SomReP Strategy

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Background 5
Social and Economic Context 6
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Governance and Operational Model Overview 14
Comparative Advantages
Technical Unit 15
Steering Committee 15
Donor Advisory Group 16
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Geographic Targeting 16

Resilience and Sustainable Systems 17
The Role of Agriculture
Inclusive Market Systems Development 19
A Push-Pull Approach To Inclusive Market Systems Development
Push Strategies 21
Pull Strategies
22
Rationale for approach to strategy development 23
Absorptive, adaptive and transformative capacities for resilience 23
Capacities for Resilience 24
24
Rationale behind Strategy Matrix Development 24

Result 1: Improved capacity of households to implement effective disaster risk management and 26
positive coping strategies to mitigate the immediate and future effects of exposure to shock
27
Immediate Recovery Post Shock Exposure 27
Disaster Preparedness/Management and Planning for Future Resilience to Shocks 27

Result 2: Improved capacity of individuals, households and communities to adhere to positive 29
development trajectories, despite exposure to shocks and utilize strategies designed to allow
adaptation to rapid and slow-onset hazards 30

Disaster Preparedness/Management and Planning for Future Resilience to Shocks 30
Sustainable Systems as Foundations for Sustainable Livelihoods
30
Result 3: Improved capacity to engage in strategies for sustainable livelihoods and economic growth
to enhance food security and resilience 32

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Disaster Preparedness/Management and Planning for Future Resilience to Shocks 33
Sustainable Systems as Foundation for Sustainable Livelihoods

Result 4: Transparent and accountable governance structures at the community, district and national 34
levels to ensure an enabling policy and regulatory environment for sustainable livelihoods and economic
growth to enhance food security and resilience.

Disaster Preparedness & Management/ Planning for Better Resilience to Shocks 35
Sustainable Systems as Foundations for Sustainable Livelihoods
Governance and Policy

Result 5: Monitoring, Evaluation,Accountability & Learning systems in place, including a data management 35
platform,which form the evidence base for informed decision support analysis and strategic programming
with learning and research generated and shared amongst relevant stakeholder

Somalia Resilience Innovation Lab (SomRIL) 36

37

Multi-Sector, Multi-Method, Multi-Actor, Multi-Location Approach 39
Saving Groups: Pathway to Economic and Social Empowerment for New Arrivals
40
People With Disabilities 41
Discrimination And Stigma
Legislative Framework 42
Disability And Gender
43
Governance and Capacity Building Strategy 43
Working with Government 43
Working with Communities 44
Leveraging and Linking Efforts Over Time
45
Bottom-up Planning
Community Level Government Institutions 46
Village Development Councils/Village Committees: 46
Natural Resource Management Committees: 46
Water Committee: 46
Early Warning Committee:
Social Affairs Committee 47

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Monitoring, Evaluation, Accountability And Learning (Meal) Approach 3
Monitoring In Restricted Access Locations
Quality Assurance 51
Data Management Platform
52
Cost of Program 53
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Annex I: SomReP Strategy Matrix 57
Annex II: SomReP Targeting Strategy 2019 to 2023 61
Annex III: SomReP Alignment Strategic Government 70

Frameworks, UN and NGO Efforts 75
Annex IV: SomReP EarlyWarning System and Crisis Modifier 79
Annex V: SomReP Learning System 82
Annex VI: SomReP Quality Assurance and Monitoring
86
& Evaluation 87
Annex VII: Special Challenges with Resilience Measurement 91
Annex VIII: Methodologies & Technical Approaches 93
Annex IX: Data Management Platform 103
Annex X: Risk Management & Assumptions 104
Annex XI: Community Action Adaptation Plans 105
Annex XII: Social Affairs Committees 106
Annex XIII: Livelihood Diversification Pathway 107
Annex XIV: Food & Social Security Pathway 108
Annex XV: Natural Resource Management Pathway 113
Annex XVI: Result Areas Theory of Change
Annex XVII: Menu of Actions

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Figure 1: Map of SomRep Operational Presence 9

Figure 2: SomReP Organogram 15

Figure 3: Map of SomReP Operational Presence, Northern Somalia 18

Figure 4: Map of SomReP Operational Presence, Southern Somalia 19

Figure 5: SomReP Partners Operational Footprint 20

Figure 6: A Push-Pull Approach To Inclusive Market Systems Development 25

Figure 7: SomReP Absorbative, Adaptive, and Transformative Capacities Over Time. 28

Figure 8: The SomReP Strategy Evolution 38

Figure 9: SomReP Economic Graduation Pathway 41
Figure 10: SomReP’s Approach To Persons With Disabilities
Figure 11: A Multi-Sector, Multi-Actor Area-Based Approch Strategy - 44

Humanitarian And Development Referral Hubs 49
Figure 12: Institutions and Structures Supported by SomReP
Figure 13: PMERL Project Cycle Intergration 50

Figure 14: Quality Assurance Process Diagram 52
Figure 15: SomReP’s Cost Per Result Area
Figure 16: SomReP Theory of Change 54
Figure 17: SomReP alignment with National Development plan
Figure 18: Early Warning/Early Action System 55
Figure 19: The SomReP Learning System 67
Figure 20: PMERL Project Cycle Intergration 70
Figure 21: SomReP Quality Assurance Process 77
Figure 22: Kimetrica Indicator Tracking Platform 80
Figure 23: SomReP Community Action Adaptation Plans 83
Figure 24: SomReP Social Affairs Committee 84
Figure 25: SomReP Livelihood Diversification Pathway 92
Figure 26: SomReP Food & Security Pathway 103
Figure 27: SomReP Natural Resource Management Pathway 104
Figure 28: SomReP Partners Operation Footprint 105
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Resilience is an important lens through which to view • Rigorous monitoring system to measure impact and
humanitarian and development work in situations ensure quality and accountability, including third party
of recurrent shocks and crisis. It highlights the monitoring in some locations;
importance of improving people’s absorptive, adaptive
and transformative capacities to changing shocks • Holistic approach to building resilience which positions
and crisis as well as underscoring the importance of communities towards a pathway of inclusive economic
working across sectors through a diverse stakeholder growth;
group in a coordinated way1. The Somali Resilience
Program (SomReP) is a Consortium made up of • Community based Early Warning & Action System linked
seven International Non-governmental Organizations to FSNAU/FEWSNET and predefined early actions
(INGOs); ACF, ADRA, CARE, COOPI, DRC, and World implemented by communities. Crisis Continency Pool
Vision, which was formed following the famine of 2011 to Fund and complementary emergency donor responses to
find better ways to leverage collective sectoral expertise help prevent shocks from transforming into humanitarian
and long-standing relationships with communities to crisis;
tackle the challenges which recurrent shocks pose
for families in Somalia. Unlike most consortia, which • Build the capacity of local responders: government
form in response to a call for proposals, the SomReP institutions,civil society,local NGOs and village committees
members came together nearly a year before donor to support resilience building in Somalia in line with the
funding was expected in order to develop a common Grand Bargain2;
vision for resilience, a different approach to response
in the context of chronic humanitarian aid needs. • Conflict sensitive approach involving in-depth socio-
The Consortium identified each organization’s key economic analysis with peace building efforts undertaken
competencies; defined its multi-sector, multi-actor, area- within and between communities;
based approach and developed an advocacy strategy
to influence the resilience agenda. The Consortium • Emphasis on strengthening sustainable ecosystems and
draws upon its members’ emergent best practices and water systems to promote sustainable food security and
integrates these with the latest global insights from the economic growth;
resilience community of practice to implement a holistic
model which bridges the humanitarian and development • Robust financial controls and risk management systems
continuum with the goal of increasing the resilience in place to pro-actively reduce risk, and access assessments
of chronically vulnerable Somali people, households, to inform implementation and monitoring modalities;
communities and systems to climatic shocks and other
related risk in pastoral, agro-pastoral and peri-urban • Collaborative relationships with key institutions and
livelihood zones by 2023. initiatives, including UN Joint Resilience Action, Building
Resilient Communities in Somalia (BRCiS), STREAM,
Highlights of the SomReP approach include: Boresha Cross-Border Consortium, ICRAF Evergreen,
and FEWSNET and FSNAU;
• Multi-sector, multi-actor, area-based approach
intentionally integrated with additional WASH, • Donor investment reach more recipients through a joint
nutrition, and health projects implemented by 7 program overseen by the Donor Advisory Group (DAG),
SomReP members and other strategic partners; allowing for coordinated investments of resources;

• Learning system and research result contributes • Innovative financing instruments (crowd-funding) for
to robust resilience findings in Somalia context, community initiatives and action;
supports iterative learning and contributes to
global resilience understanding; • Established consortium structure governed by Steering
Committee made up of member organizations and
• Flexible design which incorporates in-depth served by experienced Technical Unit;
vulnerability assessment to target key weaknesses
in systems of livelihoods, social structures, markets • Resiliency and response innovation initiatives together
and natural resources base; with academia and the private sector.

1 13 Bahadur, A. Ibrahim, M and Tanner,T. (2013). Characterizing resilience: unpacking the concept change.We should achieve this through collaboration with development partners and incorporate
for tackling climate change and development. Climate and Development Journal; Defining Disaster capacity strengthening in partnership agreement.
Resilience: A DFID Approach Paper (2011) DFID.

2The Grand Bargain - A Shared Commitment to Better Serve People in Need: Increase and sup-
port multi-year investment in the institutional capacities of local and national responders, including
preparedness, response and coordination capacities, especially in fragile contexts and where com-
munities are vulnerable to armed conflicts, disasters, recurrent outbreaks and the effects of climate

6

Acronyms and Abbreviations

ACCRA Africa Climate Change INGO International Non-
Governmental Organization
Resilience & Adaptation IPC Integrated (Food Security) Phase
Classification
ACF Action Contre la Faim KARI Kenya Agricultural Research
Institute
ADRA Adventist Development and KDF Kenya Defense Forces
LEGS Livestock Emergency Guidelines
Relief Agency and Standards
LFA Logical Framework Analysis
AMISOM African Union Mission in Somalia LNGO Local Non-Government
Organization
ASAL Arid and Semi-Arid Lands M&E Monitoring and Evaluation
MoU Memorandum of Understanding
AU African Union MFI Micro-Finance Institute
NERAD National Environment Research
BRCiS Building Resilient Communities and Disaster Preparedness and
NGO Management Authority
in Somalia PMERL Non-Government Organization
Participatory Monitoring,
CAADP Comprehensive Africa SomReP Evaluation, Reflection and
SomRIL Learning
Agriculture Development Somalia Resilience Program
STREAM Somalia Resilience Innovation
Programme Lab
TANGO Somalia Resilience Action
CBDRM Community-Based Disaster Consortium
UN JRA Technical Assistance to Non-
Risk Management Governmental Organizations
UN United Nations Joint Resilience
CfW Cash for Work Action
UNICEF United Nations
COOPI Cooperazione Internazionale USD FAO, UNICEF and WFP
UCT Resilience Programme in
CRM Complaints Response VC Somalia
United Nations Children’s Fund
Mechanism VSLA United States Dollar
Unconditional Cash Transfer
DAG Donor Advisory Group WASH Village Council / Village
WB Committee
DfID Department for International WFP Village Savings and Loans
WV Association
Development Water, Sanitation and Hygiene
World Bank
DRC Danish Refugee Council World Food Programme
World Vision
DRR Disaster Risk Reduction

EU European Union

FAO Food and Agriculture

Organization

FEWSNET Famine Early Warning Systems

Network

FSNAU Food Security Nutrition Analysis

Unit

GAP Good Agricultural Practices

GAP Gross Agricultural Product

GCVCA Gender-sensitive Climate

Vulnerability and Capacity

Assessment

GDP Gross Domestic Product

HADMA Humanitarian Affairs and

Disaster Management Agency

HEA Household Economy Approach

HoA Horn of Africa

IASC Inter-Agency Steering

Committee

ICBT Inclusive Community-Based

Targeting Methodology

IDPs Internally Displaced Persons

IGAD Inter-Governmental Authority

for Development

ILRI International Livestock Research

Institute

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Program Title Enhancing Resilience in Somalia
Country Somalia
Consortium Members
Objective (COOPI), Danish Refugee Council (DRC), OXFAM, World Vision
Expected Results
shocks and other related risks in targeted pastoral, agro-pastoral and peri-urban livelihood zones by 2023.
Duration Result 1:
Primary Beneficiary
Numbers Result 2:
Funding
Result 3: Improved capacity to engage in strategies for sustainable livelihoods and economic growth to enhance food
Target Livelihood security and resilience
Groups Result 4:
enabling policy and regulatory environment for sustainable livelihoods and economic growth
Key Priorities Result 5:
which form the evidence base for informed decision support analysis and strategic programming with learning and
research generated and shared among relevant stakeholders.
5 years: (Oct. 2018 to Oct. 2023), Phase 1: 2018 to 2021; Phase 2 (2021 to 2023)
8739,679343 households in 27 districts3

ToTtoatlaFl uFnunddininggT(o2-0d1a3tet(o20210218t)o: U20S1D8)7:0U,3S6D3,6473,0791,519
ToTtoatlaPl rFoujnedcitnegd(F2u0n1d9intog (22002138):tUoS2D02114),:5U25SD,00104,525,000
ToTtoatlaFl uFnunddininggfoforrPProroggraramm(5(5yyeeaarrss):): USDD10181,49,49049,3,62988
ToTtoatl aFluFnudnindginRgeRqueeqsute: s9t4e,d4:1U8,S3D28399,884,698
Pastoral
Agro-Pastoral
Peri-Urban poor (displaced and host)

mechanism;

infrastructure for food security and economic growth;
Promote ecosystem management for sustainable food security and economic growth;
Support government to lead processes for disaster planning and management and the development of enabling and
inclusive regulatory framework to support systems to enhance resilience;

3 See Annex II: SomReP Targeting Strategy,Targets Rationale

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Figure 1: Map Of SomRep Operational Presence as of Feb 2019



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Background establishment of the Federal Government of Somalia (FGS) in
2012, the state re-building process began in earnest. In 2013, the
Over the last thirty years, Somalia has endured recurrent armed FGS and the international community endorsed the “New Deal
conflict, climatic and economic shocks resulting in the erosion of Compact for Somalia”6 aiming to stabilize state institutions and
productive assets and the livelihood base of the population. This catalyzed reconstruction of the country. Following the peaceful
has created widespread poverty; with over half the country’s 12.5 transition of power in February 2017, this process is on track
million people living below the poverty line of USD 1.904. Years and these institutions with associated policies and frameworks
of conflict and drought have resulted in large-scale migration, are being established.
with 2.6 million people (2.2 million urban and 0.4 million rural
Internally Displaced Persons)5 relocated from their homes and
an additional 1 million living in neighboring countries. With the

Social and Economic Context improving productivity to beyond farm level subsistence. Somalia’s
economy is highly dependent on imports, creating a large trade
Despite the modest improvement in the governance environment, deficit, currently offset by remittances and international aid15.
the state’s ability to deliver basic services remains weak. Poverty
and inequality remain high with IDP settlements posting an Somalia has faced persistent food insecurity and vulnerability over
incidence of poverty at > 70%7. Gender inequality in Somalia is the the past decade with the number of people under the Integrated
sixth highest globally8. Gross enrollment for primary education is Phase Classification (IPC) categorization system in “Stress”,
very low at 30%, with access to education skewed in favor of male “Crisis” and “Emergency” steadily increasing since mid-2015. From
children (38% boy-child vs 35% girl-child). Only 17% of children 2016, severe drought conditions, conflict, increased displacement,
living in rural areas and IDP settlements are enrolled in primary lack of access to basic services as well as absence of a formal
school9. One in three Somalis have access to safe drinking water. social protection system led to an acute food and nutrition crisis
Life expectancy is 55 years10 and Somalia is situated as 165th of that brought Somalia to the brink of famine in 2017. Thanks
179 countries in the Humanitarian Development Index (HDI)11 to the continued provision of aid and improvements in seasonal
rankings. It is estimated that 20% of people in Somalia have a rain performance during the first six months of 2018, overall
disability and that most households will have at least one member food security improved. Nonetheless, the FSNAU-FEWSNET
with a disability12 and that they experience and exclusion from Post - Deyr Technical Release of February 2019 indicated that
education and livelihood activities13. more thatn 1.5 million people in Somalia are expected to be in
Crisis (IPC 3) or worse through June 2019 due to the impacts of
The frequency and severity of drought have increased in recent below-average Deyr season (October – December 2018) rainfall
years14. Farmers and livestock keepers are vulnerable to climatic- and large-scale destitution and displacement from 2016/2017
shocks and suffer from poor market systems; limited inputs impair drought and protracted conflict16.
farm productivity and crop protection, with lack of access to
and poor-quality animal health services, coupled with the lack
of transformational technology preventing the population from

AGRICU LTURE AS THE PATHWAY TO EC ONOMIC TRANSFORM ATION IN FRAGILE STATES

• Most o f the world’s poor a re concentrated in fragile • Investing in agricultural productionsystem is also
states and, in Africa, most of these people depend on crucial to provide employment opportunities f or t he
agriculture and the rural economy for their livelihoods rural youth (middle value chain actors)

• Agriculture can play a transformative role as important • Setting people into labor-intensive farming is a good
factors which underlie fragility, c onflict and i nsecurity way to start building market and civil society, because
are linked to food and its production, and rural farming requires the least capital investment and
communities are the most vulnerable to conflicts, infrastructure .
weather and climate risks
From: FAO/World Bank ( 2018), “Rebuilding R esilient a nd
• Agriculture is the key to other areas of economic Sustainable A griculture i n Somalia” and Brussels P olicy
opportunities, social development and growth.

45WReovrisldedBaPnokpuHlaigthioFnreFqiguuernecsyfoSrurtvheey 2016 of People in Need, April to June 2018, FSNAU 12Rohwerder, 2018; SIDA Disability in Somalia. K4D Helpdesk Report. Brighton, UK: Institute
Number of Development Studies. https://assets.publishing.service.gov.uk/media/5a744dbded915d0e8b-
f113R8o8ehcw/Deridsaebr,iliDtyi_sianb_ilSitoymRaigliha.tpidnf Somalia, SIDA 2014, file:///C:/Users/Guest%20Room/Down-
6aNndewFEWDeSaNl ECTo. nference, http://eeas.europa.eu/archives/new-deal-for-somaliaconference/index. 1lo4Faodos/dSIaDnAd%N2u0tDriitsioabnilIintys%ec2u0rritigyhitns%So2m0inal%ia2,W0SFoPm, 2a0li0a%7-2200f1a4ctsheet-%202014.pdf)
15Somalia Drought Impact Needs Assessment (DINA), draft 10 December 2017
18h1970h1WtWHUmttoNuplormsrDl:d/lad/PonFBipoStaasoon.rumdikananPoHlricNaioghgh2ear0.eoaFd1mrr2seg,,q/OJRhuutevnetpepenro:c/2vyr/iw0teSs1ww/u8d,rwaUvi.elsyNoy/C.Ou2An0Cd1PHp6P.AroorSjgeo/ccmtoSnahlteieaen, t2t_/0s61o45m4_a1lia2/0e4n5/h0o_m20e1/c8o8u2n6t.rpydinf fo.html
16FSNAU – FEWSNET Post Deyr Technical Release, February 2019; http://www.fsnau.org/

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SomReP’s strategy over the past 5 years has been focused and transferring vocational skills. Community-led assessments
on developing a comprehensive livelihood program and analysis have provided in-depth understanding of the
with activities designed firstly, to assist households and vulnerabilities in the livelihood and market systems, the
communities to recover from the initial effects of drought, natural resource ecosystem and conflict dynamics in the
secondly, to enable the recipient population to be involved country. The results of these assessments have contributed to
in the design and planning to mitigate the effects of future employing a human-centered design approach to put in place
droughts and infrastructural rehabilitation of productive assets needs-based and context-specific sustainable interventions.
to provide a foundation for future economic growth, and, Following participation in Cash for Work programs, which
thirdly to equip the recipient population with skills, training have been designed to immediately compensate for the
and livelihood inputs and income generating opportunities to effects of the drought, communities have been encouraged
better position them as successful actors in more developed to form self-help groups such as savings groups which can
economic growth activities. Concurrent to these activities, both act as a safety net mechanism to mitigate the risk of
SomReP has been working with institutions responsible for future hazards, and also as an informal financial instrument
enabling governance mechanisms to ensure contingency and to position the household to better take advantage of future
development plans are aligned with planning instruments at income-generating activities.
all levels of government. In addition, SomReP has started The intended outcomes from the program activities from
the process of reviewing the policies that enable or impede this first phase are aligned to build the capacity of the
growth and economic development with a view of ensuring recipient population and to enhance the resilience of these
that policy and regulatory frameworks are in place to create same communities and households. These activities are
an enabling environment for drought mitigation strategies and aligned with government priorities outlined in the National
eventual economic growth. Development and Recovery & Resilience Plans (Annex III:
Examples of the type of activities that have been undertaken Alignment Strategic Government Framework & UN and
by SomReP in the first phase are: establishing community NGO Efforts.)
infrastructure, providing households with livelihood assets



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Governance and Operational Model skills, who has the potential to add value to the program. The
SomReP TU will employ a capacity development approach to
The SomReP Consortium is made up of seven International strengthen systems, processes and standards of the local NGO
Non-Governmental Organizations (INGO) as founding to a level where it may be considered for membership in the
members. The objective of this initiative is to collaboratively Consortium at the midterm. The Consortium is structured to
design and implement a program aimed at enhancing the maximize coordination, systematically manage risk, enhance real-
capacities of vulnerable populations in Somalia to both respond time identification/application of learning and generate research
to droughts and other climatic shocks immediately and to on how resilience can be built and measured in Somalia to
enhance the long-term resilience in some of the hardest hit ensure multi-year variability of program implementation.
regions across Somalia/Somaliland. In Phase II, the SomReP
Technical Unit (TU) will directly partner with local NGOs to
identify a competent, like-minded collaborator with relevant

Comparative Advantage with food and nutrition safety net expertise. CARE are experts
in water and natural resource management. COOPI provides the
Each SomReP member brings distinct added value to the Consortium with livestock and veterinary health support. DRC
Consortium. WorldVision is the prime and specialist in grant and leads cash and safety net programming and Durable Solutions
financial management for the Consortium. World Vision is also in Somalia. Oxfam has developed strong disaster risk reduction
an expert in sustainable agriculture, small business development, gender empowerment and youth employment approaches.
and savings groups. ADRA specializes in technical vocational
training and renewable energy. ACF provide the Consortium

Figure 2: SomReP Organogram

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Technical Unit SomReP’s Chief of party represents all Consortium members and
is accountable not only to World Vision but also to the SomReP
World Vision is the agency responsible for leading the Consortium Steering Committee, in accordance with both the Consortium’s
and hosts the Technical Unit (TU).The remit of the TU is to provide Memorandum of Understanding (MoU) and the Job Description.
coordinated and harmonized technical approaches, facilitate training He/she provides coordinated leadership for all funded projects
for implementing agencies, promote real-time learning across within the program, ensuring (i) joint design of program activities,
members, lead the research agenda and fund-raising and ensure and adoption/standardization of best-practice technical approaches;
overall quality assurance for the program’s resilience approaches. (ii) use of a common M&E framework to enhance data collection
The TU field-based Regional Management Units (RMU) are staffed and measure impact; (iii) leadership and systems to identify and
by Technical Advisors, Monitoring & Evaluation (M&E) Managers, embed learning and innovation across all partners; (iv) promote
seconded governmentTechnical Advisors, and Consortium member cost efficiency through shared hiring of technical expertise and joint
seconded specialists. These staff members provide training and prioritization of programming; and (v) high level engagement and
technical back-stopping for the implementation of vulnerability advocacy with the Government of Somalia, UN, donors and wider
assessments, disaster risk planning/management, pastoral, agro- humanitarian community.
pastoral and peri-urban livelihood approaches, and facilitate
quarterly Technical Working Groups (TWG) meetings to promote
cross-sharing and learning between implementers.

Steering Committee to ensure the compliance and accountability of partners depending
on the situation. These actions can include, but not limited to,
The Steering Committee, made up of the members’ Country withholding the release of funding, termination of the cooperation
Directors, provides overall leadership and guidance to the Chief relationship, and exclusion from future funding opportunities. The
of Party and the TU, ensuring that all members have a voice and number of Consortium agencies formally included in funding
influence on the decisions of the Consortium as a whole. Steering proposals varies based on the size of the grant, donor preferences,
Committee meetings are held once per quarter with each agency and geographic coverage proposed, with the decisions on inclusion
rotating as host. The Steering Committee’s rights and responsibilities for each project being made at the Steering Committee level. The
include: hiring and conducting performance appraisals of Chief of Steering Committee must approve structure changes within the
Party, facilitating joint fundraising efforts, providing program design Technical Unit, with a simple majority required to enact changes.
and implementation guidance,and managing non-compliant partners.
The Steering Committee has the authority to take necessary actions

Donor Advisory Group (DAG), which was launched in early 2014. SomReP’s DAG has
been meeting regularly to consult with and receive reports and
The commitment by multiple donors to support the program key updates from the SomReP Consortium. The DAG has made
via joint funding, joint reporting and coordinated support greatly significant contribution to resilience impact and best practices in
enhances the program’s potential impact and leverages each Somalia, influencing technical approaches and advocating with
donor’s investment. By supporting SomReP, donors not only the wider donor community to increase the dispersal of multi-
support resilience building in Somalia, but also demonstrate a year, predictable humanitarian aid, without the need for repeated
commitment to the Principles of Good Practices of Humanitarian requests.
Donorship17. Effective coordination and program oversight are
achieved principally through SomReP’s Donor Advisory Group

17Endorsed in Stockholm, 17 June 2003 by Germany, Australia, Belgium, Canada, the European Commission, Denmark, the United States, Finland, France, Ireland, Japan, Luxemburg, Norway, the
Netherlands, the United Kingdom, Sweden and Switzerland. http://www.goodhumanitariandonorship.org



Overview 18
The program will primarily focus on rural areas, but will include
To build resilience, communities must have access to a range some secondary towns, especially urban locations where
of different livelihood activities, safety nets programs and basic opportunities exist to build the agricultural value chains and
services. SomReP’s geographic footprint is guided by the intent strengthen linkages between rural and urban populations (Annex
of its members to make long-term, multi-sector investments II:The SomReP Targeting Strategy,Village targeting approach).The
within specific districts. The program’s long-term commitment program will target IDP populations in urban locations who hail
to develop the three resilience capacities of absorptive, adaptive from hinterland communities where the program works- enrolling
and transformative and its ability to release Crisis Contingency them in TVET and Savings Groups and business development
Pool funding to address shocks makes it relevant in emergency, activities- to support rural families to develop off-farm income
humanitarian/early recovery and development settings. The streams amongst their displaced family members. Moreover, the
intention of SomReP members’ to reach the most vulnerable and program will continue to support the recently displaced, with
marginalized groups continues to drive the program to expand its special focus on women, youth and persons with disabilities,
geographic footprint into newly accessible locations in southern to integrate in key market towns, supporting them to establish
Somalia18 and communities in the north which are difficult to entrepreneurial endeavors which strengthen the agricultural
access. As of 2018, SomReP is operational in 22 districts in value chains and/or create new forms of business activity and
Somalia. employment. SomReP’s presence in villages which experienced
The 2019 to 2023 Phase II strategy envisions expansion into two displacement in 201719, positions it to prevent further irregular
new districts in northern Somalia and three districts in southern migration and to create enabling conditions for livelihoods to
Somalia whilst sustaining its current footprint. By 2023, SomReP catalyze voluntary and dignified returns for the willing and able20.
aims to be operational in 27 districts.

Figure 3: Map of SomReP Operational Presence, Northern Somalia

18 A critical underlying aspect of vulnerability is that minority clans and Bantu populations in the 19SomReP is operational in hinterland villages which experienced large out-migration: Gedo, Las
inter-riverine and riverine area have become marginalised, and therefore undergo less urbanization, Caanood, Odewyene, Bay, Bakool, and Afgooye
migration, education and diasporic dispersal over time, compared to the major clans in Somalia. 20Food Security & Nutrition Update: Actions taken and required to keep Somalia free of famine,
Daniel Maxwell and Nasir Majid (2014). Another humanitarian Crisis in Somalia? Learning from the
2011 Famine. Feinstein International Center,Tufts University: Medford, USA. December 2017,We must assist and prevent displacement out of rural areas- home of three-

quarters of people in IPC-4

19

Figure 4: Map of SomReP Operational Presence, Southern Somalia

Geographic Targeting

SomReP, through its member organizations, has the potential to • Need: Long-isolated, marginalized locations in Phase 3 and
implement its program in most locations throughout Somalia (See above to support drought recovery and stability;
Figure 5). The program will leverage its members’ existing and
historic relationships and on-going complementary, multi-sectoral • Members’ current and historic operational prescience:
programming as a base to establish long-term resilience initiatives understanding local community dynamics and having existing
whenever resources become available and wherever access and/or historic ties is important for establishing long-term
permits. programming. SomReP will consider expansion when
The following principles guide geographic targeting in SomReP members have operational bases, access (air/transport),
Phase II Strategy: capacity to implement and monitor projects, and intent to
• Fragility: Districts which have historically experienced build long-term programs;

recurrent swings between IPC classification Phase 2 • Security: Current and anticipated accessibility by senior staff
(Stressed) and Phase 3 (Stressed)/Phase 4 (Emergency)21; due to security, e.g. managers and coordinators (whether
supported by member’s own assessment; and validated by or not a remote programming model is used) and political
2013 program baseline; stability. Security and access assessments will guide the
establishment of programs and inform operational modalities
while regular context monitoring will continuously validate
feasibility of program’s prescience;

21Food and Nutrition Insecurity in Somalia (2007-2014),WFP, Somalia, 2014

20

At the village level, SomReP employs an
Inclusive Community Based Targeting
approach, drawing important insights
and tools from the Food Security
Cluster 2018 Community Based
Targeting Guidelines22
At the inception of the program,SomReP
members facilitate communities to
undertake a Gender Sensitive Climate
Vulnerability Assessment (GCVCA), an
improved version of the Participatory
Rural Appraisal (PRA)23 employed under
previous phases, which encourages
communities to dialogue on sensitive
topics regarding the relationship
between gender and climate change
and access to economic opportunities
and civic engagements. Engaging with
communities to assess and analyze their
own vulnerabilities is important for
building understanding of the project
but also prompting communities to
confront barriers which prevent certain
groups from accessing services and
oppor tunities.
Program staff facilitate the identification
of the most vulnerable through a
transparent, participatory and inclusive
process using easy to identify indicative
selection criteria such as: households
with malnourished children under 5,
households with pregnant and lactating
women, female-headed households,
households supporting orphans or the
elderly, households whose livelihoods
assets have been completely depleted,
disabled-headed households or poor
households supporting a disabled
person and poor households from
minority and traditionally marginalized
groups.

Figure 5 SomReP Partners Operational Footprint

22Key tools adopted from the FSC Community Based Targeting Guidelines to specific hazards. Historical profile: A succession of historical moments,
Toolkit include: (i) Community Engagement Checklist; (ii) Village Selection periods and/or event in the area that affected community, showing the
Committee Rules and Responsibility checklist. changes that took place in the community and how the community reacted;
23Embedded within the broader GCVCA methodology, is the Participatory Seasonal calendar: A visualization of activities and event that are relevant to
Rural Appraisal, a suite of tools to obtain, share and jointly analyse information: the community and take place periodically, typically across seasons; VENN
Transect walk: A walk in the community area to observe and document Diagrams: A visual representation of the various organizations and groups that
similarities and differences of socio-economic and bio-physical features can be distinguished with the social system and the relations and interactions
between community members; Hazard mapping: A map that highlights areas among them.
in the physical environment of the community that are affected or vulnerable



22

Resilience and Sustainable Systems discusses resilience as a useful characteristic that determines the
health of the system, as the system30 builds its capacity to learn
The concept of resilience has become increasingly integral to the and adapt31. Resilience is not always desirable for the social-
transition in development strategies from short-term solutions to ecological system, it can also be detrimental, demonstrating
interventions that develop and embed within populations, longer- characteristics that decrease social welfare or lead to a degraded
term capacity to face environmental/social challenges and shocks. environment. Since its initial application, the term resilience
Resilience and its application in the current development and has been defined more broadly (beyond systems resilience)
research agenda is rooted in the theories of systems resilience, to include concepts such as food security and psychological
largely with respect to ecology and environment24. In his 1973 and mental health. With regards to food security, resilience has
paper, Resilience and Stability of Ecological Systems, Holling been conceptualized in multiple ways, for example, (i) in terms
defined the resilience of an ecosystem as the measure of its ability of international development, by considering social structures
to absorb changes and still exist. He compared and contrasted the and capacity building32, ,33 (ii) by analyzing sensitivity models linking
concept of resilience with the notion of stability, which he defined population growth to food supply34 and (iii) maintaining agricultural
as the ability of a system to return to its equilibrium state after a production under climate change35. In a development context, the
temporary disturbance; that is the more rapidly the system returns resilience of a system depends on the available livelihood options
to it equilibrium, the more stable it is. This definition is further and how well households are able to handle risk. This definition
supplemented in a later work by Walter et al. (2004)25 who define implicitly considers both (ex-ante) actions that reduce the risk of
resilience as “the capacity of a system to experience shocks while households becoming food insecure, and (ex-post) actions that
retaining essentially the same function, structure, feedbacks and help households cope after a crisis occurs36.
therefore, identity”. In addition to resilience acting as an attribute A very general description of “food system” is one that is made up
that governs a system’s dynamics, adaptability and transformability of all the interacting social and ecological components that affect
also play a role in determining the future trajectories of socio- the food security of a given group of people. This definition entails
ecological systems. Adaptability is the capacity of actors in the many dimensions- economic, social, institutional, technological and
system to influence resilience (in a socio-ecological system), cultural and is understood as a jointly-determined system; one
essentially to manage it). There are four general ways in which that should be thought of as a “complex adaptive system” which
this can be done, corresponding to the four aspects of resilience. must be analyzed by adopting non-reductionist, systemic approach.
Of these, transformability is the capacity to create a fundamentally The stability of this jointly determined system depends less on the
new system when ecological, economic, or social structures make stability of the individual components of the system, than on the
the existing system untenable26. Understanding the dynamics of ability of the system to maintain its self-organization in the face of
the attributes is essential to putting in place investments in drylands stress and shock, that is to say, on its “resilience”. This essentially
systems that can render populations more capable of maintaining means that the focus of the analysis of complex adaptive systems
positive growth while simultaneously withstanding cyclical shocks. should be less on the steady state or near-equilibrium states, and
One such example of a system that underpins economic more on the conditions that ensure the maintenance of systems
activities in Somalia, is the ecosystem in which pastoral livestock functions in the face of stress and shock, which ultimately means
herding takes place. Pastoral and rangeland systems are complex moving from static, deterministic analysis towards a dynamic,
adaptive systems in that they evolve and change over time, their stochastic analysis. These conclusions have profound implications
components are arranged hierarchically as sophisticated life forms for the analysis of food systems as well as food security.
and communities, and they are resilient to disturbances such as SomReP’s strategy focuses largely on ensuring that the systems
periodic drought and epidemic disease such as rinderpest. One that promote food security and fuel economic growth are robust
way to understand evolutionary (or developmental) change and resilient; the water ecosystem, the inclusive market system
in such systems is to apply Holling’s (2001) adaptive cycle in which crop and livestock agricultural production systems can
and anarchy metaphors as tools for reducing complexity to flourish and the ecosystems in which intensive and extensive
manageable theory of change while recognizing that the system production take place, such as rangelands of Somaliland and
is influenced by multiple feedback links operating at different Puntland. The performance of these systems is integral to the
levels of scale and that its behavior cannot be predicted in the resilience of the population, and as the supporting foundation for
manner of simple mechanism systems. Such an approach was the primary economic activity in Somalia, they must be supported
used for understanding change in Australian rangelands27 and to ensure food security and the provision of related income-
pastoralists responses to variation in resource availability. Holling’s generating opportunities.
original ideas are explained and expanded with examples of
how “resilience thinking” works in Walker and Salt (2006)28 and
further expanded to practical application by Walker and Salt
(2012)29. Contemporary literature of social-ecological systems

24Holling, C.s. (1973). Resilience and Stability of Ecological Systems. Annual Review of Ecology and 32Bene, C., Headey, D., Haddad, L. & Von Grebmer, K. (2016) Is resilience a useful concept in the

Systematics, 4, pp. 1-23. context of food security and nutrition programmes? Some conceptual and practical considerations.
25Walker, B., Holling, C.S., Carpenter, S.R., & Kinzig, A. (2004). Resilience, Adaptability and
Food Security, 8, 123-138
Transformability in Social-ecological Systems. Ecology and Society, 9, pp. 1-9. 33Pelletier, B., Hickey, G.M., Bothi, K.L & Mude, A. (2016) Linking rural livelihood resilience and food
26ibid
27McAllister, R.R.J., Gordon, I.J., Janssen, M.A., and Abel, N. (2006). Pastoralists’ Responses to Variation security; an international challenge. Food Security, 8, 469-476.
34Suweis, S., Carr, J.A., Maritan,A., Rinaldo,A. & D’Odorico, P.(2015) Resilience and reactivity of global
of Rangeland Resources in Time and Space. Ecological Applications, 16(2), 2006, pp. 572-583
28Walker, B.H. & Salt, D. (2006). Resilience thinking: sustaining ecosystems and people in a changing food security. Proceedings of the National Academy of Sciences of the United States of America,

world.Washington, Covelo, London: Island Press. 112, 6902-6907
29Walker, B.H. & Salt, D. (2012). Resilience practice: Building Capacity to Absorb Disturbance and 35Altieri, M.A., Nicholls, C.I., Henao, A. & Lana, M.A. (2015) agroecology and the design of climate

Maintain Function.Washington, Covelo, London: Island Press. change-resilient farming systems. Agronomy for Sustainable Development, 35, 869-890.
30 Cumming, G.S. et al., “An exploratory framework for the empirical measurement of resilience.” 36FAO. (2010). Measuring Resilience: A Concept Note on the Resilience Tool Rome: EC-FAO

Ecosystems (2005): 975-987. Print. Programme on “Linking Information and Decision Making to Improve Food Security”.
31Carpenter, S., Walker, B., Anderies, J.M., and Abel, N. (2001) From Metaphor to Measurement:

Resilience of What to What? Ecosystems. December 2001,Volume 4, Issue 8, pp 765-781

19

The Role of Agriculture 23

Approximately 70% of Somalis are dependent on climate livestock exportation rate has increased dramatically over the
sensitive agriculture and pastoralism of which 25% of Gross past five years, as Somalia has exported 4.7 million heads in
Agricultural Product (GAP)37 is of plant origin whilst 75% comes 2011, 4.8 million in 2013, 5 million in 2014 and 5.3 million in
from the livestock sector38. At least 75% of the country’s GDP 2015. Livestock exports are expected to increase even further
is agricultural-related, accounting for 93% of the total exports39. in the years to come43. Landings at present are estimated at
Around 46% of employed people work in the agriculture as a 15,000 to 20,000 MT a year. Fisheries employ some 30,000
source of economic activity with agro-pastoralists estimated at people full-time and 60,000 part-time workers in the form of
about 23% of the total population and small-holder farmers traders, processors, and gear and vessel manufacturers.
accounting for 80% of total crop outputs40. Despite its economic The total economic value of domestic fisheries, after value is
importance, livestock, farm and fisheries have stagnated, and in added through the supply chain is USD 135 million per year44.
some instances declined. Farmers, pastoralists, and fisher folks However, plagued by capacity limitations, uncontrolled fishing,
do not have access to inputs, credit, marketing opportunities, stock depletion and the loss of revenue through illegal fishing, the
plant protection and animal health services, as well as, access sector is not contributing its full potential to the Somali economy45.
to technology and development trade41. Over 60% of the Despite economic growth averaging around 3.4% per year, this
population is dependent on livestock for their livelihoods. The rate is insufficient to absorb the young population entering the
sector provides food, employment, and incomes, contributing to workforce with an estimated unemployment rate among those
40% of the GDP- more than USD 360 million and 384 million under 30 at 67%46.
into the economy respectively42. Despite these limitations, the

Inclusive Market Systems Development

SomReP’s economic growth strategy will employ a Push-Pull47 A Push-Pull Approach To Inclusive Market Systems
approach to developing inclusive market systems which can Development
support trade in raw agriculture products while simultaneously At the core of a Push-Pull approach is a recognition that
promoting the development of enterprises linked to income the extremely poor have unique circumstances that often
generated from processes beyond production. The success of the preclude them from being able to take advantage of economic
“Push”approach to agriculturally-led economic development relies opportunities created in evolving market systems. The poorest
heavily on equipping the population with the skills and knowledge have a greater vulnerability to risk, limited resources to invest in
to allow them entry to the market system, from which without upgrading, fewer relationships with people who are upwardly
these attributes, they would have otherwise been excluded. While mobile, and a heavy reliance on marginal amounts of income from
providing the entire beneficiary population with these skills and a diversity of sources and systems. In addition, the extreme poor
training. SomReP will focus specifically on women and youth, with are often missed or under-considered in the analysis that drive
a view to enhancing women’s economic empowerment (WEE) program designs. Lack of intentional and careful analysis can leave
and pathways for improved household nutrition, while creating invisible groups out of planning. For example, a failure to address
employment opportunities for youth, to forestall the risk of falling the challenges of the disabled can perpetuate poverty and gender
victim to entrenched poverty traps. Recognizing that women inequality within family or household.
and adolescent girls with disabilities experience greater levels of Furthermore, markets are frequently fractured, with undeveloped
inequality in comparison to their peers without disabilities, the potential for growth; a base level of skills, resources, behaviors and/
program will pro-actively identify them for participation in project or geographic proximity is required for viable market engagement;
activities, equipping them with skills and access to capital to enter and not all value chains or market functions are well suited to
economic activity and enabling them to participate in communal the poorest. Yet beneficial engagement in markets is essential to
decision-making which impacts their livelihoods. Concurrent with poverty reduction, inclusive economic growth, and the long-term
“Push” strategy, SomReP will work with government, the private health and resilience of a household48. To be truly inclusive, market
sector and other enabling enterprises to create a policy and business systems development activities must ensure active participation of
environment designed to encourage and incentivize agriculturally- all vulnerable groups, especially youth, women and the disabled.
led economic development. This enabling environment facilitates
the development of factors which “Pull” other market actors
into relationships with those benefitting from activities which
catalyze a “Push” towards that same market. These types of
economic relationships can promote better opportunities for
trade, encourage participation in tertiary industries and ultimately
ensures that economic grains are replicated at scale.

37In this strategy, the acronym GAP is used to describe both Gross Agricultural Product and Good 44Federal Government of Somalia (2017). National Development Plan:Towards Recovery, Democ-

Agricultural Practices training. It is only used in the case on this page to describe Gross Agricultural racy and Prosperity 2017-2019
45FAO Somalia 2011-2012 (2012), Plan of Action
Product. In all other cases, it is used as abbreviation for Good Agricultural Practices. 46AFDB, African Economic Outlook 2018, 2018
38 Jeilani (2016).The impact of civil war on crop production in Somalia. ICAS VII Seventh Interna- 47The push/pull approach, adapted from the business world for international development, is in-

tional Conference on Agricultural Statistics I Rome 24-26 October 2016 creasingly gaining attention within inclusive market systems development. The approach aims to
39FAO Somalia 2011-2012 (2012), Plan of Action
40Somalia Drought Impact & Needs Assessment, Synthesis Report Volume 1, (2017), World Bank bring more structure to poverty reduction work at both ends of the economic spectrum through

& Ministry of Planning Investment and Economic Development Federal Government of Somalia a more interactive, coordinated, market-led process of gradual change at both the household and
41FAO Somalia 2011-2012 (2012), Plan of Action
42Somalia Drought Impact & Needs Assessment, Synthesis Report Volume 1, (2017), World Bank systems levels. It is one of the many approaches that can support pathways out of poverty for the

& Ministry of Planning Investment and Economic Development Federal Government of Somalia extreme poor.
43https://www.globalmeatnews.com/Ar ticle/2015/05/01/Record-livestock-expor ts-for-Somalia 48Taken from USAID LEO Brief: A framework for a Push/Pull Approach to inclusive Market Systems

24

Push Strategies Pull Strategies
Push strategies are designed to help very poor individuals and Pull strategies facilitates the development of market systems in a
households build up a minimum level of assets (e.g. human, manner that expands the diversity and quality of opportunities
financial, social, cultural) that increases their capacity to engage accessible to the very poor to engage more successfully in the
more productively, creatively and proactively with other public and economy- be it as producer, laborer, employee, business owner,
private market actors and to transition out of a cycle of extreme etc., or a mixture of these. Many value chain development efforts
poverty. Push strategies work best when they are market-oriented integrate pull strategies.
and demand driven, designed with knowledge of the markets for Yet, to be truly effective as pull strategies, value chain development
goods and services that will play a central role in an extremely efforts need to pay sufficient attention to the capacity-based
poor household and community’s pathways out of poverty. constraints of the extreme poor, as well as the inclusiveness of the
Potential casual pathways to render recipients of support “market- opportunities that are nurtured.
ready” include training on good agricultural practices, enabling the “Pull” strategic interventions may:
community with the skills to manage multi-use waters systems, • Lower barriers to market entry for both market actors and
the identification and analysis of commodities and value chains
appropriate for community agro-eco zones, the provision of households (e.g. through risk-sharing investment mechanism,
business skills and management training and the exploration of group purchasing and marketing schemes, contract farming
tertiary market-based employment opportunities.“Push” strategic and/or out-grower schemes, membership in marketing
interventions may: cooperatives, development of input agent networks that
• Build household or community assets (e.g., through cash or expand the geographic footprints of affordable service or
product delivery, etc.)
in-kind transfers, or group-based joint ownership schemes, • “Build the chain”- especially the middle-level of the value
etc.) chain such as traders, aggregators, pre-processors and service
• Improve linkages to social protection (e.g. through support in providers- to break supply and demand bottlenecks between
registering with more formal government programs or more commercial areas and more impoverished geographic
informal networks building) regions (e.g. through business development support, financing
• Build demand-drive livelihood and “market readiness” skills solutions, building interest in taking up these roles, facilitated
(e.g. through skills training, mentorship, or input vouchers) stakeholder visits into poorer areas, strengthened linkages
• Improve “soft” skills such as confidence, negotiating, or between larger traders and smaller middle men, etc.)
relationship building (e.g. through coaching, group exchanges, • Create new streams of income generation (e.g. new
voucher programs that support direct private sector categories of jobs) or transform the benefits accrued from
interactions) economic activity (e.g. through significant improvements in
• Address chronic or temporary deficiencies in consumption work conditions)
• Strengthen household capacity to manage risk (e.g. • Introduce new business or governance structures that disrupt
through development of savings mechanisms, promotion the status quo, create structural changes and drive inclusion
of diversification strategies, or access to regular health and • Help build demand for specific market functions (e.g. trading)
nutrition services) or value chain (e.g. honey) that the extremely poor are
• Create less risky entry points for households (e.g. through well-positioned to compete in (because the work is labor-
initial linkages with markets for input or short season crops) intensive, or requires low start-up, or can be productive on
• Expand access and outreach of critical livelihood services small plots of land, etc.)
(e.g. through mobile/electronic delivery systems) • Jumpstart and intensify the economic multiplier effects from
growth in a manner that facilitates inclusive objectives49.

49Push and Pull strategy description taken from USAID LEO Brief: A Framework for a Push/Pull Approach to Inclusive Market Systems

25

Figure 6: A Push-Pull Approach To Inclusive Market Systems Development





27

Overall Framework associated activities which address the needs of those affected
by exposure to these hazards in varying degrees and under
Somalia will continue to experience the effects of recurrent different aid delivery modalities: emergency, humanitarian and
cyclical droughts and floods, the severity and frequency of which development. (Annex II: Targeting Strategies: Target Groups and
will be exacerbated due to the predicted repercussions of a Profiles & Most Vulnerable Targeting)
changing climate. The SomReP strategy is therefore developed
with this in mind and will describe a programming approach and

Rationale for Approach to Strategy Development (iii) Sustainable Systems as Foundations to Support Sustainable
Livelihoods will be adjusted and transform as the program
SomReP is a learning Consortium and its programmatic approach progresses along a temporal scale from emergency (absorptive
is rooted in the understanding that enhancing resilience is a capacity) to humanitarian/early recovery (adaptive capacity)
process that occurs over an extended time period and needs and development (transformative capacity). Annex I: SomReP
to be adjusted based on the prevailing context, interventions, Strategy Matrix
tools and techniques of its three core programmatic areas; (i)
Immediate Recovery Post-shock Exposure, Disaster Preparedness
and (ii) Management/Planning for Better Resilience to Shocks and

Absorptive, Adaptive and Transformative Capacities for Resilience

As a livelihoods, disaster risk reduction and governance program, CAPACITIES FOR RESILIENCE
SomReP will undertake activities aimed at enhancing the capacity
of recipients in varying degrees of recovery or development ABSORPTIVE CAPACITY
programming which aims to enhance absorptive, adaptive and The capacity to take intentional protective action to limit
transformative capacities. SomReP carries out activities which the negative aspects of shocks and stressors. Program
address immediate recovery needs and start the foundation for outcomes include: EWEA/DRR plans, inclusive networks,
future hazard mitigation (absorptive capacity enhancing activities social protection and safety net schemes to protect assets
involving response planning). In addition to these immediate and productive livelihoods and consistent and maintained
recovery strategies, programming includes activities which build access to basic services, nutrition and psychosocial
on the aforementioned and put in place buffers against future support, if available.
stressors; capitalizing on the activities during the emergency phase
which bear fruit for shocks and stressors mitigation and for those ADAPTIVE CAPACITY
recipients who are able to leverage existing assets to withstand The capacity to make intentional changes in order to
the effects of a shock, lay the foundation for future economic better manage or adjust to shocks or stressors in a way
growth activities (adaptive capacity enhancing activities). In that creates more future flexibility. Program outcomes
order to foster more sustainable stress mitigation mechanisms, include: natural resource management plans, inclusive
SomReP activities will focus on creating greater resilience for contingency plans, evidence for decision-support analysis,
recipient populations by promoting economic growth activities. self-help and savings groups, technological and social
These activities capitalize on the foundation laid under strategies innovations and legal and policy frameworks that support
designed to enhance absorptive and adaptive capacity and institutions to adapt and maintain service provision in a
promote a pathway to income generating opportunities while changing environment.
ensuring that the systems that support economic growth are
appropriately developed and protected for future sustainability. TRANSFORMATIVE CAPACITY
The SomReP livelihood programming strategy incorporates a The capacity to engage at a societal level in a change
short, medium and long-term perspective and provides a series of process that addresses the root causes of poverty,
actions which will enable affected Somali households to protect, injustice, vulnerability and risk and seeks to shift power,
sustain and re-establish livelihoods, while leveraging existing and beliefs, value systems and behavior to support greater
establishing new productive assets for a longer-term resilience equity and the ability to cope with stress. Program
building goal. See Figure 7: SomReP Absorptive, Adaptive, and outcomes include: a rationale for resource allocation and
Transformative Capacities Over Time. equitable gender-based power dynamics are in place, civil
society and institutions are engaged in processes that
address the root causes of poverty and risk to ensure
inclusive, long term change.

23

28
24
Figure 7: SomReP Absorptive, Adaptive, and Transformative Capacities Over Time.

8|

Resilience
Programming for
Results:

The SomReP Approach

30

Rationale Behind Strategy Matrix Development

SomReP defines resilience as the ability of communities and scale that, over the long-term, improve absorptive, adaptive and
households to manage change, by maintaining or transforming transformative capacities in households and within communities.
living standards in the face of shocks and stresses- particularly This overarching objective will be achieved through the following
recurrent drought- without compromising long-term prospect50. result areas which act as pillars for programming: (i) providing a
SomReP’s Phase II Strategy contains technical approaches with a means of addressing immediate needs post shock and planning
series of activities which contribute to the program’s four result for future mitigation through asset rehabilitation, income
areas in different ways along the emergency to development generation and planning (Result1), (ii) Ensuring the protection
continuum. The new strategy recognizes that different activities of existing and new productive assets, leveraging and developing
play different roles at varying moments along the emergency to planning processes, laying the foundation for future activities to
development continuum. For example, in an emergency, a savings promote economic growth and strengthening and enhancing
group is a (i) buffering mechanism where people access savings support systems for sustainability to mitigate the effect of future
and credit to protect livelihoods and meet basic needs; (ii) a venue shocks (Result 2), (iii) Developing economic growth pathways
for people to meet and share experiences and cope with stress; by ensuring entry to inclusive market systems, strengthening
and (iii) a way to meet others and strengthen bonds and build economic recovery and supporting systems, and developing
new types of relationships within and between groups. Outside strategic partnerships and value chains to ensure impact through
of emergency, saving groups reduce the risk associated with entry scale (Result 3) and (iv) working with government, its policies and
into market activity and provide other psychosocial benefits, institutions to ensure an enabling environment with regulatory
such as a sense of belonging outside the household. Established frameworks in place for sustainability (Result 4). The fifth result
savings groups are a platform to promote new behavior, through area (Result 5) provides support to the programming results
nutrition awareness and develop new capacities through life skills areas and take a Monitoring, Evaluation and Accountability
training to promote social transformation. Finally, empowered and Learning (MEAL) approach to ensure that activities are
savings groups can work together to lower barriers to inclusion monitored to illustrate progress, the impact of interventions can
in formal financial instruments, take on stronger roles in civic life be assessed with respect to goals of enhancing resilience, and that
and advocate for regulatory frameworks which support their any learning that comes as a result of activities creates evidence
needs. SomReP undertakes a whole host of coordinated activities base for advocacy for policy change and informs an evolutionary
along the emergency to development continuum within the program strategy.
different result areas which form building blocks over a temporal

Result 1: Improved capacity of households to implement effective disaster risk management and
positive coping strategies to mitigate the immediate and future effects of exposure to shock

The activities and interventions for programming under this result Contingency Pool Fund51 which can be tapped to support Cash
provide a means to ensure that recipients are able to respond for Work (CfW) to undertake activities such as the rehabilitation
to mitigating the effects of being exposed to a shock in the of water supply systems in need of immediate repair; land
Immediate Recovery Post Shock Exposure, while undertaking clearance (e.g. Prosopis collection) and canal rehabilitation to
planning processes to establish a series of actions to alleviate the support intensive crop and agriculture production systems,
severity of consequences from the next drought. The approach rangeland rehabilitation to support extensive production systems
taken under this result is one of Disaster Preparedness and and feeder road rehabilitation; interventions designed to meet
Management, coupled with Planning for Future Resilience to the basic needs and to lay the foundation for recovery.
Shocks. The primary activities under this approach are aimed For the most vulnerable individuals and households who do
at both providing income generating opportunities and other not have the capacity to participate in works programs (e.g.
emergency actions (e.g. water trucking) to allow recipients of female-headed household with high dependency ratios, disabled
assistance to immediately offset any losses or problems caused persons, etc.), they will have be able to nominate a substitute or
by the shock and to assist in the development of plans to be the program will provide a Unconditional Cash Transfer (UCT)
better prepared for future shocks and the construction of safety for consumption support to meet basic needs. Contingency
net to allow better management. funds can also support (i) emergency water trucking to protect
productive assets such as livestock and assist households to access
Immediate Recovery Post Shock Exposure clean water for human consumption; (ii) provide Non-Food Items
(NFI), such as seeds, tools, tractor hours and fuel to assist farmers
The Contingency Pool Fund to immediately offset losses resulting from the emergency and
The set of activities under this fund emanates from a suite of lay the foundation for immediate improvement in food security;
tools, the implementation of which fulfills the objective of (iii) livestock health, such as vaccination and immediate disease
providing mechanism to discourage negative coping strategies, treatment for livestock and the provision of capacity (income,
protect productive assets and offset exposure for immediate transport, etc.) Community Animal Health Workers (CAHW),
recovery from shock. These interventions take place under the (iv) emergency livestock destocking to monetize assets to protect
auspices of emergency aid provision and leverage the income- against loss due to drought and (v) prompt scale-up production
generating opportunities to, simultaneously, generate income and of fodder at the onset of drought conditions to improve buffer
repair damaged infrastructure in support of current and future stocks for own use or sale.
livelihoods activities. Post shock exposure, SomReP leverages the

50SomReP. 2016. Somalia Resilience Program. Proposal for Enhancing Resilience in Somalia. World Vision Somalia, Nairobi. August 2016
51SomReP Consortium maintains an unrestricted pool funding mechanism at the Technical Unit level and/or SomReP solicits additional resources from donors to respond to shocks

31

Contingency Pool Fund The program will facilitate Early Warning Committees to develop
At the Technical Unit-level of the Consortium, the program contingency plans and support them to develop evermore rapid
maintains a flexible pool fund which can be used to support and formalized community-level contingency funds. SomReP will
communities whose capacities to respond to the magnitude take affirmative action to promote participation of traditionally
of a crisis are overwhelmed. The Contingency Pool Fund less powerful groups (e.g. women, disabled, minority groups) in
is intended to protect resilience gains by supporting community planning and response mechanisms by channeling
communities to undertake pro-active measures in the face of contingency resources through saving groups and mandating
larger magnitude shocks (e.g. destocking, scaling production their participation through MoUs. To strengthen the speed
of fodder, etc.), to stop households from adopting negative and accountability of response, the program will facilitate EWC
coping mechanism during times of stress (e.g. selling off assets, to open bank accounts and develop systems to accountably
family splitting, charcoal production, etc.) and supporting them manage contingency resources. As part of the sustainability
to recover early and take advantage of key moments in the strategy employed by SomReP, the program will harness diaspora
agricultural calendar year (e.g. repair damaged irrigation canals remittances by creating opportunities for diaspora communities
and other productive assets to quickly return to productive to fund infrastructure and development projects in support
activities). Pool funds are effective at supporting localized crisis of community rather than the current strategy of targeting of
(average response is USD 100,000), but are overwhelmed in resources at individual household level.
the face of a co-variant shock. When Contingency Pool Fund Community Action Adaption Plans (CAAP)
is overwhelmed, SomReP appeals to donors or collaborative The interventions under this programming strategy focus
partners for up-scaling of resources to meet emergency needs. on processes and actions to produce community integrated
development plans. SomReP employs the principles of
Disaster Preparedness/Management and Planning Community Driven Resilience (CDR)53, and establishes
for Future Resilience to Shocks committees at the village level to undertake the immediate
Early Warning/Early Action Planning planning process and to ensure an administrative mechanism
The SomReP Community-based Early Action System allows is in place to conduct periodic reviews of plans for continued
communities to both plan and have actions ready for future relevance and maintain sustainability of the development agenda.
potential exposure, which serve to mitigate the severity of impact. The output of these planning processes is a Community Action
As part of the system, the program will use a pre-determined Adaptation Plan (CAAP).
activities detailed in a Menu of Actions linked to early warning
indicators through a series of triggers, ensuring a timely response In addition to contain infrastructure development projects,
and appropriate use of support resources to safeguard overall the CAAPs also contain activities, which focus on ensuring the
gains made in resilience building52. (Annex XVII: Menu of Actions) systems that support community development and economic
Using the Oxfam Community Disaster Risk Management growth strategies are both functioning and sustainable. These
(CBDRM) approach, the program district and regional level systems include the socio-ecological systems such as the natural
indicators to ensure rapid and appropriate action is taken within ecosystem, including water, rangeland and agricultural crop land. As
target locations. Other activities under this approach include part of the CAAP development process, governance mechanism
formation of Early Warning Committees (EWCs) to support to ensure the best management for sustainability practices are
the community in identifying context-specific strategies that employed. The program facilitates communities to establish revive
they can pursue with program support or own resources to thematic committees important for disaster risk reduction planning
ensure the preservation of assets (savings, credit, animals, food, and early action: (i) Village Development Committees (VDC) to
pasture, fodder, and water) during times of shocks and stress lead community development planning to mitigate the impact of
and to improve and strengthen their livelihood activities without shocks and stressors and provide oversite to other self-support
increasing risk. mechanisms; (ii) Early Warning Committees to plan for and respond
The program will facilitate the establishment of mechanisms to to shocks; (iii) Natural Resource Management (NRM) committees
leverage collective strategies, such as contingency funds, and link to develop and implement strategies to support sustainable
these to the creation or strengthening of existing informal safety resource use and promote peaceful co-existence in support of
nets to mitigate exposure to shocks so that communities can meet economic growth, even during times of shocks (iv) Social Affairs
their own needs. If already established, savings groups schemes Committees (SAC) to identify the most vulnerable households
leverage existing both at individual and group level (social or and allocate resource to support them during times of stress.
contingency funds) to off-set loss of income, forestall negative These various thematic committees inform and contribute to the
coping strategies (e.g. selling of productive assets), maintain food implementation of CAAPs. For example, Peace Committees, which
consumption and access other basic needs. Prior to crisis, the are established under the NRM component leverage knowledge of
program will formalize self-help mechanism such as “ayuto” and factors of conflict and local capacities of peace within and between
facilitate the establishment of social funds to be made available communities and undertake dialogue to mitigate resource-based
to vulnerable household-level emergencies. In addition, CfW conflicts that exacerbate the impact of the climatic shock.
and UCT recipients will be encouraged to form savings groups
and remit a portion of funds received to start generating future In a bid to institutionalize and develop plans and to ensure that the
savings and participate in social protection system. environment, including the regulatory mechanism, is conducive to the
development strategy, SomReP seeks to build the capacity of local,
district and state-level government to participate in community-level
disaster planning and create linkages for future alignment with higher
level institutions.

52 Mercy Corps: Lessons for Effective Resilience Programs; a case study of the RAIN program in Ethiopia, August 2013
53An adaption of the DRC’s Community Driven Development (CDD) approach, which operates on the principles of transparency, participation, local empowerment and demand responsiveness, greater

downward accountability and enhance local capacities/empowerment

32

Result 2: Improved capacity of individuals, households and communities to adhere to
positive development trajectories, despite exposure to shocks and utilize strategies
designed to allow adaptation to rapid and slow-onset hazards

The approach taken to support activities under this result which limit participation (e.g. gender dynamics vis-à-vis access
areas builds on the previous interventions under Disaster to livelihood and water resources), and analysis of barriers for
Preparedness and Management Planning but focuses more on inclusion of certain vulnerability categories and brainstorm
establishing Sustainable Systems as Foundations to support affirmative actions (e.g. identify entry points for disability
Sustainable Livelihoods, both to enhance the mitigation of inclusion) emanating from the GCVCA process will equip
shocks and potential for income generation and productive SomReP members with insights to develop communication
livelihoods. Specifically, interventions will target Water and strategies and Complaints Response Mechanism (CRM)
Ecosystems Management, Market and Governance Systems to ensure that traditionally marginalized groups participate
and include assets development, rehabilitation, and upgrading in programs and have mechanisms to voice their opinions.
and the establishment of management systems to support Employing a Participatory Monitoring, Evaluation, Reflection
long-term sustainability. Healthy water, and ecological and Learning (PMERL)55 approach invites inclusive dialogue
systems as well as those which are essential to economic and learning from all segments in society and an opportunity
development are the foundation upon which absorptive to monitor perceptions regarding affirmative actions during
and adaptive capacities are built. Under the auspices of the lifetime of the program. SomReP will continue to
humanitarian aid delivery, SomReP works with communities advocate for inclusion of vulnerable groups in decision-making
to ensure that mechanisms are in place which can act as bodies and provide them skills and opportunities to take on
buffers to impending shocks and stressors which lessen the leadership roles. Through the CAAP process, communities
severity, support early recovery and focus on the ability to identify and prioritize development projects which build their
adapt to the effects of the hazard. In order to build resilience, productive assets base and address key community needs,
first a stable foundation of productive livelihood activities such as accessible to all basic services to better cope during
needs to be established from which improvements can be times of stress and enhance future productivity.
made. To enable adaptive capacity, actions are needed to
protect what people already have in the reality of the drought Recognizing that poor infrastructure and access to inputs
context, as a fundamental building block for their future. remains a challenge in transforming opportunities into
tangible benefits for affected communities56, SomReP will
Disaster Preparedness/Management and Planning actively develop collaborative partnership with others to
for Future Resilience to Shocks meet needs identified in the CAAPs. The program will link
CAAPs to state/district level plans and promote them as a
Early Warning and Early Action System framework for planning, advocacy and coordination to create
SomReP agencies will be able to cut lead time between “Humanitarian Hubs”- a mechanism for the establishment of
the warning of an impending drought and their response social safety nets, including basic services and social protection
mechanisms saving lives and mitigating the effects of a shock mechanisms (See Multi-Sector, Multi-Actor “Hub Approach”).
or hazard on the resilience of the communities in which Village savings groups and the diaspora fund-raising platform
the program operates54. Early Warning Systems (EWS) will be linked to CAAP, opening new financing mechanism
will monitor the performance of individual sectors and to support community-identified priorities (See Annex IV:
systems articulated in the Menu of Actions to trigger early Community Structures).
action. Early Warning Committees will (i) be trained on Sustainable Systems as Foundations for
using appropriate food security and livelihood monitoring Sustainable Livelihoods
tools; (ii) undertake regular surveillance of indicators; (iii)
mentored to interpret data to support early actions; and (iv) Sustainable Water Provision
share information via an online platform with government SomReP will develop strategies to allow systems to
counterparts and FSNAU and FEWSNET to equip them withstand future shocks; promote year-long access to water57
with real-time information for decision support and improve and develop infrastructure support for agriculturally-led
coordination between organizations. Response action could economic growth activities. This strategy will undertake
include: (i) community activates own contingency resources, the development of water supply systems through the
(ii) program revises existing project activities to respond to construction of multi-use water systems and strengthen
shock, and/or (iii) the program taps Crisis Contingency Pool community management structures, employing Private Public
Fund mechanism to inject new resources (CfW, UCT, etc.), Partnerships and Community Water Committees promoting
which could result in an appeal for new funding from donors sustainable watershed exploitation (e.g. recharge through
to respond to the shock. swales, contours, gabions etc., ensuring infiltration)58.

Community Action Adaptation Plans (CAAP)
An in-depth understanding of community make-up (e.g.
wealth ranking and group mapping), socio-economic factors

54 Start Network: Early Warning, Early Action: A brief review of experiences and opportunities, December 2013
55 http://careclimatechange.org/tool-kits/pmerl/
56Oxfam, 2014. Participatory Rural Appraisal of 14 Villages in Afgoye District
57SomReP Annual Resilience Measurement Report, September 2017: SIDA, SDC and DFAT
58DRC Permaculture Pilot Project Kakuma, Kenya 2018
59Lessons learned from USAID LEO framework for a push/pull approach to inclusive market systems development

33

Inclusive Market Systems Development Savings groups will be supported to act as both a buffer from
These strategies aim at improving adaptive capacities and will focus future shocks and to support business development to meet
on SomReP’s “Push” (see previous section) activities at household basic needs and future enhanced potential economic activity.
and group level, particularly targeting producers. SomReP will Households will be equipped with the skills, networks and financial
empower producers in poor households to overcome existing mechanisms to support collective risk sharing for entry in formal
constraints of limited skills, unfair trading practices, limited market systems and the eventual participation of formal financial
agronomic capacity, transaction cost, limited access to financial systems as well (Annex XIV: Food & Social Security Pathway).
services, savings schemes, infrastructure barriers such as limited
irrigation, water, and roads and at same time gender in decision- Sustainable Ecosystem Management
making and labor divisions. The program will employ in tandem Somalia’s land-based livelihood systems are heavily dependent on
both “soft” and “hard”59 strategies to overcome inefficiencies at the state of the natural ecosystem. To mitigate negative effects of
producer-level, such as establishing farmers’ groups and providing hazards on agriculture (farming, livestock, and fishery), SomReP
training on public speaking, negotiation, and marketing (soft will promote the development of Natural Resource Management
skills), while developing infrastructure such as a meeting hall and (NRM) plans and techniques to improve soil and water quality,
grain storage facilities (hard assets). SomReP will improve the reduce erosion, increase water retention and enhance pest
productive potential of pastoralists, smallholder farmer, and fisher and disease control, including CfW reseeding, tree planting and
folk through providing training of Good Agricultural Practice pruning and development, rehabilitation and upgrading of erosion
(GAP) and other climate sensitive techniques, conducting value control and water management infrastructure.
chain analysis of high value crops, reducing post-harvest losses
with improved storage and handling practices, and enhancing Governance and Policy
herd management with improved animal health to ensure To enhance the capacity for government to participate in the
sustainable agriculture production in intensive and extensive planning and implementation of agriculturally-led resilience,
systems. To boost the productivity of existing livelihoods, the SomReP will provide direct support in the form of incentives,
program will increase communities’ access to drought-tolerant training and in-kind support to key line ministries such as Ministry
inputs, veterinary services and improved animal feed (Annex XIII: of Agriculture (MoA), Livestock (MoL), Planning and International
Livelihood Diversification Pathway). Cooperation (MoPIC/MoPEID) and associated departments such
as the Natural Environment Research and Disaster Preparedness
One of the key features of a “Push” strategy to support greater Authority NADFOR (National Disaster Preparedness and
economic development, is to create a high-performing market Food Reserve Authority), and the Humanitarian Affairs Disaster
system in which livelihoods and income generating opportunities Management Agency (HADMA). The program will provide early
are tertiary benefits, emanating from improved productivity. warning information from its Early Warning System for decision
The majority of these opportunities are found in enterprises support, and support evaluations, best practice and lessons learnt
which spring up as a result of value-added to an agricultural to inform future government emergency plans and strategies for
product. SomReP will support groups to generate income from mitigation and recovery.
agricultural value chains beyond production and prepare women,
youth, displacement-affected and people with disabilities with
capacities to take up new strategies by equipping them with skills,
networks and strategies through saving schemes, TVET, Business
Skills Development and Life Skills.

Result 3: Improved capacity to engage in strategies for sustainable livelihoods and economic
growth to enhance food security and resilience

The central focus for activities in this result area is to promote that certain vulnerable categories such as people with disabilities
economic development. In order to do this, the performance suffer disproportionally during shocks -with two to four times
of Sustainable Systems as Foundations to Support Sustainable the mortality than the population as a whole - the program will
Livelihoods must be both enhanced and maintained. Development customize tools and mainstream awareness in government and
of agriculture and market systems is the main pathway in Somalia community level institutions of their unique needs. Information
towards economic growth, along with ensuring the enabling from the Early Warning System informs producers of impending
policy and regulatory environment is conducive to engendering climatic conditions, allowing them to make risk-informed decisions
this growth and foster enhanced opportunity. to protect productive assets to ensure future productivity
(e.g. farmer does not transplant seedlings to riverside due to
Disaster Preparedness/Management and Planning pending floods, pastoralist destock in advance of severe drought
for Future Resilience to Shocks conditions, etc.) and/or take advantage of favorable conditions
to improve income (e.g fodder producers scale-up production
Early Warning and Early Action Systems at on-set of drought to meet rising demand from pastoralists,
In order to bring about transformational change, communities favorable forecast encourage lead farmer to experiment with
need to be able to both predict the incidence of and mitigate new crop varieties etc.).
the effects of exposure to shock. This early warning and
preparedness is essential to protecting existing productive Community Action & Adaptation Plans (CAAP)
assets and providing the opportunity for development of future CAAP will at this stage be further refined (year 3-4) to detail
assets. To that end, SomReP will continue to support target inclusive economic growth pathways and associated risk factors
communities in the surveillance of EW indicators, and further include the required enabling policy and regulatory environment.
develop and refine adaptive data-informed planning approaches SomReP will facilitate an in-depth market assessment of high-value
and instruments SomReP’s Early Warning System, community market value chains to inform infrastructure priority investments
contingency plans, district and state-level assessment/analysis and to support market entry and participation (e.g. communal fodder
capacity development support key line ministries. Recognizing storage,livestock mustering points,slaughterhouses,agri-vets,small

34

and middle-sized, individual and group value-addition enterprises, collective group will allow the most vulnerable to overcome barriers
etc.). Based on the GCVCA, action plans refined to address to market entry and improve their competiveness.
socio-economic factors which hinder households to participate
in TVET and IGA activities. Disabled women and adolescent girls To increase employment and entrepreneurship, SomReP will equip
often never have access to education or livelihood opportunities, households and communities with skills and networks to participate
and as such, the program will make special effort to identify them in market activities both in and beyond agricultural production. The
to participate in opportunities. Village Development Committees program will specifically train middle value chain actors with a focus
are equipped with skills and mechanisms to lead in the of women, youth, displacement-affected groups, and people with
implementation of their own development actions (e.g. training/ disabilities.
mentorship on transparent/accountable tendering processes,
district/stage-level oversite/monitoring for development projects, The program will continue to employ a wide variety of “Push”
inclusive feedback mechanisms, etc.). strategies, including capacity development through TVET,
Sustainable Systems as Foundation for Sustainable business skill development and facilitation, life-skills training,
Livelihoods capital investment through grants/loans, etc. The program will
facilitate entrepreneurs and producer groups to develop linkages
State and district level analysis of risk, socio-economic conflict between employers and potential employees. The program will
and environmental factors impacting sustainable water supply to equip entrepreneurs and producer/marketing groups to develop
inform planning and investment to support inclusive economic risk-informed business plans and to take pro-active measures
growth. The program will pilot innovative water supply technologies to mitigate the effects of shock which impact economic growth.
and management mechanisms which enhance the sustainability of SomReP will bring together groups of producers, private sector
current and future systems to support agricultural production and actors and government to established Public Private Partnerships.
domestic use. Given the special needs of some categories of the
vulnerable population, especially people with disabilities, the program Sustainable Ecosystems Management
will intentionally include them in planning processes to ensure that To ensure that ecosystems have the capacity to sustainably
their needs/considerations factor into planning of water infrastructure support agriculturally-led economic growth and food security
development and recommendations will be implemented when at scale, SomReP will promote tools and techniques which
feasible. protect and leverage ecosystems and associated assets. Working
Inclusive Market Systems Development with district and community level institutions to develop by-
The main principles of the “Push-Pull” approach to inclusive laws amongst producers and producer groups to sustainably
market systems development will be put into practice to leverage common pool resources such as rangeland, irrigation
achieve this result. These will include enhancing the capacity of canal systems, water points, etc. The Consortium will continue to
smallholder farmers, pastoralist, women and youth and equipping scale best practices for rangeland management, such as Pastoral/
them with skills to both improve at production enterprises Farmer-led Natural Resource Management (P/FMNR)60 which
and enhance competitiveness within high-impact value chains promote behavior and norm changes which ensure ecosystem
to exploit income-generating opportunities which arise for health. The program will continue to introduce communities
middle value chain actors; those enterprises which emanate to techniques to reduce erosion, increase water retention and
from “beyond production”. Financial instruments will continue enhance pest and disease control (Annex XV: Natural Resource
to evolve, and collective associations, such as savings groups and Management Pathway)
producer groups will be encouraged to form Business Councils,
which can be leveraged to access larger amounts of credit and Governance and Policy
other banking services, allowing links to financial instruments for To ensure positive transformational changes, government
participation in formal market economy. stakeholder need to have the capacity to establish an enabling
The program will continue to build the capacity of individuals and environment for resilience with appropriate regulatory
groups to strengthen production activities through Climate Smart frameworks and policies to sustain agriculturally-led inclusive
Agriculture practices and techniques and skills for improving livestock economic growth activities. They need to be able to engage with
productivity in selected value chains and exploit opportunities systems, value chains and regulatory frameworks. SomReP will
for middle value chain actors beyond production. SomReP will provide technical capacity building for government stakeholders
undertake analysis of postharvest loss reductions, disease control, through training courses and promote their participation in
processing beyond value chain addition and storage to enhance assessments, monitoring of community projects, and PMERL
productivity and profitability. The program will undertake market events. Promote policy development on disaster preparedness
analysis of agricultural products to find entry points into markets and response. Promote dialogue through interactive forms to
and trade. SomReP will promote the formalization of producer discuss risk and barriers to agriculturally-led economic growth.
groups, such as collective associations and cooperatives, which act Given the specific challenge of some vulnerable groups such as
to distribute risk, through the creation of by-laws. Belonging to a people with disabilities, this could include awareness raising with
government counterparts regarding their rights and unique needs.

60Pastoral and Farmer Managed Natural Resource approach

35

Result 4: Transparent and accountable governance structures at the community, district
and national levels to ensure an enabling policy and regulatory environment for sustainable
livelihoods and economic growth to enhance food security and resilience.

The anticipated results of program activities in this section Inclusive Market Systems
are important in their contribution to the sustainability of SomReP will engage government in dialogue and advocacy to
interventions which contribute to increased resilience in sensitize and create awareness amongst stakeholders to ensure
livelihoods. Appropriate policies, regulatory frameworks and an that frameworks governing self-help mechanisms, such as
enabling environment, in addition to enhanced technical capacity savings groups, to enable the leveraging of formal and informal
of government and other human resources responsible for instruments both as safety nets and foundations for economic
administering many of the facilitating frameworks for sectors such growth. SomReP will support the equipping of government
as agricultural production and trade, small business and enterprise counterparts with capacity and facilitate their participation in
development and middle value chain economic activities, for dialogue with producers and other stakeholders, including the
example, are essential to economic growth in Somalia. The Early private sector to encourage the development of policies and
Warning System which SomReP is developing under the auspices regulatory frameworks in support of agriculture (crop, livestock,
of Disaster Preparedness and Management and Community and fishery). The program will analyze and implement activities
Action Adaptation Plans (CAAP) and accompany macro- related to barriers to participation by most vulnerable, support
assessments under Planning for Better Resilience to Shocks are investment and strengthen existing high-value agricultural market
developed in conjunction with relevant sub-national and national chains, and promote high productivity and profitability to leverage
government agencies. Regulatory mechanisms which govern the potential for enhanced competitiveness of middle value chain
the level of function and maintenance of Sustainable Systems and smallholder producers to expand their access to markets
as Foundations to Support Sustainable Livelihoods need to be and trade.
enabling and sustainable: government must have the technical The program will support the government to develop an
capacity to facilitate these attributes. enabling and inclusive regulatory framework. This will guide the
establishment of appropriate programs and incentive schemes
Disaster Preparedness & Management/Planning for which promote the development of skills base (particularly for
Better Resilience to Shocks women, youth, displacement-affected communities, persons with
disabilities, etc.) with standardized accreditation. It is envisioned
Early Warning and Early Action Systems that this will facilitate the entry of the most vulnerable into
SomReP will partner with key government ministries (e.g. markets as middle value chain actors for increased economic
HADMA, NADFOR, etc.) to provide direct support for staffing growth and food security.
in the form of secondments, training, provision of consultants, Sustainable Ecosystems Management
equipment and technical support to further develop sub-national SomReP will support the equipping of relevant state and district
Early Warning System. At community level, the program will level line ministries with capacity through exposure visits, guest
work with local institutions, such as Early Warning Committee speakers, visiting technical experts, formal training, and direct
and Social Affairs Committees to formalize contingency and support through secondments, and facilitate their engagement
social funds to act with own resources (e.g. diaspora financing, in the development of protocols, policies and frameworks to
saving groups social funds and local contributions) with speed create an enabling environment which will protect and sustainably
and accountability, with data emanating from their own early leverage ecosystems and associated productive assets. The aim
warning system, and to respond to predicated hazards with pre- of these policies is to ensure ecosystems have the capacity to
determined response actions. sustainably support agriculturally-led economic growth and food
security at scale.
Community Action & Adaptation Plans (CAAP)
SomReP will continue to collaborate with others to equip, district Governance and Policy
and community-level institutions with knowledge and skills,
and facilitate government participation, and linkages between In collaboration with other stakeholders and using its knowledge
different levels, in comprehensive and inclusive development and experience, SomReP will continue to facilitate/support
planning processes to promote Community Driven Resilience national and sub-national government to lead the process of
(CDR). Government promotes and implements an inclusive developing enabling and inclusive policies, regulatory frameworks,
model of CAAP development and implementation, including standards and protocols integral to support transparent, inclusive
guiding principles of transparency, inclusivity and accountability and accountable systems. This will be achieved through interactive
for informed strategic direction and decision-making analysis to forums and dialogue to discuss barriers to agriculturally-led
catalyze market participation and sustainable agriculturally-led economic growth and development which will be carried out at
economic growth. state, district and community-levels. SomReP will bring insights
gather from these forums to the national and international
Sustainable Systems as Foundations for Sustainable arenas through participation in strategic processes (e.g. revision
Livelihoods of the National Development Plan (NDP), advocacy with donors
at Capitals level, briefing at international forums, etc.). The
Water Supply Systems program will identify and develop champions in specific projects
In collaboration with other stakeholders, SomReP will equip amongst the most vulnerable categories of the population (e.g.
relevant government line ministries with knowledge, skills and women, displacement-affected, and people with disabilities) who
capacities to facilitate their participation in the development can participate in community-level governance and relay their
of protocols, policies and frameworks to support an enabling experiences to inform national policy.
regulatory environment (e.g. water infrastructure construction
standards, ecosystems health, sanitary/health standards) for the
provision and management of inclusive and sustainable water
systems management. Promotion of standards which aid the
most vulnerable, such as people with disabilities, to access water
for basic needs and undertake economic activity.

36

Result 5: Monitoring, Evaluation, Accountability & Learning systems in place, including a data
management platform, which form the evidence base for informed decision support analysis and
strategic programming with learning and research generated and shared amongst relevant stakeholder

This result provides a support function to the four programming impact as “resilience”, that we will be able to provide tools for
results areas previously described and focuses largely on the ability decision support analysis designed to assist national governments,
of M&E technical unit to monitor the results of activities with development partners and other agencies to better target
respect to enhanced resilience in food security and coping capacity their investments for improved impact. SomReP will continue
for the beneficiary population. The link between activities and its efforts to refine its ability to understand characteristics of
impact needs to be monitored in order to understand whether vulnerability, especially barriers which hinder the ability of the
or not the SomReP activities are effective and depending on this most vulnerable to participate in project activities which can
efficiency, modify the programming approach accordingly. While improve their food security and entry into economic activity
the evidence which emanates from annual measurement surveys (Annex VII: Special Challenges with Resilience Measurement).
and indicator tracking informs the programming approach, it also Somalia Resilience Innovation Lab (SomRIL)
provides the base to formulate a research agenda, something Key to SomReP’s Learning System is the identification,
which is critical to understanding potential anomalies that appear standardization and scaling of innovative practices across its
and other issues that arise at field level which require in-depth Consortium’s membership. SomReP aims to build on this
exploration. The primary purpose of research for SomReP is to tradition by hosting an innovation lab. SomRIL (Somalia Response
ensure that “Learning” in Monitoring, Evaluation & Learning feeds Innovation Lab) is an inter-agency collaborative platform where
back into strategic project development and programming. NGOs, private sector and government share specific challenges
Over the years, SomReP has put in place a Learning System they face delivering humanitarian and resilience programming
(Annex V: SomReP Learning System) which details key “learning and identify innovative solutions which can be brought to
moments” and outlines the pathways by which the Consortium scale. SomRIL is part of the Global Response Innovation Lab
identifies promising practices and new insights, incorporates partnership (GRIL) whose founding members include World
them into programs and verifies and validates their effectiveness. Vision, Save the Children, Oxfam, George Washington University
Led by the Head of the Quality Assurance & M&E, the SomReP and Civic. The Response Innovation Lab (RIL) supports
“Learning System” ensures that the Consortium’s research and innovation in a humanitarian context, whereas the SomRIL
advocacy agenda remains relevant to context and embeds key employs innovation to assist in building resilience of vulnerable
stakeholders, such field-level staff, community members and populations; innovations which can be of use in emergency,
government in the learning process. humanitarian and development contexts. SomRIL is a globally
The focus of research over the next few years will be to develop networked interagency partnership which brings together
a better understanding of the links between wellbeing outcomes, diverse actors such as business, local entrepreneurs, international
shocks and resilience capacities to develop metrics and analytics. academics, government and civil service, NGO workers and
One of the major advantages for SomReP with respect to the local population. SomRIL innovation support mechanisms
research, is that the Consortium has assembled panel datasets include a (i) coordination and collaboration function, called
over a 3-year period of project activities. Much of the research “Convenes”; (ii) a process to receive humanitarian challenges
currently carried out by SomReP is utilizing these quantitative and help identifying innovative solutions that are already proven
datasets in conjunction with some qualitative data collection to elsewhere, called the “MatchMaker”; (ii) with time, the provision
further explore phenomenon such as positive deviance behavior of support to trail and test new and innovative programs in
in project communities. Although there has been considerable country. SomRIL also builds and connects communities of
work on measurement and metrics, much still needs to be done innovators in-country wherever they are. SomRIL provides
in the field of M&E to adequately link investments of planned connections, program models, business models, and product links
outcomes in two key areas: (i) the identification of indicators to other innovators and innovation hubs. SomRIL partners with
which respond to different temporal scales to slow onset shocks, private sector, local and international innovators and affected
and (ii) a better understanding the significant relationships populations to improve humanitarian innovation knowledge, skills,
between the wellbeing of populations, shocks and hazards and and practice, ensuring approaches that are effective, resilience
the enhanced capacity to adapt to and absorb the effects of these oriented, safe and empowering. SomRIL mitigates risk by being
shocks on a sustained basis. It is only once the dynamics of these grounded in evidence, informed by operational excellence and
relationships are understood in terms of cause and effect and we led by humanitarian principles and ethics.
have adequate data and analytics to monitor and measure the

8|
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38

Sustainable Systems To Support Sustainable Livelihoods

Somalia’s land-based livelihood systems are heavily dependent To ensure that ecosystems have the capacity to sustainably
on the state of the natural ecosystem. SomReP’s Theory of support agriculturally-led economic growth and food security
Change is based on a “Push-Pull” strategy. The strategy aims to at scale, SomReP will promote tools and techniques which
equip market-oriented value chain actors with business skills and protect, develop, then leverage ecosystems and productive
training that increases their capacity to engage more productively assets. Working with district and community level institutions,
in demand-driven economic opportunities in partnership with the program will continue to develop/refine by-laws and facilitate
other public and private market actors. Agriculturally-led food inter/intra community dialogue amongst producers, producer
security and economic development is based upon sustainable groups, government and private sector to sustainably leverage
exploitation of natural resource base. common pool resources such as rangeland, irrigation canal
Within the previous strategy (Phase I 2013-2018), Ecosystem systems, water points, etc. SomReP will support the equipping
Health Management was a stand-alone result area. Building on of relevant state and district level line ministries to create an
the lessons learnt from the first phase, the strategy for Phase II enabling environment which will protect and sustainably leverage
recognizes the importance and plurality of Sustainable Systems ecosystems and associated productive assets. The program will
as Foundation for Sustainable Livelihoods and places Ecosystem build the capacity of individuals and local leaders to participate
and water management as a key programmatic focus areas. in civil society to protect their rights and ensure that resource-
Ecosystem and Water Management activities are mainstreamed sharing arrangements are respected. The aim of these policies
within the Phase II strategy result areas 1,2,3,4 and feature is to ensure ecosystems have the capacity to sustainably support
along all three implementation modalities envisioned in the agriculturally-led economic growth and food security at scale.
program design: emergency, humanitarian and development. This The program’s years of experience supporting community-level
reconfiguration is a reflection of how ecosystems and water Natural Resource Management (NRM) committees to develop
health considerations should be integrated in all programmatic land use norms and establish peace-building mechanisms provides
focus areas along every step of the emergency to development a strong experiential base to bring relevant lessons to the policy-
nexus. Whilst some adaptive, absorptive and transformational making process. SomReP is scaling innovations by consortium
activities are designed to take place sequentially, in reality many members, such as World Vision’s patented Pastoral/Farmer
happen in parallel. together they form the basic building blocks Natural Resource Management approach in locations throughout
which promote economic growth while maintaining a sustainable Somalia and Somaliland. SomReP will partner with relevant line
resource base. (Figure 8: The SomReP Strategy Evolution). ministries, academia and communities who support ecosystems
to scale best practice.

Figure 8: The SomReP Strategy Evolution

34

Background 40

Since the 1990s, there have been a number of severe droughts playing an important role as income-earners; they have access to
which have triggered displacement. In 2018, the number of food through expensive volatile local markets and/or consume
displacement affected people stands at 2.1 million61. Many of food outside the house; they often have limited access to formal
the displaced belong to marginalized groups who in particular and informal safety nets63.
have suffered disproportionally from famine62(during previous Since inception, SomReP has targeted displacement affected
episodes). The vulnerability profile of urban families, especially populations in peri-urban locations such as Baidoa and Dollow
IDPs is different than their rural counterparts: the structure of contributing to Section 9.5 in the National Development Plan64.
urban households differs with higher dependency ratios; many are
highly reliant on precarious informal employment, with women

Urbanization and Alignment with Durable Solutions in National Development Plan

NDP Strategic Goal II: “To create opportunities for IDPs Active participation in community decision-making bodies and
and refugee returnees to participate in public affairs and most advocacy efforts will empower new arrivals to engage with civic
importantly in decision-making pertaining to their own future, affairs and speed integration with host communities.
such as local and urban development processes, and remove NDP Strategic Goal III: “To systematically enhance the
obstacles to such participation.” absorption capacity of basic services for IDPs and returning
When implemented in peri-urban environments, SomReP targets refugees, enhance access to affordable housing and land as well
host and IDP communities. Consortium members engage as to vocational skill and professional development and facilitate
returnees and refugees employing the same Community Driven and diversify access to employment sectors and labor market.”
Resilience approach and undertaking participatory assessment The program supports IDPs entry into economic opportunities in
and planning process used in rural locations. The program’s urban settings through: (i) active case finding of new-arrival IDPs
CAAP development process engages host and displacement- who hail from SomReP-supported rural villages for participation
affected populations in the planning of development action in livelihood diversification activities; (ii) vocational training and
plans to enhance community resilience. Community Action job placement activities; (iii) formation of saving groups, business
and Adaptation Plans (CAAP)s are foundational development development training, business facilitation, grants and/or loans to
planning documents and assist communities to identify both start/develop entrepreneurial activities (iv) networking groups
productive assets and basic services which will support their of savings groups into Business Councils and linking them with
integration and resilience. All groups participate in thematic formal finance (vi) formation risk-sharing mechanisms such as
institutions supported under the SomReP design: Natural producers/marketing groups providing access to higher levels of
Resource Management, Early Warning, and Village Development investment capital to grow business. Many livelihood approaches
Committees. Both IDP and host communities participate in developed under SomReP have become standard practice in
Participatory Monitoring Reflection, Evaluation and Learning Durable Solutions programming in urban setting.
(PMERL) process and are able to provide their feedback on how During rapid onset displacement episodes, SomReP will trigger
accountably, transparently and effectively SomReP members and its Crisis Contingency Pool Fund to support target communities
community leaders have delivered against plans. SomReP trains who have been displaced or provide assistance to new arrivals
saving groups members (most of whom are women) in life skills in program villages, providing cash and other forms of assistance
and leadership, equipping them with capacities to participate in to save lives and discourage the adoption of negative coping
civic affairs. CAAPs will form the foundation for site level planning strategies.
and communities will be trained in Community Voice in Action
methodology to equip them to advocate with government and
NGOs for provision of basic services within their community.

Multi-Sector, Multi-Method, Multi-Actor, Multi-Location Approach

The program also aims to strengthen rural to urban linkages along out-migration during the drought) located near important peri-
primary and secondary trade corridors through the development urban centers supports the establishment of enabling conditions
of the agricultural value chains between hinterland locations for productive livelihoods which can catalyze safe and dignified
where production occurs (and where SomReP rural programs return for those willing and able.
are implemented) and urban centers where aggregators, pre- SomReP facilitated Community Action and Adaptation Plans
processors and buyers reside.The program will specifically target (CAAP) are foundational planning documents to identify key
IDPs in urban environments who hail from SomReP target rural development priorities, equipping communities concrete plans to
villages to participate in vocational training, savings groups and approach other NGO actors, UN and government to support
business development activities and facilitate them through basic service provision. SomReP cannot do it all, and therefore,
loans/grants to develop agri-business linked to their hometowns. seeks to develop collaborative relationships with other NGO and
SomReP’s recovery programming in hinterland villages (areas of UN actors to ensure that a scalable social safety net and basic

61 2018 Somalia Humanitarian Response Plan, OCHA Somalia
62Targeting in Complex Emergencies: Somalia Case Study, Feinstein International Centre, S. Jasper & D. Maxwell.
63 Adapting to an Urban World: Urban Case Study Somalia, Margarita Lovon, Food Security Cluster, Somalia 2015
64World Vision End of Project Evaluation Report, Government of Germany-funded Baidoa Shelter Project, 2018

services are available for target IDP communities, coordinating 41
within its own membership and/or advocating with other members facilitated the formation of savings groups amongst the
services providers to establish these services, therefore securing shelter recipients and provided grants to support small business
equal access health, water, and protection interventions. In development. Newcomers secured title deeds, received shelter
2017, SomReP coordinated consortium members in support of and were equipped with new skills and capacity to integrate to
reintegration of Kenyan returnees. SomReP members identified new setting. SomReP will continue to identify these collaborative
eligible households through the program’s participatory rural opportunities within its own membership and others to target
appraisal process and referred them to a shelter program livelihood, safety net and governance building programming to
implemented by another Consortium member. Later, SomReP assist IDPs, refugees, etc. to develop new skills and networks to
integrate in urban locations.

Saving Groups: Pathway to Economic and Social Empowerment for New Arrivals

SomReP implements activities to develop and enhance self- hygiene practices, negotiation, risk-informed life-planning, public
help mechanisms such as saving groups. Saving group provide speaking which can help them adjust to living in a new location.
important psychosocial benefits for participants, helping them Skills training through saving groups also provide members with
build bonding and bridging capital to support their integration. skills to participate in civic affairs. Whether as buyers or sellers,
Multi-step, multi-year investments through saving groups have participation in market activities provides avenues for interaction
proven particularly effective at lowering barriers for market with host community and pathways to integration (Figure 9:
entry. Saving groups serve as platforms for behavior change SomReP Economic Graduation Pathway)
where participants can receive training on good nutrition and

Figure 9: SomReP Economic Graduation Pathway



43

Background populations active participation in planning and implementation
and undertakes affirmative actions to facilitate their participation
SomReP aims to target the most vulnerable to participate in when necessary. SomReP will strengthen its efforts to identify
project activities with a special emphasis to support women the barriers for people with disabilities and empower them to
and youth. The program engages communities in participatory become activity agents in their own development.
processes to identify groups and analyze barriers to their
participation in programs. SomReP encourages vulnerable

People With Disabilities Factors affecting disability prevalence in Somalia include:
• Ongoing conflict which has left people with physical and
As people with disabilities are a much marginalized and largely
invisible group within Somali society, in order to meet the goal psychosocial disabilities, resulting from violence, sexual
of increasing resilience of the chronically vulnerable, the program violence and displacement68.
needs to ensure that this group is specifically targeted for inclusion. • Somalia has one of the highest rates of both infant and
There is no reliable data on the number of people with disabilities maternal mortality in the world, and there are impairments
in Somalia65, so estimates must be drawn from what is known in mothers and children due to difficult births unattended by
about global prevalence and the context of Somalia as a country health professionals, such as fistula in women and cerebral
affected by ongoing conflict and low human development rating. palsy in children69.
WHO66 estimates 15% of the global population has a disability and • The breakdown of the health system has resulted in soaring
that 80% of those people live in developing countries. It is likely rates of both communicable and non-communicable diseases
that Somalia’s rate is closer to 20%, and that most families will have and a rise in the incidence of disability caused by preventable
at least one member with a disability67. diseases such as polio70.

Discrimination and Stigma People with intellectual or psychosocial disabilities fare especially
badly, they face “a high level of discrimination and abuse, arbitrary
People with disabilities face higher prevalence of discrimination detention, forced medication and the lack of care and support
and violence in Somalia71. Women with disabilities in particular, face means people with severe disabilities are often chained up at
higher rates of sexual violence than women without disabilities, home”75. There is limited cultural understanding of disability in
due to their vulnerability and cultural factors such as forced early Somalia, with often only people with physical impairments being
marriage72. considered ‘disabled’. The term “walaan” is used for people with
The absence of healthcare or a social protection system, coupled severe intellectual and psychosocial impairments and has strong
with a lack of educational opportunities, has further marginalised negative connotations76.
people with disabilities, making them dependent on others for Additionally, people with disabilities have largely been left out of
care, or forcing them into negative coping mechanisms such as humanitarian assistance in Somalia, with a lack of access to support
begging73. There are also reports of people with disabilities being for internally displaced people (IDPs) for example, having assistance
targeted by Al-Shabab for recruitment as suicide bombers with stolen from them and forced evictions due to discrimination from
promises of support to their families after their death. The most at other IDPs77.
risk of marginalization and exclusion are the 2-3% of people who
have moderate to severe disabilities74.

Legislative Framework Road Map for Somalia’s commitments to disability79.The lack of
recognition in legislation and implementation of these frameworks
As in any conflict affected context, Somalia’s civil society is is acknowledged by the government80, however change is slow to
fragmented and lacks support, however there are pockets of come in a country with so many competing priorities.
strong disability advocacy within Somali society. These advocate Another contextual factor to bear in mind is the lack of consultation
groups and individuals have been instrumental in pushing for law with people with disabilities in matters which affect them: “There
reform and improvements to the rights of people with disabilities78, are no legal provisions mandating the representatives of persons
Somalia’s recent signing of the Convention on the Rights of with disabilities to participate in policy making…Disabled people’s
Persons with Disabilities (CRPD) is testament to that. However organisations are never consulted, when laws and regulations with
there is more that can be done to fulfil its national commitments a disability aspect are being prepared.81”
to disability inclusion as outlined in: the federal constitution,
the Somaliland and Puntland Charters and the Human Rights

65SIDA, 2014, Disability Rights in Somalia 71Ibid.
file:///C:/Users/Guest%20Room/Downloads/SIDA%20Disability%20rights%20in%20Somalia%20 72Rohwerder, B. (2018).
factsheet-%202014.pdf 73Rohwerder, B. (2018).
66WHO, 2011,World Report on Disability 74Ibid.
http://www.who.int/disabilities/wor ld_repor t/2011/repor t.pdf 75Ibid. p. 16.
67Rohwerder, B. (2018). Disability in Somalia. K4D Helpdesk Report. Brighton, UK: Institute of 76HI, 2018.
Development Studies 77Rohwerder, B. (2018).
https://assets.publishing.ser vice.gov.uk/media/5a744dbded915d0e8bf188ec/Disability_in_Somalia. 78Ibid.
pdf; SIDA, 2014, Disability Rights in Somalia 79SIDA, 2014.
68SIDA, 2014. 80Save the Children, 2016.
69Ibid. 81SIDA, 2014
70HI, 2018.
36

Disability and Gender 44
In addition to ensuring that people with disabilities are generally with disabilities. While women are also often primary carers
targeted, as women and adolescent girls with disabilities often and therefore have additional duties which can keep them from
lack educational and livelihood opportunities and are entirely pursuing livelihood activities, those with disabilities are even more
dependent on others or on negative coping mechanisms, such as disadvantaged. As such, the targeting strategy must be sufficiently
begging or early marriage for support the program must ensure inclusive as to ensure equal access to the benefits of gender
that the strategy specifically targets women and adolescent girls specific activities for this specific group.

Approach to Inclusion & Participation

People with disabilities are a specific marginalized group. People SomReP aims to support people with disabilities through
with disabilities are rarely considered or included in mainstream the following steps (i) identify barriers for their participation
economic empowerment programs, largely based on false in opportunities, (ii) coordinate with Disabled Person
assumptions relating to their productive capacities, barriers to Organisations(DPO); (iii)identify and enroll them to participate in
accessing skills training and discrimination by a range of market the project activities suitable to their capabilities; (iv) enable them
actors. As a result of this, people with disabilities continue to to participate through the provision of technologies and access to
experience higher levels of poverty than most other groups and services to augment current capacities; (v) promote affirmative
are often relegated to low-status or low-paid work, or expected to actions at community level to ensure their involvement in planning
be dependent on social protection payments or other household of and participation in community initiatives; (vi) advocate and
members promote awareness raising at community level and during policy
formation to ensure their needs and concerns are addressed.

Figure 10: SomReP’s Approach To Persons With Disabilities

37



46

Governance and Capacity Building Strategy

SomReP’s program design is already well-aligned to the Somali revenue under the Somali Compact83. Equally, the program will
Federal Government development planning processes. Moreover, advocate with government to ensure sound plans, strategies
SomReP and other resilience actors have developed a framework and policies are in place to support aims of the overall SomReP
for collaboration whereby key areas of joint action and alignment program.
of approach have been identified. (Annex III: SomReP Alignment
Strategic Government Frameworks & UN and NGO Efforts). Working with Communities
At the Member State and national level, engagement with respect to Using the principles developed in World Vision’s Community
policy development will be managed by the SomReP Technical Unit, Voice in Action tool84, the program will link communities
working with identified agencies with mandates in the resilience and to local governments to allow their direct engagement and
productive sectors. Positive Deviances noted the importance of a advocacy.Amongst both rural and urban communities, (including
culture of preparedness and savings as a key to their successes in displacement-affected communities), Community Action and
sustaining wellbeing during the 2017 drought82. District level activities Adaptation Plans (CAAP) will form the foundation upon which
will be focused on enabling and encouraging groups to manage IDPs and host communities advocate for basic service provision
resources (ecosystems, savings, knowledge, and information) as well and other development actions important to building resilience.
as increase delivery of key services from present levels. Training Community-based Early Warning Committees will target
activities will target specific areas which can either enhance or hinder government and NGOs to support response and recovery
resilience at community and household levels based on appropriate actions in the event of shock.
capacity at the institutional level. These include community
management, community-to-community relations, rangeland Leveraging and Linking Efforts Over Time
management, natural resource management, social inclusion (e.g. of SomReP recognizes that some past capacity development
persons with disabilities, minority clans, women, etc.) and conflict efforts by NGOs may have had limited success due to the short
resolution. In line with these trainings, support will be provided to duration of the humanitarian project these efforts were part
assist institutions in the technical provision of key services, as well as, of. SomReP will take full advantage for its multi-year program
the management and monitoring of them. length to plan and implement phased activities aimed at building
lasting capacity within these local government ministries and
Working with Government civil society structures. Also, as all the SomReP partners have
Where service provision is required, SomReP will second staff from existing programs within the districts they will be working
relevant line ministries to be part of the direct implementation of in, these activities will be designed to complement existing
relevant project components, with technical and resource support programs, in order to increase the sustainability of the activities.
provided by the SomReP agencies. This approach will allow the Most importantly, SomReP acknowledges that fostering enabling
identification of key government staff who can be “goal owners” conditions require a large-scale investment of decades rather
for critical activities and will be provided targeted trainings and than years, and will target its activities under result 4 to ensure
close monitoring and supervision as they implement activities. The integration and complementarity with other ongoing capacity
program will advocate to the government to ensure, where possible, building efforts by a range of stakeholders.
budgetary support is planned to ensure the sustainability of these
activities, especially with the anticipated increase in government

82Somalia Resilience Program (SomReP). Positive Deviance in Somalia:What are some households
more resilient than others? September 2018

83The Federal Republic of Somalia:The Somali Compact
84World Vision, Citizen Voice and Action: Guidance Notes,2009