Part III
Coordination Activities in the Field


  Requirements 3,603,900  
  Income from Voluntary Contributions 2,625,379  
  Staff Costs 1,984,768  
  Consultant Fees and Travel 20,209  
  Travel 151,159  
  Operating Expenses 470,708  
  Contractual Services 41,000  
  Supplies, Materials, Furniture and Equipment 290,924  
  Fellowships, Grants and Contributions 2,617  
  Programme Support Costs 384,981  
  Total Expenditure (US$) 3,346,366  



The security situation in northern Uganda improved dramatically in 2006, as evidenced by the net decrease in Lord’s Resistance Army (LRA) activities in the first half of the year. The trend culminated with the signing of a Cessation of Hostilities agreement between the LRA and the government of Uganda in August as part of the Juba Peace Process – resulting in an expanded humanitarian footprint. In the Acholi and Lango districts, military escort was only required for 26 IDP camps (of a total of 163). The Cessation of Hostilities agreement prompted sufficient cautious confidence among some IDPs in Acholi districts to move out of the main displacement camps to new settlement sites closer to their homesteads. Along with relaxed movement restrictions, this allowed for increased access to arable land. Returns also continued in the Lango districts. The security and humanitarian situation in the predominantly pastoralist Karamoja districts deteriorated due to a combination of drought and the Uganda People’s Defense Force (UPDF) stepping up its forceful disarmament programme. Escalating violence led to the deaths of more civilians and military personnel during the year than in the LRA conflict-affected districts. The confrontation in Karamoja spilled over into areas bordering the Teso districts, where up to 130,000 people remained displaced. In response, United Nations agencies undertook a series of needs assessments and began to ramp up humanitarian programmes.

The inter-agency cluster approach was introduced in Uganda during 2006. Although the pace of its implementation varied between clusters, most developed strategies to guide their work and almost all undertook service availability mapping as a first step towards identifying priority needs and gaps in service provision. The creation of an Inter-Cluster Technical Working Group ensured that cross-cutting issues such as gender equality and HIV/AIDS were mainstreamed in the cluster strategies.


Activities and Accomplishments

OCHA supported the secretariat for the Joint Monitoring Committee (JMC) set up by the government (in collaboration with the United Nations system and the Core Group), with a view to defining and implementing an improved response to the humanitarian emergency in northern Uganda.

With the United Nations Department of Safety and Security, and in response to growing violence, OCHA led the creation of the Karamoja Task Force for coordination of early warning and collation of security information.

In partnership with UNHCR, OCHA advocated with the government, district authorities and the UPDF for freedom of movement for IDPs. Where the security situation permitted, OCHA promoted a shift in the UPDF security set-up – from security perimeters and curfews in IDP camps to larger safe areas.

OCHA consistently supported the rolling out of the cluster approach, conducting 13 presentations and discussions with approximately 400 stakeholders at both district and central levels (including United Nations staff, NGO staff, government officials and resident ambassadors). OCHA assisted cluster leads in developing coordination tools such as real-time electronic communication forums, standardized reporting formats for accountability to the HC and ‘Who Does What Where’ databases. OCHA Uganda and the Humanitarian Reform Support Unit also organized the Cluster Self-Assessment exercise in late October which led to significant new initiatives being considered and activated in 2007. For example, the ‘Heads of Cluster’ mechanism was initiated for incorporating cross-cutting issues, addressing ongoing cluster rollout issues and consolidating efforts among clusters towards a complete response to the needs. Furthermore, in an effort to enhance partnership among all humanitarian actors, the IASC-CT has been bolstered to be much more representative and inclusive of non-United Nations actors.

OCHA supported UNDP and other partners in the definition of standardized tools and methodology for early recovery assessments. It participated in a joint assessment and needs evaluation and contributed to the elaboration of a framework guideline for recovery interventions in all clusters.

OCHA provided support to the Juba Peace Process through the recruitment, deployment and secondment of staff to Juba to assist in the management of the Juba Initiative Project. It also provided humanitarian advice to the mediation team and negotiating parties.

Performance Evaluation