Somalia Humanitarian Fund 2017 Annual Report

2017 IN REVIEW: 1

SOMALIA HUMANITARIAN FUND 2

THE SHF THANKS ITS DONORS FOR THEIR GENEROUS SUPPORT IN 2017

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. 3

TABLE OF CONTENTS

4 FOREWORD

6 2017 IN REVIEW 7 AT A GLANCE 8 HUMANITARIAN CONTEXT 10 ABOUT SOMALIA HUMANITARIAN FUND 13 DONOR CONTRIBUTIONS 14 ALLOCATION OVERVIEW 18 FUND PERFORMANCE 24 LOCALISATION OF AID 25 CHAMPIONING INTEGRATED RESPONSE

26 ACHIEVEMENTS BY CLUSTER 27 CAMP COORDINATION AND CAMP MANAGEMENT 28 EDUCATION 30 ENABLING PROGRAMMES 32 FOOD SECURITY & LIVELIHOODS 34 HEALTH 36 LOGISTICS 38 NUTRITION 40 PROTECTION 42 SHELTER & NON-FOOD ITEMS 44 WATER, SANITATION & HYGIENE

46 ANNEXES 47 FUND PERFOMANCE: INCLUSIVENESS 48 FUND PERFOMANCE: FLEXIBILITY 49 FUND PERFOMANCE: TIMELINESS 50 FUND PERFOMANCE: EFFICIENCY 51 FUND PERFOMANCE: ACCOUNTABILITY & RISK MANAGEMENT 52 2017 IMPLEMENTING PARTNERS’ SURVEY 56 SHF-FUNDED PROJECTS 60 SHF ADVISORY BOARD 61 ACRONYMS & ABBREVIATIONS 63 REFERENCE MAP 4 SHF 2017 ANNUAL REPORT

FOREWORD

I am pleased to share with you the 2017 Somalia Humani- fining feature of the Fund. The alignment and adaption of tarian Fund (SHF) Annual Report. 2017 was one of the most allocation processes brought clusters together to prioritize challenging years for Somalia, with the country precariously jointly and across cluster lines, contributed to the efficient close to another famine after several failed rainy seasons. use of available resources and ensured more comprehensive I am proud that the SHF was at the forefront of famine interventions. We are continuing to promote and improve prevention efforts. this way of working through the SHF in 2018, including through the Drought Operation Coordination Centres both In 2017, persistent drought and conflict drove over a million in Mogadishu and the regions. people from their homes. Half the population faced hunger and hundreds of thousands faced the risk of disease and I want to express my sincere appreciation to the Fund’s malnutrition. With the tireless efforts of humanitarian part- donors for their generous support. Almost $57 million1 was ners, national and international, working together with the deposited in 2017 by Germany, Sweden, Australia, Denmark, Somali authorities and with historic levels of support from Netherlands, Norway, United Kingdom, Ireland, Switzer- the international community, famine was averted. land, Canada, Republic of Korea, Azerbaijan, Sri Lanka and other institutional and private donors, amounting to 5.5 per The SHF allocated more than US$56 million for urgent inter- cent of the overall Somalia 2017 Humanitarian Response ventions to 68 humanitarian partners to implement 163 pro- Plan funding. jects across Somalia. Throughout the year, the SHF ensured flexible and timely funding for famine prevention response The two-fold increase in contributions in 2017 signals donors’ efforts at priority locations, resources for common and ena- confidence and trust in the Fund, but to reach the SHF’s bling humanitarian services, as well as critical country-wide full potential, a further increase in their share of resources preventive activities such as measles vaccinations. channelled through the pooled mechanism is encouraged. The SHF, with its flexibility, robust accountability system While ensuring timely and efficient use of limited resources, and incorporation in the humanitarian coordination system the Fund continued to strengthen humanitarian leadership, remains one of the smartest ways for donors to channel coordination and efficiency of response. With the strategic their support. and operational prioritisation of funds nested within the inter-cluster system – nationally and locally –, funding reco- Despite the gains made in 2017, humanitarian needs re- mmendations throughout the year continued to be made main vast in Somalia, with 5.4 million people still in need of on a collective basis, maintaining the Fund as one of the humanitarian support in 2018. I appeal to the international most inclusive funding mechanisms in Somalia response. community to continue providing support to the SHF to help save lives and livelihoods, ensure protection and contribute We aimed for maximum efficiency by prioritizing direct im- to the long-term recovery and resilience in Somalia. 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 commitment from the World Humanitarian Summit to support the localisation of aid. The capacity of local NGOs has continued to grow, and local partners were the first responders last year, as they have been also in previous years. PETER DE CLERCQ The active promotion of an integrated response, which the Humanitarian Coordinator for Somalia SHF championed in the second half of the year, was a de-

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

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 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 6 SHF 2017 ANNUAL REPORT

SHF 2017 ANNUAL REPORT 2017 IN REVIEW

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 partners 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. 2017 IN REVIEW: AT A GLANCE 7

SOMALIA HUMANITARIAN FUND AT A GLANCE

Germany 12. Sweden 8. SANAAG BARI Australia . 1.4 1.7 1 WOOQOYI GALBEED Denmark . 1.1 1.2 Netherlands . Norway . AWDAL UK .0 1.1 Ireland .2 TOGHDEER 3.5 Switzerland 2.8 SOOL Canada 0. NUGAAL 2.1 1.5 Rep. of Korea 0. BAKOOL 1.6 Arab Gulf Prog. 0.0 HIRAAN MUDUG Azerbaijan 0.01 BAY 3.0 6.6 8.0 Sri Lanka 0.00 GALGADUUD Includes $4.2 million additional Danish contribution, deposited on 4 Jan 2017 and not reported in 2016. ¹ GEDO 4.3 2.0 MIDDLE SHABELLE 2.1 MIDDLE BANADIR JUBA 6.5 0.3 LOWER SHABELLE 6.7 LOWER JUBA 2.5

WASH 7.3 3.4 10. ² The number of people reached as reported for all SHF projects between January and December 2017 Food Security 7.3 3.0 10. https://chfsomalia.unocha.org Health 5.2 3.5 8. Nutrition 5.3 2.0 . Protection 4.7 2.0 . Education 4.2 1.0 .2 Shelter/NFI 2.0 2.2 .2 Enabling Program 1.6 1. CCCM 0.5 0. 1.1 .1 Logistics 0. Management 1.

1.8

1.6

1.3

1.3 8 SHF 2017 ANNUAL REPORT

2017 IN REVIEW HUMANITARIAN CONTEXT

Humanitarian situation in 2017 years. Among these cases, 83 per cent were children under The humanitarian situation in Somalia drastically deterio- 10 years of age. rated in the first half of 2017, leading to a robust scale up of relief operations across the country with a single joint Security and access constrains objective – to avert famine. Prolonged drought conditions The operating environment in Somalia remained complex in a fragile environment led to spikes in food insecurity, and dangerous. A combination of access-related constraints surging disease outbreaks and massive internal displace- continued to impede the ability of humanitarian organisations ment throughout the year. Underlying vulnerability due to to reach people in need in a timely manner and in a location a protracted crisis, limited access to basic services and close to the places of their origin or residence. This often conflict remained the key drivers of humanitarian needs. tilted the response to locations of converged displacement.

Drought conditions, food security and malnutrition The year witnessed rising violence against humanitarians, The consecutive failure or below average performance of particularly those with operations in southern and central the 2016 and 2017 rains led to the spike in the number of Somalia. Over 170 violent incidents impacted humanitarian people in need to 6.7 million by mid-2017. This number has organisations and led to the death of 16 humanitarian workers, since declined to 5.4 million, in part due to the collective injury of 33, physical assault of three, arrests and temporary response of national and international actors that was scaled detention of 22, abduction of 31 and attempted abduction up and sustained in 2017, with up to 3.2. million of people of nine. Nine humanitarian workers, including three interna- reached with assistance on a monthly basis. tional and six national staff, were expelled by the authorities.

The humanitarian situation, however, remained critical at Frontline responders continued to be most affected, with hos- the end of 2017, with some 2.7 million people projected to tilities, including improvised explosive device (IED) attacks in be in Crisis or Emergency (IPC Phases 3 and 4) between the populated areas, impacting humanitarian operations pri- January and June 2018. The number of children under the marily in southern and central regions. Indiscriminate attacks age of five who were acutely malnourished was estimated at in populated places, causing deaths and injuries, accounted for 301,000, including 48,000 who were severely malnourished the majority of humanitarian casualties recorded in 2017 and and faced an increased risk of disease and death. resulted in destruction of humanitarian facilities and assets.

Internal displacement remained major protection concern Nearly 100 incidents related to administrative and bureau- Internal displacements increased, nearly doubling the pre-cri- cratic impediments were reported. As in previous years, there sis displacement figures. More than one million people were demands for multiple registrations, arbitrary taxation, were displaced by drought and conflict in 2017, bringing interference in procurement, staff recruitment and contract the total number of displaced to over 2.1 million. Displaced awards, deduction of project funds for monitoring and evalu- communities are often living in overcrowded settlements ation, the ban of movement along certain access roads, and and are disproportionately exposed to protection risks, such clearance of humanitarian supplies at state boundaries and as discrimination, child rights violations and gender-based border points, including ports. violence (GBV). Prospects for recovery Prevalence of disease outbreaks Amidst the crisis, Somalia continued to make progress with Disease outbreaks remain prevalent due to limited access the establishment of permanent political institutions, paving to basic services such as health care and sanitation. Acute the way towards a future with greater peace. However, this Watery Diarrhoea (AWD)/cholera were reported in 52 dis- is yet to translate into an improvement for the majority of tricts in 16 out of the 18 regions in Somalia. A cumulative Somalis in terms of food security and nutrition, access to total of 78,784 cases with over 1,159 related deaths were safe water, sanitation, health care, protection and other ba- reported between January and December 2017. By the sic services. Another notable progress is the launch of the end of the year, the number of active cases had, however, Drought Impact Needs Assessment at the end of 2017, paving gone down, thanks to concerted efforts from humanitarian the way towards a long-term recovery, which will require the partners. Some 23,002 suspected measles cases were re- collective engagement of humanitarian and development ported, which is alarmingly high in comparison to previous actors through 2018 and beyond. 2017 IN REVIEW: HUMANITARIAN CONTEXT 9

TIMELINE OF EVENTS

JANUARY 2017 FEBRUARY 2017 MARCH 2017 FSNAU/FEWSNET issues a famine alert. The Operational Plan for Famine Prevention UN SG and ERC visit Somalia. Regional DOCCs 2017 HRP launched, requesting $864M. requests $825M over six months. The operational in Baidoa & Garowe.First mass national Drought Operations Coordination cholera vaccination campaign starts. Internal Centre (DOCC) opens in Mogadishu. The displacements since November 2016 reaches president of Somalia declares drought. 536,000. SHF and CERF allocate $64M for famine prevention response.

APRIL 2017 MAY 2017 JUNE 2017 IASC Emergency Directors Group visits Somalia. FSNAU/FEWSNET warns of elevated risk 761,000 people internally displaced since The Federal Government of Somalia launches of famine in Somalia. Revised 2017 HRP November 2016 due to drought and conflict. the National Humanitarian Coordination Centre presented at the London Somalia conference, (NHCC) in Mogadishu. SHF lauches Integrated asking for $1.5 billion. AWD/cholera cases Response Reserve allocation. surpass a five year high.

JULY 2017 AUGUST 2017 SEPTEMBER 2017 AWD/cholera cases and related Zero AWD/cholera related deaths reported. 1,029,000 internally displaced since deaths decline. FSNAU/FEWSNET Post-Gu seasonal November 2016. Reported humanitarian assessment report released; national median funding for response in Somalia in 2017 GAM rate is 17.4%, surpassing the emergency surpasses $1 billion. threshold of 15%. SHF launches Integrated Response II Reserve allocation.

OCTOBER 2017 NOVEMBER 2017 DECEMBER 2017 Drought Impact Needs Assessment (DINA) 2018 Humanitarian Needs Overview Forced evictions at Km 13 in Mogadishu leave launched. The SHF launches Second Standard (HNO) issued 24,000 people living in the open. allocation. 10 SHF 2017 ANNUAL REPORT

2017 IN REVIEW ABOUT THE SOMALIA HUMANITARIAN FUND

SHF basics critical needs to be funded. Cluster coordinators work with The SHF is a multi-donor country-based pooled fund (CBPF) their regional counterparts and cluster partners to define established in 2010 to support the timely allocation and the SHF cluster-specific priorities in prioritised geographical disbursement of donor resources to address the most ur- areas, which are reflected in individual allocation strategies. gent humanitarian needs and assist the most vulnerable people in Somalia. How are projects selected for funding? The SHF has two allocation modalities: The SHF is a crucial tool to enable a timely, coordinated and effective humanitarian operation in Somalia. It is Standard Allocation: Funds are usually allocated early in distinguished by its focus, flexibility, the ability to boost the year for projects included in the Somalia HRP, based on responses through targeted allocations and its contribution a strategy that identifies the highest priority needs under- to strengthening humanitarian coordination and enabling pinned by vulnerability data and needs analysis. The strategy leadership in Somalia. is developed by the ICCG, approved by the HC and endorsed by the SHF Advisory Board. It forms the basis for individual The Humanitarian Coordinator (HC) for Somalia oversees project submissions. Project proposals are prioritised and the Fund and decides on the SHF funding allocations. The vetted within clusters through Strategic Review Committees HC is supported by the UN Office for the Coordination of (SRCs) and then recommended to the SHF Advisory Board Humanitarian Affairs (OCHA) that manages the Fund on a for endorsement and final approval by the HC. day-to-day basis, the SHF Advisory Board and the Somalia cluster coordination structure – cluster coordinators and SHF Reserve: Reserve funds are primarily intended for rapid the Inter-Cluster Coordination Group (ICCG). and flexible allocations of funding in the event of unforeseen emergencies or to address identified gaps. These funds What does the SHF fund? can be allocated through individual reserve allocations or The SHF funds activities that have been prioritised as the broader allocation rounds, and are usually slightly faster most urgent and strategic to address critical humanitarian and more geographically focused. They must be cleared by needs in the country, in close alignment with the Somalia Hu- individual cluster coordinators before undergoing a techni- manitarian Response Plan (HRP); it also funds interventions cal review, endorsement and approval by the SHF Advisory in support of immediate response to sudden onset crises Board and the HC. or at times of rapidly deteriorating humanitarian conditions in the country. Who provides the funding? The SHF is funded through contributions from UN Member Who can receive SHF funding? States, but can also receive contributions from individu- The SHF channels funding to eligible national and inter- als and other private or public sources. Since its inception national non-governmental organisations (NGOs), United in 2010, the Fund has received more than $435 million in Nations agencies, funds and programmes operational in contributions. Somalia, and other organisations. SHF funds are channelled through partners that are best-placed to deliver prioritised How is the efficient and accountable use of the SHF activities in accordance with the agreed strategies and hu- funds ensured? manitarian principles in a timely, and effective manner. To Through pooling and mitigating the multi-layered risks of be eligible to receive SHF funding, NGOs need to undergo a humanitarian operations in Somalia, the SHF has maintained rigorous capacity assessment to ensure they have in place its comparative advantage as an attractive tool that enables the necessary structures and capacities to meet the Fund’s donors to channel funds regardless of the nature, location robust accountability standards and efficiently implement or mode of delivery of the response. The SHF Accountability humanitarian projects in Somalia. Framework outlines measures to increase accountability and mitigate risks. It comprises four elements: Who sets the Fund’s priorities? The HC, in consultation with the SHF Advisory Board and • Partner Capacity Assessment upon recommendation by the ICCG, decides on the most • Monitoring 2017 IN REVIEW: ABOUT THE SHF 11

HOW DOES THE SOMALIA HUMANITARIAN FUND WORK?

HF 12 SHF 2017 ANNUAL REPORT

• Reporting OCHA Somalia’s Humanitarian Financing Unit (HFU) • Financial controls and audits. manages the Fund on a day-to-day basis on behalf of the HC. OCHA contracts and disburses SHF funds to the non-gov- The dynamic nature of the Framework ensures that it is ernmental implementing partners. continuously updated with the most recent partner performance information, which complements other components The UNDP Multi-Partner Trust Fund (MPTF) Office serves as to reflect the overall capacities of and risks associated with the Fund’s ‘Administrative Agent’ and receives, administers individual SHF partners. and manages contributions from donors, and disburses funding to OCHA and UN agencies, funds and programmes. Operationally, the Framework follows and complements the SHF allocation process from the prioritisation areas What rules govern the SHF? and clusters, the selection of projects and partners, to the The SHF is guided by the global Country-Based Pooled Fund implementation of the project at the field level, including its Guidelines, which include the CBPF Policy Instruction and subsequent reporting, audit and monitoring. the global Operational Handbook. This guidance is reflected in the localised SHF Operational Manual. The practical assurance modalities applicable for each individual project are thus determined through the minimum The Policy Instruction sets out the principles, objectives, operational modalities – parameters that define the amount governance and management arrangements for CBPFs, and the frequency of financial tranches received by the while the Operational Handbook provides technical guidance, implementing partner, monitoring frequency and modality, tools and templates used in the management of CBPFs. The and financial controls that need to be applied. funds contracted to partners are further subject to the United Nations Financial Regulations and Rules (FRR). Who manages the SHF? The HC is responsible for the overall management of the SHF The SHF Operational Manual and its annexes provide tech- and is accountable for the use of funds. The SHF Advisory nical guidance, tools and templates used in the manage- Board, chaired by the HC and comprising four UN agencies, ment of the Fund. The latest version of the SHF Operational four NGOs (with one national NGO), four donor represent- Manual was issued on 6 February 2018. The Manual and atives and OCHA Somalia’s Head of Office, advises on the its annexes are available for download at www.unocha.org/ use of funds and the governance of the SHF. 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 2017 IN REVIEW: DONOR CONTRIBUTIONS 13

2017 IN REVIEW DONOR CONTRIBUTIONS

Increase in contributions on previous years While the Fund’s agility and ability to adjust its allocation There has been an increase in contributions in 2017 when process to donor contribution schedules remains one of its compared to previous years. For example, donors increased comparative advantages, its full potential can only be reached their financial support to the Fund by over two-fold in 2017 with improved predictability and an increased amount of re- compared to 2016. Almost $57 million was deposited between sources channelled through the pooled mechanism, in line January and December 2017 ($26 million in 2016), which with the global Grand Bargain commitments to reach the 15 came in addition to $10.3 million carried over from 2016 and per cent HRP target. In 2017, donor deposits to the SHF ac- $1.5 million in agency refunds, bringing the total availability counted for some 5.5 per cent of the received Somalia HRP of funds in 2017 to almost $69 million. funding and 4.4 per cent of all resources committed for the Somalia humanitarian response ($1.3 billion). 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 DONOR ONTRIBUTIONS contribution: Australia, Canada, Denmark, Germany, Neth- erlands, Norway, Sweden and Switzerland. Some have re- Germany 12. turned as donors to the Fund, namely Norway and Azerbaijan. Sweden 8. Others (Canada, Republic of Korea, Sri Lanka, AGFUND) have Australia . contributed to the Fund for the first time. Denmark* . Netherlands . Predictability vital to ensure strategic focus Norway . The unpredictability of contributions due to delayed disburse- UK .0 ment, however, continued to pose a challenge for the Fund as Ireland .2 availability of funds determines the timeliness and modality Switzerland 2.8 of the SHF allocations. Ensuring that funds are put to use as Canada 0. quickly as possible, while the strategic focus is maintained, Rep. of Korea 0. may be harder to achieve when contributions are received Arab Gulf Prog. 0.0 with limited lead time. Azerbaijan 0.01 Sri Lanka 0.00

Deposits per quarter Includes $4.2 million additional Danish contribution, deposited on 4 Jan 2017 and not reported in 2016. 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- AAILABL FUNDS 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. Includes late 2016 deposits and carry-over.

2 Includes $4.2 million additional 2016 Danish contribution, deposited on 4 Jan 2017 and not reported in 2016 SHF Annual Report. 14 SHF 2017 ANNUAL REPORT

2017 IN REVIEW ALLOCATION OVERVIEW

Supporting response to priority needs in the second half of 2017. Alignments and adaption of In 2017, SHF provided critical support to the humanitarian allocation processes that brought clusters together to response by availing timely funding to address the most prioritise integrated multi-cluster response improved urgent humanitarian needs among drought-affected peo- efficiency and strengthened a comprehensive approach ple in Somalia. The Fund continued to be distinguished by to famine prevention. This approach will continue to be its flexibility and strategic focus when allocating scarce promoted by the SHF in 2018. resources for response to the overwhelming humanitarian needs. The SHF funds supported the implementation of three key The SHF allocated $56 million in 2017, which was a 93 per HRP objectives: cent increase in comparison to 2016. Funds were allocated to 68 humanitarian partners through the two standard al- Strategic Objective 1: Provide life-saving and life-sustain- location rounds and two reserve allocation rounds, as well ing integrated multi-sectoral assistance to reduce acute as individual reserve allocations, following guidances set humanitarian needs among the most vulnerable people. by the SHF Advisory Board based on the 2017 Allocation Principles. The SHF was a source of flexible and targeted Strategic Objective 2: Reduce acute malnutrition levels in funding for famine prevention activities in priority locations, settlements for internally displaced and host communities providing resources for common and enabling humanitarian through integrated multi-sectoral emergency response. services, as well as critical country-wide preventive activities across Somalia. Strategic Objective 3: Strengthen the protection of vulnerable people and catalyse durable solutions. 163 projects were funded in 2017, which was an increase when compared to 2016 (107 projects). The increase was Agile source of funding mainly due to the early scale-up in 2017, which prioritised The timeliness and the modality of the SHF allocations immediate and geographically broad impact over the dura- and its ability to contribute towards famine prevention was tion of interventions. The other reason for the increase was made possible by early contributions across the year, with the focus on supporting NGOs. the 1st Standard Allocation supporting the early scale-up of response through geographically broad cluster-specific About 95 per cent ($53 million) of the allocated funds were coverage. This was followed by three more geographical- channelled through the collectively prioritised famine–pre- ly-specific allocation rounds that primarily promoted inte- vention activities and allocation rounds, while 5 per cent grated response. ($2.9 million) was allocated through individual reserve requests, mainly to support enabling projects, including needs 1st Standard Allocation: early response and complemen- assessments, access-related activities, beneficiary-feedback tarity with CERF systems, but also individual response interventions. As the drought situation worsened and the risk of famine escalated in the first quarter of 2017, the SHF comple- Links with the Somalia HRP mented the Central Emergency Response Fund (CERF) grant Funds channelled through the SHF contributed to some 5.5 by allocating some $27 million through its first standard per cent of the overall funding received against the 2017 allocation round by the end of April to scale-up famine pre- Somalia Humanitarian Response Plan (HRP) in 2017. The vention efforts in priority regions of Puntland (Bari, Nugaal, HRP, as the collective planning framework for the Somalia Mudug, Karkar), South and Central (Bakool, Banadir, Bay, humanitarian response, provided strategic guidance for the Gedo, Hiraan, Middle Shabelle, Mudug) and Somaliland prioritisation of the SHF funds, particularly after the May (Sool, Sanaag, Togdheer, Sahil). 2017 revision, when the response tilted towards a more targeted approach that prioritised integrated action and The prioritisation of the SHF funds was aligned closely with proximity of interventions to the people in need. that of CERF grants ($33 million) from the under-funded emergencies (UFE) and rapid response (RR) windows, con- As a result, and in close alignment with the adjusted HRP currently using country-level coordination fora to collectively priorities, the SHF actively promoted integration of response determine priority locations, activities and joint focus. This 2017 IN REVIEW: ALLOCATIONS OVERVIEW 15

ALLOATIONS B STRATI FOUS ALLOATIONS B RIINT ORANIATION

International NGO

DRC 4.4 WVI 2.9 SC 2.9 NRC 2.8 CISP 1.9 INTERSOS 1.9 RI 1.3 ACTED 1.1 DKH 1.1 CESVI 1.0 ARC 1.0 CW 1.0 SWISSO-Kalmo 0.9 MC 0.8 MA 0.8 NCA 0.7 ADESO 0.6 ACF 0.6 10.7 8.3 COOPI 0.5 OXFAM Novib 0.5 10.3 7.5 Solidarités 0.5 Care Somalia 0.4 GRT 0.4 ALLOATIONS B LUSTR ADRA 0.3 IRC 0.3 IMS 0.2 INSO 0.2 WASH 10.7 10. SAF-UK 0.2 Food Security 10.3 10. National NGO Health 8.7 8. WARDI 2.0 CPD 1.4 Nutrition . 7.1 SOYDA 1.3 WOCCA 1.3 Protection . SSWC 1.2 6.7 1.2 Education .2 HRDO HIJRA 1.1 Shelter/NFIs .2 AVORD 1.0 AYUUB 0.9 Enabling4.3 Prog 1. SYPD 0.8 SDRO 0.7 CCCM 1.1 56.1 HINNA 0.7 SOUTHERN AID 0.7 Logistics 0. AVORD 0.7 SAMA 0.6 Management* 1. SADO 0.5 ARD 0.5 KAALO 0.4 CCBRS 0.4 2.2 TASCO 0.4 * OCHA Somalia Humanitarian Financing Unit, remote call monitoring (2017/2018). SOMALIAID 0.4 Excludes MPTF fee, audit costs, UN Secreteriat programme support costs ZAMZAM 0.4 HEAL 0.4 CANDELIGHT 0.3 DEH 0.3 BNFIIARIS B LUSTR ADO 0.3 GSA 0.3 NWO 0.3 BREC 0.2 Health 18 SCC 0.2 GRRN 0.2 WASH 1 HOD 0.2 SOMTRAG 0.2 Nutrition 0 WRRS 0.2 SOADO 0.2 Food Security 1 Shelter/NFIs 18 United Nations WHO 1.0 Education 8 FAO 0.7 WFP 0.3 CCCM 2 UNDP 0.3

Enabling Prog 11 Other 1.1 QRC 1.1 Logistics See Annex E for accronyms

050100150200250300350400 16 SHF 2017 ANNUAL REPORT

improved efficiency, complementarity and prevented over- famine prevention efforts in areas with high malnutrition lap; the advantages of both pooled funds were leveraged rates and mortality indicators at the end of 2017. to provide a coordinated response – CERF for UN agencies, who are de facto primary input suppliers, and the SHF The 2nd standard allocation combined integrated and clus- for NGOs who are both frontline responders and partner ter-specific approaches. Two thirds of the funds were set with UN agencies. aside for the integrated response modality and to ensure maximum response impact in IDP settlements with high con- This resulted in the in two pooled funds collectively providing centrations of extremely vulnerable displaced persons due $60 million of the $825 million required for the six-month to drought and conflict. Fifteen partners, selected through Operational Plan for Famine Prevention. a competitive process by the inter-cluster Strategic Review Committee, received funding for integrated responses. SHF Reserve: Integrated Response 1 and 2 By mid-2017, famine prevention efforts were scaled-up and The remaining third of the available funds was allocated to- the SHF reserve allocations shifted focus towards actively wards critical cluster-specific interventions, where ongoing promoting the integration of response activities at specific programming was coming to an end or when cluster-spe- locations and also adjusting to the agreed approach within cific needs were emerging at select locations, where even the revised 2017 HRP. small- or mid-scale interventions could potentially have a significant impact. Integrated Response 1 ($6.3 million, June-July 2017) targeted addressing critical gaps arising from the massive influx Individual reserve allocations of displacement to urban centres like Baidoa and Moga- Individual reserve allocations to partners/agencies improved dishu. Twelve partners, pre-selected by groups of cluster the agility of the Fund. Some $1.9 million was allocated to coordinators based on their assumed capacity to implement various projects under the enabling programmes to support immediately, received funding for integrated interventions. joint needs assessments, enhance systems for accountability to the affected population, and to support the general Integrated Response 2 ($12 million, August-October 2017) operational environment (Somalia NGO Consortium, Inter- focused on supporting integrated interventions in the high national NGO Safety Organization, UNDSS). An additional priority areas of Galmudug, Lower Shabelle and Togdheer. $1 million was allocated to support a measles vaccination Fifteen partners, either pre-selected by groups of cluster campaign in Sool and Woqooyi Galbeed from the fourth coordinators based on their assumed capacity to imple- quarter of 2017. ment immediately, or selected from a limited pool of partners to submit proposals, received funding for integrated Cross-cutting issues interventions. Throughout the 2017 programme cycle, gender, protection and accountability to affected people were taken into .2nd Standard Allocation: critical end-of-year funding account. The SHF-funded projects focused on advanc- End-of-year additional contributions by several donors ena- ing gender equality among men, women, boys and girls, bled a critical injection of funding into projects to continue the protection of displaced persons and other marginalised groups and enhancing accountability to affected people.

TIMELINE OF ALLOCATIONS

SA1 Response to prolonged drought conditions 25 SA2 Sustaining response at priority locations 12 Standard allocations 2017 anuary February March April May une uly Auust September October November December Reserve allocations

Common feedback IR 1 Integrated response Suport to REACH IR 2 Integrated response Measles vaccination Enabling programmes (DSS, FSNAU needs assessments 0.7 project 6.2 IDP sites, Mogadishu/Baidoa 6.2 joint assessment 0.1 Galmudug, L.Shabelle, Togdheer 9.9 Sool, Woqooyi Galbeed 1 INSO, NGO Consortium) 0.9 2017 IN REVIEW: ALLOCATIONS OVERVIEW 17

Gender NDR MARR OF FUNDD ROTS Mainstreaming gender remained a key focus for the SHF in 2017. Fund management ensured that project Contribute to gender equality proposals clearly articulated the different needs of wom- in a limited way (1) en, men, boys and girls in needs analysis, planned project Principle purpose is to No signs of gender advance gender activities and reporting. programming / not 5% equality (2b) applicable (0, n/a) 22 Partners disaggregated data by sex and age to inform decision-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 Designed to contribute to 91% marker scale), while 5 per cent were designed with the gender equality (2a) principal purpose of advancing gender equality.

Protection The centrality of protection has been included as the under- Protection-only projects, include strengthened community lying principle in SHF allocation strategies throughout 2017, feedback mechanisms, inclusive decision-making processes, as well as through the inclusion of protection considerations community committees and considerations of protection when defining integrated interventions and outlining the aspects during monitoring. prioritised activities in clusters (other than Protection). This has been further operationalised through the prioritisation of Accountability to affected population interventions during the strategic review that considers and The participation of people affected by the crises continued demonstrates to address protection, gender and accountabil- to be directly and indirectly promoted by the SHF. All project ity to affected population aspects (15 per cent of the score). proposals were required to indicate their plan and specific focus on accountability to affected populations (AAP), while The SHF continues to promote a protective environment all SHF monitoring instances included an aspect of consul- for IDPs, many of whom have lost their social protection tation with beneficiaries. The SHF also provided funding for networks due to displacement. Most of the displaced are one project feeding into the system-wide common feedback marginalised, discriminated and at risk of violence, mainly initiative. The feedback received from affected communities gender-based violence. Activities, which often go beyond is fed back to inform decision-making on response.

2017 IN REVIEW FUND PERFOMANCE

In 2017, the SHF continued to demonstrate its comparative on the Advisory Board – four NGO representatives, for UN advantage and added value by providing agile funding for agency and programme representatives and four donor rep- famine prevention to high priority areas, supporting inte- resentatives, the HC as the chairperson and representation gration of response and operationalising the Grand Bargain of OCHA. The diverse composition of the Advisory Board commitment of localisation of aid. enabled participation by diverse partners and ensured a transparent decision-making process to all stakeholders, The Fund continued to serve as a reliable and accounta- focusing mainly on the strategic aspects of management ble tool for donors to channel their unearmarked support and the administration of the Fund. through the country-based mechanism. The expanded partner reach – including in hard-to-reach areas – has improved The SHF promoted inclusiveness in programming by en- the efficiency of responses as recipients of the Fund were suring that the appropriate number and composition of quicker to respond, has strengthened coordination among the strategic review committees (SRCs) engaged in the partners and with authorities, and has empowered humani- development of allocation and the prioritisation of projects. tarian leadership and decentralised decision-making mainly While the size of the SRC varied from cluster to cluster, the in areas with Drought Operations Coordination Centres and SRC memberships were maintained within the approved other rapid response modalities. levels and composition. The membership ranged from 5 to 11 members, each with equal representation from national The achievement of the SHF performance is assessed and NGOs, International NGOs, UN agencies and the cluster demonstrated through the five fundamental principles that coordinator. The HFU teams actively participated in the guide the management of the Fund and how it achieves SRCs to provide technical guidance, but also contributed the strategic objective of improving the effectiveness of to decision-making. humanitarian response. At the implementation level, the SHF expanded partnerships Principle 1: Inclusiveness and promoted diversity through providing funding to the The SHF ensured and promoted inclusiveness through its partners best placed to deliver assistance as directly and governance arrangements, management and administration, as close to the affected population as possible, in line with allocation processes, implementation and investment in the the SHF AB-endorsed 2017 Allocation Principles. While capacity development of partners. some parameters were established for the prioritisation of the types of partners, the overarching principle remained for At the governance level, SHF demonstrated a very high-level the Fund to prioritise those best placed to deliver at a given of inclusiveness with equal representation of stakeholders time and location. Recipients of the SHF in 2017 included in-

RNT OF FUNDS ALLOATD R I T AR ROTS FUNDD B I T AR

NNO INO UN R NNO INO UN R

4% 3% 27% 35% 30% 35% 47% 49% 55% 8 40% 41% 49% 0 50% 41% 41% 2 33% 38% 22 2 2 24% 21% 1 11% 10% 15% 2 2011 2012 201 201 201 201 201 201 201 201 2017 IN REVIEW: PERFORMANCE 19

ternational and national NGOs, the UN and one Red Crescent of locations and budget revision in Mogadishu to enable movement organisation. The diversity of partners leveraged the rapid provision of shelter and NFIs assistance for 4,000 their comparative advantages and encouraged collaborative people forcefully evicted from their temporary settlements. and collective ownership of the response. Principle 3: Timeliness Principle 2: Flexibility The SHF was among the first and earliest sources of funding In the context of an escalating threat of famine, displace- for the famine prevention response in 2017. The SHF alloca- ment and disease outbreaks, compounded by access tions at the beginning of the year, closely aligned with CERF challenges and insecurity which required a rapid shift in grants, helped kick-start the scale-up by providing timely operational and programmatic focus, the SHF demonstrated support to address priority gaps as the situation showed flexibility to kick-start and sustain famine prevention efforts signs of rapid deterioration early in 2017. Subsequent alloca- in priority areas in Somalia. tion rounds enabled a rapid response to localised emerging needs or rapid deterioration of situation. The Fund aimed to allocate 75 per cent of available funding each year through the coordinated standard allocations and Timeliness of allocations 25 per cent through the rolling reserve window; at the end The SHF recorded improvements in various allocation proof 2017, two thirds of funds were allocated through the cesses in 2017. The duration of the allocation process from standard allocation modality and one third through reserve the proposal submission to IP signature improved from 58 window, either as individual allocations or allocation rounds. days in 2016 to 42 days for Standard and 33 days for Re- serve allocations in 2017. In addition, the number of days Flexibility was also demonstrated through the Fund’s align- taken from project proposal submission to disbursement ment to the Somalia HRP and spearheading the integrated recorded an average 55 days (rated as High, see Common response, particularly after the mid-2017 revision of the HRP. Performance Framework results annex) for both standard The SHF was among the first and strongest supporters of the allocation and reserve allocations. This marked an improve- integrated response, with the approach evolving from inno- ment of 17 days – from 71 days in 2016 to an average of vation to being systematically rolled-out by the end of 2017. 55 days in 2017. The SHF also made improvement in timely disbursement of funds. It took an average 11 calendar days In response to the evolving humanitarian situation and con- (rated as High) from the Executive Officer’s approval to the textual challenges, 53 SHF projects were reprogrammed disbursement of the first tranche of funds to partners in through project revisions, no-cost extensions, adjustment 2017 compared to 12 days in 2016. of activity locations and budget revisions. Such substantive revisions were an important way for the Fund to agilely ad- Donor contributions by quarter just and allow the delivery of humanitarian assistance in a Out of the total $56.9 million deposited by donors in 2017, difficult and fast-changing environment, often serving as a 34 per cent was made available in the first quarter, while conduit for immediate response. An example was a change by mid-2017 more than half of funds (53 per cent) were

REVISION TYPE # of projects average # of days TIMELINES 2016* 2017

Bank info change 1 1 Milestone Reserve Standard Reserve average

Budget revision 10 16 From proposal submission to IP 58 42 33 n/a Budget revision, signature of the change in location 13 26 grant agreement

Change in location 8 8 From proposal submission 71 62 48 n/a Change in location and to disbursement project duration 1 7 Project duration extension (NCE) 20 5 From EO signature 12 11 10 10.5 Total 53 12.6 to dibursement 20 SHF 2017 ANNUAL REPORT

ALNDAR OF 201 DONOR ONTRIBUTIONS B DOSIT DAT

IN USD MILLION December 201 contributions carryover 2016 balance Australia, Ireland, Sweden, Switzerland, United Kingdom (for 2017) Total per 10. quarter 2017 Denmark January

Australia Sweden Germany February

Netherlands Sweden Sri Lanka

March 0.001 Quarter 1 21.6 Ireland Norway Switzerland April

May

Republic of Korea 0. June Azerbaijan 0.01 Quarter 2 8.4

Germany Sweden Canada July 0. Norway

August Arab Gulf programme 0.0

September Switzerland Quarter 3 14.5 Australia Denmark October

November Canada 0. refunds (UN, NGOs)

UK (2018) Netherlands December Quarter 4 12.5 2018 2017 IN REVIEW: PERFORMANCE 21

deposited. Donors should continue to be encouraged to MANAMNT OST HFU ANNUAL BUDT deposit funding as early in the year as possible, but also to as % of utilized funds / in US$ million provide as much lead time as possible between announcing their contributions and the actual deposit of funds.

Principle 4: Efficiency The SHF provided an important share of the Somalia humanitarian 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 1.79 1.71 1.56 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. 201 201 201 While the number of people reached has not been reported as some of the projects are still under implementation, the the OCHA Funding Coordination, through various activities, beneficiaries targeted by each cluster ranged between 4,000 one of which was the finalization of the SHF Operational people to 4 million vulnerable people. Manual and the associated risk framework for the Fund. The Manual was approved by the SHF Advisory Board in The SHF management in 2017 was cost‐efficient and con- May 2017 and it has been applied extensively to provide text‐appropriate when assessed against the value and per- guidance both, in the SHF allocation processes, as well as centage of HFU operations (direct cost – $1.6 million) in ensuring that appropriate mitigation measures are applied proportion to total value of contributions to the Fund in 2018 to exposure of the fund to risks prevalent in implementing ($57 million) or the overall utilization of funds ($58 million), projects in Somalia. accounting for less than 3 per cent (very high efficiency). Risk management framework The SHF also ensured full compliance with management The finalization of the SHF Operational Manual and the com- standards for Country-Based Pooled Funds (CBPF) by trans- prehensive roll-out of the of Operational Modalities in 2017 lating the global guidelines in the SHF Operational Manual, was a milestone for the risk management activities of the which was endorsed and rolled out in May 2017. All allo- SHF as is it presented an important upgrade of the Fund’s cation papers were fully compliant with global guidelines. Accountability Framework, introduced already in 2013. The upgrade of the normative risk management framework In order to promote compliance with rules and regulations, resulted in the drastic increase in the field-focused assura- all partners were reached through targeted trainings on nce activities (monitoring and financial controls), as well various aspects of fund management and provided support as strengthened collaboration on risk matter with other UN throughout the project cycle, not least through the SHF partners operational in Somalia. Concrete examples was the broadcasts and proactive social media campaigns. enhances information sharing with UN partners though the UN Risk Management Working Group, as well collaboration Principle 5: Accountability and risk management with individual UN entities towards harmonisation of partner In 2017, the SHF significantly strengthened its assurance assessment approaches. The Annex 1 of the adopted SHF activities and ensured compliance with the Fund’s operation- Manual also featured the periodical risk assessment and al modalities and full implementation of its accountability analysis, and outlined the applicable mitigation measures. framework. The framework offers a refined and robust set of assurance activities such as partner capacity assess- Accountability to affected people (AAP) ments, monitoring, reporting, financial spot checks and au- The SHF supported accountability to affected people by dits, that aim to ensure efficient implementation, maximum ensuring that all projects integrated specific measures that accountability and impact. promote feedback and amplify voices of affected populations. This included consulting beneficiaries through SHF Operational Manual third-party and remote call monitoring, the outcome of which In 2017, the Fund management completed the adoption is fed back to inform decisions on response. All the 93 and alignment of the Fund’s management and governance projects monitored between 1 January and 31 December procedures to the CBPF guidelines, in collaboration with 22 SHF 2017 ANNUAL REPORT

LIIBL SHF ARTNRS R I T AR ONDUT OF AUDITS AND FINANIAL SOTHS

NNO INO total lanned Finaliedconducted 179% 11 108 10

89% 2 8 2

8 2 1 2

2012 201 201 201 201 201 Audits Financial spotchecs * Number of NGOs receiving funding prior to the 2013 capacity assessment

2017 involved consultations with beneficiaries and project Reporting proposals included a AAP plan. (Very High compliance) The submission of project narrative and financial reports remains a key performance indicator for funded partners. Due diligence and capacity assessment of new partners The subsequent quality review and analysis of narrative The SHF enhanced the pool of eligible partners by assessing reports submitted by NGOs at project mid-term and final the capacity of 37 new partners, increasing the number of stages has provided an additional level of assurance. The eligible partners by 56 per cent to 103 partners by the end of rate of compliance of the fund with reporting requirements 2017 (compared to 66 eligible partners at the end of 2016). imposed in the operational modalities remained high with This increase assisted with ensuring that the SHF funding 109 (88 per cent) of 124 final narrative reports that were due was allocated to partners with demonstrated capacity that by the end of the reporting period having been submitted were able to deliver assistance throughout the country. The and approved, in addition to 76 financial reports submitted admission of new partners, often with diverse expertise and out of 118 due. reach, expanded the coverage of the SHF and facilitated access to humanitarian assistance for vulnerable people. Financial spot checks and audits Financial spot checks and project audits are central SHF Monitoring accountability and financial control tools. In the course of 2017, the SHF further strengthened its monitoring activities through field visits, third-party monitoring Financial spot-checks, which entail the review of a partner’s (TPM) and remote call monitoring (RCM). A total of 81 pro- financial records to obtain reasonable assurance of the ac- jects were monitored between 1 January and 31 December curacy of the amounts stated thereon as well as to assess 2017 in 17 regions across Somalia, while the compliance of the soundness of the internal controls adopted by the IP the SHF with the monitoring requirements of the operational and compliance with the United Nations Financial Rules modalities for 2017 grants reached 79 per cent by the end and Regulations, were newly-introduced in the SHF in 2017. of first quarter of 2018 – at least 129 of 163 projects were monitored at least once, excluding financial spot checks. Between 1 January and 31 December 2017, 52 financial spot checks were conducted at various locations, which Monitoring of several projects highlighted areas that require resulted in better processes and procedures and applica- improvement in terms of application of certain programme tion of the principles of economy, efficiency, effectiveness, standards, coordination of multi-sectoral projects, flexibi- transparency and accountability in the use of funds. The lity and contextual specificity of project activities, as well importance of such assurance activities is one of the major as relevance and sustainability of certain activities. The lessons learned in 2017 and will continue to be a top priority findings and recommendations emanating from physical for fund management. monitoring by the SHF or through TPM were also shared with the respective partners for action in future programming. Each SHF project requires to be audited, with audits mainly aiming to review the partners’ project management structure, 2017 IN REVIEW: PERFORMANCE 23

progress of implementation and eligibility of costs, internal The comprehensive scale-up of the implementation of as- controls system and compliance with the funding agreement. surance activities in 2017, referred above, was thus the While a significant number of project audits were carried cornerstone of SHF fraud risk prevention and response out in 2017, efforts continue by the SHF management to approach, allowing for earlier detection of risks, incompli- address the audit backlog due to delays in procurement of ance or irregularities and triggering of additional oversight or audit services. other conservative measures from the Fund’s management.

Fraud risk prevention and response Another important aspect of the approach was to intensify, Processes, procedures and measures in place to identify through collective and individual partner sessions, infor- the risks of and response to fraud are comprehensively mation sharing and training activities that aim to clarify the captured in the Section 5 of the SHF Operational Manual Fund’s compliance and financial management requirements, (Accountability Framework) and associated annexes. While including topics like fraud awareness and the UN’s zero these processes, procedures and measures are set up to tolerance for fraud. Multiple trainings for partners, which provide assurances that the funds are managed and spent now systematically include fraud prevention, detection and according to the purpose intended, as such this includes the response module, were organised, targeting implementing identification of any potential fraud red flags. The framework partners’ management and support staff. The HFU also is devised to prevent, mitigate, detect the risk of fraud. If organised, jointly with the UN Office of Internal Oversight red flags are identified, the standard operating procedures Services (OIOS), in information session on fraud awareness on the misuse of fraud by IPs are employed to determine and red flags for the contracted auditors of the Fund. the course of action. 24 SHF 2017 ANNUAL REPORT

2017 IN REVIEW FOCUS ON LOCALISATION OF AID

As part of honouring the Grand Bargain commitment to activities in a timely, efficient and accountable manner. Given support the localisation of aid, the SHF channelled 39 per the difficulties of operating in parts of Somalia, continuous cent of its resources through local and national partners. The promotion of the localisation agenda will necessitate more Fund surpassed the 25 per cent global benchmark set by the investment in working directly with partners, for which time Advisory Board early in 2017, in line with the commitments and resources are required. For the SHF that will entail from the 2016 World Humanitarian Summit. continued investment in accountability mechanisms in managing the Fund. Monitoring in inaccessible areas re- Direct funding to eligible national partners increased efficien- mains a challenge, investing in third party monitoring or cy of aid delivery by cutting transaction costs between donor other means of verification by the SHF is key to assess and implementing partners. Consequently, more funding quality of the response. This also requires more resources. resources reached the beneficiary, while the partner is also able to retain and use support costs, which would otherwise Humanitarian community needs to continuously explore usually be kept by the sub-granting agency, in support of its opportunities to better serve people in need. Proactive meas- organisational operations. ures for working directly through national and local partners is an important modality to promote this, opening a wide Furthermore, having available a pool of partners that are range of new possibilities towards delivering assistance ready and available for direct engagement improved the more efficiently. The SHF is uniquely placed in driving the flexibility of the Fund. In 2017, the SHF supported 35 national localisation agenda as it, apart from providing direct funding partners. The capacity of local NGOs has continued to grow, to them, brings national and local partners even closer to and local partners were the first responders last year 2017 the prioritisation and decision making processes. and have demonstrated that they often have better access and better understanding of the local context. This makes In 2018 and beyond, the SHF will continue to deliver on them more effective in reaching more people as they are the global commitment to strengthening partnership with closer of the affected communities. national and local partners. Commitment by donors of sufficient, flexible and, if possible, multi-year funding will be essen- The SHF support for national partners in 2017 advanced the tial for the continuing of support to the localisation agenda. localisation of humanitarian aid agenda due to confidence placed in these actors, but also to promote transparency and ALLOATIONS R ARTNR T 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 1.8 consideration of all partners, national and international, for the SHF funding and competitiveness, further improving the 1.6 efficiency of the humanitarian response. 1.3

While the SHF has stepped up support to national partners, 1.3 priority is given to those best placed to implement prioritised 2017 IN REVIEW: 25

2017 IN REVIEW CHAMPIONING INTEGRATED RESPONSE

A growing range of partners have been providing humanita- the opportunity to enhance convergence and synergies in rian assistance in Somalia over the last two decades through response, as well as to gain focus of the SHF allocations. increasingly holistic and comprehensive interventions that aim to alleviate human suffering. Concurrently, humanitarian The request for partners to submit one project covering partners have constantly been enhancing efforts to ensure several clusters, in turn, required a joint multi-cluster review. the most efficient use of limited resources for response. The reviewing committees (gradually moving from cluster coordinators and cluster staff towards engaging cluster Integration of response, whether through comprehensive or members through Cluster/Strategic Review Committees), highly-targeted multi-cluster interventions by one or more required the reviewer to be aware of details and activities partners, is one of the ways to achieve efficiency. It was outside of their original scope. While this slightly delayed a the underlying principle of the revised 2017 HRP (June the strategic review process, it did lead to a more carefully 2017), following the introduction of integrated emergency designed cross-cluster interventions. response teams (IERTs) as a response modality to contain the cholera outbreak in Somalia in April 2017.The SHF is The SHF was consequently among the first sources of fund- deeply rooted in the Somalia humanitarian coordination ing supporting integrated response through its allocations, system, which offers a comparative advantage in working evolving from innovation in mid-2017 to systematically towards the integration of response and operationalizing rolling it out in all subsequent allocation rounds. By the end the principles of collective responsibility and partnership. of 2017, almost $24 million (42 per cent of all allocations) was rolled out through integrated interventions, positioning In 2017, cluster coordinators were jointly encouraged to the Fund as the champion of integration in Somalia hu- define the most suitable inter-cluster integration packages manitarian response. The SHF demonstrated its flexibility, in response to the needs of the specific setting, thus defining timeliness and, not least, the added value of coordinated the most suitable form of integration. With minor variations, action. Specific integrated response interventions, further- this resulted in the following integration modalities, which more, promoted early action, created a multiplier effect and evolved through 2017: saved lives and mitigated the impact of the crises on the communities and their livelihoods. • Outreach through deployment of Integrated Emergency Response Teams (IERT) for lifesaving Health, Nutrition INTRATD S. LUSTRSIFI RSONS 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. 1.8

Apart from contributing to the efficiency of response as con- 1.6 firmed by monitoring and partners’ accounts, the approach 1.3 empowered cluster coordinators and the ICCG and gave 1.3 them flexibility to define and prioritise the required response according to assessed needs on the ground. It provided reported

26 SHF 2017 ANNUAL REPORT

SHF 2017 ANNUAL REPORT ACHIEVEMENTS BY CLUSTER

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 targets 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 community. 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 integrated projects. ACHIEVEMENTS BY CLUSTER 27

ACHIEVEMENTS BY CLUSTER CAMP COORDINATION AND CAMP MANAGEMENT

CLUSTER OBJECTIVES Objective 1: Strengthen the predictability and effectiveness of multi sectorial interventions at site level and/or areas of concentration of sites Objective 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 solutions for displaced people in sites.

LEAD ORGANISATIONS ALLOCATIONS IOM, UNHCR $1,155,466 ACHIEVEMENTS The SHF supported the implementation of the Camp Coordination and Camp PROJECTS PARTNERS 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. 7 6 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 M 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 improved the coordination of the integrated multi-sectoral response at the site level.

No achievements were reported for cluster during the reporting period.

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 28 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER EDUCATION

CLUSTER OBJECTIVES Objective 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 education in emergencies preparedness and response within the education system.

LEAD ORGANISATIONS UNICEF, Save the Children ALLOCATIONS

$5,224,423 ACHIEVEMENTS In 2017, the SHF supported the implementation of three education cluster objectives as set out in the 2017 HRP. The Fund contributed 23 per cent or $5.2 million REACHED BENEFICIARIES 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 40,105* Education), while 19 projects implemented through the integrated approach had an education component ($1.7 million or 33 percent of SHF funds for Education WOMEN MEN were channelled through integration). The SHF funding to the Education cluster 617 1109 complemented the $0.59 million grant from CERF early in the year.

GIRLS BOYS The SHF Funding mainly focused on mitigating the impact of the drought by 17,316 21,063 ensuring continued access to education, as well the retention of children already enrolled in school. The SHF funding improved access to education for school age children by contributing to the establishment of learning facilities, PROJECTS PARTNERS access to learning supplies such as books and pencils and teachers incentives. The SHF funding promoted integrated approach by ensuring that the activities 31 22 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 * Number of beneficiaries reached double counted 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, 327 318 97% provided with school equipment

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

Number of teachers benefitting from emergency monthly incentives 497 455 92% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 29

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

Burhakaba district, Bay region As a young boy, Mohamed Haji Mathey, 14, wondered why so many children in his Mohamed is back to school, after country and around the world have to suffer as they face so many challenges in fleeing drought and conflict in Lower Shabelle. He can now their youth. During a visit to his Al-Bushra school in Burhakaba district of Bay region, look forward to the prospect of a South West State of Somalia, Mohamed stood up in class and caught the attention brighter future. of everybody by sharing his dream: “I want to be the UN Secretary General and make Credit: BREC 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 distributed to students, teachers and community. The SHF-fund projects combined gave the students more hope they can still achieve their dreams. 30 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER ENABLING PROGRAMMES

CLUSTER OBJECTIVES Objective 1: Enabling better coordination, communications and advocacy, security and information sharing

LEAD ORGANISATION OCHA

ACHIEVEMENTS SHF supported an enabling environment for humanitarian partners and the broader humanitarian community to provide principled humanitarian assistance ALLOCATIONS 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 $1,602,893 in 2017. All funds were allocated through the SHF reserve modality.

The Fund supported a Joint Multi-Cluster Needs Assessment (JMCNA) throughout REACHED BENEFICIARIES Somalia, conducted by REACH (ACTED) between July and October 2017. The assessment ensured a multi-cluster coordination through a joint planning and 4,400,000* implementation, and covered 48 districts across 16 regions in Somalia.

In order to address the critical gap in funding and the continuation of services, WOMEN MEN the SHF funding was provided for the FAO-based Food Security and Nutrition 2,000,000 2,000,000 Analysis Unit (FSNAU) assessments, collection and analysis of data on food GIRLS BOYS security and nutrition. FSNAU is the central response planning tools used by 200,000 200,000 humanitarian partners in Somalia.

The SHF also supported information sharing service availability for drought-af- PROJECTS PARTNERS fected and other vulnerable communities through Radio Ergo, which was part of the broader common feedback project, geared at increasing the accountability to 6 6 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. * Number of beneficiaries reached double counted 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).

OUTPUT INDICATORS TARGET ACHIEVED %

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% “

ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 31

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

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

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-related 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. 32 SHF 2017 ANNUAL REPORT 32

ACHIEVEMENTS BY CLUSTER FOOD SECURITY & LIVELIHOODS

CLUSTER OBJECTIVES Objective 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 livelihoods Objective 2: IIncrease productive capacity of rural and urban livelihoods through provision seasonally- appropriate and livelihood-specific inputs and investing in human capital formation to promote integration into the formal and informal economy Objective 3: Support rehabilitation and/or restoration of household and community productive assets and capacity to build resilience to withstand future ALLOCATIONS shocks and prevent further deterioration.

$7,351,893 LEAD ORGANISATIONS WFP, FAO

REACHED BENEFICIARIES ACHIEVEMENTS The Fund contributed 2 per cent or $10.3 million of the total HRP funding $442.6 257,988* 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 WOMEN MEN FSL), while 21 projects implemented through the integrated approach had a food 75,197 52,552 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 GIRLS BOYS the food security cluster complemented $7.5 million CERF allocation early in 72,608 57,631 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 PROJECTS PARTNERS through direct food distribution or unconditional cash/vouchers and livelihood inputs targeting riverine areas. The Fund also promoted an integrated approach 41 30 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 * Number of beneficiaries reached double counted 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.

OUTPUT INDICATORS TARGET ACHIEVED %

Number of people in crisis and IDPs receiving unconditional support to 82,549 85,647 104% improve access to food

Number of people that benefited from conditional transfers to improve 15,428 12,786 83% access to food and protection of livelihood assets

Number of vulnerable people supported through safety nets and 4,650 4,210 91% appropriate seasonal ( seeds and tools)

Number of individuals trained 144 259 180% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 33

SUCCESS STORIES Little things made the difference

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

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 assistance 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. 34 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER HEALTH

CLUSTER OBJECTIVES Objective 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 ORGANISATION ALLOCATIONS WHO

$8,673,936 ACHIEVEMENTS The SHF supported access to basic and lifesaving health care services by allocating $8.7 million in the implementation of health projects in Somalia; 17 REACHED BENEFICIARIES 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 822,436* 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 WOMEN MEN cluster complemented other bilateral funding and accounted for 15 per cent of 373,665 136,998 the Health 2017 HRP funding ($56.9 million).

GIRLS BOYS The SHF enabled Health Cluster partners to provide front-line health services in 146,459 165,314 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 PROJECTS PARTNERS services in the hard-to-reach and overwhelmed areas, camp based clinics and supported existing health facilities, which were unable to cope with increased 44 30 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. * Number of beneficiaries reached The Fund also supported health systems resilience through strengthening health double counted 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.

OUTPUT INDICATORS TARGET ACHIEVED %

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

Learning spaces constructed/rehabilitated, with WASH facilities, provided 297 177 60% with school equipment

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

Teachers benefitting from emergency monthly incentives 491 451 92% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 35

SUCCESS STORIES Erradicating maternal, child mortality in Somalia

Kismayo ARC doctors in front of the maternity ward. Credit: ARC

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. 36 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER LOGISTICS

CLUSTER OBJECTIVES Objective 1: Optimise and utilise available agency logistics capacity Objective 2: Provide logistics coordination and information management Objective 3: Fill identified logistics gaps

LEAD ORGANISATION WFP

ACHIEVEMENTS ALLOCATIONS The SHF allocated $0.25 million for the World Food Programme-managed UN Humanitarian Air Service (UNHAS) during the scale up of Somalia famine preven- $250,000 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 REACHED BENEFICIARIES 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, 4,000 as well as transport of light small cargo, pouches and luggage.

WOMEN MEN The SHF funding to the cluster complemented other bilateral funding and ac- 2,000 2,000 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.

PROJECTS PARTNERS 1 1

TARGET ACHIEVED % OUTPUT INDICATORS

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% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 37 38 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER NUTRITION

CLUSTER OBJECTIVES Objective 1: Strengthen lifesaving preventive nutrition services for vulnerable population groups focusing on appropriate infant and young child feeding practices 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 relevant sectors through enhanced coordination and joint programming including nutrition sensitive actions. ALLOCATIONS LEAD ORGANISATION $7,114,320 UNICEF

ACHIEVEMENTS REACHED BENEFICIARIES In 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, 59 132,926* 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 WOMEN MEN SHF funds for Nutrition were channelled through integrated interventions). The 56,222 9,412 Fund supported mother and child nutrition interventions that resulted to reduction of acute malnutrition and contributed in lowering, child mortality and morbidity GIRLS BOYS and enabled cluster members to respond in a timely manner and supported the 35,391 31,901 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- PROJECTS PARTNERS pioned by the SHF from the second quarter of 2017 onwards.

49 33 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 * Number of beneficiaries reached double counted to scaling up life-saving interventions for boys and girls affected by severe acute malnutrition (SAM) including pregnant and lactating women (PLW) and IDPs.

OUTPUT INDICATORS TARGET ACHIEVED %

Number of boys, girls and pregnant lactating women receive micro-nutrient 80,926 47,473 59% supplementation

Number of children (6-59months) and pregnant and lactating women 110,897 66,603 60% admitted in treatment programmes

Number of individuals (male and female) attending IYCF(E) 18,897 9,916 52% awareness sessions

Number of community mobilisers trained on nutrition hygiene and 1431 724 51% alnutrition awareness ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 39

SUCCESS STORIES Nutrition centre saves child life in Balcad

Balcad Ahmed and his mother, two months after the initation of his nutrition treatment Credit: WOCCA

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 arrived 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. 40 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER PROTECTION

CLUSTER OBJECTIVES Objective 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 disaster Objective 2: To improve protective environment for IDPs and other vulnerable groups in particular through enhanced protection interventions to support durable solutions for IDPs Objective 3: To improve operational response capacity through capacity development, strategic advocacy and humanitarian dialogues

ALLOCATIONS LEAD ORGANISATION UNHCR $6,739,418

ACHIEVEMENTS REACHED BENEFICIARIES The SHF allocated $6.7 million to support protection cluster projects aiming to improve the protection and provision of services for IDPs and other vulnerable 199,205* people. The SHF funding complemented other bilateral and multilateral contributions, accounting for 27 per cent of the cluster’s 2017 HRP funding ($24.5million). WOMEN MEN 93,356 45,204 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 GIRLS BOYS implemented through the integrated Protection-Shelter-CCCM package had a 33,131 27,514 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. PROJECTS PARTNERS The Fund promoted response in protection, through the expansion of communi- 26 15 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 * Number of beneficiaries reached double counted to prevent or minimise the impact of forced eviction was conducted, or reunion of drought-displaced unaccompanied minors with their families was facilitated.

OUTPUT INDICATORS TARGET ACHIEVED %

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 9,646 6,829 71% treatment within 72 hours, in line with set standards

Number of people reached by campaigns conducted to inform communities on 190,875 76,110 40% available services

Percentage of identified UAM and separated girls and boys reunited with their families 1,976 1,609 81% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 41

SUCCESS STORIES Owning a piece of land after three evictions,

Baidoa Internally displaced women receive their land title deeds Credit: NRC

Dahabo Mohamed Gab is a 35-year-old single mother from the marginalised Somali Bantu community. 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. 42 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER SHELTER & NON-FOOD ITEMS

CLUSTER OBJECTIVES Objective 1: Contribute to the protection of newly displaced people and those affected by natural hazards Objective 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 ORGANISATION UNHCR

ALLOCATIONS ACHIEVEMENTS $4,277,570 In 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 REACHED BENEFICIARIES 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 112,916* Shelter/NFI were channelled through integrated interventions).

The SHF funding complemented other bilateral funding in responding to shelter WOMEN MEN needs and accounted for more than 10 per cent of the total Shelter/NFI HRP 37,672 27,242 funding ($13.6 million). The SHF funds were also complemented by $3.2 million from CERF in support of Shelter and NFI distribution. GIRLS BOYS 24,330 23,672 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 supported training of 980 local artisans on masonry, settlement and site planning to PROJECTS PARTNERS promote owner-driven and mainstreaming of housing, land and property rights in shelter provision. 15 9

* Number of beneficiaries reached double counted

OUTPUT INDICATORS TARGET ACHIEVED %

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% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 43

SUCCESS STORIES Improving living conditions of IDPs in Afgooye corridor

Afgooye Ladan and her children, in front of her emergency shelter. Credit: Avord

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 project, 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. 44 SHF 2017 ANNUAL REPORT

ACHIEVEMENTS BY CLUSTER WATER, SANITATION & HYGIENE

CLUSTER OBJECTIVES Objective 1: Emergency WASH response preparedness Objective 2: Provide access to safe water, sanitation and hygiene for people in emergency Objective 3: Provide reliable and sustained access to sufficient safe water-based on identified strategic water points and establishment of sustainable management structures

LEAD ORGANISATION UNICEF ALLOCATIONS ACHIEVEMENTS $10,713,343 The 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 REACHED BENEFICIARIES 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). 644,722* The SHF funds complemented other bilateral contributions to cluster activities WOMEN MEN and accounted for 21 per cent of the cluster 2017 HRP funding ($50.6 million). 176,668 125,570 Most of WASH funding under integration component was in support of the front-line outreach services in the targeted geographical areas through the IERT GIRLS BOYS approach, championed by the SHF from the second quarter of 2017 onwards. 182,841 159,643 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 PROJECTS PARTNERS interactive and mass hygiene promotion sessions. The Fund also supported the capacity building of 1,261 committee members on operation and maintenance 57 39 of WASH infrastructures.

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

OUTPUT INDICATORS TARGET ACHIEVED %

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 1,2531 1,261 101% building activities

Number of people with access to emergency sanitation facilities 85,133 79,147 93% ACHIEVEMENTSSUCCESS BY CLUSTERSTORIES 45

SUCCESS STORIES Clean water to prevent diseases

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 promotion 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 increasing 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 46 SHF 2017 ANNUAL REPORT

SHF 2017 ANNUAL REPORT ANNEXES

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 ANNEXES 47

ANNEX A FUND PERFOMANCE: INCLUSIVENESS

# INDICATOR RESULT ANALYSIS FOLLOW-UP ACTIONS

1 INCLUSIVE GOVERNANCE – 12 members excluding the The composition of the Define a selection and SIZE AND COMPOSITION OF HC (Chair) and OCHA Head advisory board represents a rotation mechanism of THE ADVISORY BOARD. of Office: 4 NGOs (2 INGOs, 1 high level of engagement of the AB members. Number and percentage of seats NNGO, NGO Consortium), 4 UN the different stakeholders. Promote the participation at the Advisory Board by type agencies and 4 Donors (2 SHF, of specific stakeholders as of actor (donor, INGO, NNGO, 2 Observers). observers in some of the AB UN, government) meetings, when required.

2 INCLUSIVE PROGRAMMING – The size of Committees A diverse stakeholder Continually ensure diverse and SIZE AND COMPOSITION OF varied among clusters. They representation (including of balanced representation of STRATEGIC AND TECHNICAL were chaired by respective the UN agencies, INGOs and different types of organisations. REVIEW COMMITTEES cluster coordinators and co- NNGOs) was maintained Define a selection and rotation Number and percentage of coordinators with participation across clusters with OCHA mechanism of the SRCs. organisations engaged in the of UN agencies, INGOs and ensuring that the project development of allocation NNGOs, as well as active review and selection Promote the participation strategies, and the prioritisation OCHA HFU participation to processes proceeded in line through scoring exercise and (strategic) and selection provide guidance on the review with the CBPF guidelines. ensure that each member (technical) of projects through process and decision-making. is part of the decision Review Committees broken making process. down by type (INGO, NNGO, UN) and by cluster

3 INCLUSIVE • INGOs: $31.1 million (55%) Best positioned partners Prioritisation of direct IMPLEMENTATION – • NNGOs: $21.7 million (39%) were funded in 2017, with implementation through CBPF FUNDING IS direct implementation international and national ALLOCATED TO THE BEST‐ • UN: $2.2 million (4 %) by non-governmental non-governmental partners POSITIONED ACTORS • RC/RC: $1.1 million (2%) partners prioritised. (80% benchmark). Amount and percentage of Direct implementation Funds were allocated to all Support for local partners by CBPF funding directly and encouraged nine clusters covering the 18 striving to channel at least 30% indirectly allocated to eligible geographical regions. of available funding directly organisations (INGO, NNGO, UN, Clusters: CCCM(2%),Education (9%),Shelter/NFI(7%),Food 42% per cent of funds through national partners (if, RC/RC) overall, as well as by when and where feasible); sector and geographic area Security (18%),Health (15%), allocated trhrough integrated Logistics (0.4%),Multi-Cluster multi-cluster projects. Continue supporting integration (6%),Nutrition (12%),Protection of response across clusters (12%), WASH(19%) and complementarity with other funding sources.

4 INCLUSIVE ENGAGEMENT 39% of funding for direct Enhanced investment by the The SHF will continue to deliver – OUTREACH AND implementation of NNGOs. SHF, OCHA/HFU in building on the global commitment INVESTMENT IN 75% of partner organisations NNGO capacity through to strengthening partnership LOCAL CAPACITY participated in SHF trainings strategic, technical and with national and local Amount and percentage of (development of applications, financial support throughout partners. Commitment by CBPF funding and HFU budget financial management the project life-cycle. donors of sufficient, flexible invested in supporting and etc.) and information and, if possible, multi-year promoting the capacity of local sessions organised in funding will be essential for the and national NGO partners within Somalia and Kenya. continuing of support to the the scope of CBPF strategic localisation agenda. objectives, broken down by type of investment 48 SHF 2017 ANNUAL REPORT

ANNEX A 2017 FUND PERFOMANCE: FLEXIBILITY

# INDICATOR RESULT ANALYSIS FOLLOW-UP ACTIONS

5 FLEXIBLE ASSISTANCE – Cash as a response modality As cash assistance has To utilise a systematic CBPF FUNDING FOR IN‐KIND has been strategically been integrated into projects tracking mechanism for AND IN‐CASH ASSISTANCE prioritised and operationally across multiple clusters, it cash assistance funded by IS APPROPRIATE considered, where appropriate, is difficult to systematically the SHF by assigning cash Amount and percentage of CBPF as per gudiance included in teh track the cash components markers to be introduced to funding allocated to in‐kind and allocation strategies. funded by the SHF. the CBPF GMS. 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

6 FLEXIBLE OPERATION $1.9 million (3.5% of The SHF allocation covered Continually support common – CBPF FUNDING allocations) funded 7 projects 6% of the total HRP funding and enabling services that add SUPPORTS AN ENABLING of 7 partners in Enabling received by enabling value to response. Benchmark OPERATIONAL ENVIRONMENT Programmes (6 projects) and programmes cluster and cap for pipelines, enabling Amount and percentage of Logistics (1 project) Clusters. a small share of Logistics programmes and other support CBPF funding allocated to requirements. services set at 20% of annually common services (logistics, available funds. security, coordination, needs assessments, etc.)

7 FLEXIBLE ALLOCATION • $36.9 million (65%) through 94% of funds were allocated Continually allocate funds to PROCESS – CBPF FUNDING two Standard Allocations; through allocation rounds support the strategic priorities SUPPORTS STRATEGIC $16.1 million (29%) through (Standard, Reserve) that had of the HRP and other jointly PLANNING AND RESPONSE TO two Reserve allocation rounds; a collectively agreed strategic agreed appeal documents SUDDEN ONSET EMERGENCIES $3.2 million (6%) through focus, aligned with the HRP- while retaining flexibility to Amount and percentage of individual Reserve allocations. set priorities. channel funds to address CBPF funding allocated through • $31.1 million (55%) to INGOs; An overarching focus (42%) shifting/emerging needs and standard and reserve allocations $21.7 million (39%) to NNGOs; placed on support for the critical funding gaps. broken down by type of $2.2 million (4 %) to UN and integration of response. implementing partner, sector and $1.1 million (2%) to RC/RC. geographic area

8 FLEXIBLE IMPLEMENTATION In 2017, the HFU processed 53 Substantive revisions were an Continually process project – CBPF FUNDING revision requests. important way for the Fund revision requests in a timely IS SUCCESSFULLY to agilely adjust and allow manner, while ensuring their REPROGRAMMED AT THE the delivery of humanitarian strategic and operational RIGHT TIME TO ADDRESS assistance in difficult and relevance, to facilitate OPERATIONAL AND fast-changing environment, flexible humanitarian CONTEXTUAL CHANGES often serving as a conduit operations in Somalia. Average number of days to for immediate response. process project revision requests It took, on average, 12.6 days to process project revision requests. ANNEXES 49

ANNEX A 2017 FUND PERFOMANCE: TIMELINESS

# INDICATOR RESULT ANALYSIS FOLLOW-UP ACTIONS

9 TIMELY ALLOCATIONS – -Standard Allocation: 42 days Most of Reserve projects Further enhance technical ALLOCATION PROCESSES from proposal submission were submitted within two support for NNGO project HAVE AN APPROPRIATE to IP signature of the reserve allocation round, development and facilitat- DURATION VIS‐À‐VIS grant agreement which required additional time ing their prompt follow-up THE OBJECTIVES OF Reserve allocations: 33 days for selection and technical actions to accelerate the THE ALLOCATION from proposal submission finalization for partners with overall allocation processes. Average duration of the allocation to IP signature of the less capacity. process from launch of allocation grant agreement. strategy to HC approval of selected projects by allocation type (standard and reserve)

10 TIMELY DISBURSEMENTS – Overall: 10.5 days While the payments for Enhanced coordination with PAYMENTS ARE PROCESSED from Executive Officer projects under Reserve FCS and MPTF to facilitate WITHOUT DELAY (EO) signature to first Allocations were processed timely disbursement of Average number of calendar days tranche disbursement in a timely manner, those funds to all partners, within from HC approval of a proposal to Standard Allocation: 11 days under the Standard Allocation 10 days of the EO signature first payment by type of allocation took longer due to a large (global target). (standard/reserve) and type of Reserve allocations: 10 days number of projects processed implementing partner simultaneously.

11 TIMELY CONTRIBUTIONS – Q1: $21.6 million (Denmark, 34% of contributions were Donors should continue PLEDGING AND PAYMENT OF Australia, Sweden, Germany, made available in the first being encouraged to CONTRIBUTIONS TO CBPFS Netherlands, Sri Lanka) quarter, while by mid-2017 deposit funding as early in ARE TIMELY AND PREDICTABLE Q2: $8.4 million (Ireland, more than half of funds (53%) the year as possible, but Percentage of total yearly Norway, Switzerland, R.of were deposited. also to provide as much contributions received by quarter Korea, Azerbaijan) lead time as possible broken down by donor between announcing their Q3: $14.5 million (Germany, contributions and the actual Sweden, Norway, Canada, deposit of funds. Switzerland) Q4: $12.5 million (Australia, Denmark, Canada, UK, Netherlands) 50 SHF 2017 ANNUAL REPORT

ANNEX A 2017 FUND PERFOMANCE: EFFICIENCY

# INDICATOR RESULT ANALYSIS FOLLOW-UP ACTIONS

12 EFFICIENT SCALE – CBPFS HAVE The total 2017 SHF allocations From 2016 to 2017, Somalia’s More donor advocacy and AN APPROPRIATE TO SUPPORT of $56 million covered 3.7% HRP increased by 75%, from engagement for the SHF in THE DELIVERY OF THE HRPS of the total HRP funding $863 million to $1.5 billion, 2018, taking into account Percentage of HRP funding requirements of $1.5 billion while the contributions to the the expected decrease in requirements channelled through and 5.5% of the actual HRP SHF doubled from $26 million the overall humanitarian the CBPF compared to globally funding received. to almost $57 million. funding for the country. set target (15%)

13 EFFICIENT PRIORITISATION – SHF-funded projects were The SHF contributed to Coordination with relevant CBPF FUNDING IS PRIORISIZED strategically aligned with the HRP priorities, which it also stakeholders to ensure that IN ALIGNMENT WITH THE HRP HRP strategic objectives. operationalised further, allocations and SHF-funded Proportion of CBPF funding See Achievements by Cluster particularly through support for projects are strategically allocated toward HRP priorities section for HRP funding integration of response (42%) aligned with the HRP and by sector of total HRP funding coverage by cluster. and localisation of aid agenda. support well-prioritised and disaggregated by gender, age, and complimentary activities geographic area under the HRP.

14 EFFICIENT COVERAGE – Based on narrative reports Partners were together able Continuous coordination CBPF FUNDING REACHES the SHF projects, which to reach a slightly higher with relevant stakeholders PEOPLE IN NEED were fully or partially number of people in need than to ensure that SHF Number and percentage of targeted implemented in 2017, reached originally targeted with planned strategically target people in need reported to have 6.6 million people out of 6.7 humanitarian assistance. and reach the worst- been reached by partners through million targeted. affected and most the Fund’s allocations (standard/ vulnerable people with the reserve) disaggregated by gender, assistance they need. age, sector, and geographic area

15 EFFICIENT MANAGEMENT – 2017 HFU management costs: Despite the increased workload 2018 HFU management CBPF MANAGEMENT IS $1.56 million (2.7% of the funds for the fund management due costs (staffing): $1.5 million. COST‐EFFICIENT AND utilised in 2017, i.e. allocations to focus on NGO funding and CONTEXT‐APPROPRIATE plus management costs). enhanced accountability and Value and percentage of HFU 2018 HFU management assurance activities, the HFU’s operations (direct cost) in costs: $1.6 million (1.9% of management costs contonue proportion to total value of the total 2017 contributions of to be reduced (see page 21, contributions to the Fund (yearly) $85.4 million). HFU Management Costs).

16 EFFICIENT MANAGEMENT – Four allocation All SHF Allocation Strategies Update the SHF Operational CBPF MANAGEMENT IS strategies developed (2 and the 2016 Annual Report Manual as per contextual COMPLIANT WITH GUIDELINES Standard, 2 Reserve). were compliant with the global needs and incorporating Level of compliance with SHF Operational Manual and in-country CBPF guidance. changes to the revised CBPF management and operational endorsed (May 2017) Global Guidelines. standards required by the CBPF Ensure that the Annual Global Guidelines The 2016 IHF Annual Report was published as per the Report and allocation global guidance. strategy papers are compliant with the global and in-country guidance and finalised in a timely manner. ANNEXES 51

ANNEX A 2017 FUND PERFOMANCE: ACCOUNTABILITY, RISK MANAGEMENT

# INDICATOR RESULT ANALYSIS FOLLOW-UP ACTIONS

17 ACCOUNTABILITY TO All SHF-funded projects were While it is currently difficult Ensure that all SHF-funded AFFECTED PEOPLE – required to include a plan to systematically track the projects incorporate CBPF ALLOCATIONS to ensure accountability to funding allocated for AAP, the and implement a plan to ARE ACCOUNTABLE affected population (AAP). All SHF requires all projects to ensure AAP through project Amount and percentage of CBPF field monitoring visits included include and report against a reviews, monitoring and funding (included as a component beneficiary consultations plan to ensure AAP. All field report reviews. Explore of funded projects) allocated to assess community visits include beneficiary future partner outreach for activities to promote the engagement in project consultations to assess opportunities to mainstream participation of affected people implementation. community engagement in and enhance AAP in all SHF- project implementation. funded projects.

18 ACCOUNTABILITY AND Of all 2017-processed projects: The SHF significantly Ensure 100% compliance RISK MANAGEMENT FOR • Monitoring: 79% (129 of strengthened its assurance with monitoring, PROJECTS – CBPF FUNDING IS 163 projects monitored activities and ensured reporting and auditing APPROPRIATELY MONITORED at least once). compliance with the Fund’s requirements as per the SHF Rate of completion of planned operational modalities and operational modalities. • Reporting: 88% (109 monitoring, reporting and auditing full implementation of its Further enhance the activities in accordance with of 124 final narrative accountability framework. reports submitted). intensity of financial operational modality applied Special emphasis has been controls and montoring. to each grant • Financial controls: 33 audits placed on financial oversight. finalised (89%) and 52 financial spot-checks completed (179%).

19 ACCOUNTABILITY AND 68 partners received SHF Funds were allocated Update partners’ RISK MANAGEMENT OF funding in 2017 including strategically to partners with performance index in GMS IMPLEMENTING PARTNERS – 28 INGOs, 35 NNGOs, 4 low, medium and high-risk based on their performance CBPF FUNDING IS ALLOCATED UN agencies and 1 RC/RC ratings, applying a more on project implementation, TO PARTNERS WITH organisations. robust risk management monitoring, reporting and DEMONSTRATED CAPACITY $4.2 million (7.5%) allocated scheme as per the SHF audits (on a quarterly basis). Number and type of implementing for 16 projects to high-risk Operational Manual. partners and amount and partners; $35.8 million (63.8%) percentage of funding allocated for 109 projects to medium- by partner risk level (based risk partners; $14 million on PCA and PI) (24.9%) for 34 projects to low- risk partners.

20 ACCOUNTABILITY AND All compliance issues With an increased capacity Ensure that all potential RISK MANAGEMENT OF stemming from reporting, including through the diversion or fraud cases FUNDING – APPROPRIATE monitoring, audits and other onboarding of Financial Officer are treated in compliance OVERSIGHT AND ASSURANCES financial controls were and Somalia-based monitoring with CBPF SOPs on OF FUNDING CHANNELLED managed in accordance with staff, the HFU significantly fraud management. THROUGH CBPFS the SHF Operational Manual. In strengthened its assurance Enhance fraud awareness Number and status of potential several cases, partners were activities and ensured and prevention activities for and confirmed cases of notified of their temporary or compliance with the Fund’s SHF partners and HFU staff. diversion by Fund indefinite eligibility suspension. operational modalities. 52 SHF 2017 ANNUAL REPORT

ANNEX B 2017 IMPLEMENTING PARTNERS’ SURVEY

Summary and will continue to guide the SHF management to ensure The SHF funds are prioritised and managed locally by those that partner’s needs and suggestions are taken fully into closest to people in need. This is one of the central pillars of consideration. the Fund, which was set up to support the highest-priority needs by the best-placed responders. The SHF thus works About the survey hand in hand with its implementing partners, with a view to support and understand their needs and expectations. Purpose The 2017 SHF Partners’ Survey was designed to assess Consequently, the primary objective of the 2017 SHF Imple- partners’ perception of the Fund’s processes and their menting Partners’ survey was to determine the non-govern- satisfaction with the services and information in relation to the: mental implementing partners’ satisfaction with the services • Strategic focus of allocations provided by the SHF and factors that cause satisfaction or • Allocation process (submission and technical review dissatisfaction, which may lead to changes and adjustments of proposals) in the management of the Fund, where possible or necessary. • Implementation and reporting In the future, the SHF may solicit similar feedback from • Information, allocation guidelines and support by the HFU other stakeholders. Methodology The survey was conducted between 27 December 2017 Sampling and 31 January 2018. Of 103 eligible SHF non-governmen- The survey invited response from 103 partners eligible to tal partners invited to respond, feedback was received receive the SHF funding. It was conducted through the online from 82 NGOs. Monkey Survey platform, where responses were collected anonymously. Each partner was requested to submit one Responses received indicated high level of satisfaction response per organisation. with the Fund. More than 80 per cent of organisations were satisfied with the focus of the Fund’s 2017 allocations and 82 partners responded to the survey accounting for the 75 almost 75 per cent participated in the strategic prioritisation per cent response rate. These included 51 national part- processes that led to allocation strategies. ners (62 per cent), 30 international partners (37 per cent) and 1 answer from a Red Cross/Red Crescent movement The overwhelming majority of respondents (96 per cent) organisation. While a total of 82 partners participated in were satisfied with documents guiding the application pro- the survey, response rate varied across questions. 90 per cess: eight in ten organisations found it good or excellent. cent of the partners responding to the survey applied for The vast majority of respondents – more than 90 per cent the SHF funding in the last two years and 73 per cent also – stated that working with the SHF had an impact in the received funds. capacity strengthening of their organisation. RSONDNTS R ARTNR T 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 overall effectiveness and accountability of humanitarian response in Somalia. 1.8

1.6 Areas for improvement identified by the respondents included communication on the relevant processes, and the 1.3 need for trainings on financial management and project 1.3 submission, among others. Some measures to address these recommendations have already been put in place ANNEXES 53

Rating scale LARIT OF STRATIS IN 201 FOR SUBMISSION To 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 1.8 necessary to convert the five scale rating to the three points 1.6 satisfaction scale: • Very satisfied (excellent, good) 1.3 • Satisfied (average) 1.3 • Not satisfied (poor, fair)

Overview of results

Strategic focus of allocations of their participation in the prioritisation process. Partners Respondents were asked at least five questions about the expressed the need for closer collaboration and engagement prioritisation process, two of them being open-ended ques- within their cluster structures to corroborate and precise, tions in order to give the opportunity to make suggestions when necessary, the findings of the FSNAU and other as- about the prioritisation mechanism used by the SHF. sessments used during the strategic prioritisation processes.

The answers showed a high level of participation in the Allocation process prioritisation process. Some 76 per cent of partners were Submission of proposals consulted in the process leading to the drafting of 2017 Respondents were asked eight questions about the allo- allocation strategies, either through cluster meetings at cation process, including the submission of proposals and regional and national levels; or directly through the SHF. technical review. Three of these were open-ended, to obtain More than 83 per cent of respondents were very satisfied suggestions on how to improve the process. with the overall 2017 SHF strategic focus; and almost 95 per cent were satisfied with the last 2017 allocations strategy The partners were very satisfied with the clarity provided by (2nd Standard Allocation). the SHF allocation strategies for project submission. Only three per cent of the respondents were dissatisfied with the Despite the high level of satisfaction expressed through the documents guiding the proposal submission, while almost closed questions, particularly national partners suggested in 78 per cent found it good or excellent. Similar levels of satis- the open-ended questions the need for an even better level faction were reported on the clarity of cluster-specific criteria in guiding partners in preparation of project proposals, with STRATI FOUS OF 201 ALLOATIONS close to 85 per cent of respondents being very satisfied.

Technical review Partners felt that the support provided during the technical review was sufficient, with 82 per cent of respondents satisfied, 62 per cent of them very satisfied.

1.8 The majority of organisations felt that the time provided to submit proposal was tight, but manageable. However, more 1.6 than 27 per cent considered the time inadequate 1.3 On the open-ended questions, the feedback process re- 1.3 ceived a considerable number of reviews, and many suggestions were provided for improvement. Partners suggested 54 SHF 2017 ANNUAL REPORT

that the SHF consolidates comments before submitting to Information, allocation guidelines and support organizations, to avoid confusion and back-and-forth during Partners responded to 16 questions in this part of the survey, the revision process. five of which were open-ended.

Implementing and reporting Sources of information Five questions related to the support received during the im- Partners’ main source of information on the SHF is through plementation and reporting period. The level of satisfaction direct communication with the SHF management and clus- was high, while a degree of constructive criticism pointed ters. Majority of the respondents, almost 82 per cent, know to the potential areas of improvement. whom to get in touch with for specific SHF issues and they consider the team responsive. Implementation Almost 87 per cent of the partners were satisfied with the Technical guidelines support received during the implementation period, with 67 The majority of respondents (96 per cent) are satisfied with per cent of respondents very satisfied. the documents guiding the application and other SHF pro- Partners suggested the need for an even closer monitoring cesses; eight in ten organisations find these to be good and support during implementation, and also pointed to the or excellent. more active supervisory role of the clusters. Capacity development and strengthening Reporting The vast majority of respondents –more than 90 per cent– 80 per cent of the partners were satisfied with the support declared that working with the SHF has had a positive impact provided by the HFU during the review process of financial on the strengthening of the capacity of their organisation. and narrative reports. More trainings are, however, required, especially in relation to financial management, monitoring and compliance. Partners shared the following challenges and concerns faced during reporting process: Recommendations • The HFU takes long to review reports, even after resubmission; Summary of recommendations • Activation of reports is unclear; While the SHF processes were rated as being very satisfac- • The HFU comments are not always well-justified. tory, partners made the following recommendations on how to improve the SHF services: Partners suggested the following potential improvements • Improve participation, especially of local organisations, during the reporting processes: in the prioritisation process; • Faster turnaround by the HFU; • Timeline for submission of proposals to be increased for • More capacity building on the financial and narrative better quality ofproposals; requirements; • Improve technical review process and optimize re- • Timely activation of reporting. porting process;

SUORT DURIN IMLMNTATION THNIAL UIDAN ROIDD

1.8 1.8

1.6 1.6

1.3 1.3

1.3 1.3 ANNEXES 55

• Provide trainings on the allocation process, implementa- The SHF team will ensure shorter lead times for the review tion, financialmanagement and monitoring and evaluation of narrative and financial reports, while also following-up more rigorously with partners that have reports overdue Follow up actions to the survey (stricter application of sanctions mechanism). Through 2018, the SHF management will take the following steps to address partners’ recommendations and expecta- An activation of additional automated reminders will be tions as communicated through the survey: proposed (following absence of action).

Better communication of the SHF processes Trainining and support In order to improve the prioritisation process and the par- The HFU will prepare an annual calendar of regular and re- ticipation of organisations, especially local NGOs, the SHF fresher trainings for partners, providing particular emphasis will work closely with cluster coordinators to make sure on allocation processes, proposal development (GMS), as that information on prioritisation processes is reaching well as monitoring, oversight and compliance (including implementing partners in timely manner. fraud prevention and mitigation).

The SHF will also use social media, especially its Twitter In discussion with the SHF Advisory Board, clusters and the account, to inform and educate about the SHF processes. Somalia NGO consortium, the SHF management will explore opportunities how to link the SHF work-streams with other Better participation in the SHF processes initiatives geared at improving the capacity of partners, To improve participation, the SHF will advocate with the especially local NGOs, to submit and implement projects cluster structure to promote wider and better participation in accordance with the expected standards. from local and regional cluster and inter-cluster structures. Better dissemination of information and less tight deadlines HFU will, in close collaboration with cluster coordinators may also improve the level of participation. and ICCG, work on how to better prepare partners for the submission of and implementation of integrated projects. Regarding upcoming allocations, the SHF may explore strategies to give partners more lead time in order for them to HFU team will place additional emphasis on dissemination be able to start working on their proposals before the Call of the SHF Operational Manual and the accompanying guide- for Proposals is launched. lines, directly through the SHF broadcasts and indirectly through other channels, in order to ensure that all partners Optimization of review and reporting processes have access to information and/or know where to find it. HFU may optimise the consolidation of feedback from strategic and technical review processes, striving to submit In order to respond to requests by partners for more flexi- clear and concise comments, and consolidated when and bility on changes andextension of projects, the SHF team where possible. will clearly message the procedures in placeand clarify, in particular to cluster coordinators, that it is their responsi- The SHF team will provide a more systematic and reg- bility toconsider and, potentially, approve these requests in ular guidance to the partners on reporting processes a timely manner. and obligations. 56 SHF 2017 ANNUAL REPORT ANNEXES 56

ANNEX C SHF-FUNDED PROJECTS

# PROJECT CODE CLUSTER ORGANISATION BUDGET 1 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 ACTED (Agency for Technical Cooperation 4 SOM-17/3485/SA1 2017/WASH/INGO/4704 Water, Sanitation and Hygiene and Development) $419,416.32 ACTED (Agency for Technical Cooperation 5 SOM-17/3485/SA1 2017/FSC/INGO/4706 Food Security and Development) $299,882.44 ACTED (Agency for Technical Cooperation 6 SOM-17/3485/SA1 2017/FSC/INGO/5041 Food Security and Development) $277,059.92 ACTED (Agency for Technical Cooperation 7 SOM-17/3485/R/EP/INGO/5899 Enabling Programmes 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 ADRA (Adventist Development and 11 SOM-17/3485/SA1 2017/Ed/INGO/4577 Education 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 Education (21%), Health (32%), Nutrition (26%), Food Security 18 SOM-17/3485/SA2/Ed-H-Nut-FSC-WASH/NGO/7572 (5%), Water, Sanitation and AV (Aid Vision) $451,653.25 Hygiene (16%) AVORD (African Volunteers for Relief 19 SOM-17/3485/R/Shelter/NGO/6290 Shelter and Non-food Items and Development) $298,591.20 AVORD (African Volunteers for Relief 20 SOM-17/3485/R/Shelter/NGO/6627 Shelter and Non-food Items and Development) $290,186.03 Shelter and Non-food Items (77%), Camp Coordination AVORD (African Volunteers for Relief 21 SOM-17/3485/SA2/Shelter-CCCM-Prot/NGO/7553 and Camp Management (7%), and Development) $377,945.19 Protection (16%) Education (21.71%), Food Security (34.03%), Health 22 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6663 (14.52%), Nutrition (13.52%), AYUUB (AYUUB NGO) $299,806.54 Water, Sanitation and Hygiene (16.22%) 23 SOM-17/3485/SA2/Nut/NGO/7497 Nutrition AYUUB (AYUUB NGO) $199,469.40 Shelter and Non-food Items (55%), Protection (25%), Camp 24 SOM-17/3485/SA2/Shelter-Prot-CCCM/NGO/7590 Coordination and Camp AYUUB (AYUUB NGO) $378,943.71 Management (20%) 25 SOM-17/3485/SA1 2017/Ed/NGO/5280 Education BREC (Bay Regional Education Committee) $241,613.54 Food Security (20%), Water, Sanitation and Hygiene (20%), Candlelight (Candlelight for Environment 26 SOM-17/3485/R/FSC-WASH-Ed-H-Nut/NGO/6751 Education (15%), Health (30%), Education and Health) $344,353.64 Nutrition (15%) 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 Protection (48%), Shelter and CCBRS (Comprehensive Community Based 29 SOM-17/3485/R/Prot-Shelter/NGO/6758 Non-food Items (52%) Rehabilitation in Somaliland ) $399,636.01 30 SOM-17/3485/SA1 2017/Nut/INGO/4693 Nutrition CESVI (Cooperazione E Sviluppo - CESVI) $190,000.03 Education (12%), Food Security (22%), Health 31 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/INGO/6676 (21%), Nutrition (27%), Water, CESVI (Cooperazione E Sviluppo - CESVI) $850,000.40 Sanitation and Hygiene (18%) CISP (Comitato Internationale per lo 32 SOM-17/3485/SA1 2017/Prot/INGO/4683 Protection Sviluppo dei Popoli) $462,553.55 CISP (Comitato Internationale per lo 33 SOM-17/3485/SA1 2017/H/INGO/5048 Health Sviluppo dei Popoli) $369,265.34 CISP (Comitato Internationale per lo 34 SOM-17/3485/R/Prot/INGO/6634 Protection Sviluppo dei Popoli) $285,073.25 Education (7%), Food Security (14%), Health (14%), Nutrition CISP (Comitato Internationale per lo 35 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/INGO/6677 (51%), Water, Sanitation and Sviluppo dei Popoli) $446,265.60 Hygiene (14%) Health (25%), Nutrition (25%), Water, Sanitation and Hygiene CISP (Comitato Internationale per lo 36 SOM-17/3485/SA2/H-Nut-WASH-Ed-FSC/INGO/7464 (20%), Education (20%), Food Sviluppo dei Popoli) $336,472.63 Security (10%) 37 SOM-17/3485/SA1 2017/WASH/INGO/4548 Water, Sanitation and Hygiene COOPI (Cooperazione Internazionale - COOPI) $228,371.54 ANNEXES 57

# PROJECT CODE CLUSTER ORGANISATION BUDGET 38 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 Education (9%), Food Security (35%), Health (22%), Nutrition 41 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6662 (11%), Water, Sanitation and CPD (Centre for Peace and Democracy) $599,935.91 Hygiene (23%) Food Security (58%), 42 SOM-17/3485/R/FSC-Ed-WASH/INGO/6278 Education (17%), Water, CW (Concern Worldwide) $986,281.21 Sanitation and Hygiene (25%) DEH (DEH Relief and Development 43 SOM-17/3485/SA1 2017/Nut/NGO/4588 Nutrition Organisation) $184,093.50 DEH (DEH Relief and Development 44 SOM-17/3485/SA1 2017/H/NGO/4603 Health 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 Shelter and Non-food Items (25%), Camp Coordination 51 SOM-17/3485/R/Shelter-CCCM-WASH- and Camp Management (25%), DRC (Danish Refugee Council) $1,305,370.17 Prot/INGO/6289 Water, Sanitation and Hygiene (25%), Protection (25%) 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 Camp Coordination and Camp Management (25%), Shelter 54 SOM-17/3485/SA2/CCCM-Shelter-Prot/INGO/7425 and Non-food Items (50%), DRC (Danish Refugee Council) $1,134,905.02 Protection (25%) FAO (Food and Agriculture Organisation of the 55 SOM-17/3485/R/EP/UN/4734 Enabling Programmes United Nations) $650,000.00 GRRN (Golweyne Relief and 56 SOM-17/3485/SA1 2017/Nut/NGO/5010 Nutrition 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 Nutrition (33%), Health 60 SOM-17/3485/R/Nut-H-WASH/NGO/6273 (33%), Water, Sanitation and HEAL (Health Education Agro- $375,526.13 Hygiene (34%) pastoralist Liaison) 61 SOM-17/3485/SA1 2017/H/NGO/4988 Health HIJRA (Humanitarian Initiative Just Relief Aid) $399,471.17 Nutrition (33.33%), Health 62 SOM-17/3485/R/Nut-H-WASH/NGO/6252 (33.34%), Water, Sanitation HIJRA (Humanitarian Initiative Just Relief Aid) $393,428.87 and Hygiene (33.33%) Health (34%), Nutrition 63 SOM-17/3485/SA2/H-Nut-WASH/NGO/7410 (33%), Water, Sanitation and HIJRA (Humanitarian Initiative Just Relief Aid) $299,973.88 Hygiene (33%) 64 SOM-17/3485/R/Prot/NGO/6292 Protection HINNA (Women Pioneers for Peace and Life) $367,353.26 Shelter and Non-food Items (70%), Camp Coordination 65 SOM-17/3485/SA2/Shelter-CCCM-FSC/NGO/7575 and Camp Management (20%), HINNA (Women Pioneers for Peace and Life) $321,625.31 Protection (10%) 66 SOM-17/3485/SA2/FSC/NGO/7414 Food Security HOD (Himilo Organisation for Development) $199,948.01 HRDO (Hidig Relief And Development 67 SOM-17/3485/SA1 2017/Nut/NGO/4589 Nutrition Organisation) $183,301.39 HRDO (Hidig Relief And Development 68 SOM-17/3485/SA1 2017/H/NGO/4628 Health Organisation) $193,894.86 HRDO (Hidig Relief And Development 69 SOM-17/3485/SA1 2017/WASH/NGO/4653 Water, Sanitation and Hygiene Organisation) $248,835.24 Health (27%), Water, 70 SOM-17/3485/SA2/H-WASH-Nut/NGO/7413 Sanitation and Hygiene (40%), HRDO (Hidig Relief And Development $519,949.87 Nutrition (33%) Organisation) 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 58 SHF 2017 ANNUAL REPORT

# PROJECT CODE CLUSTER ORGANISATION BUDGET 81 SOM-17/3485/SA1 2017/WASH/NGO/4646 Water, Sanitation and Hygiene KAALO (KAALO Aid and Development) $249,663.34 Food Security (44.41%), Education (9.2%), Health 82 SOM-17/3485/R/FSC-Ed-H-Nut-WASH/INGO/6813 (17.8%), Nutrition (9%), MA (Muslim Aid UK - Somalia) $749,983.63 Water, Sanitation and Hygiene (19.59%) 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 Camp Coordination and 93 SOM-17/3485/R/CCCM/INGO/6641 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 Education (10%), Food Security (45%), Health 96 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6918 (19%), Nutrition (10%), Water, NWO (New Ways Organization) $299,603.05 Sanitation and Hygiene (16%) Water, Sanitation and Hygiene 97 SOM-17/3485/R/WASH-FSC/INGO/6688 (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 Food Security (34%), Health 99 SOM-17/3485/R/FSC-H-Nut-WASH/O/6664 (26%), Nutrition (14%), Water, QRC (Qatar Red Crescent Society) $699,352.68 Sanitation and Hygiene (26%) 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 Food Security (20%), Water, Sanitation and Hygiene (20%), 102 SOM-17/3485/SA2/FSC-WASH-H-Nut-Ed/INGO/7551 Health (20%), Nutrition (20%), RI (Relief International UK) $594,455.29 Education (20%) SADO (Social Life and Agricultural 103 SOM-17/3485/SA1 2017/FSC/NGO/4659 Food Security Development Organisation) $465,240.62 SAFUK-International (Skills Active 104 SOM-17/3485/SA1 2017/Nut/INGO/4663 Nutrition Forward Kenya) $189,886.41 105 SOM-17/3485/SA1 2017/Nut/NGO/5038 Nutrition SAMA (Salama Medical Agency) $174,956.25 Nutrition (33.33%), Health 106 SOM-17/3485/R/Nut-H-WASH/NGO/6253 (33.34%), Water, Sanitation SAMA (Salama Medical Agency) $376,885.03 and Hygiene (33.33%) 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 Education (4%), Food Security (17%), Health (27%), Nutrition 111 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/INGO/6669 (23%), Water, Sanitation and SC (Save the Children) $549,999.67 Hygiene (29%) 112 SOM-17/3485/SA2/Nut/INGO/7588 Nutrition SC (Save the Children) $249,956.57 Health (33%), Nutrition 113 SOM-17/3485/SA2/H-Nut-WASH/INGO/7596 (30%), Water, Sanitation and SC (Save the Children) $600,000.08 Hygiene (37%) 114 SOM-17/3485/R/Prot/NGO/6631 Protection SCC (Somali Community Concern) $236,810.80 SDRO (Somali Development & Rehabilitation 115 SOM-17/3485/SA1 2017/Nut/NGO/4676 Nutrition Organisation) $189,236.57 Education (6%), Food Security (46%), Health (18%), Nutrition SDRO (Somali Development & Rehabilitation 116 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6672 (18%), Water, Sanitation and Organisation) $549,977.13 Hygiene (12%) SOADO (Somali Organic Agriculture 117 SOM-17/3485/SA1 2017/Nut/NGO/4605 Nutrition 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 ANNEXES 59

# PROJECT CODE CLUSTER ORGANISATION BUDGET 124 SOM-17/3485/SA2/FSC/NGO/7554 Food Security SOUTHERN AID $200,169.90 Nutrition (33.34%), Health 125 SOM-17/3485/R/Nut-H-WASH/NGO/6251 (33.33%), Water, Sanitation SOYDA (Somali Young Doctors Association) $385,495.37 and Hygiene (33.33%) Education (15%), Food Security (30%), Health 126 SOM-17/3485/SA2/Ed-FSC-H-Nut-WASH/NGO/7402 (20%), Nutrition (20%), Water, SOYDA (Somali Young Doctors Association) $925,306.40 Sanitation and Hygiene (15%) 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 Protection (40%), Shelter and Non-food Items (30%), Camp 131 SOM-17/3485/SA2/Prot-Shelter-CCCM/NGO/7549 Coordination and Camp SSWC (Save Somali Women & Children) $269,975.98 Management (30%) 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 Nutrition (33.33%), Health 135 SOM-17/3485/R/Nut-H-WASH/INGO/6250 (33.33%), Water, Sanitation SWISSO - Kalmo $313,466.15 and Hygiene (33.34%) SYPD (Sustainable Development & Peace 136 SOM-17/3485/SA1 2017/WASH/NGO/4571 Water, Sanitation and Hygiene Building Initiatives) $270,123.00 SYPD (Sustainable Development & Peace 137 SOM-17/3485/SA1 2017/Shelter/NGO/4580 Shelter and Non-food Items Building Initiatives) $224,645.32 SYPD (Sustainable Development & Peace 138 SOM-17/3485/R/Shelter/NGO/6629 Shelter and Non-food Items Building Initiatives) $300,096.05 Education (13%), Food Security (31%), Health 139 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/NGO/6776 (16%), Nutrition (7%), Water, TASCO (Taakulo Somaliland Community) $386,997.92 Sanitation and Hygiene (33%) UNDSS (UN Department of Safety and 140 SOM-17/3485/R/EP/UN/7610 Enabling Programmes Security), via UNDP (United Nations $250,000.02 Development Programme) WARDI (WARDI Relief and 141 SOM-17/3485/SA1 2017/H/NGO/4542 Health Development Initiatives) $199,814.26 WARDI (WARDI Relief and 142 SOM-17/3485/SA1 2017/Prot/NGO/4572 Protection Development Initiatives) $199,501.48 WARDI (WARDI Relief and 143 SOM-17/3485/SA1 2017/WASH/NGO/4593 Water, Sanitation and Hygiene Development Initiatives) $300,069.30 WARDI (WARDI Relief and 144 SOM-17/3485/SA1 2017/FSC/NGO/4630 Food Security Development Initiatives) $361,841.90 Food Security (15%), Health (23%), Water, Sanitation and WARDI (WARDI Relief and 145 SOM-17/3485/SA2/FSC-H-WASH-Nut-Ed/NGO/7477 Hygiene (43%), Nutrition (2%), Development Initiatives) $668,715.86 Education (17%) WARDI (WARDI Relief and 146 SOM-17/3485/SA2/H/NGO/7484 Health 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 Water, Sanitation and 154 SOM-17/3485/SA2/WASH-Nut-H/NGO/7476 Hygiene (45%), Nutrition WOCCA (Women and Child Care Organisation) $299,998.24 (40%), Health (15%) WRRS (Wamo Relief and 155 SOM-17/3485/SA1 2017/Nut/NGO/4538 Nutrition 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 Food Security (33.33%), Education (33.33%), 159 SOM-17/3485/R/FSC-Ed-WASH/INGO/6283 Water, Sanitation and WVI (World Vision Somalia) $732,537.29 Hygiene (33.34%) Education (14%), Food Security (35%), Health 160 SOM-17/3485/R/Ed-FSC-H-Nut-WASH/INGO/6668 (20%), Nutrition (15%), Water, WVI (World Vision Somalia) $700,008.03 Sanitation and Hygiene (16%) Education (25%), Food Security (30%), Health 161 SOM-17/3485/SA2/Ed-FSC-H-Nut-WASH/INGO/7531 (15%), Nutrition (15%), Water, WVI (World Vision Somalia) $571,743.96 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 60 SHF 2017 ANNUAL REPORT

ANNEX D SHF ADVISORY BOARD

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 ANNEXES 61

ANNEX E ACCRONYMS & ABBREVIATIONS

ACF Action Contre la Faim HIJRA Humanitarian Initiative Just Relief Aid

ACTED Agency for Technical Cooperation and Development HINNA Women Pioneers for Peace and Life

ADRA Adventist Development and Relief Agency HRDO Hidig Relief And Development Organisation

ADESO African Development Solutions HOD Himilo Organisation for Development

ADO Agriculture Development Organisation HRP Humanitarian Response Plan

ARC American Refugee Committee IED Improvised Explosive Device

ARD Action for Relief and Development IERT Integrated Emergency Response Team

AV Aid Vision ICCG Inter-Cluster Coordination Group

AVORD African Volunteers for Relief and Development IDP Internally Displaced Person

AWD Acute Watery Diarrhea IMS International Media Support

AYUUB Ayuub NGO INSO International NGO Safety Organisation

BREC Bay Regional Education Committee INGO International Non-Governmental Organisation

CANDLELIGHT Candlelight for Environment Education and Health INTERSOS INTERSOS

CARE CARE Somalia IOM International Organisation for Migration

CBPF Country-Based Pooled Fund IRC International Rescue Committee

CCCM Camp Coordination and Camp Management IYCF Infant and Young Child Feeding

CERF Central Emergency Response Fund JMCNA Joint Multi-Cluster Needs Assessment

CESVI Cooperazione E Sviluppo KAALO Kaalo Aid and Development

CISP Comitato Internationale per lo Sviluppo dei Popoli MA Muslim Aid UK-Somalia

COOPI Cooperazione Internazionale MC Mercy Corps Europe

CPD Centre for Peace and Democracy MPTF Multi-Partner Trust Fund

CW Concern Worldwide NCA Norwegian Church Aid

DEH Deh Relief and Development Organisation NCE No-cost Extension

DKH Diakonie Katastrophen Hilfe NFI Non-food Items

DRC Danish Refugee Council NGO Non-Governmental Organisation

EO OCHA Executive Officer NNGO National Non-Governmental Organisation

FAO Food and Agriculture Organisation NRC Norwegian Refugee Council

FCS Funding Coordination Section NWO New Ways Organisation

FRR Financial Regulations and Rules OCHA Office for the Coordination of Humanitarian Affairs

FGS Federal Government of Somalia Oxfam Novib Oxfam Novib Netherlands

FSNAU Food Security Nutrition and Analysis Unit PLW Pregnant and Lactating Women

GBV Gender-based Violence QRCS Qatar Red Crescent Society

GMS Grant Management System RCM Remote Call Monitoring

GRRN Golweyne Relief and Rehabilitation NGO RI Relief International

GRT Gruppo per le Relazioni Transculturali RMU Risk Management Unit

GSA General Service Agency RR Rapid Response

HC Humanitarian Coordinator SADO Social Life and Agriculture Development Organisation

HCT Humanitarian Country Team SAFUK Skills Active Forward Kenya (SAFUK-International)

HFU OCHA Somalia Humanitarian Financing Unit SAMA Salama Medical Agency

HEAL Health Education Agro-pastrolist Liaison SAM Severe Acute Malnutrition 62 SHF 2017 ANNUAL REPORT

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 ANNEXES 63

ANNEX F REFERENCE MAP

Gulf of Aden Caluula

Bossaso DJIBOUTI Qandala Zeylac Laasqoray Bossaso Lughaye Ceerigaabo Awdal Berbera Iskushuban Baki Ceerigaabo Borama Ceel Bari Afweyn Borama Woqooyi Sheikh Sanaag Gebiley Galbeed Burco Hargeysa Qardho Bandarbeyla Togdheer Caynabo Hargeysa Owdweyne Xudun Taleex Burco Sool Laas Caanood Laas Buuhoodle Garowe Garoowe Caanood Nugaal Eyl

Burtinle

Gaalkacyo Jariiban Galdogob ETHIOPIA Gaalkacyo Mudug

Cadaado Hobyo Cabudwaaq Dhuusamarreeb

Dhuusamarreeb

Galgaduud Belet Xarardheere Weyne Ceel Ceel Belet Weyne Buur Barde

Rab Bakool Dhuure Xudur Hiraan Ceel Bulo Doolow Xudur Dheer Luuq Burto Waajid KENYA Adan Tayeeglow Yabaal Garbahaarey Belet Xaawo Jalalaqsi Baydhaba Cadale Garbahaarey Baidoa Middle Jowhar Jowhar Shabelle Ceel Gedo Qansax Wanla Waaq Dheere Weyn Bay Buur Balcad Hakaba Indian Ocean Afgooye Baardheere Diinsoor \!^ Banadir Qoryooley Marka Mogadishu Kurtunwaarey Lower Marka Saakow Middle Shabelle Juba Sablaale

Bu'aale Bu'aale Baraawe

Jilib Afmadow

Lower Jamaame Juba Kismayo Kismaayo

Badhaadhe Map Symbols Map data source(s): All Admin layers: UNDP Somalia (1998) !\ National capital Disclaimers: Regional capital The designations employed and the presentation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of Region boundary the United Nations concerning the legal status of any country, territory, city or District boundary area or of its authorities, or concerning the delimitation of its frontiers or boundaries. 64 SHF 2017 ANNUAL REPORT

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