Some of the organizations participating in consolidated appeals

1. 
   Summary
   

Between March and September 2011, at the height of the crisis, the CCCM Cluster had recorded 118 camps with about 80,000 IDPs living in sites. Over the last four months, following the gradual restoration of security in certain areas, there have been significant spontaneous return movements. The number of IDPs living in sites has dropped from 70,000 in June to 16,000 in October, i.e. a 77% decrease. The same trend is observed in the number of camps, which has decreased by 45%, with 65 camps in June and 35 in October. As part of the strategy set up with the Government for voluntary and sustainable return of IDPs living in sites, the cluster estimates that by the end of 2011 a new wave of voluntary returns of about 7,000 people could occur. This would reduce the number of IDPs in sites and the number of sites to nine. In this regard, the funds requested in the CCCM 2012 will tend to provide basic services in still-active camps and support the search for alternative and sustainable solutions for IDPs remaining in camps. However, to date, despite a relative improvement of the situation in return areas, there are movements of people returning home and returning to the sites due to localized insecurity and/or poor living conditions. To address these needs, activities in other sectors will have to be put in place to sustain the efforts for the return of IDPs and to limit these commuting movements.

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  Maintain essential services in camps for cases where solutions for voluntary return, reintegration and resettlement have not yet been identified or are still pending.
  
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  Support activities enabling voluntary return, reintegration and resettlement in order to gradually close the camps.
  
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  Contribute to prevention of risks and/or potential threats and respond to emergencies in the event of major population movements.
  

The teams involved in the implementation of activities in the camps will permanently conduct sensitization on HIV/AIDS, social cohesion and peaceful coexistence during formal or informal meetings with the different categories of IDPs. Special attention will be paid to people between 12 and 35 years of age. Similarly, sensitization actions will be undertaken for the prevention of violence against women and children.

1. 
   Provide essential services in the camps until sustainable solutions are available for IDPs.
   

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  Minimum daily camp management: maintain a decent standard of living by providing services meeting SPHERE standards and indicators to 7,500 people (3,975 women and 3,525 men with an estimated 73% of children between 0-18 years), in coordination with sectoral clusters (WASH, Health, Protection, Education, etc.).
  
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  Population monitoring and facilitation of the issuance of documentation to children (boys and girls) born in the sites.
  
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  Emergency response during the creation or identification of new sites, or following isolated events (risk of eviction, security threat, non-compliance with SPHERE standards and indicators, disasters).
  
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  Protection services, especially for victims of sexual abuse in coordination with the GBV sub-cluster.
  
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  Reduction of exposure to risks (epidemics, floods, security, etc.).
  
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  Maintenance of shelters and targeted distribution of NFIs to people living in sites (priority to most vulnerable people and families, or to people who did not receive any items during previous distributions).
  
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  Maintenance and improvement of WASH (showers, latrines and drinking water), health (including psycho-social activities), food- and nutrition-assistance services in the sites.
  
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  Maintenance of sensitization, social cohesion and communication activities to make sure that IDPs still living in the sites are informed, involved and take part in decision-making processes.
  

2. 
   Assistance for return, rehabilitation and relocation through the funding of programmes incorporating return kits and income-generating activities (IGA) in the communities of return.
   

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  Data: maintenance and updating of information on living conditions in IDP sites (data disaggregated by gender and age groups, demography of displaced people, as well as information on the intents of return or resettlement of IDPs) and in areas of return.
  
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  Return kits: in line with the voluntary and sustainable return strategy, the Shelter and CCCM Clusters have established the need for providing return packages (non-food) and packages for rehabilitation or reconstruction of houses. The provision of these items contributes to social cohesion and reintegration.
  
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  Communications: to maximize return, reintegration and resettlement, the CCCM Cluster will place a special emphasis on communication with IDPs in sites and in their communities of origin.
  

Field visits by cluster coordinators will help assess the performance level and the coverage of services in reference to international norms and standards, and the challenges faced by camp managers and IDPs.

Donor funds allocated to the projects will be exclusively used to achieve established objectives. Mid-term and final evaluations of the level of achievement of ongoing projects will be conducted by the clusters’ co-facilitators. They will relate to the results achieved, and the administrative and financial management of projects.

Financial and technical reports will be prepared and shared with donors in reference to the terms and conditions of funding agreements.

4.5.3 Coordination

1. 
   Summary
   

Despite relative stability and a gradual return of populations, the complex and urgent nature of the humanitarian situation remains unchanged. The number of humanitarian actors and the needs of affected populations remain high. More sensitive areas requiring further efforts in terms of activities and coordination have been identified.

Despite a recent redeployment of coordination mechanisms, such as clusters, additional efforts must be undertaken to strengthen humanitarian response that is coordinated and targeted according to specific criteria and priorities. Gradual redeployment of the authorities in some regions and the recent reconfiguration of security forces require the restoration or consolidation of interactions and coordination.

The HCT continues to provide strategic direction to the humanitarian community in response and emergency preparedness. OCHA continues to support the humanitarian community through support dedicated to inter-cluster coordination, information management and analysis, mapping and advocacy.

2. 
   Analysis of the situation and humanitarian needs for 2012 based on the retained scenario
   

The post-electoral crisis has changed the configuration of the Ivorian security forces. New entities have been created and some units deployed to new areas. This change requires humanitarian actors to create and maintain relationships with these new actors. At the same time, UNOCI continues to play an important role in the field and can, in certain situations, facilitate humanitarian access, strengthen the protection of civilians and thus contribute to the humanitarian community’s efforts. In this sense, relations with the security forces, including UNOCI, will be strengthened and platforms for interaction, if non-existent, will be established at national and local levels to facilitate information-sharing and coordination. OCHA will also provide technical support through the Deputy Special Representative of the Secretary General (DSRSG)/HC to ensure that humanitarian issues and principles are reflected in the planning and monitoring of UNOCI’s action, also allowing easier access to the most vulnerable populations. As indicated earlier, action and contingency plans to respond to crises will be developed with UNOCI in coordination with the Ivorian security forces at the national level and in the field.

With humanitarian needs identified according to priority areas, existing coordination mechanisms will be strengthened in these areas to enhance the effectiveness of humanitarian response and to ensure regular monitoring of activities. The west and south-west will be primarily targeted. Alongside this initiative, OCHA will make further efforts regarding coordination between the capital city and the regions to improve the collection, sharing and needs analysis, and to streamline the strategic approach—all areas that were previously identified as weaknesses. These two actions will offer a more operational and extended geographical coverage.

OCHA will continue to support the Office of the DSRSG/HC in establishing and operating coordination structures at national and regional levels. It will reinforce the HCT to allow more strategic decision-making. The forum will be informed of the follow-up of CNCAH and cluster and inter-cluster discussions, and of the needs expressed by the affected communities and through improved communication with OCHA field offices. OCHA will further monitor the clusters’ activities and will support the measures required to strengthen them. In this sense, OCHA will provide information management products to support decision-making and to serve as a basis to improve analysis, prioritize the humanitarian response based on needs and criteria, and to create centres across clusters thanks to improved inter-cluster coordination.

To improve the quality of services rendered and the strategic approach, OCHA will ensure better integration of cross-cutting issues such as development, early recovery, gender and protection in every step of the coordination.

3. 
   
   Directory: sites -> dms -> CAP
   sites -> North Carolina Inclusion Initiative Mapping Where Children with ieps are Being Served Purpose
   sites -> Northern England’s set-jetting locations
   sites -> Physical custody of 1033 program property accountibility form statement of Physical Custody: By signing for the below 1033 property I am a Law Enforcement Officer of the aforementioned Law Enforcement Agency
   sites -> Nstructions for Acquiring Excess Equipment online, through the 1033 Program
   sites -> Memorandum of agreement
   CAP -> Cemir international
   CAP -> Consolidated Appeals Process (cap)
   
   
   
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