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Danish Organisation Strategy for United Nations
Office for the Coordination of Humanitarian
Affairs (OCHA)
_____________________________________________________
2020-2023
June 2020
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Organisation Strategy for Denmark’s Engagement with UN Office for the
Coordination of Humanitarian Affairs (OCHA) 2020-2023
Introduction:
OCHA is part of the UN Secretariat and has a key role as global
coordinator of humanitarian action. OCHA’s vision is a world
that comes together to help crisis-affected people rapidly get
the humanitarian assistance and protection they need. OCHA’s
mission is to coordinate the global emergency response to save
lives and protect people in humanitarian crises and to advocate
for effective and principled humanitarian action.
Justification for support:
OCHA is a key partner for global coordination of
humanitarian action and continued development and
adjustment of the humanitarian system
OCHA plays a key role in assessing needs and ensuring
adequate funding for humanitarian action
OCHA is a global champion for people affected by crisis
and facilitates humanitarian access.
Key results:
Effective global convening, coordination and funding for
humanitarian action and effective, accountable and people-
centred humanitarian action on the ground
Improved focus on early action and innovative and
anticipatory financing
Focus on the rights and protection of crisis-affected
people, not least especially vulnerable groups including
youth, as well as girls and women that may be
disproportionally affected by humanitarian situations and
including humanitarian access
An effective, efficient and adaptable OCHA.
How to ensure results and monitor progress:
Progress will be monitored on the basis of key performance
indicators of the OCHA Strategic Plan, and through
bilateral dialogue and consultations.
Risk and challenges:
The need for continued organisational development and
innovative approaches in a changing humanitarian
environment.
Widening gap between humanitarian needs and funding
available at the global level.
Stretched resources at the organisational level
Working in fragile contexts may affect the ability to deliver
The danger of fraud, misuse of funds and corruption.
Strategic objectives
Priority results
Contribute to the
achievement of Agenda
2030’s commitment to
“leave no one behind”
and to the achievement
of relevant Sustainable
Development Goals, in
particular SDG 1, 2 and
17.
Coordination and funding of the
global humanitarian system that
responds to the needs for early,
efficient and effective action
Protection of people in
humanitarian situations through
global advocacy and facilitation
of humanitarian access
Strengthened organizational
efficiency and effectiveness of
OCHA
File No.
Responsible Unit
Mill.
Commitment*
Projected ann. disb.
Duration of strategy
Finance Act code.
Head of unit
Desk officer
Financial officer
2020- 4557
Department for Humanitarian Action,
Civil Society and Engagement
2020 2021 2022 2023
Total
240
240
240
240
2020-2023
06.39.01.41
240
240
240
240
960
960
Mette Thygesen
Kit Clausen
Jacob Strange-Thomsen
SDGs relevant for Programme
No Poverty
Good Health,
Wellbeing
Quality Education
Gender Equality
No
Hunger
Affordable Clean
Energy
Decent Jobs, Econ.
Growth
Industry, Innovation,
Infrastructure
Reduced
Inequalities
Sustainable Cities,
Communities
C
&
Climate Action
Life below Water
Life on Land
Peace & Justice, strong
Inst.
Partnerships
for Goals
Annual budget
OCHA core funding
Core funding for CERF
Total*
*
Subject to annual parliamentary approval
70 million DKK
170 million DKK
240 million DKK
Mechanisms for strategic dialogue and guidance:
Active bilateral dialogue with OCHA at all levels,
including the level of Minister/Under Secretary General
Active participation in meetings of the OCHA Donor
Support Group,the Country-based Pooled Funds
Working Group and where relevant CBPF Advisory
Boards at country level
Denmark has annual high-level consultations with OCHA
together with the other Nordic countries
Core information
1991, present form and mandate 1998
New York and Geneva
Middle East and North Africa; West and Central Africa;
Southern and Eastern Africa; Asian and the Pacific; Latin
America and the Caribbean.
30 country offices
Annual budget (2019) 250 million USD, 2100 staff
Mark Lowcock (UK), USG for Humanitarian Affairs and
Emergency Relief Coordinator
OCHA Donor Support Group
Established
Headquarters
Regional offices
Country presence
Financial and
human resources
Head
Advised by
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1. Objective.
This Strategy for the cooperation between Denmark and United Nations Office for the
Coordination of Humanitarian Affairs (OCHA) forms the basis for the Danish contributions to
OCHA, and it is the central platform for Denmark’s dialogue and partnership with OCHA. It
sets up Danish priorities for OCHA’s performance within the overall framework established by
OCHA’s own strategy. In addition, it outlines
specific goals and results in relation to OCHA
that Denmark will pursue in its cooperation with the organisation. Denmark will work closely
with like-minded countries towards the achievement of results through its efforts to pursue
specific goals and priorities.
OCHA is part of the UN Secretariat and does not have an operational mandate in itself. It has
a key global role as convener and coordinator of humanitarian assistance, in helping to ensure
adequate funding for humanitarian action and as a global champion for people affected by
emergencies.
The overall objective of Denmark’s support for OCHA is to contribute to the achievement of
Agenda 2030’s commitment to “leave no one behind” and to the achievement of relevant
Sustainable Development Goals (SDGs), in particular SDG 1 (no poverty), 2 (no hunger) and
17 (partnership for the goals).
Based on
OCHA’s “Strategic
Plan 2018
–
2021”
and Denmark’s priorities for development
cooperation and humanitarian action three priority areas have been identified for Danish
Support:
- Coordination and funding of the global humanitarian system that respond to the needs for
early, efficient and effective action
- Protection of people in humanitarian situations through global advocacy and facilitation of
humanitarian access.
- Strengthened organizational efficiency and effectiveness of OCHA.
The planned annual budget in relation to this organisation strategy is 70 million DKK in core
contribution for OCHA and 170 million in core contribution for the Central Emergency Relief
Fund managed by OCHA (CERF); as well as potential contributions for the OCHA-managed
Country-based Pooled Funds (CBPFs), to be decided annually on the basis of needs and
available funding.
2. The organization.
OCHA is a key partner for Denmark because of the pivotal role of the organisation in the
coordination and financing of humanitarian action, not only within the UN system but also in
relation to other partners such as civil society organisations. OCHA provides needs
assessments and overviews of humanitarian crises around the globe, plans for how to deal with
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humanitarian situations, makes calls for financing, and acts as an advocate for the protection of
people affected by crises. Through its activities aimed at people in humanitarian crises including
refugees, OCHA’s work underpins important objectives of the 4-year
plan of the Danish
Minister for Development Cooperation.
Furthermore, OCHA’s mandate places
the organisation at the centre when it comes to the
promotion of nexus-approaches, working across existing divides between development
assistance, humanitarian action and peace-building. Nexus approaches are vital to prevent new
crises, ensure sustainable long-term solutions to existing crises and ensure that interventions are
as efficient and effective as possible, placing the needs of the people affected in the centre.
OCHA is different from most other strategic partners for Denmark within the United Nations
in being part of the UN Secretariat, in not having a Board and in not having an operational
mandate of its own. OCHA answers to the UN Secretary General and the General Assembly
and is guided by an informal OCHA Donor Support Group (ODSG) of which Denmark is a
member. The group acts as a sounding board and a source of advice for OCHA on policy,
management, budgetary and financial issues.
OCHA’s mandate was
defined through UN General Assembly resolution 46/182 of 1991. It
points to the need for strengthening the coordination of UN humanitarian emergency
assistance. The Department of Humanitarian Affairs was established soon after and in 1998
was reorganized to become the Office for the Coordination of Humanitarian Affairs, OCHA.
OCHA’s vision,
defined in its 2018
–
2021 Strategic Plan, is a world that comes together to
help crisis-affected people rapidly get the humanitarian assistance and protection they need.
OCHA’s mission is to coordinate the global emergency response to save lives and protect
people in humanitarian crises and to advocate for effective and principled humanitarian action.
Resolution 46/182 also created the position of Emergency Relief Coordinator (at the level of
Under-Secretary General) to serve as a focal point and voice for humanitarian emergencies.
In addition, it established the Inter-Agency Standing Committee (IASC), the inter-agency
forum for humanitarian coordination, policy-development and decision-making, involving the
key UN agencies and international non-governmental organisations, headed by the Emergency
Relief Coordinator/Under-Secretary General. This is one of the fora in which OCHA works to
promote nexus-approaches.
As of May 2020 OCHA has two HQ-offices in Geneva and New York respectively, 5 regional
offices, 30 country offices and approximately 2100 staff.
OCHA is responsible for the management of the Central Emergency Response Fund (CERF)
that has a rapid response window to allow humanitarian country teams to deliver immediate
relief in a coordinated and prioritized ways when a new crisis sets in. CERF also has a window
for underfunded emergencies to support protracted relief operations and stop funding-gaps in
forgotten crises. In 2016 the UN General Assembly endorsed an annual funding target of 1
billion USD for the CERF - this target has so far never been met.
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OCHA manages a number of Country-based Pooled Funds (CBPFs), for some of them UNDP
provides administrative and fiduciary management services. The CBPFs pool financing from a
number of donors in un-earmarked funds that provide support for local humanitarian efforts
through UN-agencies and through civil-society organisations under the authority of the UN in-
country Humanitarian Coordinator and with donors represented in advisory boards.
OCHA’s
2020 annual budget is 293 million USD, 17 million to be provided from the regular
UN-budget, 276 million through voluntary contributions from UN Member States. In 2019,
Denmark was among
OCHA’s 10
largest donors of un-earmarked core-funding, and among the
10 largest donors to the CERF.
3. Key strategic challenges and opportunities.
An ever-changing humanitarian environment challenges the quite comprehensive mandate that
OCHA has been provided with. Armed conflicts are expanding, becoming protracted and often
more complicated; the level of displacement is increasing; climate change leads to drought,
flooding and hunger; pandemics necessitate urgent action and funding. This will continue to be
the context in which OCHA performs its role as coordinator of effective and principled
humanitarian action and provides policy guidance, working with a range of other actors to
deliver coordinated responses e.g. in the shape of humanitarian response plans.
As of Mid-May 2020, only 15 per cent (5.4 billion USD) of the 36.8 billion USD total
humanitarian appeals for this year, including for COVID-19, had been received, and a main
strategic challenge for OCHA will continue to be the gap between humanitarian needs and
funding available. The funds provided for humanitarian action have increased, but not to a
degree matching the development of global challenges. This issue will be aggravated by the
COVID-19-pandemic and its socio-economic consequences. It will be vital for OCHA to
expand the donor base for humanitarian action and look into new ways of providing funding.
Among the approaches OCHA has been considering are new ways of sharing risk and
employing pre-agreed, contingency financing windows.
As the humanitarian landscape develops and as economic constraints on the system become
more pronounced the need to be innovative and develop and promote new approaches will
deepen. The funds available must be utilized in the most efficient way, and new ways of
working must ensure that people in need are served in the best possible way. In this context it
will be helpful to work across the development
–
humanitarian
–
peace divide, applying a
nexus-approach and in that way promote long-term resilience against crises. Anticipatory
funding and early action may help improve response time, reduce costs, ensure better design of
interventions and improve impact, and ultimately but most importantly reduce the suffering of
people in humanitarian crises through early, relevant and efficient responses, if possible even
before a crisis develops.
It is part of OCHA’s mandate to promote such approaches.
The latest Multilateral Organisation Performance Assessment Network (MOPAN) review
(2015
–
2016) concluded that the strategic relevance of OCHA was unquestioned and its role
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increasingly important given expanding humanitarian needs. It also concluded that there was
room for improvement when it comes to the effectiveness of OCHA. A number of the
concerns highlighted by MOPAN were reflected in the reform process initiated in 2018 with
the aim to make OCHA “fit for the future”. A new operating
model was introduced to make
OCHA more efficient, agile, collaborative and field-focused. A new MOPAN-assessment is
expected to evaluate what progress OCHA has made in terms of organisational effectiveness.
4. Priority areas and results to be achieved.
The following priority areas
have been selected for Denmark’s partnership and dialogue with
OCHA, based on the linkages between Denmark’s
and
OCHA’s
strategic priorities as well as
lessons learned from the ongoing partnership with OCHA. Annex 1 provides an overview of
OCHA strategic objectives and output indicators related to these priorities.
A. Coordination and funding of the global humanitarian system that responds to the
needs for early, efficient and effective action
Well-functioning global coordination as well as adequate funding of humanitarian action are
vital to ensure that people in crisis-situations get the assistance and protection they need. Since
resources for humanitarian action lag behind the needs, effectiveness and efficiency are of the
essence.
OCHA’s coordination function aims
at expanding the reach of humanitarian assistance,
reducing duplication and improving prioritization. OCHA specifically works to ensure that
coordination is context-specific and flexible, that it aims to apply a nexus-approach, and that
there is increased accountability of the humanitarian system, including with respect to donors
and recipients of humanitarian assistance.
To ensure that growing humanitarian needs are met OCHA also works to mobilize funding
that is more responsive, predictable and strategic. It is essential that OCHA be in front in
exploring how to ensure the best possible use of the resources available, including through
anticipatory financing and early action to reduce the impact of humanitarian crises, ease the
burden on people affected by crises and improve the effectiveness of crises response.
Denmark will work to ensure that OCHA efficiently performs its role as global
humanitarian convener and coordinator, and promote constructive cooperation
between OCHA and its partners, including organisations outside of the UN system,
giving priority to effective, accountable and people-centred humanitarian action on the
ground. Denmark will also support OCHA in its role as a driving force in mobilizing
resources at the global level and promote a focus on innovative and anticipatory
financing and early action.
Contributes to SDG 1, SDG 2 and SDG 17 and OCHA output 1.1, 1.2, 1.3, 3.1, 3.2, and 3.3.
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B.
Protection of people in humanitarian situations through global advocacy and
facilitation of humanitarian access
Protection of people affected by crises is at the heart of all humanitarian action. It is part of
OCHA’s mandate to provide advocacy on behalf of crisis-affected
people in order to ensure
effective and principled humanitarian action. In working to enhance protection of affected
people, OCHA advocates for compliance of parties to armed conflicts with International
Humanitarian Law. OCHA’s advocacy in general includes briefings to the UN Security Council
on developments and humanitarian needs in relation to crisis-situations, as well as advocacy and
negotiations with individual governments and parties to conflicts e.g. to ensure that
humanitarian principles are respected, including in terms of access to humanitarian assistance
and respect for human rights.
Denmark will work to ensure that OCHA is an effective advocate for the rights and the
protection of crisis-affected people, not least especially vulnerable groups including
youth, as well as girls and women that may be disproportionally affected by
humanitarian situations; that OCHA works to put affected people at the centre of
principled and needs-based humanitarian responses, and works to engage them
actively and empower them for decision-making in relation to their situation and needs.
Contributes to SDG 1, SDG 2 and OCHA output 4.1 and 5.3.
C.
Strengthened organizational efficiency and effectiveness of OCHA.
OCHA has since the publication of the previous Organization Strategy been through a reform
process initiated in 2018 that led to a number of adjustments aimed at ensuring that the
organization is effective, efficient and uses its resources in the best possible way. This includes
some transfer of staff from headquarters to the field, a heightened awareness of the need to
curb costs for administrative functions and a strict control of ceilings to the number of staff
available at headquarters. A downside to this is concerns among donors about management
resources in a situation where for example the funding for CBPFs have increased fast during
the last couple of years without more management resources being made available for the task.
An upcoming MOPAN-assessment is expected to provide a review of the effectiveness of
OCHA. Denmark will closely follow the review and OCHA’s response and implementation of
relevant recommendations.
Denmark will
support OCHA’s continued efforts to keep its organisation effective,
efficient and adaptable so that it may deliver on its mandate in the best possible way,
and work to promote accountability and transparency
in OCHA’s operations.
To that
end, Denmark will actively participate in the upcoming MOPAN-review
of OCHA’s
organizational effectiveness.
Contributes to SDG 1, SDG 2 and SDG 16 and OCHA output 6.1, 6.2 and 6.3.
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D.
Other priorities and areas of cooperation.
Gender equality
is one of principles guiding OCHA’s work, with the recognition of the full
participation of women and girls as fundamental for effective humanitarian action. This is also
a priority in accordance with UN Security Council Resolution 1325 on Women, Peace and
Security (WPS) and the 9 other resolutions guiding this area. OCHA has established a Gender
Unit in its New York Headquarters, supported by Denmark for some years through the
secondment of a JPO. The Gender Unit does not have many resources available and
sometimes seems to struggle to meet the needs for its assistance. In its dialogue with OCHA
Denmark will continue to promote priority to gender, the rights, interests and special needs of
girls and women, the importance of their empowerment and the follow-up to Resolution 1325.
A particular focus will be on increased representation of women at all levels of decision-making
in the prevention, management and resolution of conflict. Denmark will also work to ensure
that OCHA develops more results-indicators on gender, including the incorporation of gender-
related issues in needs assessments.
Among OCHA’s priorities are to contribute to the delivery of authoritative and comprehensive
information and analysis on humanitarian needs and responses, working to provide tools to
access, share and use
data and information
to support coordination, decision-making and
advocacy. In 2019, the UNHCR/World Bank Joint Data Centre (JDC) on Forced
Displacement was established in Copenhagen, and Denmark will work to ensure that OCHA
works with the JDC in order to ensure that better data and information are readily available and
resources are used efficiently. The Centre for Humanitarian Data in The Hague, managed by
OCHA, is an important actor in this context.
As a core convener, coordinator and advocate in global humanitarian action OCHA is uniquely
placed to promote ways of working that take into account the
development
–
humanitarian
–
peace nexus.
Denmark will continue to work with relevant partner countries to keep this on
the agenda of OCHA and ensure that OCHA contributes to promoting humanitarian action
that delivers solutions across the nexus.
5. Monitoring and strategic dialogue with OCHA.
Since OCHA does not have an Executive Board, a range of other mechanisms will be utilized
in order to provide strategic guidance to OCHA and monitor the follow-up to the present
Organization Strategy. The main mechanisms are continued bilateral dialogue; the annual
Nordic High-level Consultations; guidance through the OCHA Donor Support Group as well
as the Pooled Funds Working Group, and the Country Based Pooled Funds Advisory Boards;
and the annual CERF High Level Pledging Conference. An important part of this is working
with like-minded countries in relevant fora to advance common priorities. This work will
furthermore be informed by assessments
of OCH’s performance
provided through the
dialogue with Denmark’s other strategic partnerships, including those with other UN agencies
and civil society-organisations.
The monitoring and guidance will involve the Ministry of Foreign Affairs in Copenhagen;
Denmark’s UN-missions
in Geneva and New York as well as Danish embassies in crisis-
affected countries where OCHA has an active role, typically through the CBPFs. A
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strengthened and more structured internal exchange of information in the Ministry of Foreign
Affairs will serve to inform the dialogue with OCHA at all levels, in accordance with the aims
of the Ministry of Foreign Affairs
‘Doing
Development Differently’-initiative.
Denmark will continue its ongoing
active bilateral dialogue
with OCHA at all levels,
including the continued constructive dialogue at the level of Minister - Emergency Relief
Coordinator/Under-Secretary General, with the present Organization Strategy and its priorities
as a basis.
Denmark will actively participate in the
OCHA Donor Support Group,
work with like-
minded partners to ensure that the agenda of meetings provide a platform for strategic
discussions on relevant issues for guidance of OCHA, and use the group as a vehicle for
promoting the priorities set down in this Organization Strategy.
Specifically in relation to the CBPFs Denmark will take active part in the
Pooled Funds
Working Group.
In accordance with the aim of applying a more holistic approach to and use
of Danish aid including strong coherence between instruments and engagements managed by
the Ministry of Foreign Affairs in Copenhagen and at the country level, Denmark will work to
strengthen is dialogue with OCHA at country level. This includes participation in meetings of
the
CBPF Advisory Boards,
subject to the availability of resources at the relevant Danish
embassies. Denmark will also actively participate in the annual
CERF High Level Pledging
Conference.
Together with Finland, Iceland, Norway and Sweden, Denmark conducts
Annual Nordic
Consultations
at high level with OCHA. These consultations normally take place in the first
half of each year and the Emergency Relief Coordinator/Under-Secretary General usually
participates together with relevant members of his / her management team. This is a very
useful occasion for providing strategic guidance for OCHA on matters of common interest and
an opportunity to discuss the priorities of the Nordic countries, how OCHA is working on the
relevant objectives and outputs as well as
OCHA’s general performance.
An additional monitoring mechanism is the upcoming
MOPAN review
of OCHA. The exact
timeline for this is at present being discussed between OCHA and the MOPAN Secretariat.
Denmark will take active part in the review where possible, and use the review as part of its
monitoring of OCHA’s efficiency,
overall performance and relevance as a partner.
6. Budget.
The budget allocated for
Denmark’s
contribution to OCHA for the four-year period covered
by this strategy is presented in Table 1. This is an indicative budget that is subject to annual
parliamentary approval.
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Table 1. Indicative budget for Denmark’s
contributions to OCHA.
Commitment in DKK
millions
Core funding for OCHA
Core funding for CERF
Total
2020
70
170
240
2021
70
170
240
2022
70
170
240
2023
70
170
240
On the basis of an annual needs assessment Denmark may additionally provide funding for
relevant CBPFs managed by OCHA.
7. Risks and assumptions.
The existing and expanding gap between the funding available and the humanitarian needs
represent a special risk for OCHA. For at least the next couple of years the funding
environment will be particularly strained if the expected global economic downturn
materializes.
This will pose a major issue for OCHA’s mandate of ensuring funding for global
humanitarian responses; and for OCHA itself as an organization that risks being further
stretched beyond its financial and human resource capacity.
The expectations raised by the Grand Bargain and the New Way of Working, the funding gap
and the new approaches to humanitarian assistance poses new demands on OCHA to adjust its
organization, its ways of working and the way it fulfills its task as humanitarian coordinator and
one of the thought-leaders for the global humanitarian community. This is not made easier by
the sometimes conflicting calls from different parts of the donor community, but it is necessary
to address these challenges in order for OCHA to stay relevant and to improve delivery of
humanitarian aid.
During the last couple of years OCHA has commendably applied a strict approach to its use of
resources, not least the number of staff in headquarter functions. This poses a challenge when
it comes to ensuring that sufficient resources are available for overall management of not least
the Country-based Pooled Funds that have expanded in size without more staff being available
to ensure adequate guidance, management and monitoring.
Working, funding and coordinating programmes in fragile contexts carries with it heightened
risks to the staff involved, be it OCHA’s own staff or the staff of partner organisations. It may
also affect the ability of the organisation to carry out activities and deliver on planned outputs
and outcomes. OCHA is very much aware of these issues and is continuously working to
mitigate the risks associated with the environments that it is navigating in as part of its mandate.
Growing budgets and an increase in the number and diversity of partners involved in
humanitarian action funded and coordinated by OCHA may increase the risk of fraud, misuse
of funds and corruption. OCHA has a zero tolerance-tolerance policy on cases of misconduct,
and is committed to take timely and appropriate action and to refer credible allegations of fraud
or other misconduct to the UN Office of Internal Oversight Services (OIOS) for investigation.
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Denmark places great emphasis on transparency in this connection and will continue to follow
up with OCHA on this.
Risk management will continue to be a key issue for OCHA and the organization is at present
looking into further strengthening its capacity for risk management especially in relation to
Country Based Pooled Funds.
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Annex 1. Summary Results Matrix
This matrix provides an overview of Danish priorities and related OCHA Strategic Objectives,
outputs and indictors, based on OCHA’s Strategic Plan 2018 –
2021 and the accompanying
Key Performance Indicators.
The matrix will be updated once a new set of OCHA Key Performance Indicators are
developed and Denmark will work to ensure that more indicators are developed on issues that
are prioritized by Denmark, including gender issues.
Danish Priority Area 1: Coordination and funding of the global humanitarian system that responds to the needs for early, efficient and
effective action
OCHA Strategic Objective
Output
Indicator
1: Transformed coordination for
1.1: Coordinated international humanitarian
1.1.1: Percentage of Humanitarian Coordinators pool
a more efficient and tailored
response systems
members who are (i) women and/or (ii) citizens of non-
humanitarian response
WEOG countries
1.1.2: Percentage of Humanitarian Country Teams
which develop and / or use an agreed country-specific
mutual accountability framework
1.2: Context-specific coordination mechanisms
1.2.1: Percentage of Humanitarian Programme Cycle
and processes that support effective and
countries with high quality joint needs analysis
appropriate humanitarian action
1.2.2: Percentage of Humanitarian Programme Cycle
countries with high quality joint response planning
1.3: Emergency response preparedness to
1.3.2: Percentage of requests for emergency response
rapidly respond to new humanitarian
services that are deployed within 10 days after the
emergencies
receipt of requests
3: An effective, innovative
3.1: Consolidated data, analysis and coordinated
3.1.1: Percentage of the total humanitarian appeals
humanitarian financing system
interagency strategy and advocacy to address
requirements met
that meets the needs of crisis-
financing needs
affected people
3.1.2: Percentage of the Humanitarian Response Plans
that are sufficiently funded
3.2: Effective and accountable pooled funds to
3.2.1: Percentage of OCHA managed pooled funds
support humanitarian leadership, coordination
allocations made within required timeline (CERF and
and response
CBPFs respectively)
3.2.3: Percentage of people targeted by OCHA-
managed pooled funds reached (CERF and CBPFs
respectively)
3.3: Transformative and innovative initiatives for 3.3.1: Percentage of countries with an OCHA country
an efficient and transparent global humanitarian
office where humanitarian financing strategy is in place
system
Danish Priority Area 2: Protection of people in humanitarian situations through global advocacy and facilitation of humanitarian access
OCHA Strategic Objective
Output
Indicator
4: International acceptance of
4.1: Public and private advocacy and negotiation
4.1.1: Percentage of major emergencies where
the centrality of international
to address specific access and protection
humanitarian responders have agreed systemwide
humanitarian and human rights
priorities
common messages
law, access and protection that
results in meaningful action for
affected people, especially IDPs
5. Leadership to drive
5.3: Policy and thematic expertise to advise
5.3.1: Percentage of priority countries with an access
transformative change for a
decision-making by the Emergency Response
monitoring framework
more responsive and adaptable
Coordinator and broader humanitarian
humanitarian system
community at global, regional and country level
5.3.2: Percentage of humanitarian response planning
that articulate strategies to meet the special needs of
IDPs
Danish Priority Area 3: Strengthened organizational efficiency and effectiveness of OCHA
OCHA Management Objective
Output
Indicator
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6: An effective, efficient and
adaptable organisation
6.1: Unified and strong leadership of OCHA
6.2: Accountable and transparent management,
planning and governance
6.3: Effective administrative and logistic support
services that meet the needs of all OCHA
Other priorities and areas of cooperation
OCHA Strategic Objective
Output
6: An effective, efficient and
6.2: Accountable and transparent management,
adaptable organisation
planning and governance
5. Leadership to drive
5.1: Thought leadership and strategic analysis to
transformative change for a
improve the effectiveness of humanitarian
more responsive and adaptable
action
humanitarian system
6.1.1: Percentage of stakeholders that perceive OCHA
leadership as effective
6.2.2: Percentage of Implementation Plans with more
than 80 % of benchmarks achieved by the target date
6.3.3: Percentage of regular and temporary
recruitments completed within the target time frame
Indicator
6.2.3: Percentage of OCHA Heads of Office who are
women
5.1.1: Percentage of OCHA countries identified as
priority for strengthening the humanitarian-
development nexus where humanitarian and
development actors have defined collective outcomes
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