Part III
Coordination Activities in the Field

Guinea

 

 

  Requirements 1,034,816  
  Income from Voluntary Contributions1 489,673  
  EXPENDITURE    
  Staff Costs 617,730  
  Consultant Fees and Travel  
  Travel 33,000  
  Operating Expenses 145,349  
  Contractual Services 3,200  
  Supplies, Materials, Furniture and Equipment 39,271  
  Fellowships, Grants and Contributions 9,000  
  Programme Support Costs 110,180  
  Total Expenditure (US$) 957,730  
1 Includes allocations from the Field Coordination Reserve Fund of US$ 235,500

 

Context

During 2006, with the gradual departure of Liberian and Sierra Leonean refugees and the subsequent shift of humanitarian agencies from relief to rehabilitation and recovery, the majority of humanitarian organizations in Guinea phased out, reducing the need for coordination. However, with the declining socio-economic circumstances – a decrease in the gross national product, rising inflation, stagnation of salaries and decaying basic social infrastructure – Guinea continued to experience high vulnerability. The prevailing hardship resulted in several trade union-led strikes to demand better living conditions. The main challenge for OCHA was to create, with humanitarian and development partners, a new framework for coordinated strategic planning to suit the transitional circumstances in Guinea.

Key residual humanitarian concerns included the prevention of recurrent epidemics such as cholera, yellow fever and polio. Health and nutrition was the most critical sector, followed by food security and water/sanitation. Humanitarian assistance focused on the repatriation of Liberian refugees and the local reintegration of Sierra Leonean refugees, resulting in the closure of a number of camps. At the same time, IDPs still required protection and assistance in integrating into host communities.

With the government pursuing reform and the expected resumption of development assistance, OCHA Guinea closed its sub-Office in Nzérékoré in July 2006 and significantly reduced its overall staff in December 2006. The office planned to continue its coordination functions with a very limited presence in 2007.

Objectives

Activities and Accomplishments

In 2006 OCHA and its humanitarian partners produced a comprehensive vulnerability analysis of the most critical regions and sectors such as health and nutrition, food security, education and water/sanitation, as well as compiling information about the impact of humanitarian assistance provided within and outside the CAP.

OCHA played an important role in a range of activities, including: providing support to the RC/HC, the UNCT and IASC members; consultations with the government; strategic and sector coordination with the government, donors, NGOs and United Nations agencies; and bringing together NGOs, United Nations agencies, ICRC and Bretton Woods institutions in cooperation with the National Service on Humanitarian Action to facilitate joint strategic planning. OCHA provided the United Nations, NGOs, donors, the OCHA Regional Office for West Africa (RO-WA) and headquarters with regular humanitarian updates, briefs, situation reports, background documents and facilitation support for various missions.

The UNCT, in collaboration with the wider humanitarian community, recommended that serious consideration be given to transition and development needs, and reached the decision that a CAP would not be required for 2007 (residual humanitarian needs would be covered in the 2007 Regional CAP for West Africa). OCHA facilitated the timely submission of projects for CERF funding by operational agencies.

OCHA briefed the government, donors, United Nations agencies and NGO partners on humanitarian reform, including the implementation of the CERF and the cluster approach. In cooperation with the Norwegian Refugee Council, it organized a sensitization workshop on the Guiding Principles of Internal Displacement, Refugee Protection and International Humanitarian Law. It also provided support for cross-border coordination and situation analyses in the Mano River Union region and Côte d’Ivoire, and actively participated in Mano River Union meetings and conferences.

An inter-agency Contingency Planning Task Force was established, bringing together key humanitarian partners, reviewing preparedness and response capacity, consolidating a comprehensive picture of the support expected and regularly updating the list of available emergency stocks. The UNCT worked in close collaboration with the RO-WA and OCHA offices in the region in developing Cote d’Ivoire+5 and Guinea+6 contingency plans.

OCHA reinforced the United Nations Avian and Human Influenza (AHI) Technical Task Force, co-chaired by WHO and FAO. The Task Force supported and regularly updated the government’s national contingency plan for AHI.

The newly established OCHA Information Management Unit produced a range of standardized products to serve the humanitarian community in Guinea and the subregion. These included a humanitarian website, a ‘Who Does What Where’ database, mapping services and chronologies of events.

Performance Evaluation