39
48
Background
While SomReP will continue to work in the same thematic other actors all work inside a common framework for district
focus areas as during its first phase (2013 to 2018), it is also development, humanitarian response and resilience.
committed to ensure that multi-sector, multi-actor and multi- SomReP’s Multi-Sector, Multi-Actor to Regional Service Hubs
year resilience programing will be realized in each project approach is directly contributing to the Social Protection
location via support for the state and district government Model of the Federal Government of Somalia. This social
to plan, and that plans will be coordinated and implemented protection model focuses on service delivery, eligibility of
together with all actors. SomReP cannot do it alone and aims “free” access to those who are identified as vulnerable, as
to develop collaborative arrangements with strategic partners well as graduation process toward livelihoods, particularly in
to develop a roadmap towards a harmonized social safety rural areas85. Intentionally planning and collaboration between
net system for shocks response and a future social protection actors is not only efficient and effective programming, but also
system. Although SomReP will be directly implementing in bolsters psychosocial determinates of resilience. In the 2018
sectors of food security and livelihoods, disaster risk reduction, SomReP assessment, positive deviance reported awareness of
natural resource management, water and governance capacity- and access to NGO and humanitarian programming as a key
its support to government to manage resilience programming determinate of their perceptions of own wellbeing during the
will ensure that complementary programming in safety nets, drought of 201786.
education, health, nutrition and protection activities from
Bottom-up Planning In order for referral mechanisms to function effectively,
adequate monitoring and surveillance systems need to be
In order to cater for recipient populations with different in place to ensure that populations with differing needs are
requirements for assistance which span the spectrum from recognized and appropriately referred. SomReP will focus
interventions designed to immediately offset the effects of a on creating surveillance systems with appropriately designed
shock for extremely vulnerable populations to engendering thresholds which will indicate which activities are most suitable
economic opportunities, SomReP facilitates governance for the recipient population at a given time. Underpinning the
structures at community, district and Member State level to surveillance systems will be a data management platform with
develop plans and advocate for area based programs. harmonized datasets which will house the data for recipient
SomReP facilitated Community Action Adaptation Plans population’s household profiles, disaggregated by a unique ID,
(CAAP) form the foundation for area based programming. ascribed to each recipient and household. SomReP will assist
CAAPs will be coordinated with other actors’ plans and linked households to get IDs to access basic services.
to district-level planning. The program will first map existing Many of SomReP’s program take place in rural towns nearby
government and civil society structures at district levels, their important urban hubs. Layering of services in regional rural
capacity, and linkages with other NGO and UN capacity towns will provide services to large hinterland of villages and
building programs. The program will identify civil society actors farms. In addition to serving the SomReP beneficiary population,
supporting specific vulnerable categories such as Disabled these services will also be available to the IDP populations in
People’s Organizations (DPO) to leverage their knowledge to districts of high displacement.
assist in active case finding for inclusion in planning processes These services are designed to provide the hinterland with an
and project activities. The program will support communities enabling environment for productive livelihoods and access to
and government counterparts to map existing service essential basic services:
provision and to advocate for basic services to fill gaps in • Strategically located water points for improved water
health, education, water and sanitation and social protection.
The program will undertake various assessments (market, access in Jilaal dry season, accessible to all regardless of
socio-economic, water access, etc.) to improve understanding group affiliation and/or physical capabilities;
of dynamics impacting the development of sustainable systems • Agricultural inputs for each returnee family for at least
within district and further inform community and district-level two seasons;
planning to address gaps and barriers. SomReP will advocate • Short term employment through cash-for-work as
and plan, within its own membership and with other NGOs temporary income for farmers to sow their crops;
and UN agencies, to promote layering of projects in program • Primary Health Care services;
locations. To promote sequencing, the program will work with • Primary education services;
others to develop referral pathways, identifying vulnerable • Vocational training and job placement service for youth;
individuals and households in health, nutrition, and education • Safety nets (nutrition, food, and cash) for most vulnerable
programming and enrolling them in activities. Program will households.
further develop collaborative agreements with key groups SomReP will also link with governance capacity building efforts
such as the UN Joint Resilience Action (UN-JRA) members underway with the UN and others, bringing the program’s
to ensure a scalable social safety net is established in SomReP bottom-up approach to building community level institutions
locations. Equally, SomReP will refer its recipients to health, to inform and influence district and Member state level plans.
education, nutrition safety nets and IDP integration projects
of others such as WFP, World Vision’s Global Fund TB Control
program, ADRA’s Vocational training program, etc.
85Social Protection Policy – Consultation Workshop, Mogadishu, September 4th, 2018, Ministry of Labour and Social Affairs & Samuel Hall (funded by Government of Italy)
86Somalia Resilience Program (SomReP). Positive Deviance in Somalia: “Why are some households more resilient than others?” September 2018.
49
Figure 11: A Multi-Sector, Multi-Actor Area-Based Approch Strategy - Humanitarian And Development Referral Hubs
50
Community Level Government Institutions and visible groups to participate in these village-level institutions in
the planning and implementation of development and emergency
SomReP targets community institutions such Village Development, response actions. SomReP will pilot innovative financing mechanisms
Natural Resource Management, Early Warning, Water and Social through the diaspora and empower local institutions to implement
Affairs councils/committees to build their capacity to support their development plans accountably and transparently.
systems which underpin sustainable food security and enable
inclusive economic development. The program will introduce
positive disruptive affirmative actions to empower less powerful
Figure 12: Institutions and Structures Supported by SomReP
Village Development Councils/Village Committees: Water Committee:
The program facilitates this institution to undertake a Gender, Where SomReP develops water points for either human and/
Climate Vulnerabilities Capabilities (GCVCA) baseline assessment or productive purposes, it will support existing community
which analyzes how gender issues and climate change impact some management committees to develop mechanisms which ensure
groups ability to participate in economic and civil affairs, group/ sustainable and equitable exploitation of the asset.
actor canvassing, power mapping, wealth ranking, seasonal calendars, Early Warning Committee:
productive activities, common shocks/stressors and a range of The program will facilitate this institution to develop disaster risk
other factors and informs community development planning in the reduction plans and contingency plans. EWC members will be
Community Action Adaptation Plans (CAAPs). Actions envisioned trained to monitor indicators in their communities and prompt
in CAAPs will be financed through direct support from the SomReP early actions to protect resilience gains.
and/or crowd-funded diaspora contributions. The program will Social Affairs Committee:
build the capacity of Village Development Councils to transparently Drawn from members of the other thematic community groups and
and accountably implement development actions envisioned in participants in savings groups, the Social Affairs Committee will be
CAAP. (Annex XI: Community Action Adaptation Plans). facilitated to transparently and accountably manage the community-
Natural Resource Management Committees: level contingency fund which can be used to provide social support
The program reinvigorates these institutions through trainings to the most vulnerable and/or to undertake early action in the face
in climate smart conservation techniques, support to pro- of shocks. To empower women’s active participation in the SAC,
actively address resource-based conflict related to water and SomReP provides social grants to successful savings groups who will
rangeland use and linkages with state-level institutions mandated contribute this money to the community-level contingency fund,
to manage common pool resource. NRM committees support increasing resources for social support/response and enhancing
the development of disaster risk reduction plans and contingency women’s voice in how the community allocates resources during
plans. Peace Committees, which are established under the NRM times of stress (Annex VII): Social Affairs Committee.
(NRM) component leverage knowledge of factors of conflict and
local capacities of peace within and between communities and
to undertake dialogue to mitigate resource-based conflicts that
exacerbate the impact of the climatic shock.
52
Monitoring, Evaluation, Accountability and Learning (MEAL) Approach
World Vision is the Lead of the Consortium, hosts the Technical Community led monitoring through PMERL: Community
Unit (TU) and is responsible for DM&E, implementation and level monitoring and feedback mechanisms play a key role in
grants management. The TU is responsible for the identification, SomReP’s monitoring system.The program employs a Community
development, and mainstreaming of resilience technical approaches Driven Resilience approach, placing the community at the forefront
amongst implementing partners TU field-based Operational of design, implementation and monitoring their own development
Focal Points, Technical Advisors and M&E Managers provide priorities. Central to this is the Participatory Monitoring Evaluation,
training on and technical backstopping for the implementation of Reflection and Learning (PMERL) methodology which periodically
vulnerability assessments, disaster risk planning/management, and brings together diverse groups within communities to reflect on
pastoral, agro-pastoral and peri-urban livelihood approaches. The program delivery of the CAAP and actions undertake through the
TU is responsible for harmonizing technical approaches, facilitating Crisis Modifier as part of the Early Action System. These reflection
training for implementing partners, promoting real-time learning and learning events provide communities a forum to voice their
across members, leading the research agenda and ensuring overall opinions regarding SomReP activities, often leading to important
quality assurance for the program’s technical approaches. insights into how communities perceive the program’s effectiveness
(See Annex VI: Quality Assurance and Monitoring and Evaluation.) and inclusivity. Moreover, phone-based high-frequency monitoring
SomReP manages a unified M&E system to monitor quality will ensure Consortium members stay abreast of community
implementation, program progress and impact measurement perceptions and changing context. If and when inputs are distributed
and documentation. The Consortium is harmonizing the existing to recipients, an internal Post Distribution Monitoring (PDM) will be
program logical frameworks and indicator and evaluation datasets undertaken to gauge the effectiveness and appropriateness of the
to ensure comparability of results across program geographic inputs87. See Complaints Response (CRM) section for more details
regions. Context, process and results monitoring will be upheld on the program’s feedback mechanism.
and supported by the Technical Unit’s Technical Advisors and M&E The PMERL process includes; mapping key stakeholders and
Manager through quarterly visits to randomly selected project areas their strategic interests, deciding what to monitor, developing
to verify reported achievements and to support quality of program indicators, measuring baselines and assembling information, putting
implementation. Progress monitoring against results milestones will the monitoring plan together and matching it with the available
be reported quarterly reflecting gender analysis, age group and resources. It is worth noting that the PMERL does not replace the
location disaggregated data.This quantitative progress reporting will M&E process that SomReP members will need to follow in order
be supported by qualitative assessments of wider indirect impacts to meet the donor requirements, such as providing information
of program results on households, disabled persons’ participation in about the extent to which project activities and outcomes are in
programs, women and community relations. line with a logical framework (a tool widely used in project design
The program will use a detailed monitoring plan that applies to show how goals will be met). Findings from the PMERL process
standard approaches and tools that are developed and adopted will, however, provide valuable information for the M&E process,
through theTechnical Unit’s M&E management, effective beneficiary particularly on behavior change. Valuable learning will also be
accountability and use of technology for better and more accessible gained as communities systematically observe changes amongst
data. themselves, in their environments and amongst the institutions they
engage with. In turn, this learning will contribute to building adaptive
capacity, which is a key objective of community-based adaptation.
The diagram below shows the integration of PMERL in a project cycle, from analysis through to evaluation of the project’s success
in achieving its objectives88 .
Figure 13: PMERL Project Cycle Intergration
87This is an internal monitoring practice of DRC which has shown to be good practice.
88CARE International (2014): PMERL for Community-based Adaptation
53
Monitoring, Evaluation, Accountability and Learning (MEAL) Approach
Peer Review Learning: With effect from 2014, a more holistic basis in the form of a program performance management dashboard,
and cross departmental approach for peer review and monitoring providing Consortium-wide accountability across implementing
was identified in order to ensure cross organizational learning. The agencies and locations, and allowing operational or quality issues to be
new approach focuses not only on technical members of the peer addressed early. A program performance dashboard and newsletter
review team but also includes M & E and Grants staff. This will result will also be shared at the Consortium Steering Committee on a bi-
in more systemic capturing of learnings from the Consortiums seven annual basis.
agencies that can be mainstreamed. A cross sectoral team made ofTU Context Monitoring will be spearheaded by the M&E Managers
members will undertake periodic joint monitoring of specific partners. in the TU, liaising closely with members that have regular access to
Technical Unit Oversight: In addition to each implementing field-level information in their districts. Changes in context, whether
agency’s rigorous internal monitoring systems, the Consortium’s M&E related to weather, security, or other shocks, will inform and feed into
Managers,Technical Advisors, and Grants Finance Managers will make the program’s Early Warning System and be coordinated closely with
quarterly visits to randomly selected project areas to verify reported others in the humanitarian system (e.g. FSNAU, FEWS NET, etc.).The
achievements and to support quality of program implementation speed and integrity of data will be enhanced through use of automated
against result and outcome indicators, technical quality standards, data collection GIS-enabled android devices where security allows and
accountability standards, and financial standards. Findings will be use of a central server-hosted repository (for real time information
reviewed at the Technical Working Group (TWG) on a quarterly storage and queries).
Monitoring in Restricted Access Locations: Third Party Monitoring: External third-party monitors will be
commissioned and used every six months to independently verify
In many of the South Central Somalia districts where SomReP program progress.This would be in addition to any donor-funded and
operates, limited or irregular security access by senior or expatriate donor-required third party monitoring conducted in program areas.
staff requires additional mitigation measures to ensure means of Complaints Response Mechanism: Implementing members’
monitoring to ensure quality and accountability.The determination of existing feedback mechanisms will be complemented through the
“limited or irregular access” districts shall be made by the Steering establishment of a SomReP feedback system- this is particularly the
Committee in consultation with the implementing agency and case in areas of reduced and irregular access. SomReP will engage a
donors. Prior to starting implementation in these districts, SomReP third-party CRM service provider to manage the system and provide
agencies will commission an access study to assess security realities regular reports to field-level M&E and the TU leadership. SomReP
and key implementation risks. The findings will inform a detailed risk target communities will be invited to share their opinions, suggestions,
management plan for operations in that location, to include rigorous inquiries, aspirations, complaints and comments regarding program
and regular monitoring of performance indicators via additional quality, implementation, monitoring and evaluations, management of
means, including third party monitors. SomReP’s monitoring and resources through a confidential medium (SMS and voice calls). The
accountability practices for limited or irregular access locations are feedback is received in the mapping platform where it is categorized
informed by member agencies’ current policies and practices89 as and tagged to gender, age, location and nature of feedback. The
well as existing and recommended good practice outlined in the feedback is shared through a partner portal website to SomReP TU
Humanitarian Innovation Fund’s 2012 report by Tearfund on remotely and to implementing partners who are invited to provide responses
managed projects90. The measures below may also be utilized in and address issues. In a country where literacy rates are still very low-
atypical access locations to enhance the rigor of monitoring. it is important to have multiple communication channels available for
Frequency of Reporting: SomReP agency experience in Somalia, recipients. SomReP member agencies have found randomized calls to
as well as the Tearfund study91, finds that frequent and face-to-face recipients as an effective means of soliciting feedback and mobilizing
progress review meetings, as well as ad-hoc project meetings via communities92. SomReP’s third-party CRM provider will send targeted
Skype, is critical for underpinning the monitoring system in restricted voice messages (IVR) to recipients to solicit feedback directly and
access locations. Field-based SomReP Operational Focal Points meet inform them of key events in the programme (initiation of emergency
regularly with implementing partners, ensuring risk and performance response activities.)
challenges are quickly identified and addressed. Geo-tagged Photographs: Photos depicting project activities
Frequency and Rigor of Monitoring: In addition to regular will be requested from local partners or implementing staff, and
program monitoring by field staff, quarterly verification missions where security allows, be geo-tagged with GPS locations to prevent
will be undertaken by senior staff/operational focal points in each misrepresentation of accomplishments.
implementing agency, or by external third-party monitors should
access be restricted.
89DRC Monitoring and supervision in areas with restricted access for international staff. World Vision 92Direct phone outreach to beneficiaries has been found effective in Oxfam and DRC projects in Soma-
Somalia Summary of Partnering Process. Oxfam Remote Monitoring in Somalia. lia, among other partners. Oxfam found in 2010 baseline surveys in Somalia that over 50% of sampled
90Tearfund 2012.“Monitoring and accountability practices for remotely managed projects implemented households owned a mobile phone.
in volatile operating environments.” Report supported by the Humanitarian Innovation Fund.
91Ibid, page 40-41.
54
Quality Assurance The M&E technical unit will periodically (within 12 months prior to
the indicator data being reported externally) conduct an oversight
SomReP programming emphasizes Quality Assurance because it quality assurance process including; data verification, site visit to
is explicitly evidence based results oriented. Good data is needed verify information provided to the technical unit about activity
to inform the design of interventions and to monitor and evaluate performance. Review an implementing agency’s understanding of
the program’s progress toward defined targets and indicators. the indicator’s definition, data collection methodology, reporting
Ultimately, SomReP is committed to accuracy of information for chain, and supporting documentation. During a site visit, the M&E
purposes of accountability and more importantly, for use of quality team will also verify any monitoring indicator data collected and
data to improve programming. More specifically, the emphasis on stored or concerns beyond what the most recent data quality
evidence and results places data quality at the center of a project assurance revealed. The SomReP Quality Assurance process
cycle in which target setting and results reporting are strongly linked. is, therefore, designed to; verify the quality of the data, assess
In order for the M&E process to be meaningful and realistic, the the system that produces that data, and develop action plans to
quality of the data on which they are based must meet minimum improve on the M&E system.
standards of acceptability.
Figure 14: Quality Assurance Process Diagram is dependent on the underlying data management and reporting
The conceptual framework for the Quality Assurance process is systems; stronger systems produce better quality report.
illustrated above. Generally, the quality of reported information
Data Management Platform The principles behind the construction of the platform adhere to
those within the World Vision policies on data protection, privacy
For the purposes of monitoring the progress of the activities being and security (Annex IX: Data Management Platform)
implemented by the Consortium, the project has developed an
online data management platform. This platform is intended to
provide the implementers, donors, and partners (amongst the
many potential users) with the ability to access project data for
the purposes of analysis and progress towards intended outcomes.
45
Figure 15: SomReP’s cost per result area
34
61
Targeting Strategy were more likely to have regular communication with someone
outside of their village2 . The program will target IDP populations
To build resilience, communities must have access to range in urban locations who hail from hinterland communities where
of different livelihood activities, safety net programs and basic the program works- enrolling them in TVET and Savings Groups
services. SomReP’s geographic footprint is guided by the intent of and business development activities- to support rural families to
its members to make long term, multi-sectoral investments within develop off-farm income streams amongst their displaced family
specific districts. The programme’s emphasis on building the three members. Moreover, the program will continue to support
resilient capacities of absorptive, adaptive and transformative and the recently displaced- with special focus on women, youth
its ability to deploy its Crisis Modifier Pool Fund during shocks and persons with disabilities (women and adolescents)- to
makes it relevant in emergency, early recovery and development integrate in key market towns, supporting them to establish/grow
settings. entrepreneurial endeavours which strengthen the agricultural
SomReP members’ intent to reach the most marginalized and value chain and/or create new forms of business activity and
vulnerable groups continues to drive the programme to expand employment. SomReP’s prescience in villages which experienced
its geographic footprint into newly accessible locations in displacement in 20173, positions it to prevent further irregular
southern Somalia and hard-to-reach locations in the north1. At migration and to create enabling conditions for livelihoods to
present, SomReP is operational in 22 districts. The 2018 to 2023 catalyze voluntary and dignified returns for the willing and able4.
strategy envisions expansion into two new districts in northern (See Section: Urbanization, Displacement-Affected & Durable
Somalia and three districts in southern Somalia while sustaining Solutions)
the consortium’s current footprint in 22 districts. Building resilience requires a multi-sector and multi-actor approach
The program will primarily focus on rural areas, but include some and SomReP members will intentionally layer and sequence
secondary towns, especially urban locations where opportunities complementary health, nutrition, WASH, governance and shelter
exist to build the agricultural value chain and strengthen linkages projects in the program’s locations to enhance resilience impact.
between rural and urban populations (See section below: District- Moreover, SomReP members will pro-actively seek collaborative
level Targeting Approach). The SomReP Positive Deviance Study partnerships to create referral pathways with other NGOs and
noted that households with better food security and coping ability UN actors to link SomReP communities to basic services and
ensure a scalable social safety net is in place in the event of
humanitarian emergency.
Geographic Targeting selection of geographies, communities and participants in our
programs. In 2018, the Food Security Cluster (FSC) Somalia
SomReP, through its member organizations, has the potential to developed targeting guidelines for its membership5. SomReP
implement its program in most locations throughout Somalia. employs this conflict and protection-sensitive approach to
The program will leverage its members’ existing and historic targeting in all its locations.
relationships and on-going complementary, multi-sectoral Key Factors of Vulnerability in Somalia
programming as a base to establish long-term resilience initiatives Over the last three decades, Somalia has witnessed a rise in both
whenever resources become available and wherever access the frequency and magnitude of humanitarian crisis induced by a
permits. combination of hazards and stresses, including drought, conflict,
poverty and a fragile economy.
Criteria for selection of target areas
SomReP employs industry best practice for the identification and
1A critical underlying aspect of vulnerability is that minority clans and Bantu populations in the inter-riverine and riverine area have become marginal- 4Food Security & Nutrition Update: Actions taken and required to keep Somalia free of famine, December 2017,We must assist and prevent displacement
ised, and therefore undergo less urbanization, migration, education, and diasporic dispersal over time, compared to the major clans in Somalia. Daniel out of rural areas- home of three-quarters of people in IPC-4
Maxwell and Nisar Majid (2014). Another Humanitarian Crisis in Somalia? Learning from the 2011 Famine. Feinstein International Center,Tufts University: 5SomReP Chief of Party was seconded to the Somalia Food Security Cluster in 2017 and 2018 and authored the Somalia Food Security Cluster
Medford, USA. Community Based Targeting Guidelines, drawing extensively from SomReP and other resilience consortiums’ experiences and industry best practice to
2SomReP, Positive Deviance in Somalia:Why are some households more resilient than other? September 2018. inform these guidelines.
3SomReP is operational in hinterland villages which experienced large out-migration: Gedo, Las Caanood, Odewiene, Bay, Bakool, and Afgoyee
Three recurrent shocks affect livelihoods in Somalia: drought, 62
floods and conflict6. Conflict has increased vulnerability to
drought and flood through loss of productive assets, destruction better understand drivers of peace, conflict and exclusion and
of infrastructure, collapse of basic services and fraying of social thus equip consortium members with knowledge of the socio-
cohesion. political context to support the inclusive expansion of Crisis
Since the 1990s, there have been a number of severe droughts Modifier to non-targeted villages in the event of a humanitarian
which have triggered displacement. In 2018, the number of emergency to mitigate stress migration to targeted villages.
displacement affected people stands at 2.1 million7. Many of the Village and Community Level Targeting
displaced belong to marginalized groups…and it is they who Participatory Approach
have suffered disproportionally from famine8. The drought of At the village level, SomReP employs an Inclusive Community
2016/2017-and large scale displacement from villages in Bay and Based Targeting approach, drawing important insights and
Bakool districts to urban centres- underscored the continued tools from the Food Security Cluster 2018 Community Based
vulnerability of the inter-riverine communities to famine. Minority Targeting Guidelines12. During the inception phase of the
clans are estimated to represent 20% of the Somali population9. program, SomReP undertakes an extensive engagement process,
Minority groups are not well represented politically, are utilizing the Gender Sensitive Climate Vulnerability and Capacity
marginalized from the rest of society, rendering them vulnerable Assessment (GCVCA) methodology, inclusive of a Participatory
to shocks. Many of the regions and groups which were most- Rural Appraisal (PRA)13. Engaging with communities to assess
affected in severe drought episodes over the past three decades and analyse their own vulnerabilities is important for building
regularly suffer the highest rates of malnutrition10. understanding of the project but also prompting communities to
District-level Targeting Approach confront barriers which prevent certain groups from accessing
For district-level targeting, there are number of factors which services and opportunities. SomReP members facilitate a Wealth
determine locations:The following principles guide geographic Ranking exercise to determine wealthy, poorer and the better-off
targeting in SomReP Phase II Strategy: segments of society. With the support of community leaders and
local governments, beneficiaries are registered in to bio-metric
• Fragility: Districts which have historically experienced system and issued identification number for each households.
recurrent swings between IPC classification Phase 2 The poorest, most vulnerable households are targeted for
(Stressed) and Phase 3 (Stressed)/Phase 4 (Emergency)11; participation in Cash for Work and Savings Groups and other
supported by member’s own assessment; and validated by technical approaches which can help them improve production
2013 program baseline; and enter economic activity. Better-off segments- those with
some skills and assets- are targeted for other productivity
• Need: Long-isolated, marginalized locations in Phase 3 and enhancing and/or livelihood diversification activities. All groups
above to support drought recovery and stability; are facilitated to participate in village planning and management
institutions established in the program.
• Members’ current and historic operational prescience: Selection Criteria
understanding local community dynamics and having existing Program staff facilitates the identification of the most vulnerable
and/or historic ties is important for establishing long-term through a transparent, participatory and inclusive process using
programming. SomReP will consider expansion when easy to identify indicative selection criteria such as: households
members have operational bases, access (air/transport), will malnourished children under 5, households with pregnant
capacity to implement and monitor projects, and intent to and lactating women, female-headed households, households
build long-term programs; supporting orphans or the elderly, households who whose
livelihoods assets have been completely depleted, disabled-
• Security: Current and anticipated accessibility by senior staff headed households or poor households supporting a disabled
due to security, e.g. managers and coordinators (whether person and poor households from minority and traditionally
or not a remote programming model is used) and political marginalized groups.
stability. Security and access assessments will guide the Advocacy for & Monitoring of Inclusive Participation
establishment of programs and inform operational modalities Through an agency facilitated, transparent and participatory
while regular context monitoring will continuously validate process, community members will reach consensus to ensure
feasibility of program’s prescience; participation by the right people and that both targeted and non-
targeted groups are aware of the program and selection criteria.
To reach the most vulnerable groups, a deep understanding The programme’s M&E system will monitor women and minority
of community make-up and dynamics is important to ensure groups’ representation in selection committees and participation
inclusive participation in the program by all. SomReP members in the program. The GCVCA process creates an entry point for
undertake a detailed stakeholder mapping to understand socio- SomReP members to influence the composition of decision-
political factors and determine to what extent they will engage making bodies such as the Village Development Council (VDC)
with district-level authorities when selecting villages. Building and Village Relief Committees (VRC)- advocating for/and
sustainable systems necessitates targeting not only assets but requiring equal participation of women and men, and inclusion of
also governance structures to make them accessible to all and youth, disabled, and marginalized groups- giving all groups space
sustainable. The program will regularly assess barriers which to influence the identification of participants in the program.
hinder the most vulnerable from participating in program activities, The program will periodically assess barriers for participation in,
specifically the inclusiveness of community level institutions. inclusivity of community institutions and promote context-sensitive
SomReP employs a village cluster targeting approach, selecting affirmative actions to increase participation in decision-making
communities which share economic and social and/or physical
linkages, such as roads, shared grazing land and/or water points.
SomReP will expand its Do No Harm and other assessments
beyond targeted villages to neighbouring, non-targeted villages to
6Food Security and Nutrition Insecurity in Somalia (20017-2014),WFP, Somalia, 2014. Severe droughts: 1995/1996, 1999, to 2001, 2005/2006, 2007, 13Embedded within the broader GCVCA methodology, is the Participatory Rural Appraisal, a suite of tools to obtain, share and jointly analyze
2010/2011, 2016/2017; major floods: 1997 with many seasonal for riverine communities (lack of flood control system). information:Transect walk: A walk in the community area to observe and document similarities and differences of socio-economic and bio-physical
72018 Somalia Humanitarian Response Plan, OCHA Somalia features between community members;
8Targeting in Complex Emergencies: Somalia Case Study, 20018, Feinstein International Centre, S. Jasper & D. Maxwell. Historical profile: A succession of historical moments, periods and/or event in the area that affected community, showing the changes that tool place
9Somalia: Window of opportunity for addressing one of the world’s worst internal displacement crisis, International Displacement Monitoring in the community and how the community reacted;
Centre (iDMC), 2006.
10Inter-riverine regions of Bay, Bakool, riverine populations along the Juba and Shabelle rives and IDPs,Targeting in Complex Emergencies: Somalia Seasonal calendar: A visualization of activities and event that are relevant to the community and take place periodically, typically across seasons;
Case Study, 2008, Feinstein International Centre, S. Jasper & D. Maxwell. VENN Diagrams: A visual representation of the various organizations and groups that can be distinguished with the social system and the relations
11Food and Nutrition Insecurity in Somalia (2007-2014),WFP, Somalia, 2014 and interactions among them.
12Key tools adopted from the FSC Community Based Targeting Guidelines Toolkit include: (i) Community Engagement Checklist; (ii) Village Selection
Committee Rules and Responsibility checklist.
bodies by the most vulnerable. SomReP works with community 63
leadership to establish agreements regarding identification/
selection of participants in different programs. Importantly, the start-up phase of the SomReP program, an in-depth GCVCA will
GCVCA process provides in-depth understanding of community map community groups and inform programme staff of the socio-
make-up and socio-economic factors, equipping consortium economic factors which drive exclusion of some groups. It is
members with insights into to how to develop communication expected that through a facilitated, transparent and participatory
strategies and a Complaints Response Mechanisms (CRM) to process, community members will reach consensus to ensure
ensure that marginalized categories are aware of the program participation by the right people and that both targeted and non-
and have a mechanisms to make their opinions heard. The targeted groups are aware of the program and selection criteria.
culture of transparency and feedback is further strengthened The programme’s M&E system will monitor women, persons
during periodic Participatory Monitoring, Evaluation, Reflection with disabilities and minority groups’ representation in selection
and Learning (PMERL) processes undertaken between the committees and participation in programmes. A Complaints
consortium members and communities whereby people are Response Mechanism (CRM) will be established at the start of the
encouraged to share in open forums and confidentially with staff community engagement process and appropriate dissemination
their impressions of the program. strategies will ensure that all segments of society are aware of the
Household Level Targeting programme and have means to confidential means to provide
A total of 83,694 vulnerable pastoralist, agro-pastoralist and peri- feedback. After validating selection criteria, an initial beneficiary
urban HHs, or approximately 456, 510 individuals, in 27 districts list will be created by members and validated during an open
are targeted to benefit under the SomReP once the program is forum and community invited to provide feedback
fully funded. SomReP targets entire communities and the less vulnerable
The program will prioritize the most nutritionally vulnerable households in target locations will be systematically informed
groups for CfW and UTC. Whenever possible, the program on the objectives of the programme and invited to participate
will emphasize the participation of the poorest Saving Groups in activities which can benefit their own livelihoods as well as
households in cash assistance program and/or recipients of support the resilience of their more vulnerable neighbours (e.g.
cash assistance will be targeted concurrently for participation value addition development, producer association formation,
in Savings Groups. Village Relief Committees (VRC) will be crop and livestock production training, participation in extension
established through an open nomination process with equal services, research and/or evaluation, etc. (See below section:
male/female representation and include youth and members Targeting Entire Communities). Throughout the process,
from minority and traditionally marginalized groups. During the programme staff will employ participatory, accountable and
transparent approaches which are efficient and limit wasteful
inclusion of the better-off and life-threatening exclusion of most
vulnerable and promote a sense of fairness.
Target Groups and Profiles than 60% of the population being pastoralists. Despite periodic
interruptions of export due to droughts and international bans
The SomReP programme targets two traditional livelihood related to livestock diseases (e.g. the ban imposed by Saudi
sectors that are particularly vulnerable and central to Somali Arabia in 2000), livestock exports continue to be the largest
household survival—pastoral and agro-pastoral. A third traded commodity for Somalia. Livestock is shipped to various
target group, the peri-urban poor, is a sub-stratum of Somalia’s countries in the Arabian Peninsula, and trekked or transported to
growing urban population, and these households face particular markets in Kenya, Djibouti, and Ethiopia. Furthermore, livestock is
livelihood vulnerability given their high propensity to be internally a key local consumption commodity for household food security.
displaced households, female-headed households, or youth with In general pastoralists derive the majority of their food needs
few employment prospects. By building resilience in livestock from the purchase of cereals, sugar, and oil. Milk and milk products
and farm related livelihoods, SomReP also aims to keep more comprise a significant additional food source. Income is mainly
households—particularly female-headed households which tend obtained from the sale of livestock and livestock products. Poorer
to be most vulnerable—engaged in their productive livelihoods wealth groups, with their smaller herd sizes, obtain a significant
during dry seasons and periods of drought, and reduce the amount of food/income from activities such as petty trade, bush-
numbers migrating to peri-urban areas to seek alternative product collection and casual labour14. Intra-community gifts to the
livelihoods. In peri-urban/and urban locations, SomReP promotes poor, such as lactating livestock, food and cash, are also common.
adaptive capacities through livelihood diversification activities, The long, dry Jilaal season is usually the most difficult time for
such as vocational and business training and access formal and pastoralists and their animals, when energy needs are high (during
informal savings and credit mechanisms. the search for water and pasture), and milk production and
Pastoralism is found throughout areas of rural Somalia but livestock prices low. In general, pastoralists have been considered
predominantly in the arid lands of northern and central Somalia, the least vulnerable to food insecurity over recent years due to a
as well as along the Ethiopian and Kenyan borders.The livestock combination of political and natural circumstances, including the
sector is the largest contributor to Somali livelihoods with more politico-military strength of the pastoralist clans and the mobility
14 Montami A. and Majid N. (2002) Conducive conditions: Livelihood Interventions in Southern
Somalia.Working paper 193. ODI. London
of their livestock-based assets. These generally positive trends 64
have been interrupted by drought conditions and two bans on amongst the greatest victims of violence since the collapse of
livestock imports from Somalia in recent years. the Siad Barre regime in 1991 (Besteman and Cassanelli, 1996).
Factors undermining pastoral livelihoods include: restricted grazing Combined with poor rains and harvests, the resulting asset
mobility due to insecurity; population expansion; sedentarisation losses (of both food stocks and livestock) and displacement have
efforts; lack, and breakdown of, traditional (or other) pastoral resulted in large-scale food deficits.
environmental management systems; poor livestock health care Factors undermining agro-pastoral livelihoods include: poor
systems in an unregulated drug market; conflict-induced asset rains; consecutive seasons of crop failure; conflict-induced asset
depletion, increasing commercial and communal debt; poor terms depletion of fixed and immobile assets (e.g. land); trade disruptions
of trade in some areas due to distance from markets; border due to conflict and border closures; physical isolation from ports
closures and trade disruptions (e.g. livestock import/export bans); and services in Somalia’s main urban centres; lack of security from
unregulated trading system which provides limited returns to violence and economic exploitation, especially for weaker social
producers; and high rates of expenditure on social services and groups; increasing commercial and communal debt; crop pests,
production inputs (e.g. livestock drugs and treatment). disease and bird attacks; and decreasing levels of assistance from
Factors sustaining pastoral livelihoods include: increased sales of international aid agencies.
animals, even during times of poor terms of trade; mobile assets, Strategies sustaining agro-pastoral livelihoods include: sales of
useful in times of conflict and drought; temporarily decreasing the household food stocks and livestock assets, seasonal migration
household size and consumption burden by sending children to to urban areas for employment; intra-community, social support;
live with better-off relatives; increasing commercial and communal increasing commercial and communal borrowing; selling part
borrowing; rural-to-urban migration to seek employment of a herd in order to buy fodder to keep the remainder alive;
opportunities; increasing reliance of poorer households on the slaughtering new born calves in order to protect the mother;
generosity of their kin; and increased exploitation of natural reduction of food consumption to below minimal nutritional
resources, including the collection and production of firewood levels for short periods of time.
and charcoal. Agriculture in arid and semi-arid zones is inherently risky, due to
Attempts at settlement, unfavorable land policies, conflict, reliance on rain and vulnerability to drought.Agriculture can also be
marginalization of pastoralist communities and limitations on in conflict with pastoralism, especially when land that pastoralists
livestock exports, disintegration of formal and informal range rely on is put under cultivation, or where water points are created
management practices and regulations, and lack of a functioning for agricultural use that cause disturbance to pastoralist activities
government have taken a toll, and pastoralism is in decline with or the ecosystems on which they rely (such as drawing people to
no obvious alternative options to replace it. Climate change has settle around new water points, diverting water from other points,
and will continue to affect the frequency and/or severity of dry or lowering the water table by over extraction leading to impacts
seasons and droughts, (It is predicted that median temperature on local ecosystem health). This also presents special risks and
and rainfall anomalies will increase15) thus making the need challenges to the female population, since across Somalia, women
for a flexible, adaptable livelihood system that functions in dry and girls assume what can be the time-consuming and dangerous
conditions, such as pastoralism, all the more important. duty of supplying the water needs of their HHs. Key risks faced
Fisher Folks Fisheries constitute the third largest exports in by agro-pastoral livelihood groups include drought; dry seasons;
Somalia. Landings at present are estimated at 15,000 to 20,000 conflict; limitations on export of livestock; livestock diseases, crop
MT a year. Fisheries employ some 30,000 persons full time and diseases; poor (or lack of) appropriate farm inputs; and food price
60,000 part-time workers in the form of traders, processors, increases.
and gear and vessel manufacturers. Total economic value of Peri-Urban/Urban Livelihoods: Peri-urban households are
domestic fisheries, after value is added through the supply chain a particularly vulnerable substrata of the urban population
is US$135 million per year16. However, plagued by capacity concentrated around large towns. Peri-urban populations tend to
limitations, uncontrolled fishing, stock depletion and the loss of comprise people displaced recently or in past years from pastoral/
revenue through illegal fishing, the sector is not contributing its full agro-pastoral livelihoods due to drought, floods, conflict, or a
potential to the Somali economy17. Investing in fishery production reduction of productive assets. This has an enormous impact on
is also crucial to provide employment opportunities for the rural/ the host community, service provision, availability and affordability
urban youth (middle value chain actors). of goods and services, and on labour markets.
Agro-pastoralism is an integrated agriculture and livestock Peri-urban populations are dependent on the socio-economic
based livelihood.Agriculture is also an important livelihood activity activities and status of the urban centre, and may commute to
in Somalia not only in terms of meeting the food needs of the urban centres for casual labour, food aid allocations and other
population (50% of population’s cereal requirements are met social amenities. Peri-urban HHs provide semi-skilled labour
through domestic production) but also in terms of generating with a high propensity to undertake multiple jobs or tasks, if and
income through crop sales and agricultural labour opportunities. when available. Leadership dynamics are complicated because of
Agro-pastoralists are found in the inter-riverine regions of Bay, diverse backgrounds and experiences in IDP settlements. Peri-
Bakool,Western Hiraan, Eastern Gedo, Lower Shabelle and Lower urban residents are often exploited by being offered low wages
Juba in Southern Somalia, Awdal and Western Galbeed in the because of lack of alternatives or options; child labour is rampant
northwest, and in smaller numbers in other areas. and child protection systems are poor. Many people resort to
negative coping strategies that may result in risky behaviour, crime,
Typically, agro-pastoralists derive the majority of their food from or environmental degradation (for example, charcoal burning).
their own crop production, own milk production and some Gender analysis also reveals that women bear a disproportionate
purchase. Income is derived from the sale of livestock and livestock amount of the economic burden when a HH is displaced due to
products, crops, and for poorer groups, a variety of petty trade, conflict or natural disaster. Key risks faced by peri-urban livelihood
casual labour and collection of bush products. Intra-community groups include conflict, population growth/influx of new residents,
redistribution is also important for poorer groups. food price increases, low food availability, water price increases,
and unemployment.
In general, agro-pastoral households in Somalia have been
considered the most food-insecure populations in recent years. 17 FAO Somalia 2011-2012 (2012), Plan of Action
Their vulnerability is due to a combination of natural and man-
made factors. Agro-pastoral populations in Somalia primarily
come from politically and militarily marginal clans, and have been
15 Federal Republic of Somalia. (2013) National Adaptation programme of action on climate change
(NAPA).
16 Federal Government of Somalia (2017). National Development Plan:Towards Recovery,
Democracy and Prosperity 2017 –2019
65
Most Vulnerable Targeting (Youth, Women and People with Disabilities)
Women People with Disabilities
As people with disabilities are a much marginalized and largely
The women of Somalia bear an unequal brunt of the hardships invisible group within Somali society, in order to meet the goal
occasioned by poverty, conflict and clan-based culture which of increasing resilience of the chronically vulnerable, the program
promotes strict male hierarchy and authority. This is further needs to ensure that this group is specifically targeted for inclusion.
exacerbated by religious and cultural limitations on the role and There is no reliable data on the number of people with disabilities
status of women in Somali society.As a result,deeply rooted gender in Somalia23, so estimates must be drawn from what is known
inequality prevails. Women are unrepresented in social, economic about global prevalence and the context of Somalia as a country
and political arenas as a clan-based representation system prevails. affected by ongoing conflict and low human development rating.
Somali women are either excluded from formal decision making WHO24 estimates 15% of the global population has a disability
and asset ownership which leads to lack of economic capacity and that 80% of those people live in developing countries. It is
or operate through a patriarchal filter18. Policy makers pay little likely that Somalia’s rate is closer to 20%, and that most families
attention those issues and gender sensitive policies hardly exist. will have at least one member with a disability25. Factors affecting
In terms of women’s economic empowerment, women in disability prevalence in Somalia include:
Somalia generally have a weak position in the labour market and • Ongoing conflict which has left people with physical and
represent a large proportion of people in vulnerable employment.
Economically, women have made some gains, expanding into psychosocial disabilities, resulting from violence, sexual
employment and livelihood sectors traditionally held by men, violence and displacement26.
particularly as more women assume responsibility for household • Somalia has one of the highest rates of both infant and
income generation. However economic development and maternal mortality in the world, and there are impairments
women economic empowerment are dependent on each other19 in mothers and children due to difficult births unattended by
and therefore any investment into this area will be an investment health professionals, such as fistula in women and cerebral
into increased resilience. palsy in children27.
Youth • The breakdown of the health system has resulted in soaring
In Somalia, youth employment and entrepreneurship rates of both communicable and non-communicable diseases
opportunities are limited, both in the public and in the private and a rise in the incidence of disability caused by preventable
sector. About 70% of the population are under the age of 30 with diseases such as polio28.
an estimated youth unemployment rate of 67%, which leads to Discrimination and Stigma: People with disabilities face higher
irregular migration and participation in extremist activities.Those prevalence of discrimination and violence in Somalia29. Women
who stay behind are endangered by crime, drugs, radicalism, piracy with disabilities in particular, face higher rates of sexual violence
and armed groups. Young women are particularly disadvantaged than women without disabilities, due to their vulnerability and
and face displacement with even fewer opportunities due to cultural factors such as forced early marriage30. The absence of
cultural biases and traditional practices. Youth unemployment is healthcare or a social protection system, coupled with a lack of
one of the greatest obstacles to the country’s economic recovery. educational opportunities, has further marginalised people with
The employment situation is bleak for Somali youth, as young disabilities, making them dependent on others for care, or forcing
people (15-24)20 struggle to find work, especially in the formal them into negative coping mechanisms such as begging31. There
sector.Young Somalis cannot afford unemployment because of the are also reports of people with disabilities being targeted by Al-
absence of social protection and therefore face underemployed Shabab for recruitment as suicide bombers with promises of
and are occupied in survival activities such as self-employment or support to their families after their death. The most at risk of
as unpaid family workers. They often engage in low-productive marginalisation and exclusion are the 2-3% of people who have
and poor-quality jobs mostly in the informal economy. Somalia’s moderate to severe disabilities32.
private sector has a serious competitiveness problem, which People with intellectual or psychosocial disabilities fare especially
translates among others into important youth unemployment badly, they face “a high level of discrimination and abuse, arbitrary
and a weak export performance. In fact, the main cause of youth detention, forced medication and the lack of care and support
unemployment in Somalia appears to be a result of “demand side” means people with severe disabilities are often chained up at
factors, i.e. low demand for jobs by companies. home”33. There is limited cultural understanding of disability in
Avenues for youth to obtain an education and gainful employment Somalia, with often only people with physical impairments being
opportunities are limited, and opportunities to engage politically, considered ‘disabled’. The term “walaan” is used for people with
economically or socially remain weak or non-existent. The severe intellectual and psychosocial impairments and has strong
participation of young people in decision making has been negative connotations34.
challenging due to issues related to clan and cultural affiliations,
gender, age, illiteracy and poverty, not forgetting the dominance of Additionally, people with disabilities have largely been left out
elders in the political system21.These exclusions limit opportunities of humanitarian assistance in Somalia, with a lack of access to
for youth to contribute to peace, stability and development. support for internally displaced people (IDPs) for example,
Failure to respond to their aspirations and needs undermines the having assistance stolen from them and forced evictions due to
prospects for lasting peace and stability in Somalia. All they need discrimination from other IDPs35.
is a chance to become drivers for peace and stability so that they Legislative framework: As in any conflict affected context,
can bring sustainable and innovative solutions to reconstruction, Somalia’s civil society is fragmented and lacks support, however
recovery and development22. there are pockets of strong disability advocacy within Somali
society. These advocate groups and individuals have been
18Somali NDP 2017 - 2019 3333333332222386560748913297SHHSRIIISIIRSRbbbbbaIIIoooDDDiiiiiIIvddddd,,hhhe22AAA.....wwwp00t,,,.eee11h2221rrr88e000ddd6..111Ceee.444rrrh,,,.. BBBild... r(((e222n000,11128880)))...16.
19https://blogs.fco.gov.uk/neilwigan/2014/12/10/women-empowerment-key-in-promoting-
2201hUdtentpvite:e/l/dompNpmtafet.uinontnd-sinpS-.osoormgm/afaalilcaiatIs/mhepeletm/peronjteacttio/0n0o0f9S6e4c8u8rity Council Resolution 2250 onYouth, Peace and
2232SSSeoIDcmuAra,ilti2yN0D1D4eP,cDe2mi0sa1bb7eirli-t2y200R11i5g9h–tsMinaySo2m01a7lia
file:///C:/Users/Guest%20Room/Downloads/SIDA%20Disability%20rights%20in%20Somalia%20
24fWactHshOe,e2t-0%112,0W20o1r4ld.pRdef port on Disability
25Rhotthpw://ewrdwewr,.Bw.h(o2.0in1t8/d).isDabisialibtiielisty/winorSldo_mraelpiao. rKt4/2D01H1e/rlpedpeosrkt.pRdefport. Brighton, UK: Institute of
Development Studies
https://assets.publishing.service.gov.uk/media/5a744dbded915d0e8bf188ec/Disability_in_
Somalia.pdf; SIDA, 2014,
instrumental in pushing for law reform and improvements to the 66
rights of people with disabilities36, Somalia’s recent signing of the
Convention on the Rights of Persons with Disabilities (CRPD) is Disability and Gender: In addition to ensuring that people with
testament to that. However there is more that can be done to disabilities are generally targeted, as women and adolescent girls
fulfil its national commitments to disability inclusion as outlined with disabilities often lack educational and livelihood opportunities
in: the federal constitution, the Somaliland and Puntland Charters and are entirely dependent on others or on negative coping
and the Human Rights Road Map for Somalia’s commitments to mechanisms, such as begging or early marriage for support the
disability37.The lack of recognition in legislation and implementation program must ensure that the strategy specifically targets women
of these frameworks is acknowledged by the government38, and adolescent girls with disabilities. While women are also
however change is slow to come in a country with so many often primary carers and therefore have additional duties which
competing priorities. can keep them from pursuing livelihood activities, those with
Another contextual factor to bear in mind is the lack of consultation disabilities are even more disadvantaged. As such, the targeting
with people with disabilities in matters which affect them: “There strategy must be sufficiently inclusive as to ensure equal access
are no legal provisions mandating the representatives of persons to the benefits of gender specific activities for this specific group.
with disabilities to participate in policy making…Disabled people’s Enhancing resilience at the household and community level
organisations are never consulted, when laws and regulations with requires a focus on the livelihood systems- physical, financial,
a disability aspect are being prepared39. ” human, natural and social- in which households and communities
operate. A community’s journey towards resilience requires
intentional and targeted involvement of all key groups, including
Targeting Entire Communities skills, but without adequate market access; Quadrant 3: peri-urban
households with market access given their location in towns but
but not limited to, the most vulnerable with the community. without adequate job skills or capital to leverage that access;
SomReP will invest in entire communities, targeting specific Quadrant 4: households with both assets and market access, who
activities for specific target groups and individuals over the life of serve as drivers of the overall market and employers of other
the programme, taking households from emergency to recover target households found in other quadrants. SomReP will target
and through to development, but also injecting resources to some resources to this entrepreneurial groups to strengthen
prevent them from slipping back into humanitarian emergency. higher-level market linkages and ensure these middle value-chain
The chart below, adapted from Catley, Lind and Scoones, actors provide opportunities and access to program recipients
Pastoralism and Development in Africa: Dynamic Change at the to provide employment and income beyond subsistence levels.
Margins, shows how SomReP target activities impact households Examples of households in the entrepreneurial group include
along a recovery to development continuum.The four quadrants contractors who employ graduates from vocational training
include: Quadrant 1: vulnerable households within, or just emerging courses, animal traders, aggregators of agricultural products for
from, the humanitarian caseload, who require minimum levels of large markets.
assets before they can take part in markets or production.
SomReP will target these households as CfW recipients for critical
community livelihood infrastructure that needs rehabilitation/
upgrading, including natural resource rehabilitation; Quadrant
2: pastoralists and agro-pastoralists in rural settings practicing
traditional livelihoods with a minimum threshold of assets and
33339678SISSbaIIDDivdeAA. t,, h22e0011C44h. ildren, 2016.
67
Figure 16: SomReP Theory of Change
In the program’s year-one start-up phase, many of the activities SomReP’s targeting approach aims to help recipients move
will be linked to SomReP Result 1- Improved capacity of Quadrant 1, where they are chronically vulnerable, into
individuals, HHs and communities to adhere to positive Quadrants 2 and 3, where the majority of SomReP’s focus will
development trajectories, despite exposure to shocks and utilize lie. In the Somalia livelihood context, rural pastoralists and agro-
strategies designed to allow adaptation to rapid and slow-onset pastoralist will move into Quadrant 2, while peri-urban HH and
hazards and will focus on Quadrant 1 target household, as the those who abandon their traditional livelihoods will move to
program mobilizes the community, builds up assets to minimal Quadrant 3. The SomReP approach provides two pathways to
levels (recovery) and rehabilitates/upgrades key livelihood help households move, or “graduate,” from extreme poverty and
infrastructure prioritized in CAAPs and Early Warning/Early chronic vulnerability into sustainable food security and access to
Action Plans. The program will undertake both GCVCA and market systems and reliable, diversified income streams (Annex:
EIA, value chain/barriers assessments and market analysis which Theories of Change Result Areas (TOC).
will lead to more targeted design in year two and year three. Targeting for Specific Interventions
Based on these analysis, which cover key parts of the livelihood Some activities target particular groups such as youth, women
systems, social systems and natural resource base, and map how and persons with disabilities and other vulnerable categories. To
communities are vulnerable to seasonal and spontaneous shocks, target appropriately, the program must consider a number of
activities of year-two and year-three will focus on SomReP Results factors to ensure projects are appropriate and that all categories
2 activities which improve production and income for households of the vulnerable have access to at least some opportunities.
in Quadrants 2 and 3, while also building resilience into systems Furthermore, the program has developed selection protocols to
production and income production system, value chain systems, ensure transparency and accountability when awarding resources
social system, and natural resource base found in SomReP Result to third-parties (Annex VIII: Risk Management & Assumptions,
3- improved capacity to engage in strategies for sustainable section Project Specific Risk Management Measures).
livelihoods and economic growth to enhance food security and
resilience.
33337689SISSbaIIDDivdeAA. t,, h22e0011C44h. ildren, 2016.
68
Type of activity Key considerations
Cash for Work (CfW) for assets SomReP facilitated identification process140. Participants must
development, mitigation and only be adults 18 years or over, half of whom should be women
early actions or representatives of female-headed households. Households
without able-bodied adults will nominate a substitute or relative
Community social funds who can work on their behalf.
Saving groups Most vulnerable community members who are unable to works
projects or meet other project-specific obligations (e.g. training)
Good Agricultural Practice & due to disability, family obligations and/or participation in some
inputs activities exposes them additional risk
Farmer/Pastoral Field Schools
& Marketing Associations Poor women and men (85% women) from most vulnerable
categories (people with disabilities (women and adolescent),
Grants and Loans to Middle minority groups, youth, etc.). Active case-finding through
Value Chain Actors community institutions (Village Development Committees,
Business Information Training, Village Relief Committee and Social Affairs Committees).
business facilitation and Recipients drawn from participants of nutrition programs, UCT
Income Generation Activities and CFW caseloads.
IGA (grants, loans, capital).
Households with access to land (rented/owned) and
capacity/willingness to participate in training.
Participants in agricultural, fisheries, pastoral and small
enterprise capacity development activities who are interested in
participating. Households/groups who present business plans
which are vetted through transparent and accountable award
procedures (e.g. loans and grants awards).
Entrepreneurs, savings groups, and producers groups with
proven capacity and business plans rigorously vetted through
transparent and accountable award procedures.
Recently displaced women and youth with linkages to target
rural sites. Partner with Ministry of Labour Youth and Sports to
identify unemployed youth, cross-check with SomReP members
to ensure they hail from targeted villages. Transparent and
accountable award procedures to ensure viability of business
plans.
Targets Rationale
SomReP aims to reach be operational in 27 districts, targeting 456, • The program assumes that in the north, SomReP program’s
510 (83,694 households) reach 35% of the population in a target district while the
Key Assumptions program impacts only 25% of the targeted population in
• The number of villages targeted per district by SomReP districts in southern Somalia.
range from 6 to 25 sites due to a number of factors (access, • Population figures are drawn from UNDP/UNFPA
donor funding limitations, densities of population centres, population survey 2014
etc.);
• SomReP’s investments in strategic water points and • Six persons per household
rangeland activities impact areas larger than the program’s • SomReP assumes that building resilience in directly targeted
target villages as non-targeted villagers will access these
interventions from time to time. and indirectly targeted populations, there is a need of
investment of USD 240 per person, or USD 1,440 per
household(* the previous 2013 to 2018 estimated an
investment of USD 1,142 per household.
1 See sections: Village Level and Household Level Targeting Approach
40 See sections:Village Level and Household Level Targeting Approach
69
SUMMAR Y OF THE CURRENT CO VERA GE 23
Number of SomRep District
22 35
2019 TO 2023 PLANNED COVERAGE BASED ON THE CURRENT SomReP 22 DISTRICTS
Region Planned percentage coverage per Sum of total number of people Total number of households
South 35 per region per region
28 811
172 867
47,274
264 499
76,085
437 366
PLANNED EXPANSION DISTRICTS Number of District Total number of households for the expansion
Region 2 districts
South3 Total 2667
4942
7609
THE SUMMARY AND THE AMOUNT REQUIRED FOR THE NEXT FIVE YEARS
Total number of districts 502 164 Total planned households Expected Expenditure Per 114 409 698
27 83 694 Individual
1367
70
SomReP is aligned with key Somali frameworks. SomReP aims community, district and national levels to ensure an enabling
to participate in strategic policy formation as part of its Result policy and regulatory environment for sustainable livelihoods and
Area 4: Transparent and accountable governance structures at economic growth.
National Development Plan outcomes sought by SomReP Phase II and the NDP. At Member
State level, the SomReP design also mirrors the develop priorities
SomReP is well-aligned with the National Development Plan outlined in those complementing frameworks.
of the Somali Federal Government. Taking extracts from the
Somalia National Development Plan 2017 to 2020 highlights the
high level of continuity between the design elements and
Figure 17: SomReP alignment with National Development plan
71
Resilience (ii) Where extreme poverty leads to conflict or natural hazards
having disproportionately severe impacts, investments to support
Section 9, Resilience, was included in the NDP to outline how the economic independence and social inclusion of the poorest in
all Somali‘s will benefit from and contribute towards peace and society will be made.
prosperity described in the NDP and how that development will (iii) Where peace and economic growth is encumbered by the
be risk-informed. exclusion of large, potentially dynamic segments of our community
Resilience in the NDP seeks progress in three areas: the economy (particularly the youth, displaced and returnees and diaspora)
and society will incur fewer losses and hardship to future crises; their economic and social integration will be accelerated by
development will be accelerated by the economic and social specific initiatives.
integration of youth, displaced, returnees and diaspora and the The sector also emphasises that the strategies to achieve a resilient
extremely poor will be independent and access developmental nation are embedded in other sections of the NDP. The role of
not humanitarian support. the Resilience sector is to ensure specific populations participate
Progress towards these objectives will be made through a three- in those solutions. It also captures issues not captured in other
pronged strategy: section such as Social Protection, Environment and Disaster
(i) Where decades of conflict have eroded cross-community Management
collaboration or an ability to plan, there will be support to plan
key physical and market infrastructure investments, the actions The approach emphasises the need to improve access to
communities themselves can take and the sustainable management technical and managerial skills, technology and to engage private
of natural environments all of which will promote peace, broad sector in Public Private Dialogue. Measurements of success were
economic growth and minimise loss from predictable crises proposed as: (i) number of jobs created (particularly for youth,
women, across the states); (ii) contribution to GDP growth, and
Business Development Services Contribution to poverty alleviation. In part, this approach was
emphasised as the majority of people live in urban areas (p 42).
Section 5.2, Private sector development (see pp 65-67) guides
us to i) Improve access to financial services and markets; ii) nation‘s workforce to gain employment opportunities through
catalyze investment opportunities by addressing challenges to employment intensive investment programmes and support for
local, regional and global investment; iii) build public-private- the provision of small and medium-sized grants and or loans to
partnerships and social franchising networks to improve access to encourage entrepreneurship…
quality social services The sector will also promote enterprise development and address
the existing constraints to business growth in order to reduce
Employment the rate of failure of those enterprises and, secondly, support
their growth.The sector in collaboration with other stakeholders
The SomReP II strategy resonates very strongly with the strategy involved in human resource development activities, will develop
of the NDP to promote youth employment. It also provides useful an integrated human resource development strategy that will
common targets, for SomReP, business and their Member State provide linkages between the labour market and knowledge
government partners: factories (training institutions) in order to create synergy in the
Section 7.6.2. The nature of work is changing. It has become production of skills required by the economy. 7.6.6 Targets: (i)
increasingly dominated by service industry occupations such reduce youth unemployment rate from 22% in 2016 to almost
as telecommunication. Merchandize employment as a share 17% by 2019; (ii) create at least 50,000 formal jobs per year up
of the total workforce is projected to rise. Small business has to 2019; (iii) put at least 20,000 students from universities on
become an ever more vital engine of job creation. There are a industrial attachment/internship annually; (iv) put at least 30,000
considerable proportion of jobs that are non-standard…the students from middle level colleges on industrial attachment/
emerging technology will transform jobs and require better internship annually.
skills to do them. Technological change is likely to increase the
demand of skilled workers. The majority of jobs will continue section seeks to increase the number of youth, from priority
to need workers who have acquired knowledge and skills via populations, participating in non-formal training (skills), supported
college, vocational training, and moderate to long-term, on-the- through graduation cash transfer programmes, assisted to attend
job training and real work experiences. However, there are a school through financial assistance and have access to health care
large number of unemployed potentially productive population through establishment of new facilities (p 161)
in the country that are sitting idle and hence, hamper national
development.Therefore, there is an urgent need the government
and the international community to work towards enabling the
Social Protection
Section 9.10 Social Protection, describes both the protective and
transformative functions of Social Protection sector for Somalia.
The promotive or transformative functions of Social Protection
seek job creation or sustainable incomes for rural and urban
poorest and youth employed through training & internship
programs or able to start their own business. Specifically, the
72
The protective Social Protection instruments seek to ensure that For Social Protection, it is also important not to make assumptions
Somalia remains a compassionate society and cares for those of “state provision” these services. The NDP recognises the
who are not able to be independent: aged, ill, disabled, orphans or fundamental role of the private sector to provide basic services,
widows. It also makes provision to assist those, who as a result of one of the three goals of Section 5, Economic Development,
the war, periodically are unable to feed their children. is to iii. Build public-private-partnerships and social franchising
networks to improve access to quality social services (p 67). On
this principle, the most important objective is to ensure access to
social protection services and not who provides them.
Durable solutions Strategic goal 3:To systematically enhance the absorption capacity
of basic services for IDPs and returning refugees, enhance access
Section 9.5, Reintegration of the Displaced and Returnees, often to affordable housing and land as well as to vocational skill and
referred to as Durable Solutions, provides clear strategic goals (p professional development and facilitate and diversify access to
153), to mark the reintegration of displaced populations. employment sectors and labour market.
Strategic goal 2: To create opportunities for IDPs and refugee The section highlights two goals relevant to SomReP,(i) remittances
returnees to participate in public affairs and most importantly link with social & economic priorities and (ii) diaspora technical
in decision-making pertaining to their own future, such as local know-how and links to international/regional markets is used
and urban development processes, and remove obstacles to such to promote business development. Of the priority milestones
par ticipation. in Section 9.6 two are very relevant to SomReP II: Mechanism
developed for Diaspora sponsorship (remittances) of local
Diaspora priorities operational and Coaching / mentoring programmes
developed.
Section 9.6, Diaspora envisions Somali’s living outside of Somalia
as integral to the immediate recovery and future growth of
the nation. It does not define “Somali” by where one happens
to be geographically. Removing notions of geographical barriers
or categorisations opens up new opportunities to connect
the resources, skills and networks of Somali’s globally with the
advancement of the nation.
Good Governance Somalia supports the subsidiarity principle; each government
function should be performed by the lowest level of government
Establishing local governance is recognised as a priority and a that is capable of performing that function effectively, while
pillar of the formal government structure. However, the NDP maintaining sufficient coherence within the state and society
simply recognises that this role will need to be articulated during structures. Some functions are best centralized on federal
the NDP period. level like the printing of currency and national fiscal policy,
Sub-section 2.2.7.5 Decentralization – the federation process (p conducting foreign policy, managing trade and borders, providing
18), refers to 2016 agreements of a three-tier federal structure for the nation‘s defense, and constructing nationally important
has been adopted - Federal, State and District level. Where, infrastructure. Other local matters, such as community services,
significant work remains to be done on the District level and local roads, are best managed by State or District governments.
importantly on the precise role and responsibility distribution
between the different levels of government.
Natural Resource Management Participation of local communities ensured and their capacities
strengthened in sustainable natural resource management
Section 9.8 reinforces the fundamental role of NRM to the Somali small commercial producers to enter value chains (particularly by
economy and society. One of its priority strategies is that the: working together), Section 5.3 Agriculture p 71.
Commercial Agriculture
Improvements to agriculture infrastructure are prioritized (i.e.
irrigation), as is improvements to agronomy practises and helping
Sustainable Water Supply to provide basic services, one of the three goals of Section 5,
Economic Development, is to iii. Build public-private-partnerships
Section 7.5 Water, Sanitation and Hygiene (Wash) Sector and social franchising networks to improve access to quality social
provides broad direction for water supply. Sub-section 7.5.6. (p services (p 67).
120) Goals: 4) Promote community participation, private sector
engagement, inter-sectoral coordination and donor partnerships.
In recognition of the fundamental role of the private sector
73
Food Security & Nutrition income short-term employment. For these groups, incomes or
employment may no longer need to be framed around farming
Food Security and Nutrition, Section 9.11, reinforces that food or livestock keeping. Food security has traditionally been framed
security and nutrition are not separate sectors, but are objectives around subsistence farming and livestock keeping. However,
embedded in a number of different sections of the NDP. Food the Agriculture and Livestock sectors of the NDP describe a
security, in the post-conflict period emphasizes the importance vision where those sectors will become more progressive and
of markets, business and commercial agriculture to the nation’s commercial.
food security. It recognises that Somalia should not be perceived Nutrition objectives are adequately described in 7.3 Nutrition
as subsistence farmers and livestock keepers, who eat and live by Sector. Section 9.11 adds to those priorities that with a changing
what they produce. Rather, food security needs to recognise the economy and demography, Somalia should anticipate and plan
reality of the nation which is an urbanising and developing country. for continuing high levels of acute malnutrition and increasing
It should see that most Somali’s are employed or self-employed levels of chronic malnutrition (as is seen in other countries in
and where food security is premised on the performance of and East Africa). Causal factors will also evolve. Small children are now
access to, food markets. The section acknowledges that Somalia raised in urban environments, and their mothers and fathers must
imports more of what it eats than what is produced nationally, leave them to work at jobs or in businesses. Caring practises must
meaning that Somali food security must also be perceived to evolve to both recognise the need to work by parents and the
be linked to global transportation and food markets. It equally need for supervision and care of small children.
recognises that locally produced goods reach markets both
to meet demand in the market and to create opportunity
for producers. In such a context there is a need to establish
incomes for the rural poorest & rural returnees and to stabilise
Drought Needs Assessment (DINA) and Recovery & (I) Coordination
Resilience Framework (RRF) The consortiums will continue to participate in and provide
direct support to coordination mechanisms which promote
A Drought Impact Needs Assessment (DINA), launched jointly joint planning, learning and policy development for resilience.
by the Federal Government of Somalia (FGS), the UN and the The consortiums will participate in the Resilience Pillar Working
World Bank – outlines a drought recovery strategy for 2018 and Group led by the Ministry of Humanitarian Affairs and Disaster
beyond, building on and complementing both the Humanitarian Management, ensuring programs align to and contribute towards
Response Program (HRP) for Somalia and the Somalia National achievement of the resilience pillar in the National Development
Development Program (NDP). It feeds into a Recovery and Plan.The three consortiums will continue to lend their significant
Resilience Framework (RRF) that defines a multi sectoral experience and expertise in resilience programming to strategic
approach to identify key development policies and investment processes such as the DINA and RRF. The consortiums will
priorities to prevent the recurrence of cyclical famine risk. The fund the NGO Consortium Resilience focal point to strengthen
FGS and humanitarian/ development stakeholders ultimately seek information sharing between resilience actors and foster regular
sustainable gains and a reduction in the humanitarian caseload by communication with Government of Somalia.
placing a greater emphasis on building resilience to shocks through (II) Learning/Information Sharing & Monitoring & Evaluation
improved food security, economic development, increased The Somalia resilience consortiums are committed to develop
employment, social protection, climate change and disaster joint learning priorities and conduct learning and mentorship in
management and durable solutions for displaced populations ways which put the government at the forefront. Government
The SomReP has assisted in these assessments that have led to will participate, contribute and where possible lead training and
the formation of these strategies. SomReP aligns itself with the learning in the resilience space. The consortiums will continue
governmental framework that has emerged from those processes. to develop ways to better undertake risk and vulnerability
SomReP is closely aligned with Strategic Objectives (SO) SO1, profiling and shock monitoring in an effort to improve practice
SO2 and SO4 as illustrated by the following description of the and measure the impact of resilience programming. To promote
RRF: inclusion of all groups of Somali society to access basic services
SO1: To strengthen government capacities for inclusive drought and create measurable pathways which promote graduation
recovery and disaster risk planning, management and monitoring; out of poverty, consortium members commit to explore
SO2: To sustainably revitalize, strengthen and diversify resilient interoperability between beneficiary registration systems. All
economic sectors, livelihoods, and key infrastructure; commit to explore new ways to address old challenges, sharing
SO3: To promote durable solutions for displacement affected learning and participating in forums which foster innovative
communities; practices. Individually and collectively, the consortiums will
SO4: To enhance sustainable management of environmental continue to build the capacity of government counterparts to
services and enhanced access to renewable energy; and deliver their mandates in the support of resilience, prioritizing
SO5: To improve basic service delivery in (affected) urban and capacity development of ministry staff members.
peri-urban settings; (III) Disaster Risk Reduction/Early Warning & Response
Resilience Consortia Framework Resilience Consortiums are committed first and foremost to
promote value for money in humanitarian and development
Leading resilience consortium SomReP, BRCiS and STREAM work, prioritizing preventative action to protect resilience gains
have developed, “The Resilience Consortiums Framework for over humanitarian action when/where appropriate. Nonetheless,
Engagement June 2018,” outlining key areas of coordination and drought, floods and conflict necessitate consortium members to
collaboration. further develop crisis modifiers to ensure that communities do
not slip back into humanitarian need during times of crisis.
74
The resilience consortium partners are committed to UN Joint Resilience Action (UN- JRA)
explore evermore collaborative arrangements to develop a SomReP will actively seek out collaborative partnerships with
comprehensive and coherent safety net in the places we work.The others to establish a scalable social safety net and access to basic
consortiums aim to take a bottom-up and top-down approach services in the communities where we work. To complement
to early warning and preparedness, investing time and resources SomReP’s post shock exposure activities, the program will
to strengthen federal and state level capacity to lead in planning further develop- with JRA member WFP- referral mechanisms
and early warning. The consortiums recognize, a well- rounded linking participants in nutrition safety net and cash programming
resilience program should already have significant pre-established under food assistance to market entry activities like skills training
connections and mobilization with community actors, contextual and saving groups under resilience building. SomReP aims
knowledge, staff on the ground and crisis modifiers funding to strengthen its present collaborative relationship- with JRA
approved. These capabilities allow both the pre-organization of member FAO- to better layer and sequence activities. At present
community and government responses, as well as immediate FAO leverages
programme-led emergency support3 the consortiums will SomReP’s community development planning through CAAP to
continue to build the capacity of households and communities to identify infrastructure to rehabilitate, upgrade or construct and
anticipate, prepare for and recover from shocks. its close relationship with communities to mobilize farmers for
Engagement with Non-Traditional Actors agricultural inputs and training to quicken the pace of post drought
The consortiums will leverage the scope and capacity of recovery. These efforts can be further developed through joint
Somali private sector and diaspora to support early warning proposal development moving forward.
preparedness and response, service delivery and the development
and maintenance of community assets which underpin resilience.
To support economic growth, the consortiums will facilitate
linkages between informal and formal financial services as a
means to strengthen existing community self-help entities. Finally,
resilience consortium members will further establish linkages with
universities and other learning centres to develop, introduce and
localize better practice.
75
Overview1 Warning communication packages the monitoring
information into actionable messages understood by those that
“Early warning systems are means by which people receive need, and are prepared, to hear them. Warning must get to
relevant and timely information in a systematic way prior to a those at risk.Warnings must contain clear, useful information that
disaster in order to make informed decisions and take action. enables proper responses. Communication channels and tools
The word system is used to refer to the interplay between must be pre-identified and one authoritative voice established.
an array of elements aimed at facilitating communication and Use of multiple communication channels is necessary to ensure
prompt response to protect and aid those in need. everyone is reached and to avoid the failure of anyone channel,
There are four basic elements to an early warning system as well as to reinforce the warning message.”
where each part must function efficiently for the system to be Integrated Early Warning System & Crisis Modifier
successful: SomReP’s design incorporates Crisis Modifier based on an
Risk knowledge builds the baseline understanding about risks integrated Early Action Systems which puts communities at the
(hazards and vulnerabilities) and priorities at a given level. Risks center (see figure below). Research carried out after the 2011
arise from a combination of the hazards and the vulnerabilities drought by CARE Kenya2 found that decision making in the
to hazards that are present. face of uncertainty is a critical challenge for humanitarian actors.
Monitoring is the logical follow-on activity to keep up-to-date In virtually all risk scenarios studied, economic, environmental
on how those risks and vulnerabilities change through time. and societal benefits of adaptive action- where vulnerable
Continuous monitoring of hazard parameters and precursors communities make informed development and risk management
is necessary to generate accurate warnings in a timely fashion. decisions and actions in response to climate change impacts- far
Warning services for different hazards should be coordinated outweigh their cost, suggesting they are efficient and effective
where possible to gain the benefit of shared institutional, even in the absence of national level projects. Under the most
procedural and communication networks. realistic scenarios of research, and even using a high discount
Response capability insists on each level being able to rate, the costs of the intervention were 2.6 times lower on
reduce risk once trends are spotted and announced — this average than the cost of not intervening to address the climate
may be through pre-season mitigation activities, e.g. evacuation change and extreme weather events. These findings make a
depending on the lead-time of a warning. Communities must compelling case for early action and adaptation in the face of
also respect the warning service and know how to react to climate-related and other risk.
warnings. This requires systematic education and preparedness
programs. It is essential that disaster management plans are in Meta-indicators include proven sources of information for early
place and are well practiced and tested.The community should warning from food security, livelihoods, health, nutrition and
be well informed on options for safe behavior and on means to other sectors, many of which will contribute to the consortium
avoid damage and loss of lives and property. partners FSNAU and FEWSNET’s own data collection and
analysis. As part of this system, agencies develop their own plans
Context Monitoring and facilitate communities to put in place contingency plans,
linking meta-indicators to triggered responses.
In light of these findings, SomReP’s Early Action System integrates The SomReP monitors the performance of individual sectors
specific localized, district and regional level early warning and systems to trigger early action at community, and in the event
indicators with appropriate early actions. These early warning their own capacities are overwhelmed, agency level. SomReP
indicators are grouped into meta-indicators for analysis by
consortium members with the support of the SomRePTechnical 2New Economics Foundation/CARE International. Counting on Uncertainty: The economic case
Unit’s Community Based Disaster Risk Management Advisor for community-based adaptation in north-east Kenya, 2012
(CBDRM). In SomReP Phase II strategy, the program aims to
build the capacity of Member State Disaster Management staff
to play a key role in the training Early Warning Committees to
surveille and interpret changes in key indicators and monitoring
what how they have used this information to respond to shock.
1Harvard Center for Health and Human Rights publication:The Changing Landscape of Early
Warning Systems: Promoting Effective Decision Making and Action in Disasters (April 2017)
maintains that the trajectories of households and communities 76
in crisis can be modified through early action. The Early Warning SomReP crisis modifier system was conceived based on the
Early Action System anticipates a need to respond to changing segregation of humanitarian/development aid architecture
conditions, timely and strategically, in key sectors or pillars which where the funding rigidity due to distinct mandates and rules in
supports the local economy and society. The system uses pro- meeting different kinds of needs. This rigidity hampered the aid
active lead indicators that are based on IPC and also have other system ability to manage risks and rapidly respond to shocks.
Somalia context specific indicators. Actions available to the Crisis modifier provides an opportunity and flexibility to re-
communities and consortium members will be scalable according programme pre-planned development activities and quickly
to the severity of the early warning indicators. By pre-agreeing on relocate development funding to address humanitarian needs due
the actions to be taken based on the “triggers” built into the early to shock. SomReP is largely confined to funding instruments that
warning indicators, SomReP agencies and communities will cut are long-term (development) and this flexibility comes in handy in
lead times between early warning and their response mechanisms, such a highly fragile environment like Somalia. The crisis modifier
saving lives and mitigating the effects of shock or hazard on the system is designed to enable early action and quick response to
resilience of communities they are working in3. shocks in the project areas.
Preparedness & Response decisions to take full advantage of projected favorable conditions
to support production and promote economic development.
Under the Phase II strategy, SomReP aims to institutionalize Trigger Level 1: This is when the environmental indicators
the system at community and Member State levels through: (i) show signs of stress, relative to the norm (e.g. increased food
strengthen community and ministry-level understanding of EWEA prices, reduction in water availability, etc.). Communities scale-up
approach; (ii) strengthen linkages between community level information-gathering in terms of frequency to assess magnitude/
institutions (Early Warning Committees) and relevant government impact of crisis, and undertake dissemination of information to
institutions for early warning, early action; (ii) further strengthen state-level institutions and at community-level. Communities
the community-level contingency resources to mitigate risk and review existing disaster risk reduction plans, enhancing their
capacitate first-responders with own resources. preparedness and tapping community-level resources for
SomReP employs the Community Based Disaster Risk early action. Communities and households can still cope using
Management (CBDRM) approach to disaster risk reduction strategies developed during the disaster risk reduction planning
planning and response, building the capacity of first-responders to and using their own resources in the contingency fund, for
monitor and respond to environmental and other types of shocks example, utilizing food and fodder resources, water conservation
and take own actions. SomReP develops the capacity of Early techniques, social support to the most-vulnerable with the
Warning Committees (EWC) to monitor lead indicators in their community social fund, etc.
own context through pictorial and simple to understand tools. Trigger Leve 2: Environmental indicators show higher
The program uses the Early Action Matrix to facilitate pro-active magnitude of stress relative to the norm and/or a minor rapid
planning at the community to: on-set shock has destabilized livelihood and community systems
(i) Identify lead indicators of observable stress at community level with some of the most vulnerable households experiencing food
(ii) Identify triggers, thresholds, of observable stress across sectors insecurity and/or are exposed to health hazards. Some adopt
(iii) Develop programmatic objective across operational sectors negative coping strategies, however, self-help mechanisms and
community early actions with own resources able to mitigate
response actions the most harmful impact. Communities generate early warning
(iv) Establish originator of actions information to inform government and other stakeholders
(v) Populations of concern for each of the four levels of potential to aid in decision-support and inform early action to forestall
action erosion of household and community assets base. SomReP
The system contains a phased and scalable “Menu of Actions” that Technical Unit and members compare community information
includes against meta-indicators and assess the historic significance of
(i) Community activates own contingency resources according to the shock (e.g. drying of the Shabelle River) and prompt Early
Community Contingency Plans (community takes action, agency Warning Committees to consider early actions to off-set
advises); potential future losses and might provide Contingency Pool
(ii) Consortium members request additional resources on behalf Funds to do the same (e.g. strategic off-take of livestock, livestock
of the community from SomReP Contingency Pool Fund vaccination, selective cash for work for the most vulnerable,
(iii) In the event shock overwhelms community capacity to water conservation and rehabilitation of strategic water points,
response, SomReP re-program projects into Crisis Modifier migration of livestock for water and pasture etc.) to protect
activities based on analysis of data; resilience gains.
(iv) In the event shock overwhelms Contingency Pool Fund, Trigger Level (3 & 4): This is when a combination of indicators
SomReP appeals for top-up funds and members appeal for bi- show a magnitude of stress (IPC 3&4) and the situation is
lateral funding in program areas. beyond the capacity of communities to cope with own resources.
The Community Contingency Plan consist of three main parts: (i) Communities generate early warning information to inform
monitors indicators in seven core sectors, pastoralism, agriculture, government/other stakeholders to aid in decision-support and
climate, nutrition, markets, conflict and natural resources at micro- inform early action. This leads to calls for external support
level, and (ii) trigger levels, and finally (ii) corresponding early (e.g. Cash for Work, UCT, water-trucking, etc.) This could include
actions. The trigger level has four main parts: triggering, SomReP’s own Contingecy/Crisis Pool Fund and/or
Trigger Level 0: Normal Season: This is when the environmental kick-start reprogramming (Crisis Modifier system) within existing
indicators (e.g. rainfall, food availability, market prices, etc.) are projects to meet emergent needs. With funding from DFAT, SIDA
seasonally normal. Early action under these conditions could and SDC, SomReP maintains flexible Contingency/Crisis Pool
include provision of information such as an “Agricultural Advisory” Fund, allowing the program to respond immediately during times
which equips producers and other agricultural value chain actors of minor shocks.
with information on the projected season to make risk informed
designed to enable early action and quick response to shocks in the project areas.
3 Start Network: Early Warning, Early Action: A brief review of experiences and opportunities,
December 20132 such a highly fragile environment like Somalia.The crisis modifier system is
Contingency/Crisis Pool Fund 77
production, etc.) and supporting them to recovery early and take
At the Technical Unit-level of the consortium, the program advantage of key moments in the agricultural calendar year (e.g.
maintains a flexible pool fund which can be used to support repair damaged irrigation canals and other productive assets to
communities whose capacities to respond to the magnitude of quickly return to productive activities). Pool funds are effective
a crisis are overwhelmed. The Crisis/Contingency Pool Fund is at supporting localized crisis (average response is USD 100,000),
intended to protect resilience gains by supporting communities but are overwhelmed in the face of a co-variant shock. When
to undertake pro-active measures in the face of larger magnitude Crisis/Contingency Pool Fund is overwhelmed, SomReP appeals
shocks (e.g. destocking, scaling production of fodder, etc.), to stop to donors or collaborative partners for up-scaling of resources
households from adopting negative coping mechanism during to meet emergency needs.
times of stress (e.g. selling off assets, family splitting, charcoal
Figure 18: Early Warning/Early Action System level. Where appropriate, EWCs will use smart phones to
collect early warning information and feed this to higher-level
Early Warning Committees state institutions, thus contributing to data collection and analysis
for decision support and coordination. The CBDRM approach
Using Oxfam’s proven Community Based Disaster Risk will bridge the gap between relief and emergency work and
Management (CBDRM) approach, communities will be equipped strengthen the sustainability of long-term development programs
with a suite of tools to monitor their local environment and to act within the communities that SomReP is working5.
based on their community preparedness plans4. Early Warning
Committees (EWCs) will be trained on using appropriate food As well as supporting Early Warning Committees, members will
security and livelihood monitoring tools, and how to interpret collect and analyze early warning information at district level.
and use information to influence actions taken at community With the use of mobile data collection technology, an online
analysis tool will make real time data and analysis accessible to
Implementing Agencies field-based staff through and easy to use interface. The online tool
will be able to “Push” contextualized information and alerts back
Consortium members will strengthen existing Early Warning to the Early Warning Committees. Early warning information will
Committees and where they do not exist- establish new enhance the decision making process and increase the options
ones. Consortium members in collaboration with government available through the Menu of Actions to respond, equipping
counterparts will lead the process in each district to train, communities to take actions at an earlier phase of the crisis and
equip and support Early Warning Committees in disaster risk supporting for more cost effective and innovative solutions to be
management activities. They will work with local governance considered6.
structures to build their capacity and improve coordination
of disaster management at district or town levels and link to 6Mercy Corps. Lessons for Effective Resilience Programs, a case study of the RAIN program in
government disaster management institutions. SomReP Technical Ethiopia, August 2013
Unit and member staff will also work with FSNAU-funded Field
Analyst when possible to triangulate and verify early warning
indicators.
4 This approach is being built on experiences in Ethiopia, Kenya, and successfully in Somaliland by
SomReP agency OXFAM
5World Vision. GERANDO Community Based Disaster Risk Reduction, 2011
78
Working with Technical Partners FSNAU and FEWSNET
The SomReP Early Action System integrates with and time to plan and respond to potential humanitarian crisis. Data
complements existing macro-level indicators and analysis by the collection by SomReP members and by the EWC will also feed
consortium’s technical partner FSNAU, SWALIM and FEWSNET7 in to and enhance the analysis of these two technical partners,
. In line with FSNAU analysis, SomReP also monitors seven FSNAU and FEWSNET. Through a collaborative process, the
core sectors, pastoralism, agriculture, climate, nutrition, markets, technical partners have identified key datasets for SomReP
conflict and natural resources at micro-level. These key regional to collect through its members and network of Early Warning
indicators by FSNAU will inform the system and- depending on Committees. SomReP has jointly collaborated with FEWSNET
the situation- trigger SomReP consortium members’ response to train implementing agencies on the basics on market and
mechanism. FSNAU technical partner, EWSNET, closely monitors climate (via SWALIM) monitoring leading to development of
and analyzes climate information on a regular basis. Climate a mobile monitoring app (software). Bi-monthly market data
remains a critical factor of food security in Somalia and has a collection continues to occur linked to an online portal that is
direct relationship with the performance and potential of livestock accessible to all members. As part of the collaboration, FSNAU
and rain-fed crop production-mainstays of the rural economy. and FEWSNET will take part in SomReP Donor Advisory Group
FEWSNET makes food security projections and an informed members, further contributing their expertise to the program’s
estimation of future food security outcomes- enabling decision technical elements.
makers and EWC, field staff and SomReP Technical Unit adequate
Strengthening Self-help Mechanism be linked to formal financial instruments through the establishment
of bank accounts. The Business Council is used as a channel to
Experience shows that communities will always be the first negotiate and access external capital from financial institutions
responder in case of shock or disaster, which means that the such as Hawalas, Amal Bank, Dahabshil, etc. The activities of the
community should be the basis of any meaningful disaster risk Business Council and their respective network are managed by
reduction approach. The establishment or strengthening of the elected leaders from members of the participating savings groups.
community self-help mechanism will build on existing traditional Networking opens access to larger enterprise-oriented loans and
social support mechanism, such as “ayuto” that Somalis employ the ability to finance collective income generation projects such as
during crisis to support family, group and clan. Lessons learnt milk aggregators/processers, cereal and fodder banks, diversifying
from REGLAP indicate that social capital (social norm, trust and income and strengthening household and group buffering
networking) plays a significant role in addressing community capacities. Successful Business Councils will be further enhanced
vulnerabilities- especially during emergency and recovery through provision of top-up grants which will be deposited in
periods8. SomReP’s 2018 Positive Deviance study found that a formal financial institution, increasing the amount of capital
saving groups were perceived as high-impact interventions that available for Business Councils to loan out and support livelihood
opened multiple pathways which allowed members to finance diversification and business growth amongst its network. SomReP
livelihood diversification9 and drought mitigation measures10. will engage with financial institutions to provide other financial
Savings groups operate on the principle that members of a self- services such insurance to Business Council participants.
selected groups of 10-30 members voluntarily form savings group The SomReP Positive Deviance Study highlighted the psychosocial
and save money in the form of “shares” with each share valuing benefits of participating in savings groups with women reporting
between .50 to 1.00 USD. The savings are invested in a Loan Fund feeling empowered by newfound economic independence and
from which members can borrow, repaying with a service charge contributing to not only their own saving group’s Social Fund, but
added. Saving groups provide a simple facility in a community that contributing to community-level response11. The program aims
does not have access to formal financial services. It is common to leverage the economic and social empowerment reported
for group members to set aside an emergency social fund in the Positive Deviance Study to introduce positive disruptive
which can be accessed by member or non-member in distress affirmative actions in community governance structures. The
at the discretion of the group members. The social fund is the program will channel top-up resources to community-held
foundation of social support system within the group and beyond. contingency funds, Social Funds, through successful savings groups,
Due to limited presence of Micro-Finance Institutions (MFIs), mandating that saving groups’ charitable contribution to Social
SomRep will support the networked group to form a partnership Fund will be contingent on their participation in the Social Affairs
with money transfer organizations to provide MFI services. The Committee, the decision-making body mandated to manage the
networked groups pool their financial resources together from fund to undertake social support activities.
which larger loans are distributed to member to purchase larger
assets such as livestock or start income generating activities.
Consortium members will facilitate successful groups of savings
groups to form Business Councils and these larger associations will
7 draft MoU is in development by FSNAU, FEWS NET and SomReP to strengthen areas of 10Somalia Resilience Program (SomReP). Positive Deviance in Somalia:Why are come households
8RcoEoGrLdAinPaFnedbi.n2fo01rm3 ation sharing, cohesion of work plans, etc. more resilient than others? Sept. 2018.
9REGLAP June 2011 11Somalia Resilience Program (SomReP). Positive Deviance in Somalia:Why are come households
more resilient than others? Sept. 2018.
79
Strengthening Self-help Mechanism making are closely linked during monitoring reviews, allowing
for changes in program activities according to the context and
The program’s capacity to both generate and apply learning in lesson learnt. Moreover the consortium’s annual learning event
the field is greatly enhanced by its seven members implementing and periodic Donor Advisory Group program review meeting will
the same program model across 20+ diverse locations in Somalia. serve as a basis for thoughtful program redesign opportunities
The SomReP’s Technical Unit’s leadership further ensures that based on consolidated learning and evidence from the previous
learning informs timely decision-making, and accountability to year. Key components of SomReP’s learning system include the
ensure learning leads to improved performance and results over following (See figure **).
time. • Maximizing intentional “learning moments” within the
A robust and efficient learning system has been designed to ensure
lessons emerging from the communities and the field teams are program cycle at both member and community level- both
captured, analyzed, packaged and shared for systematic application formal and informal, field-based and national level
across agencies and locations. Because lessons documented do • Capturing and featuring lessons learnt at all levels of the
not automatically lead to changes in programming or operations, program documentation
the SomReP learning system aims for not only lessons learnt, but • Streamlining dissemination and knowledge management of
lesson applied. learning via Technical Unit
SomReP’s learning system has been informed by key literature • Defining clear responsibility and expectation for when, how,
on organizational learning, particularly NGO-specific research, and by whom lessons are applied into program operations
which emphasizes the need for concrete learning processes and design refinements
and practices1 , leadership that reinforces learning2 and involving • Mechanism to identify innovations relevant to Somalia from
community in learning3. It was also designed based on independent outside the sector and context to pilot and scale within the
research by Feinstein International Center of Tufts University, which program
evaluated the learning culture and systems of SomReP’s principle • Ensuring learning not only to improve SomReP impact but
recipient organization,World Vision Somalia4. From 2012 to 2018, also informs wider resilience community in Somalia and
SomReP developed a deeper appreciation of the challenges- elsewhere
such as staff retention amongst members and government, and • Forums to allow government and community to assess
an increasingly holistic design exceeding the capacity of field-level program’s effectiveness and appropriateness and provide
staff, government and communities to grasp, etc.- of cascading feedback
learning in a way which could be sustainably internalized.
The Chief of Party holds overall responsibility for program
learning, and with key members of the Technical Unit and
consortium members supporting the system. Learning will be
captured within each phase of the program, based on analysis of
monitoring data and community feedback. Learning and decision
1Smith Milway, Katie and Amy Saxton.“The Challenge of Organizational Learning”. Stanford Social 3John Hailey and Rick James,“Learning leaders: the key to learning organisations,” Development in
Innovation Review. Summer 2011. Practice, 12:3-4 (2002): 400.
2Garvin, David A., Amy C. Edmondson, and Francesca Gino. “Is Yours a Learning Organization?” 4Tufts University, Feinstein International Center. Learning in Emergency Programmes:World Vision
Harvard Business Review. April 2011. Somalia. October 2013.
80
Figure 19: The SomReP Learning System
• Academic Research: Implemented in partnership with • Quarterly Technical Working Group: Forum to (i) identify
research institutions or managed in-house, provides evidence technical challenges in the monitoring and measurement
base to (i) support advocacy to influence donor priorities, of programs, (ii) develop remedial measures to improve
and government regulatory frameworks, (ii) inform strategy progress and impact reporting and (iii) co-create new or
and program design; (iii) contribute to Resilience Learning revise/refine existing technical approaches.
Network and deeper understanding of resilience in academia
• Program Evaluations: Opportunity to assess the
• Resilience/Response Innovation Lab: Platform which brings effectiveness of program’s suite of technical approaches and
together NGO, UN, private sector, academia and government activities towards improving resilience measures: (i) Food
to (i) articulate challenges in the implementation of resilience Consumption Score (FCS), Household Food Insecurity Scale
programs, (ii) identify innovations and solutions inside and (HFIS), Reduced Coping Strategy Index (rCSI) and achieving
outside humanitarian/development sector and country and project outcomes.
(iii) pilot innovations- and if successful- scale them in the
program. • Participatory Monitoring, Reflection, Evaluation &
Learning (PMREL): Forum where community, government,
• Start-up Workshops: Forum to present project design and consortium member come together to assess the
to community, government, field and management of effectiveness of the program and community’s efforts to
consortium members, external partners and learning (i) address key priorities identified in Community Action &
institutions, develop plans to collaborate in implementation, Adaptation Plans (CAAPs), (ii) plan for, mitigate against and
monitoring and evaluation and identify possible research respond to shocks, (iii) manage community communal assets
items to be explored during the life of the program. and systems: water, ecosystem, and markets. An opportunity
for community to voice needs and concerns to powerholders
• Formal Training: The Technical Unit identifies, develops, and duty-bearers regarding community governance.
standardizes, disseminates and monitors the effectiveness
of technical approaches through formal workshops to its • Complaint Response Mechanism: Through a passive
members’ field, management and technical staff, government confidential call-in system, active IVR process, targeted Key
counterparts and others. Informant Interviews (KII), complaint boxes, Post Distribution
Monitoring and group discussions the program receives
• Internal/External Learning Events: The program shares feedback on programs performance: (i) inclusiveness of
lessons learnt to others by hosting events on topical issues selection process; (ii) effectiveness of program delivery; (iii)
which support the resilience agenda, including resilience appropriateness of assistance; (iv) fraud, etc. Information
measurement and promising technical approaches. informs targeting, implementation and new designs to
improve program performance.
81
• Exposure Visits: Technical Unit and consortium members • Implementation: Both formal (through reporting) and
facilitate groups of program participants to visit other informally through review meetings and during monitoring
target groups and communities to witness the successful visits, front-line staff members share their experience
application of technical approaches. Groups learn from each regarding the community acceptance, appropriateness, and
other how other participants have applied technical skills and effectiveness in the implementation of technical approaches.
leveraged program assistance to improve their household Lessons learnt inform revision/refinement of technical
and community resilience. approaches.
• MonitoringVisits: Field trips to project sites where Technical • Peer learning On-site:Technical Unit coordinates consortium
Unit, management, government and donors assess the members to visit each other’s sites to learn how each one
program’s performance as per the project deliverables, applies technical approaches, conducts trainings, and interacts
strategy, and other considerations. Opportunity for technical/ with community institutions and groups. Different members
management/donors to mentor field staff in better practice have different capacities and experience with some older
and provide strategic insights to improve understanding of staff steeped in valuable community engagement experience
resilience for both frontline staff and communities. whilst the young staff bring innovative ideas to approach
challenging problems.
82
Strengthening Self-help Mechanism • Community led monitoring through PMERL: Community
level monitoring and feedback mechanisms play a key role
• World Vision is the Lead of the Consortium, hosts in SomReP’s monitoring system.The programme employs a
the Technical Unit (TU) and is responsible for DM&E, Community Driven Resilience (CDR) approach, placing the
implementation and grants management. The Technical community at the forefront of design, implementation and
Unit is responsible for the identification, development, and monitoring their own development priorities. Central to
mainstreaming of resilience technical approaches amongst this is the Participatory Monitoring Evaluation, Reflection and
implementing partners. The field-based Operational Focal Learning (PMERL) methodology which periodically brings
Points,Technical Advisors and M&E Managers provide training together diverse groups within communities to reflect on
on and technical backstopping for the implementation of programme delivery of the CAAP and actions undertake
vulnerability assessments, disaster risk planning/management, through the Crisis Modifier as part of the Early Action System.
and pastoral, agro-pastoral and peri-urban livelihood These reflection and learning events provide communities a
approaches. The TU is responsible for harmonizing technical forum to voice their opinions regarding SomReP activities,
approaches, facilitating training for implementing partners, often leading to important insights into how communities
promoting real-time learning across members, leading the perceive the programme’s effectiveness and inclusivity. If and
research agenda and ensuring overall quality assurance for when inputs are distributed to recipients, an internal PDM
the programmes’ technical approaches. (post distribution monitoring) will be undertaken to gauge
the effectiveness and appropriateness of the inputs1. See
• The Design, Monitoring, Evaluation & Knowledge Complaints Response (CRM) section for more details on
Management Unit, comprised of the Head of QA, M&E, feedback mechanism.
KM + Innovation, the GIS & IT Officer and field-based M&E
Managers and Officers, manages a unified M&E system to • The PMERL process includes; Mapping key stakeholders and
monitor quality implementation, programme progress and their strategic interests, deciding what to monitor, developing
impact measurement and documentation. Most recently, the indicators, measuring baselines and assembling information,
Consortium is endeavouring to harmonize existing program putting the monitoring plan together and matching it with
logical frameworks and indicator and evaluation datasets to the available resources available. It is worth noting that the
ensure comparability of results across program geographic PMERL does not replace the M&E process that SomReP
regions.Context,process and results monitoring will be upheld Partners will need to follow in order to meet the donor
and supported by the Technical Unit’s technical advisors requirements, such as providing information about the
and M&E Manager through quarterly visits to randomly extent to which project activities and outcomes are in line
selected project areas to verify reported achievements and with a logical framework (a tool widely used in project design
to support quality of programme implementation. Progress to show how goals will be met). Findings from the PMERL
monitoring against results milestones will be reported process will, however, provide valuable information for the
quarterly reflecting gender analysis, age group and location M&E process, particularly on behaviour change. Valuable
disaggregated data. This quantitative progress reporting learning will also be gained as communities systematically
will be supported by qualitative assessments of wider observe changes amongst themselves, in their environments
indirect impacts of programme results on HHs, women and and amongst the institutions they engage with. In turn, this
community relations. learning will contribute to building adaptive capacity, which is
a key objective of community-based adaptation.
• The programme will use a detailed monitoring plan that
applies standard approaches and tools that are developed
and adopted through the Technical Unit’s M&E management,
effective beneficiary accountability and use of technology for
better and more accessible data.
83
The diagram below shows the integration of PMERL in a project cycle, from analysis through to evaluation of the project’s success in
achieving its objectives2.
Figure 20: PMERL Project Cycle Intergration android devices where security allows and use of a central
server-hosted repository (for real time information storage and
Peer review learning: With effect from 2014, a more holistic queries).
and cross departmental approach for peer review and monitoring
was identified in order to ensure cross organisational learning. Monitoring in Restricted Access Locations: In many of the
The new approach focuses not only on technical members of South Central Somalia districts where SomReP operates, limited
the peer review team but also includes M & E and Grants staff. or irregular security access by senior or expatriate staff requires
This will result in more systemic capturing of learnings from additional mitigation measures to ensure means of monitoring to
the consortiums 7 agencies that can be applied across the ensure quality and accountability.The determination of “limited or
consortium. A cross sectoral team made of TU members will irregular access”districts shall be made by the Steering Committee
undertake periodic joint monitoring of specific partners. in consultation with the implementing agency and donors. Prior
Technical Unit oversight: In addition to each implementing to starting implementation in these districts, SomReP agencies
agency’s rigorous internal monitoring systems, the consortium’s will commission an access study to assess security realities and
M&E Managers, Technical Advisors, and Grants Finance Manager key implementation risks. The findings will inform a detailed risk
will make quarterly visits to randomly selected project areas management plan for operations in that location, to include
to verify reported achievements and to support quality of rigorous and regular monitoring of performance indicators
programme implementation against result and outcome via additional means, including third party monitors. SomReP’s
indicators, technical quality standards, accountability standards, monitoring and accountability practices for limited or irregular
and financial standards. Findings will be reviewed at the Technical access locations are informed by member agencies’ current
Working Group (TWG) on a quarterly basis in the form of a policies and practices3 as well as existing and recommended
programme performance management dashboard, providing good practice outlined in the Humanitarian Innovation Fund’s
consortium-wide accountability across implementation agencies 2012 report by Tearfund on remotely managed projects4. The
and locations, and allowing operational or quality issues to be measures below may also be utilized in atypical access locations
addressed early. A programme performance dashboard will also to enhance the rigor of monitoring.
be shared at the Consortium Steering Committee on a bi-annual
basis. Frequency of reporting: SomReP agency experience in Somalia,
Context monitoring will be spearheaded by the M&E Managers as well as the Tearfund study5, finds that frequent and face to face
in the Technical Units, liaising closely with members that have progress review meetings, as well as ad hoc project meetings
regular access to field-level information in their districts. Changes via Skype technology, is critical for underpinning the monitoring
in context, whether related to weather, security, or other shocks, system in restricted access locations. Field-based SomReP
will inform and feed into the programme’s Early Action System Operational focal points meet regularly with implementing
and be coordinated closely with other humanitarian systems (e.g. partners, ensuring risk and performance challenges are quickly
FSNAU, FEWS NET). The speed and integrity of data will be identified and addressed.
enhanced through use of automated data collection GIS-enabled
4Tearfund 2012.“Monitoring and accountability practices for remotely managed projects
123DCThARisCRiEsMaInontneiinrtnotearritnnioganlaamnl do(2ns0iut1op4er)irn:vPgisMpiorEnaRciLtnicfaoerreoCafsoDwmRitmChuwrnehistiytcr-hibcathesaedsdashAccodewaspsntfatootriobinnetegronoadtiopnraalcstitcaeff..World implemented in volatile operating environments.” Report supported by the Humanitarian
Vision Somalia Summary of Partnering Process. Oxfam Remote Monitoring in Somalia. Innovation Fund.
5Ibid, page 40-41.
Frequency and rigor of monitoring: In addition to regular 84
programme monitoring by field staff, quarterly verification and comments regarding program quality, implementation,
missions will be undertaken by senior staff/operational focal monitoring and evaluations, management of resources through
points in each implementing agency, or by external third-party a confidential medium (SMS and voice calls). The feedback is
monitors should access be restricted. received in the mapping platform where it is categorized and
Third party monitoring: External third-party monitors will be tagged to gender, age, location and nature of feedback. The
commissioned and used every six months to independently verify feedback is shared through a partner portal website to SomReP
programme progress. This would be in addition to any donor- TU and to implementing partners who are invited to provide
funded and donor-required third party monitoring conducted in responses and address issues. In a country where literacy rates
programme areas. are still very low- it is important to have multiple communication
Complaints Response Mechanism: Implementing members’ channels available for recipients. SomReP member agencies
existing feedback mechanisms will be complemented through the have found randomized calls to recipients as an effective means
establishment of a SomReP feedback system- this is particularly of soliciting feedback and mobilizing communities . SomReP’s
true in areas of reduced and irregular access. SomReP will third-party CRM provider will send targeted voice messages
engage a third-party CRM service provider to manage the (IVR) to recipients to solicit feedback directly and inform them of
system and provide regular reports to field-level M&E and the key events in the programme (initiation of emergency response
TU leadership. SomReP target communities will be invited to activities.)
share their opinions, suggestions, inquiries, aspirations, complaints Geo-tagged photographs: Photos depicting project activities
will be requested from local partners or implementing staff,
and where security allows, be geo-tagged with GPS locations to
prevent misrepresentation of accomplishments.
Quality Assurance The M&E technical unit will periodically (within 12 months prior
to the indicator data being reported externally) conduct an
SomReP programming emphasizes Quality Assurance because oversight quality assurance process including; data verification,
it is explicitly evidence based results oriented. Good data are site visit to verify information provided to the technical unit
needed to inform the design of interventions and to monitor about activity performance. Review an implementing partner’s
and evaluate the program progress toward defined targets understanding of the indicator’s definition, data collection
and indicators. Ultimately, SomReP is committed to accuracy of methodology, reporting chain, and supporting documentation.
information for purposes of accountability and more importantly, During a site visit, the M&E team will also verify any monitoring
for use of quality data to improve programming. More specifically, indicator data collected and stored or concerns beyond what the
the emphasis on evidence and results places data quality at most recent data quality assurance revealed.The SomReP Quality
the center of a project cycle in which target setting and results assurance process is, therefore, designed to; verify the quality of
reporting are strongly linked. In order for the M&E Process to be the data, assess the system that produces that data, and develop
meaningful and realistic, the quality of the data on which they are action plans to improve on the M&E system.
based must meet minimum standards of acceptability.
Figure 21: SomReP Quality Assurance Process
The conceptual framework for the Quality Assurance process is 85
illustrated above. Generally, the quality of reported information is dependent on the underlying data management and reporting
systems; stronger systems produce better quality report.
Quality Assurance
evaluation and monitoring. As much as possible, data is entered in
For the purposes of monitoring the progress of the activities being real time whilst the platform is online. In cases when connectivity
implemented by the Consortium, the project has developed an is a problem, the project has provided solutions such as CSPro
online data management platform. This platform is intended to to assist with the entry, tabulation and editing of data, prior to
provide the implementers, donors, and partners (amongst the uploading to the system. Once in the system, this data will be
many potential users) with the ability to access project data for employed to both track and monitor the progress of the project
the purposes of analysis and progress towards intended outcomes. activities against the program indicators and to evaluate the
The principles behind the construction of the platform adhere to impact with respect to enhanced resilience.
those within the World Vision policies on data protection, privacy The processing of the data involves the cleaning for errors and the
and security. reviewing of the submitted data by theThird Party Monitor (TPM)
The platform has three basic components; 1) online data collection, and SomReP TU staff. Data containing errors and inconsistencies
2) data processing and 3) analysis and reporting. are logged into a CSV file and upon review, M&E and field staff
To facilitate online data collection, the platform uses open source advise on the corrections and report back for the application of
software (Open Data Kit) to design templates for smart phones those corrections in the data. The full platform is detailed in the
and tablets, which are then used to collect data for impact diagram following.
For information on Kimetrica Indicator Tracking Platform for Quality Assurance
and M & E please see Annex IX Data Management Platform (page 91)
86
One of the more pressing concerns still for NGOs and required to indicate changes in impact, is essential if we are
development practitioners, is that project implementers to make the measurement of resilience more effective and
lack the ability to consistently validate the plausibility of efficient. At present, some NGOs are collecting data on almost
their original causal link posited between project inputs, 100 variables to be able to reflect progress towards what they
interventions and activities and changes in resilience.There have determined as resilience.This scale of data collection is
are analytical frameworks and metrics in use currently such neither practical nor economically sustainable for donors. As
as the IPC or the RIMA, however, these are not very effective researchers, we still need to understand, firstly, the relative
for assessing the result of an activity and subsequent impact importance of indicators when measuring resilience, and
on a population. Both of these analytics are useful in either secondly, when proxies can adequately reflect change over
classifying the nature and severity of food security or the different periods of time and therefore replace the large
state of “resilience” and measuring change in that state or number of indicators.There is some work being done on
nature from time0 to time1, which makes them very effective looking at the relative importance of indicators which shows
for early warning or for the better targeting of activities, but that indicators such as Poverty Head Count Index and average
they are clearly not a response analysis or a methodology for monthly income were revealed as highly important and
directly measuring food insecurity.This is largely because they closely correlated to resilience, which others such as distance
do not allow for any attribution of a particular intervention or to a primary school, public transport, markets, health centers
set of activities, to changes at impact level. Neither functions and prevalence of illness or chronic disabilities revealed an
as a framework to allow project implementers to monitor insignificant correlation1.
the progress of their interventions towards enhancing a Crucial to understanding the efficacy of the data in representing
population’s resilience. SomReP will continue its efforts to a causal link to resilience, is a characterization of the properties
refine its ability to understand characteristic of vulnerability to of the indicators that are collected and their links to well-being
inform strategic decision support. outcomes, their response to different shocks and stressors
One of the main reasons attribution is not possible is the scale over different time periods, and their consistency in terms of
and resolution of data used in these analytics.The RIMA often geographical scope and resolution.
uses the Living Standards Measurement Survey, which contains Some work has already been carried out defining broad
data at a national scale. It is impossible for implementers criteria for including particular data sources and indicators
to understand the impact of their particular interventions if that could be of use2, however, more research and refining of
analysis is done at this scale unless they were the only project these properties needs to be done to allow individual project
in operation. implementers to understand the role of their activities in
In addition to scale, the frequency of data collection, if contributing to a community’s or population’s resilience.
causality between inputs and outcomes is to be plausible,
must be enough to capture an attributable change. And, even
if frequency is sufficient, the indicators being monitored must
not only be capable of reflecting change at time of assessment,
but must contain properties suitable for hypothesizing change
over much longer temporal scales; scales that are appropriate
for real, observable changes in resilience.This type of work;
the characterization of properties of indicators suitable
for manifesting change at the scale, scope and level of that
1 Abenyake, C., Mikami,Y., and A. Marasinghe. 2016. Assessing Community Resilience to Climate-related Disasters: Examining the relative importance of indicators.
International
Proceedings of Chemical, Biological and Environmental Engineering.Vol. 91.
2 Characteristics of indicators:
• Disaggregated (data is available in disaggregated form)
• Demonstrates aggregation potential (while context-specific indicators may be used for particular studies, the preference here will be for indicators which are broadly
relevant, can used for comparison to other communities/regions/countries, and can be aggregated for higher levels of analysis)
• Frequency (data is available in time series, ideally collected annually)
• Ease and low cost (access to, or collection of, data is easy and inexpensive)
• Conceptual soundness (high quality data, statistically and methodologically sound, and indicators provide a clear and accurate signal of some component of the framework
described above)
87
Annex VIII
Over the years, SomReP has adopted and adapted a number risk reduction program. These lenses form the foundation of
of methodologies and technical approaches drawn from the how the program views our relationship with government and
experiences of its consortium members in Somalia and other communities and informs our approach to implementation of
similar contexts. The combination of these insights and techniques projects. Though not exhaustive, the below technical approaches
is what makes the SomReP more than a livelihoods and disaster form the core of the SomReP approach.
Conflict Sensitivity of natural resources. Conflict Sensitivity will be mainstreamed
across all aspects of the program through comprehensive conflict
SomReP’s overall design is premised on a conflict-sensitive analysis at national, regional and district levels. All project activities
approach to build consensus in action planning, avoiding will be informed by Do No Harm principles and Somalia Conflict
exacerbating existing tensions and reduce potential conflict. Early Warning Early Response Unit (CEWERU) and contribute to
Building on partners’ experience in participatory conflict analysis1, conflict prevention objectives.
conflict resolution, and the Do No Harm approach, the project will
work with target communities to identify key sources of conflict
(dividers) and peace (connectors), particularly relating to the use
Gender Sensitive Climate Vulnerability and Capacity Assessment (GCVCA)
The GCVCA methodology2 is focused on understanding how building for planning and improved risk management,ii) disaster risk
social and gender dynamics influence and distribute vulnerability reduction strategies to reduce the impacts of increasing climate-
to climate change and natural disasters in a community.This helps related natural disasters, particularly on vulnerable individuals
to ensure community-based adaptation efforts will not only and households, iii) strengthening local adaptive capacity in local
reach the appropriate groups but will also lead to fair, inclusive, communities and local civil society and governmental institutions
and affirmative actions and decisions for those groups who are to better support communities in their adaptation efforts and
most vulnerable to climate change impacts and natural disasters. iv) local and national level empowerment, advocacy and social
The approach will build on local knowledge on climate risks and mobilization to: a) address the underlying causes of vulnerability,
process of gathering and analysing information which is combined such as poor governance and social & gender inequalities and
with understanding of scientific data and appropriate strategies to b) influence an enabling environment through formulation and
adapt. GCVCA process will facilitate and sensitize communities adoption of specific policies. Empowering women, and engaging
through: i) promotion of climate-resilient livelihoods strategies men in a process whereby women and men work together as
in combination with appropriate income diversification, capacity equally recognized decision-makers and change agents.
Community Based Disaster Risk Management (CBDRM)
SomReP will continue to employ Oxfam’s CBDRM model3 and information which will assist with data collection and analysis and
equip communities with a suite of tools to monitor their local improve coordination among agencies.The CBDRM approach will
environment and to take action based on their community bridge the gap between relief and emergency work to strengthen
contingency plans. EWEA Committees will be trained on using the sustainability of long term development programs within the
appropriate food security and livelihoods monitoring tools, and SomReP’s intervention communities. CBDRM training contains
how to interpret and use the information to influence actions specific modules on Community Contingency Plans, Market
taken at the community level. Where appropriate, EWEA Monitoring Methodology, Market Analysis for Food Security &
Committees will use smart phones to collect early warning Early Warning, and Drought Cycle Management among others.
1http://wvi.org/peacebuilding-and-conflict-sensitivity/publication/integrating-peacebuilding-and-conflict
2http://careclimatechange.org/tool-kits/gcvca/
3http://careclimatechange.org/tool-kits/pmerl/
Community Driven Resilience (CDR) 88
problems by working in partnership with local governments
SomReP will employ a CDR approach, which constitutes a sector and other supportive institutions. To ensure a resilience focus,
specific adaptation of the Cmmunity Driven Development thorough community consultation will take place prior to
(CDD) methodology. CDD programs operate on the principles the CDR implementation. Since having to provide their own
of transparency, participation, local empowerment, demand- resources might seem daunting to the local communities at first,
responsiveness, greater downward accountability, and enhanced a graduation model will be applied, whereby community and
local capacity/local empowerment. CDR4 approach places the diaspora contributions to contingency plans will be matched 1:1
community at the forefront of design, implementation and with project funds. As the project progresses, communities will
monitoring their own development priorities. Experience from take greater responsibility for fully funding communal investments,
SomReP’s member agency DRC has shown that when given including by being supported by the action to seek matching
clear and transparent rules, access to information, appropriate funds from other sources (e.g. private sector).
capacity, and financial support, local communities can effectively
organize to identify community priorities and address local
Community Action & Adaptation Plans (CAAP)
Building on existing community action planning, the Community local civil society and private sector organizations, other
Actions And Contingency Plans (CAAP) bring local stakeholders community-based structures (EWEACs, VMC, CAHWs, others)
together in an empowering learning process that builds adaptive women and youth representatives, organizations of persons with
capacity at community-level, while also resulting in tangible but disabilities (if such exist). While the entire village population will
flexible action plans for communities to reduce, over time, their be, at several points in time, included in the CAAP process, the
vulnerability to climate change. During the initial inception phase; accountability for the development of CAAP will rest in the
stakeholders’ mobilisation (village- based stakeholders, who Village Development Committees.
include, but are not limited to, local government representatives,
Participatory Monitoring, Evaluation, Reflection and Learning5 (PMERL)
PMERL approach aims to facilitate community learning and activities of the most vulnerable can be aired, analysed and plans
reflection. On a periodic basis community members, leaders, developed to improve status quo. It does not replace SomReP’s
and government representatives will be brought together M&E process but will rather feed it as findings from the PMERL
to reflect on progress towards achieving development goals process will provide valuable information for the M&E process,
established in the CAAP. It also presents an opportunity for all particularly on behaviour change. Valuable learning will also be
segments of the community to express their perceptions as to gained as communities systematically observe changes amongst
the inclusivity, fairness and effectiveness of consortium members themselves, their neighbours, their environment and amongst the
and community leadership in delivery the program. It is venue institutions they engage with.
where controversial topics such as barriers to inclusion in project
Savings Groups as Platforms for Economic & Social Transformation
Findings from the mid-line assessment have shown that the and unity within the village. Key Informant Interviews from the
introduction of savings groups has seen a significant uptake and DANIDA evaluation noted that savings groups are now being
was widely welcomed by the communities. SomReP’s 2017 used as a means for mobilization whenever any community work
Positive Deviance Study found that the most important factors arises like repairing water catchments and community water
linked to the wellbeing of positive deviant households were channels.As evidence shows,VSLAs have contributed significantly
being a member of a savings group and receiving early warning to boost the absorptive capacity of the broader community.
information. At the community level, communities with savings SomReP will link CfW projects to VSLAs creating synergistic
groups active in their communities had better food security scores effects on households’ ability to reduce debt, save money,
and demonstrated fewer negative coping strategies so could access credit in the dry season, and improve food consumption.
recover more quickly from exposure to a hazard (recovered SomReP will also look at increasing access to formal financial
better from the drought). Furthermore, the DANIDA end of service by linking savings groups with financial service providers
project evaluation found that VSLAs groups are cost effective such as Dahabshiil with whom SomReP has developed a MoU.
to operate within the community with many benefits including These identified financial service providers will provide formal
access to financial services without the collateral/security, timely bank accounts and access to loans and credit to the beneficiaries.
access to funds, and an increased respect from other community The combination of both formal and informal access to financial
members. Moreover, savings groups increase social cohesion assistance not only provides a widened safety net for vulnerable
4http://wvi.org/peacebuilding-and-conflict-sensitivity/publication/integrating-peacebuilding-and-conflict
5http://careclimatechange.org/tool-kits/gcvca/
households in times of stress; it also allows access to capital 89
for business development or expansion - a condition to allow
communities to gradually become more self-sufficient in the long on helping members develop a 3-year plan for their families
run and to move from surviving to thriving. and set realistic life goals for their future. The 3-year plans will
also include strategies on how to cope with obstacles and set-
(i) Private Service Provider Approach to Savings Groups backs. Trainings on good hygiene practices aiming to reduce
SomReP will adapt Catholic Relief Services’ Private Service instances of hygiene related morbidity (such as diarrhea) and
Provider (PSP) approach6 for its VSLA interventions. PSP hence contributing to improved nutrition will complement the
constitutes a fee-for-service model which can be used to scale- positive behavior change approach. This gender empowerment
up savings groups in a cost-effective manner.While the formation sensitization training will focus on self-reflection and care and
of groups has traditionally been dependent on donor funding personal development through approaches such as wheel of
and bears the risk of lacking continuality beyond the lifetime of life diagrams. Moreover, gender sensitization training will focus
a project, it is important to identify capable agencies to sustain on understanding gender dynamics, promotion of equitable
the gain. The PSP model can address the sustainability concern access and control over resources as well an early education
by preparing VSLA agents to become independent service and empowerment of adolescents on questions of gender roles.
providers operating on a market-led basis to ensure the long- Successful female entrepreneurs will be identified and provided
term availability of VSLA services. This approach will ensure leadership and public speaking training to prepare them to take
threefold sustainability: for the groups who will have access to up leadership roles in community institutions and voice their
technical support beyond the duration of funding; for the VSLA experiences during policy dialogue and lesson learning events.
agent who will have a sustainable source of income; and for the The program will facilitate these Positive Deviances to participate
target area asVSLA agents will be able to satisfy the local demand in policy and regulatory framework development processes,
for savings groups even after the end of the program. lending their voice as to the impact savings groups mechanisms
and participation in decision-making bodies has had on their lives.
(ii) Positive Behavior Change through Savings Groups The SomReP 2017 Positive Deviance (PD) study noted how the
Savings groups will be used as a delivery mechanism for food capacity to contribute to community social protection scheme,
security and livelihoods as well as nutrition information, life skills, such as contingency funds, engendered a sense of empowerment
good hygiene practices and gender sensitization.The information of savings groups members. As the majority of the savings groups
will be integrated through a mix of different approaches, such members are women, there is an opportunity to use the platform
as the Positive Deviance/Hearth model7. Previous experiences8 to undertake affirmative actions to formalize their participation
have demonstrated that a sequenced mix of nutrition education, in community institutions such as Early Warning Committees
community-based support, savings groups and small business and Social Affairs Committees. Towards this end- the program
results in significant improvements in HH nutrition and economic will provide direct support to successful savings groups to invest
indicators over multiple years. Life skills classes will also be in community contingency funds. Their contribution to the
offered through the VSLA structures. These classes will focus community-held fund will be conditioned on their placement in
the decision-making body of the community institution.
Pastoral/Farmer Managed Natural Regeneration (FMNR)
FMNR involves the systematic management and re-growth of pruning and tending the trees). Farmers and pastoralists will be
existing trees stumps or self-sown seeds through pruning and identified and trained (ToT) to become community facilitators
protection from animals. This is a rapid, low cost and easily and champions in their communities. They will in turn conduct
replicable approach to restoring and improving degraded trainings at demonstration sites. In communities where both
pasture lands.The action will support the establishment of FMNR FMNR and P/FFS will be implemented, participants of the P/FFS
demonstration sites, including the establishment of community activity will also participate in FMNR activities.
nurseries and provision of seeds, tools and inputs (equipment for
Good Agricultural Practice and Climate Smart Agriculture
A specific training needs’ assessment will be conducted, after cover a wide range of techniques, such as management of crops
which the action staff, will train pastoralists’ and farmers’ groups (sorghum, cowpeas and fodder), animal disease diagnosis and
in Good Agricultural Practices and livestock improvement management, soil and water management, cropping techniques,
management training through the P/FFS. The training will also seed quality, integrated farming techniques, fodder production,
be adapted to the findings of the GCVCA.Training activities will weed control, harvesting and storage, and marketing.
6http://www.crs.org/sites/default/files/tools-research/private-service-provider-implementation-manual.pdf
7http://www.wvi.org/nutrition/project-models/positive-deviancehear th
8WorldVision Lanka.A model for poverty alleviation and sustainable development among grass-roots communities; Understanding WorldVision Graduation
Model.
90
Pastoral & Farmer Field Schools (P/FFS) researchers in new Climate Smart Agriculture (CSA) technologies
- carrying out field demonstrations of the techniques P/FFS an in-
In order to set up the P/FFS: depth understanding of the concepts.This will also enable them
(i) partners, in collaboration with local authorities, will select to select for their own use the most adapted techniques best
locations (i.e. either owned, private institution or farm) and set fitting their specific situation.
up Pastoralist/Farmer Field Schools; Most demo plots are set up on private farms/land. The owners
(ii) Relevant technical experts, with support from project staff, of the land are always beneficiary members of the agricultural
will develop the training curriculum for P/FFS; the budget will interventions chosen by group members based on set criteria.
include the purchase of inputs and equipment for training and Based on good will and trust among beneficiary members, MoU
demonstration purposes are usually not signed. However, constitutions that govern the
A typical P/FFS consists of 10-25 pastoralists/farmers, who meet running and management of the P/FFS are put in place. These
at a center or the school on a regular basis, the frequency of are binding to all the members. Some of the guiding principles
which is aligned to key stages of crop development, in order of these constitutions are: role of members in field operations,
to learn practices carried out at stages of the crop cycle. In the how proceeds from the school/demo plots should be used for
case of pastoral field schools, the training is aligned to the calving the group.
or kidding. The P/FFS approach will offer hands-on training; in
particular, farmers are offered the opportunity participate as
Community Animal Health Workers (CAHW)
The lack of strong community and government structures to The following lessons learned have been identified from pervious
carry out disease prevention immunizations leaves livestock programming and will be considered under this Action:
dealers on their own in preventing devastating disease outbreaks. • Livestock associations include an array of actors such as
Acknowledging that Community-based Animal Health Workers
(CAHWs) combined with the local pharmacies have a crucial CAHWs, livestock traders, drug suppliers, brokers and
role in the supply of veterinary drugs for the prevention and enable better market access, better pricing e.g. Dollow
treatment of livestock diseases. Activities will focus on improving • Robust selection criteria for the selection of CAHWs
access to these veterinary services, consequently improving the should be developed and applied.
life span, health and quality of the livestock within the target • The ministry of livestock should be involved in the selection
zones. Healthier livestock in turn means reliable source of meat and training of CAHWs and once trained they must be
and milk, with positive impacts on food security and incomes. registered with the ministry.
Specific activities include: • Selected CAHWs need to undergo training as per the
(i) a community-based needs assessment to identify existing recommendations/guidelines/materials of the ministry of
livestock initiatives; livestock
(ii) identification and selection of community agents to be trained • Follow-up trainings of CAHWs to be provided from time
as CAHWs; to time
(iii) training of CAHWs; • CAHWs should also be trained to lead Pastoralist Field
(iv) establishment of animal health pharmacies for sale of Schools (PFS) where they exist
medicines. • CAHWs should be appraised from time to time for the
services they provide and the skills they have and the
communities they serve should participate
The action will identify existing veterinary drug stores which
will then be equipped with essential drugs and equipment
for livestock including drenching guns, knapsack sprayers, de-
wormers, antibiotics, acaricides, feed supplements such as
molasses-urea blocks etc. The storekeepers will also be trained
in business management to support the sustainability of the
business and its role in livestock health.The store will serve as a
transaction point through which support to communities will be
transferred via vouchers or a card system.
91
For the purposes of monitoring the progress of the activities is a problem, the project has provided solutions such as CSPro
being implemented by the consortium, the project has to assist with the entry, tabulation and editing of data, prior to
developed an online data management platform. This platform uploading to the system. Once in the system, this data will be
is intended to provide the implementers, donors, and partners employed to both track and monitor the progress of the project
(amongst the many potential users) with the ability to access activities against the program indicators and to evaluate the
project data for the purposes of analysis and progress towards impact with respect to enhanced resilience.
intended outcomes. The principles behind the construction of The processing of the data involves the cleaning for errors and
the platform adhere to those within the World Vision policies on the reviewing of the submitted data by the Third Party Monitor
data protection, privacy and security (TPM) and SomReP TU staff. Data containing errors and
The platform has three basic components; 1) online data inconsistencies are logged into a CSV file and upon review, M&E
collection, 2) data processing and 3) analysis and reporting. and field staff advise on the corrections and report back for the
To facilitate online data collection, the platform uses open source application of those corrections in the data. The full platform is
software (Open Data Kit) to design templates for smart phones detailed in the diagram following.
and tablets, which are then used to collect data for impact
evaluation and monitoring.As much as possible, data is entered in
real time whilst the platform is online. In cases when connectivity
Kimetrica Indicator Tracking Platform master log frame by analysing their progress towards the agreed
milestone throughout the project duration. Data collection using
SomReP conducts annual surveys designed to collect data to SomReP M&E tools for the quantitative monitoring is made
measure changes in resilience which can be attributed in part possible through use of KoBo mobile app that has been integrated
to SomReP activities. In addition to this data, the project has to the Kimetrica platform. The quantitative progress monitoring
developed a platform to routinely collect data tracking indicator against the planned outcomes is either reported quarterly or
performance.These data is also stored in the data catalogue and bi-annually depending on the donor requirement. This kind
can be used to complement the survey data to reflect the degree of progress reporting is also supported by routinely studies/
to which discrete or combined program activities contribute to Research (Livelihood Resilience Measurement, Positive Deviance,
enhanced resilience of beneficiaries. Annual Resilience Measurements) carried out frequently by the
The Kimetrica platform is an online web based knowledge consor tium.
management system, which is used for designing and managing The online knowledge management system has assisted the
data against high-level resilience indicators. The web based consortium to make program information and progress more
platform assists SomReP agencies and staff to generate, access, accessible and useable to the program staff and decision makers
monitor program information and report efficiently against as well as compare achievements of projects and agencies across
program results. the country and draw out common issues and challenges.
The system is implemented for all donor funded projects and
tracks their performance against indicators set out in the SomReP
92
12 3 4
Project Beneficiaries Data collected by SmartPhone or Tablet Raw data storage Automatic data
15 by enumerators (ODK, Survey CTO) (ODK collect, processing
CSPro upload
Data available for use etc) 5
by program officers, Data stored in
M&E, finance staff, 7
common
donors etc 8 Data reviewed by 6 database
14 TPM and
If using ODK – Data Error Logs
synchronization enumerators generated
possible when online 11
12
Extraction of data from Extraction of data for Data catalogued 9
dashboard for preparation advanced cleaning and using CKAN or Extraction of
of standard reports (Jasper data for analysis
analysis (Excel, R, Socrata or and coding of
Reports, Shiny etc) STATA, SPSS) Dataverse etc meta-data
13
10
Data available for use in visualization Data from routine indicator
dashboard combining indicator tracking tracking stored in data
catalogue
data and survey data (Qliksense etc)
Figure 22: Kimetrica Indicator Tracking Platform
93
Overview of Risk Management Plan • Humanitarian principle and international code of conduct
are strictly adhered to;
There are a number of constraints to resilience programming
in Somalia. SomReP will utilize each member organization’s • Communities participate fully in the planning, design,
experience from working in the Somalia context to ensure risk implementation and monitoring for the activities;
are identified and proper risk mitigation measure are put in place.
SomReP employ the World Vision Enterprise Risk Management • Support provided to groups and/or individuals promotes
framework to proactively identify potential threats which could principles of fairness and transparency;
pose financial, programmatic, security risks to the programme
and put in place systems, processes and procedures to mitigate • SomReP partners funded for implementation through
risk. At community level, SomReP will undertake an in-depth comprehensive sub-grant agreements, which detail minimum
socio-economic analysis at the inception phase of the program, operating standards and ensure partners implement activities
equipping Consortium members with insights into connectors quality programs which are sensitive to operational context;
and dividers within and between communities and ensuring that
project activities do not lead to conflict which could endanger • Strict internal financial controls adhered to with zero
target groups. SomReP will establish fair, transparent and tolerance to fraud;
accountable vetting procedures for grants and/or loans provided
for community projects and business development to groups and • Regular monitoring by organization staff, peer monitoring by
individuals. other SomReP members and third party monitoring where
By ensuring the program is implemented with a focus on quality warranted;
and accountability, acceptance by the local community of the
program will increase, and risk will decrease1. To further ensure quality programming, the SomReP Technical
The risk mitigation approach will assure: Unit has produced Guidance Notes for key activities to ensure
quality assurance measures are built into activities and that there
is a consistency of approach and quality across the different
members and locations.
1Humanitarian Outcomes, Final Evaluation of the Unconditional Cash Voucher Response to Southern and Central Somali Crisis 2011-2012
94
Implementation Risk Potential Risk Level Risk Treatment Responsible
Inaccessibility of project Adverse Impact Medium
locations due to security Field-based All agencies have professional security Implementing
concerns: general criminality activities may be personnel who continuously monitor Partners
and clan-related disputes disrupted or the security situation in each area being
typically originating from land delayed, affecting the permanent members of Somalia
disputes or isolated killings and project Security Cell and in close collaboration
revenge assassinations. In timeframes with UN Department for Safety and
southern Somalia, on-going Security (UNDSS) and NGO Safety
conflict between Al-Shabab and Program. Security protocols for each
FGS and member states. The area of the overall program
eastern regions of Sool and implementation are based on best
Sanaag are affected by clan practices in Security Management
conflicts and political tension according to the prevailing security risk
around the self-proclaimed levels in the area. Each partner has a
Khatumo state in Puntland, the context specific security plans, Standard
resurgence in piracy may result Operating Procedures (SOP) and
in new security dynamics. regularly updated security contingency
plans for the regions and areas of their
operations.
Government structures Affects Medium Work with existing local institutional SomReP TU and
manage to engage with ownership and structures; enable additional capacity Implementing
SomReP only in limited manner future where possible and monitor levels of agencies and
due to capacity challenges sustainability engagement over project life; all Consortium
partners have long-standing cordial Members
working relationships with action
relevant line ministries and local
authorities.
SomReP TU to develop/sustain good
working relationships with relevant line-
ministries, providing periodic updates
and- when resources permit- partner
with government to build their capacity
in resilience to create enabling
environment.
Project’s gender focus creates More income Medium GCVCA conducted at inception of Members in each
new challenges for women generating programme to understand gender location
and/or HH and community opportunities for dynamics and develop context
conflict by promoting women’s women increases appropriate strategies. Activities
equality their workload targeting women include men in
in unsustainable appropriate ways; male leaders engaged
ways; customary to support women’s involvement in
decision making decision making; gender impact of
fora resist project (positive & negative) closely
women’s monitored; implementing agencies
participation trained to refer GBV cases
Political instability at national Does not Medium Design a flexible implementation SomReP TU
level provide enabling strategy with small incremental
Implementation resources environment for activities with capacity to be scaled-up,
diverted inappropriately or resilience scaled-down, shifted to different
illegally initiatives locations and redesigned quickly within
project time
Accountability of Low Each partner has detailed risk Members and the
aid management plans in place that include Technical Unit
compromised; community monitoring, as well as
field-based mechanisms for financial and
activities may be compliance monitoring. Consortium
disrupted or approach ensures field-level compliance
delayed checks undertaken by partners and
overseen by SomReP Technical Unit
financial staff; Program emphasizes zero
tolerance policy to fraud; communities
are provided with information regarding
the activities and resources they are
entitled to and community
representatives assist in verifying
beneficiaries during implementation.
95
SomReP provides training on Enterprise
Risk Management with member,
reviewing existing practice and ensure
consistency across the consortium.
Taxation by local Households lose Low Work with local authorities to create SomReP members
authorities/power holders on part of their awareness that these resources and and TU (through
distributed resources resources and assets are not subject to taxation, TPM)
productive assets monitor and take immediate action on
reports of taxation through
accountability and feedback mechanisms
Recipients experience Households lose Medium Inform beneficiaries of potential risks, SomReP members
intimidation, extortion or theft assets and may ensure distributions are conducted in
of resources following be discouraged secure areas and allow beneficiaries
distribution from ample time to travel during daylight
participating in hours, ensure robust complaints
the program mechanism is in place
Complementary projects in Resilience Medium Undertake a thorough stakeholder SomReP TU and
social protection or provision building activities mapping exercise during the members
of basic services not effective cannot be comprehensive baseline assessment and
enough to complement effective on their begin to engage with relevant
SomReP activities own and require stakeholders in each district. Actively
supportive promote the establishment of referral
services to services between SomReP and others
enhance (health, nutrition, education, etc.)
effectiveness at SomReP TU to actively seek out
all levels collaborative relationships with other
organizations to provide scalable social
safety net in target locations.
When producers opt in to Would Low An assessment of the market conditions SomReP TU
producer groups they obtain discourage Medium through the baseline process will
lower prices than if selling beneficiaries support understanding of each value
individually. from working chain as well as identifying suitable
Adverse climatic conditions together &/or routes to market
persist year-after-year attempting to
add value to The current design, in particular the SomReP TU and CM
their produce CAAPs, offer enough flexibility for the SomReP TU and
Projects and proposed action to adapt to changing implementing
program cannot needs. Moreover, the target partners
be implemented communities will be enabled through
as per design the CAAPs to continue and expand
fundraising to address changing context
Program resources are Cost are Low and needs arising from adverse weather
provided to blacklisted disallowable, Medium conditions.
entities/blocked parties program breaks Blocked Party Screening of
Program fails to identify and laws, implementing partners, vendors,
reach the most vulnerable reputational risk contractors, suppliers (as per World
to donors, Vision and donor regulations)
consortium, and
partners Clauses related to Blocked Party SomReP TU and CM
Program Screening included in partner sub-
resources agreements
aggravate Comprehensive participatory
existing socio- assessment conducted at the onset of
economic the program, involving extensive actor-
inequalities and mapping and analysis of barriers for
marginalized specific groups to participate in project
groups (disabled, activities. CM facilitate dialogue,
women-headed planning and undertakes affirmative
households, actions to include most vulnerable in
minority clans, decision-making bodies. Technical Unit
etc.) and CMs monitor the inclusiveness of
community processes on a regular basis
and pro-actively advocate when
marginalization is identified. Market
assessment and research should further
explore mechanisms of marginalization
and barriers to inclusion in specific
96
Project activities worsen Programs Medium project activities (Savings Groups, SomReP TU
protection environment for contributes to decision-making body involvement,
children (e.g. child labour, unsafe etc.). PMERL exercises to include
assets pose risk to child safety) environments for sessions of inclusivity. Complaints
children Response Mechanism (CRM) should be
widely available in appropriate mediums
to support marginalized to make their
needs known.
Selection criteria explicitly prohibits
person under 18 year of age from
participating in Cash for Work projects.
BOQs for asset rehabilitation,
construction, upgrading bares in mind
issues impacting child safety.
Members have Child Protection policies
in place which are at par with or
exceed principle recipient World
Vision’s standards
SomReP agency unable to Project activities Medium Child Protection clauses feature in SomReP TU
implement project activities as are not contracts with partners and cascaded to
envisioned in proposal/design implemented as vendors
due to internal challenges (e.g. per plans SomReP TU will canvass existing
fraud, changes in security membership to identify willing agency to
policy, or other unforeseen implement on behalf of concerned
circumstance) party. SomReP members will engage
third-parties (e.g. consultant, LNGOs,
! etc. to implement on their behalf).
Project Specific Risk Mitigation Measure transparency and ensure donor investments reach intended
recipients. To further ensure quality programming, the SomReP
SomReP will provide direct support to third-parties in the form Technical Unit has produced Guidance Notes for key activities to
of grants and/or loans to individuals and groups to increase the ensure quality assurance measures are built into activities and that
availability of credit to entrepreneurs. Furthermore, SomReP there is a consistency of approach and quality across the different
will empower community institutions to plan and implement members and locations.
community projects. Working with local institutions, the program
will put in place, systems and procedures which promote fairness,
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