Part II
HEADQUARTERS CORE ACTIVITIES AND PROJECTS

EXECUTIVE MANAGEMENT
Offices of the Under-Secretary-General/Emergency Relief Coordinator, Assistant Secretary-General/Deputy Emergency Relief Coordinator, Director (New York) and Director (Geneva)

 

    Office of the USG New York Office of the Director Geneva Total  
  Requirements 1,263,439 891,081 2,154,520  
  EXPENDITURE        
  Staff Costs 915,437 630,852 1,546,289  
  Consultant Fees and Travel 90,446 90,446  
  Travel 529,214 67,510 596,724  
  Operating Expenses 1,354 1,354  
  Contractual Services 36,689 36,689  
  Supplies, Materials, Furniture and Equipment  
  Fellowships, Grants and Contributions 25,000 25,000  
  Programme Support Costs 181,267 90,834 272,101  
  Total Expenditure (US$) 1,779,407 789,196 2,568,603  
Income for Core Activities is recorded in total under the Trust Fund for the Strengthening of OCHA

In 2006, OCHA’s Executive Management, under the leadership of the Under-Secretary-General, focused on advocacy in emergencies, resource mobilization and humanitarian reform – the implementation of the cluster approach, the strengthening of the Humanitarian Coordinator (HC) system and country-level coordination, the activation of the Central Emergency Response Fund (CERF) and the strengthening of partnerships with NGOs and the private sector.

OCHA Executive Management reinforced the administrative capacity of the Office to better support the implementation of humanitarian reform, assisting affected governments to respond quickly and effectively to natural and man-made disasters.

2006 was a challenging year for OCHA due to a significant senior leadership change. The Under-Secretary-General, the Directors of the New York and Geneva offices, the Director of the Coordination and Response Division (CRD), the Chiefs of the Policy and Advocacy and Information Management Branches all changed by the end of 2006. The Executive Management team ensured business continuation during the transition.

Objectives

Activities and Accomplishments

The Emergency Relief Coordinator (ERC) provided strong leadership for humanitarian advocacy. He undertook a series of high-profile missions to Sudan, Uganda and Lebanon. He also travelled to West Africa, Israel and the occupied Palestinian territory, and focused attention on neglected emergencies, including by travelling to the Democratic Republic of the Congo. The ERC advocated for humanitarian issues in the Security Council, in eight briefings on country situations (including Sudan, Uganda and Lebanon) and on the protection of civilians.

To promote humanitarian reform, the Executive Management undertook missions to Europe, Asia and the Pacific, Latin America and the Middle East, developing and sustaining dialogue with regional groups, the private sector, new donors, NGOs and the Red Cross and Red Crescent Movement. In New York and Geneva, the Executive Management ensured that Member States were thoroughly briefed on the year’s major crises, as well as on neglected and under-funded emergencies.

Throughout 2006, OCHA Executive Management advocated for support to the CERF, which was officially launched on 9 March 2006 and received pledges for US$ 298 million during the year. While the operationalization of the CERF proved challenging, much was accomplished in its first year. In 2006 the nine United Nations agencies, through the CERF, committed more than US$ 250 million for over 320 projects in 35 countries for rapid response and underfunded emergencies. Guidelines were drafted and a CERF Secretariat was established. The High-Level Conference on the CERF held in New York in December saw over US$ 340 million pledged by 51 donors for 2007.

Country coordination continues to be given the highest priority. OCHA Executive Management worked closely with cluster lead agencies and humanitarian country teams in implementing the cluster system at the global and national levels, and mobilizing resources accordingly. An appeal for capacity-building for the clusters was launched in March 2006. OCHA Executive Management worked closely with relevant agencies of the HC system to identify better ways to support the RCs/HCs, including the establishment of an HC Support Unit and the development of appointment and selection criteria. OCHA Executive Management focused on strengthening its partnerships with NGOs. A two-day dialogue between United Nations and non-United Nations humanitarian organizations in Geneva in July resulted in the creation of the Global Humanitarian Platform, a joint commitment to strengthen country-level coordination, as well as the identification of cooperation principles.

OCHA Executive Management established a Humanitarian Reform Support Unit in Geneva to support the implementation of humanitarian reform – in particular the cluster approach. The Unit provided advice and support for the implementation of the cluster approach at global and country levels.

OCHA Executive Management dedicated special attention to the strengthening of OCHA’s administrative capacity to better support field operations. The strategic planning process was improved and dedicated capacity established.

Throughout 2006, Executive Management played a leadership role in strengthening the International Strategy for Disaster Reduction system to better support Member States in the implementation of the Hyogo Framework for Action, as well as in forging operational partnerships with lead institutions such as the World Bank.

Performance Evaluation