OCHA

Libya

Philippines

Highlights 2011

Five funding and planning documents produced: March Flash Appeal; May Flash Appeal Revision; September Action Plan; 90-day Common Humanitarian Action Plan October to December 2011; and a Contingency Plan.
Over 50 assessment missions coordinated throughout the response.
Timely transition strategy developed and implemented for the Country Office.

OVERVIEW 2011

Between February and December 2011, civil unrest and armed conflict resulted in a humanitarian crisis dominated by major protection needs. Although comprehensive_e statistics are not available, an estimated 30,000 to 50,000 people, civilians and combatants may have died or been injured in the conflict. Between February and September 2011, more than 700,000 migrants and third-country nationals crossed Libyan borders. Over 200,000 internally displaced persons were recorded during the height of the conflict.

The fighting had a major impact on services, creating a scale of need and deprivation never seen before in Libya. At the peak of the crisis, medical facilities lacked staff and life-saving supplies. Water networks broke down, affecting millions of people in Tripoli, BaniWalid and Sirte for prolonged periods.

Numerous assaults on migrants and minority groups were reported. The contamination of Explosive Remnants of War has been extensive throughout the country.

On 23 October, after seven months of intense fighting throughout the country, the National Transitional Council (NTC) announced the country’s liberation. This ushered in a period of political transition with three immediate priorities: (i) the formation of a new interim Government; (ii) the restoration of law and order, integration of disparate armed groups into the official security forces, and collection of weapons; (iii) the preparation for national elections in mid-2012. To support these efforts, the United Nations Support Mission in Libya was established in Libya in October.

OCHA’s swift, effective response to the humanitarian crisis owed much to the application of the principles of impartiality and independence in a country where OCHA had little prior experience.

Throughout the crisis, OCHA’s main objectives were to establish humanitarian leadership, secure access to affected populations, and facilitate principled and needs-based actions to meet the most critical humanitarian needs. These objectives were achieved through coordinating and leading inter-agency assessment missions, producing and distributing five funding and planning documents, and accurate and timely humanitarian reporting; and numerous advocacy initiatives. OCHA established strong working relationships with all parties to the conflict, including the former Government, and with other UN, international and national entities.

OCHA established a Country Office to coordinate the international humanitarian response after the conflict began in February 2011. The office was initially located in Egypt and Tunisia. As security conditions allowed, a sub-office was established in Benghazi in March. The office then moved to Tripoli in September.

Following Tripoli’s liberation by NTC forces in August 2011 and the establishment of the United Nations Support Mission in Libya, humanitarian activities gave way to early recovery initiatives led by the transitional authorities. OCHA’s focus shifted to transition planning, winding down its operations. By September, it was evident that the new Libyan authorities, national councils and civil society groups could meet most of the post-conflict humanitarian needs, with the support of targeted assistance from the international community. This obviated the need for a common humanitarian action plan or appeal in 2012. To support coordination of international humanitarian assistance in 2012, a small OCHA presence will be retained in the Office of the Resident and Humanitarian Coordinator in the first quarter of 2012.

WORKPLAN 2011

GOAL 1: A more enabling environment for humanitarian action.
Objective 1.2 Relationships strengthened with a wider group of operational partners and other relevant actors in advanced humanitarian action.
Result	Shape decision-making by providing data and analysis to non-humanitarian stakeholders (ERC/USG, NATO, donors and media).
Indicators	Number of key messages, press releases, talking points and maps produced. Number of briefings and meetings held with external stakeholders on humanitarian issues.
Achievements	Eleven ERC key messages, 14 press releases and over 100 maps.
Result	Improved access by all vulnerable people to services and assistance.
Indicators	Increased access to previously inaccessible regions and people. Number of arrangements to facilitate access developed and implemented through engagement with the relevant actors. Percentage of key stakeholders report being more informed on access (HC, cluster coordinators, agency heads, donors, etc).
Achievements	Throughout the conflict, humanitarian access was achieved in all areas unless otherwise prohibited by logistics and security constraints. The HC established a mechanism in April 2011 that allowed the HCT to access Tripoli for high-level humanitarian meetings and assessments.

GOAL 2: A more effective humanitarian coordination system
Objective 2.1 Effective mechanisms that manage and support accountable humanitarian coordination leaders.
Result	An effective humanitarian coordination system established in country.
Indicators	HCT decisions that lead to improved delivery of humanitarian assistance to vulnerable people. In-country coordination needs reassessed at least once per quarter, and coordination participation and mechanisms adapted as needed. Underperformance of humanitarian coordination leaders (HC, HCT, cluster leads, OCHA HoO) addressed.
Achievements	The HCT participated and endorsed the development of five key planning documents: March Flash Appeal, May Flash Appeal Revision, September Action Plan and a 90-day Common Humanitarian Action Plan October to December 2011, and a Contingency Plan. In-country coordination needs were frequently reassessed to ensure coordination was light, with an emphasis on minimizing meetings where possible.
Objective 2.2 An OCHA capable of responding quickly with clear triggers for establishing, phasing and drawing down operations.
Result	Seamless transition between relief and development.
Indicators	Transfer appropriate services and coordination activities to national authorities and development actors. Phase out other services.
Achievements	In line with the 90-day Common Humanitarian Action Plan and the OCHA Libya CO Strategy 2012, the CO gradually handed over humanitarian coordination to LibAid. All OCHA-branded services phased out by the end of December 2011.
Objective 2.4 A more systematic humanitarian programme cycle (needs assessment and analysis, joint planning, fund-raising and resource allocation, and monitoring and evaluation).
Result	Shared situational awareness of humanitarian needs guides a common response that is well resourced and regularly monitored.
Indicators	Contingency plan developed in line with IASC standards and endorsed by HCT. Inter-agency needs assessments completed in advance of next appeal. Common response plan endorsed by the HCT, fully reflecting priority needs in line with IASC-approved appeal policy and guidelines.
Achievements	The contingency plan was completed in a timely manner, forming the basis for the September workplan following the NTC’s capture of Tripoli at the end of August 2011. Assessment missions coordinated and harmonized throughout the response to support the appeal documents, which reflected the HCT priorities.

Nalut Libya UN Inter-Agency Mission view over Government controlled valley and road to Tripoli. © Mark Prasopa-Plaizier