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InitiativesDescriptionExample of advocacy demands to government and donors Comment
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1.1WASH Hub online platformCreate a “one-stop” shop for online knowledge sharing and learning ==> The online “WASH Hub” platform will be a virtual space resource for field-level WASH practitioners to access key technical resources, events and trainings. It aims to link existing external partners and stakeholders operated resources to further simplify accessing and sharing information and knowledge, particularly for local actors in technologically challenging settings. Could be formulated in a common paragraph with 1.1, 1.2, 1.5, 2.1, 2.2, 3.2, 3.6. E.g. :

There is an urgent need to build the capacity of the sector, Donors and governments are called upon suporting the professionalisation of the WASH sector. For example by:
* supporting the development of a knowledge and practice sharing platform for practitionners (connect with initiatives 1.1 and 1.2)
* facilitating access to online and in country WASH training (connect with initiative 2.1)
* creating WASH education and training policies (connect with initiative 2.3)
* developing carrier path for WASH practitionners via a WASH competency framework (connect with initiative 2.2)
* facilitating the incorporation of research into WASH response (connect with initiative 1.5)
* Providing operational surge support to National Humanitarian WASH Coordination Platforms in crisis settings (Connect with initiative 3.6)

The private sector is called upon supporting the develoment of missing profesionnal expertise (connect with initiative 3.2)
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1.2Core Data Repository & ToolsProvide a one-stop-shop to WASH practitioners to access secondary data for the WASH sector in emergency and development contexts ==> Development of a centralised core secondary data repository for the WASH Sector (e.g. epidemiological, environmental, socio economic data) which would be used for better decision making and as the driver for the design and prioritization of a WASH response (context specific). This data repository would contain secondary data at the highest spatial and temporal resolution and would be maintained on an ongoing basis. Primary data (to fill identified gaps) can be considered for inclusion at a later stage but is not the primary focus of the initiative.see D.2
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1.3WASH Severity ClassificationDesigning a system capable to classified the WASH needs across various crises and times (inspired by other sector like food security http://www.ipcinfo.org) ==> the WASH Severity Classification (WSC) consists of a set of tools and protocols, designed to enable analysts from humanitarian and development organizations to measure the severity of WASH conditions across various crises and times, through an evidence-based approach that uses recognized standards and existing data (government databases, UN agency and NGO assessments and situation reports) ==> Use of secondary data only. No specific data collection.
One time per year WASH actors are brought together to establish the classification ( workshop).		Donors and governments are called upon prioritising WASH responses where most severe needs are across various crises and time through an evidence-based approach that uses recognized standards. The WASH is developing a WASH Severity Index and hopes governments and donors will support its development and use in the near future.
Communication on the WASH severity Classification in on pause as initiative is on pause. But hopefully communication about the needs for such a tool can continue and tool will have made progress by March 2023.
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1.4WASH Quality Assurance and Accountability System Increasing the quality and the accountability of the WASH interventions by set up a new way to monitor quality and accountability at national coordination cluster level, integrated into the humanitarian program cycle (HPC) ==> The Accountability and Quality Assurance (AQA) Initiative aims to establish a set of indicators (“actionable metrics” and not “vanity metrics”) by collective concertation focus on public health outcomes, beneficiaries’ satisfaction and quality to permit corrective measures ==> Define, measure, adapt, learn. Donors and government are called upon progressively moving away from the use of vanity indicators to measure the impact of WASH interventions (e.g. number of latrines built) and toward more qualitative objectives with the use of performance indicators (e.g., number of women using latrines)
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1.5Research and InnovationUse research to improve WASH interventions by facilitating the incorporation of research into humanitarian programming ==> 5 objectives :
1. Create and maintain a library of published literature for WASH practitioners accessible via the GWC website
2. Create a repository of templates and tools for the monitoring and evaluation of emergency WASH programmes accessible via the GWC website
3. Update the emergency WASH research agenda, and provide technical advice to emergency WASH research and innovation proposals
4. Disseminate updates on the latest WASH evidence and provide an annual research conference, the Emergency Environmental Health Forum, for emergency WASH practitioners and agencies
5. Create a network to support research partnerships between academic institutions and agencies		see D.2
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2.1Training Course Offerings WASH Learning PortalCreate and maintain a repository of capacity development opportunities (technical and coordination) to be accessed on a single website ==> This initiative lays the groundwork for WASH agencies to carry out a capacity development initiative which supports a cohort of personnel with varied experience, emphasis on localized capacity and across multiple agencies to pursue a learning pathway over a period of five years. This repository will be linked to existing repositories in the WASH development sector (e.g: https://www.washcapacity.info/catalogue), and learning pathways will be developed, based on the competency framework developed by the 2.2 initiative.see D.2
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2.2Competency framework based certification mechanism
Develop a common competency framework for humanitarian WASH professionals and develop a certification and accreditation mechanism for WASH learning and professionals. The competency framework is the backbone of the certification and accreditation mechanism. It will include core and functional competencies, focused on a wide range of expertise areas. The certification mechanism is an ISO like to professionalize the WASH sector, that combines learning pathways, accreditation, qualifications and work experience ==> some sort of a benchmark to create universal definition of position (e.g: universal definition of the Junior WASH officer) see D.2
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2.3Scaling up and localization for learning systems in Humanitarian WASHIncrease the availability and accessibility of training for all WASH humanitarians around the world.

To this end, this initiative aims to develop models, mechanisms and partnerships between humanitarian organizations and academia/trainers around the world to improve the delivery of humanitarian WASH learning opportunities ==> university degree courses, vocational training, specific training for emergent crisis and emergency prone areas .

To this end, the initiative includes: (i) regular mapping of learning gaps and capacities, (ii) establishment of partnerships and cooperative frameworks between humanitarian and academic/training organizations, (iii) identification, development and adaptation of learning materials, (iv) implementation of multiple learning approaches to diversify, expand, and localize learning opportunities, (v) increasing capacity to train WASH professionals, (vi) coordination and promotion of humanitarian WASH learning opportunities through various networks.		see D.2
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3.2Specialized expertise for the WASH SectorEngage to the private sector and bring expertise in humanitarian action ==> Develop tools to facilitate the use of various pools of competent and skilled WASH professionals with specific technical expertise that can be predictably and rapidly mobilized to respond in emergencies, both at a global and local level (whenever the local options are feasible, they should be favoured).
The ultimate objective is to ensure that the right expertise is made available when it does not exist within the humanitarian organizations implementing a program/project.		see D.2
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3.3Integration and coordination of Public Health EmergenciesBy 2025, all the public health emergency responses will systematically and strategically include WASH as an entire sector, and the Health, Nutrition, and WASH sectors will be consistently integrated at global, regional, and country levels ==> Achieve a systematic integration of WASH, Health, Nutrition sectors, and others if relevant, in responding to public health emergencies and disease epidemics and preventing /treating undernutrition.
To this end, a set of tools, standards, guidelines, process, mechanisms and framework (Joint Operational Framework) will be created in collaboration with these sectors to enable these joint responses		Donors and governments are called upon systematically and strategically include WASH in all public health emergency responses. They are called upon participating in the creation of tools, standards, guidelines, process, mechanisms and framework (Joint Operational Framework) to enable these joint responses.
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3.4Multi-sectoral integration & coordination of WASHDevelop new, and/or strengthening existing, inter-sector and inter-cluster collaborations, coordination and partnerships, which could be translated into a new operational model. This could be embodied in new resources as joint integrated SOP’s, and reinforced with integrated technical guidelines, joint technical tools (checklists, integrated quality frameworks, multisector Matrix etc.), joint Roadmaps, ad-hoc multi-sectoral capacity building, global and national inter-cluster strategic partnerships, global or regional advocacy campaigns, intersectoral funding mechanisms etc.

The WASH sector'll identify thematic and cross-thematic areas with common grounds, and are of interest to other sectors. Cross-sectoral global humanitarian challenges should be explored and proposed to others’ sectors/clusters to trigger engagements as new normal for multi-sectoral partnerships		See D11
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3.5Humanitarian Development Peace Nexus Framework (Triple Nexus)The scope of the initiative, its objectives and expected outcomes are currently under review (Q1 2022)

initial objectives (2020) :
Develop a joint operating framework (JOF) that will assist WASH policy makers and practitioners to operationalise the WASH triple nexus in their own context, building on successful country experiences and collaborations.

They want to give a more concrete overview (demand of several stakeholders). That’s why the main objectives of the initiative are: (i) Create a common vision, understanding and strategy between humanitarian and development WASH sectors for improved (re-) building of WASH systems and services that last and (ii) Guide WASH practitioners at all levels via a jointly developed Triple Nexus Joint Operation Framework (JOF), based on case studies.		Donors and governments are called upon building resilient WASH responses wherever possible by
* Developing and adopting (climate, socio-political, health) risk-informed WASH policies, strategies and budgets
* Investing in climate-proof and crises-resilient infrastructures
* Accompanying local service providers in building crisis-resilient services
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3.6Field Support TeamThe Field Support Team (FST) is the principle means for the Global WASH Cluster to provide operational surge support to National Humanitarian WASH Coordination Platforms (NHWCP). The FST provides support through surge deployments, remote support and global support to NHWCPs to achieve the 7 IASC Core Functions of cluster coordination. see D.2
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4.1 Road Map SecretariatSecretarial, coordination, monitoring and reporting tasks are required to ensure a smooth handling of the co-chairs’ mandate. The objective of this initiative is to provide additional working capacity to the Co-Chairs so that they can focus on strategic issues while operational issues are addressed in an efficient and timely manner.

In close coordination with the 2 co-chairs, the Secretariat assumes the following tasks: (i) organize, prepare and facilitate regular and ad hoc meetings with all Road Map stakeholders, (ii) support the finalization of the terms of reference of the different governance structures of the Road Map, (iii) organize regular data collection and establish regular communication with all actors involved in order to monitor and report on the progress of the 17 initiatives, (iv) develop communication tools and/or organize events to improve the visibility of the Road Map, (v) prepare reports, arguments, proposals to support fundraising efforts for the Road Map (in relation to the initiatives prioritized by the Co-chairs).
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4.2Operational cost of sector strengtheningSimilar to the successful launch of other global funds (e.g Education Can't Wait), the initiative will explore the potential of a global humanitarian WASH fund or other potential financing facilities. The overall objective of the fund would be to support global resilience, preparedness and risk-informed WASH emergency response.
The exact potential use, application and management of the fund would be decided at a later stage but would potentially support different areas including 1) first phase emergency responses 2) multi-year preparedness and resilience 3) overall sector development and capacity building 4) coordination of emergencies. 		More donors are called upon financing resilient WASH services.
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4.3Advocacy for sector strengtheningDevelop an integrated approach to establish an inclusive WASH sector advocacy strategy (including marketing campaigns) based on gaps, priorities, actors and trends identified at different levels (global, regional, national and local).

The initiative, through its different phases, will progressively equip the local and national WASH sector partners and coordination platforms to be better advocates of the WASH cause. It will ensure that the WASH sector is more visible (particularly on humanitarian responses), more vocal in order to be better funded and considered in the global and national agendas
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