OCHA in 2007 is used and read both by OCHA's donors and its staff.
For donors, it is an important way to understand the work we will be
undertaking in the coming year and how it is linked to OCHA's
strategic vision and framework. For staff, it is a way to understand
contextually what our colleagues - both at the field and HQ level -
are doing, to situate our work within a broader context, and to
reference the work and financial planning elements of the various
sections and elements of OCHA. This document should help all readers,
external and internal, donor and staff, better understand what OCHA
is doing on a macro level and how that fits into its corporate strategy
and policy. Through a focus on the key objectives, outputs and
indicators for each element of OCHA, OCHA in 2007 shows in detail
how OCHA gets results and its plans for assessing and reporting on them.
OCHA in 2007 is organized to generally reflect the structure of
OCHA at both the branch and field level. Each branch, unit, project
and field office has a narrative outlining its major functions and
activities for the coming year, along with performance indicators and
budgetary requirements. The structure of the document also reflects
internal adjustments in the form of a re-alignment, which clarifies
functions and relationships between OCHA New York and Geneva and
removes any confusion in reporting lines that might have existed.
The re-alignment has no immediate implications on OCHA's costs or
staffing; it is an internal clarification of functional responsibilities
to make OCHA's structure more responsive and strategic.
Highlights of the re-alignment include a consolidation of the
Coordination and Response Division in New York, and the re-organizing
of Geneva into three major groupings on a functional basis. The first
group focuses on emergency capacity and resources and on support
services to the field. The second group is the newly formed External
Relations and Support Mobilization Branch, and the third group
consists of sections whose main functions are of an inter-agency and
coordination nature. The specific responsibilities and deliverables
of each group can be found in their individual narratives.
Finally, OCHA in 2007 provides examples of OCHA's work in the field
in a thematic sense through "OCHA at Work" chapters, highlighting the
far-reaching implications of humanitarian reform, the responsiveness
our regional offices bring to our work, the planning for disasters
that is such an important component of humanitarian work today, and
OCHA's own internal planning process.
In 2006, OCHA undertook a strengthening of its strategic planning
processes. As a result, OCHA's new planning cycle and strategic
framework has been developed and implemented and a Strategic Planning
Unit will be formed in 2007 to significantly strengthen OCHA's ability
to monitor, manage and report on results. Readers will note that the
objectives listed for each section and office of OCHA mirror the
objectives of the strategic framework, a reflection of OCHA's new
dedicated strategic planning function. OCHA has also continued its
work to improve its performance indicators, and the performance of
each section and office of OCHA will be measured against progress
made during OCHA's new mid-year review in June 2007 and again at
the time of the 2007 year-end review.
OCHA's new planning process and Strategic Planning Unit will play
several roles: coordinate the implementation of the strategic plan;
coordinate the OCHA-wide work planning processes; ensure the
incorporation of risk management into the planning process; monitor
performance and risks and ensure that timely action is taken; evaluate
performance and ensure that the results and recommendations of
evaluations, reviews and audits are addressed and ensure a higher
quality and results-orientation of reporting instruments such as the
Annual Report and the Annual Plan. For complete details of the process,
please see page 29.
OCHA in 2007 illustrates how OCHA negotiates cycles of expansion
and contraction in its field operations so as to be both fiscally
responsible and flexible as field situations demand. In Sudan, for
example, OCHA had expanded to meet the changing needs in Darfur and
Southern Sudan and is now able to contract its operations in the
South as development operations get underway. Yet as the effects from
the Darfur conflict spill over regional borders, OCHA is responding
by expanding operations in Chad and the Central African Republic in
anticipation of increased need. Additionally in 2007, OCHA will
further strengthen its ability to rapidly deploy to a new crisis with
appropriately trained staff and essential operational support equipment,
and also to have the ability to backstop escalating emergencies.
OCHA's Regional Offices will also be equipped with improved surge
capacity and dedicated regional pandemic contingency planning capacity.
To read details about OCHA's regional offices at work, please turn to page 80.
OCHA in 2007 lays out the total resource requirement for OCHA for
the fiscal year 2007. The financial tables bring together amounts
received from the regular budget with the amount requested for
extra-budgetary activities. The actual amounts requested from donors
are the totals represented as extra-budgetary and projects.
In order to meet our objectives for 2007, and fulfil our commitments,
OCHA will require US$ 146.4 million in extra-budgetary resources,
including US$ 58.6 million for headquarters and US$ 87.7 million for
the field. This is in addition to the US$ 12.7 million that OCHA will
receive from the regular budget of the United Nations.
OCHA's extra-budgetary requirements include requests of US$3.5
million for support to inter-agency Avian Influenza and Contingency
Planning, including US$ 1.4 million at headquarters and US$ 2.1 million
for the field, US$ 2.2 million for a regional Emergency Preparedness
Project for regional surge capacity, and US$ 2.8 million to support
the Humanitarian Reform, with US$ 1.4 million for the Humanitarian
Reform Support Unit and US$ 1.4 million for the Strengthening of the
Humanitarian Coordinator System Project.
OCHA is also requesting US$ 14.5 million to support its Regional
Offices, in addition to the US$ 2.1 million for Avian Influenza and
Contingency Planning support. Out of a total budget for field operations
of US$ 87.7 million, the Regional Offices comprise 16.5 percent of
the field budget.
Over the past year, OCHA continued to generate a relatively stable
income from the Programme Support Account. While the support account
is normally used only for administrative support purposes OCHA, in 2007,
intends to again use US$ 11 million from the Progamme Support Account
to finance part of its extra-budgetary requirements. Thus, while OCHA
will require US$ 146.4 million for its overall extra-budgetary requirements
in 2007, OCHA will only request from donors a net amount of US$ 135.4 million.
OCHA continues to work toward securing a larger share of the UN
regular budget to be able to meet its core needs and to most flexibly
and effectively fulfil its mandate. Additionally, while OCHA is very
grateful for its strong donor support, it remains challenged by pledges
which are delayed and by the earmarking of contributions. In order
to be flexible and responsive, we need predictable and unearmarked
funding to effectively cover expenditures across different activities
and field offices and to avoid cash flow difficulties. While OCHA is
appreciative of the downward trend in earmarked contributions, it
remains concerned with the imbalance in overall finding due to earmarking,
with some activities being generously funded while others suffer
from severe funding shortfalls. Accordingly, OCHA continues to invite
donors to increase the proportion of their unearmarked contributions
and to continue the trend towards less rigid earmarking.
OCHA also asks donors to continue to support the US$ 30 million
Budgetary Cash Reserve Fund (BCRF), which in 2006 received US$ 11
million, to help meet critical cash requirements at the end of each
year for statutory and management obligations. The BCRF is critical
to enable OCHA to extend staff contracts for one year and to cover
he first three months of operations requirements.
OCHA remains deeply grateful to its donors for their ongoing support.
OCHA knows that budgets are constrained and fiscal accountability
requires a strong focus on results. It also knows that emergencies and
disasters aren't predictable and that humanitarian need is overwhelming.
OCHA strongly believes that the way to get results is by working
together with its donors and other partners in all aspects of operations.
As the humanitarian world, and indeed the globe itself, changes,
OCHA is responding. To help meet the needs of the millions of people
around the world who must have our support, OCHA will continue to
respond as speedily and flexibly as possible, in concert with its
partners, on our shared mission of humanitarianism.