ochaocha | annual report 2014 5 conflict lines and borders without the syrian government’s...

UNITED NATIONS OFFICE

FOR THE COORDINATION

OF HUMANITARIAN AFFAIRS

OCHA

ANNUAL REPORT 2014

Burkina Faso

Mauritania

Nigeria

Papua New Guinea

Japan

DPR ofKorea4

Bangladesh

Nepal

Peru

MexicoJamaica

Bolivia

Dominican Republic

HondurasGuatemala

Nicaragua

Madagascar

Kenya

KyrgyzstanTajikistan

Armenia

Iran

Ukraine

Colombia

Haiti

Zimbabwe

Indonesia

PhilippinesMyanmar

Sri Lanka

Sudan

Ethiopia

Eritrea

South SudanSomalia

Côted'Ivoire

Niger ChadMali

CAR2

DRC3

Yemen

IraqoPt5Lebanon

TurkeySyrianAR6

Jordan

Afghanistan Pakistan

OCHAGulf

AU1

Brussels

PACIFICSuva, Fiji

EASTERN AFRICANairobi, Kenya

OCHA NEW YORKUSA

OCHA GENEVASwitzerland

SOUTHERN AFRICAJohannesburg, South Africa

ASIA AND THE PACIFICBangkok, Thailand

CAUCASUS AND CENTRAL ASIA

Almaty, Kazakhstan

MIDDLE EAST AND NORTH AFRICA

Cairo, Egypt

WEST AND CENTRAL AFRICA

Dakar, SenegalLATIN AMERICA AND

THE CARIBBEANPanamá, Panama

SYRIA CRISISAmman, Jordan

1. AU - African Union2. CAR - Central African Republic3. DRC - Democratic Republic of the Congo4. DPR of Korea - Democratic People’s Republic of Korea5. oPt - occupied Palestinian territory6. Syrian AR - Syrian Arab Republic

The designations employed and the presentation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries.

Date of creation: 19 May 2015

Regional O�ce coverage

2014 PRESENCE 27Field Offices

2Headquarters

9Regional Offices

23HumanitarianAdviser Teams

3Liaison Offices

KEY FACTS FOR 2014

80% OF HUMANITARIAN ASSISTANCE IN 2014 WAS DELIVERED IN CONFLICT-RELATED CRISES

31%

AN INCREASE OF

24 MILLIONDURING 2014

WE RAISED FUNDS AND COORDINATED AID FOR

76 MILLION PEOPLE

50 MILLIONPEOPLE DISPLACED BY CONFLICTS, INTERNALLY OR ACROSS BORDERS, COMBINED WITH PEOPLE FORCED FROM THEIR HOMES BY NATURAL DISASTERS

This publication provides an overview of OCHA’s activities in 2014

OCHA | ANNUAL REPORT 2014 1

FOREWORD

2014 was a challenging year for humanitarian organizations around the world. OCHA was required to coordinate on a massive scale in countries such as the Central African Republic, Iraq, South Sudan and Syria. We worked with partners to strengthen coordination, and we contributed our coordination expertise to the response to the Ebola epidemic in West Africa in the areas of health services, food security, sanitation and protection. We set up new offices in Ukraine and Nigeria, and we maintained large-scale ongoing programmes in countries including Afghanistan, the Democratic Republic of the Congo, the occupied Palestinian territory, Somalia, and Yemen.

Given the scale and complexity of the crises and the need for immediate injections of staff in some emergency situations, we doubled the number of staff going on short-term assignment to the field. Strengthening our field presence for effective coordination structures is a key element of OCHA’s Strategic Plan. We know that we need good leaders, information managers and humanitarian officers to manage crises on the ground.

OCHA also has a key role in advocacy, fundraising and policy development within the global humanitarian system. As needs have risen, so has the urgency of the need to raise additional resources to help our partner organizations to

continue their life-saving work. As political solutions to complex crises remain elusive, our engagement with Member States will be more important than ever. We count on your continued commitment and support.

Valerie Amos

Under-Secretary-General for Humanitarian Affairs and Emergency Relief Coordinator

May 2015

USG Amos in conversation with Ms. Nyatony Top, an internally displaced person in Jonglei State, South Sudan ©OCHA/David Gough

TABLE OFCONTENTS

0408293958

2014 YEAR IN REVIEW

FIELD EFFECTIVENESS

FIT FOR THE FUTURE

MANAGEMENT & ADMINISTRATION

ANNEXES

4 OCHA | ANNUAL REPORT 2014

The scale and number of emergencies in 2014 stretched the international humanitarian system to its limits. United Nations humanitarian agencies and partners had to simultaneously respond to five catastrophic emergencies that required substantial short-term scale-up: the Central African Republic (CAR), Iraq, the Philippines, South Sudan and Syria. At the same time, OCHA continued to provide humanitarian assistance to millions of people in other crisis situations.

As the crises mounted and more was expected of humanitarian agencies, we needed to deliver life-saving aid and work with our colleagues in the development community to build the resilience of disaster-affected communities facing displacement and lost livelihoods. With the increase in conflict-related emergencies around the world, more people needed to be protected from violence and human rights abuses. The need to coordinate an ever-increasing volume of humanitarian assistance severely strained OCHA’s human resources and finances.

At the beginning of 2014, an estimated US$12.9 billion was needed to reach 52 million of the world’s most vulnerable people. But by the year’s end, those figures had soared: $17.9 billion was needed to reach 76 million people. Despite donors providing record levels of funding, by December 2014 agencies had received only half of the funds required to respond to the scale of identified needs.

As conflicts have become more protracted and widespread, increasingly there are regional implications. The number of people displaced by conflicts, internally or fleeing across borders as refugees, combined with people forced from their homes by natural disasters exceeded 50 million in 2014 — the highest number since 1945.

The conflict in Syria increased the number of civilians requiring humanitarian assistance from 10.5 million to 12.2 million. Faced with enormous security and other challenges, humanitarian workers demonstrate extraordinary courage and commitment in their determination to deliver life-saving aid. An estimated 7.6 million people are displaced within Syria, and 3.8 million are taking refuge in Egypt, Iraq, Jordan, Lebanon and Turkey. In 2014, OCHA-coordinated humanitarian appeals for the regional refugee crisis and for humanitarian needs within Syria raised $3.4 billion of the $5.9 billion required to meet all identified needs. Hundreds of thousands of civilians were trapped in besieged areas, unable to leave to get the basic services they needed. Aid agencies faced extreme difficulty in getting aid to people, and some of their workers were kidnapped and their goods looted. Extremist armed groups operating on the ground continued to grow. OCHA’s advocacy strategy, in coordination with partners, focused on ways to improve humanitarian access. This resulted in the passing of UN Security Council resolutions 2139 and 2165, which enabled access across

2014 YEAR IN REVIEW

http://reliefweb.int/sites/reliefweb.int/files/resources/Overview%20of%20Global%20Humanitarian%20Response%202014.pdf

http://www.unhcr.org/53a155bc6.html

https://fts.unocha.org/pageloader.aspx?page=special-syriancrisis&year=2014

https://fts.unocha.org/pageloader.aspx?page=special-syriancrisis&year=2014

http://www.un.org/press/en/2014/sc11292.doc.htm

http://www.un.org/press/en/2014/sc11473.doc.htm


conflict lines and borders without the Syrian Government’s agreement. These resolutions increased humanitarian access to some extent, but hundreds of thousands of Syrians still remained unable to access assistance at year-end.

In South Sudan, the fighting that broke out between Government forces and opposition groups in December 2013 led to widespread conflict across several states in the centre and east of the country in 2014. During the year, the conflict displaced over 2 million of the country’s 11 million people. In March, the humanitarian community issued an appeal to provide 4 million South Sudanese people with aid. The Central Emergency Response Fund (CERF) released $115.7 million to aid agencies working in South Sudan and neighbouring countries to help the urgent scale-up of assistance. Violent attacks on displaced people caused more than 100,000 people to take refuge in UN peacekeeping bases across the country. Through its offices in the capital, Juba, and sub-offices

Zaatari Camp for Syrian refugees in Jordan©WFP/Jonathan Dumont

IRAQ

TURKEY

Saudi Arabia

JORDANEGYPT

SYRIAN ARLEBANON

Homs

Hama

Daraa

Idlib

Aleppo

Tartus

LatakiaAr Raqqah

Quneitra

As Suwayda

Al Hasakah

Dayr az Zawr

Damascus

RuralDamascus

Mediterr

an S

ea

Sources: OCHA, UNCS, UNHCR.

Armistice Demarcation LineBoundary of former

Palestine Mandate

Internally Displaced Persons

Refugees

DISPLACED PEOPLE OF SYRIA

https://docs.unocha.org/sites/dms/CAP/Revision_2014_South_Sudan_CRP_June_2014.pdf


across South Sudan, OCHA helped to strengthen coordination between aid agencies and the Government. Aid agencies reached an estimated 3.5 million people by year-end, one third of them in remote parts of the country.

In Iraq, the surge in violence between Government forces and terrorist and non-state armed groups led to the internal displacement of more than 2.5 million people across the country and 1.7 million people inaccessible to aid groups. A total of 5.2 million Iraqis required assistance. In June, OCHA sent humanitarian experts to assess needs on the ground and it opened a country office. OCHA deployed 44 staff through surge mechanisms to support coordination, information management and advocacy in the country. OCHA also managed the allocation of a $500 million grant from the Kingdom of Saudi Arabia to UN agencies to support over 2 million people. The timely disbursal and coordination of these funds helped aid agencies rapidly scale up relief efforts.

The breakdown of law and order in the Central African Republic (CAR) during 2014 left 2.6 million people in need of humanitarian assistance—more than half of the country’s population.

Some 430,000 people were internally displaced and 419,000 people fled to neighbouring countries. In response, the Emergency Relief Coordinator (ERC) allocated $61.6 million from CERF to support the regional response. OCHA also supported coordination between aid agencies and Government partners in CAR, as well as in countries sheltering refugees and returnees, including Cameroon, Chad, Democratic Republic of the Congo (DRC), Republic of Congo and South Sudan. As fighting continued throughout the year, OCHA negotiated humanitarian access with ex-Seleka and anti-Balaka militias, but conflicting command-and-control structures meant aid workers faced high risks, which constrained operations.

OCHA and its partners also continued to support response efforts in many protracted crises, as well as in small- and medium-scale emergencies that broke out during the year. These response efforts included alleviating the impacts of systemic poverty, food insecurity, intermittent instability and chronic drought in the Sahel that left 20.2 million people in need of humanitarian aid; tackling the ongoing violence, drought and soaring food prices in Somalia; responding to the needs of the half a million people forced to flee their homes in Ukraine;

A refugee in Gbiti, Cameroon who has fled from violence in CAR©WFP/Sylvain Cherkaoui

http://www.unocha.org/cap/appeals/strategic-response-plan-iraq-2014-2015-revision

http://www.unocha.org/cap/appeals/strategic-response-plan-iraq-2014-2015-revision

http://www.unocha.org/cap/appeals/revision-strategic-response-plan-central-african-republic-2014

http://www.unocha.org/cap/appeals/sahel-humanitarian-response-plan-2014-2016


Diversity Interoperability Innovation

FIELD EFFECTIVENESS

FIT FOR THE FUTURE

MANAGEMENT OBJECTIVES

Leadership Assessment, Planning & Monitoring

Humanitarian Financing

Situational Awareness

Coordination Mechanisms

Emergency Response

Preparedness

Protection & Access to Assistance

People Management

Staff Learning & Performance

Support Services, Systems & Tools

Standards & Innovation

Resources, Structure & Management

STRATEGIC FRAMEWORKdealing with mounting conflict, chronic poverty and food insecurity in Yemen, which left 12 million people in need of help; and being a strong advocate for the cessation of violence in the occupied Palestinian territory, which led to widespread civilian casualties and further internal displacement. Ongoing instability and violence in Afghanistan killed 3,699 civilians in 2014 and kept 722,000 people internally displaced. Violence in northern Mali resulted in hundreds of thousands of people remaining displaced, and fighting by Boko Haram in Nigeria forced over 1 million Nigerians from their homes.

2014 was also marked by the worst outbreak of the Ebola virus in three West African countries: Guinea, Liberia and Sierra Leone. The UN’s response was first led by the World Health Organization (WHO) and then by the UN Mission for Ebola Emergency Response (UNMEER). OCHA gave strong support to WHO, UNMEER and Governments to help their coordination of the response. For example, OCHA supported analysis and mapping of the spread of the virus, and it deployed a United Nations Disaster Assessment and Coordination (UNDAC) team to support the establishment of appropriate coordination mechanisms, embedding staff in WHO headquarters and UNMEER. CERF released $15 million to help aid agencies deliver prevention-and-treatment programmes, food assistance and logistical operations in Guinea, Liberia and Sierra Leone.

http://www.un.org/apps/news/story.asp?NewsID=48752




FIELD EFFECTIVENESS

The scale and number of emergencies in 2014 required OCHA to increase staffing and financial resourcing of its field operations. In addition, OCHA worked to improve its own field effectiveness in a number of areas, supporting the humanitarian leadership of Humanitarian Coordinators, improving joined-up analysis of the situation on the ground, coordinating response, raising money, being a strong advocate for crisis-affected people and working with international partners to ensure their preparedness for emergency response.

LEADERSHIPHumanitarian action in the field is led by Resident and Humanitarian Coordinators (RC/HCs) and Humanitarian Country Teams (HCTs) to coordinate humanitarian response on behalf of Inter-Agency Standing Committee (IASC) partners. OCHA supports humanitarian action on the ground by ensuring availability of a pool of experienced personnel ready to be deployed as HCs.

OCHA expanded and diversified the HC pool in 2014 to include experienced and qualified candidates with a more diverse range of organizational experience. The OCHA-led recruitment campaign resulted in an expansion of the pool. One quarter of the members are women (up from 19 per cent in 2013) and one quarter are from the non-Western European and Others Group (up from 20 per cent in 2013). Pool members took up 58 per cent of new HC positions. To

strengthen leadership and coordination from the early onset of an emergency, eight leaders from OCHA’s senior surge pool were deployed to lead corporate emergencies in CAR, DRC, Iraq, the Philippines and South Sudan, as well as to the Ebola response.

OCHA supports RC/HCs and develops their leadership skills through coaching and mentoring supported by Deloitte. OCHA also launched a talent programme for high-performing women to give them inter-agency exposure and improve their chances of being accepted in the HC pool.

Humanitarian Coordinator Toby Lanzer meets with a woman who is living in the protection-of-civilians camp in Bentiu, South Sudan ©UN Photo/JC McIlwaine


OCHA’s leaders in action

During 2014, USG/ERC Amos regularly briefed the UN Security Council on how the conflicts were affecting civilians in CAR, Gaza, Iraq, Somalia, South Sudan, Syria and Ukraine. The advocacy undertaken with Member States of the Security Council on Syria led to the passing of three Security Council resolutions aimed at overcoming obstacles to humanitarian access to conflict-affected civilians. As a result of these resolutions, the USG was required to brief the Security Council each month on the progress, or otherwise, of implementation of the Security Council recommendations. In addition, the USG was a strong advocate on the need to protect civilians, particularly women and girls, from sexual exploitation and violence in conflict situations.

During 2014, the USG undertook missions to 35 countries, including countries where she sought to draw attention to the needs of people where humanitarian appeals were significantly underfunded, or where the crisis no longer featured on the international agenda. These included Mauritania and Chad. USG/ERC Amos

participated in three World Humanitarian Summit regional consultations, for North and South-East Asia, West and Central Africa and East and Southern Africa, as part of the outreach to develop a more inclusive, diverse and truly global humanitarian system, and to develop proposals to shape the future agenda for humanitarian action.

In 2014, Assistant Secretary-General (ASG) Kang undertook missions to 10 countries, including CAR, Ethiopia, Kenya, South Sudan and Uganda. She advocated to mitigate the impact of conflict on civilians, and to ensure better coherence among development and humanitarian response. On the second anniversary of the outbreak of intercommunal violence in Myanmar’s Rakhine State and the third anniversary of the conflict in Kachin State, ASG Kang visited camps for the internally displaced, highlighting the appalling living conditions of thousands of people. In briefings to the Security Council and the General Assembly, ASG Kang argued for better protection for civilians affected by armed conflict, and the need for stronger implementation of human rights and international humanitarian laws in CAR, Gaza, South Sudan and Syria.

ASG Kang greets displaced children in Bambari, CAR©OCHA/Christophe Illemassene


SITUATIONAL AWARENESSIn 2014, OCHA launched a new humanitarian information platform, the Humanitarian Data Exchange (HDX). It also upgraded the global humanitarian information repository, HumanitarianResponse.info, and evaluated all core information products produced by OCHA field offices via the Information Product Overview Report (IPOR). This combination of information management tools gave humanitarian and other stakeholders a wide range of information and improved the quality of their decision-making.

To expedite information exchange and analysis among humanitarian actors, OCHA launched the HDX platform in 2014. HDX centralizes open-source humanitarian data from many organizations and countries and organizes it into standardized formats. The platform was successfully piloted in Colombia and Eastern Africa in early 2014. With the onset of the Ebola crisis, there was an urgent need to gather, standardize and present critical data in real time. To help meet this need, HDX was rolled out quickly in August. In addition to humanitarian and development actors, media organizations, including The New York Times and The Guardian, and companies such as Google have registered on the platform and downloaded the data. By year-end, HDX had received over 50,000 visits from users in 190 countries,

and 92 organizations had registered to share their data on the platform. Participating organizations included WFP, UNHCR, InterAction, MapAction, OpenStreetMap, Concern Worldwide, Columbia and Oxford universities, DFID and the US State Department. As HDX was rolled out, OCHA worked with partners to develop a consensus on data standards: the Humanitarian Exchange Language (HXL). HXL was released at the end of 2014 and used

HDX - EBOLA HOMEPAGE (DECEMBER 2014)

https://data.hdx.rwlabs.org

https://data.hdx.rwlabs.org

http://hxlstandard.org/standard/1_0beta

http://hxlstandard.org/standard/1_0beta


during the Ebola response to collate data on health-care facilities in all the affected countries. OCHA plans a wider roll-out of the platform in 2015.

HumanitarianResponse.info is a web-based platform targeting humanitarian responders, established and managed by OCHA. It is a one-stop shop for information. Information products, such as situation reports, needs assessments, flash updates, press releases and funding appeals, can be arranged by country, crisis and region. Version 2.0 of the platform was launched in 2014, bringing individual country websites onto one platform. By bringing all the information together, HumanitarianResponse.info housed all

Humanitarian Programme Cycle-related documents under a central registry, mapped all clusters and sector activity across the world and enabled simpler global document searches.

OCHA also strengthened the quality control of its information products through the IPOR. Guidance and feedback was provided to country and regional offices on the quality of over 2,000 products including situation reports, humanitarian bulletins, snapshots and dashboards produced in 2014. The IPOR process led to more standardized reporting templates and clearer visuals, such as maps and graphics.

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Abyeiregion

Morobo

Kajo-keji

LainyaYei Juba

Terekeka

Magwi Ikotos

KapoetaSouthBudi

Torit

KapoetaNorthLafon

KapoetaEast

Awerial

Yirol West

Wulu

RumbekEast

Cueibet

RumbekNorth

RumbekCentre Yirol

East

AweilSouth

Aweil Centre

Aweil West

Aweil North AweilEast

Panyijiar

MayenditLeer

Koch

MayomGuit

RubkonaAbiemnhom

Pariang

TonjSouth

Tonj East

TonjNorth

GogrialEast

GogrialWest

Twic

WauJur

River

Raga

Maridi

MundriWest

MundriEast

IbbaYambio

Nzara Mvolo

Ezo

Tambura

Nagero

Bor South

Pibor

Twic East

Pochalla

DukUror Akobo

Ayod

Nyirol

Canal/Pigi

FangakUlang

MaiwutNasir

Longochuk

PanyikangMalakal

Baliet

Fashoda

Melut

Manyo

Renk

Maban

Bor

Juba

Wau

Torit

Aweil

Yambio

Rumbek

Kwajok

BentiuMalakal

Boma

AdokLeer

Nyal

Wau

Koch

Yuai

WaatLankien

Phom

Jodha

Kodok

Pajiek

Pagil

Mogok

Motot

Jikmir

Gorwai

Mabior

Werkok

Gumuruk

Wunalam

Nyambor

Pultruk

MankienNhialdu

Mandeng

Dethoma

Malakal PoC

Walgak

Bor town

Bor town

S. Bor Islands

Gemeiza

Ganyliel

Mayendit

Mingkaman

Juba town

Old Fangak

Akobo East

Busere

Kaldak,

12-Aug 24-Jul 9-June7-May24-Mar20-Feb21-Jan23-Dec

280,760

579,700

193,700

133,800

63,400

Upper Nile

Unity

LakesJonglei

Central Equatoria

Humanitarian Snapshot (as of 29 January 2014)SOUTH SUDAN CRISIS: Humanitarian Snapshot (as of 26 August 2014)

Creation date: 26 August 2014 Sources: OCHA, IOM, UNHCR and partners Feedback: [email protected], [email protected] www.unocha.org/south-sudan www.reliefweb.int

WESTERNBAHR ELGHAZAL

N.BAHR ELGHAZAL

WESTERNEQUATORIA

CENTRALEQUATORIA

EASTERNEQUATORIA

JONGLEI

UPPER NILE

UNITY

LAKES

WARRAP

The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.. 1Final boundary between the Republic of South Sudan and the Republic of Sudan has not yet been determined. 2Final status of Abyei region is not yet determined *The IDP figures are based on reports from partners on the ground. Majority of them have not been verified and the figures shown here are as of 12 August 2014. **The refugee figures are as of 25 August 2014.

Displacement trends

Since conflict broke out in December 2013, 1.7 million have fled their homes. Though many have crossed into neighbouring countries, most are still within South Sudan – many in remote rural areas. Displacement patterns are fluid, driven among other things by violence, access to emer-gency assistance and floods. Close to 200,000 people displaced early during the conflict have since returned to their homes having in many cases lost all their belongings. They are among the people in most urgent need of assistance, alongside those who remain displaced.

State boundary

UNMISS PoC site with > 10,000 displaced peopleSites with > 10,000 displaced people

Sites where crisis-displaced have returned

Sites with displaced people

Size of circle proportional to number of people in site

Undetermined boundary1

Abyei region2

50,001 - 100,00020,001 - 50,0005,001 -20,0001,001 - 5,000

1 - 1,000

186,000Crisis-displaced people who have returned

Status of displacement

KENYA

UGANDA

DEMOCRATICREPUBLIC

OF THE CONGO

CENTRAL ARICAN

REPUBLIC

ETHIOPIA

SUDAN

est. people internally displaced since 15 December

Five states most affected, December 2013 - August 2014

est. people sheltering in neighbouring countries

1.3 million* 448,190**

Central Equatoria

CENTRALAFRICAN

REPUBLIC

DEMOCRATICREPUBLIC

OF THE CONGO

Est. number of IDPs sheltering in the state

Number of people displaced to Abyei region

Est. number of South Sudanese sheltering in other countries

193,700

70,700

109,3005,900

Upper Nile

7,600

EasternEquatoria

280,800Unity

Jonglei579,700133,800

Lakes

CentralEquatoria63,400

8,800Warrap

12,600WBeG

700NBeG

123,150UGANDA42,200KENYA

189,300

ETHIOPIA

93,500**

SUDAN

!

!XX

XX

!XX

Abyei region6,700

Est. crisis displaced who have returned

8% of internally displaced people

are in UNMISSPoC sites

1 in 7 people are displaced

Bentiu PoC40,600

Guit10,000

37,60030,000

25,000

32,800

17,900

19,400

28,30040,000

54,00034,200

21,100

11,000

30,000

13,200

27,100

18,750

23,100

16,000

15,000

24,200

93.200

12,100

27,000

38,50025,700

20,000

11,500

20,000

24,700

30,000

34,900

35,000

18,700

21,000

13,900

19,000

15,000

19,400

18,000

44,70025,000

10,500

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!̂

Abyeiregion

Morobo

Kajo-keji

LainyaYei Juba

Terekeka

Magwi Ikotos

KapoetaSouthBudi

Torit

KapoetaNorthLafon

KapoetaEast

Awerial

Yirol West

Wulu

RumbekEast

Cueibet

RumbekNorth

RumbekCentre Yirol

East

AweilSouth

Aweil Centre

Aweil West

Aweil North AweilEast

Panyijiar

MayenditLeer

Koch

MayomGuit

RubkonaAbiemnhom

Pariang

TonjSouth

Tonj East

TonjNorth

GogrialEast

GogrialWest

Twic

WauJur

River

Raga

Maridi

MundriWest

MundriEast

IbbaYambio

Nzara Mvolo

Ezo

Tambura

Nagero

Bor South

Pibor

Twic East

Pochalla

DukUror Akobo

Ayod

Nyirol

Canal/Pigi

FangakUlang

MaiwutNasir

Longochuk

PanyikangMalakal

Baliet

Fashoda

Melut

Manyo

Renk

Maban

Bor

Juba

Wau

Torit

Aweil

Yambio

Rumbek

Kwajok

BentiuMalakal

Boma

AdokLeer

Nyal

Wau

Koch

Yuai

WaatLankien

Phom

Jodha

Kodok

Pajiek

Pagil

Mogok

Motot

Jikmir

Gorwai

Mabior

Werkok

Gumuruk

Wunalam

Nyambor

Pultruk

MankienNhialdu

Mandeng

Dethoma

Malakal PoC

Walgak

Bor town

Bor town

S. Bor Islands

Gemeiza

Ganyliel

Mayendit

Mingkaman

Juba town

Old Fangak

Akobo East

Busere

Kaldak,

12-Aug 24-Jul 9-June7-May24-Mar20-Feb21-Jan23-Dec

280,760

579,700

193,700

133,800

63,400

Upper Nile

Unity

LakesJonglei

Central Equatoria

Humanitarian Snapshot (as of 29 January 2014)SOUTH SUDAN CRISIS: Humanitarian Snapshot (as of 26 August 2014)

Creation date: 26 August 2014 Sources: OCHA, IOM, UNHCR and partners Feedback: [email protected], [email protected] www.unocha.org/south-sudan www.reliefweb.int

WESTERNBAHR ELGHAZAL

N.BAHR ELGHAZAL

WESTERNEQUATORIA

CENTRALEQUATORIA

EASTERNEQUATORIA

JONGLEI

UPPER NILE

UNITY

LAKES

WARRAP

The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.. 1Final boundary between the Republic of South Sudan and the Republic of Sudan has not yet been determined. 2Final status of Abyei region is not yet determined *The IDP figures are based on reports from partners on the ground. Majority of them have not been verified and the figures shown here are as of 12 August 2014. **The refugee figures are as of 25 August 2014.

Displacement trends

Since conflict broke out in December 2013, 1.7 million have fled their homes. Though many have crossed into neighbouring countries, most are still within South Sudan – many in remote rural areas. Displacement patterns are fluid, driven among other things by violence, access to emer-gency assistance and floods. Close to 200,000 people displaced early during the conflict have since returned to their homes having in many cases lost all their belongings. They are among the people in most urgent need of assistance, alongside those who remain displaced.

State boundary

UNMISS PoC site with > 10,000 displaced peopleSites with > 10,000 displaced people

Sites where crisis-displaced have returned

Sites with displaced people

Size of circle proportional to number of people in site

Undetermined boundary1

Abyei region2

50,001 - 100,00020,001 - 50,0005,001 -20,0001,001 - 5,000

1 - 1,000

186,000Crisis-displaced people who have returned

Status of displacement

KENYA

UGANDA

DEMOCRATICREPUBLIC

OF THE CONGO

CENTRAL ARICAN

REPUBLIC

ETHIOPIA

SUDAN

est. people internally displaced since 15 December

Five states most affected, December 2013 - August 2014

est. people sheltering in neighbouring countries

1.3 million* 448,190**

Central Equatoria

CENTRALAFRICAN

REPUBLIC

DEMOCRATICREPUBLIC

OF THE CONGO

Est. number of IDPs sheltering in the state

Number of people displaced to Abyei region

Est. number of South Sudanese sheltering in other countries

193,700

70,700

109,3005,900

Upper Nile

7,600

EasternEquatoria

280,800Unity

Jonglei579,700133,800

Lakes

CentralEquatoria63,400

8,800Warrap

12,600WBeG

700NBeG

123,150UGANDA42,200KENYA

189,300

ETHIOPIA

93,500**

SUDAN

!

!XX

XX

!XX

Abyei region6,700

Est. crisis displaced who have returned

8% of internally displaced people

are in UNMISSPoC sites

1 in 7 people are displaced

Bentiu PoC40,600

Guit10,000

37,60030,000

25,000

32,800

17,900

19,400

28,30040,000

54,00034,200

21,100

11,000

30,000

13,200

27,100

18,750

23,100

16,000

15,000

24,200

93.200

12,100

27,000

38,50025,700

20,000

11,500

20,000

24,700

30,000

34,900

35,000

18,700

21,000

13,900

19,000

15,000

19,400

18,000

44,70025,000

10,500

OCHA HUMANITARIAN SNAPSHOT: SOUTH SUDAN

https://www.humanitarianresponse.info


Communicating with communities

When crises hit, people in the affected communities are the first responders. They have an essential role in all aspects of humanitarian action, from prevention, preparedness and risk mitigation to response. Humanitarian action is more effective when communities are consulted by and work with governments and humanitarian organizations in all aspects of the response. Stronger engagement and information sharing with those who need humanitarian assistance are key to more effective and accountable humanitarian action.

OCHA’s 2013 report Humanitarianism in the Network Age stresses the importance of information sharing as a basic need in crisis response. However, it is often overlooked in the early stages of a crisis, as organizations seek to provide assistance as quickly as possible. In 2014, as a board member of the Communications with Disaster-Affected Communities Network (CDAC)

of humanitarian and communications organizations, OCHA advised on system-wide needs and opportunities. In the field, OCHA brought together humanitarian and communications organizations to better communicate with affected communities.

For example, in Darfur, OCHA operated a hotline for displaced people so that they could report on service provision in the camps. In 2014, humanitarian agencies responded to 129 issues that were raised through the hotline. In Somalia, OCHA ran a call centre to verify the implementation of projects by partners funded under the Common Humanitarian Fund. This led to increased accountability and transparency. As part of the Ebola response, OCHA drafted guidance on communications with affected communities in health emergencies, with partners. In Iraq, OCHA co-led the first CDAC inter-agency assessment, the findings of which were incorporated into the Humanitarian Needs Overview and Strategic Response Plan.

Displaced Iraqis searching for their names on registries ©OCHA/Iason Athanasiadis

http://www.unocha.org/hina

http://www.unocha.org/hina


ASSESSMENT, PLANNING AND MONITORINGTo support more effective system-wide response to crises, in 2014 OCHA used lessons learned and best practices in analysis and prioritization of needs to develop joint humanitarian response plans, and to revise the guidance used by HCTs in the development of their plans. For example, the Multi-Cluster Initial Rapid Assessments (MIRA) framework was updated based on its application following Super Typhoon Haiyan in the Philippines and in other disasters.

OCHA also updated the Strategic Response Plan (SRP) guidance to improve joint analysis and medium-term planning at the country level. This resulted in SRPs more effectively emphasizing cross-cutting themes, such as protection.

In addition, multi-year SRPs were launched, including one for the Sahel. Persistent drought, environmental degradation and systemic poverty across much of the Sahel kept 20 million people food insecure across nine countries in 2014.

OPERATIONALPEER REVIEW &

EVALUATIONSTRATEGICPLANNING

RESOURCEMOBILIZATION

IMPLEMENTATION& MONITORING

NEEDS ASSESSMENT& ANALYSIS

COORDINATION

INFORMATIONMANAGEMENT

PREP

ARED

NESS

PREPAREDNESS

PREPAREDNESS

HUMANITARIAN PROGRAMME CYCLE

Better Humanitarian Needs Overviews

In 2014, OCHA housed the IASC-endorsed guidance on humanitarian needs analysis and ran Humanitarian Programme Cycle trainings in Argentina, Germany, Indonesia, Jordan, Sweden and Switzerland. As a result, the 14 Humanitarian Needs Overviews (HNOs) produced by OCHA and its partners in 2014 presented needs more clearly.

In Pakistan, OCHA and partners coordinated MIRA assessments of five affected districts in collaboration with the National Disaster Management Authority and the Punjab Provincial Disaster Management Authority. This enabled a coordinated response to the monsoon flooding in the Punjab region. MIRA teams were deployed to support the response effort in CAR, the Philippines and South Sudan.

https://www.humanitarianresponse.info/en/programme-cycle/space/document/summary-multi-clustersector-initial-rapid-assessment-mira-manual


Over 5 million children under age 5 were malnourished. OCHA’s Regional Office for West and Central Africa (ROWCA) supported the development of a three-year Humanitarian Response Strategy for the region, based on HNOs and SRPs in the nine countries. The strategy included 536 projects from 115 organizations for $1.9 billion, and it was 45 per cent funded in 2014.

For the nine countries of the Sahel region, ROWCA launched a single Online Reporting System (ORS) in 2014. It enabled real-time monitoring of activities and achievements outlined in the Sahel Response Plan and allowed for mapping by activity, region or

SAHEL DISPLACEMENT MAP 2014

MALICHAD

LIBYA

NIGER SUDAN

NIGERIA

MAURITANIA

CAMEROON

SENEGAL

CENTRALAFRICAN REPUBLIC

BURKINAFASOGAMBIA

Darfur

DISPLACEMENT IN 2014RefugeesReturnees

agency. This helped partners identify gaps, remove double reporting of activities, and link planned projects with funding received and results achieved. ORS has successfully improved transparency and accountability with donors and implementing partners.

The improved HNOs, MIRAs and SRPs enabled HCTs to better assess, plan and implement life-saving humanitarian programmes. OCHA, with IASC partners, developed the Humanitarian Response Monitoring Guidance, which was first implemented in 2014 in the Philippines, Somalia and Yemen. The IASC-endorsed guidance is being used in all countries.

http://ors.ocharowca.info

http://www.humanitarianresponse.info/system/files/documents/files/Monitoring%20Guidance%20%20v1.0_0.pdf

http://www.humanitarianresponse.info/system/files/documents/files/Monitoring%20Guidance%20%20v1.0_0.pdf


To improve gender programming in the global humanitarian community, OCHA integrated gender-equality perspectives into the Humanitarian Programme Cycle and supported HCTs to include gender-equality perspectives in their SRPs with support from the UN-wide Gender Capacity-Building project (GenCap). 2014 was the first time gender equality indicators were included in Humanitarian Response Plans. OCHA also hosted GenCap’s support unit and gender advisers in CAR, DRC, Iraq, Myanmar, the Philippines, Somalia, South Sudan, Sudan and Yemen.

GenCap advisers were deployed to the Philippines following the onset of Super Typhoon Haiyan. OCHA organized gender-in-emergencies training across the Haiyan-affected areas, and a gender surge team was established to carry out rapid needs assessments. The assessment highlighted that better links between development and humanitarian programming would bridge some gender gaps. The Haiyan response showed that incorporating an effective gender-equality strategy in emergency response is difficult if the humanitarian system does not have built-in gender mechanisms or architecture. This needs to be addressed.

Transformative Agenda achievements

The Senior Transformative Agenda Implementation Team (STAIT) undertook three IASC operational peer reviews in L3 emergencies: CAR, the Philippines and South Sudan, and two STAIT support missions to Sudan and Yemen. The focus of STAIT’s support to the Transformative Agenda is around its three core pillars – leadership, coordination and accountability.

In Sudan, in a complex political environment a Deputy Humanitarian Coordinator was put in place to improve support to field operations. The HCT was also restructured to facilitate more rapid decision-making.

In Yemen, STAIT helped humanitarian partners to ensure protection was central to the humanitarian response. Through the “Rights Up Front” agenda, the HCT started to formulate a comprehensive protection strategy encompassing IDPs, refugees, migrants and returnees. The Emergency Directors Group undertook missions to Mali, Somalia, South Sudan, Sudan, and Yemen to review country coordination structures, to consider the factors influencing the HCT’s role as a strategic decision-making body, and to forge better links with development partners. In each case, a better-defined relationship between the HCT and inter-cluster forums was achieved.

https://www.humanitarianresponse.info/en/topics/transformative-agenda

https://www.humanitarianresponse.info/en/topics/transformative-agenda


COORDINATIONGiven the number of high-profile emergencies in 2014, and with more actors providing assistance, OCHA set three priorities for improving humanitarian coordination: strengthen inter-cluster coordination, enhance coordination between capitals and sub-offices, and create stronger links between humanitarian and development partners to improve long-term planning.

Since its establishment in 2005, the IASC cluster approach to humanitarian response has helped to improve sectoral performance, accountability

Gender progress in Yemen

Yemen, where 61 per cent of the population needed humanitarian support in 2014, ranked last on the UNDP gender-equality index. Amid a worsening humanitarian crisis, three GenCap advisers were deployed to improve gender equality in humanitarian programming. The HCT decided to make gender equality a strategic objective, and as a result 86 per cent of partners fielded assessment teams that included women and men. Eighty-three per cent of funded projects were gender-mainstreamed. Other practical steps included appointing a Gender Adviser to the HCT, appointing a Yemeni gender focal point in each cluster, and undertaking capacity-building throughout the system, including with national civil society and Government partners.

1. Disaster situations 2. IDPs (from conflict)

EarlyRecovery

UNDP

EducationUNICEF &Save theChildren

EmergencyTelecom-

municationsWFP

HealthWHO

Food SecurityWFP & FAO

LogisticsWFP

NutritionUNICEF

CampCoordination and

Camp ManagementIOM1/UNHCR2

ShelterIFRC1/UNHCR2

ProtectionUNHCR

Water,Sanitation

and HygieneUNICEF

Prevention Mitigation Preparedness Disaster

Response

Reco

very

Re

cons

truc

tion

HUMANITARIAN & EMERGENCY RELIEF

COORDINATOR

HUMANITARIAN CLUSTERS

https://www.humanitarianresponse.info/en/about-clusters/what-is-the-cluster-approach


and planning. However, effective coordination between clusters and the mainstreaming of cross-cutting issues, such as protection, continues to be of concern. OCHA established an Inter-Cluster Coordination Section in its Geneva office to support informed coordination between clusters at the field and global levels. In 2014, 200 OCHA staff involved in inter-cluster coordination functions received training on the coordination/humanitarian programme cycle.

With the increasing use of cash and vouchers in humanitarian assistance, OCHA recruited a Cash Adviser to support the organization’s strategic engagement to ensure overall coherence in approaches among operational partners, as well as establishing well-defined links between cash and inter-cluster coordination.

OCHA opened new sub-offices in several locations, particularly in conflict-affected countries with a need for protection and monitoring. In Syria, OCHA opened four sub-offices in 2014, allowing staff access to improved local information and communication networks contributing to better needs assessments. OCHA sub-office teams also helped to negotiate humanitarian access to people trapped by conflict. OCHA established sub-offices in Myanmar’s Kachine and Rakhine States, which improved local communication and enabled partner agencies to resume aid operations and access areas beyond Government control, where over half of the total number

of people estimated to be displaced live. In CAR, OCHA opened five sub-offices in January 2014 to strengthen coordination, facilitate humanitarian access and coordinate response.

OCHA continued its strong engagement with Member States through Member State and Security Council leadership on country-specific situations, including those in Haiti, Iraq, Myanmar, South Sudan and Ukraine.

HUMANITARIAN FINANCINGOCHA’s goal in coordinating global humanitarian financing is to ensure that UN agencies and partners have access to predictable and timely funding for their response programmes. OCHA manages the annual Global Humanitarian Appeal, Country-Based Pooled Funds, CERF and targeted pledging conferences.

At the beginning of 2014, OCHA launched a global appeal for $12.9 billion to reach 52 million of the world’s most vulnerable people. This was a record amount, but events in 2014 pushed the humanitarian and financial requirements even higher. By December, fresh outbreaks of violence in CAR, Gaza, Iraq, Myanmar, South Sudan and Syria had increased the global need to $17.9 billion and added an additional 24 million people to the numbers of people in need. Donors continued to be generous, but needs outstripped the resources available.




In addition to the Global Humanitarian Appeal, OCHA coordinates a number of pooled funds. The Emergency Response Funds (ERFs) and the Common Humanitarian Funds (CHFs) were merged to create a single funding entity at the national level: the Country-Based Pooled Funds (CBPFs). CBPFs are multi-donor humanitarian financing instruments established by the ERC, managed by OCHA at the country level under the HC’s leadership. Donor contributions to CBPFs are unearmarked and allocated by the HC through an in-country consultative process. This merger has improved the coherence, strategic focus and management of pooled funds and made them more accessible to national NGOs.

In 2014, OCHA managed CBPFs in 17 countries and territories, including Afghanistan, CAR, Colombia, DRC, Ethiopia, Haiti, Jordan, Lebanon, Myanmar, oPt, Pakistan, Somalia, South Sudan, Sudan, Syria, Turkey and Yemen. During 2014, 22 Member States and private donors contributed $514 million for CBPFs.

CBPF allocations go to UN agencies and the International Organization for Migration (IOM), national and international NGOs and Red Cross/Red Crescent organizations. Collectively, in 2014 over half of CBPF funding went directly to NGOs and Red Cross/Red Crescent organizations, which received 58 per cent of the total (42 per cent disbursed to international NGOs, 14 per cent to national NGOs and 2 per cent to Red Cross/Red Crescent organizations).

The remaining 42 per cent was allocated to UN agencies.

Global guidelines for implementing partners and other stakeholders applying for CBPFs were developed. They include stronger links with humanitarian needs assessments and sections on gender mainstreaming and accountability to affected people. These guidelines better align the pooled funds with the Humanitarian Programme Cycle. A crucial element of the CBPF guidance is its robust risk management framework, which enables OCHA to operate in highly insecure and volatile environments while enhancing partnerships with national and international NGOs. To support the effectiveness and transparency of funding mechanisms, OCHA developed the web-based Grants Management System (GMS), which tracks the entire grant lifecycle for all CBPFs. The system has been used in Afghanistan, Somalia, South Sudan, Sudan and Turkey.

In July 2014, considering the increased operational complexity and scale of the Syria crisis, the ERC took the decision to reorganize the ERF mechanism, establishing additional CBPFs in Jordan, Lebanon and Turkey. The CBPF in Turkey was established to expand the delivery of assistance inside Syria under resolution 2139 and resolution 2165. The four funds were activated in line with the new guidelines with a combined planning target of $100 million for 12 months. In 2014, contributions to these funds reached $58 million.

Displaced child in Mingkaman, South Sudan©UNICEF

http://www.unocha.org/what-we-do/humanitarian-financing/country-based-pooled-funds

http://www.unocha.org/what-we-do/humanitarian-financing/country-based-pooled-funds


In Afghanistan, the CHF disbursed $37.2 million through 19 implementing partners across 33 projects, prioritizing emergency medical services and life-saving aid for conflict-affected people. A total of $15.7 million was directed to 13 nutrition projects targeting 1.6 million people. The funds also helped support UNHAS flights to enable aid agencies to access people in need.

In Yemen, the ERF has grown from $8.6 million in 2012 to $19.3 million

in 2014. More than 1.2 million people received assistance through 62 ERF-funded projects. The ERF planning process encouraged clusters and partners to jointly prioritize needs, and it fostered partnerships with national and international partners by prioritizing allocations to NGOs, which received 70 per cent of the funding.

In Myanmar, the ERF funded projects in Rakhine, Kachin and northern Shan States, including WASH rapid-response mechanisms; protection projects to stop human trafficking; a project to improve living conditions in camps in Kachin and northern Shan states; and the establishment of the waste-disposal systems and primary health-care services in IDP camps in Rakhine.

In 2014, the Swedish Government undertook verification assessments of the management of two pooled funds. In Somalia, the assessment concluded that the systems were adequate to ensure accountable and effective fund management. The DRC assessment also confirmed the strength of the organization and management structure of the CHF, leading Sweden to confirm a contribution of $8.1 million to the fund in 2014.

OCHA also worked to boost the diversity of pooled-fund recipients and donors, targeting international and national NGOs to become pooled-fund partners. The Finance Coordination Section (FCS) set up the CBPF-NGO Dialogue Platform aimed at expanding the dialogue from the country to the international level.

K A C H I N S T A T E

S H A N S T A T E

CHINA

M Y A N M A R

Myitkyina

Mytinge

Chindwin

Irra

wad

dy R

iver

Nay Pyi Taw

DNOSAJJMM/AFJ

31 2926 25

19

2825

0 0 0 0

DISPLACED PEOPLEREACHED BY CONVOYS IN NON-GOVERNMENT AREASin thousands by month (2014)

Sources: Camp Coordination and Camp Management Cluster, Natural Earth, OCHA, UNCS.

IDP locations in:

Government-controlled areaArea beyond Government control

MYANMAR HUMANITARIAN CONVOYS

http://www.unocha.org/what-we-do/humanitarian-financing/partnerships-ngos

http://www.unocha.org/what-we-do/humanitarian-financing/partnerships-ngos


IN FOCUS: CERF FUNDING FOR SOUTH SUDAN

$53.7 million

2014 was a violent year in South Sudan. By the end of the year, 5 million people needed humanitarian assistance. Almost 2 million people were displaced, seeking shelter in the bush, and in UN peacekeeping bases and neighbouring countries.

The first allocation in January helped to scale up immediate emergency operations with improved camp coordination and management, safety and security services for humanitarian personnel, and air transport services for relief organizations.

DEC 2013: Fighting erupts in the capital, Juba, and quickly spreads across much of the country.

FEB: The humanitarian situation is classified as a Level 3 emergency. By then, over 800,000 people had fled their homes.

JUN: The ERC announces a $3.7 million CERF allocation to halt the cholera outbreak.

OCT: Tensions persist in much of the country. The ERC announces a $20 million CERF allocation.

JAN 2014: The ERC announces a $15 million CERF allocation. Relief agencies immediately launch their programmes.

MAR: The ERC announces another $15 million CERF allocation.

MAY: A cholera outbreak is declared in Juba. 586 cases are confirmed.

JUL: The UN Security Council calls the food security situation in South Sudan “the worst in the world”.

NOV: “Without CERF funding, without humanitarian assistance, these people would not be here and alive today.”- Linda Onias, IOM

CERF allocations in 2014Juba

$515 millionallocated

17 CBPFs 455024

CERF recipientcountries

$460 millionallocated

$290 million rapid response

$170 million underfundedemergencies

CBPF Funding: Monetary donations provided by Governments and the private sector. This mechanism gives them the opportunity to pool their unearmarked contributions to a specific country. This complements the overall humanitarian response based on affected people's needs identified under country-specific SRPs.

Member States and private donors

CERF Funding: CERF pools contributions fromdonors—mainly Governments, but also foundations,companies, charities and individuals—into a single fund witha $450 million annual target. This money is used at theonset of emergencies and in rapidly deteriorating situationsthrough its Rapid Response Window and in protractedcrises that fail to attract sufficient resources through itsUnderfunded Emergencies Window.

Member states, two regional authorities and from private donors and individuals

COUNTRY BASED POOLED FUNDS (CBPF)

CENTRAL EMERGENCY RESPONSE FUND (CERF)


South SudanSudan

DR of the CongoSomalia

Central African RepublicEthiopia

AfghanistanTurkeyYemen

SyriaIraq

KenyaPakistan

ChadoPt

CameroonUganda

NigerHaitiMali

MyanmarGuinea

DPR of KoreaColombia

GuatemalaNigeria

LebanonSenegal

Sierra LeoneDjiboutiUkraine

Burkina FasoCongo

MauritaniaLibya

BoliviaParaguay

HondurasEritrea

GambiaJordanSerbia

Sri LankaBosnia and Herzegovina

BurundiLiberiaNepal

Solomon IslandsZimbabwe

$129.4$52.1$59.0$42.1$38.4$20.3$46.7$44.7$22.0$27.4

$8.7

$7.7

$3.1

$4.2

$1.7

$4.7

$2.4

$53.7$23.2

$7.0$1.5

$25.1$21.0

$4.0

$25.7$13.6

$4.9$12.7$10.8$13.8$11.9

$5.2$2.7

$8.4

$5.4$1.5

$4.5

$4.0

$3.8

$3.4$3.2$2.8$2.6

$2.2$2.1$2.0$2.0$1.9$1.9$1.8$0.8

$20.0

$20.0

$11.6

$13.9

$10.0$9.5

$10.0

$4.5$4.0$8.0$6.2

$11.4$5.5

$6.5$4.5

$3.5

$4.5

$4.0

$3.9

$3.5

$2.5$2.5

$183.1$95.3$66.0$63.5$63.5$52.9$50.7$44.7$35.9$27.4$25.7$23.6$23.1$22.7$18.5$18.3$15.9$13.1$12.0$11.4

$9.7$8.4$6.5$6.2$5.4$5.0$4.7$4.5$4.5$4.0$4.0$3.9$3.8$3.5$3.4$3.2$2.8$2.6$2.5$2.5$2.4$2.2$2.1$2.0$2.0$1.9$1.9$1.8$0.8

+ + =

ALLOCATIONS BY COUNTRY AND FUNDING MECHANISM (in US$ millions)

PooledFunds

CERF RapidResponse Window

CERF UnderfundedEmergencies Window

TOTAL


CERF is the second type of pooled fund managed by OCHA. In 2014, CERF received $479 million—the highest-ever annual total—from 50 Member States and UN observers, two regional authorities, private sector organizations and individuals. Some $290 million was allocated through the Rapid Response Window and $170 million through the Underfunded Emergencies Window for crises that did not manage to attract sufficient resources, but where needs remain great.

In the first round of CERF underfunded-emergencies allocations in 2014, the Fund provided more than $95 million to sustain emergency aid operations in Afghanistan, Chad, Colombia, the Democratic People’s Republic of Korea, Haiti, Mali, Myanmar, Pakistan, Sudan, Uganda and Yemen. During the second round, $75 million was allocated to agencies to address the combined regional consequences of violent conflict, mass displacement and deepening food insecurity in 11 countries across the Sahel and Horn of Africa regions.

More than $177 million – or 39 per cent of CERF allocations – targeted the crises in South Sudan and CAR, including neighbouring countries that hosted large numbers of displaced people. This reflected the Fund’s effort to take a more regional approach to conflicts that caused large-scale displacement. CERF was also among the first supporters of response to countries affected by the Ebola outbreak, namely Guinea, Liberia, Nigeria and Sierra Leone, allocating

Donor snapshot Kingdom of Saudi Arabia in Iraq

In June 2014, OCHA undertook the disbursal and tracking of a $500 million donation from the Kingdom of Saudi Arabia for the humanitarian response in Iraq. This was one of the largest single contributions of its kind for UN humanitarian operations. OCHA worked with UN agencies in prioritizing allocations to ensure that the most urgent needs in the health, shelter, food, water and sanitation sectors, among others, were financed. Within days, the $500 million was disbursed to 12 UN agencies and IOM, enabling them and their implementing partners to initiate response operations. Agencies used the fund to reach 7 million people across Iraq. By November, 5.6 million Iraqi children had been immunized against polio nationwide, 1.5 million conflict-affected people had received food, water, sanitation and hygiene assistance, and 1.2 million displaced Iraqis had received emergency shelter and essential relief items. More than 1 million displaced Iraqis received emergency medical services, and nearly 100,000 children received psychosocial counselling and were able to attend school.

Aid made possible by Saudi funding arriving in Iraq ©UN OCHA

http://www.unocha.org/cerf

http://www.unocha.org/cerf/cerf-worldwide/funding-window/funding-window-2014




http://www.unocha.org/top-stories/all-stories/iraq-500-million-respond-massive-humanitarian-crisis


funds in April 2014. This enabled responding agencies to rapidly scale up their operations.

To improve CERF management, boost resource mobilization and back up its advocacy, CERF’s performance and accountability framework was reviewed. The CERF secretariat also revamped its training approach, which now focuses on senior HCT leadership to strengthen the strategic use of CERF funds through improved needs prioritization.

In addition to the management of pooled funds, OCHA convenes pledging conferences. It brings together key stakeholders to raise the financial resources required to fund humanitarian work. On 15 January 2014, with the Government of Kuwait and UNHCR, OCHA organized the second International Humanitarian Pledging Conference for Syria, chaired by UN Secretary-General Ban Ki-moon and hosted by the Emir of Kuwait, His Highness Sheikh Sabah Al Ahmed Al Jaber Al Sabah. In response to the escalating crisis, donors pledged $2.4 billion for Syria and neighbouring countries.

In May, the Humanitarian Pledging Conference for South Sudan, co-hosted with Norway, alerted the world to the possibility of famine due to widespread food insecurity, linked partly to the conflict, if funding for relief-and-prevention activities was not mobilized. Donors pledged more than $600 million, nearly doubling the total resources available to respond to needs in South Sudan and surrounding countries.

PROTECTION AND ACCESSWith 80 per cent of humanitarian assistance in 2014 being provided in conflict-affected countries, ensuring adequate protection of civilians and their access to humanitarian assistance were key priorities for OCHA’s advocacy. In particular, OCHA made the case for stronger measures to put pressure on parties to conflict to adhere to their obligations under international humanitarian law.

To better coordinate negotiations and advocacy to improve humanitarian access, OCHA developed the Access Monitoring and Reporting Framework, which was used in six countries in 2014. The framework allows humanitarian actors on the ground to share and track operational access constraints so that agencies can identify challenges, develop solutions and make joint requests when negotiating for increased access to people in need. In Afghanistan, the system focused on monitoring constraints related to military operations, as well as violence committed against humanitarian personnel, assets and facilities. Weekly information flows on access were established with multiple security data sources, which allowed for incident triangulation and more reliable reporting. In Ethiopia, where humanitarian needs were linked to outbreaks of conflict in Oromia region, as well as widespread food insecurity in parts of the country, the OCHA

http://www.unocha.org/syria-humanitarian-pledging-conference



http://www.southsudanhumanitarianconference.org

http://www.southsudanhumanitarianconference.org

http://www.humanitarianresponse.info/system/files/documents/files/OCHA_Access_Monitoring_and_Reporting_Framework_OCHA_revised_May2012.pdf

http://www.humanitarianresponse.info/system/files/documents/files/OCHA_Access_Monitoring_and_Reporting_Framework_OCHA_revised_May2012.pdf


office used the framework to monitor and record access constraints. Using the shared data, humanitarian actors were able to effectively negotiate access to many of the most affected areas. This included the establishment of an international NGO presence in Nogob Zone’s Fik Town in Somali Region following the suspension of aid operations after the killing of a WFP staff member in 2011.

In Syria, securing humanitarian access has been particularly difficult, with hundreds of thousands of civilians living in hard-to-reach or besieged areas, many of them denied access to food, clean water and warm shelter. Much of the conflict has centred in densely populated urban areas such as Homs, Aleppo and Damascus, which have experienced heavy and indiscriminate use of weapons.

A small group of UN agencies and international and national NGOs were

Targeting of civilians and aid workers

Civilians were killed and injured in targeted or indiscriminate attacks in violation of international humanitarian law and often with complete impunity during 2014. Civilians were particularly vulnerable as conflict increasingly spread to densely populated urban areas. According to preliminary figures from the Aid Worker Database, 270 aid workers were kidnapped, injured or killed in 2014, the vast majority of them national staff.

USG Amos at a post-Security Council press stake-out©UN/Yubi Hoffmann

https://aidworkersecurity.org/


permitted by the authorities to operate in Syria in 2014. OCHA’s advocacy on Syria contributed to the passing of Security Council resolution 2139, which pressed the Government and other parties to the conflict to abide by their international legal obligations and to facilitate access to people in need. Resolution 2139 was followed by resolution 2165, passed in July 2014, which authorized cross-border and cross-line humanitarian access for UN agencies and their implementing partners to deliver humanitarian aid from designated border crossings into Syria. It also established a related UN monitoring mechanism under the Secretary-General’s authority to monitor aid deliveries across the designated borders into Syria. The Security Council also reaffirmed that all parties to the conflict had a responsibility to ensure the safety and security of personnel of the United Nations and humanitarian groups. The resolution helped people in need gain access to much-needed assistance from UN humanitarian agencies and implementing partners, enabling delivery to hundreds of thousands of people and complementing the considerable cross-border deliveries conducted by NGOs.

OCHA’s access negotiations with non-state armed groups and the Government of Syria enabled UN agencies and their implementing partners to conduct 50 cross-line convoys (out of 115 requested), bringing assistance to an estimated 1.2 million people in besieged or hard-to-reach areas. Despite this, 212,000 people remained besieged by the end of the year.

In Iraq, ISIL and other armed groups took control of large parts of the country in 2014, resulting in large-scale and rapid displacement of civilians. OCHA established an office in Erbil and surged staff to support the escalating crisis, as an L3 emergency was declared in August. As the conflict escalated, humanitarian access worsened, with agencies facing the threat of attack as well as administrative hurdles, including

Homs

Hama

Idlib Aleppo

Tartus

Latakia

Quneitra Rural DamascusDaraa

I R A Q

J O R D A N

T U R K E Y

SYRIANARAB

REPUBLIC

SYRIANARAB

REPUBLIC

SAUDI ARABIA

LEBA

NON

Damascus

Convoy departure cityConvoy routesOther roads

# convoys receivedby governorate1

10

Armistice Demarcation LineBoundary of formerPalestine Mandate

Sources: OCHA, Natural Earth, UNCS.

SYRIA CROSS-BORDER AID CONVOYS

http://www.unocha.org/cap/iraq-humanitarian-crisis-2014-animation

http://www.unocha.org/cap/iraq-humanitarian-crisis-2014-animation


delays in securing visas, crossing checkpoints and registering vehicles. OCHA tracked access-related data and advocated the removal of constraints so that humanitarian actors could reach people in acute humanitarian need in regions that had previously been difficult to reach.

In Yemen, localized conflict between Al Houthis and Salafis in Sa’ada Governorate spread as the Houthis expanded their influence southwards in 2014. An estimated 100,000 civilians were displaced in the north (Amran, Sa’adah and Al Jawf), south (Al Dhale’e, Abyan and Shabwah) and centre (Marib, Al Bayda and the larger Sanaa). In coordination with ICRC and Yemen Red Crescent, OCHA helped to negotiate humanitarian access to hard-to-reach areas.

As peace-and-reconciliation talks took place in Mali, for the first time specific wording on humanitarian access and protection of civilians was included in the text of the draft declarations. As violence continued in the north, OCHA prepared HCT-endorsed guidance on humanitarian engagement with armed groups, which served as the basis for engagement by partners. Logistics and security constraints were dealt with through UN civil-military coordination mechanisms, with OCHA mapping priority areas and roads that needed to be secured. However, these efforts were constrained by the limited capability of national and international forces to secure the environment to facilitate an expansion in the delivery of humanitarian aid.

In addition to its advocacy, OCHA continued to strengthen its guidance for humanitarian actors for the protection of civilians in conflict on the ground in collaboration with partners. In South Sudan, OCHA aided in the development of an HCT protection strategy with UNHCR, and in CAR OCHA supported a DPKO-led inter-agency mission addressing protection concerns.

OCHA’s advocacy on civilian protection was not limited to complex emergencies. In Haiti, where almost 80,000 people remained displaced across 105 sites in December 2014, OCHA argued against the forced eviction of displaced people. These efforts resulted in a freeze on IDP evictions in the Port-au-Prince neighbourhood of Canaan.

OCHA’s advocacy efforts for the protection of civilians extended to other issues, including the need to find durable solutions to displacement in urban settings and the humanitarian impact of explosive weapons in populated areas. OCHA began compiling examples from national armed forces of good practice in minimizing or avoiding the use of explosive weapons in populated areas. OCHA will share these with States, national armed forces and other relevant actors to help promote and contribute to a change in practice, with a view to strengthening the protection of civilians.

http://www.unocha.org/what-we-do/policy/thematic-areas/protection


EMERGENCY RESPONSE PREPAREDNESSPreparedness for emergencies is key to effective response. In 2014, OCHA undertook a range of actions to support disaster preparedness. They included providing training to Governments and regional organizations, setting global standards for response readiness, and advocating with Member States for funding to promote emergency response preparedness.

OCHA’s Regional Office for Asia and the Pacific (ROAP) conducted contingency response training for regional and national partners in Cambodia, DPRK,

Laos, Myanmar, Papua New Guinea, the Philippines and Vietnam. In the Philippines, one year after Super Typhoon Haiyan displaced hundreds of thousands of people, Typhoon Hagupit struck on 6 December 2014. The Government applied preparedness lessons learned after Haiyan and previous typhoons, and it moved 1.7 million people to evacuation centres. ROAP also developed infographics to assist analysis of the potential impact of El Niño on the region, using data analysis, mapping and disaster management experience.

Training is an essential component of OCHA’s preparedness work. Equally

Search-and-rescue teams during an On-

Site Operation and Coordination Centre

©OCHA/Stefania Trassari


critical is ensuring that disaster preparedness is discussed and supported at the highest political and institutional levels. OCHA developed emergency response preparedness guidance for the IASC, but insufficient resources are directed towards emergency preparedness and risk mitigation. USG/ERC Amos raised this issue in numerous forums, including at the Davos World Economic Forum, the Global Humanitarian Policy Forum, the World Humanitarian Summit consultations and the commemorative ceremony on the tenth anniversary of the Indian Ocean tsunami. This was one of the key issues OCHA hoped to see addressed at the World Conference on Disaster Risk Reduction in Sendai, Japan, in 2015.

To better prepare for disasters relating to chemical, biological, radiological, nuclear and epidemiological incidents, OCHA has engaged in the OECD Working Group on Chemical Accidents. OCHA also worked with partners to ensure technological hazards were included in the post-2015 framework for disaster risk reduction, and it supported

dialogue on the humanitarian impact of nuclear weapons through participation in the Inter-Agency Committee on Radiological and Nuclear Emergencies.

INfoRM to analyse risk

The INfoRM risk index is a global, open-source platform that measures the risk of humanitarian crises occurring or worsening. Launched in 2014 by the EU/IASC with OCHA support, INfoRM identifies hazards and exposure to risk, vulnerability and coping capacity to create risk profiles and a global risk ranking for 191 countries. Using INfoRM with other tools to evaluate risk has enabled OCHA’s regional offices and its Emergency Preparedness and Environment Section to agree on priority countries in which to focus support for preparedness activities.

Building on INfoRM, OCHA developed and launched the Environmental Emergencies Risk Index, adding technological hazards and environmental vulnerability to the analysis.

Cross border simulation exercise with the Kyrgyzstan Red Crescent Society, local authorities and OCHA ©KRCS/E.Bryabina

http://www.unisdr.org/we/coordinate/hfa-post2015

http://www.unisdr.org/we/coordinate/hfa-post2015

http://www-ns.iaea.org/tech-areas/emergency/inter-agency-matters.asp

http://www-ns.iaea.org/tech-areas/emergency/inter-agency-matters.asp

http://www.inform-index.org


OCHA works with external partners to ensure that the global humanitarian community is diverse, interoperable and innovative. By working with Governments, non-governmental organizations, businesses and humanitarian professionals, OCHA improves the coordination and effectiveness of global humanitarian response.

DIVERSITYProfessionals from different backgrounds, organizations and sectors must be included in the design and implementation of humanitarian response activities. In 2014, OCHA strengthened its outreach, resource mobilization, partnership and information-sharing with professionals in Governments and regional and national bodies to help build a more robust and inclusive humanitarian system. In particular, successful partnerships with Governments across the Middle East and North Africa improved humanitarian collaboration, information-sharing and resourcing of crisis-response operations.

OCHA forged stronger partnerships with more diverse national governments in 2014 to improve joint planning and analysis, and to enhance complementarity with government plans. Achievements included agreements on natural disaster response, information exchange and needs assessments.

OCHA signed a memorandum of understanding with Japan to improve joint response to natural

FIT FOR THE FUTURE

disasters, including information-sharing processes and preparedness-scenario planning. With Iran, OCHA established a plan of action to encourage information exchange and capacity-building of local authorities on humanitarian issues at national, regional and international levels.

In CAR, the HCT worked with the transitional Government to develop a response plan for displaced people in seven priority sites in the south-west, including Bossangoa, Boda, Boboua, Godzi, Berberati, Carnot and PK12.

In Colombia, the Government set up a high-level committee to discuss areas of common interest with the HCT. These included information sharing, coordination arrangements between the HCT and the Government, and joint response planning. As a result, the HCT was able to improve targeting of vulnerable people and improve complementarity of action.

OCHA worked closely with regional and multilateral institutions to analyse needs, coordinate emergency preparedness efforts, advocate humanitarian principles and conduct training.

OCHA developed a plan of action with the Organization of Islamic Cooperation (OIC), and both organizations undertook joint missions to Chad and Mauritania to determine response priorities. To build capacity within OIC and regional NGOs for humanitarian response, OCHA conducted training on international humanitarian standards and helped OIC’s humanitarian department to review its role and functions.

http://www.jica.go.jp/english/news/press/2014/140723_02.html

http://www.jica.go.jp/english/news/press/2014/140723_02.html

http://www.unhcr.org/54c251f39.pdf


World Humanitarian Summit Regional Consultations

The West and Central Africa consultation took place in Abidjan, Côte d’Ivoire, in June 2014. More than 200 representatives from crisis-affected populations, religious bodies, the private sector, local authorities, national ministries, UN agencies, national and international NGOs and ICRC participated. Discussions focused on how to strengthen collaboration on disaster preparedness, risk mitigation and humanitarian response. Informing the debate were a series of OCHA-led consultations with hundreds of disaster-affected people and dozens of communities across 10 countries, as well as input from online consultations and hundreds of responses from an online survey.

The challenge for ROAP in planning the July consultation for North and South-East Asia was how to be inclusive while keeping the discussions focused. ROAP worked with NGO representatives from the International Council of Voluntary Agencies and the Asian Disaster Reduction and Response Network to mobilize local civil-society organizations in each of the 16 countries to hold local consultations, including with the affected communities they work with. A similar approach was adopted with the HCTs

in each country under the leadership of RCs and HCs. This way, ROAP collected the views of nearly 700 people and/or organizations across 16 countries and presented an analysis of these findings at the consultation.

Alongside the Republic of South Africa and the Federal Republic of Ethiopia, OCHA’s Regional Office for Southern Africa (ROSA) co-hosted the WHS Consultation for Eastern and Southern Africa in October 2014. More than 200 delegates participated in the meeting, which included Government representatives, civil society, the private sector, academia, youths, disaster-affected communities, UN agencies and international aid organizations from 23 countries across both regions. Consultations with more than 3,200 people from 25 countries were also conducted in the months leading up to October 2014.

OCHA’s Regional Office for Latin America and the Caribbean organized two national consultations, sub-regional consultations, a thematic roundtable on risk management and vulnerability reduction, and a forum on accountability and innovation, alongside partners from the Regional Risk and Emergency Disaster Task Force and regional HCTs, in preparation for the 2015 regional consultation.

CÔTE D’IVOIRE19-20 Jun 2014

SOUTH AFRICA27-29 Oct 2014

JAPAN23-24 Jul 2014JORDAN

3-5 Mar 2015

HUNGARY3-4 Feb 2015

Regional consultations

ISTANBUL2016

GENEVA14-16 Oct 2015

GUATEMALA5-7 May 2015

NEW ZEALAND30 Jun-2 Jul 2015

TAJIKISTAN28-30 Jul 2015

https://www.worldhumanitariansummit.org


OCHA’s partnership with the African Union (AU) was particularly effective during the Ebola response, when the organizations exchanged information and details of response gaps to ensure coordinated efforts. OCHA also worked with the AU Commission of Peace Support Operations to create the Africa Disaster Managers Platform to enhance civil-military coordination in humanitarian interventions.

In 2014, OCHA organized two high-level field missions to raise awareness of neglected crises. The first, co-led by the League of Arab States and OIC, was to Mauritania to raise the profile of the country’s chronic food insecurity and drought. Representatives from Kuwait, Qatar, Turkey, United Arab Emirates, the

AU, ECHO and several NGOs from the Gulf region participated. As a result of the mission, an NGO2NGO cooperation model was set up, with NGOs from the Gulf financially and materially supporting the capacity-building of Mauritanian NGOs.

Member States, regional organizations and national NGOs also joined a partnership mission to Chad to raise awareness of needs, and to increase communication and engagement between traditional donors and emerging partners. Following the mission, Turkey (TIKA), the Sheikh Thani bin Abdullah Foundation for Humanitarian Services and Qatar Charity opened offices in Chad.

OCHA staff interviewing a representative of the NGO Solidarités about water chlorination in Goma, DRC©OCHA/Vicky Prekabo

http://www.preventionweb.net/english/hyogo/regional/platform/afrp/2014


In Brussels, OCHA’s Liaison Office held regular briefings with NATO on humanitarian priorities in Ukraine, including issues such as integrated missions and the importance of militaries respecting humanitarian principles in coordination efforts. The office also regularly exchanged information with European parliamentarians, advocating for the EU humanitarian aid budget to be protected.

OCHA’s Partnership and Resource Mobilization Branch prioritized outreach to non-IASC NGOs in 2014, linking them directly with donors. OCHA’s Gulf Liaison Office helped Gulf NGOs develop stronger information-sharing mechanisms within the sector and with media and academics. OCHA organized the fifth Annual Conference on Effective Partnerships and Information Sharing for Better Humanitarian Action, hosted by Kuwait, which attracted a wide range of humanitarian actors and led to better inter-organization information-sharing. To build the capacity of national NGOs in CAR, OCHA set up an information-exchange platform in the capital. In Myanmar, a series of consultations improved trust-building, coordination and cooperation among NGOs, resulting in better mapping of needs and response prioritization in the country.

Recognizing the crucial role that the private sector already plays in emergency response and preparedness through, for instance, technology, logistics and telecommunications, OCHA organized business consultations

in 2014 in Rwanda, South Africa and Thailand. The aim was to encourage the private sector to work alongside UN agencies, NGOs and government actors to develop emergency preparedness and response strategies. In Rwanda, several companies agreed to participate in a private sector-led disaster management committee that will address emergency preparedness and immediate and long-term response. Following the South Africa consultation, OCHA helped set up a public-private sector platform in Madagascar to improve collaboration in emergency response. Participating companies

USG Amos at the session on ‘Building Resilience to Natural Disasters,’ World Economic Forum, Davos©swiss-image.ch/Remy Steinegger

http://www.arabhum.net/contentitemen.php?ID=12610




endorsed the establishment of a private sector network in the Philippines following the Bangkok consultation.

OCHA has established an informal private sector advisory group, which seeks to enable effective private sector engagement in emergency preparedness and response.

In support of the UNMEER-led Ebola response, OCHA helped set up a private-public platform that tracked and shared information on private sector contributions to the response, ensuring greater visibility of these contributions on the Financial Tracking Service.

OCHA supported a UN-wide group to ensure coordination of private sector engagement, and it developed a guide to giving for businesses interested in supporting the response. More than 200 participants from the private sector in Europe, North America and Africa attended an OCHA-organized webinar on ‘The Power of Business in the Ebola Response’. As a result, OCHA and private sector companies issued joint advocacy messages on the Ebola response, including on maintaining flights and open borders. Some companies also provided pro bono services to the Ebola response.

Search and rescue personnel in Kazakhstan on the OCHA-managed On-Site Operations Coordination Centre in a training organized by OCHA, Russia’s EMERCOM and the Republican Special Response Team of Belarus ©OCHA/A. Issabayeva

http://reliefweb.int/report/liberia/ebola-virus-disease-outbreak-business-engagement-guide-kind-donations-and-direct

http://reliefweb.int/report/liberia/ebola-virus-disease-outbreak-business-engagement-guide-kind-donations-and-direct


INTEROPERABILITYWith the number and diversity of actors engaged in humanitarian response increasing, OCHA developed and shared common standards that reduced duplication of efforts and increased communication and learning. This was done through the publication of humanitarian policy papers, the development of shared technology platforms and the dissemination of humanitarian guidance to regional bodies.

In 2014, OCHA published the report titled Saving Lives Today and Tomorrow: Managing the Risk of Humanitarian Crises. The report set the core advocacy messages for more effective preparedness. ASG Kang officially launched the report in March, and this was followed by 14 events and briefings to discuss its recommendations. Partners included the OECD, the OCHA Donor Support Group, the Dubai International Humanitarian Aid and Development Conference, the UN Office for Disaster Risk Reduction (ISDR), ISDR’s regional consultation in Kazakhstan, the Pacific Platform for Disaster Risk Management (Fiji), the African Union, InterAction, ECOSOC, and the Second Arab Conference on Disaster Risk Reduction. The report stressed the need to increase the amount of funding targeting prevention and preparedness; encourage donors to support the most at-risk countries; and ensure that humanitarian agencies better prioritize risk management in their planning. The report informed

the Secretary-General’s report on the coordination of humanitarian affairs as well as the Secretary-General’s synthesis report on the post-2015 Sustainable Development Goals.

In addition to the HDX platform, OCHA assisted with the update and standardization of the KoboToolBox data-collection tool managed by the Harvard Humanitarian Initiative. KoboToolBox is a digital platform that helps humanitarian agencies and organizations to build, collect, analyse and manage data on humanitarian needs. The new version was piloted in Colombia, Haiti, Ukraine and during the Ebola crisis (through UNMEER), leading to more comprehensive and systematic assessments.

As secretariat of the IASC task team on preparedness and resilience, OCHA drafted the IASC guidance on resilience, thus helping to define the role of humanitarian organizations in improving the resilience of disaster affected and disaster-prone communities. In southern Africa, OCHA’s Regional Office for Southern Africa (ROSA), as chair of the Regional Inter-Agency Standing Committee, coordinated discussions with SADC, Government representatives and others to develop a resilience framework for southern Africa. As a result, SADC improved its vulnerability assessments, and OCHA, SADC and partners mapped out standard operating procedures to be used during a disaster. This work will prove valuable if natural disasters or sudden-onset crises affect these communities.

http://http://www.unocha.org/what-we-do/policy/resources/saving-lives-today-and-tomorrow



http://www.kobotoolbox.org


Civil-military coordination

In 2014, OCHA facilitated dialogue between civilian and military actors to promote humanitarian principles, improve coordination and enhance aid workers’ protection and security. Seventeen civil-military coordination (CMCOORD) training programmes were undertaken with partners around the world. The events included 435 humanitarian and military participants, 105 of whom were women. The OCHA team also established a pool of trainers to support future emergency operations.

Coordination with over 20 multinational forces in the response to Super Typhoon Haiyan improved the efficiency of the response. When Typhoon Hagupit hit the Philippines in December 2014, the Government quickly established a multinational coordinating centre supported by a dedicated CMCoord Liaison Officer.

In CAR, pre-deployment training was given to members of MISCA, MINUSCA and EUFOR, as well as to the AU Regional Task Force. UN-CMCoord briefed non-state armed actors (anti-Balaka and ex-Seleka), and CMCoord established a working group to prepare national guidelines for civil-military coordination. In South Sudan, OCHA supported induction training for incoming troops to the UNMISS force on humanitarian principles.

OCHA’s Civil-Military Coordination Section prepared guidance on humanitarian organizations’ participation in military preparedness-related events,

and OCHA developed a guidance paper titled “Civil-Military Interaction and Use of Foreign Military and Civil Defence Assets (MCDA) in the Context of the Ebola Crisis in West Africa”. A “Guide for the Military”—a practical reference guide to familiarize military personnel with humanitarian action and the UN-CMCoord concept and principles—was completed in August 2014 and shared with regional and national entities.

The military helps distribute food after Super Typhoon Haiyan in the Philippines©WFP/Marco Frattini

http://www.unocha.org/what-we-do/coordination-tools/UN-CMCoord/overview

http://foodsecuritycluster.net/document/un-ocha-civil-military-interaction-and-use-foreign-military-and-civil-defence-assets-mcda





INNOVATIONOCHA is committed to the introduction and scale-up of innovative humanitarian solutions aimed at delivering more effective emergency response. In 2014, OCHA made progress with innovations in cash operations, social media and advocacy, crisis mapping and humanitarian policy.

OCHA took practical steps to integrate cash programming into inter-cluster coordination and the Humanitarian Programme Cycle in 2014. OCHA sent its first Cash Coordinator to the Super Typhoon Haiyan response. After analysing the market, cash programmers concluded that the Philippines was a good place in which to deliver a significant proportion of assistance in the form of cash, not only in-kind goods. International cash transfers and remittances make up close to 10 per cent of the Philippines’ gross domestic product, and the financial sector is vibrant and innovative. In recent years, the Government has created a large-scale cash-based safety-net programme, covering nearly one third of the country’s population. It frequently used cash-for-work programmes as a disaster response option. OCHA helped set up a Cash Working Group, which held meetings in Manila and in the affected areas of Tacloban and Guiuan to assess needs and coordinate cash-transfer programming. The Cash Learning Partnership, comprising OCHA and five international NGOs, ensured that the transfers aligned with the Government’s existing safety-net programme.

In 2014, OCHA introduced new communication tools and expanded its social media engagement and impact. It launched a series of visual, interactive products, including animations, videos, maps and web pages to strengthen the impact of its messages. Several issue-specific microsites were launched to support advocacy for events on CAR and South Sudan, as well as to promote OCHA’s new Year in Review site. These new tools and visualizations are increasingly accessible to smartphone and tablet users, ensuring that OCHA remains engaged with new audiences.

OCHA updated its online digital media strategy, which resulted in the number of Twitter followers of @UNOCHA increasing from 49,438 in January 2014 to 103,000 by 31 December. The number of followers of @Valerie Amos rose from 25,000 to 37,000 in the same period. OCHA Facebook page-likes increased by 500 per cent in 2014, from 38,731 to 212,312. Page visits to the OCHA website increased from 192,974 to 436,000. OCHA also strengthened its digital media content production and outreach in Arabic to reflect the growing interest and partner engagement in the region.

In Mali, OCHA supported the creation of an open-source community of digital volunteers who were trained to use open and crowdsourcing Geographic Information System (GIS) tools to improve community-based data collection. The Open Street Map community in the capital, Bamako, contributed to collecting and mapping data related to the Ebola outbreak. In

http://www.cashlearning.org

http://www.cashlearning.org

http://www.unocha.org/CARphotojourney

http://www.unocha.org/multimedia-resources/South-Sudan,-Republic-of

http://www.unocha.org/top-stories/all-stories/2014-year-review

https://twitter.com/unocha

https://twitter.com/valerieamos

https://twitter.com/valerieamos

https://www.facebook.com/UNOCHA

http://www.unocha.org/

https://www.openstreetmap.org/relation/192785


TWITTER FOLLOWERS

INCREASE

108%

FACEBOOK PAGE LIKES

INCREASE

448%49,438

103,000

38,731

212,312

JANUARY DECEMBER

Ethiopia, OCHA led the preparation of a “heat map” that made use of historical trend analysis to identify regions of persistent vulnerability. Findings from this mapping exercise led the HCT to seek more development programming in areas of persistent humanitarian need. This evidence was critical to obtaining a $67 million grant from the World Bank-managed Risk Financing Mechanism to address food relief in 2014.

In 2014, more than 4.96 million users accessed ReliefWeb, OCHA’s specialized digital service for the humanitarian community. The service added more than 54,000 reports and maps, and it covered all the year’s major crises, such as CAR, Iraq, South Sudan, Syria, and the Ebola outbreak.

OCHA’s innovation grant programme, set up to fund research on innovative humanitarian solutions, provided small grants for research on the effectiveness of building “life towers” in India’s flood-prone settlements of Odisha, and for a project to examine how best to reconnect fragmented communities in northern Pakistan.

In November 2014, OCHA issued the policy paper “Humanitarian Innovation: The State of the Art”. The paper examined the importance of developing a portfolio of projects to spread risk when experimenting with innovation, and the need to harness market forces to identify commercial uses for innovative products to generate competition. These findings will guide OCHA’s future innovation projects.

Open Street Map training in Mali©OCHA/Guido Pizzini

2014 SOCIAL MEDIA

http://reliefweb.int

https://docs.unocha.org/sites/dms/Documents/Bhatt_Microinsurance.pdf

https://docs.unocha.org/sites/dms/Documents/OP9_Understanding%20Innovation_web.pdf

https://docs.unocha.org/sites/dms/Documents/OP9_Understanding%20Innovation_web.pdf


World Humanitarian Day

Marked each year on 19 August, World Humanitarian Day (WHD) was established by the General Assembly in 2009 as a day to recognize humanitarian workers and those who have lost their lives working for humanitarian causes. WHD has grown into a global campaign celebrating the spirit of humanitarianism and promoting

support for life-saving humanitarian action. OCHA coordinates a global campaign with partners worldwide on behalf of the humanitarian community. In 2014, OCHA launched ‘Messengers of Humanity’, a community-engagement platform that amplifies and unites a generation’s call for a better world. The platform is a place for people to join a global community that stands up for humanity.

For WHD 2014, OCHA ran a Humanitarian Heroes campaign, which told the stories of humanitarian workers around the world and called for greater protection of aid workers following a record number of fatalities in 2013 and 2014. Some 60 events were held globally, including a mini marathon in Mogadishu, a text messaging campaign in Yemen, a special Security Council session in New York on the protection of humanitarian workers, a panel discussion in Geneva and a service in Westminster Abbey in the UK commemorating lives lost. A public event was also held in New York, opened by the Secretary-General and streamed live by Huffington Post to an audience of 19.5 million people, to raise awareness of humanitarian crises around the world.

CELEBRATE THE WORLD’S HUMANITARIAN HEROES

Eunice NyarorVolunteer in South Sudan

PHOTO BY JACOB ZOCHERMAN

CELEBRATE THE WORLD’S HUMANITARIAN HEROES

Eunice NyarorVolunteer in South Sudan

PHOTO BY JACOB ZOCHERMAN

http://worldhumanitarianday.org

http://worldhumanitarianday.org

http://www.messengersofhumanity.org/


This section outlines OCHA’s corporate efforts to support field effectiveness and ensure that the global humanitarian community is fit for purpose.

PEOPLE MANAGEMENTIn response to increased global humanitarian need in 2014, OCHA increased its overall number of staff in the field, moved staff from countries where offices were scaling down to those that were scaling up, and developed national staff through post rotations and opportunities for development through Emergency Response Roster (ERR) deployment. OCHA also sought to increase the diversity of its staff.

MANAGEMENT AND ADMINISTRATION

Rapid scale-up in L3 emergencies meant that field vacancy rates increased slightly from 10 per cent to 13 per cent by year-end as OCHA managed the administration and recruitment of 45 additional posts. To expedite field recruitment, OCHA’s Administrative Support Branch (ASB) completed a major classification project to establish baseline job descriptions for multiple field positions.

OCHA’s efforts to increase the number of field staff had to be carried out alongside major surge deployments. Staff were surged to L3 crises as well as to offices in protracted crises, to small- and medium-sized emergencies and to support the global response to the Ebola outbreak in West Africa. In 2014, OCHA’s Surge Capacity Section deployed 209 staff to 29 countries. Ninety-three deployments were from the ERR, 72 from the Stand-by Partnership Programme, 33 from the Associates Surge Pool, eight from the Senior Surge roster and three from the Roaming Emergency Surge Officer roster. Some 84 per cent of these deployments were to complex emergencies and 16 per cent to natural disasters. Iraq received highest number of deployments, followed by the Philippines, CAR, South Sudan and Ukraine.

OCHA West Africa surge

ROWCA provided more than 1,300 days of surge support to ongoing crises including Cameroon, CAR and Chad, as well as to the Ebola crisis. OCHA also deployed three UNDAC teams to help establish coordination structures and bolster information management in Liberia and Mali, as well as to support WHO’s operation at UNMEER’s headquarters in Ghana. In CAR, OCHA sent an emergency surge-capacity team to help establish seven sub-offices around the country to implement inter-agency and civil-military coordination. Staff numbers in CAR increased from 20 to 50.


2014 SURGE DEPLOYMENTS

Sierra Leone

Paraguay

Bolivia

Chile

Peru

Honduras

Somalia

Comoros

Syrian ArabRepublic

ChadTunisia

Thailand

TurkeySerbia

Ukraine

United Statesof America

YemenDjibouti

SouthSudan

Zimbabwe

Sudan

Iraq

Jordan

Lebanon

Liberia

Mali

MyanmarNepal

Niger

NigeriaGhana

Pakistan

Bangladesh

PhilippinesCape Verde

Senegal

SolomonIslands

MarshallIslands

Papua NewGuinea

oPt

CAR

CameroonCongo

DRC

Fiji

TongaVanuatu

GuineaGambia

BY COUNTRY

15

Number of deployments

510

CAR: Central African Republic, DRC: Democratic Republic of the Congo, oPt: occupied Palestinian territoryThe boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.Source: OCHA

HIGHEST NUMBEROF DEPLOYMENTS

Iraq

Philippines

CAR

South Sudan

Ukraine

53

51

43

25

25

BY NUMBER OF DAYS

TOTAL DAYS OF SURGE(EQUIVALENT TO 74 YEARS)

ERRSBPP

ASPRO

UNDACRESO/ROSOSenior Surge

7,724

7,1066,120

3,353

1,419606

536

26,864

BY EMERGENCY TYPEBY GENDER


RESO/ROSORoaming EmergencySurge Officer/Roaming OperationalStability Officer[Launched in 2013]

A new surge initiative. At present, three experienced OCHA staff members are serving on surge deployments at least 80 per cent of the time.

SENIOR SURGE[Launched in 2013]

Senior OCHA staff based in HQs with proven field leadership credentials (P4 to D1 level). Members are deployed to new corporate emergencies or Level 3 emergencies for an average of three months.

ASPAssociates Surge Pool[Launched in 2010]

ASP members are freelance experts who deploy for OCHA on temporary appointments to bridge the gap until longer-term staff arrive. They can deploy for three to six months with the flexibility to extend if needed.

SBPPStand-By PartnershipProgramme[Launched in 2000]

OCHA maintains agreements with 12 standby-partner agencies for the provision of highly skilled external personnel in emergencies to be deployed at short notice.

UNDACUnited NationsDisaster Assessmentand Coordination[Launched in 1993]

UNDAC teams deploy within 48 hours of a sudden-onset emergency to support early coordination and needs assessments.

ERREmergencyResponse Roster[Launched in 2008]

OCHA’s internal surge mechanism, the ERR, consists of approximately 50 staff from a range of professional categories and duty stations. They are placed on standby for six-month deployment rotations.

RORegional offices

When emergencies require new offices or additional support for an existing office, staff at OCHA regional offices are the first to deploy.

SURGEMECHANISM BACKGROUND NUMBER

DEPLOYED

DEPLOYMENTS BY SURGE MECHANISM


OCHA also worked to improve its gender equality. Some 42 per cent of all OCHA staff are female, including at senior levels (P5 and above), falling just short of the management target of 45 per cent. Some country offices have made significant progress. In CAR, the staff gender balance went from 10:90 to 50:50 in 2014 due to the continued efforts of the human resources team to diversify the make-up of the team, and under the guidance of a Gender Adviser. In Afghanistan, recruitment processes were redesigned to increase the number of female professional candidates who apply for positions by ensuring that at least one qualified female candidate was shortlisted for national posts.

To strengthen gender-equality programming in 2014, OCHA senior management made gender a corporate priority with the Gender Adviser reporting to the Office of the Assistant Secretary-General.

LEARNING AND PERFORMANCEIn 2014, OCHA launched a Learning Platform, developed a Learning Monitoring and Evaluation System, and promoted training on environmental emergency awareness, needs assessments, information management and the Humanitarian Programme Cycle.

The OCHA Learning Platform, launched in 2014, includes a core curriculum and induction package for field staff.

The core curriculum brings a more strategic and systematic approach to professional development, enabling staff to continuously update their skills and knowledge. The platform was launched in conjunction with the Learning Monitoring and Evaluation System, which houses all data relating to learning trends for analysis and improvement of service delivery. OCHA also established a learning community of practice, bringing together country, regional and headquarters staff to promote learning and sharing of best practice globally.

In 2014, OCHA improved career development opportunities for staff, with a particular focus on national staff. National staff exchanges and rotations were undertaken from the field into headquarters and between countries. In offices in transition, such as in Zimbabwe, OCHA supported national staff to move into international roles wherever possible.

OCHA SENIOR STAFF FEMALE REPRESENTATION

DECEMBER 2012

38%

OCHA TARGET 45%

43%DECEMBER 2014

(P5 AND ABOVE)


SUPPORT SERVICES AND TOOLSOCHA prepared for the roll-out of Umoja, an administrative system aimed at modernizing UN Secretariat-wide administration processes. It also established Operations and Corporate Support Units and upgraded the global Financial Tracking System (FTS).

Umoja will improve OCHA’s service to clients by modernizing its administration in finance, human resources, procurement and asset-management processes.

Within OCHA’s ASB, an Operations Support Unit was established to take a whole-of-OCHA approach to the oversight of general administration, covering procurement, travel and facilities management. The unit boosted administrative efficiency by enhancing OCHA’s capacity to provide direct administrative field support. OCHA also established a Corporate Support Unit to bolster strategic planning, reporting, communications and knowledge management activities.

Training snapshot for 2014

• New CERF training developed during the year targeted RC/HCs and HCT members and focused on improving project prioritization.

• HPC guidance training was provided to focal points, while workshops on SRP development took place in seven countries. All regional offices delivered HPC training.

• Environmental emergency awareness was integrated into UNDAC simulation exercises, induction courses and the International Search and Rescue Advisory Group’s earthquake simulation.

• Coordinated assessment and information management training was held for surge staff in Europe, and for 25 OCHA/UNICEF staff in the Middle East and North Africa region. Eleven additional training workshops in coordinated assessments were also carried out for over 200 staff from OCHA, UNDAC and surge staff on the Stand-By Partnership Programme. These training programmes prepared OCHA and standby partner surge-capacity staff to lead coordinated assessments; to facilitate high-quality data collection, management and analysis; to produce and disseminate high-quality analysis; and to help them better understand how the assessments form the basis of SRPs. OCHA’s UNDAC trainings in Argentina, Indonesia and Switzerland targeted 80 UNDAC members.

• All inter-cluster coordinators received coordination leadership training in Berlin.


Partnership and outreach to donors and other entities to improve reporting to FTS continued throughout 2014, and relations were strengthened with a number of partners, including the World Bank. An operational funding system was set up for the Sahel to improve data tracking, while FTS extended its accessibility by developing a mobile version of its website. Work began in late 2014 to review and modernize FTS and Online Planning and Project System reporting to enhance their interconnectedness, data standards and the alignment of these systems with the HPC.

STANDARDS AND INNOVATIONTo support the predictable delivery of coordination services, OCHA fosters a culture of innovation and knowledge sharing. This includes adopting best practices, integrating evaluations and promoting new information products.

OCHA improved its financial transparency in 2014 by working with the International Aid Transparency Initiative and the IASC to adopt common financial reporting standards, and to encourage a broader range of donors to publish their data to that standard. This initiative improves the transparency and accountability of aid flows by setting common aid-reporting standards for stakeholders in the humanitarian and development sectors.

In addition to conducting internal evaluations, OCHA managed joint Inter-Agency Humanitarian Evaluations (IAHEs), which assess the collective results of the joint response to a given emergency. In 2014, the IAHE of the response to Super Typhoon Haiyan (Philippines) was completed.

OCHA’s team in oPt strengthened the links between data collection and humanitarian advocacy by creating an online demolition-tracking system. The system tracked and visually marked

http://www.aidtransparency.net

http://www.aidtransparency.net

http://www.ochaopt.org


OCHA OPT – “HUB OF INNOVATION”

North Gaza

Gaza

Deir Al-Balah

Khan Yunis

Rafah

GAZA CrisisATLAs

August 2014www.ochaopt.org

united Nations Office for the Coordination of Humanitarian Affairs occupied Palestinian territoryP. O. Box 38712 East Jerusalem 91386 l tel +972 (0)2 582 9962 l fax +972 (0)2 582 5841 l [email protected]

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demolitions by the Israeli forces and authorities in the West Bank, sending the information to a central database. A monthly summary was then produced for cluster leads, donors and other stakeholders. The information gathered was used to make the case for the rights of people who had lost their homes and livelihoods, and to help agencies plan their responses. OCHA was also instrumental in the development of the Inter-Agency Area C Vulnerability Profile Project, which uses an interactive web platform to identify vulnerabilities in Area C of the West Bank. Summary findings were released in the first of a series of reports titled “In the Spotlight”, which became a comprehensive set of data on Area C available to humanitarian and development groups.

In Gaza, OCHA created the Gaza Atlas, a planning tool with printable maps and satellite images of all areas of the Gaza strip. This atlas helped agencies assess and respond to humanitarian and reconstruction needs during and after periods of sustained conflict. This tool was one of the most visited sections on OCHA oPt’s website, and its findings led others to make assessments with a view to increasing and extending their emergency response.

http://www.ochaopt.org/vpp.aspx

http://www.ochaopt.org/vpp.aspx

http://www.ochaopt.org/gazacrisisatlas2014/#/0

LOOKING FORWARD: STAFFING AND OPERATIONAL CHANGES 2014/2015

OFFICES TO OPEN IN 2015

NIGERIANumber of staff 25

2015 requirement $3.3M

UKRAINENumber of staff 27


IRAQNumber of staff 53


OFFICES TO DOWNSIZE IN 2015

COLOMBIANumber of staff 30 (38 in 2014) 2015 requirement $3.2M ($4.8M in 2014)

HAITINumber of staff 29 (32 in 2014)2015 requirement $2.7M ($3.6M in 2014)

INDONESIANumber of staff 11 (11 in 2014)2015 requirement $1.0M ($1.5M in 2014)

OFFICES TO UPSIZE IN 2015

CENTRAL AFRICAN REPUBLICNumber of staff 114 (36 in 2014)2015 requirement $8.4M ($3.6M in 2014)

TURKEY (SYRIA CRISIS)Number of staff 33 (24 in 2014) 2015 requirement $6.2M ($3.6M in 2014)

JORDAN (SYRIA CRISIS)Number of staff 17 (7 in 2014)2015 requirement $3M ($0.9M in 2014)

LEBANON (SYRIA CRISIS)Number of staff 18 (9 in 2014)2015 requirement $3.2M ($1.6M in 2014)

TOTAL NUMBER OF STAFF

2,154(2015: 2,374)

HEADQUARTERS

538 (567)

REGIONAL OFFICES

222 (229)

LIAISON OFFICES

23 (24)

(IRIN 2014: 36; 2015: 0)

FIELD OFFICES

1,335 (1,554)


RESOURCES, STRUCTURE AND MANAGEMENT* To achieve its strategic objectives, OCHA must periodically adjust its structure and worldwide presence, and keep track of its global- and field-level performance in a fully measurable and transparent fashion. For OCHA to demonstrate value for money, it must secure funding against planned needs, ensure the accountable stewardship of its resources and those under its management, and be resilient to risks or disruptions. The following section outlines OCHA’s progress in each of these objectives and provides a full report on OCHA’s budget and expenditures in 2014.

Due to improving humanitarian indicators in Sri Lanka and Zimbabwe, OCHA’s country offices became Humanitarian Advisory Teams (HATs) in 2014. This brought the total number of HATs to eight, including Bangladesh, Burkina Faso, Mauritania, Nepal, Nigeria and Papua New Guinea.

At the end of 2014, OCHA’s news and analysis service, IRIN, became an independent entity. IRIN was established in 1996, after the Rwanda genocide in 1994, to act as an independent news and analysis service covering underreported humanitarian crises and issues. As media and digital humanitarian communications services have evolved, IRIN is now better placed to operate as an independent entity.

IRIN is now supported by the Jynwel Foundation.

In the 2014-2017 Strategic Framework, OCHA adopted a comprehensive results-based management approach. OCHA rolled out a new suite of global and field-level indicator results frameworks in 2014, and it fully reformed its planning and reporting process. These reforms will help OCHA be more accountable for achieving results. They will also help OCHA demonstrate value for money to its stakeholders, while streamlining the reporting burden on staff and managers.

OCHA BUDGET, EXPENDITURE AND FUNDING IN 2014

$320

280

220

160

100

2010 2011 2012 2013 2014

XB PROGRAMME BUDGETXB PROGRAMME EXPENDITUREDONOR CONTRIBUTIONAVAILABLE BALANCE AT THE END OF THE YEAR FOR PROGRAMME ACTIVITIES

36M

million

RESERVE

* Financial data provided in this report are provisional pending the release of the audited financial statement for 2014

http://www.irinnews.org/

https://docs.unocha.org/sites/dms/Documents/OCHA%20SF%202014-2017%20Strategic%20Plan.pdf


OCHA began 2014 with a programme budget of $285.9 million, of which $15.8 million was the regular budget. This left an extrabudgetary (XB) programme budget of $270.1 million, for which OCHA sought funding. Including the costs for the CHF Management Units, which were approved after the XB had been finalized, the XB grew by $37.8 million to $307.9 million over the year as the office responded to new and worsening humanitarian crises, including five L3 emergencies. Expenditure reached $274 million or 89 per cent.

Total donor income was $237.5 million. Of this, 46 per cent was unearmarked funding, giving the office much-needed flexibility to manage its staff. The income received did not fully reflect the increases required given the pressures on OCHA to do more in light of the growth of L3 and other crises.

The income level required OCHA to draw extensively on its reserves to manage the gap between income and XB programme expenditure, with some $36 million drawn down. This meant that by the end of 2014, OCHA had $150.8 million in its programme reserves. This represents a significant step towards aligning OCHA’s reserve with its policy of maintaining an operational reserve equivalent to three months of staff and non-staff costs.

DIRECT EXPENDITURE BY PROGRAMME ACTIVITIES (IN MILLION US$)

DIRECT EXPENDITURE BY ADMINISTRATIVE ACTIVITIES (IN MILLION US$)

Field-Based Humanitarian Coordination

Direct HQ Support for Field Coordination

Communication and Information Management

Executive Direction and Management

Partnerships

Policy and Normative Development

Programme Common Cost

Humanitarian Financing Support

Administrative Activities

Field Level Administration Support

Communication and Information Management

Partnerships

Executive Direction and Management

$171.5 (66%)

$40.8 (16%)

$15.6 (6%)

$12.5 (5%)

$6.8 (2%)

$5.7 (2%)

$4.0 (2%)

$1.9 (1%)

$22.9 (53%)

$11.9 (28%)

$5.1 (12%)

$2.3 (5%)

$0.9 (2%)

$258.8 MILLION

$43.1 MILLION

Total

Total

Includes XB programme (excluding programme support costs) and RB direct expenditure

Excluding Secretariat-wide reform contribution and dormant accounts


2014 XB PROGRAMME BUDGET, INCOME AND EXPENDITUREOCHA’s original approved regular budget was $15.8 million. The 2014 starting XB amounted to $270.1 million, a slight decrease from the 2013 closing budget of $277 million. OCHA achieved that level despite a $20 million increase in staff costs and after-services health benefits (at identical operational capacity) following the adoption of the International Public Sector Accounting Standards by the UN Secretariat. This had a significant impact on OCHA’s budget, as over two thirds of OCHA’s costs are staff costs. Budget control was further managed through a significant prioritization and rationalization exercise that saw OCHA reduce its operational costs by $13 million and shift $7 million of information management infrastructure costs to its administrative budget in order to decrease its programme support carry-over. The largest savings in operational costs were achieved under travel, furniture and equipment.

However, the 2014 approved budget was quickly overtaken by evolving operational needs. During the year, OCHA responded to five L3 emergencies, as well as to other worsening humanitarian crises. As a result, OCHA had to increase its budget and personnel in key priority areas while also doing its best to manage its growth in a resource-tight environment. Including the costs for the CHF Management Units, OCHA’s XB programme budget increased by 37.8 million during the year, of which

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6 5 5 6

http://www.ifac.org/public-sector

http://www.ifac.org/public-sector


OCHA FINANCIAL STATUS AS AT 31 DECEMBER 2014

OCHA-Mandated Programme and Administrative Activities

Programme Activities

Administrative Activities Regular Total

Opening Balance - 1 Jan 2014 180,397,967 43,904,893 224,302,860

2014 Donor Contributions 237,543,069 19,399,600 256,942,669

Available funds 417,941,036 43,904,893 19,399,600 481,245,529

Transfer of Programme Support Charges (PSC) 1 (30,970,941) 30,970,941 -

Direct Expenditure (243,039,645) (47,662,154) (15,687,948) (306,389,747)

Total Expenditure Charged against Budget 2 (274,010,586) (47,662,154) (15,687,948) (337,360,688)

Net Available Funds before Other Income, adjustments, transfers, refunds and ISDR costs 3 143,930,450 27,213,680 171,144,130

Other Income, Adjustments, Transfers, Refunds and ISDR Costs 4 6,881,659 (4,024,551) 2,857,108

Closing Balance 150,812,109 23,189,129 174,001,238

Increase/(Decrease) in opening balance (29,585,858) (20,715,764) (50,301,622)

Mandatory Reserves 5 24,541,140 6,158,352 30,699,492

Available Balance for Spending 6 126,270,969 17,030,777 143,301,746

1) Programme support cost (PSC) levied on programme expenditure and transferred to the Administrative Account to cover cost of administrative activities.

2) For programme activities, expenditure charged against budget is the direct programme expenditure plus programme support transfers. For administrative and regular budget activities, it is the direct expenditure only.

3) Regular budget balances are not carried forward to the next biennium.

4) Transfers of PSC to/from other trust funds and transfers from dormant account, Specially Designated Contributions and ISDR; interest and miscellaneous income; foreign exchange adjustments; transfers, refunds and savings on prior period unliquidated obligations.

5) Reserves mandated under the UN Financial Regulations and Rules for extrabudgetary activities (programmme and administrative activities).

6) Regular budget balances are not carried forward to the next biennium.

$31.9 million (84 per cent) was in the field. L3s in CAR, the Philippines, South Sudan, Syria and (in August) Iraq accounted for $21.2 million (66 per cent) of the field increase. For HQ activities, the increase was $5.9 million, primarily to support work on the HPC and information management.

The budget increases reflected OCHA’s clear commitment to improving coordination and field effectiveness. The $22 million programme requirements for the Syria response were absorbed within the overall

budget by steady reductions in other field activities, such as in Haiti and Sri Lanka. Similarly, the requirements for OCHA’s response to Ebola were contained within the ROWCA budget.

In 2014, the final assessed income provided through the UN regular budget was $19.4 million including the UN Monitoring Mechanism for Syria at $3.6 million. Voluntary contributions—funds for which OCHA actively had to fundraise— totalled $237.5 million from 37 Member States, 27 of them ODSG members. This is the highest


OCHA budget

OCHA’s budget covers two types of activities: programme activities—those that are necessary for OCHA to achieve its mandate—and administrative activities—those that support administration and financial management. OCHA’s activities derive from its mandate, as established by General Assembly resolution 46/182. To fund these activities, OCHA receives an assessed contribution from Member States and voluntary contributions. The assessed contribution, referred to as the regular budget, on which no Programme Support Costs (PSCs) are applied, contributed only 5 per cent to OCHA’s total activities in 2014. This amount is not sufficient to finance the range of activities that Member States expect OCHA to deliver, as none of the assessed contributions can directly fund field activities. OCHA raises significant voluntary contributions from Member States and other donors to cover the remaining 95 per cent of its programme activities. This is referred to as the extrabudgetary programme budget. These voluntary contributions are assessed on a PSC levy of 13 per cent. The administrative activities are then paid out of the PSC levy.

OCHA BUDGET IN 2014 ORIGINAL FINAL

Regular Budget Activities (Funded from assessed contributions)1 15,790,700 19,399,600

Extrabudgetary programme budget (Funded from voluntary contributions)2 270,085,035 299,714,500

Common Humanitarian Funds 8,152,572

Total Programme Budget 285,875,735 327,266,672

Extrabudgetary administrative budget (Funded from programme support cost) 47,156,544 50,202,1771) Final - including UNMM for 3,561,000

2) Original - not including the costs for the CHF Management Units, which were added later in the year upon approval

level of voluntary funding that OCHA has ever attracted and was an increase of $4.3 million from 2013. To ensure operational flexibility and liquidity, OCHA aims at predictability, flexibility and timeliness in its income.

Most of the increase in its 2014 income came from OCHA’s success in better aligning its programmes with funding

streams, donor generosity in funding certain crises and by demonstrating its added value. OCHA signed two new multi-year agreements for earmarked funding: one for preparedness, and one for combined funding to the Turkey Humanitarian Response Fund and OCHA’s offices responding to the Syria crisis. OCHA’s partnership work with Kuwait, as well as the experience


2012 DONOR INCOME

Donor US$

United Kingdom 38,258,718

Sweden 34,391,060

United States 28,423,348

European Commission 25,304,023

Norway 21,722,788

Australia 14,528,782

Canada 7,989,294

Netherlands 7,142,857

Japan 6,972,428

Denmark 5,389,388

Switzerland 5,124,851

Germany 5,094,623

New Zealand 5,038,175

Finland 3,931,848

Spain 3,925,354

Ireland 3,845,261

Russian Federation 2,400,000

Belgium 1,781,088

Austria 1,763,071

France 1,328,021

Luxembourg 928,208

Italy 706,817 Korea 600,000 Poland 504,354 United Arab Emirates 269,975 Kazakhstan 199,929 Cyprus 129,199 Czech Republic 99,895 Andorra 67,675 Estonia 64,802 Liechtenstein 55,127 Monaco 53,619 Malta 33,699 China 30,000 Argentina 27,326 Singapore 20,000 Chile 15,000 Hungary 9,804 Afghanistan 1,000

2013 DONOR INCOME

Donor US$

Sweden 35,559,033




Norway 19,827,172



Canada 8,592,787

Japan 7,472,428


Germany 5,720,507

Denmark 5,457,522

Spain 5,249,922

Finland 4,698,605


Ireland 4,177,072

Belgium 2,814,789

Russian Federation 1,450,000

France 1,308,901

Korea, Republic of 1,000,000

Luxembourg 993,528

Italy 663,130 Poland 537,485 United Arab Emirates 520,000 Austria 420,993 Colombia 150,000 Iceland 100,000 Kazakhstan 99,970 Czech Republic 62,127 Estonia 61,133 Malta 53,619 Monaco 52,151 Argentina 37,000 China 30,000 Hungary 26,178 Singapore 20,000 Lithuania 19,096 Andorra 13,405 Afghanistan 1,000 Namibia 1,000

2014 DONOR INCOME

Donor US$


Sweden 31,898,313



Norway 16,957,656



Canada 8,855,471

Germany 7,961,003


Japan 6,115,896

Denmark 5,457,522


Finland 3,951,850

Saudi Arabia 3,584,025

Kuwait 3,000,000

Ireland 2,989,130

Belgium 2,837,327

United Arab Emirates 2,383,925

France 1,375,516

Russian Federation 950,000

Korea, Republic of 900,000 Luxembourg 857,843 Estonia 849,038 Italy 625,782 Spain 619,579 Poland 478,584 Turkey 453,886 Austria 122,449 Iceland 100,000 Argentina 90,000 Guyana 60,267 Kazakhstan 50,000 China 30,000 Monaco 27,586 Cyprus 25,221 Singapore 20,000

SUBTOTAL 228,171,409

Multi-Donor Funds 2,413,966 UN and Other AgenciesPrivate Donations - Subtotal 2,413,966 Total 2012 230,585,374


Multi-Donor Funds 5,340,227 UN and Other AgenciesPrivate Donations - Subtotal 5,340,227 Total 2013 233,232,884


Multi-Donor Funds 8,206,428 UN and Other Agencies 238,610 Private Donations 299,390 Subtotal 8,744,429 Total 2014 237,543,069

Totals include Paid and Pledged contributions.


contributed $221.8 million to OCHA, or 93 per cent of its overall income. OCHA’s top 10 donors gave $186.6 million, or 78 per cent of its funding. Of that figure, $142.6 million, or 60 per cent, came from the top five donors. The top three—DFID, Sweden and USAID—contributed $101.3 million, or 43 per cent. Nordic donors—Denmark, Finland, Iceland, Norway and Sweden—contributed $58.3 million, or 25 per cent of OCHA’s total funding, $37.3 million of which was unearmarked. This accounted for 16 per cent of OCHA’s total unearmarked funds and 64 per cent of all Nordic funding. OCHA continued to benefit from good levels of flexible income, which meant it was able to carry some funds into the following year in order to maintain a healthy opening balance and finance operations seamlessly.

Two new Member States joined the ODSG—Estonia and Turkey—and both increased their contribution levels. Germany increased its contributions by 39 per cent, or 2.2 million. From lower contribution levels, the UAE and Estonia increased their financial support by 359 per cent and 1,289 per cent respectively. Saudi Arabia and Kuwait were also first-time donors to OCHA’s country operations (see overleaf).

The year also saw increased contributions from Gulf donors. Kuwait gave $3 million to OCHA’s Syria response, giving the organization valuable flexibility in spending the funds across the region. Saudi Arabia contributed $3.5 million overall.

TIMELINESS OF COMMITMENT 2011-2014 (IN PER CENT)

100

75

50

25

0

2011 2012 2013 2014

4TH QUARTER

3RD QUARTER

2ND QUARTER

1ST QUARTER

built up by both sides from working on the Syria crisis—including Kuwait’s pivotal role in organizing and hosting the Kuwait II pledging conference—saw OCHA receive $3 million for its Syria response. Funding from Saudi Arabia worth $3.3 million was received for OCHA’s office in Iraq.

OCHA had predictable and stable levels of income due to its strong relationships and multi-year agreements with members of the ODSG. In 2014, ODSG members


About a quarter of OCHA’s income is received in US dollars, leaving OCHA exposed to currency fluctuation risk. Income is also received in other major currencies including the Euro (about 20 per cent of income), Norwegian krone and Swedish krona (another 20 per cent), and the pound sterling (about 17 per cent).

OCHA seeks the greatest amount of unearmarked funding it can obtain, but earmarked funding from USAID is generous and flexible. Earmarked funding may contribute to OCHA’s priority activities, for example, following a natural disaster such as Super Typhoon Haiyan, when OCHA’s requirements were fully and rapidly funded from earmarked funds. Most of OCHA’s country and regional offices receive at least 50 per cent of their funding from earmarked contributions.

Compared with 2013, when 51 per cent of income was committed by the end of the first quarter, in 2014 this fell to 34 per cent. By midyear, OCHA had received commitment of only 60 per cent of its income compared with 75 per cent in 2013. These difficulties are partly due to the growth in OCHA’s budget prior to midyear due to emerging crises, but there was also a delay in receipt of income from some key donors. This put additional pressure on OCHA’s reserves, as cash needed to be advanced against pledges in greater quantities and for longer periods. Given OCHA’s budgetary growth and needs, especially

EARMARKING TRENDS 2011-2014

$300

$200

$100

0

2011 2012 2013 2014

54%51% 48% 46%

46%49%

52% 54%

million

EARMARKED FUNDING

UNEARMARKED FUNDING

UNEARMARKED CONTRIBUTIONS BY COUNTRY (IN MILLION US$)

United Kingdom

Sweden

Norway

Australia

Netherlands

Denmark

New Zealand

United States

Finland

Belgium

Other unearmarked contributions

31.4

16.4

11.7

7.9

6.5

5.5

3.8

4.2

2.8

4.0

14.1


in the field, this was problematic, with the cash reserves at one point down to $11 million.

The trend of OCHA’s XB programme budget growth over the last few years has been consistently upwards—from $254 million in 2012 to $307.9 million at the end of 2014. This growth has been funded in large part by the cash reserve.

OCHA began 2014 with an opening balance of $180 million, which was carried over from 2013.

OCHA’s increased donor income over the last several years has been partly driven by the recognition that OCHA has improved its corporate performance and its field effectiveness. OCHA is committed to growth that is closely linked to its strategic and operational priorities. The expectation of donors throughout 2014 was that to fund budget increases, OCHA should first look to reallocate resources internally and use its carry-over wherever possible.

The carry-over comprises three key elements:

• The cash reserves: Being fully flexible, this is the most important part of the carry-over. It is used to advance funds against pledges—including from several of OCHA’s biggest donors—and is critical in enabling OCHA to rapidly scale up operations in case of sudden-onset disasters. This is the most important element of the carry-over.

Value of unearmarked funding

OCHA continued to benefit from high levels of unearmarked funding. In 2014, OCHA received $108 million in unearmarked funding, or 46 per cent. Given that 69 per cent of OCHA’s XB programme budget is staff costs, this level of unearmarking is invaluable as it gives OCHA operational flexibility. Thanks to its unearmarked funding, OCHA’s liquidity has significantly improved and it is in a much better position to plan cash flow months in advance. OCHA can also allocate funds for longer periods at a time, reducing the administrative burden of managing short-term cash injections.

The top five donors gave $63.4 million out of a total of $108.3 million unearmarked funding, or 59 per cent. Within the top five, DFID gave the most unearmarked contributions—$31.3 million, or 80 per cent of its total funding to OCHA. In addition, Sweden ($16.3 million, or 51 per cent) and Norway ($11 million, or 69 per cent) provided considerable amounts of unearmarked funds. Thirteen of OCHA’s donors gave 100 per cent of their funding unearmarked. Excluding the funding received from the Multi-Partner Trust Fund for the CHF Management Units, and the very small amounts received from UN agencies and private donations, only eight of OCHA’s donors gave no unearmarked funding, including ECHO, which is legislatively unable to do so.

For some donors there is a balance to strike between unearmarked funds and the relative lack of visibility they achieve with these. OCHA continues to work with donors on how best to provide visibility for their funding contributions.


• Unearmarked and earmarked funds with flexible implementation: To ensure a smooth transition from one budget year to another, OCHA always tries to raise funds that can be used beyond the end of the calendar year.

• The mandatory operating reserves: These may not be used.

The growth in OCHA’s budget in 2014 was due to increased operational requirements, leading to a wide gap between the income raised ($237.5 million) and expenditure ($274 million). The difference was met by drawing on OCHA’s reserves (the programme carry-over) of $36 million. However, OCHA cannot sustain such a level of drawdown beyond 2015. OCHA’s minimum reserves for the programme budget have already been reduced from six months of staff costs and three months of operational costs to the equivalent of three months of staff and operational costs.

OCHA recognizes that the amount of this carry-over exceeds its operational needs. It is committed to managing this in a pro-active manner. The tools to do this—IPSAS and Umoja—are either operational or imminent, and will give OCHA essential real-time information on expenditure to allow the alignment of cash allocation and fundraising targets with realistic projected expenditure.

Due to an expenditure rate of 89 per cent, and with donor income of $237.5 million, the interim 2014 closing balance is $150.8 million. Given the

need to set aside $24.5 million for the mandatory reserves, this will leave $126.3 million available for spending in 2015—a drawdown of $36 million compared with 2013. The drawdown in 2014 on the carry-over was far greater than in previous years because of a higher budget and a higher rate of expenditure, meaning a greater gap between income received and expended funds.

ADMINISTRATIVE BUDGETOn the administrative budget, OCHA’s direct expenditure on programme activities generated $31 million in PSC levies. This was decreased by $4 million in other income and adjustments, bringing total administrative revenue to $27 million. A total of $47.7 million was spent on administrative and indirect support costs activities, including administrative activities, field-level administrative support, communication and information management, Secretariat-wide reform contribution, partnerships, and executive direction and management. As a result, the carry-over on the Programme Support Account (which can only finance indirect and administrative costs) was reduced to $23.2 million, down to $43.9 million at the end of 2013.e

ODSG Members: Australia, Austria, Belgium, Canada, Denmark, Estonia, EC, Finland, France, Germany, Ireland, Italy, Japan, Luxembourg, Netherlands, New Zealand, Norway, Poland, Republic of Korea, Russian Federation, Spain, Sweden, Switzerland, Turkey, UAE, UK and USA.

2014 ODSG Chairs: ECHO (until June); Denmark

High-level meeting: Brussels 30 June

ODSG field trip: OCHA’s response in DRC – 30 March to 5 April


OCHA Donor Support Group

The OCHA Donor Support Group (ODSG) is the main forum for interaction between OCHA and its key donors. It serves as a sounding board and source of advice for OCHA on matters related to policy, management and finance, and it is an important forum to facilitate information exchange and to brief/consult members on OCHA’s activities, operations, priorities and areas of common interest. The ODSG functions according to its terms of reference, with the membership criteria including the commitment to provide political and financial support (with a minimum annual contribution of $500,000).

OCHA Donor Support Group meeting ©EC/Jennifer Jacquemart

http://www.unocha.org/about-us/ocha-funded

LIST OF ANNEXES

64

66

60

ANNEX 2• TRUST FUNDS AND OTHER CONTRIBUTIONS

• PERSONNEL AND OTHER LOANS

ANNEX 3• ACRONYMS AND ABBREVIATIONS

• ORGANIZATIONAL CHART

• DONOR PROFILES

ANNEX 1• OCHA BUDGET IN 2014

• OCHA EXPENDITURES IN 2014

• VOLUNTARY CONTRIBUTIONS

60 OCHA | ANNUAL REPORT 2014 | ANNEX 1

ANNEX 1

OCHA BUDGET IN 2014PROGRAMME BUDGET

EXTRABUDGETARY ADMINISTRATIVE BUDGET

ORIGINAL FINAL ORIGINAL FINAL

REGULAR BUDGET ACTIVITIES* 15,790,700 19,399,600 EXTRABUDGETARY ACTIVITIES HEADQUARTER ACTIVITIES 85,525,415 91,436,970 33,788,956 36,373,017

Executive Management 6,895,192 7,436,986 - -

Corporate Programme Division 31,077,418 33,041,860 30,959,912 33,590,609

Coordination & Response Division 16,846,998 17,791,327 - -

OCHA Geneva 30,705,807 33,166,797 2,829,044 2,782,408

FIELD ACTIVITIES

IRIN 5,832,301 6,778,937 1,425,424 1,252,210

REGIONAL OFFICES 33,729,445 35,421,207 2,802,904 2,850,910

OCHA Office Eastern Africa 3,841,103 3,633,868 332,376 412,386

Regional Office for Asia and the Pacific 6,430,474 6,430,474 727,272 727,272

Regional Office for Latin America and the Caribbean 4,055,339 4,055,339 284,424 284,424

Regional Office for Southern Africa 3,339,168 3,339,168 404,014 372,010

Regional Office for the Caucasus and Central Asia 1,649,240 3,393,095 104,400 104,400

Regional Office for the Middle East and North Africa 3,053,199 3,113,889 290,424 290,424

Regional Office for the Pacific 1,119,218 1,119,218 35,196 35,196

Regional Office for West and Central Africa 10,241,704 10,336,156 624,798 624,798

LIAISON OFFICES 4,754,722 4,539,356 204,620 204,620

African Union Liason Office 1,715,356 1,715,356 50,408 50,408

Brussels Liaison Office 897,110 718,305 - -

Gulf Liaison Office 2,142,256 2,105,695 154,212 154,212

AFRICA 70,360,749 80,846,433 5,115,711 5,519,963

Central African Republic 3,573,739 8,142,255 217,992 405,936

Chad 3,969,084 4,292,680 350,076 356,132

Côte d'Ivoire 1,776,725 1,907,525 248,054 328,064

Democratic Republic of the Congo 14,296,114 14,296,114 1,267,716 1,267,716

Eritrea 804,176 804,176 43,260 43,260

Ethiopia 5,012,187 5,012,187 330,024 330,024

Mali 6,096,984 5,849,270 332,328 332,328

Niger 3,613,117 3,522,706 318,264 318,264

Somalia 8,976,126 10,572,069 686,081 686,081

South Sudan 9,903,337 14,209,169 519,304 570,708

Sudan 10,556,622 10,329,156 640,648 640,648

Zimbabwe 1,782,538 1,909,126 161,964 240,802

ASIA AND THE PACIFIC 10,444,292 16,748,809 884,105 910,604

Indonesia 1,456,240 1,456,240 150,972 150,972

Myanmar 5,100,024 5,375,838 319,668 319,668

Philippines 2,932,314 2,967,336 359,186 359,186

Philippines OCHA -Operations Following Typhoons - 5,946,962 - -

Sri Lanka 955,714 1,002,433 54,279 80,778

CENTRAL ASIA, PAKISTAN AND AFGHANISTAN 18,026,824 17,342,401 857,148 937,158

Afghanistan 11,679,732 11,190,450 496,200 576,210

Pakistan 6,347,092 6,151,951 360,948 360,948

LATIN AMERICA AND THE CARIBBEAN 8,346,013 8,219,438 535,656 508,290

Colombia 4,753,157 4,753,157 258,168 230,802

Haiti 3,592,856 3,466,281 277,488 277,488

MIDDLE EAST 33,065,274 38,380,949 1,542,020 1,645,405

Iraq - Saudi Funds - 2,791,107 - 122,360

OPT 7,698,749 7,984,302 309,600 309,600

Syria 8,045,138 7,615,672 281,456 297,458

Syria OCHA Operation in Jordan 858,072 2,126,411 - -

Syria OCHA Operation in Lebanon 1,606,455 2,517,788 - -

Syria OCHA Operation in Turkey 3,629,536 4,259,207 328,368 283,849

Syria RHC Office 6,323,848 5,816,860 343,584 343,584

Yemen 4,903,476 5,269,602 279,012 288,554

TOTAL FIELD ACTIVITIES 184,559,620 208,277,530 13,367,588 13,829,160 TOTAL EXTRA-BUDGETARY ACTIVITIES 270,085,038 299,714,500 47,156,544 50,202,177

CHF MANAGEMENT UNITS - 8,152,572 - -

Afghanistan - 1,535,994 - -

Central African Republic - 783,132 - -

Democratic Republic of the Congo (DRC) - 2,268,379 - -

Somalia - 1,465,576 - -

South Sudan - 876,164 - -

Sudan - 1,223,327 - -

TOTAL EXTRA-BUDGETARY ACTIVITIES 270,085,0358 307,867,072 47,156,544 50,202,177 TOTAL OCHA ACTIVITIES (REGULAR BUDGET AND EXTRA-BUDGETARY) 285,875,738 327,266,672 47,156,544 50,202,177

OCHA | ANNUAL REPORT 2014 | ANNEX 1 61

OCHA EXPENDITURE IN 2014PROGRAMME BUDGET

EXTRABUDGETARY ADMINISTRATIVE BUDGET

ORIGINAL FINALEXPENDITURE

RATEORIGINAL FINAL

EXPENDITURE RATE

REGULAR BUDGET ACTIVITIES* 15,790,700 19,399,600 EXTRABUDGETARY ACTIVITIES HEADQUARTER ACTIVITIES 91,436,970 82,743,095 90% 36,373,017 31,228,442 86%

Executive Management 7,436,986 6,300,021 85% - -

Corporate Programme Division 33,041,860 29,798,459 90% 33,590,609 28,722,701 86%

Coordination & Response Division 17,791,327 15,743,263 88% - -

OCHA Geneva 33,166,797 30,901,352 93% 2,782,408 2,505,741 90%

FIELD ACTIVITIES

IRIN 6,778,937 6,236,158 92% 1,252,210 1,116,310 89%

REGIONAL OFFICES 35,421,207 30,393,903 86% 2,850,910 2,410,246 85%

OCHA Office Eastern Africa 3,633,868 3,523,464 97% 412,386 409,468 99%

Regional Office for Asia and the Pacific 6,430,474 5,307,998 83% 727,272 565,446 78%

Regional Office for Latin America and the Caribbean 4,055,339 3,410,713 84% 284,424 265,599 93%

Regional Office for Southern Africa 3,339,168 2,981,606 89% 372,010 292,446 79%

Regional Office for the Caucasus and Central Asia 3,393,095 2,667,431 79% 104,400 76,050 73%

Regional Office for the Middle East and North Africa 3,113,889 2,439,220 78% 290,424 196,465 68%

Regional Office for the Pacific 1,119,218 1,079,548 96% 35,196 35,196 100%

Regional Office for West and Central Africa 10,336,156 8,983,923 87% 624,798 569,577 91%

LIAISON OFFICES 4,539,356 3,944,197 87% 204,620 142,989 70%

African Union Liason Office 1,715,356 1,606,373 94% 50,408 47,004 93%

Brussels Liaison Office 718,305 525,522 73% - -

Gulf Liaison Office 2,105,695 1,812,302 86% 154,212 95,985 62%

AFRICA 80,846,433 73,720,760 91% 5,519,963 5,286,117 96%

Central African Republic 8,142,255 7,612,009 93% 405,936 337,476 83%

Chad 4,292,680 3,878,089 90% 356,132 325,578 91%

Côte d'Ivoire 1,907,525 1,556,208 82% 328,064 284,795 87%

Democratic Republic of the Congo 14,296,114 13,912,032 97% 1,267,716 1,495,585 118%

Eritrea 804,176 787,038 98% 43,260 43,260 100%

Ethiopia 5,012,187 4,497,508 90% 330,024 297,189 90%

Mali 5,849,270 4,795,505 82% 332,328 344,800 104%

Niger 3,522,706 3,251,513 92% 318,264 306,107 96%

Somalia 10,572,069 9,901,202 94% 686,081 556,704 81%

South Sudan 14,209,169 11,905,489 84% 570,708 515,004 90%

Sudan 10,329,156 9,697,199 94% 640,648 565,905 88%

Zimbabwe 1,909,126 1,926,969 101% 240,802 213,713 89%

ASIA & THE PACIFIC 16,748,809 14,511,337 87% 910,604 575,671 63%

Indonesia 1,456,240 1,154,221 79% 150,972 78,686 52%

Myanmar 5,375,838 4,938,437 92% 319,668 264,571 83%

Philippines 2,967,336 937,450 32% 359,186 194,559 54%

Philippines OCHA -Operations Following Typhoons 5,946,962 6,444,782 108% - -

Sri Lanka 1,002,433 1,036,446 103% 80,778 37,855 47%

CENTRAL ASIA, PAKISTAN AND AFGHANISTAN 17,342,401 15,934,606 92% 937,158 753,610 80%

Afghanistan 11,190,450 10,976,315 98% 576,210 428,418 74%

Pakistan 6,151,951 4,958,291 81% 360,948 325,193 90%

LATIN AMERICA AND THE CARIBBEAN 8,219,438 7,390,218 90% 508,290 437,361 86%

Colombia 4,753,157 4,470,396 94% 230,802 210,507 91%

Haiti 3,466,281 2,919,822 84% 277,488 226,854 82%

MIDDLE EAST 38,380,949 32,500,030 85% 1,645,405 1,172,347 71%

Iraq - Saudi Funds 2,791,107 2,235,419 80% 122,360 44,637 36%

OPT 7,984,302 6,772,856 85% 309,600 188,704 61%

Syria 7,615,672 7,354,076 97% 297,458 228,090 77%

Syria OCHA Operation in Jordan 2,126,411 1,336,782 63% - -

Syria OCHA Operation in Lebanon 2,517,788 1,864,229 74% - -

Syria OCHA Operation in Turkey 4,259,207 3,346,965 79% 283,849 163,184 57%

Syria RHC Office 5,816,860 4,180,348 72% 343,584 275,342 80%

Yemen 5,269,602 5,409,355 103% 288,554 272,390 94%

TOTAL FIELD ACTIVITIES 208,277,530 184,631,210 89% 13,829,160 11,894,651 86%

OTHER ACTIVITIES (DORMANT ACCOUNTS) 765,329 -1,439

TOTAL EXTRA-BUDGETARY ACTIVITIES 299,714,500 268,139,634 89% 50,202,177 43,121,654 86%

SECRETARIAT WIDE REFORM CONTRIBUTION 4,540,500

COMMON HUMANITARIAN FUNDS FOR MANAGEMENT UNITS 8,152,572 5,870,952 72% - -

Afghanistan 1,535,994 928,209 60% - -

Central African Republic 783,132 612,540 78% - -

Democratic Republic of the Congo 2,268,379 1,575,552 69% - -

Somalia 1,465,576 1,251,791 85% - -

South Sudan 876,164 767,273 88% - -

Sudan 1,223,327 735,587 60% - -

TOTAL OCHA ACTIVITIES (REGULAR BUDGET, EXTRA-BUDGETARY, CHF AND SECRETARIAT WIDE REFORM) 327,266,672 289,698,534 89% 50,202,177 47,662,154 95%


VOLUNTARY CONTRIBUTIONS - BREAKDOWN OF DONOR EARMARKING (US$)

OCHA ACTIVITIES OFFICE UNITED

KINGDOM SWEDEN UNITED STATES

EUROPEAN COMMISSION NORWAY AUSTRALIA SWITZERLAND CANADA GERMANY NETHERLANDS JAPAN DENMARK NEW

ZEALAND FINLAND SAUDI ARABIA KUWAIT IRELAND BELGIUM

UNITED ARAB

EMIRATESFRANCE OTHER

DONORSGRAND TOTAL

UNEARMARKED CONTRIBUTIONS TOTAL 31,397,174 16,395,939 4,000,000 11,678,345 7,908,612 2,103,049 996,016 2,020,566 6,518,905 983,896 5,457,522 4,172,472 3,764,115 2,717,391 2,837,327 1,019,975 1,375,516 2,956,213 108,303,034

HEADQUARTER ACTIVITIES 528,053 2,121,968 5,019,329 5,800,759 - - 669,563 260,417 155,058 - 100,000 - - 187,735 250,000 - - - 499,950 737,490 16,330,321

LIAISON OFFICES - 500,000 53,476 - - - - - - - - - 553,476

IRIN 402,820 - - - - - - - 402,820

REGIONAL OFFICE

Regional Office for Asia and the Pacific - 526,791 400,000 281,763 - 939,850 - 456,204 - - 320,000 - - 231,433 3,156,041

Regional Office for the Pacific - 225,768 250,000 - - 469,925 - - - - - - - 945,692

Subtotal of Regional Office for Asia and the Pacific - 752,559 650,000 281,763 - 1,409,774 - 456,204 - - 320,000 - - - - - - - - - 231,433 4,101,733

Regional Office for Latin America and the Caribbean - 150,512 400,000 - - - - - - - - - - 90,000 640,512

Subtotal of Regional Office for Latin America and the

Caribbean - 150,512 400,000 - - - - - - - - - - - - - - - - - 90,000 640,512

OCHA Office Eastern Africa - 1,053,582 400,000 - - - - 678,733 - - - - - 2,132,315

Regional Office for Southern Africa - 301,023 600,000 - - - 338,600 - - - 412,000 - - 1,651,624

Subtotal of Regional Office for Southern and Eastern Africa - 1,354,606 1,000,000 - - - 338,600 678,733 - - 412,000 - - - - - - - - - - 3,783,939

Regional Office for West and Central Africa 903,070 400,000 1,258,040 400,402 - 564,334 - 1,251,564 - 1,250,000 - - 409,189 6,436,600

Subtotal of Regional Office for West and Central Africa - 903,070 400,000 1,258,040 400,402 - 564,334 - 1,251,564 - 1,250,000 - - - - - - - - - 409,189 6,436,600

Regional Office for the Middle East and North Africa - 301,023 400,000 - - - - 729,927 - - - - - - 1,430,950

Regional Office for the Caucasus and Central Asia - 887,932 771,536 - - - - 89,366 1,034,231 - - - - 349,457 3,132,520

Subtotal of Regional Office for the Middle East, North Africa

and Central Asia - 1,188,955 1,171,536 - - - - 819,293 1,034,231 - - - - - - - - - - - 349,457 4,563,471

REGIONAL OFFICE TOTAL - 4,349,702 3,621,536 1,539,802 400,402 1,409,774 902,935 1,954,230 2,285,795 - 1,982,000 - - - - - - - - - 1,080,078 19,526,254

AFRICA

Central African Republic 602,047 1,000,000 791,310 484,731 - 564,334 316,742 - - - - - 10,024 3,769,188

Central African Republic, CHF unit 632,001 632,001

Chad 225,768 - 516,398 56,552 - - - 1,245,330 - 500,000 - - 2,544,048

Côte d'Ivoire - - - - - - - - - 200,000 - - 200,000

Democratic Republic of the Congo 903,070 2,000,000 2,325,362 484,731 - 451,467 361,991 - - - - - 6,526,621

Democratic Republic of the Congo, CHF unit 2,268,379 2,268,379

Eritrea -

Ethiopia 543,974 301,023 700,000 969,858 - - 282,167 - - - - - - 2,797,022

Mali 301,023 250,000 717,485 113,104 - - - 1,245,330 - 400,000 - - 247,831 3,274,774

Niger 301,023 - - 210,050 - - 678,733 - - 350,000 - - 1,539,807

Somalia 1,916,338 752,559 1,000,000 967,123 323,154 - 395,034 361,991 - - - - - 625,782 6,341,981

Somalia, CHF unit 1,439,131 1,439,131

South Sudan 752,559 2,500,000 1,293,144 738,443 - 338,600 452,489 - - 1,100,000 - - 7,175,235

South Sudan, CHF unit 876,164 876,164

Sudan 451,535 3,000,000 740,683 - - 338,600 - - - - - - 4,530,818

Sudan, CHF unit 1,223,327 1,223,327

Uganda -

Zimbabwe - - 110,650 - - - 678,733 - - - - - 789,383

AFRICA TOTAL 2,460,312 4,590,608 10,450,000 8,432,012 2,410,765 - 2,370,203 2,850,679 2,490,660 - 2,550,000 - - - - - - - - - 7,322,640 45,927,879

ASIA

Indonesia - 200,000 - 529,219 556,586 - - - - - - - 1,285,806

Myanmar 301,023 400,000 393,634 - - 564,334 - - - - - - 101,902 1,760,894

Philippines 2,500,000 526,791 500,000 185,436 - 930,233 - 897,666 - - - - - 75,463 5,615,589

Sri Lanka -

ASIA TOTAL 2,500,000 827,815 1,100,000 579,070 529,219 1,486,819 564,334 897,666 - - - - - - - - - - - - 177,366 8,662,288 LATIN AMERICA AND THE CARIBBEAN

Colombia 602,047 - 504,955 - - 338,600 159,672 - - - - - 1,605,274

Haiti - 200,000 707,621 - - 225,734 159,672 - - - - - 1,293,026

LATIN AMERICA AND THE CARIBBEAN TOTAL - 602,047 200,000 1,212,575 - - 564,334 319,343 - - - - - - - - - - - - - 2,898,299

MIDDLE EAST, NORTHERN AFRICA & CENTRAL ASIA

Afghanistan 301,023 1,000,000 1,989,390 - - - - - - - - - 151,902 3,442,316

Afghanistan, CHF unit 1,535,994

Iraq - 250,000 - - - - - 373,599 - 500,000 - - 3,334,025 200,000 4,657,624

Libya -

OPT 150,512 - 1,650,230 807,885 - 564,334 448,833 635,324 - - - - 271,739 371,747 4,900,604

Pakistan 301,023 - 1,322,313 - - - - - - - - - 100,000 1,723,336

Syria * 1,567,398 1,505,117 3,000,000 1,383,126 1,131,039 878,735 677,201 542,986 - - - - - 3,000,000 864,000 371,234 14,920,836

Yemen 826,446 752,559 1,000,000 432,167 - - 564,334 182,482 - - - - - 3,757,988

MIDDLE EAST, NORTHERN AFRICA & CENTRAL ASIA TOTAL 2,393,844 3,010,235 5,250,000 6,777,226 1,938,924 878,735 1,805,869 1,174,301 1,008,923 - 500,000 - - -

3,334,025 3,000,000 271,739 - 864,000 - 2,730,877 34,938,698

GRAND TOTAL 39,279,384 31,898,313 30,140,865 24,394,920 16,957,656 11,683,939 8,980,287 8,855,471 7,961,003 6,518,905 6,115,896 5,457,522 4,172,472 3,951,850 3,584,025 3,000,000 2,989,130 2,837,327 2,383,925 1,375,516 15,004,664 237,543,069


SPECIALLY DESIGNATED CONTRIBUTIONS BY DONOR

Donor US$

Saudi Arabia 496,665,975

Sweden 33,637,704


Germany 26,987,182

Qatar 19,999,960

Denmark 7,846,173


Norway 4,856,697

Canada 4,745,449

Morocco 4,000,000


Australia 2,563,226

Spain 2,384,615

India 2,000,000


Ireland 1,016,842

SPECIALLY DESIGNATED CONTRIBUTIONS BY DONOR

Brunei Darussalam 1,000,000

Italy 750,939

France 622,665

Japan 605,703

Luxembourg 315,259

Korea, Republic of 300,000 Colombia 200,000 Iceland 130,000 Finland 110,741 Argentina 70,000 Russian Federation 50,000 China 50,000 Costa Rica 50,000 Chile 25,000 UN and Other Agencies 399,525 Private Donations 4,337 GRAND TOTAL 653,159,528

ANNEX 2

SPECIALLY DESIGNATED CONTRIBUTIONS

ERFSNATURAL DISASTER

ACTIVITIES

OTHER SDCS

PROCAP AND GENCAP

ROSTERS

RELIEF STOCK ITEMS

UNDAC MISSION

ACCOUNTS

GRAND TOTAL

Opening Balance - 1 January 2014 88,969,356 1,618,574 642,944 68,194 1,915,835 2,422,921 95,637,824

2014 Donor Contributions 728,946,144 750,939 1,048,000 5,078,374 0 591,906 736,415,362

Available funds for 2014 817,915,500 2,369,513 1,690,944 5,146,567 1,915,835 3,014,826 832,053,186

Transfer of PSC (10,693,572) (13,723) (224,263) (63,862) (46,389) (62,541) (11,104,351)

Direct Expenditure (733,295,828) (474,981) (2,648,413) (2,277,753) (1,546,304) (481,082) (740,724,361)

Total expenditure (743,989,401) (488,704) (2,872,677) (2,341,615) (1,592,693) (543,623) (751,828,712)

Net available fund before other income, adjustments, transfers and refunds

73,926,099 1,880,809 (1,181,732) 2,804,952 323,142 2,471,203 80,224,473

Other income, adjustments, transfers and refunds (20,783,309) (426,817) 1,642,135 (99,179) 0 (62,611) (19,729,782)

Closing Balance - 31 December 2014 53,142,790 1,453,992 460,402 2,705,773 323,142 2,408,592 60,494,692

Increase (Decrease) in opening balance (35,826,566) (164,582) (182,542) 2,637,579 (1,592,693) (14,329) (35,143,132)

Reserves for Allocations 4,858,918 22,145 0 0 0 0 4,881,063

Available balance for spending 48,283,872 1,431,847 460,402 2,705,773 323,142 2,408,592 55,613,628


EMERGENCY RESPONSE FUNDS: CONTRIBUTIONS BY DONOR AND FUND

Donor Colombia ERF

Ethiopia ERF

HaitiERRF - ERF

Myanmar ERF

OPTERF

PakistanERF

SyriaERF

Yemen ERF

Grand Total

Sweden 580,131 3,490,987 1,450,326 725,163 2,891,822 8,658,262 10,436,453 4,350,979 32,584,122

United Kingdom

14,511,323 1,623,377 1,650,000 - 5,329,154 7,631,039 30,744,893

Germany - - 635,324 23,810,562 2,541,296 26,987,182

Qatar - - - 19,999,960 - 19,999,960

Denmark - - 986,547 3,388,108 3,471,518 7,846,173

Switzerland 368,421 932,642 - 2,596,793 1,754,386 1,036,269 6,688,512

Canada - - - 4,299,226 - 4,299,226

Morocco - - - 4,000,000 - 4,000,000

Norway 478,927 688,137 - - 2,064,410 - 3,231,473

Netherlands - - - - 2,673,797 2,673,797

Spain 311,333 - - 334,225 1,671,123 - 2,316,680

India - - - 2,000,000 - 2,000,000

Australia - 1,867,493 - - - 1,867,493

Brunei Darussalam

- - - 1,000,000 - 1,000,000

Ireland 679,348 - 133,690 - - 813,038

France - - - 622,665 - 622,665

Luxembourg - - - 315,259 - 315,259

Korea, Republic of

- - - - 300,000 300,000

Colombia - - - 200,000 - 200,000

Iceland - - 130,000 - - 130,000

Private Donations

4,108 - - 229 - 4,337

GRAND TOTAL (US$) 1,738,811 20,306,545 3,073,703 4,242,657 7,708,400 8,658,262 80,891,534 22,004,899 148,624,810

Totals include Paid and Pledged contributions

Excludes; Contributions channelled through OCHA to NGOs and non UN partners via the CHF for Somalia (US$30,436,309.56) and CHF Afghanistan (US$11,822,974.65) Total for Syria ERF includes funding to ERF Jordan, Lebanon and Turkey

OTHER CONTRIBUTIONS

Entity Description Total

Deutsche Post DHL Cooperation for disaster preparedness and response Value not available

International Humanitarian City (Dubai) Workshop $11,435

Deloitte Pakistan Project Collaboration Agreement Value not available

DisasterReady.org Updating and enhancing OCHA's online courses Value not available

International Humanitarian City (Dubai) Lease agreements $53,368

MONUSCO Equipment & vehicle Value not available

TOTAL $64,803


Under-Secretary-GeneralAssistant Secretary-General

Strategic Planning, Evaluation and

Guidance Section

IASC/ECHASecretariat

GENEVA OFFICE CORPORATE PROGRAMMES DIVISION

COORDINATION AND RESPONSE DIVISION

Emergency Services Branch● Activation and

Coordination Support Unit

● Civil-Military Coordination Section

● Emergency Preparedness and Environment Section

● Field Coordination Support Section

● Surge Capacity Section

Africa I● Regional Of�ce for

Southern Africa● Regional Of�ce for

Eastern Africa

● Eritrea● Ethiopia● Somalia● South Sudan● Sudan● Zimbabwe

Africa II● Regional Of�ce for West

and Central Africa

● Central African Republic● Chad● Côte d'Ivoire● Dem. Rep. of the Congo● Mali● Niger

Central Asia, Pakistan, Afghanistan, Latin America and the Caribbean● Regional Of�ce for the

Caucasus and Central Asia

● Regional Of�ce for Latin America and the Caribbean

● Afghanistan● Colombia● Haiti● Pakistan

Middle East and North Africa● Regional Of�ce for the

Middle East and North Africa

● Regional Of�ce for the Syria Crisis

● Iraq● Jordan● Lebanon● occupied Palestinian

territory● Syrian Arab Republic● Turkey● Yemen

Asia and the Paci�c● Regional Of�ce for Asia

and the Paci�c● Regional Of�ce for the

Paci�c

● Indonesia● Myanmar● Philippines● Sri Lanka

Partnerships and Resource Mobilization Branch● Donor Relations Section● External Relations and

Partnerships Section● Partnerships Coordina-

tion Section ● Private Sector Section

● Thematic and Technical Advisers

● Humanitarian Leadership Strengthening Unit

● Humanitarian Coordinators Support Unit

AdministrativeServices Branch● Corporate Support Unit● Operations Support Unit● Finance Section● Human Resources

CommunicationsServices Branch● Integrated Regional

Information Networks (IRIN)1

● Media Relations Section● Reporting and Visual

Information Section● Strategic

Communications Section

Information Services Branch● Corporate Information

Services Section● Field Information

Services Section● Global Information

Services Section● Humanitarian Data

Exchange Project

Policy Development and Studies Branch● Inter-Governmental

Policy Section● Policy Advice and

Planning Section● Policy Analysis and

Innovation Section

CERF Secretariat

World Humanitarian Summit Secretariat

● Funding Coordination Section

Geographical Sections(New York/Geneva)

● African Union Liaison Of�ce

● Brussels Liaison Of�ce ● Gulf Liaison Of�ce

Programme Support Branch● Appeal Coordination

and Analysis Section● Coordinated Assessment

Support Section● Inter-Cluster

Coordination Section● Planning and Monitoring

Section

1. As of 1 January 2015 IRIN is independent of OCHA and the United Nations.

ANNEX 3

ACRONYMS AND ABBREVIATIONS

AU African Union

ASG Assistant Secretary-General

CAP Consolidated Appeal Process

CAR Central African Republic

CBPF Country-Based Pooled Fund

CERF Central Emergency Response Fund

CHAP Common Humanitarian Action Plan

CHF Common Humanitarian Fund

CoPs Communities of Practice

DRC Democratic Republic of the Congo

ECOSOC Economic and Social Council

EPRP Emergency Preparedness and Response Plan

ERC Emergency Relief Coordinator

ERF Emergency Response Fund

FTS Financial Tracking Service

GBV Gender-Based Violence

GenCap Gender Capacity Building

GMS Grants-Management System

HAT Humanitarian Advisory Team

HC Humanitarian Coordinator

HCT Humanitarian Country Team

HPC Humanitarian Programme Cycle

IASC Inter-Agency Standing Committee

IDP Internally Displaced Person

IFRC International Federation of the Red Cross and Red Crescent Societies

INSARAG International Search and Rescue Advisory Group

IOM International Organization for Migration

L3 Level-Three Emergency

MCDA Military and Civil-Defense Assets

MIAH Meeting on Enhancing Humanitarian Partnerships

MINUSCA UN Multidimensional Integrated Stabilization Mission in the Central African Republic

MONUSCO UN Organization Stabilization Mission in the Democratic Republic of the Congo

MINUSMA UN Multidimensional Integrated Stabilization Mission in Mali

NGO Non-Governmental Organization

OCHA United Nations Office for the Coordination of Humanitarian Affairs

ODSG OCHA Donor Support Group

OLS Organizational Learning Strategy

ProCap Protection Standby Capacity

PSC Programme Support Costs

SDC Specially Designated Contributions

UN United Nations

UNAMA United Nations Assistance Mission in Afghanistan

UNAMID United Nations Hybrid Operation in Darfur

UN-CMCoord UN Humanitarian Civil-Military Coordination

UNDAC UN Disaster Assessment and Coordination

UNDP United Nations Development Programme

UNHCR United Nations Refugee Agency

UNICEF United Nations Children’s Fund

UNMEER UN Mission for Ebola Emergency Response

USG Under-Secretary-General

WEF World Economic Forum

WHS World Humanitarian Summit


Under-Secretary-GeneralAssistant Secretary-General

Strategic Planning, Evaluation and

Guidance Section

IASC/ECHASecretariat

GENEVA OFFICE CORPORATE PROGRAMMES DIVISION

COORDINATION AND RESPONSE DIVISION

Emergency Services Branch● Activation and

Coordination Support Unit

● Civil-Military Coordination Section

● Emergency Preparedness and Environment Section

● Field Coordination Support Section

● Surge Capacity Section

Africa I● Regional Of�ce for

Southern Africa● Regional Of�ce for

Eastern Africa

● Eritrea● Ethiopia● Somalia● South Sudan● Sudan● Zimbabwe

Africa II● Regional Of�ce for West

and Central Africa

● Central African Republic● Chad● Côte d'Ivoire● Dem. Rep. of the Congo● Mali● Niger

Central Asia, Pakistan, Afghanistan, Latin America and the Caribbean● Regional Of�ce for the

Caucasus and Central Asia

● Regional Of�ce for Latin America and the Caribbean

● Afghanistan● Colombia● Haiti● Pakistan

Middle East and North Africa● Regional Of�ce for the

Middle East and North Africa

● Regional Of�ce for the Syria Crisis

● Iraq● Jordan● Lebanon● occupied Palestinian

territory● Syrian Arab Republic● Turkey● Yemen

Asia and the Paci�c● Regional Of�ce for Asia

and the Paci�c● Regional Of�ce for the

Paci�c

● Indonesia● Myanmar● Philippines● Sri Lanka

Partnerships and Resource Mobilization Branch● Donor Relations Section● External Relations and

Partnerships Section● Partnerships Coordina-

tion Section ● Private Sector Section

● Thematic and Technical Advisers

● Humanitarian Leadership Strengthening Unit

● Humanitarian Coordinators Support Unit

AdministrativeServices Branch● Corporate Support Unit● Operations Support Unit● Finance Section● Human Resources

CommunicationsServices Branch● Integrated Regional

Information Networks (IRIN)1

● Media Relations Section● Reporting and Visual

Information Section● Strategic

Communications Section

Information Services Branch● Corporate Information

Services Section● Field Information

Services Section● Global Information

Services Section● Humanitarian Data

Exchange Project

Policy Development and Studies Branch● Inter-Governmental

Policy Section● Policy Advice and

Planning Section● Policy Analysis and

Innovation Section

CERF Secretariat

World Humanitarian Summit Secretariat

● Funding Coordination Section

Geographical Sections(New York/Geneva)

● African Union Liaison Of�ce

● Brussels Liaison Of�ce ● Gulf Liaison Of�ce

Programme Support Branch● Appeal Coordination

and Analysis Section● Coordinated Assessment

Support Section● Inter-Cluster

Coordination Section● Planning and Monitoring

Section

1. As of 1 January 2015 IRIN is independent of OCHA and the United Nations.

OCHA’S ORGANIZATION CHART

DONOR PROFILES

1. UNITED KINGDOM ODSG

8. CANADA ODSG2. SWEDEN ODSG

9. GERMANY ODSG3. UNITED STATES ODSG

10. NETHERLANDS ODSG4. EUROPEAN COMMISSION ODSG

11. JAPAN ODSG5. NORWAY ODSG

6. AUSTRALIA ODSG 12. DENMARK ODSG

7. SWITZERLAND ODSG

Specially designated contributions: a total of US$ 30,744,894 (GBP 19,300,000) - of which US$ 30,744,894 to ERFs

Specially designated contributions: a total of US$ 4,745,449 (CAD 5,450,000) – of which US$ 4,299,226 (CAD 5,000,000) to ERFs

Specially designated contributions: a total of US$ 33,637,703 (SEK 239,000,000)- of which US$ 32,584,121 to ERFs

Specially designated contributions: a total of US$ 26,987,182 (EUR 20,933,114)– all of this contribution to ERFsSpecially designated contributions: a total of US$ 1,664,336

Specially designated contributions: a total of US$ 2,673,797(EUR 2,000,000)– all of this contribution to ERFsSpecially designated contributions: –

Specially designated contributions: a total of US$ 605,702

Specially designated contributions: a total of US$ 4,856,697(NOK 33,000,000) - of which US$ 3,231,474 (NOK 23,000,000) to ERFs

Specially designated contributions: a total of US$ 2,563,226 (AUD 2,750,000) - of which US$ 1,867,494 (AUD 2,000,000) to ERFs

Specially designated contributions: a total of US$ 7,846,173 (DKK 45,500,000)– all of this contribution to ERFs

Specially designated contributions: a total of US$ 6,688,511 (CHF 6,468,053) – all of this contribution to ERFs

OCHA contribution trend(Million USD)

Unearmarked contibutions

21. RUSSIAN FEDERATION ODSG

15. SAUDI ARABIA 22. KOREA, REPUBLIC OF ODSG

16. KUWAIT 23. LUXEMBOURG ODSG

17. IRELAND ODSG 24. ESTONIA ODSG

18. BELGIUM ODSG 25. ITALY ODSG

19. UNITED ARAB EMIRATES ODSG 26. SPAIN ODSG


Specially designated contributions: a total of US$ 496,665,975 – of which all to ERFs

Specially designated contributions: a total of US$ 300,000 – all of this contribution to ERFs

Specially designated contributions: –Specially designated contributions: a total of US$ 315,259 (EUR 250,000) – all of this contribution to ERFs

Specially designated contributions: a total of US$ 1,016,842 (EUR 750,000)–of which US$ 813,038 (EUR 800,000) this contribution to ERFs Specially designated contributions: –

Specially designated contributions: –Specially designated contributions: a total of US$ 750,939 (EUR 600,000)

Specially designated contributions: –

Specially designated contributions: a total of US$ 2,384,616 (EUR 1,800,000) – of which US$ 2,316,681 (EUR 1,750,000) of this contribution to ERFs

13. NEW ZEALAND ODSG


14. FINLAND ODSG

Specially designated contributions: a total of US$ 110,741 (EUR 90,161)

20. FRANCE ODSG

Specially designated contributions: a total of US$ 622,665 (EUR 500,000) – all of this contribution to ERFs

29. AUSTRIA ODSG

37. SINGAPORE 30. ICELAND

31. ARGENTINA

32. GUYANA

33. KAZAKHSTAN

34. CHINA

35. MONACO

36. CYPRUS

27. POLAND ODSG

28. TURKEY ODSG

Specially designated contributions: – Specially designated contributions: –

Specially designated contributions: –Specially designated contributions: a total of US$ 315,259 – all of this contribution to ERFs




Specially designated contributions: a total of US$ 50,000Specially designated contributions: –

Specially designated contributions: – Specially designated contributions: –

133%DONOR FUNDING

INCREASE 2004 TO 2014

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CREDITS

OCHA wishes to acknowledge the contributions of its committed staff at headquarters and in the field in preparing this document.

Editing: Reporting Unit

Collaborative Content: Strategic Planning, Evaluation and Guidance Section

Maps and Graphics: Visual Information Unit

Design and Layout: Audrey Janvier, audreyjanvier.com

Cover Photo: Syrian refugees fleeing into Turkey ©UNHCR/I. Prickett

For additional information, please contact: Donor Relations Section Office for the Coordination of Humanitarian Affairs Palais des Nations, 1211 Geneva, Switzerland Tel: +41 22 917 1690

The boundaries and names shown and the designations used in this publication do not imply official endorsement or acceptance by the United Nations.

http://www.unocha.org

http://www.reliefweb.int

http://data.hdx.rwlabs.org

http://www.worldhumanitarianday.org

http://www.worldhumanitariansummit.org

http://www.youtube.com/user/ochafilms

https://twitter.com/unocha

http://www.facebook.com/UNOCHA

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