somalia humanitarian fund · donors for their generous support. almost $57 million 1 was deposited...

2017 IN REVIEW: 1

SOMALIA HUMANITARIAN FUND

2

CREDITS This document was produced by the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) Somalia. OCHA Somalia wishes to acknowledge the contributions of its committed staff at headquarters and in the field in preparing this document, as well as the SHF implementing partners, cluster coordinators and cluster support staff.

The latest version of this document is available on the SHF website at www.unocha.org/somalia/shf.

Full project details, financial updates, real-time allocation data and indicator achievements against targets are available at gms.unocha.org/bi. All data correct as of 20 April 2018.

For additional information, please contact: Somalia Humanitarian Fund [email protected] | [email protected] Tel: +254 (0) 73 23 910 43

Front Cover An Internally Displaced Person (IDP) draws water from a shallow well rehabilitated by ACTED at Dalxiiska IDP camp, at the outskirts of Kismayo town, Somalia. Credit: ACTED

The designations employed and the presentation of material on this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries.

Financial data is provisional and may vary upon certification.

THE SHF THANKS ITS DONORS FOR THEIRGENEROUS SUPPORT IN 2017

3

TABLE OF CONTENTS

4 FOREWORD

6 2017 IN REVIEW7 AT A GLANCE8 HUMANITARIAN CONTEXT10 ABOUT SOMALIA HUMANITARIAN FUND13 DONOR CONTRIBUTIONS14 ALLOCATION OVERVIEW18 FUND PERFORMANCE24 LOCALISATION OF AID25 CHAMPIONING INTEGRATED RESPONSE

26 ACHIEVEMENTS BY CLUSTER27 CAMP COORDINATION AND CAMP MANAGEMENT28 EDUCATION30 ENABLING PROGRAMMES32 FOOD SECURITY & LIVELIHOODS34 HEALTH36 LOGISTICS38 NUTRITION40 PROTECTION42 SHELTER & NON-FOOD ITEMS44 WATER, SANITATION & HYGIENE

46 ANNEXES47 FUND PERFOMANCE: INCLUSIVENESS48 FUND PERFOMANCE: FLEXIBILITY49 FUND PERFOMANCE: TIMELINESS50 FUND PERFOMANCE: EFFICIENCY51 FUND PERFOMANCE: ACCOUNTABILITY & RISK MANAGEMENT52 2017 IMPLEMENTING PARTNERS’ SURVEY56 SHF-FUNDED PROJECTS60 SHF ADVISORY BOARD61 ACRONYMS & ABBREVIATIONS63 REFERENCE MAP

4 SHF 2017 ANNUAL REPORT

FOREWORD

Lughaya District, Sanaag Ana Idiris was one of the beneficiaries of a health project implemented by Save the Children Credit: Save the Children/Saddam Hussein Carab

PETER DE CLERCQ Humanitarian Coordinator for Somalia

SHF 2017 ANNUAL REPORT

I am pleased to share with you the 2017 Somalia Humani- tarian Fund (SHF) Annual Report. 2017 was one of the most challenging years for Somalia, with the country precariously close to another famine after several failed rainy seasons. I am proud that the SHF was at the forefront of famine prevention efforts.

In 2017, persistent drought and conflict drove over a million people from their homes. Half the population faced hunger and hundreds of thousands faced the risk of disease and malnutrition. With the tireless efforts of humanitarian part-ners, national and international, working together with the Somali authorities and with historic levels of support from the international community, famine was averted.

The SHF allocated more than US$56 million for urgent inter-ventions to 68 humanitarian partners to implement 163 pro-jects across Somalia. Throughout the year, the SHF ensured flexible and timely funding for famine prevention response efforts at priority locations, resources for common and ena-bling humanitarian services, as well as critical country-wide preventive activities such as measles vaccinations.

While ensuring timely and efficient use of limited resources, the Fund continued to strengthen humanitarian leadership, coordination and efficiency of response. With the strategic and operational prioritisation of funds nested within the inter-cluster system – nationally and locally –, funding recommendations throughout the year continued to be made on a collective basis, maintaining the Fund as one of the most inclusive funding mechanisms in Somalia response.

We aimed for maximum efficiency by prioritizing direct im-plementation, where and when possible. While flexibility and strategic focus remain a distinct advantage of the SHF, the focus on direct implementation resulted in the Fund’s strong support for non-governmental partners in 2017.

Almost 39 per cent of funds were channelled directly through national and local partners as part of our Grand Bargain com-mitment from the World Humanitarian Summit to support the localisation of aid. The capacity of local NGOs has con-tinued to grow, and local partners were the first responders last year, as they have been also in previous years.

The active promotion of an integrated response, which the SHF championed in the second half of the year, was a de-

fining feature of the Fund. The alignment and adaption of allocation processes brought clusters together to prioritize jointly and across cluster lines, contributed to the efficient use of available resources and ensured more comprehensive interventions. We are continuing to promote and improve this way of working through the SHF in 2018, including through the Drought Operation Coordination Centres both in Mogadishu and the regions.

I want to express my sincere appreciation to the Fund’s donors for their generous support. Almost $57 million1 was deposited in 2017 by Germany, Sweden, Australia, Denmark, Netherlands, Norway, United Kingdom, Ireland, Switzer-land, Canada, Republic of Korea, Azerbaijan, Sri Lanka and other institutional and private donors, amounting to 5.5 per cent of the overall Somalia 2017 Humanitarian Response Plan funding.

The two-fold increase in contributions in 2017 signals donors’ confidence and trust in the Fund, but to reach the SHF’s full potential, a further increase in their share of resources channelled through the pooled mechanism is encouraged. The SHF, with its flexibility, robust accountability system and incorporation in the humanitarian coordination system remains one of the smartest ways for donors to channel their support.

Despite the gains made in 2017, humanitarian needs re-main vast in Somalia, with 5.4 million people still in need of humanitarian support in 2018. I appeal to the international community to continue providing support to the SHF to help save lives and livelihoods, ensure protection and contribute to the long-term recovery and resilience in Somalia.

1 Includes $4.2 million additional 2016 Danish contribution, deposited on 4 Jan 2017.

2017 IN REVIEW: 5

2017 was one of the most challenging years for Somalia, with the country precariously close to another famine after several failed rainy seasons. I am proud that the SHF was at the forefront of famine prevention efforts. _ PETER DE CLERCQ HUMANITARIAN COORDINATOR FOR SOMALIA


2017 IN REVIEWSHF 2017 ANNUAL REPORT

In one of the most challenging years for Somalia, the SHF was at the forefront of relief efforts, allocating more than $56 million for urgent interventions to 68 humanitarian part-ners to implement 163 projects across the country. Due to joint and tireless efforts of hu-manitraian partners, Somali people and the Governmet, and with historic levels of support from the international community, the famine looming over Somalia was averted in 2017.

72017 IN REVIEW: AT A GLANCE

SOMALIA HUMANITARIAN FUND AT A GLANCE

Sri LankaAzerbaijan

Arab Gulf Prog.Rep. of Korea

CanadaSwitzerland

IrelandUK

NorwayNetherlands

Denmark1

AustraliaSweden

Germany

7.4

3.22.8

4.04.5

7.4

12.78.4

Management

Logistics

CCCM

Enabling Program

Shelter/NFI

Education

Protection

Nutrition

Health

Food Security

WASH

1.3

1.3

1.6

1.8

5.4

0.90.3

0.030.010.00

MUDUG6.6

BANADIR6.5

BARI1.7

NUGAAL1.5

SANAAG1.4

HIRAAN3.0

SOOL2.1

AWDAL1.1

LOWER JUBA

1.1

2.5

WOOQOYI GALBEED1.2

TOGHDEER3.5

GALGADUUD4.3

MIDDLE SHABELLE2.1

LOWER SHABELLE6.7

MIDDLE JUBA

0.3

GEDO2.0

BAY8.0

BAKOOL1.6

7.3 3.4 10.7

7.3 3.0 10.3

3.55.2 8.7

5.3 2.0 7.3

4.7 2.0 6.7

4.2 1.0 5.2

2.0 2.2 4.2

1.6

0.6

0.3

1.7

1.6

0.5 1.1

² The number of people reached as reported for all SHF projects between January and December 2017https://chfsomalia.unocha.org

56.1

¹ Includes $4.2 million additional Danish contribution, deposited on 4 Jan 2017 and not reported in 2016.


HUMANITARIAN CONTEXT2017 IN REVIEW

Humanitarian situation in 2017The humanitarian situation in Somalia drastically deterio-rated in the first half of 2017, leading to a robust scale up of relief operations across the country with a single joint objective – to avert famine. Prolonged drought conditions in a fragile environment led to spikes in food insecurity, surging disease outbreaks and massive internal displace-ment throughout the year. Underlying vulnerability due to a protracted crisis, limited access to basic services and conflict remained the key drivers of humanitarian needs.

Drought conditions, food security and malnutritionThe consecutive failure or below average performance of the 2016 and 2017 rains led to the spike in the number of people in need to 6.7 million by mid-2017. This number has since declined to 5.4 million, in part due to the collective response of national and international actors that was scaled up and sustained in 2017, with up to 3.2. million of people reached with assistance on a monthly basis.

The humanitarian situation, however, remained critical at the end of 2017, with some 2.7 million people projected to be in Crisis or Emergency (IPC Phases 3 and 4) between January and June 2018. The number of children under the age of five who were acutely malnourished was estimated at 301,000, including 48,000 who were severely malnourished and faced an increased risk of disease and death.

Internal displacement remained major protection concern Internal displacements increased, nearly doubling the pre-cri-sis displacement figures. More than one million people were displaced by drought and conflict in 2017, bringing the total number of displaced to over 2.1 million. Displaced communities are often living in overcrowded settlements and are disproportionately exposed to protection risks, such as discrimination, child rights violations and gender-based violence (GBV).

Prevalence of disease outbreaks Disease outbreaks remain prevalent due to limited access to basic services such as health care and sanitation. Acute Watery Diarrhoea (AWD)/cholera were reported in 52 dis-tricts in 16 out of the 18 regions in Somalia. A cumulative total of 78,784 cases with over 1,159 related deaths were reported between January and December 2017. By the end of the year, the number of active cases had, however, gone down, thanks to concerted efforts from humanitarian partners. Some 23,002 suspected measles cases were re-ported, which is alarmingly high in comparison to previous

years. Among these cases, 83 per cent were children under 10 years of age.

Security and access constrainsThe operating environment in Somalia remained complex and dangerous. A combination of access-related constraints continued to impede the ability of humanitarian organisations to reach people in need in a timely manner and in a location close to the places of their origin or residence. This often tilted the response to locations of converged displacement.

The year witnessed rising violence against humanitarians, particularly those with operations in southern and central Somalia. Over 170 violent incidents impacted humanitarian organisations and led to the death of 16 humanitarian workers, injury of 33, physical assault of three, arrests and temporary detention of 22, abduction of 31 and attempted abduction of nine. Nine humanitarian workers, including three interna-tional and six national staff, were expelled by the authorities.

Frontline responders continued to be most affected, with hos-tilities, including improvised explosive device (IED) attacks in the populated areas, impacting humanitarian operations pri-marily in southern and central regions. Indiscriminate attacks in populated places, causing deaths and injuries, accounted for the majority of humanitarian casualties recorded in 2017 and resulted in destruction of humanitarian facilities and assets.

Nearly 100 incidents related to administrative and bureau-cratic impediments were reported. As in previous years, there were demands for multiple registrations, arbitrary taxation, interference in procurement, staff recruitment and contract awards, deduction of project funds for monitoring and evalu-ation, the ban of movement along certain access roads, and clearance of humanitarian supplies at state boundaries and border points, including ports.

Prospects for recoveryAmidst the crisis, Somalia continued to make progress with the establishment of permanent political institutions, paving the way towards a future with greater peace. However, this is yet to translate into an improvement for the majority of Somalis in terms of food security and nutrition, access to safe water, sanitation, health care, protection and other ba-sic services. Another notable progress is the launch of the Drought Impact Needs Assessment at the end of 2017, paving the way towards a long-term recovery, which will require the collective engagement of humanitarian and development actors through 2018 and beyond.

92017 IN REVIEW: HUMANITARIAN CONTEXT

TIMELINE OF EVENTS

JULY 2017AWD/cholera cases and related

deaths decline.

AUGUST 2017Zero AWD/cholera related deaths reported.

FSNAU/FEWSNET Post-Gu seasonal assessment report released; national median GAM rate is 17.4%, surpassing the emergency

threshold of 15%. SHF launches Integrated Response II Reserve allocation.

SEPTEMBER 20171,029,000 internally displaced since

November 2016. Reported humanitarian funding for response in Somalia in 2017

surpasses $1 billion.

APRIL 2017IASC Emergency Directors Group visits Somalia. The Federal Government of Somalia launches

the National Humanitarian Coordination Centre (NHCC) in Mogadishu. SHF lauches Integrated

Response Reserve allocation.

OCTOBER 2017Drought Impact Needs Assessment (DINA)

launched. The SHF launches Second Standard allocation.

MAY 2017FSNAU/FEWSNET warns of elevated risk of famine in Somalia. Revised 2017 HRP

presented at the London Somalia conference, asking for $1.5 billion. AWD/cholera cases

surpass a five year high.

NOVEMBER 20172018 Humanitarian Needs Overview

(HNO) issued

JUNE 2017761,000 people internally displaced since

November 2016 due to drought and conflict.

DECEMBER 2017Forced evictions at Km 13 in Mogadishu leave

24,000 people living in the open.

JANUARY 2017FSNAU/FEWSNET issues a famine alert. 2017 HRP launched, requesting $864M.

FEBRUARY 2017The Operational Plan for Famine Prevention

requests $825M over six months. The national Drought Operations Coordination Centre (DOCC) opens in Mogadishu. The president of Somalia declares drought.

MARCH 2017UN SG and ERC visit Somalia. Regional DOCCs

operational in Baidoa & Garowe.First mass cholera vaccination campaign starts. Internal displacements since November 2016 reaches

536,000. SHF and CERF allocate $64M for famine prevention response.


ABOUT THE SOMALIA HUMANITARIAN FUND2017 IN REVIEW

SHF basicsThe SHF is a multi-donor country-based pooled fund (CBPF) established in 2010 to support the timely allocation and disbursement of donor resources to address the most ur-gent humanitarian needs and assist the most vulnerable people in Somalia.

The SHF is a crucial tool to enable a timely, coordinated and effective humanitarian operation in Somalia. It is distinguished by its focus, flexibility, the ability to boost responses through targeted allocations and its contribution to strengthening humanitarian coordination and enabling leadership in Somalia.

The Humanitarian Coordinator (HC) for Somalia oversees the Fund and decides on the SHF funding allocations. The HC is supported by the UN Office for the Coordination of Humanitarian Affairs (OCHA) that manages the Fund on a day-to-day basis, the SHF Advisory Board and the Somalia cluster coordination structure – cluster coordinators and the Inter-Cluster Coordination Group (ICCG).

What does the SHF fund? The SHF funds activities that have been prioritised as the most urgent and strategic to address critical humanitarian needs in the country, in close alignment with the Somalia Hu-manitarian Response Plan (HRP); it also funds interventions in support of immediate response to sudden onset crises or at times of rapidly deteriorating humanitarian conditions in the country.

Who can receive SHF funding?The SHF channels funding to eligible national and inter-national non-governmental organisations (NGOs), United Nations agencies, funds and programmes operational in Somalia, and other organisations. SHF funds are channelled through partners that are best-placed to deliver prioritised activities in accordance with the agreed strategies and hu-manitarian principles in a timely, and effective manner. To be eligible to receive SHF funding, NGOs need to undergo a rigorous capacity assessment to ensure they have in place the necessary structures and capacities to meet the Fund’s robust accountability standards and efficiently implement humanitarian projects in Somalia.

Who sets the Fund’s priorities? The HC, in consultation with the SHF Advisory Board and upon recommendation by the ICCG, decides on the most

critical needs to be funded. Cluster coordinators work with their regional counterparts and cluster partners to define the SHF cluster-specific priorities in prioritised geographical areas, which are reflected in individual allocation strategies.

How are projects selected for funding? The SHF has two allocation modalities: Standard Allocation: Funds are usually allocated early in the year for projects included in the Somalia HRP, based on a strategy that identifies the highest priority needs under-pinned by vulnerability data and needs analysis. The strategy is developed by the ICCG, approved by the HC and endorsed by the SHF Advisory Board. It forms the basis for individual project submissions. Project proposals are prioritised and vetted within clusters through Strategic Review Committees (SRCs) and then recommended to the SHF Advisory Board for endorsement and final approval by the HC.

SHF Reserve: Reserve funds are primarily intended for rapid and flexible allocations of funding in the event of unforeseen emergencies or to address identified gaps. These funds can be allocated through individual reserve allocations or broader allocation rounds, and are usually slightly faster and more geographically focused. They must be cleared by individual cluster coordinators before undergoing a techni-cal review, endorsement and approval by the SHF Advisory Board and the HC.

Who provides the funding? The SHF is funded through contributions from UN Member States, but can also receive contributions from individu-als and other private or public sources. Since its inception in 2010, the Fund has received more than $435 million in contributions.

How is the efficient and accountable use of the SHF funds ensured?Through pooling and mitigating the multi-layered risks of humanitarian operations in Somalia, the SHF has maintained its comparative advantage as an attractive tool that enables donors to channel funds regardless of the nature, location or mode of delivery of the response. The SHF Accountability Framework outlines measures to increase accountability and mitigate risks. It comprises four elements:

• Partner Capacity Assessment• Monitoring

112017 IN REVIEW: ABOUT THE SHF

HF

HOW DOES THE SOMALIA HUMANITARIAN FUND WORK?


• Reporting• Financial controls and audits.

The dynamic nature of the Framework ensures that it is continuously updated with the most recent partner perfor-mance information, which complements other components to reflect the overall capacities of and risks associated with individual SHF partners.

Operationally, the Framework follows and complements the SHF allocation process from the prioritisation areas and clusters, the selection of projects and partners, to the implementation of the project at the field level, including its subsequent reporting, audit and monitoring.

The practical assurance modalities applicable for each in-dividual project are thus determined through the minimum operational modalities – parameters that define the amount and the frequency of financial tranches received by the implementing partner, monitoring frequency and modality, and financial controls that need to be applied.

Who manages the SHF?The HC is responsible for the overall management of the SHF and is accountable for the use of funds. The SHF Advisory Board, chaired by the HC and comprising four UN agencies, four NGOs (with one national NGO), four donor represent-atives and OCHA Somalia’s Head of Office, advises on the use of funds and the governance of the SHF.

OCHA Somalia’s Humanitarian Financing Unit (HFU) manages the Fund on a day-to-day basis on behalf of the HC. OCHA contracts and disburses SHF funds to the non-gov-ernmental implementing partners.

The UNDP Multi-Partner Trust Fund (MPTF) Office serves as the Fund’s ‘Administrative Agent’ and receives, administers and manages contributions from donors, and disburses funding to OCHA and UN agencies, funds and programmes.

What rules govern the SHF? The SHF is guided by the global Country-Based Pooled Fund Guidelines, which include the CBPF Policy Instruction and the global Operational Handbook. This guidance is reflected in the localised SHF Operational Manual.

The Policy Instruction sets out the principles, objectives, governance and management arrangements for CBPFs, while the Operational Handbook provides technical guidance, tools and templates used in the management of CBPFs. The funds contracted to partners are further subject to the United Nations Financial Regulations and Rules (FRR).

The SHF Operational Manual and its annexes provide tech-nical guidance, tools and templates used in the manage-ment of the Fund. The latest version of the SHF Operational Manual was issued on 6 February 2018. The Manual and its annexes are available for download at www.unocha.org/country/somalia/shf/governance.

Gurmad School, Afgooye

Corridor SOYDA was one of the

partners working on the prevention and response of AWD/cholera outbreak

in 2017. Credit: SOYDA

132017 IN REVIEW: DONOR CONTRIBUTIONS

DONOR CONTRIBUTIONS2017 IN REVIEW

Increase in contributions on previous yearsThere has been an increase in contributions in 2017 when compared to previous years. For example, donors increased their financial support to the Fund by over two-fold in 2017 compared to 2016. Almost $57 million was deposited between January and December 2017 ($26 million in 2016), which came in addition to $10.3 million carried over from 2016 and $1.5 million in agency refunds, bringing the total availability of funds in 2017 to almost $69 million.

Given the historical background of the Fund, the increase demonstrates donors’ confidence and trust in the way the SHF funds are allocated, used and monitored. Most donors have, over the course of the year, topped up their initial annual contribution: Australia, Canada, Denmark, Germany, Neth-erlands, Norway, Sweden and Switzerland. Some have re-turned as donors to the Fund, namely Norway and Azerbaijan. Others (Canada, Republic of Korea, Sri Lanka, AGFUND) have contributed to the Fund for the first time.

Predictability vital to ensure strategic focus The unpredictability of contributions due to delayed disburse-ment, however, continued to pose a challenge for the Fund as availability of funds determines the timeliness and modality of the SHF allocations. Ensuring that funds are put to use as quickly as possible, while the strategic focus is maintained, may be harder to achieve when contributions are received with limited lead time.

Deposits per quarter In 2017, almost half of all funding was programmed through the 1st Standard Allocation. The amount available at the launch in January ($14 million) increased almost two-fold (to $26 mil-lion) by the time of strategic review, due to the newly signalled commitments and deposits, which allowed more interventions to be funded. By the end of the first quarter, $21.6 million (39 per cent of annual deposits) was made available.

The following allocation rounds (Integrated Response 1 and 2, 2nd Standard Allocation) were triggered as soon as new contributions were signalled, effectively leading to a continuous processing of the SHF allocations and allowing for the use of the Fund to respond to the most current or resur-faced needs, which also contributed to better targeting. By the end of the second quarter another $8.4 million (15 per cent) was deposed; $14.5 million (25 per cent) in the third quarter; and $12.5 million (22 per cent) in the last quarter of 2017.

While the Fund’s agility and ability to adjust its allocation process to donor contribution schedules remains one of its comparative advantages, its full potential can only be reached with improved predictability and an increased amount of re-sources channelled through the pooled mechanism, in line with the global Grand Bargain commitments to reach the 15 per cent HRP target. In 2017, donor deposits to the SHF ac-counted for some 5.5 per cent of the received Somalia HRP funding and 4.4 per cent of all resources committed for the Somalia humanitarian response ($1.3 billion).

2 Includes $4.2 million additional 2016 Danish contribution, deposited on 4 Jan 2017 and not reported in 2016 SHF Annual Report.

AVAILABLE FUNDS

DONOR CONTRIBUTIONS

Sri LankaAzerbaijan

Arab Gulf Prog.Rep. of Korea

CanadaSwitzerland

IrelandUK

NorwayNetherlands

Denmark*AustraliaSweden

Germany

7.4

3.22.8

4.04.5

7.4

12.78.4

5.4

0.90.3

0.030.010.00

* Includes $4.2 million additional Danish contribution, deposited on 4 Jan 2017 and not reported in 2016.

** Includes late 2016 deposits and carry-over.


ALLOCATION OVERVIEW2017 IN REVIEW

Supporting response to priority needs In 2017, SHF provided critical support to the humanitarian response by availing timely funding to address the most urgent humanitarian needs among drought-affected peo-ple in Somalia. The Fund continued to be distinguished by its flexibility and strategic focus when allocating scarce resources for response to the overwhelming humanitarian needs.

The SHF allocated $56 million in 2017, which was a 93 per cent increase in comparison to 2016. Funds were allocated to 68 humanitarian partners through the two standard al-location rounds and two reserve allocation rounds, as well as individual reserve allocations, following guidances set by the SHF Advisory Board based on the 2017 Allocation Principles. The SHF was a source of flexible and targeted funding for famine prevention activities in priority locations, providing resources for common and enabling humanitarian services, as well as critical country-wide preventive activities across Somalia.

163 projects were funded in 2017, which was an increase when compared to 2016 (107 projects). The increase was mainly due to the early scale-up in 2017, which prioritised immediate and geographically broad impact over the dura-tion of interventions. The other reason for the increase was the focus on supporting NGOs.

About 95 per cent ($53 million) of the allocated funds were channelled through the collectively prioritised famine–pre-vention activities and allocation rounds, while 5 per cent ($2.9 million) was allocated through individual reserve re-quests, mainly to support enabling projects, including needs assessments, access-related activities, beneficiary-feedback systems, but also individual response interventions.

Links with the Somalia HRP Funds channelled through the SHF contributed to some 5.5 per cent of the overall funding received against the 2017 Somalia Humanitarian Response Plan (HRP) in 2017. The HRP, as the collective planning framework for the Somalia humanitarian response, provided strategic guidance for the prioritisation of the SHF funds, particularly after the May 2017 revision, when the response tilted towards a more targeted approach that prioritised integrated action and proximity of interventions to the people in need.

As a result, and in close alignment with the adjusted HRP priorities, the SHF actively promoted integration of response

in the second half of 2017. Alignments and adaption of allocation processes that brought clusters together to prioritise integrated multi-cluster response improved efficiency and strengthened a comprehensive approach to famine prevention. This approach will continue to be promoted by the SHF in 2018.

The SHF funds supported the implementation of three key HRP objectives:

Strategic Objective 1: Provide life-saving and life-sustain-ing integrated multi-sectoral assistance to reduce acute humanitarian needs among the most vulnerable people.

Strategic Objective 2: Reduce acute malnutrition levels in settlements for internally displaced and host communities through integrated multi-sectoral emergency response.

Strategic Objective 3: Strengthen the protection of vulner-able people and catalyse durable solutions.

Agile source of fundingThe timeliness and the modality of the SHF allocations and its ability to contribute towards famine prevention was made possible by early contributions across the year, with the 1st Standard Allocation supporting the early scale-up of response through geographically broad cluster-specific coverage. This was followed by three more geographical-ly-specific allocation rounds that primarily promoted inte-grated response.

1st Standard Allocation: early response and complemen-tarity with CERFAs the drought situation worsened and the risk of famine escalated in the first quarter of 2017, the SHF complemented the Central Emergency Response Fund (CERF) grant by allocating some $27 million through its first standard allocation round by the end of April to scale-up famine pre-vention efforts in priority regions of Puntland (Bari, Nugaal, Mudug, Karkar), South and Central (Bakool, Banadir, Bay, Gedo, Hiraan, Middle Shabelle, Mudug) and Somaliland (Sool, Sanaag, Togdheer, Sahil).

The prioritisation of the SHF funds was aligned closely with that of CERF grants ($33 million) from the under-funded emergencies (UFE) and rapid response (RR) windows, con-currently using country-level coordination fora to collectively determine priority locations, activities and joint focus. This

152017 IN REVIEW: ALLOCATIONS OVERVIEW

ALLOCATIONS BY STRATEGIC FOCUS

ALLOCATIONS BY CLUSTER

ALLOCATIONS BY RECIPIENT ORGANIZATION

BENEFICIARIES BY CLUSTER

050100150200250300350400

Logistics

Enabling Prog

CCCM

Education

Shelter/NFIs

Food Security

Nutrition

WASH

Health

International NGO

National NGO

United Nations

QRC

UNDPWFPFAO

WHO

SOADOWRRS

SOMTRAGHOD

GRRNSCC

BRECNWOGSAADODEH

CANDELIGHTHEAL

ZAMZAMSOMALIAID

TASCOCCBRSKAALO

ARDSADOSAMA

AVORDSOUTHERN AID

HINNASDROSYPD

AYUUBAVORDHIJRAHRDOSSWC

WOCCASOYDA

CPDWARDI

SAF-UKINSO

IMSIRC

ADRAGRT

Care SomaliaSolidarités

OXFAM NovibCOOPI

ACFADESO

NCAMAMC

SWISSO-KalmoCW

ARCCESVI

DKHACTED

RIINTERSOS

CISPNRC

SCWVIDRC

See Annex E for accronyms

* OCHA Somalia Humanitarian Financing Unit, remote call monitoring (2017/2018). Excludes MPTF fee, audit costs, UN Secreteriat programme support costs

1483

619

330

316

148

98

25

11

4

1.1

4.42.92.9

2.81.91.9

1.31.11.11.01.01.0

0.90.8

0.80.7

0.60.6

0.50.50.5

0.40.4

0.30.3

0.20.20.2

2.01.4

1.31.3

1.21.2

1.11.00.9

0.80.7

0.7

0.70.7

0.60.50.5

0.40.40.40.40.40.40.30.3

0.30.3

0.30.2

0.20.2

0.20.20.2

0.2

10.7 8.3

10.3 7.5

10.7

10.3

7.1

8.7

4.3

6.7

2.2

1.1

$56.1

1.00.7

0.30.3

Management*

Logistics

CCCM

Enabling Prog

Shelter/NFIs

Education

Protection

Nutrition

Health

Food Security

WASH 10.7

10.3

8.7

7.3

6.7

5.2

4.2

0.3

1.7

1.6

1.1

Other


improved efficiency, complementarity and prevented over-lap; the advantages of both pooled funds were leveraged to provide a coordinated response – CERF for UN agen-cies, who are de facto primary input suppliers, and the SHF for NGOs who are both frontline responders and partner with UN agencies.

This resulted in the in two pooled funds collectively providing $60 million of the $825 million required for the six-month Operational Plan for Famine Prevention.

SHF Reserve: Integrated Response 1 and 2By mid-2017, famine prevention efforts were scaled-up and the SHF reserve allocations shifted focus towards actively promoting the integration of response activities at specific locations and also adjusting to the agreed approach within the revised 2017 HRP.

Integrated Response 1 ($6.3 million, June-July 2017) targeted addressing critical gaps arising from the massive influx of displacement to urban centres like Baidoa and Moga-dishu. Twelve partners, pre-selected by groups of cluster coordinators based on their assumed capacity to implement immediately, received funding for integrated interventions.

Integrated Response 2 ($12 million, August-October 2017) focused on supporting integrated interventions in the high priority areas of Galmudug, Lower Shabelle and Togdheer. Fifteen partners, either pre-selected by groups of cluster coordinators based on their assumed capacity to imple-ment immediately, or selected from a limited pool of part-ners to submit proposals, received funding for integrated interventions.

.2nd Standard Allocation: critical end-of-year fundingEnd-of-year additional contributions by several donors ena-bled a critical injection of funding into projects to continue

famine prevention efforts in areas with high malnutrition rates and mortality indicators at the end of 2017.

The 2nd standard allocation combined integrated and clus-ter-specific approaches. Two thirds of the funds were set aside for the integrated response modality and to ensure maximum response impact in IDP settlements with high con-centrations of extremely vulnerable displaced persons due to drought and conflict. Fifteen partners, selected through a competitive process by the inter-cluster Strategic Review Committee, received funding for integrated responses.

The remaining third of the available funds was allocated to-wards critical cluster-specific interventions, where ongoing programming was coming to an end or when cluster-spe-cific needs were emerging at select locations, where even small- or mid-scale interventions could potentially have a significant impact.

Individual reserve allocationsIndividual reserve allocations to partners/agencies improved the agility of the Fund. Some $1.9 million was allocated to various projects under the enabling programmes to support joint needs assessments, enhance systems for accounta-bility to the affected population, and to support the general operational environment (Somalia NGO Consortium, Inter-national NGO Safety Organization, UNDSS). An additional $1 million was allocated to support a measles vaccination campaign in Sool and Woqooyi Galbeed from the fourth quarter of 2017.

Cross-cutting issuesThroughout the 2017 programme cycle, gender, protec-tion and accountability to affected people were taken into account. The SHF-funded projects focused on advanc-ing gender equality among men, women, boys and girls, the protection of displaced persons and other marginalised groups and enhancing accountability to affected people.

January September August JulyJuneMay April March February October November

Response to prolonged drought conditions

FSNAU needs assessments 0.7 0.9

Standard allocations

201725

December

SA1

Reserve allocations

Sustaining response at priority locations 12SA2

Integrated response IDP sites, Mogadishu/Baidoa 6.2

Common feedback project 6.2

Suport to REACHjoint assessment 0.1

Integrated responseGalmudug, L.Shabelle, Togdheer 9.9

Measles vaccinationSool, Woqooyi Galbeed 1

Enabling programmes (DSS,INSO, NGO Consortium)

IR1 IR2

TIMELINE OF ALLOCATIONS

172017 IN REVIEW: ALLOCATIONS OVERVIEW

GenderMainstreaming gender remained a key focus for the SHF in 2017. Fund management ensured that project proposals clearly articulated the different needs of wom-en, men, boys and girls in needs analysis, planned project activities and reporting.

Partners disaggregated data by sex and age to inform de-cision-making and project design, monitoring and reporting.The SHF funds were overwhelmingly allocated to projects that demonstrated contributions to gender equality. Over 90 per cent of the projects were designed to contribute significantly to gender equality (assigned 2a in the gender marker scale), while 5 per cent were designed with the principal purpose of advancing gender equality.

ProtectionThe centrality of protection has been included as the under-lying principle in SHF allocation strategies throughout 2017, as well as through the inclusion of protection considerations when defining integrated interventions and outlining the prioritised activities in clusters (other than Protection). This has been further operationalised through the prioritisation of interventions during the strategic review that considers and demonstrates to address protection, gender and accountabil-ity to affected population aspects (15 per cent of the score).

The SHF continues to promote a protective environment for IDPs, many of whom have lost their social protection networks due to displacement. Most of the displaced are marginalised, discriminated and at risk of violence, mainly gender-based violence. Activities, which often go beyond

Protection-only projects, include strengthened community feedback mechanisms, inclusive decision-making processes, community committees and considerations of protection aspects during monitoring.

Accountability to affected populationThe participation of people affected by the crises continued to be directly and indirectly promoted by the SHF. All project proposals were required to indicate their plan and specific focus on accountability to affected populations (AAP), while all SHF monitoring instances included an aspect of consul-tation with beneficiaries. The SHF also provided funding for one project feeding into the system-wide common feedback initiative. The feedback received from affected communities is fed back to inform decision-making on response.

225%

91%

Principle purpose is toadvance gender

equality (2b)

Designed tocontribute to gender equality (2a)

GENDER MARKER OF FUNDED PROJECTS

Contribute to gender equalityin a limited way (1)

No signs of genderprogramming / notapplicable (0, n/a)

January September August JulyJuneMay April March February October November

Response to prolonged drought conditions

FSNAU needs assessments 0.7 0.9

Standard allocations

201725

December

SA1

Reserve allocations

Sustaining response at priority locations 12SA2

Integrated response IDP sites, Mogadishu/Baidoa 6.2

Common feedback project 6.2

Suport to REACHjoint assessment 0.1

Integrated responseGalmudug, L.Shabelle, Togdheer 9.9

Measles vaccinationSool, Woqooyi Galbeed 1

Enabling programmes (DSS,INSO, NGO Consortium)

IR1 IR2


FUND PERFOMANCE2017 IN REVIEW

In 2017, the SHF continued to demonstrate its comparative advantage and added value by providing agile funding for famine prevention to high priority areas, supporting inte-gration of response and operationalising the Grand Bargain commitment of localisation of aid.

The Fund continued to serve as a reliable and accounta-ble tool for donors to channel their unearmarked support through the country-based mechanism. The expanded part-ner reach – including in hard-to-reach areas – has improved the efficiency of responses as recipients of the Fund were quicker to respond, has strengthened coordination among partners and with authorities, and has empowered humani-tarian leadership and decentralised decision-making mainly in areas with Drought Operations Coordination Centres and other rapid response modalities.

The achievement of the SHF performance is assessed and demonstrated through the five fundamental principles that guide the management of the Fund and how it achieves the strategic objective of improving the effectiveness of humanitarian response.

Principle 1: InclusivenessThe SHF ensured and promoted inclusiveness through its governance arrangements, management and administration, allocation processes, implementation and investment in the capacity development of partners.

At the governance level, SHF demonstrated a very high-level of inclusiveness with equal representation of stakeholders

on the Advisory Board – four NGO representatives, for UN agency and programme representatives and four donor rep-resentatives, the HC as the chairperson and representation of OCHA. The diverse composition of the Advisory Board enabled participation by diverse partners and ensured a transparent decision-making process to all stakeholders, focusing mainly on the strategic aspects of management and the administration of the Fund.

The SHF promoted inclusiveness in programming by en-suring that the appropriate number and composition of the strategic review committees (SRCs) engaged in the development of allocation and the prioritisation of projects. While the size of the SRC varied from cluster to cluster, the SRC memberships were maintained within the approved levels and composition. The membership ranged from 5 to 11 members, each with equal representation from national NGOs, International NGOs, UN agencies and the cluster coordinator. The HFU teams actively participated in the SRCs to provide technical guidance, but also contributed to decision-making.

At the implementation level, the SHF expanded partnerships and promoted diversity through providing funding to the partners best placed to deliver assistance as directly and as close to the affected population as possible, in line with the SHF AB-endorsed 2017 Allocation Principles. While some parameters were established for the prioritisation of the types of partners, the overarching principle remained for the Fund to prioritise those best placed to deliver at a given time and location. Recipients of the SHF in 2017 included in-

PERCENT OF FUNDS ALLOCATED, PER IP TYPE / YEAR

NNGO INGO UN RC

2011 2012 2013 2014 2015 2016 2017

33%

40%

27% 35%

41%

24% 21%11% 10% 15%

38%

49%

30%47% 49%

41%41%

35%

50%

4%3%

55%

PROJECTS FUNDED, BY IP TYPE / YEAR

NNGO INGO UN RC

2015 2016 2017

14

42

22 25 23

6074

83

4 2

192017 IN REVIEW: PERFORMANCE

ternational and national NGOs, the UN and one Red Crescent movement organisation. The diversity of partners leveraged their comparative advantages and encouraged collaborative and collective ownership of the response.

Principle 2: FlexibilityIn the context of an escalating threat of famine, displace-ment and disease outbreaks, compounded by access challenges and insecurity which required a rapid shift in operational and programmatic focus, the SHF demonstrated flexibility to kick-start and sustain famine prevention efforts in priority areas in Somalia.

The Fund aimed to allocate 75 per cent of available funding each year through the coordinated standard allocations and 25 per cent through the rolling reserve window; at the end of 2017, two thirds of funds were allocated through the standard allocation modality and one third through reserve window, either as individual allocations or allocation rounds.

Flexibility was also demonstrated through the Fund’s align-ment to the Somalia HRP and spearheading the integrated response, particularly after the mid-2017 revision of the HRP. The SHF was among the first and strongest supporters of the integrated response, with the approach evolving from inno-vation to being systematically rolled-out by the end of 2017.

In response to the evolving humanitarian situation and con-textual challenges, 53 SHF projects were reprogrammed through project revisions, no-cost extensions, adjustment of activity locations and budget revisions. Such substantive revisions were an important way for the Fund to agilely ad-just and allow the delivery of humanitarian assistance in a difficult and fast-changing environment, often serving as a conduit for immediate response. An example was a change

of locations and budget revision in Mogadishu to enable the rapid provision of shelter and NFIs assistance for 4,000 people forcefully evicted from their temporary settlements.

Principle 3: TimelinessThe SHF was among the first and earliest sources of funding for the famine prevention response in 2017. The SHF alloca-tions at the beginning of the year, closely aligned with CERF grants, helped kick-start the scale-up by providing timely support to address priority gaps as the situation showed signs of rapid deterioration early in 2017. Subsequent alloca-tion rounds enabled a rapid response to localised emerging needs or rapid deterioration of situation.

Timeliness of allocationsThe SHF recorded improvements in various allocation pro-cesses in 2017. The duration of the allocation process from the proposal submission to IP signature improved from 58 days in 2016 to 42 days for Standard and 33 days for Re-serve allocations in 2017. In addition, the number of days taken from project proposal submission to disbursement recorded an average 55 days (rated as High, see Common Performance Framework results annex) for both standard allocation and reserve allocations. This marked an improve-ment of 17 days – from 71 days in 2016 to an average of 55 days in 2017. The SHF also made improvement in timely disbursement of funds. It took an average 11 calendar days (rated as High) from the Executive Officer’s approval to the disbursement of the first tranche of funds to partners in 2017 compared to 12 days in 2016.

Donor contributions by quarterOut of the total $56.9 million deposited by donors in 2017, 34 per cent was made available in the first quarter, while by mid-2017 more than half of funds (53 per cent) were

REVISION TYPE # of projects average # of days

Bank info change 1 1

Budget revision 10 16

Budget revision, change in location 13 26

Change in location 8 8

Change in location and project duration 1 7

Project duration extension (NCE) 20 5

Total 53 12.6

TIMELINES 2016* 2017

Milestone Reserve Standard Reserve average

From proposal submission to IP signature of the grant agreement

58 42 33 n/a

From proposal submission to disbursement

71 62 48 n/a

From EO signature to dibursement

12 11 10 10.5


January

Total per quarter

February

March

April

May

June

July

August

September

October

November

December

Ireland Norway

Republic of Korea

Germany

Arab Gulf programme

Switzerland

Norway

Sweden Canada

Canada

Azerbaijan

Switzerland

Netherlands

Australia

Australia

Sweden Germany

Denmark

Denmark

SwedenNetherlands Sri Lanka

0.001 21.6

8.4

14.5

12.5

20172016 balance

2018

UK (2018)

10.3

December 2016 contributions & carry-overAustralia, Ireland, Sweden, Switzerland, United Kingdom (for 2017)

refunds (UN, NGOs) 1.5

0.03

0.6

1.24

3.5 3.2

0.8

4.3 4

3.8 2.8 2.1

3.2 2.9 2

0.01

10.6 1.6 1.2 0.3

4.2

Quarter 1

Quarter 2

Quarter 3

Quarter 4

0.3

CALENDAR OF 2017 DONOR CONTRIBUTIONS (BY DEPOSIT DATE)

IN USD MILLION


deposited. Donors should continue to be encouraged to deposit funding as early in the year as possible, but also to provide as much lead time as possible between announcing their contributions and the actual deposit of funds.

Principle 4: EfficiencyThe SHF provided an important share of the Somalia hu-manitarian response plan, contributing 5.5 per cent of the overall funds received against the Somalia HRP. While the contribution to the HRP funding is modest compared to 6 per cent achieved in 2016, contribution in absolute terms was very significant as the SHF allocations jumped from $29 million to $56 million in 2017.

While the number of people reached has not been reported as some of the projects are still under implementation, the beneficiaries targeted by each cluster ranged between 4,000 people to 4 million vulnerable people.

The SHF management in 2017 was cost‐efficient and con-text‐appropriate when assessed against the value and per-centage of HFU operations (direct cost – $1.6 million) in proportion to total value of contributions to the Fund in 2018 ($57 million) or the overall utilization of funds ($58 million), accounting for less than 3 per cent (very high efficiency).

The SHF also ensured full compliance with management standards for Country-Based Pooled Funds (CBPF) by trans-lating the global guidelines in the SHF Operational Manual, which was endorsed and rolled out in May 2017. All allo-cation papers were fully compliant with global guidelines.

In order to promote compliance with rules and regulations, all partners were reached through targeted trainings on various aspects of fund management and provided support throughout the project cycle, not least through the SHF broadcasts and proactive social media campaigns.

Principle 5: Accountability and risk managementIn 2017, the SHF significantly strengthened its assurance activities and ensured compliance with the Fund’s operation-al modalities and full implementation of its accountability framework. The framework offers a refined and robust set of assurance activities such as partner capacity assess-ments, monitoring, reporting, financial spot checks and au-dits, that aim to ensure efficient implementation, maximum accountability and impact.

SHF Operational Manual In 2017, the Fund management completed the adoption and alignment of the Fund’s management and governance procedures to the CBPF guidelines, in collaboration with

the OCHA Funding Coordination, through various activities, one of which was the finalization of the SHF Operational Manual and the associated risk framework for the Fund. The Manual was approved by the SHF Advisory Board in May 2017 and it has been applied extensively to provide guidance both, in the SHF allocation processes, as well as ensuring that appropriate mitigation measures are applied to exposure of the fund to risks prevalent in implementing projects in Somalia.

Risk management framework The finalization of the SHF Operational Manual and the com-prehensive roll-out of the of Operational Modalities in 2017 was a milestone for the risk management activities of the SHF as is it presented an important upgrade of the Fund’s Accountability Framework, introduced already in 2013. The upgrade of the normative risk management framework resulted in the drastic increase in the field-focused assurance activities (monitoring and financial controls), as well as strengthened collaboration on risk matter with other UN partners operational in Somalia. Concrete examples was the enhances information sharing with UN partners though the UN Risk Management Working Group, as well collaboration with individual UN entities towards harmonisation of partner assessment approaches. The Annex 1 of the adopted SHF Manual also featured the periodical risk assessment and analysis, and outlined the applicable mitigation measures.

Accountability to affected people (AAP)The SHF supported accountability to affected people by ensuring that all projects integrated specific measures that promote feedback and amplify voices of affected popu-lations. This included consulting beneficiaries through third-party and remote call monitoring, the outcome of which is fed back to inform decisions on response. All the 93 projects monitored between 1 January and 31 December

MANAGEMENT COST (HFU ANNUAL BUDGET)

2015 2016 2017

6% 5.5%

2.7%

1.79 1.71 1.56

as % of utilized funds / in US$ million


2017 involved consultations with beneficiaries and project proposals included a AAP plan. (Very High compliance)

Due diligence and capacity assessment of new partnersThe SHF enhanced the pool of eligible partners by assessing the capacity of 37 new partners, increasing the number of eligible partners by 56 per cent to 103 partners by the end of 2017 (compared to 66 eligible partners at the end of 2016). This increase assisted with ensuring that the SHF funding was allocated to partners with demonstrated capacity that were able to deliver assistance throughout the country. The admission of new partners, often with diverse expertise and reach, expanded the coverage of the SHF and facilitated access to humanitarian assistance for vulnerable people.

Monitoring In the course of 2017, the SHF further strengthened its monitoring activities through field visits, third-party monitoring (TPM) and remote call monitoring (RCM). A total of 81 pro-jects were monitored between 1 January and 31 December 2017 in 17 regions across Somalia, while the compliance of the SHF with the monitoring requirements of the operational modalities for 2017 grants reached 79 per cent by the end of first quarter of 2018 – at least 129 of 163 projects were monitored at least once, excluding financial spot checks.

Monitoring of several projects highlighted areas that require improvement in terms of application of certain programme standards, coordination of multi-sectoral projects, flexibility and contextual specificity of project activities, as well as relevance and sustainability of certain activities. The findings and recommendations emanating from physical monitoring by the SHF or through TPM were also shared with the respective partners for action in future programming.

ReportingThe submission of project narrative and financial reports remains a key performance indicator for funded partners. The subsequent quality review and analysis of narrative reports submitted by NGOs at project mid-term and final stages has provided an additional level of assurance. The rate of compliance of the fund with reporting requirements imposed in the operational modalities remained high with 109 (88 per cent) of 124 final narrative reports that were due by the end of the reporting period having been submitted and approved, in addition to 76 financial reports submitted out of 118 due.

Financial spot checks and auditsFinancial spot checks and project audits are central SHF accountability and financial control tools.

Financial spot-checks, which entail the review of a partner’s financial records to obtain reasonable assurance of the ac-curacy of the amounts stated thereon as well as to assess the soundness of the internal controls adopted by the IP and compliance with the United Nations Financial Rules and Regulations, were newly-introduced in the SHF in 2017.

Between 1 January and 31 December 2017, 52 financial spot checks were conducted at various locations, which resulted in better processes and procedures and applica-tion of the principles of economy, efficiency, effectiveness, transparency and accountability in the use of funds. The importance of such assurance activities is one of the major lessons learned in 2017 and will continue to be a top priority for fund management.

Each SHF project requires to be audited, with audits mainly aiming to review the partners’ project management structure,

ELIGIBLE SHF PARTNERS, PER IP TYPE / YEAR

NNGO INGO total

4%

2012 2013 2014 2015 2016

113*

37

76 73

108*

35 38

72

32

68

35 31

66

3634

* Number of NGOs receiving funding prior to the 2013 capacity assessment

2017

37

66

103

CONDUCT OF AUDITS AND FINANCIAL SPOT-CHECKS

Finalized/conductedPlanned

Audits Financial spot-checks

37 33 29

5289%

179%


progress of implementation and eligibility of costs, internal controls system and compliance with the funding agreement. While a significant number of project audits were carried out in 2017, efforts continue by the SHF management to address the audit backlog due to delays in procurement of audit services.

Fraud risk prevention and responseProcesses, procedures and measures in place to identify the risks of and response to fraud are comprehensively captured in the Section 5 of the SHF Operational Manual (Accountability Framework) and associated annexes. While these processes, procedures and measures are set up to provide assurances that the funds are managed and spent according to the purpose intended, as such this includes the identification of any potential fraud red flags. The framework is devised to prevent, mitigate, detect the risk of fraud. If red flags are identified, the standard operating procedures on the misuse of fraud by IPs are employed to determine the course of action.

The comprehensive scale-up of the implementation of as-surance activities in 2017, referred above, was thus the cornerstone of SHF fraud risk prevention and response approach, allowing for earlier detection of risks, incompli-ance or irregularities and triggering of additional oversight or other conservative measures from the Fund’s management.

Another important aspect of the approach was to intensify, through collective and individual partner sessions, infor-mation sharing and training activities that aim to clarify the Fund’s compliance and financial management requirements, including topics like fraud awareness and the UN’s zero tolerance for fraud. Multiple trainings for partners, which now systematically include fraud prevention, detection and response module, were organised, targeting implementing partners’ management and support staff. The HFU also organised, jointly with the UN Office of Internal Oversight Services (OIOS), in information session on fraud awareness and red flags for the contracted auditors of the Fund.


As part of honouring the Grand Bargain commitment to support the localisation of aid, the SHF channelled 39 per cent of its resources through local and national partners. The Fund surpassed the 25 per cent global benchmark set by the Advisory Board early in 2017, in line with the commitments from the 2016 World Humanitarian Summit.

Direct funding to eligible national partners increased efficien-cy of aid delivery by cutting transaction costs between donor and implementing partners. Consequently, more funding resources reached the beneficiary, while the partner is also able to retain and use support costs, which would otherwise usually be kept by the sub-granting agency, in support of its organisational operations.

Furthermore, having available a pool of partners that are ready and available for direct engagement improved the flexibility of the Fund. In 2017, the SHF supported 35 national partners. The capacity of local NGOs has continued to grow, and local partners were the first responders last year 2017 and have demonstrated that they often have better access and better understanding of the local context. This makes them more effective in reaching more people as they are closer of the affected communities.

The SHF support for national partners in 2017 advanced the localisation of humanitarian aid agenda due to confidence placed in these actors, but also to promote transparency and inclusion in allocating funds, robust accountability and risk management measures that do not differentiate between the type of partner, but are rather based on their capacity and systems in place. Providing direct support to the national and local partners by the SHF has empowered them through information sharing, funding availability and continuous strengthening of their capacity to deliver in accordance with the SHF-set standards throughout the cycle. The equal consideration of all partners, national and international, for the SHF funding and competitiveness, further improving the efficiency of the humanitarian response.

While the SHF has stepped up support to national partners, priority is given to those best placed to implement prioritised

activities in a timely, efficient and accountable manner. Given the difficulties of operating in parts of Somalia, continuous promotion of the localisation agenda will necessitate more investment in working directly with partners, for which time and resources are required. For the SHF that will entail continued investment in accountability mechanisms in managing the Fund. Monitoring in inaccessible areas re-mains a challenge, investing in third party monitoring or other means of verification by the SHF is key to assess quality of the response. This also requires more resources.

Humanitarian community needs to continuously explore opportunities to better serve people in need. Proactive meas-ures for working directly through national and local partners is an important modality to promote this, opening a wide range of new possibilities towards delivering assistance more efficiently. The SHF is uniquely placed in driving the localisation agenda as it, apart from providing direct funding to them, brings national and local partners even closer to the prioritisation and decision making processes.

In 2018 and beyond, the SHF will continue to deliver on the global commitment to strengthening partnership with national and local partners. Commitment by donors of suffi-cient, flexible and, if possible, multi-year funding will be essen-tial for the continuing of support to the localisation agenda.

1.3

1.3

1.6

1.8

ALLOCATIONS PER PARTNER TYPE

FOCUS ON LOCALISATION OF AID2017 IN REVIEW

2017 IN REVIEW: 25

A growing range of partners have been providing humanitarian assistance in Somalia over the last two decades through increasingly holistic and comprehensive interventions that aim to alleviate human suffering. Concurrently, humanitarian partners have constantly been enhancing efforts to ensure the most efficient use of limited resources for response.

Integration of response, whether through comprehensive or highly-targeted multi-cluster interventions by one or more partners, is one of the ways to achieve efficiency. It was the underlying principle of the revised 2017 HRP (June 2017), following the introduction of integrated emergency response teams (IERTs) as a response modality to contain the cholera outbreak in Somalia in April 2017.The SHF is deeply rooted in the Somalia humanitarian coordination system, which offers a comparative advantage in working towards the integration of response and operationalizing the principles of collective responsibility and partnership.

In 2017, cluster coordinators were jointly encouraged to define the most suitable inter-cluster integration packages in response to the needs of the specific setting, thus defining the most suitable form of integration. With minor variations, this resulted in the following integration modalities, which evolved through 2017:

• Outreach through deployment of Integrated Emergency Response Teams (IERT) for lifesaving Health, Nutrition and WASH interventions.

• Implementation of integrated Food Security, Education and WASH package, later optionally upgraded with Health and Nutrition components.

• Multi-cluster CCCM, Protection and Shelter/NFI package response, either by one partner or led by one partner and supported by cluster-specific activities of other partners. This was later updated with WASH components.

Apart from contributing to the efficiency of response as con-firmed by monitoring and partners’ accounts, the approach empowered cluster coordinators and the ICCG and gave them flexibility to define and prioritise the required response according to assessed needs on the ground. It provided

the opportunity to enhance convergence and synergies in response, as well as to gain focus of the SHF allocations.

The request for partners to submit one project covering several clusters, in turn, required a joint multi-cluster review. The reviewing committees (gradually moving from cluster coordinators and cluster staff towards engaging cluster members through Cluster/Strategic Review Committees), required the reviewer to be aware of details and activities outside of their original scope. While this slightly delayed a the strategic review process, it did lead to a more carefully designed cross-cluster interventions.

The SHF was consequently among the first sources of fund-ing supporting integrated response through its allocations, evolving from innovation in mid-2017 to systematically rolling it out in all subsequent allocation rounds. By the end of 2017, almost $24 million (42 per cent of all allocations) was rolled out through integrated interventions, positioning the Fund as the champion of integration in Somalia hu-manitarian response. The SHF demonstrated its flexibility, timeliness and, not least, the added value of coordinated action. Specific integrated response interventions, further-more, promoted early action, created a multiplier effect and saved lives and mitigated the impact of the crises on the communities and their livelihoods.

CHAMPIONING INTEGRATED RESPONSE2017 IN REVIEW

1.3

1.3

1.6

1.8

INTEGRATED VS. CLUSTER-SPECIFIC RESPONSE


reported

ACHIEVEMENTS BY CLUSTERSHF 2017 ANNUAL REPORT

This section of the Annual Report provides a brief overview of the SHF allocations per cluster, targets and reported results, as well as lessons learned from 2017.

The cluster level reports highlight indicator achievements against planned targets based on narrative reports submitted by partners within the reporting period, 1 January to 31 December 2017. The achievements indicated include reported achievements against tar-gets from projects funded in 2016 and/or 2017, but whose reports were submitted in 2017. The bulk of the projects funded in 2017 are still under implementation and the respective achievements against targets will be reported in the subsequent SHF reports.

Cluster interventions were aligned with the overarching three-year humanitarian strategy for Somalia (2016-2018) and the 2017 HRP as developed by the humanitarian commu-nity. The achievements against cluster indicators contributed to the 2017 Somalia HRP strategic priorities through saving lives, ensuring the protection of the most vulnerable, strengthening resilience, supporting the provision of basic services and enabling durable solutions through a coordinated, comprehensive and multi-sectoral approach.

The reported cluster achievments include results from both, cluster-specific and inte-grated projects.

27ACHIEVEMENTS BY CLUSTER

CAMP COORDINATION AND CAMP MANAGEMENTACHIEVEMENTS BY CLUSTER

ALLOCATIONS

$1,155,466

CLUSTER OBJECTIVESObjective 1: Strengthen the predictability and effectiveness of multi sectorial interventions at site level and/or areas of concentration of sitesObjective 2: EImprove community participation, living conditions and safe access to services and assistance in selected sites. Objective 3: Strengthen community self- management to promote durable solu-tions for displaced people in sites.

LEAD ORGANISATIONSIOM, UNHCR

ACHIEVEMENTSThe SHF supported the implementation of the Camp Coordination and Camp Management cluster in 2017. The fund was among the earliest sources of funding to CCCM cluster after its activation in May 2017, with $1.2 million funding. The fund contributed 6 per cent of the total HRP funding of $20 million. Most of CCCM funding was through integration with specifically protection, Shelter and WASH clusters. One project was implemented through cluster specific amounting to $0.3 million or 25 per cent of SHF funds to CCCM, while six projects were implemented through integrated approach with CCCM component ($0.9 million or 75 per cent of SHF funds for CCCM were channelled through integration).

The SHF funding to CCCM cluster strengthened communication channels through information sharing from both partners and communities. In addition, supported improved services within the settlements for example the site safety and referral pathways in collaboration with the protection cluster. The fund also supported capacity building of the government in managing displacement sites and im-proved the coordination of the integrated multi-sectoral response at the site level.

No achievements were reported for cluster during the reporting period.

PARTNERS

6PROJECTS

7

More than one million people

were displaced by drought and conflict in 2017, bringing the total

number of displaced to over 2.1 million

Credit: ACTED

CCCM


EDUCATIONACHIEVEMENTS BY CLUSTER

ALLOCATIONS

$5,224,423

CLUSTER OBJECTIVESObjective 1: Ensure emergencies and crises affected children and youth have access to safe and protective learning environments.Objective 2: Ensure vulnerable children and youth are engaged in life-saving learning that promotes personal well-being and social cohesion.Objective 3: Strengthened capacity to deliver effective and coordinated educa-tion in emergencies preparedness and response within the education system.

LEAD ORGANISATIONSUNICEF, Save the Children

ACHIEVEMENTSIn 2017, the SHF supported the implementation of three education cluster objec-tives as set out in the 2017 HRP. The Fund contributed 23 per cent or $5.2 million of the total HRP funding $22.5 million. A total of 12 projects were implemented through the single cluster projects ($3.5 million, 67 per cent of SHF funds for Education), while 19 projects implemented through the integrated approach had an education component ($1.7 million or 33 percent of SHF funds for Education were channelled through integration). The SHF funding to the Education cluster complemented the $0.59 million grant from CERF early in the year.

The SHF Funding mainly focused on mitigating the impact of the drought by ensuring continued access to education, as well the retention of children al-ready enrolled in school. The SHF funding improved access to education for school age children by contributing to the establishment of learning facilities, access to learning supplies such as books and pencils and teachers incentives. The SHF funding promoted integrated approach by ensuring that the activities implemented were in complementarity with interventions from other clusters in order to ensure maximum efficiency and sustainable impact. For example, the construction of learning spaces ensured that facilities contained gender sensitive and gender disaggregated latrines, school feeding programs in areas with malnutrition cases reported, access to safe drinking water and hygiene promotion in Schools, AWD/Cholera prevention.

OUTPUT INDICATORS TARGET ACHIEVED %

Number of children provided with learning supplies 26,776 32,911 123%

Number of learning spaces constructed/rehabilitated, with WASH facilities, provided with school equipment

327 318 97%

Number of children enrolled in protected learning spaces 27,905 31,761 113%

Number of teachers benefitting from emergency monthly incentives 497 455 92%

PARTNERS

22

REACHED BENEFICIARIES

40,105*WOMEN617

GIRLS17,316

MEN1109

BOYS21,063

PROJECTS

31* Number of beneficiaries reached double counted


As a young boy, Mohamed Haji Mathey, 14, wondered why so many children in his country and around the world have to suffer as they face so many challenges in their youth. During a visit to his Al-Bushra school in Burhakaba district of Bay region, South West State of Somalia, Mohamed stood up in class and caught the attention of everybody by sharing his dream: “I want to be the UN Secretary General and make sure no child suffers, ever again!”

No one doubts the capacity of this little boy to overcome the challenges while keeping a huge smile on his face. Mohamed, his parents and seven of his siblings fled drought and hunger crossing 246 kilometres from Lower Shabelle to reach Bay region. Back in his Qoryoley town, Mohamed could not attend school. As the elder brother, he had to work at home to help his family and walk several kilometres every day to find water.

“My family could not pay the school fees,” explained Mohamed.

Now he is happily back to the classes, studying the 7th grade. Despite missing his house and home town, Mohamed knows that, with access to education, he still has a chance to a better future. “Here we have food and water. I don’t worry about hunger anymore.”Unfortunately, Mohamed is not an isolated case. Last year, at least 3 million children - out of a total population of 4.9 million children – were out of school. Of the estimated 2.2 million people in displacement, 63 per cent of them are children. That is why the work of organisations such as Bay Regional Education Committee (BREC), that are implementing integrated response projects in Somalia, becomes vital in supporting the dreams of children such as Mohamed. Funded by the SHF in 2017, BREC combined nutrition, WASH and hygiene promotion and education in one single project.

The organisation provided food and safe water to 3,400 students daily in 13 schools. The pupils were also provided with learning materials and this support led to an increase in school attendance and ensuring protection of school-going age children in Bay region.BREC also responded to the AWD/cholera outbreak, training 67 teachers and 91 Com-munity Education Committee members on hygiene promotion and water management. All 13 schools were provided with handwashing stations and hygiene kits were dis-tributed to students, teachers and community. The SHF-fund projects combined gave the students more hope they can still achieve their dreams.

“One day I want to be the UN Secretary-General”SUCCESS STORIES

SUCCESS STORIES

Burhakaba district, Bay region

Mohamed is back to school, after fleeing drought and conflict in

Lower Shabelle. He can now look forward to the prospect of a

brighter future. Credit: BREC


ENABLING PROGRAMMESACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Enabling better coordination, communications and advocacy, se-curity and information sharing

LEAD ORGANISATIONOCHA

ACHIEVEMENTSSHF supported an enabling environment for humanitarian partners and the broader humanitarian community to provide principled humanitarian assistance to the vulnerable people in Somalia. The Fund allocated $1.6 million to enabling programmes accounted for 6 per cent of the $26 million received by the cluster in 2017. All funds were allocated through the SHF reserve modality.

The Fund supported a Joint Multi-Cluster Needs Assessment (JMCNA) throughout Somalia, conducted by REACH (ACTED) between July and October 2017. The assessment ensured a multi-cluster coordination through a joint planning and implementation, and covered 48 districts across 16 regions in Somalia.

In order to address the critical gap in funding and the continuation of services, the SHF funding was provided for the FAO-based Food Security and Nutrition Analysis Unit (FSNAU) assessments, collection and analysis of data on food security and nutrition. FSNAU is the central response planning tools used by humanitarian partners in Somalia.

The SHF also supported information sharing service availability for drought-af-fected and other vulnerable communities through Radio Ergo, which was part of the broader common feedback project, geared at increasing the accountability to affected population through access to reliable, timely and accurate information that, in turn, helped affected population with making choices to develop their own survival strategies to recover and rebuild livelihoods.

The SHF, furthermore, allocated funds for vital services provided to humanitarian stakeholders by the Somalia NGO Consortium, International NGO Safety Organi-sation (INSO), as well as for the expansion of security and safety support services for humanitarian partners in South-Central Somalia through the UN Department of Safety and Security (UNDSS).

ALLOCATIONS

$1,602,893


FM radio in partnership with stringers 3891 3875 100%

Number of information products made available to stakeholders 353 345 98%

Number of trainings conducted 82 110 134%

Number of surveys conducted 7 9 129%

PARTNERS

6


4,400,000*

GIRLS200,000

MEN2,000,000BOYS200,000

PROJECTS

6

WOMEN2,000,000

* Number of beneficiaries reached double counted


“

Abdi Shukri Duale Dinbil is an agro-pastoralist living in Lawareg village in Elberde district of Bakool region of Somalia. With another 20 farmers living in the same district, they meet to listen to the farming programme created by and broadcasted on Radio Ergo, funded by the SHF in 2017. What might seem like a social event, has a deep impact on the resilience and food security of this community.

Ergo broadcasts daily across Somalia, using shortwave to reach the rural areas not covered by local FM radios. It focuses on the drivers of the humanitarian situation and provides critical information to help people make informed decisions and choices about their lives.

“The radio is the only station providing information about my life, tips to help me improve my farm production and prevent pests from damaging my crops. If it was not for Ergo, the farms would have produced little or nothing,” says Abdi.

Its programmes raise awareness about disease prevention, environment and drought-relat-ed issues, best practices and information on farming. For Abdi, the radio broadcasts were crucial to learn how to prevent insects from ruining his production. “At the end of May 2017 I was measuring how insects had ravaged my farm and at the same time I was listening to the radio and a programme about agriculture came on. I had no pesticides at that time. They talked about how to treat the plants to prevent insects from damaging them using a simple method without chemicals,” he explained.

He also learnt from Ergo that crop rotation increases the harvests, how to plough the fields and even when to go to the market to sell his produces. “If we hear from the radio today that the prices are good, then we take our livestock to the market. We have also learnt about the significance of storing some of our production and not to sell everything, so we can have something for us to use during the dry season”.

Ergo has inculcated in its listeners a sense of ownership of the radio, which assures the success of the project. “We think the radio belongs to us because it addresses issues that touch our lives particularly. During the last drought, for example, Ergo was the only station focusing on the situation. There was a diarrhoea outbreak in Elbarde that killed hundreds of people. The radio gave tips on how to prevent it. They explained how to collect and conserve water after the drought ends and encouraged people not to cut down trees. As a result of that, our elders came together in October and made a decision to discourage cutting down trees. They held a meeting and told people the significance of the messages aired by the radio and the need to follow them”, explains Abdi.

“If it was not for Radio Ergo, the farms would have produced little or nothing”

SUCCESS STORIES

SUCCESS STORIES

Lawareg village, Bakool

Abdi Shukri Duale talk to Radio Ergo in his farm. The station

provides the farmers with critical information to improve

and protect their production Credit: Radio Ergo

32 SHF 2017 ANNUAL REPORT 32

FOOD SECURITY & LIVELIHOODSACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Improve household immediate access to food through provision of unconditional transfer depending on the severity of food insecurity as per IPC classification, vulnerability and seasonality of the livelihoodsObjective 2: IIncrease productive capacity of rural and urban livelihoods through provision seasonally- appropriate and livelihood-specific inputs and invest-ing in human capital formation to promote integration into the formal and informal economyObjective 3: Support rehabilitation and/or restoration of household and com-munity productive assets and capacity to build resilience to withstand future shocks and prevent further deterioration.

LEAD ORGANISATIONSWFP, FAO

ACHIEVEMENTSThe Fund contributed 2 per cent or $10.3 million of the total HRP funding $442.6 million for the food security cluster. A total of 20 projects were implemented through single-cluster projects ($6.6 million, 64 per cent of the SHF funds for FSL), while 21 projects implemented through the integrated approach had a food security and livelihoods component ($3.8 million or 36 per cent of the SHF funds for FSL were channelled through integrated interventions). The SHF funding to the food security cluster complemented $7.5 million CERF allocation early in the year.The SHF supported improved access to food and safety net response and livelihoods protection through conditional transfers to address food access and support rehabilitation of key livelihood assets, increasing access of food through direct food distribution or unconditional cash/vouchers and livelihood inputs targeting riverine areas. The Fund also promoted an integrated approach by ensuring that implemented food security activities was in complementarity with interventions from Education, Health, Nutrition and WASH clusters to ensure a maximised and sustainable impact (“Integrated Package”).The SHF funding enabled improved access to food through conditional transfers to 12,786 people and unconditional support to 85,647 people, while an additional 4,210 people were reached with livelihoods support packages.

ALLOCATIONS

$7,351,893


Number of people in crisis and IDPs receiving unconditional support to improve access to food

82,549 85,647 104%

Number of people that benefited from conditional transfers to improve access to food and protection of livelihood assets

15,428 12,786 83%

Number of vulnerable people supported through safety nets and appropriate seasonal ( seeds and tools)

4,650 4,210 91%

Number of individuals trained 144 259 180%

PARTNERS

30


257,988*WOMEN75,197

GIRLS72,608

MEN52,552

BOYS57,631

PROJECTS



Adar Abdullahi Sheikh is a widowed mother of eight who has been displaced for the last two decades due to persistent conflict and several droughts. Adar and her children have faced multiple dislocations, lost household assets, livestock, access to livelihoods and often travel long distances in search of assistance. But this story seems to have reached a better chapter now.

She is among the more than 2,200 beneficiaries of a livelihood support project funded by the So-mali Youth for Peace and Development (SYPD) in Baidoa. When the SYPD team spoke with Adar in an IDP settlement for the first time, she had no means of surviving and had been pushed to destitution. “Life in the camp was never rosy. A lot of times my family was not targeted for assis-tance and even when we were, it was not enough. I had to supplement my family needs through begging,” she narrated. Begging is a demeaning way of life in the Somali culture and people who resort to begging suffer humiliation and discrimination.

During the implementation of the SPYD project, she attended a donkey cart training workshop and received help to assemble her own cart. This small step had a huge impact in her family life. Now, Adar has established a cart transport business and has an average income of $10 per day. The transport business meets 40 per cent of the family basic requirements and she is today less dependent on humanitarian assistance. “My family is self-reliant at the moment”, explains.

The carts distributed to the camp have also helped in improving environmental sanitation and preventing diseases. The community has participated in clean-up campaigns and transporting the waste to designated disposal sites.During the project funded by the SHF, more than 400 vulnerable families were provided with food vouchers, and other 150 pastoralist families received goats that helped to create economic sources and improve their food security.

Little things made the differenceSUCCESS STORIES

Baidoa Adar assembled a donkey cart during the project and now manages her own small business. Credit: SPYD

SUCCESS STORIES


HEALTHACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Improved access to essential lifesaving health services (quality primary and secondary health care) for crisis-affected populations aimed at reducing avoidable morbidity and mortality.Objective 2: To contribute to the reduction of maternal and child morbidity and mortality.Objective 3: Strengthened and expanded early warning disease detection to mitigate, detect and respond to disease outbreaks in a timely manner.

LEAD ORGANISATIONWHO

ACHIEVEMENTSThe SHF supported access to basic and lifesaving health care services by al-locating $8.7 million in the implementation of health projects in Somalia; 17 projects were implemented as single cluster projects ($5.5 million, 63 per cent of the SHF Health funds), while 27 projects implemented through the integrated approach had a health component ($3.3 million or 37 per cent of the SHF funds for health channelled through integrated interventions). The SHF funding to the cluster complemented other bilateral funding and accounted for 15 per cent of the Health 2017 HRP funding ($56.9 million).

The SHF enabled Health Cluster partners to provide front-line health services in the targeted geographical areas, either through health-specific interventions or through the HCT-endorsed integrated emergency response teams (IERT) approach. The SHF championed IERTs – the integrated mobile medical units that provided services in the hard-to-reach and overwhelmed areas, camp based clinics and supported existing health facilities, which were unable to cope with increased demands due to severe drought from the second quarter of 2017 onwards. Pri-mary and secondary life-saving integrated health care services were supported by the SHF, including emergency reproductive, maternal and child health services. The Fund also supported health systems resilience through strengthening health facilities staff capacities. The SHF provided a major injection in September 2017 for the kick-off of the measles vaccination campaign in Sool and Woqooyi Galbeed through World Health Organization (WHO).The SHF funds were complemented by $4.5 million from CERF in response to AWD/cholera outbreak and emergency health services to vulnerable affected people in early 2017.

ALLOCATIONS

$8,673,936


Children provided with learning supplies 19,856 17,163 86%

Learning spaces constructed/rehabilitated, with WASH facilities, provided with school equipment

297 177 60%

Children enrolled in protected learning spaces 15,391 12,878 84%

Teachers benefitting from emergency monthly incentives 491 451 92%

PARTNERS

30


822,436*WOMEN373,665

GIRLS146,459

MEN136,998

BOYS165,314

PROJECTS

44



When Najmo Mohamed Maalin arrived at the maternity unit of the Kismayo General Hospital, she was convulsing and had very high pressure blood. The 20-year-old mother didn’t know she was suffering from eclampsia, a hypertensive disorder that threatens both mother and baby lives. “I was really afraid of having a surgery. But the doctors explained my condition and that there was an even higher risk if I didn’t accept that. I understood that the operation was the best for me and my baby,” said Najmo.

At the maternity unit, she received a blood transfusion and immediately delivered her baby boy through caesarean section. Both mother and baby recovered normally and are now in good health. “I’m grateful to the staff here. They took good care of me,” she added. Hypertensive disorders are one of the most common causes of death during pregnancy. If Najmo had not received the correct treatment in time, her life would have been put under serious risk.

She is one of the 10,000 patients who were treated in the maternity ward of the Kismayo Hospital since May 2017. The facility, where more than 1,000 babies were born in 2017, at least 133 of them through caesarean surgery, is operated by the American Refugee Council (ARC) and funded by the SHF. The ARC received $565,000 from the SHF to provide antenatal services, safe delivery options, caesarean sections, after-birth care, and immunization for all babies born in the hospital. “The Maternity Ward in Kismayo Hospital is urgently needed to provide support to women suffering from complications during their pregnancy and delivery. Women living as far as 200 km away travel to the hospital to access the much needed services. There is no other provider accessible to these women here in the Lower Juba region,” explains Rebekka Bernholt from ARC.

Together, the SHF and ARC are contributing to the reduction of maternal and child mortality in Somalia, one of the countries where these rates are the highest in the world. Under-5 mortality affects at least 137 out of 1000 children and maternal mortality ratio is about 732 for each 100,000 live births. The impact of the drought and major disease outbreaks in 2017 have further worsened these indicators.

Erradicating maternal, child mortality in SomaliaSUCCESS STORIES

SUCCESS STORIES

Kismayo ARC doctors in front of the

maternity ward. Credit: ARC


LOGISTICSACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Optimise and utilise available agency logistics capacityObjective 2: Provide logistics coordination and information managementObjective 3: Fill identified logistics gaps

LEAD ORGANISATIONWFP

ACHIEVEMENTSThe SHF allocated $0.25 million for the World Food Programme-managed UN Humanitarian Air Service (UNHAS) during the scale up of Somalia famine preven-tion response early in 2017. The Fund supported the movement of humanitarian supplies and staff to inaccessible areas due insecurity and poor road network for the period of one month when UNHAS, on average, facilitated safe air passenger services to and within Somalia for an average of 4,000 passengers per month, as well as transport of light small cargo, pouches and luggage.

The SHF funding to the cluster complemented other bilateral funding and ac-counted for 3 per cent of logistics 2017 HRP funding ($8 million). The Fund was also complemented by CERF funding of $1.5 million early in 2017.

PARTNERS

1

ALLOCATIONS

$250,000

PROJECTS

1

OUTPUT INDICATORSTARGET ACHIEVED %

Number of Passengers Transported 4,000 4,000 100%

Number of locations accessed by air per month 10 10 100%

Quantity of small cargo in mteric tonnes transported 40 40 100%

Monthly fleet utilization in percentage 100 100 100%

MEN2,000

WOMEN2,000


4,000

37ACHIEVEMENTS BY CLUSTERSUCCESS STORIES


NUTRITIONACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Strengthen lifesaving preventive nutrition services for vulnerable population groups focusing on appropriate infant and young child feeding prac-tices in emergency, micronutrient interventions and optimal maternal nutrition.Objective 2: Improve equitable access to quality lifesaving curative nutrition services through systematic identification, referral and treatment of acutely malnourished cases.Objective 3: Strengthening robust evidence-based system for nutrition with capacity in decision making to inform need-based programme Objective 4: Establish integrated nutrition programs between and across rele-vant sectors through enhanced coordination and joint programming including nutrition sensitive actions.

LEAD ORGANISATIONUNICEF

ACHIEVEMENTSIn 2017, the Nutrition Cluster received $7.1 million from the SHF. A total of 22 projects were implemented through cluster specific projects ($4.2 million, 59 per cent of SHF funds for Nutrition), while 27 projects implemented through the integrated approach had a nutrition component ($3 million or 41 per cent of the SHF funds for Nutrition were channelled through integrated interventions). The Fund supported mother and child nutrition interventions that resulted to reduction of acute malnutrition and contributed in lowering, child mortality and morbidity and enabled cluster members to respond in a timely manner and supported the affected households to mitigate and withstand shocks. Most of the nutrition funding under integration component was in support of the front-line outreach services in the targeted geographical areas through the IERT approach, cham-pioned by the SHF from the second quarter of 2017 onwards.

The SHF funding complemented other bilateral and multilateral contributions, accounting for 5 per cent of the cluster’s 2017 HRP funding ($134.4 million). The SHF funds were also complemented by $7 million from CERF in response to scaling up life-saving interventions for boys and girls affected by severe acute malnutrition (SAM) including pregnant and lactating women (PLW) and IDPs.

ALLOCATIONS

$7,114,320


Number of boys, girls and pregnant lactating women receive micro-nutrient supplementation

80,926 47,473 59%

Number of children (6-59months) and pregnant and lactating women admitted in treatment programmes

110,897 66,603 60%

Number of individuals (male and female) attending IYCF(E) awareness sessions

18,897 9,916 52%

Number of community mobilisers trained on nutrition hygiene and alnutrition awareness

1431 724 51%

PARTNERS

33


132,926*WOMEN56,222

GIRLS35,391

MEN9,412

BOYS31,901

PROJECTS



SUCCESS STORIES

SUCCESS STORIES

In less than two months Ahmed Yusuf Omar, a 15-month-old internally displaced boy, achieved the normal weight for his age and overcame malnutrition. When he arrived at the stabilization centre operated by the Women and Child Care Organization (WOCCA) in Balcad, south-eastern region of Somalia, Ahmed was too weak and he was admitted in the clinic for further monitoring.

His mother, Faduma Hussein Abdi, 48, fled conflict from Adale District. She was able to escape with only the youngest three of her seven children. Lack of resources prevented her from keeping the family together. After some time in Banadir, where she struggled to access assistance, Faduma ar-rived to Balcad IDP site. Despite the support from her sister and even with her small business selling tea on the road side, the lack of food resulted in malnutrition among her children.

Ahmed was the worst affected. “When I was planning to bring the remaining four children to Balcad, he got really sick. I asked my relatives for help, but they suggested to keep him remain in bed and wait. There is no hospital here. I started to panic. My son was dying and I did not know what to do,” said Faduma with tears streaming down from her eyes.

But she did not give up. One day, while wandering in the town, she received information about the WOCCA nutrition centre, a facility supported by the SHF. Ahmed was immediately admitted and stayed for seven days, receiving treatment. By the end of the first week, he was taken back home where he started treatment with therapeutic food provided by the WOCCA-run outpatient therapeutic program. Less than two months later he was completely fit.

Some 8,000 pregnant and lactating mothers were treated of severe malnutrition under the SHF-funded facility in 2017. More than 1,200 children under 5 also received life-saving assistance. WOCCA also carried out several raise-awareness activities and trainings with communities and health workers on how to identify malnutrition in the early stages and prevent loss of life. In a country where more than 1.2 million children are acutely malnourished, nutrition services for drought and conflict-affected population are a matter of life or death. And the difference between surviving or thriving.

Balcad Ahmed and his mother, two months after the

initation of his nutrition treatment Credit: WOCCA

Nutrition centre saves child life in Balcad


PROTECTIONACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: To improve protection risk prevention, response and access to services for IDPs and other civilians affected by conflict, violence, human rights violations or natural disasterObjective 2: To improve protective environment for IDPs and other vulnerable groups in particular through enhanced protection interventions to support du-rable solutions for IDPsObjective 3: To improve operational response capacity through capacity development, strategic advocacy and humanitarian dialogues

LEAD ORGANISATIONUNHCR

ACHIEVEMENTSThe SHF allocated $6.7 million to support protection cluster projects aiming to improve the protection and provision of services for IDPs and other vulnerable people. The SHF funding complemented other bilateral and multilateral contribu-tions, accounting for 27 per cent of the cluster’s 2017 HRP funding ($24.5million).

A total of 19 projects were implemented through cluster specific projects ($5.6 million, 84 per cent of the SHF funds for Protection), while 7 projects implemented through the integrated Protection-Shelter-CCCM package had a protection component ($1.1 million or 16 per cent of the SHF funds for protection were channelled through integrated interventions). The SHF funding for protection complemented the $0.39 million CERF allocation early in the year.

The Fund promoted response in protection, through the expansion of communi-ty-based child protection and GBV services and established referral pathways to affected communities, including clinical, psychosocial, security and safe house services as well as training of community leaders. It is through the Fund that action to prevent or minimise the impact of forced eviction was conducted, or reunion of drought-displaced unaccompanied minors with their families was facilitated.

ALLOCATIONS

$6,739,418


Number of IDP households having access to lighting 6,315 2,655 42%

Number of male/female survivors who receive medical assistance, including post rape treatment within 72 hours, in line with set standards

9,646 6,829 71%

Number of people reached by campaigns conducted to inform communities on available services

190,875 76,110 40%

Percentage of identified UAM and separated girls and boys reunited with their families 1,976 1,609 81%

PARTNERS

15


199,205*WOMEN93,356

GIRLS33,131

MEN45,204

BOYS27,514

PROJECTS



SUCCESS STORIES

SUCCESS STORIES

Dahabo Mohamed Gab is a 35-year-old single mother from the marginalised Somali Bantu commu-nity. Like the majority of her community members, Dahabo’s family was agro-pastoralists and lived in Jamame, Lower Juba region, in southern Somalia, before they fled due to the conflict. A mother of nine children. Dahabo has always been struggling to make ends meet.

But living in overcrowded IDP camps in Kismayo, she faced many challenges. The main one is a common issue in Somalia: the evictions. She was forced from her shelter at least three times. “The last time I was evicted I took the children to the side of the main road and hoped no one will evict us there”, she said.

Now, thanks to a SHF-funded project implemented by the Norwegian Refugee Council (NRC), Dahabo has her own piece of land, with a permanent shelter built with the support of the UN International Organization for Migration (IOM). She is one of the 2050 families who received their land title deeds last year. This is the first-time people have received title deeds as legal proof of ownership since the collapse of the central government in 1991. “I thank the humanitarian agencies who helped us to get this shelter and spoke on our behalf in the process of getting the full ownership of this land. It has not been easy not being sure where you will spend the night”, said Dahabo.

The project included legal training and assistance to IDP families, combined with advocacy strategy with the government. 550 titles were provided by the municipality of Kismayo and could have reached around 3,300 people. There is also another group of 1,500 families from 12 different IDP settlements constructed by NRC in Baidoa that received land titles. The documents were issued by the municipality to especially vulnerable families that were at risk of eviction. Women were the main target. “In the Somali community, women are marginalised and you will not see many women land owners. There are more men who own land than women. This is the first I have seen a piece of land belonging to me and with a legal document”, explained Dahabo.

The issue of land has been one of the main drivers of humanitarian crisis in Somalia. Land issues are closely related to clan politics and the main source of conflict in Kismayo. Evictions of IDP from private lands are particularly high and had affected more than 5,000 people in 2016 and 2017, according to NRC.

Baidoa Internally displaced women

receive their land title deeds Credit: NRC

Owning a piece of land after three evictions,


SHELTER & NON-FOOD ITEMSACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Contribute to the protection of newly displaced people and those affected by natural hazardsObjective 2: Improve the living conditions of the protracted IDPs Objective 3: Facilitate access to durable solutions for IDPs that are willing to locally integrate or return

LEAD ORGANISATIONUNHCR

ACHIEVEMENTSIn 2017, Shelter Cluster received $4.3 million for the Shelter and Non-Food Item Cluster: eight projects were implemented through cluster specific projects ($2.4 million, 56 per cent of the SHF funding for Shelter/NFI), while seven projects implemented through the integrated Protection-Shelter-CCCM package had a shelter and NFI component ($1.9 million or 44 per cent of the SHF funds for Shelter/NFI were channelled through integrated interventions).

The SHF funding complemented other bilateral funding in responding to shelter needs and accounted for more than 10 per cent of the total Shelter/NFI HRP funding ($13.6 million). The SHF funds were also complemented by $3.2 million from CERF in support of Shelter and NFI distribution.

More than 32,000 people were reached with emergency shelter kits and 46,480 provided with non-food items with the support of SHF. In addition, the fund sup-ported training of 980 local artisans on masonry, settlement and site planning to promote owner-driven and mainstreaming of housing, land and property rights in shelter provision.

ALLOCATIONS

$4,277,570


Number of beneficiaries reached with ESK and NFI kits 109,550 79,308 72%

Percentage of distributions having undergone PDM 890 890 100%

Percentage of transitional shelter projects that have included site planning 501 501 100%

Number of participants trained 1,310 980 75%


112,916*WOMEN37,672

GIRLS24,330

MEN27,242

BOYS23,672

PARTNERS

9PROJECTS

15



SUCCESS STORIES

SUCCESS STORIES

Ladan Khalif Abdullahi, a 30-year-old mother was living under a shade with her five children when the African Volunteers for Relief and Development (AVORD) team found her in the Afgooye corridor, in Lower Shebelle, on the western outskirts of Mogadishu. This is one of the places with high concentration of IDPs in Somalia. Ladan was of the thousands of people who fled drought and conflict in 2017 from Mubarak village.

“Life in the makeshift shelters in Mubarak village became increasingly difficult due to diminishing food supplies because of the ongoing armed conflict. Out of fear for our lives, we fled. I have no words to describe the magnitude of suffering during my initial 15 days here”, said Ladan. During this difficult period for Ladan and her family, AVORD was implementing the SHF-funded project targeting the most vulnerable new arrivals in the Afgooye corridor with shelter and non-food items support. A shelter was constructed for them and the family moved into a more protected space where they were no longer exposed to inclement weather conditions. Sleeping mats and blankets were also provided. “Our living conditions have improved, thanks to AVORD. I feel liberated now, and I can focus on improving my children’s lives.”

More than 11,400 people had their shelters improved. Most of them were either living in the open, under tree shades or in makeshift rudimentary shelters with little or no protection. Women were exposed to sexual and gender-based violence. By the completion of the pro-ject, beneficiaries were living in lockable shelters and were provided with non-food items, including blankets, kitchen sets, sleeping mats, jerry cans, plastic sheets, and bar soaps.

AVORD has also organised training on camp coordination and camp management for 15 camp and community leaders from Afgooye corridor and 15 multi-purpose social spaces in populated settlements were constructed.

Afgooye

Ladan and her children, in front of her

emergency shelter. Credit: Avord

Improving living conditions of IDPs in Afgooye corridor


WATER, SANITATION & HYGIENEACHIEVEMENTS BY CLUSTER

CLUSTER OBJECTIVESObjective 1: Emergency WASH response preparednessObjective 2: Provide access to safe water, sanitation and hygiene for peo-ple in emergencyObjective 3: Provide reliable and sustained access to sufficient safe water-based on identified strategic water points and establishment of sustainable manage-ment structures

LEAD ORGANISATIONUNICEF

ACHIEVEMENTSThe WASH cluster was top cluster funded by the Fund, receiving $10.7 million in 2017. 20 projects were funded under the cluster-specific projects ($6.2 million, 58 per cent of the SHF funds for WASH), while 31 projects implemented through the integrated approach had a WASH component ($4.5 million or 42 per cent of the SHF funds for WASH were channelled through integrated interventions).

The SHF funds complemented other bilateral contributions to cluster activities and accounted for 21 per cent of the cluster 2017 HRP funding ($50.6 million). Most of WASH funding under integration component was in support of the front-line outreach services in the targeted geographical areas through the IERT approach, championed by the SHF from the second quarter of 2017 onwards.As a result, a total of 597,067 people were supported through sustainable water access; 41,220 people through temporary provision of safe water; 79,147 people through new sanitation facilities constructed; and 556,716 people benefited from interactive and mass hygiene promotion sessions. The Fund also supported the capacity building of 1,261 committee members on operation and maintenance of WASH infrastructures.

The SHF funding to the WASH cluster complemented $8.2 million CERF WASH allocation to drought affected people in north east, north west and southern and central Somalia, particularly areas with AWD/cholera outbreak as a direct impact of the drought.

ALLOCATIONS

$10,713,343


Number of people with sustained access to safe water 397,184 597,067 150%

Number of people with temporary access to safe water 37,320 41,220 110%

Number of wash committee members who have participated in capacity building activities

1,2531 1,261 101%

Number of people with access to emergency sanitation facilities 85,133 79,147 93%

PARTNERS

39


644,722*WOMEN176,668

GIRLS182,841

MEN125,570

BOYS159,643

PROJECTS

57



SUCCESS STORIES

SUCCESS STORIES

Hindiya Madey Gedow could not hide her excitement when she heard that the site for IDPs in Baidoa where she lives would receive piped clean water. This 30-year-old agro-pastoralist lady is living in a shack with six family members. All of them had to flee from their Momooda village, 20 km from Baidoa, on foot in the middle of 2017. The severe drought conditions experienced after four failed rainy seasons left the family with no livelihood. Her husband is working as shoe shiner, but the income is not enough.

Hindiya and 325 other families living in the camp used to walk more than one hour to fetch water, to a private shallow well, which they sometimes found closed by the owner, leaving the families with few options. For Hindiya, the costs of water became prohibitive. Funded by the SHF, INTERSOS implemented a project to provide access to safe water and improve sanitation and hygiene situation for IDPs and host communities in Baidoa and Diinsor. Hindiya now has access to water 200 meters from her house. “This is one of the best project for us. I have lived in Mursal IDP site for five months now and I have struggled to get water. We spent a lot of time and energy going to a local shallow well which is not even good to drink,” explains.

With the $330,000 received, INTERSOS has reached more than 30,000 people with access to safe water through the rehabilitation of shallow wells and water kiosks. In other areas, water trucking and rehabilitation of water supply facilitated clean water supply for 14 IDP sites. A total of 150 latrines were constructed, hygiene kits, including appropriate materials for menstrual hygiene of women and girls, were distributed and hygiene pro-motion training were conducted in different IDP camps.

The project is especially important in a country where a combination of poor access to safe drinking water, inadequate sanitation facilities, especially in IDP settlements, and poor hygienic practices contribute to increas-ing the risk of diseases and water-related mortality. In 2017, over 78,000 AWD/cholera cases & 1,159 deaths were recorded in Somalia.In 2018, about 4.3 million people need emergency water, sanitation and hygiene assistance. Partners funded by the SHF keep working to ensure every single person has access to water and sanitation, a right that is crucial for human life.

Baidoa Hindiya collects water from the new kiosk, 200 metres from her shack

Credit: Intersos

Clean water to prevent diseases


ANNEXESSHF 2017 ANNUAL REPORT

A: 2017 Fund Performance 47

B: 2017 SHF Partners’ Survey 52

C: 2017 SHF-funded projects 56

D: SHF Avisory Board (31 December 2017) 60

E: Accronyms 61

F: Reference Map 63

47ANNEXES

FUND PERFOMANCE: INCLUSIVENESSANNEX A

# INDICATOR RESULT ANALYSIS FOLLOW-UP ACTIONS

1 INCLUSIVE GOVERNANCE – SIZE AND COMPOSITION OF THE ADVISORY BOARD. Number and percentage of seats at the Advisory Board by type of actor (donor, INGO, NNGO, UN, government)

12 members excluding the HC (Chair) and OCHA Head of Office: 4 NGOs (2 INGOs, 1 NNGO, NGO Consortium), 4 UN agencies and 4 Donors (2 SHF, 2 Observers).

The composition of the advisory board represents a high level of engagement of the different stakeholders.

Define a selection and rotation mechanism of the AB members.

Promote the participation of specific stakeholders as observers in some of the AB meetings, when required.

2 INCLUSIVE PROGRAMMING – SIZE AND COMPOSITION OF STRATEGIC AND TECHNICAL REVIEW COMMITTEESNumber and percentage of organisations engaged in the development of allocation strategies, and the prioritisation (strategic) and selection (technical) of projects through Review Committees broken down by type (INGO, NNGO, UN) and by cluster

The size of Committees varied among clusters. They were chaired by respective cluster coordinators and co-coordinators with participation of UN agencies, INGOs and NNGOs, as well as active OCHA HFU participation to provide guidance on the review process and decision-making.

A diverse stakeholder representation (including of the UN agencies, INGOs and NNGOs) was maintained across clusters with OCHA ensuring that the project review and selection processes proceeded in line with the CBPF guidelines.

Continually ensure diverse and balanced representation of different types of organisations.

Define a selection and rotation mechanism of the SRCs.

Promote the participation through scoring exercise and ensure that each member is part of the decision making process.

3 INCLUSIVE IMPLEMENTATION – CBPF FUNDING IS ALLOCATED TO THE BEST‐POSITIONED ACTORSAmount and percentage of CBPF funding directly and indirectly allocated to eligible organisations (INGO, NNGO, UN, RC/RC) overall, as well as by sector and geographic area

• INGOs: $31.1 million (55%)

• NNGOs: $21.7 million (39%)

• UN: $2.2 million (4 %)

• RC/RC: $1.1 million (2%)

Direct implementation encouraged

Clusters: CCCM(2%),Education (9%),Shelter/NFI(7%),Food Security (18%),Health (15%), Logistics (0.4%),Multi-Cluster (6%),Nutrition (12%),Protection (12%), WASH(19%)

Best positioned partners were funded in 2017, with direct implementation by non-governmental partners prioritised.

Funds were allocated to all nine clusters covering the 18 geographical regions.

42% per cent of funds allocated trhrough integrated multi-cluster projects.

Prioritisation of direct implementation through international and national non-governmental partners (80% benchmark).

Support for local partners by striving to channel at least 30% of available funding directly through national partners (if, when and where feasible);

Continue supporting integration of response across clusters and complementarity with other funding sources.

4 INCLUSIVE ENGAGEMENT – OUTREACH AND

INVESTMENT IN LOCAL CAPACITYAmount and percentage of CBPF funding and HFU budget invested in supporting and promoting the capacity of local and national NGO partners within the scope of CBPF strategic objectives, broken down by type of investment

39% of funding for direct implementation of NNGOs.

75% of partner organisations participated in SHF trainings (development of applications, financial management etc.) and information sessions organised in Somalia and Kenya.

Enhanced investment by the SHF, OCHA/HFU in building NNGO capacity through strategic, technical and financial support throughout the project life-cycle.

The SHF will continue to deliver on the global commitment to strengthening partnership with national and local partners. Commitment by donors of sufficient, flexible and, if possible, multi-year funding will be essential for the continuing of support to the localisation agenda.


2017 FUND PERFOMANCE: FLEXIBILITYANNEX A


5 FLEXIBLE ASSISTANCE – CBPF FUNDING FOR IN‐KIND AND IN‐CASH ASSISTANCE IS APPROPRIATEAmount and percentage of CBPF funding allocated to in‐kind and cash assistance (conditional, unconditional,restricted, unrestricted, sector‐specific or multi‐purpose cash transfers, as well as mixed in‐kind and cash projects) by sector and geographic area

Cash as a response modality has been strategically prioritised and operationally considered, where appropriate, as per gudiance included in teh allocation strategies.

As cash assistance has been integrated into projects across multiple clusters, it is difficult to systematically track the cash components funded by the SHF.

To utilise a systematic tracking mechanism for cash assistance funded by the SHF by assigning cash markers to be introduced to the CBPF GMS.

6 FLEXIBLE OPERATION – CBPF FUNDING SUPPORTS AN ENABLING OPERATIONAL ENVIRONMENTAmount and percentage of CBPF funding allocated to common services (logistics, security, coordination, needs assessments, etc.)

$1.9 million (3.5% of allocations) funded 7 projects of 7 partners in Enabling Programmes (6 projects) and Logistics (1 project) Clusters.

The SHF allocation covered 6% of the total HRP funding received by enabling programmes cluster and a small share of Logistics requirements.

Continually support common and enabling services that add value to response. Benchmark cap for pipelines, enabling programmes and other support services set at 20% of annually available funds.

7 FLEXIBLE ALLOCATION PROCESS – CBPF FUNDING SUPPORTS STRATEGIC PLANNING AND RESPONSE TO SUDDEN ONSET EMERGENCIESAmount and percentage of CBPF funding allocated through standard and reserve allocations broken down by type of implementing partner, sector and geographic area

• $36.9 million (65%) through two Standard Allocations; $16.1 million (29%) through two Reserve allocation rounds; $3.2 million (6%) through individual Reserve allocations.

• $31.1 million (55%) to INGOs; $21.7 million (39%) to NNGOs; $2.2 million (4 %) to UN and $1.1 million (2%) to RC/RC.

94% of funds were allocated through allocation rounds (Standard, Reserve) that had a collectively agreed strategic focus, aligned with the HRP-set priorities.

An overarching focus (42%) placed on support for the integration of response.

Continually allocate funds to support the strategic priorities of the HRP and other jointly agreed appeal documents while retaining flexibility to channel funds to address shifting/emerging needs and critical funding gaps.

8 FLEXIBLE IMPLEMENTATION – CBPF FUNDING

IS SUCCESSFULLY REPROGRAMMED AT THE RIGHT TIME TO ADDRESS OPERATIONAL AND CONTEXTUAL CHANGESAverage number of days to process project revision requests

In 2017, the HFU processed 53 revision requests.

Substantive revisions were an important way for the Fund to agilely adjust and allow the delivery of humanitarian assistance in difficult and fast-changing environment, often serving as a conduit for immediate response. It took, on average, 12.6 days to process project revision requests.

Continually process project revision requests in a timely manner, while ensuring their strategic and operational relevance, to facilitate flexible humanitarian operations in Somalia.

49ANNEXES


9 TIMELY ALLOCATIONS – ALLOCATION PROCESSES HAVE AN APPROPRIATE DURATION VIS‐À‐VIS THE OBJECTIVES OF THE ALLOCATIONAverage duration of the allocation process from launch of allocation strategy to HC approval of selected projects by allocation type (standard and reserve)

-Standard Allocation: 42 days from proposal submission to IP signature of the grant agreement

Reserve allocations: 33 days from proposal submission to IP signature of the grant agreement.

Most of Reserve projects were submitted within two reserve allocation round, which required additional time for selection and technical finalization for partners with less capacity.

Further enhance technical support for NNGO project development and facilitat-ing their prompt follow-up actions to accelerate the overall allocation processes.

10 TIMELY DISBURSEMENTS – PAYMENTS ARE PROCESSED WITHOUT DELAYAverage number of calendar days from HC approval of a proposal to first payment by type of allocation (standard/reserve) and type of implementing partner

Overall: 10.5 days from Executive Officer (EO) signature to first tranche disbursement

Standard Allocation: 11 days

Reserve allocations: 10 days

While the payments for projects under Reserve Allocations were processed in a timely manner, those under the Standard Allocation took longer due to a large number of projects processed simultaneously.

Enhanced coordination with FCS and MPTF to facilitate timely disbursement of funds to all partners, within 10 days of the EO signature (global target).

11 TIMELY CONTRIBUTIONS – PLEDGING AND PAYMENT OF CONTRIBUTIONS TO CBPFS ARE TIMELY AND PREDICTABLEPercentage of total yearly contributions received by quarter broken down by donor

Q1: $21.6 million (Denmark, Australia, Sweden, Germany, Netherlands, Sri Lanka)

Q2: $8.4 million (Ireland, Norway, Switzerland, R.of Korea, Azerbaijan)

Q3: $14.5 million (Germany, Sweden, Norway, Canada, Switzerland)

Q4: $12.5 million (Australia, Denmark, Canada, UK, Netherlands)

34% of contributions were made available in the first quarter, while by mid-2017 more than half of funds (53%) were deposited.

Donors should continue being encouraged to deposit funding as early in the year as possible, but also to provide as much lead time as possible between announcing their contributions and the actual deposit of funds.

2017 FUND PERFOMANCE: TIMELINESSANNEX A



12 EFFICIENT SCALE – CBPFS HAVE AN APPROPRIATE TO SUPPORT THE DELIVERY OF THE HRPSPercentage of HRP funding requirements channelled through the CBPF compared to globally set target (15%)

The total 2017 SHF allocations of $56 million covered 3.7% of the total HRP funding requirements of $1.5 billion and 5.5% of the actual HRP funding received.

From 2016 to 2017, Somalia’s HRP increased by 75%, from $863 million to $1.5 billion, while the contributions to the SHF doubled from $26 million to almost $57 million.

More donor advocacy and engagement for the SHF in 2018, taking into account the expected decrease in the overall humanitarian funding for the country.

13 EFFICIENT PRIORITISATION – CBPF FUNDING IS PRIORISIZED IN ALIGNMENT WITH THE HRPProportion of CBPF funding allocated toward HRP priorities by sector of total HRP funding disaggregated by gender, age, and geographic area

SHF-funded projects were strategically aligned with the HRP strategic objectives.

See Achievements by Cluster section for HRP funding coverage by cluster.

The SHF contributed to HRP priorities, which it also operationalised further, particularly through support for integration of response (42%) and localisation of aid agenda.

Coordination with relevant stakeholders to ensure that allocations and SHF-funded projects are strategically aligned with the HRP and support well-prioritised and complimentary activities under the HRP.

14 EFFICIENT COVERAGE – CBPF FUNDING REACHES PEOPLE IN NEEDNumber and percentage of targeted people in need reported to have been reached by partners through the Fund’s allocations (standard/reserve) disaggregated by gender, age, sector, and geographic area

Based on narrative reports the SHF projects, which were fully or partially implemented in 2017, reached 6.6 million people out of 6.7 million targeted.

Partners were together able to reach a slightly higher number of people in need than originally targeted with planned humanitarian assistance.

Continuous coordination with relevant stakeholders to ensure that SHF strategically target and reach the worst-affected and most vulnerable people with the assistance they need.

15 EFFICIENT MANAGEMENT – CBPF MANAGEMENT IS COST‐EFFICIENT AND CONTEXT‐APPROPRIATEValue and percentage of HFU operations (direct cost) in proportion to total value of contributions to the Fund (yearly)

2017 HFU management costs: $1.56 million (2.7% of the funds utilised in 2017, i.e. allocations plus management costs).

2018 HFU management costs: $1.6 million (1.9% of the total 2017 contributions of $85.4 million).

Despite the increased workload for the fund management due to focus on NGO funding and enhanced accountability and assurance activities, the HFU’s management costs contonue to be reduced (see page 21, HFU Management Costs).

2018 HFU management costs (staffing): $1.5 million.

16 EFFICIENT MANAGEMENT – CBPF MANAGEMENT IS COMPLIANT WITH GUIDELINESLevel of compliance with management and operational standards required by the CBPF Global Guidelines

Four allocation strategies developed (2 Standard, 2 Reserve).

SHF Operational Manual endorsed (May 2017)

The 2016 IHF Annual Report was published as per the global guidance.

All SHF Allocation Strategies and the 2016 Annual Report were compliant with the global and in-country CBPF guidance.

Update the SHF Operational Manual as per contextual needs and incorporating changes to the revised CBPF Global Guidelines.

Ensure that the Annual Report and allocation strategy papers are compliant with the global and in-country guidance and finalised in a timely manner.

ANNEX A

2017 FUND PERFOMANCE: EFFICIENCY

51ANNEXES


17 ACCOUNTABILITY TO AFFECTED PEOPLE – CBPF ALLOCATIONS ARE ACCOUNTABLEAmount and percentage of CBPF funding (included as a component of funded projects) allocated for activities to promote the participation of affected people

All SHF-funded projects were required to include a plan to ensure accountability to affected population (AAP). All field monitoring visits included beneficiary consultations to assess community engagement in project implementation.

While it is currently difficult to systematically track the funding allocated for AAP, the SHF requires all projects to include and report against a plan to ensure AAP. All field visits include beneficiary consultations to assess community engagement in project implementation.

Ensure that all SHF-funded projects incorporate and implement a plan to ensure AAP through project reviews, monitoring and report reviews. Explore future partner outreach opportunities to mainstream and enhance AAP in all SHF-funded projects.

18 ACCOUNTABILITY AND RISK MANAGEMENT FOR PROJECTS – CBPF FUNDING IS APPROPRIATELY MONITOREDRate of completion of planned monitoring, reporting and auditing activities in accordance with operational modality applied to each grant

Of all 2017-processed projects:

• Monitoring: 79% (129 of 163 projects monitored at least once).

• Reporting: 88% (109 of 124 final narrative reports submitted).

• Financial controls: 33 audits finalised (89%) and 52 financial spot-checks completed (179%).

The SHF significantly strengthened its assurance activities and ensured compliance with the Fund’s operational modalities and full implementation of its accountability framework. Special emphasis has been placed on financial oversight.

Ensure 100% compliance with monitoring, reporting and auditing requirements as per the SHF operational modalities.

Further enhance the intensity of financial controls and montoring.

19 ACCOUNTABILITY AND RISK MANAGEMENT OF IMPLEMENTING PARTNERS – CBPF FUNDING IS ALLOCATED TO PARTNERS WITH DEMONSTRATED CAPACITYNumber and type of implementing partners and amount and percentage of funding allocated by partner risk level (based on PCA and PI)

68 partners received SHF funding in 2017 including 28 INGOs, 35 NNGOs, 4 UN agencies and 1 RC/RC organisations.

$4.2 million (7.5%) allocated for 16 projects to high-risk partners; $35.8 million (63.8%) for 109 projects to medium-risk partners; $14 million (24.9%) for 34 projects to low-risk partners.

Funds were allocated strategically to partners with low, medium and high-risk ratings, applying a more robust risk management scheme as per the SHF Operational Manual.

Update partners’ performance index in GMS based on their performance on project implementation, monitoring, reporting and audits (on a quarterly basis).

20 ACCOUNTABILITY AND RISK MANAGEMENT OF FUNDING – APPROPRIATE OVERSIGHT AND ASSURANCES OF FUNDING CHANNELLED THROUGH CBPFSNumber and status of potential and confirmed cases of diversion by Fund

All compliance issues stemming from reporting, monitoring, audits and other financial controls were managed in accordance with the SHF Operational Manual. In several cases, partners were notified of their temporary or indefinite eligibility suspension.

With an increased capacity including through the onboarding of Financial Officer and Somalia-based monitoring staff, the HFU significantly strengthened its assurance activities and ensured compliance with the Fund’s operational modalities.

Ensure that all potential diversion or fraud cases are treated in compliance with CBPF SOPs on fraud management.

Enhance fraud awareness and prevention activities for SHF partners and HFU staff.

2017 FUND PERFOMANCE: ACCOUNTABILITY, RISK MANAGEMENT

ANNEX A


2017 IMPLEMENTING PARTNERS’ SURVEYANNEX B

SummaryThe SHF funds are prioritised and managed locally by those closest to people in need. This is one of the central pillars of the Fund, which was set up to support the highest-priority needs by the best-placed responders. The SHF thus works hand in hand with its implementing partners, with a view to support and understand their needs and expectations.

Consequently, the primary objective of the 2017 SHF Imple-menting Partners’ survey was to determine the non-govern-mental implementing partners’ satisfaction with the services provided by the SHF and factors that cause satisfaction or dissatisfaction, which may lead to changes and adjustments in the management of the Fund, where possible or necessary. In the future, the SHF may solicit similar feedback from other stakeholders.

The survey was conducted between 27 December 2017 and 31 January 2018. Of 103 eligible SHF non-governmen-tal partners invited to respond, feedback was received from 82 NGOs.

Responses received indicated high level of satisfaction with the Fund. More than 80 per cent of organisations were satisfied with the focus of the Fund’s 2017 allocations and almost 75 per cent participated in the strategic prioritisation processes that led to allocation strategies.

The overwhelming majority of respondents (96 per cent) were satisfied with documents guiding the application pro-cess: eight in ten organisations found it good or excellent. The vast majority of respondents – more than 90 per cent

– stated that working with the SHF had an impact in the capacity strengthening of their organisation.

These results confirmed the importance of the SHF for the humanitarian response in Somalia, not only by providing timely and flexibly resources to respond to humanitarian needs, but also contributing to strengthening the capacity of implementing partners and, through this, to the over-all effectiveness and accountability of humanitarian re-sponse in Somalia.

Areas for improvement identified by the respondents in-cluded communication on the relevant processes, and the need for trainings on financial management and project submission, among others. Some measures to address these recommendations have already been put in place

and will continue to guide the SHF management to ensure that partner’s needs and suggestions are taken fully into consideration.

About the survey

PurposeThe 2017 SHF Partners’ Survey was designed to assess partners’ perception of the Fund’s processes and their satisfaction with the services and information in relation to the:• Strategic focus of allocations• Allocation process (submission and technical review

of proposals)• Implementation and reporting• Information, allocation guidelines and support by the HFU

MethodologySamplingThe survey invited response from 103 partners eligible to receive the SHF funding. It was conducted through the online Monkey Survey platform, where responses were collected anonymously. Each partner was requested to submit one response per organisation.

82 partners responded to the survey accounting for the 75 per cent response rate. These included 51 national part-ners (62 per cent), 30 international partners (37 per cent) and 1 answer from a Red Cross/Red Crescent movement organisation. While a total of 82 partners participated in the survey, response rate varied across questions. 90 per cent of the partners responding to the survey applied for the SHF funding in the last two years and 73 per cent also received funds.

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RESPONDENTS PER PARTNER TYPE

53ANNEXES

Rating scaleTo capture the rating scale of the Somalia Humanitari-an Fund performance, the survey used a five point-scale, which allowed for significant variance across ratings while remaining comprehensible to respondents.

For the purposes of measuring the SHF partners’ level of satisfaction against the set categories in the survey, it was necessary to convert the five scale rating to the three points satisfaction scale:• Very satisfied (excellent, good)• Satisfied (average)• Not satisfied (poor, fair)

Overview of results

Strategic focus of allocationsRespondents were asked at least five questions about the prioritisation process, two of them being open-ended ques-tions in order to give the opportunity to make suggestions about the prioritisation mechanism used by the SHF.

The answers showed a high level of participation in the prioritisation process. Some 76 per cent of partners were consulted in the process leading to the drafting of 2017 allocation strategies, either through cluster meetings at regional and national levels; or directly through the SHF. More than 83 per cent of respondents were very satisfied with the overall 2017 SHF strategic focus; and almost 95 per cent were satisfied with the last 2017 allocations strategy (2nd Standard Allocation).

Despite the high level of satisfaction expressed through the closed questions, particularly national partners suggested in the open-ended questions the need for an even better level

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STRATEGIC FOCUS OF 2017 ALLOCATIONS

of their participation in the prioritisation process. Partners expressed the need for closer collaboration and engagement within their cluster structures to corroborate and precise, when necessary, the findings of the FSNAU and other as-sessments used during the strategic prioritisation processes.

Allocation processSubmission of proposalsRespondents were asked eight questions about the allo-cation process, including the submission of proposals and technical review. Three of these were open-ended, to obtain suggestions on how to improve the process.

The partners were very satisfied with the clarity provided by the SHF allocation strategies for project submission. Only three per cent of the respondents were dissatisfied with the documents guiding the proposal submission, while almost 78 per cent found it good or excellent. Similar levels of satis-faction were reported on the clarity of cluster-specific criteria in guiding partners in preparation of project proposals, with close to 85 per cent of respondents being very satisfied.

Technical reviewPartners felt that the support provided during the techni-cal review was sufficient, with 82 per cent of respondents satisfied, 62 per cent of them very satisfied.

The majority of organisations felt that the time provided to submit proposal was tight, but manageable. However, more than 27 per cent considered the time inadequate

On the open-ended questions, the feedback process re-ceived a considerable number of reviews, and many sugges-tions were provided for improvement. Partners suggested

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CLARITY OF STRATEGIES IN 2017 FOR SUBMISSION


that the SHF consolidates comments before submitting to organizations, to avoid confusion and back-and-forth during the revision process.

Implementing and reportingFive questions related to the support received during the im-plementation and reporting period. The level of satisfaction was high, while a degree of constructive criticism pointed to the potential areas of improvement.

ImplementationAlmost 87 per cent of the partners were satisfied with the support received during the implementation period, with 67 per cent of respondents very satisfied. Partners suggested the need for an even closer monitoring and support during implementation, and also pointed to the more active supervisory role of the clusters.

Reporting80 per cent of the partners were satisfied with the support provided by the HFU during the review process of financial and narrative reports.

Partners shared the following challenges and concerns faced during reporting process:• The HFU takes long to review reports, even after

resubmission;• Activation of reports is unclear;• The HFU comments are not always well-justified.

Partners suggested the following potential improvements during the reporting processes:• Faster turnaround by the HFU;• More capacity building on the financial and narrative

requirements;• Timely activation of reporting.

Information, allocation guidelines and supportPartners responded to 16 questions in this part of the survey, five of which were open-ended.

Sources of informationPartners’ main source of information on the SHF is through direct communication with the SHF management and clus-ters. Majority of the respondents, almost 82 per cent, know whom to get in touch with for specific SHF issues and they consider the team responsive.

Technical guidelines The majority of respondents (96 per cent) are satisfied with the documents guiding the application and other SHF pro-cesses; eight in ten organisations find these to be good or excellent.

Capacity development and strengtheningThe vast majority of respondents –more than 90 per cent–declared that working with the SHF has had a positive impact on the strengthening of the capacity of their organisation. More trainings are, however, required, especially in relation to financial management, monitoring and compliance.

Recommendations

Summary of recommendationsWhile the SHF processes were rated as being very satisfac-tory, partners made the following recommendations on how to improve the SHF services:• Improve participation, especially of local organisations,

in the prioritisation process;• Timeline for submission of proposals to be increased for

better quality ofproposals;• Improve technical review process and optimize re-

porting process;

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SUPPORT DURING IMPLEMENTATION

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TECHNICAL GUIDANCE PROVIDED

55ANNEXES

• Provide trainings on the allocation process, implementa-tion, financialmanagement and monitoring and evaluation

Follow up actions to the surveyThrough 2018, the SHF management will take the following steps to address partners’ recommendations and expecta-tions as communicated through the survey:

Better communication of the SHF processesIn order to improve the prioritisation process and the par-ticipation of organisations, especially local NGOs, the SHF will work closely with cluster coordinators to make sure that information on prioritisation processes is reaching implementing partners in timely manner.

The SHF will also use social media, especially its Twitter account, to inform and educate about the SHF processes.

Better participation in the SHF processesTo improve participation, the SHF will advocate with the cluster structure to promote wider and better participation from local and regional cluster and inter-cluster structures. Better dissemination of information and less tight deadlines may also improve the level of participation.

Regarding upcoming allocations, the SHF may explore strat-egies to give partners more lead time in order for them to be able to start working on their proposals before the Call for Proposals is launched.

Optimization of review and reporting processesHFU may optimise the consolidation of feedback from stra-tegic and technical review processes, striving to submit clear and concise comments, and consolidated when and where possible.

The SHF team will provide a more systematic and reg-ular guidance to the partners on reporting processes and obligations.

The SHF team will ensure shorter lead times for the review of narrative and financial reports, while also following-up more rigorously with partners that have reports overdue (stricter application of sanctions mechanism).

An activation of additional automated reminders will be proposed (following absence of action).

Trainining and supportThe HFU will prepare an annual calendar of regular and re-fresher trainings for partners, providing particular emphasis on allocation processes, proposal development (GMS), as well as monitoring, oversight and compliance (including fraud prevention and mitigation).

In discussion with the SHF Advisory Board, clusters and the Somalia NGO consortium, the SHF management will explore opportunities how to link the SHF work-streams with other initiatives geared at improving the capacity of partners, especially local NGOs, to submit and implement projects in accordance with the expected standards.

HFU will, in close collaboration with cluster coordinators and ICCG, work on how to better prepare partners for the submission of and implementation of integrated projects.

HFU team will place additional emphasis on dissemination of the SHF Operational Manual and the accompanying guide-lines, directly through the SHF broadcasts and indirectly through other channels, in order to ensure that all partners have access to information and/or know where to find it.

In order to respond to requests by partners for more flexi-bility on changes andextension of projects, the SHF team will clearly message the procedures in placeand clarify, in particular to cluster coordinators, that it is their responsi-bility toconsider and, potentially, approve these requests in a timely manner.

56 SHF 2017 ANNUAL REPORT 56ANNEXES

SHF-FUNDED PROJECTSANNEX C

# PROJECT CODE CLUSTER ORGANISATION BUDGET1 SOM-17/3485/SA1 2017/WASH/INGO/4586 Water, Sanitation and Hygiene ACF (Action Contre la Faim) $300,000.00

2 SOM-17/3485/SA1 2017/Nut/INGO/4674 Nutrition ACF (Action Contre la Faim) $151,596.05

3 SOM-17/3485/SA2/Nut/INGO/7646 Nutrition ACF (Action Contre la Faim) $150,000.00

4 SOM-17/3485/SA1 2017/WASH/INGO/4704 Water, Sanitation and Hygiene ACTED (Agency for Technical Cooperation and Development) $419,416.32

5 SOM-17/3485/SA1 2017/FSC/INGO/4706 Food Security ACTED (Agency for Technical Cooperation and Development) $299,882.44

6 SOM-17/3485/SA1 2017/FSC/INGO/5041 Food Security ACTED (Agency for Technical Cooperation and Development) $277,059.92

7 SOM-17/3485/R/EP/INGO/5899 Enabling Programmes ACTED (Agency for Technical Cooperation and Development) $99,061.35

8 SOM-17/3485/SA1 2017/FSC/INGO/4587 Food Security Adeso (African Development Solutions) $322,935.89

9 SOM-17/3485/SA2/WASH/INGO/7512 Water, Sanitation and Hygiene Adeso (African Development Solutions) $300,000.00

10 SOM-17/3485/SA1 2017/FSC/NGO/4575 Food Security ADO (Agricultural Development Organisation) $325,972.77

11 SOM-17/3485/SA1 2017/Ed/INGO/4577 Education ADRA (Adventist Development and Relief Agency) $314,778.00

12 SOM-17/3485/SA1 2017/WASH/INGO/4691 Water, Sanitation and Hygiene ARC (American Refugee Committee) $249,991.38

13 SOM-17/3485/SA1 2017/H/INGO/4770 Health ARC (American Refugee Committee) $565,874.58

14 SOM-17/3485/SA2/H/INGO/7435 Health ARC (American Refugee Committee) $207,422.11

15 SOM-17/3485/SA1 2017/H/NGO/4645 Health ARD (Action for Relief and Development) $199,734.89

16 SOM-17/3485/SA1 2017/WASH/NGO/4662 Water, Sanitation and Hygiene ARD (Action for Relief and Development) $248,617.71

17 SOM-17/3485/SA1 2017/Ed/NGO/5039 Education AV (Aid Vision) $202,386.29

18 SOM-17/3485/SA2/Ed-H-Nut-FSC-WASH/NGO/7572Education (21%), Health (32%), Nutrition (26%), Food Security (5%), Water, Sanitation and Hygiene (16%)

AV (Aid Vision) $451,653.25

19 SOM-17/3485/R/Shelter/NGO/6290 Shelter and Non-food Items AVORD (African Volunteers for Relief and Development) $298,591.20

20 SOM-17/3485/R/Shelter/NGO/6627 Shelter and Non-food Items AVORD (African Volunteers for Relief and Development) $290,186.03

21 SOM-17/3485/SA2/Shelter-CCCM-Prot/NGO/7553Shelter and Non-food Items (77%), Camp Coordination and Camp Management (7%), Protection (16%)

AVORD (African Volunteers for Relief and Development) $377,945.19

22 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6663

Education (21.71%), Food Security (34.03%), Health (14.52%), Nutrition (13.52%), Water, Sanitation and Hygiene (16.22%)

AYUUB (AYUUB NGO) $299,806.54

23 SOM-17/3485/SA2/Nut/NGO/7497 Nutrition AYUUB (AYUUB NGO) $199,469.40

24 SOM-17/3485/SA2/Shelter-Prot-CCCM/NGO/7590Shelter and Non-food Items (55%), Protection (25%), Camp Coordination and Camp Management (20%)

AYUUB (AYUUB NGO) $378,943.71

25 SOM-17/3485/SA1 2017/Ed/NGO/5280 Education BREC (Bay Regional Education Committee) $241,613.54

26 SOM-17/3485/R/FSC-WASH-Ed-H-Nut/NGO/6751Food Security (20%), Water, Sanitation and Hygiene (20%), Education (15%), Health (30%), Nutrition (15%)

Candlelight (Candlelight for Environment Education and Health) $344,353.64

27 SOM-17/3485/SA1 2017/Nut/INGO/4607 Nutrition CARE Somalia $209,361.40

28 SOM-17/3485/R/EP/INGO/6902 Enabling Programmes Somalia NGO Consortium via CARE Somalia $199,999.33

29 SOM-17/3485/R/Prot-Shelter/NGO/6758 Protection (48%), Shelter and Non-food Items (52%)

CCBRS (Comprehensive Community Based Rehabilitation in Somaliland ) $399,636.01

30 SOM-17/3485/SA1 2017/Nut/INGO/4693 Nutrition CESVI (Cooperazione E Sviluppo - CESVI) $190,000.03

31 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/INGO/6676Education (12%), Food Security (22%), Health (21%), Nutrition (27%), Water, Sanitation and Hygiene (18%)

CESVI (Cooperazione E Sviluppo - CESVI) $850,000.40

32 SOM-17/3485/SA1 2017/Prot/INGO/4683 Protection CISP (Comitato Internationale per lo Sviluppo dei Popoli) $462,553.55

33 SOM-17/3485/SA1 2017/H/INGO/5048 Health CISP (Comitato Internationale per lo Sviluppo dei Popoli) $369,265.34

34 SOM-17/3485/R/Prot/INGO/6634 Protection CISP (Comitato Internationale per lo Sviluppo dei Popoli) $285,073.25


CISP (Comitato Internationale per lo Sviluppo dei Popoli) $446,265.60

36 SOM-17/3485/SA2/H-Nut-WASH-Ed-FSC/INGO/7464Health (25%), Nutrition (25%), Water, Sanitation and Hygiene (20%), Education (20%), Food Security (10%)

CISP (Comitato Internationale per lo Sviluppo dei Popoli) $336,472.63

37 SOM-17/3485/SA1 2017/WASH/INGO/4548 Water, Sanitation and Hygiene COOPI (Cooperazione Internazionale - COOPI) $228,371.54

57ANNEXES

# PROJECT CODE CLUSTER ORGANISATION BUDGET38 SOM-17/3485/SA1 2017/FSC/INGO/4569 Food Security COOPI (Cooperazione Internazionale - COOPI) $300,000.00

39 SOM-17/3485/SA1 2017/WASH/NGO/4560 Water, Sanitation and Hygiene CPD (Centre for Peace and Democracy) $446,930.68

40 SOM-17/3485/SA1 2017/FSC/NGO/4570 Food Security CPD (Centre for Peace and Democracy) $326,210.90

41 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6662Education (9%), Food Security (35%), Health (22%), Nutrition (11%), Water, Sanitation and Hygiene (23%)

CPD (Centre for Peace and Democracy) $599,935.91

42 SOM-17/3485/R/FSC-Ed-WASH/INGO/6278Food Security (58%), Education (17%), Water, Sanitation and Hygiene (25%)

CW (Concern Worldwide) $986,281.21

43 SOM-17/3485/SA1 2017/Nut/NGO/4588 Nutrition DEH (DEH Relief and Development Organisation) $184,093.50

44 SOM-17/3485/SA1 2017/H/NGO/4603 Health DEH (DEH Relief and Development Organisation) $148,808.27

45 SOM-17/3485/SA1 2017/WASH/INGO/4682 Water, Sanitation and Hygiene DKH (Diakonie Katastrophen Hilfe) $300,577.80

46 SOM-17/3485/R/Shelter/INGO/6286 Shelter and Non-food Items DKH (Diakonie Katastrophen Hilfe) $326,221.71

47 SOM-17/3485/R/Shelter/INGO/6638 Shelter and Non-food Items DKH (Diakonie Katastrophen Hilfe) $455,693.07

48 SOM-17/3485/SA1 2017/WASH/INGO/4543 Water, Sanitation and Hygiene DRC (Danish Refugee Council) $348,830.02

49 SOM-17/3485/SA1 2017/FSC/INGO/4608 Food Security DRC (Danish Refugee Council) $300,024.50

50 SOM-17/3485/SA1 2017/Prot/INGO/4678 Protection DRC (Danish Refugee Council) $636,196.50

51 SOM-17/3485/R/Shelter-CCCM-WASH-Prot/INGO/6289

Shelter and Non-food Items (25%), Camp Coordination and Camp Management (25%), Water, Sanitation and Hygiene (25%), Protection (25%)

DRC (Danish Refugee Council) $1,305,370.17

52 SOM-17/3485/SA2/WASH/INGO/7407 Water, Sanitation and Hygiene DRC (Danish Refugee Council) $299,030.73

53 SOM-17/3485/SA2/FSC/INGO/7419 Food Security DRC (Danish Refugee Council) $384,221.77

54 SOM-17/3485/SA2/CCCM-Shelter-Prot/INGO/7425Camp Coordination and Camp Management (25%), Shelter and Non-food Items (50%), Protection (25%)

DRC (Danish Refugee Council) $1,134,905.02

55 SOM-17/3485/R/EP/UN/4734 Enabling Programmes FAO (Food and Agriculture Organisation of the United Nations) $650,000.00

56 SOM-17/3485/SA1 2017/Nut/NGO/5010 Nutrition GRRN (Golweyne Relief and Rehabilitation NGO) $229,979.81

57 SOM-17/3485/SA1 2017/Prot/INGO/4612 Protection GRT (Gruppo per le Relazioni Transculturali) $200,593.86

58 SOM-17/3485/SA1 2017/Prot/INGO/5298 Protection GRT (Gruppo per le Relazioni Transculturali) $199,954.14

59 SOM-17/3485/R/WASH/NGO/6747 Water, Sanitation and Hygiene GSA ( General Service Agency) $323,763.81

60 SOM-17/3485/R/Nut-H-WASH/NGO/6273Nutrition (33%), Health (33%), Water, Sanitation and Hygiene (34%)

HEAL (Health Education Agro-pastoralist Liaison) $375,526.13

61 SOM-17/3485/SA1 2017/H/NGO/4988 Health HIJRA (Humanitarian Initiative Just Relief Aid) $399,471.17

62 SOM-17/3485/R/Nut-H-WASH/NGO/6252Nutrition (33.33%), Health (33.34%), Water, Sanitation and Hygiene (33.33%)

HIJRA (Humanitarian Initiative Just Relief Aid) $393,428.87

63 SOM-17/3485/SA2/H-Nut-WASH/NGO/7410Health (34%), Nutrition (33%), Water, Sanitation and Hygiene (33%)

HIJRA (Humanitarian Initiative Just Relief Aid) $299,973.88

64 SOM-17/3485/R/Prot/NGO/6292 Protection HINNA (Women Pioneers for Peace and Life) $367,353.26

65 SOM-17/3485/SA2/Shelter-CCCM-FSC/NGO/7575Shelter and Non-food Items (70%), Camp Coordination and Camp Management (20%), Protection (10%)

HINNA (Women Pioneers for Peace and Life) $321,625.31

66 SOM-17/3485/SA2/FSC/NGO/7414 Food Security HOD (Himilo Organisation for Development) $199,948.01

67 SOM-17/3485/SA1 2017/Nut/NGO/4589 Nutrition HRDO (Hidig Relief And Development Organisation) $183,301.39

68 SOM-17/3485/SA1 2017/H/NGO/4628 Health HRDO (Hidig Relief And Development Organisation) $193,894.86

69 SOM-17/3485/SA1 2017/WASH/NGO/4653 Water, Sanitation and Hygiene HRDO (Hidig Relief And Development Organisation) $248,835.24

70 SOM-17/3485/SA2/H-WASH-Nut/NGO/7413Health (27%), Water, Sanitation and Hygiene (40%), Nutrition (33%)

HRDO (Hidig Relief And Development Organisation) $519,949.87

71 SOM-17/3485/R/EP/INGO/4978 Enabling Programmes IMS (International Media Support) $203,832.43

72 SOM-17/3485/R/EP/INGO/6901 Enabling Programmes INSO (International NGO Safety Organisation) $199,999.98

73 SOM-17/3485/SA1 2017/Nut/INGO/4540 Nutrition INTERSOS $205,749.06

74 SOM-17/3485/SA1 2017/Prot/INGO/4554 Protection INTERSOS $390,000.45

75 SOM-17/3485/SA1 2017/WASH/INGO/4555 Water, Sanitation and Hygiene INTERSOS $330,806.48

76 SOM-17/3485/SA1 2017/Ed/INGO/4563 Education INTERSOS $315,964.00

77 SOM-17/3485/SA1 2017/H/INGO/4583 Health INTERSOS $204,985.92

78 SOM-17/3485/SA2/Prot/INGO/7472 Protection INTERSOS (INTERSOS) $399,985.84

79 SOM-17/3485/SA1 2017/Prot/INGO/4594 Protection IRC (International Rescue Committee) $250,000.02

80 SOM-17/3485/SA1 2017/H/NGO/4536 Health KAALO (KAALO Aid and Development) $149,995.64


# PROJECT CODE CLUSTER ORGANISATION BUDGET81 SOM-17/3485/SA1 2017/WASH/NGO/4646 Water, Sanitation and Hygiene KAALO (KAALO Aid and Development) $249,663.34

82 SOM-17/3485/R/FSC-Ed-H-Nut-WASH/INGO/6813

Food Security (44.41%), Education (9.2%), Health (17.8%), Nutrition (9%), Water, Sanitation and Hygiene (19.59%)

MA (Muslim Aid UK - Somalia) $749,983.63

83 SOM-17/3485/SA1 2017/Ed/INGO/4638 Education MC (Mercy Corps Europe) $403,340.31

84 SOM-17/3485/SA2/Ed/INGO/7581 Education MC (Mercy Corps Europe) $400,000.24

85 SOM-17/3485/SA1 2017/Ed/INGO/4620 Education NCA (Norwegian Church Aid) $172,970.85

86 SOM-17/3485/SA1 2017/WASH/INGO/4677 Water, Sanitation and Hygiene NCA (Norwegian Church Aid) $298,861.92

87 SOM-17/3485/SA1 2017/Prot/INGO/4690 Protection NCA (Norwegian Church Aid) $210,000.19

88 SOM-17/3485/SA1 2017/WASH/INGO/4529 Water, Sanitation and Hygiene NRC (Norwegian Refugee Council) $293,508.60

89 SOM-17/3485/SA1 2017/Shelter/INGO/4609 Shelter and Non-food Items NRC (Norwegian Refugee Council) $225,000.00

90 SOM-17/3485/SA1 2017/Ed/INGO/4616 Education NRC (Norwegian Refugee Council) $350,047.38

91 SOM-17/3485/SA1 2017/FSC/INGO/4625 Food Security NRC (Norwegian Refugee Council) $300,000.00

92 SOM-17/3485/SA1 2017/Prot/INGO/4642 Protection NRC (Norwegian Refugee Council) $662,493.05

93 SOM-17/3485/R/CCCM/INGO/6641 Camp Coordination and Camp Management NRC (Norwegian Refugee Council) $297,834.84

94 SOM-17/3485/SA2/FSC/INGO/7583 Food Security NRC (Norwegian Refugee Council) $419,000.22

95 SOM-17/3485/SA2/Shelter/INGO/7587 Shelter and Non-food Items NRC (Norwegian Refugee Council) $249,963.56


NWO (New Ways Organization) $299,603.05

97 SOM-17/3485/R/WASH-FSC/INGO/6688 Water, Sanitation and Hygiene (65%), Food Security (35%) OXFAM NOVIB (OXFAM Netherlands) $500,094.77

98 SOM-17/3485/SA1 2017/H/O/5002 Health QRC (Qatar Red Crescent Society) $396,878.18

99 SOM-17/3485/R/FSC-H-Nut-WASH/O/6664Food Security (34%), Health (26%), Nutrition (14%), Water, Sanitation and Hygiene (26%)

QRC (Qatar Red Crescent Society) $699,352.68

100 SOM-17/3485/SA1 2017/Ed/INGO/4639 Education RI (Relief International UK) $259,905.44

101 SOM-17/3485/SA1 2017/FSC/INGO/4652 Food Security RI (Relief International UK) $461,115.94

102 SOM-17/3485/SA2/FSC-WASH-H-Nut-Ed/INGO/7551Food Security (20%), Water, Sanitation and Hygiene (20%), Health (20%), Nutrition (20%), Education (20%)

RI (Relief International UK) $594,455.29

103 SOM-17/3485/SA1 2017/FSC/NGO/4659 Food Security SADO (Social Life and Agricultural Development Organisation) $465,240.62

104 SOM-17/3485/SA1 2017/Nut/INGO/4663 Nutrition SAFUK-International (Skills Active Forward Kenya) $189,886.41

105 SOM-17/3485/SA1 2017/Nut/NGO/5038 Nutrition SAMA (Salama Medical Agency) $174,956.25


SAMA (Salama Medical Agency) $376,885.03

107 SOM-17/3485/R/H/INGO/4518 Health SC (Save the Children) $549,999.98

108 SOM-17/3485/SA1 2017/Ed/INGO/4591 Education SC (Save the Children) $349,999.58

109 SOM-17/3485/SA1 2017/Nut/INGO/4707 Nutrition SC (Save the Children) $240,000.00

110 SOM-17/3485/SA1 2017/Ed/INGO/5037 Education SC (Save the Children) $349,839.50


SC (Save the Children) $549,999.67

112 SOM-17/3485/SA2/Nut/INGO/7588 Nutrition SC (Save the Children) $249,956.57

113 SOM-17/3485/SA2/H-Nut-WASH/INGO/7596Health (33%), Nutrition (30%), Water, Sanitation and Hygiene (37%)

SC (Save the Children) $600,000.08

114 SOM-17/3485/R/Prot/NGO/6631 Protection SCC (Somali Community Concern) $236,810.80

115 SOM-17/3485/SA1 2017/Nut/NGO/4676 Nutrition SDRO (Somali Development & Rehabilitation Organisation) $189,236.57


SDRO (Somali Development & Rehabilitation Organisation) $549,977.13

117 SOM-17/3485/SA1 2017/Nut/NGO/4605 Nutrition SOADO (Somali Organic Agriculture Development Organization) $177,325.96

118 SOM-17/3485/SA1 2017/WASH/INGO/4574 Water, Sanitation and Hygiene Solidarités (Solidarités International) $500,000.00

119 SOM-17/3485/SA1 2017/Nut/NGO/4618 Nutrition Somali Aid $185,976.70

120 SOM-17/3485/SA1 2017/H/NGO/4622 Health Somali Aid $200,000.64

121 SOM-17/3485/SA1 2017/FSC/NGO/4559 Food Security SOMTRAG (Somali Transformation Group) $192,244.76

122 SOM-17/3485/SA1 2017/Nut/NGO/4604 Nutrition SOUTHERN AID $211,079.97

123 SOM-17/3485/SA1 2017/FSC/NGO/4636 Food Security SOUTHERN AID $265,219.64

59ANNEXES

# PROJECT CODE CLUSTER ORGANISATION BUDGET124 SOM-17/3485/SA2/FSC/NGO/7554 Food Security SOUTHERN AID $200,169.90


SOYDA (Somali Young Doctors Association) $385,495.37

126 SOM-17/3485/SA2/Ed-FSC-H-Nut-WASH/NGO/7402Education (15%), Food Security (30%), Health (20%), Nutrition (20%), Water, Sanitation and Hygiene (15%)

SOYDA (Somali Young Doctors Association) $925,306.40

127 SOM-17/3485/SA1 2017/Prot/NGO/4699 Protection SSWC (Save Somali Women & Children) $159,900.80

128 SOM-17/3485/SA1 2017/Prot/NGO/4997 Protection SSWC (Save Somali Women & Children) $149,945.84

129 SOM-17/3485/R/Prot/NGO/6291 Protection SSWC (Save Somali Women & Children) $316,899.76

130 SOM-17/3485/R/Prot/NGO/6643 Protection SSWC (Save Somali Women & Children) $314,999.12

131 SOM-17/3485/SA2/Prot-Shelter-CCCM/NGO/7549Protection (40%), Shelter and Non-food Items (30%), Camp Coordination and Camp Management (30%)

SSWC (Save Somali Women & Children) $269,975.98

132 SOM-17/3485/SA1 2017/H/INGO/4549 Health SWISSO - Kalmo $178,724.80

133 SOM-17/3485/SA1 2017/Nut/INGO/4550 Nutrition SWISSO - Kalmo $92,709.62

134 SOM-17/3485/SA1 2017/FSC/INGO/4564 Food Security SWISSO - Kalmo $271,729.71

135 SOM-17/3485/R/Nut-H-WASH/INGO/6250Nutrition (33.33%), Health (33.33%), Water, Sanitation and Hygiene (33.34%)

SWISSO - Kalmo $313,466.15

136 SOM-17/3485/SA1 2017/WASH/NGO/4571 Water, Sanitation and Hygiene SYPD (Sustainable Development & Peace Building Initiatives) $270,123.00

137 SOM-17/3485/SA1 2017/Shelter/NGO/4580 Shelter and Non-food Items SYPD (Sustainable Development & Peace Building Initiatives) $224,645.32

138 SOM-17/3485/R/Shelter/NGO/6629 Shelter and Non-food Items SYPD (Sustainable Development & Peace Building Initiatives) $300,096.05


TASCO (Taakulo Somaliland Community) $386,997.92

140 SOM-17/3485/R/EP/UN/7610 Enabling ProgrammesUNDSS (UN Department of Safety and Security), via UNDP (United Nations Development Programme)

$250,000.02

141 SOM-17/3485/SA1 2017/H/NGO/4542 Health WARDI (WARDI Relief and Development Initiatives) $199,814.26

142 SOM-17/3485/SA1 2017/Prot/NGO/4572 Protection WARDI (WARDI Relief and Development Initiatives) $199,501.48

143 SOM-17/3485/SA1 2017/WASH/NGO/4593 Water, Sanitation and Hygiene WARDI (WARDI Relief and Development Initiatives) $300,069.30

144 SOM-17/3485/SA1 2017/FSC/NGO/4630 Food Security WARDI (WARDI Relief and Development Initiatives) $361,841.90

145 SOM-17/3485/SA2/FSC-H-WASH-Nut-Ed/NGO/7477Food Security (15%), Health (23%), Water, Sanitation and Hygiene (43%), Nutrition (2%), Education (17%)

WARDI (WARDI Relief and Development Initiatives) $668,715.86

146 SOM-17/3485/SA2/H/NGO/7484 Health WARDI (WARDI Relief and Development Initiatives) $300,606.32

147 SOM-17/3485/SA2/L/UN/7647 Logistics WFP (World Food Programme) $250,000.26

148 SOM-17/3485/R/H/UN/6830 Health WHO (World Health Organisation) $999,999.53

149 SOM-17/3485/SA1 2017/WASH/NGO/4541 Water, Sanitation and Hygiene WOCCA (Women and Child Care Organisation) $248,937.51

150 SOM-17/3485/SA1 2017/Prot/NGO/4547 Protection WOCCA (Women and Child Care Organisation) $99,948.70

151 SOM-17/3485/SA1 2017/Nut/NGO/4561 Nutrition WOCCA (Women and Child Care Organisation) $170,551.05

152 SOM-17/3485/SA1 2017/FSC/NGO/4568 Food Security WOCCA (Women and Child Care Organisation) $370,256.59

153 SOM-17/3485/SA1 2017/Prot/NGO/4606 Protection WOCCA (Women and Child Care Organisation) $99,954.05

154 SOM-17/3485/SA2/WASH-Nut-H/NGO/7476Water, Sanitation and Hygiene (45%), Nutrition (40%), Health (15%)

WOCCA (Women and Child Care Organisation) $299,998.24

155 SOM-17/3485/SA1 2017/Nut/NGO/4538 Nutrition WRRS (Wamo Relief and Rehabilitation Services) $190,156.76

156 SOM-17/3485/SA1 2017/FSC/INGO/4633 Food Security WVI (World Vision Somalia) $515,536.42

157 SOM-17/3485/SA1 2017/Nut/INGO/4667 Nutrition WVI (World Vision Somalia) $201,175.00

158 SOM-17/3485/SA1 2017/Ed/INGO/4672 Education WVI (World Vision Somalia) $169,067.74

159 SOM-17/3485/R/FSC-Ed-WASH/INGO/6283Food Security (33.33%), Education (33.33%), Water, Sanitation and Hygiene (33.34%)

WVI (World Vision Somalia) $732,537.29



161 SOM-17/3485/SA2/Ed-FSC-H-Nut-WASH/INGO/7531Education (25%), Food Security (30%), Health (15%), Nutrition (15%), Water, Sanitation and Hygiene (15%)


162 SOM-17/3485/SA1 2017/Nut/NGO/4679 Nutrition Zamzam (Zamzam Foundation) $180,645.96

163 SOM-17/3485/SA1 2017/H/NGO/4687 Health Zamzam (Zamzam Foundation) $195,735.15


SHF ADVISORY BOARDANNEX D

STAKEHOLDER ORGANISATION

Chairperson Humanitarian Coordinator

NGO Somalia NGO Consortium

NGO International Rescue Committee (IRC)

NGO Save the Children (SC)

NGO African Development Solution (ADESO)

UN Food and Agriculture Organisation (FAO)

UN United Nations High Commissioner for Refugees (UNHCR)

UN United Nations Children’s Fund (UNICEF)

UN World Food Programme (WFP)

Donor Australia

Donor Sweden

Donor (alternate) Switzerland

Observer Informal Humanitarian Donor Group (IHDG) representative

Observer European Civil Protectiob and Humanitarian Aid Operations (ECHO)

OCHA Office for the Coordination of Humanitarian Affairs Somalia, Head of Office

61ANNEXES

ACCRONYMS & ABBREVIATIONSANNEX E

ACF Action Contre la Faim

ACTED Agency for Technical Cooperation and Development

ADRA Adventist Development and Relief Agency

ADESO African Development Solutions

ADO Agriculture Development Organisation

ARC American Refugee Committee

ARD Action for Relief and Development

AV Aid Vision

AVORD African Volunteers for Relief and Development

AWD Acute Watery Diarrhea

AYUUB Ayuub NGO

BREC Bay Regional Education Committee

CANDLELIGHT Candlelight for Environment Education and Health

CARE CARE Somalia

CBPF Country-Based Pooled Fund

CCCM Camp Coordination and Camp Management

CERF Central Emergency Response Fund

CESVI Cooperazione E Sviluppo

CISP Comitato Internationale per lo Sviluppo dei Popoli

COOPI Cooperazione Internazionale

CPD Centre for Peace and Democracy

CW Concern Worldwide

DEH Deh Relief and Development Organisation

DKH Diakonie Katastrophen Hilfe

DRC Danish Refugee Council

EO OCHA Executive Officer

FAO Food and Agriculture Organisation

FCS Funding Coordination Section

FRR Financial Regulations and Rules

FGS Federal Government of Somalia

FSNAU Food Security Nutrition and Analysis Unit

GBV Gender-based Violence

GMS Grant Management System

GRRN Golweyne Relief and Rehabilitation NGO

GRT Gruppo per le Relazioni Transculturali

GSA General Service Agency

HC Humanitarian Coordinator

HCT Humanitarian Country Team

HFU OCHA Somalia Humanitarian Financing Unit

HEAL Health Education Agro-pastrolist Liaison

HIJRA Humanitarian Initiative Just Relief Aid

HINNA Women Pioneers for Peace and Life

HRDO Hidig Relief And Development Organisation

HOD Himilo Organisation for Development

HRP Humanitarian Response Plan

IED Improvised Explosive Device

IERT Integrated Emergency Response Team

ICCG Inter-Cluster Coordination Group

IDP Internally Displaced Person

IMS International Media Support

INSO International NGO Safety Organisation

INGO International Non-Governmental Organisation

INTERSOS INTERSOS

IOM International Organisation for Migration

IRC International Rescue Committee

IYCF Infant and Young Child Feeding

JMCNA Joint Multi-Cluster Needs Assessment

KAALO Kaalo Aid and Development

MA Muslim Aid UK-Somalia

MC Mercy Corps Europe

MPTF Multi-Partner Trust Fund

NCA Norwegian Church Aid

NCE No-cost Extension

NFI Non-food Items

NGO Non-Governmental Organisation

NNGO National Non-Governmental Organisation

NRC Norwegian Refugee Council

NWO New Ways Organisation

OCHA Office for the Coordination of Humanitarian Affairs

Oxfam Novib Oxfam Novib Netherlands

PLW Pregnant and Lactating Women

QRCS Qatar Red Crescent Society

RCM Remote Call Monitoring

RI Relief International

RMU Risk Management Unit

RR Rapid Response

SADO Social Life and Agriculture Development Organisation

SAFUK Skills Active Forward Kenya (SAFUK-International)

SAMA Salama Medical Agency

SAM Severe Acute Malnutrition


SC Save the Children International

SCC Somali Community Concern

SDRO Somali Development and Rehabilitation Organisation

SHF Somalia Humanitarian Fund

SOADO Somali Organic Agriculture Development Organisation

SOLIDARITÉS Solidarités International

SOMALIAID Somali Aid

SOMTRAG Somali Transformation Group

SOUTHERN AID Southern Aid

SOYDA Somali Young Doctors’ Association

SRC Strategic Review Committee

SSWC Save Somali Women and Children

SWISSO KALMO Swisso Kalmo

SYPD Sustainable Development & Peace Building Initiatives

TASCO Taakulo Somaliland Community

TPM Third Party Monitoring

UK United Kingdom

UFE Underfunded Emergencies

UN United Nations

UNDP United Nations Development Programme

UNDSS United Nations Department of Safety and Security

UNHAS United Nations Humanitarian Air Services

USD United States Dollar

WARDI WARDI Relief and Development Initiatives

WASH Water, Sanitation and Hygiene

WHO World Health Organisation

WHS World Humanitarian Summit

WOCCA Women and Child Care Organisation

WRRS Wamo Relief and Rehabilitation Services

WVI World Vision Somalia

ZAM ZAM Zam Zam Foundation

63ANNEXES

REFERENCE MAPANNEX F

^!\Mogadishu

Awdal

Bakool

Banadir

Bari

Bay

Galgaduud

Gedo

Hiraan

MiddleJuba

LowerJuba

Mudug

Nugaal

Sanaag

MiddleShabelle

LowerShabelle

Sool

Togdheer

WoqooyiGalbeed

BoramaBaki

Lughaye

Zeylac

Hargeysa

Berbera

Gebiley

Burco

Buuhoodle

Owdweyne

Sheikh

LaasCaanood

CaynaboTaleexXudun

CeerigaaboCeel

Afweyn

Laasqoray Bossaso

Bandarbeyla

Caluula

Iskushuban

Qandala

Qardho

Garoowe

Burtinle

Eyl

GaalkacyoGaldogob

Hobyo

Jariiban

Xarardheere

DhuusamarreebCabudwaaq

Cadaado

CeelBuur

CeelDheer

Belet Weyne

BuloBurto

Jalalaqsi

Jowhar

AdanYabaal

Balcad

Cadale

Marka

Afgooye

Baraawe

Kurtunwaarey

Qoryooley

Sablaale

WanlaWeyn

Baydhaba

BuurHakaba

Diinsoor

QansaxDheere

Xudur

CeelBarde

Tayeeglow

Waajid

RabDhuure

Garbahaarey

Baardheere

Belet Xaawo

CeelWaaq

DoolowLuuq

Bu'aale

Jilib

Saakow

Kismaayo

Afmadow

Badhaadhe

Jamaame

Baidoa

BeletWeyne

Borama

Bossaso

Bu'aale

Burco

Ceerigaabo

Dhuusamarreeb

Gaalkacyo

Garbahaarey

Garowe

Hargeysa

Jowhar

Kismayo

LaasCaanood

Marka

Xudur

KENYA

ETHIOPIA

Indian Ocean

DJIBOUTI

Gulf of Aden

Map data source(s):All Admin layers: UNDP Somalia (1998)

Disclaimers:The designations employed and the presentation of material on this map do notimply the expression of any opinion whatsoever on the part of the Secretariat ofthe United Nations concerning the legal status of any country, territory, city orarea or of its authorities, or concerning the delimitation of its frontiers orboundaries.

Map SymbolsNational capital!\

Regional capital

Region boundary

District boundary


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