Part III
Coordination Activities in the Field

Islamic Republic of Iran

  Requirements 275,386  
  Income from Voluntary Contributions  
  EXPENDITURE    
  Staff Costs 78,900  
  Consultant Fees and Travel  
  Travel 7,000  
  Operating Expenses 46,205  
  Contractual Services 1,100  
  Supplies, Materials, Furniture and Equipment 55,300  
  Fellowships, Grants and Contributions 6,200  
  Programme Support Costs 25,312  
  Total Expenditure (US$) 220,017  

 

Context

In addition to a general restructuring of the Government of the Islamic Republic of Iran and its ministries, which resulted in a change to OCHA’s main counterparts, in March a devastating earthquake hit Lorestan province. Considerable impact was also experienced from unrest in the region, including the war in Lebanon and ongoing conflict in Iraq and Afghanistan.

In 2006 OCHA Tehran focused primarily on reestablishing its disaster management network, strengthening partnerships and coordination. The major obstacle to smooth disaster coordination and response in Iran was weak information management and dissemination, leading to uncoordinated activities among the authorities as well as the United Nations and international organizations. Working through national counterparts and the RC’s office, OCHA endeavoured to address this problem by establishing channels of information flow and dissemination. It was also active in humanitarian advocacy and disaster management capacity-building of the United Nations and its national counterparts for the improvement of humanitarian partnership and cooperation.

Objectives

Activities and Accomplishments

OCHA adopted a number of measures to ensure effective preparedness and response mechanisms, facilitating collaboration within the United Nations system as well as with government and local partners. To ensure efficient information management and information sharing for timely and effective humanitarian decision-making, a United Nations emergency stock of prefabricated offices, communication and IT equipment, office furniture and generators was assembled in 2006.

During March and April, OCHA coordinated the humanitarian CT response to the Lorestan earthquake, and the cluster approach was introduced. The initial draft of a disaster response plan for Tehran was prepared by the end of 2006 with coordination support from OCHA.

During the conflict in Lebanon, OCHA became a member of the National Coordination Committee for Assistance to the Victims of the Lebanon Crisis. Updates were provided on the type and scale of the international assistance being provided to the people of Lebanon, in addition to reports on existing requirements and advice to the government on provision of a more coordinated response.

OCHA organized a number of seminars and workshops, including: Lessons Learned from the Lorestan Earthquake with UNDP; the International Conference on Disaster Management and Health with the Ministry of Health and Medical Education; and the Role of Media in Disaster Management with UNESCO. OCHA established regional collaboration with the Economic Cooperation Organization (ECO) on disaster management and humanitarian affairs. It also chaired and facilitated a session on disaster management and risk reduction during the United Nations Development and Assistance Framework review seminar. It remained a member of the HIV/AIDS Group and contributed to discussions on gender issues.

Performance Evaluation