- CDI is ranked 163 of 182 on the Human Development Index.
- Out of 120,000 IDPs in the western regions of the country, more than 80,000 have returned but still have protection and social cohesion needs.
- Financial institutions have renewed their confidence in CDI and have re-initiated the Heavily Indebted Poor Countries (HIPC) process, which also allows CDI to receive interim support.
- Operational partners are shifting from relief to development activities, anchoring objectives in the Poverty Reduction Strategy Papers (PRSP) and United Nations Development Assistance Framework (UNDAF) planning processes.
- The peace consolidation process is not yet over. Sensitive steps such as demobilization, security sector reform, rural land tenure and state authority redeployment will challenge the peace in 2010.
Important progress has been made in responding to the Ivorian crisis. The year 2010 should see the narrowing of humanitarian efforts and an increasing shift from relief to recovery and development activities. However, the overall situation in Côte d’Ivoire (CDI) is still fragile and volatile. The potential remains for relapse into violent conflict throughout the different steps of the process, including the presidential elections. In this context, the main 2010 coordination challenges for OCHA are:
- While OCHA was well staffed and equipped, recovery coordination capacity and resources of other entities remain limited.
- Regular monitoring of early warning indicators and effective communication of analysis remain difficult.
- Contingency planning and preparedness are in place. But they must be properly integrated into agency programming and connected with governmental structures.
- Humanitarian IM has been somewhat weak over the past few years, and there is limited capacity for recovery and development IM handover.
- Risk reduction is not yet fully integrated into recovery programming.
- The transition funding gap for residual humanitarian and early recovery activities is, as in many similar settings, an obstacle to ensuring that vulnerable groups do not fall into chronic vulnerability.
Present in CDI since 2002, over the years OCHA has established strong partnerships with relief and recovery partners. OCHA is instrumental in putting in place a transition coordination framework, building upon these collaborations and ensuring that institutional memory is not lost.
OCHA also provides invaluable experience in conflict-affected zones that informs preparedness actions. In 2010, OCHA CDI will focus on the following priorities, in line with its global strategic framework 2010-2013: In relation to Objective 2.3 (a more predictable and scalable suite of OCHA services and tools to support leaders and partners in response preparedness, humanitarian response and transition) OCHA will carefully implement its phase out by handing over critical functions to relevant and capable actors. OCHA will also ensure that residual humanitarian needs are addressed through effective coordination mechanisms and support the development of a solid preparedness plan and early warning mechanism.
In relation to Objective 2.2 (OCHA capable of responding quickly with clear triggers for establishing, phasing and drawing down operation) OCHA CDI will serve as an example in identifying and applying clear benchmarks for phasing and drawing down. OCHA experience will inform the development of a global policy framework. Those triggers will also comprise a conflict analysis grid for OCHA and its partners to evaluate the situation and potential warnings of relapse. In relation to Objective 2.1 (effective mechanisms that manage and support accountable humanitarian coordination leaders) as OCHA phases out of CDI, it will ensure that an evaluation of humanitarian coordination pillar components (predictability, leadership and partnership) is conducted to draw lessons learned and best inform preparedness.
If the situation continues to improve, OCHA plans to reduce substantially its operations in CDI over 2010, as it is a country in transition. Critical coordination functions, identified in consultation with the operational partners, will gradually be handed over to appropriate counterparts. OCHA collaboration and regular contact with the RC unit contributes to clearly shaping its transition and allows for more coordinated mid and long-term planning frameworks. The CO should officially close by the end of June 2010. A small HSU will be integrated into the RC office with a continued presence in Guiglo until the end of the year.