OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS. OCHA in. Activities and Extrabudgetary Funding Requirements UNITED NATIONS

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1 OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS OCHA in 2003 Activities and Extrabudgetary Funding Requirements UNITED NATIONS

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3 OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS OCHA IN 2003 ACTIVITIES AND EXTRABUDGETARY FUNDING REQUIREMENTS UNITED NATIONS

4 Editorial Team Prepared by OCHA staff and consultants, under the guidance of Ed Tsui, Director, OCHA New York. OCHA wishes to acknowledge the outstanding contribution of its committed staff at Headquarters and in the field in the preparation of the narrative, financial and graphic components of the document. Managing Editor: Donna Ducharme, Consultant Layout, cover, graphics and tables: Creatrix Design Group, Ottawa, Canada Maps: OCHA staff and Creatrix Design Group, Ottawa, Canada Photos: OCHA collaborates with United Nations agencies, international organizations, Governments and NGOs all over the world to coordinate work in humanitarian emergencies and disasters. We would like to acknowledge the invaluable efforts of our partners in humanitarian and disaster response by including photos of their work in this document. Front Cover Photo: Courtesy of Nancy Durell-Mckenna, CIDA For additional information, please contact: Magda Ninaber van Eyben Donor Relations, Geneva United Nations Office for the Coordination of Humanitarian Affairs Telephone: (41)

5 Table of Contents Foreword OCHA Organigramme OCHA Global Presence Natural Disaster Coordination Introduction OCHA in OCHA s Vision for OCHA s Strategic Plan Executive Management Office of the USG/ERC, DERC, Director, New York, & AERC/Director, Geneva Strengthening Donor Relations Capacity Project Executive and Administrative Offices Staff Development and Training Project The IASC/ECHA Secretariat Emergency Response Coordination Humanitarian Emergency Branch Response Coordination Branch CAP Strengthening Project Surge Capacity Project Emergency Services Branch Field Coordination and Support Services Project UNDAC Developing Countries Deployment and Training Project Military, Civil Defence and Logistics Support Project Environmental Emergencies Services Project Emergency Telecommunications Project Internal Displacement Unit

6 5. Policy Development Policy Development and Studies Branch Promoting the Humanitarian Agenda Field Action and Coordination Protection of Civilians Project Lessons Learned and Evaluation Studies Project Advocacy and External Relations Chernobyl Project Information Management Information and Communications Technology Information Analysis Early Warning and Contingency Planning ReliefWeb Project Field Information Support Project OCHA Coordination Activities in the Field Integrated Regional Information Networks (IRIN) Africa and the Middle East Angola Burundi Democratic Republic of the Congo Eritrea Ethiopia Guinea Liberia The occupied Palestinian territory Regional Office Southern Africa Regional Support Office Central and Eastern Africa Regional Support Office West Africa Sierra Leone Somalia Sudan Uganda Zimbabwe

7 Asia Democratic People s Republic of Korea Indonesia Regional Disaster Advisor Asia Regional Disaster Advisor Pacific Regional Disaster Advisor South Asia Tajikistan Europe Georgia Russian Federation Southeastern Europe Americas and the Caribbean Colombia Regional Disaster Advisor Latin America and the Caribbean OCHA at Work 1. Integrated Crisis Response Strengthening Management Learning Lessons Through Evaluations Developing Humanitarian Standards CAP A Tool for Coordination Addressing Internally Displaced Persons Gaining Access to Vulnerable Populations PlusNews: Raising the Awareness of HIV/AIDS Providing Field Information Support UNDAC Teams The Southern African Humanitarian Crisis Annexes I. Extrabudgetary Requirements for 2003 (Headquarters & Field Activities) II. Detail of Extrabudgetary Funding Requirements for III. OCHA Trust Funds, Special Accounts and Other Channeling Mechanisms

8 Foreword As we approach the end of 2002, I have been reflecting on the tremendous challenges the year has brought to OCHA and to the people it serves in countries in crisis around the world. On the one hand, there is cause for optimism in countries such as Angola, Afghanistan and the Sudan; on the other, there is renewed suffering in Côte d'ivoire and Liberia and the seemingly endless cycle of violence in the occupied Palestinian territory. The simultaneous food crises in southern Africa and, once again, in the Horn of Africa, constitute another unprecedented challenge for the humanitarian community. In these situations, effective coordination and rapid resource mobilization is pivotal. OCHA is well placed to ensure an adequate response through the inter-agency system. The expertise and experience developed by the OCHA Office in mobilizing resources, promoting access to vulnerable populations, and undertaking on-the-ground coordination have contributed to improving the overall emergency response. In addition, OCHA has played, and will continue to play, a key role in ensuring a smooth transition from providing humanitarian assistance to development activities in post-conflict situations. Its enhanced focus on the impact of natural disasters in complex emergencies as well as on sustainable development, complements these efforts. The recognition of humanitarian coordination as a standard tool of crisis management has grown in recent years. Thus, OCHA has played a critical role in facilitating an integrated United Nations approach while ensuring a coherent emergency response in concert with its partners. As crises in Afghanistan, Angola and other countries have shown, OCHA is increasingly called upon to operate in environments where coordination and cooperation with political, developmental, and peacekeeping or other military actors is required. The demands and specifications of such cooperation necessitate a regular review of the functions of humanitarian coordination and the services OCHA provides. The completion of OCHA s strategic planning exercise is, therefore, of critical importance. Implementing the key objectives and priorities identified in the strategic plan will further contribute to focusing our resources, enhancing accountability and discharging our mandate in a more effective manner. I would like to draw particular attention to three priorities. First, OCHA will improve its coordination capability in humanitarian emergencies. Our success will depend on improving preparedness, faster deployment of experienced staff, and of competent Humanitarian Coordinators. Therefore, provision of better administrative support to our offices

9 in the field is vital. Second, we will work to bring the principles agreed upon in the Security Council s aide memoire on the protection of civilians in armed conflict into practice. Third, we will implement the comprehensive natural disaster management approach agreed with partners to ensure more coherent United Nations natural disaster action. Nevertheless, we must be mindful of the implications all this has on OCHA s time and resources management. While maximizing budgetary restraint and recognising the difficult fiscal environment, OCHA is accommodating new demands posed by new emergencies, and by Member States. OCHA s 2003 requirements reflect this increased demand for its services. In 2003, I have limited the increase in Headquarters requirements to less than 3.5 per cent, and redeployed resources to accommodate our priorities, including strengthening the Consolidated Appeals Process, donor relations, administrative support for field offices, as well as our efforts for the protection of civilians. At the same time, the significantly increased needs and demands faced by OCHA field offices have resulted in a 25 per cent increase in its field requirements. After careful assessment, I see no alternative to presenting this increased budget, primarily the result of responding to the complex crises in the Democratic Republic of the Congo, the occupied Palestinian territory, southern Africa and Angola. Other than these four, OCHA has maintained its overall field requirements at the level of I would like to stress that, given OCHA's very limited financial resources, I cannot strengthen our presence in any of these countries without additional resources from donors. I am convinced that you will share my view that OCHA has proved to be a good investment for donors. For your support, the international community has been, and will be, provided with strategic and coordinated responses to complex emergencies and natural disasters. I look forward to continuing our common endeavour, in making coordination in the near future even more efficient and effective, and in mobilising the resources to make this a reality. Kenzo Oshima

10 OCHA Organigramme Office of the USG/ERC and DERC Office of the Director New York IASC/ECHA Secretariat Executive Office Internally Displaced Persons Unit Administrative Office 1 Office of the AERC/ Director and Deputy Director Geneva IASC/ECHA Secretariat Donor Relations Advocacy And External Relations Donor Relations 3 Staff Development and Training Policy Development 5 IRIN Liaison Advocacy, External Relations and Information Management Branch Policy Development and Studies Branch Humanitarian Emergency Branch Response Coordination Branch Emergency Services Branch Advocacy and External Relations Information Analysis Information Technology Promotion of the Humanitarian Agenda Africa I Africa I and Middle East Africa II Military, Civil Defence and Logistics Field Coordination Support Service Government and NGO Relations Early Warning and Contingency Planning Information Technology Support Field Action and Coordination Africa II and Middle East Asia and Pacific Europe and Central Asia Emergency Telecommunications Environmental Emergencies Public Relations ReliefWeb Information Management Dissemination Planning, Evaluations and Studies Asia, Europe and Latin America Americas and the Caribbean CAP Strengthening Information Management 4 Chernobyl Field Information Support Surge Capacity 1. Functionally part of the Executive Office. 2. Functionally part of the IASC/ECHA Secretariat. 3. New York and Geneva Donor Relations work as a team functionally. 4. Functionally part of Advocacy, External Relations and Information Management Branch. 5. Functionally part of Policy Development and Studies Branch. New York Geneva

11 New York Headquarters Colombia Regional Disaster Response Adviser for Latin America and the Caribbean (Quito, Ecuador) Geneva Headquarters OCHA Global Presence Brussels Liaison Office Southeastern Europe - Belgrade, Pristina, Skopje, and Sarajevo occupied Palestinian territory Russian Federation Georgia Tajikistan IRIN Islamabad Democratic People's Republic of Korea Regional Disaster Response Adviser for Asia (Kobe, Japan) Sierra Leone Guinea ReliefWeb Antenna (Kobe, Japan) Liberia Sudan IRIN Abidjan Eritrea Regional Support Office and Regional Disaster Response Adviser for West Africa (Abidjan, Côte d'ivoire) Zimbabwe Burundi Somalia IRIN Nairobi Ethiopia Uganda Indonesia Regional Disaster Response Adviser for South Asia Democratic Republic of the Congo Angola IRIN Johannesburg Regional Office for Southern Africa (Johannesburg, South Africa) Regional Support Office and Regional Disaster Response Adviser for Central and Eastern Africa (Nairobi, Kenya) Regional Disaster Response Adviser for the Pacific (Suva, Fiji)

12 OCHA Natural and Environmental Disaster Involvement 1 January - 30 September, 2002 Earthquake Technological Flooding Volcanic Activity Storm Forest Fire

13 OCHA s Mission The mission of the Office for the Coordination of Humanitarian Affairs (OCHA) is to mobilize and coordinate effective and principled humanitarian action in partnership with national and international actors in order to: allieviate human suffering in disasters and emergencies, advocate for the rights of people in need, promote preparedness and prevention, and facilitate sustainable solutions.

14 Introduction The Office for the Coordination of Humanitarian Affairs is charged with the coordination of an integrated response to the humanitarian consequences of complex emergencies and natural disasters and thus works with the humanitarian community to promote enhanced humanitarian practice through policy development, humanitarian advocacy and information management. OCHA provides a range of services to support Governments and people of affected countries and regions, along with the humanitarian community, to ensure that assistance is delivered to beneficiaries in as timely and effective a manner as possible. As part of the UN Secretariat, OCHA receives only a small percentage of its funding from the regular budget of the United Nations, and relies largely on contributions from Member States, either directly for Headquarters functions, or through the Consolidated Appeals for country offices and activities. This document lays out the total resource requirements for OCHA for the fiscal year 2003, along with a preliminary review of achievements in 2002 and OCHA s objectives for It brings together amounts sought from the regular budget, from extra-budgetary resources and for additional Headquarters projects. The actual amounts requested from donors are the totals represented as extrabudgetary and projects. OCHA is headed by an Under-Secretary-General who holds the additional designation of Emergency Relief Coordinator. He chairs the Secretary- General s Executive Committee on Humanitarian Affairs, which brings together relevant UN entities, and the Inter-Agency Standing Committee, which brings together not only the operational agencies of the UN engaged in humanitarian response, but uniquely a number of other key humanitarian international organizations and non-governmental organizations, including the Red Cross Movement and the International Organization for Migration. A key instrument for the humanitarian community is the Consolidated Appeals Process (CAP), which is coordinated and produced by OCHA as the principal vehicle for strategic planning and resource mobilization. OCHA s policy work is designed to guide humanitarian actors in emergency situations. Its advocacy work is designed to keep the plight of affected populations constantly before decision makers. Its information management work provides integrated services to the community and brings together the information capacities of partners. Over the past two years, OCHA has presented to donors the need to provide for a sufficient Headquarters capacity to manage the growing demands of crises in the field. While donors have largely approved of this approach, financial contributions have not kept pace with new demands. As is set out in OCHA s vision for 2003, it is critical that OCHA improves its management support to the field, in part, through the confirmed staffing of key Headquarters posts. Donors are encouraged, therefore, to consider the level of their support to Headquarters in balance with their support to field operations. Donors are also encouraged to make unearmarked contributions to Headquarters to the extent possible to ensure a balanced implementation of Headquarters functions. OCHA is committed to improved financial reporting to donors and ongoing discussions on budgetary issues, to enable a continuing dialogue on these matters, and to support the excellent donor/ocha partnership, which has grown over the years. Donor support, both moral and financial, has been crucial to the growth and development of effective humanitarian coordination. 2

15 OCHA in Budget Summary Office for the Coordination of Humanitarian Affairs Headquarters Activities Field Activities Regular Budget (RB) Extrabudgetary (XB) Projects Executive Management 3,646,500 6,238,843 1,485,837 11,371,180 Emergency Response Coordination 3,729,600 5,670,481 7,435,605 16,835,686 Policy Development and Studies 800,500 1,993, ,137 3,725,952 Advocacy and External Relations 503,100 1,460, ,562 2,129,961 Information Management 779,800 2,844,609 2,347,519 5,971,928 Field Offices 34,938,844 34,938,844 IRIN (Integrated Regional 4,324,957 4,324,957 Information Networks) TOTAL (RB, XB Core Activities & 9,459,500 18,207,547 12,367,660 39,263,801 79,298,508 Projects, & Field Activities) TOTAL Requested in 2003 (XB Core Activities & Projects, & Field Activities) 69,839,008 * All figures quoted in US dollars. Staffing Office for the Coordination of Humanitarian Affairs 2003 International National Headquarters Staff Funded from Regular Budget Headquarters Extrabudgetary Staff Headquarters Project Staff Field Office Staff IRIN Staff (Integrated Regional Information Networks) TOTAL OCHA Staff in

16 OCHA in During 2002, OCHA set itself the following strategic priorities: Rapid and effective emergency response coordination in both complex emergencies and natural disasters, Targeted policy development, in close consultation with major partners, Humanitarian advocacy leadership in complex emergencies and natural disasters, Information management capacity and communications technologies, in support of humanitarian coordination and response, both at Headquarters and in the field, and Management of OCHA as an efficient, wellfunded department guided by consistently strong leadership and vision, based on a value added service orientation. To address these priorities, OCHA provided coordination services through its field offices in 20 complex emergencies, focusing on strategic and contingency planning, monitoring, appeals, liaison, civil-military contacts, communications, and information management. OCHA maintained two regional support offices helping field offices in areas of protracted emergency, five Regional Disaster Response Advisors overseeing the regional aspects of disaster response and response preparedness, and four Integrated Regional Information Network (IRIN) offices. With two thirds of its total staff deployed in the field, OCHA coordinated the response to over 25 complex emergencies in 2002, and launched 22 Consolidated Appeals for a total of $4.3 billion for beneficiaries worldwide. It mobilized and coordinated assistance for 67 natural disasters, launching 21 natural disaster appeals, including the earthquake in Goma, the drought in southern African, the burst dam in Syria, and the munitions explosion in Djibouti. It contributed to improving the operating environment for UN agencies and their partners by, for example, providing civilmilitary liaison in Afghanistan, negotiating satellite communications and medical evacuations in the Democratic People s Republic of Korea, and ensuring humanitarian access in the Sudan. OCHA undertook a review of the Consolidated Appeals Process (CAP) given its importance as a strategic planning instrument. The findings were presented to the UN Economic and Social Council (ECOSOC) in July 2002, and have been incorporated into an action plan with sustained field level training aimed at improved quality and consistency of the Appeals, including a greater emphasis on the Common Humanitarian Action Plan (CHAP). As a result, UN country teams are now more experienced in managing the CAP, improved training and quality control mechanisms are in place and the strategic component of the CAP has been enhanced. Follow-up work, such as analyzing humanitarian financing trends, has also commenced. Headquarters response capacity to natural disasters and the ability to respond rapidly to emergencies has been improved through an internal emergency response roster, which ensures that a number of Headquarters staff members are available at any given time for immediate short-term field deployment. Following a 2001 review of the UN Disaster Assessment and Coordination Teams (UNDAC), OCHA worked with the IASC to clarify the UNDAC role. Humanitarian partners are now better aware of the advantages inherent in this system-wide tool. In the policy area, OCHA secured the adoption of an aide memoire on the protection of civilians in armed conflict by the Security Council, ran roundtables between academics and Member States,

17 OCHA in and initiated three regional workshops to raise awareness and promote a culture of protection among government officials. A protection coalition was established to promote a more predictable and systematic response to the needs of Internally Displaced Persons (IDPs). Assessments of the humanitarian impact of sanctions on Afghanistan and Liberia gave insights into the direct and indirect implications of sanctions on the civilian population, helped sensitize Security Council members to the humanitarian consequences of sanctions, and to the new provisions for humanitarian assessments in new sanctions regimes. Practical field-oriented guidelines were developed on the use of military and civil defense assets in conflict areas. OCHA co-chaired and supported the Inter-Agency Standing Committee (IASC) task force on protection from sexual exploitation and abuse in humanitarian crises, including development of codes of conduct and detailed implementation plans. OCHA developed a new advocacy strategy to address international awareness of humanitarian issues. At the management level, it aims at creating advocacy capacities within field offices, building partnerships, and enhancing in-house public information delivery. The focus will be on the protection of civilians, the CAP, natural disasters and forgotten or emerging crises. A new mechanism for cooperation with the Group of 77 coordinators in New York and Geneva was established with the creation of the Humanitarian Information Liaison Group. Information management is central to OCHA s contribution to international humanitarian action. By concentrating information gathering and dissemination within OCHA, the international humanitarian community benefits from economies of scale and a scope of coverage that aims at integrating information from all sources for the use of all partners. In 2002, OCHA continued to develop the Humanitarian Information Centre (HIC) concept, ensuring the provision of services, including immediate, standardized, geographic information data about needs and relief distribution. HICs are the basis for information exchange between all humanitarian partners, enhancing the capacity for rapid deployment and swift operations. Another achievement has been the French language section of the Integrated Regional Information Network (IRIN) web site, along with IRIN Outreach Radio in French and English for Somalia and Burundi, and PlusNews, IRIN s comprehensive service for HIV/AIDS information and advocacy in Africa. In 2002, OCHA also undertook an internal mid-term review of its management practices and administrative systems, to assess the impact of the previous year s change management process. A consolidated management action plan was launched, bringing together all the outstanding management priorities, with oversight from a formal implementation group to ensure follow-up. Management committed in particular to improving support to the field and improved people management as key priorities for OCHA, along with other UN Departments, participated in the Secretary-General s reform process, An Agenda for Further Change. Constraints/challenges A major challenge for OCHA will always be the need to respond to new emergencies, and to ensure the flexibility to re-deploy resources and call up new ones as necessary. For this to operate effectively, two conditions must apply. Firstly, OCHA itself must be organized to ensure rapid response and support to field personnel in difficult situations. Secondly, a strategic relationship must exist with funding partners to ensure that the resources are available to meet the expectations of donors. Progress has been made in meeting these two conditions but further improvements are required. On funding, OCHA has continued to have cash flow problems, since payments are often received long after pledges are made. In an emergency office that has no reserves, 5

18 this can cause serious delays. A more strategic partnership should be developed to ensure that once priorities are agreed with donor partners, flexible funding mechanisms are in place to ensure that agreed priorities will be met. This could include a larger proportion of unearmarked contributions, as well as early payment of pledges. In 2002, donors approved OCHA s proposals on improvements to its management support to the field, but contributions did not match the financial requirements of those proposals. Unforeseen tasks in the course of 2002 included the response to the needs of developing crises in the occupied Palestinian territory, in southern Africa, and in Côte d Ivoire. In addition, the Horn of Africa once again was subjected to a major food crisis. The IASC task force on protection from sexual exploitation and abuse in humanitarian crises and the code of conduct took up unplanned staff time, and diverted more than one full-time professional from other duties. The absorption of UNOCHA into the UN Assistance Mission to Afghanistan (UNAMA) continued to draw on staff resources, as did new work with members of the United Nations Development Group (UNDG) on relief/development transitions. OCHA is addressing its internal operating constraints. Through the Management Action Plan, OCHA is slowly correcting the legacy of organizational development constraints and relatively weak administrative structures. A recent field survey shows that, despite some advances, field administrative and financial support remains the single most commonly cited challenge impeding OCHA s effectiveness. One of OCHA s priorities for 2003 is therefore to once again address these concerns. 6

19 OCHA in Integrated Crisis Response On 17 January 2002, the Nyiragongo volcano, located approximately 18 kilometers north of Lake Kivu in the east of the Democratic Republic of the Congo (DRC), erupted releasing some 20 million cubic meters of lava. Lava flows destroyed approximately 13 per cent of the town of Goma, reducing roads and buildings in the central business district to fiery ash. The vast majority of the 400,000 people resident in Goma and the surrounding area fled. An estimated 300,000 moved east into neighbouring Rwanda, and the remainder fled west and south towards the towns of Sake and Bukavu. By 19 January, however, those who had fled the town had begun to return despite the continuing safety concerns, and within a week of the eruption, only 10,000 people remained in Rwanda. The situation in Goma was extremely challenging due to the confluence of a complex emergency with a natural disaster, affecting two countries the DRC and Rwanda and with the epicenter of the crisis in a rebel-held zone. However, the immediate response to the Nyirangongo volcano eruption was timely and effective. Despite the difficult operating environment, the loss of life was minimal, there were no outbreaks of infectious diseases and key services were quickly restored. This positive outcome resulted from well-targeted emergency interventions, exemplary cooperation between UN agencies and NGOs, and with coordination by OCHA and the support of a five-member United Nations Disaster Assessment and Coordination (UNDAC) Team. The day after the eruption, the head of OCHA in the DRC and another officer traveled to Goma to help with coordination arrangements. On the same day, an UNDAC team was also deployed. The UNDAC team facilitated coordination in Goma and Kigali, established telecommunications linkages and provided valuable support to a group of volcanologists from Belgium and Italy who had been dispatched by the UN. The volcanologists played a major role in calming fears and ensuring that assistance was delivered in a safe manner. Strategic coordination was ensured through the presence of the Assistant Emergency Relief Coordinator who traveled to Goma from Geneva two days after the eruption. The presence of donor representatives in Goma from the beginning of the crisis facilitated needs identification and the quick disbursal of funds. In Goma, the OCHA team, working with UNDAC team members, quickly established a Humanitarian Information Center to provide a focal point for information exchange. A daily coordination meeting kept information flowing and was complemented by 11 sectoral commissions that oversaw the response efforts in their sectors. On-site interagency assessments were carried out and information was disseminated on a daily basis. OCHA issued 12 situation reports between 17 and 30 January 2002, as well as numerous sectoral updates and press briefings. In addition to the Goma activities, OCHA staff acted as the secretariat to the Government s crisis committee in Kinshasa. OCHA organized relief flights from the UN Humanitarian Response Depot in Brindisi, Italy, and made available an emergency grant for needs assessment activities. Two UNDAC members worked with WFP in Kigali to set up a tracking system for all incoming supplies. The Inter-Agency Flash Appeal was launched on 21 January with a request for $15 million to assist 350,000 people. The immediate and sufficient contributions of donors enabled the humanitarian actors to respond effectively and immediately. 7

20 OCHA s Strategic Plan OCHA s Vision for 2003 Ten years after the adoption of General Assembly Resolution 46/182, which established the basic tenets of humanitarian coordination, OCHA s services are increasingly called upon by affected Governments and humanitarian partners. The challenges continue in 2003 some already on the horizon, and some still to come, both manmade catastrophes and natural disasters. OCHA will continue a modest reinforcement of its field presence, particularly in the area of natural disasters, as well as meet demands for timely and focused information management. OCHA will also continue to respond to changing needs during the post-conflict recovery phase, including the closure of offices, and handover to the United Nations Development Group (UNDG). The strategic review of OCHA s role in the Balkans, the decreasing importance of humanitarian activities, and the significant and welcome shift towards development activities, has led to the closure of all but one remaining office. OCHA s Strategic Plan In 2003 OCHA will focus on achieving a number of specific priorities across all its core functions. To this end, and in consultation with all field presences and headquarters branches, OCHA has drawn up a medium-term strategic plan for the period Three strategic objectives have been identified for this period: Effective and accountable leadership in humanitarian response coordination, including in transitions, Dynamic and coordinated humanitarian advocacy and policy, and enhanced coordination systems, and Sustainable and efficient financial and management systems. In furtherance of these medium-term objectives, OCHA has identified eight overarching priorities for 2003: 1. Strengthening response capacity OCHA will continue to strengthen its field response capacity to ensure that it is able to meet the challenges it will face around the world in OCHA plans to systematically enhance its response procedures and strengthen its early warning and contingency planning mechanisms. OCHA will design and implement an office in a box concept, and further refine Headquarters surge capacity and emergency rosters, so as to enable speedier deployment to new and evolving crises in the year ahead. Aiming towards the development of clear and realistic standards of humanitarian coordination, OCHA will also establish a consistent policy on the role, structure, function and entry strategy for field presences and Humanitarian Coordinators, and ensure that evaluation criteria are in place and utilized. OCHA will also expand its disaster response networks in developing countries United Nations Disaster Assessment and Coordination (UNDAC) teams and UN International Search and Rescue Advisory Group (INSARAG) and seek greater inter-agency policy coherence on natural disaster response and response preparedness. 2. Strengthening transitional arrangements OCHA will clarify its role in transition situations, as a complement to UNDG responsibilities. This work will include developing links between the Consolidated Appeals Process and the United 8

21 OCHA s Vision for Nations Development Assistance Framework. OCHA will also establish exit strategies for field presences to ensure residual coordination activities are adequately handed over following the end of the humanitarian crisis phase. 3. Providing standardized information, planning and coordination tools for the humanitarian assistance community OCHA will focus on ensuring consistency in the use of its response procedures, tools and mechanisms across the humanitarian community in Key tools and procedures (CAP, UNDAC, the central register, etc) will be widely promoted among members of the UN Inter-Agency Standing Committee (IASC), donor and Group of 77 (G-77) partners. OCHA will also implement the IASC recommendations to strengthen the Common Humanitarian Action Plan/Consolidated Appeal Process and to standardize non-cap planning and fund-raising (including for natural disasters). OCHA will promote the adoption of common standards for information and data management, as well as harmonizing monitoring and reporting. OCHA will also expand its capacity to support Humanitarian Information Centres. 4. Implementing a results-oriented advocacy strategy to advance humanitarian principles and policies in support of humanitarian space OCHA will enhance the profile of humanitarian issues and principles, especially forgotten emergencies and affected populations, within and outside the UN. OCHA will strengthen its role as the humanitarian voice, particularly within the context of the UN s integrated approach to crisis management and post-crisis response. OCHA will focus on enhanced strategic liaison with the UN Department of Political Affairs (DPA) and the Department of Peacekeeping Operations (DPKO); improved coherence between the Executive Committee on Humanitarian Affairs (ECHA), the Executive Committee on Peace and Security (ECPS) and UNDG; strengthened relations with Member States via the Security Council, the UN General Assembly, the Economic and Social Council (ECOSOC), donors and the G-77; and more consistent strategic coordination with military actors. OCHA will develop a more structured, focused media relations strategy, enhance relations with the Department of Public Information (DPI), and focus on key issues for HQ/field advocacy campaigns (humanitarian principles, protection of civilians, gender mainstreaming, internally displaced persons). OCHA will also work closely with donors and the media for more balanced funding across emergencies. 5. Advancing global engagement on protection of civilians and further elaborating OCHA functions concerning IDPs OCHA will guide and monitor practical application of policies on the protection of civilians by the Security Council, UN departments and agencies, NGOs, other partners and Member States. OCHA will ensure that Humanitarian Coordinators and OCHA field offices are in a position to improve field engagement in Internally Displaced Persons (IDP) management, and apply protection of civilians principles. Thirdly, OCHA will work closely with the UN High Commissioner for Human Rights to strengthen implementation of a rights-based approach to humanitarian action. 9

22 OCHA s Strategic Plan 6. Strengthening administrative support to the field OCHA will continue to strengthen both the Executive and Administrative Offices, in order to support the implementation of a comprehensive action plan addressing field concerns including contracts, mobility, harmonizing OCHA benefits with those of other UN agencies, career development, and training. OCHA will clarify entitlements and procedures for recruitment, servicing staff contracts, the purchase and delivery of equipment and related functions to all field staff. A baseline priority will be the maintenance of a low vacancy rate through advance planning and expeditious recruitment and reassignment. 7. Implementing a funding strategy and donor relations plan A key priority will be to create a sustainable funding base for OCHA, including an enhanced share of the regular budget, more consistent unearmarked contributions toward OCHA s core Headquarters requirements and improved fund-raising for field offices. OCHA will promote a collaborative field/hq approach to strategic donor relations, and will endeavour to increase core funding, including unearmarked emergency response funds. 8. Implementing a management action plan In an effort to complete the implementation of the OCHA change management process, OCHA will clarify management and decision-making structures and planning and feedback mechanisms, as well as enhance the communications and information flow between HQ and the field. A strategic planning calendar for goal setting, workplans, progress reports, training, performance review, and budget planning will be introduced. Finally, a plan for gender equality in hiring and promotions will be adopted. 10

23 OCHA s Vision for Strengthening Management In 2000, OCHA launched an internal management review process aimed at strengthening OCHA s core functions, improving support to field offices, and managing staff in a way that addressed their needs while ensuring maximum effectiveness. The process resulted in The Report of the Change Manager of November In the spring of 2002, OCHA undertook an assessment of the implementation status of the change manager s report. The assessment concluded that OCHA had succeeded in implementing most of the structural recommendations, including the organization redesign. On the strengthening of the core functions and support to the field, progress had been made but obstacles and constraints remained. As a result, a management action plan was adopted as a successor to the change management process to ensure full implementation of outstanding recommendations. The two key priorities for management in 2002, emanating from the management action plan, were to improve support to the field and improve people management. The exercise was consistent with the Secretary-General s reform programme as reflected in his report to the General Assembly, Strengthening the United Nations: An Agenda for Further Change. Recognizing the need for strategic, transparent and measurable performance, OCHA is now further developing its strategic planning process, through the consolidation and streamlining of its programme planning and budgeting processes. The overall objective is to ensure that OCHA is better able structurally, financially and managerially to respond to the increasingly complex and evolving challenges of its mandate. Over the medium and long-term, this process will allow for continuous monitoring and improvement in response to a changing environment. In seeking to enhance administrative support for its field operations, OCHA has also developed special emergency procedures for use during the critical initial phase of an emergency. The Administrative Office in Geneva, which provides support to the field, has been re-structured, strengthened and aligned with the substantive regional desk structure, in order to provide a consistent response capacity for administrative and personnel support to the field. Given its varied sources of funding, the design and implementation of a financial management system to capture and centralize all OCHA financial data has been a complex exercise. However, a financial accounting system that consolidates all financial data, at Headquarters and the field, and makes available, timely, accessible, and accurate financial reports as well as financial information on an organizational basis for OCHA management and its donors, is nearing completion. As part of its efforts to instill a culture of people management, OCHA is looking at ways to increase career development opportunities for staff, including a rotation and mobility scheme across functions and duty stations. This is also expected to reduce staff turnover and increase the retention of experienced and skilled OCHA staff. OCHA will continue to develop these critical management tools and approaches that are key to effective performance, particularly in the field. The strategic plan for 2003 will guide this process. 11

24 Office of the USG/ERC, DERC, Director, New York and AERC/Director, Geneva Executive Management Office of the USG/ERC, DERC, Director, New York and AERC/Director, Geneva 12 Office of the USG/ERC, DERC, Director, New York and AERC/Director, Geneva Regular Extra- Projects Budget budgetary Staff Professional General Service Staff & Non-staff costs $ 1,536,400 $ 1,453,745 $ 748,625 $ 3,738,770 Requested Resources (Extrabudgetary & Project) $ 2,202,370 Based in New York, the Under-Secretary-General for Humanitarian Affairs and Emergency Relief Coordinator (USG/ERC) heads the Office for the Coordination of Humanitarian Affairs (OCHA). The USG/ERC has responsibility for all aspects of the functioning of OCHA in New York, Geneva and the field, acts as the advisor to the Secretary- General on humanitarian affairs and is a key player in the Secretary-General s integrated crisis management response. The USG/ERC provides regular briefings to the Security Council, the Economic and Social Council (ECOSOC) and other UN fora, as well as informal groupings of Member States and partners. The main functions of the USG/ERC are to coordinate the response of humanitarian agencies, particularly of the UN system, to humanitarian emergencies; to work with governments of affected countries, donors and other interested states in advocating humanitarian initiatives; to head the Inter-Agency Standing Committee (IASC) and the Executive Committee on Humanitarian Affairs (ECHA), and to oversee the implementation of their recommendations; to mobilize resources and support for humanitarian agency programmes; and to steer the development of a better public understanding of, and support for, humanitarian issues. The USG/ERC spearheads OCHA s efforts as the system-wide focal point for the protection of civilians. The USG/ERC is the designated UN Coordinator for the international response to internal displacement and the UN Coordinator for international cooperation on Chernobyl. He is responsible for the International Strategy for Disaster Reduction (ISDR), supported by a separate secretariat and an inter-agency task force. The Deputy Emergency Relief Coordinator (DERC) supports the USG/ERC in the discharge of these responsibilities. The DERC is the principal advisor to the USG/ERC, with an emphasis on key policy and management issues, and is officerin-charge during the USG/ERC s absence from Headquarters. The DERC exercises a managerial overview of OCHA, ensuring effective cooperation between New York, Geneva and the field. The DERC ensures liaison with other departments of the United Nations, particularly with political affairs and peacekeeping operations. The DERC exercises coordination/people management responsibilities over the Directors of the New York and Geneva offices. The Director, Geneva, is the Assistant Emergency Relief Coordinator (AERC) and manager of the Geneva-based activities related to both natural disasters and complex emergencies. Together with the other members of the senior management team, the Director, Geneva/AERC ensures effective cooperation with field-based humanitarian, political and peacekeeping components of the UN system, traveling to countries with prospective or ongoing humanitarian crises to undertake negotiations or review coordination arrangements. The AERC represents the ERC with Governments and organizations in Europe. The Director, New York, has OCHA-wide functional management responsibility for all financial management, administrative and personnel

25 Executive Management 3 New York Staff Professional General Service Staff & non-staff costs Regular Budget Projects issues and for policy development, information management and advocacy issues. He supervises both substantively and in terms of coordination/ people management the policy development, information management and advocacy branches, and the Executive Office, and exercises coordination/people management responsibilities over the Humanitarian Emergency Branch. Together, the USG/ERC, DERC, the Directors in both Geneva and New York and the Deputy Director, Geneva, constitute the Senior Management Team $ 1,263,800 $ 832,019 $ 2,095,819 Requested Resources (Extrabudgetary & Project) $ 832,019 Geneva Staff Professional General Service Staff & non-staff costs Regular Budget Extrabudgetary Extrabudgetary Projects $ 272,600 $ 621,726 $ 894,326 Requested Resources (Extrabudgetary & Project) $ 621,726 In 2002, the Office of the USG/ERC, DERC and the Director New York: Conducted numerous field missions to review the effectiveness of humanitarian response, including the coordination arrangements in a variety of country situations, addressed emerging and forgotten crises and increased interaction with the Security Council, and addressed concerns such as the issue of humanitarian access with senior officials. Major areas of concern in 2002 were: Afghanistan, Angola, the Democratic Republic of the Congo, the occupied Palestinian territory, the Horn of Africa, southern Africa, and the Sudan, Focused OCHA s efforts to promote the culture of protection called for by the Secretary-General on extending practical policy guidance to the Security Council, Member States, and UN departments and agencies, Upon the request of the Secretary-General, coordinated the work of the IASC task force on protection from sexual exploitation and abuse in humanitarian crises, Advocated successfully for an enhanced dialogue in the cooperation with the Group of 77 coordinators in New York and Geneva, including through the establishment of the Humanitarian Information Liaison Group a new mechanism for consultation, in line with OCHA s goal of developing more structured support for its policy and programme development, Raised the profile of internally displaced persons (IDPs), including through advocacy with the Humanitarian Information Liaison Group and the ECOSOC, as well as through closer collaboration with the Representative of the Secretary-General for IDPs, Rationalized the selection process for Humanitarian Coordinators by establishing clearer procedures and improved interaction with UN Development Group agencies, Revitalized the UN Chernobyl Programme through the launch of a revised forward-looking ten-year Strategy for Recovery for the affected areas including a plan for its implementation and by reanimating the existing coordination and consultative mechanisms, including the UN Inter-Agency Task Force, Strengthened the ISDR Secretariat by streamlining its internal management and work plan, strengthened the donor base of the Secretariat through the creation of a donor group, the ISDR Support Group, and oversaw critical adjustments to the working of the Task Force, Oversaw the implementation of OCHA s Management Action Plan for 2002, a successor to the change management process, to ensure 13

26 Office of the USG/ERC, DERC, Director, New York and AERC/Director, Geneva 14 the continued implementation of the outstanding recommendations from OCHA s internal review, with particular focus on enhanced support to the field and people management. In this regard, the Geneva office was reinforced by the placement of a Deputy Director to ensure continuity in the oversight of its administrative and management functions, particularly in the field, Further developed OCHA s strategic planning process, with the objective to ensure that OCHA is better able structurally, financially and managerially to respond to the increasingly complex and evolving challenges of its mandate, Aligning financial planning preparations within its medium-term strategic planning process, OCHA has begun the work to delineate its ongoing core (baseline) requirements from other annual priority or additional requirements. In close consultation with donors through the Working Group on OCHA, formerly the friends of OCHA, OCHA intends to develop a more structured and systematic approach to resourcing its activities both in the field and at Headquarters in 2003, and Contributed to the further implementation of the Millennium Development Goals by undertaking a Departmental self-assessment in support of the Secretary-General s UN reform as reflected in his report to the General Assembly on strengthening the Organization. In 2002, the Office of the AERC/Director, Geneva: Ensured the effective functioning or development of coordination mechanisms by carrying out field visits, with particular emphasis on West Africa, the occupied Palestinian territory, Angola, the drought in Southern Africa, and the volcano eruption in the Democratic Republic of the Congo, Strengthened the Consolidated Appeal Process as an inclusive strategic planning tool with increased donor participation in the planning process, Supported linkages with other UN entities engaged in response to natural disasters, including the United Nations Development Programme (UNDP) and ISDR, Improved key services and tools for Resident Coordinators in cases of natural disasters and complex emergencies, such as the UNDAC system and surge capacity, and maintained liaison with UNDP/Resident Coordinators on their responsibilities in natural disaster response, During 2002, the AERC/Director Geneva was actively engaged in discussions with European institutions and Member States on establishing complementarity with the United Nations in crisis management and humanitarian action, Chaired the IASC Working Group, and Along with the Director, New York, briefed and consulted with the Geneva-based donor community on OCHA s donor relations and resource mobilization activities via the Humanitarian Liaison Working Group and the Working Group on OCHA, including briefings on IASC activities, and traveled to donor capitals as part of donor relations and resource mobilization strategy for OCHA and for humanitarian needs emergencies. Key Priorities for 2003: In 2003, the priorities of the Office of the USG/ERC, along with the DERC and the Directors, Geneva and New York, are reflected in the strategic priorities outlined in the previous section. The Senior Management Team will focus on: Improving OCHA's capacity to respond quickly and effectively to emerging crises and on building a strategic partnership with donors on the basis of agreed priorities, Advocating for the respect of humanitarian principles and the protection of civilians and forgotten emergencies, Improving management processes in support of the Secretary-General's ongoing reform, including improved field conditions and personnel practices, and Liaising with political, peacekeeping and development colleagues as part of the Secretary-General's integrated approach to crisis management. In 2003, a separate donor relations section is being established in Geneva, supplemented by additional staff in New York. This capacity will directly

27 Executive Management 3 Strengthening Donor Relations Capacity Project Donor Relations Project Staff Professional General Service Staff & non-staff costs Regular Budget Projects $ 748,625 $ 748,625 Requested Resources (Extrabudgetary & Project) $ 748,625 support the Office of the Under-Secretary-General through the Office of the Director/AERC in Geneva and Office of the Director in New York. Its focus will be on greater engagement with new and existing donors to achieve more sustainable and predictable funding for both field and Headquarters activities. Emphasis will be placed on intensifying dialogue and developing strategic partnerships with key donors, improved and standardized reporting mechanisms, and prioritization of core and incremental funding requirements. Geneva Staff Professional General Service Staff & non-staff costs Regular Budget Projects $ 563,644 $ 563,644 Requested Resources (Extrabudgetary & Project) $ 563,644 New York Regular Budget Extrabudgetary Extra- Budgetary Extrabudgetary Projects Key Priorities for 2003: Developing a resource mobilization/donor relations plan of action, Improving donor relations information management tools, including the development with donors of standardized reporting format, Working with the Working Group on OCHA to strengthen existing cooperation, thereby improving support for senior management on donor relations/resource mobilization issues, Broadening OCHA s donor base, and Establishing a more predictable funding base, including through a clearer definition of OCHA s core and incremental requirements. Staff Professional General Service Staff & non-staff costs $ 184,981 $ 184,981 Requested Resources (Extrabudgetary & Project) $ 184,981 15

28 Executive and Administrative Offices Executive and Administrative Offices Executive and Administrative Offices Regular Extra- Budget budgetary Projects Geneva and field offices, including substantive supervision of the Administrative Office in Geneva and the field. Staff Professional General Service Staff & Non-staff costs New York Common Costs Non-staff costs $ 750,000 $ 2,947,153 $ 737,212 $ 4,434,365 Requested Resources (Extrabudgetary & Project) $ 3,684,365 New York Staff Professional General Service Staff & Non-staff costs Regular Budget Regular Budget Extrabudgetary Extrabudgetary Projects Projects $ 486,700 $ 610,652 $ 1,097,352 Requested Resources (Extrabudgetary & Project) $ 610,652 $ 711,700 $ 697,436 $ 1,409,136 Requested Resources (Extrabudgetary & Project) $ 697,436 The Executive Office, comprising the Administrative Services in both New York and Geneva, is responsible for financial, personnel, administrative and programme support functions both at Headquarters and the field. The Administrative Service in New York also serves as the Executive Office of OCHA, overseeing and coordinating the overall administration of the New York, The Executive Office supports management in implementing the recommendations of the management review of OCHA, including the development and consolidation of critical management tools; the implementation of the strategic planning process to ensure coherence in the annual work planning, budgetary and human resources cycle; and the strengthening of overall support to the field. This office also administers the Central Emergency Revolving Fund, ensuring compliance with the rules and procedures governing its use; monitors advances and replenishments; and ensures financial reporting. The Administrative Office in Geneva provides financial, personnel and general administration support to the Geneva Office, projects and OCHA's field activities. The office manages the Trust Fund for Disaster Relief and provides administrative support to the International Strategy for Disaster Reduction Fund, the Internally Displaced Persons Unit and the Afghanistan Emergency Assistance programme. In 2002, the Executive Office, comprising the Administrative Services in New York and Geneva, continued to exercise the delegation of authority conferred on OCHA in the management of emergency trust funds. The office coordinated the preparation of the proposed programme budget for the biennium and the preparation of OCHA's programme performance report for the biennium , including an evaluation of programme delivery against expected accomplishments. The office launched a pilot project of the financial accounting system for OCHA. The office provided support for the integration of OCHA into United Nations 16

29 Executive Management 3 Geneva Staff Assistance Mission in Afghanistan (UNAMA), the closure of OCHA offices in Islamabad and the transfer of the Mine Action Programme to the United Nations Mine Action Service (UNMAS) of the Department of Peacekeeping Operations. New monitoring tools, internal mechanisms and databases enhanced administrative support services for the effective implementation of OCHA programmes. The office worked closely with the Office of Human Resources Management on the implementation of the Human Resources Management Action Plan for OCHA as well as the new staff selection system and database system for human resources management. Administrative guidelines and procedures were developed, and simplified working arrangements with OCHA service providers in the field were introduced. The office also ensured appropriate working conditions for field staff and improved donor reporting, including the development of standard reports Professional General Service Staff & Non-staff costs Regular Budget Geneva Common Costs Regular Budget Extrabudgetary Extrabudgetary Projects Projects $ 263,300 $ 2,336,501 $ 737,212 $ 3,337,013 Requested Resources (Extrabudgetary & Project) $ 3,073,713 on the utilization of donor contributions, review of funding agreements for approval by the Controller s Office, and assisting in the development of a strategy for more viable and predictable funding for OCHA. Key Priorities for 2003: Developing mechanisms to ensure optimal support to the field in human resources management, financial management and common support, Developing and disseminating a user-friendly administrative manual and guidelines to ensure a better understanding of UN rules and regulations and policies and procedures, Coordinating the review of OCHA's proposed programme budget for the biennium by relevant bodies, Harmonizing human resources management policies and practices in Headquarters and the field, ensuring parity in conditions of service as well as staff entitlements, Evaluating the financial accounting system to ensure optimal utilization, Evaluating and improving mechanisms for vacancy management, selection of staff for field appointments and re-assignments, Developing and launching a staff rotation system for OCHA, and Strengthening overall administrative support of OCHA, with emphasis on the field. Non-staff costs $ 648,400 $ 448,610 $ 1,097,010 Requested Resources (Extrabudgetary & Project) $ 448,610 17

30 Executive and Administrative Offices Staff Development and Training Project Staff Development and Training Project Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 737,212 $ 737,212 Requested Resources (Extrabudgetary & Project) $ 737,212 The Staff Development and Training Project works towards strengthening the capacity of OCHA staff, both at Headquarters and in the field, to enable them to carry out effective and accountable humanitarian response coordination, advocacy and strategic planning. The project supports the process of continuous learning and tries to improve the capabilities of OCHA s staff through the design, development and implementation of specific training programmes and by disseminating information on various training opportunities. During 2002, the Staff Development and Training Project organized three Emergency Field Coordination Training workshops for OCHA staff and two orientation courses for newcomers to OCHA. As part of an assessment of staff needs, a review exercise was also carried out to evaluate individual training gaps and priorities. In addition, several events were hosted to enable staff to broaden their knowledge and to improve synergies between branches and units. A monthly newsletter was published to highlight training events pertinent to humanitarian work for the benefit of staff. For 2003, OCHA is requesting resources for two key training activities: Emergency Field Coordination Training (EFCT), as well as staff security and stress management training. Key Priorities for 2003: Continuing and expanding Emergency Field Coordination Training in Geneva and in the field, Introducing standardized procedures, including an induction package to support the orientation and integration of new OCHA staff both in the field and at Headquarters, Establishing training and support mechanisms to address stress in the workplace, especially for those staff working in particularly difficult or dangerous duty stations, Complementing the Office of the United Nations Security Coordinator (UNSECOORD) security training initiatives, by introducing training modules on behaviour and personal security, Designing and implementing a structured training system on OCHA financial and administrative procedures, Initiating a training management system to centralize all training-related information that will facilitate a proactive response to the training needs and priorities of each department and field office, and Developing a distance learning module to enhance writing skills throughout the entire geographical spread of OCHA staff. 18

31 Executive Management 3 Learning Lessons Through Evaluations OCHA commissioned an independent external review of its East Timor emergency response in late 2001, as part of its lessons-learned strategy. The purpose of the review was to draw out concise and action-oriented lessons in order that OCHA may improve humanitarian preparedness, intervention and coordination in future complex emergency environments. The 1999 East Timor crisis provides a useful insight into the complexity of coordination in a rapidly changing environment. The review confirmed the commonly held view that OCHA s response at the time was successful and provides a positive case on which to define and build on the core elements of good coordination. In particular, OCHA s response reaffirmed the value of a field-based coordination approach and provided a number of important lessons to the organzation. The report found that OCHA achieved many of the duties and functions expected of a coordinating body in general, and of a UN coordinating body in particular. OCHA succeeded through the rapid deployment of experienced, senior staff to the field; a strong vision for its role within the overall response; favourable contextual factors and the ability to seize the opportunities these presented; and through adopting innovative internal processes and systems that generally helped to improve upon practices that hindered OCHA s performance in the past. on joint strategic operational planning; (v) develop the Common Humanitarian Action Plan (CHAP) as a tool for strategic planning and coordination; (vi) study the transition from humanitarian to nation-building processes; (vii) increase donor engagement with issues around field coordination; and (viii) take the lead in the coordination policy debate. Following the review, discussion and broad dissemination of the report, OCHA has made significant strides to implement its recommendations and to disseminate widely the lessons drawn. While some recommendations, such as developing more integrated field-based competencies for emergencies and recruiting and retaining staff with field experience and skills may take time, others, such as reinvigorating the internal change management process were tackled immediately. OCHA is also in the process of improving the Common Humanitarian Action Plan as well as developing a definition for coordination and appropriate performance indicators. The external evaluation team made eight key recommendations, proposing that OCHA (i) develop more integrated field-based competencies for emergencies; (ii) reinvigorate aspects of the internal change management process; (iii) recruit, develop and retain staff with field experience and skills; (iv) improve 19

32 The IASC/ECHA Secretariat The IASC/ECHA Secretariat 20 New York Staff Professional General Service Staff & Non-staff costs Regular Budget Projects $ 444,090 $ 444,090 Requested Resources (Extrabudgetary & Project) $ 444,090 Geneva Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Extrabudgetary Projects $ 247,809 $ 247,809 Requested Resources (Extrabudgetary & Project) $ 247,809 The General Assembly established the Inter- Agency Standing Committee (IASC) under the chairmanship of the Emergency Relief Coordinator. Within the humanitarian community the IASC provides a unique forum to bring together members of the UN family, the IOM, the International Federation of Red Cross and Red Crescent Societies, and three consortia of major international nongovernmental organizations (NGOs)*. The primary role of the IASC is to shape humanitarian policy and to work together as a group to ensure coordinated and effective humanitarian response. The Executive Committee on Humanitarian Affairs (ECHA)** is chaired by the Under-Secretary- General for Humanitarian Affairs. Its aim is to enhance the coordination within the UN system, particularly by assisting the Secretary-General in harmonizing work programmes, formulating recommendations to inter-governmental bodies and addressing those humanitarian issues that could benefit from joint discussions with the Department of Political Affairs (DPA) and the Department of Peacekeeping Operations (DPKO). The participation of both Departments ensures that political/military issues during humanitarian crises are addressed. A single Secretariat based in OCHA serves the IASC and ECHA. This arrangement ensures that parallel discussions in the two Committees are based on a common understanding of problems and on effective decision-making processes. In 2002, the IASC/ECHA secretariat within OCHA supported these Committees in their work, reviewing country situations and dealing with issues such as the Consolidated Appeals Process and the Common Humanitarian Action Plan, assistance and protection of internally displaced persons, guidance for transitional situations, use of armed escorts, NGO/UN collaboration in field security, terms of engagement between humanitarian agencies and armed groups, gender mainstreaming in humanitarian assistance and protection from sexual exploitation and abuse. Efforts have been made to ensure that effective coordination mechanisms are in place on the ground and that gaps in assistance are quickly addressed. Key Priorities for 2003: Enhancing the follow-up to the decisions taken in the IASC, the IASC Working Group and ECHA, including more systematic monitoring of the work of the IASC subsidiary bodies, Strengthening the linkage of the IASC with Humanitarian Coordinators and with the field in general, Ensuring the efficacy of the interface of the IASC with the other Executive Committees established by the Secretary-General to link humanitarian, political and development goals with particular focus on relief-to-development transition issues, and Improving linkages with the permanent missions of Member States on the deliberations of the IASC.

33 Executive Management 3 Developing Humanitarian Standards Sanctions are an instrument available to the Security Council acting under Chapter VII of the Charter of the UN in the event of any threat to the peace, breach of the peace or act of aggression. Used only twice between 1945 and 1990, the use of sanctions has increased dramatically in recent years. The Security Council has imposed sanctions on nations and armed groups 17 times since The current sanctions against Iraq, however, have been at the heart of a growing debate on sanctions as a tool within the international community. Through the comprehensive economic sanctions against Iraq, the international community came to realize the political and, above all, the humanitarian consequences that the imposition of sanctions may raise, in particular in the case of comprehensive economic sanctions against an entire country. As a result, the Security Council initiated a review of its approach to sanctions and started to change its practice when imposing new sanctions. The Council now regularly requests assessment reports on the humanitarian implications of current and even possible future sanction regimes. OCHA has been mandated to carry out these assessments and to draft the relevant reports of the Secretary-General addressed to the Security Council. In 2001, OCHA completed four assessment studies regarding the sanctions regime imposed on the Taliban and one report as to possible future sanctions against Liberia. The main challenge associated with the monitoring and assessment of the humanitarian impact of sanctions is to distinguish between effects of sanctions and other factors that influence the humanitarian situation in a targeted country. In most sanctioned countries there are different causes that influence the humanitarian condition of the civilian population (e.g., armed conflict, natural disasters or widespread human rights abuses) and sanctions may be only one possible additional contributing factor. Given the high profile and scrutiny of sanctions assessments, a pressing need exists to develop a consistent approach to these kinds of studies, a fact now accepted by the Security Council, UN Member States, those subjected to sanctions regimes, as well as by the humanitarian community. In 2002 OCHA initiated a project to develop a standardized methodology for undertaking humanitarian assessments of potential negative effects of sanctions on vulnerable populations in advance of, during, and following the conclusion of sanctions regimes. The project implies broad-based consultations, including field visits to countries and regions under current or recent sanction regimes. The conclusion and findings of the project will be published mid It is hoped OCHA s work on establishing objective measures to gauge the impact of sanctions will minimize their humanitarian consequences for vulnerable populations. * The members of the IASC are the Heads, or their designated representatives, of UNDP, UNICEF, UNHCR, WFP, FAO, WHO and OCHA. In addition there is a standing invitation to IOM, ICRC, IFRC, OHCHR and the Representative of the Secretary-General on IDPs and the World Bank. The non-governmental consortia ICVA, Inter-Action and SCHR also have a standing invitation to attend. ** ECHA's membership is composed of UNDP, UNICEF, UNHCR, WFP, OHCHR, DPKO, DPA, UNRWA, the Office of the Special Representative of the Secretary-General for Children in Armed Conflicts, WHO and FAO. 21

34 Humanitarian Emergency Branch Emergency Response Coordination Humanitarian Emergency Branch Humanitarian Emergency Branch Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 1,611,200 $ 1,338,937 $ 2,950,137 Requested Resources (Extrabudgetary & Project) $ 1,338,937 The Humanitarian Emergency Branch (HEB), in close collaboration with other policy, advocacy and response branches of OCHA, supports the Under- Secretary-General (USG) and Emergency Relief Coordinator (ERC) in ensuring a rapid, effective and coordinated response to complex emergencies and natural disasters. It serves as principal advisor in the USG/ERC s interaction with the Executive Office of the Secretary-General, as well as between OCHA and the political, peacekeeping and security arms of the Secretariat, United Nations agencies and NGOs on humanitarian issues. The meetings of the Under-Secretary-General with the Secretary- General, heads of state and representatives of Member States, enable OCHA to present humanitarian strategies at the highest level in order to find the most effective ways to mobilize international support for the victims of emergencies. In times of crisis, the Branch supports the Under-Secretary-General/Emergency Relief Coordinator, the Deputy Emergency Relief Coordinator or the Branch Chief in briefing the Security Council on the humanitarian challenges in specific countries. The Humanitarian Emergency Branch also serves as the primary point of contact for United Nations Humanitarian Coordinators with the USG/ERC and OCHA New York. In addition to maintaining a dialogue with these Coordinators and providing guidance and support to them, the branch intercedes on their behalf with other Departments within the Secretariat, with Member States, United Nations agencies and NGOs. The Branch prepares a variety of papers for the Secretary- General, the Security Council, the General Assembly and other inter-governmental bodies containing up-to-date field-based information, analysis and recommendations on humanitarian emergency situations. The Branch regularly consults with an array of partners on specific humanitarian issues and challenges. It briefs the weekly Inter-Agency Standing Committee (IASC) working-level meetings, as well as the monthly InterAction meetings on country situations, and liaises closely with the IASC/Executive Committee on Humanitarian Affairs (ECHA) secretariat on the appointment of Humanitarian Coordinators. It leads, or participates in, inter-agency assessment missions to the field and contributes to OCHA s surge capacity in times of crisis through staff deployment to the field. In 2002, the Branch supported the USG/ERC in his engagement with the Security Council on humanitarian concerns. It also provided monthly briefings to the President of the Security Council, the permanent five Member States and other Member States, as well as the annual briefing of new Security Council members. It participated 22

35 Emergency Response Coordination 4 in all Security Council deliberations with humanitarian implications, and provided assistance in preparation of the Secretary-General s annual report to the General Assembly. The Branch provided analytical advice to the inter-departmental framework for coordination on early warning in countries of potential concern, thus enhancing United Nations preparedness in these countries. In addition, its participation in Headquarters-based task forces and working groups contributed to decision-making about the mandate, duration and structure of United Nations missions in crisis countries and promoted the coherence and effectiveness of humanitarian coordination structures within these missions, including Afghanistan, Angola, the Democratic Republic of the Congo, and Sierra Leone. It also helped to ensure a humanitarian perspective in United Nations policy and strategy development in the deliberations of such bodies as the Balkans Working Group, the West Africa Task Force, the Sudan Task Force, and the Colombia Task Force. The Branch contributed to improving the effectiveness of emergency programmes through regular and timely briefings to donors highlighting funding gaps and new funding requirements. The Branch supported missions to Angola, Burundi, the Democratic People s Republic of Korea, the Democratic Republic of Congo, Eritrea, Ethiopia, and the occupied Palestinian territory, that led to improved coordination arrangements and expanded response initiatives. The Branch also helped improve the operating environment for United Nations agencies and their partners in Afghanistan, Democratic People s Republic of Korea, the northern Caucasus and the Sudan. Emergency response was supported directly when the Branch deployed staff to crisis countries, including Afghanistan, while its participation in inter-departmental or inter-agency missions to the field, including Angola, Afghanistan, southern Africa and Sri Lanka, helped in making assessments of needs and requirements. Staff was also made available for medium-term humanitarian assignments within United Nations missions in Democratic Republic of the Congo, Eritrea and Yugoslavia. Key Priorities for 2003: Providing timely briefings, analysis and recommendations to the USG/ERC in support of his role as humanitarian advisor and advocate to the Secretary-General on humanitarian affairs, thereby ensuring a rapid, effective and coordinated response to complex emergencies and natural disasters, Monitoring and balancing the allocation of staff resources and time between high-profile crises (e.g., Afghanistan and the occupied Palestinian territory), relatively new emergencies (southern Africa, Ethiopia, Eritrea and Cote d Ivoire) and long-standing chronic emergencies, especially those in Africa (e.g., Democratic Republic of the Congo and the Sudan), Promoting a strategic response to complex emergencies, highlighting linkages with the underlying causes of vulnerability, including food insecurity and the effects of HIV/AIDS, Monitoring and promoting OCHA compliance in the field with Minimum Operating Security Standards, including the preparation of projects and funding proposals that support this aim, and Consolidating OCHA staff capacity through appropriate competency-based training, promoting teamwork and exposure of staff to various types of field experience, including participation in the OCHA Emergency Response Roster, and preparedness to contribute to internal surge capacity requirements. 23

36 Response Coordination Branch Response Coordination Branch Response Coordination Branch Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 1,475,700 $ 4,023,478 $ 1,301,896 $ 6,801,074 Requested Resources (Extrabudgetary & Project) $ 5,325,374 The Response Coordination Branch (RCB) plays the leading role in the mobilization and coordination of international assistance in the aftermath of complex emergencies and natural disasters. It works in close cooperation with the Emergency Services Branch (ESB) in Geneva and the Humanitarian Emergency Branch (HEB) in New York. The Branch consists of five geographic sections Europe and Central Asia, Latin America and the Caribbean, Asia and the Pacific, Africa I and Africa II and the Consolidated Appeals Process (CAP) section. In 2003, the donor relations functions of the CAP section will be transferred to the Office of the Assistant Emergency Relief Coordinator. Collaboration between the RCB and the ESB ensures the timely use and further promotion of the existing emergency services such as the United Nations Disaster Assessment and Coordination (UNDAC) teams and the Military and Civil Defence Unit. The close ties maintained with HEB focus on ways to approach policy and partner issues in specific regions and countries, while harmonizing political and bilateral contacts. The Branch supports the preparation of the Inter- Agency Consolidated Appeals, maintains and supports field offices in more than 30 locations and, through regular contact with inter-agency partners and NGOs at Headquarters, monitors the coordination of assistance at the field level. In 2002, the RCB played a key role in the OCHA response to complex emergencies, notably in Afghanistan, in close collaboration with Humanitarian Emergency Branch and the Internally Displaced Persons Unit. The branch helped strengthen the management of OCHA field offices, through the standardization of procedures for staff reviews and rotation, and supported field coordination through developing standard terms of reference. Standard operating procedures and guidelines for recruitment of field staff were developed so that timely and adequate deployment of staff could be ensured. In addition, methods were devised for orientation, briefing and training of newly deployed field staff. The Branch made an assessment of humanitarian requirements throughout the world, coordinated international humanitarian response, and supported field coordination mechanisms and OCHA s role in emergencies and post-conflict situations. Steps were taken to improve the resource base of OCHA in Inter-agency briefings for donors were organized in Geneva, and the Branch made initial contacts with donors, disbursed emergency cash grants and channeled contributions from donors for rapid emergency relief assistance. Almost two dozen inter-agency consolidated appeals for 2003 were launched from eight different locations across the world. New coordination mechanisms were set up in the Democratic Republic of the Congo after the visit of a multi-donor mission to respond to the changes in the political and humanitarian situation, strengthening and decentralizing OCHA s structure throughout the country. Assistance was mobilized and coordinated, together with the Emergency Services Branch, for 67 natural disasters, including hurricanes in Central America, an earthquake and a volcanic eruption in Papua New Guinea, and volcanic and seismic activity at Mount Nyiragongo in the Democratic Republic of the Congo. 24

37 Emergency Response Coordination 4 Two new regional support offices were established in Kenya and in Côte d Ivoire. The network of Regional Disaster Response Advisors was reinforced, particularly in Africa and Asia. A Humanitarian Coordinators Retreat was held in Switzerland in November 2002, following the CAP Launch to improve coordination mechanisms and systems management by Humanitarian Coordinators in all OCHA field offices. Key Priorities for 2003: Developing, together with HEB, enhanced OCHA response procedures for complex emergencies and ensuring their full use, Promoting the improvement of OCHA field staff working conditions, Strengthening the working-level network with Geneva-based missions in order to build closer ties with the Governments of disaster-prone countries, Consolidating the Regional Disaster Response Advisor coverage (fine-tuning of staffing, country coverage, priority and objective resetting), Improving collaboration with regional organizations, including the Asia Disaster Reduction and the Centre and Asian Disaster Preparedness Centre in Asia and the Southern African Development Community and the African Union in Africa, as well as with national governments and NGOs, Enhancing OCHA s role in natural disaster response and response preparedness, in close collaboration with UNDP and other agencies, Supporting the undertaking and follow-up of evaluations and reviews of OCHA response to complex emergencies and natural disasters, and Refining strategies and procedures for Consolidate Appeals in accordance with Inter- Agency Standing Committee recommendations. 25

38 Response Coordination Branch CAP Strengthening Project CAP Strengthening Project Regular Budget Extrabudgetary Projects Staff Professional General Service Staff & Non-staff costs $ 906,396 $ 906,396 Requested Resources (Extrabudgetary & Project) $ 906,396 The Consolidated Appeals Process (CAP) is a mechanism that enables an effective system-wide response to complex emergencies. During 2002, the 2003 consolidated appeals for 2003 were prepared on the theme of Hope for the Future. The global launch of the appeals was organized in seven donor capitals, highlighting the need to support countries emerging from conflict. A total of 16 field workshops for some 500 UN, NGO, the International Federation of Red Cross and Red Crescent Societies, donor and Government representatives were organized in order to promote participation in the CAP, and to strengthen coordination and strategic planning in humanitarian crises. The CAP Unit collaborated in the Inter-Agency Standing Committee (IASC) Review of the CAP, and in the External Review of the CAP, leading to the development of an IASC-endorsed plan for strengthening the CAP in the ECOSOC resolution 2002/32. Rationalization and streamlining of the inter-agency planning processes and appeals was undertaken in 2002, as was development of common humanitarian action plans in the field (Colombia, southern Africa) making use of improved CAP training tools. In 2003, the CAP section will be reorganized to reflect the growing importance of the CAP as an inter-agency process requiring dedicated support and management. Key Priorities for 2003: Implementing the recommendations of the Inter-Agency Standing Committee and external reviews of the CAP; as well as those of the donor-led Humanitarian Financing Studies, the Montreux Process on the CAP and the ECOSOC, Restructuring the CAP section with increased capacity for the analysis of global financial assistance, supporting strategic planning in the field and advocating for forgotten emergencies, including financial and donor funding trends, Bolstering support to inter-agency strategic planning in humanitarian crises, Strengthening advocacy for equity in humanitarian funding, especially to forgotten emergencies, and Monitoring implementation of the IASC action plan for strengthening of CAP, and reporting regularly to the IASC to ensure accountability. 26

39 Emergency Response Coordination 4 Surge Capacity Project Surge Capacity Project Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 395,500 $ 395,500 Requested Resources (Extrabudgetary & Project) $ 395,500 Improving OCHA s ability to respond to sudden onset emergencies in a timely manner is a key priority. The Surge Capacity Project was designed to enable rapid deployment with concrete efforts made over the past year to strengthen that ability. Two Senior Emergency Officers (SEOs) were recruited as an integral part of the Response Coordination Branch, reporting directly to the Chief of the Branch. Between October 2001 and September 2002, the SEOs undertook over one dozen missions to Iran, Burundi, Pakistan, Madagascar, the occupied Palestinian territory, the Democratic Republic of the Congo (DRC), Uganda, Liberia, Afghanistan, Zimbabwe and South Africa. These missions supported the Resident Humanitarian Coordinators and OCHA offices in the field, through developing or upgrading coordination structures, facilitating the development of contingency plans and appeals, providing guidance on the application of International Humanitarian Law and carrying out assessments at the field level. All missions were undertaken following the recommendation of the AERC or upon the request of the Resident Coordinator/Humanitarian Coordinator. improving the conditions of service for OCHA field staff, conducted an internal OCHA workshop on international humanitarian law, and participated in various working groups and committees related to OCHA s ongoing change management process and policy development efforts. Both SEOs also attended the two-week UNDAC induction course, preparing them for future deployments as UNDAC team leaders. Key Priorities for 2003: Continuing to ensure rapid deployment of emergency staff to crisis areas, Ensuring preparedness to carry out at least 12 emergency missions, Contributing to efforts in ensuring that a field perspective is reflected in policy initiatives undertaken by OCHA, Providing field-oriented assistance and advice on training initiatives, and Providing internal surge capacity to backstop sections within OCHA HQ which may require short-term assistance. When not deployed in the field, the SEOs also provided temporary support at Headquarters in addressing major crises in Afghanistan, DRC and in the occupied Palestinian territory. They developed standard Terms of Reference for an OCHA Field Office, drafted a proposal on 27

40 Emergency Services Branch Emergency Services Branch The objective of the Emergency Services Branch (ESB) is to develop OCHA s capacity to provide emergency services aimed at expediting the provision of international humanitarian assistance in disasters and emergencies. Within the overall mandate of OCHA, the Branch develops, mobilizes and coordinates international and bilateral rapid response to emergencies. A majority of the activities undertaken by ESB are individual projects requiring donor support, including the Field Coordination Support Project, the Military, Civil Defence and Logistics Support Project, the Environmental Emergencies Services Project and the Emergency Telecommunications Project. Some 30 years of UN experience in response to sudden onset natural disasters, environmental emergencies and other types of disasters are represented in ESB. Emergency Services Branch Staff Professional General Service Staff & Non-staff costs Regular Budget Projects Field Coordination and Support Services Project $ 642,700 $ 308,066 $ 3,754,283 $ 4,705,049 Requested Resources (Extrabudgetary & Project) $ 4,062,349 FCSS deploys the United Nations Disaster Assessment and Coordination (UNDAC) teams, responding to sudden-onset disasters or emergencies anywhere in the world within 12 to 24 hours. It is also the secretariat for the International Search and Rescue Advisory Group (INSARAG), a network of international urban search and rescue teams, responding to emergencies involving victims trapped under collapsed structures. FCSS also Extrabudgetary Field Coordination and Support Services Project Regular Extra- Projects Budget budgetary Staff Professional General Service Staff & Non-staff costs manages OCHA s internal emergency roster and external human resources made available by donor Governments. During 2002, FCSS assisted national, international and regional disaster response systems in bringing rapid relief to the victims of suddenonset disasters and humanitarian emergencies. UNDAC teams were deployed to 11 countries during the year in response to volcanic eruptions, earthquakes, floods, a toxic spill, a humanitarian emergency, a dam-burst, an ammunitions dump explosion, and a tropical storm. UNDAC conducted initial training and refresher courses in Europe (Lausanne and Iceland), Asia (Hyderabad - the first for the region), the Pacific (Vanuatu), and Latin America and the Caribbean (Dominican Republic) as well as courses for support staff and for senior OCHA management (Sweden). UNDAC teams also participated in Exercise Phoenix (New Zealand) and Exercise Triplex (Denmark). The On-Site Operations Coordination Centre was activated for earthquakes in Turkey, Afghanistan, Taiwan Province of China, and the Islamic Republic of Iran, as well as for the humanitarian emergency in Afghanistan, and for six suddenonset, non-earthquake emergencies. Another aspect of ESB s work included the preparation of a legal framework for international urban search and rescue operations, on which a draft resolution will be considered by the General Assembly in $ 1,392,428 $ 1,392,428 Requested Resources (Extrabudgetary & Project) $ 1,392,428 28

41 Emergency Response Coordination 4 The internal emergency response roster has enhanced the ability of OCHA and UNDAC to respond rapidly to emergencies. This system ensures that staff members are constantly on standby for immediate deployment. External surge capacity arrangements with donors and partners have led to the secondment of one Danish Refugee Council and eight Norwegian Refugee Council personnel, upon request from OCHA field offices. FCCS also provided coordination training to 20 experts from these organizations, who will be available for future emergencies. In 2002, an internal review of UNDAC was conducted and, as a consequence, UNDAC s role within OCHA and the United Nations system has been more clearly defined; and humanitarian partners are now better aware of the advantages inherent in this OCHA-managed, system-wide tool. Key Priorities for 2003: Ensuring the UNDAC system s preparedness for deploying an emergency UNDAC mission within hours anywhere in the world to assist in coordinating international response to an emergency, Creating a new regional UNDAC team of emergency managers from the Asia and Pacific region and holding a course in Kobe, Japan, in March 2003, Establishing standardized parameters for international urban search and rescue team training, structure and equipment, and ensuring that such teams in urban areas globally meet these standards, Increasing participation by developing countries and disaster-prone countries in the UNDAC system and the International Search and Rescue Advisory Group network, Building on OCHA s capacity for rapid staff deployment and material mobilization, and Enhancing arrangements for mobilization of external resources for rapid response to requests for assistance in OCHA field offices. UNDAC Developing Countries Deployment and Training Project UNDAC Developing Countries Deployment and Training Project Staff & Non-staff costs Regular Budget Projects In 2003, OCHA intends to continue to increase the number of developing and disaster-prone countries participating in the UNDAC system. FCSS is arranging for an UNDAC induction course in Kobe, Japan, to take place in January 2003 and for an Americas UNDAC induction course to be held in Ecuador in June These two training sessions will add a substantial number of disaster management experts from the developing world, including disaster-prone countries, to the UNDAC system. Additional resources will be needed for sponsorship of the participating countries from the Asian and Americas regions. The resources will be directed into training and deployment of the UNDAC members from developing countries. Military, Civil Defence and Logistics Support Project The Military Civil Defence Unit (MCDU) was established to make effective use of military and civil defence capabilities in support of humanitarian operations. Within the United Nations, the unit $ 400,302 $ 400,302 Requested Resources (Extrabudgetary & Project) $ 400,302 Military, Civil Defence and Logistics Support Project Staff Professional General Service Staff & non-staff costs Regular Budget Extrabudgetary Extrabudgetary Projects $ 1,488,648 $ 1,488,648 Requested Resources (Extrabudgetary & Project) $ 1,488,648 29

42 Emergency Services Branch is the focal point for identifying, mobilizing and coordinating military and civil defence resources for disaster response. The Logistics Support Unit and is responsible for logistics and the management of the Brindisi Humanitarian Response Depot in Italy. During 2002, MCDU upgraded its Central Register of disaster response capacities and made it available to the international community on the Internet. In addition, the unit conducted 11 training courses and facilitated 15 others, attracting some of the best minds in the humanitarian with community, resulting in increased support from Member States and regional organizations for these courses. MCDU responded to requests for assistance during emergencies in the Czech Republic, Nigeria, and the Democratic Republic of the Congo in addition to following up on requests for support in the Afghanistan crisis. Of the 76 missions undertaken by the unit, 61 were in Europe, five in the United States of America, five in Africa, three in Asia and two in Latin America. The Unit also participated in planning and conducting 11 humanitarian relief exercises involving military and civil defence resources with more than 130 countries and international organizations participating. The Logistics Support Unit (LSU) continued to co-sponsor the development of a global information system for the management of relief supplies in disasters and emergencies and participated in a working group for streamlining the provision of relief goods, in particular shelter-related items, to disaster-affected areas. It also continued to manage the OCHA stocks in the United Nations Humanitarian Response Depot and took an active role in discussions with donors, including Italy and Norway, for the replenishment of the depot s goods. Key Priorities for 2003: Increasing the unit s capacity to establish efficient civil-military coordination and cooperation in operations, through continued training of officers for deployment to areas where military forces operate alongside humanitarian agencies, Promoting international cooperation in the use of Military and Civil Defence Assets (MCDA) in emergency relief operations, Pursuing the development of a comprehensive network with civil defence, civil protection and civil security organizations for better use of their resources in emergency operations, including liaison with major defense organizations, Continuing to improve the Central Register, particularly the MCDA database, which is now fully accessible on the Internet, Ensuring that humanitarian actors can rely on the timely dispatch of relief supplies stocked in the Brindisi warehouse, and Ensuring that OCHA s stock of relief items is kept at a proper level of replenishment by a coordinated approach to supplying Member States and providing logistical support to the field. Environmental Emergencies Services Project Environmental Emergencies Services Project Staff & Non-staff costs Regular Budget Extrabudgetary Projects The Environmental Emergencies Services Project coordinates assistance for environmental emergencies and the impact of natural disasters on the environment. The section also develops and provides preparedness training and tools to help countries in responding to environmental emergencies, particularly in the face of the increased incidence of terrorism and potential chemical, biological, and nuclear threats. It also aims to $ 223,740 $ 223,740 Requested Resources (Extrabudgetary & Project) $ 223,740 30

43 Emergency Response Coordination 4 strengthen the international environmental response network and recently launching an international partnership at the World Summit on Sustainable Development in Johannesburg, South Africa. In 2002, the project responded to requests for assistance in connection with various types of disasters, including a large toxic chemical spill in the port of Djibouti, forest fires in Viet Nam, and a munitions warehouse explosion in Nigeria. Emergency Telecommunications Project Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 249,165 $ 249,165 Requested Resources (Extrabudgetary & Project) $ 249,165 Key Priorities for 2003: Mobilizing and coordinating assistance for countries facing environmental emergencies, Integrating environmental impact considerations into the response and management of natural disasters, Training and capacity building for developing countries to improve their preparedness and response to environmental emergencies, Mobilizing and coordinating assistance to countries facing environmental emergencies and natural disasters with severe environmental impact, Providing guidance to UNDAC members in assessing and addressing environmental aspects of disasters, and Building on the pilot course developed with the Swedish Rescue Services Agency and designing a portable training package that will assist developing countries in better preparing for and responding to environmental emergency events. Emergency Telecommunications Project The Emergency Telecommunications Project improves inter-agency coordination and facilitation of the telecommunication networks required for information management in international humanitarian assistance. The safety and security of personnel in the field and the unimpeded use of telecommunications equipment and networks in humanitarian operations are key considerations. Key Priorities for 2003: Continuing to implement and promote the application of the Minimum Standards for Telecommunications for Safety and Security of Personnel, in particular the implementation of these standards in OCHA for missions and field offices, Convening the Inter-Agency Standing Committee's Reference Group on Telecommunications (Working Group on Emergency Telecommunications (WGET) and maintaining its secretariat which also implements the group's work plan, Representing the interests of the users of telecommunications in the service of humanitarian assistance vis-à-vis national and international regulatory authorities, Promoting the application of the Tampere Convention on the Provision of Telecommunication Resources for Disaster Mitigation and Relief Operations, Maintaining OCHA's radio data network to achieve further savings in communication costs for field offices and missions of OCHA and IASC partners, and Cooperating with the private sector (telecommunications industry) to obtain further contributions in kind, and participating in the development of appropriate equipment and networks for use in humanitarian operations. 31

44 Internal Displacement Unit Internal Displacement Unit Internal Displacement Unit Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 2,379,426 $ 2,379,426 Requested Resources (Extrabudgetary & Project) $ 2,379,426 The Internal Displacement (IDP) Unit was launched in January It is composed of personnel with vast experience on internally displaced persons (IDPs), who have been seconded from members of the Inter-Agency Standing Committee (IASC). Of the ten professional staff, four will be fully funded on non-reimbursable loan agreements. Staff come from several organizations, including UNDP, UNHCR, UNICEF, WFP, IOM, the NGO Consortia and the Representative of the Secretary-General on IDPs. The primary task of the IDP Unit is to promote system-wide improvements in the international response to internal displacement while providing targeted support to specific country situations. In 2002, the Unit provided support and guidance to humanitarian actors on addressing specific needs of IDPs. Attention was paid to newly emerging IDP crises, while also attempting to help devise solutions for long-standing conflict situations. In 2002, country missions undertaken have included Afghanistan, Colombia, the Democratic Republic of the Congo, Indonesia, Sri Lanka, the Sudan, West Africa and Zimbabwe. Awareness and understanding of the Guiding Principles of Internal Displacement was enhanced through nine in-country training workshops for Government officials, local authorities and Country Team members. Training provided in countries such as the former Republic of Yugoslavia, Indonesia and Uganda served as a catalyst for further IDP policy setting and action planning, while encouraging the commitment of government and policy makers. The IDP Unit created a Protection Coalition of those groups interested in improving protection at the country level. Special attention was paid to the situation in Liberia and the coalition provided support to the Humanitarian Coordinator in strengthening protection for IDPs. To complement these activities, the IDP Unit is extensively using the Global IDP database ( which provides high quality advice and regularly updated information on situations on conflict-induced displacement worldwide, with assistance from the Norwegian Refugee Council (NRC), which created the database and has maintained it since This has become an important information tool for humanitarian actors dealing with internal displacement. A letter of understanding was signed in June 2002 between the Unit and the NRC/Global IDP Project to ensure a high level of complementary, mutual support and sharing of information. In 2003, the Global IDP database will continue its active networking approach to access a wider range of IDP related information, and to seek alternative modes of sharing such information as thematic maps, in-depth reports, and country briefs. (The total Budget for the database of the Global IDP Project for 2003 amounts to $592,310, which can be supported through direct contributions to the NRC/Global IDP Project.) Throughout 2003, the IDP unit will continue to use this database. 32

45 Emergency Response Coordination 4 Key Priorities for 2003: Promoting a more concerted effort by all stakeholders to develop predictable, well-funded and cohesive responses to internal displacement with the aim of increasing system-wide accountability and responsibility, Supporting field activities as part of the strategy of strengthening the overall response to internal displacement, Continuing to give priority to training as a core activity of the Unit and expanding it to Humanitarian Coordinators, Regional Coordinators, OCHA HQ staff, donors and the training programmes of other agencies, Undertaking a protection survey to review protection arrangements and activities in selected countries, Broadening the scope of activities of the protection coalition and forging strategic linkages between the activities of the coalition and those of the Unit, Developing inter-agency collaboration through a more active role of the senior IDP network, a more strategic use of the Inter-Agency Standing Committee in endorsing the Unit s priorities and approaches and strengthening collaboration with NGOs, Launching a thematic publication on internal displacement challenges and undertaking an advocacy campaign, and Ensuring that IDP needs and strategies are systematically reflected in the Consolidated Appeals Process and highlighting the funding gaps affecting IDP related activities. 33

46 CAP A Tool for Coordination The Consolidated Appeals Process (CAP) is a programming tool through which the UN, international organizations and NGOs mobilize and respond to complex emergencies. Providing a solid framework for preparing appeals, as well as monitoring the receipt and use of contributions, the CAP increasingly allows the UN system to set clear goals and define priorities in emergencies by providing a framework for joint programming, common prioritization and consolidated resource mobilization. Over the last two years, OCHA has succeeded in ensuring that the CAP has become the most recognized, system-wide strategic planning and fund-raising tool for humanitarian emergencies through systematically engaging donors in the development of the CAP, strengthening UN agency commitment to the process and ensuring the inclusion of more humanitarian actors. These activities were bolstered by OCHA s active facilitation as Chair of the Inter-Agency Standing Committee (IASC) Sub-Working Group on the CAP, guidance for leading the process in the field, and the development of a global CAP training programme, which has reached more than 1,000 UN, NGO, Red Cross and Red Crescent and Government colleagues in the past two years. The IASC conducted a review of the CAP in 2001, and OCHA commissioned an independent study in Both studies confirmed that the CAP remains the most significant mechanism for the coordination and channelling of humanitarian assistance. Donors also confirmed their support to the process, recognizing the CAP as the main tool for strategic humanitarian coordination. Many UN agencies have now also committed themselves to developing a consolidated corporate approach to humanitarian response through the use of the CAP. With the increasing recognition of the CAP as an important tool, the International Federation of Red Cross and Red Crescent Societies and many NGOs are increasingly participating in the CAP as part of a common humanitarian strategy. The studies also identified some important challenges. For instance, funding for many projects in the appeals has steadily declined. At the same time, significant discrepancies continue to exist between sectors and countries, with the bulk of resources being channelled to high-profile crises. The studies further found that leadership by the Humanitarian Coordinator, supported by an effective OCHA team, which is critical for a successful the CAP, varies considerably from country to country. To improve effectiveness, it is recognized that a stronger correlation is needed between strategic objectives and projects included in the Consolidated Appeal. A related concern is that the continued lack of prioritization of projects means that agencies still face problems in separating wider humanitarian concerns from their own institutional imperatives. Finally, despite their vital role in humanitarian response and continued effort to include them, NGOs are still underrepresented in the process. In 2003, the CAP Section will focus on implementing the recommendations of these studies. 34

47 Emergency Response Coordination 4 Addressing Internally Displaced Persons The number of people internally displaced as a result of war and civil conflict has grown in recent years to over 25 million, with 13.5 million displaced in sub-saharan Africa alone a number exceeding by far the world's entire refugee population. In addition, a further 25 million people may be displaced due to man-made or natural disasters. The issue of internally displaced persons (IDPs) is a rising concern for international humanitarian agencies, especially as the majority of those displaced are women and children with little access to support or protection. Conflicting parties in a civil war, for example, may prevent the delivery of humanitarian aid to those in need or even abduct displaced civilians as forced labor, army recruits or sexual slaves. Ensuring that the needs of IDPs are addressed is at the core of OCHA work, both at a policy level and in the field. To further strengthen assistance and protection for IDPs, OCHA established the Internally Displaced Persons Unit in The unit brings together staff from various IASC member organizations in order to promote system-wide improvements in the response to internal displacement, as well as to provide targeted support to specific country situations. The unit focuses primarily on protection for IDPs field support, advocacy, capacity building and training. As part of its work, the unit launched a comprehensive training programme in 2002 in order to augment the overall knowledge and capacity among UN Inter-Agency Standing Committee (IASC) participants on IDP issues, particularly staff from UN agencies. Those trained, in turn, conduct similar training exercises within their own organizations. At the country level, OCHA and UN teams have engaged in similar trainings in selected countries. Although the workshops were originally designed for UN staff, the programme has recently been expanded to include government officials and even non-state actors. The workshops have proven to be catalytic in promoting or refining policies among national authorities and international organizations to respond to internal displacement. An example of the link between training and improved awareness of IDP issues is Indonesia, where the national government announced an IDP policy addressing the needs of an estimated 1.2 million IDPs. In May 2002, a workshop co-hosted by the Government of Indonesia, the International Organization for Migration (IOM) and OCHA was held for over 35 representatives from the Government of Indonesia, both at central and provincial levels, UN agencies and international and local NGOs. The workshop enabled participants to discuss the Guiding Principles and develop recommendations and ideas to strengthen the response to internal displacement in Indonesia. Upon completion of the workshop the modules, were integrated in a long-term capacity building programme of the Department of Justice and Human Rights, and IOM in selected provinces. Similarly, OCHA conducted or supported similar workshops in Yugoslavia, Liberia and the Sudan. Participants included key actors in humanitarian response, as well as government authorities, well positioned to incorporate the Guiding Principles into policy initiatives and make them operational. In Liberia, the technical working group on protection, consisting of UN agencies, International Federation of Red Cross and Red Crescent Societies (IFRC), NGOs, the Government of Liberia and its Ministry of Justice, requested that OCHA s IDP unit provide strategic advice to identify and address protection gaps. In the Sudan, the recommendations developed in the IDP workshop fed into the deliberations in Khartoum on a national IDP policy. In 2003, OCHA will strengthen its training in hopes that similar results can be achieved for the eventual benefit of those most at risk. 35

48 Policy Development and Studies Branch Policy Development Policy Development and Studies Branch Policy Development and Studies Branch Staff Staff Professional General Service Staff & Non-staff costs New York Professional General Service Staff & Non-staff costs Regular Budget Projects $ 800,500 $ 1,564,937 $ 2,365,437 Requested Resources (Extrabudgetary & Project) $ 1,564,937 Geneva Staff Professional General Service Staff & Ñon-staff costs Regular Budget Regular Budget Extrabudgetary Extrabudgetary Extrabudgetary Projects Projects $ 800,500 $ 1,993,315 $ 932,137 $ 3,725,952 Requested Resources (Extrabudgetary & Project) $ 2,925, $ 428,378 $ 428,378 Requested Resources (Extrabudgetary & Project) $ 428,378 The Policy Development and Studies Branch (PDSB) develops and promotes policies, standards and procedures that enable principled and effective humanitarian action in complex emergencies and natural disasters. It is involved in developing and promoting the humanitarian agenda, supporting field action and coordination and improving the effectiveness and accountability of humanitarian action through evaluations and studies. Promoting the Humanitarian Agenda PDSB identifies emerging humanitarian trends and changes in the humanitarian environment and formulates related policy guidelines in cooperation with members of the Inter-Agency Standing Committee (IASC). In 2002, PDSB supported negotiations which led to a UN Economic and Social Council (ECOSOC) resolution on strengthening coordination of humanitarian assistance. Through the Secretary-General s report to the ECOSOC, PDSB was supportive of the dialogue on postconflict transition issues, including clarifying the respective role and linkages between the Consolidated Appeals Process (CAP), the Common Country Assessment (CCA) and United Nations Development Assistance Framework (UNDAF). PDSB s studies on the humanitarian impact of sanctions on Afghanistan and Liberia provided insights into the humanitarian consequences of sanctions on civilian populations. This work resulted in the acceptance that such assessments should be undertaken for current sanctions as well as for proposed future sanctions regimes. Consequently, an inter-agency project was launched 36

49 Policy Development 5 to develop a standardized methodology for such assessment studies. The Branch also prepared a framework for public-private partnerships in the humanitarian sector, outlining requirements that may be met by private sector actors. The framework was adopted by a high-level task force, comprising UN and private sector representatives and chaired by OCHA. Key Priorities for 2003: Establishing and developing processes for strengthened strategic and operational coordination between the Department of Peacekeeping Operations, the Department of Political Affairs and OCHA, Working for an agreement on inter-agency division of roles and responsibilities during transition from relief activities, and supporting alignment of the CAP with the CCA and UNDAF, Contributing to UN-wide natural disaster policies to ensure inter-agency coherence on such issues and to clarify agencies respective responsibilities in disaster response and disaster response preparedness, Formulating policies on humanitarian action, Finalizing the inter-agency manual on best practices for engagement with armed groups, Finalizing an assessment methodology for the humanitarian impact of sanctions, Refining the scope of OCHA s functions on internally displaced persons (IDP) issues, including accountability and resource mechanisms for IDP beneficiaries, and strengthening measures for protection of IDP beneficiaries from sexual exploitation and abuse in humanitarian crises, Initiating a gender policy for OCHA and developing a plan for IASC-wide gender mainstreaming that will facilitate the systematic incorporation of a gender perspective into humanitarian activities and policies, and Continuing work on developing public-private partnerships for the purpose of providing access to greater resources for UN operations. 37

50 Policy Development and Studies Branch Field Action and Coordination PDSB provides policy guidance and support to OCHA staff and field offices as well as practical policy tools and guidance to foster coherence, structure and consistency in the response to humanitarian crises. PDSB s efforts in field action and coordination, in particular through its work on sexual exploitation and abuse, have led to system-wide efforts to ensure improved behaviour of humanitarian staff and greater protection of beneficiaries. PDSB also supports the development of enhanced security conditions for field staff and greater consistency in humanitarian standards across the UN system. Substantial progress was made on an inter-agency agreement revising the role and responsibilities of Humanitarian Coordinators, including defining minimum standards of coordination. PDSB s work on practical policy formulation was also notable in the Consolidated Appeals Process (CAP) review and related humanitarian financing initiatives, which have brought into sharper focus the need for balanced humanitarian funding that cover forgotten emergencies as well as high-profile and emerging crises. The Branch contributed to a multi-partner initiative to improve the effectiveness and efficiency of the humanitarian financing system from the assessment of need to the appeals and disbursement process. In association with the World Food Programme, an ad hoc group of agencies and donors explored how the United Nations might adapt to the changing trends in humanitarian financing. Establishing clear guidelines on the role, structure, function and entry and exit strategies for OCHA offices and staff presences in the field. Protection of Civilians Project Protection of Civilians Project Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects In 2002, efforts to promote the protection of civilians included the adoption of an aide memoire by the Security Council, roundtable discussions between academics and Member States and the launching of a project consisting of a series of regional workshops to raise awareness and promote a culture of protection among government officials. The branch co-chaired and supported the Inter-Agency Standing Committee (IASC) task force on protection from sexual exploitation and abuse in humanitarian crises. PDSB also supported the Sixth Committee in its consideration of extending the coverage of the Convention on the Safety of United Nations and Associated Personnel to humanitarian staff $ 525,337 $ 525,337 Requested Resources (Extrabudgetary & Project) $ 525,337 Key Priorities for 2003: Providing policy guidance on OCHA s role and responsibilities regarding human rights, and developing closer interaction with the Office of the High Commissioner for Human Rights, Revising humanitarian coordination policies and standards and achieving inter-agency agreement on criteria by which these can be judged, and Key Priorities for 2003: Implementing three protection of civilians workshops for government officials of Member States, and Supporting efforts for the development of training materials and a framework inter-agency coordination on protection issues at international and country level. 38

51 Policy Development 5 Lessons Learned and Evaluation Studies Project Lessons Learned and Evaluation Studies Project Non-staff costs Regular Budget Extrabudgetary Projects $ 406,800 $ 406,800 Requested Resources (Extrabudgetary & Project) $ 406,800 In its third area of responsibility PDSB manages and conducts a project on lessons learned, reviews and evaluation studies for OCHA, and with partners on an inter-agency basis. These activities help identify best practices and innovative concepts, which can be disseminated widely to inform and guide policy and operational decisions in the humanitarian sphere. Key Priorities for 2003: Implementing phase two of the three-year Evaluation and Studies Plan, Introducing performance monitoring mechanisms and institutionalizing monitoring capacity for implementation of findings of reviews and evaluations, Supporting development of humanitarian financing policies and analyzing changing trends in humanitarian financing and their implications for UN humanitarian action, and Strengthening inter-agency processes for consultation, analysis and decision-making through a review of the functioning of the IASC. In 2002, PDSB developed a three-year framework outlining the role and activities of its Lessons Learned and Evaluation Studies Unit, and commissioned a review to identify the achievements and challenges of the CAP. The findings were presented to the ECOSOC in July and have now been taken up by OCHA. An evaluation of the Integrated Regional Information Network (IRIN) services and effectiveness, an evaluation of OCHA s performance in Afghanistan, and a review of the Goma volcano response for learning lessons were also initiated. OCHA is applying key lessons from these studies. 39

52 Advocacy and External Relations Advocacy and External Relations Staff New York Staff Professional General Service Staff & Non-staff costs Regular Budget Projects $ 360,600 $ 1,046,832 $ 1,454,310 Requested Resources (Extrabudgetary & Project) $ 1,046,832 Staff Professional General Service Staff & Non-staff costs Geneva Professional General Service Staff & Ñon-staff costs Regular Budget Regular Budget Extrabudgetary Extrabudgetary Extrabudgetary Projects Projects $ 503,100 $ 1,460,299 $ 166,562 $ 2,129,961 Requested Resources (Extrabudgetary & Project) $ 1,626, $ 142,500 $ 413,467 $ 574,492 Requested Resources (Extrabudgetary & Project) $ 413,467 The Advocacy and External Relations Sections (AERS) in New York and Geneva serve as the focal point for advocacy and support the Emergency Response Coordinator (ERC) as well as OCHA senior management in creating awareness and support for humanitarian issues. AERS also collaborates with the Secretary- General s Communication Group and Inter- Agency Standing Committee (IASC) partners to develop joint advocacy initiatives and responses to emerging crises. During 2002, a medium-term advocacy strategic framework was prepared, setting out key strategies and thematic priorities for OCHA s advocacy and the expected results and outputs. New mechanisms for cooperation with the Group of 77 coordinators in New York and Geneva, including the creation of the Humanitarian Liaison Information Group, were established with the support of AERS. Close cooperation was maintained with the institutions of the European Union (Presidency, Troika, Commission and Council), and other regional organizations such as NATO, Organization for Security and Cooperation in Europe, and the Council of Europe. Another step in the implementation of the Fribourg Process was taken by developing the concept of the OCHA/European Union Light Coordination Mechanism and fostering of a memorandum of understanding on regional cooperation between the Governments of Greece and Turkey. Discussions were initiated within the IASC to develop a concerted approach to advocacy regarding humanitarian crises and a strategy for projecting Consolidated Appeals Process (CAP) 2003, in consultation with the CAP Unit was also prepared. 40

53 Advocacy and External Relations 6 Cooperation with the European NGO community was enhanced and regular contact with American NGOs maintained through monthly InterAction meetings. Contacts with the business community were initiated through the Business Humanitarian Forum and, in collaboration with the International Federation of Red Cross and Red Crescent Societies, a Disaster Response Network within the World Economic Forum was created. OCHA serves on the founding board of the Network. An OCHA branding process was launched with the development and production of print materials, including those for the commemoration of the tenth anniversary of General Assembly resolution 46/182. AERS represented OCHA at major public events, such as the World Civil Society Forum, organizing briefings on humanitarian action for permanent missions, governmental delegations, academics and other groups and maintaining effective collaboration with OCHA s web-based public information services, ReliefWeb, as well as producing OCHA News weekly. Key Priorities for 2003: Strengthening linkage with the Secretary- General s Communication Strategy Group, Enhancing collaboration with the restructured UN Information Centres (UNICs) for developing and implementing regional public information campaigns, Developing, and implementing initiatives, jointly with Group of 77 and regional bodies, for promoting adherence to humanitarian principles, international humanitarian law and human rights within the context of specific emergencies, Enhancing liaison with national and European Parliamentarians to increase awareness and support for OCHA and humanitarian issues, Consolidating links with humanitarian NGOs in both New York and Geneva, Organizing training for Humanitarian Coordinators and OCHA field office staff in advocacy and public information, Developing and implementing, in collaboration with Regional Support Offices, advocacy strategies for eastern, western, and southern Africa, Planning, jointly with IASC partners, campaigns on common humanitarian concerns, including forgotten emergencies, Conducting a joint campaign with the IDP Unit, Enhancing the use of OCHA Online, ReliefWeb and IRIN, and Developing and disseminating public information and education materials. 41

54 Gaining Access to Vulnerable Populations In all too many conflicts, humanitarian aid is blocked from reaching the millions of people in desperate need of help. Deprivation of basic necessities withholding food, and deliberately starving civilians is now a regular feature as a weapon of war. In many conflicts, safe and unhindered access to vulnerable civilian populations by relief workers is only granted sporadically, if at all. Access is often denied because it is viewed as contrary to the political and military objectives of a warring party. People who are without food, water, shelter or medical care cannot wait for a conflict to end in order to receive life saving assistance. As a result, the United Nations and its partners must often negotiate access agreements with all warring parties. Such negotiations must be understood by all to be neutral and a humanitarian necessity. All armed groups must be engaged in constructive dialogues. Advocating for access to people in need is thus one of the paramount tasks facing the humanitarian community. OCHA has been tasked with advocating for access on behalf of the UN family. Speaking with one voice for the different agencies and on various needs enables the humanitarian community to make focused interventions on access with key decision-makers. As the UN s focal point for humanitarian issues, OCHA is able to advocate on behalf of the broader humanitarian community with all parties to a conflict, within UN political organs and with donors. But gaining access remains a difficult task. In 2002, OCHA advocated for solutions to a variety of constraints placed on humanitarian access. Provisions that would ensure safe and unhindered access for humanitarian workers figured centrally in the aide memoire that OCHA s Policy Development and Studies Branch produced for the Security Council to use in its deliberations. In the occupied Palestinian territory, OCHA proposed to Israeli authorities a number of mechanisms to ease restrictions that separate beneficiaries from the aid they need. In the Democratic People s Republic of Korea, OCHA s advocacy resulted in an agreement to allow monitors to conduct a long-awaited nutritional survey, the first step in evaluating how well current feeding programmes are working and determining future needs. In situations where the intensity of violence limits access, a different approach is being taken. In the eastern part of the Democratic Republic of the Congo, for example, where intense fighting has greatly diminished the capacity of humanitarian agencies to respond to growing needs, OCHA has advocated, in fora, including the Security Council, for measures that would deter violence and increase access. In the context of Sudan s peace process, advocacy for access underscored the importance of a collaborative approach between actors from across the range of UN political, security, development and humanitarian activities. In the case of Angola, a peace agreement resulted in access to two million previously unreachable beneficiaries. Gaining safe and unhindered humanitarian access to populations caught behind front lines will remain central to OCHA s advocacy efforts with parties to conflicts, UN political bodies and donors in OCHA will advocate not only for respect for the principle of access to vulnerable populations itself, but for measures to be taken to create and maintain safe and unhindered access, for the humanitarian community to be prepared when that access becomes possible and for the provision of resources in proportion to the needs of affected populations. 42

55 Advocacy and External Relations 6 Chernobyl Project Chernobyl Project Staff Professional General Service Staff & Non-staff costs Regular Budget Extrabudgetary Projects $ 166,562 $ 166,562 Requested Resources (Extrabudgetary & Project) $ 166,562 The United Nations Chernobyl Programme was set up under United Nations General Assembly resolution 45/190 of 1990 and subsequent resolutions to deal with the effects of the disaster through mobilizing international cooperation. The project was significantly reinvigorated during The UN Coordinator for Chernobyl toured the contaminated areas of the three most affected countries in April and the Secretary-General visited the region in July. The visits helped formulate the basis for a fresh approach by the UN system to the task of coordinating international cooperation to study, mitigate and minimize the consequences of the Chernobyl accident. In February 2002, a report, The Human Consequences of the Chernobyl Accident: A Strategy for Recovery was published. UN Country Teams in Belarus, the Russian Federation and Ukraine prepared pilot projects based on the report to seek the support of donors for the new strategy for the affected areas. Consultations were also held with the appropriate UN partners and others on the best ways to organize an International Chernobyl Research Network, based on the recommendations of the report. A draft database of all assistance and research projects, undertaken by members and standing invitees of the UN inter-agency Task Force on Chernobyl from 1990 to the present, is being finalized. The office continued working with the United Nations Development Programme (UNDP) on a common resource mobilization strategy to address Chernobyl needs through developmental and rehabilitation activities. A conference at UN Headquarters to mark the sixteenth anniversary of the Chernobyl accident was co-sponsored and a special issue of OCHA News was brought out. Key Priorities for 2003: Finalizing, in cooperation with UNDP and the three UN Country Teams, a common and coordinated resource mobilization strategy at different levels, Undertaking systematic and concerted steps to sensitize and focus selected donors on the needs resulting from the continuing consequences of the Chernobyl accident, Preparing a series of meetings of the UN Inter- Agency Task Force with interested donors to discuss support for pilot projects for the three most affected countries and for the new strategy for recovery of Chernobyl-affected areas, Finalizing and making available the database on all assistance and research-related projects undertaken by members and standing invitees of the UN Inter-Agency Task Force on Chernobyl from 1990 to date, Reaching agreement on and facilitating the work of the International Chernobyl Research Network, and Organizing a meeting of the ministerial-level Quadripartite Committee for Coordination to review and approve the overall direction of work of the International Chernobyl Research Network. 43

56 Information Management Information Management Staff Staff Professional General Service Staff & Non-staff costs New York Professional General Service Staff & Non-staff costs Regular Budget Regular Budget Extrabudgetary Extrabudgetary Projects Projects $ 779,800 $ 2,844,609 $ 2,347,519 $ 5,971,928 Requested Resources (Extrabudgetary & Project) $ 5,192, $ 707,100 $ 2,450,776 $ 3,249,799 Requested Resources (Extrabudgetary & Project) $ 2,450,776 Effective humanitarian assistance is dependent on timely and accurate information. The faster the humanitarian community is able to collect, analyxze, disseminate and act on key information, the more effective will be the response and the greater the benefit to affected populations. OCHA s information management role extends from the gathering and collection of information and data, to its integration, analysis, synthesis, and dissemination via the Internet and other means. While the functional responsibility for information management is based in the Advocacy, External Relations and Information Management Branch, nearly all OCHA offices have a role in the collection, analysis and dissemination of information both internally and to partner organizations. At Headquarters, information management functions are shared among the following units: Early Warning and Contingency Planning, Information and Communications Technology, the ReliefWeb project and the Field Information Support project. In 2003, a key priority for OCHA will be to harmonize information management functions within OCHA, to increase capacity for analysis and to further improve information exchange among our humanitarian partners. Geneva Staff Professional General Service Staff & non-staff costs Regular Budget Extrabudgetary Projects $ 72,700 $ 393,833 $ 475,984 Key Priorities for 2003: Strengthening and extending its role in support of the humanitarian community to ensure that decision-makers and humanitarian actors benefit from a more timely and accurate exchange of information, Requested Resources (Extrabudgetary & Project) $ 393,833 44

57 Information Management 7 Providing technical advice and assistance in the redesign of OCHA Online, particularly in the technical architecture and integration with the Intranet and the document management system, Developing an Intranet/Extranet, based on a central document repository that serves several applications and products (web sites, CD-ROM production) and is accessible to all staff, both at Headquarters and in the field, Refining the Field Guidelines and improving its search facility, Enhancing the registry and fully integrating the registries in New York and Geneva, Improving and expanding remote access to the OCHA computer network, Coordinating inter-agency telecommunications preparedness and deployment, and Strengthening information and communications technology capacity in Geneva for applications analysis and development, and database management. Information and Communications Technology OCHA s Information Technology Section seeks to ensure efficient and integrated systems to ensure ease of access to documents and to facilitate information exchange for Headquarters, field staff and humanitarian partners. The Field Guidelines CD-ROM is updated and disseminated twice yearly, and is also made available online to ensure that the most current OCHA information and documentation, including useful administrative instructions and forms, is available in the field. An electronic registry, which makes correspondence available to relevant staff instantaneously, has been developed and deployed in New York. An integrated system for access to documents and exchange of information, both for Headquarters and field staff (Intranet) and for humanitarian partners (Extranet/Internet), is being developed and will be deployed in A revamped OCHA- Online, OCHA s official web site, will constitute the platform for Intranet, Extranet and Internet access to OCHA-related information. OCHA will continue to explore and provide tools to both its staff and the humanitarian community to take advantage of emerging information and communications technology. In particular, there will be a shift towards more web-based applications and remote access. Information tools, such as the OCHA Contact Directory, were refined and disseminated in 2002, improving and streamlining staff access to contact information. Pilot projects for shared drafting and collaboration tools were developed and will be used for preparation of the Consolidated Appeals Process and for field support. 45

58 Information Analysis Information Analysis Within OCHA, information analysis is conducted through the Early Warning and Contingency Planning Unit, ReliefWeb and the Field Information Support Project. Early Warning and Contingency Planning The Early Warning and Contingency Planning (EWCP) Unit plays the principal role in the UN Secretariat in the analysis of information for early warning and contingency planning for complex emergencies. Continuing and expanding its work with country teams as well as with regional organizations, EWCP helps strengthen early warning analysis and contingency planning. In an effort to prevent and mitigate humanitarian crises it provides analytical tools such as alerts, indicators, planning methodologies and preventive measures, and trains personnel in their use. EWCP assists UN country teams to better foresee risks and threats of potential humanitarian crises. It helps identify ways for the UN to mitigate the risks and threats in attempting to prevent humanitarian crises and provide better and stronger humanitarian preparedness if a crisis does occur. During 2002, the EWCP section developed and maintained inter-agency contingency plans and held workshops to address preparedness for crisis or humanitarian scenarios in ten countries and two regions. UN Country Teams in these countries are now better prepared for potential humanitarian crises. An inter-agency contingency planning training module was tested in regional workshops in Nairobi and Abidjan, as well as in Geneva and New York. Early warning indicators were distributed to 11 country teams, two of which are receiving in-depth training in the monitoring and reporting process. An Internet Forum on Conflict Prevention was established and an internal web platform for sharing information on cases under review was developed. Key Priorities for 2003: Undertaking in-depth early warning analysis for 12 situations considered most at risk, providing strengthened regular update products, Supporting early warning capacity-building, Developing contingency plans for 10 new situations/countries and updating existing country plans, Developing preventive measures for humanitarian crises, Continuing the contingency planning training programme for OCHA headquarters, geographic officers and field officers, Facilitating the work of the International Forum on Conflict Prevention, including providing an online web platform for information exchange, and Facilitating early warning for natural disasters. ReliefWeb Project Designed to serve the information needs of the international humanitarian relief community, ReliefWeb targets decision makers at all levels, from aid workers to government and UN officials, seeking to improve humanitarian response capacities through the timely dissemination of reliable information. ReliefWeb teams in New York, Geneva and Kobe, Japan, post updates throughout the day covering some 40 ongoing humanitarian emergencies, collecting and posting documents from over 700 sources. The site includes a map centre, virtual library, training and vacancies sections, 46

59 Information Management 7 an appeals page, financial tracking section and other useful humanitarian resources and linkages. In February 2002, the project convened a symposium on Best Practices in Humanitarian Information Exchange, which was attended by 150 practitioners in the field of information management. A statement was endorsed acknowledging that timely and accurate information is integral to the provision of humanitarian assistance and must be predicated on humanitarian principles with the ultimate aim of assisting the affected populations. In follow-up to the symposium, a Humanitarian Information Network Newsletter was launched. The newsletter provides a forum for humanitarian information initiatives, management, and dissemination tools. Online emergency coverage in the Asia Pacific region was consolidated through the ReliefWeb office in Kobe, ensuring service in the region s time zone as well as 24-hour service globally. In support of OCHA s strategic objective to enhance support for the humanitarian community, ReliefWeb will facilitate collaborative approaches to information management and exchange in response to recommendations made at the symposium on best practices in information exchange held in February Follow-up activities will include organizing a series of regional workshops on humanitarian information. ReliefWeb will also seek to strengthen decision-making related to humanitarian response by adding new regional views and sectoral composites to the site that highlight critical information and facilitate timely retrieval and analysis. Almost 25,000 emergency response documents were disseminated in 2002 to ensure that timecritical information is accessible to facilitate humanitarian decision-making. These documents were published by humanitarian partners for 22 complex emergencies and over 95 natural disasters. A Virtual Library with more than 500 humanitarian reference documents was launched, as was the redesigned Humanitarian Directory, featuring over 300 organizations and links to 100 additional related sites. In collaboration with ReliefWeb Project Staff Professional General Service Staff & non-staff costs Regular Budget Projects $ 1,516,122 $ 1,516,122 Requested Resources (Extrabudgetary & Project) $ 1,516,122 New York Staff Professional General Service Staff & non-staff costs Regular Budget Projects $ 372,335 $ 372,335 Requested Resources (Extrabudgetary & Project) $ 372,335 Geneva Staff Professional General Service Staff & non-staff costs Regular Budget Projects $ 696,758 $ 696,758 Requested Resources (Extrabudgetary & Project) $ 696,758 Kobe Staff Professional General Service Staff & non-staff costs Regular Budget Extrabudgetary Extrabudgetary Extrabudgetary Extrabudgetary Projects $ 447,029 $ 447,029 Requested Resources (Extrabudgetary & Project) $ 447,029 47

60 Information Analysis 48 information partners at the Centre for Research on the Epidemiology of Disasters, the Asian Disaster Reduction Centre and others, the unique identifier standard GLIDE (global identifier) number for natural disasters was adopted. This standard allows for the integration and efficient exchange of disaster information among partners. Five field web sites and three partner web sites were launched in These offer syndicated ReliefWeb content and serve to strengthen information services provided by the field and through partners to their constituent humanitarian target audiences. Technical expertise for designing the user interface and defining the content needs for the occupied Palestinian territory and Burundi field web sites were provided. Surveys were conducted and 20 focus groups with donors and humanitarian partners were convened to assess critical information needs and to determine the requirements for resigning ReliefWeb. Key Priorities for 2003: Redesigning ReliefWeb to ensure enhanced access to critical information for decisionmakers, at-a-glance updates and overviews with new regional pages, sectoral composites and emergency factoids. Headlines will offer synthesized essential content to facilitate selection. A new humanitarian workers page will offer practical in-country information for relief workers in the field or en route to duty stations, Publishing the quarterly Humanitarian Information Management and Exchange Network Newsletter, which will constitute a forum for the humanitarian community to share best practices and lessons learned, as follow-up to the 2002 symposium on information exchange, Convening the first of a series of regional workshops in the Asia-Pacific region, in collaboration with humanitarian partners, to enhance regional information exchange, promote standards and support best practices in information management, Syndicating ReliefWeb s content to partners web sites with automated emergency specific content and map feeds, thus enhancing the capacity of field web sites to offer humanitarian updates to their constituent audiences, avoiding duplication in coverage and freeing them to focus on field information management, Redesigning the Humanitarian Training section in collaboration with the Asian Disaster Reduction Center (ADRC) and United Nations Development Programme (UNDP), and Improving awareness of the rich historical content collected on emergencies every day since 1996, through liaison with partners, think tanks and academic institutions in an effort to support research and analysis on preparedness, lessons learned, evaluations and related humanitarian topics. Field Information Support Project The Field Information Support (FIS) Project aims to strengthen and facilitate the use of data and information in humanitarian operations. It designs and builds the systems that manage the collection, analysis and dissemination of information in the field, and leads inter-agency efforts to establish common methods and standards for information exchange. FIS serves as the secretariat for the Geographic Information Support Team, a corps of information specialists from UN and donor agencies, who together develop and promote the use of data standards in humanitarian relief. Field Information Support Project Staff Professional General Service Staff & non-staff costs Regular Budget Extrabudgetary Projects $ 831,397 $ 831,397 Requested Resources (Extrabudgetary & Project) $ 831,397

61 Information Management 7 In emergencies, FIS information specialists work as a part of the initial response to the onset of humanitarian emergencies and natural disasters. Working with local governments, UN agencies and NGOs, FIS develops and implements information products and tools that improve the coordination of humanitarian assistance. After the initial emergency has subsided, FIS coordinates the development of information and data for orderly transition between humanitarian, reconstruction and development activities. In 2002, FIS developed the Humanitarian Information Capability (HIC) rapid deployment concept, which was endorsed by donors and the Inter-Agency Standing Committee humanitarian response agencies. The HIC-in-a-box provides an integrated array of components such as deployable kits, teams of information management experts and training packages that include standard operating procedures. FIS-prepared data and information functions are now operational in the Horn of Africa and southern Africa. The two facilities are designed to enhance regional network capacity as well as effective data integration and exchange. Field information support was provided for operations in Afghanistan through the Afghanistan Information Management Service, the Democratic Republic of the Congo, the occupied Palestinian territory, and Sierra Leone, while preparations were completed for missions to the Democratic People s Republic of Korea, Nepal, Thailand, Latin America, Liberia and the Côte d Ivoire. FIS negotiated free access to satellite remote sensing for humanitarian agencies in cooperation with the United Nations Office for Outer Space Affairs. It also promoted and compiled a number of standard applications to facilitate the work of the humanitarian community. In collaboration with the UN Geographic Information Working Group, FIS led the completion of a UN strategic paper on geographic information. Jointly with the Department of Peacekeeping Operations, FIS continued to provide coordination to the field operations task team of the UN Geographic Information Working Group. Key Priorities for 2003: Developing Regional Resource Centres to cover the Americas and the southeast Asia region, Integrating the HIC-in-a-box into an interagency preparedness and response network through the development of training packages and simulations that will include all partners, in particular the NGO community, Strengthening links of Humanitarian Information Centres and Regional Resource Centers with the Situation Centres of all the response agencies to reinforce joint activation procedures, Developing structured links between early warning indicators, analysis and data preparedness, as a component of contingency planning, Establishing an FIS capacity in Geneva to reinforce field information management as a critical component of the field coordination, Reinforcing the Information Technology Outreach Services geographic repository to take full responsibility for all geographic data preparedness and integration functions, Increasing membership in the inter-agency Geographic Information Support Team network to ensure the participation of the NGO community, the International Federation of Red Cross and Red Crescent Societies, Completing global analytical products, such as weather tracking in collaboration with National Oceanic Atmospheric Administration, the hot spots, and affected population estimates in urban areas, and Completing the development of a global UN policy on production and use of geospatial data in the UN, in collaboration with the United Nations Geographic Working Group. 49

62 PlusNews: Raising the Awareness of HIV/AIDS The HIV-AIDS epidemic has been catastrophic for sub-saharan Africa, the worst affected region in the world. The epidemic has killed millions, reducing the continent s workforce, impoverishing families and orphaning millions more. The AIDS epidemic is thus not just a health issue, but a socioeconomic and security issue as well. Even if exceptionally effective prevention, treatment and care programmes take hold immediately, the scale of the current epidemic means that the human and socioeconomic toll may well remain massive for generations to come. It is recognized that immediate continent-wide awareness raising and social mobilization efforts are required if the pandemic is to be slowed and eventually stopped. OCHA created PlusNews service as part of IRIN in mid-2001 in an effort to provide a comprehensive, professionally produced, one-stop service for HIV/AIDS information and advocacy for Africa. In partnership with UNAIDS, UNICEF and regional AIDS service organizations, PlusNews provides a reliable and much-needed platform through which relevant information on HIV/AIDS can be accessed. This includes up-to-date epidemiological data, information on government programmes and donor initiatives, local civil society activities, expert analysis, and crucially the voices of people living with AIDS. In a little over a year, the number of subscribers to the PlusNews service, produced by IRIN s office in Johannesburg, increased fourfold. Between July 2001 and September 2002, PlusNews produced more than 400 separate news reports on 28 different African countries. PlusNews has also produced 93 weekly issues and regularly provides updated information on conferences and research findings, as well as fresh Internet links to additional sources of HIV/AIDS information. PlusNews has also developed 14 country briefs, providing contact details for national and NGO programmes on AIDS. PlusNews has achieved legitimacy at the field level by building partnerships with local organizations. It has been recognized as the official information outlet of the Regional HIV/AIDS Information Network, which brings together key NGOs working in the southern African region in a bid to coordinate HIV/AIDS action. In 2003, IRIN will work with local partners to develop information strategies around the World AIDS Campaign themes of stigma and discrimination. Among the collaborative activities earmarked for PlusNews are the production of radio broadcast testimonies of people living positively with HIV/AIDS. As part of a process of deepening PlusNews' regional relevance, PlusNews recently signed an agreement with South Africa's Medical Research Council (MRC). The agreement involves the production of a daily news briefs service, drawing on events from across Africa, for the MRC's HIV/AIDS Internet portal to be launched at the end of The service will also be offered to community and national radio stations around Africa as a means of raising awareness and promoting responsible reporting on HIV/AIDS. 50

63 Information Management 7 Providing Field Information Support In the last 10 years, the magnitude of natural disasters and the intensity of wars and civil conflict have led to a virtual explosion in humanitarian emergencies. As a result, Governments are increasingly calling upon the international community to perform a widening range of relief activities, with a myriad of actors responding to this call. The rapid influx of aid workers from UN agencies, the International Federation of Red Cross & Red Crescent Societies, donor governments, NGOs and others during the fast-moving events of a crisis can lead to both the duplication of efforts, as well as gaps in assistance, all too often at the expense of lives and the timely return to peace and normalcy. Access to up-to-date and accurate information is crucial for all players in an emergency. Recent advancements in the sophistication, speed and portability of computing technology, satellite communications and mapping tools make upto-the minute information analysis and distribution a powerful support tool for operational agencies at the field level. OCHA s Field Information Support (FIS) project aims to strengthen and facilitate the use of data and information in humanitarian operations. FIS, in cooperation with its interagency partners, designs and builds the systems that manage the collection, analysis and dissemination of information in the field, and leads inter-agency initiatives to establish common methods and standards for information exchange and provides support to ongoing humanitarian operations. FIS pays particular attention to establishing basic data standards and systems before emergencies take place. If the necessary infrastructure is in place at the earliest possible stage ideally before an operation begins the task of coordinating information (and consequently coordinating activities) is made much easier. FIS is also active in inter-agency initiatives to develop common approaches to information management with the hope that economies of scale and the broad coverage that is possible by concentrating field information in OCHA will result in even better information collection and exchange. FIS coordinates the deployment of information specialists to the field as part of the initial response to complex emergencies and natural disasters. In October 2001, FIS sent information specialists to Islamabad to set up a humanitarian information centre (HIC), which helped manage the flow of information among the 130 international aid agencies working during the humanitarian catastrophe in Afghanistan. During flooding in Mozambique in February 2001, FIS sent specialists in geographic information systems to develop a geo-referenced database of humanitarian needs to help in the identification of overlooked villages. In southern Africa, FIS manages the Southern African Humanitarian Information Management Service (SAHIMS) which concentrates its efforts in securing the availability of compatible data, sector and location standards as well as assessments across sectors and boundaries, all fundamental to ensuring effective and cost efficient response. After the initial emergency has subsided, FIS continues to coordinate the ongoing development of information and data. In Sierra Leone, for example, FIS manages the Sierra Leone Information System, which develops contact databases, maps and needs assessments to helps to inform the United Nations transitional mission and the Government's reconstruction and rehabilitation programme. 51

64 OCHA Coordination Activities in the Field OCHA s field offices are a vital element in its role of coordinating humanitarian assistance during complex emergencies and natural disasters. These offices, which support UN Resident or Humanitarian Coordinators, are designed to respond to emergencies in a flexible manner at regional, country or local levels, as well as provide information services through the Integrated Regional Information Networks (IRIN) and emergency disaster preparedness through the Regional Disaster Response Advisors (RDRA). OCHA field offices, responding to emergencies, generally carry out coordination and support functions at the national level while OCHA sub-offices, which in most instances are supervised by the field office, are smaller and based in outlying areas. They support coordination functions at the local level and respond to coordination needs outside the capital. A number of trends have emerged in 2002 that will direct OCHA s field coordination activities in Firstly, the strengthening of Regional Support Offices (RSO) reflects the increasingly regional aspect of many crises. The RSOs provide important support to countries on a regional level, even when country offices are present. These offices play a particularly important role in protracted emergencies which call for more extensive regional support. 52

65 Coordination Activities in the Field 8 In 2002, OCHA opened Regional Support Offices in Abidjan, while expanding the one in Nairobi to cover central and eastern Africa. A separate Regional Office in Johannesburg was opened to support the drought response in southern Africa. In order to enhance response coordination for both natural disasters and other emergencies, OCHA is expanding the offices of the Regional Disaster Response Advisors (RDRA), which monitor and respond to disasters and support local preparedness. RDRA offices operate in southern and east Asia, the Pacific, southern Africa and Latin America. In addition to these structures, OCHA also provides staff to Resident Coordinators undertaking humanitarian coordination functions, as has been done this year in Mozambique, Malawi and Zambia. In 2003, OCHA will also provide support at the field level through strengthened information management mechanisms, such as Southern Africa Humanitarian Information Management System (SAHIMS) and Sierra Leone Information System (SLIS). OCHA will be increasingly engaged in contingency planning at the field level in consultation with relevant humanitarian partners. Efforts to address the effects of natural disasters will be strengthened through early warning mechanisms and response preparedness. The support of SAHIMS to humanitarian response for those affected by natural catastrophes, as well as man-made disasters, is an important example. As reflected in field cost plans, OCHA will bring the conditions of service for field staff in difficult duty stations in line with other UN agencies, in accordance with the recommendations of the Secretary-General s report on UN reform. In 2003, OCHA expects to respond to challenges in all regions. Major peace initiatives in Africa, for example in Angola and the Democratic Republic of the Congo, have resulted in greater access to vulnerable groups, thus increasing coordination needs. OCHA will continue to respond to crises in drought affected countries, such as those in southern and eastern Africa, as they grapple with both man-made disasters and natural calamities. OCHA is in the process of expanding coordination support to meet new humanitarian challenges in the occupied Palestinian territory. OCHA will also take on a newly expanded role in Colombia. Finally, the Humanitarian Development Resource Centre in the Democratic Peoples Republic of Korea will become increasingly active. The reinforcement of the RDRA Offices in the east Asia (Kobe) and south Asia (New Delhi) is also noteworthy. In Afghanistan, humanitarian coordination is undertaken within the integrated UN mission (UNAMA) and financial requirements associated with these functions are mostly covered by the UNAMA budget. However, during the course of 2003 OCHA may seek support from donors for unforeseen requirements outside this budget. OCHA will also continue to adapt to changing needs during development and recovery, as illustrated by the scaling down this year of OCHA s presence in the Balkan region. This follows a strategic review of OCHA s role in the region, the decreasing number of humanitarian activities and a significant and welcome shift to development. 53

66 Integrated Regional Information Networks (IRIN) Integrated Regional Information Networks (IRIN) Integrated Regional Information Networks (IRIN) Staff Professional National Officers General Service International National Requested Resources (Extrabudgetary & Project) $ 4,324,957 The Integrated Regional Information Networks (IRIN) are specialized information units dedicated to improving the international community s response to humanitarian crises by providing timely, strategic and relevant information. IRIN staff, based in strategic locations in Africa and central Asia, draw information from a wide variety of sources, sift and verify it, and prepare reports on 46 countries in sub-saharan Africa and eight in central Africa. All of these reports are available in English and some in French. There is also a limited Swahili service. IRIN provides daily news stories, special features, chronologies, interviews, weekly news digests and analytical reports. By September 2002, IRIN had produced over 6,300 individually researched and verified reports, double the number produced in the previous year. Some 100,000 people worldwide read the reports, delivered directly to the subscriber s inbox daily, while the IRIN web site receives about 3.5 million hits per month. The steady increase in IRIN s readership each year testifies to the value that the humanitarian community, constituting some 65 per cent of subscribers, places on IRIN. The introduction of IRIN s web-based, personalized subscription service and information services covering east Africa, the Horn of Africa, HIV/AIDS and central Asia have also helped to boost demand. The French language section of IRIN s web site, created in 2002, led to an increase in francophone 54

67 Coordination Activities in the Field 8 readers. The central Asian service grew particularly rapidly due to the great international interest in the Afghan humanitarian crisis and the fact that many central Asian countries are insufficiently covered by the media. Key Priorities for 2003: Strengthening core information services, with an emphasis on the production of in-depth multifaceted reports, providing background detail and expert analysis with links to other relevant documents, Providing support to early warning systems, initiatives aimed at conflict prevention and advocacy of humanitarian principles, Using local correspondents and partners throughout Africa and Asia to ensure an IRIN presence at minimum cost in countries presently under-reported, thereby enhancing early-warning efforts, Developing outreach radio further, incorporating capacity-building support for local radio stations and expansion to other conflict-affected countries in Africa and central Asia, Increasing readership and deepening the regional relevance of PlusNews through expanded editorial support, the launching of a daily news briefs service and French and Portuguese translations, and Incorporating new ideas to ensure greater beneficiary involvement in programming, including the formation of partnerships with NGOs, voluntary bodies and other groups engaged in community development in elected rural areas, particularly those affected by conflict. 55

68 Africa and the Middle East Angola The humanitarian operation in Angola, one of the largest in the world, is coordinated by the Angolan Ministry of Social Affairs and Reintegration and the UN Humanitarian Coordinator. In addition to 10 UN agencies and 468 NGOs, 11 technical ministries and departments and all provincial governments are involved in humanitarian assistance. Although hostilities ceased in April 2002, the humanitarian crisis in Angola remains one of the worst in the world. More than a quarter of the population is displaced, 3.5 million because of the war, in addition to 445,000 UNITA soldiers and family members who are totally dependent on assistance, concentrated in 35 gathering areas and seven satellites. Another 331,000 have fled to neighbouring countries. Since the end of the war, dramatically improved access has increased the number of people in need of life-saving assistance from two to three million. In addition, approximately 850,000 internally displaced people (IDPs) who returned to their areas of origin are not receiving any assistance. At least one million people may be cut off during the forthcoming seasonal rains, increasing vulnerability and malnutrition. Unless urgent steps are taken to stabilize the condition of populations at risk and support return, the humanitarian crisis may deepen, jeopardizing future recovery and reconstruction. In 2002, OCHA helped to draft a Dispatch on Standard Operating Procedures for Reception and Registration Centres to improve living conditions for IDPs. Following the cessation of hostilities, under the leadership of the Inter-Sectoral Commission for the Peace Process, OCHA facilitated the first phase of the 2002 Rapid Assessment of Critical Needs, to reach populations in critical distress in newly accessible areas. OCHA also coordinated over 450 security 56

69 Coordination Activities in the Field 8 and needs assessments, oversaw the launching of 85 operations in newly accessible and quartering areas and took the lead in developing a more flexible operational approach based on mobile supply centres and centralized core facilities. Eleven United Nations Volunteers were deployed to sub-offices, doubling the Unit s field presence and helping to ensure a fully coordinated response to the crisis. OCHA established the Quartering Emergency Response Fund, which disbursed $1.2 million to NGO projects in seven provinces, and an additional $5.4 million to 39 NGOs for projects in agriculture, health, nutrition, non-food items, water and sanitation, resettlement and mine action to ensure provision of urgent assistance to populations in newly accessible areas. OCHA facilitated the third annual Provincial Planning Workshop, involving more than 160 representatives of Governments, UN, NGOs and the provinces. Participants drafted Provincial Emergency Plans for Resettlement and Return (PEPARR) in accordance with the Norms and regulamento. In September, OCHA coordinated a countrywide revision of the PEPARRs to ensure accurate input for the 2003 Appeal. OCHA also developed a national registration database for returning populations based on the regulamento. Government representatives and OCHA field staff were trained to use the system to ensure compliance with the preconditions in the Norms on the resettlement of IDPs. Adequate funding of coordination support function is critical at this stage for consolidation of peace, and the resettlement of IDPs and affected populations. Key Priorities for 2003: Convening appropriate coordination structures with all partners for facilitating needs assessments, identifying gaps in humanitarian coverage and monitoring progress, Working closely with all partners to ensure integration of programmes across sectors and developing strategic and operational objectives for each province, Supporting Government efforts to uphold humanitarian principles and promote compliance with the Dispatch, Norms and regulamento, Advising relevant ministries at provincial and national levels on core coordination functions, Developing, in consultation with Ministry of Social Affairs and Reintegration, a work plan for transferring coordination functions to the Government, and Restructuring the office to coordinate transition and development issues as part of the UN Resident Coordinator s office, aimed at developing an eventual exit strategy. Focus on Angola Location Luanda, Lunda Norte/Lunda Sul, Malanje, Moxico, Huambo, Bié, Huile, Uige, Benguela, Kuando Kubango, Kuanza Norte/Kuanza Sul Staff Professional 23 National 2 Local 37 United Nations Volunteers 11 Required Resources $ 5,361,443 57

70 Africa and the Middle East Burundi The civil conflict that has raged in Burundi since 1993 has been almost totally ignored by the international press. Because the immense suffering of its people is scarcely publicized, Burundi has come to symbolize the silent emergency in which so many Africans live and die. Without appropriate funding, Burundians will continue to suffer in silence, in the midst of what can only be described as a major humanitarian crisis. Civil war continued in 2002, with frequent clashes between the army and opposition groups. Intensified fighting in the eastern provinces severely restricted access to vulnerable populations. Some 387,000 people are living in 226 semi-permanent sites for internally displaced persons (IDPs) while as many as 100,000 more are displaced every month. Almost 840,000 have taken refuge in neighbouring countries. Such displacement, sometimes forced by military action, can last months, severing all forms of assistance, diminishing or destroying the people s meagre resources, and placing overwhelming strain upon already vulnerable host populations. In 2002, OCHA continued to coordinate humanitarian assistance, including the collection, analysis and timely dissemination of accurate information. OCHA has established a successful working partnership with over 50 international NGOs working on the ground. During 2002, OCHA helped develop a countrywide early warning system for food security and nutrition in collaboration with FAO, WFP, NGOs and the Government of Burundi. A nationwide survey of the IDP sites was completed and an OCHA-led Inter-Agency Office in the high-conflict Province of Ruyigi was established. OCHA also facilitated IDP protection through its support to the Permanent Framework for the Protection of IDPs, bringing together members of the Government, United Nations agencies, and national and international NGOs. 58

71 Coordination Activities in the Field 8 Support was also provided to provincial focal points, with emergency assessments and provincial contingency planning in a number of provinces. Key Priorities for 2003: Putting in place mechanisms for resolving issues of access and protection of vulnerable populations, especially IDPs, Consolidating the OCHA database on IDPs and preparing specialized maps and advice, Finalizing inter-agency contingency planning, identifying roles and responsibilities of all humanitarian partners in the most likely contingency scenario, Helping improve coordinated response to the malnutrition crisis, facilitating the management of the former UNHCR field office (Ruyigi Province) as an interagency operation, in preparation for possible large-scale repatriation from the United Republic of Tanzania, and Orchestrating the deployment of joint inter-agency (United Nations/NGO) multidisciplinary rapid reaction teams for assessment of needs and follow-up. Focus on Burundi Location Bujumbura Staff Professional 4 National Local 14 United Nations Volunteers Required Resources $ 1,203,450 59

72 Africa and the Middle East Democratic Republic of the Congo Despite some positive developments on the political front, the humanitarian situation in the Democratic Republic of the Congo (DRC) during 2002 remained difficult. Serious human rights violations and regular outbreaks of intense violence continued and there was limited access to populations in need. The combination of continuous displacement and the lack of food, medical care and shelter further aggravated the living conditions of the vulnerable populations. Although some improvements were recorded, most notably in the western part of the country, the situation in the east remained extremely volatile, resulting in several large-scale population displacements and repeated evacuation of humanitarian personnel. The recent outbreaks of conflict, particularly around Bunia, Shabunda, Kindu and northern Katanga have displaced at least 500,000 families since the beginning of the year. OCHA warned of signs of impending ethnic massacres in Ituri district. These trends, a poor and possibly deteriorating situation in the east, and an improvement in the west, are expected to continue during The conflict has serious consequences for health at a time when years of protracted crisis have weakened and exhausted the country s capacity to cope. A cholera outbreak in Malemba Nkulu, Kikondja, and Bukama in Katanga, and Kalemie in South Kivu affected 18,587 people and had caused 1,088 deaths by September Drought in the southern African region will have an impact on the food security of populations in Government-controlled areas, particularly in Katanga and Western and Eastern Kasai provinces. OCHA field offices in the DRC continued to perform their duties in accordance with OCHA s mandate and its core functions: information, 60

73 Coordination Activities in the Field 8 field coordination, strategic planning, advocacy, and resource mobilization. In the eastern parts of the country, where lack of access to vulnerable populations due to violence and insecurity remained a major concern, considerable efforts were devoted to increasing the humanitarian space, securing access to populations and addressing their needs. In addition to sub-offices carrying out core OCHA functions, missions were rapidly conducted to Minembwe, Baraka, Bunia and Uvira. In areas of relative stability, such as Equateur province, emphasis was placed on facilitating the reintegration of internally displaced persons (IDPs) in their areas of origin through field monitoring and mobilizing humanitarian actors to achieve that goal. Several missions were facilitated by OCHA to Mbandaka, Basankusu, Befale, Makanza, Imese, Gemena, Karawa, Businga and Gbadolite and resulted in starting reintegration activities in Befale, Imese and Lebenge. At the end of 2002, in response to the recommendations of donors, a restructuring of coordination mechanisms at strategic and operational levels was undertaken in order to address new humanitarian needs and challenges. A general decentralization of OCHA coordination capacities is underway as sub-offices will be made responsible for general regional coordination. Operational agencies will take different leads in sector-based coordination. To achieve these objectives, new posts were created to reinforce OCHA s resources both in the capital, Kinshasa, and in the 10 designated sub-offices (Beni, Bukavu, Bunia, Gemena, Goma, Kalemie, Kindu, Kisangani, Lubumbashi, Mbandaka). Key Priorities for 2003: Improving access to vulnerable populations in areas of greatest need and ensuring the security of humanitarian actors, Improving existing coordination mechanisms and establishing new ones in areas of humanitarian activities as well as fully implementing the restructuring action plan, Improving collection and dissemination of information through the deployment of Information Officers in the field and establishing information units, and Developing a variety of hand-over strategies, from relief to economic recovery, and from emergency to development partners. Focus on Democratic Republic of the Congo Location Kinshasa, Bas Congo, Mbandaka, Gemena, Lubumbashi, Bukavu, Goma, Kindu, Bunia, Kisangani, Kalemie, Boende, Beni Staff Professional 17 National 14 Local 38 United Nations Volunteers 1 Required Resources $ 6,385,820 61

74 Africa and the Middle East Eritrea There has been real progress in the peace process between Eritrea and Ethiopia during 2002, and both countries have accepted the decision of the Boundary Commission, but a number of serious problems remain. Thousands of displaced persons continue to live in camps or with host communities because of insecurity, damaged infrastructure or mines in their home villages. The refugees repatriated in 2001 and 2002, and the soldiers to be demobilized in 2003 will also need help for reintegration. Failure of seasonal rains has caused a severe drought and adversely affected water supplies and agricultural and livestock production, with serious consequences for household food security. An estimated 1.4 million droughtaffected and vulnerable Eritreans will require food or non-food aid until the harvest in December In 2002, the OCHA field office in Eritrea coordinated assistance and undertook monitoring and corrective measures in relation to the disbursement of assistance to 524,000 drought-affected persons and 5,000 demobilized soldiers. The office helped improve the national capacity for contingency planning. The development of early warning indicators made it possible to save lives through a timely drought alert for The humanitarian needs of internally displaced persons (IDPs) were systematically assessed, enabling humanitarian actors to act promptly to relocate or distribute shelter items that were needed. An expanded data management system was prepared on UN/NGO programmes, with an updated Who Does What Where? database, particularly in Gash-Barka and Debub regions. 62

75 Coordination Activities in the Field 8 An improved Geographical Information System Unit (GIS) was established with better-trained staff and improved equipment. This resulted in better planning and delivery of assistance. Members of the diplomatic community were sensitized to humanitarian needs through regular donor updates, field missions and meetings. This has led to increasing bilateral support to the Government, the UN and the NGO community. Focus on Eritrea Location Asmara, Barentu, Mendefera Staff Professional 3 National 3 Local 12 United Nations Volunteers 2 Required Resources $ 703,900 Key Priorities for 2003: Advocating for funding, programming priorities for 1.4 million drought and 900,000 war-affected people and longterm structural solutions to humanitarian crises involving IDPs and drought, Strengthening field coordination structures of Government in affected regions, Intensifying efforts for better coordination amongst NGOs, UN agencies and the Government, Monitoring the humanitarian situation and interventions, particularly in drought- and war-affected regions, to strengthen early warning and preparedness, and Continuing work in capacity building of local partners. 63

76 Africa and the Middle East Ethiopia The UN Emergencies Unit for Ethiopia was established during the 1984 famine and has continued to coordinate humanitarian operations in the country ever since. OCHA assumed administrative, financial and operational responsibility for the unit at the end of December During the course of 2002, the combination of long-standing drought, poor production and negative social factors provided clear evidence of a looming humanitarian crisis. In the early stages, OCHA prepared a comprehensive picture of the emerging situation, including a detailed examination of the effects of the failed rains on livestock and crop production. With more than six million drought-affected people in need of assistance, OCHA supported the Government Disaster Prevention and Preparedness Commission in dealing with the crisis. OCHA information services provided the humanitarian community with an overview of the situation, as well as information and analysis on specialized issues, to help promote the well being of vulnerable populations. The office was also actively involved in activities that supplement humanitarian interventions, including the maintenance of an Internet web site with the University of Pennsylvania, and regular updating of materials and information on wild foods. Studies were also conducted on peoples and issues for an improved understanding of Ethiopia. The office also prepared a conflict mapping study, which identified areas and causes of inter and intra-ethnic conflicts. 64

77 Coordination Activities in the Field 8 OCHA also supported regional initiatives (Tigray and Somali Regions) and established a field presence in the northeast (Awash) to provide support to Government coordination in Afar, Somali and Oromiya Regions. Key Priorities for 2003: Supporting the UN Resident and Humanitarian Coordinator, the UN Country Team and the Disaster Prevention and Preparedness Commission (DPPC) in field assessments, monitoring and evaluation of programme response, Continuing to advocate, facilitate and engage actively in effective, accountable coordination and vigorous resource mobilization, Enhancing the effectiveness of all operational agencies in delivery of food assistance, which will be a major component of relief operations in Ethiopia in 2003, and Working to reinforce national structures like the DPPC. Focus on Ethiopia Location Addis Ababa, Awash Staff Professional 3 National 1 Local 16 United Nations Volunteers Required Resources $ 877,928 65

78 Africa and the Middle East Guinea The humanitarian situation in Guinea is best understood in the context of the country's chronic resource constraints, the fragile peace in Sierra Leone and the deterioration of security in Liberia and Ivory Coast. Failures in governance have exacerbated the situation, as have the obstacles to a genuine sub-regional peace dialogue with Sierra Leone and Liberia following the crisis of September The slow rate of return of internally displaced persons (IDPs), lack of alternative sources of income for young armed volunteers and difficulties in handling the new influx from Liberia continue to pose significant problems. Currently some 150,000 destitute persons need humanitarian assistance (about 90,000 refugees in camps and some 60,000 displaced people and their impoverished host communities). The role of OCHA and its partners is pivotal in advocating for the remaining IDPs. This is particularly relevant for coordinating responses to the problems of sexual abuse and other forms of exploitation, assisting civil society organizations committed to restoration of peace, improving information exchange and decision-making and advocating for better response preparedness of humanitarian agencies. In 2002, OCHA helped the formulation and adoption of a national humanitarian coordination strategy, oversaw the creation of a Humanitarian Information Centre (HIC) and the establishment of a multi-sectoral database on humanitarian field services. Members of OCHA s IDP Unit in Geneva helped to prepare a National Action Plan. OCHA coordinated the UN s response to sexual abuse of the victims of the humanitarian situation. It also established sectoral groups to ensure proper monitoring and implementation of the Consolidated Appeals Process

79 Coordination Activities in the Field 8 Key Priorities for 2003: Strengthening the humanitarian capacity of the Government at all levels, Reinforcing information management, Improving preparedness and response of the humanitarian community, and Advocating for the most vulnerable groups while supporting peace initiatives. Focus on Guinea Location Conakry, Nzerekoke Staff Professional 3 National 1 Local 13 United Nations Volunteers Required Resources $ 754,494 67

80 Africa and the Middle East Liberia Hostilities between Government forces and rebels escalated in As a result, an estimated 130,000 internally displaced persons (IDPs) reside in camps inside the country, while more than 200,000 people have fled across the border. A similar number of civilians live in small settlements or in forest areas in poor conditions and without access to assistance. In 2002, OCHA led an inter-agency registration process to determine the number of IDP beneficiaries in the camps, a crucial process for planning and monitoring humanitarian programmes in A four-tier humanitarian coordination structure, from camp level to the national level, was established, bringing together UN agencies, NGOs, Government agencies and donors. This structure also served as an inter-agency forum to address continued violations of human rights and humanitarian laws, including sexual and gender-based violence. OCHA s capacity requires further strengthening in order to monitor humanitarian interventions outside Monrovia and ensure access to accurate and reliable data for planning and implementation of programmes. OCHA also encouraged the implementation of a coherent approach to the protection of civilians, especially against sexual and gender-based violence, and led advocacy initiatives to ensure an enabling environment for humanitarian actors. 68

81 Coordination Activities in the Field 8 Key Priorities for 2003: Improving coordination mechanisms at the field and central level, for a better response to humanitarian needs, Providing better information management for the benefit of the humanitarian community, Collecting, analyzing and disseminating relevant data, identifying gaps and responsibilities and taking remedial action, including registration of IDPs and vulnerable groups and setting up an effective humanitarian information centre, Identifying and responding to overall protection needs of IDPs and vulnerable groups, and Providing support to the UN Resident and Humanitarian Coordinator and United Nations Country Team in humanitarian policy development and advocacy. Focus on Liberia Location Monrovia Staff Professional 3 National 2 Local 9 United Nations Volunteers Required Resources $ 941,103 69

82 Africa and the Middle East The occupied Palestinian territory In 2002, the humanitarian situation in the occupied Palestinian territory deteriorated considerably as violence intensified. An estimated 1 million people live under curfew. The number of civilians in receipt of food aid has risen from 200,000 to 800,000 since September The proportion of the population living on less than $2 per day is between 50 and 60 per cent. According to a nutrition survey, 22.5 per cent of children under 5 are suffering from acute or chronic malnutrition. During 2002, the OCHA Office in the occupied Palestinian territory maintained a humanitarian coordination structure, ensuring interaction with the donor community and the Palestinian Authority. OCHA supported the current humanitarian coordination structures through facilitating sectoral group meetings and information sharing. In particular, since the Jenin crisis, OCHA has provided sectoral coordination through three emergency operations rooms (health, food and nutrition, water and sanitation) and has strengthened policy and advocacy input into the Local Aid Coordination Committee (LACC). The Office has continued to support the work of the United Nations Relief and Works Agency (UNRWA) and the United Nations Office of the Special Coordinator (UNSCO). At the time of the Jenin crisis, OCHA deployed a United Nations Disaster Assessment and Coordination (UNDAC) Team, to assist UNRWA in the coordination of the humanitarian response to the emergency, particularly in Jenin and other refugee camps. Through the establishment of a Humanitarian Information Centre, OCHA provided comprehensive and relevant information on the humanitarian situation, a resource for decision-makers and operational organizations. A curfew/closure/mobility restriction monitoring system was set up with real-time maps and information available online. An assessment of physical and institutional damage was carried out as was a survey on exposed communities in Gaza. In consultation with its humanitarian partners, OCHA prepared a Common Humanitarian Action Plan (CHAP) and facilitated the inter-agency contingency planning process. OCHA has also been working with NGOs, supporting their coordination efforts, as well as with the International Red Cross and Red Crescent Movement. 70

83 Coordination Activities in the Field 8 Following the recommendation made by Ms. Bertini, Personal Humanitarian Envoy of the Secretary-General, a UN Interagency Technical Assessment Mission reviewed the humanitarian situation including the humanitarian coordination arrangements. The findings of the Mission, contained in the Humanitarian Plan of Action for the occupied Palestinian territory, called for OCHA in the opt to expanded its presence to ensure adequate support to: Area-based operational coordination structures, Sectoral coordination in priority areas such as health and food security, and National level coordination both operational and policy. At the local level, OCHA will support and staff Field Coordination Offices to ensure uninterrupted coordination and information flow among local and national authorities and international service providers, and closely liaise with area-based emergency committees established by the Palestinian Authority. They will be a crucial source of reliable and up-todate information and analysis for the entire humanitarian community, regarding areaspecific priority needs and access restrictions. OCHA will also strengthen the Sector Emergency Groups, linked to the LACC Sub-Working-Groups and the Humanitarian Operational Coordination Groups. OCHA will serve as a secretariat for the Humanitarian Operational Coordination Groups that will channel information and analysis by sectoral and area-based coordination groups, constantly monitoring ongoing humanitarian activities and evaluating them against the identified needs. OCHA will also carry out secretariat functions for the Policy Coordination Group intended to promote and support coherent and collaborative approaches and policy options and papers on key policy issues. It is envisaged that the Humanitarian Information Centre will be expanding and will play a key role in facilitating communication between national, sectoral and geographic coordination structures described above. In addition, the HIC will serve as a dissemination tool for public information, monitoring and advocacy initiatives. Finally, OCHA will provide support to the NGOs, notably through partly funding the Association of International Development Agencies (AIDA) Facilitator s position. Key Priorities in 2003: Enhancing operational coordination structures, especially at emergency committee level, Providing both strategic and real time information on the humanitarian situation to donors and other humanitarian actors, including information on flow of materials, closures, curfews, etc., Advocating, through a variety of channels, for observance of international humanitarian law in close collaboration with the International Red Cross and Red Crescent Movement, and Strengthening and leading inter-agency coordination and planning meetings and humanitarian fact-finding missions. Focus on occupied Palestinian territory Location Jerusalem, Gaza, Nablus, Hebron, Ramallah, Qalqilya Staff Professional 7 National 5 Local 6 United Nations Volunteers Required Resources $ 1,790,621 71

84 Africa and the Middle East Angola Botswana Comoros Lesotho Madagascar Malawi Mauritius Mozambique Namibia Reunion South Africa the Seychelles Swaziland Zambia Zimbabwe Regional Office Southern Africa Prolonged drought, erratic weather, the HIV/AIDS pandemic and controversial Government policies have led to a humanitarian crisis in the southern African region, with the lives of up to 14.4 million people at risk. In 2002, in collaboration with the Southern African Development Community (SADC), the United Nations launched a $611 million appeal for emergency assistance for Lesotho, Malawi, Mozambique, Swaziland, Zambia and Zimbabwe, to provide immediate food and other life-sustaining support. The crisis underscored the importance of a strong and coordinated effort to address growing humanitarian requirements in the region and to better manage linkages to the HIV/AIDS response. OCHA was requested to strengthen its role in the region by relocating the Regional Disaster Response Advisor (RDRA) from Gaborone to Johannesburg and establishing a Regional Office for Southern Africa (RO-SA). The purpose of the RO-SA is to support the UN Resident Coordinators in the region to ensure effective, efficient and coordinated delivery of humanitarian assistance to the most vulnerable populations. A key component of the office will be its link with the Southern Africa Humanitarian Information Management System (SAHIMS), which enhances the management of critical information on the humanitarian situation in the region. In addition to the expanded role and support provided at the regional level through the creation of the Regional Office, OCHA strengthened the support provided to the UN Resident and Humanitarian Coordinators in a number of countries. Humanitarian Affairs Officers were placed in the offices of the UN Resident Coordinators in Malawi and Zambia. 72

85 Coordination Activities in the Field 8 In 2002, OCHA also supported the Office of the Resident Coordinator in Mozambique in the design of a capacitybuilding project by deploying an emergency liaison officer and a database information officer. The emergency liaison officer acted as the focal point in supporting the Resident Coordinator and the United Nations Disaster Management Team in the design of the UN emergency preparedness and response plan. Because of the situation in the country, further technical support will be needed for the first semester of 2003 to build on the progress made and to further strengthen the collective capacity of the UN and the Government in dealing with the impact of the crisis. The regional dimension of the humanitarian crisis in southern Africa adds to the overall vulnerability of the country, as some of the traditional coping mechanisms may not be available this year. Key Priorities for 2003: Coordinating information services related to the humanitarian crisis in southern Africa, Ensuring the continuous monitoring of the most vulnerable groups through the continued deployment of the emergency liaison officer and the data base information officer, Supporting the Regional Coordinator of the Special Envoy in overseeing a coordinated UN response to the emergency in the region, Providing leadership to the humanitarian community in developing common, coherent strategies that reflect the priority needs of the country or situation, Advocating on key humanitarian issues and principles including the protection of civilians, vulnerable groups, internally displaced persons (IDPs), codes of conduct and behaviour, Sustaining operational frameworks with Governments in the region as well as with the Southern Africa Development Community, Establishing effective, inclusive, coordination structures by promoting preparedness and contingency planning, Coordinating and monitoring the delivery of humanitarian assistance, and Establishing linkages with the UN response to the HIV/AIDS crisis. Focus on Southern Africa Location Johannesburg Staff Professional 7 National Local 6 United Nations Volunteers Required Resources $ 1,394,591 73

86 Africa and the Middle East Burundi Democratic Republic of Congo Djibouti Eritrea Ethiopia Kenya Republic of the Congo Rwanda Somalia Sudan Tanzania Uganda Regional Support Office Central and Eastern Africa The OCHA Regional Support Office in Central and Eastern Africa (RSO-CEA), based in Nairobi, was established in January 2002 on the foundations of the Regional Office for the Great Lakes. The office also combines the activities of the former Regional Office for the Drought in the Horn of Africa and of OCHA in Kenya. This change was motivated by the need to improve the overall humanitarian response to both natural disasters and complex emergencies in the wider region and by the call for a more consolidated structure by humanitarian partners. The RSO-CEA supports the Special Representative of the Secretary- General for the Great Lakes region by providing information on the humanitarian situation in the Great Lakes including analyses of the humanitarian impact of political developments. The office maintains liaison with its Nairobi-based partners to assist in strategic coordination at the regional level, increase preparedness, facilitate capacity building for emergency response, as well as to disseminate information and undertake advocacy on issues of concern. It helps OCHA Field Offices in Burundi, the Democratic Republic of the Congo (DRC), Eritrea, Ethiopia, Somalia, the Sudan and Uganda to enhance skills through the provision of technical expertise and training. It also provides ad hoc support to UN Country Teams in the region, in addressing humanitarian issues where there is no OCHA presence. 74

87 Coordination Activities in the Field 8 In 2002, the RSO-CEA supported various OCHA country offices when there were serious emergencies, such as the eruption of the Niyragongo volcano in the DRC, the resumption of fighting in Uganda, and the drought in Ethiopia. It also provided assistance in the development of Consolidated Appeals in Burundi and the Sudan, and in the re-organization of administrative and finance work in Burundi, Rwanda and Ethiopia. The RSO-CEA organized regional contingency planning exercises, to share analyses and response planning by regional actors with country teams and to initiate the development of early warning indicators for both complex emergencies and natural disasters. Internal training sessions on internally displaced persons (IDPs), policy, emergency response tools and regional support and collaboration were organized for OCHA staff in the region, in addition to other specific training sessions. Key Priorities for 2003: Enhancing available technical expertise through four technical experts in natural disaster, advocacy, information management and administration to quickly deploy the reservoir of expertise throughout the region as needs arise, ensuring a timely, efficient and costeffective use of human resources, Supporting country offices (in particular in terms of surge capacity and backstopping), Providing training to OCHA personnel in the region, both in the country and through workshops at regional level, Contributing to a rapid and early response capacity through coordination with other organizations, including the humanitarian and donor communities in Nairobi, and the establishment of an emergency roster, Coordinating regional response and mobilizing the required resources for this, Developing existing regional contingency planning for complex emergencies and natural disasters, Establishing early warning mechanisms at country and regional level, Strengthening the collection, analysis and dissemination of information on the humanitarian situation in the region, including regular reporting on affected populations, Facilitating information exchange within the humanitarian, international and donor communities to ensure cooperation and complementary action and developing joint advocacy strategies to highlight key issues and encourage positive political change and mobilize resources, and Developing a regional database and mapping facility. Focus on Central and Eastern Africa Location Nairobi, Kenya Staff Professional 8 National 1 Local 7 United Nations Volunteers Required Resources $ 1,699,016 75

88 Africa and the Middle East Benin Burkina Faso Cape Verde Côte d'ivoire Gambia Ghana Guinea Guinea-Bissau Liberia Mali Niger Nigeria Senegal Sierra Leone Togo Regional Support Office West Africa In June 2002, OCHA established its Regional Support Office for West Africa (RSO-WA) in Abidjan, Côte d Ivoire, with two international professionals and a small local support staff. RSO-WA supported OCHA offices in Sierra Leone, Liberia and Guinea by reinforcing existing humanitarian coordination mechanisms, supporting needs assessment and advocating respect for humanitarian principles in Liberia. The Regional Support Office facilitated CAP workshops in the three countries and organized the first sub-regional contingency planning and CAP workshop in Abidjan in early September 2002, in preparation of the Common Humanitarian Action Plan for Since September 2002, Côte d'ivoire has become a country in crisis with major humanitarian consequences, especially for civilians affected in Abidjan and Bouaké. OCHA's presence in the country ensured a swift and cost-effective response, although this diverted staff from their regional responsibilities. RSO-WA established humanitarian coordination mechanisms to handle the crisis in Côte d Ivoire and helped humanitarian actors in neighboring Mali, Burkina Faso, Ghana, Guinea and Liberia to revise their preparedness plans for the reception of needy persons from Côte d'ivoire. A comprehensive and real-time humanitarian information management system was established to inform the international community (UN, NGOs and donors) of the 76

89 Coordination Activities in the Field 8 consequences of the crisis for its victims. Regular updates were provided through its newsletter, "Humanitarian Voices. Minutes of coordination meetings, and briefings of the Emergency Relief Coordinator and the Secretary-General were also made available. As a result of negotiations, assurances were obtained from the Government and opposition forces for the protection of civilians in conflict zones in the region, including displaced persons within and across national borders, as well as for the safety of relief workers. RSO-WA publications and contacts with governmental entities, non-state actors, diplomatic representatives and the media were also used for this purpose. A real-time data management system, including a Geographical Information System (GIS), was established to facilitate response to the needs of some 500,000 internally displaced persons (IDPs). The office also led the preparation of a document launching a UN Inter-Agency Flash Appeal for victims within the Côte d'ivoire and affected neighbouring countries. Key Priorities for 2003: Reinforcing RSO-WA coordination capacity, with a dedicated country team to manage the national crisis, as well as posting Humanitarian Affairs Officers in Burkina Faso, Mali and Ghana, Strengthening support to the UN Office of the Special Representative of the Secretary-General for West Africa, UN Resident and Humanitarian Coordinators in Côte d Ivoire, Liberia, Guinea, Sierra Leone, Mali, Burkina Faso and Ghana, Contributing to initiatives aimed at reducing the vulnerability of potential victims of armed conflict and natural disasters by addressing the underlying issues, Maintaining an inter-agency framework for early warning, contingency planning and preparedness response for vulnerable countries of the Economic Community of West African States (ECOWAS), Establishing a Regional Common Humanitarian Information Centre (RCHIC) with GIS capacity, Pursuing various resource mobilization and advocacy initiatives with ECOWAS, and Reinforcing the capacity of subregional, national, intergovernmental and nongovernmental institutions to promote conflict prevention and resolution within ECOWAS. Focus on West Africa Location Abidjan Staff Professional 5 National 4 Local 7 United Nations Volunteers Required Resources $ 1,076,144 77

90 Africa and the Middle East Sierra Leone The completion of the disarmament, demobilization and reintegration programme and the declaration of peace in Sierra Leone in January 2002 opened up the country for unprecedented humanitarian access. Ten years of brutal civil war have left Sierra Leone with the lowest human development index in the world; recovery needs in the country are immense and capacity constraints massive. The deterioration of the situation in Liberia has led to a large influx of refugees and accelerated the spontaneous return of Sierra Leoneans. There are over 60,000 Liberians living in seven camps and in border regions. It is anticipated that another 125,000 refugees will enter the country during 2003, and over 50,000 nationals will return as well. These movements will stretch humanitarian resources and limit capacity to meet new emergency needs while also supporting resettlement, reintegration and recovery. OCHA s multi-sectoral inter-agency coordination is, and will continue to be, pivotal in providing leadership and support for resettlement. So far 206,000 internally displaced persons (IDPs) and over 100,000 returning nationals have been resettled. The office is also providing the impetus for the recovery process in all districts by preparing assessments, developing district and national recovery strategies and establishing the monitoring systems for tracking progress. 78

91 Coordination Activities in the Field 8 The performance of these functions is dependent on a strong field coordination unit and information team. The provision of information, data and mapping products supports all humanitarian and recovery interventions in the country. Advocacy and donor coordination are vital to ensure that the humanitarian issues are addressed and interventions are appropriately supported. Focus on Sierra Leone Location Freetown Staff Professional 6 National 10 Local 29 United Nations Volunteers Required Resources $ 1,676,315 Key Priorities for 2003: Preparing and providing for 11,000 IDPs who are still displaced and over 60,000 others who are expected to return in 2003, Preparing contingency plans and emergency response for the Liberian refugees, Coordinating a response to deal with the prevalent problem of sexual exploitation and abuse, and Working with the development community on managing an appropriate period of transition, including an evolution of the humanitarian role leading to an eventual exit strategy. 79

92 Africa and the Middle East Somalia The cumulative effect of over 10 years of civil strife, together with the recent upsurge in conflict, has left hundreds of thousands of Somalis in a dire situation. About 350,000 internally displaced persons (IDPs) are living in desperate conditions and have no access to international assistance or protection. Further, many communities in rural Somalia are extremely vulnerable to drought and flooding. Chronic food instability has exacerbated the plight of the poorer groups, especially in drought prone areas. The problem of destitution in peri-urban areas has been exacerbated by population growth, degradation of rangelands and by large numbers of people abandoning the pastoral economy. There has been an increase in inter-clan violence as factions try to strengthen their credentials for inclusion in the projected talks on future governance. This deterioration in the security situation has resulted in international and UN agencies losing access to large areas. Some programmes, managed by national staff, have continued but others had to be reduced in the worst affected areas. During 2002, in collaboration with Somalia Aid Coordination Body (SACB) partners, OCHA negotiated successfully for humanitarian access and food distribution in Gedo and Puntland. A study on IDPs and minority groups in Somalia was completed and a workshop, with the participation of other stakeholders, developed an operational framework for innovative interaction between the international organizations and vulnerable communities. OCHA also led the Humanitarian Response Group in developing cross-sectoral and multi-sectoral responses to crises. In collaboration with the political office for Somalia, proposals for inter-agency peace building strategies were developed, which led to the creation of the Trust Fund for Peace-Building in Somalia. 80

93 Coordination Activities in the Field 8 Key Priorities in 2003: Strengthening the UN Coordination Unit/OCHA s network of national and international coordination staff to provide effective coordination, thereby enhancing the effectiveness of limited aid resources, improving the timing of humanitarian responses, and enhancing communication between field agencies and local authorities, Deploying two international staff in Baidoa and Hargeisa, supported by 8 national coordination officers in strategic locations countrywide, Conducting workshops with key authorities and operational agencies to educate them on the Guiding Principles on Internal Displacement, humanitarian principles and relevant international humanitarian law, Negotiating for access to conflict areas and for operating agreements with local authorities, Educating communities, operational agencies and local authorities on emergency prevention, preparedness and contingency planning to deal with natural calamities such as drought and flooding with emphasis on non-food responses and enhancing existing coping mechanisms of communities based on experience gained in Puntland in 2002, Increasing international engagement with IDPs, minority groups, the urban poor and pastoralists in transition on the basis of research and a workshop on vulnerable communities conducted in The focus will be on empowering Somali staff to work directly with communities, civil society, Islamic leaders, the private sector as well as local authorities to find innovative ways of assisting vulnerable communities and to encourage local people to take more responsibility for these communities. The Unit will support four regional workshops with civil society, run by Somali professionals, to start this process, Continuing advocacy on behalf of vulnerable communities on access, protection and rights-based issues at all levels in Somali society, and the international community, and Improving information collection, analysis and dissemination through the field coordination network and providing regular humanitarian updates for the international aid community. Focus on Somalia Location Nairobi (Kenya), Hargeisa, Baidoa Staff Professional 4 National 1 Local 5 United Nations Volunteers Required Resources $ 1,067,737 81

94 Africa and the Middle East Sudan Civil war has raged intermittently in the Sudan, the largest African country, since independence in Though recent peace initiatives were positive developments, hostilities continued with varying intensity throughout 2002, particularly in eastern Equatoria, southern Blue Nile, and Unity State/Western Upper Nile. Since 1999, exploration and exploitation of oil for export has also exacerbated the conflict. Some 4.5 million people have been affected by the fighting and natural disasters. Operation Lifeline Sudan is a tripartite agreement among the Government of the Sudan, the Sudan People s Liberation Movement/Army (SPLA/A) and the United Nations. Despite high-level negotiations under the agreement, humanitarian access to the vulnerable has remained a challenge because of insecurity or hindrances created by the belligerents. During 2002, OCHA continued to perform functions vital for effective coordination of humanitarian relief operations by UN agencies and NGO partners such as facilitating provision of assistance to vulnerable populations in the Nuba Mountains. It negotiated access to affected populations, set goals and priorities, and engaged in resource mobilization through the Consolidated Appeals Process. In collaboration with the Internally Displaced Persons (IDP) Unit in Geneva, the office continued to press the Government of the Sudan and the rebel movements to implement humanitarian principles and policies that would enable the return and integration of IDPs. OCHA also introduced comprehensive 82

95 Coordination Activities in the Field 8 information systems for reliable early warning mechanisms, tracking key social indicators, improving programme monitoring and evaluation, and providing concise information on humanitarian access and the operational environment. Key Priorities for 2003: Developing a joint approach between the UN and NGOs for advocacy strategy for Operation Lifeline Sudan, Developing a comprehensive database of displaced persons to facilitate planning and assistance, Managing north-south strategic coordination meetings, Serving as secretariat for the UN Secretary-General s Special Envoy for Humanitarian Affairs for the Sudan, the UN Emergency Operations Groups (UNEOG) and the Humanitarian Aid Forum (HAF), Coordinating the continuous needs assessment exercises carried out by UN agencies and NGOs to establish priorities for planning and resource allocation, Advocating humanitarian principles, policy issues and strategic coordination, and Providing effective rapid response to natural disasters. Focus on the Sudan Location Khartoum, Nuba Mountains, Nairobi (Kenya) Staff Professional 6 National 13 Local 40 United Nations Volunteers Required Resources $ 2,182,252 83

96 Africa and the Middle East Uganda With improvement in relations between the Democratic Republic of the Congo, Rwanda and the Sudan, and increased development activities in a large part of the country, the humanitarian situation in Uganda was quite promising in the beginning of However, the security situation in the north deteriorated rapidly after the Iron Fist initiative of March It brought the conflict back into Uganda, and could spread even further, to Apac and Lira districts. Northern Uganda still has over 550,000 internally displaced persons (IDPs) and thousands more will be displaced if the emergency persists. In the east, 77,000 are still dislocated, mainly due to threat of attack by Karamojong rustlers. In the west, 40,000 IDPs remaining in Bundibugyo are expected to return home during More than 10,000 abducted children are missing and Uganda continues to have approximately 190,000 refugees on its soil. Karamoja is highly vulnerable to further food shortages because of the prolonged drought of During 2002 OCHA started a major study on Protected Villages and supported the Government of Uganda in drawing up a national policy on internal displacement. The office initiated and led several inter-agency assessment teams to affected areas, highlighting humanitarian needs and resource gaps, thus prompting better targeted assistance to the affected. Regular inter-agency group meetings on northern Uganda were hosted and chaired to ensure coordination of information and response activities. Emergency preparedness training was imparted in five districts of West Nile and humanitarian coordination mechanisms improved. Participation in meetings of donors, missions and Government provided opportunities for 84

97 Coordination Activities in the Field 8 advocacy in favour of vulnerable groups and shifting of assistance to insecure areas, as well as to mobilize support for priority needs. Key Priorities for 2003: Initiating and organizing inter-agency field assessment missions to identify resource gaps, operational constraints and highlight the needs of the vulnerable, Supporting initiatives aimed at ensuring peace and a sustainable solution to the northern Uganda crisis, Highlighting human rights violations in northern Uganda, Advocating for implementation of the draft national policy on internal displacement and the draft bill on disaster management and preparedness, Working to strengthen regular networking between humanitarian agencies and continuously updating assessment data of the IDP camps in northern Uganda, Advocating for the promotion of transitional programmes from relief to recovery and rehabilitation in Rwenzori region and, to the extent possible, in northern and northeastern Uganda, and Reactivating the inter-agency UgandAid web site and ensuring that it is constantly updated. Focus on Uganda Location Kampala, Gulu Staff Professional 3 National 2 Local 4 United Nations Volunteers Required Resources $ 705,586 85

98 Africa and the Middle East Zimbabwe A number of factors have contributed to the current humanitarian crisis in Zimbabwe. These include a controversial land reform programme that has disrupted agriculture, political and economic turmoil, a severe HIV/AIDS pandemic, as well as two years of inadequate rainfall. The international donor community has become increasingly frustrated by Government policies and has cut off almost all development aid. The worsening economic situation has led to retrenchment of workers and a significant migration of skilled people. The poorest sections of Zimbabwean society face the twin spectres of poor availability of basic food commodities and a drastic decline in access to basic social services. In 2002, the most visible challenge has been food security and HIV/AIDS complications. Limited funding for the humanitarian food aid programme has meant that food deliveries have lagged behind schedule. This has been compounded by an insufficient number of operational NGOs for the UN to work with in the country. OCHA has supported the Office of the Resident Coordinator/Humanitarian Coordinator (RC/HC) throughout the crisis with advice from the Regional Disaster Response Advisor and Headquarters on strategic coordination (including contingency planning) and with resource mobilization. In the last quarter of 2002, OCHA deployed a Senior Humanitarian Affairs Officer in Zimbabwe to support the Humanitarian Coordinator in addressing the needs of the populations affected by the current crisis, in particular the 86

99 Coordination Activities in the Field 8 internally displaced persons (IDPs). The Senior Humanitarian Affairs Officer has strengthened the existing capacity of the Relief and Recovery Unit (RRU) in the office of the HC to monitor the evolving IDP situation in close cooperation with all relevant actors that are engaged in IDP assistance and protection. Improving coordination of the humanitarian interventions, and Intensifying the dialogue between donors and humanitarian agencies to ensure that humanitarian principles are honoured and that the most vulnerable are protected. Key Priorities for 2003: Supporting the humanitarian community in ensuring that the most vulnerable populations in Zimbabwe have adequate food security, Coordinating assistance and protection for IDPs as well as the more marginalized groups such as farm workers, Supporting the UN country teams in dealing with the massive impact of the HIV pandemic on Zimbabwean livelihoods and social safety nets, in partnership with Government, donors and civil society, Assisting in improving the response capacity of the health sector, Studying emerging trends in vulnerability, especially such important indicators as access to health care, water, nutrition status, food availability and market prices, Focus on Zimbabwe Location Harare Staff Professional 1 National Local United Nations Volunteers Required Resources $ 270,861 87

100 Asia Democratic People s Republic of Korea Vulnerable groups in the Democratic People s Republic of Korea continue to suffer the cumulative effects of severe economic difficulties, continuing food insecurity and a considerably weakened social sector. Approximately 480,000 expectant and nursing mothers, 2.2 million children under five years of age, and 2 million elderly people who are unable to cope with household food insecurity are especially vulnerable. The entire population of 22 million suffers because of insufficient access to the quantity and quality of food required for a healthy life. The low quality of essential health, water, and sanitation services compounds the problem. OCHA strives to ensure effective provision of humanitarian assistance by servicing coordination mechanisms, assessing and addressing humanitarian needs, carrying out humanitarian advocacy and information dissemination. In addition, OCHA manages the NGO funding mechanism, which provides bridging and seed funds for NGOs while supporting capacity-building efforts of local institutions and communities to better cope with the humanitarian crisis. In addition to supporting inter-agency coordination throughout 2002, OCHA facilitated the visit of the Emergency Relief Coordinator to the Democratic People s Republic of Korea in August. The visit was instrumental in highlighting the humanitarian situation to the international community. Long-standing operational issues, including improving telecommunications facilities and the easing of restrictions on medical evacuations were resolved. With improved access to telecommunications facilities, organizations on the ground are strengthening information management through the establishment of the Humanitarian Development Resource Centre (HDRC) within the OCHA office. 88

101 Coordination Activities in the Field 8 As of September 2002, the NGO funding mechanism had issued grants totaling $103,500 to support environmental protection (Daedong county), water and sanitation (inhabitants of Kangwon Province) and health (supporting the disabled). OCHA provided donor briefings in Beijing, in addition to disseminating information about the in-country humanitarian situation and natural disasters. Key Priorities in 2003: Ensuring a multi-faceted approach to coordination of humanitarian assistance by addressing constraints, while building on successful existing mechanisms, Addressing problems of information exchange, in partnership with UNDP, through establishment of the HDRC, thus enabling resident and non-resident humanitarian organizations and stakeholders to access, research, disseminate, and track information on the humanitarian situation, Working with, and strengthening, Government coordination mechanisms to address humanitarian needs, Continuing the NGO funding mechanism to help international NGOs while increasing support to assessment missions and evaluations of projects, and Assisting the Government in capacitybuilding activities relating to the ongoing natural disasters on the Korean peninsula. Focus on Democratic People s Republic of Korea Location Pyongyang Staffing Professional 1 National Staff Local Staff 4 United Nations Volunteers Required Resources $ 315,095 89

102 Asia Indonesia The conflict in north Maluku has subsided, allowing 75,000 internally displaced persons (IDPs) to return to their places of origin. In West Kalimantan, the relocation of IDPs has been relatively successful, and many valuable lessons have been learned concerning the need to involve the IDPs in the development of durable solutions. In West Timor, 230,000 refugees have returned to the new independent state of East Timor and solutions for the 30,000 remaining should be possible within the next year. On the other hand, small-scale violence in Maluku continues to prevent returns and is prolonging fear and hardship in most of the province, while ongoing conflict between government forces and an armed separatist movement in the province of Aceh is causing widespread suffering and disrupting services and livelihoods. The situation in Papua is relatively calm but susceptibility to natural disasters and food security problems, as well as major logistical constraints pose a threat for large sections of the population. In Central Sulawesi, 40,000 IDPs were able to return to their homes during the first half of the year but renewed clashes in the latter half of the year halted these gains. The Government of the Republic of Indonesia and humanitarian agencies continue to provide for the most urgent needs of 1.4 million IDPs and two to three million others directly affected by conflict. An opportunity now exists to enhance efforts to build local self-sufficiency, support peace and find durable solutions to the multiple crises confronting the country. In 2002, OCHA field and sub-offices maintained close liaison with the Government of the Republic of Indonesia to address strategic and policy related issues affecting IDPs, and advocated for the protection of the rights of IDPs 90

103 Coordination Activities in the Field 8 and better access for humanitarian organizations to conflict-affected areas. The office managed a United Kingdom Department for International Development (DFID) Emergency Fund of $1.08 million in support of NGO initiatives to reach the most vulnerable groups in various parts of the country. It provided information reports and updates to other humanitarian actors on all issues related to the crises and served as a nucleus for effective coordination and monitoring of humanitarian efforts, needs and gaps at both the central and provincial levels. Key Priorities for 2003: Enhancing coordination efforts, assessing emergency needs, identifying emerging gaps, collecting, analyzing and disseminating information, Advocating for the rights of displaced persons and populations affected by conflict and natural disasters, Effectively coordinating implementation of the humanitarian strategy outlined in the Inter-Agency Consolidated Appeal, Supporting Government and civil society efforts to build more durable solutions for millions of Indonesians currently confronting the consequences of severe violence, Strengthening the overall humanitarian response by assisting the Indonesian Government with policy development, and monitoring early-warning/conflict prevention indicators, Improving data collection and management systems of operational programmes and following up on contingency planning initiatives for hotspots in collaboration with the government of the Republic of Indonesia, and Initiating, leading, and participating in inter-agency assessments of needs and advising on the humanitarian action required. Focus on Indonesia Location Jakarta, Ambon, Banda Aceh, Palu, Jayapura/Papua, Kupang/West Timor Staff Professional 6 National 3 Local 27 United Nations Volunteers Required Resources $ 1,753,042 91

104 Asia Bangladesh Bhutan British India Ocean Territory Brunei Darussalam Cambodia China Cocos (Keeling) Islands East Timor India Indonesia Japan Republic of Korea Democratic People s Republic of Korea Lao People s Democratic Republic Malaysia Maldives Mongolia Myanmar Nepal Pakistan Philippines Singapore Sri Lanka Taiwan Province of China Thailand Viet Nam Regional Disaster Advisor Asia (Kobe) The Office of the Regional Disaster Response Advisor (RDRA) for Asia, based in Kobe, Japan, covers east and Southeast Asia. In 2002, east and Southeast Asia experienced several major disasters. In February, torrential rains caused severe floods in Indonesia, killing more than 150 people. In June, heavy rainfalls caused flash floods and landslides in central and south China. These were followed by more floods due to a typhoon and heavy rainfalls in August, bringing the number of casualties this year to more than 1,500. In September, the Republic of Korea was hit by the most powerful typhoon since South-east Asian countries, notably Cambodia, Thailand and Viet Nam, have also suffered from severe floods this summer, which have claimed more than 280 lives. Cambodia has also been affected by a severe drought, reportedly the worst in the last two decades. In 2002, the Office of the RDRA maintained close contact with UN Resident Coordinators to monitor the developments and assisted OCHA Headquarters in alerting the international community and disbursing OCHA Emergency Grants to Indonesia, China and Viet Nam. The RDRA office has also promoted multi-level efforts in disaster response preparedness, notably through projects funded by the ASEAN foundation and the USAID/OFDA. In cooperation with the Asian Disaster Reduction Centre (ADRC), it organized three regional workshops for national government officials, regional organizations, and NGOs for disaster reduction and response. Through these activities, the RDRA office has promoted multi-dimensional cooperation and collaboration by advocating the Disaster Risk Management (TDRM) approach, which aims to address, holistically and comprehensively, the various concerns and gaps in disaster management. 92

105 Coordination Activities in the Field 8 Key Priorities for 2003: Providing timely and appropriate support to Regional Coordinators and United Nations Disaster Management Teams in response to natural disasters and complex emergencies in the region, and leading or participating in United Nations Disaster Assessment and Coordination missions in Asia, Accounting for the disbursement of relief funds channeled through OCHA to Asian countries affected by disasters or emergencies, Overseeing the organization of a third consultative meeting on TDRM for regional organizations, coordinating the implementation of a pilot project on TDRM in Nepal (in collaboration with the RDRA for South Asia), co-hosting a second regional workshop on TDRM for national government officials, and coordinating training seminars for government officials and UN agencies on the TDRM approach, Co-hosting the second regional workshop on networking and collaboration of NGOs in Asia for disaster reduction, Facilitating the UNDAC induction training course which will take place in Kobe in March 2003 and participating in the course as resource persons, and Acting as the Head of the OCHA Kobe Office, exercising overall supervision and management of the Office, representing OCHA to the host government and related agencies and providing support to OCHA workshops and meetings in the region. Focus on Asia Location Kobe Staff Professional 3 National Local 1 United Nations Volunteers Required Resources $ 634,545 93

106 Asia American Samoa Australia Canton Enderbury Islands Christmas Island Cook Islands East Timor Fiji French Polynesia French Southern Territories Guam Heard Macdonald Islands Johnston Island Kiribati Macao Marshall Islands Micronesia Midway Islands Nauru New Caledonia New Zealand Niue Norfolk Island Northern Mariana Islands Palau Papua New Guinea, Pitcairn Islands Samoa Solomon Islands Tokelau Tonga Tuvalu U.S. Minor Outlying Islands Vanuatu Wake Island Wallis Futuna Islands Regional Disaster Advisor Pacific The South Pacific cyclone season of was more destructive than in the recent past. There were two major tropical cyclones: Trina in the Cook Islands and Waka in Tonga. Waka was particularly severe, causing $51 million in damage (especially when compared to its annual $42 million budget). In July, Micronesia suffered its largest ever loss of life from a natural disaster. Typhoon Chata'an swept the Chuuk state, with heavy rains causing numerous landslides, killing 47 people, displacing 2,300 and traumatizing the population of 27,400. Papua New Guinea, the most populous country in the Pacific, is also its most disaster-prone. A large landslide struck two hamlets in Morobe in April, killing 36. In August, the Pago volcano in West New Britain erupted, forcing resettlement of over 13,000 people, most into eight overcrowded care centres. A strong earthquake in September killed five and rendered 4,400 homeless in East Sepik. For the future, the biggest concern is the countrywide drought that will result if there is insufficient rainfall in the coming season. By early 2003, it should be clear whether there will be widespread famine in the latter part of the year. The Regional Disaster Response Advisor (RDRA) responded to these disasters by disbursing OCHA emergency grants, producing situation reports and, in Micronesia and Papua New Guinea, leading United Nations Disaster Assessment and Coordination missions to help gauge the requirements for international relief. 94

107 Coordination Activities in the Field 8 The RDRA initiated and facilitated the production of a joint UN/Government strategy to meet the immediate needs of returned internally displaced persons (IDPs), which forms an essential part of the UN effort to support post-conflict peace building in Sri Lanka. When not responding to emergencies, the RDRA worked to build national and UN response capacity by organizing and running a UN Disaster Assessment and Coordination (UNDAC) Pacific Refresher Course in Vanuatu, by supporting earthquake response exercises in Wellington and Suva, and by participating in UN Disaster management workshops in the Philippines and Papua New Guinea. Key Priorities for 2003: Ensuring readiness for responding to emergencies and fulfilling OCHA's humanitarian advocacy, aid mobilization and coordination roles in the region, Mobilizing and leading UNDAC missions and continuing to enhance the effectiveness of the system in the region through training and procedural improvements, Building UN Agency and donor support for effective early warning and contingency planning processes in the Pacific, addressing the countries most vulnerable both to civil conflict and to slow-onset disasters such as El Niño-induced drought, Supporting the efforts of the Disaster Management Training Programme (DMTP) to build UN Country team capacity to respond to emergencies and assist the National Disaster Management Offices of the Pacific island countries, and Contributing to the country capacitybuilding activities of key regional partners, including International Federation of Red Cross and Red Crescent Societies and the South Pacific Applied Geoscience Commission (SOPAC). Focus on the Pacific Location Suva Staff Professional 1 National Local 1 United Nations Volunteers Required Resources $ 264,778 95

108 Asia Pakistan India Bhutan Bangladesh Sri Lanka Nepal Maldives Regional Disaster Advisor South Asia The south Asian region is particularly prone to natural disasters. During recent years, floods have ravaged India, Pakistan and Bangladesh; drought has affected Sri Lanka, India and Pakistan; landslides caused considerable damage in Nepal; a devastating earthquake hit Gujarat and there was a massive cyclone in Orissa. The region is also affected by complex emergencies. Earthquakes occur regularly in neighbouring countries such as Afghanistan and Tajikistan. In 2001, in the aftermath of the Gujarat earthquake, OCHA established a presence in New Delhi. In view of the frequency and impact of largescale disasters in the region, it was decided to establish a regional disaster response adviser's office in the region. With funding from the Department for International Development of the United Kingdom (DFID), in 2003 OCHA expects to establish its Office of the Regional Disaster Response Adviser (RDRA) for South Asia in New Delhi, pending formal clearance from the government of India. The RDRA covers India, Pakistan, Bangladesh, Nepal, Bhutan, Sri Lanka and the Maldives, as well as central Asian countries. In 2002, the Office of the RDRA deployed a National Officer to Bangladesh to assist the UN 96

109 Coordination Activities in the Field 8 Country Team and the Government in disaster assessment and response. It also provided technical support, assessment and monitoring assistance to the UN Resident Coordinator and the UN Disaster Management Team in India. Key Priorities for 2003: Providing timely and appropriate assistance to United Nations Resident Coordinators and United Nations Disaster Management Teams (UNDMTs) in response to natural disasters and complex emergencies in the region, Promoting the sharing of experiences and lessons learned as well as formulating regional standard operating response and preparedness procedures to ensure that Governments and donors can utilize scarce resources more effectively, reduce vulnerability and loss of life and property, Assisting the United Nations Resident Coordinators and the United Nations Disaster Management Teams in strengthening disaster response capacity, including effective linkages with the national authorities as well as diplomatic missions and NGOs, Leading, participating in, and facilitating the deployment of UNDAC missions, Advocating for and promoting a principled approach to humanitarian relief, including the safeguarding of the needs of the most vulnerable, Promoting the capacity building of National Disaster Management Offices and civil defense/protection institutions by organizing or participating in United Nations Disaster Management Training Programme (DMTP) workshops and other national/regional training activities, seminars, lessons learned and best practices exercises, Facilitating the work of the International Search and Rescue Advisory Group (INSARAG) in Asia and in the Pacific by facilitating exercises, meetings, etc, and assisting countries in the region to establish an indigenous urban search and rescue capability, and Liasing with the United Nations Development Programme RDRA to ensure complementarity between UNDP s mandate of disaster reduction, preparedness and recovery, and OCHA s mandate of disaster response and response preparedness. Focus on South Asia Location Staff Professional 1 National 1 Local 2 United Nations Volunteers Required Resources $ 310,955 97

110 Asia Tajikistan Tajikistan remains a vulnerable country facing a complex humanitarian situation. Land-locked and prone to recurring natural disasters, it still bears the scars of the recent civil war. The drought affected over 1 million people. Limited domestic resources and little foreign investment, together with the Afghanistan crisis and other regional constraints, have exacerbated already widespread poverty, further depressed the living standards of the population and put additional strain on the coping mechanisms of communities, low as they were. In 2002, the OCHA office in Tajikistan maintained a constant dialogue with the Government and local authorities for effective collaboration and to obtain access to all areas of the country, as well as to ensure governmental support for future plans. These initiatives helped improved targeting of the most vulnerable groups and enabled OCHA to support the UN country team in responding more efficiently to the population s needs. The office also kept in regular contact with the donor community, the UN and other international organizations to harmonize actions in emergencies and disasters, particularly through the OCHA-led Rapid Emergency Assessment and Coordination Team (REACT). The Government of Tajikistan and humanitarian partners recognized the efficacy of this team s work in 65 small to mid-scale natural disasters, which affected over 200,000 people during the year. The office also facilitated Afghanistan-related border and cross-border operations including access, assessment, coordination and reporting. 98

111 Coordination Activities in the Field 8 Key Priorities for 2003: Enhancing coordination further through strengthening multi-sectoral cooperation and effective advocacy and lobbying for the humanitarian needs in Tajikistan, Developing a regional monitoring system with focus on the Ferghana Valley and on the impact of the situation in Afghanistan on Tajikistan, Enhancing emergency preparedness and early response coordination based on the experience of REACT, which involves key international and local humanitarian actors, as well as the Government, and Further developing and strengthening dialogue and cooperation between OCHA and development actors to ensure synergy in bridging the gap between relief and recovery, rehabilitation and development, by establishing clear and direct links between Consolidated Appeals Process and the United Nations Development Assistance Framework at both national and regional levels. Focus on Tajikistan Location Dushanbe Staff Professional 2 National Local 6 United Nations Volunteers Required Resources $ 433,932 99

112 Europe Georgia In Georgia, there are 250,000 internally displaced persons (IDPs) from the 1990s conflict areas of Abkhazia and South Ossetia, and 4,000 refugees from the Russian Federation. Working closely with NGOs, international and regional organizations, donors and governmental bodies, OCHA coordinates assistance, advocates for ongoing humanitarian needs and facilitates analysis and information exchange. In particular, it supports assistance and protection efforts for IDPs. Besides these conflict-affected populations, other communities and special groups suffer from severe poverty because of structural problems. The political and economic difficulties faced during the current period of transition from the Soviet era to independence, democracy, and a market economy draw heavily on limited national resources that might, otherwise, have been available for reducing dependence on international humanitarian assistance. Georgia is also prone to natural disasters, having suffered an earthquake and flooding during 2002, as well as successive droughts in the past two years. OCHA and its international partners place a high priority on assisting in the development of adequate national disaster-response capacity. In 2002, the OCHA office in Georgia continued its role as secretariat for the New Approach for IDP Assistance, as well as providing information and coordination services to facilitate the work of the humanitarian community. It gave new impetus to capacity building and planning in natural disaster management. This included coordinating the newly-formed Disaster Management Team (DMT), training Georgian authorities, leading contingency planning, as well as coordinating the international response to an earthquake that struck Tbilisi in April. 100

113 Coordination Activities in the Field 8 Key Priorities for 2003: Strengthening the Georgian DMT and supporting development of the Government s response capacity, while providing DMT development advice to UN country teams in neighboring countries when requested, Giving special attention to Government IDP-policy development and wider IDP advocacy, but handing over the bulk of the New Approach coordination activities to the United Nations Development Programme and the Georgian Social Investment Fund, Supporting efforts to reduce the humanitarian impact of the conflict in Abkhazia and south Ossetia, and Undertaking a planned phasing down of the OCHA Office in Georgia. Focus on Georgia Location Tbilisi, Sukhumi, Tskhinvali Staff Professional 2 National 2 Local 6 United Nations Volunteers Required Resources $ 397,

114 Europe Russian Federation Over 1 million lives are at risk in Chechnya. Many areas are extremely insecure and respect for human rights has been repeatedly compromised. The Republic of Ingushetia continues to provide a safe haven for internally displaced persons (IDPs) from Chechnya and is currently hosting about 110,000 IDPs. The OCHA office in Moscow has a sub-office in Nazran, Ingushetia. In close cooperation with other organizations, in particular UN agencies, the International Federation of Red Cross and Red Crescent Societies, and NGOs, the office has upheld a principled approach to humanitarian action and advocated the rights of IDPs from Chechnya. The office has also led the aid community s efforts to ensure an appropriate framework for humanitarian action and unimpeded access for aid agencies. In spring 2002, coordination was strengthened by the appointment of a Deputy Humanitarian Coordinator and Area Security Coordinator for the north Caucasus, based in Nazran, Ingushetia. In addition to coordinating the international humanitarian response to the complex emergency in the north Caucasus, the office is responsible for supporting response to natural disasters and strengthening relations with the Russian Ministry of Emergencies (EMERCOM). It also assists OCHA Headquarters and field offices in dealing with Russian authorities elsewhere. 102

115 Coordination Activities in the Field 8 Key Priorities for 2003: Promoting a coherent international humanitarian response to the crisis in Chechnya, including coordination of advocacy and policy development, Advocating for protection of IDPs in the face of any programme of non-voluntary returns, Monitoring natural disasters and reporting to relevant donors, UN agencies, and NGOs in the event of their occurrence, as well as mobilizing United Nations Disaster Assessment and Coordination (UNDAC) teams and funding, whenever necessary, Strengthening cooperation with EMERCOM in the Russian Federation and elsewhere, Supporting headquarters and field offices in their interaction with the Russian authorities, and Negotiating secure conditions for operations within Chechnya. Focus on Russian Federation Location Moscow, Nazran Staff Professional 3 National 3 Local 13 United Nations Volunteers 2 Required Resources $ 1,431,

116 Europe Bosnia and Hercegovina Federal Republic of Yugoslavia Kosovo Montenegro The former Yugoslav Republic of Macedonia Southeastern Europe OCHA s involvement in southeastern Europe as part of a consolidated, regional inter-agency humanitarian operation was necessitated by a decade of conflicts and general disorder engendered by the unraveling of the former Socialist Federal Republic of Yugoslavia. The main beneficiaries of the operation are refugees, internally displaced persons (IDPs), and other war-affected persons. Other groups of individuals have also benefited from assistance and protection made necessary by protracted political, socioeconomic and institutional instability. After interruptions caused by sporadic violence in southern Serbia and the former Yugoslav Republic of Macedonia in the first half of 2001, the trend toward more peaceful politics has resumed throughout the region. Significant humanitarian concerns remain, but they are increasingly addressed by longer-term, post-emergency planning. For the first time since 1992, a UN Consolidated Inter-Agency Appeal (CAP) is not being issued for southeastern Europe in In 2002, OCHA employed a flexible Belgrade-based regional advisory function, providing rapid-response capacity for supporting humanitarian coordination while also halving the total OCHA staffing in its offices in Belgrade, Pristina, Skopje, and Sarajevo. OCHA s staff began supporting the humanitarian work of Resident/Development Coordinators. All appointments of Humanitarian Coordinator were discontinued. OCHA staff concentrated on core issues of 104

117 Coordination Activities in the Field 8 humanitarian risk analysis and advocacy, particularly regarding durable solutions for IDPs and refugees, protection of minorities and disaster-response preparedness. OCHA led the CAP process to a successful conclusion and provided inputs to the Common Country Assessment, United Nations Disaster Assistance Framework and other development planning processes. It assisted the Government in the Federal Republic of Yugoslavia in developing an IDP working group, launched an IDP Bulletin and organized a training and policy forum on the Guiding Principles on Internal Displacement. In the province of Kosovo, the Humanitarian Community Information Center (HCIC) was handed over to the UN Development Coordinator and in the former Yugoslav Republic of Macedonia, and OCHA developed a coherent transition strategy for interagency coordination, linking relief and rehabilitation with longer-term development priorities. Key Priorities for 2003: Working with the Resident Coordinators and United Nations Development Programme (UNDP) to facilitate a rational phase-out of OCHA support, and transfer of residual humanitarian monitoring and other necessary functions to UNDP and other partners, and completely phasing out its field-coordination role in southeastern Europe by 2004, Promoting IDP Guiding Principles through continued liaison with Government, NGOs, UN and other partners, and Improving emergency preparedness for natural and man-made disasters, working with UN Disaster Management Teams, Governments and regional institutions. Focus on Southeastern Europe Location Skopje, Sarajevo, Pristina, Belgrade Staff Professional 1 National 5 Local 2 United Nations Volunteers Required Resources $ 563,

118 Americas and the Caribbean Colombia The situation of internally displaced persons (IDPs) in Colombia worsened in 2002, due in part to the rupture of negotiations between the Government and the Colombia Revolutionary Armed Forces, a general increase in poverty and the escalation of armed conflict between illegal armed groups. To help address the growing crisis, OCHA, together with the UN High Commissioner for Refugees, brought together humanitarian partners, international and national NGOs and the International Federation of Red Cross and Red Crescent Societies, to prepare a humanitarian plan of action (HPA). The plan focuses on five major areas of concern: coordination and strengthening of institutions; prevention and protection; economic and social integration and reconstruction; health, education, family welfare; and food security. Its target beneficiaries are the 1.3 million displaced people in the country. A UN Rapid Response System was set up to mobilize an inter-agency team that could quickly establish contact with local authorities and NGOs to identify projects for a particular crisis area. In May, after an attack on the village of Bellavista that caused the death of more than 100 people, a team was dispatched to the department of Choco. Responding to an increased need for up-to-date information on the plight of IDPs, efforts were intensified to strengthen information management and to ensure up-to-date data, maps and analyses were available to the UN Thematic Group so that they were better able to both respond to the needs of IDPs and to support governmental institutions working on IDP issues. This information was also shared with NGOs and Universities, as well as with representatives of the international community. 106

119 Coordination Activities in the Field 8 Key Priorities for 2003: Supporting the implementation of the HPA and assisting in setting up local UN Thematic Groups in order to pave the way for a common inter-agency plan for humanitarian action on the local level with Magdalena Medio, Choco, Atlantico and Valle, as priority regions, Setting up an information management centre to meet the growing demand for coordinated information for humanitarian partners. The centre will also organize workshops to address issues including the Guiding Principles on Internal Displacement and the Protection of Civilians, Coordinating the UN Rapid Response System, and Facilitating efforts to set up and implement a Fund for Rapid Response aimed at enabling UN agencies to meet critical needs of vulnerable populations not yet covered by regular programmes. Focus on Colombia Location Bogota Staff Professional 2 National Local 2 United Nations Volunteers 2 Required Resources $ 433,

120 Americas and the Caribbean Regional Disaster Advisor Latin America and the Caribbean 108 Anguilla Antigua Barbuda Argentina Aruba Bahamas Barbados Belize Bolivia Brazil British Virgin Islands Cayman Islands Chile Colombia Costa Rica Cuba Dominica Dominican Republic Ecuador El Salvador Grenada Guatemala Guyana Haiti Honduras Jamaica Mexico Montserrat Netherlands Antilles Nicaragua Panama Paraguay Peru Saint Kitts Nevis Saint Lucia Saint Vincent the Grenadines Suriname Trinidad Tobago Turks Caicos Islands Uruguay Most of Latin America and the Caribbean is experiencing an economic slowdown and a decline in international prices of traditional agricultural export commodities. As a result, there has been a sharp increase in unemployment rates and poverty levels throughout the region. Many families in Central America, for example, have lost their main source of income due to the global crisis of coffee prices. The number of highly vulnerable people is growing steadily in spite of the fact that there were fewer major natural disasters in Latin America and the Caribbean during the first 10 months of 2002 than in the recent past. The work of the Office in 2002 included responding to humanitarian needs following flash floods and landslides in La Paz, which affected more than 5,000 people. The Regional Disaster Response Advisor led a United Nations Disaster Assessment and Coordination team. One team member was sent to assess the damage and organize clean-up operations. A web-based information management system was set up to provide daily updates about damage and needs, as well as contributions by international donors and general information on the situation. This allowed decisionmakers to have a clearer picture of the situation and the requirements for humanitarian assistance. Hurricane Mitch hit Honduras in 1998 and tropical storm Michelle landed at the end of In 2002, the RDRA and the UN Disaster Management Team met to draw lessons from the coordination of response to these two disasters and concluded that there was a need to strengthen a national early warning system, to make hazard maps available to people living in vulnerable areas and to clearly identify response capacities of each UN organization. The team also agreed to develop an inter-agency contingency plan, bringing together the response capacities of the UN agencies.

121 Coordination Activities in the Field 8 In May 2002, the UN Inter-Agency Contingency Plan for Ecuador was put to the test during an exercise, which simulated an earthquake affecting 250,000 people. It was conducted by the RDRA and involved 18 staff members from 10 UN agencies. Key Priorities for 2003: Assisting three UN country teams in undertaking the Inter-agency Contingency Planning Process in order to be better prepared to respond effectively to natural disasters, Preparing and conducting, together with two UN country teams, simulation exercises of the Inter-Agency Contingency Plan to enable staff to test coordination mechanisms and emergency response tools, Strengthening relations and contacts with regional actors for institutionalizing an effective exchange of information about an emergency situations, and Maintaining a high level of readiness to activate OCHA s response tools immediately after the occurrence of a major natural disaster in the region. Focus on Latin America & Caribbean Location Quito Staff Professional 1 National 1 Local 1 United Nations Volunteers Required Resources $ 309,

122 UNDAC Teams The 43-metre high, five-kilometre wide Zeyzoun earth dam, located some 300 kilometres north of the Syrian capital Damascus, started developing cracks in its retention wall in the early hours of 4 June Within 12 hours the initial trickle of water became a deluge releasing almost 70 million cubic metres of water through a break in the dam s wall. Zeyzoun village, standing 1,000 metres from the mouth of the dam, bore the brunt of its fury. Within an hour, the village of 1,000 had literally disappeared from the map of the earth, leaving in its place a four-kilometre swathe of dirt released by the dam and its powerful water current. The massive breach in the dam killed at least 20 people and destroyed the livelihood of some 10,000 more. The destructive flow stopped only when the water poured into the Orontes River some 14 kilometres away. In such disasters, the international community is often requested to assess the situation so as to determine immediate needed assistance. The United Nations Disaster Assessment and Coordination Team (UNDAC) function at OCHA fills this need within the UN family and, to a large extent, within the larger international community. In the Syrian case, OCHA fielded a five-member UNDAC team within 48 hours of the disaster at the request of the government, to assist UN representatives and national authorities in assessing the impact of the disaster. The team was composed of an OCHA leader and, as is usually the case, experts from a number of countries and organizations, in this case UNDAC experts from OCHA, Finland, Germany and the Netherlands. In conjunction with UNDAC, eight UN agencies helped in undertaking a preliminary needs assessment. The Syrian government played a critical role in the relief effort with the Prime Minister himself chairing the National Emergency Committee. Resources were provided by central government for food and non-food relief items, while the provincial government acted as principal coordinator of response operations, overseeing distribution of almost all relief supplies. Local authorities provided drinking water and emergency health assistance and some temporary housing. The Syrian military engaged in the immediate evacuation of people most at risk, while the Syrian Red Crescent Society provided first aid to victims and set up a camp for those left homeless. In the days following the disaster, the UNDAC mission, working under the auspices of the UN Resident Coordinator and in close cooperation with the UN country team, met with Syrian officials to discuss immediate short- and medium-term needs, as well as the best way to mobilize and distribute supplementary international assistance and relief products. The UNDAC mission made several key recommendations following briefings by central and provincial government authorities and visits to the disaster-hit area. These recommendations addressed the pressing need for a longer-term rehabilitation of the area s irrigation system, including the rebuilding of the Zeyzoun dam. The Government, for its part and with the full support of the UNDAC team, encouraged the appointment of a team of international dam construction experts to evaluate reconstruction plans. In these initial consultations a particular emphasis was placed on the need to support the local population in coping with a period from months during which food would be scarce. For the longer term, the UNDAC team and its humanitarian partners recommended the implementation of a programme of support for improving the country s national disaster management capacity. The UNDAC response in Syria is an example of how UN and NGO partners, international technical experts, governments and other actors can work together to ensure a quick and effective international humanitarian response to a breaking crisis. 110

123 Coordination Activities in the Field 8 The Southern African Humanitarian Crisis The southern Africa region faces a humanitarian crisis in which the lives of some 14 million people are at risk. The most salient feature of this emergency is the clear connection between the devastating impact of HIV/AIDS and the erosion of coping strategies of people to deal with the increasing hardships, of which the acute food shortage is but the most visible. There is an urgent need for innovative responses which link the pressing humanitarian needs of the region s most vulnerable to longer-term sustainable development. The humanitarian strategy at the regional level is four-pronged: to strengthen the coordination and information capacity in the region; to establish a regional logistics coordination structure; to ensure the availability of accurate and timely information for an adequate response; and to develop a sustainable recovery framework. OCHA has been playing a vital role in promoting this strategy by ensuring a timely and coordinated regional response, between UN agencies and other key partners, including NGOs, donors and Governments. Underscoring the need for a regional response, the Inter-Agency Standing Committee, in June 2002, nominated the WFP Director for Eastern and Southern Africa to coordinate a regional UN response to the crisis. In July 2002, OCHA s Under-Secretary-General (USG) for Humanitarian Affairs appointed Mr. James Morris, Executive Director of WFP, as the Special Envoy for Humanitarian Needs in Southern Africa. Mr. Morris visited the region in September with OCHA assistance. To strengthen humanitarian coordination, OCHA deployed a Regional Disaster Response Advisor to Botswana with a mandate to build a disaster response capacity within the region, encourage national level contingency planning and promote regional cooperation in the field of information management. Further, an OCHA Regional Office (RO) was also established in From Johannesburg, South Africa, the RO assists Resident Coordinators, country teams and humanitarian partners, including NGOs and donors in affected countries and provides support to the coordination of the UN response at the regional level. The office is taking the lead in strategic planning and monitoring; resource mobilization; facilitating the work of humanitarian agencies; emergency coordination; communication, information and data management; and advocacy and donor relations. To gather vital information on the humanitarian crisis, OCHA initiated a data management support system in 2002 called the Southern African Humanitarian Information Management System (SAHIMS). SAHIMS operates from Johannesburg and collects data to support the humanitarian response planning in the six countries. Data collection is done by many UN Agencies in the region, but a streamlined system was needed to store and share the information in order to avoid gaps, duplication, technical and methodological problems. Other data collecting institutions, including the Southern African Development Community, Famine Early Warning System, NGOs and Governments will now be able to access information gathered by the UN agencies more easily. A Consolidated Appeal, led by OCHA, was completed in July, comprising individual appeals for the six countries involved, as well as an overarching regional strategy identifying the linkages between the countries. The combined appeals were launched at a high-level meeting in New York where OCHA s USG for Humanitarian Affairs unveiled the UN Regional Humanitarian Assistance Strategy Response to the Crisis in Southern Africa. A comprehensive mid-year review is now planned for February 2003, where it is expected a shift in orientation will give greater priority to activities that address the impact of HIV/AIDS and reinforce essential social service provisions, especially for children. In 2003 OCHA will continue to maintain a proactive dialogue with donors, NGOs, governments and regional governmental bodies in order to assure a common understanding and agreement on humanitarian issues in the region, as well as to raise awareness on issues of concern. 111

124 OCHA IN 2003

125 Annexes 9 ANNEX I : Extrabudgetary Requirements for 2003 (Headquarters & Field Activities) PROGRAMME/ACTIVITIES TOTAL 1. HEADQUARTERS 30,575,207 A. Core Activities New York & Geneva 18,207,547 B. Projects administered by OCHA New York 3,446,218 Protection of Civilians 525,337 Lessons Learned and Evaluation Studies 406,800 Chernobyl 166,562 ReliefWeb 1,516,122 Field Information Support 831,397 C. Projects administered by OCHA Geneva 8,921,442 Strengthening Donor Relations Capacity 748,625 Staff Development & Training 737,212 CAP Strengthening 906,396 Surge Capacity 395,500 Field Coordination Support 1,392,428 UNDAC Developing Countries Deployment and Training 400,302 Military, Civil Defence and Logistics 1,488,648 Environmental Emergencies 223,740 Emergency Telecommunications 249,165 Internally Displaced Persons Unit 2,379, FIELD 39,263,801 Field Offices 34,938,844 IRIN (Integrated Regional Information Networks) 4,324,957 TOTAL ( HEADQUARTERS & FIELD) 69,839,008 * All figures quoted in US dollars. 113

126 ANNEX II : Detail of Extrabudgetary Funding Requirements for HEADQUARTERS Regular Extra- Project HQ Budget budgetary Budget Requested (RB+XB+Project) in 2003 Office of the Under-Secretary General and Emergency Relief Coordinator (ERC), Deputy ERC, and Director OCHA New York 1,263, ,019 2,095, ,019 Assistant ERC/Director OCHA Geneva 272, , , ,726 Strengthening Donor Relations Capacity Project 748, , ,625 Executive Office 486, ,652 1,097, ,652 Administrative Office 263,300 2,336,501 2,599,801 2,336,501 Staff Development & Training Project 737, , ,212 Common Costs: New York & Geneva 1,360,100 1,146,046 2,506,146 1,146,046 IASC/ECHA Secretariat 691, , ,899 Response Coordination Branch 1,475,700 4,023,478 5,499,178 4,023,478 CAP Strengthening Project 906, , ,396 Surge Capacity Project 395, , ,500 Emergency Services Branch 642, , , ,066 Field Coordination Support Project 1,392,428 1,392,428 1,392,428 UNDAC Developing Countries Deployment and Training Project 400, , ,302 Military Civil Defence and Logistics Project 1,488,648 1,488,648 1,488,648 Environmental Emergencies Project 223, , ,740 Emergency Telecommunications Project 249, , ,165 Humanitarian Emergency Branch 1,611,200 1,338,937 2,950,137 1,338,937 Policy Development and Studies Branch 800,500 1,993,315 2,793,815 1,993,315 Protection of Civilians in Armed Conflicts Project 525, , ,337 Lessons Learned and Evaluation Studies Project 406, , ,800 Advocacy and External Relations 503,100 1,460,299 1,963,399 1,460,299 Chernobyl Project 166, , ,562 Information Management & Technology 779,800 2,844,609 3,624,409 2,844,609 ReliefWeb Project 1,516,122 1,516,122 1,516,122 Field Information Support Project 831, , ,397 Internally Displaced Persons Unit 2,379,426 2,379,426 2,379,426 TOTAL: Headquarters 9,459,500 18,207,547 12,367,660 40,034,707 30,575,

127 Annexes 9 Detail of Extrabudgetary Funding Requirements for 2003 Requested in FIELD 34,938,844 Africa & the Middle East 28,525,189 Angola 5,361,443 Burundi 1,203,450 Democratic Republic of the Congo 6,385,820 Eritrea 703,900 Ethiopia 877,928 Guinea 754,494 Liberia 941,103 occupied Palestinian territory 1,790,621 Regional Office Southern Africa (Johannesburg) - inc. Regional Disaster Response Advisor 1,394,591 Regional Support Office - Central and Eastern Africa (Nairobi) 1,699,016 Regional Support Office - West Africa (Abidjan) 1,076,144 Sierra Leone 1,676,314 Somalia 1,067,737 Sudan 2,182,251 Tajikistan 433,932 Uganda 705,585 Zimbabwe 270,861 Asia 3,278,415 Democratic Peoples' Republic of Korea 315,095 Indonesia 1,753,042 Regional Disaster Response Advisor - Asia (Kobe) 634,545 Regional Disaster Response Advisor - Pacific (Fiji) 264,778 Regional Disaster Response Advisor - South Asia 310,955 Europe 2,392,112 Georgia 397,466 Russian Federation 1,431,530 Southeastern Europe 563,116 Latin America & the Caribbean 743,128 Colombia 433,496 Regional Disaster Response Advisor - Latin America & the Caribbean (Quito) 309,632 IRIN (Integrated Regional Information Networks) 4,324,957 TOTAL: Field 39,263,801 TOTAL (Headquarters & Field) 69,839,008 * All figures quoted in US dollars. 115

128 ANNEX III : OCHA Trust Funds, Special Accounts and Other Channeling Mechanisms OCHA Finances its activities through two main channels: 1. The United Nations regular budget, which is approved by the General Assembly biennially; and 2. Voluntary contributions administered under trust funds, of which the Trust Fund for Strengthening the Office of the Coordinator (DD) and the Disaster Relief Assistance Trust Fund (DM) are the most relevant. Regular contributions to these funds are vital for the work of OCHA. The legal basis, rationale and functioning of these and several other OCHA trust funds and accounts are outlined below. Trust Fund for Strengthening the Office of the Coordinator (DD) This Trust Fund for Strengthening the Office of the Emergency Relief Coordinator was established in 1974 pursuant to General Assembly resolution Voluntary contributions to the fund enable OCHA to cover its core needs, related to staff and non-staff costs at headquarters, for the portion not funded from the regular budget allocations. The fund is subject to 13 per cent programme support costs. DD Sub-account for the Integrated Regional Information Network (QT) This Sub-Account for the Integrated Regional Information Network (IRIN) was established in New York under the Trust Fund for Strengthening (DD) to finance the IRIN core needs related to both staff and non-staff costs. The sub-account is subject to 13 per cent programme support costs. Trust Fund for Disaster Relief (DM) This Trust Fund for Disaster Relief Assistance was established in 1971 by General Assembly resolution 2816 to receive earmarked and unearmarked contributions for emergency relief assistance. The objective of the fund is to finance humanitarian coordination and relief activities in countries affected by conflicts and natural disasters and industrial and technological accidents. The fund is also used to channel contributions for the provision of emergency relief assistance by other implementing agencies of the UN system and the NGO community. Earmarked contributions are deposited in separate sub-accounts for the particular countries or objectives specified. Contributions channeled through the trust fund are subject to 3 per cent programme support cost, whilst those activities executed or directly supported by OCHA are levied a 13 per cent programme support cost. DM Special Sub-Account for Field Coordination The Special Sub-Account for Field Coordination was established in 1999 to enable donors to provide unearmarked resources in support of field coordination offices in complex emergencies, based on three criteria: establishment of coordination offices in new emergencies; expansion of offices due to worsening situation; support to severely underfunded offices. This mechanism allows OCHA to manage its field activities with the necessary flexibility. After a review of the programming and funding situation of the various offices, OCHA can allocate resources wherever required in accordance with priorities or emregency requirements. Sasakawa/OCHA Disaster Prevention Award Endowment Fund (DL) The Sasakawa Fund was established to provide awards to individuals or institutions, which distinguished themselves in the pursuit and promotion of disaster prevention measures and is subject to 13 per cent programme support costs. The amounts available in the Fund can be used only for this purpose for which it was established. 116

129 Annexes 9 Special Account for Programme Support (OD) This Special Account for Programme Support receives its income from the programme support costs levied on activities financed through OCHA s trust funds. The levy ranges from 3 to 13 per cent, depending on the type of activity and trust fund and is used to support the administrative and common services requirements of OCHA s extrabudgetary activities. Afghanistan Emergency Trust Fund (AX, AY, AZ) The Afghanistan Emergency Trust Fund (AETF) was established by the Secretary-General in June 1988, for channeling funds received from donors towards humanitarian activities in Afghanistan. The establishment of the AETF was a result of ACABQ resolution, which established the United Nations Office of the Coordinator for Humanitarian and Economic Assistance Programmes relating to Afghanistan (UNOCA). UNOCA then evolved into the United Nations Office for the Coordination of Humanitarian Assistance to Afghanistan (UNOCHA), which retains the management responsibility of the AETF through UNOG. Donor funds arrive in four categories: earmarked for agencies, earmarked for substantive activities, earmarked for the Coordination Office and unearmarked. Programme support under trust fund rules is levied at different percentages for each category and kept within AETF. African Emergency Trust Fund (AE) The African Emergency Trust Fund was established in 1985 by the Secretary-General to support the coordination of emergency relief assistance to African countries. Since the establishment of the Consolidated Appeal Process, which became the main funding vehicle for complex emergencies, the residual resources of this fund are being used to finance humanitarian operations in the African region whenever earmarked contributions are not available. Trust Fund for Chernobyl (CL) This Fund was established when the General Assembly assigned the function of United Nations Coordinator of International Cooperation on Chernobyl to the Emergency Relief Coordinator. Contributions channeled through this fund are used to cover priority needs related to the consequences of the Chernobyl disaster as identified in close consultations with the Governments of the affected countries and the Inter-Agency Task Force on Chernobyl. The fund is subject to 13 per cent programme support costs. Trust Fund for Rwanda (RU) The Trust Fund for Rwanda was established by the Secretary-General in 1994, pursuant to Security Council resolution S/Res/925 (1994), to support humanitarian relief and rehabilitation programmes in Rwanda. It has been used exclusively to meet the immediate administrative and training needs of the newly installed Government of Rwanda, and for related technical assistance and resettlement of IDPs. Central Emergency Revolving Fund (CERF) The Central Emergency Revolving fund (CERF) was established pursuant to General Assembly resolution 46/182. It is a revolving cash-flow mechanism to ensure the rapid and coordinated response of the organizations of the United Nations system to requests for emergency assistance. The Fund is used to provide advances to the operational entities which reimburse such advances within one year. The Fund is managed by the Under-Secretary- General for Humanitarian Affairs under the authority of the Secretary-General. In its resolution 48/57, the General Assembly also provided for the use of the interest earned by the fund to enhance rapid response coordination wherever there is insufficient capacity at the field level. In the last year, the General Assembly endorsed the Secretary- General s recommendations to expand the use of the Fund to cover funding for humanitarian assistance for natural disasters, humanitarian assistance for new requirements in protracted emergencies and for emergency staff safety arrangements for UN and associated personnel. Discussions continue on possible improvements in the Fund s terms of reference so as to enhance its function and utilization to provide urgent assistance for under-funded emergencies. 117

130 Photos: OCHA collaborates with United Nations agencies, international organizations, Governments and NGOs all over the world to coordinate work in humanitarian emergencies and disasters. We would like to acknowledge the invaluable efforts of our partners in humanitarian and disaster response by recognizing photos of their work in this document. Cover CIDA, Nancy Durell-Mckenna Page 87 WFP OCHA Page 89 WFP, Tom Haskell Page 6 OCHA Page 91 IRIN Page 10 OCHA Page 93 IFAD Page 25 OCHA Page 95 OCHA Page 26 WFP, Tom Haskell Page 99 FAO Page 27 OCHA Page 101 IFAD Page 33 IRIN Page 103 FAO Page 37 FAO Page 105 UNICEF, Veronika Tasic Page 39 IFAD Page 107 WFP, Juan-Carlos Salinas Page 55 OCHA Page 109 WFP, Franco Mattioli FAO (3) Page 112 WFP IFAD (3) WFP, Gerald Bourke Eric Beauchemin FAO Page 59 IRIN WFP, Heather Hill Page 63 WFP Eric Beauchemin (2) Page 65 OCHA IFAD Page 67 WFP OCHA Page 69 WFP, Tom Haskell Back Cover OCHA Page 79 Eric Beauchemin CIDA Page 83 UNICEF IFAD Page 85 Eric Beauchemin

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132 O C H A in 2003 OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS