UPDATE
2INTRODUCTION
OCHA’s 2014 & 2015 Plan and Budget set out OCHA’s overall strategic plan, country and regional office plans and performance indicators. It also provided budget and staffing information.
OCHA responded to five level-three humanitarian emergencies in 2014: Central African Republic, Iraq, the Philippines, South Sudan and Syria. These emergencies increased OCHA’s budget beyond planned levels, as the organization provided surge capacity to make a difference on the ground.
This document provides an update on OCHA’s staffing, budgeting and funding requirements for 2015. It also provides an overview of the challenges facing OCHA in 2015 and OCHA’s prioritization of activities in line with resources, capacities and projected donor support.
OCHA requires US$313 million for 2015. For more details on revised financial and operational requirements, please visit: www. unocha.org/ochain/2014-15/.
OCHA delivers its mandate through…
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COORDINATION
OCHA brings together organizations and people to minimize duplication in humanitarian response and lives.
ADVOCACY
OCHA speaks on behalf of people affected by conflict and disaster.
INFORMATION MANAGEMENT
OCHA collects, analyses and shares information which is essential to plan humanitarian response activities.
HUMANITARIAN FINANCING
OCHA raises resources and organizes and monitors humanitarian funding.
POLICY
OCHA provides policy guidance, analyses humanitarian trends and supports forward thinking and knowledge sharing on solutions to humanitarian challenges.
3FINANCIAL UPDATE
OCHA continues to be almost entirely dependent on voluntary contributions to deliver on its mandate, with only 5 per cent of its funding coming from the UN regular budget.
OCHA uses its funding to help make global humanitarian response more effective, inclusive and innovative. Investment in OCHA maximizes the value of money spent on direct-aid programmes through greater coordination. Due to its specific mandate and the proportion of its budget devoted to staffing, OCHA needs its funding early in the year.
Given the increase in conflict-related crises that last for many years, OCHA requires as much of its funding as possible to be unearmarked to give flexibility to the management of its operations.
The 2015 budget preparation—overseen by the OCHA Budget Review Committee—prioritized activities based on the 2014-2017 Strategic Plan and Management Plan in view of likely donor income. This process was complex, given the unpredictable global environment in which OCHA operates. The 2015 starting budget was fixed at $313 million. With a projected income of $238 million in 2015, OCHA will again be forced to draw extensively on its programme budget carry-over if new income is not forthcoming. This funding pattern is not sustainable beyond 2015 as, without increases in income, maintaining the current level of priorities will be extremely difficult and may require OCHA to make stringent decisions about what it can do beyond the implementation of its core mandated activities.
OCHA Is APPEAlIng TO DOnOrs fOr
$313 mIllIOn
HOW OCHA WIll SPenD ITS 2015 PROGRAMMe BuDGeT
Field-based humanitarian coordination
67%
Direct HQ support for field coordination
18%
Communica-tions and information management
6%
Executive direction and management
4%
Policy and normative development
2%
Programme common costs
2%
Humanitarian financing support
1%
95%is
extrabudgetary
5% UN regular budget
4
Peru
BurkinaFaso
Kenya
Bolivia
DominicanRepublic
JamaicaMexico
GuatemalaHonduras
Nicaragua
Mauritania
Zimbabwe Madagascar
Papua NewGuinea
Japan
DPR Korea*
Bangladesh
Nepal
Tajikistan
Iran
Kyrgyzstan
Sri Lanka
* Central African Republic (CAR)Democratic Republic of the Congo (DRC)occupied Palestinian territory (oPt)
Financial costs of HATs are included under the relevant regional office's budget.
Haiti
ColombiaRegional Office for Latin America and
the CaribbeanPanamá, Panama
HeadquartersNew York, USA
HeadquartersGeneva, Switzerland
Regional Office for West and Central Africa
Dakar, Senegal
Regional Office forSouthern AfricaJohannesburg, South Africa
Regional Office for Eastern AfricaNairobi, Kenya
Regional Office for the Middle East and North AfricaCairo, Egypt
Regional Office for the PacificSuva, Fiji
Regional Office forAsia and the PacificBangkok, Thailand
Regional Office forthe Caucasus and
Central AsiaAlmaty, Kazakhstan
Côted'Ivoire
Niger Chad
Nigeria
DRC*
EthiopiaAfrican UnionLiaison Office
BrusselsLiaison Office
GulfLiaison Office
Somalia
Yemen
PakistanAfghanistan
Eritrea
Ukraine
CAR*
Sudan
SouthSudan
MaliPhilippines
Indonesia
Myanmar
AREAOF DETAIL
1
$50M
10
FUNDING REQUIREMENTS
Humanitarian Adviser Team (HAT)
Iraq(Syria Crisis)
oPt
Syria
Turkey(Syria Crisis)
Jordan(Syria Crisis)
Lebanon(Syria Crisis)
Regional Office for the Syria Crisis
Armenia
wHErE OCHA wIll sPEnD ITsexTRABuDGeTARy PROGRAMMe BuDGeT OF
$313 mIllIOn
8Regional Offices
28Field Offices
3liaison Offices
2Headquarters
23Humanitarian Adviser Teams
5
Peru
BurkinaFaso
Kenya
Bolivia
DominicanRepublic
JamaicaMexico
GuatemalaHonduras
Nicaragua
Mauritania
Zimbabwe Madagascar
Papua NewGuinea
Japan
DPR Korea*
Bangladesh
Nepal
Tajikistan
Iran
Kyrgyzstan
Sri Lanka
* Central African Republic (CAR)Democratic Republic of the Congo (DRC)occupied Palestinian territory (oPt)
Financial costs of HATs are included under the relevant regional office's budget.
Haiti
ColombiaRegional Office for Latin America and
the CaribbeanPanamá, Panama
HeadquartersNew York, USA
HeadquartersGeneva, Switzerland
Regional Office for West and Central Africa
Dakar, Senegal
Regional Office forSouthern AfricaJohannesburg, South Africa
Regional Office for Eastern AfricaNairobi, Kenya
Regional Office for the Middle East and North AfricaCairo, Egypt
Regional Office for the PacificSuva, Fiji
Regional Office forAsia and the PacificBangkok, Thailand
Regional Office forthe Caucasus and
Central AsiaAlmaty, Kazakhstan
Côted'Ivoire
Niger Chad
Nigeria
DRC*
EthiopiaAfrican UnionLiaison Office
BrusselsLiaison Office
GulfLiaison Office
Somalia
Yemen
PakistanAfghanistan
Eritrea
Ukraine
CAR*
Sudan
SouthSudan
MaliPhilippines
Indonesia
Myanmar
AREAOF DETAIL
1
$50M
10
FUNDING REQUIREMENTS
Humanitarian Adviser Team (HAT)
Iraq(Syria Crisis)
oPt
Syria
Turkey(Syria Crisis)
Jordan(Syria Crisis)
Lebanon(Syria Crisis)
Regional Office for the Syria Crisis
Armenia
Headquarters Regional Offices
CHF Management
Units
Liaison Offices
Africa Middle East and North
Africa
Central Asia, Pakistan and Afghanistan
Latin America and
the Caribbean
Asia and the Pacific
Europe
$92M 34 9 5 87 52 17 9 6 2
exTRABuDGeTARy PROGRAMMe BuDGeT RequIReMenTS By lOCATIOn
6STAFFING UPDATE
TOTAl nuMBeR OF STAFF
2,3740 30 60 90 120 150
CHF Management Units Eritrea
Indonesia Côte d'Ivoire
Jordan (Syria Crisis) Lebanon (Syria Crisis)
Nigeria Ukraine
Haiti Colombia
Turkey (Syria Crisis) Regional Office for the Syria Crisis
Philippines Niger
Cross-Border Monitoring Operation (Syria Crisis) Mali
Yemen Chad Iraq
Ethiopia Pakistan
occupied Palestinian territory Myanmar
Syria Somalia
Afghanistan South Sudan
Sudan Central African Republic
Democratic Republic of the Congo Brussels Liaison Office
Africa Union Liason Office Gulf Liaison Office
Regional Office for the Pacific Regional Office for the Caucasus and Central Asia
Regional Office for the Middle East and North Africa Regional Office for Southern Africa
Regional Office for Eastern Africa Regional Office for Latin America and the Caribbean
Regional Office for Asia and the Pacific Regional Office for West and Central Africa
Office of the Director Geneva Policy Development and Studies Branch
Office of the Director Communications Services Branch
Executive Management Programme Support Branch
Partnerships & Resource Mobilization Branch Emergency Services Branch Information Services Branch
Coordination & Response Division Administrative Services Branch
staff
HEADQUARTERS
567 staffREGIONAL OFFICES
229LIAISON OFFICES
24
FIELD OFFICES
1,554
7FINANCIAL &OPERATIONAL CHANGES
One year into its 2014-2017 Strategic Framework, OCHA remains focused on ensuring effective collective responses to humanitarian emergencies, building broader and deeper relationships among humanitarian actors, and taking concrete steps to improve its ability to achieve results and demonstrate value for money.
All indications are that 2015 will be a demanding year for humanitarian action. With rising levels of people displaced by conflict and millions of people affected by
natural disasters, continuing to provide a consistent level of support to humanitarian organizations around the world will place further operational and financial demands on OCHA in 2015.
In some countries OCHA will need to expand, and in others it may need to establish a presence. 2015 will therefore see a combination of closure, downsizing and rightsizing of offices to implement the priorities identified in the 2014-2017 Strategic Plan and Management Plan.
OFFICe OPenInGS In 2015
2015 RequIReMenTS
$3.3MnuMBeR OF STAFF*
25
nIgErIA
2015 RequIReMenTS
$1.7MnuMBeR OF STAFF*
27
UKrAInE2015 RequIReMenTS
$11.7MnuMBeR OF STAFF*
53
IRAq
OCHA opened a new office in Iraq and is opening country offices in nigeria and the ukraine. OCHA Humanitarian Adviser Teams (HATs) were already in place in the three locations, often with no more than two or three staff, but full-fledged country offices will be established in response to the escalating humanitarian and coordination needs.
*Staff numbers include those staff under the Administrative Budget.
8OffICE UPsIzIng
OCHA has expanded some offices due to the evolving humanitarian situation.
2015 RequIReMenTS
$8.4M2014 RequIReMenTS
$3.6MnuMBeR OF STAFF*
114 in 2015 | 36 in 2014
CenTRAl AFRICAn RePuBlIC2015 RequIReMenTS
$6.2M2014 RequIReMenTS
$3.6MnuMBeR OF STAFF*
33 in 2015 | 23 in 2014
TuRkey (SyRIA CRISIS)
2015 RequIReMenTS
$3.2M2014 RequIReMenTS
$1.6MnuMBeR OF STAFF*
18 in 2015 | 9 in 2014
leBAnOn (SyRIA CRISIS)2015 RequIReMenTS
$3M2014 RequIReMenTS
$0.9MnuMBeR OF STAFF*
17 in 2015 | 7 in 2014
jORDAn (SyRIA CRISIS)
*Staff numbers include those staff under the Administrative Budget.
9
Improvements in the humanitarian situation in Colombia, Haiti and Indonesia mean that OCHA is downsizing its operations in these countries. This does not mean that all humanitarian needs have ceased, but that the un and other partners will take a greater responsibility in focusing on development efforts in these countries.
OffICE DOwnsIzIng
2015 RequIReMenTS
$2.7M2014 RequIReMenTS
$3.6MnuMBeR OF STAFF*
29 in 2015 | 32 in 2014
HAITI2015 RequIReMenTS
$1.0M2014 RequIReMenTS
$1.5MnuMBeR OF STAFF*
11 in 2015 | 11 in 2014
InDOnEsIA
2015 RequIReMenTS
$3.2M2014 RequIReMenTS
$4.8MnuMBeR OF STAFF*
30 in 2015 | 38 in 2014
COlOMBIA
OffICE ClOsUrE
In Zimbabwe and Sri lanka, OCHA is closing its field offices and scaling down to HATs that
are funded and supported through the re-spective OCHA regional offices.
In 2015, OCHA will have to continue to manage its resources and expectations of what can be achieved with the resources at its disposal. In many parts of the world, partners are asking OCHA to do more or establish a presence. As a result, OCHA is constantly reviewing its priority operations and looking at ways to reduce its operating budgets in other offices. This was achieved, for example,
in 2014 when the $22 million programme requirements for the Syria response were offset by reducing field activities in countries including Haiti and Sri lanka. Similarly, in support of the un’s ebola response, OCHA reprioritized the use of funding from the Regional Office for West and Central Africa budget.
*Staff numbers include those staff under the Administrative Budget.
10
2015 Regular and extrabudgetary Programme Budget
Headquarters
Regular Budget extrabudgetary Programme Budget
(funded from voluntary contributions)
Total Programme Budget
Budget ($) Posts Budget ($) Posts Budget ($) Posts
executive Management 1,985,400 7 6,998,329 30 8,983,729 37
Corporate Programme Division 4,410,600 23 33,490,483 119 37,901,083 142
Office of the Director 0 2 5,226,556 18 5,226,556 20
Administrative Services Branch 2,103,800 7 2,882,719 0 4,986,519 7
Communications Services Branch 598,611 3 7,239,639 34 7,838,250 37
Information Services Branch 936,289 7 11,299,560 38 12,235,849 45
Policy Development and Studies Branch 771,900 4 6,842,009 29 7,613,909 33
Coordination & response Division 3,797,900 20 18,568,108 82 22,366,008 102
OCHA geneva 4,196,800 21 33,475,187 109 37,671,987 130
Office of the Director Geneva 453,300 2 1,017,178 5 1,470,478 7
emergency Services Branch 1,911,800 10 16,320,238 37 18,232,038 47
Partnerships & Resource Mobilization Branch 1,831,700 9 6,617,872 25 8,449,572 34
Programme Support Branch 0 0 9,519,899 42 9,519,899 42
Total Headquarters Requirements 14,390,700 71 92,532,107 340 106,922,807 411
2015 extrabudgetary Administrative Budget
Headquarters
extrabudgetary Administrative
Budget(funding requirements are
included in the Programme Budget)
Budget ($) Posts
executive Management 982,262 0
Corporate Programme Division 39,267,036 142
Office of the Director 2,528,133 15
Administrative Services Branch 23,907,239 103
Communications Services Branch 75,610 0
Information Services Branch 12,756,054 24
OCHA geneva 2,857,514 14
Office of the Director Geneva 148,924 1
emergency Services Branch 147,924 1
Partnerships & Resource Mobilization Branch 2,560,666 12
Total Headquarters Requirements 43,106,812 156
11
2015 Regular & extrabudgetary Programme Budget
field
Regular Budget extrabudgetary Programme
Budget(funded from voluntary
contributions)
Total Programme Budget
Budget ($) Posts Budget ($) Posts Budget ($) PostsCHF Management units 9,451,755 69 9,451,755 69Regional Offices 33,870,264 183 33,870,264 183 Regional Office for Asia and the Pacific 6,114,858 28 6,114,858 28 Regional Office for eastern Africa 4,025,845 18 4,025,845 18 Regional Office for latin America and the Caribbean 4,274,419 32 4,274,419 32 Regional Office for Southern Africa 3,857,392 22 3,857,392 22 Regional Office for the Caucasus and Central Asia 1,610,410 10 1,610,410 10 Regional Office for the Middle east and north Africa 3,094,106 18 3,094,106 18 Regional Office for the Pacific 1,236,110 4 1,236,110 4 Regional Office for West and Central Africa 9,657,124 51 9,657,124 51 liaison Offices 4,559,456 20 4,559,456 20 African union liaison Office 1,700,666 8 1,700,666 8 Brussels liaison Office 933,241 3 933,241 3 Gulf liaison Office 1,925,549 9 1,925,549 9 Africa 87,110,514 651 87,110,514 651 Central African republic 8,372,342 91 8,372,342 91 Chad 5,776,172 40 5,776,172 40 Côte d’Ivoire 1,660,319 11 1,660,319 11 Democratic Republic of the Congo 16,531,428 119 16,531,428 119 Eritrea 925,643 7 925,643 7 ethiopia 4,908,906 49 4,908,906 49 mali 6,105,158 41 6,105,158 41 niger 3,644,130 32 3,644,130 32 nigeria 3,339,911 20 3,339,912 20 Somalia 10,611,116 71 10,611,116 71 South Sudan 14,640,482 83 14,640,482 83 sudan 10,594,906 87 10,594,906 87 Middle east, north Africa and Central Asia 40* 68,527,285 420 68,527,285 460 Afghanistan 11,412,619 75 11,412,619 75 occupied Palestinian territory 8,262,750 56 8,262,750 56 Pakistan 5,466,254 52 5,466,254 52 syria 8,032,855 56 8,032,855 56 Iraq (syria Crisis) 11,656,172 48 11,656,173 48 Jordan (syria Crisis) 3,041,767 17 3,041,767 17 lebanon (syria Crisis) 3,227,056 18 3,227,056 18 Turkey (Syria Crisis) 6,214,899 27 6,214,899 27 Regional Office for the Syria Crisis 6,297,367 28 6,297,367 28 yemen 4,915,545 43 4,915,545 43Asia and the Pacific 9,426,662 83 9,426,662 83 Indonesia 1,015,137 9 1,015,137 9 Myanmar 5,621,056 54 5,621,056 54 Philippines 2,790,469 20 2,790,469 20 latin America and the Caribbean 5,932,431 50 5,932,431 50 Colombia 3,234,981 26 3,234,981 26 Haiti 2,697,450 24 2,697,450 24 Europe 1,685,702 25 1,685,702 25 ukraine 1,685,702 25 1,685,702 25 Total Requirements for Field 40 220,564,069 1,501 220,564,069 1,541 Total Requirements for Headquarters and Field 14,390,700 111 313,096,176 1,841 327,486,876 1,952
*These posts are those related to the un General Assembly-mandated cross-border monitoring operation. Funding for these positions was provided from the un regular budget in 2014.
12
2015 Regular & extrabudgetary Programme Budget
field
extrabudgetary Administrative
Budget(funding requirements are
included in the Programme Budget)
Budget ($) PostsCHF Management unitsRegional Offices 3,162,796 46 Regional Office for Asia and the Pacific 703,645 9 Regional Office for eastern Africa 636,660 10 Regional Office for latin America and the Caribbean 305,460 4 Regional Office for Southern Africa 486,567 6 Regional Office for the Caucasus and Central Asia 100,800 2 Regional Office for the Middle east and north Africa 295,980 3 Regional Office for the Pacific 44,580 1 Regional Office for West and Central Africa 589,104 11 liaison Offices 300,448 4 African union liaison Office 74,704 2 Gulf liaison Office 225,744 2 Africa 6,213,274 125 Central African republic 623,868 23 Chad 353,052 10 Côte d’Ivoire 95,040 3 Democratic Republic of the Congo 1,613,376 31 Eritrea 49,716 2 ethiopia 336,660 6 mali 348,408 7 niger 338,292 5 nigeria 338,412 5 Somalia 732,028 13 South Sudan 703,030 7 sudan 681,392 13 Middle east, north Africa and Central Asia 40* Afghanistan 780,998 12 occupied Palestinian territory 315,600 4 Pakistan 361,584 7 syria 391,620 6 Iraq (syria Crisis) 352,006 5 Turkey (Syria Crisis) 482,136 6 Regional Office for the Syria Crisis 444,180 7 yemen 248,800 7 Asia and the Pacific 781,208 26 Indonesia 59,280 2 Myanmar 320,412 7 Philippines 401,516 17 latin America and the Caribbean 546,159 9 Colombia 265,020 4 Haiti 281,139 5 Europe 63,036 2 ukraine 63,036 2 Total Requirements for Field 14,443,845 266 Total Requirements for Headquarters and Field 57,550,657 422
13INCOME &FINANCIAL MANAGEMENT
Current financial situation
Significant contributions to OCHA’s overall budget come from members of the OCHA Donor Support Group (ODSG), including through a number of multi-year agreements. ODSG members contributed $221 million, over 90 per cent of OCHA’s income in 2014. This funding is critical to OCHA’s operations and is greatly appreciated, despite persistent and ongoing attempts to diversify OCHA’s donor base.
OCHA aims to achieve a more diverse donor base, recognizing that this will take time. In 2014, OCHA’s top 10 donors contributed 78 per cent of its budget, and 60 per cent of its income came from its top five donors.
The growth in OCHA’s budget in 2014 was due to increased operational requirements, which are likely to remain. This led to a wide gap between the income raised (some $237 million) and expenditure (estimated at $277 million). The difference will be met by OCHA’s reserves (the programme carry-over). However, OCHA cannot sustain such a level of drawdown beyond 2015. If OCHA is faced with significant new emergencies without corresponding increases in income, there is a strong risk of entering 2016 without sufficient reserves to guarantee that OCHA’s financial obligations can be met. Already, OCHA’s minimum reserves for the programme budget have 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.
31.8M Sweden
$39.3M United Kingdom
30.4M United States
24.3M European Commission
16.9M Norway
11.6M Australia
6.5M Netherlands
8.9M Switzerland
8.8M Canada
7.9M Germany
50.5M Others
60%
0%
78%
100% Source: OCHA ContributionsTracking System
1
2
3
4
5
6
7
8
9
10
TOP DONORS’CONTRIBUTIONS
PERCENTAGECONTRIBUTION
14
OCHA’s resources – financial and personnel – are stretched to the limit. In 2015, OCHA’s ability to respond appropriately to new or worsening crises is at risk if additional revenue cannot be raised. The organization cannot continue to support multiple and, in some cases, growing needs without a significant injection of additional income.
During 2015, OCHA will need to secure a series of new multi-year agreements providing core, unearmarked funds to
maintain the current level of activities going into 2016. If this increase is not realized, OCHA will have to take further decisions about what it can and cannot do in the current difficult environment.
OCHA’s recent growth has been limited and targeted. This will continue, with any future growth measured against existing priorities and projected donor income to ensure financial sustainability.
The designations employed and the presentation of material on this document 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 concern-ing the delimitation of its frontiers or boundaries.
Cover photo: united nations/Tobin jones
For more information:unocha.orgreliefweb.int
To make a donation:unocha.org/cerf
For additional information, please contact:Donor relations sectionOffice for the Coordination of Humanitarian AffairsPalais des nations, 1211 Geneva, SwitzerlandTel: +41 22 917 1690
january 2015
Future financial situation