential Part of Humanitarian Response and Communication in Both Emergency

and Development Fora

Core initiative:

A: Operational Advocacy

Output 5.1:

All key WASH cluster partners

mainstream commitment to the Cluster

Approach within their own

organisation, including advocacy,

communication and resource

mobilisation.

Output 5.2

All key WASH cluster partners mainstream

commitment to advocate for humanitarian

WASH within the broader WASH sector

Output 5.3

All key WASH cluster partners mainstream

commitment to advocate for humanitarian

WASH within the broader humanitarian

Community

Output 5.4

All key WASH cluster partners mainstream

commitment to advocate for humanitarian

WASH within the general public

Interim Organisational Structure for the IASC Global WASH Cluster

With the maturation of the global WASH cluster it is felt by the current membership that a more

formal operational structure is required. This document represents the first step in what is expected to

be an iterative process which will over time result in a more permanent system. It is envisioned that

this document will apply for approximately one year from its agreement after which suggestions for

improvement will be made by the Global WASH Cluster Advisory Group to the global WASH

cluster for consideration and approval. These suggestions will be made taking into account interalia

any decisions taken at the IASC Principles level on cluster partnership accountabilities.

The purpose of the IASC global WASH cluster (‘the cluster’) is to ensure the predictability,

timeliness and effectiveness of a comprehensive WASH response to all humanitarian crises. The

following proposed governance system is designed to facilitate the achievement of this purpose in a

transparent and efficient manner. It should be understood that ‘the cluster’ is not an entity but rather a

forum for coordination of humanitarian activities led by the Cluster Lead Agency, UNICEF, in which

independent agencies participate voluntarily.

Membership:

The membership of the global WASH cluster forum shall be open to humanitarian organizations,

WASH organizations, donors, national clusters/cluster coordinators and other stakeholders (e.g.

private sector, academic institutions etc.) with the following levels of involvement:

1. Full members: envisioned to have voting rights and play an active role in determining the direction

and role of the cluster and overseeing cluster responsibilities

2. Associate members (e.g. research institutes)

3. Standing observers (e.g. donors)

4. Adhoc/Special invitees (e.g. Governments, other clusters whether global or country level)

Exact responsibilities of each category of member will be developed as a matter of priority by the

WASH Cluster Advisory Group after which time entities will determine at which level they wish to

participate.

The WASH Cluster Advisory Group will support the Cluster Advocacy and Support Team (CAST).

The Advisory Group will be accountable to the wider WASH cluster as a whole.

Responsibilities of the Advisory Group:

- Review and approve charter/statement of principles (which would include what each level of

membership engagement should be)

- Review and endorse global WASH cluster strategy

- Advise on global WASH cluster priorities

29.

- It is not foreseen that the Advisory Group would need to function as a funding allocation

committee, but in the unlikely event that such decisions are required, the AG would make

recommendations to the holder of collective resources.

- Establish Project Steering Groups to work on identified priorities

- Support CAST in its role of monitoring and oversight of Project Steering Groups

- Review and approve annual work plan, and agree amendment to these work plans as

necessary during the course of the year

- Members (agencies) of the advisory group will commit to participation in communication

(routinely electronically and to face to face periodically) and functioning of the group

- Comments on/input into key strategy, advocacy and fund-raising documents

- Review and endorse the global WASH cluster annual report

Composition and function

The group will be made up of seven agencies, UNICEF, one other UN agency, one international

agency, 3 NGOs and 1 agency or individual representing the roll out of cluster activities at a regional

or country level. Membership of this group will revolve on a yearly basis by vote of the wider

WASH cluster. For 2011 the group, nominated during the July 2010 meeting, will consist of ACF,

CARE, Oxfam GB, UNHCR, IFRC, UNICEF, plus a Regional Emergency WASH Advisor

(REWA) representing cluster issues at a field level.

The global WASH cluster has, to date, functioned on the basis of consensus and every effort will be

made to continue this approach in decision making by the advisory group. The advisory group

quorum is five members. CAST will function in a secretarial role for any voting and or decision

making procedures for the advisory group. For decisions to be considered carried, a minimum of 5

affirmative votes are required (electronic or in person). Any member shall have the right to call for a

consensus discussion on the results of such a vote, in order to offer opportunity to explain a contrary

opinion / position. A one-time re-vote, requiring 5 affirmative votes, would be considered final.

As part of the improved operational structure to be developed by the first Advisory Group, a system

for making the Advisory Group (and by extension the cluster) more inclusive will be developed.

Among those groups to be included would be national NGOs and Academic Institutions.

CAST’s role, responsibilities and reporting lines

UNICEF is ultimately accountable for ensuring the fulfilment of the WASH Cluster Lead Agency

responsibilities to the Emergency Relief Coordinator. In order to efficiently carry out these

accountabilities, UNICEF created the CAST (in 2006), tasked with day to day running of the global

WASH cluster, and will ensure its adequate staffing and functionality.

The CAST should act as a facilitation support to all WASH cluster stakeholders. UNICEF’s own

programmatic interests in the cluster forum are represented by its nominated participant.

The CAST will provide, in consultation with the Advisory Group, leadership to the broader global

WASH cluster. It will facilitate the development and implementation of the global WASH cluster

work plan (overview, project management, trouble-shooting, fundraising, rolling out of WASH

cluster tools and reporting). It will facilitate links, ensuring adequate communication between the

30.

Advisory Group, Project Steering Groups (PSG’s), the WASH cluster members and UNICEF. It will

form the secretariat of the Advisory Group and the cluster, reporting both to the CLA and to the

cluster members, disseminating information, managing the cluster websites, advocating on behalf of

the cluster members and linking with other clusters and the IASC at a working group level. It will

ensure that the Project Steering Groups have clear compositions with roles and responsibilities which

are reviewed and endorsed by the Advisory Group. It will also ensure that the Project Steering

Groups (defined below) report on progress. Finally the CAST will monitor, and provide support,

oversight and quality assurance on cluster affairs as appropriate to global humanitarian hot spots,

including direct links with national WASH cluster fora.

Oversight of projects

(This section is the formalisation of a system that has been operating quite effectively since the

establishment of the global WASH cluster and is currently viewed as best practice.)

Project Steering Groups and Peer Review Groups

For every project agreed upon in the work plan a Project Steering Group will be established.

Members of the global WASH cluster who are interested in participating in the PSG will make

themselves known to the CAST. These agencies must be prepared to devote sufficient time to ensure

the smooth running of the project (this is estimated to be about a half day a month) including meeting

at least twice a year (if possible face to face, if not then electronically). The nominated agency

participants must be appropriately skilled for the project in question. Each PSG must contain a

majority of member agencies who have no financial interest in the project.

Having been formulated to guide and oversee projects approved by the Advisory Group, each PSG

will work with the respective project lead agency to develop a full proposal for donor submission,

including budget and detailed targets. Once funded, each PSG shall have oversight of the respective

project to monitor that the objectives are met and the outputs achieved with adequate quality. The

PSG may also approve changes to the objectives on the project that do not substantially alter the

agreed objective and would require no donor approval; however any major changes will be referred

back to the Advisory Group prior to any changes being proposed to the respective donor.

Each PSG has responsibility for undertaking periodic peer based reviews of output / results through

the course of the project life as appropriate. A final project peer review would be completed prior to

official endorsement of the product and recognition of the partner contribution by the Advisory

Group. To achieve the peer review, each PSG will invite interested and technically qualified

individuals to serve on a Project Peer Group (PPG). The PPGs will focus only on the content of their

respective project with the sole purpose of improving and ensuring the quality of the product and

comprise a minimum of three individuals, a maximum of ten and be disbanded upon completion of

the project under review.

Agreed by the Interim Global WASH Advisory Group 1 April 2011

Reviewed and recommended for submission for approval by UNICEF by the Global WASH Cluster 7 April

2011

Final review and agreement by the Interim Global WASH Advisory Group 20th May 2011

32.