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Refer to the 2020 GWC Evidence building for Cash and Markets for WASH in emergencies for examples of MBP practices related to
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Ensure that emergency preparedness and response processes
use and support adequatelyare sensitive to local WASH market systems
Ensure, and use and support them when relevant and appropriate
Market based programming
(MBP) has become a priority topic for the GWC since 2016
, at the level of both coordination and response. MBP for WASH consists in ensuring that WASH response are sensitive to local markets during all Humanitarian Program Cycle (HPC) phases, and that market based modalities (CVA and market support) are used when relevant. While MBP covers many different aspects,
the below is relatedthis section relates only to tasks
linked to coordinationunder the responsibility of the coordination platform. For more information regarding MBP, refer to the
attachments on the top of this page. Key document includes the2021 GWC MBP guidance (including the MBP coordination chapter)
, the GWC MBP evidence base study, and the ), or contact your UNICEF country office to explore possibility to implement or follow an online or face to face course on MBP for WASH in emergencyand the 2020 GWC Evidence building for Cash and Markets for WASH in emergencies.
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Local WASH markets market systems comprise all local private, public or community actors delivering WASH related goods or services, as well as the enabling infrastructure and regulating environment. Using this broad definition of market, MBP can be associated WASH system strengthening. Market based modalities include market support as well as Cash and Voucher Assistance (CVA) |
Establish partnerships
with public, private and community-based actorsto improve the
preparedness level of localWASH markets preparedness and resilience to disasters
- Many WASH market support modalities
- such as 'support to WASH policies
- ' require long intervention time
- which make them more relevant during preparedness phase, inmplemented in partnership with development actors.
- To respond adequately to emergency demand, local market actors needs to be involved in the emergency preparedness process
- . They need to be aware of the type and quantity of goods and services that will be required in emergency, and what type of delivery mechanism
- will be used (e.g. electronic vouchers)
- .
Build the capacity and preparedness level of WASH cluster partners to implement market-based modalities in emergency
- Use of
- market support modalities requires specific human resources (e.g. with marketing skills), and internal policies (e.g. favoring local over international procurement). Use of CVA for WASH in emergency requires institutional and programmatic readiness, as well an having established
- partnerships with other
- organizations and the public/private sector.
- The WASH coordination platform can build the sector capacity
- by organizing MBP for WASH in emergency
- trainings designed by the GWC.
- The WASH coordination platform can request the deployment of a cash and market specialist
- (for instance from
- CashCap) to support MBP preparedness
- and response.
- The WASH coordination platform should participate in interagency pre-crisis assessment of WASH markets, which will provide key information on markets functionality and can enable quick and market sensitive emergency response.
Coordinate the assessments of key WASH
markets during preparedness phase and emergency responseAssessments of critical WASH markets are the corner stonemarkets
Pre-crisis and emergencfy market assessments are the cornerstone of the Market-Based Programming for WASH. Their role is to inform subsequent WASH response analysis and planning. Assessments are better conducted at cluster level to To provide meaningful results for the response analysis, market assessments are better conducted as a cluster initiative rather than by a single agency. They also need to be coordinated with other sectors, as WASH market systems are connected with other markets important for other sector, such as labour or construction material. The WASH coordination platform can decide chose to implement a market assessment assessments through a third party such as REACH, or through an interagency mechanism. To adequately inform the inter-cluster response analysis process, humanitarian WASH sector should also be involved in other types of market-sensitive assessments, such as basic needs analyses or MPC (Multipurpose cash) feasibility assessments.Ensure market-based modalities are considered alongside direct service delivery
Consider market-based modalities during response analysis and strategic planning
, when relevant and appropriateDuring the response analysis phase, the relevance, appropriateness and feasibility of various market and non-market-based response modalities must be assessedis assessed by the sector coordinators, and the optimal combination of modalities identified and included in the implementation strategy. This process can be done at agency level by project managers or programme coordinators, or at humanitarian response level by cluster coordinators. Interagency multimodalities Intersector multi-modalities response analysis requires strong intercluster leadership, and can be challenging in rapid onset emergency because of limited time available. When relevant, the coordination platform can advocate to include ‘markets awareness’ module in the WASH Quality Assurance and Accountability system set up for the response.Coordinate the
Coordinate the design and implementation of market-based modalities
with WASH partners and Cash Working Groups (CWG)
Some CVA modalities are WASH specific (for instance ‘WASH specific vouchers’, or ‘support to water trucking market’‘hygiene vouchers’) and require sectoral coordination ensured by the WASH coordination platform. However, for cost effectiveness and practical reasons, WASH sector must often use existing cash delivery mechanism set up by other sectors. In addition, . But many market-based modalities are multisector by essence (MPC, ‘multisector vouchers’, ‘support to labour or construction market system’for example multipurpose cash, or multisector vouchers) which requires strong intersectoral coordination, which is often provided by Cash Working Group (CWG), or by setting up consortiums in which each consortium partners bring its specific sectoral or CVA expertise). The WASH coordination platform sector coordinator must represent WASH partners at CWG meetings and ensure information flow between CWG and WASH cluster meetings.partners. WASH coordination platform must be involved in the design of multisector CVA modalities addressing WASH, and should for instance participate in the development of the Minimum Expenditure Basket (MEB).
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Cash Working Groups (CWGsCWG) have been set up in many countries, including some sub-regional CWGs CWG depending on the context. CWGs are increasingly being formally established by, and integrated into, the Interreport to the Inter-Cluster Coordination Group (ICCG). CWGs CWG aim to coordinate actions and approaches related to CVA, to develop joint activities and tools (e.g. Market Assessments, Minimum Expenditure Baskets, etc.), to and provide support to clusters implementing CVA and fill coordination needs in a flexible manner. In their current form and current functions CWG are not very well placed to coordinate WASH market support modalities. |
Set up adequate monitoring and reporting system for
WASHmarket
and market-based activities of partners
The WASH coordination platform can report on the progress of the response using different mechanism, such as the W matrix or the Quality Assurance and Accountability System. Market based modalities use new specific processes and usually can produce WASH outputs, outcome and impact in an indirect way (support to WASH vendors, provision of voucher or cash to population etc.). When MBP is used, . The tasks of the WASH coordination platform should monitor related to MBP monitoring can be divided into several categories:
- Coordinate the monitoring of MBP related processes (
- # market actors supported,
- # vouchers
- /cash distributed for WASH etc.), which can be added to the standard 3W
- (see 2020 OCHA 3w template with cash.xlsx);
- Continue capturing WASH outputs and outcomes even when MBP is used, using standard WASH indictors such as # latrine constructed and used, quality and quantity of water
- used, use of hygiene items etc;
- Monitor that the response complies to market-related standards. This can be done by using the optional 'market awareness' module when setting up the Quality Assurance and Accountability system for the response;
- Continous monitoring of local WASH markets indicators (prices of labour, water, availability of water trucking services etc.), to identify possible issues related to the functioning of WASH market systems;
- Set up and follow-up indicators to measure WASH markets long term resilience to disaster.
Evaluate the effect of MBP on the WASH response outcomes and
impacts and coordinate the production of lesson learned documentsAlthough frequently used by other sectors, Market based Programmingimpacts
MBP is still new for the humanitarian WASH sector. More evidence is needed on the cost efficiency, effectiveness and impact of these modalities on WASH outcomes. Current MBP for WASH evidence and practice gaps can be found in the 2020 GWC MBP systematic review. During GWC Evidence building for Cash and Markets for WASH in emergencies. During the response evaluation process, the WASH coordination platform must pay a special attention to market based modalities used in the response, ensure ensuring that their effect is properly monitored and reported by partners, and coordinate with the partners, UNICEF and the GWC TWiG on cash and market GWC Cash and market TWIG the production of lesson learned documents.