OCHA field coordination 2018-2022

Results

Some activities and results from the annual report 2021OCHA has with its partners:- provided the annual global analysis that predicted that 237 million people were in need of humanitarian assistance 2021 and out that need, 107 million people received humanitarian assistance.- mobilized 20 billion usd for humanitarian assistance, which was an increase from 18.9 billion usd in 2020.- prepared national humanitarian overviews and humanitarian response plans, coordinates the humanitarian country teams and clusters in some 20 crises.- managed pooled funds in 20 countries.- managed the Reliefweb and provided up to date information to more than 19 million users.-tThe connecting business initiative - a joint venture with United Nations Development Programme - connected and assisted the private sector to engage and respond to emergencies. During 2021 the initiative collected and distributed 7.2 million usd.- convened the 10th humanitarian policy forum. The event was virtual and 2000 viewers from 110 countries participated.- exercised its thought leadership and developed thinking and policies on for example anticipatory action. It contributed to a scale up of anticipatory action (AA), conducted AA pilots and financed such projects within the frame of CERF and CBPF. They also arranged a high level event to advance AA were fifteen countries made financial pledges to anticipatory action. It has also established an agreement with the African Risk Capacity to collaborate on developing anticipatory insurance policies in a selection of countries.- continued to strengthen women's agency and leadership in humanitarian assistance mainly through engagement of women-led organisation in Humanitarian Country Team (HCT) processes in Ethiopia, Myanmar, Palestine, Syria and Yemen. 35 million usd was available to women-led organisations. The gender standby capacity project deployed 22 experts in 20 crises. The Emergency Relief Coordinator (ERC) convened a high level event on gender based violence (GBV) to address funding gaps which led to a dedicated GBV page in the financing tracking system to track actual investments. - at global level OCHA continued to excersize its coordination function through the Inter-Agency Standing Committee. One main result was the development of the System-Wide Emergency Activation Procedures, referred to as a the Scale up in Ethiopia, Afghanistan and Mocambique.OCHA supported the HCT to develop an accountability to affected populations action plans in CAR, DRC, Indonesia, Syria cross-border crisis and in Uganda.- new standard operating procedures for sexual misconduct was developed.The deep dives into Afghanistan, Ethiopia and HaitiOCHA responded through its 5 core functions in all three countries. In Afghanistan OCHA through its ERC managed to secure humanitarian exemptions from UN sanctions applicable against the Taliban and Haqqani network which has helped to facilitate humanitarian assistance in the country. OCHA also provided extra capacity and expertise on protection and gender to strengthen the dialogue and the response on those issues.In Ethiopia OCHA played a key role in developing and amplifying humanitarian messaging. OCHA upgraded and strengthened its presence in the country with a deputy and a regional humanitarian coordinator which enabled a more strategic dialogue with partners and the government as well as non-state actors. Improved gender capacity strengthened the gender analysis in the Humanitarian Needs Overview (HNO) and in the response plan (HRP).Following the earthquake striking Hait, OCHA played a crucial role in quickly mobilising resources through the development of a flash appeal.The report on key performance indicatorsThe report on key performance indicators reports on coordination, information management, humanitarian financing, advocacy and policy and management and enabling functions. The key performance indicators (KPI) shows that the percentage of countries with an OCHA office where partners are satisfied with the HCT performance has slightly reduced from 93% in 2021 to 92% in 2021. It also reports on more joint analyses among the HCT but a standstill when it comes to joint responses. 100% of HCT are satisfied with OCHAs situational analysis. When it comes to humanitarian financing OCHA reports on a decline in funding of humanitarian appeals and increase in funding of HRP:s. Both are however far from sufficiently funded. KPI:s are also reporting on the efficiency of the management of the pooled funds and there we see a decline in efficiency with increased number of days needed from grants making to disbursements to partners. But on the other hand we see an increased number of people reached compared to previous years. The KPI reporting provides a somewhat ad hoc and scattered picture from which it is difficult to draw conclusions. It seems OCHA is doing well on standard products/tasks like analysis and information products and getting the HCT together on common messages and advocacy. It seems OCHA continues to see challenges in leadership and humanitarian financing. The challenges when it comes to humanitarian finances are however judged to be beyond the control of OCHA. The work with the new strategic plan and its new KPI:s will be important and should strive to better reflect some of OCHA:s more strategic tasks. The ECHO reports OCHA provides ECHO with detailed country reports in some 20 countries which are shared by Sida. The reporting format is aligned to ECHO rules and processes and are very detailed. As with other reports focus in on analysis of the situation and on input and activities. There are few results reported upon. But the reports provide a deep dive into country specific contexts and are complementary for programme officers engaged in OCHAs work at country level.