OCHA

Niger

Philippines Niger endured strict military rule for much of its post-independence history and is rated as one of the world’s least-developed nations. The drought-prone country has faced recurrent food crises over the past three decades. Political instability from the crisis in neighbouring Libya has deepened insecurity and continues to jeopardize humanitarian access. The Libyan crisis has fuelled arms trafficking and triggered a new Touareg rebellion in Mali, which could eventually spread to Niger, as has previously happened. The crisis has also increased roadside robberies and armed crime. Drug and human trafficking across the Sahara pose an additional problem. A new emergency is unfolding within the context of an ongoing and deteriorating acute food access and malnutrition crisis in Niger and the greater Sahel sub-region.

OCHA established a presence in Niger in 2005 in response to a severe food crisis that affected some 3.6 million people, almost one third of the population. Since then, OCHA has played a central role in coordinating the response to the food security and nutrition situation.

CONTEXT ANALYSIS

The Socio-political Situation

After years under a military junta, Niger returned to constitutional and civilian rule in April 2011 following the inauguration of democratically elected President Mahamadou Issoufou. This successful transfer of power ushered in a new period of political stability and engagement with bilateral partners. Donors are gradually resuming their development support to the country after they suspended all non-humanitarian aid to Niger at the end of 2009 over political infighting. However, the situation remained fragile following a foiled coup attempt in August 2011.

While the Tuareg rebellion in the north has eased, security is an increasing concern in Niger. Al-Qaida in the Islamic Maghreb (AQIM) increased its armed activities in Niger and the sub-region in 2011, kidnapping several foreigners on Niger territory. The crisis in neighbouring Libya has destabilized the country, with several high-ranking Gaddafi loyalists reportedly entering Niger. More than 250,000 migrants have fled back to Niger to escape the unrest and violence in Libya and Ivory Coast, leading to the loss of remittances for tens of thousands of households and an increased burden on communities already vulnerable to food insecurity. The radical Islamic group Boko Haram in north Nigeria may also bear consequences for Niger, including on the trade flux between the two countries. The sudden influx of Malian refugees and Nigerien returnees into parts of the Tillaberi and Tahoua regions of Niger should increase following the ECOWAS military intervention in Mali, affecting the highly fragile food and nutrition security situation of local host communities.

With the current complex humanitarian context, President Issoufou and his Government have committed to work towards ending the cyclical food and nutrition crises that have plagued the country for decades. But with a growing population of approximately 18 million in the Sahel region, and with around 5.5 million people in Niger, the country needs to commit more financial resources to implement and sustain development programmes that will lift its people out of poverty.

The Humanitarian Situation

Cyclical food and nutritional issues have plagued Niger for decades. In 2010, approximately 7.1 million people, nearly half the population, became food insecure following a poor 2009-2010 planting season. In 2012, the country remains in the midst of a full-blown severe food and nutrition crisis. The food and nutrition crisis in Niger and the Sahel will likely continue to worsen, and the lack of remittances from nationals who returned to the country as a result of the Libyan, Ivory Coast and Mali crises will likely continue to have a negative impact on the food security of affected people. After its midyear meeting in Maradi (29 May to 2 June 2012), the National Early Warning System (Système d’Alerte Précoce) estimated that 2,483,051 Nigeriens will remain food insecure in 2013. The current food crisis remains a result of complex and converging shocks, including significant cereal and fodder production deficits, high food prices and markedly low levels of resilience among very poor households to cope with these shocks. Insecurity in northern Mali and Nigeria has further exacerbated the fragile situation: displacement has put an additional burden on the food stocks of households and communities, the traditional movement of pastoralists has been disrupted and there has been a loss of economic opportunities and remittances. Households’ vulnerability has also been compounded by the mass return of migrants from Libya who now depend on their relatives’ limited resources. People are in an exceptionally fragile food security and nutrition situation and will continue to require targeted relief assistance in order to survive the lean season and ensure that already serious rates of acute malnutrition do not further deteriorate.

Currently, the volatile sub-regional security environment includes the presence of radical Islamic groups, such as AQIM, in parts of the northern desert and, more recently, a revival of tension with Tuareg rebels of neighbouring Mali following the return of hundreds of Tuareg fighters who served in the Libyan military during the Qaddafi regime. This could continue to create population movement towards neighbouring countries, including Niger.

In June 2012, the Food and Agriculture Organization of the United Nations warned that croplands in Niger and Mali are at imminent risk from Desert Locust swarms that moved south from Algeria and Libya. Political insecurity and conflict in Mali could also hamper monitoring and control efforts.

Niger’s health situation is still characterized by the prevalence of diseases with epidemic potential, such as meningitis, cholera, measles and malaria. Malaria is the leading cause of morbidity in Niger, affecting more than 1 million people and causing deaths. The consequences of the prevalence of the diseases with epidemic potential are compounded by the weak immunization coverage, the failure of vaccines used for routine immunization of children, the nutritional status of children and the difficulties of health-care access.

Niger has one of the lowest prevalence rates in the sub-region (0.7 per cent in 2010), but 52.28 per cent of people living with HIV are women. Agadez and Diffa regions are most affected by this scourge, with a respective seroprevalence of 1.7 per cent and 1.6 per cent.

Other recurring factors are water and oral-faecal diseases, and the inadequacy of social mobilization and floods continues to aggravate communities’ precariousness.

Niger suffers from cyclical natural disasters, particularly floods and droughts, which affect the lives and livelihoods of high numbers of vulnerable communities in the country. While flooding has had a limited impact so far in 2011, torrential rain from July 2012 caused massive flooding in several regions. It affected more than 500,000 people, caused deaths, and destroyed thousands of private houses and public infrastructure.

The Humanitarian Strategy and Response

The humanitarian community in Niger aims to support the Government to better prepare for, plan and manage the response to food and nutrition crises and natural disasters, and to develop stronger mechanisms to mitigate their impact on vulnerable people. Currently, 63 international and 20 national NGOs, eight UN agencies, five Government line ministries and nine donors contribute to the humanitarian response under the CAP process. These partners are providing humanitarian and early recovery assistance to address needs and gaps.

As the most severe effects of the current humanitarian context are still felt in food security, ongoing responses include food distributions, curative and preventive nutrition assistance, and agriculture and livelihoods interventions. Assistance is targeted at vulnerable groups, including food-insecure people, refugees, asylum seekers, returnees and migrants, including mothers and children.

Efforts to strengthen preparedness focus on improving national capacity to respond to natural disasters, and maintaining a capacity to quickly respond to new emergencies and disease outbreaks. Improving access to water and adequate sanitation, particularly in rural areas and in public facilities, such as health-care centres and schools, is also a priority in order to prevent outbreaks of new emergencies. Improving basic social services is a critical element to the humanitarian strategy of building resilience and moving from humanitarian response to recovery. Within the clusters, humanitarian and recovery funds are allocated to cover a range of needs, from disaster preparedness to emergency response and addressing immediate needs and gaps.

Projections

Niger remains a vast and landlocked country with limited natural resources. Livelihoods of the majority of the population (eight out of ten people live in rural areas) are mainly based on traditional farming and ranching.

After the end of the conflict in Libya, heavy and light arms trafficking were developed in the Saharo-Sahelian area. The massive returns of young combatants into Niger and Sahelian, and the continuing rise of religious fundamentalism in the south and east regions through the Boko Haram movement, may cause the security environment to deteriorate in the northern and southern parts of Niger. In addition, ECOWAS-armed intervention in Mali may also lead to additional refugees from Mali and increase the insecurity in Tillaberi and Tahoua regions. This could be followed by internal displacements of Nigeriens into those regions and reduce humanitarian access.

Niger is also affected by continuous and chronic food insecurity and malnutrition. Even in a "good year" period of agricultural production, between 20 and 25 per cent of the population (up to 3.5 million people) remain vulnerable and depend on humanitarian assistance. Based on results of the last nutritional survey (June 2012), the nutritional situation remains "critical". Global Acute Malnutrition (GAM) topped 15 per cent in four regions: Zinder (15.9 per cent), Maradi (16.2 per cent), Tillabery (16.6 per cent) and Diffa (16.7 per cent). The prevalence of Severe Acute Malnutrition (SAM) was over 2 per cent. At the national level, GAM increased to 14.8 per cent compared to 12.3 per cent in June 2011. The rate of SAM showed a more significant increase, rising from 1.9 per cent in June 2011 to 3 per cent a year later. These levels call for urgent action intervention by the Government, humanitarian partners and donors.

Despite the hope that Niger’s humanitarian situation will improve, a number of factors will continue to undermine this context. The scarcity of rainfall and the attacks of insects and rodents are significant risks to the results of the 2012-2013 crop years. Vulnerable households in some areas have already developed several strategies to adapt to and survive the food insecurity, including seasonal or definitive migration. In general, people’s vulnerability could continue to be exacerbated by recurrent factors such as epidemics, floods and bushfires. Climate change is another significant factor that strikes Niger and accelerates and amplifies the cycle of food crises.

The Government of Niger is implementing a programme called 3N (Les Nigériens Nourrissent les Nigériens). It aims to facilitate communities’ resilience to the consequences and challenges of food insecurity through irrigated crops, income-generating activities and the programme of reintegration of returnees from Libya, Côte d'Ivoire, Nigeria and Mali. Despite the efforts to promote sustainable development in Niger, it is clear that a substantial part of the population (average 3.5 million people) will continue to be dependent on humanitarian assistance up to the end of 2013.

The impact of natural disasters and their possible humanitarian consequences can be mitigated if the Government and the humanitarian community apply the lessons learned from previous crises, including the need for better preparedness and response. The Government’s ability to mobilize its bilateral partners to support recovery and development programmes remains crucial.

STRATEGY

Background

From 2005, Niger faced various challenges, such as food crises, natural disasters and political instability, all of which had significant humanitarian implications. To support humanitarian coordination, resource mobilization and advocacy, OCHA opened its office in Niger in 2005. Since then, OCHA ensured a coherent response to the humanitarian challenges by providing coordination support to international and national NGOs, UN agencies, Government line ministries and the donor community, thus bringing partners to work together on agreed priorities and strategies.

Through its main office in Niamey and its sub-offices and antennas, OCHA ensures humanitarian coordination in Niamey and the regions of Maradi, Tahoua, Zinder, Diffa, Agadez, Tillaberi and Dosso. In these regions, OCHA facilitates and organizes meetings and joint assessments, and facilitates contingency planning and common response plans, among other things. Through its field presences, OCHA supported the roll-out of three clusters at the provincial level and expanded its partnerships with all main stakeholders. This enabled quick information sharing by providing a basis for further assessments or relevant humanitarian action to be taken. OCHA’s decentralization enabled humanitarian partners to become familiar with humanitarian coordination tools and expand their capacity to assume more coordination responsibilities.

Due to the volatility of the security situation in some areas of the country, particularly Agadez, Tahoua and Tillaberi, and with the aim to facilitate humanitarian access to the entire country, OCHA advocated the establishment of a free military escort for humanitarian convoys, which the Government granted immediately.

Current focus

OCHA still plays a key role in providing technical expertise and support in humanitarian coordination mechanisms and strategies, including emergency preparedness and response, joint assessments, information management and advocacy. OCHA works to ensure better planning and coordination of humanitarian activities, capacity-building of partners and greater coherence between humanitarian, recovery and development activities.

The Country Office is facilitating the humanitarian response of about 120 international and national organizations through cluster meetings, joint assessments and humanitarian responses at national and provincial levels. To support the HC’s key coordination functions, OCHA functional areas will continue to be organized under humanitarian coordination, public information and information management as follows:

Coordination: OCHA’s priority is to ensure that effective coordination mechanisms and strategies support the HC as well as the HCT and cluster roles at national and provincial levels. This includes the coordination of joint assessments and analysis, resource mobilization and the humanitarian response. OCHA ensures systematic coordination of the common humanitarian programme cycle, and it guides transparent discussions to determine the humanitarian needs to be included in the CAP 2013.

To strengthen the existing coordination mechanisms and strategies, OCHA continues working with a range of humanitarian actors, including the Government and cluster coordinators, and it supports the extension of humanitarian coordination mechanisms to areas within the country where required. The office focuses on capacity-strengthening of the national coordination structures. In addition, efforts to link humanitarian and non-humanitarian coordination structures are supported.

OCHA also plays a key coordination role at the regional level, working closely with African and West African organizations based in Niger to strengthen information exchange and cooperation. OCHA manages early warning information and shares humanitarian information, including humanitarian bulletins, data and maps, with humanitarian stakeholders inside and outside the country.

Public Information: The OCHA Public Information Unit works with humanitarian partners to better coordinate information gathering and dissemination. The office encourages clusters to be more proactive in contributing to regular humanitarian bulletins and OCHA sub-offices to focus on human-impact success stories. The introduction of new information templates seems to have spurred partner agencies’ interests in sharing information and helping to disseminate it widely.

Information Management: The Information Management Unit (IMU) aims to improve information products through initiatives including establishing a working relationship with the Government and strengthening interaction with the NGO and donor communities.

Through its IMU, OCHA Niger provides the required support to ensure that information management tasks, including using relevant technologies and implementing inter-agency information-sharing procedures, are followed in the relief efforts. Essential IM tools (e.g. Snapshot, Dashboard) and mapping support are provided to the humanitarian community, including technical support to the Government’s early warning bodies.

Forward Strategy

OCHA Niger will continue its key role in supporting humanitarian planning and response. It will facilitate and support humanitarian coordination mechanisms and strategies, advocacy, resource mobilization and information management. OCHA has established sector-coordination mechanisms in the country by activating clusters, namely food security; nutrition; health; water, hygiene and sanitation; protection; logistics; and emergency education and telecommunication.

In the next two years, OCHA will continue to support the Government and humanitarian stakeholders to better plan for and respond to humanitarian needs and gaps. OCHA will play a central role in coordinating the response to identified needs in food, agriculture, nutrition, water, hygiene and sanitation, protection, education, protection, multi sector and early recovery. The office will advocate increased resources to support identified needs and gaps. OCHA will also continue working with the Government to strengthen national capacities on disaster preparedness and responses by increasing its support to the Dispositif national de prévention et de gestion des crises alimentaires et nutritionnelles, which is the national structure responsible for managing food security and nutrition issues. As the main interface institution between the Government and humanitarian partners, the institution reports to the Office of the Prime Minister, giving it high political visibility and a degree of accountability and effectiveness.

Through its main office in Niamey and its sub-offices, OCHA will maintain its support to humanitarian stakeholders, including donors and the Government, and will ensure resource mobilization through the CAP and CERF to cover identified humanitarian needs and gaps. The office will continue to ensure coherent responses through humanitarian coordination mechanisms (the HCT, clusters, joint assessments, contingency plans) and strategies (Common Humanitarian Action Plan).

OCHA will continue to advocate the link between the Government’s response plan and the CAP to make humanitarian plans and responses more efficient and timely. The revision of a multi-risk contingency plan for the Government, UN and NGOs will be maintained at national and provincial levels, and OCHA sub-offices will continue to contribute to the early warning system through information gathering and analysis. OCHA will continue to reinforce the message of the Under-Secretary-General and Emergency Relief Coordinator, and the Executive Director of UNDP. It will do this by encouraging development donors to invest more funds to build resilience by addressing the root causes of food insecurity in Niger. Ultimately, the ability of the Government and its partners to better plan for and respond to humanitarian issues will help to determine the nature and scope of OCHA’s presence in Niger beyond 2013. This will also inform any OCHA and humanitarian transition plan in the country.

Public Information: In 2012 and 2013, OCHA Niger will continue its weekly release of humanitarian information bulletin for donors, the Government, national and international NGOs, national and international media, regional institutions, and regular news and partner briefings. It will also continue sending press releases. OCHA Niger will also work with partners on strategies for common crises and emergency communications. When required, OCHA will offer technical expertise to the Government and NGOs to strengthen their information gathering and analysis.

Information Management: The IMU will increase its direct technical support capacity at national and field levels to ensure the development and management of information products. It will alsooffer closer support for inter-agency information management efforts in the field, and provide strengthened preparedness (e.g. through preparing relevant map layers). To allow inter-agency obtaining and sharing of data, OCHA will reach agreements with data providers and developers, such as Agrhymet, in the region and seek to maximize the extent to which remote-sensing products are available to the international humanitarian community, including through proven dissemination mechanisms such as ReliefWeb.

During 2012 and 2013, OCHA will continue to tailor user-oriented information products to better support inclusive assessments and planning for a needs-based response. In addition, OCHA will engage partners, including the Government, to draft an IM strategy.

Resource Mobilization and Advocacy: Resource mobilization will remain a major focus for OCHA in 2012 and 2013, particularly among non-traditional and emerging donors. OCHA will continue to foster partnerships and improve information exchange in collaboration with humanitarian partners, donors and the Government. The strengthening of planning, preparedness and response capacity remains a key area, with the adoption of Niger’s first multi-risk contingency plan that includes food-security threats, massive population movements and flooding. OCHA is exploring the possibility of developing an Emergency Relief Fund to mobilize a more flexible humanitarian financing resource especially for NGOs. To reinforce resilience from humanitarian to sustainable development, OCHA will continue working with various partners and donors to advocate increased coherence among humanitarian, recovery and development activities.

The CAP will remain the framework for addressing humanitarian and early recovery priorities in Niger. OCHA will continue to make the case for more financing of recovery programmes included in the CAP. Given the lack of an effective and inclusive national development coordination structure, OCHA will continue to recommend that the cluster system provides the forum for humanitarian and relevant recovery issues, including to facilitate coordination between activities programmed under the CAP, the UNDAF and other relevant Government and NGO recovery activities. To inform the humanitarian and early recovery response, planning will continue to be based on rigorous and joint needs assessments and situation analysis. OCHA will further promote mainstreaming of gender and HIV/AIDS within humanitarian planning, including multi-risk contingency planning, CAP, CERF, needs assessments and training activities. OCHA will also continue to promote the application, monitoring and evaluation of Inter-Agency Standing Committee policies. Specifically, OCHA will increase its advocacy for more leadership of the Government on the CAP process; more leadership at the technical and provincial levels for stronger cluster coordination; early assessment of food security and nutrition; and for improved access.

Preparedness: Disaster preparedness and response remain key priorities for the OCHA office in Niger. In the next two years, OCHA will strengthen local preparedness and response by facilitating workshops, developing new plans or revising existing national and provincial multi-risk contingency plans, organizing simulation exercises, and producing and disseminating information and early warning products to all humanitarian stakeholders operating inside and outside the country for internal and public use. These products include situation reports and operational updates, maps and databases. The office will keep abreast of latest developments, and liaise with national and local Government, humanitarian organizations and donors to ensure that appropriate humanitarian monitoring and reporting mechanisms are in place. OCHA will liaise with national and local Government structures on early warning and disaster risk reduction, humanitarian needs monitoring, gap analysis and response, and facilitating access to people in need. The office will continue to promote links between humanitarian/emergency response and recovery programmes by facilitating or participating in humanitarian planning, joint needs assessments and other field missions. Due to the volatile security situation in some areas, especially near Malian and Nigerien borders, OCHA will continue to ensure that humanitarian access is guaranteed by the Government , and that humanitarian stakeholders carry out adequate and timely interventions to respond to affected people’s needs.

PERFORMANCE FRAMEWORK

Result 1: AN EFFECTIVE HUMANITARIAN COORDINATION SYSTEM ESTABLISHED IN-COUNTRY
Indicator 1. Decisions taken by Humanitarian Country Team (HCT) led to improved delivery of humanitarian assistance to vulnerable people.
BASELINE 2011	The HCT is generally an effective body coordinating international humanitarian response in the country. However, the HCT needs to be more active in setting and communicating the humanitarian strategy. In addition, the HCT’s composition does not adequately represent the full range of humanitarian partners operating in the country.
TARGET 2012-13	2012: The HCT will continue to play its strategic role and ensure links between local and national planning and humanitarian coordination mechanisms and strategies. The HCT will continue focusing on strengthening other areas related to humanitarian coordination, including improving humanitarian analysis, developing humanitarian policies and standards, and strengthening relations with partners. The CAP will remain the HCT’s main strategic planning and resource mobilization tool. It will continue to facilitate a wider view of each cluster’s contributions to humanitarian plans and responses, and foster closer coordination among its members. Correlation between the needs analysis and the Action Plan will also be strengthened. The CAP’s strategic objectives will continue to be aligned to national priorities, as outlined in the Government’s so-called Plan de soutien (Support Plan). OCHA will also ensure a proper links between humanitarian and other emerging recovery coordination mechanisms and strategies. This will ensure that humanitarian issues are addressed by the HCT, and that recovery activities are maintained in the CAP. 2013: OCHA will focus on strengthening the HCT’s strategic role in steering humanitarian action, with a focus on CAP 2013 priorities. OCHA will ensure more comprehensive representation at the HCT, and improved coordination among the HCT, national and sub-national coordination bodies.
Indicator 2. Level of satisfaction expressed by key stakeholders (Government, donors, humanitarian actors) with coordination leadership.
BASELINE 2011	According to the results of the OCHA client-satisfaction survey (2010), the majority of humanitarian partners were satisfied with OCHA’s performance. However, some partners were not fully aware of OCHA’ roles, tools and services.
TARGET 2012-13	2012: OCHA will continue to use client-satisfaction surveys to collect feedback, and to analyse and improve its performance. OCHA will achieve wider recognition of inter-agency coordination mechanisms, the use of information management tools and more visibility for OCHA products. 2013: In addition to its recognized role in coordinating humanitarian plans and response, OCHA will continue to advocate mainstreaming of humanitarian needs into longer-term development plans, such as UNDAF and Government plans.
Indicator 3. Effective inter-cluster coordination in place, documenting decisions and tracking adherence.
BASELINE 2011	There is currently no formalized inter-cluster process in the country. The HCT is playing this role on an ad hoc basis.
TARGET 2012-13	OCHA will support the establishment of an inter-cluster coordination forum that will inform the HCT on operational issues and analysis and enhance the HCT’s strategic decision-making. The inter-cluster forum would also be replicated at the local level as required. Government-led thematic groups are operational and effective in coordinating humanitarian response with minimum support from OCHA. Conditions permitting, OCHA will promote the integration of the humanitarian cluster system into a broader coordination platform.

Result 2: A SHARED SITUATIONAL AWARENESS OF HUMANITARIAN NEEDS GUIDES A COMMON RESPONSE
Indicator 4. Joint assessment and analysis of needs guide response planning.
BASELINE 2011	The joint assessments and analysis are conducted on a regular and ad hoc basis. However, the timing of Government-led food-vulnerability assessments does not often match with the CAP.
TARGET 2012-13	2012: Harmonized approach to joint assessment and needs analysis is adopted by the HCT and inter-cluster forum. Through the HCT, OCHA will continue to encourage all humanitarian partners to conduct joint assessments and share the results. OCHA will also continue to disseminate IASC guidelines on needs assessments, and provide support through its staff, IM products and dissemination/use of the assessment results. 2013: Government structures at capital and provincial levels play a leading role in humanitarian needs assessments and planning cycles.
Indicator 5. Common response plan endorsed by the HCT fully reflecting priority needs in line with IASC-approved appeal policy and guidelines.
BASELINE 2011	2011 CAP (first country-specific CAP for Niger) supporting Government priorities was prepared with full participation of the Government and NGOs. Lack of balanced prioritization among CAP projects and gender mainstreaming are the weakest areas of the planning.
TARGET 2012-13	2012: The CAP 2012 remains the HCT’s main strategic planning and resource mobilization tool, and it facilitates a wider view of each cluster’s contributions to humanitarian plans and responses The CAP’s strategic objectives are aligned to national priorities, as outlined in the Government’s so-called Plan de soutien. 2013: OCHA will continue to support the CAP process and to advocate inclusion of humanitarian and early recovery programmes, while giving room to other recovery actors and structures to absorb some recovery programmes that could be better addressed through other mechanisms, such as the UN Development Assistance Framework and the Government’s plans. OCHA will continue supporting the HCT in drafting and endorsing strategic plans based on analysis of assessed needs, with clear measurable strategic objectives.
Indicator 6. Percentage of an appeal’s requirements prioritised in the highest category.
BASELINE 2011	Nearly three quarters of the projects in the 2011 CAP were prioritized as high (55 out of 75 projects or 73 per cent).
TARGET 2012-13	2012: 80 per cent 2013: 85 per cent
Indicator 7. Percentage of projects in each Gender Marker code (0, 1, 2a, 2b).
BASELINE 2011	40 per cent of projects coded as “0” (no signs that gender issues were considered). 25.3 per cent coded as “1” (they contribute in some limited way to gender equality). 20 per cent coded as “2a” (contribute significantly to gender equality). 12 per cent coded as “2b” (the project’s purpose is to advance gender equality). 2.6 per cent are unspecified.
TARGET 2012-13	2012: 50 per cent to be coded as “2a” and 40 per cent as “2b”. By 2013, 100 per cent of projects to contribute significantly to advanced gender equality.
Indicator 8. Level of satisfaction expressed by stakeholders with the IM products supporting the analysis and monitoring of the programme cycle.
BASELINE 2011	According to the OCHA client-satisfaction survey (Nov. 2010), 70 per cent of humanitarian partners in Niger are using and satisfied with 3W, the contact list and maps. The OCHA web portal registered an average of 800 hits per month, 65 per cent of whom were satisfied. Globally, 3.5 out of 5 users are satisfied with our IM products.
TARGET 2012-13	2012: Proportion of humanitarian partners satisfied with OCHA’s IM and analytical tools (e.g. 3Ws, maps, NAF, humanitarian dashboard) for decision-making increases to 85 per cent. Increase OCHA engagement in joint assessments and value addition of monitoring data provided by partners as well as broaden dissemination of related IM products. 2013: OCHA will continue to tailor user-oriented information products to better support inclusive assessments and planning for a needs-based response. OCHA will also engage partners, including the Government, to draft an information management (IM) strategy.

Result 3: A WELL-RESOURCED COMMON RESPONSE PLAN REGULARLY MONITORED
Indicator 9. Percentage of CERF and CHF allocations that are made towards highest priority projects. Percentage of ERF project allocations that are made in accordance with agreed criteria.
BASELINE 2011	100 per cent of the $10 million CERF allocation targeted high priority projects.
TARGET 2012-13	100 per cent of CERF (or any established local pool fund) allocations target priority projects.
Indicator 10. All clusters publish information on collective outputs vs. targets as expressed in their cluster response plans.
BASELINE 2011	Due to a lack of common funding and diversity of donors, clusters do not publish information on collective outputs.
TARGET 2012-13	Promote the regularity of updates through the work of OCHA’s cluster focal points, as well as the timely dissemination of programme and financial information products. OCHA will implement a mechanism that should facilitate the collection of disaggregated sectoral data, taking into account cross-cutting issues. Clusters’ output monitoring is set up against relevant workplans. Sectoral data are to be incorporated in the national sector strategies.
Indicator 11. Percentage of country-based pooled-fund projects monitored according to agreed monitoring plan.
BASELINE 2011	Not applicable. Planning for a possible ERF is ongoing.
Indicator 12. Level of stakeholders’ satisfaction of OCHA resource mobilization and management of pooled fund processes.
BASELINE 2011	In the client-satisfactory survey (Nov 2010), 76.3 per cent of stakeholders were satisfied with OCHA’s role in resources mobilization. OCHA Niger maintains excellent relationships with donors in-country. Donors are regularly briefed at the capital and field levels. The CAP should be better disseminated outside Niger.
TARGET 2012-13	2012: OCHA conducts another client-satisfaction survey to access the points of view of humanitarian stakeholders, including UN agencies, Government departments, donors and NGOs, on its role in resource mobilization, humanitarian coordination and advocacy. 2013: CAP, ERF and CERF further strengthen coordination and planning cycles.

Result 4: IMPROVED ACCESS BY ALL VULNERABLE PEOPLE TO SERVICES AND ASSISTANCE
Indicator 13. Increased access to previously inaccessible regions and people.
BASELINE 2011	The humanitarian space has widened mainly due to progress in demining (Agadez) and UNHAS operations (Bilma department and the five remote regional capitals Maradi, Zinder, Tahoua, Agadez and Diffa). The access to insecure areas is mitigated by use of military escorts.
TARGET 2012-13	2012: Areas such as Dabaga, Timia, Gougaram situated further north of Agadez are being cleared of mines and expected to be easier to access in the coming months. 2013: Northern Tillabéry and northen Tahoua, prone to insecurity, will be easier to access to the UN provided overall security conditions improve.
Indicator 14. Number of arrangements to facilitate access developed and implemented through engagement with the relevant actors.
BASELINE 2011	CERF funds were provided to WFP to maintain UNHAS regular flights and to additionally extend its activities in Dirkou. An arrangement was made with military and administrative authorities to provide two weekly security escorts for migrant convoys between Dirkou and Agadez. OCHA provided the Government and local officials with logistics, financial and technical support to facilitate access to beneficiaries.
TARGET 2012-13	2012: OCHA will continue to advocate the establishment of a free military escort for humanitarian convoys. This is due to the volatility of the security situation in some areas of the country, particularly Agadez/Dirkou, Tahoua, Tanout, Northern Gouré and Tillaberi, and in order to facilitate humanitarian access to the entire country. . 2013: Reduced joint regional missions and progressive end of armed escorts. Humanitarian response fund established to improve access to beneficiaries in remote areas.
Indicator 15. Percentage of key stakeholders (Humanitarian Coordinator, cluster coordinators, agency heads, donors, etc.) report being more informed on access.
BASELINE 2011	All OCHA reports highlight security issues and other access constraints, and emphasise advocacy for increasing funding in favour of UNHAS to improve access in remote and insecure areas.
TARGET 2012-13	OCHA advocacy role to improve access is further acknowledged.

Result 5: STRATEGIC COMMUNICATION INFLUENCES A BROADER AGENDA
Indicator 16. Humanitarian principles and priorities are reflected in the strategies/plans of non-humanitarian actors.
BASELINE 2011	Coming out of a political transition following an attempt to overthrow the government, the situation was not favourable to development strategies. However, food security and nutrition concerns were integrated in the UNDAF and were among the first priorities of the newly elected Government.
TARGET 2012-13	Resource mobilization will remain a major focus for OCHA in 2012, particularly among non-traditional and emerging donors. OCHA will continue to foster partnerships and improve information exchange in collaboration with humanitarian partners, donors and the Government. The strengthening of planning, preparedness and response capacity remains a key area, with the adoption of Niger’s first multi-risk contingency plan that includes food-security threats, massive population movements and flooding. OCHA will continue to advocate the links between the development plans, such as UNDAF, the Government’s response plan and the CAP, to make humanitarian plans and responses more efficient and timely. The multi-risk contingency plan will be maintained and readjusted as required at national and provincial levels, and OCHA sub-offices will continue to contribute to the early warning system through information gathering and analysis. OCHA will continue to encourage development donors to invest more funds to build resilience by addressing the root causes of food insecurity in Niger. In 2012, the humanitarian advocacy agenda will be articulated through information products around the Common Humanitarian Action Plan, which includes the response to humanitarian needs, the promotion of early recovery actions, preparedness actions and strategic inter-linkages between development and humanitarian actors. 2013: The advocacy agenda will focus, inter-alia, on residual and/or emerging and additional humanitarian needs.
Indicator 17. Percentage of humanitarian partners viewing OCHA as effective in influencing the broader agenda.
BASELINE 2011	According to the OCHA Niger survey from November 2010, more than 50 per cent of non-humanitarian partners view OCHA as having a positive influence on the broader agenda.
TARGET 2012-13	By 2013, OCHA would be viewed by at least 80 per cent of non-humanitarian partners as an effective advocate for the inclusion of humanitarian components into a broader development agenda. The existing good partnership with the new leaders will be maintained throughout the country.

Result 6: GOVERNMENTS AND HCT BETTER PREPARED TO COORDINATE AND RESPOND TO FUTURE EMERGENCIES
Indicator 18. Integration of international tools and services in national contingency plans and other Government plans.
BASELINE 2011	Multi-risks contingency plan is developed using IASC guidelines of IACP. The plan considers cross-cutting issues (e.g. disaster reduction, gender).
TARGET 2012-13	Disaster preparedness and response are key priorities for OCHA Niger. In 2012, OCHA Niger will have strengthened local preparedness and response by facilitating workshops; developing new plans or revising existing national and provincial multi-risk contingency plans; organizing simulation exercises; and producing and disseminating information and early warning products to all humanitarian stakeholders operating inside and outside the country for internal and public use. The products include situation reports and operational updates, maps and databases.
Indicator 19. Inter-agency contingency plan in place to address new or resurgent emergencies.
BASELINE 2011	National and regional contingency plans have been developed together with all stakeholders covering May 2011 to May 2012. These plans identify risks and vulnerable areas. An agreed response mechanism is also included in these plans.
TARGET 2012-13	OCHA Niger will keep abreast of latest developments, and liaise with national and local Government, humanitarian organizations and donors to ensure that appropriate humanitarian monitoring and reporting mechanisms are in place. OCHA will liaise with national and local Government structures on early warning and disaster risk reduction, humanitarian-needs monitoring, gap analysis and response, and on facilitating access to people in need. The office will promote links between humanitarian/emergency response and recovery programmes by facilitating or participating in humanitarian planning, joint need assessments and other field missions. Due to the volatility of the security situation in some areas, OCHA will continue to ensure that humanitarian access is entirely guaranteed by the Government, and that adequate and timely interventions to respond to the needs of affected people are granted by humanitarian stakeholders. The Government will play the main role in consolidating the contingency plan oriented on food security, natural disasters and epidemics.

Result 7: RECURRENT HUMANITARIAN CONCERN ADDRESSED THROUGH LONGER-TERM DEVELOPMENT STRATEGIES
Indicator 20. Humanitarian issues reflecting analysis of vulnerability are integrated into development strategies (UNDAF, PRSP, etc.).
BASELINE 2011	The UNDAF reflects the needs of some of the food insecure and nutrition priorities. Vulnerability assessments are shared with development actors.
TARGET 2012-13	OCHA worked towards an articulation between the existing humanitarian coordination mechanisms and those pertaining to recovery and development. OCHA will advocate the inclusion of the needs of a large proportion of vulnerable people in the revised UNDAF in 2013.

PLANNED STAFFING AND TOTAL COSTS

Total Staff	Professional		National		General Service		GTA		UNV	Total
Total Staff	XBPB	XBAB	XBPB	XBAB	XBPB	XBAB	XBPB	XBAB	UNV	Total
Total Staff 2012	8	1	12	1	0	0	8	3	2	35
Total Staff 2013	8	1	11	1	0	0	11	3	4	39

XBPB: Extrabudgetary Programme Budget | XBAB: Extrabudgetary Administrative Budget | GTA = General Temporary Assistance | UNV: United Nations Volunteers

Total Costs (US$)	Programme Costs	Administrative Costs	Total

Total Costs 2012	3,457,420	304,596	3,762,016
Total Funds Requested 2012			3,457,420
Total Costs 2013	3,643,627	307,308	3,950,935
Total Funds Requested 2013			3,643,627

The village chief inspects the cereal bank in Hamka Tombo, a village in Dosso, Niger, after the Qatar Red Crescent and the Niger Red Cross distributed millet. © IFRC