COMMON HUMANITARIAN FUND

CENTRAL AFRICAN REPUBLIC Annual Report 2014 COMMON

2014 Central African Republic Common Humanitarian Fund Organisations receiving CHF funding in 2014: ACCM, ACDES, ACF, ACTED, AFEB, AHA, ALIMA, HUMANITARIAN COHEB, COOPI, CRS, DRC, Emergency, FSD, IOM, Internews, Intersos, IRC, JUPEDEC, LWF, Mercy Corps, MDM, NRC, Oxfam GB, Plan International, PU-AMI, REMOD, Save the Children, Tearfund, UN FAO, UNICEF, Vitalité Plus, WFP, World Vision FUND Cover photo: Bambari, 21 March 2015, Credit: OCHA/Gemma Cortes

OCHA Central African Republic (CAR) wishes to acknowledge the contributions made in the CENTRAL AFRICAN REPUBLIC preparation of this document, particularly by United Nations agencies, International Organisation for Migration, cluster coordinators and co-coordinators, non-governmental organisations and the Multi- Partner Trust Fund office.

For further information: www.unocha.org/car ANNUAL REPORT 2014 REFERENCECentral African Republic: MAP Reference map (as of 16 Jan 2014) TABLE OF CONTENT

Lake El Geneina Chad Ati Massakory N'DJAMENA Mongo Nyala

Massenya S U D A N ukalé C H A D Am-timan Ao Maroua Bongor Chari Birao FOREWORD...... 7

t ma VA K A G A EXECUTIVE SUMMARY...... 9 ala Lai hr S Pala Ba Sarh Koumra Garba Ouanda HUMANITARIAN CONTEXT...... 10 Djallé B A M I N G U I - B A N G O R AN Doba Aweil Ndélé Moundou INFORMATION ON CONTRIBUTIONS...... 11 B Ouadda N A N A am in Kabo G R E B I Z I gui H A U T T E - K O T T O SOUTH ALLOCATION OVERVIEW...... 12 Vina C E N T R A L A F R I C A N R E P U B L I C SUDAN Kaga - FUND PERFORMANCE...... 15 O U H A M - O U H A M Bandoro Kotto H A U T- Ouaka M B O M O U P E N D E Bouca Yalinga Bozoum O U A K A ALLOCATION PER CLUSTERS...... 17 Bossangoa Dékoa Bria Djéma Ippy CAMP COORDINATION AND CAMP MANAGEMENT (CCCM)...... 18

Bouar K E M O Bambari M B O M O U Chinko Ouarra COORDINATION...... 19 N A N A Grimari Sibut Bakouma om Obo M A M B E R E Mb ou EDUCATION...... 20 Mingala O M B E L L A - Mbari Zémio M P O K O Rafaï EMERGENCY ...... 21 Carnot B A S S E Bangassou M A M B E R E - BANGUI K O T T O TELECOMMUNICATION...... 21 K A D E I Boda L O B A Y E Mobaye Ouango FOOD SECURITY...... 22 Berbérati Kadei Mbaïki D E M O C R A T I C S A N G H A HEALTH...... 23 Nola M B A E R E R E P U B L I C NUTRITION ...... 24 Salo Gemena Mongala O F T H E C O N G O PROTECTION...... 25

CAMEROON i Buta g n SHELTER AND NON FOOD ITEMS...... 26 a b Lisala U WATER, SANITATION AND HYGIENE (WASH)...... 27

Impfondo Congo Ouesso ACCOUNTABILITY AND RISK MANAGEMENT...... 28

CONCLUSION AND WAY FORWARD ...... 32 C O N G O Kisangani ANNEXES...... 33 Boende Owando Mbandaka 100 km

National capital Disclaimers: The designations employed and the presentation of material on this map do not Prefecture capital imply the expression of any opinion whatsoever Populated place on the part of the Secretariat of the United International boundary Nations concerning the legal status of any country, territory, city or area or of its authorities, 1 Indeterminate boundary or concerning the delimitation of its frontiers or Prefecture boundary boundaries. 1. Final boundary between the Republic of Sudan and the Republic of South Sudan has not yet been determined.

Creation date: 16 Jan 2014 Sources: UNCS, ESRI, FAO, NGA, UN OCHA Feedback: [email protected] www.unocha.org www.reliefweb.int 7 | CHF Central African Republic Annual Report 2014

CHF 2014 DASHBOARD FOREWORD

2014 has been an intense year for the Central African In 2014, the CHF has also endeavoured to strengthen KEY FIGURES ALLOCATION BY CLUSTER Republic. Marked by a renewed humanitarian crisis, it has its internal structures through the strengthening of its witnessed important movement of population inside and management framework and the launch of an online US$38.4 million outside of the country and has called for humanitarian database. The development of a risk management contributed to CHF Cluster Project Funding ($) % Total actors to rapidly scale-up their activities, in some cases framework and the revamping of its allocation mechanism Multicluster 1 2 3 4 5 6 7 8 9 10 7.1 M 26% to return to the country to resume their activities to assist represent key milestones achieved in 2014. I am also very WASH 1 2 3 4 5 6 7 8 9 10 4.7 M 17% 2.5 million people in need of assistance. Due to the scale- appreciative of the commitment of the CHF partners to 10% contribution 1 2 3 4 5 6 7 towards SRP 2014 secured funding $378M Protection 3.6 M 13% of the crisis and the need for an urgent humanitarian take on with these changes. Moreover, the CHF this year Health 1 2 3 4 5 3.5 M 13% response, the IASC decided in late December 2013 to also took an additional objective to contribute to enhancing Shelter and NFI 1 2 3 4 2.5 M declare the Central African Republic a L3 emergency. the capacity of national NGOs through capacity building US$27.1 million 9% approved allocations Food security 1 2 3 4 1.8 M 7% This decision supported the mobilization of resources activities and funding to improve the response capacity

Nutrition 1 2 3 4 5 6 7 1.4 M 5% and the strengthening of the humanitarian leadership and with a funding level which has more than doubled between

33 partners Education 1 1.4 M 5% coordination mechanisms to cope with the magnitude and 2013 and 2014. These achievements pave the way for the supported (29 NGOs and 4 UN agencies) Coordination 1 0.5 M 2% the scale of the needs in a complex environment. year to come to continue these efforts to ensure the CHF

CCCM 1 0.4 M 1% remains a relevant funding tool in the context of CAR in

1 The donors, through the CHF have responded to the need support of the humanitarian coordination architecture and 60 projects Emerg. Telecom 0.2 M 1% supported Early Recovery 1 2 3 4 5 6 7 8 9 0.2 M 1% to scale up assistance. Their contribution through the in full accountability to the population we serve. CHF in 2014 is four times higher than the previous year Total 60 27.1 M 100% and the CHF is the fourth largest source of funding of the I would like once more to acknowledge and thank the 24 field site monitoring visits Source CHF, April 2015 Strategic Response Plan in 2014. With a total allocation of donors who contributed, and who have taken an active $27.1 million during the year, the CHF has demonstrated interest in the Fund. We will continue to work closely VAKAGA its ability and flexibility to scale-up its operations rapidly with them and other donors in the coming year, making SRP CONTRIBUTORS 2014 ALLOCATION BY AGENCY to support the efforts of the humanitarian partners using sure their contributions are put to best use in support of as needed its two distinct allocation mechanisms. In such prioritized humanitarian activities. I would also like to thank a context, the emergency reserve mechanism has proven the clusters and the partners who have strongly engaged to be an indispensable tool for the Senior Humanitarian with and contributed to the work of the CHF. Coordinator to react quickly to assist people in need. SOUTH SUDAN 3.5m Through various field visits, I have been able to witness VAKAGA 13% CHAD Its role as a pool funding mechanism has allowed donors what it means to receive CHF funding, to respond to the 2.4m with a limited presence in country to combine their financial crucial needs identified by the partners on the ground. The BAMINGUI-BANGORAN 9% Total SUDAN INGO 45 Projects HAUTE-KOTTO allocation resources to contribute to the humanitarian emergency protection and assistance humanitarian actors, clusters, CAMEROON OUHAM NNGO 8 Projects 0.3m $27.1m and relief operations and allocate the bulk of the funding NGOS and UN agencies, are providing is tremendous, is 2.2m NANA- 0.8m GRIBIZI million UN 7 Projects to NGOs to implement projects as validated by the clusters not only crucial for the population that it reaches, but above OUHAM 0.7m PENDÉ 1.2m MBOMOU and agreed upon by CHF Advisory Board in response to all, it is signal of hopes and solidarity all along the chain. 0.7m OUAKA HAUT-MBOMOU 21.3m OMBELLA 1.2m NANA- M'POKO KÉMO 78% the highest needs defined by the humanitarian community MAMBÉRÉ 1.5m BASSE- MAMBÉRÉ-KADÉÏ BANGUI KOTTO to reach the most remote corners of the country. It has LOBAYE 1.1m Source CHF, April 2015 further demonstrated its capacity to coordinate with other SANGHA- DEMOCRATIC MBAÉRÉ REPUBLIC OF funding mechanisms, such as the Central Emergency CONGO Response Fund (CERF) in a complementary manner.

Source CHF, April 2015 DONOR CONTRIBUTIONS SRP CONTRIBUTORS 2014

4% 1% 4% Netherlands 16.7m

10% Denmark 5.5m 31% 43% Norway 4.9m Total Total US, EC, UK 189,7m contributed Ireland 4.0m funds 10% CHF 38,4m $38.4 $379 3.7m 33,9m million Sweden million CERF 50% All others 116,5m United Kingdom 1.7m 9% 13% Switzerland 1.6m

14% Luxembourg 0,3m 10%

Source FTS, December 2014 Source FTS, December 2014

9 | CHF Central African Republic Annual Report 2014

EXECUTIVE SUMMARY

Increased needs

The context in the Central African Republic has shifted dramatically at the end of 2013 and throughout 2014 leading to a renewed humanitarian crisis characterized by a sharp increase in people in need further to multiple waves of displacement. At the beginning of year, 2.2 people were in need of humanitarian aid. People were affected throughout the country both in urban and rural areas. Such sharp increase in humanitarian needs has called for a rapid scale- up of the humanitarian operations in the country by partners with the support of donors.

Increased funding

With a total contribution of $407 million to the SRP, donors have demonstrated their strong commitment to support the response Credit: Gemma Cortès to the crisis that unfolded in CAR. With a total allocation of $27.1 million, in 2014 the Common Humanitarian Fund (CHF) has been practices and activities, the development of a risk management the fourth largest source of funding to the humanitarian operations framework and the roll-out of an online Grant Management System as devised in the Strategic Response Plan in 2014. In this context, (GMS) are among the key milestones achieved in 2014 to strengthen with the support of eight donors (Denmark, Ireland, Luxemburg, the fund’s performance. The CHF CAR has taken on a process to the Netherlands Norway Sweden, Switzerland and the United improve its ways of working to increase its effectiveness which will Kingdom), the CHF has played a key role as a pool funding continue in 2015. mechanism from an aid effectiveness perspective in a context furthermore characterized by very few donors based in country and an average contribution around four million dollars per donors. In a nutshell

Scaling up allocations In 2014 the CHF in CAR has demonstrated its capacity to stand ready in support of the humanitarian response. It further initiated a process of reforming itself by initiating the roll out of the CBPF In 2014, as an existing mechanism on the ground, the CHF has guidelines. The first steps to renovate the management of the CHF demonstrated its capacity to quickly absorb more funding and have been laid out throughout the year, notably with the adoption scale-up its activities under a short timeframe to respond to the shift of a risk management framework. 2015 will call to further this in the operational environment. It has been able to disburse $27.2 process, notably in aligning donors’ contributions and allocations, million to 33 partners across 11 clusters within nine months. All in strengthening the risk and performance management of the fund, all, at the time of writing this report and noting that some projects strengthening the capacity of local partners and linking with are still ongoing, the CHF has been able to reach with some form of resilience and development programming. assistance 1,212,504 people.

Increased partnerships

The CHF has also been able to work with a larger number of new partners in the country and further increase its support to national NGOs, with an increase in funding from 0.9 in 2013 to over two Further information on the CHF is available on the million in 2014. Often times, the CHF remains the sole source of following websites: funding of these partners who are the only actors who can access remote areas and provide the necessary support. Noting the need http://www.unocha.org/car to support the capacity of these partners and that more needs http://mptf.undp.org/factsheet/car to be done, the CHF has endeavoured to increase in capacity- building activities in both programmatic and financial aspects with the organisation of regular training sessions or on a one-to-one basis. The CHF has also improved its alignment with coordination mechanisms, notably the clusters, and has further aimed at strengthening the role of the Humanitarian Coordinator.

Upgrading internal systems

2014 has also been a year of initiating the reforming and upgrading of the CHF internal mechanism and practices. The introduction of the mini-call for proposal as a new modality together with the ‘rolling basis’ under the reserve, the further strengthening of its monitoring Humanitarian Context CHF Central African Republic Annual Report 2014 | 10 11 | CHF Central African Republic Annual Report 2014 Information on Contributions

HUMANITARIAN CONTEXT INFORMATION ON CONTRIBUTIONS

The humanitarian crisis in CAR that erupted in December 2013 Overview of contributions and in the region. Summit speakers stressed the SRP contributors in 2014 and continued in 2014 has affected the whole country leaving “The humanitarian community in CAR reiterates its com- unprecedented level of the humanitarian crisis ($ million) thousands civilians killed, more than 446.000 refugees in mitment to continue to provide humanitarian assistance to In 2014, donors have stand ready to support the in CAR, the scale of the emergency response neighbouring countries and internal displaced people (IDPs) that those affected by the crisis. The main focus of our humani- humanitarian response to the crisis in CAR. In to date, and the importance of having adequate culminated at 930.000 people at the peak of the crisis and are tarian strategy is to save lives and alleviate the suffering of 2014, contributions to the CAR CHF reached an funding for humanitarian actions. This event was 31% currently estimated around 400.000 at the end of 2014. people affected by the armed conflict […] however, it should all-time high with a total contributed amount at also a pledging conference and as a result, be noted that the current security conditions, characterized $38.4 million. Since the fund’s inception (2008- more Total This dire humanitarian situation has led the OCHA Emergency by looting and killings, jeopardize the delivery of assistance” 2014), a cumulative amount of $95.2 million than $200 million was pledged in humanitarian funds Relief Coordinator (ERC) to declare CAR as a level three (L3) has been contributed by eight donors. 2014 aid alongside over $280 million in development $379 emergency to support the scale-up of the humanitarian response aid. More than 90% of the humanitarian aid million Abdou Dieng, Senior Humanitarian Coordinator in CAR, High received in 2014 represent 40% of the total 50% to provide assistance to 43 per cent of the total CAR population. pledges were turned into contributions before level international meeting on humanitarian action in CAR, contributions received to date. Contributions to 9% This emergency level status has been extended throughout the year Brussels, January 2014 the fund more than quadrupled from $9,598,800 year-end, partly through the CHF. Between 23rd and was still effective at the end of 2014. While violence and killings and 26th June, the CAR crisis featured on the in 2013 to $38,434,598 in 2014. Combined with 10% exacerbated during the first half of 2014, it reduced in the second a carry-over of $2.3 million from 2013, and country based pooled fund booth of ECOSOC half of the year with the signature of Brazzaville agreement but earned interests of $21,080, the total amount of trade fair held in New York and opened by ASG/ US, EC, UK 189,7m continued in significant proportions however. With a total funding amounting $407 million, 3 011 656 people were funds available came up to $40.7 million. deputy SRG Ms Kyung-wha Kang. CHF 38,4m reached with humanitarian assistance CERF 33,9m The widespread killing of civilians, burning and looting of homes, Broadened donors base Timing of contributions All others 116,5m and other serious crimes complicated and amplified an already By the end of 2014, the humanitarian situation remains complex due protracted crisis that has been ongoing for almost three decades. to the political, security and the limited capacity of administration In 2014, eight donors have generously 41 per cent of the annual contributions to the The December 2013 crisis that started in the capital city of Bangui and judiciary system and destruction of social and physical CHF ($15,943,982) were received during the Source FTS, December 2014 quickly spread overall the country shifting from west to east. infrastructures. As a result, despite significant results achieved by contributed to the CHF. In comparison with 2013 the number of donors increased from three to first semester and 59 per cent ($22,490,616) CHFDonors in 2014 ($ million) Numerous clashes between the ex-seleka and anti-balaka groups the humanitarian ommunity in 2014, needs remain high in 2015 with during the second semester. 34 percent was in the west of the country have been compounded by clashes a total population in needs that is estimated to 2 million people eight. While Ireland and Sweden have renewed their continued support, the fund has seen the received in the last two months of the year and between armed herders and other armed groups in the centre of representing 43 per cent of the total annual the country. All of these security incidents continue to affect the A new SRP 2015 was launched in December 2014, for $613 million arrival of three new additional donors namely Denmark, Luxemburg and Switzerland. Donors contributions. This distribution pattern allowed 31% humanitarian situation overall the country with new displacements to deliver humanitarian assistance to an estimated 2 million people, organizing three allocations using 66 per cent such as DFID, Netherlands and Norway made Total or refugees in the Democratic Republic of the Congo (DRC). out of 2.7 million people in need in CAR. The 2015 SRP prioritizes of the total contributed amount in 2014. 34 per a new contribution after not having contributed funds delivery of services to newly displaced people, protection of cent was contributed at the end of 2014 did Despite the heightened security context that characterized 2014, civilians, access to basic essential services and resilience for IDPs. for a few years. $379 not allow for supporting the 2014 allocations, million the humanitarian community has strived to provide assistance However, serious problems remain, particularly due to logistical (i.e. but it helped strengthen the funds predictability 50% Increased Resource mobilization to basic services to those who were affected leading to some absence of road infrastructure) and security constraints that limit for the beginning of 2015 and prepare for a 9% improvements in Bangui and in the western part of the country. humanitarian access and delivery of assistance and protection. first allocation in January 2015 in line with the With the eruption of the crisis in December 2013 Strategic Response Plan. The first allocation 10% and the ensuing large scale humanitarian crisis, at the beginning of 2014 was organized using US, EC, UK 189,7m the United Nations declared the humanitarian the carry-over funding from 2013. The second CHF 38,4m crisis in Central African Republic an L3 and third allocations were initiated in April and 33,9m emergency on 11 December 2013. Parallel to September and were mostly fully aligned with CERF this declaration, two major donor events were donors’ contributions. The disbursement for All others 116,5m organised in the course of the year. On January each allocation was finalized with additional 20th a high level international meeting was held contributions which became available slightly Source FTS, December 2014 on humanitarian action in CAR in Brussels. The later, in May and June for the second allocation objective of this meeting was to report on and and in September for the third allocation. Strategic Objectives of the 2014 Strategic Response Plan take stock of the humanitarian situation and the emergency response occurring in the country Objective strategic 1 Provide integrated life-saving assistance to people in need as a result of the continuing political and security crisis, particularly IDPs and their host communities 1 Allocations and donor deposits ($ million) Donor contributions 2008-2014 ($ million) Objective strategic 2 Donor deposits Allocation Reinforce the protection of civilians, including of their fundamental human rights, in particular as it 45 SIDA Irish Aid DFID Netherlands 38,4m relates to women and children 40 Norway Denemark Switzerland Luxembourg 2 15 35 Objective strategic 3 12 30 Rebuild affected communities’ resilience to withstand shocks and address inter-religious and inter- 25 9 3 community conflicts 20 6 15 10,2 m 11,9 m 11,4 m 8,2 m 5,4 m 9,6 m 10 3 5 0 0 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Y' 08 Y' 09 Y' 10 Y' 11 Y' 12 Y' 13 Y' 14

Source: CHF TS, UNDP MPTF, April 2015 Source: UNDP MPTF, April 2015 Allocation Overview CHF Central African Republic Annual Report 2014 | 12 13 | CHF Central African Republic Annual Report 2014 Allocation Overview

ALLOCATION OVERVIEW

Overview of allocations Strategy of allocations CHF allocations type Overview of CHF Allocation Strategy and Planned Results in 2014 For the standard allocation modality, the main focus Three standard allocations, also called ‘special of all 2014 standard allocations was on the first two allocations’ and one reserve allocation were strategic objectives of the SRP: 2.1m Allocation Strategy & Results organised in 2014. 33 partners through 60 projects 1. Provide life-saving humanitarian multi-sec- 8% received funding for a total amount of $27.1 million toral package to IDPs and host communities, Humanitarian focus: Following the outbreak of violence and large displacement of population caused by intense fighting making the CHF the fourth largest contributor to migrants, and returning persons between ex-Seleka and Anti-Balaka rebel groups in Bangui, the north and east of the country, priority needs were based the SRP in 2014. In addition, the preparation for Total on the MIRA. More than 370,000 people were displaced in Bangui and more than 400,000 in the rest of the country. the first allocation of 2015 was initiated at the end allocation 2. Provide protection assistance to conflict-affect- Priority sectors & geographical priorities: In 5 provinces (Ouham, Ouham Pendé, Nana Mambéré, Ombella Mpoko, Nana of the year. Timely organisation of the allocations ed people, specifically vulnerable groups (e.g. $27m Gribizi) and Bangui with focus on displacement sites. Priority sectors were defined per province and include health, pro- was of great importance due to the evolution of unaccompanied minors, women, single-head- million tection, food security and water and sanitation. For displacement sites, the focus was on immediate water and sanitation, the humanitarian context throughout the year. In Special ed households and the elderly) food assistance, health, protection and communication with communities. a context where many donors are capital-based, Allocation 1 The allocation strategy for the first standard 25.0m Other criteria/priorities: the CHF as an in-country funding mechanism allocation was aligned with the results of the 92% (January 2014) Only accessible to NGOs as UN agencies recently had received CERF allocation constitutes a major advantage for donors not Multi-sectorial Initial Rapid Assessment (MIRA) Priority on extensions of existing projects present in the country. An overview of the main as prescribed further to an L3 declaration. This Maximum duration of projects of 6 months, no maximum amount per project needs and response strategies and results for exercise was validated by the Humanitarian Allocation result: 13 projects worth $5 million. More than half of the projects addressed the displacement crisis in Bangui each allocation are shown in the table at the end Country Team on 10 January 2014 and formed 50 projrcts because of the high needs in Bangui and deployment difficulties in the country. of this section. SA the basis of the revised 2014 Strategic Response Plan SRP). The definition of strategic priorities for ER 10 projects In 2014, the majority of the funding, 92 per cent Humanitarian focus: Further deterioration of the humanitarian situation especially in localities in the south and the south- the second and third allocations was based on the was allocated through the standard allocation east, which had not or little been affected by the violence in 2013. This allocation focused on reinforcing the return of SRP and consultations of intercluster coordination modality. Non-governmental organizations (NGOs) Source CHF TS, April 2015 humanitarian projects to people in need inside the country. The projects were asked to target the rural communities in and followed by consultations of the CHF Advisory received 87 per cent of the total allocated amount outside towns in the countries. In Bangui more than 200,000 people remained displaced, as well as 400,000 in the rest of Board and finalized with the endorsement by the out of which nine per cent were allocated to the country. Senior Humanitarian Coordinator. In 2014, the CAR national NGOs (NNGOs). It is one point less than in Priority sectors: Health, nutrition, water and sanitation, protection, shelter and non-food items and agriculture. CHF Advisory Board consisted of two UN agencies CHF allocations by agency type 2013 but in monetary value the amount allocation Geographical priorities: Outside of Bangui, all provinces except Mbomou and Haut-Mboumou. (WHO, WFP), two international NGOs (CCO, DRC), increased from less than a million to over 2.3 million Other criteria/priorities: one national NGO (Vitalité Plus), one donor as of Special allocated to NNGOs. Priority on multi-sector projects, covering large areas and axes outside towns mid-2014 (Switzerland) and ECHO as observer. Allocation 2 3.5m Partnerships with national NGOs receive priority The allocations were spread across the different (April 2014) Focus on new projects as opposed to the extension of existing ones For the Reserve modality, at the beginning of 2014, 13% clusters active in the country. 67 per cent of the Maximum duration of projects of 12 months, no maximum amount per project an innovation was introduced in the allocation funding received was allocated to 11 clusters. 2.4m Allocation result: 14 projects worth $9.8 million. All projects selected target areas outside Bangui, almost 70% cover axes strategy with the creation of ‘mini-appeals’ which Comparing to available funding received during 9% Total outside towns and 30% cover more than one prefecture. 30% were multi-sectorial projects, 90% of projects were new and was added to the existing allocation model based on the allocation period (January to October 2014), 98 allocation almost 70% of projects established a partnership between a national NGO and a UN agency or international NGO. a ‘rolling basis’ system. Under this new system, all per cent of the funding was allocated. The funding One project focused on the communities relocated from PK12 in Bangui to Moyen-Sido. Several projects focused on peo- stakeholders could notify the Senior Humanitarian $27.1m allocated late in the year was used to initiate at ple blocked in enclaves (Boda, Boganangone, Carnot). Coordinator of a humanitarian crisis or a critical the end of the year the first allocation for 2015. million response gap. After consultation with the Advisory Five clusters (WASH, Protection, Health, Shelter Board, the Humanitarian Coordinator approved Humanitarian focus: A humanitarian and security situation that is extremely worrying notably in the south-central, south- and NFI and Food Security) received 82 per cent the launch of a mini-appeal which consists of a 21.3m east, north and north-east of the country. More than 535,000 remain displaced in the country of which more than 110,000 of the total funding allocated. The funding was short description the type of project(s) needed 78% in Bangui. spread across 11 provinces with the bulk of the for a particular crisis or gap. Cluster coordinators Priority sectors: Protection, water and sanitation, shelter and non-food items, health, nutrition, education, CCCM, food funding targeted at high affected provinces such then forwarded the mini-appeal to their partners so security. as Ombella M’Poko, Ouham, Lobaye, Mambere that they could apply. A rapid technical review of Geographical priorities: Focus on the center of the country (Ouaka, Ouham, Kemo, Bamingui-Bangora, Ombella M’Poko), Kadei, Ouham Pendé and Kemo which received the projects submitted ensued to select the most INGO 45 Projects hotspots (enclaves) in different provinces and Bangui regarding durable solutions. over a million dollars US in assistance. Special appropriate and efficient project in response to the Other criteria/priorities: NNGO 8 Projects Allocation 3 needs identified. The mini-appeals under the 2014 Priorisation on multi-sector projects, covering axes outside towns (August 2014) Partnerships with national NGOs receive priority Reserve allocation are listed in the table below. UN 7 Projects Focus on new projects VAKAGA Source CHF TS, April 2015 Maximum 9 months and a maximal budget of $900,000 per project CHF allocations by sectors CHF allocations by geographic areas Allocation result: 24 projects worth $10.2 million. Almost all projects focusing on conflict areas including enclaves. Two wa- ter and sanitation projects focus on facilitating return of IDPs in Bangui. Three new national NGOs received an allocation Cluster Project Funding ($) % Total for the first time. Multicluster 1 2 3 4 5 6 7 8 9 10 7.1 M 26% WASH 1 2 3 4 5 6 7 8 9 10 SOUTH 4.6 M 17% SUDAN VAKAGA 1 2 3 4 5 6 7 1. Gap to install common telecom bases in the country Protection 3.6 M 13% CHAD

1 2 3 4 5 2. Emergency water and sanitation and education projects in Boda immediately after the attack of the town and Health 3.5 M 13% BAMINGUI-BANGORAN SUDAN 1 2 3 4 the de facto establishment of an enclave Shelter and NFI 2.5 M 9% HAUTE-KOTTO CAMEROON OUHAM Food security 1 2 3 4 0.3m 3. Water and sanitation projects in Kabo and Moyen Sido where people from PK12 in Bangui have been relocated 1.8 M 7% NANA- 0.8m 2.2m GRIBIZI Reserve Nutrition 1 2 3 4 5 6 7 4. A protection radio station project to connect communities in Bambari 1.4 M 5% OUHAM 0.7m PENDÉ 1.2m MBOMOU Education 1 1.4 M 5% 0.7m OUAKA HAUT-MBOMOU 5. Projects to facilitate the return of schools at the beginning of the new school year OMBELLA 1.2m NANA- M'POKO KÉMO MAMBÉRÉ Coordination 1 1.5m 0.5 M 2% BASSE- 6. Shelter projects that facilitate the return of IDPs from the M’Poko site in Bangui to their original neighbourhoods. MAMBÉRÉ-KADÉÏ BANGUI KOTTO CCCM 1 0.4 M 1% LOBAYE 1.1m Allocation result: 10 projects for $2.1 million in accordance with project criteria described in the mini-appeals. SANGHA- DEMOCRATIC Emerg. Telecom 1 0.2 M 1% MBAÉRÉ REPUBLIC OF CONGO Source CHF Technical Secretariat, April 2015 Early Recovery 1 2 3 4 5 6 7 8 9 0.2 M 1% Total 60 27 M 100% Allocation Overview CHF Central African Republic Annual Report 2014 | 14 15 | CHF Central African Republic Annual Report 2014 Fund Performance

FUND PERFORMANCE

At the end of 2014, in preparation for the 2015 Contribution to the Strategic Response CERF and CHF allocations in Timing of allocations role of the Senior Humanitarian Coordinator in the 2014 Project revision type first allocation, two changes were introduced into Plan 2014 by clusters management of the fund. A reinforcement of the the consultation process to define the allocation Food security In 2014, the CHF scaled-up its activities to manage priority analysis and strengthened implication of strategy. First, in order to decentralise the analysis Together with CERF, OCHA pooled based funds Protection a higher level of funding in support of the response the clusters allowed for better and more strategic of priorities closer, OCHA field offices were asked represented 18 per cent of the humanitarian Health to the large scale unfolding crisis in the country. decision making by the Humanitarian Coordinator. to organise a reflection with their partners at the response which is roughly equal to previous WASH Between January and August 2014, the fund has field level and report on the priorities per sector years. The CHF represented nine per cent of Shelter & NFI allocated a total of $27.1 million to 60 projects In addition, the fund has increased its funding and sub prefecture in their zone of operation and the total contribution to the Strategic Response Nutrition through both the standard and reserve allocation towards multi cluster projects as a way to support 36% in comparison with the most recent Humanitarian Plan as in 2013. It ranked the CHF as the fourth Logistics modality. Three ‘special allocations’, which are the intersectoral response to the needs of affected Needs Overview (HNO). Second, taking into largest funding sources for SRP projects in CAR. CCCM the equivalent to the standard allocation, were people. 64% account the information from the field offices, The CERF funding remained a significant funding Early Recovery organized on regular basis throughout the year. A cluster coordinators at the national level were In total, nine projects totalling a little over $7 million source of the strategic response plan with a Education first allocation was initiated in January to respond asked to detail the prioritised needs and desired (26% total funds allocated) were funded under contribution representing eight per cent of the Coordination to the immediate humanitarian needs from the response per cluster sector objective as outlined as multi sector projects. Lastly, new terms of total funding allocated to the SRP. Without food aid Multicluster unfolding crisis. A second allocation was launched in the CAR Strategic Response Plan. The result reference have been developed for the Advisory (mostly in-kind) the percentage adds up to 20. Emerg. Telecom at the end of March 2014 provided incentive for of these consultations further informed the 4,7m 11.4m organisations to deploy again inside the country. Board and at the end of 2014, while a few more development of the allocation strategy paper. A third allocation covered changed needs during strategic documents need to be revised to align CERF CHF the second half of the year. Reserve allocations with the operational guidelines, overall the CHF No Cost extension Complementarity with CERF funding Source CERF and CHF secretariat, took place in between to answer to specific and CAR has managed to undertake key steps in this April 2015 targeted needs. Allocation modalities were used in change management process and is increasingly No Cost extension + revision In 2014, the CERF has supported the humanitarian a flexible manner to ensure funding was allocated in line with other CHFs around the world. Total CERF funding allocated in 2014 by response in CAR through three allocations under CHF and CERF funding to the to emerging needs in a timely manner. The average the rapid response window amounting a total UN agency SRP disbursement rate is 46 calendar days from the Introduction of the Grant Management Source: CHF Technical Secretariat, April 2015 amount of $33.9 million. Two allocations were made submission to the disbursement stage for an NGO System (GMS) at the beginning of the crisis in December 2013 UNICEF 555.4m partner in the standard allocation. The contracting 10m process between UNDP as the managing agent and February totalling $18.4 million, in line with At the end of 2014, the Grant Management System and the partner took on average five days and an the L3 process timeframe. A third allocation was WFP (GMS) was launched in CAR after having been 8.5m additional 20 were necessary for the disbursement 2014 Project revision reasons approved also under the rapid response window in postponed in October for security reasons. The to be processed after the contract signature. For October 2014 for $14.3 million. The CERF funding UNHCR Grant Management System is an on-line system 5.3m UN agencies, the average disbursement rate is on provided support to most cluster and 49 per cent that encompasses the whole project and allocation average 5 days. 2% of the CERF approved funding supported the food FAO 3.8m cycle, from the submission to the reporting stage. All security, health, protection, shelter and NFI and 195.1m 334.7m stakeholders directly intervene in the system which WASH clusters. Support to strengthening the role of the HC tracks all steps of the process. The Humanitarian UNFPA 2m 124m and the coordination system Financing Team, partner organisations and cluster Both the CERF and CHF geared the bulk of their 62.6m 86m coordinators and co-facilitators were trained to 24% IOM 1.7m 38.4m funding in 2014 towards the most critical needs. In 6.1m 9.7m 7.9m 33.9m Through its activities, the CHF pool funding use the system. Quarterly workshops have been some instances like for the protection and the wash 7.1m WHO 1.6m 2012 2013 2014 mechanism has supported the strengthening organized for partner organisations but also for non- cluster, the funding allocated was almost equal. of the coordination system. The introduction of partner organisations including national NGOs. 47% Complementarity was ensured first and foremost Other UNDP 0.9m CERF CHF Funding Requirement OCHA global operational guidelines has brought The GMS training was held in December when the through the funding recipients: 83 per cent of progressive change in the management of the fund management team, partner organisations and the CHF funding went to NGOs while the CERF Source, CHF Technical Secretariat cluster coordinators were formed with technical 27% Source: CERF Secretariat April 2015 fund. This helped to formalise the allocation funding went the UN agencies where subgranting and CERF Secretariat, April 2015 process but also helped define more clearly the support from OCHA Geneva. Sixty participants to partners was limited. Furthermore, Food aid was role of the several fund’s stakeholders, notably from fifty organizations including OCHA and supported by the CERF. the role of cluster coordinators, and reinforce the UNDP involved in the management of the fund.

Security issues Security & Logistic issues Overview of the CHF allocation process CHF administration fees Replanning (in number of days) Delayed disbursement

Proposal submission to HC 1rst Step approval 21 Working days CHF Technical Secretariat $478,649 Source: CHF Technical Secretariat, 2nd Step (OCHA) April 2015 HC approval to contract 03 signature by UNDP Administrative Agent (AA) $384,346 (UNDP/MPTFO) 3rd Step UNDP contract signature to contract signature by NGO 02 Managing Agent (MA) for NGO $1,550,013 contracts (UNDP) 4th Step NGO contract signature to Bank Charges $599 20 disbursement Total $2,413,607 5th Step Process duration 46

Source, CHF Technical Secretariat, April 2015 Source CHF technical Secretariat, MPTF, May 2015 Fund Performance CHF Central African Republic Annual Report 2014 | 16 17 | CHF Central African Republic Annual Report 2014 Allocation Results Per Clusters

Its introduction aims to reinforce implication of the clusters during allocation process and the CHF Technical Secretariat monitoring of projects and its further roll-out will continue in 2015. In 2014, the strengthening of the joint unit composed of staff from OCHA and UNDP, set-up in Project revisions 2013 continued. The sheer increase in activity over the year due important activity increase to answer A total of 45 revision requests were submitted the needs emanating from the renewed crisis was in 2014. 29 revisions (64 per cent) were no- supported by additional ‘surge’ staff that came on a cost-extensions and 16 requests (36 per cent) temporary basis to absorb the increased workload. included both a no-cost-extension and a project At the end of 2015, a recruitment process has revision. The reasons of these requests were been launched to increase the number of staffing articulated mainly around the question of security in the unit. and access (74 per cent combined) due to the conflicts between different armed groups and the banditry on the road axes, and as well rapid change in the humanitarian context during the project’s implementation. During the year, based on an analysis of the projects’ revision, specific criteria were developed and shared with partners to organize the submission and review of projects’ revisions.

Capacity building

In the CAR context, strengthening the capacity of partners consists first and foremost in the training or partners, either on a bilateral basis or through the organisation of dedicated training sessions. Taking into account the context in CAR which is characterized by a very high level of staff turn- over in partners organization both on the financial ALLOCATION and programmatic side, information-sharing and capacity building activities on CHF related issues is an indispensable mechanism to maintain a PER CLUSTERS regular communication. Additional cluster-specific activities have been carried out upon clusters’ request. Training sessions have been organized throughout the year and were aligned with the allocation schedule. Topics covered ranged from training on how to apply to the CHF dedicated to all eligible applicants, to the financial and technical This section presents an overview of the results achieved by the rules and requirements of a CHF grantee. In ALLOCATION projects funded by the CHF and was prepared in collaboration with addition, with the roll out of the Grant Management the CHF in 2014-funded partners, the clusters coordinators and System, dedicated training sessions were co-coordinators. organized for partners and clusters on the use of the system during an allocation process. RESULTS PER The results presented in this section captures the achievements of the projects funded and ongoing in 2014. These results have been Management and administrative costs collected at the project level and further aggregated using standard CLUSTERS output indicators. In 2014, a total of $2.4 million from donors’ contribution was used for management and Results have been collected until March 2015 based on both the administrative costs for the operations of the CHF interim and final narrative reports submitted by partners. A total of CAR. This includes the costs of the Administrative 44 reports have been used to develop this section and as such, Agent, the Technical Secretariat (TS), the Managing presents a realistic overview of the results achieved over this peri- Agent and the bank charges. od. At the time of writing, 29 projects are still ongoing, the majority of which will be completed by mid-2015. Allocation Results Per Clusters CHF Central African Republic Annual Report 2014 | 18 19 | CHF Central African Republic Annual Report 2014 Allocation Results Per Clusters

CAMP COORDINATION AND COORDINATION CAMP MANAGEMENT (CCCM)

Activated in January 2014, the Camp Coordination and Camp In 2014, the CHF has allocated approximately $500,000 in support of Management (CCCM) cluster focused its activities on the following the Rapid Response Mechanism (RRM), a UNICEF-led mechanism in objectives for the year: collaboration with OCHA, the clusters and its implementation partners 1. The humanitarian assistance of affected populations seeking a (Solidarités Internationale, PU-AMI, ACF, ACTED, IRC). The aim of the RRM is safe haven in displacement sites and transit centers is well-man- to reach affected populations in the country, especially in place where due to aged and coordinated, responding to life-saving needs and aiming security and access constraints there is virtually no humanitarian presence. towards international standards. The RRM acts as a ‘last resort’ mechanism to provide life-saving assistance as fast as possible and help lay the ground for more sustainable and longer 2. Representative and functioning communication and leadership term assistance provided by other partners. structures are in place and supported in displacement sites and transit centers; all affected, especially vulnerable populations are The CHF funding has contributed to strengthen monitoring and early warning involved activities around humanitarian needs and provide short-term and critical assistance to populations in need. More specifically, through its implementing 3. Facilitating returns through effective information dissemination and partners, the RRM has achieved the following results throughout 2014: 12 in close collaboration with other humanitarian actors to ensure that exploratory missions to assess humanitarian needs and 49 Multisectorial peace and reconciliation, livelihood, shelter and other required evaluations which in turn led to 34 WASH and NFI interventions. In total over social infrastructure measures are in place, in addition to ensuring 122,000 people were reached with NFIs and WASH assistance, from which measures are in place for site closure. 51% were women, 17% were children from 0 to 59 months and 10% elderly over 50. Missions took place in the following prefectures: Ouham, Ouham Within this framework, the CHF funded under the third Special Allocation Pende, Nana Mambere, Mambere Kadei, Ombella M’Poko, Nana Gribizi, one project implemented by the Danish Refugee Council (DRC) in Ouaka, Mbomou. support of the cluster activities. The project focused on the Ouham $399,110 province targeting 32 sites (30 initially planned) in the Batangafo, Kabo $497,550 Furthermore, in 2014, the RRM has been fully integrated in the humanitarian and Bouca areas, targeting a total population of 57,614 people. coordination mechanisms, being a permanent member of the InterCluster CHF allocated funding CHF allocated funding and through regular information-sharing with the humanitarian community of The aim of the project was to strengthen CCCM mechanisms in the the data and findings collected, in different foras at central and decentralized targeted areas, improve the assistance provided to IDPs to meet their levels. An estimated number of 50 humanitarian partners benefit on a regular basic needs, improve the protection and safety of the IDPs and facilitate basis of the information produced by the RRM that informs their programming. voluntary and durable return through information-sharing and set-up of CHF Partner This process has enabled to launch responses in areas assessed by the CHF Partner accompaniment measures for the return. The modus operandi of the RRM in clusters not covered by the RRM. Connections with other clusters project was to set-up four site management mobile teams to cover the UNICEF have also been strengthened and the mainstreaming of protection and DRC different sites targeted. humanitarian access were improved. With the support from OCHA, Clusters were integrated in its strengthened Steering committee (Comité de Pilotage), and the RRM could enhanced its advocacy towards international forces Key Results 1 1 through better linkages with the Civil military coordination (CIMCOORD). Indicators as well as questionnaires used by RRM teams for MSA have been CHF funded projects CHF funded project reviewed by all Clusters in order to ensure relevance of information being Output indicator Planned Reached % collected. By the end of the year tablets were distributed to the implementing # of drainage, sector level site consider- 27 16 59% partners in order to facilitate the data collection, and to reduce the time of ations, and/or contingency measures, are reporting. The target in terms of timeliness of the response has been 10 put in place in anticipation of the rainy to 15 days. Nevertheless, this has been possible only when there were no 57,614 season constraints in terms of logistics and security access. In 2015, RRM has Affected people reached with assistance # of sites for which a communication strat- 60 80 133% 122,065 planned to develop a tool (Activity Info), which will allow analyzing the egy is prepared and implemented timeliness of the response. Affected people reached with assistance Women: 29,376 Return committees (comité de crise) are in 70 90 129% Key Results place and supported Male: 59,812 Men: 19,803 Output indicator Planned Reached % Female: 62,253 Girls: 4,302 Total beneficiaries NFIs 60 249 85 183 141% Boys: 4,133 Total beneficiaries WASH 26 086 36 882 141% # kit d’outils et de méthodologies harmonisés 1 1 100% (outils MSA) d’analyse des vulnérabilités et de ciblage des zones dans les situations de 100% Reporting rate (0 projects ongoing) déplacement/retour 100% Reporting rate (0 project ongoing) Mise à disposition auprès de la communauté 1 1 100% 100% INGO 0%NNGOs 0%UN agencies humanitaire d’une cartographie des zones 0 % INGOs 0 %NNGOs 100 %UN agencies Locations: OUHAM avec analyse des vulnérabilités sectorielles (en Locations: Multi-Préfectures collaboration avec les clusters) Rapports de missions exploratoires diffusés 20 12 60% auprès de la communauté humanitaire. Rapports de MSA diffusés auprès de la 40 49 123% communauté humanitaire Allocation Results Per Clusters CHF Central African Republic Annual Report 2014 | 20 21 | CHF Central African Republic Annual Report 2014 Allocation Results Per Clusters

EDUCATION EMERGENCY TELECOMMUNICATION

The Education cluster focused its strategy on the four following objectives: As part of the emergency response to the crisis, the CHF has allocated funding under the emergency reserve at the beginning of 2014 to support • -Contribute to the survival of IDPs, host communities, returning persons the critical activities of the Emergency and Telecommunication cluster which and refugees through training of children, youth and adults in good has been reactivated in December 2013. Funding was allocated to one practices on safety, hygiene and basic principles of health. project implemented by the World Food Programme (WFP). The aim of the programme was to provide the humanitarian community with emergency • Contribute to the protection of children and youth affected by the telecommunication and data services to allow humanitarian organizations conflict through psychosocial support, prevention of SGBV, training to better coordinate, respond and provide life-saving assistance to people on human rights, and education activities in schools and temporary affected by the crisis. The project supported the development of such learning spaces. services in Bossangoa, Bouar and Paoua, including the re-establishment of • Support access to education activities for children in return and affect- the damaged communication centers in these three locations. The project ed communities was implemented in partnership with OCHA, UNDSS, UNHCR and UNICEF. • Support the restoration of the education system in a way that promotes reconciliation and peacebuilding Key Results The crisis led to more than 362,000 displaced children, aged 3-18, without access to education and protection that safe learning environments can offer in emergencies. Furthermore, many schools remained closed or with extremely reduced attendance rates. Damaged schools needed to be Output indicator Planned Reached % rehabilitated and provided with school furniture and teaching and learning # of deployment in collaboration with 3 3 100% materials. Recognizing the importance of education activities in humanitarian UNDSS of critical VHF/HF equipment in settings to uphold education as a basic human right, the CHF has allocated order to re-establish the COMCENs that over 1.3 million to seven education projects across crisis affected areas. The were looted in these locations. cluster strategy using CHF funding included working with two national NGOs $1,382,340 # of data connectivity (VSAT/ISP) 3 3 100% partners with 29% of the total funded allocated. The support focused on $219,264 services re-established in all three CHF allocated funding Education in Emergency (EiE) activities ranging from temporary learning identified locations with VSAT and Wi-Fi spaces, school rehabilitation, return of teachers to their duty stations, CHF allocated funding equipment. distribution of school kits, training of community teachers to addressing trauma faced by children. CHF Partners ACCM, INTERSOS(4), UNICE F, Vitalité + Key Results CHF Partner

Output indicator Planned Reached % WFP # of incidents registered 3 200 4 514 141% 7 # of persons raped registered 500 323 65% CHF funded projects # of persons assisted legally 7 300 7 115 97% 1 # of armed children demobilised 895 431 48% # of friendly spaces fonctional 12 13 108% CHF funded project # fo youth club operational 35 35 100% # of persons trained on protection 6 198 2 214 36% # of children accessing PSS activities 19 500 47 998 246% 55,896 and services 35 Humanitarian partners provided with Affected people reached with assistance # of people directly reached by the 57 300 86 670 151% community based initiatives Emergency Telecommunication services male: 5,143 female: 4,065 Boys: 24,422 Girls: 22,266

57% INGO 29%NNGOs 14%UN agencies 100% Reporting rate (0 project ongoing ) Locations: Bangui, Haute kotto, Kémo, Lobaye, 00 % INGO 00 %NNGOs 100 %UN agencies Nana-Gribizi, Ombélla Mpoko, Ouaka, Locations: Ouham, Ouham Mpéndé, Nana-Mambéré Ouham, Ouham Péndé Allocation Results Per Clusters CHF Central African Republic Annual Report 2014 | 22 23 | CHF Central African Republic Annual Report 2014 Allocation Results Per Clusters

FOOD SECURITY HEALTH

Analysis of the consequence of the crisis in the Central African Republic The strategic objectives for the Health cluster within the SRP 2014 show that the food security situation in the country has seriously deteriorated were as follow: since the end of 2013, in one of the poorest country in the world. Both rural and urban areas were affected. An estimated 1.6 million people were 1. Provide emergency health services (preventive and curative), including identified as in need of assistance in 2014, requiring as a priority intervention support for chronic diseases, reproductive health, trauma care, infant to carry out immediate life-saving food assistance and ds=distribution of newborns, child health and nutrition services to affected community seeds and tools to help rebuild livelihoods. 2. Increase the functioning capacity of primary and secondary health In 2014, the objectives of the cluster in the strategic response plan were the facilities affected by conflicts through rehabilitation and setting up of the following: package of minimum of activities

• Provide life-saving assistance to IDPs and other severely food insecure Through the funds allocated, six International NGOs, 2 national NGO and 2 people by ensuring access to food UN agencies operating in the health sector contributed to the achievement of the first and the second objectives. Key activities included: • Enhance social safety nets and ensure access to productive assets for returnees and other food- insecure people affected by the conflict • Providing primary health care services to people in enclave (Boda), • Assist affected communities in rebuilding their livelihoods and reinforce two IDPs sites in Bangui (Mission Carmel and Père Comboniens), and their resilience to further shocks, by strengthening their social and eco- 16 very severely affected sub prefectures ( 4th, 5th and 6th health nomic infrastructure and their agro-ecological capital. Support activities districts in Bangui; Bozoum, Bossemptélé, Berberati, Nola, Bakouma, fostering social cohesion and local governance with the ultimate aim of Rafaï, Bogangolo, Ndékoa, Mala, Ndjoukou, Bimbo and Bégoua, Kaga contributing to building peace. Bandoro). In 2014, the CHF allocated almost 1.8 million dollars to the projects • Providing secondary health care services to children under 15 in need supporting the strategy of the food security activities. The majority of the of surgery at the Pediatric complex of Bangui. $1,786,844 funding was allocated in the second and third allocation. $3,502,813 In each instance CHF was the main if not the sole funding contributor to ensure service delivery to affected people. The areas targeted for CHF CHF allocated funding Through five projects, CHF funding has helped contributed to these three CHF allocated funding project funding were identified by the health cluster partners within the objectives by providing assistance to over 86,000 people in need. Assistance sector priorities prior to the launch of CHF allocation. ranged from providing food assistance to severely food insecure populations, improving access to essential agricultural inputs to increasing pruchasing By helping to fill the gaps in the health sector response, CHF played a key power of vulnerable households. The projects also played a role in fostering role in achieving the Health cluster outcomes and objectives. social cohesion in communities of intervention. CHF Partners Key Results CHF Partners In addition, the Food Security cluster has been at the forefront of supporting ACF, NRC, JUPEDEC, COHEB, FAO national NGOs with 20 per cent of the funding allocated to local organisations. ACDES, ALIMA(2), EMERGENCY, MDM, PU-AMI, UNICEF Output indicator Planned Reached % Key Results # of children vaccinated against 4 851 6 520 134 measles Output indicator Planned Reached % # of people covered by basic health 352 304 160 977 46 5 # of surface cultivated (ha) 13 236 14 486 109 7 services # of persons trained on agricultural 400 718 180 # of people covered by secondary 21 502 35 454 165 CHF funded projects techniques 7 CHF funded projects specialized health services # of households recievind seeds 12 000 15 350 128 # of prenatal consultations 19 132 8 175 43 # of people receiving cash 21 21 100 # of medically assisted deliveries 300 743 248 transfers # of malnurished children screened 4 587 4 658 102 # of people receiving food 1 200 1 350 113 assistance # of malaria agent recieved refresher 275 73 27 training 333,640 # of persons who recieved IEC mes- 357 845 149 812 42 86 559 Affected people reached with assistance sage Affected people reached with assistance Male: 97,648 male: 29 000 female: 31 542 Female: 63,672 Boys: 84,365 Boys: 13 368 Girls: 87,955 Girls: 12 649 100% Reporting rate (0 projects ongoing) 75% Reporting rate (1 project ongoing) 64 % INGO 18 %NNGOs 18 %UN agencies 60 % INGO 20 %NNGOs 20 %UN agencies Locations: Bangui, Haute Kotto, Kémo, Lobaye, Locations: Basse kotto, Kémo, Ouham, Nana Gribizi, Ombella M’Poko, Ouaka, Multi-préfecture. Ouham, Ouham Pendé Allocation Results Per Clusters CHF Central African Republic Annual Report 2014 | 24 25 | CHF Central African Republic Annual Report 2014 Allocation Results Per Clusters

NUTRITION PROTECTION

In 2014, the funding allocated through the CHF helped support the following In 2014, a total of four projects were funded under the protection cluster elements of the cluster’s strategy: as well as three projects funded in 2013 which were mostly implemented in 2014. In addition, a number of multisectoral projects integrated protection activities. As a result, in addition to the 3.6 million allocated to protection • Strengthening the quality of nutrition care of children (boys/girls) and projects, another 1.6 million has been allocated to fund protection women. This includes: conduct active screening at community levels mainstreaming activities in projects funded under other clusters. and in the enclaves, support the management of severe/moderate acute malnutrition (SAM/MAM), supplement SAM children and pregnant As a result, and recognizing the centrality of protection in humanitarian and lactating women; train and equip health workers action in general and in the CAR context in particular, the protection cluster • Scaling-up the community-based Management of Acute Malnutrition received approximately 20 per cent of the total funding allocated and as (CMAM) approach in priority areas selected by the nutrition cluster for such was the second largest the largest amount of CHF funding. Specific intervention. These include: Bangui, Ouham, Ombella M’Poko, Ouham projects were funded to address child protection and gender-based violence Pende, Ouaka, Basse-Kotto, Vakaga, Nana-Mambere, Sangha Mbaere issues. All the projects aimed at supporting the attainment of the following and Kemo. key objectives of the protection cluster in the 2014 as part of the strategic • Procurement and supply of nutrition partners with material and thera- response plan: peutic food for SAM management. 1. Ensure life-saving protection response Overall, the funding allocated by the CHF in helped to cover gaps and saved lives of malnourish children and women in the targeted areas including 2. Prevent and respond to protection risk linked to insecurity, violence enclaves. It further helped to minimize the risk of stock out and reinforce the and displacement in areas of origin and displacement and mainstream contingency stock. In addition, CHF funding helped the community-based protection principles into humanitarian response Management of Acute Malnutrition (CMAM) approach to be scaled-up in selected priority areas. Notably, the CHF funding has boosted the nutrition $3,611,166 3. Strengthen response to victims of violence and human rights violations $1 442 239 supply contingency plan and has contributed to the scaling up of CMAM and improve their access to services Enhance resilience of communi- CHF allocated funding in new areas such as Vakaga and other areas most affected by insecurity CHF allocated funding ties in particular women, children and isolated elderly to cope with and including Yaloke, Batangafo, Boguila and the Ombella Mpoko peri-urban respond to protection risks and violations area. In 2014, the share of projects implemented by National NGOs increased significantly with three partners receiving funding to implement protection Looking forward, there is a continuous need to increase efforts to continue activities. CHF Partners ensuring that available resources reach the most vulnerable children and CHF Partne rs women in affected areas, and that effective coverage of nutrition services AFEB, COOPI(2), DRC(3), FSD, JUPEDEC, ACF, AHA (2), UNICEF is achieved. Key Results REMOD, S C CHF funding also helped to admit, treat and monitor SAM and MAM patients Output indicator Planned Reached % (boys and girls) and re-opened SAM and MAM management sites and # of incidents registered 3 200 4 514 141% trained health workers on IMAM. Access to quality integrated management 10 4 of severe acute malnutrition in the targeted areas will need to be further # of survivors of rape assisted 500 323 65% CHF funded projects CHF funded projects strengthened in 2015 in support of increasing the effectiveness of the # of persons assisted legally 7 300 7 115 97% nutrition response. # of armed children demobilised 895 431 48% 149,857 # of friendly spaces fonctional 12 13 108% 80 474 Key Results Affected people reached with assistance # fo youth club operational 35 35 100% Affected people reached with assistance # of persons trained on protection 6 198 2 214 36% Female: 6 382 Output indicator Planned Reached % Male: 55,094 # of children accessing PSS activities and 19 500 47 998 246% services Boys: 36 229 # of women and chilren screened on 104 233 80 474 77% Female: 32,100 Girls: 37 863 SAM and MAM Boys: 30,568 # of people directly reached by the 57 300 86 670 151% community based initiatives # of women and children treated for 26 769 23 891 89% Girls: 32,095 MAM 75%# of women and children treated for 5 977 4 888 82% SAM Reporting rate (2 project ongoing) 75% # of health and nutrtion staff are 167 177 106% 80% Reporting rate (01 project ongoing) 75 % INGO 0 %NNGOs 25 %UN agencies trained on the protocol on integrated Management of acute malnutrtion 88 % INGO 21%NNGOs 01 %UN agencies Locations: Kémo, Lobaye, Multi-prefecture, (IMAM). Locations: Haute Kotto, Kémo, Lobaye, Ombella Ombélla Mpoko # of health staff trained in early child 54 54 100% Mpoko, Ouaka , Ouham, Ouham Péndé, V akaga diagnosis for HIV/AIDS Allocation Results Per Clusters CHF Central African Republic Annual Report 2014 | 26 27 | CHF Central African Republic Annual Report 2014 Allocation Results Per Clusters

SHELTER AND WATER, SANITATION AND NON FOOD ITEMS HYGIENE (WASH)

In 2014, the cluster’s objectives were the following : The strategic objective for the WASH cluster within the SRP 2014 was - Emergency shelter support and NFIs are provided within three months the following: and before the rainy seasons to meet the needs of displaced persons 1. Provide access to safe water, sanitation and hygiene for people in emer- living both in urban and rural areas in spontaneous and organized sites. gency need - Collective shelters are constructed in various transit locations. Public buildings such as non-functional schools, churches, hospitals vacated 2. Provide reliable and sustained access to sufficient safe water through by IDPs returning to their place of origin are repaired and rehabilitated. the establishment of sustainable management structures for the most - Stocks of shelter materials as well as domestic household items are heavily used water sources, and the development of sustained house- available in adequate quantities for distribution in case of extreme hold water treatment strategies weather conditions or contingency measure. 3. Provide reliable and sustainable access to environmental sanitation - all - Shelter repair kits are distributed to families returning to their area of sanitation programs must be coupled with sustained hygiene promotion origin. for the target population - Basic domestic household items are provided in a timely manner to Through 11 projects allocated to eight partners, all of them NGOs, the meet the needs of displaced families living with host families. CHF participated in achieving objectives 1, 3 and 4 by: To meet these objectives in 2014, the CHF allocated a total of USD • Providing WASH services to people in enclave (Yaloke, Boda) and relo- 2.5 million to support six projects in six geographic areas. In total, cated from PK12 neighborhood to Moyen Sido and Kabo. approximately 31,000 displaced persons received some assistance. Based on the reports received, these projects served approximately • Providing or ensuring the continuation of WASH services to IDPs in 23,650 people with emergency non-food (including emergency shelter) Boda, Carnot and in Bangui by restoring solid waste disposal capacity items. and secondary collection services to IDPs sites. $2,590 531 $4,751,423 • mproving access to water and hygiene promotion awareness to return- ees and IDPs in host communities in Bangui, Yaloke, Boda, Carnot, CHF allocated funding In addition, six owner-driven housing reconstruction projects were funded through CHF through the intervention of ACTED, CRS, DRC, CHF allocated funding Ouham, Ouham Pende and Nana Gribizi IOM and PU-AMI. These projects trained 1 818 persons in building techniques, 4,844 households were supported during the reconstruction In each instance CHF was the main and sometime the sole funding of their house contributor to ensure affected communities received WASH support. CHF Partners CHF Partners This targeting was the result of WASH partners’ consultation to identify ACTED(2), CRS, DRC, IOM, PU-AMI Key Results ACF(2), ACTED(2), DRC, INTERSOS, sector priority prior to the launch of CHF allocation and the access IRC(2),MC, Oxfam GB, Tearfund to CHF reserve for priority needs not covered by other donors (Boda Output indicator Planned Reached % enclave and relocation of pk12 families to Moyen Sido and Kabo). # of persons trained on building techniques 1 000 1 818 181,80% 6 11 By covering gap in the response CHF played a key role in achieving # of persons assisted to return in 22 584 26 380 116,81% WASH results. CHF funded projects communities CHF funded projects # of households who benefited from shelter 4 000 2 698 67,45% items Key results # of persons who benefited from NFI items 23 604 23 650 100,19% Output indicator Planned Reached % # of shelters built 4 500 4 844 107,64% # of water points built/rehabilitated 175 189 108% 31,388 294700 # of water point commitees created, 136 169 124% trained and supported Affected people reached with assistance Affected people reached with assistance # of training of handymen for water 140 242 173% male: 10,238 male: 87 834 pumps female: 10,902 female: 103 873 # of new or rehabilitated latrines 135 135 100% Boys: 5,352 Boys: 49 605 # of showers constructed 30 30 100% Girls: 4,896 Girls: 53 388 # of handwashing facilities installed 3 5 167% # of hygiene kits distributed 2700 3069 114% # of waste disposal areas 3 5 167% # of people sensitized 54530 49908 92% 100% Reporting rate (02 projects ongoing) 90% Reporting rate( 01 projects ongoing) 92% INGO 08%NNGOs 00 %UN agencies 100 % INGO 00 %NNGOs 00 %UN agencies Locations: Lobaye , Nana-Mambéré, Ombélla Mpoko, Locations: Bamingui Bangoran, Lobaye, Ombéla Ouham Péndé Mpoko, Ouham, Ouham Péndé Accountability and Risk Management CHF Central African Republic Annual Report 2014 | 28 29 | CHF Central African Republic Annual Report 2014 Accountability and Risk Management

ACCOUNTABILITY AND RISK MANAGEMENT

Monitoring & Reporting CHF monitoring and reporting rates in 2014 exercise, nine organisations were audited on the implementation of Due diligence 32 contracts for a total amount of $3,505,945. It has to be noted that Building up on the efforts deployed in 2013, the CHF continued to the prevalent insecurity in the country at the time of audit has been A formal due diligence process of NGO partners was triggered at the RE SPA1 SPA1 SPA2 SPA3 RE challenging in carrying out this process. No case of fraud has been end of 2014 with the launch of the GMS and the required registration strengthen its M&R activities following its two key strategic goals 2013 2013 2014 2014 2014 2014 during 2014: reported by Universal Consulting, during 2013 NGO audit. As result of partners to access the system. Due diligence is a procedure of # of projects 17 10 13 14 24 10 of the deteriorating of insecurity situation in the CAR, some equipment conformity within the framework of the process of capacity assessment funded loss has been reported to CHF unit in 2013. As a result of NGOs of the partners via GMS. It is an administrative formality to make 1. Increase accountability of the delivery of humanitarian aid by notifications, the Advisory Board was informed. sure that the partners are authorized legally to implement in Central demonstrating results, in accordance with the third pillar of the # of projects 9 2 4 3 3 3 African Republic. This conformity procedure includes the signature of IASC Transformative Agenda visited UNDP has followed up the audit recommendations by organizing field 5 declarations by each organization on the working basic principles # of projects - 10 1 12 19 5 visits, providing training to NGOs on programme and financial aspects 2. Facilitate information and lessons learned sharing especially to the as follows: i) Declaration of Previous or Pending Legal Processes; ii) ongoing (audit recommendation, budgeting, advances and reporting) to all HC, the Advisory Board and the clusters to inform decision-making. Declaration of conflict of interest; iii) Declaration of non-support for a Monitoring rate 53% 22% 31% 25% 8% 17% concerned organizations. As results of audit follow up, 37% 2013 NGOs UN designated entity; iv) Declaration of recognition of UN compliance Monitoring visits have been carried out on a regular basis throughout audit recommendations haven full implemented, 52% in progress, 11% activity; v) Declaration of accurate information. The initial round of due the year and as security allowed. The monitoring portfolio included Reporting rate 76% 100% 100% 100% 80% 100% withdraw. The audit of 2014 projects will take place in the first quarter diligence involved in total 70 partners. This exercise will be further all ongoing allocations 2014, thus including projects funded both in of 2015 and will cover 9 CHF projects, 22 NGOs/Implementing Partners carried out on a regular basis for any new partner registering in the (IPs) and 41 contracts signed between UNDP and NGOs. 2013 and 2014. In total almost 40 percent of all ongoing projects Source CHF technical secretariat, April 2015 GMS as a potential applicant. were visited. Monitoring of projects funded in 2014 will continue in 2015 as a large number of projects were still ongoing at the end Capacity assessments Project operational closure Losses and fraud of 2014. To answer the humanitarian needs emerging from the crisis, humanitarian In 2014, the CHF has carried out the programmatic closure of a total With regards to theft and loss, partners are required to report them to partners on the ground have had to scale-up their activities or for The number of monitoring visits has significantly increased between of 223 projects (73 projects in 2008, 70 projects in 2009, 53 projects the CHF. In this regard, for all 2014 projects, UNDP has reached out to partners to establish their presence in CAR, leading to a surge in the 2013 and 2014 illustrating the efforts carried out to improve the M&R in 2010 and 27 projects in 2011). This process was carried out in close all partners funded during the year, to remind them of this obligation number of new partner. Taking this operational aspect into account and activities of the CHF in CAR. Most monitoring visits were performed collaboration with the fund’s Administrative Agent, the UNDP Multi and collect all cases not reported. This exercise is ongoing and UNDP the need for partners to access and increase their presence in certain by the CHF technical secretariat together with a technical specialist Partners Trust Fund Office. This process will continue as a regular continues its efforts to receive the feedback from all the partners. To zones of the country, on request of the Humanitarian Coordinator, CHF from the cluster concerned by the project monitored. Given the CHF exercise in 2015 with the closure of 2012 projects. date, three partners are reported and the cases are being currently standard allocations have been open to all participating humanitarian technical secretariat staffing constraints combined with logistical handled by UNDP Country Office in accordance with its corporate organisations on the condition that a capacity assessment of the partner and security issues, the CHF relied on the expertise of experienced policy. In addition, this aspect will be further looked at as part of the Financial monitoring and reporting was carried out by UNDP. In 2014, 18 new partners have been cleared yearly audit of CHF funded projects which will be finalized in April 2015. OCHA Humanitarian Affairs Officers to perform some monitoring for CHF funding to participate on humanitarian response in CAR. This visits. Monitoring visits performed by cluster coordinators also In 2014, 23.6 million were allocated to NGOs across 53 projects. temporary measure has been instated due to the emergency of the Looking forward, a specific standard operating procedure on the supported the overall monitoring strategy. UNDP as the Managing Agent of the CHF organised the disbursement crisis will be further strengthened in 2015 through a further refinement handling of fraud and corruption and management of losses is being to partners, which took on average 25 calendar days. Subsequently, of the eligibility criteria of CHF partners. developed through UNDP’s current initiative across all UNDP Country In 2014, the CHF initiated efforts towards a more risk based financial reporting has been organised on a quarterly basis. A monthly Offices where it serves as the CHF managing agent, to develop global approach to monitoring of projects. In particular, attention has been report summarizing the financial status is prepared and shared with The process to move towards the Harmonised Approach to Cash harmonized CHF guidelines. These guidelines will specifically develop paid to visit partners that had not been visited before, first time CHF partners allowing for a regular follow-up. Further actions are taken to Transfers (HACT) system was initiated in 2012 by the United Nations a section on fraud and corruption and will lead to a better formalization partners and projects which performance was not optimal. Looking ensure timely financial reporting through capacity-building activities. agencies in CAR. As part of this process, a capacity assessment of and strengthening of current practices. In addition, these efforts are forward, in 2015, the CHF will continue strengthening its M&R The CHF Advisory Board is informed on a regular basis of the financial the financial capacity of implementing partners was carried out in supported by the recent finalization of the CHF CAR risk management activities through the strengthening of its risk-based management status of the fund. 2012 by an external and independent consulting firm based in Douala, framework which also looks at ways to strengthen the current handling approach, notably through the definition of more accurate sampling Cameroon. The main aim of this exercise was to determine the risk level of fraud as part of the CHF management. criteria based on projects and partners risk and performance. Audits associated with the financial management of each partner which in turn will determine the funding modality (direct payment or direct cash Risk Management Framework Reporting activities have been further enhanced in 2014 with the The premise of Non-Governmental Organization– (NGO) implementation transfer modality ) 106 partners and structures assessed and were is that UNDP is entrusting a government institution or a non- classified in four risk categories: high, important moderate and low. introduction of the CHF quarterly bulletin and the CHF Dashboard As part of the key accountability and risk management activities, governmental organization with the management of UNDP resources. as a mean to provide more regular information on the fund’s the CHF technical secretariat in collaboration with the other fund’s The overarching objective of the audit exercise, therefore, is to provide This assessment forms the baseline of the CHF in determining the risks activities on a regular basis. This is especially important in the stakeholders has embarked on the development of a risk management UNDP with assurance as to the proper use of resources. By extension, related to financial management of partners applying for CHF funding. framework. Using the methodology developed as part of the OCHA context of the CHF in CAR due to the fact that most donors are not the audit serves as an element of the project monitoring tools used by As the crisis disrupted the introduction of the HACT in CAR, as an present in country. global operational guidelines, the process was initiated in July and UNDP. Audit is an integral part of sound financial and administrative interim measure UNDP in its MA function has carried out an assessment finalised in November. This process was slightly delayed due to the management, and part of the UNDP accountability system. UNDP of new CHF partners that had not been included in the 2012 study. This security incidents that took place in October 2014. In addition, the collection, review and follow-up on reports from financial statements are audited annually by the United Nations Board of exercise takes the form of a documentary review and tends to verify partners has been organised regularly throughout the year. Mid- Auditors (UNBOA) and the findings are reported to the UNDP Executive the legal existence of the organisation, the existence of internal control The Risk Management Framework is an important management tool as term and final reports have been requested from implementing Board and the General Assembly annually. In expressing its opinion on mechanisms and that staff dedicated to the project implementation of it identifies key internal and external risks for the operations of the fund partners for both projects funded in 2013 and 2014 with a UNDP financial statements, the Board of Auditors refers to the outcome activities is available and that the organisation has a proven expertise in in the following areas: strategic and programmatic, governance and cumulative reporting rate of 90 per cent. While reports were of the audits of NGO implemented projects. Consequently, delays in the the field of work in which the project is implemented. management financial, coordination and partnerships risks. It contains shared with clusters on a regular basis, the introduction of the completion of audits of projects or qualified opinions expressed by the important risk mitigation measures as well as a six-month planning for Grant Management System will facilitate the reporting process auditors have a direct impact on the opinion expressed by the Board of Looking forward, a new independent partners’ capacity assessment the implementation of these measures and identifies the responsible and sharing of information with the funds’ stakeholder in particular Auditors on UNDP financial statements financial capacity is planned by the CHF technical secretariat in 2015 entity. As such it can cluster coordinators. and will be associated with a programme to strengthen the capacity be updated every 6 months and be reviewed yearly under the CHF monitoring and reporting rates in 2014 For CHF funding the NGOs audit starts at the first quarter of the year of partners. This updated set of data will be further augmented with responsibility of the Humanitarian Coordinator. The framework is following the after validation of combined delivery report (CDR) which additional information coming from monitoring and reporting activities available on the website of the CHF CAR and will be regularly updated shows all expenses incurred during project implementation activities. to improve the management of partners’ performance. to take into account the evolution of the risks identified and the progress This exercise is carried out by an independent audit company selected against the mitigation strategies developed as part of the plan. through an international tendering process. During the 2013 audit Accountability and Risk Management CHF Central African Republic Annual Report 2014 | 30 31 | CHF Central African Republic Annual Report 2014 Conclusion and Way Forward

Gender gender marker aspects in the CHF tools allow for structured collection, analysis and reporting of progress in gender related outcomes. In 2014, efforts have been made to improve the gender programming Feedback was shared horizontally with CHF global unit on the need aspect of the CHF across the project’s life-cycle. Three key actions to improve the templates for CHF proposal and reports to capture sex in this regard were defined in January 2014 namely; introducing the disaggregated data and gender sensitive indicators. use of the IASC Gender Marker into the CHF for CAR; training of CHF partners on gender equality programming and the gender marker; As a result of the support on gender mainstreaming in 2014, CHF and the review of CHF tools to include gender dimensions. The CHF partners were able to clarify the exact interventions from a gender unit, with the support of the GenCap hosted by OCHA, introduced the equality perspective in Shelter, Protection, Food Security and Education gender marker to partners during the first allocation. Partners received sectors. For example, for shelter projects, the gender equality measures a power-point presentation, web-links to additional resources as clarified and financed included measures aimed at addressing access well as project review support. A total of 28 staff from CHF partners to shelter by female headed households who lost their shelter as a were trained on gender equality programming and the IASC Gender result of the crisis in CAR and training both women and men on shelter Marker in February 2014. The staff represented 13 different national construction and rehabilitation in a context where the allocation of and international NGOs which had applied for CHF funding in the first family shelter and the accompanying skills of shelter construction and allocation of 2014. The trained staff acquired skills on relevant gender rehabilitation is a male preserve. The CHF will continue its efforts in analysis, inclusion of gender aspects in different parts of a proposal 2015 to further engender its activities. and the IASC Gender Marker. Three key tools namely; the CHF project Title and source review documents, monitoring template and the bulletin were reviewed to include information relating to the gender marker. The inclusion of key

CHF 2014 Beneficiaries by cluster CHF 2014 gender marker by cluster

Health 1,079,289 Cluster Number of projects WASH 983,508 Protection 1 x 3 x 2 x Nutrition 254,055 CCCM 1 x 2 x Multicluster 210,071 Health 4 x Protection 149,857 LCS Education 107,358 WASH 1 x 1 x 1 x Food Security 65,140 Food Security 3 x CCCM 57,614 Education 1 x 2 x ShelterNFI 31,699 Nutrition 2 x Livelihood 26,631 Shelter & NFI 1 x

Telecom 0 Gender Marker Code Coordination 0 1 2a 2b CERF CHF CONCLUSION AND Source CHF Technical Secretariat, April 2015 Source CHF Technical Secretariat, April 2015 WAY FORWARD Conclusion and Way Forward CHF Central African Republic Annual Report 2014 | 32 33 | CHF Central African Republic Annual Report 2014 Annex

CONCLUSION AND WAY FORWARD

In the context of a heightened humanitarian crisis, the CHF has demonstrated that is has a role to play as a key in-country humanitarian funding mechanism. It has further demonstrated its capacity to adapt to the changing environment and despite challenging security and access issues has been able to maintain a reasonable level of projects’ monitoring related activities.

The need for humanitarian assistance is and remains widespread across the country. In this context the CHF will further benefit from strong coordination mechanism and analysis to support its prioritization process. In the existing volatile and dynamic environment, the humanitarian community is increasingly called upon to expand its geographical scope to increase its reach of vulnerable populations in need and in increasingly remote areas. In addition to existing affected areas that developed as a result of the December 2013 crisis and focused on some key towns and surroundings of the country, new hotspots regularly appear as a result of continuous violence perpetrated by armed groups in different parts of the country leading to new displacements.

As a pool-fund mechanism in a context where most donors are not present in country, strengthening donors’ coordination and information sharing is critical. As stressed by ASG Khang in her recent visit to CAR in February 2015, the ‘humanitarian situation remains dire’ and the neglect of international community is the ‘biggest threat’ to CAR. An estimated 2.7 million of the country’s 4.6 million people are in need of assistance, this represents over fifty percent of CAR’s total population. There are currently 436,300 IDPs in CAR, with 43,592 living in the capital, Bangui, alone. The 2015 Strategic Response Plan (SRP) identifies a total of 2 million vulnerable people who will be in need of humanitarian assistance in the course of 2015. Donors will need to improve the timing of their contributions in line with the allocation cycle to further improve the timeliness and predictability of the fund’s allocation process.

Consolidating the approach to performance and risk management of the CHF are key elements for strengthening the fund’s practice and effectiveness. The finalization of a risk management framework has helped in taking stock of the existing practices. It has further laid out a plan of activities and actions that need to be introduced to strengthen existing practice to ensure the risks’ analysis and mitigation are consistent throughout the whole project cycle such as the introduction of a performance management system for projects and partners. Ongoing efforts to redefine and clarify the role of the Managing Agent especially with regards to its contribution to risk management will be determinant. The performance of the fund will need to be further improved, notably through the improvement in the timing of the disbursement. The introduction of the HACT mechanism in CAR, which has been delayed due to the crisis, will also benefit the improvement of the risk management and the performance of the CHF as a funding mechanism.

To improve the efficiency of the fund and the quality of its programming, the CHF technical secretariat will need to enhance and revamp its training strategy. For several years, the CHF has been implement training activities as a regular activity throughout the year. The humanitarian community in CAR is characterized by a high staff turnover in partners’ organizations and more capacity building of national NGOs is recommended to continue increasing access of national partners to the CHF. As a result, there is a need to better cater for the capacity-building needs among partners which may vary and to cover the whole programme cycle with an increased regularity in its set-up. The CHF will also continue teaming with clusters’ capacity building activities for increased efficiency.

To continue being a central mechanism in support of the humanitarian response, the CHF needs to regularly review its ways of working to remain a funding mechanism where pooled resources can be allocated in a flexible manner and in support of the most strategic priority needs. The complex environment in CAR evolves constantly and calls for a regular review and reassessment of priorities and response modality. The introduction of the mini-appeal or the funding of multisectoral projects are examples of how the CHF renewed itself in 2014 in ANNEXES support of the humanitarian response. The CHF global evaluation carried out at the end of 2014 will further provide a review as to how the CHF can further its contribution to the work of the humanitarian coordination structure under the leadership of the Humanitarian Coordinator and in line with the agenda set-out in the Transformative Agenda.

ANNEXES Annex CHF Central African Republic Annual Report 2014 | 34 35 | CHF Central African Republic Annual Report 2014 Annex

ANNEX 1 ANNEX 3 LIST OF ADVISORY ADMINISTRATIVE BOARD MEMBERS AGENT MPTF

The UNDP MPTF Office is the Administrative Agent of the CAR CHF. In this capacity, the MPTF IN 2014 Office is responsible for the following financial functions: (i) Conclude an MOU with Participating UN Organizations and Standard Administrative Arrangements with Chair : Humanitarian Coordinator contributors. Donors Representatives : one representative depending on presence in the country (ii) Receive, administer and manage contributions from contributors, and disburse these funds to the Par- ticipating UN Organizations in ccordance with the decisions of the Humanitarian Coordinator. NGO Representatives : one representative from the International NGO forum, one representative from (iii) Provide periodic (annual and final) financial reports on the South Sudan CHF Account to the Humanitar- an International NGO (DRC) and one representative from a local NGO (Echelle puis Vitalité Plus) ian Coordinator, contributing donors, the South Sudan CHF Advisory Board and PUNOs. UN Representatives : WFP and WHO (iv) Provide the Humanitarian Coordinator, the CHF Advisory Board and Participating UN Organizations with the statements of donor commitments, deposits and transfers to Participating UN Organizations and Observer : One representative from ECHO other financial information related to the CAR CHF, available directly from the publicly accessible MPTF Office GATEWAY (http://mptf.undp.org);

The 2014 report can be dowloaded on the MPTF website : • CAR-CHF 2014 Annual Financial Report • CAR -CHF 2014 Certified Financial Statement ANNEX 2 CHF TEAM CONTACT LIST

Name Title Contact OCHA Central African Republic Team ANNEX 4 Anne-Sophie LE BEUX Chef de l’unité financements humanitaires [email protected] Fred Khameba HAO-Spécialiste Suivi, Rapportage et Evaluation [email protected] Séverin YANGOU National CHF Manager, OCHA [email protected] LIST OF FUNDED Régis MALOUNDOU Assistant CHF M&R, OCHA maloundou@un .org UNDP Central African Republic Team PROJECTS IN 2014 Bernardo Jorge Team Leader CHF [email protected] Tatiana NANA-GUILA Associée aux finances/PNUD [email protected] Zeinou Tahiri Associée aux finances [email protected] The list of CHF funded projects in 2014 can be dowloaded on the OCHA CAR website. Corado- Craxi Mongondelet Associée aux finances [email protected] UNDP/MPTF New York Team Eva Sáenz de Jubera Fund Portfolio Manager [email protected] Sean Chen Portfolio Associate [email protected] Louise Moretta Chief of Finance [email protected] Anita Bansi Operation Associate (Finance) [email protected] Annex CHF Central African Republic Annual Report 2014 | 36

ANNEX 5 GLOSSARY AND ACRONYMS

AA Administrative Agent IMC International Medical Corps AB Advisory Board IMCI Integrated Management of Childhood Illness ACF Action Contre la Faim (Action Against Hunger) IOM International Organization for Migration ACTED Agency for Technical Cooperation and Development ITP Inpatient Therapeutic unit ADEM Association pour le Développement de Mbrès JUPEDEC United Youth for the Protection of the Environment (Association for the Development of Mbrès) and Community Development CAP Consolidated Appeal Process KAP Knowledge, Attitudes and Practices CAR Central African Republic Km kilometre CBPF Country-based Pooled Funds L3 Level 3 CERF Central Emergency Response Fund LRA Lord’s Resistance Army CFS Child Friendly Spaces Ltr Litre CHF Common Humanitarian Fund MA Managing Agent COHEB Community Humanitarian Emergency Board MIRA Multi-sectorial Initial Rapid Assessment COOPI Cooperazione Internazionale (International MISP Minimum Initial Service Package for Reproductive Cooperation) Health DRC Danish Refugee Council MPTF Multi-Partner Trust Fund office ECHO European Commission Directorate-General for MSF Médecins Sans Frontières Humanitarian Aid and Civil Protection MT Metric ton ER Early recovery M&R Monitoring & Reporting ERC Emergency Relief Coordinator NFI Non-food item ERF Emergency Response Fund NGO Non-governmental organization FCS Funding Coordination Section NCE No-Cost Extension GBV Gender Based Violence OCHA Office for the Coordination of Humanitarian Affairs GenCap Gender Adviser OTP Outpatient Therapeutic unit GMS Grant Management System PU-AMI Première Urgence-Aide Médicale Internationale ha Hectare (International Medical Aid) HACT Harmonized Approach for Cash Transfers RRM Rapid Response Mechanism HC Humanitarian Coordinator SRP Strategic Response PlanU5 (under five) HCT Humanitarian Coordination Team UN United Nations HFU Humanitarian Financing Unit UNICEF United Nations Children Education Fund IASC Inter-Agency Standing Committee UNDP United Nations Development Programme IDP Internally Displaced Person WASH Water, sanitation and hygiene IGA Income Generating Activities WFP World Food Programme IMAM National Integrated Management of Acute Malnutrition WHO World Health Organization

U