SomReP Strategy

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Implementation Risk Potential Adverse Risk Level Risk Treatment Responsible
Contingency funds are Impact Medium
directed less needy and to Resource unavailable to Binding MoUs will be put in place SomReP Technical
actions outside the scope of support most with responsible community Unit, CM and
contingency plans vulnerable during times committees. SomReP Technical responsible
of crisis, erosion of Unit will develop guidance and community and
Social fund and contingency confidence in CMs will build the capacity of government
resources are diverted to community institutions responsible community counterparts
other purposes besides committee to manage
community self-help actions community resources in a
and crisis modifier activities transparent and accountable way.

Only (pre-selected) responses
linked to specific triggers and
detailed in Menu of Actions
within contingency plans will be
eligible for financing. CM staff
will facilitate communities to
undertake a transparent,
participatory and inclusive
beneficiary selection process
based on easy to identify,
indicative indicators. CMs will
facilitate Early Warning
Committees to undertake
transparent procurement
procedures for contracting of
service providers to aid in
response: water trucking,
vendors, etc.

Resource unavailable to Medium CMs will monitor the use of SomReP Technical
support most resources in-line with World Unit (Regional Risk
vulnerable during times Vision’s Risk Management Management Unit
of crisis, erosion of procedures and other relevant and members
confidence in guidance. Relevant government
community institutions line-ministries (NADFOR and
NERAD) are aware of
contingency plans and participate
in the monitoring of contingency
actions.
Social funds will target
communities where: (a.)
Communities with a mature
VSLA program: (i) VSLAs
functional for at least 12 months;
(ii) VSLAs which have developed
their own internal, functional
social fund and have strong by-
laws to manage it (iii) and
members have good repayment
history; (b.) Communities with
established Social Affairs
Committee with strong by-laws
and representation by VSLA’s,
Early Warning Committees and
Village Development Committee
members, as well as,
endorsement by the District
Commissioner.

Community Social support will
be determined by the Social
Affairs Committee on agreed-
upon vulnerability criteria,
number of vulnerable households

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and available funding (the amount
of 50 USD per household / per
month should not be exceeded).
The level of contingency support
will be determined by the
projected costs of various
actions established in the
CBDRM-EW/EA contingency
plans drawn from the Menu of
Actions and the availability of
funding.

Partners regularly monitor how
Social Affairs Committee
distribute Short Term
Employment opportunities. The
SomReP SAVIX monitoring tool
tracks social support
contributions at group level.
SomRep staff will monitor how
the Social Affairs Committee is
providing support to the social
fund (all processes) and to the
contingency fund. SomReP will
also capture how VSLAs provide
support to the social fund
scheme (1% of contributions)
and to the contingency fund.

Funds provided Business High defaulter rates Medium Agency will capture how those Business Councils,
Council to establish hurt household contributions support early Saving Groups,
revolving fund are not resilience and erosion action and post shock recovery Members staff and
awarded through a of trust in savings efforts in quarterly reports SomReP Technical
transparent, rigorous and mechanisms amongst Unit
accountable manner participating groups and Only mature Saving Groups (having
banking institutions completed the first cycle: 9 to 12
months) who have good repayment
track record and established by-laws
will be encouraged to participate in
revolving fund.

A two-tier business plan vetting
procedure will be established. Loan
applicant’s business plans are first
vetted within their own Savings
Group. Criteria such as repayment
history, membership duration,
strength of the proposed business
plan, existence/capacity of guarantor
will be assessed. Savings group
members will have received Business
Develop training and have the skills
to assess strong business plans.
Successful business plans will be
forwarded to the Business Council
(BC). The BC is made up of
members of all the participating
Savings Groups. The BC will assess
the viability of the proposed business
plans and the loan history of the
applicant to determine if they can
support the larger scale loans. The
maximum amount awarded to
applicant will be capped at USD
1000. Failure by an applicant to
repay a loan will negatively impact
the ability of other members from
the Saving Groups to access loans
through the revolving fund (thus,
creating strong peer pressure to
repay loans);

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Agency staff will regular monitor the
performance of revolving funds to
gauge their performance (and the
performance of their participating
Savings Groups)

Grants to producers, pre- Business support does Medium Value chain analysis will inform what Consortium
processors, marketing not lead to more types of groups to be targeted. Member, SomReP
groups, small-scale value- resilient and profitable Where possible, SomReP members Technical Unit and
chain actors are not middle-value chain will engage with relevant line group leadership
awarded through a actors. Process is ministries to identify established Implementing
transparent, rigorous and perceived as biased, groups who meet the criteria. agency, CM,
accountable manner eroding the confidence Group(s) will develop business plans relevant government
of community in which detail how the capital item will ministry
SomReP program and improve capacity. Business Plans to
undermining pro-poor be vetted by technical persons of the
intent of the activity Consortium Member (CM) and
(where feasible) by SomReP
Start-up funds provided to Start-up funds are Low Technical Unit staff members to
business training institute directed to non- gauge its viability of business. CM
graduates to diversify innovative business and group will open a joint account
income streams for recently plans and do not result at a local financial institution. Upon
displaced target wrong in diversification or verification that the group has
people and are not awarded creation of alternative deposited matching fund, CM will
in a competitive and revenue streams for deposit grant of up-to EURO 1,500.
transparent way target groups. Non- CM will facilitate group to procure
competitive/transparent capital good, mentoring them on
award process fails to own procurement procedures,
inspire motivation in assessing value-for-money, efficiency,
business venture and/or appropriateness to context capital
is perceived as biased, asset. CM and group will assess
eroding confidence of multiple quotes from various
the students and suppliers. Release of money to
government in program supplier of capital item will involve a
signature of the group designee(s)
and staff member from CM. CM,
Technical Unit and relevant
government ministry staff members
will monitor business performance
and develop case studies highlighting
success practices.
Relevant government ministries and
implementing agency will identify
IDPs who hail for target villages.
Implementing agency will cross-check
with CM to confirm that IDPs hail
from target villages. Business plans
will only be considered for graduates
of the Business Training Institutes
Only course-relevant business plans
associated with
marketing/advertising, media,
internet, and building rural/urban
value chain linkages will be
considered for grants.

Business Council consisting of a local
entrepreneurs, sector specialists,
government staff from Ministry of
Labor and Ministry of Education
department of TVET , Shaqadoon
staff, and bank representatives will
make the final selection of successful
groups of graduates. The selection is
based on:
*sound business plan including
market analysis, suggested business
model, cost & profit plan
* best business pitch: presentation
skills,
* location of the business: how it
relates to targeted villages.

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Grant/loan of up-to EURO 5,000 will
be awarded. 30% will be grant while
70% will be loan, repayable to the BC
account to be used for other
grants/loans to participating
members.
Implementing agency will monitor
entrepreneur’s performance,
undertaking tracer studies to gauge
viability/success and register if they
have employed other youth.

Collaboration Arrangement Risk Management

SomReP aims to collaborate with others to achieve its resilience through their contractors for water points identified through
goals.This means partnering with others to delivery components of Community Action Adaptation development planning process .
intervention. For example, SomReP has collaborative relationship There are specific types of reputational, technical compliance, and
with FAO whereby SomReP mobilizes its communities whilst financial risk associated with these collaborative arrangements
FAO delivers seeds, tools, etc. to farmers and/or constructs water which must be addressed.

Implementation Risk Potential Adverse Risk Level Risk Treatment Responsible
Other-party contractor Impact Low 1. SomReP TU focal point SomReP TU
comes from a rival clan and SomReP’s reputation is participates in tender committee;
upsets community who damaged due to 2. SomReP TU focal point
blame SomReP partners, performance of other embedded in FAO engineering team
endangering the SomReP party’s performance.
partners prescience and
hampering community
ownership of assets.

Government ministry/LA TOR, BOQ, etc.- Medium 1. Other-party contracts to dictate SomReP TU
does not agree to technical leading them to halt contractors use local labor; SomReP TU
specifications proposed by works, angnering the 2. SomReP partners aware of
Other-party community and/or hold contractual arrangements between
team/contractor SomReP partners Other-party and contractor, have
Construction (e.g. water accountable to mechanism to report compliance
points development) does repair/upgrade failture to Other-party;
not take note of GBV and structures after the end 3. Other-party and SomReP sign
people with disabilities of the project. MoU committing to resolve
considerations contractor issues jointly
Women/girls exposed Medium 1. GBV assessment for every
to increased risk of proposed site;
violence and disabled 2. Protction indicators injected in
unable to access points PDM to gauge community
perceptions;
3. Community sign-off and
commitment to provide for safe
access to all;

A cost overrun/ Non-functional water Medium 1. Detailed designs and costing and SomReP TU
cost increase/ budget point developed. engagement of quantity surveyors
overrun leads to SomReP is held when required;
overexpenditure in the responsible for poor
project due to quality implementation 2p.oMssairbkleetbsoutrtvleenyescaknsdthidaetnmtiafiyc!aatfifoenctof
unexpected costs incurred in by government and
excess of budgeted amounts community. supply of project inputs.
due to an underestimation of
the actual cost during
budgeting.

Due to poor collaborative . SomReP partners are Low 1. Strong collaborative agreement in SomReP TU
framework, other-pary perceived as dishonest, place with clearly defined activties for
inputs are poorly, disrespectful, or both parties (Other-party and
coordinated, constructed or incompetent SomReP) with SomReP partners
undertaken in a way that playing roles during key milestones
fuels distrst to ensure quality, context-sensitive
implementation

101

Funding Gap as a Potential Risk and sequences different donor investments in target locations
overtime to ensure all necessary interventions take place to
SomReP does not consider its current funding gap as an anticipated improve resilience of vulnerable households. Thus, district by
risk to the program. This is because the SomReP consortium is district, funding dollar by funding dollar, SomReP is positioned
structured to implement its full program-improving the resilience to demonstrate results, generate key lessons learned, and build
83,694households in 27 district- one district at a time, as donor resilience among beneficiaries in that locations.
resources become available. In most cases, donors target specific
districts and include all five Result Areas. The program layers

Security Risk Mitigation trends appear and appropriate security strategies and Standard
Operating Procedures (SOP) are put in place to address these risk.
Security remains a key constraint to operating humanitarian SOPs have been established for vehicle and personnel movement;
and development programming in Somalia, particularly in South communications; static and escort guard force management,
Central. Consortium members exercise a joint approach to safety information security; check points and roadblocks; site selection
of their operations in the proposed areas of implementation and physical security; and vehicle breakdown. SOPs dictate the
despite slight differences in organizational security standards. All use of armed escorts and alternate means of communications;
Consortium members have professional security personnel who establish no-go areas, security timing and minimum requirements
continuously monitor the security situation. The SomReP TU’s for staff training and security equipment.
field-level staff (north and south) are in constant contact with Contingency plans are in place for security-related evacuation,
implementing partners and are kept abreast of changing security temporary program withdrawal, hibernation, vehicle hijacking,
circumstances which might impact program performance. All assault, road traffic accident, cash loss, arrest or detention,
SomReP members are in contact with the NGO Safety Program public unrest, death of staff members, abduction and kidnapping,
and UN Department for Safety and Security (UNDSS) and share communications breakdown, medical evacuation of individual
information and liaise with these entities as need arises. Security staff member, banditry and events associated with being caught
protocols for each area are dictated by the Security Management up in cross-fire between opposing groups. The Security and
protocols of the implementing member as dictated by the Contingency plans are updated regularly and according to
prevailing security risk levels in the operational areas. changes in context or geographical locations of project sites. All
Each partner has a context specific security plan for the regions staff (national and international) are briefed on current security
and areas of their operations. The plan includes contextual analysis, situation and standing security protocols and trained accordingly.
threats, vulnerabilities and risk analysis, risk mitigation measures
and contingency planning. Security risk assessment are conducted
on a regular basis by SomReP members, especially when new

Access and Diversion of Risk Studies A key risk that will be assessed in each access study in the potential
diversion of program resources. After gaining a more in-depth
As part of a strong risk mitigation and monitoring process, the understanding of the diversion risks in each area, a detailed risk
consortium- in close consultation with the communities- will management plan will be developed to mitigate these risk. The
undertake independent access and diversion risk studies in South plans will include the use of third party monitors and community
Central Somalia. Leveraging the best-practice methodologies monitoring, as well as mechanisms for financial and compliance
developed by DRC, SomReP will undertake access studies monitoring, but will be tailored to the specific risk profile in each
where donors and/or Steering Committee member perceive setting and shared with donors as part of the inception period of
excessive risk. Conducted by experience consultants, the access new district start-ups. The SomReP Technical Unit will monitor
study will start with a desk review of issues pertaining to security, the plan of each member. When working through local partners,
relations with local power structures, existence of local militia, strong due diligence will be undertaken as part of the risk
and clan structures. Phase 2 will involve a more in-depth analysis, management plan, including Blocked Party Screening and capacity
completed by triangulating the information with field-level visits assessments to ensure allocated resources are used optimally by
and consultations across a broad range of stakeholders and the intended recipients.
general population. The final report will include recommendations
of which areas of a given district are likely to allow reasonable
access to program agency staff (and/or local partner staff) for
implementation of SomReP.

102

Assumptions

SomReP has undertaken an analysis of assumptions for the goal of the program and each result area.

Figure 23: SomReP Community Action Adaptation Plans 103

104

Figure 24: SomReP Social Affairs Committee

105

Figure 25: SomReP Livelihood Diversification Pathway

106

Figure 26: SomReP Food & Security Pathway

107

Figure 27: SomReP Natural Resource Management Pathway

108

Result Areas Theory of Change (TOC)

As part of the strategy reflection process, the SomReP developed absorptive, adaptive and transformative capacities of household
Theories of Change for the new Result Areas envisioned in and communities by addressing “Push-Pull” factors to improve
the Phase II design. These have informed the program’s overall food security and to promote sustainable economic growth.
Theory of Change which foresees further strengthening of the

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

Theory of Change Statement

The Theory of Change (ToC) underlying SomReP absorptive capacity strategy at impact level is that (i) if
HHs and communities have the skills and are empowered to undertaken vulnerability analysis (GCVCA and

EIA); linked with supporting government institutions and develop contextually appropriate strategies for risk
mitigation (anticipate, plan for and mitigate against shocks) (ii) if HHs and communities have active early
warning, early action systems linked with social funds, diverse funding self-help mechanisms, contingency
resources, and access to external Crisis Modifier or scalable safety net mechanism (iii) and if women, youth,
marginalized groups have access to savings and loans schemes linked with formal financial services,
empowered to form business councils and trained on good nutrition, hygiene and life skills practices--then,
HH and communities are empowered to make risk informed decisions to preserve resources (saving, credit,

animal, food, pasture, fodder and water) and meet their own needs during times of crisis --as a result,
improved absorptive capacity of HH and communities through collective action in support of effective

disaster risk management, adoption of positive coping strategies and improved access to formal and informal

safety nets

Outputs Outcome Impact

(If) HHs and communities have the HH and communities are
skills and are empowered to empowered to strengthen self-
undertaken vulnerability analysis help mechanisms, make risk
(GCVCA and EIA); linked with informed decisions to preserve
supporting government institutions and resources (saving, credit,
develop contextually appropriate animal, food, pasture, fodder
strategies for risk mitigation and water) to meet their own
(anticipate, plan for and mitigate
against shocks) needs during times minor
shocks and have access to
HHs and communities develop own external resources during major
contingency resources, buffering shocks.
mechanism (insurance) have active
early warning, early action systems
linked with community fund, and
external funds through diaspora
funding platform, “Crisis Modifier” or
scalable safety net mechanism

Women, youth, marginalized groups Improved capacity of
households to implement
have access to savings and loans effective disaster risk
schemes, trained on basic business management and positive
skills and linked with formal financial coping strategies to mitigate
services, including mobile money; the immediate effects of
empowered to form business councils exposure to shocks
(revolving fund mechanism); and
trained on good nutrition, hygiene and '

life skills practices; start-up capital for
business provided and best performing
VSLAs recognized so that they
contribute to community self-help
mechanisms

"

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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
Theory of Change Statement!
The Theory of Change (ToC) underlying SomReP productive sectors strategy at impact level is that (i) if
producers employ climate-smart technologies; rehabilitate/construct and maintain productive assets (e.g. water
infrastructure, fodder reserves, etc.); sustainable extension services strengthened; government ministries
capacitated to deliver mandates (ii) if : Local value chain in crop, livestock and fisheries are diversified and
strengthened; market information and agri-business management skills are developed amongst producer and
marketing and producer groups have the capacity to add value to their primary production (iii) and if diversified
employment and income opportunities are available for women, youth and marginalized groups through
vocational skills development in business, business facilitation provided, job placement services available,
provision for small medium enterprises development, and linked to informal and formal savings and financial
services; --then, producers will have increased crop and livestock production, a sustainable productive asset base,
healthy eco-system, information to make risk-informed decisions, increased contingency reserves to draw on
during shocks and make investments, diversified food and income sources, --as a result, improved adaptive
capacity of individuals (disaggregated by Age, Gender and Diversity- ADH), HHs and communities to improve
food security, diversified livelihoods and promote sustainable and equitable natural resource management.
Outputs Outcome Impact
IR 1: Producers employ climate-smart
technologies; rehabilitate/construct and
maintain productive assets (e.g. water Producers will have increased
infrastructure, fodder reserves, etc.); crop and livestock production, Result 2: Improved capacity of
sustainable extension services a sustainable productive asset individuals, households and
strengthened; government ministries base, healthy eco-system, communities to adhere to
capacitated to deliver mandates information to make risk- positive development
informed decisions, increased trajectories, despite exposure
IR 2: Local value chain in crop, livestock contingency reserves to draw to shocks and utilize strategies
and fisheries are diversified and on during shocks and make designed to allow adaptation
strengthened; market information and investments, diversified food to rapid and slow-onset
agri-business management skills are and income sources hazards
developed amongst producer and
marketing and producer groups have the
capacity to add value to their primary
production

IR 3: Diversified employment and
income opportunities are available for
women, youth and marginalized groups
through vocational skills development in
business, business facilitation provided,
job placement services available,
provision for small medium enterprises
development, and linked to informal and
formal savings and financial services;

110

Result 3: Improved capacity to engage in strategies for sustainable livelihoods and economic
growth to enhance food security and resilience !
Theory of Change Statement
The Theory of Change (ToC) underlying SomReP inclusive market systems strategy at impact level is that (i)
if Producers and equipped with skills and inputs to produce beyond subsistence levels; (ii) if producers are
brought together in producer and marketing associations with well-defined governance structures; provided

with business skills; linked to village savings and loan mechanisms and formal finance; commercial links
facilitated at local, district and national levels; out-grower and contract farming schemes facilitated; and
private network of input providers strengthened (iii) if entrepreneurial mid-level market actors in high
impact value-chains have access to matching investment fund; awarded through a competitive selection
process; and trained on sustainable business practices (iv) if middle-level value chain actors, traders,
aggregators, processors and service providers have their businesses registered and certified; aware of policy,
regulations and financial options; and have effective public, private dialogue on market barriers (v) if
producers and entrepreneurs have access to reliable and time early warning information and are taking
proactive measure to build up buffering capacities through development projects (vi) and if norms,
regulations support the sustainable exploitation of natural resource base--then, market-oriented Value Chain
Actors equipped with business skills and training to increase their capacity to engage more productively in

demand-driven economic opportunities in partnership with public and private market actors in an enabling

regulatory and policy environment, providing a diversity and quality of opportunities with lower barriers to

marke" and as a result; market systems are strengthened to increase income for pastoralists, agro-

pastoralists, and peri-urban groups with special focus on women, youth and marginalized groups and do not
damage the ecosystem and water system and are therefore sustainable.

Outputs Outcome Impact
(If) Producers and equipped with skills and
inputs to produce beyond subsistence (Then) Market systems are Result 2 Improved capacity of
levels strengthened to increase individuals, households and
(If) Producers are brought together in income for pastoralists, agro- communities to adhere to
producer and marketing associations with pastoralists, and peri-urban positive development
well-defined governance structures; groups with special focus on trajectories, despite
provided with business skills; linked to women, youth and marginalized exposure to shocks and
village savings and loan mechanisms; groups and do not damage the utilize strategies designed to
commercial links facilitated at local, ecosystem and water system allow adaptation to rapid and
district and national levels; out-grower and are therefore sustainable. slow-onset hazards
and contract farming schemes facilitated;
and private network of input providers
strengthened
(If) Entrepreneurial mid-level market
actors in high impact value-chains have
access to matching investment fund;
awarded through a competitive selection
process; and trained on Sustainable
Business training
(If) Middle-level value chain actors,
traders, aggregators, processors and
service providers have their businesses
registered and certified; aware of policy,
regulations and financial options; and have
effective public, private dialogue on
market barriers
(If) norms, regulations support the
sustainable exploitation of natural
resource base

111

Figure 28: SomReP Partners Operation Footprint

112

RESULT 4: Transparent and accountable government structures at community, district and national
levels to ensure an enabling policy and regulatory framework environment for sustainable livelihoods
and economic growth to enhance food security and resilience
Theory of Change
The Theory of Change (ToC) underlying SomReP’s transparent, effective and accountable governance strategy at
impact level is that (i) if village and district-level institutions are strengthened to plan risk mitigation strategies,
support resource sharing arrangements, and eco-systems management; empowered to effectively implement projects
identified in CAAPs and coordinate humanitarian and development action; and systems and processes established
which promote inclusive decision-making, transparency and hold duty-bearers accountable (ii) if citizens, local
government and organizations advocate for a supportive resilience policy framework; institutional capacity and
regulatory environment is well understood at sub-national level; dialogues between government, civil society, and
private sector facilitated; and support provided to local and district-level institutions to address policy and regulatory
gaps; (iii) if traditional NRM strategies are strengthened; communities supported to maintain and improve natural
resource base using climate-smart methods; facilitated to undertake community dialogue on conflict management;
water is accessible during dry seasons and drought, and management mechanisms are implemented and linked to
Private Public Partnerships, and district and national regulatory frameworks; and if Member State level ministries
develop enabling policies and frameworks to support sustainable economic growth and have the capacity to raise
awareness, monitor performance and enforce frameworks--then, citizens, especially women, youth, and marginalized
groups are empowered to participate in decision-making; village and district level institutions capacitated to plan and
implement projects in an effective, transparent and accountable way; coordinate humanitarian action; and have
mechanisms in place to resolve conflict and address policy and regulatory gaps to promote effective, disaster risk
management, inclusive economic growth and sustainable natural resource management--- and as a result;
transparent, effective and accountable governance structures strengthened at community and district levels to
promote inclusive decision making, responsive disaster risk management, enabling economic environment, promotes
sustainable natural resource management
Outputs Outcome Impact
(If) Village and district-level institutions are
strengthened to plan risk mitigation
strategies, support resource sharing
arrangements, eco-systems management;
empowered to effectively implement
projects identified in CAAPs and coordinate (Then) Citizens, especially
humanitarian and development action; and women, youth, and marginalized
systems and processes established which groups are empowered to
promote inclusive decision-making, participate in decision-making; Result 4: Transparent and
transparency and hold duty-bearers village and district level accountable government

accountable institutions capacitated to plan structures at community,

and implement projects in an district and national levels
(If) Citizens, local government and effective, transparent and
organizations advocate for a supportive accountable way; coordinate to ensure an enabling
resilience policy framework; institutional humanitarian action; and have policy and regulatory
capacity and regulatory environment is well mechanisms in place to resolve framework environment
understood at sub-national level; dialogues conflict and address policy and for sustainable livelihoods
between government, civil society, and regulatory gaps to promote and economic growth to

private sector facilitated; and support effective, disaster risk enhance food security and
management, inclusive economic resilience
provided to local and district-level
institutions to address policy and regulatory growth and sustainable natural
gaps resource management.

(If) traditional NRM strategies are
strengthened; communities supported to
maintain and improve natural resource base
using climate-smart methods; facilitated to
undertake community dialogue on conflict
management; water is accessible during dry
seasons and drought, and management
mechanisms are implemented and linked to
Private Public Partnerships, and district and
national regulatory frameworks

Annex XVII : Menu of Action

Level Level 0 Level 1 Level 2 Level 3
Normal Seasonal

Objective TRANSITION TO MARKET-BASED ACTIONS TO REDUCE LOSSES OR SUPPORT FARMERS TO SECURE OFF-FARM REDUCE HH EXPENDITURES
CROP PRODUCTION, MANAGE MAINTAIN VALUE OF CROP TO SOURCES OF EMPLOYMENT AS LONG-TERM
SEASONAL CHALLENGES AND PRODUCER
RISK REDUCTION STRATEGY
CHANGING CLIMATIC CONDITIONS

Early (Jilaal & Xagaa) Gu/Deyr Predictions Above/Below Normal Second consecutive poor season where: Third consecutive poor season or second
Action Actual Rainfall Above/Below Normal Gu/Deyr Predictions Significantly Above/Below consecutive significantly below normal
Trigger NDVI Above/Below Normal Normal where:
Actual Rainfall Significantly Above/Belown Normal Gu/Deyr Predictions Above/Below
Agriculture Grain Prices seasonally normal Post-Harvest price XX above normal NDVI Significantly Above/Below Normal Normal
Indicator Collapse (price/volume of sales) of local grain Actual Rainfall Above/Below Normal
markets NDVI Above/Below Normal
Regional grain market collapse
(price/volume of sales)

Originator Ongoing, progressive actions taken by Possible actions to be taken by SomReP Members
of Action Agricultural sector
Early
Actions Agronomy LEVEL O ACTIONS PLUS: LEVEL 1 ACTIONS PLUS: LEVEL 2 ACTIONS PLUS:
Weather/Rainfall ASSISTANCE TO MEET BASIC NEEDS
! Assess pros/cons of hybrid & inputs vs Close alignment to Social Protection actions
conservation systems ! Synchronise field planning with rainfall particularly Local Labour/Job Creation that can ! support Social Protection to target
variability (too much/too little) repair/improve/establish infrastructure of value to farming families whose fields have failed
! Labour saving options crop production and marketing (>60% below normal MT/Ha), who
! Self-learning - access social media, ! Support farmers to prepare for have not seized labour opportunities
second/third plantings Post-harvest Management and/or have not maintained income
Google etc. from livestock
Post-harvest Management ! Manage harvested crop storage to capitalise on
Soil/Water price spikes ! Consider seed fair or possibly seed
! adjust storage plans according to expected distribution
! topsoil depth, zero tilling, rotation, soil rainfall Marketing
quality (nutrient input, N to P imbalance, 113
nutrient mined soils restored) Marketing ! Analysis relative value of consumption vs sales
of harvested grain/produce
Weather/Rainfall ! Plan sales/transport with other farmers
! Plan with traders for crop ! Plan sales/transport to high value markets
! replanting strategies, ! Advocate for removal of all taxes
! varieties, varieties/volumes of sales, farm gate prices ! Work with traders (fuel, etc. rebates) to
! balancing hybrid/inputs gains with ! Negotiate with farmers/traders for
purchase from affected areas
potential losses, field management reduction of taxes for commodities
produced by most vulnerable farmers Agronomy
Marketing
Agronomy ! Plan seed re-purchase relative expected
! Farm-gate prices, post-season sales, fluctuations in seed prices
over-supplied markets, niche ! Assist farmers to plan to procure
opportunities, asymmetrical ToT inputs/seed for the next season (seasonal ! Anticipate seed fairs to help farmers restock
loans, savings mechanisms, etc.) with preferred seed/varities
Finance:
! mobile banking, mobile money, Pests/Weed Finance
numeracy
! basic business management skills ! Assess anticipated variation from norm ! Guarantee seasonal bank loans for certain
relative to expected rainfall – plan farmers
Pests/Weed purchases accordingly

Level Level 0 Level 1 Level 2 Level 3
Normal Seasonal

Post-harvest Management Agronomy

! storage options to maximise value of ! Pay farmers to learn progressive or different
harvest cropping opportunities, value chain analysis etc.

!
Migrant Labour Opportunities

! Life Skills training for living in Town
Skills Training for Urban Jobs

! Training on Sending Remittance, banking
Help underwrite costs of migrating to find
labour in towns

! Help identify labour opportunities in urban area

High Risk Groups: Households exclusively depending on crops (i.e. most likely those with 1 to 2Ha) for their income. Households unable to migrate or find seasonal labour elsewhere. NOTE: Households
with less than 1Ha, but where 50% or more of the income is derived small business or labour, livestock would not be considered high risk

Figure 27: Menu of Actions

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Kevin Mackey
SomReP Chief of Party
[email protected]

www.somrep.org

R

A Partner of:

[email protected]