Annex I: Performance Indicators
This table is a consolidated list of indicators for all headquarters indicators for all headquarters work units reflecting progress against the OCHA Strategic Framework 2007-2009. For each goal and objective, it includes a measurement of performance (indicator) and its corresponding achievement.
Goal One: A better coordinated, more equitably supported international humanitarian response system
Objective 1.1 — A predictable and needs-based humanitarian financing system
Indicators:
- Average number of working days between final submission of eligible CERF request and project’s approval by Emergency Relief Coordinator. Percentage of Consolidated Appeals Process funding received.
Achieved:
- 3 days for rapid response and 5 days for under-funded. 70% of funding requested for 2008 consolidated and flash appeals was received.
CAPS — Integration of humanitarian financing innovations with CAP to achieve faster and more equitable funding. CAPs become a comprehensive barometer of humanitarian response through increased inclusion of NGO activities and funding needs.
Indicators:
- Percentage of CERF and Common Humanitarian Fund (CHF) funds counted in response to appeals.
- Proportion of appeals receiving funds from the CERF.
- Number and percentage of unfunded projects in appeals.
- Number and value of NGO projects in 2009 CAPs.
Achieved:
- 82% of CERF and CHF funds were provided to projects included in consolidated or flash appeals (or their functional equivalent). All of CHF funding went to the appeals in their respective countries.
- 22 out of 22 consolidated and flash appeals received funds from the CERF.
- 1,636 (or 46% of) consolidated and flash appeal projects in 2008 received zero funding, according to available information captured by FTS. The funding request for these projects totals about $1.5 billion, which is 21% of total requirements.
- 1,376 NGO projects totaling $1.1 billion were included in 2009 CAPs.
CAPS — Rapid publication of flash appeals supported by CAP Section (with assistance to field offices and relevant desks).
Indicators:
- Percentage of flash appeals published within 48 hours of receipt of satisfactory final field draft, with clearance from OCHA’s Coordination and Response Division and senior management team.
Achieved:
- 75% (9 out of 12 flash appeals).
CAPS — Development of a strategic-level monitoring system for appeal situations, based on IASC-agreed key indicators, thresholds and methods. Guidelines for prioritization of projects promoted.
Indicators:
- Number of clusters/sectors that use IASC-agreed indicators in the 2008 CAP mid-year review.
Achieved:
- While the IASC has not yet agreed on indicators, 7 out of 11 CAP mid-year reviews in 2008 had clear reporting on outputs and indicators by the clusters within them.
CAPS — Guidelines for prioritization of projects.
Indicators:
- Proportion of 2009 appeals that present clear prioritization among projects.
Achieved:
- 9 out of 13 (69% of) CAPs for 2009 developed in late 2008 are so prioritized.
DERS& — Continued outreach to the donor community on the need to provide funding that is adequate and in line with agreed priorities, including support to the implementation of the Good Humanitarian Donorship work plan.
Indicators:
- Number and percentage of donors providing funding in line with priorities as indicated in appeals.
Achieved:
- Donors’ average funding response for the top-priority projects in the 2008 CAPs that practiced prioritization was 68% — no better than the overall funding percentage for these appeals. Engagement with donors on these operational funding issues, beyond policy-level engagement with Good Humanitarian Donorship (GHD), should fulfil the potential of prioritization.
ESS — External Evaluation of the CERF (phase II) finalized.
Indicators:
- Evaluation completed and findings communicated to stakeholders.
Achieved:
- CERF evaluation completed and the evaluation’s findings and recommendations were presented in the Secretary-General’s Report to the General Assembly in 2008.
- Findings and recommendations were conducted and management response matrix was prepared, in consultation with UN agencies, NGOs, and the Office of the UN Controller.
CERF — CERF well resourced with the annual target reached and financial engagement of the corporate sector ensured in the long term.
Indicators:
- Percentage of funds received by year end.
Achieved:
- 100% ($452.5) of the GA funding target of $450.0 million was pledged and 99% ($447.3 million) was received by year’s end. Private individuals through the United Nations Foundation and three new corporate donors contributed funds to the CERF in 2008.
CERF — Policy development for humanitarian financing supported. CERF guidelines and policies developed, and approved by the Emergency Relief Coordinator.
Indicators:
- Documents and concept papers developed and implemented.
Achieved:
- 17 documents and concept papers developed and implemented.
CERF — Accountability and transparency of CERF allocations improved.
Indicators:
- Number and quality of reports from Resident Coordinators/Humanitarian Coordinators (RCs/HCs) and humanitarian agencies disseminated.
Achieved:
- 51 narrative reports (or 100% of those submitted) by RCs/HCs for funds used in 2007 were posted on the CERF website. Quality of reports varied, but there was marked improvement in comparison to 2006 reports.
CERF — Country-level capacity to develop CERF requests strengthened.
Indicators:
- Number of CERF surge staff supporting preparation of CERF requests in field.
Achieved:
- 6 CERF-specific surge missions.
Objective 1.2 — Improved coordination structures at global, regional, and national levels
Indicators:
- Percentage of new and ongoing emergencies using the cluster approach. Percentage of HCs with an established compact with the ERC.
Achieved:
- 78% of countries with Humanitarian Coordinators implemented the cluster approach by the end of 2008. 70% of HCs signed the ERC/HC compact.
IASC/ECHA — Dialogue and consultation with other humanitarian initiatives (including the Global Humanitarian Platform) and stakeholders (including the IASC subsidiary bodies) facilitated at global and country levels. Monthly ECHA meetings facilitated resulting in concrete action points.
Indicators:
- Number of IASC and ECHA action points implemented. Agreed procedures developed for the IASC Working Group to ensure appropriate monitoring and follow up.
Achieved:
- The implementation rate of IASC action points in 2008 was 77%.
CERF — RCs / HCs fully informed about the CERF.
Indicators:
- Number of trainings to RCs/HCs that include CERF modules.
Achieved:
- 4 regional workshops for RCs and 1 retreat for HCs.
DPSS — Displacement and protection capacities improved among RC/HCs and IASC Country teams in line with the internal protection policy instruction.
Indicators:
- RC/HC support modules incorporate protection and displacement content.
Achieved:
- Displacement and protection content provided for HC compacts, revised HC Terms of Reference, and to workshops for RCs.
DPSS — ProCap deployments to support field coordination of protection.
Indicators:
- Number of ProCap deployments.
Achieved:
- 14 new ProCap deployments.
DPSS — Training of standby ProCap partners to common standards.
Indicators:
- Number of ProCap trainees.
Achieved:
- 80 stand-by partner staff trained in three workshops.
EPS — Regional offices supported in setting up and strengthening inter-agency disaster management mechanisms at the national level.
Indicators:
- Number of support services provided to regional offices.
Achieved:
- One, provided to ROMENACA in setting up a regional center.
HRSU — Internal OCHA guidance on its role in advocating for and driving the cluster approach as the preferred modus operandi for responding to emergencies and disasters developed.
Indicators:
- OCHA policy instruction issued.
Achieved:
- OCHA senior management provided consistent, clear messages to staff on OCHA’s role in advocating and driving the cluster approach. However, no OCHA Policy Instruction on this was issued.
HRSU — Global capacity-building exercise sufficiently resourced, and effectively monitored and reported on to stakeholders.
Indicators:
- Percentage of funding for the global capacity-building appeal.
Achieved:
- The global capacity-building appeal funded at 51% ($31.0 million out of $62.5 million).
HRSU — RCs/HCs equipped to establish emergency coordination mechanisms in accordance with the cluster approach.
Indicators:
- Number of RCs/HCs trained in the principles and operational modalities of the cluster approach.
Achieved:
- Series of training and capacity development events for RCs/HCs led/supported by HRSU: Turin, Panama, as well as on going upgrading of training modules within OCHA, ERT, HCPT, UNDAC, and on-going support to RC and HCs through OCHA ROs using IASC CP guidelines.
HRSU Fully trained personnel deployed by global cluster leads to head up field-based clusters in new emergencies.
Indicators:
- Number of agency/NGO personnel trained in cluster/sector lead training programmes compared to number deployed as field-based cluster leads.
Achieved:
- Around 220 field based cluster leads were deployed in 2008, with 10 cluster trainings provided at global level, 12 trainings at regional level and 26 at country level.
HCSP Key Humanitarian Coordination System issues clarified and endorsed by the IASC. Leadership and coordination skills of HCs and RCs enhanced. Humanitarian Coordinator Career Development Programme developed and endorsed by the IASC.
Indicators:
- Note: indicators listed in OCHA in 2008 not applicable due to mid-year focus shift.
Achieved:
- The process of revising the HC Terms of Reference was launched to reflect new responsibilities vis-à-vis pooled funds and clusters. HC Pool was developed for selecting candidates for HC positions, as well as for RC posts in disaster-prone countries. More than 50% of current and all new RCs received training on humanitarian coordination. The humanitarian section of the RC/HC/DO Performance Appraisal System was redesigned, in close cooperation with the United Nations Development Operations Coordination Office.
PIC Regional inter-agency forums involving key actors in disease outbreak and pandemic preparedness organized and strengthened to provide support to country-level contingency planning beyond the health sector. Best practices shared across regions and adapted to different contexts.
Indicators:
- Functioning regional platforms.
Achieved:
- 7 regional platform meetings of key Avian and Human Influenza actors held during the year.
CMCS Regional CMCoord structures established. Country-specific CMCoord guidelines that support the operational aspects of the humanitarian response system in complex emergencies developed and established.
Indicators:
- Number of regional and sub-regional CMCoord mechanisms established. Country specific CMCoord guidelines established where military forces are actively engaged.
Achieved:
- Country specific guidelines established in Afghanistan and Sudan along with draft regional guidelines in the Asia-Pacific Region; Regional UN-CMCoord capacity established in East Africa and maintained in Asia-Pacific; Operational UN-CMCoord maintained in Sudan, Chad and Afghanistan.
LSU UNHRD stockpile, stockpile register, customs facilitation and DHL airport teams within the logistics and emergency shelter cluster streamlined.
Indicators:
- Progress in objectives of the logistics cluster.
Achieved:
- One DHL airport team was deployed to assist the Logistics Cluster in Myanmar.
- Extensive consultations (55 meetings) with stakeholders held to finalize phase I of the redesign of the Stockpile Register.
ESS Inter-agency real-time evaluations implemented in appropriate situations. External Evaluation of the Implementation of the Cluster Approach (phase II) finalized. Tsunami Evaluation Coalition recommendations continued to be implemented.
Indicators:
- Number of inter-agency real time evaluations (RTE) completed; 2008 ECOSOC Report to report on TEC recommendation implementation.
Achieved:
- 1 RTE in Myanmar undertaken; TEC recommendations under implementation. Secretary-General's report to the GA and ECOSOC of June 2008 on the Tsunami Disaster mentions implementation status of TEC recommendations.
IGSS Understanding of Member States on the use of military assets in disaster settings advanced.
Indicators:
- Percentage of relevant recommendations from the OCHA/SIPRI study adopted as part of intergovernmental resolutions.
Achieved:
- 40%; progress achieved in the ECOSOC resolution include a reference to the independent study, the Oslo Guidelines and an invitation to Member States to raise the awareness of them; the resolution on International Cooperation on Humanitarian Assistance in the Field of Natural Disasters, from Relief to Development includes a request to review the Central Register of Disaster Management.
PPAS Guidelines developed for OCHA headquarters and field offices on integrated mission planning. A common position among OCHA and its IASC partners established in relation to emerging challenges to cooperation in environments shared with military actors.
Indicators:
- Number of sets of guidelines approved and disseminated.
Achieved:
- 5 (OCHA integration policy, Policy Committee decision, training material on humanitarian-military relations, 2 Notes of Guidance)
GAT GenCap expanded in both number and skill set. GenCap advisers deployed to support the cluster approach, Humanitarian Coordinators and inter-agency cluster teams. Pilot phase of monitoring and evaluation framework finalized. Policy guidance and training on gender, gender-based violence and sexual exploitation and abuse provided to humanitarian actors.
Indicators:
- Number of GenCap Advisors.
- Number of humanitarian situations receiving deployments.
- Improved gender equality programming assessed through evaluations.
Achieved:
- 24 Senior GenCap Advisors.
- 18 humanitarian situations received GenCap Advisors and an additional 15 received training on gender and GBV in regional and national workshops.
- Recent user-survey conducted in 8 of the 18 countries receiving GenCaps (conducted by our external partner — GPPI) indicated enhanced understanding of gender in emergencies, greater use of IASC gender tools, great gender capacity of cluster actors and strengthened inclusion of gender in CAP and Flash Appeals.
ITS Working Group on Emergency Telecommunications supported. Standardization of emergency telecommunications and information technology solutions among the humanitarian community promoted.
Indicators:
- WGET draft standards for digital mobile radio and adoption of Cellular Emergency Alert Services supported.
- Report on field testing of the Emergesat crisis management solution prepared.
- Implementation plan for the United Nations telephone country code for disaster relief established.
- Timely information technology response of the ETC ensured, including provision of security and data communications.
Objective 1.3 — Strengthened OCHA emergency response capacity
Indicators:
- Implementation and review of OCHA Duty System, Emergency Response Roster and equipment reserve.
Achieved:
- Duty System through OCHA Geneva, OCHA New York and regional offices fully functional as a clear point of contact for OCHA stakeholders and OCHA staff in the event of urgent requests or developments is in place. Emergency Response Roster (ERR) fully functional with 19 deployments. Procuremen finalized for most items of the equipment reserve.
DERS/NY Strategic partnerships established with key private sector partners through the provision of expertise and services.
Indicators:
- Number of partnerships established with private sector.
Achieved:
- 2 existing partnerships (Ericsson and DHL) were enhanced and a new strategic partnership with Microsoft was initiated and is under development.
CSS Trigger mechanisms and modalities for surge deployment of advocacy and public information support to regional and field offices clarified.
Indicators:
- Number of deployments of advocacy and public information staff on surge missions based on established criteria.
Achieved:
- External PI surge capacity training workshop held in Ireland in July 2008. Four deployments.
ITS ICT capacity in the field strengthened.
Indicators:
- ICT surge capacity kits and staff in headquarters and regions ready for rapid deployment. Detailed system specifications for field offices established.
Achieved:
- An ICT Workshop was held for all ICT staff in OCHA field;
- 25 new ICT kits dispatched to DRC (10), Afghanistan (7), Kazakhstan (1), Thailand (3), Panama (2), Dubai (1) and Iraq (1).
- Assistance provided to establish/upgrade OCHA field offices ICT services and infrastructure (e.g. Afghanistan, Chad and Myanmar).
ITS Partnerships expanded.
Indicators:
- Scope of existing partnerships with the private sector, governments and NGOs extended to support field activities.
Achieved:
- TSF deployed in support to the DRC, Georgia and Myanmar emergencies.
- Joint technical field deployment test conducted with Ericsson and SRSA at Triplex simulation exercise.
RW Regional presence of ReliefWeb strengthened. Knowledge transferred between ReliefWeb offices and new region-based staff.
Indicators:
- ReliefWeb staff (United Nations Volunteers and Junior Professional Officers) established in Panama, Nairobi and Bangkok. Maintenance of sufficient surge capacity and establishment of Map Centre surge capacity.
Achieved:
- ReliefWeb presence was established in Nairobi, Panama, and regional offices through the training and deployment of UN Volunteer Staff. Surge capacity by ReliefWeb staff deployed to 3 emergencies, including in Myanmar.
CMCS Trained UN-CMCoord Officers available for deployment. Use of Central Register/MCDA Directory improved. Enhanced utility and value of MCDA Directory and MCDA requesting procedures.
Indicators:
- Number of UN-CMCoord Officers on deployment roster fit for purpose. Number of Member States committed to maintenance and use of the Central Register/MCDA Directory.
Achieved:
- 59 UN-CMCoord Officers on in-house roster. UN-CMCoord trained personnel on OCHA Stand-by Partnership Programme. 36 states registered in the MCDA Directory.
FCSS Humanitarian reform better integrated into UNDAC methodology.
Indicators:
- Increased numbers of UNDAC members fully aware of the implications of key components of humanitarian reform on the UNDAC methodology.
Achieved:
- 134 UNDAC members took part in Consolidation and Team Leader training in 2008.
LSU Interaction with relief providers in the areas of logistics information and provision strengthened.
Indicators:
- Number of Model Customs Agreements signed with interested governments.
Achieved:
- One agreement signed with the Government of Honduras.
LSU OCHA’s equipment capacity in response to emergencies strengthened by establishing a plan to mobilize a range of equipment.
Indicators:
- Percentage of requests for support during disasters followed up.
Achieved:
- 100% of requests for relief shipments from Brindisi and other requests for logistics support or information met.
LSU Agreements with partners reached for the lease of a number of assets.
Indicators:
- Standard operation procedures for deployment and management of equipment finalized and disseminated.
Achieved:
- SOPs for deployment of equipment included within framework of Operations Task Force SOPs.
SCS Emergency response roster implemented. Development of and knowledge about the profession of surge capacity providers enhanced.
Indicators:
- ERR and SBPP used and considered in all relevant situations or considered as a (potential) source of versatile emergency coordination personnel. Roster and standby partner personnel trained and prepared for challenging field assignments, using lessons learned and consolidated in-house knowledge and expertise.
Achieved:
- 19 ERR and 54 SBPP deployments to crises assessed as critical and approved for ERR/SBPP utilization. Organization of 3 surge trainings events by SCS and participation in 3 training events organized by SBP organizations.
SCS Emergency deployments of coordination personnel to initiate or bolster in-country coordination structures facilitated.
Indicators:
- Time taken to respond to relevant requests for surge capacity. Percentage of subsequent deployments occurring within requested timeframe.
Achieved:
- 90% of all surge requests were responded to within 24 hrs and 80% of all ERR and SBPP deployments took place within stipulated target timelines.
PPAS Policy support provided to OCHA emergency response at both headquarters and field level.
Indicators:
- Percentage of requests for policy support (including consolidated analysis, guidance, best practice and short-term deployment of policy advisors) Responded to within five days.
Achieved:
- 100% of requests responded to (Afghanistan, Chad, Iraq, Somalia, Sudan, regional organizations and partners).
CRD Geneva, New York and Regional Office response improved.
Indicators:
- Percentage of responses to new emergencies made more effective by following standard operating procedures.
Achieved:
- All new emergencies to which OCHA responded in 2008 contributed to the development of draft SOPs in 2008. The SOPs were further enhanced by Rapid After Action Reviews undertaken for Bolivia, Georgia, Kenya, Myanmar, Southern Africa, and Hurricane Season in LAC.
Objective 1.4 — Greater incorporation of disaster risk reduction approaches and strengthened preparedness in humanitarian response
Indicator:
- Number of programmes for national-level disaster risk reduction capacity development initiated jointly with the UNDP Bureau Crisis Prevention and Recovery and the International Strategy for Disaster Reduction.
Achieved:
- Supported Mozambique and Uganda UN Country Teams through CADRI (Capacity for Disaster Reduction Initiative). Initiated MOU process with Economic Community of Central African States (ECCAS) aimed at strengthening national capacities in preparedness, response and disaster risk reduction.
EPS National and regional response preparedness capacities in relation to disaster risk reduction strengthened. Institutional capacity and coordination mechanisms enhanced. The OCHA Disaster Response Preparedness Toolkit launched and distributed to all OCHA staff and Resident Coordinators / Humanitarian Coordinators in disaster-prone countries.
Indicators:
- Number of Governments supported through CADRI and UNDAC disaster response preparedness missions and specifically tailored workshops.
- Feedback received by OCHA staff and RC/HC on updating and improving the Toolkit.
Achieved:
- 11 countries supported in strengthening national and inter-agency preparedness and contingency planning.
- 3 Governments supported through UNDAC Disaster Response Preparedness Missions.
- First version of the OCHA Disaster Response Preparedness Toolkit launched and disseminated.
- 3 training workshops for staff and partners supported on disaster preparedness, including through CADRI
FCSS UNDAC/INSARAG familiarisation modules organised to spread knowledge of international response in sudden-onset disasters.
Indicators:
- Number of countries and organizations participating in modules.
Achieved:
- 20 countries and organizations attended Familiarization Workshops.
FCSS UNDAC response preparedness missions provided in response to requests from countries of the United Nations.
Indicators:
- Number of UNDAC disaster response preparedness missions.
Achieved:
- 3 UNDAC disaster response preparedness missions fielded in 2008.
FCSS International urban search and rescue teams operationally classified according to response capacity.
Indicators:
- Number of international USAR teams classified.
Achieved:
- 5 USAR teams operationally classified in 2008.
FCSS Disaster risk reduction and preparedness methodology incorporated into UNDAC training.
Indicators:
- Number of UNDAC courses incorporating DRR and preparedness methodology.
Achieved:
- 9 UNDAC courses incorporated this methodology in 2008.
DVPS Policy advice and analysis for OCHA on disaster risk reduction strengthened. Support to field staff and partners provided.
Indicators:
- Number of OCHA field offices including disaster risk reduction objectives in planning and programming.
Achieved:
- Development with ISDR of the Guidance and Indicator Package for Implementing Priority Five of the Hyogo Framework for Action. 1,000 copies distributed through OCHA field offices.
- Policy on disaster risk reduction not yet approved.
ITS Awareness programme for the Tampere Convention on the Provision of Telecommunication Resources for Disaster Mitigation and Relief Operations developed.
Indicators:
- Awareness programme for State Parties on the benefits of the Tampere Convention undertaken and assistance package for governments on its implementation prepared.
Achieved:
- Emergency Telecommunications Cluster (ETC) service guidelines and SOPs as well as an outline of the Tampere Convention were developed and inserted in the draft handbook for Humanitarian Coordinators and Resident Coordinators.
CRD Disaster risk reduction and preparedness measures incorporated into OCHA operations on the basis of a multi-hazard analysis.
Indicators:
- Percentage of priority countries with a new or revised contingency plan using the IASC Contingency Planning Guidelines.
Achieved:
- 100 percent of countries that updated their contingency plans in 2008 used the revised IASC Contingency Planning Guidelines.
PIC Pandemic preparedness built upon existing mechanisms for disaster preparedness, mitigation and response, and — as much as possible — fully integrated into national structures for disaster and crisis management.
United Nations Country Teams assisted to support national governments with pandemic and catastrophe preparation, including participating in simulations. Humanitarian actors agree upon and undertake priority actions to deliver assistance during a pandemic.
Indicators:
- Number of countries in which national disaster management structures incorporate and stimulate pandemic risk within their scope of work.
- Number of United Nations Country Teams receiving assistance.
- Number of inter-agency country humanitarian plans developed in collaboration with the International Federation of the Red Cross and Red Crescent Societies.
Achieved:
- 52 countries have integrated pandemic planning into national and local disaster management structures. A further 66 countries have integrated pandemic planning into national, but not local, disaster management structures.
- 77 countries tested their pandemic plan via a simulation over the last year.
PIC provided support to 90 United Nations country teams in 2008.
The IFRC-led Humanitarian Pandemic Preparedness project is running behind schedule and no inter-agency country humanitarian plans have yet been produced although it is hoped to deliver 30 by the end of 2010.
Objective 1.5 — A strategy contributing to seamless transition and early recovery
Indicator:
- Percentage of OCHA field offices scheduled for phase-out with handover plans.
Achieved:
- The two OCHA field offices (Burundi and Timor-Leste) closed in 2008 had clear hand-over plans and exit strategies developed under the guidance of head and regional office support.
CRD Predictable and sustainable phase-out of OCHA field offices promoted and supported.
Indicators:
- Percentage of relevant offices provided with guidance on transition.
Achieved:
- Offices entering the transition phase including Côte d’Ivoire, Georgia, Myanmar and Uganda were provided with tailored guidance and support to initiate transition planning.
CAP 1994 IASC CAP Guidelines updated to incorporate latest agreed policy on transition, including the United Nations Development Group/Executive Committee on Humanitarian Affairs Guidance Note on Transitional Appeals and outcomes of the OCHA Transition Working Group.
Indicators:
- Updated CAP guidelines approved by IASC.
Achieved:
- Updated CAP guidelines approved by IASC: CAP 2009 Guidelines approved by IASC; Guidelines on Early Recovery in Flash Appeals approved by IASC; new overall Flash Appeal guidelines developed and submitted for approval; guidelines on Role of cluster/sector leads in the CAP approved by IASC CAP SWG.
Goal Two: Recognized OCHA leading role in humanitarian policy, advocacy and information management
Objective 2.1 — Action-oriented analysis of humanitarian trends and emerging policy issues
Indicator:
- Number of public strategy papers on policy and country issues.
Achieved:
- OCHA lead or co-lead strategy papers on thematic issues including climate change, the food crisis, disaster preparedness, humanitarian reform and IASC priorities, as well as country specific papers on Kazakhstan and Liberia.
IASC/ECHA Action items on IASC-agreed policy priorities reflecting current trends monitored. Progress in implementing normative guidance produced by IASC subsidiary bodies monitored.
Indicators:
- Number and percentage of items in agreed IASC policy priorities for 2008 completed.
Achieved:
- The IASC made progress in all 4 priority areas in 2008, which included the humanitarian implications of climate change, the preservation of humanitarian space, recovery/transition and the humanitarian reform agenda.
PPAS Lessons learned, best practices, analysis and general guidance on humanitarian policy considerations converted into consolidated country-specific policy and planning inputs.
Indicators:
- Number of requests for policy support received; percentage responded to within five days. Percentage of recommendations incorporated into plans and coordination models.
Achieved:
- 12 requests received. 75% responded to within 5 days. 100% incorporated into coordination models.
PoC Monitoring methodology and indicators developed for key protection priorities, including access restrictions.
Indicators:
- Methodology and indicators on access restrictions.
- Number of countries in which methodology and indicators implemented.
Achieved:
- Inventory of factors affecting humanitarian access and OCHA existing access monitoring and reporting practices was elaborated, and used as a basis for the design of an access monitoring and reporting framework. Access reports by OCHA field offices were evaluated for their strengths and weakness. Guidance was developed on how to approach access monitoring and reporting, particularly to ensure its quality and relevance.
- Monitoring and reporting framework was disseminated to 6 OCHA field offices selected as focus countries. 7 field offices engage in access reporting in line with this framework, thus providing material feeding into ERC briefings to the Security Council and other, country-specific, policy and information dissemination needs.
Objective 2.2 — More strategic advocacy of humanitarian principles and issues
Indicator:
- Number of advocacy strategies undertaken.
Achieved:
- 2 global advocacy campaigns launched with partners, including 2 global advocacy strategies and support to one country specific strategy for CAR.
IASC/ECHA Common advocacy messages on major humanitarian issues and crises regularly discussed and endorsed in ECHA meetings.
Indicators:
- Number of advocacy messages agreed on, delivered and disseminated to the field when appropriate.
Achieved:
- ECHA discussed 15 country specific situations and two thematic issues; funding for humanitarian operations and the rise of food and fuel prices. Out of the 17 agenda items, 14 specifically referred to the need of more strategic advocacy of humanitarian issues. ECHA agreed on high-level advocacy messages, advocacy strategies and campaigns involving multiple departments or agencies. By the end of 2008, the implementation rate of ECHA action points relating to humanitarian advocacy was particularly high (70%).
DPSS Profile of forgotten displacement crises.
Indicators:
- Number of public statements on “forgotten” crises by ERC and RSG on IDPs.
Achieved:
- Several statements issued primarily by RSG, and also the ERC, including on CAR, Sri Lanka, Georgia, Sudan, Timor-Leste, Kenya, protracted displacement in Europe, IDPs in natural disasters, DRC, and Afghanistan among others.
IRIN Vulnerable communities in Afghanistan and Somalia provided with information on key issues that affect lives and livelihoods.
Indicators:
- Number of radio broadcasts to targeted communities.
- Number of online text reports and amount of multimedia content reflecting local perspectives and views.
Achieved:
- Afghanistan: 376 radio programmes produced in Dari and Pashto languages and broadcast nationally via short wave and AM and locally through partnerships with FM radio stations.
- Somalia: 112 hours of humanitarian radio programming produced and broadcast on short wave across the Somali-speaking region and rebroadcast on local Somali FM stations. Direct broadcasts increased from 15 minutes per day in April, to 30 minutes from 1 July.
- 181 news and feature articles on Afghanistan and 240 on Somalia, published online and distributed via email subscriber service. Afghanistan articles translated into Dari and Pashto for local distribution were widely picked up by the local language press.
IRIN Market research and audience survey conducted
Indicators:
- Market research and audience survey conducted in 2008 provides greater insight into IRIN’s audience.
Achieved:
- Audience survey completed by AC Neilsen. Analysis shows more than 50% of readers are from the humanitarian community (donors and aid workers). More than 65% rate IRIN’s humanitarian coverage as excellent and more than half say they regularly learn of issues they would otherwise not know about. IRIN activities and forward planning have been informed by this market research.
IRIN IRIN news and analysis expanded in Southeast Asia, providing greater insight into disaster responses, humanitarian crises and the HIV/AIDS epidemic in the region.
Indicators:
- Number of text reports and amount of multi-media content produced on humanitarian events, trends and policy issues in South-East Asia, including HIV/AIDS issues.
- Number of new countries in South-Asia added to current coverage portfolio.
Achieved:
- A total of 902 articles on Asia were published (Total of 5,800 for 2008).
- 2745 Asia specific photos downloaded to photo gallery (22,143 photos total)
- Asia e-mail subscribers increased 49 percent from 10,953 to 16,099.
- Surge response deployed to cover the Myanmar crisis. Four missions were fielded, 14 photos downloaded to the public gallery and 95 reports covering over 10 themes including natural disasters, governance and economy published.
- 10 South-East Asian countries were added to Asia coverage in 2008, bringing total countries covered in Asia to 20.
GCMS Partnership-building and system-wide advocacy related to humanitarian coordination issues supported through regular dialogue and briefings with the humanitarian liaison network on emergency situations and countries and regions of concern. A systematic process of identifying humanitarian issues and trends established.
Indicators:
- Establishment of the humanitarian liaison network.
- Number of humanitarian liaison network and IASC meetings addressed. Humanitarian liaison working group and All Member States meetings organized.
Achieved:
- In consultation with senior OCHA management, it was decided not to establish a new coordination mechanism (i.e. the HLN), but rather to build on existing mechanisms (i.e. the IASC).
- By convening 19 member states briefings and advocating with donors on a bilateral basis as well as being a focal point for the HLWG, GCMS was instrumental in delivering key messages, emergency situations in all regions. GCMS actively promoted the one-voice principle among agencies by convening 21 IASC meetings.
DERS (NY) Existing relationships nurtured and new ones developed with members of the G77, the private sector, NGOs, parliamentarians and regional organizations. Strategic approach to the functioning of the OCHA Donor. Support Group implemented. Good Humanitarian Donorship policies promoted and influenced as appropriate.
Indicators:
- Number of G77 members targeted for systematic dialogue.
- More engagement by the Gulf states with the UN system at large and OCHA in particular.
Achieved:
- As a result of a number of outreach events (more than 60% of G77 members reached more than twice for dialogues), 34 countries of G77 with a total of $1.5 million in funding, have became CERF donors in 2008. 12 out of 34 countries are new in 2008. Institutional agreements with OIC and LAS has been negotiated and concretely initiated in 2008.
- Advanced much more systematic and institutional cooperation with the Gulf States including Saudi Arabia and UAE.
EPS Awareness raised on the humanitarian implications of climate change, internally and externally.
Indicators:
- Number of awareness-raising activities undertaken (including workshops on climate change and online knowledge sharing).
Achieved:
- Information on the humanitarian implications of climate change disseminated and internal roles, requirements and expectations clarified during the OCHA climate change workshop.
- Information shared and inter-agency contacts established and strengthened through the contribution in 4 external meetings on climate change.
- Awareness raised at the inter-agency level through the preparation of 2 background papers for the 70th IASC WG meeting and for the IASC Principals meeting. Creation of the informal IASC Task Force on Climate Change, a key structure for advocacy and information sharing on the humanitarian implications of climate change within the UNFCCC process.
CMCS UN-CMCoord guidelines, humanitarian principles and UN-CMCoord Officer field handbook systematically disseminated to partners and used. Humanitarian aspects of civil-military coordination incorporated into domestic and international training curricula. UN-CMCoord training programme delivered to military and civilian actors. Military exercises simulating humanitarian scenarios supported.
Indicators:
- Percentage of civil-military related partners incorporating UN-CMCoord guidelines, handbook and humanitarian principles in their activities. Number of training institutions including UN-CMCoord in their curricula. Number of UN-CMCoord training programmes delivered. Number of simulations supported.
Achieved:
- CMCS promoted and disseminated guidelines and the principles of humanitarian principles and space through: Delivery of 16 UN-CMCoord training courses and workshops; Planned and delivered 3 dedicated UN-CMCoord conferences; Provided some 70 briefings to an array of conferences, seminars, workshops and meetings; Supported 11 large-scale military and civilian led exercises.
IGSS Intergovernmental strategy aimed at building understanding and acceptance of priority humanitarian policy issues and principles developed and implemented. Strategy related to OCHA’s work with regional and sub-regional organizations developed.
Indicators:
- Percentage of defined priorities endorsed in humanitarian resolutions.
Achieved:
- 80%. Recommendations of Secretary-General’s report addressed in the ECOSOC and relevant GA resolution include respect for humanitarian principles; safety and security of humanitarian personnel including a reference to public statements that could jeopardize the security environment for humanitarian operations; disaster risk reduction including a reference to Hyogo; operational and legal frameworks for international disaster relief; climate change including the need to better understand the humanitarian consequences of climate change; humanitarian financing; use of military assets in disaster relief assistance, including a reference to the Oslo Guidelines.
CSS Modalities to ensure more complementary key messaging between OCHA and its NGO partners clarified. Support to OCHA’s senior management team, other senior officials, visiting field staff and the Office of the Spokesperson of the Secretary-General provided in order to gain more extensive outreach for priority messaging.
Indicators:
- Number of joint advocacy and public information initiatives undertaken with NGO partners on priority humanitarian issues.
- Number of interviews and briefings given by OCHA staff. Number of press releases and talking points produced. Number of op-eds published. Number of speeches delivered.
Achieved:
- 1 photo exhibit on GBV arranged with Oxfam.
- More than 200 interviews and briefings.
- More than 500 press releases and bullet points.
- 10 speeches and op-eds produced.
- ERC Key Messages introduced as a way to support alignment on key humanitarian issues.
HRSU Rollout of the cluster approach enhanced.
Indicators:
- Agreement on IASC Principals statement on the pace and modalities of implementation of the cluster approach.
Achieved:
- OCHA drafted the Rome Statement on Cluster Roll-out that was endorsed by the IASC Working Group in November 2007. The Rome Statement reconfirmed that the cluster approach should be used in all countries with Humanitarian Coordinators and in all major new emergencies, accelerating the role-out of the cluster approach.
HRSU Policy and operational guidance on clusters and wider reform incorporated and reflected in relevant advocacy/public information trainings, workshops, country, communication strategies and related material.
Indicators:
- IASC agreement on guidance note on coordinated public information in emergencies.
Achieved:
- HRSU developed policy guidance on critical issues relating to the cluster approach including the ‘Provider of Last Resort’ concept and FIS developed policy guidance on the role of clusters in information management. This and other policy guidance formed the basis of much of the cluster-related advocacy, training and communications material used by OCHA, IASC partners and Global Cluster Leads.
Objective 2.3 — A common approach to needs assessments and impact evaluation
Indicators:
- Percentage of global clusters that agree to a common approach to needs/situational analysis; Number of countries in which a common humanitarian classification system is piloted.
Achieved:
- All global clusters agreed to a common approach as expressed through agency representatives at the IASC Working Group;
- Humanitarian classification/information consolidation system piloted in five countries (Haiti, Honduras, Pakistan, Sri Lanka and Yemen).
ACE Inter-agency process established for development of indicators, definitions and approaches to facilitate multi-sectoral assessment and classification, including creation of a steering group (donors, United Nations Agencies, NGOs and other interested stakeholders) and a technical advisory group.
Indicators:
- IASC endorsement of the way forward for a common approach (indicators and classification tools).
- Number of clusters/sectors that apply agreed indicators.
Achieved:
- OCHA’s proposal was endorsed by the IASC Working Group in November 2008. This includes continued work on identifying, agreed indicators, and the information consolidation tool.
- Cluster/sector application of the indicators/tool will only be measurable in 2009 after field piloting.
ACE Potential common indicators and definitions identified. Gaps and duplication in needs assessment practice analysed.
Indicators:
- Mapping of ongoing initiatives completed.
Achieved:
- Mapping report identifying gaps was submitted to the IASC Working Group in November 2008.
ESS A strategy for system-wide impact assessments and evaluations (including of cluster leads) developed and promoted.
Indicators:
- Mapping process defined; Agreed approach to impact assessments for the cluster approach established.
Achieved:
- Common evaluation framework and process for assessing impact of clusters agreed upon for implementation during 2009.
Objective 2.4 — Protection advanced at global, regional and national levels
Indicator:
- Number of countries with protection strategies.
Achieved:
- Strategies were developed through a protection cluster, as part of a comprehensive CAP, or within a contingency planning exercise, which OCHA supported in a variety of manners (direct support, convening of strategy meetings, secretariat, etc.) in the following 14 countries: Afghanistan, CAR, Chad, Colombia, Côte d'Ivoire, DRC, Indonesia, Iraq, Myanmar, Nepal, the occupied Palestinian territory (oPt), Sri Lanka, Sudan and Uganda.
PoC Strengthened advocacy on the protection of civilians with the Security Council and Member States through systematic briefings and strategic planning, and updating of tools such as the Aide Mémoire on Issues Pertaining to the Protection of Civilians in Armed Conflict. Bilateral meetings held with key regional organizations to develop a road map elaborating protection policy papers for each organization. Sub-regional workshop held. Protection of civilians at the country level strengthened.
Indicators:
- Number of Member States receiving protection briefings and using updated Aide Mémoire.
- Number of regional organizations engaged in the protection policy paper development process and attending the sub-regional protection workshop.
- Number of country workshops on the protection of civilians held
- Number of recommendations from workshops incorporated into country-specific protection strategies.
Achieved:
- Protection briefings were given to Member States party to the Friends of POC group.
- There were frequent but untracked bilateral briefings.
- Due to the lengthy drafting and negotiation process, the Aide Mémoire was only adopted by the Council in January 2009.
- The sub-regional protection workshop was not held due to lack of capacity within the selected regional organization.
- There was engagement with regional organizations on protection of civilians either in a country specific manner and/or at policy level. In particular, there was engagement with the African Union on the negotiation of the AU IDP convention, engagement with the European Union in relation to POC issues in Afghanistan and the development of the EU guidelines on POC funding, and engagement with NATO on operations in Afghanistan, use of Provincial Reconstruction Teams and the role of Multi-natinal forces (MNFs) in POC.
- Workshops for OCHA country teams — and other humanitarian actors — held/participated in six countries.
- The format of each of these meetings was different but on no occasion did they lead to the adoption of recommendations. However, the input provided was frequently incorporated into the operations of the different country teams.
GAT Global advocacy undertaken on gender-based violence, including improved prevention and response programmes and country-level coordination.
Indicators:
- Number of OCHA-led inter-agency support missions to improve country-level coordination of gender and gender-based violence programming.
Achieved:
- 4 missions to support the Kenya and Somalia teams on PSEA, regional workshops to Bangkok and Johannesburg on gender, GBV and PSEA focal points in the region.
GAT Policies finalized on protection from sexual exploitation and abuse, compliance mechanisms and capacity building (including a United nations-wise Victims Assistance Policy).
Indicators:
- Victim Assistance Policy adopted by General Assembly. Framework for implementation of Victim Assistance Policy produced and piloted.
Achieved:
- Policy was adopted by the General Assembly (A/62/214). OCHA produced a detailed guide for implementation of the Victim Assistance Policy which was disseminated to all HCs and Integrated Missions and is currently being piloted in 3 countries.
DPSS Protection mainstreamed in clusters/sectors and in transition situations.
Indicators:
- Number of cluster/sector planning documents and programming strategies incorporating protection.
Achieved:
- Over 20 protection cluster/sector coordination mechanisms operating in the field. Several have completed strategies and coordinated action plans.
DPSS Protection and displacement capacity is a standard component of Emergency Response Roster skills and DPSS staff are available for surge support.
Indicators:
- Number of OCHA staff trained in protection and displacement issues.
Achieved:
- Over 50 OCHA field staff trained in two regional- and three country-based workshops.
DPSS Protection mainstreamed in clusters/sectors and in transition situations.
Indicators:
- Framework on Durable Solutions piloted in at least one country.
Achieved:
- Uganda served as a pilot as the humanitarian country team developed a strategy for transition and determination of how to apply the framework in-country with humanitarian, development actors, and government counterparts. In some cases tools for protection activities in conflict-affected areas were adopted at national level to strengthen capacity in non-conflict affected areas as well.
Objective 2.5 — Strengthened information management based on common standards and best practices
Indicator:
- Number of branches at headquarters and number of regional/field offices that have adopted Information Management Review-initiated standards and practices.
Achieved:
- As recommended by the IM Review, all branches and offices participated in an inventory of the information products and websites under their management. This process contributed to the development of a new OCHA intranet and website archiving policy. It also helped define the templates and guidance for OCHA core information products, all of which are expected to be adopted in 2009.
CAP FTS extended to become a field tool for: tracking and managing pooled funds; making pooled fund allocation decisions; uploading and revising projects; and recording monitoring and evaluation information.
Indicators:
- OCHA field offices that manage pooled funds access the FTS database to upload directly and record pooled fund allocations. Agencies directly upload appeal projects online and revise as needed throughout the year.
Achieved:
- OCHA field offices that manage pooled funds access the FTS database to upload directly and record pooled fund allocations. Technical functions for remote FTS data entry put in place through VPN (virtual private network).
- Agencies directly upload appeal projects online and revise as needed throughout the year: Upload, review, and electronic publication functions done and used in late 2008 for 2009 CAPs. Revision function under development, due 9 April 2009.
RW Quality, timely and relevant documents and maps produced on complex emergencies and natural disasters.
Indicators:
- Critical emergencies and disasters covered in a timely manner. Number of document updates and situation maps produced.
Achieved:
- Timely coverage of 28 emergencies and 124 new natural disasters. 38,897 response documents, 3,230 maps posted.
RW Recommendations from Symposium+5 followed up; workshop hosted for humanitarian information management practitioners in the Middle East and North Africa. Awareness of donors and member states about ReliefWeb’s services improved.
Indicators:
- Symposium+5 outcome recognized and taken forward.
Achieved:
- Symposium +5 Final Report produced in-house and disseminated to participants. 58 member states briefed.
RW Recommendations from information management and ICT reviews implemented. Metrics, client surveys and usability studies used to support editorial decision making.
Indicators:
- Steps to ensure optimum governance, standard operating procedures and policy produced. Communications strategy encouraging greater collaboration with partners developed.
Achieved:
- Development of ReliefWeb Handbook completed. Communications strategy developed and implementation initiated.
RW Humanitarian trends and issues highlighted on website and made more meaningful through improved framing and visualization of content. Addition of special graphics and metrics. Strengthened partnerships with academia. “Policy and issues” section further developed and integrated.
Indicators:
- Issues framing, special graphics and metrics implemented. Partnerships established with key actors. Forgotten and under-funded emergencies highlighted throughout the website.
Achieved:
- ReliefWeb introduced thematic pages (i.e. Food Crisis, Hurricane Season, and Climate Change); added “most read” and “most emailed” features; and enhanced visual access to vacancies via an interactive Google Earth map. Humanitarian Profile Maps remained a key ReliefWeb “issues framing” product. Forgotten and under-funded emergencies featured prominently.
ITS Core ICT services, system and platforms upgraded and strengthened in relation to business continuity and disaster recovery. An appropriate content management platform selected and implemented to meet OCHA wide content management requirements. Improvements to ReliefWeb, OCHA Online, the intranet, internal communications and dissemination of information among external partners implemented. Biannual user surveys of information management and web-based tools undertaken to determine level of satisfaction.
Indicators:
- Capacity required for all mission-critical systems met; services restored for such systems within six hours.
- Content management system implemented, migration plan established and at least one application migrated.
- Search page on OCHA Online extended to include multiple public websites. Search function on Intranet to include multiple internal sites. Metadata database implemented and used on at least one application.
Achieved:
- Messaging and collaboration systems in New York and Geneva completed with Instant Messaging implemented. Outsourcing of central ICT servers initiated and a related Service Level Agreement established.
- Based on MS-SharePoint technology, the new OCHA intranet platform was implemented.
- Search page on OCHA online extended to include all OCHA public portals and the search function on the OCHA Intranet enhanced with and increase by 50% on the search queries generated.
- Reliefweb site was improved for easy vacancies management, a dynamic page to view most read documents and an enhanced email subscriptions. Multi-lingual support for the PIC website implemented and the IASC website migrated to a new easy to view and user friendly platform. The CAP appeals process was enhanced with the development of the online project submission system (OPS).
CERF Fully functioning centralized information management system established.
Indicators:
- Percentage of applications, project proposals and allocations, financial and narrative reports, pledges and contributions recorded and archived in the CERF information management system.
Achieved:
- 100%
FCSS GDACS and VOSOCC maintained for use by disaster responders.
Indicators:
- Number of relevant automatic alerts and quantity and usefulness of information updates and exchanges through the VOSOCC.
Achieved:
- Over 8,500 users registered on GDACS and Virtual OSOCC at the end of 2008 with most donor countries having assigned their operation centres as primary users of the tool. GDACS and Virtual OSOCC were used in 20 major disasters in 2008 for operational information exchange.
GMP OCHA guidance material developed and accessible to all staff on redesigned intranet.
Indicators:
- Number and percentage of guidance items made accessible to staff on intranet.
- Intranet user surveys completed and analysed.
Achieved:
- 422 guidance documents have been catalogued under 8 groups and 51 subjects.
- An average of 404 individual staff members have visited the interim Policy Guidance section of OCHA’s Intranet each month since the section was launched in August 2008.
- 44% of OCHA’s professional staff (international staff & national officers) are using the Policy Guidance section each month.
- The Policy Guidance section account for 55% of all the visits by individual staff to the Intranet since August 2008 Usability testing and stakeholder interviews were conducted with OCHA staff in ROCEA and ROLAC and the OCHA FOs for Somalia and Colombia.
DPSS ProCap Online further developed and linked to the Global Protection Cluster. DPSS information management strategy developed and OCHA protection monitoring and reporting formats standardised.
Indicators:
- Percentage increase in usage of ProCap Online and improved user satisfaction
- Protection profiles developed and maintained in priority countries.
Achieved:
- ProCap Online closely linked to PCWG and increase users of the site for reference material.
- Protection profiles updated or developed for 10 displacement/protection situations.
PIC National pandemic readiness standardized and measured for all United Nations programme countries. United Nations system adopts standardized indicators of readiness for United Nations Country Teams, including indicators endorsed by the United Nations Medical Service and the Department of Safety and Security. Inter-cluster information management strengthened through the provision of timely and effective information management services at headquarters and field levels. OCHA’s information products and services improved to meet the operational and analytical demands of decision makers, including Member States and IASC partners.
Indicators:
- Number of governments endorsing online data. Number of United Nations Country Teams demonstrating at least 10 per cent improvement (measured by PIC indicators).
- Number and range of mutually agreed policies and practices in place at the headquarters level and used during emergencies to guide interagency information management efforts.
- Capacity of OCHA and partner agency staff to effectively manage humanitarian information increased.
Achieved:
- It was decided not to seek endorsements from governments of the online data. The PIC database includes measurement of the country pandemic plans of 174 countries. In 2008, 22 UNCTs (16%) demonstrated more than 10% improvement in their pandemic planning indicators.
- Guidance Material: OCHA Specific. (1) Map Production Guidelines, (2) Map Production Policy Paper. Non-OCHA Specific. (3) Establishment of IASC Task Force on Information Management , (4) IASC Operational Guidance Note on Information Management, (5) Humanitarian Information Centre Terms of Reference. Products and Service: (6) Release of 3 new builds of the OCHA 3Ws database , (7) maintained and supported standard OCHA information management tools.
- One global Information Management Training for 30 Humanitarian Affairs Officers; training modules on humanitarian information management have also been included in HFCP (30 trained), the Global OCHA ICT Training, Global Cluster Leads Trainings (21 persons trained), cluster-specific trainings organized by Global Cluster Leads (33 persons trained at WASH cluster training), UNDAC trainings organized by OCHA (53 persons trained).
Goal Three: An effectively managed and responsive organization
Objective 3.1 — Improved management practices for “one OCHA”
Indicators:
- Percentage of objectives from OCHA Strategic Framework with defined strategies.
Achieved:
- While no multi-year strategies were developed for the 2007-2009 framework, annual strategies for 2009 were designed for 100% of the 14 objectives, through an improved joint-planning process.
GMP OCHA corporate identity (capstone) document research begun and annotated outline developed.
Indicators:
- Inter-branch strategy (and possibly a working group) established for development of capstone document.
Achieved:
- Guidance Management Project decided to temporarily place on hold development of the capstone.
GMP Regional and field office ownership of the GMP strengthened.
Indicators:
- Regional office focal points for guidance rollout and training in place; Number of regional workshops held.
Achieved:
- Policy Instruction on the Roles and Responsibilities of regional offices was finalized. GMP strengthened regional office ownership by closely collaborating on the finalization of the Roles and Responsibilities of regional offices.
GAT Implementation of OCHA-wide Gender Action Plan.
Indicators:
- Percentage of activities outlined in the GAP implemented.
Achieved:
- Approximately 50% of activities completed with 25% on-going or under-development.
DERS GVA Strategic engagement with ODSG enhanced.
Indicators:
- Increased membership of the ODSG.
Achieved:
- Greater transparency and strategic consultations with the ODSG and the Troika on the strategic planning process and budgeting. Although there was no new member of the ODSG, the ODSG partnership meeting, hosted jointly by Canada and Mexico in September 2008, led to increased awareness of OCHA’s mandate within the Latin American countries.
SCS Internal clarity on available emergency/surge personnel resources improved.
Indicators:
- Formulation, dissemination and proper use of internal guidelines or User’s Guide.
Achieved:
- ERR Procedures and Policy Instruction approved by SMT and successfully introduced. SBPP User’s Guide drawn up and successfully introduced. Surge guidance material regularly updated on the intranet in 2008, coupled with 2 surveys and 8 information sessions.
Objective 3.2 — Application of better financial tools
Indicators:
- Frequency of management reports provided to headquarters and regional/field offices.
Achieved:
- 2 management reports on implementation rates (monthly expenditure/budget items and quarterly expenditure/total budget).
EO/AO Realistic and properly prepared cost plans completed.
Indicators:
- Improvement in processing of field requests and] accurate cost estimates for budget planning.
- Frequency of cost plan revisions.
Achieved:
- Average of 2 budget revisions.
EO/AO Improved administrative controls and practices established.
Indicators:
- Improved compliance rates in implementing audit reports.
Achieved:
- 11% decrease in rate of implementation.
EO/AO Improved client orientation in services delivery.
Indicators:
- Increased client satisfaction.
Achieved:
- Increased client satisfaction achieved through implementing recommendations from Bangkok workshop, including a maximum 48 hour response time to queries received and regular meetings with clients in New York, Geneva and the field.
EO/AO One financial operating system for all OCHA field offices.
Indicators:
- Percentage of field offices with financial operating system.
Achieved:
- Implementation delayed due to mapping of business processes at the field level and scanning of practices of other United Nations organizations.
ITS Requirements analysis, functional design and applications development for field office administrative system completed. Fully operational infrastructure installed.
Indicators:
- System successfully implemented and operational in six field offices; deployment plan defined for other field offices.
Achieved:
- Project postponed to 2009 as requested by the Executive/Administrative Office.
DERS (Geneva) Capacity for sound financial management and accountability increased
Indicators:
- OCHA Contribution Tracking database (OCT) fully established and managed, including training to users and OCHA management. Phase II of the Database developed and prepared for application
Achieved:
- Phase I of contribution tracking database developed.
Objective 3.3 — Accountable and transparent human resources planning and management
Indicators:
- Average number of days to complete necessary recruitment activities.
Achieved:
- Recruitment activities completed within 140 days on average.
EO/AO Human Resources tools implemented and refined.
Indicators:
- OCHA staff and contact management system used for human resources management.
Achieved:
- Further development of OCHA Contact Management (OCM) which facilitated monthly monitoring and reporting responsibilities and allowed for easier tracking of staff movement, gender and geographic representation.
EO/AO Guidance and policy materials for headquarters and field administration further developed.
Indicators:
- Number of guidance documents updated.
Achieved:
- Four guidance documents completed, including two for field offices.
EO/AO Increased control over recruitment and administration of field staff.
Indicators:
- Delegated authority to recruit and administer field staff.
Achieved:
- Delegation of authority implemented in February 2008; HRS/AO fully assumed recruitment and administration responsibilities of field staff.
EO/AO Improved geographic diversity in accordance with UN Secretariat objectives.
Indicators:
- Ratio of cumulative number of geographic recruitments from un/under-represented Member States compared to all geographic recruitments during cycle.
Achieved:
- 17% against a target of 20%.
EO/AO New staff provided with basic OCHA training.
Indicators:
- Percentage of new staff provided with uniform induction.
Achieved:
- Zero. Online induction programme to be rolled out in mid 2009.
EO/AO Programme Manager review of staff training needs undertaken.
Indicators:
- Establishment of database to record staff training.
Achieved:
- Establishment of database to monitor compliance with mandatory training initiated. Consultations undertaken to address training needs.
EO/AO Roster of pre-screened candidates used to fill international field posts.
Indicators:
- Percentage of field posts filled through roster.
Achieved:
- 15%. At least 70% of field recruitments are expected to be filled through the Roster in 2009.
GMP Induction and staff training modules reflecting corporate policies, standard operating procedures and guidelines on key humanitarian issues developed.
Indicators:
- Corporate policies, standard operating procedures and guidelines integrated into induction training modules.
- Workshops and training modules on policy guidance system developed for and available to all staff.
Achieved:
- Provided input to induction on 9 organizations units and 15 thematic areas.
- Modules on policy guidance system provided in 2 public information workshops sponsored by AIMB.
- Standard presentations provided to approximately 12 OCHA units and sections.
Objective 3.4 — Competent management cadre effectively leading teams and accountable for results
Indicators:
- Percentage of Performance Appraisal System reports completed in accordance with established deadlines.
Achieved:
- 50%
These tables are a consolidated list of indicators for all regional and field offices reflecting progress against the OCHA Strategic Framework 2007-2009. They include a measurement of performance (output and indicator) and their corresponding achievement.