Shelter Cluster Strategy for the Republic of Yemen 2022-2024

Status
Version Status Effective date Next revision
Strategy Status
2022 to 2024 Final July 2022 Upon SAG and/or cluster request

Shelter Cluster Structure

Response name Yemen L3 Protracted conflict-based emergency
Cluster Lead Agency UNHCR
Name: John Wain Name: Monir AlSobari
Cluster Coordinator
Email: coord.yemen@sheltercluster.org Email: depcoord.yemen@sheltercluster.org
Contacts
Mobile: (+967) 712225166 Mobile: (+967) 712225045
Government
Executive Unit for IDP Camps Management (E.X.U) and The Supreme Council for the Management and Coordination of Humanitarian Affairs (SCMCHA)
counterpart agency
Co-leads N/A
Strategic Advisory
UNHCR, UN-Habitat, IOM, NRC, DRC, Pure Hands, YFCA, AOBWC, TYF, QRCS, ECHO, and KSR.
Group Agencies
Key partners (203):
United Nation Agencies (4):
Yemen Cluster Partner United Nations High Commissioner for Refugees, International Organization for Migration, United Nations Office for the Coordination of Humanitarian Affairs,
Members United Nations Human Settlements Program.

International Agencies (16):

Agency for Technical Cooperation and Development, CARE International, Danish Refugee Council, Human Appeal, Human Relief Foundation, Medair,
Norwegian Refugee Council, Pure Hands Organization, Qatar Charity, Read Foundation, Samaritan's Purse, Save the children international, Solidarity
International, Vision Hope International, Yemen Aid, Shelter Box.

National Agencies (167):

ADCF, ACSF, ASADSC, ADO, Act Now, ADWAR, ADWH, EDCF, alamal, AOBWC, AFD, BDr, EDCF, AFADSC, AHFD, HYAC, AGFD, Almaroof, Al-Riefada,
RFD, SFCCRFP, AFRD, Altwasul, WYDF, alwaselah, WODQ, ZDF, Amanna, APJD, AFDHR, Afcd, A H R F, YARD, ADF, ADF, BDF, BDHR, BCFHD, BCHR,
BFF, CHR, CDO, CWC, CYF, DEEM, DRF, D.O, EFD, Enmaa, EFD, ESDA, EDHR, ENHAR, edo, FMF, fodhaorg, FHDF, FSMCD, GWQ, GHFD, Grassroots
Yemen, gopc, Heaven for Development Foundation, HFLD, HFD, HA, HTO, HDP, HRT, IAHFD, IYSO, Onsur, IYCY, JAAHD, JDA, KDH, LMMPO, LPF, LIFD,
MHDR, Makeen, M H F, None, MHF, MDF, MOZN, Mysarah, NDEO, NMO, NBF, NBF, NDRHR, NFDHR, NFOD, NMFRD, NDO, OFDHR-YE, ODF,
OAODHR, O2 yemen, PFD, PROGRESS, ÙŒROC, RADF, RFDHR, RDO, RDP, RWB, RFWD, RECO, Response Mena, ROCHD, RHD, ROLZ, SRPD,

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 Shelter Cluster Strategy for the Republic of Yemen 2022-2024

SYDF, SORD, SFRD, SFHRP, SELAH, STFDC, SOS, SRA, STEPS, SKRD, SULWAN, SYS, SDF, TYF, TFD, TOCD, MEPI-YAO, TSD, Together, Relief
(TFSH), TA Touch Aid, WYDF, GOTG, WCO, WACP, WF, YKF, Y30, YARD, YDF, YFCA, Y Foundation, Friends of Yemen organization (FYO), Yhfrd,
YHRDO, YEKO, YM, Mona Relief, YSF, YSCQB, Yemen Weam, YWU, YDN, YGUSSWP, YRC, Y-SAF, YCO, FRD, YDP, YSFHCD, CIHLHR and
SAGAFPSSD.

Red Cross and Red Crescent movements (4):

German Red Cross, MSF - Médecins Sans Frontières - Spain, Qatar Red Crescent Society, Yemen Red Crescent Society

Relavent Government Bodies (4):

EXU, SCMCHA, MOPIC, MOFA.

Donors (8):
DFID, ECHO, King Salman Humanitarian Aid & Relief Centre, Kuwait Society for Relief, OFDA, USAID, CERF and YHF.

Relevant Technical Responsibilities TWiG1 – Shelter

Working Groups
The key objective of the Shelter TWiG (re-activated in June 2022) is to review existing and new shelter solutions. The process involves analysis of areas of
(TWiGs) strength, weaknesses, and improvements considering the shelter partner experience and beneficiary feedback. The shelter TWiG will produce harmonized
Cluster Technical Standards for the Shelter interventions in Yemen. Ensuring the promotion of adequate shelters and the inclusion of critical considerations
such as accessibility. Moreover, from a technical perspective, the TWiG outcomes will promote more sustainable and quality interventions overcoming
previous shortcomings and challenges.

Responsibilities TWiG2 – Non-food-items (NFI)

Responsibilities include defining kit composition and specifications. Delivering on an enhanced NFI kit composition considering the definition of contents,
distribution protocol, cost of the items, specification of the items, and recommendations on procurement, whether to source from local or international markets.
Connections and options for local market price assessments.

Continue with previous efforts to shift from ‘one-size-fit-all kits’ to a model using a core kit with 2 or 3 options to be adapted according to needs, geographical
location, and family composition responding better to the needs of the vulnerable families in Yemen.

Responsibilities TWiG3 – Cash-for-rent (CfR)

This is an ad-hoc TWiG to review how cash-for-rent programs are currently being implemented in the country, the aim is to update the current YSC guidance to
ensure its fit for purpose.

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Rental subsidies are a means of basic financial assistance provided to vulnerable households to ensure their access to a safe shelter for a limited period until a
sustainable solution is reached, essentially it's cash for rent and is sectoral specific.

The CfR TWG aims to review the RS during the previous period to get lessons learned. Through this TWG, it is planned to prepare guidelines that will ensure
the conditionality of CfR assistance. This includes beneficiary selection, rent agreement, rent receipts, and PDM surveys.

Shelter Cluster Strategy

In the context of an active conflict reaching its seventh year, Yemen continues as one of the world’s worst humanitarian crises, despite a positive 2-month cease-
fire extended twice so far, there remains over 23 million people or 76 percent of the total population needing some form of humanitarian assistance. Armed
conflicts and natural hazards continued to cause displacement in Yemen this year. According to the Inter-Agency task force for population movement estimation
(November 2021), Yemen has more than 4.3 million IDPs, making it the fourth-biggest displacement due to the conflict crisis globally. Internally displaced persons
correspond to approximately 13% of the entire population of Yemen, which is approx. 32 million. In urban areas, many IDPs share accommodation or live in non-
functional public buildings, collective centres, slums, and informal types of settlements. Conditions are often sub-standard, and providing shelter poses significant
challenges. Rental subsidy programs are vital to retaining IDPs in ‘non-camp’ like settings, but such programs need significant review and support. In rural
settings, delivering protection and humanitarian shelter/NFI assistance through spontaneous IDP sites is common. Its currently estimated that one-third of the
total IDP caseload (1.5m out of 4.3m) reside in over 2000 spontaneous settlements with a no-IDP-camp policy in place, conditions in these sites remain sub-
standard.
Situation
The wider humanitarian community does not favor creating camps because other arrangements offer a more normal life for people forced to flee. The HCT
agreed back in 2015 to avoid the formal creation of IDP camps. When no alternative exists, sites or settlements are carefully identified to keep people safe and
sheltered. Cluster partners support settlement planning on a limited scale to ensure that a properly laid-out site protects the environment and helps prevent fires
and outbreaks of disease. In well-designed settlements, displaced people do not have to walk too far to get food, water, or medical care. Water points and latrines
are segregated, well-lit, and close to homes so that girls and women, especially, will not be exposed to danger. Limited funding restricts attempts to improve
standards in these spontaneous locations.

The Shelter/NFI Cluster has estimated that 7.4 million Yemeni require sectoral assistance, almost 2.9 million individuals live in extremely dire conditions, 75%
are women and children. Up to recently, the conflict, with daily airstrikes and shelling in 2021, caused civilian casualties, widespread displacement along often
fluid front lines, and damage to private and public infrastructure, thus increasing the need for Shelter/NFI support and causing significant damage to additional
civilian houses. Hostilities and shifting frontlines in Ma’rib, Shabwah, and Al Bayda governorates, along with continued clashes in Hajjah, Al Hudaydah, Ad
Dhale’e, Taizz, and adjacent areas challenged sustained humanitarian programming and resulted in aggravated humanitarian needs and the conditions of
displaced populations. Yemen has also endured recurrent natural disasters, with more than 337,0001 people affected in 2021, most of the IDPs who fled conflict
areas lost their shelters, incomes, and any form of livelihood they may have had. During the winter season, temperatures can drop dramatically, with frequent

1 According to the Shelter Cluster Flood Monitoring System

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frost in some locations. Yemen is colder than most of the Arab world due to its high elevation. The highlands have a cold, moderately dry winter with temperatures
occasionally dipping below 0 °C (32.0 °F).

The protracted nature of the crisis in Yemen resulted in a collapse of the economy, increased poverty, exacerbated long-standing vulnerabilities, and severely
damaged the country's social fabric. The economy's collapse is visible through the loss of income, depreciation of the Yemeni rial (YER), loss of Government
revenue, commercial import restrictions, and rising price inflation of goods, including essential household items, shelter materials, house rents and fuel. These
have resulted from several factors, including insecurity, the embargo imposed on the country, the deepening economic decline exacerbated by the COVID-19
pandemic, and the limited availability of public services that have further exacerbated the humanitarian situation. These had a negative impact on Yemeni
displaced families, who have long exhausted their savings and are struggling to find decent shelter and livelihood opportunities.

Monitoring and analysis of IDP return trends remain limited and do not allow for a coherent estimation of the overall IDP returnee population. Up to the end of
2019, it was estimated that some 1.3 million IDPs had returned to their areas of origin, largely due to multiple shifts of frontlines and areas of control. There is
evidence that the return has not been fully sustainable, challenged by a lack of access to mechanisms for property restitution, rehabilitation, or reconstruction of
their homes, lack of essential services, damaged accommodations, lack of livelihood opportunities, and continuous insecurity. In the meantime, some of them
are accommodated in temporary and unsafe housing with minimal means to secure safe shelter or basic relief items. Close to the frontline, they are often
accommodated in heavily damaged structures or found their homes littered with unexploded ordonnance or other explosive ammunition. For some of them, the
only option is to move again.

As civilians especially the displaced continue to bear the brunt of the impact of the protracted armed conflict, Yemen needs to break the circle of recurrent
emergency and invest in longer-term more sustainable shelter solutions, where possible, especially as more than half a million families are experiencing protracted
displacement, where the vast majority reside in sub-standard shelter conditions. The succession of crises in past years has led the humanitarian response to
focus on immediate human-made and natural disaster response without focusing enough on the need for durable solutions such as house repairs, Transitional
shelters, and house rehabilitation or reconstruction. It became evident that it is critical to consider disaster risk reduction (DRR) through essential infrastructure
rehabilitation, to strengthen civil resilience capacities and decrease the overall vulnerabilities of the most exposed communities.

The ceasefire is putting renewed interest in possibilities for a return. The Shelter Cluster starts looking at this in earnest in collaboration with other sectors such
as protection, CCCM, and WASH. Durable solutions will require a significant injection of funding for the Shelter/NFI sector, advocacy with and lobbying donors
by showcasing success stories is a priority activity towards achievement of this multi-year strategy.

Strategic Objective 1 - Reduced morbidity and mortality of crisis-affected women, girls, boys and men through life-saving multi-sectoral humanitarian
Country Humanitarian assistance
Response Plan (HRP) The Shelter and NFI Cluster, as part of its contingency and preparedness plans, will provide life-saving emergency shelters and NFI support to newly displaced
Objectives people by conflict and natural disasters.

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Strategic Objective 2 – Improved living standards and resilience of crisis-affected vulnerable women, girls, boys and men through timely and safe provision of
assistance
Interventions under this specific objective will aim to provide direct basic services such as shelter and NFI (NFI, Emergency shelter, rental subsidies,
maintenance and upgrades, transitional shelter, house rehabilitation, and reconstruction) as well as collaboration with protection, WASH, education, health and
CCCM for improved integrated responses.

Strategic Objective 3 – Prevent and mitigate protection risks and facilitate redress for women, girls, boys and men, especially the displaced and most
vulnerable civilians, through building resilience, provision of humanitarian assistance, specialized protection services and advocacy
Relevant Shelter/NFI interventions for vulnerable households include protection from natural hazard risks, winterization assistance, and support for achieving
relative security of tenure.

1. Provide life-saving emergency shelter and Non-Food Item (NFI) support to persons newly displaced by conflict and natural disasters
2. Improved living conditions for persons affected by protracted crises, returnees, and vulnerable host communities by providing sustainable shelter and
Cluster Objectives
NFI solutions and promoting a greener shelter response.
3. Ensure affected populations are protected from natural hazards and achieve relative security of tenure

The following is a summary of key challenges:

• Message 1: Underfunding and rising costs: the vast majority of the 4.3 million IDP population and 1.3 IDP returnees continue to reside in sub-
standard shelter conditions, and limited funding has hampered the provision of services to all people in need of adequate and longer-term shelter
support. According to Yemen 2022 HRP, 7.3 million persons need shelter/NFI support, and a budget of $225 m is required. The latest figures (OCHA
June 22) indicate that the shelter sector is funded to $40 m thus far this year, implying the plan is 82% underfunded.
• Message 2: Durable solutions: the protracted nature of the crises coupled with funding shortages imply a focus on emergency life-saving support,
which by its nature is temporary, the shelter sector’s ability to progress to durable longer-term solutions remains hampered due to funding shortages,
access constraints, increasing new displacement, housing land & property challenges and re-recurring climate-related hazards. IDP returns are firmly
Key Issues in the spotlight, and early learning during the initial phases of this strategy is essential.
• Message 3: IDP returns: The ongoing cease-fire is opening the discussion on house rehabilitations for returnees, these durable solutions require
increased funding as well as enhanced guidance based on a phased approach. Collaboration on access, advocacy on response gaps, security (UXO
clearance), integrated responses as well as comprehensive buy-in by all actors is necessary to progress this opportunity.
• Message 4: In order to scale up durable solutions enhanced collaboration with national and local authorities is necessary to ensure access, prompt
approval of sub-agreement, HLP / security of tenure support, identification of additional rental options, rent agreements, rent regulation, etc. Yemen
has a ‘’no-IDP-camp’’ policy yet, 1.5 of 4.3 m IDPs reside in some 2000 sites. Some of the host communities are vulnerable and need Shelter/NFI
assistance, it is critical to support a maximum of 20% of the most vulnerable host communities in relevant IDP programmes, As part of durable
solutions, an integrated multi-sector approach to developing these sites should be discussed.

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• Message 5: The coordination team has 12 staff at national and sub-national with some double-hatting. Strengthening the coordination structure is
crucial. Additional staffing is required, especially at the hub level with a technical background.
• Message 6: Settlement planning is a critical gap in IDP sites and needs to be taken up by the Shelter Cluster. The organization of sites and shelters
can have a significant impact on the well-being of the internal displaced populations. Over-crowding and lack of privacy are commonly found in IDP
settlements. Settlement planning needs to consider among other issues local planning practices, Housing, Land and Property (HLP) rights and usage,
inclusion of essential services and facilities, access to the site, site selection & drainage, minimum surface areas, fire safety and inclusion of vector
risks.

Centrality of protection:
Shelter is protection and contributes to protection outcomes in many ways:
• Physical protection: from the elements such as rain, wind, sun, dust, and extreme temperatures; and from animals such as snakes or insects.
• Safety and security: strong shelters provide safety from many physical attacks. Less sturdy structures also create a boundary or a physical limit that
can deter minor aggressions. Even basic shelters isolated visually from the outside provide a space for inhabitants to behave more freely and be
themselves.
• Dignity: living in a shelter has an important impact on one’s feeling of being worthy of respect.
• Children and family unity: A household shelter represents the family, makes it tangible, and safe, and symbolizes its unity.
• Security for belongings: A shelter provides space to store valuables, savings, clothes, and important documents.
• Basis for recovery: Safe shelter is typically one of the first priorities for displaced people or others of concern. Once this basic need is met, they are
better placed to address other more complex priorities such as the fulfillment of their rights or the pursuit of durable solutions.
• A place in the community: shelters coupled with settlement or neighbourhood, allow the displaced to interact. Neighbors often remain the same for
Cross cutting issues some time, which allows for the creation of a support network and the establishment of social ties, making families and their individuals more resilient.
• An address, certain rights: a shelter provides an address where objects can be sent to, and that can be used for administrative purposes. Inhabiting
a shelter provides certain rights statutory, customary, or informal. People without a shelter may be limited in the exercise of some rights.
• An investment for the future: A shelter can be incrementally upgraded and improved to become something more durable. The housing sector is
typically a valued long-term investment that can also be used.

Livelihoods:
• Provision of shelter is a platform for the pursuit of livelihoods: many livelihood activities take place at home, some while undertaking other tasks such
as taking care of children. Often a shelter can share its residential function with a commercial one. People find it easier to leave home to secure a
livelihood knowing that their family is adequately sheltered.
• The impact of our shelter cash-for-rent projects relies heavily on the ability of IDPs to improve livelihoods and make such solutions sustainable within
a limited timeframe.

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Environment:
• During this multi-year strategy, the cluster will strive to ensure that environmental considerations are adequately considered and implemented in the
humanitarian shelter programs. The aim is to inform environmentally sustainable shelter programming by making key information about country-level
environment/shelter considerations, impacts, concerns, and opportunities available and accessible to all our stakeholders as a preparedness measure.
• The cluster will work towards a strengthened country-level response considering greening Yemen’s shelter responses through well-designed market
interventions empowering the affected population to reduce our environmental impact. Explore enhanced use of appropriate local solutions and
materials such as with the localized emergency shelter implemented in Tehamah region.
• The collaboration with CRAterre towards the development of the Yemen shelter response profile encouraged interaction with local institutions. Local
building practices will be mapped, encouraged, and analyzed for use in shelter responses.
• Through the development of a Yemen environmental profile (HQ support), the cluster will look to identify options for reducing, reusing, repurposing,
and recycling or other end-of-life alternatives, for local shelter solutions. The profile will provide the Shelter Cluster partners with country-level
environmental information to operationally promote preparedness, and sustainability, encourage resource efficiency, and apply an approach that
protects, restore, and improves ecological values.

Gender mainstreaming and AAP:

• Gender Analysis provides information about the different needs, capacities, and coping strategies of women, men, boys, and girls in a crisis. Rapid
Gender Analysis is built up progressively: using a range of primary and secondary information to understand gender roles and relations and how they
may change during a crisis. It provides practical programming and operational recommendations to meet the different needs of women, men, boys,
and girls and to ensure we “do no harm”.
• The cluster is committed to ensuring appropriate gender consideration and the inclusion of women, men, boys, and girls in the response.
• Maintain capacity to support sector’s partners on CE/AAP, Gender, and PSEA and attend relevant WGs.
• Ensure AAP, gender, protection, and diversity issues are appropriately referenced in all Shelter Cluster documents.
• Strengthen feedback and accountability mechanisms including in projects, monitoring and evaluations, training programs, and performance
management and highlighted in reports.
• Provide accessible and timely information to partners & concerned parties on the cluster’s procedures, structures, and processes to ensure that they
can make informed decisions and choices and facilitate communication between implementing partners and affected populations over information
provision.
• Design all cluster assessment tools based on participatory methodologies, ensuring the inclusion of questions to identify information needs, preferred
and trusted channels for communication, protection concerns, preferred/potential solutions to address these concerns, and trusted ways to give
feedback/make complaints safely.
• Ensure that Sex and Age Disaggregated Data (SADD) is routinely collected, analyzed, and used to set a shelter baseline, ensuring that age-related
data is appropriately nuanced.

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Recovery
• Advocate for safe-building back and resources to support durable solutions.
• Scale-up support to more sustainable shelter solutions. Progress was made through the three Shelter Solutions Exhibitions that were organized in
Sana’a, Aden, and Marib to prototype shelter solutions and perform a technical review.

Key assessments:
• Shelter Cluster Rapid Needs Assessment tool that can be used in emergencies to collect and analyze information on affected people and their needs
to inform response planning
• UNHCR Initial Needs Assessment Tool
• UNHCR Protection Monitoring Tool
Assessments & Data
• Multi-Cluster Assessment Location Assessment
Sources
• Shelter Cluster Market Assessment
Other Data Sources:
• Shelter Cluster Reporting Portal
• Rapid Response Mechanism
• Displacement Tracking Matrix

• Monthly 5Ws, which partners report on completed activities indicating the location of the activity, modality of the implementation, type of population
and disaggergation of the population.
• 4Ws reporting on planned activities which enables the Cluster to track progress monthly towards achieving targets and outcome-level objectives.
• Fund mapping exercise to reflect funding status within the sector and complement information reported through OCHA's Financial Tracking System
Monitoring and
on a quarterly basis.
Evaluation
• Post Distribution Monitoring (PDM) to help assess beneficiaries' satisfaction and measure the impact of the response. Results help inform lessons
learned and adjustments to future strategies.
• Cluster Coordination Performance Monitoring allowing partners feedback on the performance of the cluster and agreed upon ways to improve areas
that are not scoring well.

The Shelter Cluster will also continue to contribute to key advocacy messages for the HCT engagement and develop sector specific advocacy messages to
highlight the needs of the affected population including on contingency planning and preparedness (Incl. Shelter Cluster Common Pipeline), shift to durable
Advocacy shelter solutions, cross cutting inter-sectorial issues, HLP, impact of settlements on the environment, and selection and targeting criteria, Disaster Risk
Reduction and fire safety measures. Following Cluster team analysis of funding gaps, the cluster coordination team will advocate with donors on behalf of the
members for funding.

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Yemen remains one of the largest humanitarian crises in the world. It is necessary to define a transition plan and exit strategy when there is a better
knowledge of the evolution of the truce and the current emergency. An exit strategy must consider the role and mandate of relevant stakeholder. A capacity
development strategy would be essential to ensure building solid national capacities to facilitate the transitional.
For a successful transition and exit strategy, the needs of IDPs and returnees have to be addressed in an integrated manner. Most importantly, the
Exit Strategy
restoration of private and public infrastructure (including essential services) in return areas should be addressed through the engagement of local authorities
and relevant development actors. In situations where there is potential for durable shelter solutions, the Cluster will seek to coordinate with durable solution
working groups. Similarly, the Cluster’s activities should be designed to support local economies where feasible, thereby encouraging the transition to durable
solutions.

Multi-Year Response Plan

Indicators Unit Cost People Targeted - Source (HRP 2022, Estimations for 2023-2024)
2022 2023 2024
Incl Support Total Displaced Non- Budget Total Displaced Non- Budget Total Displaced Non- Budget
and OP Displaced Displaced Displaced
# of contingency NFI kits $ 313 53,714 53,714 $16.8m 37,600 37,600 $11.8m 26,320 26,320 $8.2m
prespositioned and distributed
# of contingency emergency shelter $ 438 29,571 29,571 $12.9m 20,700 20,700 $9.1m 14,490 14,490 $6.3m
prespositioned and distributed
# of HHs receiving Non-Food Items $ 300 84,429 67,543 16,886 $25.3m 59,100 47,280 11,820 $17.7m 41,370 33,096 8,274 $12.4m
# of HHs receiving winterization support $ 221 54,286 43,429 10,857 $12m 38,000 30,400 7,600 $8.4m 26,600 21,280 5,320 $5.9m
# of HHs receiving emergency shelter $ 420 20,286 20,286 $8.5m 14,200 14,200 $6m 9,940 9,940 $4.2m
# of HHs assisted with rental subsidies $ 518 91,857 73,486 18,371 $47.5m 64,300 51,440 12,860 $33.3m 45,010 36,008 9,002 $23.3m
# of HHs assisted with shelter $ 180 98,571 98,571 $17.7m 69,000 69,000 $12.4m 48,300 48,300 $8.7m
maintenance and upgrade
# of HHs assisted with natural hazard $ 100 47,000 47,000 $4.7m 32,900 32,900 $3.3m 23,030 23,030 $2.3m
mitigation
# of HHs receiving transitional shelter $ 1,080 33,571 33,571 $36.3m 40,286 40,286 $43.5m 48,343 48,343 $52.2m
# of HHs provided with Housing, Land $0.5m $0.75m $1.125m
and Property support
# of HHs assisted with house $ 4,200 10,143 10,143 20,286 20,286 $85.2m 40,571 40,571
rehabilitation and reconstruction $42.6m $170.4m
Grand total $225m $231m $295m

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Technical Standards and Intervention Types

INT# Intervention Name Description/Specification Notes

Rapid Needs Assessment Form (AR, EN)
Focus Group Discussion (AR, EN)
General
Distribution Guideline (AR, EN)
Distribution Guide During COVID19 (AR, EN)
INT1 Beneficiary Targeting and Prioritisation (EN) The guide update is in
NFI Guideline (AR, EN) progress
Distribution of Non-Food Items Kits NFI Kit (Composition, Specification) The NFI catalog is under
NFI Market Assessment Form (EN) development
NFI PDM Form (AR, EN)
INT2 Emergency Shelter Guide (AR, EN) The guide update is in
Enhanced Emergency Shelter Kit (AR, EN) progress
Distribution of emergencey shelter kits
ES Market Assessment Form (EN) The Shelter catalog is under
Emergency Shelter PDM Form (AR, EN) development
INT3 Provision of winterization support Shelter Cluster Winterization Recommendations 2021/2022 (AR, EN)
INT4 Provision of cash for rental subsidies Guidance for Rental Subsidy Programmes (AR, EN) Updating in progress
INT5 Tent Maintenance (AR, EN) A guide is under
Provision of shelter maintainance and upgrades
development
INT6 Provision of transitional shelter Technical Guidance for Transitional Shelter (AR, EN) Updating in progress
INT7 Provision of house rehabilitation and reconstruction House Rehabilitation & Reconstruction Guideline (AR, EN) Updating in progress
INT8 Sandbag Solutions (AR, EN) A guide is under
Guide on Using Sandbag (AR, EN) development
What to Do in case of Flood (AR)
Provision of natural hazard mitigation
Guide on Mitigating Flood (AR)
Guide on Reinforcing Shelters (AR)
Guide on the Protecting Shelters During Floods (AR)

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Intercluster issues

Cluster Lead-Agency Comments

Coordination OCHA Siterps, shelter advocacy, FA, SRP, intercluster coordination, advocacy with Government

CCCM UNHCR Referral of NFI’s and shelter needs in Collective centres, relocations from and to collective centres, Displaced Tracking Matrix, beneficiary
lists and data on vulnerable groups
Early Recovery UNDP Housing, building codes, rubble removal, hazardous and non-build zones,

Education UNICEF/StC Use of schools as collective centers, relocations from schools

Telecom WFP Facilitate beneficiary communications e.g. use of mobile networks, improved operational communication (good bandwidth, security comms)

Food security WFP/FAO Distribution points of food relevant for shelter NFIs? Information on beneficiary groups and vulnerabilities

Health WHO Incidence of disease that can be avoided by provision of appropriate shelter and NFI, HIV/AIDs and shelter guidance

Logistics WFP Transportation, storage, supply chain, customs clearance, security of movement and humanitarian access

Nutrition UNICEF Information on vulnerable groups through therapeutic feeding data

Protection UNHCR Loss of documentation, HLP, GBV, Landmines, female and child headed households, elderly and disabled, vulnerability data, relocations
and evictions, security
WASH UNICEF Ensure shelter sites have WASH facilities

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Annex Material: (Further materials are available on https://sheltercluster.org/response/yemen)

Shelter Cluster Terms of Reference (AR, EN)

Sub-National Coordinators Terms of Reference (AR, EN)
Strategic Advisory Group – SAG Terms of Reference (EN)
Shelter Cluster Meetings Calendar (EN)
Revised Tent Distribution Policy (EN)
Shelter Cluster Activity Matrix (EN)
Humaniatrian Needs Overview 2022 (AR & EN)
Humaniatrian Response Plan 2022 (AR & EN)
Shelter Cluster Common Pipeline SOP (AR, EN)
Shelter Cluster End of Year Report (AR, EN)
Cluster Coordination Pefromance Monitoring (Report, Action Plan)
Joint-Advocacy Briefing Note from the Tri-cluster (EN)
Flood Susceptibility Map (EN)
Shelter Typologies (EN)
Accountability Chain (AR, EN)
Accountability to Affected Population – AAP (AR, EN)
Shelter Cluster Information Management Strategy (AR, EN)
Shelter Cluster Summary of IM Tools and Products (EN)
Alternative to Camps Guidelines (AR, EN)
Transition to longer term shelter solutions (AR, EN)
Fire Safety (AR, EN)
Shelter Cluster Contingency and Preparedness Plan 2022 - is available upon request.
Capacity Building Plan is under development.

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