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“Breaking the Localisation Deadlock”

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“Breaking the Localisation Deadlock” “Breaking the localisation deadlock” Review of Humanitarian Capacities, Power Relations and Localisation in the Somali Humanitarian System Author: Fernando Almansa (consultant) Copyright: 2020 Breaking the localisation deadlock | 2020 Contents EXECUTIVE SUMMARY 5 1. CONTEXT AND PURPOSE OF THE HUMANITARIAN CAPACITY REVIEW 9 2. APPROACH AND METHODOLOGY 9 3. HUMANITARIAN ACTORS AND THEIR TYPOLOGY 10 4. HUMANITARIAN CONTEXT AND VULNERABILITY IN SOMALIA AND SOMALILAND 15 5. HUMANITARIAN CAPACITY IN SOMALIA AND SOMALILAND 17 5.1. OVERALL GLOBAL CONTEXT CAPACITIES IN SOMALIA AND SOMALILAND 17 5.2 SOMALI NON-GOVERNMENTAL ORGANISATIONS HUMANITARIAN CAPACITIES 22 5.2.1 Somalia (South Central) Non-Governmental Organisations’ Humanitarian Capacities 22 5.2.2 Puntland Non-Governmental Organisations’ Humanitarian Capacities 28 5.2.3 Somaliland Non-Governmental Organisations’ Humanitarian Capacities 34 5.2.4 Overall Local Humanitarian NGOs 39 5.3 STATE INSTITUTIONS 42 5.3.1 Federal Government State institutions 42 5.3.2 Puntland State institutions 48 5.3.3 Somaliland State institutions 53 5.3.4 Overall state institutions 58 5.4 OVERALL ORGANISATIONAL HUMANITARIAN CAPACITIES 58 5.5 GENDER ANALYSIS OF ORGANISATIONAL HUMANITARIAN CAPACITIES 59 6 ORGANISATIONAL RELATIONS AND POWER ANALYSIS 62 7. SOMALIA’S HUMANITARIAN LOCALISATION AGENDA: OPPORTUNITIES AND BARRIERS 66 8. UPDATED SOMALIA AND SOMALILAND HUMANITARIAN PROFILE 72 9. RECOMMENDATIONS 74 ANNEX 1 INTERVIEWEES 78 ANNEX 2 METHODOLOGY 78 3 Breaking the localisation deadlock | 2020 Acronyms ANSA Armed Non-State Actor CBO Community Based Organisation CHS Core Humanitarian Standard DINA Drought Impact Needs Assessments DOC Drought Operation Centre DRR Disaster Risk Reduction EFSVL Emergency Food Security and Vulnerable Livelihoods FGCA Federal Government Controlled Area FGS Federal Government of Somalia HCT Humanitarian Country Team HDI Human Development Index HR Human Resources HUCOCA Humanitarian Country Capacity Analysis IDP Internally Displaced Person IHL International Humanitarian Law INGO International Non-Governmental Organisation IT Information Technology LNHA Local National Humanitarian Actor LNNGO Local National Non-Governmental Organisation M&E Monitoring and Evaluation MHADM Ministry of Humanitarian Affairs and Disaster Management NADFOR National Disaster Preparedness and Food Reserve Authority NDRA National Disaster Relief Agency NGCA Non-government controlled area NGO Non-Government Organisation SHF Somalia Humanitarian Fund WASH Water, Sanitation and Hygiene WRO Women’s rights organisation 4 Breaking the localisation deadlock | 2020 Executive summary the eight NGOs has increased an average of The areas of major growth are on leadership and 20 percent, but with significant differences coordination, and the weakest in humanitarian in the three territories. With the exception of standards compliance, financial resourcing and This analysis finds that local and national NGOs two parameters, (leadership attitudes and logistical capacity. (LNNGOs) and the government’s humanitarian knowledge management), all other metrics agencies are growing their capacity and (including Technical specialisation and Federal Government of Somalia (FGS), Ministry of influence, whilst the humanitarian system Humanitarian Affairs and Disaster Management standards compliance) have experienced a continues to be dominated by the UN machinery (MHADM): This new Ministry of the Federal significant increase. and a large number of international non- Government of is a big step forward within the government organisations (INGOs). There is FGS to articulate all the humanitarian work in The overall capacity of Somali LNNGOs a positive evolution in terms of contextual Somalia, has great networking capacity and it is strongest in networking and alliance humanitarian capacity, but new challenges may should be prioritised in the allocation of regular building, conflict sensitivity approaches, increase the gap between needs and response resources and capacity to develop humanitarian connectedness and resilience building. The capacity. policies and strategies for Somalia. At present, weakest areas are analytical and strategising the Ministry has significant limitations and lacks capacity, institutional risk management and both resources and strategic direction and This participatory analysis follows up on work geographical outreach. Essential components needs to gain recognition and leadership within done in 2014 and uses the Humanitarian Country such as leadership, advocacy, analytical the humanitarian sector quickly in order to be Capacity Assessment (HUCOCA) methodology. and strategising capacity, and knowledge taken into account on humanitarian strategies’ It adds new areas of analysis such as power management require an urgent investment and design and resources allocation. relations among different humanitarian actors; commitment. evolution of the localisation agenda; and gender Puntland Humanitarian Affairs and Disaster perspectives and their inclusion as part of the Management Agency (HADMA): Over the last Changes and evolution in the humanitarian humanitarian capacity assessment. five years HADMA has gained knowledge and capacities of state institutions: experience in logistical management, technical Changes and evolution in the humanitarian skills (vulnerability analysis, assessment and The comparative analysis from 2014-2019 of the capacities of local and national NGOs: planning capacity), monitoring and evaluation, three states’ humanitarian institutions shows an use of quality standards and networking, average increase of 63% of overall capacity. This When comparing the LNNGOs that were and coordination with other humanitarian is mainly due to the effort done in Somaliland stakeholders. These gains could be lost if assessed in 2014 and 2019, the results show and at FGS, but also the low baseline of 2014. insufficient investment is made to consolidate positive progress. Humanitarian capacity of 5 Breaking the localisation deadlock | 2020 the knowledge and experience acquired over the Gender Analysis of Organisational Ministry of Humanitarian Affairs and Disaster last years. HADMA’s humanitarian capacity needs Humanitarian Capacities: Management (MHADM) do not have a capacity attention in terms of financial management, for influence proportional to their potential qualified human resources and logistics. More Most LNHAs include gender justice values power. This analysis indicates that the power robust support and a clear strategic plan in their documents and narrative, but this some state agencies have is still more in theory is needed by the Puntland government and appears to be more of a rhetorical exercise than than in practice, and that international actors International Humanitarian Actors (IHAs). a practical one. In the case of international are the main influential group into the Somali agencies, this seems to be more explicit. humanitarian system. Somaliland has different ministries and Women are still a significant minority within agencies involved in humanitarian work. The most relevant humanitarian agency is the humanitarian organisations. Women are more Many LNHAs play a relevant and influential National Disaster Preparedness and Food likely to be in secondary administrative roles role in the humanitarian system, but this Reserve Authority (NADFOR). NADFOR’s plays a within humanitarian organisations. With the doesn’t always translate to power. For LNNGOs, strong humanitarian leadership role with clear exception of Women’s Rights Organisations influence is more related to the operational strategic direction, substantial networking, (WROs), less than 30% of LNHA leadership are implementation than on analytical and advocacy coordination and communication capacity and women; this also applies to several INGOs. capacity, although there has been significant the work on disaster management will deliver WROs do not play a very significant role in the progress in LNNGOs advocating in recent very positive results, if consistently developed. humanitarian sector. Gender inclusion in the years, but this is often framed primarily around The work of NADFOR with IDPs and refugees is humanitarian system is still weak. Women are the localisation agenda, rather than broader still unclear, leaving many vulnerable people gradually taking more prominent roles in the strategic areas. out of humanitarian assistance and financial system, but more on the operational level than and human resource capacity is still low and on the strategic and policy making level. Local communities can have strong influence knowledge management mechanisms are not in over the LNHAs through clan leaders and elders. place while humanitarian standards compliance Power Analysis of Humanitarian Actors Other less articulated communities such as mechanisms are largely absent. NADFOR has big potential and more investment on quality urban IDPs have minimal capacity for influence. standards, more openness to cooperation with The assessment explored three key elements LNNGOs and peer institutions in neighbouring related to power analysis: relevance, power Organisational Relationships countries, and more government resources and influence. In general, international actors allocated with a long term perspective will have more power, relevance and influence Relations among the different actors have been benefit humanitarian capacity enormously. in how the humanitarian system operates analysed at three levels: information sharing, in Somalia. Some state
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