Part II
HEADQUARTERS CORE ACTIVITIES AND PROJECTS

ADVOCACY AND INFORMATION MANAGEMENT
Advocacy and Information Management Branch

 

  Requirements 6,036,203  
  EXPENDITURE    
  Staff Costs 3,569,396  
  Consultant Fees and Travel 199,732  
  Travel 259,105  
  Operating Expenses 11,542  
  Contractual Services -  
  Supplies, Materials, Furniture and Equipment 235,997  
  Fellowships, Grants and Contributions 50,000  
  Programme Support Costs 478,722  
  Total Expenditure (US$) 4,804,494  
Income for Core Activities is recorded in total under the Trust Fund for the Strengthening of OCHA. This table consolidates expenses for Advocacy and Information Management.

Humanitarian advocacy supports the Emergency Relief Coordinator (ERC) and the international humanitarian community in carrying out effective and principled humanitarian action, while accurate and timely information underpins effective humanitarian operations and decisions.

In OCHA, the Advocacy and Information Management Branch (AIMB) is responsible in the delivery of these two key functions through several projects and service areas: the Advocacy and Public Information Section in New York and its Geneva counterpart, the Advocacy and External Relations Section; the Information Analysis Section; and the Information Technology Section.

Objectives

Activities and Accomplishments

In 2006, humanitarian advocacy was advanced through the ERC’s high-profile representation of the millions of people affected by crisis and the agenda of humanitarian community. It was consolidated through strengthened advocacy undertaken by AIMB (and United Nations agencies and NGO partners), including the placement of strategic messages in public speeches, opinion pieces and newspaper articles, and greater engagement with the media – resulting in positive media coverage globally.

New humanitarian partnerships were established with Members States during the year, resulting in some concrete gains: the signing of a memorandum of understanding for the provision of public information surge capacity from selected national governments, and advocacy support for specific crises and thematic issues.

Improvements in early warning capacity to better support strategic decision-making were achieved through the inter-agency process, with risk assessment criteria agreed upon for countries of concern and minimum preparedness actions established among humanitarian partners. There was significant enhancement of surge capacity mechanisms within AIMB, ensuring that OCHA could respond swiftly and effectively to sudden-onset emergencies as part of the ongoing implementation of the humanitarian reform process.

AIMB also worked to boost operational humanitarian response by providing timely and effective support to HCs on the ground – improving the ability of IASC partners to respond more efficiently to emergencies in accordance with the cluster approach.

Performance Evaluation