PART Iii: performance in 2007
strategic framework and core indicators

Strategic Framework and Core Indicators

OCHA’s Strategic Framework conveys the organization’s goals and key priorities, and forms the basis of annual planning and reporting. Performance in 2007 was measured using indicators set against the Framework’s three goals and 21 objectives. Indicators for each of the headquarters work units and all regional and field offices are included in Annex I.

The core indicators below provide a snapshot of OCHA’s overall performance. Detailed descriptions of the activities and achievements on which these indicators are based can be found in Part III under ‘Performance of Headquarters’ and ‘Performance of the Field’.

Goal 1 Consolidated Humanitarian Reform that Ensures Adequate and Relevant Humanitarian Response

2007 Target
2007 Achievement
    Guidance document on humanitarian financing mechanisms disseminated by target date November 2007 October 2007  
  1.1 — Properly functioning and supported CERF Average number of working days between final submission of eligible CERF request and project approval 7 days Rapid response: 3 days Underfunded: 6 days  
  1.2 — Fully deployed, functioning and funded cluster system (in new emergencies and countries selected by the IASC) Percentage of countries with established HCs in ongoing emergencies that begin using the cluster approach 65% (17 countries) 32% (8 out of 25 countries)  
  1.3 — Greater engagement and coordination with national and international NGOs Percentage of countries with an HC with coordination and decision-making forums at the country level that bring United Nations and non-United Nations organizations together as equal partners 33% 86% (19 out of 22); reporting on 22 of 26 HC countries (no information available for Iraq, Guinea, Liberia and Pakistan)  
  1.4 — Strengthened in-country coordination Percentage of HCs that have an established Compact with the Emergency Relief Coordinator by the end of the year 20% (5 HCs) 0%  
  1.5 — Improved tools and services (to adapt to humanitarian reform outcomes) No core indicator identified      
  1.6 — Strengthened Consolidated Appeals Processes Number and percentage of flash appeals issued within 5 days (following HC’s decision to issue a flash appeal) 75% 20% (3 out of 15)  
  1.7 — Proactive follow-up and action on United Nations reform No core indicator identified      
  Goal 2 Recognized Leadership Role in Humanitarian Advocacy and Policy  
2007 Target
2007 Achievement
  2.1 — Improved, and publicly profiled, analysis of global and country humanitarian trends and issues Mapping of existing inter-agency humanitarian needs assessment initiatives undertaken December 2007 Not completed  
  2.2 — Greater adherence to principled funding by donors Percentage of consolidated appeals with less than 50% funding 10% 0%  
  2.3 — More coherent and sharpened advocacy on humanitarian issues and principles Number of draft outlines on humanitarian policy developed in coordination with regional organizations 2 2  
  2.4 — Shared policy positions (in pursuit of a common humanitarian understanding and messaging) No core indicator identified  
  2.5 — Greater incorporation of risk reduction objectives into
humanitarian (including recovery and transition) strategies
Number of regional offices that have developed a regional strategy to support the implementation of Hyogo Framework for Action Priority 5 (‘strengthen disaster preparedness for effective response at all levels’) 6 6  
  2.6 — Improved coordination and monitoring of IDP issues Access monitoring tool tested in pilot countries 3 0  
  2.7 — Increased and strengthened partnerships for humanitarian action Number of specialized trainings provided for UNDAC members 4 4  
  Goal 3 A More Effective and Efficient Organization  
2007 Target
2007 Achievement
  3.1 — Improved management practices Percentage of recommendations listed in OCHA’s Road Map implemented 90% 77%  
  3.2 — Enhanced organizational structures No core indicator identified      
  3.3 — Strengthened accountability mechanisms based on measurable indicators and results Percentage of critical audit recommendations that are fully implemented 96% 82%  
Percentage of Performance Appraisal System stages that are completed online in accordance with the established deadlines 90% 20% (completed by September)
  3.4 — Effective human resource planning and management Average number of days taken between recognition of a vacancy and filling of post P staff: 150 days
L staff: 60 days
Galaxy: 300
Non-Galaxy: 150
Percentage of female staff representation in senior level posts (P5 and higher) 40% 34%
Number of staff members (professional and higher levels) from United Nations under-represented countries 39 27
  3.5 — Strengthened administrative support Percentage of field offices visited by headquarters administrative missions 100% 30%  
Percentage of regional offices with administrative officers 100% 50%
  3.6 — Strengthened internal communication and transparency Percentage of staff reporting that there are clear channels of communication at their level between headquarters and the field Field: 60% Headquarters: 60% Data not available  
  3.7 — More predictable and adequate funding Percentage of annual funding against total contributions received by quarter March: 40%
June: 75%
November: 95%
March: 27%
June: 62%
September: 75%
December: 100%