decree demonstrating its legal framework, mission and tasks at the coordination level of the urban water sector. The Unit will act as a focal point to promote MWE-Donors to coordinate, facilitate and manage all tasks required for integrating all urban water sector programs under DAS, and ensuring a more collaborative approach in line with the principles of national ownership, effectiveness, accountability and the harmonization of humanitarian and development assistance.
The Unit will be overseen by a Coordination Committee of high-level representation and membership of sector stakeholders, while other representatives may partake as observers. Membership is voluntary and opens through the confined coordination framework stated in these Terms of Reference to all relevant international development and humanitarian actors, MWE’s affiliated authorities, including other involved government institutions in the water sector.
The Unit will be recruited with competent technical and organizational professionals guided by detailed Job Descriptions (Annex 2) and adequate operating resources to take over the functions of the Technical Secretariat in supporting the Coordination Committee at the advisory, technical and operational level, and to fulfill the overall mandate of the Unit.
Figure 4 Organizational Structure of the Unit
5.1.1. Tasks of the Coordination Committee
1) Act as a high-level governance body for urban water sector coordination and steering the implementation of DAS.
2) Highlight urgent needs and priorities identified by DAS to bring efficient response for supporting the resilience of the water utilities.
3) Decide on a joint advocacy approach for resource mobilization and flexibility of funding instruments.
4) In accordance with DAS, supervise the development of joint implementation matrix and integrated tools for monitoring, reporting and evaluation of DAS
5) Help to address and where possible, resolve ‘implementation restraints’ to facilitate viable implementation of projects and measures.
Specific roles of the individual donor members:
1) Dedicate and provide the required expertise and resources to support the work of the unit.
2) Aligning their strategies, programs and planning to be consistent with the national priorities.
3) Facilitate information sharing, data collection and reporting on their activities progress.
4) Considering the views and recommendations in a committed manner, as well as effective contributions in the decision making.
5.1.2. Tasks of the Technical Secretariat
Strategic and Technical support
1) Serve as the technical and operational arm of the coordination committee, and overall secretarial support to the coordination committee.
2) Defining the roles and mandate of various actors, and drafting of guidelines commonly agreed upon on coordination framework and lines of communication at the strategic, technical and operational level.
3) To support the effective translation of strategic priorities into operational programs, avoid overlapping of interventions and assure efficient mobilization of available funds. The Technical Secretariat will compile and review action plans, type of interventions and allocated funds of sector partners in accordance with DAS priorities. These plans will be assembled regularly and reflected via consolidated interventions matrix and geographical maps.
4) Organize periodic assessment with other actors in emergent situations in the urban water sector, and decide for a potential update of the Technical ; Investment plans.
5) Strengthen collaboration with other coordination groups through information sharing, lessons learned and best practices.
6) Develop draft Terms of Reference for ad hoc technical task forces together working on thematic (technical and operational) issues.
7) Fulfill its mandate to manage day to day operations and activities of the Unit; and prepare periodic reports for the coordination committee accordingly.
8) Establishing a systematic monitoring and reporting framework to measure the progress of agreed working plans against DAS by adopting predefined Performance Indicators, monitoring plans and tool.
9) Coordinate data collection, and participate in field monitoring on the implementation of the Technical ; Investment plans by the involved partners.
10) Analyze, evaluate, report and share of results with sector stakeholders through regular M;E and annual JAR workshops at the national level.
11) To support effective decision-making, review the results with the coordination and implementing partners to document lessons learned and recommend corrective actions if required.
Communication and Networking
12) Update the profiles of sector stakeholders (government institutions, Donors, UN and humanitarian agencies, NGOs, etc.) involved in the water sector in Yemen.
13) Coordinate and cooperate effectively with other relevant coordination entities such as the WASH cluster, the Emergency unit at GARWSP, etc.
14) By means of a website, emails and meetings, serve as an information hub between the Unit and sector stakeholders to facilitate communication and sharing information on sector development, activities, relevant news, reports and statistics.
15) Maintain and update the list of the Committee members and records of sector stakeholders on a regular basis.
16) Liaise with the Committee members about the arrangement of time schedules, logistics and agendas for various meetings.
17) Circulate and follow up of meeting minutes, recommendations and decisions taken by the coordination committee.
5.1.3. Task Forces
• The technical secretariat will work in close cooperation with the task forces to serve as one of the main instruments in supporting the Unit work at the operational and technical level.
• The themes for which the task forces are formed will be in response to needs expressed by the Unit, and time-bounded with specific tasks (ToR) fed into one or more aspects of the urban water sector, inter alia, coordinating the planning, implementation ; monitoring of DAS.
• Each task force will be chaired unanimously by a competent agency, and membership should be represented by at least one/two member of the MWE, the water utilities, Donors and Implementing agencies (active participants in the coordination committee) and the technical secretariat.
• To meet the deadline, the members shall not be loaded with additional work by their agencies during the period of task force work.
5.3 Working Modality
• The Coordinating Committees will primarily be chaired (not rotating) by the MWE as the lead ministry for the Yemeni water portfolio and responsible to coordinate and align external aids with the national strategy and priorities.
• The frequency of meetings among the members of the coordination committee will be agreed by consensus or carried out on a quarterly basis. Any emergent or ad hoc meeting can be organized when circumstances dictate.
• Until decided otherwise, the meeting venue will be held in the MWE.
• The technical secretariat will provide secretariat back up to the committee members by sharing information and any related documents, organizing the meeting logistics and other services, developing the final agenda as recommended by the committee, and preparation of the minutes. The meeting minutes had to be revised by the members as a draft for comments before its circulation.
• Members of the coordinating committees may attend the meetings as representatives of their organizations, and must be authorized in advance by their organizations to participate in decisions taking during the meetings.
• Recommendation and decision making should be approved unanimously by the committee members.
• The meetings of the coordination committee can be extended to allow representatives of relevant government institutions and other stakeholders to participate in the meetings as guests and/or observers on demand occasions. Their recommendations should also be considered by the Coordination Committee.
• Based on urgent needs, task forces can be formed to exchange information and provides substantive advice and support on technical and operational issues. The task force will be chaired by one of the committee members holding expertise in the addressed topic.
• The committee will review and approve priorities derived from DAS to guide the preparation of Annual Operating Plans by the implementing partners on the basis of their mandate and expertise.
• The technical secretariat will compile and review the Annual Operating Plans submitted by the implementing partners that fit into the overall DAS plans.
• The final Annual Operating Plans will be endorsed by the Coordination Committee to be implemented by the relevant implementing partners and stakeholders.
• Consolidated updates of implementation reports by each implementing partner will be sent to the Technical Secretariat with a copy to the Chair of the Committee.
• The technical secretariat will ensure that the updates are compiled and reviewed jointly with the committee members for verification and JAR preparation.
• The overall responsibility for the JAR lies with the Unit and support of MWE and sector stakeholders.
7. Stakeholder Analysis
For the purpose of formulating this ToR, it was necessary to identify and analyze the key sector stakeholders who might have the interest, influence and the need to be involved through a systematic coordination structure to support the activities of the proposed unit in order to build a stakeholders and national coordination framework. Therefore; the dimensions of the analysis were focused on the:
• Interests of potential stakeholders by the proposed unit;
• Current coordination attitude of each sector stakeholder.
• Potential conflicts or risks that could jeopardize the initiative;
• Appropriate strategies and approaches for stakeholders’ engagement.
• Connecting coordination and support to DAS under the conditionality that fit with sector stakeholders’ country strategies and objectives
• Limited resources that are committed and in focus to specific sectoral activities such as WASH-related humanitarian measures, and might not be efficient to deeply intervene in the urban water sector.
• Interest in the urban water sector is remarkable, but might not be conducive/merit for coordination.
5.1.4. Identification and Assessment of Stakeholders
The identified stakeholders were arranged in three categories (i) government institutions, (ii) Donors and (iii) UN, implementing agencies ; NGOs – classified according to their potential relevancy in supporting national coordination through the Unit.
Due to the multiplicity and interests of stakeholders in the water sector, some methods have been employed for the data collection and assessment of key stakeholders, and were shaped to brief review of background to understand the current sector coordination and role of diverse stakeholders in the context of aid assistance in the water sector, as well as informal interviews as attainable for selected stakeholders prioritized in terms of interest, influence and might have a direct and active role both in the implementation of DAS and in contributing to support the functions of the coordination unit.
Worth mentioning that during the assessment process, arranging interviews with some key stakeholders were challenging due to accessibility constraints, particularly those who perceive a prospect for opposition due to conflict of interest with their responsibilities and roles in coordinating humanitarian assistance in the country, and this might entail serious high-level consultation with the Ministry to redefine sector mandate, setting up joint coordination arrangement that emphasis on the leading role of the MWE at the national level.