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1.  Introduction

1.1 Disaster Risk and Vulnerability in South Asia:   South Asia remains one of the most vulnerable regions on earth in terms of vulnerability to natural and civil disasters. The high incidence of hazards including flood, earthquake, cyclone/storms and drought cause recurrent and widespread damage.  High population density and widespread poverty and increasing settlement of sub-marginal areas and exploitative environmental management greatly increases the vulnerability of many, especially disadvantaged people.

Four field programmes of the Lutheran World Federation (including the localised RDRS Bangladesh) operate in the South Asian region - in India, Nepal, Bangladesh and Cambodia All were established in the 1970’s or 1980’s in response to major natural or civil catastrophes.  All four country programmes have subsequently evolved from this initial disaster into development work.  However, the realities of the rural environment in all four countries requires continued priority be given to disaster relief and rehabilitation. In recent years, significant disaster preparedness initiatives have been launched.

2.2  AZEECON to date: Though the four programmes have maintained informal co-operation (especially on staff exchange and development) for a number of years, AZEECON (Asian Zone Environment and Emergency Co-operation Network) which was established in December 1997 in an effort to promote more formal co-operation in one key sector.  AZEECON was intended to promote more effective emergency and environmental interventions in each programme through shared capacity-building.  This is a low-cost, support initiative building on existing resources and expertise, improving knowledge of and animating emergency work.  In addition, the close geographic concentration of the 3 subcontinent programmes (in a limited triangle including northern Bangladesh, southeast Nepal, and West Bengal/Orissa means not only a close similarity of conditions but even the possibility of certain shared or interlinked action).

The first 4 years of AZEECON operation have been considered quite effective. An estimated 240 staff (some participating in more than one visit) from the four programmes have participated in the field visit-cum-training visits, customised training, or planning and review meetings.   Information exchange has much improved (though bimonthly email newsletter, and website plus regular informal communication and interaction during visits), longer formal training has been held and a longer programme planned, and the annual planning/review meeting is considered a relevant exercise.  The AZEECON arrangement also enabled the three programmes of South Asia to apply successfully for DIPECHO funds for a one-year Community-based Disaster Preparedness Project supporting field-based disaster preparedness measures

The first two phases of the AZEECON Support Project (1998-2000, 2000-2002) received modest funding from ACT Netherlands (approximately $44,000 over 4 years); together with a contribution from DIPECHO for one year (November 2001- October 2002). The member programmes have also contributed some of the costs involved from their own budgets.

AZEECON has proved an extremely useful instrument.  In addition to serving its own direct objectives (see below), it has also undoubtedly:

Helped build understanding, and knowledge of similar issues in neighbouring countries and even a common identity among programme staff of a shared mission.

Has provided a low-cost instrument for staff development in the member programmes

Has helped establish a pilot for regional co-operation which is now actively being promoted by LWF/World Service, as a prototype of responsive and relevant network/regional arrangement

Has offered a platform for exchange of ideas and experience (beyond its thematic focus in other spheres of development, advocacy and organisation – for example localisation)

2.   Project Aims

The overall goals of AZEECON for the period 2003-2004 are:

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.

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 (purpose) of the AZEECON Support Project are those oft of AZEECON itself, namely:

To strengthen capacity, relevance, quality and effectiveness of AZEECON partners in emergency and environmental fields

To promote integration of development and emergency components of programmes

To promote co-operation and co-ordination amongst regional partners, and thereby serve as a practical instrument of regional co-operation

3.   Duration:   

2 Years (January 2003 –December 2004)

4.  Activities:  

The project will consolidate, and further develop the good work undertaken during the first four years, and seek to professionalise, improve and exploit opportunities which regional co-operation provides.  Depending on funding, therefore, the AZEECONB Support Project or 2003-2004 will comprise, firstly, a set of core activities essential to maintain the network and achieve the stated objectives; and secondly, a set of additional or progressive activities which will strive to build upon what is being achieved through the core activities.

A.  Core Activities

1.   Planning, review and co-ordination meeting of AZEECON Members at least once per year (programme heads and emergency managers). This will include reviewing /planning AZEECON activities, sharing information and experience on emergency/environment developments (eg ACT, SPHERE standards, ECHO, etc)

2.   Regular exchange, exposure and training visits for relevant field staff  and partner organisations (up to 4 exchange visits per year). These are normally to relief, rehabilitation and disaster preparedness activities in one of the participating programmes, with additional visits to other incountry projects/NGOs/emergency resource centres. It is planned that the visit will normally include a 2-day seminar/training workshop in conjunction with field visits as well as an established peer assessment/review system.

3.   Customised training in emergency/disaster preparedness (possibly in connection with certain exchange/exposure visits).  The 2000 training was in Communication/Reporting Emergencies; the 2001 Training was in CDBP plus Strategic Management, the 2002 Training (scheduled for July) is in Risk Management. These are slightly longer and more intensive training than the shorter workshops attached to exposure visits, and specialist resource persons are engaged for this purpose.

4.   Information/knowledge exchange, including strategy development of AZEECON partners, identification of regional/national/programme resources and networks, sharing of materials and experience and best practice. The AZEECON website, now operating from Nepal will be developed and linked with other partners.  Further efforts to promote transfer of environmentally friendly approaches and technology between member countries.

B.  Additional/Progressive Initiatives

1.   Upgrading and standardisation of training/staff and partner development packages in all member countries: since developing knowledge and skills among staff and partners is a prime function of AZEECON, the next to years envisage developing high-quality and partly standardised training packages (training manual and materials, visual/graphic elements, etc) to try and assure a minimum quality and improve training effectiveness and replicability. This may also extend to developing improved standardised policies. This will require the injection of some external expertise.

2.   Broadening of the focus on natural disaster to include risk management, in line with the LWF-World Service Strategic Plan. This includes incorporating civil conflict/resolution, and health/accident dimensions (including HIV/AIDS) to the current strengths in CBDP.

3.   Strengthen the network’s/individual members knowledge and application of SPHERE standards (and Humanitarian Code of Conduct)

4.   Further progress in key areas or issues which have not yet been resolved :  effective means of relief (re)stocking, developing appropriate regional/national early warning mechanisms, and staff deployment among members following major emergencies

5.    Improved exchange of information and expertise, especially improved use of internet

6.   Other areas: improving dealings of individual AZEECON members with national/regional disaster networks (advocacy, networking); linkages with other organisations; effective working with local partner organisations (NGOs/CBOs)

7.   Developing joint project/programme proposals for funding of regional as well as in-country community-based initiatives.

8.   Identifying and incorporating indigenous local knowledge in the task of developing appropriate, meaningful and cost-effective grassroots mitigation efforts.

9.   Consider expanding AZEECON Membership. Preliminary contacts have taken place with Church World Service, in Pakistan (a mature, semi-localised organisation with vast experience in disaster preparedness, capacity building). Their presence would strengthen the AZEECON network in the sub-continent and allow new skills and experiences to be injected. In addition, it is likely that the AZEECON focal point will be transferred to a different member after LWF Nepal has fulfilled this responsibility for the past 4 years

5.  Co-ordination and Implementation

No additional staff or project set-up is envisaged for the AZEECON Support Project - it will utilise existing staff, office and other resources of the 4 AZEECON members.

LWF Nepal has served as AZEECON focal point since 1998.  However it is intended to transfer this responsibility to another member programme with effect from late 2002, possibly LWS Cambodia – this will be decided at the Annual Planning and Review meeting scheduled for 22-2rd August 2002.  However, in such a network, each field programme/AZEECON member is responsible for  taking initiative. The rotating programme of field visits also shares and rotates responsibility.  To simplify communication and co-ordination, each AZEECON partner has designated two contact persons who are connected by email/fax.  The AZEECON website has also recently been upgraded and will serve an expanded communication function.

6.  Budget Estimates

NB some variation in activities and budget may be necessary according to local circumstances/opportunities. If the network is expanded, the additional costs will be shared equally among the network membership

Grand Total  (2 Years) $ 61,000

Contributions will be sought from NCA, ALWS, ACT Netherlands.  If income is less than that indicated, a prioritisation exercise will be conducted to ensure that the most relevant activities are implemented.

No overhead is included in the AZEECON Project; this will be covered by contributions of existing staff and also towards travel and related costs.  In general, the member programmes will continue to meet additional costs not covered by this

Finally, every effort is made to ensure that resources are shared equally among the four member programmes.

7.  Reporting

LWF Nepal (or the appointed focal point, if changed) will provide a narrative and financial progress report annually (by April 2004, and April 2005).   The Bimonthly AZEECON Update will also be circulated among contributing agencies.  The audited statement of accounts is included within the LWF Nepal Annual Audit or the programme which assumes responsibility to act as focal point.

***Further information on AZEECON can be found on its website:  www.azeecon-lwf.com