OCHA

Regional Office for Southern Africa

Philippines The Regional Office for Southern Africa (ROSA) covers countries ranging from low to middle income. The region has some of the world’s highest prevalence rates of HIV/AIDS. Cholera is now endemic, and malaria may be appearing in areas where it is not typically found. Most disasters are driven by adverse weather conditions and floods continue to displace more than 150,000 people per season. Zimbabwe remains the most complicated crisis in the region due to the continuous fragile state of its economy and public services, and due to its ongoing political instability. Sudden shocks in southern Africa strike increasingly impoverished communities with already high levels of vulnerability.

In 2012, OCHA will work to deepen the quality of preparedness planning across southern Africa. It will support more governments to implement minimum preparedness actions, in particular ensuring that preparedness and contingency planning are based on an improved, evidence-based analysis of risk, and that more national contingency plans are tested in simulations. OCHA will see that its contributions to regional- and national-level preparedness and response are sustained by supporting Southern African Development Community (SADC) and its Member States to develop their own emergency preparedness and rapid-response capacities. OCHA will also ensure that all future humanitarian capacities and programmes in southern Africa are informed by a deeper understanding of risk. It will do this by working with southern African academic institutions to analyse the medium- to long-term impact of emerging regional and global trends on vulnerability.

CONTEXT ANALYSIS

Threats, trends and implications for OCHA

After years of drought-related disasters, southern Africa is now experiencing more flood events due to increased rainfall and more variation in the duration of its rainfall season. From 2007 to 2010, the worst consecutive flood and cyclone seasons in recent memory affected more than 4 million people in nine countries. Drought affected another 800,000 people in two countries. Mozambique, Namibia and Angola are now regularly hit by annual flooding that displaces more than 100,000 people. In the Indian Ocean Basin, the number of category four and five cyclones has increased by 54 per cent over the last 30 years. Acute dry spells persist in some areas, mainly southern Madagascar and Mozambique, Swaziland and Lesotho. Limited regional information exists on slow-onset emergencies, which makes it difficult to isolate specific drought-induced vulnerabilities without a clearly defined trigger. The impact of recurrent natural disasters on the vulnerability of populations is therefore poorly understood.

These sudden shocks in southern Africa strike increasingly impoverished communities with already high levels of vulnerability due to:
1) The impact of HIV and AIDS, especially on people’s livelihoods.
2) Inadequate state services, such as health, water and infrastructure.
3) Weak land-reform policies and poor fiscal and economic policies.
4) Inappropriate arable land management systems, such as over-cultivation of land resulting in infertile soils and erosion of rural and urban livelihood systems
5) Over-dependency on natural resources.
6) Reliance on rain-fed agriculture

Southern Africa has high morbidity and mortality rates from malaria, cholera and acute respiratory infections. It also has some of the highest HIV prevalence rates in the world. Cholera is becoming endemic, and in 2010 a measles outbreak affected nine countries in the region. Malaria may be present in new areas where it is not typically found. HIV infection rates have plateaued in the region, yet they remain high when compared globally. Significant decline is not expected for another two to three generations and potential pandemics remain a threat.

Political instability and social unrest exist in several countries in the region. They were triggered by limited access to basic social services and rising food prices stemming from global mega-trends, such as climate change and the economic crisis. The region experienced marked food price increases in 2008, leading to food-price protests in several countries. These and other small-scale social service or price-related upheavals in the region may be a precursor of future trends.

The compounded impact of these factors combined with global mega-trends, such as the economic crisis, has meant that more people are being pushed into chronic destitution and their resilience is eroding. This is despite their resourcefulness and survival strategies. For instance, although severe, the 1992/93 drought-driven food-security crisis did not lead to famine. However, conditions of food insecurity in 2002 and 2003 prevailed despite lesser shocks. These were partly exacerbated by rainfall failure, but more significantly by widespread disruptions of food availability, governance failures and extreme levels of poverty. Key contributing factors to this vulnerability include lack of appropriate risk reduction approaches to address persistent food insecurity, and limited expenditure and investment in social-service delivery, particularly health, water and sanitation, and limited investment in recovery after disasters.

Capacity for Preparedness and Response

The countries in southern Africa are diverse in their levels of development, and in the extent of their natural resources for economic growth that would alleviate poverty and vulnerability to disasters. Governments encounter challenges to developing robust preparedness and response capacities in the region. Those challenges include internal coordination difficulties, especially between national, provincial and district levels; variable capacities at provincial and district levels; non-integrated early warning systems; and a lack of comprehensive information management systems, including information sharing between countries affected by trans-boundary emergencies, such as floods and cholera.

The SADC, which was established to promote regional economic growth and development, has made significant progress in establishing the institutional frameworks for regional collaboration. The establishment of a SADC Disaster Risk Reduction (DRR) Unit and the revision of the new SADC 2011-2015 Strategic Plan outline new and emerging threats, including the impact of climate variability and migration trends in the region. To this end, a Policy Framework on Disaster Risk Reduction was developed and will be tabled at the next SADC Ministerial Council for approval.

SADC-led development interventions are expressed in the Regional Indicative Strategic Development Plan. They address key issues, such as food security and HIV and AIDS, and are central to reducing vulnerability in the region. Although not directly involved in emergency issues, regional bodies such as the Common Market for Eastern and Southern Africa also play a role. They promote increased trade, which leads to regional development and reduced vulnerability.

The recent attention given to these regional policies points to SADC leaders’ increased political commitment to emergency preparedness and response. This is partly due to the frequency and magnitude of emergencies that affect the region. This commitment is yet to be translated into substantial funding in national budgets, as well as national budget support to the SADC DRR Unit. Therefore, international partnerships remain important in supporting efforts to reduce risk in the region.

Implications for OCHA

The region remains vulnerable to frequent small- and medium-scale disasters. These will take place against a backdrop of deteriorating and compounding vulnerability, and limited national capacity to fully respond in most countries. The potential for greater magnitude crises will remain a threat, such as Cyclone Eline in 2000, the drought in 2002 and the regional floods in 2008. The region will continue to experience humanitarian crises. These will include social conflict stemming from competition for access to social services and rising food prices; increased and recurrent hydro-meteorological disasters due to greater precipitation variations, such as flooding and dry spells; acute relief and protection needs due to increased population movement within the region and from the Horn of Africa; and regional disease outbreaks, such as cholera.

STRATEGY

Current Focus

ROSA coordinates international and regional efforts to assist countries to:

1) Be better prepared to respond to disasters.

2) Respond in a timely, effective and principled manner when disasters strike.

3) Create an enabling environment for humanitarian action by assisting regional actors and governmental bodies to identify gaps in regional disaster risk reduction strategies, particularly in response preparedness, and to coordinate international action to address these at the national level.

Emergency Response

ROSA is asked to provide in-country coordination, information management and resource mobilization in nearly all disasters in the region. It is also frequently asked to provide technical advice and guidance to middle-income countries that possess stronger disaster management policies, structures and capacities, but which are seeking to further strengthen these in line with international norms and standards. Such countries also seek OCHA’s assistance in dealing with new emerging threats and approaches to address these.

Disaster Preparedness and Risk Reduction

Since 2007, ROSA has rolled out a minimum-preparedness package in collaboration with SADC, its Member States and international cooperating partners. Significant progress has been made in implementing these measures, leading to improved early warning, faster response times and greater coordination in regional emergencies. ROSA has lobbied the relevant mandate holders to fulfil their broader regional role on longer-term risk reduction measures beyond Priority 5 of the Hyogo Framework for Action, which focuses on emergency preparedness and response. In 2011, SADC, in collaboration with the UN International Strategy for Disaster Reduction and ROSA, launched a regional disaster risk reduction platform. The platform will act as a vertical interface between existing national platforms, and a horizontal interface between relevant regional humanitarian and development actors. It will also promote and advocate DRR implementation at national and sub-national levels in the region and provide a forum for resource mobilization to address DRR funding gaps.

Regional Information Management Activities

Building the capacity of national disaster managers and the SADC secretariat in emergency preparedness and response is central to ROSA’s work in the region. This entails targeted missions to priority countries to help them assess their IM needs and develop a plan to address gaps. OCHA continues to work with SADC and its Member States to develop common tools for regional use, including a common rapid-assessment tool, standard indicators for the national vulnerability assessment and a common risk analysis model. It is also assisting SADC in developing a high-level IM strategy for Emergency Preparedness and Response, which will inform national-level strategies.

Regional Advocacy

In 2010, ROSA and international partners advocated with SADC for improvements in its regional emergency preparedness and response coordination role, leading to technical assistance in operationalizing the SADC DRR Unit and support in the implementation of its DRR strategic plan. Under OCHA’s leadership, the Regional Inter-Agency Coordination Support Office (RIACSO), also recently mobilized partners to support a comprehensive study with five southern African academic institutions. The aim was to increase understanding of potential humanitarian threats and trends and their impact in the region. It acknowledges that global challenges are contributing to increased vulnerability and humanitarian needs. These challenges include the effects of climate change, environmental degradation, food- and energy-price spikes, macroeconomic trends, irregular migration, rapid population growth and demographic changes and urbanization. Consequently, the study is expected to be the basis of a more nuanced and comprehensive regional strategy for humanitarian and development partners to better anticipate and respond to these challenges in the future.

Support to Regional Networks

OCHA leverages its IASC regional coordination role to help the SADC secretariat support its Member States in emergency preparedness and response. These activities include:

1) Developing common tools, policies, strategies and standards for region-wide application and use.

2) Supporting SADC in developing regional hazard scenarios and impacts, as well as facilitating national and cross-border planning.

3) Encouraging the sharing of best practices and lessons learned between SADC Member States.

4) Advocating with SADC Member States for implementing and providing training on Minimum Preparedness Actions.

5) Assessing Humanitarian Country Team capacities to address these challenges and coordinating regional-level support to jointly agreed priority countries, in cooperation with IASC partners.

ROSA also plays a key role in the UN Regional Director’s Team (RDT) in advocating senior attention to humanitarian issues. Through the RDT, OCHA also participates in the development of national UN Development Assistance Frameworks to ensure that humanitarian risk analysis informs development strategies.

Operational and Administrative Support to HSU and OCHA Country Offices
Since 2007, OCHA has managed a Humanitarian Support Unit (HSU) in Madagascar. Despite the withdrawal of all direct donor budgetary support to the Government since the 2009 coup, the UN and its partners continue operations to guarantee the provision of aid to population vulnerable to floods, cyclones and drought. The HSU consists of a dedicated remote support capacity to Madagascar, and a national humanitarian focal point in the RC's Office who is currently cost-shared by UN agencies.

ROSA also routinely coordinates with the OCHA Country Office and other actors in Zimbabwe on contingency planning for population flows between South Africa and Zimbabwe.

Forward Strategy

ROSA will continue to perform its core functions and emphasize the following topics in 2012-2013:

Increasing the quality of preparedness planning across southern Africa
This will be achieved by applying a new and comprehensive methodology for implementing a minimum-preparedness package in all countries to ensure consistency and high quality. Priorities for roll-out in the region have been grouped according to the highest risk, alongside progress made in-country on preparedness and the commitment from the Government and its international partners to proceed.

In 2012, the roll out of this package will be finalized in Lesotho, Namibia and Malawi, and initiated in Mozambique and Angola.

In 2013, the package will be introduced in the Comoros, Zambia and Swaziland.

By end 2013, the package is expected to be completed in nine of the 13 southern African countries, with Botswana, Mauritius, Seychelles and South Africa outstanding.

Ensuring that more national contingency plans are tested in simulations
Given the high cost of full-field simulations, OCHA will advocate and support the implementation of functional simulations in all countries, and of targeted skill drills, particularly in information management.

In 2012, functional simulations will be held in Mozambique, Angola, Namibia, Comoros and the Seychelles. IM skill drills will be conducted in Mozambique, Angola, Lesotho, Malawi and Namibia.

In 2013, functional simulations and information management skill drills will be conducted in Zambia and Swaziland.

Ensuring that its contributions to regional- and national-level preparedness and response are sustained. It will do this by:

Assisting SADC and its Member States to develop their rapid-response capacities. In 2012, the mechanism is to be agreed by all partners and funding secured. The mechanism is expected to be functioning by the end of 2013.

Providing guidance for trainers for Government and international responders on the minimum-preparedness methodology to create additional regional-response preparedness capacities. The methodology will be completed in 2012 and training conducted in 2013.

Providing guidance for trainers in conducting functional simulations. In 2012, training will be held for IASC partners and in 2013 for southern African governments.

Providing training in 2013 for international responders on urban contingency planning.

Encouraging southern African governments to become part of the global INSARAG and UNDAC networks to help build capacity and preparedness for response. In 2012, a full UNDAC induction course will be held in southern Africa to secure at least four new southern Africa responders on the UNDAC roster. Another two will be targeted to join in 2013.

Ensuring that humanitarian capacities, programmes and presence in southern Africa are informed by a deeper understanding of risk

Rolling out standardized risk assessment tools through SADC will allow for a comprehensive and comparable analysis of risk across the region. This will set a solid platform for a deeper understanding of risk and therefore enable better targeted programming. This will be done through collecting and constantly updating common vulnerability indicators, and rolling out a risk analysis model. The tools will be streamlined in existing coordination mechanisms to enable sustainability. To ensure that the right information that complements the risk tool is collected after sudden-onset disasters, a standard rapid-assessment tool for the region was developed. It will be rolled out in the region.

The HSU in Madagascar will support the RC/HCT, the Bureau National de Gestion des Risques et des Catastrophes (National Office for Risk and Disaster Management) and humanitarian partners to strengthen monitoring and surveillance mechanisms in critical areas. It will help to improve the existing early warning system, establish much-needed baseline databases, and strengthen national capacities in information management for preparedness and emergency response.

Managing an inter-agency study (cost-shared by OCHA, WFP, UNICEF, FAO, Oxfam, IFRC, IOM, and five African academic institutions) to analyse humanitarian trends in southern Africa over the next five years. This will help RIACSO to make decisions on planning, programming and presence in the region. It will act as a case study in the global IASC humanitarian challenges report, managed by PDSB.

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	13 out of 13 (100 per cent) countries have Inter-Agency contingency plans, 3W databases and minimum baseline mapping data. 12 out of 13 (92 per cent) have HCT-type coordination mechanisms (exception: Seychelles). Six out of 13 (46 per cent) have tested CPs in IA annual (in 2010) simulations: Botswana, Madagascar, Mozambique, Namibia, Seychelles and Zimbabwe. Five out of 13 (38 per cent) have undertaken lessons learning of the previous disaster: Botswana, Namibia, Madagascar, Mozambique and Zambia.
TARGET 2012-13	2012: MPA follow-up/lessons learned in Lesotho, Namibia and Malawi. HoO visit to secure buy-in for MPA roll out: Angola, Comoros and Mozambique. Two additional countries for roll-out of MPA risk analysis refined in Lesotho, Namibia, Malawi and other MPA components updated as necessary. 2013: MPA follow-up/lessons learned in Mozambique, Madagascar and Angola. HoO visit to secure buy-in for MPA roll-out in Swaziland, Zambia. Three additional countries for MPA roll-out. All targets contingent on final agreement with RC/Government. Also dependent on upcoming flood/cyclone season. To be re-assessed after impact known.
Indicator 1b. Number of person days deployed for delivery of minimum preparedness package.
BASELINE 2011	108 based on 36 mission days over the course of a year per country.
TARGET 2012-13	2012: 198 mission days 2013: 136 mission days
Indicator 1c. Number of priority countries with complete common operational datasets (available and maintained).
BASELINE 2011	Seven countries have the full datasets in place.
TARGET 2012-13	All 13 priority countries will have completed CODs that are regularly maintained.
Indicator 1d. Number of common agreements with key regional stakeholders (IASC) for collective response.
BASELINE 2011	Draft RIACSO Management Accountability Framework; OCHA, UNICEF, WHO, Oxfam cholera preparedness cooperation agreement and funding secured for cholera preparedness cooperation agreement.
TARGET 2012-13	One agreement signed and the Management Accountability Framework endorsed.
Indicator 1e. Percentage of client satisfaction for RCs and UNCT/HCTs training.
BASELINE 2011	Qualitative feedback since 2007 expresses high level of satisfaction.
TARGET 2012-13	One common survey developed for assessing RIACSO overall support and administered to all RCs/UNCTs. Targeted training surveys administered at the conclusion of each in-country training (GenCAP, MPAs, UNDAF). Average of 80 per cent positive approval rating in 2013.

Response
Indicator 1f. Percentage of appeals and needs assessments for which common operational datasets are used.
BASELINE 2011	100 per cent
TARGET 2012-13	2012: 100 per cent. In 11 countries, appeals can be based on complete datasets, in two countries on partially completed datasets. 2013: 100 per cent
Indicator 1g. Percentage of humanitarian strategy documents (FA, Contingency Plans) using sex and age disaggregated data.
BASELINE 2011	100 per cent in 2011. Four countries trained in the Gender Marker: Comoros, Madagascar, Mozambique and Zambia. All utilize the Gender Marker in the event of a Flash/CAP (4 out of 13: 30 per cent).
TARGET 2012-13	By 2013, appeals potentially issued in any MPA country (9 out of 13: 69 per cent) will disaggregate data: Comoros, Zambia, Swaziland, Mozambique, Madagascar, Angola, Malawi, Namibia and Lesotho. Five additional countries trained on Gender Marker: Angola, Lesotho, Malawi, Namibia and Swaziland. All utilize the Gender Marker in the event of a Flash/CAP (9 out of 13: 69 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	90 per cent
TARGET 2012-13	All 13 countries in southern Africa.
Indicator 1i. Percentage of FAs or Humanitarian Action Plans drafted within 96 hours of request from RC or HCT.
BASELINE 2011	Estimated delivery time 10 days.
TARGET 2012-13	Incrementally increase from 60 per cent to 80 per cent.
Indicator 1j. Percentage of CERF applications submitted within 72 hours of request from RC or HCT.
BASELINE 2011	Estimated delivery time 12 days.
TARGET 2012-13	Incrementally increase from 60 per cent to 80 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	60 per cent of staff trained on at least half of minimum package.
TARGET 2012-13	2012: 70 per cent of ROSA staff will be trained on all components of the minimum preparedness package. 2013: 80 per cent of ROSA staff will be trained on all components of the minimum preparedness package.
Indicator 2b. Average number of hours for RO to respond to surge request for a new or deteriorating crisis.
BASELINE 2011	48 hours for one to two simultaneous disasters; 120 hours for three to four disasters.
TARGET 2012-13	Maintain above target in 100 per cent of new crises.
Indicator 2c. Number of person days deployed to respond to surge request for a new or deteriorating crisis.
BASELINE 2011	42 person days per crisis, excluding surge to Horn of Africa.
TARGET 2012-13	198 person days as of June 2011, total depending on occurrence of crises.
Indicator 2d. RO Business Continuity Plan tested once per year and deficiencies addressed.
BASELINE 2011	Revision started.
TARGET 2012-13	Plan tested and revised as necessary every year.

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	Annually according to current regional food-security monitoring mechanisms.
TARGET 2012-13	Annually according to current regional food-security monitoring mechanisms. Paper on common indicators developed with the Regional Vulnerability Assessment Committee to ensure comparability in national assessments across the region. Common indicators developed with RVAC rolled out in one country: Zimbabwe.
Indicator 3b. Percentage of contingency plans containing agreed vulnerability indicators.
BASELINE 2011	100 per cent in southern Africa of variable quality. Broader risk-analysis model under development in southern Africa.
TARGET 2012-13	2012: Improved indicators in place in six out of 13 countries (46 per cent). Southern Africa regional-risk model applied in one country. 2013: Improved indicators in three additional countries: Comoros, Zambia and Swaziland (69 per cent). Southern Africa regional-risk model applied in two additional countries: Swaziland and Namibia.
Indicator 3c. Number of development frameworks incorporating vulnerability/risk analysis.
BASELINE 2011	Zambia, Malawi and Mozambique UNDAF processes informed by OCHA’s input based on its general knowledge of risk in these countries. As a non-resident agency, OCHA does not have the ability to participate in multiple, intensive UNDAF processes, and remote support has its limitations.
TARGET 2012-13	UNDAF reviews in Zambia, Malawi, Mozambique, Lesotho and Namibia based on improved risk analysis.

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	Renewed SADC partnership commitments.
TARGET 2012-13	Renewed SADC partnership commitments and formal MoU in place. Coordination agreement/mechanisms with Indian Ocean Regional Intervention Platform (PIROI) in place.
Indicator 4b. Number of regional organizations taking account of international tools in regional contingency planning.
BASELINE 2011	Strong cooperation underway with SADC on agreeing common standards and tools (adapted from international models) to be implemented at national level, such as common needs assessment and risk-analysis model. Development of regional rapid-response team integrated into SADC programme of action. ToR for SADC rapid-response team developed and approved by SADC Member States.
TARGET 2012-13	2012: Formal SADC rapid-response mechanism agreed by all parties; funding secured. Support ad hoc roll-out of rapid-assessment tool in response in three most-affected crisis countries in Q1 and Q2. Provide in-depth training on rapid-assessment tool in six MPA countries: Lesotho, Namibia, Malawi, Mozambique, Madagascar and Angola. Finalization of rapid-assessment tool and methodology for region-wide use. Pilot of risk model in one country: Zambia (1 out of 13, 8 per cent). 2013: Formal SADC rapid-response mechanism in place and functioning. Provide in-depth training on rapid-assessment tool in MPA countries: Comoros, Zambia and Swaziland (69 per cent of priority countries). Southern Africa regional risk model applied in two additional countries: Swaziland and Namibia (3 out of 13, 23 per cent).
Indicator 4c. Number of countries taking account of international tools in national contingency planning.
BASELINE 2011	100 per cent
TARGET 2012-13	100 per cent
Indicator 4d. Number of national simulation exercises that take into account international tools.
BASELINE 2011	Full-scale simulations in six countries (46 per cent). Functional simulation in Madagascar. Support and/or participate in full-scale simulations as requested.
TARGET 2012-13	10 out of 13 countries (77 per cent); functional simulation in addition to IM skill drills in Mozambique, Zambia, Swaziland and Angola (part of MPA). Functional simulation in Namibia. IM skills drill in Lesotho, Malawi and Namibia. Support and/or participate in full-scale simulations as requested.
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	14 countries (plus Zimbabwe) invited for INSARAG and UNDAC familiarization training. All southern Africa countries have attended training on at least one topic since 2007.
TARGET 2012-13	60 per cent trained on all aspects of minimum preparedness packages. Full UNDAC induction course in southern Africa.
Indicator 4f. Number and percentage of crisis-affected countries triggering international tools and services.
BASELINE 2011	In 2011, Namibia (CERF & Flash), Mozambique (CERF) and Lesotho (CERF).
TARGET 2012-13	100 per cent

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	Three
TARGET 2012-13	One additional Member State each year.
Indicator 5b. Total amount of Consolidated and Flash Appeal requirements worldwide funded by countries in the region.
BASELINE 2011	0.2 per cent
TARGET 2012-13	Increase to 0.4 per cent by 2013.
Indicator 5c. Number of countries within your region participating in UNDAC/ INSARAG/ SBPP.
BASELINE 2011	South Africa (UNDAC and INSARAG) and Botswana (UNDAC).
TARGET 2012-13	2012: Full UNDAC induction course in southern Africa. Four additional countries become members as a result. 2013: Six countries will be members of UNDAC.
Indicator 5d. Communication strategy updated annually.
BASELINE 2011	Not applicable – no strategy in place.
TARGET 2012-13	Strategy will be developed in 2012 and updated as necessary.

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	3	0	0	0	5	3	0	19

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	3,179,724	420,892	3,600,616
Total Funds Requested 2012			3,179,724
Total Costs 2013	3,301,090	443,820	3,744,910
Total Funds Requested 2013			3,301,090

FVC: Funded from voluntary contributions | FPSC: Funded from programme support costs