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COVID-19, Governance, and Conflict: Emerging Impacts and Future Evidence Needs
Emerging Issues Report COVID-19, governance, and conflict: emerging impacts and future evidence needs Siân Herbert GSDRC/University of Birmingham Heather Marquette University of Birmingham March 2021 About this report The K4D Emerging Issues report series highlights research and emerging evidence to policymakers to help inform policies that are more resilient to the future. K4D staff researchers work with thematic experts and the UK Government’s Foreign, Commonwealth and Development Office (FCDO) to identify where new or emerging research can inform and influence policy. This report is based on desk-based research, mostly carried out from April 2020 to January 2021, with final additions made in March at the time of publication. K4D services are provided by a consortium of leading organisations working in international development, led by the Institute of Development Studies (IDS), with the Education Development Trust, Itad, University of Leeds Nuffield Centre for International Health and Development, Liverpool School of Tropical Medicine (LSTM), University of Birmingham International Development Department (IDD) and the University of Manchester Humanitarian and Conflict Response Institute (HCRI). For any enquiries, please contact [email protected]. Author bios Siân Herbert (corresponding author)1 is a Research Fellow at the Governance and Social Development Resource Centre (GSDRC) and K4D in the International Development Department at the University of Birmingham. Her work focuses on conflict and resilience analysis; gender; and the politics of aid, security, state- building and peacebuilding policies in fragile and conflict-affected states, and middle-income countries. Professor Heather Marquette is Professor of Development Politics in the International Development Department at the University of Birmingham where she also leads a research workstream on corruption and organised crime as part of the University’s Institute for Global Innovation. -
Menaitech 2019.Pdf
technology that empowers Human capital Who we are 2500+ 7 Clients 25 Largest Human Capital Information Systems offices Countries provider in the MENA region Localized services tailored for MENA 1.5+ Million 215+ System users HR & IT Experts Established in 2003 Operating in 25 countries 2500+ Clients Corporate 1.5+ Million system users highlights Team of over 215+ technology and HR experts BRANCHES HQ: AMMAN, JORDAN RIYADH, KSA JEDDAH, KSA CAIRO, EGYPT Doha, Qatar Kuwait City, Kuwait Dubai, UAE comprehensive web-based, cloud & Mobile technology Hcis solutions Powerful web-based platform Flexible and secure cloud solutions Better user experience with mobile app Powerful Web- Innovative cloud Mobile capabilities based platform solutions for so you can do with complete HR smarter hr more, whenever & functions services wherever you are Web-based products Full-Suite hr Self service platform Module Comprehensive HCIS solutions Complete Web-based Payroll & HR Catering to multi-jurisdiction payroll Product suite outsourcing management Sourceithr and multi-branch operations Tailored for Large Corporate Hr financial 360-degree Employee and MNCs clients management tool feedback tool Cloud products MenaLite Lite version of Menapay & MenaHR platforms and self-service features MenaCRM Social media look and feel, sales force automation and contacts management MenaTracks Service Desk Management System MenaDMS Document Management System MenaCPM Corporate Performance Management System do more with MenaME-Plus Make the most of the mobile revolution, MenaME-Plus is the latest in a line of MenaITech innovations. Your employees will love the ease of use and your managers will be able to do more without getting bogged down in HR paperwork. -
World Economic Forum on the Middle East and North Africa Building New Platforms of Cooperation
Regional Agenda World Economic Forum on the Middle East and North Africa Building New Platforms of Cooperation Dead Sea, Jordan 6-7 April 2019 Contents Preface Preface 3 Meeting highlights 4 Co-Chairs 6 News from the Dead Sea 8 The Fourth Industrial Revolution in the Arab 12 World Shaping a New Economic Model 18 Stewardship for the Regional Commons 24 Mirek Dušek Finding Common Ground in a 30 Deputy Head of the Centre for Multiconceptual World Geopolitical and Regional Affairs Member of the Executive Committee Tackling regional challenges with start-ups 36 World Economic Forum Acknowledgements 40 Digital update 42 Contributors 43 Maroun Kairouz Community Lead, Regional Strategies, MENA Global Leadership Fellow World Economic Forum World Economic Forum ® © 2019. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. This report is Cradle-to-Cradle printed with sustainable materials 2 World Economic Forum on the Middle East and North Africa As the world economy enters By fostering the appropriate In addition, the Forum’s community Globalization 4.0 – driven by conditions as the Fourth Industrial of Global Shapers from the region emerging technologies and Revolution takes root, policy-makers convened ahead of the meeting to ubiquitous data – the Middle East and leaders can leverage the learn about actions that can be taken and North Africa seeks to leverage momentum of reform in many of the towards restoration of the natural this new era and forge its own path region’s countries to create the right environment as part of the fight for societal and economic ecosystem for business, civil society against climate change. -
Non Food Items and Emergemcey Shelter Kits
Shelter Cluster Monthly Meeting 12th July 2020 10:00 AM – 12:00 AM https://www.sheltercluster.org/response/yemen / @ShelterClustYE / yemen_sheltercluster Agenda 1. Welcome Words & update from the chair 2. Review of key action points from previous meeting 3. Stock level and forecast 4. Presentation of the strategic common pipeline 5. Updates on YHF and HPC 6. Flood situation and flood mapping 7. Updates from NFI TWiG 8. Updates from Shelter TWiG 9. Updates from Sub-Nationals 10. AOB https://www.sheltercluster.org/response/yemen / @ShelterClustYE / yemen_sheltercluster Welcome Words https://www.sheltercluster.org/response/yemen / @ShelterClustYE / yemen_sheltercluster Review action points from previous meeting No. Description of Action Point Update Status This was discussed and agreed to discuss this with the SC IM network to 1 SAG to discuss SC reporting plan Complete either update the IM Strategy or develop on-pager for all reporting requirements Partners to deliver a presentation in the next 2 No interest received. Complete meeting on lessons learned or best practices SCT to share the updated COVID19 Guidance The updated guidance note was Complete 3 Note by Sunday. circulated Partners to share any good practices and lessons Pending 4 No updates was received recently learned on the distributions during COVID19. Shelter Cluster to release the second flash flood The report is under preparation and will 5 Ongoing updates by the end of the month. be released before the end of the month https://www.sheltercluster.org/response/yemen / @ShelterClustYE / yemen_sheltercluster Stock Level and Forecast https://www.sheltercluster.org/response/yemen / @ShelterClustYE / yemen_sheltercluster Common pipeline for Shelter & NFI Why a Common Pipeline? • Need to acknowledge that most of our local and provincial partners has a huge difficulty to access funding but even worst, material for distribution. -
Healthcare in the Mena It’S in Its Nascent Stages, but the Region Has the Potential to Be a Hub for Healthcare of the Future
DERIVATION, DISRUPTION, DIFFERENTIATION ENSURING SINGULARITY AMID THE MARKETING CLUTTER SUCCEss SPEAKS FOR ITSELF RAMZY ABDUL-MAJEED AND MARKUS THESLEFF The co-founders of Whissle Hospitality Group are all set to take their enterprise to the next level BUILDING A (GREAT) COMPANY CULTURE INVESTING IN THIS NOW WILL PAY RICH DIVIDENDS LATER Reinventing HEALTHCARE in the mena It’S IN ITS NASCENT STAGES, BUT THE REGION HAS THE POTENTIAL TO BE A HUB FOR HEALTHCARE OF THE FUTURE SEPTEMBER 2017 | WWW.ENTREPRENEUR.COM/ME | UAE AED20 SEPTEMBER 2017 CONTENTS 18 Lachlan Jackson, founder, Ecocoast 24 18 28 60 INNOVATOR: INNOVATOR: START IT UP: ‘TREPONOMICS: SUCCEss SPEAKS FOR RISING TO THE OCCASION ECOSYSTEM PRO itsELF The marine industry may not Reinventing healthcare in Experience matters Ramzy Abdul-Majeed and the most popular of industries the MENA It’s not the shopping Markus Thesleff, co-founders for entrepreneurs to get into- Healthcare tech may be in platform, but the shopping of Whissle Hospitality Group but Ecocast founder Lachlan its nascent stages, but the mindset that really matters, are all set to take their Jackson managed his way into region has the potential to says Ahmed Galal Ismail, enterprise to the next level. it (and is now there to stay). be a hub for the sector in CEO, Majid Al-Futtaim the future. Ventures. 70 34 START IT UP: ‘TREPONOMICS: Q&A PRO Beware of the underdog Money talks Nooruldeen Agha, founder Suhail Masri, VP of and CEO, Elabelz, on the Employer Solutions at e-commerce startup’s track Bayt.com, offers a primer on record and what makes it how you can determine your one to watch out for. -
Scaling up MENA Smes How a Handful of Firms Can Fast- Forward Economic Growth
Ideation Center insight Scaling up MENA SMEs How a handful of firms can fast- forward economic growth Strategy& is part of the PwC network Contacts Strategy& Middle East PwC Middle East Endeavor Beirut Dubai Amman Alice Klat Amr Goussous Reem Goussous Director, Ideation Center Partner Managing Director, Jordan +961-1-985-655 +971-4-304-3100 +962-6-593-9160 alice.klat amr.goussous reem.goussous @strategyand.ae.pwc.com @pwc.com @endeavor.org Melissa Rizk Fellow, Ideation Center +961-1-985-655 melissa.rizk @strategyand.ae.pwc.com Dubai Mahmoud Makki Partner +971-4-436-3000 mahmoud.makki @strategyand.ae.pwc.com Connect with the Ideation Center Connect with Strategy& twitter.com/ideationcenter twitter.com/strategyand linkedin.com/company/ideationcenter linkedin.com/company/strategyand ideationcenter.com youtube.com/user/strategyand Connect with Strategy& Middle East twitter.com/ideationcenter linkedin.com/company/ideationcenter strategyand.pwc.com/me 2 Strategy& About the authors Strategy& Middle East Mahmoud Makki is a partner with Strategy& Middle East, part of the PwC network. Based in Beirut, he is a member of the telecommunications, media, technology, and digital practice in the Middle East. He specializes in strategic and business planning, integrated broadband strategy development and execution, commercial turnaround, sales strategy and customer service models, and regulatory strategy for telecom operators. His expertise was acquired through a multitude of engagements across North America and Middle East. Alice Klat is the director of the Ideation Center, the leading think tank for Strategy& Middle East. She leads the center’s studies tackling key socioeconomic trends across sectors, with the objective to inform and impact government policies and business decisions. -
2020 Yemen Contingency Plan
YEMEN CONTINGENCY PLAN - 2020 2020 YEMEN CONTINGENCY PLAN September 2020 1. STRATEGIC SUMMARY 1. Strategic Yemen faces complex and multi-dimensional humanitarian challenges, including ongoing Summary displacement as a result of conflict and recurrent natural disasters. This plan intends to ensure adequate preparedness for a timely, appropriate and principled humanitarian response to rapid 2. Scenarios & onset large-scale displacements or other unpredictable emergencies. Humanitarian Implications The objective of the plan is to outline the immediate humanitarian response requirements to assist 3. Response people who may be affected by potential shifts in conflict dynamics in all hubs across the country Preparedness for a period of up to six months (June to December 2020). Shifting frontlines, changes in control Strategy and extreme weather events may result in increased humanitarian needs, which will necessitate a 4. Cluster timely scaled-up response. Response Strategies This plan outlines the preparedness and response efforts planned. It covers displacement due to conflict and natural disasters with the aim of addressing the increased needs of the affected population based on two scenarios – (1) mostly likely and (2) worst case. The most likely scenario assumes that there are no major changes in conflict dynamics, rates of displacement remain the same and that heavy rainfall and flooding will occur within the next six months. This contingency plan does not cover COVID- 19 preparedness and response as this is addressed separately through the National Preparedness and Response Plan that has been developed jointly with the Ministry of Public Health and Sanitation and the humanitarian community led by WHO. Furthermore, this contingency plan will not be costed due to current funding gaps addressed by the ongoing prioritization process. -
Cash Transfer Programs in Yemen
N UP MEE YE EN GDP SO DA SOCCIO-ECONOMIC M $ CIO-ECONOMIC TE $ YE UP UPD DA GDP SOCIO-ECONOMICS TE ATE $ Ministry of Planning YEMEN 2020 & International Cooperation Economic Studies & Forecasting Sector N SOCIO-ECONOMICME Issue (49) June, 2020 YE UPDATE Social Protection in Yemen: Resilience and Coping amid the COVID-19 Pandemic (Part Two) Social Protection amid the COVID-19 Pandemic Developments…Interventions…Responses…Evaluation and Priorities INTRODUCTION IN THIS EDITION: Social protection becomes of paramount importance during pan- I: The Novel Coronavirus Pandemic (Covid-19) Up- demics, including the current coronavirus crisis because their con- dates sequences overshadow the various social perceptions i.e. livelihood and humanitarian dimensions. Decent life is an existential and in- II: The Role of MoPIC in Mobilizing Resources for herent right bestowed to humans who deserve to be protected ad- Social Protection (Social Safety Net) equately as civilization makers/developers and consumers of what III: Key Interventions by Donors (Humanitarian Ac- the planet tolerates. As the coronavirus pandemic spirals put of tors) in the Area of Social Protection control, social protection is widely seen as the preferred sanctuary IV: The Novel Coronavirus Outbreak Response in Ye- and the most effective means by which countries manage to address men protection and security issues, mainly the groups most affected by the pandemic, as well as other routine beneficiaries. To realize that, V: Evaluating the Effectiveness of Social Protection appropriate financial resources for planned social interventions and in Yemen economic stimulus packages have to be allocated to prevent the VI: Social Protection Priorities and Policies economy from slipping into deep recession. -
COVID-19 Situation Report, 22 November 2020
Middle East & North Africa Region COVID-19 Situation Report No. 12 Reporting Period: 22 October – 22 November 2020 ©UNICEF/Syria/2020/AlSafadi Highlights Situation in Numbers • As of 22 November, a total of 3.4 million COVID-19 cases have been registered in the region of which 591,802 remain active, and resulting in COVID-19- cases:19-19-19 89,891 deaths. cases:3.4 million total 812,448cases. cases. • UNICEF remained dedicated to protecting frontline workers and provided 223,460591,802 active cases training on Infection Prevention Control (IPC) to almost 5,000 heath workers during the reporting period. In addition, around 19,000 healthcare workers were provided with Personal Protective Equipment (PPE). Death toll: 19,69989,891 deaths.total deaths 2,693 • Across the region, continued focus has been placed on collecting and deaths during reporting disseminating information as part of UNICEF’s risk communication and period138.6 million community engagement (RCCE) efforts. During the reporting period alone, funding gap for UNICEF over 13 million individuals have been reached and almost 170,000 have regional response provided useful feedback. • Almost 8.5 million children and women received continued health and nutrition services despite lockdown disruptions, including 336,000 Severe Acute Malnutrition (SAM) children received treatment. • As many schools shut down in the region to prevent further spreading of COVID- 19 cases, UNICEF continued to reach almost six million children with mix/alternative learning solutions. More than 29,000 schools received support to implement safe school reopening protocols. • Since the beginning of the crisis, close to half a million children, parents and caregivers received mental health and psychosocial support, including additional 50,000 for the reporting period alone • To date, 13,177,257 households have benefited from new or additional social assistance measures, as part of UNICEF’s support to governments’, while more than 57,000 households have received humanitarian cash grants. -
Early Action for Cholera Project
OFFICIAL Early Action for Cholera Project Yemen Case Study Met Office, University of Florida & University of Maryland Authors: Met Office: Rosa Barciela, Tarkan Bilge, Kate Brown, Adrian Champion, Christophe Sarran, Maxine Shields, Helen Ticehurst; University of Florida: Antar Jutla, Moiz Usmani; University of Maryland; Rita Colwell Reviewers: Helen Bye, Kathrin Hall, Tim Donovan (Met Office) 02 July 2021 © Crown copyright 2020 Met Office Page 1 of 100 OFFICIAL Contents Glossary ......................................................................................................................................... 4 Executive Summary ....................................................................................................................... 6 1. Background: Predicting Cholera in Advance ......................................................................... 9 1.1 Prologue……………………………………………………………………………………………..9 1.2 Cholera, its treatment and prevention ................................................................................. 10 1.3 Predictive tools for cholera .................................................................................................. 10 2. Cholera Risk Model .................................................................................................................. 12 2.1 About the CRM…………………………………………………………………………………….12 2.2 Evolution of the CRM – what causes Cholera? ................................................................... 14 2.2 The environmental hypothesis of cholera ........................................................................... -
Covid Pandemic in the Mena Region
MEDITERRANEAN AND MIDDLE EAST SPECIAL GROUP (GSM) THE COVID-19 PANDEMIC AND THE MIDDLE EAST AND NORTH AFRICA REGION Special Report Gilbert ROGER (France) Acting Chairperson 095 GSM 20 E rev.2 fin | Original: French | 11 December 2020 TABLE OF CONTENTS I. INTRODUCTION: THE COURSE OF COVID-19 IN THE MENA REGION AND ITS ECONOMIC CONSEQUENCES ............................................................................................ 1 II. ECONOMIC IMPACTS ........................................................................................................... 2 III. ENERGY MARKETS .............................................................................................................. 3 IV. REFUGEES AND CONFLICT ................................................................................................ 4 V. GENDER ................................................................................................................................ 5 VI. YOUTH .................................................................................................................................. 5 VII. THE SITUATION IN MENA COUNTRIES AND REGIONS ..................................................... 6 A. IRAN ............................................................................................................................ 6 B. ISRAEL, GAZA AND THE WEST BANK ....................................................................... 7 C. LEBANON ................................................................................................................. -
Regional Migrant Response Plan for the Horn of Africa and Yemen 2021 - 2024 Contents
Regional Migrant Response Plan for the Horn of Africa and Yemen 2021 - 2024 Contents List of abbreviations ..................................................................................................... 3 Executive Summary ...................................................................................................... 5 Scope and outlook of the Migrant Response Plan ................................................ 6 Background and Context ........................................................................................... 8 Impact of COVID-19 on the region and on migrants and host communities ........9 Regional Response Strategy and Priorities 2021 - 2024 .....................................12 Definition of Population Groups ........................................................................................................12 MRP Response Framework .....................................................................................................................12 Overview of Priority Themes ..............................................................................................................14 Planning and Response for 2021 ..............................................................................17 Planning Assumptions ..................................................................................................................................18 Population in Need and Target Population 2021 .....................................................................19 Regional Activities for 2021 .....................................................................................................................19