OCHA

Central African Republic

CAR

Highlights 2011

OCHA-led negotiations with three armed groups – the National Forces, Union des Forces Démocratiques pour le Rassemblement, and Convention des Patriotes pour la Justice et la Paix – resulted in safe access to 6,000 IDPs who had been without assistance for five months.
Increased publication, dissemination and appreciation of quality information products including assessment reports, bilingual bulletins, access maps, thematic maps, a displacement study and regional funding maps.
Strengthened field coordination driven by a consolidated HCT with documented decision-making and monitoring processes.

OVERVIEW 2011

In October 2011, an OCHA study revealed there were 22,180 newly displaced people in the Central African Republic (CAR) due to internal conflicts, banditry and attacks from the Lord’s Resistance Army (LRA) in the south-east. A total of 171,751 Central Africans are directly affected by displacement within CAR, including an estimated 105,206 IDPs and 66,545 returnees.

OCHA monitored the humanitarian situation and ensured a coordinated response with partners. Needs were identified through OCHA-facilitated inter-agency assessment missions. Clusters provided assistance while prioritizing the needs of the most vulnerable groups.

OCHA’s operational field coordination role is a recognized strength. Through a large information network, and on the basis of thorough context analysis, the office ensured that humanitarian assistance was provided throughout the country. OCHA supported the humanitarian response on issues including access, civilian protection and needs assessments. Its permanent presence in key locations such as Ndélé and Paoua served as information hubs and encouraged other relief organizations to establish offices in these conflict-affected areas.

The coordination of humanitarian activities being implemented in the LRA-affected south-east was ensured remotely from Bangui. The Ndélé sub-office was instrumental in leading humanitarian negotiation processes and strengthening partnerships with non-humanitarian actors. In 2011, the office provided humanitarian briefings and logistical support to various missions. The Paoua sub-office also provided humanitarian briefings and logistical support to the country’s Disarmament, Demobilization and Reintegration programme.

OCHA secured humanitarian access to conflict-affected people through negotiations with state and non-state actors. Access constraints impeded aid delivery in large parts of the country, particularly in regions affected by conflict or with poor road infrastructure. As chair of the United Nations Humanitarian Air Service user group, OCHA helped to secure access and the respect of humanitarian space.

In 2011, OCHA successfully advocated for the protection of civilians during conflicts. It facilitated a mission to Ndélé to broker humanitarian access with two rebel groups: the Convention des Patriotes pour la Justice et la Paix (CPJP) and the Union des Forces Démocratiques pour le Rassemblement (UFDR). During this mission, the CPJP leader committed to releasing a list of child soldiers within its ranks. This eventually led to an agreement being signed in November for the release of child soldiers within the CPJP. Following the September conflict between CPJP and UFDR in Bria (Hautte Kotto Prefecture), OCHA organized and facilitated a rapid joint mission to the region to assess the humanitarian impact on basic social services and identify needs. This mission led to more effective collaboration among partners working in the north-east.

OCHA continued to collaborate with the United Nations Integrated Peacebuilding Office in CAR (BINUCA) on its strategic plan towards peace consolidation. Through effective negotiation skills, OCHA supported BINUCA by creating links between parties in conflict. OCHA facilitated a joint mission to Ndélé in 2011 in the rebel-affected region, which was formerly not accessible to humanitarians due to conflict between rebel groups.

However, integration remains a challenge due to the conflicting interests of humanitarian, political and military actors. It was sometimes difficult for OCHA to be perceived as representing the interests of both the UN and non-UN humanitarian community. OCHA continued to seek greater coherence with all partners while ensuring humanitarian space, effective coordination of life-saving assistance and respect for humanitarian principles.

OCHA ensured effective information sharing and decision-making through monthly HCT meetings, cluster meetings, and a weekly information meeting attended by over 60 organizations. These forums were crucial in setting up a humanitarian strategy, coordinating response in order to avoid the duplication of already limited resources, and identifying constraints and gaps.

OCHA produced one of the most widely-read information bulletins on CAR, according to a global survey carried out in 2011. A wide readership was ensured due to its publication in French and English. OCHA boosted the development of information products including maps and reports, and disseminated them through a regularly updated website.

The Common Humanitarian Fund (CHF) and the Central Emergency Response Fund (CERF) played a key role in covering funding gaps in the 2011 humanitarian response outlined in the CAP. Both mechanisms allocated over $8 million and $5 million respectively to priority, emergency and underfunded projects. Resource mobilization remains a critical challenge in CAR, possibly due to donor fatigue and emerging new crises worldwide. Over the past two years, the CAP received less than 50 per cent funding, with 43 per cent covered in 2010 and 48 per cent covered in 2011. OCHA carried out awareness raising and advocacy through information products including the CAP document, thematic maps, funding graphs, bilingual information bulletins, issue-based or geographic briefing papers and country briefings.

OCHA organized a 2011 CAP workshop attended by NGOs, UN agencies and Government partners. However, only $17 million out of the $134 million required in the 2012 CAP addressed multi-sectoral projects, as the establishment of joint CAP projects remains a challenge for the humanitarian community. Furthermore, only 10 per cent and 16 per cent of projects submitted for funding by CHF and CERF respectively were multi-sectoral projects. OCHA is engaged in facilitating this process by emphasizing its added value, as joint projects would maximize the use of already limited CAP funding. The CAP evaluation will formally start in 2012 with the use of the humanitarian dashboard.

CHF and CERF allocation mechanisms have been strategically restructured to ensure more credibility and transparency in the project selection and allocation process. A structured monitoring mechanism will be developed and consolidated in order to encourage donors to increase their funding to the CHF. A monitoring strategy will be designed in 2012. Besides ensuring the mobilization of pooled funds, the strategy will also engage OCHA’s three sub-offices in the field and other key partners in an operational monitoring mechanism, which will include details on field evaluations and reporting requirements.

WORKPLAN 2011

GOAL 1: A more enabling environment for humanitarian action.
Objective 1.1 Partnerships with a wider group of Member States and regional organizations in support of humanitarian action.
INDICATOR	OCHA is an influential member of the relevant integrated UN planning mechanisms.
ACHIEVEMENTS	As a UNCT member, OCHA took part in the integrated UN planning process in 2011 (UNDAF+ 2012-2012, UNDAF 2011 evaluation, etc.).
INDICATOR	The UN’s Integrated Strategic Framework (ISF) and the Peace Building Strategic Framework (PBSF) reflect humanitarian principles, issues and relevant humanitarian priorities, as identified by the humanitarian community. It clarifies an appropriate division of labour and distinction between the UN’s political and humanitarian efforts.
ACHIEVEMENTS	The current ISF is two years old. OCHA contributed with valuable inputs such as context analysis and integration of the humanitarian aspect in the UNDAF 2012-2015 Through OCHA’s participation in the UNCT and the UN Policy Coordination Group, humanitarian concerns were considered in UN policies, UNCT workplan and reports. As a member of the SMT, OCHA and the Lord’s Resistance Army (LRA) Working Group (including BINUCA) contributed to the security analysis in-country. Decision taken from such forums may have an impact on humanitarian access. As a member of the Peace Building Fund Steering Committee, OCHA improved synergy, complementarity and coherence between PBSF and the humanitarian strategy (e.g. child demobilization and funding). OCHA participated in the UN Communications Group, which ensures humanitarian concerns are reflected in the UN communications strategy. OCHA supported the HC (also DSRSG) in his effort to enhance UN integration policy.

GOAL 2: A more effective humanitarian coordination system
Objective 2.1 Effective mechanisms that manage and support accountable humanitarian coordination leaders.
INDICATOR	Strengthened clusters and inter-cluster forums at national and field levels in compliance with generic TORs.
ACHIEVEMENTS	Ten clusters out of 11 are operational (health, nutrition, food security, protection, education, early recovery, multi-sector assistance to refugees, WASH, logistics, telecoms). With OCHA support, two clusters (telecoms and logistics) have been reactivated and are operational. OCHA supported the HC (through the HCT) to set up the Emergency Shelter Cluster, which had not been operational for more than one year. Field coordination meetings were regularly facilitated or coordinated by OCHA field offices. OCHA made efforts to establish field coordination for the south-east. An office is due to open in Zemio in 2012. Inter-cluster meetings helped to mainstream the multi-sector approach in humanitarian planning. OCHA facilitated or coordinated geographical or thematic coordination working groups.
INDICATOR	Percentage of inter-cluster, cluster and cross-cutting recommendations issued by HCT that are implemented at operational level.
ACHIEVEMENTS	Approximately 75 per cent. A matrix was set up to monitor progress of the implementation of recommendations or HCT decisions. Key recommendations implemented in 2011 include: - Access negotiations engaged with all parties in conflict (north and north-east region). - Multi-sector and joint programme approach implemented through fund allocation (CHF, CERF). - Gender Marker implementation started during 2012 CAP process. - Rapid joint mission in Bria (north-east) following conflict between CPJP and UFDR in September.
Objective 2.3 A more predictable and scalable suite of OCHA services and tools to support leaders and partners in response preparedness, humanitarian response and transition.
INDICATOR	Percentage of affected population accessible to humanitarian assistance.
ACHIEVEMENTS	On the HC’s behalf, OCHA sustained contacts and negotiations with the national military (FACA) and the armed groups engaged or not engaged in the peace talks (except LRA). This resulted in improved access and humanitarian assistance reaching affected people. However, larger parts of the population in Vakaga and Bamingui Bangoran have been out of reach for months, as safe humanitarian operations cannot be guaranteed all the time. OCHA’s lead in humanitarian negotiations convinced the main national armed groups (CPJP and UFDR) to commit to child-demobilization programmes. As chair of UNHAS users group, OCHA ensured that secured humanitarian space was maintained, and operational capacity provided to humanitarian actors.
INDICATOR	Country operations reviewed against minimum services list.
ACHIEVEMENTS	A country strategy developed for 2012-2013 with clear performance indicators and endorsed by HQ. The strategy focuses on four out of five core functions of a country office (coordination, information management, advocacy and humanitarian financing).
INDICATOR	Percentage of key OCHA tools (contingency plans, CAP, sit reps, assessment/mission reports and six core information management products) using sex- and age-disaggregated data.
ACHIEVEMENTS	Not all key documents and information products contain disaggregated information on women, girls, men and boys. However, OCHA aims to obtain disaggregated data of vulnerable people when possible. OCHA developed a security-incident database with sex- and age-disaggregated data, which is used for the access monitoring report.
Objective 2.4 A more systematic humanitarian programme cycle (needs assessment and analysis, joint planning, fund-raising and resource allocation, and monitoring and evaluation).
INDICATOR	Needs assessment (NAF) developed or updated and endorsed by the HCT.
ACHIEVEMENTS	The NAF 2010 was not reviewed in 2011. However, several assessments and evaluations were carried out through joint missions or by individual organizations that were used for the humanitarian analysis and the 2012 CAP. An improved monitoring system is a key priority for the HCT and the UNCT in 2012.
INDICATOR	Percentage of projects in the funding mechanisms (CAP) coded with the Gender Marker.
ACHIEVEMENTS	100 per cent for projects in the CAP 2012 are gender coded (not applicable for 2011).
INDICATOR	Percentage of total projects submitted and prioritized as immediate in compliance with HCT-endorsed methodology.
ACHIEVEMENTS	In 2011, the funding per priority is as follow: Immediate : 32 per cent High: 44 per cent Medium:25 per cent
INDICATOR	Percentage of operational relief organizations engaged in 2012 CAP process.
ACHIEVEMENTS	100 per cent. All humanitarian organizations, including donors and Government bodies, were engaged in the CAP 2012 discussion for a common strategy. ICRC and MSF were consulted throughout the process. National NGOs increasingly participated in the process. Humanitarian actors recognized and appreciated the quality of the CAP.