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…

!? !

?

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