MoU Between CARE Australia and CARE International: Emergency WASH Team

Leadership of Core Sectors
CARE Australia will lead the implementation of the CARE International’s Emergency Strategy in the WASH Sector. This includes technical and coordination leadership for CARE International for WASH related activities in disaster risk reduction, preparedness, emergency relief and post-crisis recovery. Consistent with an interdependent model all members in the CARE Confederation share the responsibility to participate fully in order for their actions to be coordinated and integrated to ensure the successful execution of CARE WASH Strategy in order to provide a standard of support for CARE International to meet or exceed minimum standards and fulfil our commitments to populations who have been affected by disasters.

Offer of Services.
The following obligations and services shall apply in this agreement:

a) CARE Australia shall undertake the following:

  1. Coordination of roster recruitment and management
  • Support the Crisis Coordination Committee (CCG) so that adequate human resources are allocated in support of WASH emergency activities (this includes COs, the RED roster and cluster representation), coordinating recruitment of WASH specialists, capacity-building of WASH staff at both a country and global level; and maintain a network between WASH specialist staff throughout CARE to promote teamwork and learning.

  • Minimum capacity expected is Full-time WASH emergency specialist staff: 1 Senior Specialist, a designated co-lead who can fill in as an alternate, 5 Regional Advisors, 1 Program Officer, and a functioning RED roster of at least 30 people

  • CARE Australia will finance ___%[1] of the cost of deployable staff (the other half will be resourced from CARE International).

  1. Sector policy and strategy development
  • Develop an emergency WASH sub-strategy as an annex to CARE International’s Emergency Strategy with a strong foundation on a rights-based approach, integrating how WASH will focus on DRR and gender (notably women and girls).

  1. Technical Support during an emergency response
  • Be the global focal point for WASH sector advice, quality control and technical support.
  • Provide relevant technical support and guidance in consultation with the concerned Regional Emergency Coordinator and designated WASH focal points at country and Lead Member HQ level.
  • Provide or recruit sufficient technical capacity to support the WASH sector technical needs.
  • Ensure adequate quality assurance oversight, including understanding of what monitoring and evaluation systems are in place and that programs are gender-focused.
  • Coordinate CARE’s support to cluster operations in a manner that enhances the performance of the cluster and is consistent with CARE’s humanitarian mandate and emergency strategy, including the development of an annual CARE International sectoral AOP.

  1. Advocacy
  • Promote WASH principles, standards and tools throughout CARE International and represent and advocate in WASH interagency fora on behalf of CARE International[2].
  • Regularly update and disseminate a Humanitarian Policy Brief in the standard format.

  1. External representation
  • Build and strengthen strategic relationships, coordination and partnership engagement within the Global WASH Cluster and with other key stakeholders so as to position and maintain CARE’s influence amongst first tier responders in this sector.

  1. Internal Communication
  • Build and strengthen understanding and knowledge of WASH principles and activities within CARE International.

  • Be the focal point for all internal communication on WASH and direct appropriate communication and coordination of WASH throughout CARE International to maximise understanding, support and engagement.

  • Provide a mechanism for feedback from CARE International members integrated with M&E to create and incorporate lessons learnt with an aim towards improved technical and programmatic quality of work.

  1. Guidelines and tool development
  • Disseminate and share global and regional WASH developments and tools, including maintenance and updating the CARE Emergency Toolkit and other relevant CARE International websites (e.g. Minerva, Wiki).

  • Address cross-cutting issues consistent with Sphere standards and tools developed by the Global WASH cluster (e.g. Gender, DRR, Environment, Disability etc.)

  • Design assessments and advise on the use of assessment tools

  • Advise on use of Global Wash Cluster Tools

  1. Capacity building and training
  • Define a WASH-specific capacity development strategy to be integrated into the global Capacity Development Strategy.

  • Support and strengthen CO emergency WASH response capability in preparedness, capacity of staff, and participation in clusters

  • Provide technical training to national and regional managers including WASH in emergencies, WASH staff roles and responsibilities as partner of the WASH cluster, and emergency supplies

  1. Stockpiling
  • Under the overall coordination of CARE Canada’s Logistics Senior Specialist, provide technical support and specifications regarding suppliers and stockpiles of WASH-related equipment and supplies.

  1. Standards development and quality assurance
  • Develop and monitor minimum technical standards for WASH under CARE’s Accountability Framework
  • Disseminate and share of global and regional lessons learned related to WASH activities
  • Contribute to emergency monitoring and evaluation for WASH activities
  • Provide guidance to CO’s on WASH program design and offer reviews and advice on EPP’s, DRR, proposals and recovery/transition phases
  • Organise participation of WASH staff in needs assessments, RARs, RTE’s, AARs evaluations, reviews, etc.
  • Provide periodic progress reports to ERWG as identified in 5. Performance Review below.
  • Ensure WASH indicators are gender sensitive and adhere to Gender Markers 2a or 2b. Provide periodic feedback on global attainment towards improved gender markers in each stage of the project cycle.

  1. Non-compliance with minimum standards
  • Communicate concerns about compliance with minimum standards, as specified in CARE International’s Accountability Framework, in the first instance to the CD and the designated CO WASH focal points and the concerned Regional Emergency Coordinator and the Head of Emergency Operations.
  • If the issue is not sufficiently addressed, it should be brought to the attention of the Crisis Coordination Group for resolution. If agreement cannot be reached here, then it will be forwarded to EXCOM for final resolution.

  1. Staff safety and security
  • Programming and programming support decisions will be informed by appropriate safety and security considerations in accordance with CI Safety and Security Principles.
  1. Commitment
  • Provide guarantees (including human resources and financial commitment) that CARE Australia will maintain the leadership of WASH for at least three years from the date of this agreement.
  • The financial commitment (three year budget) is estimated to be approximately USD 5,700,000

The primary contact persons in CARE Australia will be the WASH Senior Sector Specialist, and CARE Australia’s Humanitarian & Emergency Response Manager.

b) CARE International Secretariat[3] shall undertake the following:

  1. Humanitarian standards, protocols and systems
  • Coordinate the development of and membership agreement on specific and measurable minimum standards for CARE’s emergency WASH activities that would be a component part of CARE’s Accountability Framework.
  • Similarly support the development and communication of WASH-specific humanitarian protocols and systems to be able to meet relevant commitments in CI’s Accountability Framework.

  1. Coordination of emergency WASH responses
  • In consultation with Senior WASH Specialist, provide technical support as appropriate in Type II emergency operations.

  1. Emergency HR and RED Roster
  • CEG’s HR Coordinator will support the WASH Senior Specialist during the recruitment and management of deployable technical/functional specialists.

  • The Humanitarian Director will assist in mobilising deploying staff.

  • % of the cost of staff deployed[4] (which could include resources, staff, in-kind and funding) for will normally be financed by CARE International Secretariat. (the other % will be resourced from CARE Australia.

  1. Staff Capacity Development
  • CEG’s Training Coordinator will support the WASH Senior Specialist to undertake capacity assessments of technical specialists and identify capacity development/training needs and identify opportunities and resources to meet these needs. Relevant priorities and approaches will be included in CARE International’s Emergency Capacity Building Strategy and associated resourcing plan.
  • CEG’s Training Coordinator will support fundraising efforts for sector specific capacity building as part of the CI Emergency Capacity Development Strategy.

  1. Overall coordination and program quality oversight
  • CEG’s Head of Emergency Program Quality and/or the concerned Regional Emergency Coordinator will provide appropriate support to the WASH Senior Specialist assure technical support and monitoring as appropriate around program quality and accountability.

  • CEG’s Humanitarian Director will ensure that reporting systems are developed and coordinated in such a way as to provide relevant monitoring information.

  1. Gender technical support
  • CEG’s Senior Gender Specialist will support WASH Senior Specialist in ensuring the sub-strategy, workplans, tools and monitoring and evaluation frameworks appropriately reflect a focus on women and girls.

c) CARE Lead Members shall undertake the following:

  1. Promote awareness of CARE’s commitment to emergency focus areas
  • Ensure concerned staff at all levels are aware of and understand CARE’s commitment to meeting or exceeding standards for emergency focus areas.
  • Ensure concerned staff at all levels are aware of and understand the role of Sector Specialists.
  • Ensure concerned staff at all levels are aware of and understand the Cost Recovery Policy for emergency deployments.
  • Facilitate appropriate engagement of COs with WASH Sector Specialist and help to link WASH staff and focal points in COs into CARE International’s WASH network.
  • Ensure emergency WASH personnel are consulted on transitioning of WASH emergency to early recovery programming to encourage continuity and improved level of services as well as committing to resilience building and DRR.
  • Proactively involve the WASH Senior Specialist in relevant initiatives (e.g. emergency training activities, ensure that CO’s target the right people for sector training, review of program design and funding proposals by WASH advisors.

  1. Increasing engagement of COs with Sector Specialists that would include:
  • Facilitate engagement of COs with WASH Sector Specialist.
  • Ensure COs are aware of sector specific WASH and humanitarian minimum standards and guidelines.
  • Ensure funding proposals are reviewed by WASH advisors

  1. Emergency Preparedness Planning
  • Ensure adequate scope and capacity is included in emergency preparedness plans so that Country Offices are able to mount a significant response in one or more core sectors in line with CARE’s Accountability Framework while providing reasonable justification for omitting core sectors are omitted from the EPP.

  1. Quality Assurance

  • Make appropriate use of Senior Sector Specialists by ensuring that advice is followed up and applied appropriately, and that minimum standards and quality assurance are met.
  • Ensure that the Senior Specialist receives relevant information in a timely manner to enable preparation of six-monthly status reports to ERWG.
  • Communicate concerns about compliance with minimum standards in the first instance to the CD and the designated CO WASH focal points and the concerned Regional Emergency Coordinator.
  • If the issue is not sufficiently addressed, it should be brought to the attention of the Crisis Coordination Group for resolution. If agreement cannot be reached here, then it will be forwarded to EXCOM for final resolution.
  • Ensure WASH indicators are gender sensitive and adhere to Gender Markers 2a or 2b.

  1. Monitoring & Evaluation and Information Management

  • Ensure adequate monitoring and evaluation and information management capacity at a country level to capture and communicate the results of selected core sector interventions to measure performance and enable decision-makers to improve as necessary.

  1. Primary Contacts.
The primary contact persons in the CARE International Secretariat will be:
  • Overall coordination of quality assurance: Head of Program Quality and the Humanitarian Director.
  • Operations during an emergency response: Concerned Regional Emergency Coordinator and the Head of Emergency Operations, and/or
  • Capacity Building (including training): CEG Training Coordinator
  1. The primary contact persons in the CARE Lead Members will be:
  • A WASH sectoral focal point designated by the Lead Member’s Emergency/Humanitarian Director, and
  • WASH sectoral focal point designated by the Country Director of a CARE Country Office during an emergency response.
  1. Expected Outcomes.
It is expected that the performance of the services outlined above meet or exceed minimum standards along with appropriate systems for monitoring, evaluation and knowledge management capture and communication of outcomes and impact to our stakeholders. This will not only help ensure quality programs and reinforce CARE’s brand, but also CARE’s reputation for quality and accountability within the WASH sector as well as at a national, regional and community level.

  1. Performance Review
  • Every 6 months the Senior Sector Specialist shall provide an update to ERWG summarizing overall performance in the WASH sector, highlighting any gaps and issues for follow-up.
  • The Humanitarian Director will lead a peer review within ERWG and provide relevant advice and/or mobilize support as necessary.
  • In case a level of satisfaction cannot be met, then reasonable justification with recommendations for improvement is requested for review.

  1. Agreement Review.
This agreement will be valid for a period of one year and will be reviewed by ERWG for renewal or extension.

  1. Dispute Resolution.
A party who claims that a dispute has arisen as to the construction of this agreement or any matter or thing arising under or in connection with it may give written notice to the other party identifying the nature of the dispute and nominating a representative who has authority to resolve the dispute.

If within 21 days of receipt of such notice the dispute is not resolved then either party may refer the dispute to the Secretary General of the CARE Emergency Group. In cases whereby the lead is repeatedly not fulfilling obligations outlined in this MOU, the Secretary General will facilitate a process to identify another lead to assume the responsibilities.

  1. Termination.
This Agreement may be terminated at any time by any party giving six months’ notice in writing to the other parties but shall continue thereafter until the conclusion of all projects to which it relates. In the event that another lead member assumes responsibility for a sector an exception to the six months notice period may be made.

  1. Entire Agreement and Amendment.
This MOU contains the entire agreement of the parties related to the subject matter hereof, and no representation, inducements, promises or agreements, oral or otherwise, between the parties not included herein shall be of any force or effect. Any modification of this MOU shall be in writing and signed by duly authorized representatives of each party. If any provision of this agreement shall be held invalid, illegal or unenforceable, then the validity, legality and enforceability of the remaining provisions of this agreement will not in any respect be affected or impaired thereby.

[1]At least 50% of the cost of deployable staff is expected
[2] See annexed guidelines for representing CARE International
[3]In consultation with CARE’s Emergency Response Working Group and CARE’s Program & Operations Committee
[4] For Types 2, 3 and 4 emergency responses.