OCHA in 2003: Activities and Extrabudgetary Funding Requirements

Foreword

s we approach the end of 2002, I have been reflecting on the tremendous challenges the year has brought to OCHA and to the people it serves in countries in crisis around the world. On the one hand, there is cause for optimism in countries such as Angola, Afghanistan and the Sudan; on the other, there is renewed suffering in Côte d'Ivoire and Liberia and the seemingly endless cycle of violence in the occupied Palestinian territory. The simultaneous food crises in southern Africa and, once again, in the Horn of Africa, constitute another unprecedented challenge for the humanitarian community.

In these situations, effective coordination and rapid resource mobilization is pivotal. OCHA is well placed to ensure an adequate response through the inter-agency system. The expertise and experience developed by the OCHA Office in mobilizing resources, promoting access to vulnerable populations, and undertaking on-the-ground coordination have contributed to improving the overall emergency response. In addition, OCHA has played, and will continue to play, a key role in ensuring a smooth transition from providing humanitarian assistance to development activities in post-conflict situations. Its enhanced focus on the impact of natural disasters in complex emergencies as well as on sustainable development, complements these efforts.

The recognition of humanitarian coordination as a standard tool of crisis management has grown in recent years. Thus, OCHA has played a critical role in facilitating an integrated United Nations approach while ensuring a coherent emergency response in concert with its partners. As crises in Afghanistan, Angola and other countries have shown, OCHA is increasingly called upon to operate in environments where coordination and cooperation with political, developmental, and peacekeeping or other military actors is required. The demands and specifications of such cooperation necessitate a regular review of the functions of humanitarian coordination and the services OCHA provides.

The completion of OCHA’s strategic planning exercise is, therefore, of critical importance.

Implementing the key objectives and priorities identified in the 2003-2005 strategic plan will further contribute to focusing our resources, enhancing accountability and discharging our mandate in a more effective manner. I would like to draw particular attention to three priorities.

First, OCHA will improve its coordination capability in humanitarian emergencies. Our success will depend on improving preparedness, faster deployment of experienced staff, and of competent Humanitarian Coordinators. Therefore, provision of better administrative support to our offices Foreword in the field is vital. Second, we will work to bring the principles agreed upon in the Security Council’s aide memoire on the protection of civilians in armed conflict into practice. Third, we will implement the comprehensive natural disaster management approach agreed with partners to ensure more coherent United Nations natural disaster action.

Nevertheless, we must be mindful of the implications all this has on OCHA’s time and resources management. While maximizing budgetary restraint and recognising the difficult fiscal environment, OCHA is accommodating new demands posed by new emergencies, and by Member States. OCHA’s 2003 requirements reflect this increased demand for its services.

In 2003, I have limited the increase in Headquarters requirements to less than 3.5 per cent, and redeployed resources to accommodate our priorities, including strengthening the Consolidated Appeals Process, donor relations, administrative support for field offices, as well as our efforts for the protection of civilians. At the same time, the significantly increased needs and demands faced by OCHA field offices have resulted in a 25 per cent increase in its field requirements. After careful assessment, I see no alternative to presenting this increased budget, primarily the result of responding to the complex crises in the Democratic Republic of the Congo, the occupied Palestinian territory, southern Africa and Angola. Other than these four, OCHA has maintained its overall field requirements at the level of 2002. I would like to stress that, given OCHA's very limited financial resources, I cannot strengthen our presence in any of these countries without additional resources from donors.

I am convinced that you will share my view that OCHA has proved to be a good investment for donors. For your support, the international community has been, and will be, provided with strategic and coordinated responses to complex emergencies and natural disasters. I look forward to continuing our common endeavour, in making coordination in the near future even more efficient and effective, and in mobilising the resources to make this a reality.

Kenzo Oshima