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1.   Preamble

AZEECON (Asian Zone Environment and Emergency Co-operation Network) comprises the four Asian field programmes of the Lutheran World Federation/World Service (including the localised RDRS Bangladesh) working in India, Nepal, Bangladesh and Cambodia.  Other organisations may be included as Associate Members of AZEECON.

All four LWF/WS programmes were established in the 1970’s or 1980’s in response to major natural or civil catastrophes and their programmes have subsequently evolved into development work.  These programme operate in one of the most hazardous regions on earth in terms of susceptibility to natural and civil disasters.  Widespread poverty, underdevelopment and environmental exploitation, together with high population density spreading to increasingly marginal areas ensure that vulnerability of the disadvantaged exceeds that of any other major region.  Poor rural populations face excessive risk in a region where more than half the world's disasters and poor are concentrated.  These harsh realities compel the four programmes to devote continuing priority to disaster relief and rehabilitation and increasingly to disaster preparedness and risk management as necessary concomitants to their commitment to sustainable development. 

AZEECON is an informal but established network of equal partners, engaged in a common mission and utilising regional co-operation as one helpful instrument for fulfilling the vision and mission of the individual members.  Since inception, AZEECON has become an established entity, enabling the training/capacity building of at least 250 staff, helping develop materials and information exchange, mobilising additional resources for grassroots work (DIPECHO) and serving as a pilot of regional co-operation.  

2.  Membership and Governance

2.1     Definition:

AZEECON is an informal network, not legally registered and with no formal `structure’ although agreed operating procedures are followed.   Unlike the individual member programmes AZEECON, in common with other networks, is an instrument of its member programmes, intended to serve their specific needs and objectives.  Unlike the individual member programmes or other unitary `organisations', a `network' such as AZEECON is intended to be deliberately egalitarian not hierarchic (with equal decision-making), informal rather than highly structured (but pursuing a definite programme), and flexible-responsive.  Such networks, unlike unitary organisations, need not continue if they have outlived their usefulness. AZEECON has no secretariat as such though some `central’ functions are performed by the agreed Focal Point. As a voluntary grouping, AZEECON relies primarily upon the continuing initiative and commitment of its members, and the financial and other resources contributed by like-minded partners.

AZEECON is primarily a capacity-building and quality-improvement circle (for the participating organisations and staff, local partners and networks, programme and projects) rather than a co-ordination network as such. 

2.2      Membership: 

• The AZEECON founding and core members are the LWF-WS programmes in India, Nepal and Cambodia and the LWF-WS associate programme, RDRS, in Bangladesh.  
• Other like-minded organisations from within the ACT network may be linked with the AZEECON network as associate members after agreement by a majority of the core/founder members.   Similarly, core/founder members may also agree to discontinue membership of associate members.
• Associate members may be invited to participate in AZEECON events, however they will have no voting in AZEECON decision-making and no direct entitlement to resources specifically earmarked for AZEECON (though may benefit indirectly, for example, staff participation in training).
• Individual AZEECON founder/core members may withdraw from AZEECON after providing one-year’s notice in writing to all members, endorsed by a decision in the Annual Planning & Review Meeting.

2.3  Governance/Management:

• The AZEECON Focal Point will be agreed at the APRM for a period of 2 years (with provision for one additional year’s extension).
• The Focal Point’s role is to take the lead in co-ordinating AZEECON actions, including initiatives/links with external actors, keeping members informed, maintaining AZEECON book of accounts and reporting following the agreed budgets. As a network, however, all members share equal responsibility for ensuring its continued efficient operation, effectiveness and further development
• The Focal Point role is assigned to an individual rather than the organisation/field programme, on the understanding that the FP's Field Programme will support this function. 
• In the event of the Focal Point not continuing (for reasons of transfer, illness, others), core/founder members will agree by email communication the appointment of an appropriate interim Focal Point until a new regular Focal Point can be agreed at the next APRM.
• All AZEECON members agree to continue to be active and co-operative in fulfilling agreed commitments, and promoting the efficient operation and continued development of the network.
• The annual AZEECON Annual Planning & Review Meetings is the main governing and decision-making forum for AZEECON, at which representatives from at least two members must attend to qualify for this status. 
• Except under exceptional circumstances, the AZEECON Byelaws may ordinarily amended only by a majority of founder/core members.
• AZEECON may be formally dissolved by a decision, at the Annual Planning and Review Meeting or by written communication, of a majority of the core/founder members.  In the event of the APRM not convening successfully for two consecutive years, AZEECON will be deemed to be dissolved, unless a majority the members agree to continue.

3.  Objectives

The overall goals of AZEECON are

1. To reduce vulnerabilities in the working areas of the member programmes by strengthening the capacities of local communities (and especially the organised poor) to prepare for, cope with, respond to, and recover from disaster through disaster preparedness and management programmes.
2. To improve the sustainability of rural livelihoods and conserve the natural resource base by strengthening the awareness and capacity of the local community to adopt appropriate environmental activities.

The specific objectives of AZEECON are:

• To strengthen capacity, relevance, quality and effectiveness of AZEECON partners in emergency and environmental fields
• To promote creative integration of development and emergency components of programmes
• To promote co-operation and co-ordination amongst regional partners, and thereby serve as a practical and innovative instrument of regional co-operation.

The objectives include the following considerations, which have all already been achieved over the first 5 years of AZEECON operation.

• Offers a mechanism to build understanding, and knowledge of similar issues in neighbouring countries and even a common identity among programme staff of a shared mission.
• Provides an appropriate, low-cost instrument for continuing staff development in the member programmes.
• Establishes a pilot for regional co-operation for LWF/World Service, as a prototype of responsive and relevant network/regional arrangements.
• Offers a platform for exchange of ideas and experience (beyond its thematic focus in other spheres of development, advocacy and organisation – for example localisation)
• Offers possibilities for resources mobilisation where a regional rather than national instrument is appropriate.

3.  Roles and Responsibilities of Key Stakeholders

based upon the core programme/main activity areas (as identified in AZEECON Support Project Project Proposal)

I.  Annual Planning and Review Meeting (APRM=`The Azeecon Summit’)

Specification:  an annual meeting held in one member programme, which serves as the main governing and decision-making forum for AZEECON to which senior representatives of all its founding/core members are expected to attend.  Participants should be Field Directors (and/or Deputies) from each Member plus two additional staff, at least one with key responsibilities for disaster management. Additional staff from the Host programme may attend plus agreed resource persons and other invitees.  The meeting is normally of at least one day’s duration, usually two and addresses a pre-arranged agenda (subject to further amendment upon convening).  The Focal Point plays the lead role in finalizing dates, venues, encouraging attendance, arranging external invitees (eg resource persons, donor partners) and (along with the host) minuting and other logistics or field visit arrangements. Chairing, usually by session, is agreed at the start of the meeting.  The agenda will normally include, brief analytical country presentations, AZEECON governance and management issues, reviewing progress, planning the AZECON Support Project activities (including schedule, subjects) discussing related issues such as Act, LWF-WS developments (especially disaster, DP and risk management areas), and finally reviewing scope for improving practices, opportunities for new initiatives and ideas.  

II.  Exchange, Exposure and Training Visits (EETVs)

Specification:  An annual programme of practical exposure (field visits to development, related activities) linked with short training/seminars; this is intended to encourage critical learning and the dissemination of good practice among AZEECON members.   An annual cycle of four EETVs is planned every calendar year, with each member hosting a visit in turn and taking responsibility for planning of the event.  Each EETV normally involves at least 3 days’ of Field Visits to activities of interest (run by host or others) and, normally following the field visits, an attached workshop/seminar of at least 1 day, preferably on issues closely linked with field visits In most cases the entire programme will be over 5-6 days, excluding travel. 

Small groups of carefully selected staff (or in certain cases, local partners) from other AZEECON Members (ideally 3 per programme) will participate along with host country staff, invited outsiders including Resource Persons, local partners, associate members, others.  The participants will be carefully selected in terms of relevance to the theme and will receive short briefing/orientation before travel and debriefing on their return. In addition, a standardised AZEECON Exchange Visit Appraisal Form will be completed by each participant, compiled and circulated by the host; the lessons learned by EETV participants and their planned application should be discussed at regular staff meeting upon their return. Outside the regular EETV programme, special or supplementary EETVs may be arranged bilaterally among AZEECON members, with invitations extended to others – if relevant - via the email Update.

III.  Customised Training (CT)

Specification:  Intensive training workshop on selected relevant theme(s) of strategic relevance to AZEECON members and agreed in advance. Training duration is likely to be not less than 5 days, with at least one day’s field visit to provide practical exposure and exemplification of training subject matter.  Participants will be carefully selected in terms of relevance to the theme and ability to apply it in their own programme work; members should arrange a short briefing/orientation to participants before and a debriefing on their return. Trainees should be encouraged to identify and apply lessons learned in their programme work. Customised Training will be extended (or led by) by appropriate professional resource persons/training providers responsible for the curriculum design, materials actual training, evaluation and final reporting. In certain cases, the opportunity CT offers to develop and elaborate ideas and themes of wider relevance should be exploited. The RDRS North Bengal Institute in Rangpur has become the normal venue for CT.   Arranging the ToR and Training Providers/Resource Persons is the responsibility of the Focal Point, this may be in conjunction with the Host (or other members from whose country the RP may be drawn); the Host programme is responsible for all in country logistics and related arrangements.

5.   Information, Strategy Development (ISD)

Specification:  Ensuring a continuing and regular flow of information on AZEECON activities (past and forthcoming events, etc) and related themes of interest to members, and other related parties through the medium of email Updates, a regular refreshed Website, and direct communication among members.   The AZEECON Email Update (newsletter) is circulated to all members (and as many staff as possible), associate members, donor and other agencies at least bimonthly.  The AZEECON Website is also intended to be updated bimonthly.  Other initiatives to share important concept/strategy papers, articles, manuals, analyses from external sources, and to preserve and/or replicate material produced by AZEECON members is also important. In particular, AZEECON will seek to strengthen interpretation and understanding of development relating to SPHERE, ACT and LWF-WS.  AZEECON will also review scope for developing harmonised documentation and materials for AEECON as a whole (for example, selective standard training packages) and for its individual members (for example disaster policy). AZEECON will also seek to build links with other actors – networks and organisations - in similar fields including practical co-operation.

6.    Co-ordination, Administration

Specification:  Ensure efficient co-ordination and administration, including accounting, of the AZEECON Network.