OCHA

Philippines

OCHA Philippines was established in May 2007 as a one-staff presence focused on response preparedness for frequent natural disasters, supported by the OCHA Regional Office for Asia and the Pacific (ROAP). OCHA was gradually strengthened with temporary surge staff members to address the coordination needs that arose from the resurgence of armed conflict between the Government of the Philippines (GPH) and the Moro Islamic Liberation Front (MILF) in August 2008. The onset of Typhoon Ketsana that struck Metro Manila in September 2009 triggered the establishment of the country office. The aftermath of Tropical Storm Washi in December 2011 prompted the time-bound establishment of two additional sub-offices in northern Mindanao. OCHA activities in the Philippines have a dual focus: response to a protracted conflict situation in Mindanao, and, at the national level, preparedness for and response to frequent natural disasters.

CONTEXT ANALYSIS

The Socio-political Situation

In the Philippines’ southern island group of Mindanao, the four-decade-long conflict between GPH and Moro armed groups as well as clan feuds (locally known as rido) have led to cyclical civilian displacements. In February 2011, the Aquino administration and the MILF formally revived the peace process which collapsed in August 2008. In the latest round of peace talks, held in September 2012, the parties jointly announced “substantive gains in the negotiations” and progress “towards the crafting of a framework agreement”. Despite positive developments, actors on the ground note uncertainty about how the final settlement could be achieved.

Other security risks persist in Mindanao. The communist New People’s Army (NPA) has carried out a country-wide guerrilla campaign against the Government since 1968. The Islamist Abu Sayyaf Group (ASG), which is linked to Al-Qaeda and Jemaah Islamiyah, poses a terrorist threat. Election-related violence is common, and a general lack of respect for the rule of law and risks of activities by kidnap-for-ransom gangs and lawless groups have reached an alarming level, particularly in the Sulu Archipelago, where three ICRC staff members were kidnapped in January 2009 and later released.[i]

The United Nations does not have a role in peace processes, but the Security Council mandates pertaining to the Protection of Civilians, and Children and Armed Conflicts are relevant in the Philippines. With the MILF, NPA and ASG named as parties to the conflict that have been involved in recruiting and using children in armed conflict, UNICEF is leading the implementation of the Monitoring and Reporting Mechanism on Grave Child Rights Violations.

The Philippines ranked third as the country with the highest disaster risk in the world, according to a 2011 UN study.[ii] Natural hazards include typhoons, floods, landslides, earthquakes, tsunamis and volcanic eruptions, with an annual average of five destructive typhoons. Furthermore, 22.6 per cent of the country’s population (total: 94.9 million) lives below the international poverty line of US$1.25 per day (in purchasing-power parity terms).[iii] An increasing number of people live in vulnerable areas at risk from the impact of natural disasters.

For this reason, natural disaster preparedness and response is essential in the Philippines. The Government is committed to improving its disaster management capabilities and coordinating international humanitarian aid. Legal instruments to strengthen national and local disaster management are in place, however, implementation has been a challenge due to lack of human and financial resources. The international humanitarian community will continue to provide critical aid on occasions when the scale of the disaster has overwhelmed national mechanisms and available resources.

As a lower-middle-income country[iv] with a stable political economy, the Philippines attracted $2.1 billion in official development assistant grants in 2011[v] yet only $33.6 million in humanitarian funding.[vi] Donors have traditionally given more attention to long-term development programming in the Philippines, leaving a major gap in resource mobilization for a protracted humanitarian situation. There is no funding mechanism in place to provide timely assistance to medium-scale natural disasters across the country in cases where the national Government does not officially request for international assistance, yet relies on limited international assistance to complement its material- and technical-response capacity.

The Humanitarian Situation

Over the past three years, the humanitarian situation in central Mindanao in relation to the Government-MILF conflict has shown steady improvement. Most of the 750,000 people displaced have returned home or resettled in relocation sites after both parties agreed to suspend military operations in July 2009. However, most people are struggling to survive due to vulnerability related to years of repetitive displacement and insecurity, compounded by underdevelopment and natural disasters. A study by WFP and the World Bank found that the returnees have the highest prevalence of food insecurity (42 per cent), even higher than those who remain displaced (25 per cent). The host communities also need support.[vii]

In August 2012, fighting between the Bangsamoro Islamic Freedom Fighters (BIFF), an armed group in Mindanao, and the Philippines Armed Forces displaced 33,000 people, of whom about 19,500 remained in evacuation centres as of 30 August 2012. Rido violence continues to cause sporadic and relatively short-lived displacements, which are difficult to track. Furthermore, the Government reported that the humanitarian situation in the island provinces of Basilan, Sulu and Tawi-Tawi (Basulta) has deteriorated in recent years, and it requested international aid. An assessment of the needs in these areas is pending due to access constraints given the insecurity.

Parts of Mindanao have also been susceptible to flooding caused by seasonal monsoon rains. In May and June 2011, torrential rains triggered widespread flooding in central Mindanao, affecting nearly 860,000 people in five provinces (total population: 4.1 million). The Government requested international assistance on that occasion.[viii]

Regarding the impact of natural disasters in the rest of the country, Government reports covering 2000 to 2006 indicate that hydro-meteorological hazards trigger, on an annual average, more than 1,000 deaths and 800 injuries, and displace 752,900 people.[ix] With climate change, disasters are now more frequent and severe. The Government requested international assistance for Tropical Storm Washi. The storm affected 700,000 people, and it triggered a revision of the 2012 Humanitarian Action Plan (HAP) and a Central Emergency Response Fund (CERF) rapid response contribution of $2.9 million. This raised CERF’s total contribution to the Philippines in 2012 to $6.8 million.

The Humanitarian Strategy and Response

The HAP Midyear Review 2012, with a total requirement of $51.2 million, is the main humanitarian programme through which humanitarian partners in the Philippines coordinate, plan, implement and monitor responses in Mindanao (see annex 1 for an illustration of humanitarian programmes in relation to peacebuilding and development strategies in the Philippines). For the 2013 HAP, the Humanitarian Country Team (HCT) and its constituent, the Mindanao Humanitarian Team (MHT), proposed the following strategic objectives for the humanitarian response in Mindanao:

(1) Support the Government in responding to the assessed humanitarian and protection needs of the affected people and related capacity-building efforts.

(2) Support Government efforts to assist affected people in recovery, whether they have returned or relocated or remain displaced.

The strategic objectives are underpinned by principles and commitment to needs-based planning founded on credible needs assessments and analysis, as well as to mainstream gender, protection and sustainability concerns (i.e. early recovery). Furthermore, the 2013 HAP plans to contribute to achieving durable solutions for displaced people. Preliminary discussions for developing a durable-solutions strategy is being led by the UN Resident Coordinator’s Office.

At the national level, the HCT aims to strengthen coordination among humanitarian stakeholders to ensure that preparedness activities and response to natural disasters are undertaken in accordance with humanitarian principles; are timely, effective and efficient; and contribute to long-term recovery. The HCT, with OCHA’s support, works closely with the Office of Civil Defense (OCD), which has been delegated the authority to chair the National Disaster Risk Reduction and Management Council (NDRRMC) that oversees the disaster risk reduction and management (DRRM) system in the Philippines.

The clusters have a strong implementation history in the Philippines, where the Government formally instituted the cluster approach in May 2007 with the HCT appointing Cluster Co-Leads that assumed a supporting role to Government Leads. At the sub-national level, the cluster approach was activated in October 2008 for the response to the Government -MILF conflict in Mindanao, supported by MHT Co-Leads. The Cluster Approach was further implemented at the sub-national level in northern Mindanao in response to Tropical Storm Washi. This model is highly decentralized, with Local Government Units (LGUs) having the autonomy to request international aid.

The Government is currently leading eight clusters, supported by the relevant cluster lead agency. At the national level, the clusters are focusing on response preparedness for natural disasters in between emergencies, while in Mindanao the focus is on the protracted conflict.

Projections

The most likely scenario for Mindanao in 2012-2013[x] is a continuation of the status quo: the peace negotiations between the Government and MILF are expected to make steady progress, with a possibility of a peace agreement signed in late 2012 or in 2013. The ceasefire will hold, but some parties are dissatisfied, resulting in sporadic armed skirmishes. National and municipal elections will commence in May 2013, with violence expected in traditionally hotspot areas of Mindanao. Land-related, personal and politically motivated disputes will remain prevalent, as will rido violence. The rainy season, coupled with climate change, will result in more flooding and landslides.

The gravity of the overall humanitarian situation will likely remain at the current level, with up to 410,000 civilians requiring emergency relief. These people include those affected by the Government-MILF conflict despite the ceasefire; those affected by election-related violence and rido; and others affected by flooding and landslides. Returnees and home-based people affected by earlier conflicts and natural disasters will continue to need support. The security situation may worsen in some areas to a degree that access to people in need is further hampered.

At the national level, more intense and frequent tropical cyclones will likely cause displacements and infrastructural damage, but there will be fewer casualties due to better preparedness at the community level.[xi] Damage to infrastructure will be more severe, prolonging evacuations. Overall, a timelier, coordinated response to medium-scale emergencies is possible owing to better preparedness by the Government and HCT.

In a worst-case scenario, the Government-MILF peace process may collapse in 2012 or 2013, triggering a large-scale armed conflict that displaces 1.5 million people. Alternatively, or simultaneously, a major earthquake or a super typhoon may strike metro Manila and overwhelm the capacity of the Government and the in-country international humanitarian community to respond.[xii]

[i] For example, US Department of State issued a travel warning for the Philippines on 14 June 2011.

[ii] United Nations University, 2011. WorldRiskReport 2011.

[iii] National Statistics Office, 2007. 2007 Census of Population.

[iv] According to the Income Group defined by the World Bank, “lower-middle-income” refers to economies with 2011 gross national income per capita of “$1,006 - $3,975”. (http://data.worldbank.org/about/country-classifications)

[v] National Economic and Development Authority, 2010. CY 2010 ODA Portfolio Review.

[vi] Financial Tracking Service.

[vii] World Bank and WFP, 2011. A population-based survey (draft).

[viii] There are six administrative regions in Mindanao, subdivided into 26 provinces.

[ix] Inter-Agency Standing Committee Country Team – Philippines Typhoon and Flood Preparedness Plan, February 2008.

[x] Reference to the projections for Mindanao is based on the most-likely and worst-case scenarios developed by humanitarian stakeholders involved in the 2013 HAP process.

[xi] According to Philippine Atmospheric, Geophysical and Astronomical Services Administration (PAGASA) forecast.

[xii] Japan International Cooperation Agency (JICA), Metropolitan Manila Development Authority (MMDA), Philippine Institute of Volcanology and Seismology (PHIVOLCS), March 2004. Earthquake Impact Reduction Study for Metropolitan Manila, Republic of the Philippines, Final Report, Volume 1, Executive Summary.

STRATEGY

History

OCHA presence in the Philippines began with the placement of a National Disaster Response Adviser (NDRA) in May 2007, who reported to ROAP. The decision was based on the high ranking of the Philippines in OCHA’s Global Focus Model, which assesses risks and vulnerabilities; frequent surge deployments from ROAP to support natural disaster preparedness and response; and an RC request to strengthen humanitarian coordination following Typhoon Durian, which struck in December 2006.

The RC made repeated requests for OCHA support towards strengthening coordination of humanitarian activities in Manila and in Mindanao upon the resurgence of fighting between the Government and MILF. It was not until the onset of Typhoon Ketsana in September 2009 and the formal designation of the RC as HC that OCHA senior management decided to establish a country office.

OCHA activities have focused on natural disaster preparedness and response and the complex emergency in Mindanao. See annex 3 for a table on major humanitarian emergencies that shaped the composition and structure of OCHA Philippines between 2007 and 2012.

Current Focus

As of mid-2012, OCHA Philippines comprises 16 staff members, of whom six are international and 10 national staff, with an office in Manila and sub-offices in Cotabato City and Iligan City in Mindanao. As a small country office, the core functions of OCHA Philippines mirror the minimum services outlined in the OCHA Policy Instruction on the Roles and Responsibilities of Country Offices.

OCHA maintains a dual focus of (1) humanitarian response to the needs of vulnerable people affected by conflicts in Mindanao; and (2) natural disaster response preparedness and response at the national level. Through its sub-offices in Mindanao, OCHA coordinates humanitarian response, reaches out to NGOs and military actors, and advocates for standards in assistance, humanitarian space, protection of civilians and respect for humanitarian principles. In addition, at both national and sub-national levels, OCHA assists the HC and HCT/MHT, and works closely with Government authorities to support and strengthen the cluster system so that they can effectively perform their lead role in preparedness, planning and emergency response. For example, OCHA facilitates joint needs assessments, provides information management support and helps mobilize resources.

In May 2011, the NDRRMC and the HCT jointly established a Technical Working Group on Humanitarian Assistance (TWG), consisting of key humanitarian partners with OCHA co-chairing the group with OCD, to ensure regular interaction and improve inter-cluster coordination for preparedness activities and response.

OCHA also led the first consolidated appeal process for the response to Mindanao in 2011, firmly placing the 2011 HAP as the strategic humanitarian programming tool used by the humanitarian community to coordinate a targeted response to address the acute needs and early recovery requirements in Mindanao. Extensive consultation with Government counterparts has yielded stronger buy-in for the 2012 HAP process.

In April 2012, the Philippines was identified as one of five focal-point countries for the pilot phase of a global initiative, in recognition that there is an existing and emerging network for preparedness, and clear Government support for enhancing the capacity of national and local institutions.

Forward Strategy

Due to the unpredictable outlook on the Government-MILF peace process, and the associated risks of insecurity compounded by rido, election-related violence and natural disasters, OCHA needs to maintain its capacity to respond to the ongoing humanitarian needs and be prepared for recurrent displacements.

With respect to natural disaster-related preparedness and response at the national level, OCHA will continue to work closely with the Government and respond to the needs of people across the Philippines upon the Government’s request. In June 2012, OCHA supported the Government in developing the concept note for the NDRRMC-HCT Joint Action Plan (JAP) on Emergency/Response Preparedness. The main objective of the JAP is to avoid duplication of efforts, manage time and resources more effectively, and ensure systematic and coordinated approaches in implementing activities. The JAP concept was a product of consultation between the NDRRMC and HCT agencies. It intends to identify and monitor the implementation of capacity-building projects and activities that are being implemented jointly or in partnership with NDRRMC and HCT agencies.

Coordination and Strategic Planning
OCHA’s primary role is to strengthen the coordination of humanitarian preparedness and response activities in view of acute needs arising from medium- and large-scale conflicts between the Government and armed groups, rido, and natural disasters across the country.

OCHA, HCT and MHT members will continue to work with key Government counterparts to ensure that they are fully sensitized to the cluster approach and the tools and services at their disposal from the international humanitarian community. Inter-cluster coordination is particularly critical in Mindanao, where the administrative structure is extremely complex, with humanitarian actors having to coordinate with the autonomous Government (i.e. ARMM), a city Government geographically embedded in the ARMM but independent of it, and local, municipal and regional government counterparts.

OCHA will continue to coordinate a representative and inclusive HCT and MHT, and foster closer links between the two. Where there is a perceived duplication of activities amongst the stakeholders, OCHA will reach out to those parties to clarify and agree on roles and responsibilities (e.g. International Monitoring Team (IMT) mandated to monitor the ceasefire agreements between the Government and MILF).

The HAP will remain the strategic humanitarian programming tool used by the humanitarian community to coordinate a targeted response to address the acute needs and early recovery requirements in Mindanao. The overall OCHA strategy will be aligned to the HAP.

Disaster Preparedness
OCHA will continue its leading role in inter-agency response preparedness in line with the Policy Instruction on OCHA’s Role in Preparedness. In Mindanao, OCHA facilitated the review of the Mindanao contingency plan in 2012. A reassessment of the situation is proposed for the second half of 2013. At the national level, OCHA will facilitate the HCT’s support to the Government in developing its NDRRM plan. While doing so, it will develop the HCT’s inter-agency contingency plan for a large-scale, sudden-onset natural disaster scenario (e.g. a major earthquake striking metro Manila) to ensure coherent and coordinated action.

OCHA will capitalize on the selection of the Philippines as a pilot country for the Inter-Agency Standing Committee’s (IASC) “Building National Capacity for Preparedness” initiative to identify gaps in capacity-building processes and addresses those gaps. The initiative is also an opportunity for OCHA to support the HCT to demonstrate successful preparedness activities in the Philippines as best practices at the global level. A key activity is to support the NDRRMC in developing a multi-hazard, inter-agency response plan that will reflect and make reference to existing response-coordination systems, such as the cluster approach, and triggers for requesting international assistance and policies on accepting foreign aid, taking into account that these mechanisms have been institutionalized in the Government’s response systems. OCHA will also help the Government to conduct sub-national and local-level contingency planning and develop a multi-hazard inter-agency response-preparedness plan. To promote this effort, OCHA will support simulation exercises, such as the annual 10-day command-post exercise “‘Balikatan”. This is held between the Armed Forces of the Philippines and the United States Pacific Command, which has humanitarian assistance and disaster relief elements, and conducts cluster approach training to sensitize Government partners on the national humanitarian architecture and to strengthen response preparedness.

OCHA will map preparedness and response-preparedness activities, and it will conduct a capacity mapping of technical Government agencies to assess complementarity to broader preparedness-and-response activities and areas for technical improvement. Where opportunities exist for technical capacity-building within the Government, OCHA will support the Office of Civil Defense to engage and involve technical Government agencies in national disaster management processes by expanding OCHA ROAP’s model of engaging the National and Resource Information Authority and National Statistical Coordination Board in national disaster preparedness-and-response activities, recognizing that these agencies represent an untapped technical and data resource. OCHA will also deliver training to the Government in response to requests to raise awareness of humanitarian principles, cluster coordination, assessment methodologies and information management to ensure a common understanding of humanitarian strategy, planning and results.

Communication and information services
Standard information products that OCHA produces have been highly appreciated by Government and humanitarian partners, particularly situation reports, monthly humanitarian bulletins, humanitarian snapshots, humanitarian dashboards, mapping and early warning messages sent by e-mail and text messages. OCHA will continue to monitor key humanitarian indicators, strengthen data preparedness in line with global data-management standards, and deliver regular humanitarian information products in line with OCHA’s standard information package to ensure a common understanding and awareness among humanitarian actors. Substantive products also include the consolidated appeal and CERF annual reports. With the support of OCHA Headquarters, OCHA Philippines will also initiate coordination on communications strategies as a pilot country for the IASC Communicating with Disaster-Affected Communities initiative.

Advocacy
Humanitarian coordination can be further strengthened through advocating better civil-military coordination, given that the Government often relies on its military forces to deliver relief assistance. Sensitizing the Government to the role of foreign military assets in natural disaster response is equally important. There are also situations, particularly in Mindanao, where military action is ongoing or anticipated and is likely to have humanitarian consequences.

Humanitarian partners in Mindanao are also labouring to remain apolitical while having to associate with peacebuilding organizations, and State and non-state armed actors. In this complex operating environment, a response to rido requires a cautious approach since it has a potential to draw in organizations to which respective individuals or families may be affiliated, most commonly the MILF, the Moro National Liberation Front, LGUs and private armed groups. With strengthened capacity, OCHA will facilitate a dialogue between relevant parties to pre-agree security arrangements so that more people in need can be reached.

In line with the IASC Transformative Agenda to strengthen NGO involvement in humanitarian action, OCHA will enhance coordination among local and international humanitarian partners at the national and sub-national levels, including the Philippines International Non-Governmental Organizations Network. This includes continued sensitization and advocacy with the broader humanitarian community on international humanitarian mechanisms, and addressing various elements of preparedness and response that are not linked to or coordinated with the Government in order to ensure coherence and complementarity of humanitarian activities.

Recognizing the importance of an evidence base that is underpinned by current assessment data to promote strategic planning and improve resource mobilization efforts, OCHA will continue to advocate and facilitate better planning for coordinated needs assessments. This will include the application of principles from global work on needs assessments and build on existing assessment frameworks to strengthen good practices.

In addition, efforts will be made to ensure that humanitarian concerns are highlighted in key strategic documents, particularly the UNDAF and the UN Mindanao Convergence Strategy, to reduce vulnerabilities, enhance community resilience and contribute to longer-term recovery.

Financial Coordination and Resource Mobilization
Funding for humanitarian activities remains a constraint. To date, the 2012 HAP has received $32.5 million out of the original requirement of $66.2 million (50 per cent). OCHA will focus on promoting financial coordination among donors and responding agencies, with an effort to make early recovery more attractive to donors in a difficult fundraising environment.

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	Although UN agencies in the Philippines are predominantly development oriented, the Humanitarian Country Team (HCT) has matured as a team in addressing hu-manitarian issues. The HCT needs to increase effectiveness of the decision-making process and improve links with sub-national-level coordination mechanisms.
TARGET 2012-13	Liaison between the HCT and the sub-national humanitarian team, the Mindanao Humanitarian Team (MHT), is strengthened. This leads to more effective decision-making by the HCT. The MHT is proactive in raising issues that hamper delivery of humanitarian aid, and recommends solutions for HCT’s consideration. In 2013, the HCT and MHT build on lessons learned from 2011-2012. They institute policy and procedures that facilitate effective coordination of humanitarian action and pro-mote humanitarian principles.
Indicator 2. Level of satisfaction expressed by key stakeholders (government, donors, humanitarian actors) with coordination leadership.
BASELINE 2011	Stakeholders are generally satisfied with coordination leadership, as seen in the good and diverse participation in HCT meetings, and in the overall compliance with decisions the HC makes in consultation with the HCT. OCHA has received positive feedback on coordination from several Government counterparts and donors.
TARGET 2012-13	The Humanitarian Coordinator (HC), supported by OCHA, is recognized as a lead ad-vocate of beneficiaries and represents the humanitarian community at large, being impartial to agency or cluster-specific interests. The HCT is perceived as a decision-making, action-oriented body.
Indicator 3. Effective inter-cluster coordination in place, documenting decisions and tracking adherence.
BASELINE 2011	OCHA is working closely with Government cluster leads and HCT co-leads, especially in the Technical Working Group on Humanitarian Assistance, to strengthen the coordination mechanism at central and sub-national levels in Mindanao. OCHA chairs regular MHT meetings, which serve the inter-cluster coordination needs, and follow up actions are monitored. In June 2011, the HCT traveled to Mindanao and held a joint meeting with the MHT to build closer ties.
TARGET 2012-13	Inter-cluster coordination mechanisms are strengthened through closer links with the Government, the HC and the work of the Technical Working Group on Humani-tarian Assistance. In addition to well-organized cluster response in emergencies, the clusters are actively developing and implementing joint preparedness plans/actions. In Mindanao, OCHA helps streamline the complex cluster-coordination mechanism, particularly with respect to the administrative levels and geographical areas, with special attention to the unique governing structure of the Autonomous Region in Muslim Mindanao (ARMM). In 2013, cluster mechanisms are further refined at the national and Mindanao levels. OCHA sensitizes the newly elected ARMM leadership in mid-2013 on the cluster mechanism and international humanitarian architecture.

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	Needs assessment was successfully coordinated between MHT members and Gov-ernment counterparts during the Mindanao flood response in May 2011. It provided an evidence base for planning the response and prioritizing resource mobilization for the CERF rapid-response grant application. Coordination of needs assessment in the context of the Mindanao Humanitarian Action Plan (HAP) 2012 was minimal due to time and funding constraints.
TARGET 2012-13	OCHA advocated and facilitated joint planning for coordinated needs assessments for HAP 2012 and 2013. HAP 2013 is developed based on well-coordinated needs assessment and analysis at the provincial level. The HAP process is underpinned by coordinated needs assessment and analysis. In 2013, OCHA will build on existing tools and establish a predictable methodology to be used for joint Government-HCT needs assessments. Humanitarian needs assessments arising from sudden-onset natural disasters and sporadic displacements will adopt the streamlined and predictable methodology..
Indicator 5. Common response plan endorsed by the HCT fully reflecting priority needs in line with IASC-approved appeal policy and guidelines.
BASELINE 2011	The projects proposed in the appeal document (i.e. HAP 2011) were not prioritized, although they reflected strategic objectives agreed by the HCT. Needs are priori-tized for the CERF rapid-response and underfunded emergency grant applications.
TARGET 2012-13	In 2012, OCHA advocates and facilitates HCT and MHT adherence to IASC policy and guidelines, in particular the policy on CAP project selection and prioritization. In 2013, OCHA builds on the achievements of 2012, replicating and improving the prioritization for the appeal process.
Indicator 6. Percentage of an appeal’s requirements prioritised in the highest category.
BASELINE 2011	Projects in the HAP 2011 were not prioritized.
TARGET 2012-13	Less than 30 per cent of the appeal’s requirements are prioritized in the highest category.
Indicator 7. Percentage of projects in each Gender Marker code (0, 1, 2a, 2b).
BASELINE 2011	Gender marker will be rolled out in the development of the HAP 2012 (September 2011).
TARGET 2012-13	In 2012 and 2013, a minimum of 50 per cent of projects in the appeal is coded 2a or 2b.
Indicator 8. Level of satisfaction expressed by stakeholders with the IM products supporting the analysis and monitoring of the programme cycle.
BASELINE 2011	Government counterparts and the MHT appreciated OCHA’s IM support in the needs assessment and analysis for the Mindanao flood response. Since August 2011, OCHA has made a concerted effort to provide IM support for needs assessments, analysis and programme cycle monitoring for the HAP 2012.
TARGET 2012-13	In 2012, OCHA’s IM support is better institutionalized in the HAP programme cycle (e.g. data preparedness, needs assessment and analysis, monitoring), resulting in a well-maintained humanitarian dashboard and more effective presentation of key messages i.e. enhanced infographic capacity. OCHA’s IM products continue to be appreciated by partners and the inter-agency One Response website (http://ph.one.un.org/response/) is revamped as the Humanitarian Response website. The Philippines pages on the OCHA Asia and Pacific website (http://www.unocha.org/roap/about-us/about-ocha-roap/philippines) will be the main portal for the information on OCHA Philippines until such time that a dedicated country office website is launched. Technical IM capacity of the National Disaster Risk Reduction and Management Council’s (NDRRMC) is enhanced in close collaboration with additional government departments, for example national statistics and mapping authorities (the National and Resource Information Authority (NAMRIA) and the National Statistical Coordination Board (NSCB)).

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	CERF: Projects in the HAP 2011 were not prioritized.
TARGET 2012-13	In 2012, CERF allocations, if any, are made towards 30 per cent of the projects (the percentage is based on the number of projects funded out of total number of pro-jects). In 2013 this percentage will be revised according to the baseline information.
Indicator 10. All clusters publish information on collective outputs vs. targets as expressed in their cluster response plans.
BASELINE 2011	Clusters have reported against cluster-specific indicators during the midyear review of the HAP 2011.
TARGET 2012-13	The majority of the clusters publish information on collective outputs vs. cluster-specific targets. The achievements monitored at the project level and the overall achievements of the HAP 2012 are also published on the OCHA website.
Indicator 11. Percentage of country-based pooled-fund projects monitored according to agreed monitoring plan.
BASELINE 2011	There are no country-based pooled funds in the Philippines.
TARGET 2012-13	OCHA will explore and seek support for the establishment of a country-based pooled fund while waiting for the conclusion of the ongoing review of the guidelines at the Headquarters.
Indicator 12. Level of stakeholders’ satisfaction of OCHA resource mobilization and management of pooled fund processes.
BASELINE 2011	Partners generally appreciate OCHA’s role in CERF grant allocations, both the rapid-response and underfunded emergency windows.
TARGET 2012-13	Stakeholders’ satisfaction is increased with OCHA’s contribution in diversifying the donor base. This level of satisfaction is maintained in 2013. Lessons learned from the 2012 survey to be incorporated in management of pooled funds and resource mobilization efforts.

Result 4: IMPROVED ACCESS BY ALL VULNERABLE POPULATIONS TO SERVICES AND ASSISTANCE
Indicator 13. Increased access to previously inaccessible regions and populations.
BASELINE 2011	Humanitarian access related to armed fighting between families or clans (rido) has decreased. Basilan, Sulu and Tawi-Tawi in south-west Mindanao remain inaccessible to humanitarian actors due to insecurity.
TARGET 2012-13	Improved and timely access to populations affected by rido as a result of pre-agreed security arrangements with relevant parties. Humanitarian needs in Basilan and Tawi-Tawi are assessed by the end of 2013 with the support of the Government to overcome security risks. OCHA facilitates gradual expansion of access to rido hotspots, and in Basilan, Tawi-Tawi and other areas of humanitarian concern.
Indicator 14. Number of arrangements to facilitate access developed and implemented through engagement with the relevant actors.
BASELINE 2011	OCHA informally coordinates with the Joint Coordinating Committees for the Cessa-tion of Hostilities to access the Moro Islamic Liberation Front-controlled or affiliated areas in Mindanao.
TARGET 2012-13	No further arrangements are anticipated.
Indicator 15. Percentage of key stakeholders (Humanitarian Coordinator, Cluster Coordinators, Agency Heads, donors, etc.) report being more informed on access.
BASELINE 2011	Stakeholders’ satisfaction with OCHA’s role in improving the understanding of ac-cess issues is unknown.
TARGET 2012-13	Stakeholders recognize OCHA’s efforts to improve the understanding of access is-sues and keeping stakeholders informed. Percentage increase to be based on the baseline information yet to be established.

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	The Armed Forces of the Philippines’ Internal Peace and Security Plan are aware of the Guiding Principles and Guidelines on Internal Displacement and Durable Solu-tions, as well as the concept of human security.
TARGET 2012-13	The Government’s peacebuilding agenda reflects humanitarian principles and priori-ties, e.g., Office of the Presidential Adviser on the Peace Process, PAyapa at MAsa-ganang PamayaNAn (PAMANA - Building peaceful and resilient communities under a responsive and converged Government); ARMM Transition and Investment Sup-port Plan.
Indicator 17. Percentage of humanitarian partners viewing OCHA as effective in influencing the broader agenda.
BASELINE 2011	How partners perceive OCHA’s influence over non-humanitarian actors is unknown.
TARGET 2012-13	In 2012, stakeholders recognize OCHA’s efforts to improve the understanding of ac-cess issues. Percentage to be based on baseline information. Stakeholders report being more informed on access issues.

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	The new National Disaster Risk Reduction and Management (NDRRM) Framework refers to the UN Guiding Principles and Guidelines on Internal Displacement and Durable Solutions, as well as the Hyogo Framework for Action. The Disaster Risk Re-duction Act of May 2010 refers to the ASEAN Agreement on Disaster Management and Emergency Response and the ASEAN Humanitarian Assistance Centre.
TARGET 2012-13	The Government-HCT Technical Working Group on Humanitarian Assistance has defined roles and responsibilities of the Government and international humanitarian actors for emergency response and preparedness. The new NDRRM, which is the national contingency plan, reflects UN tools/services. In 2013, a Joint Action Plan is launched and the Government issues memorandums outlining how international humanitarian assistance can support the national response mechanism.
Indicator 19. Inter-agency contingency plan in place to address new or resurgent emergencies.
BASELINE 2011	A multi-hazard inter-agency contingency plan for conflict-affected provinces in Min-danao was developed in August 2010 and is pending a review. At the national level, the Government is developing the NDRRM Plan. The HCT will support the develop-ment of this plan. In the process it will develop its own inter-agency contingency plan to ensure coherent action. Key elements of the contingency plan (e.g. triggers and possible scenarios) have been agreed with the Government.
TARGET 2012-13	In 2012, inter-agency contingency plans at the national level and Mindanao level are developed or updated. Reference is made to the scenario built for the 2012 HAP, as well as the agreements on international humanitarian assistance reached at the Government-HCT Technical Working Group for Humanitarian Assistance. A national level multi-hazard inter-agency response preparedness plan is developed. National and sub-national (i.e. Mindanao) inter-agency contingency plans are updated. In particular, the humanitarian situation in Mindanao is re-assessed pre- and post-May 2013 elections.

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	OCHA is making the effort to reflect humanitarian concerns in the UN Development and Assistance Framework (UNDAF) 2012-2018 in the form of disaster risk reduc-tion.
TARGET 2012-13	Development assistance for Mindanao, including Basilan, Sulu and Tawi-Tawi, is elaborated in the UNDAF 2012-2018 and the UN Mindanao Convergence Strategy (draft) with due consideration to the HAP 2012 and HAP 2013 development processes. The HAP 2013 informs the planning and implementation of Mindanao development assistance within the UNDAF 2012-2018, the UN Mindanao Convergence Strategy, and any other relevant inter-agency frameworks for international assistance to Mindanao.

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

OCHA is making the effort to reflect humanitarian concerns in the UN Development and Assistance Framework (UNDAF) 2012-2018 in the form of disaster risk reduc-tion.

TARGET 2012-13

Development assistance for Mindanao, including Basilan, Sulu and Tawi-Tawi, is elaborated in the UNDAF 2012-2018 and the UN Mindanao Convergence Strategy (draft) with due consideration to the HAP 2012 and HAP 2013 development processes.

The HAP 2013 informs the planning and implementation of Mindanao development assistance within the UNDAF 2012-2018, the UN Mindanao Convergence Strategy, and any other relevant inter-agency frameworks for international assistance to Mindanao.

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	4	1	4	0	0	0	3	3	0	15
Total Staff 2013	4	1	5	1	0	0	6	4	1	21

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	2,666,589	252,458	2,919,047
Total Funds Requested 2012			2,666,589
Total Costs 2013	2,029,868	286,080	2,315,948
Total Funds Requested 2013			2,029,868

Datu Piang, Maguindanao, Philippines (2010) - Payuna Biano (far right), 59, and her family are among thousands still left displaced by 2008 fighting between Muslim separatist rebels and government forces. © IRIN/Jason Gutierrez