Launch of the Arab Humanitarian Portal—the first Arabic website dedicated to humanitarian action.
No reports of non-compliance with the agreed principles and guidelines for humanitarian operations in areas with international military presence during 2012.
Establishment of a dedicated Private Sector Section within the Partnerships and Resource Mobilization Branch to ensure organizational coherence and focus.
YEAR IN REVIEW
In 2012, OCHA strengthened relationships with a wider group of operational partners and broadened its partnership with new stakeholders, tapping into all resources and diverse expertise and capacity.
OCHA improved strategic coherence among humanitarian, development, peacebuilding, and peace and security efforts, as appropriate. As a member of the the inter-agency and inter-departmental Integrated Mission Planning Process (IMPP) Working Group, OCHA worked with UN humanitarian agencies and NGOs to ensure the reflection of humanitarian concerns in the revision of the IMPP guidance package. OCHA helped to organize and lead IMPP workshops and training programmes to increase understanding of integration policy and practice, and to ensure understanding of how humanitarian issues should be appropriately included in integrated strategies and planning processes. OCHA significantly improved its participation in integrated coordination mechanisms at headquarters through more systematic engagement in Integrated (Mission) Task Forces at the working and Director levels. This included participation in field-level integrated planning processes, including the Somalia Strategic Review and support to UN planning for regional operations in Mali.
OCHA issued contextual guidance on the use of foreign Military and Civil Defence Assets to support emerging humanitarian operations, meaning that Member States and partners were better informed to offer foreign-military support to humanitarian crises. This resulted in no known instances of non-compliance with the agreed principles and guidelines for humanitarian operations in areas with an international military presence during 2012.
The ArabHum online portal was launched at the Humanitarian Information Sharing and Partnership conference, which OCHA organized in September 2012 in Kuwait. The portal is the first Arabic website dedicated to humanitarian action. It addresses the shortage of timely information on global crises in Arabic by ensuring that analysis and reporting in Arabic are readily available in one place, i.e. ArabHum, to inform policy and funding decisions. Sharing this information also strengthens the development of common positions and understanding of emerging humanitarian issues. Regular ArabHum board meetings have seen participation at the executive level from across the Gulf, in a further sign of the robust relationships built by OCHA.
OCHA increased engagement with NGOs and charitable organizations outside the IASC system, particularly with capacity-building efforts for NGOs in the Gulf region. Outreach to non-IASC NGOs has been supported by HQ-led initiatives, with a particular focus on familiarizing Gulf-based and Turkish NGOs with humanitarian coordination structures. In December 2012, OCHA and The Humanitarian Forum organized a regional Middle East and North Africa workshop for humanitarian actors. It focused on identifying priority trends and issues, and promoting operational collaboration and trust-building between regional humanitarian actors and the international system. At the same time, OCHA staff went to the Turkish-Syrian border to reach out to Turkish and Islamic NGOs involved in the Syria crisis, to help link them to the wider humanitarian effort through trainings, and by encouraging them to participate in humanitarian coordination forums.
To address the need for organizational coherence and focus in OCHA’s private-sector outreach, OCHA established a dedicated Private Sector Section and developed a concept for OCHA’s private-sector engagement. OCHA and Deloitte established a partnership focused on improving humanitarian leadership, and plan to expand the same into a multi-year, multi-activity relationship (see box on Deloitte partnership). The related Humanitarian Leadership Summit and follow-up coaching sessions for Humanitarian Coordinators have been deemed a success by all stakeholders. OCHA has also secured pro-bono support from Vantage Partners to enhance in-house capacity for partnership-building with the private sector and to complete a review of OCHA's current private-sector partnerships. OCHA’s collaboration with the World Economic Forum and relations with the Global Compact Office have also deepened, and the new section is providing systematic support to regional and country offices.
- Objective 1.1 - Member States and Regional Organizations
- Objective 1.2 - Operational Partners
- Objective 1.3 - Preparedness
- Objective 1.4 - Analysis and System-Wide Learning
- Objective 2.1 - Accountable Humanitarian Coordination Leaders
- Objective 2.2 - Scaling Up and Drawing Down Operations
- Objective 2.3 - Tools and Services
- Objective 2.4 - The Humanitarian Programme Cycle
- Objective 3.1 - Funding and Financial Management
- Objective 3.2 - Surge and Staffing Solutions
- Objective 3.3 - Organizational Learning for Results