Part III
Coordination Activities in the Field



  Requirements 550,172  
  Income from Voluntary Contributions 315,508  
  Staff Costs 239,971  
  Consultant Fees and Travel  
  Travel 67,039  
  Operating Expenses 22,091  
  Contractual Services 2,000  
  Supplies, Materials, Furniture and Equipment 20,700  
  Fellowships, Grants and Contributions 500  
  Programme Support Costs 45,799  
  Total Expenditure (US$) 398,100  



In April and May 2006, armed confrontation between the police and the national defence force in the world’s youngest state resulted in casualties, the total or partial destruction of more than 3,000 homes, and the displacement of over 150,000 people – equivalent to 15 per cent of z-Leste’s population. Local and international NGOs and those United Nations agencies in Timor-Leste in the early days of the crisis diverted resources from their regular development programmes, responding to urgent needs in emergency response coordination, joint planning, fund-raising, civil–military coordination with the international peacekeeping forces, advocacy and information management.

OCHA acted immediately by deploying surge capacity from the Regional Office for Asia and the Pacific (Bangkok) and the Regional Disaster Response Adviser for the Pacific (Suva). In late May, at the request of the Special Representative of the Secretary-General, OCHA agreed to deploy four international staff on short-term missions to Timor-Leste, and by June, OCHA had organized the launch of a flash appeal.

Although OCHA planned to phase out of Timor-Leste by the end of 2006, this decision was reversed in consultation with the RC/HC because of continued humanitarian needs with the increasing displacement of the population from Dili and rising urban violence.


Activities and Accomplishments

OCHA supported sectoral working groups, monthly donor briefings and the organization of coordination and planning meetings and workshops. Both fund-raising and joint strategic and operational planning were facilitated through the flash appeal process and the CAP, as well as through a high-level meeting of government ministers, country heads of United Nations agencies and NGOs to plan for durable solutions to internal displacement. This resulted in the development of an operational plan for the return, relocation and resettlement of IDPs.

OCHA coordinated the development of contingency and operational response plans, including planning for the rainy season and associated flooding and health risks in IDP camps, as well as for ensuring humanitarian access in case of renewed violence. OCHA facilitated civil–military coordination between the humanitarian community and international military forces, again with the objective of ensuring humanitarian access.

The production of regular humanitarian situation reports, weekly operational humanitarian updates and assessment reports provided by OCHA ensured timely information-sharing and analyses of the humanitarian situation. OCHA established an information centre within the Ministry of Labour and Community Reinsertion, the main government counterpart of the humanitarian community, which allowed for efficient distribution of all humanitarian information products such as maps, press releases, databases and the outcomes and recommendations of weekly meetings.

Performance Evaluation