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- Risk monitoring and analysis: ERP can be defined as a process to manage risk. Risk must be listed and prioritized based on their likelihood and planned impact on human life. Key WASH market systems should be continously monitored (for instance water, fuel or construction material prices) in order to anticipate on possible crisis.
- Plan standard coordination arrangements in case of disaster. This include early discussions with Cash Working Groups
- Plan standard for Information management arrangements in case of disaster
- Preparations for joint needs assessment if an emergency occurs. This can include the implementation of pre crisis WASH market assessment, and arrangement for intersector emergency market assessment.
- Establishment of operational capacity to increase readiness. This step consists in identifying key WASH and other stakeholders (ERP task force) interested and capable to be involved in the process and create a dedicated group of partners, representative but small enough to be efficient.
- Mitigate/prevent risk: To mitigate and respond to the risks identified, an ideal level of capacity is needed from the WASH sector (NGOs, local authorities, local population etc.). The level of capacity of these stakeholders may not be sufficient, and capacity gaps are observed. The coordination platform must map these capacities to identify gaps and strengthen the sector.
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- Reaching out to national counterparts, local partners, communities to coordinate preparedness plans and assess response capacity.
- Implementing WASH technical, coordination and market based programing training for the partners, based on the capacity assessment;
- Deploying appropriate coordination, information management, needs assessments and response monitoring systems and developing a sourcing strategy for priority relief items, prioritizing local markets when relevant;
- Organizing simulation exercises to increase readiness to respond;
- Contingency planning
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