Findings and Outline Proposal for the
Global WASH Cluster Stockpile Project
Background
Global Cluster Lead Responsibility for Stockpiles
Global cluster leads have agreed to be accountable to the Emergency Relief Coordinator for ensuring system wide preparedness and technical capacity to respond to humanitarian emergencies, and for ensuring greater predictability and more effective inter-agency responses in their particular sectors or areas of activity[1].
Global Cluster Leads have been tasked with three specific responsibilities:-
1. Standards and Policy Setting
2. Building Response Capacity
3. Operational Support
Building response capacity has been divided into three specific sub-tasks
· Training and system development at the local, national, regional and international levels
· Establishing and maintaining surge capacity and standby rosters
· Establishing and maintaining material stockpiles
As part of the task to establish and maintain material stockpiles, the Global WASH Cluster (GWC), in the form of the Emergency Materials Project 5[2](Phase 1), set-out to implement a needs assessment to identify and analyse the gaps that were apparent in the existing system of how WASH supplies support a humanitarian response.
Findings and Analysis of Needs Assessment
The initial part of the needs assessment was to attempt to identify and map out existing global WASH stockpiles and capacity to respond to emergencies – the right materials in the right place at the right time - and identified that:-
- Existing comprehensive global WASH stocks are held only by a few major agencies (ICRC, IFRC, MSF, Oxfam)
- Some donors hold significant WASH materials, although mainly household level WASH NFIs/materials eg jerry cans, buckets, plastic sheeting, with some exceptions
- Mapping quantities of stock, as other projects have found, is notoriously difficult
- There is little consistency with which quantities of materials are ‘transformed’ into a population figure that they can support
- Stocks are particularly focused on water supplies and gaps exist in excreta disposal and hygiene, which, according to existing evidence base, form potentially the greatest barriers to the interruption of diarrhoeal disease
- Those agencies/organisations who do not hold stocks experience a delay in being able to respond at the beginning of the emergency due to delays in fund raising, purchase and supply chain
- There is usually a human resource capacity on the ground to respond, but without appropriate immediately available emergency materials to respond with
- Whilst there is some sharing of materials on the ground, this is not predictable nor consistent
- Deployment in particular of donor stocks of WASH materials does not always involve consultation with the WASH sector actors and consequently there is sometimes a mismatch of need vs delivery of stocks
- There is an openness and willingness of donors to be lead by the WASH Cluster in what materials (and specification of materials) they should stock
- Different donors have specific interests in supporting emergencies in specific regions/countries
In analysing the findings it was agreed that :-
· The first phase of an emergency, when needs are most acute, is where most gaps exist (as also noted by the Global WASH Cluster survey of capacity)
· If material resources were made available in the first phase of an emergency this would enable national and smaller international actors to provide a timely first phase response until funding and supply chain systems are activated
· To ensure materials are predictably available in a timely manner to share between actors with capacity equipment needs to be available through the WASH Cluster and deployed in the field according to capacity to respond
· There is reasonably good capacity of materials held in stock globally although gaps exist in excreta disposal and hygiene. It is therefore not necessary to stock for all emergencies, but to provide an immediate seed stock which can be accessed by any WASH actors on the ground with capacity
· More effective use of WASH materials stocked by donors through improved coordination with donors on (i) the composition and specification of stocks (ii) the deployment of appropriate stocks to the field
A Proposal for a Global WASH Cluster Stockpile
A Partnership Approach to achieving the Right Materials in the Right Place at the Right Time
Aim of the Global WASH Cluster Stockpile
The overall aim of the GWC Stockpile is to contribute to the reduction of the immediate public health threats in the affected communities, whilst addressing both the rights and dignity of girls and boys, women and men.
Specific Objective
The specific objective of this project is to fill the identified gaps of timely, accessible and appropriate emergency WASH materials in the right place at the right time deployed to cover the first phase (4 weeks) of an emergency for up to 50,000 people.
This project is specifically expected to contribute to the objective of being adequately prepared for future emergencies by having key materials stockpiled in strategic locations which the WASH sector/cluster will be able to call down quickly and utilize in their first phase response without the need for additional funding and purchasing procedure which delay a timely and appropriate response
This project aims to increase the timeliness and effectiveness of a WASH emergency response by filling a short-term gap to ensure agencies have the right equipment available at the right time on the ground through the provision of a supplementary, rapidly available (basic/commonly used/quick and easy set-up) stockpile of WASH materials which will be available to WASH response actors on the ground at the very onset of an emergency intervention and provide a bridge until funding and more traditional supply routes are activated and functioning, as well as coordinating other external actors to ensure complementary and appropriate deployment of other WASH stocks
Strategy
1. WASH materials deployed at the onset of an emergency for the first 4 weeks
The materials in this scheme are intended to be used in the first 4 weeks of an emergency intervention and to support life saving WASH actions that should have a direct impact on the public health of the affected population.
2. Materials to support up to 50,000 people with a minimum deployment for 10,000, designed in modules of 5,000
The materials in this scheme are intended to cover a maximum population of 50,000 persons. The overall 50,000 persons figure calculated, is intended to cover 10 % of an affected population of 500,000[3] persons which is in itself an estimation of those affected by a large scale emergency. However recent trends are tending toward smaller scale emergencies such as natural disasters, in which case a smaller emergency material packet, a proportion of the total allocation will be deployed.
The WASH Cluster emergency materials are intended to cover the WASH needs of 10 – 25 % of the total affected population in any one emergency event and the minimum deployment shall be for 10,000 persons.(2 x 5,000 material kit ).
A modular approach made up of a series of kits of basic WASH emergency materials has been developed with the steering group and active WASH Cluster agencies, for responding to an emergency based on supporting 5,000 persons.
The materials, specification, weight, volume and cost have been developed to enable potential partners to gauge the implications of entering into this project and assess their commitment to fulfilling the responsibilities that would follow.
3. Materials to be complementary and not to replace existing mechanisms of response
The materials in the WASH Cluster emergency stockpile are not intended to cover all the needs of any particular emergency event and there is an assumption that agencies will still deploy their own emergency materials and other resources in response to a particular emergency. Therefore the materials in this project are to complement and not replace the materials deployed by individual agencies and donors. The materials under this scheme shall be available to all those with capacity to use them in an effective manner. This project can be seen as strengthening the role of the WASH cluster at country level.
4. Replenishment of stocks through funds raised through the emergency
It is envisaged that the cost of both the deployment (transport/logistics) and replenishment of stocks will be recovered from funds raised through the emergency eg Flash Appeal as a fundraising document and CERF as a potential source of funding
5. Request and disbursement in-country lead by the WASH cluster lead agency in coordination with WASH cluster actors
These materials are intended to be supplied using existing mechanisms for distribution and these materials should be coordinated with other supplies coming in to the country.
However a minimum reaction time for deployment will be agreed with the partners to ensure that the project fulfils its aim.
6. A Partnership Approach
This project has involved all active members of the Global WASH cluster having been lead by Oxfam and UNICEF with a Steering Group of IFRC, World Vision and the Logistics Cluster. The strategy proposes to build on the interagency ownership of the objective and draw together key partners with existing capacity and track record of rapid deployment, to store and deploy emergency WASH materials.
7. Use of pre-existing storage/supply chain facilities
It is planned, to use existing supply chains and storage facilities as far as possible, benefiting from potential optimization of existing facilities such as warehouses. Partners may use their own facilities or to use other resources such as the UNHRDs, but at all times to look for cost savings through accessing existing facilities.
8. Decision to deploy stockpile to be made by the Global WASH Cluster Stockpile Partners
It is envisaged to a have a decision making procedure which will be based on identified need at country level.
Operationalisation of the Global WASH Cluster Stockpile
It will be necessary to develop SOPs (Standard Operating Procedures) for each specific aspect of the operationalisation of the GWC Stockpile. It is envisages that SOPs will be elaborated for the following areas:-
· Trigger and Decision Making Mechanism for Stockpile Deployment
Criteria for triggering the procedure to dispatch the WASH emergency stocks to an emergency theatre of operations will be established with the partners. SOPs will also need to be developed to ensure rapid decision making on the deployment of the stockpile.
· Guidance for the Allocation of Materials
Guidance will be established to support Clusters and Cluster Coordinators order and allocate stocks to field practioners in an efficient manner, enabling selected actors to effectively meet the needs of the affected population. This would also include agreed standard procedures of accountability and administration for the deployment of materials
· Replenishment of the stocks and Reimbursement of deployment costs
There are a numberoptions which could be considered for the replenishment of materials which would need to be discussed prior to deployment of stocks:-
i) CERF accessed by the Cluster Lead Agency to disperse to the partner who has deployed stocks
ii) Donor funding direct to the global cluster
iii) Donor funding directly in country to the partner who has deployed the stocks
iv) Donor funding directly to the cluster lead agency for dispersal to the partner who has deployed stocks
v) Donor giving Goods in Kind and/ or covering freight costs possibly with plane transportation.
· Management, Monitoring and Evaluation of the Global WASH Cluster Stockpile
It is envisaged that dedicated resources will bed needed in the initial phase of the stockpile to manage, monitor and evaluate the set-up, implementation, timeliness, effectiveness and efficiency of the GWC Stockpile as well as to provide a coordination of materials being deployed to the field
The Way Forward
Setting up the Partnership
· Criteria will be finalized to agree minimum qualifications to be a full partner (store, decide and deploy) in the GWC Stockpile mechanism
· Meeting of potential partners of the GWC Stockpile - commitments and implications of partnership
· Development of partners into the mechanism may be take a phased approach
· Agree number and which partners to be included
Setting up the Global WASH Cluster Stockpile
· Finalisation of the stockpile modules and kits with implications of volume (doe storage, transport by plane/logistics) and cost
· Partners will store the agreed materials (minimum of 10,000) based on the agreed specification, using own sources for supply as appropriate
· Building Appeal but this represents only a small amount of the overall required budget
· A Guidance Manual for the deployment of the materials will be elaborated
Funding the Global WASH Cluster Stockpile
· Some initial resources are allocated from the Global WASH Cluster Capacity
· It is envisaged that a specific proposal be put together to fund the full stockpile for 50,000, fundable in lots of 5,000 for materials and approximate up-front transport costs which will be based on estimations for international freight costs and associated assumptions
· Both direct finances and GIK will be sought, based on the specification given by the Cluster
· A 2-3 year pilot of the GWC Stockpile is envisaged, with direct field monitoring and evaluations to feed in to decision making of the effectiveness of the stockpile in meeting its objectives
Annex :
1. List of WASH Materials – quantities, volumes and costs
[1] IASC GUIDANCE NOTE ON USING THE CLUSTER APPROACH TO STRENGTHEN HUMANITARIAN RESPONSE, 24 November 2006
[2] Project managed by Oxfam GB, with a Steering Group of IFRC, UNICEF and World Vision, and supported by the Global Logistics Cluster
[3] Reference IASC discussion December 2005