Part II

Donor and External Relations Section


  Requirements 1,615,816  
  Income from Voluntary Contributions 760,000  
  Staff Costs 522,079  
  Consultant Fees and Travel -  
  Travel 54,276  
  Operating Expenses 6,189  
  Contractual Services -  
  Supplies, Materials, Furniture and Equipment 4,819  
  Fellowships, Grants and Contributions -  
  Programme Support Costs 76,357  
  Total Expenditure (US$) 663,720  

With the humanitarian reform process gaining momentum, 2006 presented many challenges and opportunities for OCHA and the humanitarian community as efforts were intensified to put systems and procedures in place to ensure its successful implementation. The focus of the Donor and External Relations Section (DERS) was greatly influenced by evolving humanitarian reform initiatives. DERS pursued a two-track approach: advocating for broader support from humanitarian partners and enhancing the OCHA donor base; and fostering new humanitarian partnerships and exploring the potential of the private sector engagement. While the donor and external relations functions were combined in New York, DERS in Geneva focused primarily on resource mobilization, broadening partnerships and donor reporting.


• Enhance donor support and broaden the donor base.

• Strengthen partnerships with Member States.

• Harness the potential of private sector support. After the launch of the CERF, the DERS also continued to:

• Mobilize broad support for effective implementation of humanitarian reform, in particular the CERF. The target was to raise US$ 350 million from the launch of the CERF until December 2006 (for its operation in 2007).

Activities and Accomplishments

In 2006 DERS continued to serve as the key entity within OCHA interacting with external partners on substantive issues. In addition, it provided continuous support to OCHA through trend analysis, analytical information and interaction with donor governments.

Interaction with a number of emerging economies, representatives and partners from different regions as well as the private sector increased considerably, resulting in additional funding and other support to OCHA and the CERF. Under the OCHA Donor Support Group (ODSG) initiative, two humanitarian partnership meetings were convened – in Turkey in April and Abu Dhabi in May. The aim of both meetings was to promote a greater understanding of humanitarian reform and the work of OCHA, the variety of services available to the humanitarian community, and the added value of working in a multilateral context. Three countries became new members of the ODSG: New Zealand, the Republic of Korea and the United Arab Emirates (UAE).

DERS organized regular senior management visits to capitals of ODSG members, including Australia, France, Germany, Japan and New Zealand. High-level visits were also conducted to Brunei, China, India, the Kingdom of Saudi Arabia, Malaysia, the Republic of Korea, Thailand, Turkey and the UAE, in order to enhance partnerships for global humanitarian activities. A number of meetings were held with Member States, regional groups, the G-77, the Gulf Cooperation Council, the Organization of the Islamic Conference, the African Union and new European Union accession countries. Regular contacts were maintained with almost 100 Member States – in particular to mobilize support for the humanitarian reform and the CERF. OCHA pursued its dialogue on humanitarian reform with members of the G-77, in particular on the cluster approach to humanitarian response, humanitarian preparedness measures related to the risk of an avian flu pandemic, and natural disaster response and response preparedness. The aim was to identify gaps, understand the views and needs of recipient countries, mitigate impact through better coordination, and improve the collective response to natural disasters.

DERS played a key role in fund-raising for the CERF, allowing the CERF Secretariat to focus on programme implementation. In 2006, DERS organized two high-level conferences to launch and solicit continued support for the CERF. More than 70 entities, including Member States, local government, NGOs and the private sector, committed their financial support for the CERF, which received US$ 298 million in 2006. Efforts to expand the donor base for global humanitarian action were successful, and two thirds of contributors to the CERF were emerging economies and developing countries.

A collaboration with the World Economic Forum (WEF) resulted in the development of cross-sectoral WEF/OCHA Guiding Principles for Philanthropic Private Sector Engagement in Humanitarian Action (launched in Davos in January 2007). These guidelines will contribute towards more action-oriented public/private partnerships and better correlation between priority humanitarian needs and key industries.

OCHA signed a cooperation agreement with DHL to develop two 80-person standby disaster response teams (one in Asia, one in the Americas) for emergency airport logistics support. Efforts to mobilize additional standby capacity in emergency telecommunications also resulted in a partnership with the United Nations Foundation, the Vodafone Group Foundation, Télécoms sans Frontières, UNICEF and OCHA. Under this arrangement, the two foundations will fund 192 days of Télécoms sans Frontières deployment in support of OCHA over the next three years.

In order to provide an incentive to private donors, OCHA signed a cooperation agreement with the United Nations Foundation that enables United States taxpayers to make tax-deductible donations to the CERF. The facility was launched in December 2006 and raised US$ 115,000 in its first month of operation. OCHA continued to look for charities in other regions to help raise funds for the CERF. The Emergency Relief Coordinator approached a number of large foundations and corporations to raise awareness of the CERF as a new vehicle for philanthropy.

Performance Evaluation