CARE Humanitarian WASH Strategy 2013-2020
Summary
Sector Goal
Maintain the right of disaster affected populations to timely and effective emergency WASH interventions which afford dignity and protection, while contributing to the empowerment of women and long-term poverty and vulnerability reduction.
Key principles
1. Emergency WASH interventions help secure poor people's right to sustainable safe water, sanitation and improved hygiene through a holistic approach commencing from disaster risk reduction and preparedness, to emergency relief, and post-crisis recovery.
2. Gender equality and women’s empowerment i are cornerstones of emergency WASH programming.
3. Emergency WASH is more than service delivery being a major contributing factor in facilitating physical protection, health, social stability and psychological and economic recovery in the midst of crisis.
4. Emergency WASH interventions are enhanced through strategic partnerships with international and local organisations, governments and private sector service providers.
5. Emergency WASH interventions conform with CARE’s programming principles, humanitarian accountability framework and international or national standards and incorporate best practice and lessons learned to increase effectiveness.
Sector Objectives Measures of success 1
1. CARE International and its partners are able to prepare for and effectively respond to emergencies with quality WASH interventions at appropriate levels of scale.
2. CARE’s emergency WASH programs consistently analyse gender roles and seek to adv ance gender equality and women’s empowerment through targeted actions.
3. CARE’s emergency WASH programs routinely show consideration of
CARE’s programme approach, transition and DRR and demonstrate integration with complementary sectors.
4. CARE’s emergency WASH programs are evidence based and contribute to and incorporate global learning in the sector
Sector Objective 1 a. By 2014, 90% of requests for emergency WASH requests for technical support are responded to within 48 hours and requests for emergency
WASH deployments are met within 5 days. b. By 2015, all high risk COs that have WASH sector responses in their EPPs have attained a “good” ii level of WASH preparedness. c. By 2015, CARE is responding with WASH in 75% of all Type 1 and Type 2 emergencies and 100% of mega emergencies. d. By 2015, 75% of CARE emergency WASH responses meet the needs of
15% of the affected population in Type 1 and Type 2 disasters, and 5% in mega emergencies. e. By 2015, 70% of CARE emergency WASH responses comply with HAF benchmarks 2 – 8 iii .
Sector Objective 2 a. By 2015, 90% of emergency WASH proposals achieve an IASC gender marker 2a or 2b rating iv . b. By 2015, 70% of WASH responses implement activities that meet the different needs of men, women, boys and girls, as identified by the gender analyses carried out. c. By 2015, 70% of emergency WASH projects demonstrate effective
1 Note the review of core sectors against performance benchmarks described in the humanitarian strategy will consider performance against measures of success for sector objectives and strategic priorities, as well as commitments made in the sector lead MoUs.
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participation by women in WASH project activities”.
Sector Objective 3 a. By 2015, 50% of emergency WASH interventions are integrated with one or more complementary sectors. b. By 2015, 90% of emergency WASH programs show a clear link to longerterm programming or have a well defined exit strategy. c. By 2015, 50% of emergency WASH interventions incorporate DRR activities.
Sector Objective 4 a. By 2015, 90% of CARE COs with WASH programs are using standardised tools to develop data driven WASH responses with a strong focus on gender equality and women’s empowerment. b. By 2015, 90% of CARE COs are reporting SADD v in WASH related assessment and monitoring reports and using the data collected to develop sex and age differentiated response strategies/activities c. By 2013, CARE’s emergency WASH Team provides bi-annual reports on lessons learned with a strong focus on the differentiated impacts on women, girls, men and boys.
Strategic priorities:
SP1 The focus of our response

Build a culture of WASH among CI and support the integration of emergency
WASH response into CARE’s programs and emergency strategies.
 Increase CARE’s capabilities to provide quality emergency
WASH responses
 Build CARE’s capacity to integrate gender equality and women’s empowerment into
WASH programs
SP2 Leadership,
Authority and accountability

Provide clear lines of accountability for
CARE’s emergency
WASH support.

Improve the timeliness of CARE’s emergency WASH support.
 Build CARE’s capacity for strong emergency WASH leadership.
SP3 Our Operating model

Increase and diversify the range of emergency WASH assistance CARE provides

Increase partnerships that enhance CARE’s coordination, collaboration and profile during emergencies
SP4 Talent, capacities and capabilities

Develop reliable surge capacity capable of delivering high quality results in emergencies
 Build CARE’s and CARE’s partners technical preparedness and response capacity and capabilities.

Ensure that technical WASH learning tools based on current best practice are available and used to advocate for improved quality.
SP5 Our funding model

Develop and build on strategic partnerships that contribute to increased emergency WASH funding

Contribute to the sustainability of
CARE’s Emergency
WASH team
Roles and responsibilities
 CARE Australia will lead the implementation of the CARE International’s Emergency Strategy in the WASH Sector through CARE’s Emergency
WASH Team, headed by the Senior Sector Specialist for WASH.
 The Emergency WASH Team will provide sector leadership for CARE International’s WASH strategy related activities in collaboration with CEGs
Head of Emergency Program Quality.
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
Consistent with an interdependent model all members in the CARE Confederation share the responsibility to support and participate fully in the emergency WASH strategy. In this respect Lead Members will promote the strategy and ensure COs engage with the Emergency WASH Team for technical support on capacity building, disaster risk reduction, coordination of emergency relief, preparedness, post-crisis recovery and gender mainstreaming.

Lead Members and COs will support the WASH team to ensure that advice is followed up and applied appropriately and that minimum standards and quality assurance are met.
Resource commitments
Resource commitments include a senior sector specialist, regional WASH field advisors (3 to 5 depending on budget) and a WASH program officer.
See attached excel spreadsheet for complete breakdown.
Monitoring, evaluation and accountability

The CARE WASH Team will be responsible for collecting WASH related program data and lessons learned in collaboration with CEG ’s ME&A
Advisor and CO staff.

A CARE Gender Advisor will work with the WASH Team to collect and analyse WASH data to measure progress towards gender equality programming.

CARE COs and Lead Members will be responsible to ensure that information is collected, managed and delivered in a timely fashion to the
Emergency WASH Team. Concerns over compliance with data management will be communicated to the respective COs and RECs.

The CARE WASH Team under the direction of the Senior Sector Specialist will provide quarterly updates and mid-term reviews of progress against the WASH strategy to CEG. The Team will meet annually to review progress.
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A. Rationale
Sector specific context analysis
CARE International member organizations share a common vision to fight against worldwide poverty and to protect and enhance human dignity. Recognising that 70 % of the 1.3 billion people world-wide who live in extreme poverty are women, CARE has a developed a special focus on empowering women and girls to bring lasting, sustainable change to their communities.
Poverty is exacerbated by poor hygiene, sanitation and a lack of safe water because it decreases productivity and increases health costs vi . The impact tends to be more profound on women and girls who spend a disproportionate amount of time in water and sanitation related activities that reduce their opportunities and choices vii . Improving access to water, sanitation and hygiene (WASH) is thus an essential component of empowering women that helps to lift their families and communities out of poverty.
While CARE works with communities to fight poverty, humanitarian emergencies often reinforce the cycle of poverty to which so many people are bound. In emergencies the provision of WASH services are an essential life saving intervention, helping to reduce outbreaks of disease and stabilise the health of affected populations. In the midst of crises safe and secure access to water, sanitation and hygiene materials helps to maintain dignity and can reduce women and children’s exposure to physical abuse and harm.
Emergencies often disrupt or impede progress toward achieving basic levels of WASH services, which ultimately impact not just health but also education, nutrition and livelihoods. Where communities have lived without access to safe water, sanitation and hygiene emergency WASH activities can act as a catalyst to increase long-term demand for more sustainable services through the realisation that access to water and sanitation are basic human rights that underpin community development viii . Ensuring access to emergency WASH relief thus forms an essential initial step in overcoming poverty.
CARE’s commitments and current status
The goal of CARE’s 2020 Humanitarian and Emergency strategy is to be a leading humanitarian agency that achieves lasting impacts on the needs of poor women, men, boys and girls affected by humanitarian crisis, known for our particular ability to reach and empower women and girls in emergencies. WASH is one of the four core sectors together with Food Security, Shelter and Sexual and Reproductive Health where CARE will be known for its competency in emergency response.
Although CARE Australia has been assigned global responsibility for the implementation of the CARE
International strategy for the WASH Sector, all members of the CARE Confederation, through the interdependent model, share the responsibility to coordinate and integrate their actions to ensure that
WASH contributes tow ards CARE’s 2020 vision.
CARE’s level of engagement in the Global WASH cluster is highly significant, being a member of the
Strategic Advisory Group and taking responsibility for four of the seventeen WASH Cluster strategic outputs while supporting a further five. CARE also has a strong presence in the water and sanitation development sector having worked in 40 countries alongside more than 1.5 million people to increase their access to sustainable water and sanitation during 2012 ix . With a presence in more than 80 countries worldwide CARE Country Offices (COs) provide an important resource and knowledge base from which to prepare for and launch timely and effective emergency WASH responses that seek to empower women and girls.
Despite strong foundations, CARE COs often fail to engage in emergency WASH during the relief phase of a crisis, due primarily to a lack of emergency WASH capacity and external support. CARE tends to respond very well and with quality interventions during the recovery and rehabilitation phases of emergency responses where CARE can build on its development experience, but CARE has yet to fully capitalise on its global and CO strengths and resources to support emergencies. The Emergency
WASH Sub Strategy seeks to redress the imbalance between CAREs global ability and national delivery by significantly increasing CARE’s capacity to respond to emergencies worldwide ensuring that
CARE’s distinctive focus on empowering women and girls in emergencies is recognised and valued globally.
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B. Sector goal, principles and objectives
Sector Goal
Maintain the right of disaster affected populations to timely and effective emergency WASH interventions which afford dignity and protection, while contributing to the empowerment of women and long-term poverty and vulnerability reduction.
Key principles
1. Emergency WASH interventions help secure poor people's right to sustainable safe water, sanitation and improved hygiene through a holistic approach commencing from disaster risk reduction and preparedness, to emergency relief, and post-crisis recovery.
2. Gender equality and women’s empowerment x are cornerstones of emergency WASH programming.
3. Emergency WASH is more than service delivery being a major contributing factor in facilitating physical protection, health, social stability and psychological and economic recovery in the midst of crisis.
4. Emergency WASH interventions are enhanced through strategic partnerships with international and local organisations, governments and private sector service providers.
5. Emergency WASH interventions conform with CARE’s programming principles, humanitarian accountability framework and international or national standards and incorporate best practice and lessons learned to increase effectiveness.
Sector objectives and measures of success (to 2015)
1. CARE International and its partners are able to prepare for and effectively respond to emergencies with quality WASH interventions at appropriate levels of scale. a. By 2014, 90% of requests for emergency WASH requests for technical support are responded to within 48 hours and requests for emergency WASH deployments are met within 5 days. b. By 2015, all high risk COs that have WASH sector responses in their EPPs have attained a
“good” xi level of WASH preparedness. c. By 2015, CARE is responding with WASH in 75% of all Type 1 and Type 2 emergencies and 100% of mega emergencies. d. By 2015, 75% of CARE emergency WASH responses meet the needs of 15% of the affected population in Type 1 and Type 2 disasters, and 5% in mega emergencies. e. By 2015, 70% of CARE emergency WASH responses comply with HAF benchmarks 2 – 8 xii .
2. CARE’s emergency WASH programs consistently analyse gender roles and seek to advance gender equality and women’s empowerment through targeted actions. a. By 2015, 90% of emergency WASH proposals achieve an IASC gender marker 2a or 2b rating xiii . b. By 2015, 70% of WASH responses implement activities that meet the different needs of men, women, boys and girls, as identified by the gender analyses carried out. c. By 2015, 70% of emergency WASH projects demonstrate effective participation by women in WASH project activiti es” where “effective participation” is defined as: situations where women participate in meetings and governance of WASH activities as well as care activities, where women’s opinions regarding WASH activities are valued and listened to, where women are consulted on WASH activities by community members and WASH staff, where women participate in decision making and their votes are counted and where WASH activities respond to their specific needs and capacities xiv .
3. CARE’s emergency WASH programs routinely show consideration of CARE’s programme approach, transition and DRR and demonstrate integration with complementary sectors. a. By 2015, 50% of emergency WASH interventions are integrated with one or more complementary sectors. b. By 2015, 90% of emergency WASH programs show a clear link to longer-term programming or have a well defined exit strategy. c. By 2015, 50% of emergency WASH interventions incorporate DRR activities.
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4. CARE’s emergency WASH programs are evidence based and contribute to and incorporate global learning in the sector a. By 2015, 90% of CARE COs with WASH programs are using standardised tools to develop data driven WASH responses with a strong focus on gender equality and women’s empowerment. b. By 2015, 90% of CARE COs are reporting SADD xv in WASH related assessment and monitoring reports and using the data collected to develop sex and age differentiated response strategies/activities c. By 2013, CARE’s emergency WASH Team provides bi-annual reports on lessons learned with a strong focus on the differentiated impacts on women, girls, men and boys.
C. Strategic Priorities (Humanitarian Strategy 2013-2020)
Strategic Priority 1 The focus of our response – To recommit to humanitarian and emergency response as core to CARE’s global identity in fighting poverty and to strengthen our capacity to deliver high quality humanitarian programming in our core technical sectors with a women and girls focus.

Build a culture of WASH among CI and support the integration of emergency WASH response into
CARE’s programs and emergency strategies. o Increase understanding of the symbiotic relationship between WASH and other sectors; namely, shelter, health, livelihoods, education, nutrition as well as gender. o Promote the adoption of the
“program approach” where emergency relief and development are seen as mutually reinforcing processes and increase the cooperation/ coordination with the CARE US WASH Team and CARE sector specialists and advisors. o Support the US Water Team with development activities to improve integration between emergency and development WASH.

Increase CARE’s capabilities to provide quality emergency WASH responses o Expand the capacity of the emergency WASH Team to provide regional support for preparedness and capacity building with a strong technical focus on gender mainstreaming, equality and women’s empowerment. o Identify and support WASH focal points in all high risk COs. o Promote the HAF in all aspects of Emergency WASH work.
 Build CARE’s capacity to integrate gender equality and women’s empowerment into WASH programs o Contribute to a global information management system through a WASH Information that results in evidence based activities leading to the empowerment of women and poverty reduction. o Apply a gender lens in emergency WASH analysis, design, implementation and monitoring activities through checklists, guidelines and training.
o Promote the adoption of CARE guidelines for WASH and Gender Equality and women centred WASH activities among CIMs and COs. o Contribute to increased consideration of gender in WASH through participation in global regional and national fora.
Strategic Priority 2 Leadership, accountability and authority - To build and sustain a culture of humanitarian leadership and accountability at all levels – from operational to senior leadership and governance – with improved models for decision making and management of emergency response.

Provide clear lines of accountability for CARE’s emergency WASH support. o Uphold the commitments and services offered to the CARE Confederation detailed in the
WASH sector lead MoU. o Hold CI and LMs accountable for their commitments under the WASH sector lead MoU. o Ensure Emergency WASH benchmarks on performance, accountability and our impact on the lives of women and girls are regularly reported against.

Improve the timeliness of CARE’s emergency WASH support.
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o Contribute to improved emergency response decision making through improved regional
WASH networks. o Support central requests for emergency deployments.
 Build CARE’s capacity for strong emergency WASH leadership. o Ensure that Emergency WASH Team and RED core competencies reflect strong leadership, decision making abilities and ability to deliver gender equality programming. o CARE’s emergency WASH sector is led by the WASH team with wider support from the
WASH reference group.
Strategic Priority 3 Our operating model - To increase the impact, efficiency and relevance of our humanitarian response by forging new operational models which expand and nurture strategic partnerships with traditional and non-traditional actors at the local, national, regional and global levels.

Increase and diversify the range of emergency WASH assistance CARE provides o Increase implementing partnerships with national and international WASH partners and private sector o Increase and diversify partnerships with global suppliers for WASH stocks and materials. o Identify and engage in strategic partnerships that promote and enhance CARE’s capacity to address gender equality and the empowerment of women and girls in emergencies.

Increase partnerships that enhance CARE’s coordination, collaboration and profile during emergencies o Contribute to and influence Global WASH Cluster (GWC) strategy and policy and promote gender equality through active participation in the Strategic Advisory Group o Maintain CARE’s current levels of implementation of the GWC Strategic Operational
Framework. o Increase awareness and participation of CARE COs in coordination platforms at the national level to develop local partnerships and funding opportunities.
Strategic Priority 4 Talent, capacities and capabilities - To strengthen our talent, capacity and capabilities for emergency response through effective global surge capacity and a preparedness platform in our countries of operation that ensures the readiness of our staff, partners and organizational systems.

Develop reliable surge capacity capable of delivering high quality results in emergencies o Increase the number of Regional Emergency WASH advisors who are able to provide surge capacity for major emergencies with a strong Regional contextual understanding of CARE’s
COs o Increase the functionality of RED to provide surge capacity through regular communications and maintenance. o Actively recruit to the RED to increase the depth of RED language and specialist WASH skills.
o Expand the RED to include technical secondments from the private sector.
o Ensure the WASH Team and RED has a high level of technical competency in WASH and
Gender and Diversity through improved vetting and mandatory technical trainings.
 Build CARE’s and CARE’s partners technical preparedness and response capacity and capabilities. o Increase WASH advisor participation in EPPs and develop and disseminate WASH tools to facilitate the development of WASH sector EPPs in high risk countries.
o Identify preparedness and response capacity across targeted high risk COs. o Produce a capacity development plan for WASH preparedness and response mentoring for identified focal points in all targeted high risk countries. o WASH training events with a gender focus are conducted on an annual basis in at least one region for CO Managers and technical staff to increase confidence in emergency WASH engagement. o Support career development opportunities for CARE a nd CARE’s partners in high risk countries.
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o CARE ’s Emergency WASH Network is functional and contributes to learning and capacity development. o Global and CO Emergency WASH stocks are readily available to increase the capacity to respond to disasters.

Ensure that technical WASH learning tools based on current best practice are available and used to advocate for improved quality.
o Increase engagement in interagency technical research and development and learning fora to build CARE’s technical capacity. o The WASH component of the CARE Emergency Toolkit is updated regularly to reflect best practice and current technical standards.
Strategic Priority 5 Our funding model - To implement a sustainable business model which increases funding and allows more effective use of resources for humanitarian preparedness and response, including improved pooled funding and coordinated fundraising based on a strong women and girls brand and superior communications.

Develop and build on strategic partnerships that contribute to increased emergency WASH funding o Expand Global partnerships with donors around CARE’s distinctive focus and expertise on
WASH and gender equality and the empowerment of women and girls in emergencies. o The Emergency WASH Team comprises Regional Advisors funded and employed through various CARE LMs.

Contribute to the sustainability of CARE’s Emergency WASH team o Increase Emergency WASH funding through a robust knowledge management system that facilitates an evidence based marketing strategy. o Cost recovery from emergency WASH team deployments is pooled to enhance the sustainability of the WASH team positions. o Advocate for the allocation of a proportion of all CO emergency WASH budgets to
Emergency WASH team support with preparedness and response. o Deployable WASH personnel enhance and utilise their emergency communications skills
(blogs, twitter etc.) to support emergency WASH fundraising.
D. Sub strategy implementation
Roles and responsibilities
 CARE Australia will lead the implementation of the CARE International’s Emergency Strategy in the WASH Sector through CARE’s Emergency WASH Team, headed by the Senior Sector
Specialist for WASH.
 The Emergency WASH Team will provide sector leadership for CARE International’s WASH strategy related activities in collaboration with CEGs Head of Emergency Program Quality.

Consistent with an interdependent model all members in the CARE Confederation share the responsibility to support and participate fully in the emergency WASH strategy. In this respect
Lead Members will promote the strategy and ensure COs engage with the Emergency WASH
Team for technical support on capacity building, disaster risk reduction, coordination of emergency relief, preparedness, post-crisis recovery and gender mainstreaming.

Lead Members and COs will support the WASH team to ensure that advice is followed up and applied appropriately and that minimum standards and quality assurance are met.

The Emergency WASH Team will seek guidance, support and peer review to ensure the WASH strategy is fully integrated and complementing CARE Internationals Humanitarian and
Emergency Strategy 2013-2020 at global, regional and national levels through a WASH reference group consisting of CARE’s Sector Specialists and advisors, Humanitarian and
Emergency Managers, RECs, CO WASH staff and other relevant stakeholders.

The Emergency WASH Team will actively engage with Gender advisors/leads at the global, regional and CO level.

The Emergency WASH Team will coordinate with CEGs HR Coordinator to ensure emergency
WASH deployments are timely and well coordinated.

The Emergency WASH Team will coordinate with CEGs Training Coordinator to ensure capacity building initiatives conform to CARE’s Capacity Development Strategy.
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
WASH Advisors seconded to the Emergency WASH Team through other Lead Members will operate as fully integrated members of the team with dotted line management to the Senior
Advisor for WASH.
Monitoring and accountability for this strategy

The CARE WASH Team will be responsible for collecting WASH related program data and lessons learned in collaboration with CEG’s ME&A Advisor and CO staff.

A CARE Gender Advisor will work with the WASH Team to collect and analyse WASH data to measure progress towards gender equality programming..

The Emergency WASH Team will work with the M and E coordin ator on capturing lesson’s learned and good practices on Gender Equality programming and women’s empowerment

CARE COs and Lead Members will be responsible to ensure that information is collected, managed and delivered in a timely fashion to the Emergency WASH Team. Concerns over compliance with data management will be communicated to the respective COs and RECs.

The CARE WASH Team under the direction of the Senior Sector Specialist will provide quarterly updates and mid-term reviews of progress against the WASH strategy to CEG and
ERWG. The Team will meet annually to review progress.
Resource commitments
See attached excel spreadsheet for minimum and ideal budgets.
Fundraising Priorities for the sector:

Ensure the Emergency WASH Team is funded to comprise 5 Regional WASH Advisors

Ensure funding is available to provide adequate capacity building through staff development and contingency stock
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Annex 1 Implementation plan - Sector and cross cutting issues humanitarian sub strategy. Q1 = July to Sept; Q2 = Oct to Dec; Q3 = Jan to Mar
2013. Q4 = Apr – June.
Sector objectives and strategic priorities
Actions Timing Responsible Support
1. CARE International and its partners are able to prepare for and effectively respond to emergencies with quality WASH interventions at appropriate levels of scale.
1. Disseminate protocols (MoU, offer of service and standard
ToR) and timeframes for Emergency WASH team support.
2. Build relationships with targeted high risk CO WASH through monthly calls to WASH focal points.
3. Develop and monitor milestones for preparedness levels across targeted high risk COs.
4. Maintain a level of Global Emergency WASH stocks above
June 2012 values.
5. Increase high risk CO Emergency WASH stock, including
WASH items related to protection and dignity.
6. Advocate for WASH sector compliance with HAF through
WASH specific RARs for Emergency WASH programs.
2. CARE’s emergency
WASH programs consistently analyse gender roles and seek to advance gender equality through targeted actions.
1. Promote the IASC online gender course among WASH staff.
2. WASH and gender equality guidelines are disseminated and promoted to all COs.
3. Advocate for the use of WASH tools to measure gender marker and women’s participation levels in CARE’s
Emergency WASH projects
3. CARE’s emergency
WASH programs routinely show consideration of
CARE’s programme approach, transition and DRR and demonstrate integration with complementary sectors.
1. Disseminate and promote guidelines on WASH and DRR.
2. Combined DRR/WASH training events occur in each region.
3. Collect and disseminate case studies of effective transition programming and increased impact of WASH through synergies with complementary sectors
4. Provide assistance to CARE Water team to improve integration between development and emergency programming
4. CARE’s emergency 1. Synthesise existing WASH assessment protocols
1. FY 13 Q3
2. FY 13/14
3. FY 13 Q4
4. FY13/14/15
5. FY13/14/15
6. FY13/14/15
1. FY13/14/15
2. FY 13/14
3. FY 13/14/15
1. FY 13 Q3
2. FY 13/14/15
3. FY 13/14/15
1. FY13 Q4
1. SAWASH
2. EWT
3. EWT
4. EWT
5. EWT
6. EWT
1. EWT
2. EWT
3. EWT
1. EWT
2. EWT
3. EWT
1. CEG, ERWG, CIMs
2. EWT, CEG, CIMs
3. CEG, ERWG CM,
REC
4. CEG, SAL, CIMs
5. CEG, SAL, CIMs,
EGC
6. CEG, PQAC, REC
1. ERWG, CEG, CIMs,
COs, EGC
2. ERWG, CEG, CIMs,
EGC
3. ERWG, CEG, CIMs,
EGC
1. ERWG, SADRR,
CEG, SIMs
2. SADRR
3. PQAC, SSs
1. WIMO, 1. SAWASH, ERWG,
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WASH programs are evidence based and contribute to and incorporate global learning in the sector
Strategic Priority 1 The focus of our response
(GWC/MIRA tools) and disseminate a reference CARE assessment tool with a strong focus on SADD and gender analysis.
2. Increase the use and awareness of global and national standardised tools, initiatives and lessons learned.
3. Develop systematic means of capturing CARE’s emergency
WASH lessons learned.
4. Update the Water WIKI to aid dissemination of emergency
WASH lessons learned.
5. Produce bi-annual emergency WASH lessons learned reports with a focus on the impact on women and girls.
1. Disseminate case studies of effective transition programming and increased impact of WASH through synergies with complementary sectors.
2. Emergency WASH Team and US Water Team develop a protocol for communication to improve coordination and collaboration.
3. Increase the size of the Emergency WASH team from 3 to 5
Regional Advisors to improve the quality of WASH responses.
4. Identify WASH focal points in high risk COs and monitor a program of capacity development.
5. Integrate HAF benchmark indicators with CET emergency
WASH guidelines.
6. Ensure WASH sector compliance with HAF through WASH specific RARs for Emergency WASH programs.
7. Develop and roll out a WASH gender marker and women’s participation monitoring tool for CARE Emergency WASH projects.
8. Revise the CET Guidelines for Emergency WASH response and preparedness with a gender lens.
9. Produce a one pager on the link between emergency WASH and women’s empowerment and poverty reduction.
10. Increase Emergency WASH Team and CO WASH staff participation in gender related fora.
11. Advocate for improved quality control through Emergency
2. FY 13/14/15
3. FY 13 Q4
4. FY 13/14/15
5. FY 13/14/15
1. FY 13/14/15
2. FY 13 Q3
3. FY 15
4. FY13 Q4/FY
14/15
5. FY 13 Q4
6. FY 13/14/15
7. FY 14 Q2
8. FY 13 Q4
9. FY13 Q4
10. FY13/14/15
11. FY13/14/15
2. EWT
3. WAAP
4. WPO
5. SAWASH
ME&AC, EGC,
PQAC, CIMs
2. ME&AC
3. EWT, ME&AC
4. EWT, WIMO,
5. EWT, MCC, PQAC
1. SAWASH
2. SAWASH
3. SAWASH
4. EWT
5. WHOA
6. EWT
7. SAWASH
8. WCC
9. WCC
10. EWT
11. EWT
1. PQAC, COs, SSs
2. US Water Team
3. CEG, HERU, CIMs
4. CEG, CIMs, WPO
5. SAWASH. PQAC
6. PQAC, REC
7. EGC, WIMO, WPO
8. SAWASH, EGC,
WPO
9. SAWASH, EGC,
WPO
10. EGC, HEPQ
11. HEPQ, LM, CIMs
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Strategic Priority 2
Leadership, accountability and authority
Strategic Priority 3 Our operating model
Strategic Priority 4
Talent, capacities and capabilities
WASH Team inclusion of program design
1. Apply protocols (MOU, offer of service and standard TOR) and timeframes for Emergency WASH team support.
2. Document instances where commitments are not upheld.
3. Develop a simple monitoring tool to measure progress against CARE’s WASH sub-strategy.
4. Measure and disseminate progress against strategy on a quarterly basis.
5. Increase participation and contribution to CCG calls - where relevant.
6. Review RED core competencies around leadership and revise membership.
7. Develop ToR for WASH reference group.
1. Support CI, CMs and COs to develop strategic partnerships with national and international WASH partners and the private sector.
2. Produce a CARE Global Emergency WASH catalogue together with Long Term Agreements with suppliers.
3. Identify, develop and support partnerships that promote and enhance CARE’s capacity to address gender equality and the empowerment of women and girls in emergencies.
4. Maintain 2012 levels of Global WASH Cluster participation and influence.
5. Increase awareness and participation from CARE COs in coordination platforms at the national level.
1. Increase the size of the deployable Emergency WASH team from 3 to 5 Regional Advisors to provide regional surge capacity.
2. Increase the functionality of RED to provide surge capacity, through regular communications and maintenance.
3. Expand the RED to include private sector deployments.
4. Provide and implement key WASH sector online technical trainings for RED members including gender mainstreaming and gender equality.
5. Increase WASH advisor participation in EPPs for targeted high risk COs.
6. Develop and disseminate WASH EPP guidelines and tools to
1. FY13/14/15
2. FY13/14/15
3. FY13/14/15
4. FY13/14/15
5. FY13/14/15
6. FY13 Q4
7. FY13 Q4
1. FY13/14/15
2. FY14 Q2
3. FY/13/14/15
4. FY/13/14/15
5. FY 13/14/15
1. FY 14 Q4
2. FY 13/14/15
3. FY 14 Q1
4. FY 13 Q4
5. FY 13/14/15
6. FY 13 Q3
7. FY 13 Q3
8. FY 14 Q1
9. FY13/14/15
10. FY13/14/15
1. SAWASH
2. EWT
3. WIMO
4. SAWASH
5. SAWASH
6. SAWASH
7. SAWASH
1. ERWG, CIMs, CEG
2. CEG, CIMs
3. EWT, ME&AC
4. ME&AC, CEG,
ERWG, CIMs
5. EWT, CEG
6. HRC, WPO
7. PQAC, ERWG
1. EWT
2. SAWASH
3. EWT
4. SAWASH
5. EWT
1. SAWASH
2. WPO
3. SAWASH
4. EWT
5. EWT
6. SAWASH
7. WAAP
8. WHOA
9. EWT
10. EWT
1. ERWG, CEG
2. SAL
3. EGC
4. WAAP
5. ERWG, CIMs
1. CEG, HERU, CIMs
2. EWT, HRC,
3. EWT, CIMs, WPO,
HERU
4. WPO, HEPQ/CBC
5. ERWG, CEG, CIMs,
RECs
6. EWT, CEG, ERWG,
CIMs, RECs
7. WIMO, EWT, CEG,
CIMs
8. EWT, CBC, EGC
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Strategic Priority 5 Our funding model facilitate WASH sector specific EPPs.
7. Develop WASH capacity mapping tool and undertake WASH capacity mapping for all targeted high risk COs.
8. Synthesise existing WASH in Emergency Training and
WASH Technical Training packages and add a gender focus.
9. Regional and country specific training events for senior staff and technical staff are conducted.
10. Provide at least 2 career development options per year for
CARE COs staff and or implementing partners.
11. Re-establish the CARE Emergency WASH Network.
12. Update the WASH component of the CARE Emergency
Toolkit bi-annually to reflect best practice and current technical standards and promote its use as a WASH learning tool.
13. Increase participation in interagency technical research and development and learning fora to build CARE’s technical quality.
1. Develop strategic partnerships with donors around CARE’s distinctive focus and expertise on WASH and gender equality and the empowerment of women and girls in emergencies.
2. Advocate for support of Emergency WASH Team positions by other CARE Members.
3. Advocate and support through case studies a marketing strategy for the emergency WASH Team based around
CARE’s distinctive focus on emergency WASH, gender and women’s empowerment programming.
4. Pool all cost recovery from Emergency WASH Team deployments.
5. Advocate for the allocation of a proportion of all Emergency
WASH budgets to support the Emergency WASH team with preparedness and response.
6. Train Emergency WASH team and RED members on emergency communications techniques.
11. FY13 Q4
12. FY13/14/15
13. FY13/14/15
1. FY 13/14/15
2. FY 13/14/15
3. FY 13/14/15
4. FY 13/14/15
5. FY 13/14/15
6. FY 14 Q1
11. WPO
12. WCC
13. EWT
1. EWT
2. SAWASH
3. EWT
4. HERU
5. EWT
6. SAWASH
9. HEPQ/CBC
10. HEPQ
11. WIMO, EWT
12. EWT
13. HEPQ, WPO, RECA
1. CIMs, CEG, HERU,
EGC
2. CEG, HERU, EWT
3. MCC, CEG, CIMs
4. ERWG
5. ERWG, CEG, CIMs
6. HEPQ, MCC
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List of Acronyms:
CBC = Capacity Building Coordinator;
CCG= Crisis Coordination Group;
CEG=CI Emergency Group;
CIMs=CI Members;
CO=Country Office;
DRR=Disaster Risk Reduction;
EGC = Senior Advisor Gender in Emergencies (CEG);
EPP=Emergency Preparedness Planning;
ERWG=CI Emergency Response Working Group;
EWT= Emergency WASH Team;
HEO = Head of Emergency Operations;
HEPQ = Head of Emergency Program Quality;
HERU=Humanitarian and Emergency Response Team (CARE AUS);
HRC=Human Resources Coordinator;
LM= CARE Lead Members;
MCC=Media & Communications Coordinator; Communications Officer
(CO);
ME&AC Emergency ME&A Coordinator;
REC=Regional Emergency Coordinator;
RED=Roster for Emergency Deployment;
SADRR = Senior Advisor DRR (Nederland);
SAEPP=Senior Adviser Emergency Preparedness Planning (USA);
SAFS=Senior Advisor Food Security;
SAL = Senior Advisor Logistics (CANADA);
SAS = Senior Advisor Shelter;
SAWASH = Senior Advisor WASH;
SSs= Sector Specialists;
WAAP= WASH Advisor Asia Pacific;
WCC=WASH Cluster Coordinator;
WHOA= WASH Advisor Horn of Africa;
WIMO=WASH Information Management Officer;
WRECA=WASH Regional Emergency Cluster Advisor;
WWCA= WASH Advisor West and Central Africa;
WPO=WASH Program Officer;
WRG=WASH Reference Group; i “Women’s empowerment” is a political process – not an economic or material one. It often involves economics and material goods, but is linked to political and governance goals. For women to be “empowered” it means that women have the means, space, time and support to make choices for themselves. As such, the main “empowerment” activities that can happen in
WASH are related to governance of WASH items (i.e. women can participate effectively in WASH committee meetings and consultations e.g. They can give their opinion, are listened to, and are not just present without a voice). ii Levels of EPP to be determined. iii 2. CARE bases emergency response on impartial assessment of needs, vulnerabilities and capacities; 3. CARE uses good design and monitoring to drive improvements in our work; 4.
CARE involves the disaster-affected community throughout our response; 5. CARE puts formal mechanisms in place to gather and act on feedback and complaints.6. CARE publicly communicates our mandate, projects and what stakeholders can expect from us; 7. CARE uses impartial reviews and evaluations to improve learning and demonstrate
Accountability; 8. CARE supports its staff, managers and partner agencies to improve quality and accountability. iv
GENDER CODE 2A – GENDER MAINSTREAMING: Potential to contribute significantly to gender equality. GENDER CODE 2B – TARGETED ACTION Principal purpose of the project is to advance gender equality v Sex and Age Disaggregated Data vi A study in Karachi, Pakistan, found that people living in areas without adequate sanitation who had no hygiene education spent six times more on medical treatments than those with sanitation facilities. http://www.wateraidamerica.org/includes/documents/cm_docs/2008/w/women_and_wateraid_2006.pdf
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vii On average, in rural Africa, women spend 26% of their time collecting water, which often means having to walk five miles or more to the nearest water source. http://www.wateraidamerica.org/includes/documents/cm_docs/2008/w/women_and_wateraid_2006.pdf
viii The UN General Assembly in 2009, and later the UN Human Rights Council in 2010 adopted a resolution that the human right to water and sanitation is legally binding ix CARE International Key Figures and Country List – FY12 x “Women’s empowerment” is a political process – not an economic or material one. It often involves economics and material goods, but is linked to political and governance goals. For women to be “empowered” it means that women have the means, space, time and support to make choices for themselves. As such, the main “empowerment” activities that can happen in
WASH are related to governance of WASH items (i.e. women can participate effectively in WASH committee meetings and consultations e.g. They can give their opinion, are listened to, and are not just present without a voice). xi Levels of EPP to be determined. xii 2. CARE bases emergency response on impartial assessment of needs, vulnerabilities and capacities; 3. CARE uses good design and monitoring to drive improvements in our work; 4.
CARE involves the disaster-affected community throughout our response; 5. CARE puts formal mechanisms in place to gather and act on feedback and complaints.6. CARE publicly communicates our mandate, projects and what stakeholders can expect from us; 7. CARE uses impartial reviews and evaluations to improve learning and demonstrate
Accountability; 8. CARE supports its staff, managers and partner agencies to improve quality and accountability. xiii
GENDER CODE 2A – GENDER MAINSTREAMING: Potential to contribute significantly to gender equality. GENDER CODE 2B – TARGETED ACTION Principal purpose of the project is to advance gender equality xiv Can be measured by number of projects with women led or women with roles of responsibility on WASH village committees; number of women trained and employed in WASH activities; proportion of focus groups for women/girls and men/boys as well as joint consultation; any other WASH related activities where women have contributed to decisions and outcomes and or taken on roles of responsibility. xv Sex and Age Disaggregated Data
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