OCHA

Regional Office for the Middle East and North Africa

Philippines OCHA’s Regional Office for the Middle East and North Africa (ROMENA) covers more than 20 countries and territories.They have a combined population of 381 million people. The region spans two continents and is home to countries at markedly different stages of development, ranging from Israel, which ranked 15 out of 187 countries on the 2011 Human Development Index, to Yemen, which ranked a low 154. The region has suffered from endemic political and social tensions, and is home to about 8 million IDPs and refugees. Arab uprisings in 2011 across numerous countries led to increased humanitarian interventions to deliver aid and protect civilians in restrictive or highly insecure environments.

ROMENA’s focus in 2012 is to strengthen the international humanitarian system’s capacity to respond effectively to emergencies. While some countries are making progress in prioritizing disaster risk reduction, other countries struggle with a lack of resources or government capacity. ROMENA will enhance collaboration with regional inter-governmental organizations, such as the League of Arab States (LAS) and the Organisation of Islamic Cooperation (OIC), to strengthen preparedness, particularly in countries with limited national disaster management capacities.

CONTEXT ANALYSIS

The MENA region struggles with fundamental socio-economic inequalities, political exclusion and a democratic deficit. These issues are fuelling social discontent in a young generation seeking more freedom, opportunity and dignity. More than 30 per cent of the population is aged between 15 and 29 years old. Rapid overall population growth is already straining the provision of public services, jobs and livelihoods. These trends have led to widespread social unrest and political upheavals that challenged long-standing power structures, and in several countries led to regime change.

The region’s volatility has increased against a backdrop of chronic instability along religious, political and economic fault lines and several protracted conflicts pre-dating the Arab uprisings. Increasing food prices over the past five years have undermined the general food security of poor households. As most MENA countries depend on grain imports, the current price volatility has caused concern.

The Arab region’s 2010 Environment Outlook Report suggests that drought, earthquakes, floods and storms caused most of the disaster losses from 1980 to 2008. These events have affected more than 37 million people and cost more than $20 billion in losses. Climate change is aggravating the risk of weather-related hazards. Rapid urbanization, environmental degradation, water scarcity, changing demography and migration trends are amplifying vulnerabilities among the Arab populations.

Implication of Regional Trends

The trends affecting the MENA region are interrelated and sometimes overlap, leading to compounded crises. The global financial crisis and climate change may contribute to food insecurity and may increase political instability. This could then increase vulnerability for the poor and marginalized and may cause a prolonged crisis.

The ongoing crises in Libya, Yemen, and Syria have placed protection of civilians on top of the humanitarian and human rights agendas. A humanitarian focus is emerging from the intersection of legal frameworks governing the protection of civilians in situations of civil unrest that do not benefit from applying international humanitarian law. This trend calls for a re-evaluation of OCHA’s regional strategies to enhance coordination, preparedness, humanitarian diplomacy and public advocacy, and to strengthen organizational networks across all levels. Reduced budgets and competing priorities have resulted in limited emergency preparedness both at national and regional levels. OCHA will closely monitor regional developments and provide a range of humanitarian services as required.

Regional Capacity for Preparedness and Response

The capacity to respond in individual MENA countries follows their economic capabilities. They can be loosely divided into three categories: resource-rich responders; middle-income countries with uneven capacities to respond to major disasters; and low-income countries that are in need of, or at risk of needing, international assistance. This variation of capacity provides opportunities for sharing resources and exchanging experience across the region.

In many countries, national disaster management is located within the ministries of interior or environment, with little interaction or support from other line ministries or from the legislative branches. The perception of disaster management as a sole responsibility of the Government weakens and limits the role of civilian institutions, including humanitarian agencies. National authorities’ hesitance to request international assistance underlines the need for building greater awareness on how and when to ask for outside assistance, and how to integrate the international disaster response systems with national response structures.

There are several entry points to enhance capacities in the region. The Red Crescent and Red Cross Societies are key partners in most MENA countries, as they are frequently semi-governmental in nature and the preferred conduit for international assistance. Charitable foundations are emerging as important channels for humanitarian assistance.

Regional inter-governmental organizations are developing humanitarian response and coordination capacities for their Member States, such as OIC, LAS and GCC. The Member States of the LAS recently adopted the Arab Strategy for Disaster Risk Reduction, which will lead to stronger collaboration between national authorities and international actors. The OIC’s Department of Humanitarian Affairs is advocating enhanced disaster preparedness capacities and facilitating humanitarian aid through its Member States. The GCC is establishing a Disaster Management Centre in Kuwait.

The Regional United Nations Development Group (R/UNDG) provides strategic leadership and policy guidance to Resident Coordinators (RCs) and UN Country Teams (UNCT). The R/UNDG has developed a response strategy and framework for action, outlining priorities to address civil unrest, including emergency preparedness and response. The regional IASC network (MENA Group) strengthens inter-agency collaboration on emergency preparedness and response, and ensures coherent support to countries of the region. Twenty UN agencies, NGOs and international organizations are currently members. ROMENA uses these platforms to promote the inclusion of emergency preparedness and risk reduction in development planning, and to advance coordinated humanitarian action in the region.

STRATEGY

Current Focus

ROMENA works in support of UN RCs and UNCTs in countries where there is no OCHA Country Office. It offers the entire suite of core support functions ranging from contingency planning, disaster risk reduction, disaster response, humanitarian funding, information management, humanitarian policy support and advocacy.

Emergency Response

ROMENA is the first line of response to emergencies in countries and territories in the region without an OCHA Country Office. In 2010, ROMENA dedicated 345 person days on surge-capacity missions to support the response to new or deteriorating crises. As of 15 September 2011, 303 days of surge-capacity missions were performed by 12 national and international staff.

ROMENA has been instrumental in coordinating early response in the context of the Arab uprisings. At the onset of the Libya crisis in early 2011, the office established mechanisms for exchange of information and coordination through daily reporting, joint assessments, response planning and information management services.

Disaster Preparedness and Risk Reduction

ROMENA works with all main actors in the region to strengthen the response capacity of in-country humanitarian coordination systems. In the first six months of 2011, ROMENA provided support to five UNCTs and HCTs through staff training, data preparedness, early warning, contingency planning and crisis communications. A minimum preparedness package for UN and HCTs is being developed to ensure more effective preparedness.

ROMENA also supports inclusion of disaster risk reduction strategies in the UN Development Assistance Frameworks (CCA/UNDAF). The office has helped prepare six such frameworks in the region, ensuring they address the need for enhanced preparedness and risk reduction in accordance with international standards and agreements, such as the Hyogo Framework for Action.

The office works directly with national governments to strengthen their capacity to utilize international humanitarian assistance. Support has included training for national disaster management advisers and local responders, and technical advice for incorporating international response tools in national plans. By September 2011, four training events had been organized in Iran, Qatar, UAE and at LAS. Ten training and capacity-building events were organized in 2010, engaging humanitarian partners from the UN, NGOs and governments.

Regional Information Management Activities

ROMENA has developed and expanded its core baseline datasets and made them available to regional partners. In 2011 the office worked toward developing datasets for seven countries. The Information Management Unit maintains a regional network for the collection of key thematic data across the region. The unit can rapidly establish web-based portals to facilitate humanitarian information exchange among operating agencies and data analysis in rapidly evolving crises. This is combined with a strong mapping capacity to create situation maps, humanitarian snapshot maps and infographics in English and Arabic.

Regional Advocacy

Advocacy in the region revolves around three main axes: direct and sustained bilateral diplomacy with Member States and regional organizations, public information and outreach to media, and regular donor briefings. Efforts in recent years to raise awareness of governments and organizations on the multilateral system have contributed to their inclusion in multilateral mechanisms, such as UNDAC and INSARAG. The office maintains a public information capacity, including a translator. Most important OCHA documents are translated into Arabic and shared with partners on a dedicated Arabic website.

Support to Regional Networks

ROMENA supports a coordinated regional approach to humanitarian affairs in collaboration with humanitarian agencies, Member States, and regional organizations such as LAS and OIC with whom Memoranda of Understanding have been established. Collaboration with LAS and OIC has focused on strengthening their role as enablers of humanitarian action and promoting close cooperation among western and Muslim organizations. ROMENA manages the MENA Group, which convenes the regional offices of main IASC partners to ensure effective preparedness across the region.

Operational and Administrative Support to HSU and OCHA Country Offices
ROMENA provides managerial, strategic and administrative support to Humanitarian Support Units (HSU) in Syria, Iraq and Iran. It has overseen the activities of the Liaison Office in UAE since July 2009. The HSU in Iran, established in 2005, facilitates inter-agency preparedness within the UNCT and coordinates Government support in disaster management. It plays a key role in incorporating relevant international disaster response tools in national contingency planning. The HSU Syria, established in 2008, has been expanded following the appointment of the UN RC as Humanitarian Coordinator (HC) in August 2011. The HSU provides critical support to the RC/HC in the context of the civil unrest that began in March 2011.

OCHA supports its three Middle East and North Africa Country Offices (based in Libya, oPt and Yemen) in disaster risk reduction, contingency planning, CAP facilitation, information management and advocacy. ROMENA was instrumental in setting up the Yemen Country Office between 2009 and 2010, and the Libya Country Office in 2011. ROMENA provided 184 mission days in support of the Libya operation as of 15 September, and 300 person days for remote support from the Cairo office. The office provided temporary office space for staff relocated from the Yemen Country Office.

Forward Strategy

Civil unrest in the Arab region has prompted ROMENA to enhance its support to RCs, UNCTs and HCTs to respond to emergency needs. This support will focus on the following priority countries:

Syria, which is highly volatile.
Libya and Yemen, where country offices may require additional support.
Lebanon and Jordan, which may be affected by spillover from Syria.
Iraq, which may require support to complete its transition.
Egypt, Tunisia, Algeria and Bahrain, which will continue to be closely monitored.

Within the new and challenging context in North Africa and the Middle East, ROMENA needs to strengthen its capacity to analyse developments and trends in order to interpret and fully appreciate the implications of the Arab uprising. ROMENA must increase preparedness support to most at-risk countries and enhance the capacity to deliver the full range of OCHA’s tools and services.

Emergency Response

In 2012-2013, ROMENA will:

Strengthen its capacity to provide inclusive response coordination and rapid surge deployment in crisis-affected countries. This includes the capacity to coordinate joint needs assessments in accordance with IASC guidelines.
Increase staff training to deliver OCHA tools and services, particularly training of national staff.
Develop business-continuity plans to maintain essential operations in adverse conditions. These plans include accommodation of relocated staff from other OCHA offices, and any administrative and operational support that these offices may require.
Collaborate with Headquarters to ensure effective recruitment and deployment of staff, and ensure best use of UNDAC, INSARAG, standby partners and other surge arrangements.

Disaster preparedness and risk reduction

In collaboration with the Regional UNDG and the regional inter-agency MENA Group, the office will finalize a minimum preparedness package focusing on the key functions that RCs/HCs and HCTs will need in an emergency. The package will be delivered in Syria, Lebanon, Egypt, Tunisia, Algeria and Bahrain. Part of this preparedness initiative is collaboration with national governments.
The office will contribute to specific guidance on addressing the humanitarian aspects of civil unrest for RCs, UNCTs and HCTs. Regional RC/HC workshops will be organized to discuss strategic and policy issues.
Assistance will be provided to UNCTs developing an UNDAF to ensure disaster management capacities are reinforced where appropriate. In countries undergoing transition, assistance will be provided so that the UNDAF addresses remaining humanitarian needs and reduces vulnerabilities of at-risk populations.
The office will provide assistance to Libya in the context of post-conflict transition, if requested.

Regional information management

Common operational datasets will be developed as a strategic priority to strengthen disaster preparedness.
ROMENA will enhance its capacity to monitor developments and analyse trends to anticipate potential emergencies and identify policy issues.

Regional Advocacy

A priority is to develop a corporate advocacy strategy for the region in collaboration with the Liaison Office in the United Arab Emirates.

Regional network

ROMENA will support and strengthen the enabling role of LAS and OIC in humanitarian action. Strategic consultations with both organizations will focus on encouraging Muslim and Arab organizations to participate in the international humanitarian system.

PERFORMANCE FRAMEWORK

Result 1: Humanitarian coordination leaders (RC, HCTs, cluster leads) enabled to respond to emergencies in a timely and coordinated fashion
Preparedness
Indicator 1a. Number and percentage of priority countries with minimum preparedness package delivered.
BASELINE 2011	The concept of a minimum preparedness package is being developed. In the meantime, support to improve different aspects of preparedness was provided to the following six countries during the first five months of the year: Morocco (staff training on humanitarian tools and services), Iran (staff training and contingency planning), Lebanon (information preparedness), Syria (contingency planning), Yemen (contingency planning) and Kyrgyzstan (contingency planning and crisis-communication strategy).
TARGET 2012-13	Further support will be provided to Morocco, Iran, Lebanon and Syria. Support will also be provided to Algeria, Bahrain, Egypt, and Jordan and Tunisia, pending further consultations with the RCs in those countries. By 2013, the minimum preparedness package will have been rolled out in eight of 10 priority countries.
Indicator 1b. Number of person days deployed for delivery of minimum preparedness package.
BASELINE 2011	Preparedness support was provided through staff deployment to four out of the six countries listed above, with a total of 73 person days: Morocco (12 person days), Yemen (14 person days), Syria (23 person days) and Kyrgyzstan (24 person days). In Iran, support was provided through a resident NDRA and remotely from the Regional Office. For Lebanon, support was provided through on-the-job training for staff from the RC Office at the OCHA Regional Office in Cairo, and remotely. ROMENACA envisages that an additional 20 person days of deployment will be used to provide further preparedness support in the remainder of 2011: Lebanon (6 person days), Morocco (4 person days) and Syria (10 person days).
TARGET 2012-13	90 person days
Indicator 1c. Number of priority countries with complete common operational datasets (available and maintained).
BASELINE 2011	Six: Lebanon, Libya, Syria, Iraq, oPt and Yemen (common operational datasets for Libya, Syria and Lebanon were collected this year, cleaned and organized as per IASC standards; ROMENA provided support to the OCHA country offices in oPt and Yemen, in order to restructure their datasets in accordance with agreed guidance).
TARGET 2012-13	Additional six: Algeria, Bahrain, Morocco, Iran, Jordan and Tunisia (pending further consultations with the RCs in respective countries).
Indicator 1d. Number of common agreements with key regional stakeholders (IASC) for collective response.
BASELINE 2011	Inter-agency standard operating procedures (SOPs) will be developed at the level of the regional inter-agency coordination network (MENA Group). In the meantime, inter-agency assessments, contingency plans, CAP and flash appeals and CERF requests have been developed using agreed guidance.
TARGET 2012-13	The inter-agency SOP will be reviewed and updated annually.
Indicator 1e. Percentage of client satisfaction for RCs and UNCT/HCTs training.
BASELINE 2011	75 per cent
TARGET 2012-13	75 per cent

Response
Indicator 1f. Percentage of appeals and needs assessments for which common operational datasets are used.
BASELINE 2011	One new appeal (Regional Flash Appeal for the Libyan Crisis 2011) was prepared during the first part of 2011. Datasets were developed as the crisis was unfolding, and progressively used to improve humanitarian programming.
TARGET 2012-13	70 per cent
Indicator 1g. Percentage of humanitarian strategy documents (FA, Contingency Plans) using sex and age disaggregated data.
BASELINE 2011	50 per cent
TARGET 2012-13	Increased use of SADD (75 per cent).
Indicator 1h. Percentage of RCs activating government agreed HCT-like coordination structures within 24 hours from the onset of a crisis.
BASELINE 2011	There have been no sudden-onset emergencies warranting the activation of HCT-type coordination structures in 2011.
TARGET 2012-13	75 per cent
Indicator 1i. Percentage of FAs or Humanitarian Action Plans drafted within 96 hours of request from RC or HCT.
BASELINE 2011	Only one appeal (Libya) was prepared for the reporting period. It was produced within four days from the request. ROMENA will strive to make sure that flash appeals are drafted within 96 hours of requests.
TARGET 2012-13	100 per cent
Indicator 1j. Percentage of CERF applications submitted within 72 hours of request from RC or HCT.
BASELINE 2011	One CERF request (Syria) was facilitated in 2011 in the context of a crisis evolving gradually.
TARGET 2012-13	100 per cent

Result 2: Regional Office equipped to rapidly support emergency response capacity in crisis-affected countries
Indicator 2a. Percentage of RO staff with required skills to deliver OCHA tools and services in accordance with minimum training package.
BASELINE 2011	50 per cent of staff have attended the Field Response Surge Training or experienced surge deployment during the first five months of 2011. Other RO staff offer a diversity of skills to facilitate the application of OCHA tools and services.
TARGET 2012-13	90 per cent: ROMENA will gradually improve its staff skills.
Indicator 2b. Average number of hours for RO to respond to surge request for a new or deteriorating crisis.
BASELINE 2011	The Regional Office undertook seven surge missions to provide assistance with contingency planning, response coordination and information management in Libya, Syria and Yemen. In addition, the office’s support staff have undertaken six surge missions to provide logistical support to the Libya operation. At least three surge requests were responded to in less than 24 hours. Other missions took place in 48-72 hours, depending on visa procedures and flight availability, or were organized as part of planned surge deployment.
TARGET 2012-13	48 hours
Indicator 2c. Number of person days deployed to respond to surge request for a new or deteriorating crisis.
BASELINE 2011	ROMENA staff were deployed for 155 days to respond to surge request for new or deteriorating crises in Libya, Syria and Yemen during the first five months of 2011. This corresponds to seven surge missions to provide assistance with contingency planning, CAP midterm review, response coordination, information management, and six surge missions to provide logistical support and transportation assistance to the Libya operation.
TARGET 2012-13	345 person days (based on 2010 statistics)
Indicator 2d. RO Business Continuity Plan tested once per year and deficiencies addressed.
BASELINE 2011	ROMENA’s Business Continuity Plan includes different preparedness measures, including a security plan, list of critical staff, and SOPs for deployment.
TARGET 2012-13	The Business Continuity Plan will be maintained and updated annually.

Result 3: Reliable and timely information is used to support vulnerability analysis for better preparedness and response
Indicator 3a. Frequency of update of vulnerability data.
BASELINE 2011	Vulnerability data is available from OCHA’s Global Focus Model. ROMENA is a member of the Regional Coordination Mechanism’s Task Force on Statistical Coordination, led by ESCWA. It provides an opportunity for coordinating inter-agency activities in this respect.
TARGET 2012-13	Vulnerability data will be updated once per year for priority countries.
Indicator 3b. Percentage of contingency plans containing agreed vulnerability indicators.
BASELINE 2011	Inter-agency contingency plans were developed on the basis of the IASC guidelines, which recommend undertaking a hazard and risk analysis. This analysis was undertaken using a likelihood-and-impact approach.
TARGET 2012-13	2012: 20 per cent 2013: 50 per cent
Indicator 3c. Number of development frameworks incorporating vulnerability/risk analysis.
BASELINE 2011	ROMENA(CA) provided assistance to the following five countries to incorporate vulnerability and risk analysis in UNDAF throughout 2010/11: Iran, Morocco, Jordan, Tunisia and Syria.
TARGET 2012-13	Assistance to Jordan for UNDAF development will continue in 2012. The RO may provide assistance to Libya in the context of post-conflict transition. In addition, some of the countries that developed their development framework in 2010 prior to the changes in the Arab region might review these. In 2013, Lebanon and Iraq are expected to revise their UNDAFs.

Result 4: Regional bodies and national governments willing and better able to access and utilize international humanitarian response services and tools before, during and after crises
Indicator 4a. Number of agreements concluded with regional organizations on cooperation in preparedness and response.
BASELINE 2011	A memorandum of understanding was signed with the League of Arab States. A similar memorandum with the Organisation of Islamic Cooperation has been finalized and is pending signature.
TARGET 2012-13	No further agreements with regional partners foreseen.
Indicator 4b. Number of regional organizations taking account of international tools in regional contingency planning.
BASELINE 2011	Not applicable – no regional contingency planning.
TARGET 2012-13	Not applicable.
Indicator 4c. Number of countries taking account of international tools in national contingency planning.
BASELINE 2011	Six
TARGET 2012-13	2012: 10 2013: 13
Indicator 4d. Number of national simulation exercises that take into account international tools.
BASELINE 2011	One
TARGET 2012-13	2012: Two 2013: Three
Indicator 4e. Percentage of RC/HC countries in which National Disaster Management Adviser and local responders are trained on international tools and services.
BASELINE 2011	57 per cent: National disaster management advisers and local responders from Iran, Qatar and UAE were involved in three training exercises on international tools and services during 2011. In addition, it is expected that at least five countries of the region will participate in the UNDAC induction course in Abu Dhabi at the end of 2011.
TARGET 2012-13	100 per cent: trainings will be supported in six countries.

Result 5: Resources and support available from a wider group of Member States, private-sector organizations and civil society for emergency response and preparedness
Indicator 5a. Number of Member States in region providing resources to international humanitarian response.
BASELINE 2011	Virtually all countries have somehow contributed to international humanitarian response. In 2010, the top countries among the group of 20 were Saudi Arabia, UAE and Kuwait.
TARGET 2012-13	ROMENA will engage more actively with Iran and Turkey, and with Saudi Arabia, UAE, Kuwait and Qatar in collaboration with the Liaison Office in UAE.
Indicator 5b. Total amount of Consolidated and Flash Appeal requirements worldwide funded by countries in the region.
BASELINE 2011	Over the past four years (2007-2010), the contributions from the 20 countries and territories in the MENA region to CAP and flash appeals (worldwide) reached an annual average of $124 million.
TARGET 2012-13	$120 million
Indicator 5c. Number of countries within your region participating in UNDAC/ INSARAG/ SBPP.
BASELINE 2011	Six
TARGET 2012-13	Jordan, Algeria and Morocco are planning to join INSARAG
Indicator 5d. Communication strategy updated annually.
BASELINE 2011	A targeted communication strategy has been developed during 2011.
TARGET 2012-13	Strategy will be annually updated, incorporating new developments in the region.

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	5	0	0	0	9	2	0	25
Total Staff 2013	7	1	4	0	0	0	8	2	0	22

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	3,116,108	249,675	3,365,783
Total Funds Requested 2012			3,116,108
Total Costs 2013	3,085,573	279,732	3,365,305
Total Funds Requested 2013			3,085,573