Improved info-graphics, situation reports and dashboards—featuring data and analysis—gave audiences an overview of humanitarian situations.
Increased quality and analytical content of operational information products across most offices through the use of the standard templates that draw out figures and trends of the humanitarian crises.
OCHA broadened its partnerships with academics and global policy thinkers through the successful organization of three Humanitarian Policy Forums (one global, two regional). Through these consultations and additional analysis work, OCHA identified a joint policy agenda comprising three policy themes for prioritization in 2013: humanitarian aid effectiveness, innovation, and risk and vulnerability.
YEAR IN REVIEW
In 2012, OCHA increased its global analysis and built consensus towards a joint policy agenda for 2013. OCHA organized three policy conferences (USA, Egypt and South Africa) that brought together the views of close to 160 academics and policy actors, over 40 per cent of whom were from the global South. Participants pinpointed three key themes that require research and action: humanitarian aid effectiveness, innovation, and risk and vulnerability.
Simultaneously, OCHA developed a study that focused on the humanitarian impacts of global challenges. This led to recommendations for new risk-assessment models. OCHA also completed a study titled Humanitarianism in the Network Age, which looks at how new communications technologies are already affecting people’s behaviour in emergencies. This study helped OCHA advocate a more global, accountable and innovative humanitarian network, including by adapting to the impacts of new technologies.
In 2012, OCHA defined a priority list of four corporate information products that should be produced across all OCHA offices. These include situation report—an operational report to support coordination in an acute crisis; humanitarian bulletins—the main report for protracted crises that uses data and narrative analysis to substantiate advocacy messages; humanitarian snapshot—a full-page map focusing on up to three key messages, combining geo-referenced information, graphics and textual summaries of an emergency; humanitarian dashboards—an IASC tool to help clusters and the Humanitarian Country Team monitor the implementation of an appeal during a crisis.
To enhance the analytical content of these products, OCHA began developing a better understanding of the data it has and uses. Offices are bringing together operational datasets, which include geographic data, population statistics and data on humanitarian caseloads. More work is required to make this data comparable across offices and link it with other datasets, such as those on preparedness and financing, to create a more complete picture of a humanitarian environment.
A formal product-review process was established between Headquarters and country and regional offices to provide structured feedback to heads of office, and to start a dialogue around any constraints to meeting the corporate standard. This review process led to an increased awareness of the desired standard for all external products. By the end of 2012, all offices were producing these products consistently, and an increase in quality and analytical content was evident. In addition, a third of all offices introduced an e-mail distribution tool, MailChimp, to professionalize how products are presented to audiences and to better understand the metrics around use.
To enhance the analysis of OCHA’s products, more work is needed to make data more readily available and easy to use for analytical purposes. This work will be developed through two forums that were established in 2012: an Information Products Working Group and a Data Working Group.
- Objective 1.1 - Member States and Regional Organizations
- Objective 1.2 - Operational Partners
- Objective 1.3 - Preparedness
- Objective 1.4 - Analysis and System-Wide Learning
- Objective 2.1 - Accountable Humanitarian Coordination Leaders
- Objective 2.2 - Scaling Up and Drawing Down Operations
- Objective 2.3 - Tools and Services
- Objective 2.4 - The Humanitarian Programme Cycle
- Objective 3.1 - Funding and Financial Management
- Objective 3.2 - Surge and Staffing Solutions
- Objective 3.3 - Organizational Learning for Results