TABLE OF CONTENTS - Biståndsorganisationen … OF CONTENTS LIST OF ... EXECUTIVE SUMMARY ... NCA Norwegian Church Aid NORAD Norwegian Aid for Development NRC Norwegian Refugee Council

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TABLE OF CONTENTS

LIST OF ABBREVIATIONS...................................................................................................... 4

EXECUTIVE SUMMARY.......................................................................................................... 5

INTRODUCTION....................................................................................................................... 7

METHODOLOGY...................................................................................................................... 8

BACKGROUND........................................................................................................................... 9

DONOR FUNDING TRENDS.................................................................................................. 11

DIAKONIA SOMALIA NICHE AREAS & UNIQUE SELLING POINTS......................... 20

DIAKONIA SOMALIA PARTNER PROFILES....................................................................... 22

DIAKONIA LOCAL PARTNER PROFILE SUMMARY TABLE.......................................... 23

PEER AGENCY PROFILES....................................................................................................... 24

DONOR FUNDING OPTIONS FOR DIAKONIA SOMALIA............................................. 26

DONOR DIRECTORY & RATING.......................................................................................... 27

1. European Commission (EC).......................................................................................... 272. EC Humanitarian and Civil Protection (ECHO)......................................................... 273. Royal Danish Embassy/ Danish International Development Agency (DANIDA)....................................................................................................... 274. Swedish International Development Agency (SIDA)...................................................... 275. UKAID Department for International Development (DFID)........................................ 276. UN Development Programme (UNDP)......................................................................... 277. Big Lottery Fund........................................................................................................... 278. Carnegie Corporation of New York................................................................................. 279. International Labour Organization (ILO)..................................................................... 2710. Norwegian Agency for Development (NORAD)............................................................. 2711. Somali Stability Fund.................................................................................................... 2712. Turkish International Development Agency (TIKA)....................................................... 2713. UN OCHA Common Humanitarian Fund (CHF)......................................................... 27

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14. United Nations Democracy Fund (UNDEF).................................................................. 2715. United States Agency for International Development (USAID)....................................... 2716. Wallace Global Fund...................................................................................................... 2717. Arab Human Rights Fund............................................................................................. 2718. Australian Aid (AUSAID)............................................................................................. 2719. Canadian International Development Agency (CIDA)................................................... 2720. Irish Aid........................................................................................................................ 2721. United Arab Emirates (UAE)......................................................................................... 27

DIAKONIA SOMALIA RIGHTS PROGRAMME 2014 – 2018: FUNDING PARTNERSHIP OPTIONS...................................................................................................................................... 28

CONCLUSIONS.......................................................................................................................... 29

RECOMMENDATIONS............................................................................................................ 31

APPENDIX................................................................................................................................... 34

TERMS OF REFERENCE: DONOR MAPPING OF THE DIAKONIA SOMALIA PROGRAMME............................................................................................................................ 36

DONOR INFORMATION SHEETS......................................................................................... 37

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LIST OF ABBREVIATIONS

ADRA Adventist Development Relief Agency

AUSAID Australian Agency for International Development

CFR Cash for Results

CHF Common Humanitarian Fund

CIDA Canadian International Development Agency

DAC Development Assistance Committee (OECD)

DANIDA Danish International Development Agency

DFID Department for International Development (UK)

DRC Danish Refugee Council

DRR Disaster Risk Reduction

DVTIES Developing Vocational Training for Informal Economy in Somalia (EU)

EC European Commission

EU European Union

FAWESOM Forum for Africa Women Educationists Somalia

FGS Federal Government of Somalia

GECPD Galkayo Education Center for Peace and Development

HAC Harmonisation and Coordination (Paris Declaration on Aid Effectiveness)

NCA Norwegian Church Aid

NORAD Norwegian Aid for Development

NRC Norwegian Refugee Council

ODA Overseas Development Assistance

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OECD Organization for Economic Cooperation and Development

PBR Payment By Results

SAPIS Strengthening Access and Participation in Secondary Education (EU)

SCOTTPS Strengthening Capacity of Teacher Training in Primary & Secondary Education (EU)

SFS Somali Family Service

SIDA Swedish International Development Agency

SOSETT Strengthening of Secondary Education and Teacher Training (EU)

SRP Somali Rights Programme

STC Save The Children

STEO Skills Training for Employment Opportunities

ToR Terms of Reference

UAE United Arab Emirates

UNHCR United Nations High Commissioner for Refugees / UN Refugee Agency

UNICEF United Nations Children’s Fund

USAID United States Agency for International Development

VFM Value for Money

WAWA We Are Women Activists

WV World Vision

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EXECUTIVE SUMMARY

Diakonia is an international development organization founded in Sweden and currently working in 34 countries around the world. With a focus on working with local partners, Diakonia aims to change unfair political, economic, social and cultural structures that hinder women and men from living their lives in dignified circumstances. Its programmes focus on Human Rights, Democracy, Peace and Reconciliation, Gender Equality and Social & Economic Justice with HIV and AIDS, Gender and Environment as mainstreamed themes.

Diakonia’s Somali Country programme has been operational for 20 years working in the sectors of education, democracy and human rights through civil society and local authority partnerships. Most of its funding support has been provided by a single large donor, SIDA, with additional funding from the European Commission and the United Nations, over time. As it strengthens its programmes, reach, and focus in the region, Diakonia wishes to solidify as well as expand its funding base for its work with Somalia. Through its partnerships with local organizations, government institutions and peer agencies, Diakonia carries significant programming and institutional potential to broaden its funding scenarios.

As it prepares to launch its Somalia programme strategy for 2014 – 2018, Diakonia is positioning itself to access and manage an expanded funding portfolio through increased collaboration with local and international partners. To complement the strategy, Diakonia will develop a clear and responsive resource mobilization plan based on the identification of strong potential donors and other funding partners. A Donor Mapping exercise was therefore commissioned by Diakonia for its Somalia programme in June 2014. This report presents its findings.

The Donor Mapping Exercise adopted a combination of approaches to include review of internal Diakonia policy documents and administrative routines; research on in-country and global funding trends, key informant interviews, donor identification and mapping in relation to Diakonia and partners’ thematic and geographical focus areas and the establishment of recommended priority fundraising tracks for the period 2014-2018.

The findings of this exercise point to a number of considerations for the organization and its partners to make in the development of a resource mobilization strategy. Funding is largely available for work in Diakonia’s operational areas of Puntland and South Central Somalia, however, partnership is the key to accessing and managing donor funding, both with local agencies as well as international NGOs and donor partners. The 2013 Somali Compact provides the framework around which all international agencies are expected to operate, alongside the Federal Government of Somalia. It is also clear that most significant external funding is from traditional large bi/multilateral agencies, with few foundations or trusts focusing on Somalia, and these are formulated through country assistance plans through which Diakonia may engage as most funding is found in collaborative inter-agency set ups. While these agencies work in close partnership with each other and other large non-state actors, there is a growing interest in working with local NGOs in country despite the challenges associated with practical implementation. The study also identified an interest in Somalia from Middle Eastern or Arab countries however focus is largely on humanitarian initiatives and there is limited information on funding mechanisms accessible to agencies such as Diakonia. In summary, opportunities for funding exist for both Diakonia and its partners as they offer key strengths and unique selling points, however, some internal capacities need to be further developed, as do inter-agency partnerships and sectoral visibility. Based on the findings of this study, a number of recommendations are made to Diakonia to enhance their funding prospects for the Somalia programme. These include a defined, deliberate and action-oriented focus on building strategic partnerships with peer organization and donor agencies; a consideration of working with donors such as SIDA as a grant management agency given its experience in partnership management and strong internal systems; a strong move towards working in consortia as the main vehicle for significant funding and building the internal capacities of partners to contend with complex funding arrangements. In practical terms, while several funding opportunities exist, Diakonia would be advised to engage in strategic and selective resource mobilization in order to achieve tangible and sustainable results by building long term partnerships and directing funding efforts towards specific niche areas of work and innovative programming. Diakonia would also need to consider concerns of sustainability and exit planning for its current partners and new partnerships, both with NGO and donor partners.

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In conclusion, through this exercise, Diakonia can identify its unique selling points for partnerships, gather perspectives of vantage points for fundraising and determine ways in which it can strategically mobilize resources for the upcoming strategy period. This report will act as a useful, immediately actionable tool in defining Diakonia’s funding future for the Somalia programme.

Many thanks go to all those who offered their time, perspectives and recommendations for the success of this exercise, including Diakonia staff, partner representatives, international organization team members and donor agency staff.

If you want to walk fast, walk alone. If you want to go far, walk together!

(African Proverb)

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INTRODUCTION

Diakonia is an international development organization founded in Sweden and currently working in 34 countries around the world. With a focus on working with local partners, Diakonia aims to change unfair political, economic, social and cultural structures that hinder women and men from living their lives in dignified circumstances. Its programmes focus on Human Rights, Democracy, Peace and Reconciliation, Gender Equality and Social & Economic Justice with HIV and AIDS, Gender and Environment as mainstreamed themes.

Diakonia’s Somali Country programme has been operational for 20 years working in the sectors of education, democracy and human rights through civil society and local authority partnerships. Most of its funding support has been provided by a single large donor, SIDA, with additional funding from the European Commission and the United Nations, over time. As it strengthens its programmes, reach, and focus in the region, Diakonia wishes to solidify as well as expand its funding base for its work with Somalia. Through its partnerships with local organizations, government institutions and peer agencies, Diakonia carries significant programming and institutional potential to broaden its funding scenarios.

In 2014, Diakonia Somalia is launching its programme strategy for 2014 – 2018. This strategy seeks to grow and deepen the participation of women and men in Puntland and Jubaland in the development of their societies in which their rights are respected, they are able to earn their living and able to withstand future crises. Diakonia’s work in Somalia has been anchored on its interventions in Education which has been an entry point for its work on democracy and human rights, seeing education for all through a rights-based perspective. As it expands its outlook and builds on its strengths in education, the programme focus for the Somali Programme over the next 4 years will revolve around 3 main sectors:

1. Governance and Accountability to include Enhanced participation of citizens in the governance of their societies at local and national levels; Reduced corruption and increased transparency in public administration; Increased provision of adequate basic services by the state; Reduced dependence of public institutions on external resources

2. Human Rights to consider Reduced levels of SGBV, including the practice of FGM; Increased respect of the rights of the child; Strengthened respect of human rights of prisoners and detained persons; Improved human rights defence structures; Increased possibilities for victims of human rights violations to access and get justice; Improvement and implementation of human rights legislation

3. Resilience & Human Security to include Improved economic opportunities for women and men, including youth and IDPs and/or refugees; Reduced level of conflicts around natural resources; Enhanced implementation of property rights; Improved rule of law; Increased respect of existing peace agreements and improved conflict transformation; Education activities.

Diakonia will also position itself to be responsive to humanitarian emergency needs in the areas in which it works in Somalia, utilising existing capacity and experience in this regard. It will, however, expand its outlook to link relief and development through a Disaster Risk Reduction approach and its Resilience-focused programmes.

To fully resource the roll out of the planned strategic programme, Diakonia will develop a clear and responsive resource mobilization strategy. The identification of strong potential donors and other funding partners will form the basis of this strategy. A Donor Mapping exercise was therefore commissioned by Diakonia for its Somalia programme in June 2014.

The overall purpose of the study was to identify possible donors for the Diakonia Somalia Programme; outline modalities for accessing available donor funds; provide recommendations for a future resource mobilization strategy for the Programme and identify particular niches that donors might be willing to fund. In presenting a well researched mapping of possible future donors, their funding requirements and opportunities to access funding this study will enable Diakonia to take strategic decisions regarding future work and its funding. The full Terms of Reference of the exercise are included as an appendix.

This report presents the findings of the Somalia Donor Mapping Exercise.

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METHODOLOGY

The Somalia Programme Donor Mapping Exercise adopted a combination of approaches to include review of internal Diakonia policy documents and administrative routines; research on in-country and global funding trends, key informant interviews, donor identification and mapping in relation to Diakonia and partners’ thematic and geographical focus areas and the establishment of recommended priority fundraising tracks for the period 2014-2018.

The Donor Mapping Exercise was undertaken through the following activities:1. Review of Background Literature: This included the study of Diakonia policy documents and administrative routines including strategy documents, related funding

documents, proposed programme documentation, partner information and past programme reports. A listing of all reviewed material has been provided as an appendix. 2. Desk Research and data gathering on funding trends, opportunities and specific donor contacts and guidelines. This included a study of possible funding sources including

the EU, UN agencies, bilateral agencies, embassies, foundations, private sector, basket funds, regional funds and where possible, non-traditional donors. An online approach and study of existing material repositories was utilized, alongside information gathering from direct interviews and contacts. A select number of potential funders were approached for further information on possible funding sources.

3. Structured Interviews with Diakonia programme staff and partners at Country and Regional levels. Seven (7) key staff and six (6 ) partner organizations were identified as key informants for the exercise, 80% of whom provided relevant feedback through interviews and online/email questionnaires.

4. Structured Interviews with an agreed number of like minded organizations. Ten (10) key peer agencies were identified as potentially strategic partners to include agencies worked with previously and those with whom no formal relationship had yet been established for the Somalia programme. 7 agencies provided feedback through face to face or online interviews through the relevant organization representatives. A full list of all interviewees is provided as an appendix.

5. Analysis of data gathered for report compilation and recommendations for funding options and modalities. All information gathered through literature reviews, research and interview processes was analyzed to identify possible funding modalities and summarized for the determination of key potential fundraising avenues the Somalia programme may consider. The consultant further applied her experience and knowledge of the sector to assess and determine those funding opportunities best suited to the Somalia programme within the current context.

6. Drafting and final compilation of the Diakonia Somalia Programme Donor Mapping Report. A draft report document was prepared and presented to Diakonia for review and comment, after which a final copy was produced.

The Consultant made the following adjustments to the initial planned methodology, in consultation with the Somalia Country Manager.

• Re-focusing of donor mapping scope to include regular traditional donors and focus less on private foundations or non-traditional funders in order to identify more solid and realistic opportunities.

• Inclusion of an additional staff interviewee to incorporate a finance perspective. • Refining the list of like-minded agencies to focus on 10 main potential partner organizations. • Use of either online or telephonic interviews with partners / staff based in Somalia rather than physical meetings for efficiency of information gathering.

The entire exercise was undertaken between June 11th and August 8th, 2014.

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BACKGROUND

Geographically, Diakonia has worked mostly in the Puntland State. From 2014 – 2018, the Somalia programme will expand into Jubaland to include the Lower Juba, Middle Juba and Gedo regions.

The Somalia Rights Programme 2014-2018 will focus on Promoting human rights through civil society in Puntland and Jubaland. Its overall goal is that Women and men of all ages in Puntland and Jubaland participate in the development of their societies in which their rights are respected, they are able to earn their living and able to withstand future crises.

The specific objectives of the programme are that: 1. The level of participation and accountability on local and national levels has increased in Puntland and Jubaland.1

2. The respect for human rights has improved in Puntland and Jubaland.3. The human security of the population and the resilience of local societies have improved in Puntland and Jubaland.

It is expected that these will be achieved through working with duty bearers and rights holders by awareness raising; strengthening of civil society; policy dialogues, accountability forums and advocacy.

Primary rights holders include women, young women and men, children, prisoners, human rights defenders and civil society organizations. Primary duty bearers may include parliamentarians, Juba interim administration, government and policy makers, local councilors, traditional and religious leaders, as well as civil society organizations.

Diakonia has worked with a variety of partners including local organizations, government agencies and technical institutions. As it moves into the new Somalia Rights Programme (SRP), it will retain six (6) strategic partnerships with local organizations and seek out additional partners, while maintaining its strong links with government and technical agencies.

Diakonia’s Somalia Programme has had its main reliance on SIDA funding. From 2008 – 2014, SEK90, 440,000 out of 127,228,859 came from SIDA (71%) and 26% from EU and 3% from own funds. This presents a scenario that, while stable for now, will create a significant challenge for Diakonia Somalia should SIDA end their direct funding or alter their grant levels. For instance, given these budget figures for 2008 – 2014, Diakonia Somalia would have only survived for 1.7 weeks2 on its own funding, with neither SIDA nor the EU on board, or for 5.7 weeks without SIDA’s funding.

1 The federal state level (Puntland/Jubaland) can be referred to as both local and national level, depending on each specific process. Local level also refers to the district level. 2 Survival ratio calculation: own funds /overall budget) X 52 = no of weeks.

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DIAKONIA SOMALIA FUND SOURCES 2008-14

Ideally, the programme should aim to balance its funding portfolio with no more than 50% of its funding from a single source and less if this source is considered irregular or seasonal.

The funding received from the EU brought in a good addition to Diakonia Somalia’s portfolio, however, its funding is shorter term than SIDA’s, requires co-funding and was linked to working within consortia, which are conditions that are subject to change and therefore not as reliable. This is a growing trend and will therefore require adjustment on Diakonia’s side. Diakonia Somalia’s programme 2014 – 2018 anticipates a spend of SEK 115,747,725 (or USD 17,456,541), over a period of 4.5 years, at an average of SEK 25.7m per year. This represents a 9% decrease in budget spend from that of the previous period with current full reliance on SIDA and own funding.

Direct Programme Costs and Coordination costs at 89% with Management and Administrative costs at 11% - presents a generally balanced budget, however where donors may look at project specific costings e.g. grants to Partners this would represent 55% of the overall budget allocated, and with further breakdown at partner level, the overall direct project budget would reduce. This should be well presented for new donors with a focus on assessing value for money. Diakonia’s added value will need to be demonstrated in concrete terms for new funders in order to justify coordination, management and administrative costs.

Grants to partners remains steady throughout the four years which provide stability for these organizations, however, it does support the need to diversify funding sources and seek sustainable options at individual level. The reliance on Diakonia for regular income will be heavy and will present a challenge for the future independence of these partner organizations. Diakonia will do well to introduce and integrate sustainability-building opportunities into programming with partners at the onset and link this to funding levels over time.

36%

37%

3% 8%

8%

2%5%

1%

Funding 2008 -2014

SIDA IV SIDA III EU SAPIS EU SCOTTPSEU DVTIES EU SOSETT EU STEO Humanitarian

71%

26%3%

SIDA EU Own

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DONOR FUNDING TRENDS

Over the past 5 years, the global development aid sector has experienced significant as well as subtle shifts in the way funding between developed and developing countries, North and South and, now, Eastern countries have partnered, changing the horizon for all. This section offers some insights into changes in global and regional trends around funding flows, donor practices and organizational behavior that have an implication on how Diakonia Somalia may approach its resource mobilization.

Consortia working: Following the Paris Declaration on Aid Effectiveness in 2005, and the Accra Agenda for Action (AAA), the Harmonisation and Coordination Mechanisms that were defined for donor agencies created a similar effect on work with civil society organizations. As donor agencies create cluster working around geographical and sectoral areas, grant recipients are increasingly encouraged to work in partnership with other agencies, apply for funding as consortia or networks and establish structures that would enable joint working, access and management of funding. This has had direct administrative cost reductions for aid agencies and necessitated new ways of working for development organizations. Now, in 2014, few funding opportunities exist that do not promote partnered working or joint funding applications. Some funders have even established ‘network-only’ grants which do not accept applications from single organizations or unstructured groupings. Diakonia has recognized this trend and sought out partners with whom it can work and make joint funding applications – examples of which are seen in its recent partnerships for EU funding. It will, however, need to take more deliberate action in identifying potential partners and initiating mutually beneficial relationships to leverage funding and overall programme impact. This is a prominent finding of this study and requires immediate strategic action.

Working with local organizations: It is widely accepted in the development sector that for development actions to be most effective, they are best undertaken as close to the affected individual/community/area as possible. With this approach, funding agencies have been re-engineering their internal operations and funding mechanisms to focus on providing support more directly to local agencies. Many have decentralized their operations, choosing to engage more directly at country level, as well as emphasizing the importance of local organizations as main implementers of change initiatives. This creates both an opportunity and a challenge for international development organizations such as Diakonia. As Diakonia already works closely with local partners it is able to build their capacity and support their efforts to access funding through increasingly direct channels. The challenges come about where Diakonia may need to or may be seen to be competing with local organizations for scarce funding options. This may put Diakonia in direct conflict with its own partners and require that it further demonstrates its relevance and added value as an international agency. Diakonia would therefore need to redefine its role in fundraising with partners as well as re-orient itself towards different funding opportunities that are more suited to international agencies and joint applications.

Pooled funding – As a direct effect of the Paris-initiated Harmonisation and Coordination (HAC) mechanism, donor agencies established sectoral working that led to pooled funding approaches. Pooled funding is seen both in support to governments as well as for funding civil society initiatives, depending on the country scenario. For instance, in many developing countries, key donors have come together to establish Joint Assistance Strategies with governments through which they provide budget support sectorally, based on each agency’s area of technical expertise, historic development area or funding capacity. Each donor contributes financially and technically to between 1 and 4 sectors and government plans are supported through these mechanisms, often with one donor agency appointed as lead. In Somalia, this is most readily seen in donor engagement around the Somali Compact. Similarly, civil society funds may be organized sectorally with a lead donor agency facilitating engagement and grant management, either directly or through an intermediary fund management agency. These may be for both development and humanitarian work. For example, in Somalia, the Somalia Stability Fund has been established by Denmark, Netherlands, Norway, UAE and the UK, with Denmark and the UK initially taking lead, however fund management being awarded to Adam Smith International. The UN Office in Somalia also holds a Multi-Partner Trust Fund through which a number of UN agencies work in country. The move towards pooled funding was of particular advantage to donor agencies in reducing transactional and administrative costs. The implication of this approach on Diakonia will be seen in its ability to identify and engage sectorally with donors working in Somalia through pooled funds such as the SSF or the Common Humanitarian Fund. It will also do well to encourage its partners to participate in sectoral fora in-country and identify and shape new funding opportunities that arise from these. This also presents an opportunity for Diakonia to undertake a fund management role given its strong internal financial and programme management systems, approach to partnership and capacity strengthening

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focus. This would offer both leverage in terms of influencing programme agenda as well as securing less restrictive funding for its own operations. Fund management opportunities are, however, considerably dependent on long-standing or strong relationship building. For instance, Diakonia’s history with SIDA would offer advantage over other agencies as a grant management agency.

Payment by Results or Cash for Results or Value for Money: In 2008/9, donor agencies began to revisit the way in which they defined progress or achievements in development work. Evaluation mechanisms began to emphasize the need to demonstrate clear and tangible or measurable results. Results-based programming took root and was soon followed by results-based funding with an impact agenda focusing on outcomes and not activities. Donor agencies have initiated funding mechanisms that require grant recipients to demonstrate the achievement of pre-agreed results or milestones in order to receive grant payments. The primary proponents of these approaches have been the UK through DFID/UKAID as well as the US through USAID, with other donors following suit. According to DFID, payment by results is defined as a new form of financing that makes payments contingent on the independent verification of results. PBR has three key elements: disbursements tied to the achievement of clearly specified results; recipient discretion where the recipient has space to decide how results are achieved; and robust verification of results as the trigger for disbursement. DFID further notes that ‘The evidence base on the efficacy of PBR is as yet weak, but theory suggests that if designed and delivered well, potential benefits of PBR centre on improving results delivery by transferring risk from funder (principal) to recipient (agent) and aligning incentives around outcomes; stimulating recipient discretion and innovation for how results are achieved; and improving efficiency and value for money through ultimately only paying for what is achieved. However, experience in the UK and abroad illustrates that PBR carries some extra risks for securing value for money. PBR is largely an unproven tool. Poorly designed PBR could increase costs if risk and other payment considerations are designed or managed poorly; or risk perverse incentives if results are poorly chosen. Due to these risks PBR requires high technical, financial and procurement capacities for design, management and negotiation, in both funders and recipients/ implementers’. 3

Value for Money (VfM) in DFID’s programme means: To maximise the impact of each pound spent to improve poor people’s lives. To maximise the impact of UK aid actors need to be very clear about the results (outputs and outcomes) they expect to achieve as well as the costs. They also have to be confident in the strength of the evidence base and explicit in stating the underlying assumptions they are relying on in achieving the outputs and outcomes. This means looking at the 3Es – economy, efficiency, effectiveness as well as the strength of the links in the chain.4

Diakonia as an agency already adopts a results-based programming approach and will easily link this to a PBR arrangement. However, it will need to be prepared to ensure its monitoring and reporting mechanisms are well placed to capture results in financially-translatable ways. It will also need to re-orient partners to this approach and consider their capacities to do so prior to entering into such funding agreements. This may be particularly challenging where development outcomes are not easily measurable in linear terms and the question of attribution creates grey areas. Engagement with PBR/CFR funders will, in most cases, require pre-financing or co-financing of projects internally, coupled with a higher risk appetite due to payments being dependent on achievement of results. Planning and risk management must therefore become a strong suit of the organization.

OECD countries overall aid trends shifting, mostly downwards, as emerging donors like BRICS (Brazil, Russia, India, China and South Africa) expand their aid programmes for developing countries. There has been an overall reduction in net Overseas Development Aid (ODA) to sub-Saharan Africa by 2.6%. since 2011/12. More funding is also being channeled through and not to NGOs with a preference for those based in the donor country. According to latest OECD DAC reports for 2013, the Big 5 OECD donors are Japan, UK, Norway, Sweden, Germany. The largest donors by volume were the United States, the United Kingdom, Germany, Japan and France. Denmark, Luxembourg, Norway and Sweden continued to exceed the 0.7% ODA/GNI target and the UK met it for the first time. The Netherlands fell below 0.7% for the first time since 1974. However, much support went to relief and support efforts for Syria, Egypt, Myanmar. The figures below show overall ODA flows against the UN target of 0.7% (Fig 1) and recipient data for 2011/12 (Fig 2)5.

3 DFID’s approach to Value for Money, DFID, July 2011. 4 DFID’s Strategy For Payment By Results: Sharpening Incentives to Perform, DFID, October 2013. 5 Source: OECD DAC, Statistics. www.oecd.org/dac/stats

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Fig 1. OECD DAC Contributions by DAC members, 2013.

Fig 2. OECD DAC Recipients, 2013.

Specific country data for Somalia is shown below (Fig 3). The charts show for the years 2009-2011: Net ODA receipts, Top ten donors of gross ODA; Population and GNI per capita, and Bilateral ODA by sector.

Fig 3. OECD Somalia Country Data, 2013.

The implications for Diakonia are seen in the trends of funding towards Somalia for its development and humanitarian programmes. Priority funding partners would be best found in the US, EU, UK, Norway and, its main partner, Sweden. Emerging potential comes from Turkey which is not typically a strong global funder but has particular interest in Somalia, largely from a humanitarian perspective. Other potential partners are Australia, Denmark and Canada, with Japan a consideration though not clearly defined. While most funding to Somalia tends to be for humanitarian responses, increasing support is being channeled to development sectors by a select group of traditional bilateral and multilateral donors.

Other emerging non-traditional donors – South Africa has, since 2001, held the Africa Renaissance Fund which supported interventions in Mali, Burundi and the Democratic Republic of Congo. This is now likely to transition to the establishment of

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the South African Development Partnership Agency as its official aid agency in 2014. In 2011, Brazil and Spain agreed to implement joint aid programmes while Brazil, India and South Africa established the Poverty and Hunger Alleviation Fund in 2010. Brazil’s support goes mainly to lusophone countries and other Latin American states. India’s support is largely intended for South Asia although it supports humanitarian efforts in other parts of the world such as Haiti and countries hit by the Indian Ocean tsunami. In Russia’s case, it has tended to provide strategic support in neighbours of interest including Tajikistan, Ukraine and Kyrgyzstan, while reserving some support for humanitarian activities around the world which it provides through OCHA. China’s aid comes largely in the form of humanitarian aid or emergency search and rescue operations. Its development assistance is not typically formulated as grant aid but as economic partnership, opting to work with government or quasi-governmental agencies in trade and other business ventures. South Korea has also made interesting moves in the development aid arena having now joined the Development Assistance Committee of OECD in 2010, subscribed to Good Humanitarian Donorship principles and joined the OCHA Donor Support Group. It has provided significant humanitarian aid mostly in Asia. 6 Activity in Somalia by these donors is limited and mostly recorded as periodic humanitarian support.

Support for developing countries is increasingly being linked to business and economic influence over reducing poverty through direct giving or aid. There is an increase in funding opportunities for business development open to entrepreneurs and local companies. For Somalia, for example, small funds are being set up to offer business communities and emerging entrepreneurs access to small grants, micro-loans, training and other business development, such as the Somalia Entrepreneurship Fund. Access is open to registered companies only. USAID/DAI have also initiated the Partnership and Economic Growth Programme while in Somaliland, the Somaliland Business Fund has taken off. Where development projects link with economic approaches, funds for entrepreneurial innovation are becoming more widely available particularly in the areas of agriculture, energy, technology and communication. While this shift presents several opportunities for innovation and sustainable development options, it particularly presents a challenge for rights based work that is not well-embedded in practical or tangible initiatives. Advocacy initiatives are less likely to ‘fit’ as neatly, however focus on community-led business for development initiatives can be coupled with accountability of duty bearers in providing a conducive environment. Diakonia and its partners must therefore consider this approach when formulating programmes for external partnership. This may require further internal review and deliberation in order to contextualize its niche area of rights work.

Funding approaches are encouraging new partnerships for non-profit organizations which may include working more closely with government agencies, local authorities, private or public institutions, as well as the private sector. NGOs, particularly those addressing human rights issues, find themselves in a peculiar situation as they seek to build new partnerships while maintain an independent and objective position on matters of policy, practice and values. This shift is relevant and real for Diakonia operating in Somalia where it is required to navigate various relationships at local and national level while retaining its overall agency focus. As the Somalia team has already established itself positively at these various levels and has good relations with state or other institutions, this will enable it identify useful and practicable partnerships for jointly funded initiatives.

Constant shifts in strategic focus – Donor agencies have regularly reviewed their funding strategies and focus areas based on changing scenarios, government priorities, domestic policies or global trends. In recent past, we have noted the emergence of ‘new priority’ sectors such as security and anti-terrorism, climate change, resilience, LGBT rights, among many others. Of note is the changing focus of donors on Disaster Risk Reduction. The excerpt below from the Diakonia Sweden Draft DRR Guidelines provides further useful insights.

Financing DRR – Global Trends

6 IRIN ‘The Rise of the ‘New’ Donors - 2011

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Traditionally, international funding mechanisms for DRR have been weak. The Global Facility for Disaster Reduction and Recovery (managed by the World Bank) is probably the only source of pooled funding that focuses exclusively on reducing the risk of disaster. However, the financing comes through complicated channels and access to these funds is not easy. Donors investment in DRR has been fragmented (rather than a sustained commitment). A reason for the weak funding of has, so far, been that DRR has largely being “owned” by the humanitarian sector, and discussions on disaster risk have traditionally been isolated from the discussions on sustainable development. DRR has been confined to emergency departments, where it is weighed down by short-term perspectives, with little connection to the long-term development and its larger budget.However, the international aid system increasingly advocates for national governments to make risk a core part of development, and that donors must ensure sustainable support for integrated DRR. In general, donors have not been successful in doing this. However, there are some positive signs of change:•At the national level, platforms for DRR have been set up, legislations have in large part been created and institutions developed – now results are needed.•Global policy is starting to shift towards risk. The successor to the MDGs will most probably make the reduction of disaster risk a goal or indicator of successful development. It is also

likely that DRR will be an overarching goal for reducing poverty (as recommended by the UN High level panel).•Climate adaptation financing is increasingly likely to fund the reduction of disaster risk as a core target. In 2005, no adaptation project had DRR as a central goal. By 2011, 15% of

all funding was dedicated solely to DRR.In addition to government funds, private funding for DRR may also be a future alternative as companies and corporations are increasingly realising the benefits of investing in DRR.

Engaging with donors therefore requires regular contact in order to understand and influence the development and funding agenda. Diakonia’s presence in sectoral and global fora is key in this regard. In Somalia, there have been shifts in funding focus however these have swung like a pendulum based on the political and security situation and varies strongly for each region. For instance, funding options for Somaliland have been readily available however, with increased international agency and number of civil society actors presence, the competition is greater. The focus of many agencies is on enhanced development work in several sectors. The reverse is the case for Somalia, particularly for south central parts where basic needs remain high and insecurity greater. Funding here remains heavily humanitarian in nature with bilateral support being targeted towards security, anti-terrorism, anti-piracy and the quelling of Al-Shabaab. Development agencies are more reluctant to operate on a longer term basis in these areas. Funding options are therefore more open and available for South Central Somalia and remain generally so for Puntland. This presents an opportunity for Diakonia as it expands its programme area into Jubaland although it will need to demonstrate its capabilities in implementing programmes in this area.

Changes in fundraising approaches. In a powerfully technology-facing world, new modes of fundraising are quickly emerging and metamorphosing to capture the minds and pockets of a largely youthful society. Through the use of social media, agencies and individuals are raising funds for specific causes or organizational initiatives on platforms such as Facebook, Twitter or web-based fund channeling sites like Razoo, Giving Well, Gofundme, Kickstarter etc. Crowdfunding has also spread fast and wide as a means of generating funding for ideas, communities, individuals and other causes. Crowdfunding, or the collection of funds from several individuals ‘the crowd’ for a particular initiative is particularly popular among techno-savvy youth who are keen to engage via the Web by both sharing ideas or thoughts and making financial contributions. This is an interesting and different type of opportunity for Diakonia to explore to gather support for specific work in the region. With a creative approach, the Somalia programme could benefit directly from such a platform and would be worth considering.

M-Development - the agenda and actions for change are now moving to mobile platforms with agencies adopting innovative ways of engaging and acting using mobile technology e.g. m-health, m-governance, m-education, m-agriculture, etc. For example, in Somalia, the Danish Refugee Council utilizes an SMS platform to share information on programme delivery as an accountability mechanism. In Kenya, farmers use short code systems to gather data on farming practices, weather patterns, access to inputs. In Uganda, governance through local administrators is enhanced by communicating to local communities via SMS or Facebook, as do local authorities in Kenya with Twitter. In Tanzania, health practitioners update district level monitoring systems via short code systems. With these and other trends taking root, funders are keen to support creative use of technology for the delivery of development programmes. This is yet another new opportunity for Diakonia in Somalia where ICT is clearly a strong and growing sector nationally.

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Emergence of Middle East Philanthropy – In recent years, developing countries have begun to receive support from Middle Eastern nations through humanitarian assistance or sectoral development programmes. Arab philanthropy has long existed with giving typically centred around Islamic values and practices such as giving of Zakat, voluntary Sadaqa or Ushur, also known as tithe. Giving is mostly charitable in nature and focuses on alleviating suffering of people in need and is therefore not likely to be presented as a strategic, structured sector. There is not much documentation around established structures of philanthropy as most are family or business centred and do not necessarily have set modalities of giving. In some Middle Eastern countries, foundations have been set up although these are largely established to support domestic initiatives. Some business leaders have created corporate social responsibility programmes which mirror the foundation approach. Philanthropic organizations in these countries are usually regulated by government agencies with limitations on the receipt and disbursement of foreign funds. This is particularly noted in Lebanon, Egypt, Qatar, Jordan, Saudi Arabia, The United Arab Emirates, Palestine and Kuwait.

However, while most assistance is channeled to other Arab nations, some countries are becoming more prominent on the international development scene with their support to African and Asian countries. For instance, in 2013 the United Arab Emirates emerged as a major funder of development assistance with contributions of USD 5.1 billion, an increase of 375% over 2012. Most of its support went to Jordan, followed by the West Bank and Gaza Strip, Afghanistan, Pakistan, Eritrea and Azerbaijan, focusing on general programme assistance, economic infrastructure and education, health and population sectors7. The UAE provides its bilateral programme mostly in the form of grants. It provided its multilateral ODA primarily through regional development banks as well as through the United Nations. For Somalia, in the past four years, the UAE contributed some US$60 million in humanitarian and development aid to Somalia. This UAE aid has been used to provide food, health services, shelters, drinking water supplies as well as to back programs to provide support to the population, reduce conflict, improve education and to train Somali judges. It has now joined up with 4 other foreign donors to support the Somalia Stability Fund.

Another example is Turkey (considered as middle eastern in many respects) which has gained a notable reputation for rising from an aid recipient to a donor country and has now established cooperation initiatives targeting the Gambia, Guinea, Guinea Bissau, Mauritania, Senegal, Somalia, and Sudan, through its Turkish International Cooperation and Development Agency (TIKA). In 2010, Turkey’s ODA reached USD966 million. 8 In Somalia, Turkey has long supported both humanitarian and development work, although direct support going to government was suspended at the end of 2013. Support has been focused on the country’s reconstruction, building wells, roads and a hospital, restoring government buildings and boosting agriculture and this is expected to continue through TIKA and intermediary agencies.

Agencies working in Somalia may access funding from Middle Eastern nations, however, the modalities and mechanisms for these are not well documented and experiences vary from situation to situation. Diakonia may consider partnering with agencies such as Islamic Relief, and in some instances Oxfam, who have already established initial contacts with foundations and support mechanisms in countries such as Saudi Arabia, Qatar, Turkey, Kuwait, UAE.

Civil Society Challenges in Somalia: Donors working with civil society in Somalia consider this a difficult context affecting the efficiency and sustainability of programmes and projects. Costs tend to be higher on the whole, and high insecurity conditions often lead to changes in planned activities or to the need to carry out activities abroad, with an important increase in costs. Finding a broad range of suitable partners can be a challenge even for large donors. For instance, the EU Somalia Unit finds that only a relatively small number of organizations submit proposals for Annual Calls for reasons of the complexity of the Somali environment, registration issues, financial requirements, reliance on large INGOs and complex procedures considered as expensive. As a result, they have noted a growing specialization of NGOs working in Somalia and a tendency of aid agencies to set up direct agreements for project support thus being less ‘openly competitive’9. This then poses a challenge for new entrants in general and local organizations in particular where they may find funding spaces already taken up, so to speak.

7 http://www.oecd.org/countries/unitedarabemirates/uaes-official-development-assistance.htm8 http://www.mfa.gov.tr/turkey_s-development-cooperation.en.mfa9 Strengthening Civil Society in Somalia: Developing a Comprehensive Strategy: Final Report. The EU Somalia Unit and DFID, Rob Watson and Gianfrancesco Costantini, March 2012.

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Donor Activity and The Somali Compact. In September 2013, a New Deal for Somalia Conference was held in Brussels, co-hosted by the Somali Federal Government and the European Union (EU), with participation from Somali regions, Members of Parliament and civil society, as well as international friends and partners. At this conference the international community and Somalia endorsed the Somali Compact 10, pledged support to enable its implementation and re-commit to the Somali political process. The Compact is considered the result of an inclusive process to determine the priorities of Somalia for the next three years (2014-2016). The process, based on the Busan New Deal principles, was initiated in December 2012, by the Federal Government of Somalia (FGS) and the international community. In March 2013, the FGS and representatives of the Somali Federal Parliament, Somali civil society, the United Nations and the lead donor representative (European Union) established the High Level Task Force (HLTF) to guide and support this endeavour, on the basis of mutual accountability. The Compact presents specific priorities drawn from the Six Pillar Programme of the FGS. It also reflects Puntland's commitment to contribute to peaceful, just and productive life for the whole of Somalia and its top priorities, drawn from the Puntland's second Five-year Development Plan. The Compact incorporates a Special Arrangement for Somaliland, which represents Somaliland’s PSG priorities and is the result of several consultations. The stated Peace and Statebuilding Goals are: Inclusive Politics; Security; Justice; Economic Foundations; Revenue and Services.

The Somali Compact has adopted key commitments for the FGS and Development partners to uphold, stating:1. Development is Somali-owned and Somali led2. Aid is aligned with overall Government priorities and sector policies and plans3. Aid operations are designed and delivered in partnership with government institutions4. Aid is provided in line with the government budget cycle and helps to strengthen government Public Financial Management (PFM) systems5. Aid is channeled through preferred instruments of the government6. Aid supports institutional capacity development7. Aid is provided in a coherent and coordinated way and fragmentation is avoided8. Aid is transparent and predictable9. Aid is provided in a conflict sensitive manner

In terms of Aid structure coming out of the Somali Compact, the FGS and development partners agreed to establish the Somalia Development and Reconstruction Facility (SDRF) as a centerpiece of the New Deal partnership and in order to enhance the delivery of effective assistance to all Somalis. Closely aligned with the Somalia Compact principles, the SDRF will serve as a mechanism for the FGS to oversee and guide the diverse activities of its development partners. The SDRF will bring together several funds or windows under a common governance framework to ensure coordination, wide coverage and breadth of focus on both urgent needs and long term development. The windows would be administered by technical agencies in areas based on comparative advantage to include the UN, the World Bank, the African Development Bank, and the administrator of the Special Financing Facility (SFF). All window administrators will agree on their operating procedures with the FGS and development partners to ensure compatibility with the principles of the SDRF.

This clearly provides the parameters within which all foreign assistance is expected to be managed and delivered. It defines the way in which international aid agencies will operate vis a vis government agencies and local actors, specifically referring to a government led and monitored framework. As indicators for results for most bilateral and multilateral donors will be drawn from the Somali Compact, familiarization with its focus and planning within this framework will be expected of agencies such as Diakonia. Diakonia will therefore see the same focus areas in all international donor agencies workplans and funding mechanism guidelines.

10 http://www.pbsbdialogue.org/The%20Somali%20Compact.pdf

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DIAKONIA SOMALIA NICHE AREAS & UNIQUE SELLING POINTS

This section highlights the areas in which Diakonia presents considerable strengths of both an organizational and programmatic nature that would increase its advantages in securing external funding. It also presents areas of challenge that the organization would need to develop for the same purpose.

Rights Based Focus: Diakonia as a global organization stands out for its commitment to justice and the promotion of human rights in all contexts. It has roots in the Christian church and promotes values of inclusivity, social justice, fairness and equality. It endeavours to uphold these values at all levels to include its programmatic approaches as well as its own internal operations. From responses received through surveys and interviews for this study, Diakonia’s rights-based approach to its work is strongly noted. For Somalia, while it is not necessarily considered a strong advocacy-oriented actor, the focus on human rights for all is evident in its strategies. For instance, the Diakonia Somalia programme is well known for its work in the sector of Education and this is considered to be a strong point both internally and externally. Using the entry point of education as a human right, Diakonia and its partners have delved into a range of areas including citizen participation in governance processes, accountability of duty bearers to rights holders, monitoring of local finance mechanisms, gender equity, and many other issues. They are also using other basic rights such as health, food and livelihoods to engage communities and state on participation, non-discrimination, access to and control of resources, leadership accountability, among others. This approach may be considered a niche area of Diakonia in Somalia and merits greater profiling.

Strong Partnership Approach: Another area in which Diakonia stands out is its partnership approach and commitment to capacity building and institution strengthening. Diakonia works with local partners in all its programmes and therefore ensures as partners deliver community-led programmes, they are, themselves, equipped with the knowledge, skills, systems and basic infrastructure to work effectively and efficiently. Diakonia’s accompaniment approach to capacity development has contributed to partner organizations improving their analysis of their context, designing relevant programmes in consultation with local communities, improving organizational management, managing finances in a systematic and transparent manner, accessing alternative funding sources for some and ultimately demonstrating tangible results from their efforts. Diakonia stands out from other INGOs in their dedication to ‘walking with’ partners and ensuring a non-patronizing or ‘lead only’ role. This has been noted and appreciated by respondent partner organizations and defines yet another niche area for Diakonia Somalia. Diakonia’s robust internal systems combined with its strong partnership approach make it an ideal candidate for donor funding that holds a re-granting element and involves developing local organizations.

Diakonia demonstrates a range of other strengths and Unique Selling Points that would be attractive to funders for their work in Somalia. These include: Diakonia Somalia’s ability to work across different levels of partnerships to include local and international civil society organizations, government agencies and tertiary

institutions. Its experiences so far represent an ease of engagement and therefore an ability to design and deliver cross-agency initiatives effectively. The Somalia Programme’s focus on addressing policy and structural change while addressing basic needs e.g. working with the Ministry of Women Development and

Family Affairs on gender; the Ministry of Education on schools and teacher training etc. A multi-pronged approach to development challenges is required, particularly in a context such as Somalia’s. Diakonia and its partners are recognizing this and incorporating both angles in programming.

Education has been the cornerstone of Diakonia’s work in Somalia with its partners. It has a strong track record and has made several inroads both at a community and government level and has worked with a number of agencies over the years to deliver strong results in this area. As mentioned earlier, Diakonia’s rights based approach has been seen most clearly in its work around education. While this is not explicitly stated as a focus for the next strategic period, it must be an area that the organization builds upon to leverage its engagement with other actors, new funding opportunities and the effective delivery of new initiatives.

In Somalia, Diakonia’s in-country and long term presence provides a strong advantage in ensuring delivery and good management of donor-funded programmes. Organizationally, Diakonia can showcase its strong internal programme and financial management systems, results-based, participatory monitoring and evaluation

approaches, transparent accountability mechanisms grant management systems and robust administrative set up. In country, the Somalia programme maintains a lean but effective administration, further supported by a regional technical and financial team with additional expertise drawn from its headquarters. These resources contribute to a solid, structured and well managed programme that would make Diakonia a reliable partner for donors and other agencies. Diakonia’s administrative set up also makes it

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more attractive to funders to channel funds through Diakonia where going directly to partners may be a challenge. As the Somalia programme, Diakonia has begun to emerge as a networker, being part of the ACT Alliance and the NGO Consortium. Its visibility and linkages in this

regard position it to influence strategy, share information and approaches, as well as gain recognition as a key player in the sector. In the Somalia donor context, this is critical for accessing funds that may not necessarily be defined in the broader public domain.

Diakonia and partners seem to have identified a unique area in working with prisoners which few other agencies report to be doing. This would be an area of interest to funders working on issues of unreached or marginalized communities.

While Diakonia Somalia’s strengths are easily identifiable and of significance in the context of resource mobilization, there are some areas in which the organization may experience challenges. To name a few:

• Diakonia’s humanitarian programming seems to be less strong in recent years and appears to feature as an emergency response mechanism rather than a fully-fledged programme area that is well developed and well-resourced. While the strategic programme for the next four years articulates a focus on Resilience and Human Security, the extent of Diakonia’s regular consideration of humanitarian programming remains unclear. In Somalia, the majority of external aid goes to humanitarian relief with additional funding becoming available for Disaster Risk Reduction and Climate Change Adaptation activities. This may present an opportunity for Diakonia as it works on Resilience as an emerging area. However, the Somalia Programme will need to determine and define its ‘real’ strength in this area and ensure it does not lose its main focus while building its internal capacities to effectively implement such programmes, if considered priority.

• Diakonia Somalia needs to emerge as a strong partner for other agencies. While Diakonia is noted as a member of agency networks in Somalia, it has much room to improve on its activity in local, regional and international fora, working groups, clusters and other networks. It must increase its visibility and profile as a key player in the sector, both from the perspective of peer organizations and donor agencies. It needs to clearly demonstrate what it can ‘bring to the table’ for other agencies in the way they may already do the same. In order to fully access stronger joint programming and consortium funding opportunities, Diakonia must seek out multi-level networks to engage as an influencer, utilize its strengths, lead consortium initiatives and increase access for its local partners.

• Internally, Diakonia has developed a strong strategic progamme plan for Somalia over the next 4 years. This is a broadened scope of activities planned in new strategic period which is good for comprehensive programming, however, may create some imbalances in focus based on funding pursuits and donor interests. Diakonia will do well to ensure that it also balances its resource mobilization efforts to ensure an even focus across priority areas.

• With constant shifts donor strategies and focus areas, expanding Diakonia’s funding portfolio may put it at risk of accommodating the agenda of others and not maintaining its own agenda or values. This must be carefully considered in pursuing any new funding option, particularly with donors with whom the organization has not interacted before.

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DIAKONIA SOMALIA PARTNER PROFILES

Diakonia works with local partners in implementing programmes in Somalia. Its focus is on institutional capacity strengthening and does well in building organizations to develop, design, implement and manage programmes with strong internal systems, community-focused, result-oriented programming with a strong partnership emphasis. To expand its resource base, Diakonia will work directly with current and new partners to identify, access and manage external funding. It is therefore critical that both Diakonia and partners identify their comparative advantage in this regard and identify points of leverage. Since 1996, Diakonia Somalia has worked directly with up to 16 partners which have been local civil society organizations. It has also worked in collaboration with government ministries and technical institutions, albeit not providing direct funding.

Diakonia has also worked closely with other international development agencies either directly through funded consortia or through sectoral networks in country and in the region. These have included Finn Church Aid, Norwegian Church Aid, Christian Aid, Lutheran World Federation, Diakonia Emergency Aid, all as members of the ACT Somalia Forum. It has further engaged with Save the Children, CARE Somalia, ADRA Somalia, International Aid Services, Interpeace, Danish Refugee Council and Africa Educational Trust.

For purposes of this exercise, six (6) local partner agencies were selected and 10 peer agencies with whom Diakonia has worked or would consider partnering with, were reviewed.

The following summarizes the profile of each civil society partner agency with regard to suitability in accessing external donor funding in the context of this donor mapping exercise. Six (6) partner organizations have been included in this profile as those identified for the next phase of the Diakonia Somalia programme. Ten (10) international organizations or peer agencies have also been considered for their potential to partner with Diakonia in accessing joint funding or delivering commonly-funded programmes in Somalia.

NB: The general assessment made here should be viewed only as an indication of areas to consider when developing a resource mobilization strategy and approaching potential funders. It should not be read as a full capacity or organizational assessment of any institution indicated. Diakonia Somalia is advised to engage directly with each agency to further determine and evaluate potential linkages for donor-funded programmes.

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DIAKONIA LOCAL PARTNER PROFILE SUMMARY TABLE

The following presents a summary of Diakonia’s current strategic partners implementing programmes in Somalia, with regard to their funding situation for 2012-14 and considerations when seeking external funding.

Partner Programme focus Recent Projects with Diakonia

Avg Annual Budget SEK Main donors % of funding from

DiakoniaFundraising approaches

Absorption capacity for significant fund

amounts

Considerations for External funding as Diakonia Partners

Kaalo Development and Relief Organization

Democracy and Governance, WASH, Health and Education Advocacy, Humanitarian

Community Empowerment

≥20m SEK Diakonia, DPA, UNHCR, Oxfam, DAI, UNICEF, NED, STIDIT,

5%

Proposal Development; Mobilizing community support and Diaspora funding.

High Potential strong lead organization

Somali Family Service (SFS)

Good governance, Media for Peace Building, Education and Skill Development, Gender, IDPs, Environment, Youth, Peace Building, HIV/AIDS

Democracy and Civic Engagement in Puntland

1m – 5m SEK UNICEF, ILO, UNDP, UKAID, CARE, NED, Diakonia, UNHCR, Save the Children, UNFPA

28% Have various fundraising strategies.

Medium A potential lead organization. Ensure strong financial accounting systems for complex funding arrangements. Engage early and regularly to adopt a strategic fundraising approach as joint partners.

Samo Development Organization (SDO)

Human rights, Peace building and conflict prevention, democracy

HIV Aids Prevention Among Young People in Puntland

≤1mSEK Diakonia, UNICEF, Somali/American Friends

72% Coordination and linkages with others, visibility and publicity

Low Ensure strong capacity in reporting and financial management. May work well as a collaborative partner among other agencies.

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Partner Programme focus Recent Projects with Diakonia

Avg Annual Budget SEK Main donors % of funding from

DiakoniaFundraising approaches

Absorption capacity for significant fund

amounts

Considerations for External funding as Diakonia Partners

We Are Women Activists (WAWA)

Girl Child Education, Gender based Violence, human rights, advocacy, leadership and local governance

Capacity Building together with Women Literacy and Basic Skills

1m – 5m SEK Diakonia, CARE, Oxfam, UNHCR, UNDP, NDI, IOM, Somali Diaspora

8% Proposal development and responses to Calls, lobbying and advocacy, community mobilization, member subscriptions

Low - Medium Suitable collaborative partner with niche for youth and gender issues. Ensure strengthened capacity in financial accounting for complex funding arrangements.

Forum for Africa Women Educationists - Somalia (FAWESOM)

Girls in Education, gender and education

Accelerating Girls Participation in Basic Education

-- -- SEK3.1m over last three years

Various approaches

Medium May work well as a collaborative partner among other agencies. Has niche area in working with girls in education.

Galkayo Education Center for Peace and Development

Education for girls and women, human rights, peace and reconciliation

Gender education, gender mainstreaming

1m – 5m SEK -- -- -- Medium Funding absorption capacity rating based on 2009-10 data.

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PEER AGENCY PROFILES

The following section provides a brief profile of those peer agencies with which Diakonia may consider partnering in its work in Somalia with an indication of potential linkages around resourcing.

Agency Sectoral Focus Geographical Focus Main funders Partnership Approach Funding Recommendations Summary Conclusions

ADRA Somalia Education, WASH, Food Security, Resilience, Emergency response, Energy, Livelihoods

Puntland, Somaliland, South Central Somalia

EU, USAID/OFDA, CIDA, German Foreign Ministry, NORAD, DFID

ADRA Somalia enters in partnerships with Agencies who have a clear history of implementing relief and development programs, with a good track record and is recognised by the Government.

Engage in various consortiums with other agencies

Consider continued collaboration on education programs and build on consortium working.

CARE Somalia Child Poverty, Youth Empowerment, Girls Education, Clean Water, Governance, Social Change, Emergency response


Various – through CARE Member Partners

Works in partnership consortia and engages through cluster working groups and other joint initiatives

Consortia working A strong collaborative partner to work with in the areas of resilience, human security, governance, education. Has partnered with Diakonia partners thus potential for strengthened coordination. Engage through Somalia NGO Consortium.

Danish Refugee Council

Agriculture, WASH, Livelihoods, Community Driven Rehabilitation and Development programme, emergency responses.


DANIDA, UKAID, SIDA, UNICEF, World Bank

Works with others in partnership although does most implementation directly. Collaborates with other international agencies and is part of several consortia.

Work in collaboration with others. Identify a unique entry point and niche area

Strong collaborator for human security and resilience programmes as well as work around local governance. Engage directly and within consortia.

Interpeace Peace, Democracy, Security


Various Works with other agencies and participates in joint working initiatives with local and international agencies.

-- Enhance current collaborative relationship.Consider joint working on human security and peace building

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Islamic Relief Livelihoods, WASH, Education, DRR, Health

South Central Somaliland Puntland

CHF, SIDA, ECHO, UNICEF, SDC, IR Partners in USA, Canada, Europe, Middle East

Direct Implementer. Works in consortia of NGOs.

Apply as a consortium for more effective and broadened funding options

Open to collaborative fundraising efforts. Consider for consortia working. Opportunities for engagement with Middle East.

Norwegian People’s Aid

Rural water, emergency livelihoods, hygiene, IDPs, Girl Child Education and Skills Training for Vulnerable Boys

Puntland, Somaliland: Sool, Sanaag regions

Norwegian Ministry of Foreign Affairs, NORAD, CIDA, others.

Works in partnership with local agencies and participates in consortia groups and initiatives.

Potential for collaboration Works with Diakonia partner and could strengthen coordination. Collaboration potential in the areas of education, women’s rights, human security and resilience. Consider mutually beneficial linkages with NORAD and SIDA.

Oxfam Novib Somalia

Humanitarian (Emergency Food Security and Livelihoods, WASH & Nutrition), Resilience, governance and human rights

Strong presence in Somaliland and south central Somalia and some presence in Puntland

DFID, EC, SIDA & AUSAID, CIDA, Dutch Government, funds through Oxfam affiliates

Interested in working within consortia; guided by internal procedures; common themes & strengths. Partnership agreements and MoUs are also signed.

Work within consortia approaches

Governance and human rights a strong area for potential collaboration. Oxfam works with some of Diakonia’s partners and a coordinated approach would be beneficial to all.

Save the Children

Education, health, justice, nutrition, child survival, emergency responses,


Various Works within several consortia arrangements and partnerships. Looks for value addition in expertise and coverage as well as leverage in bringing new donors to the table. Partnerships must be open, mutually beneficial, well coordinated.

Demonstrate niche area and value addition to take on greater prominence in consortia working. Bring in alternative funding sources for shared advantage.

Has established working relations with Diakonia in the past. Strong collaborative potential for all key sectors.

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Trocaire Health, Nutrition and Education

Belet Xaawo, Dollow, Luuq, Garbahaarey & Burdhubo Districts

UN, Caritas agencies, Irish Aid, DFID, EC, UNICEF, WFP, MISEREOR.

Trócaire has in place a partnership policy that guides the identification and selection process of potential partners that involves assessment of fit, capacity, track record.

Working in a coordinated and collaborative manner to as to maximize benefits. Utilise DHBs and CECs as important entry points for health and education projects.

Possible areas of collaboration are: Human Rights; Governance and Accountability; Resilience & Human Security.

Also a faith based organization working with partners in a similar manner as Diakonia. Opens opportunities to working with other Caritas agencies.

World Vision Somalia

WASH, Health and Nutrition, Food Security, Livelihoods, Child Protection, Emergency relief

South Central (Dolow, Baidoa, Luuq), Puntland (Garowe, Eyl, Dangorayo) and Somaliland (Baki,Odweyne, Burco).

USAID, DFID, AusAid, Irish Aid, BMZ, CIDA, WFP, FAO, UNICEF, Global Fund, CHF, SIDA, Danida

Considers shared mission and vision. Engages with INGOs through the Somalia Resilience Programme

Assign specific focal persons to engage with identified suitable donor agencies.

Consider collaborative effort in areas of Resilience, Human Security; Engage within SomRep.

Not engaged in governance and human rights.

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DONOR FUNDING OPTIONS FOR DIAKONIA SOMALIA

The results of the Donor Mapping Exercise are summarized below to present strategic funding options available to Diakonia for its Somalia programmes.

Criteria for selection: A number of donors were reviewed for their suitability based on the following:1. Have explicit interest in working in Somalia, particularly in Puntland and South Central Somalia.2. Have funding available to international NGOs as well as local civil society organizations.3. Funding mechanisms available can offer significant, high value funding being greater than US$100,000 p.a.4. Offer funding in the main thematic areas of Diakonia Somalia’s programme 2014 – 2018. 5. Demonstrate potential for multi-year programmes or a long term funding relationship with Diakonia6. May have had previous engagement through partnership with peer agencies working in Somalia7. Funding options available are realistically competitive and accessible8. Demonstrate reasonable compatibility with Diakonia’s values and approaches and are likely to meet Diakonia’s internal donor partnership policy requirements

This exercise also considered other potential funding options that did not meet the above criteria. These included:1. The Private Sector – while this is a growing area for development support and engagement and a focus for many corporate institutions in the region, the opportunities

in Diakonia’s area of operation are considered to be minimal at this time and would require extensive relationship-building to generate the levels of funding that the organization would require. This is, however, a sector to watch closely and begin to engage with for future collaboration for Diakonia, and most importantly, its partners.

2. The Somali Diaspora – The Somali community abroad is considered one of the highest contributors to the Somali economy through regular inflows of funding for commercial and domestic purposes. Some Diaspora communities have emerged to form structured giving mechanisms for development initiatives in Somalia and Somaliland and partners would be best suited to engage with these options. It is, however, considered a less suitable option for Diakonia in comparison to alternative funding opportunities.

3. External Trusts and Foundations – these are considered to be smaller funders and therefore not well suited to Diakonia’s funding targets and therefore minimal attention was given to this category of funding options.

The donors listed here represent a strategically prioritized group of varied institutional donors and select foundations who best match Diakonia’s work in Somalia. Some of the donors listed have had previous funding relationships with Diakonia and/or their partners. Other donors offer new funding opportunities for the organization and its partners and should be explored for partnership potential.

The donor list has been limited to 21 potential funders to enable Diakonia pursue strategic donor relationships. Most donors, however, offer more than one funding mechanism for which Diakonia is eligible. Each potential funder has been rated for ‘Best Match’ to enable Diakonia prioritise engagement with the funder. A ‘Best Match’ rating indicates that the donor’s focus areas, funding type and application requirements are best suited to the organization’s current strategic focus, funding requirements and organizational set-up.

Comprehensive Donor Information Sheets of each potential Funding Partner are provided as a second part of this report. Each Info Sheet presents summarised information on each donor’s Strategic funding focus areas, funding mechanisms available and application requirements. Where available, specific links have been provided to give further information on application guidelines.

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DONOR DIRECTORY & RATING

Donor By Sector Governance & Accountability Human Rights Resilience & Human

Security Humanitarian Rating

1. European Commission (EC) $ $ $ $ A

2. EC Humanitarian and Civil Protection (ECHO) $ $ A

3. Royal Danish Embassy/ Danish International Development Agency (DANIDA) $ $ $ A

4. Swedish International Development Agency (SIDA) $ $ $ $ A

5. UKAID Department for International Development (DFID) $ $ $ A

6. UN Development Programme (UNDP) $ $ $ A

7. Big Lottery Fund $ $ $ B

8. Carnegie Corporation of New York $ $ B

9. International Labour Organization (ILO) $ B

10. Norwegian Agency for Development (NORAD) $ $ $ B

11. Somali Stability Fund $ $ $ B

12. Turkish International Development Agency (TIKA) $ $ B

13. UN OCHA Common Humanitarian Fund (CHF) $ B

14. United Nations Democracy Fund (UNDEF) $ $ B

15. United States Agency for International Development (USAID) $ $ $ $ B

16. Wallace Global Fund $ $ B

17. Arab Human Rights Fund $ C

18. Australian Aid (AUSAID) $ $ C

19. Canadian International Development Agency (CIDA) $ $ C

20. Irish Aid $ $ $ $ C

21. United Arab Emirates (UAE) $ $ C

Rating: A – Best Fit: B – Good Fit: C – Some Fit

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DIAKONIA SOMALIA RIGHTS PROGRAMME 2014 – 2018: FUNDING PARTNERSHIP OPTIONS

PROGRAMME OBJECTVES POTENTIAL FUNDERS - DIAKONIA POTENTIAL FUNDERS - PARTNERS POTENTIAL PEER AGENCY COLLABORATORS

Specific OBJECTIVE 1: Governance & Accountability: The level of participation and accountability has increased in Puntland and Jubaland

DFID ARAB HUMAN RIGHTS FUND DFID - OXFAM, DRC, FAC, STC

EC SOMALIA STABILITY FUND EC - STC, OXFAM, CARE, DRC

DANIDA CIDA DANIDA - DRC, STC - Denmark, INTERPEACE

UNDEFAUSAID AUSAID - SAVE, OXFAM

BIG LOTTERY BIG - STC UK, OXFAM

SIDA

UNDP

NORAD NORAD – NCA, ADRAUSAID USAID – CAREWGFCIDA CIDA - OXFAMIRISH AID Irish Aid - Trocaire

Specific OBJECTIVE 2: Human Rights: The respect for human rights has improved in Puntland and Jubaland.

EC CIDA EC - STC, OXFAM, CARE

IRISH AID SOMALIA STABILITY FUND IRISH AID - TROCAIRE

DANIDA ARAB HUMAN RIGHTS FUND DANIDA - DRC, STC - Denmark, INTERPEACE, WV

AUSAID AUSAID - WV, SAVE, OxfamBIG LOTTERY BIG - STC UK, OXFAM

UNDP / UN WOMEN

CARNEGIE

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PROGRAMME OBJECTVES POTENTIAL FUNDERS - DIAKONIA POTENTIAL FUNDERS - PARTNERS POTENTIAL PEER AGENCY COLLABORATORS

Specific OBJECTIVE 3: Resilience & Human Security: The human security of the population and the resilience of local societies have improved in Puntland and Jubaland.

UNDP/UN WOMEN SOMALIA STABILITY FUND World Vision

EC UAE EC - STC, OXFAM, CARE, Islamic Relief, DRC

DANIDA DANIDA - DRC, STC - Denmark, INTERPEACE, WVUAE UAE - ISLAMIC RELIEFTIKA TIKA - ISLAMIC RELIEF, ADRA, CARE, OXFAMDFID DFID - ADRABIG LOTTERY BIG - STC UK, OXFAM

NORAD NORAD – ADRA, NCA

USAID USAID – WV, ADRA, CARECIDA CIDA - WV, ADRAIrish Aid Irish Aid - WVCARNEGIE

Humanitarian InterventionsECHO ECHO – Islamic Relief, DRC, NCA

IRISH AID IRISH AID - TROCAIRE, WV

CHF CHF - WV

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CONCLUSIONS

The Donor Mapping Exercise for Diakonia Somalia presents a number of considerations for the organization and its partners to make in the development of a resource mobilization strategy. Based on an assessment of current funding trends globally and specifically for Somalia, as well as changes taking place in the practice of organizations working in the same region, we draw the following conclusions:

1. Partnership is the key to accessing and managing donor funding for Somalia. The main bilateral and multilateral funding agencies channeling aid to the country either for humanitarian or development projects do so largely in partnership with other similar agencies such as the UN working within its internal agencies or with large NGOs or government institutions around which they have defined internal structures and mechanisms. INGOs working in country have also been found to rarely work on their own with most entering into partnership with local organizations, government institutions and many with peer agencies. They have taken on a consortium approach and work closely in partnership with others. Diakonia’s own partnership approach reflects a similar approach, however structured partnerships with peer agencies and linkages with multilateral agencies need to be further developed in order to boost opportunities for new funding.

2. The 2013 Somali Compact provides the framework around which all international agencies are expected to operate in the delivery of development and humanitarian programmes, alongside the Federal Government of Somalia. Diakonia programming would therefore be expected to reflect and respect the same.

3. Funding for Puntland and South Central Somalia is available externally, however capacity to work effectively in these areas, especially SC Somalia, needs to be demonstrated in order to access funding.

4. Most significant external funding is from large bi/multilateral agencies, with few foundations or trusts focusing on Somalia. The major long term contributors to Somali aid include the UN as a whole, European Commission, USA, UK, Norway, Sweden, Turkey, Japan, Australia, Denmark, Canada. Individual giving is seen in the context of inflows from the Somali Diaspora and is relatively unstructured.

5. Donor funding mechanisms available to INGOs such as Diakonia or local NGOs tend to be pre-formulated through country assistance plans or joint donor funding agreements. These may then be negotiated with potential partners at the concept stage or open through public Calls for Proposals. Aid agencies are growing and consolidating, therefore have become less flexible with decreased opportunities to interact one on one, some with greater bureaucracies, some with clearer structures and others remaining cloudy at best, relying on already established relationships. There are therefore few opportunities for direct bilateral funding, particularly within a new relationship.

6. Funding from Middle Eastern or Arab countries has traditionally been seen through humanitarian efforts although there is growing interest in supporting longer term work in Somalia and Somaliland. Although this is a new potential area for funding the funding mechanisms are inconsistent and unclear for most INGOs.

7. Most significant funding is found in collaborative inter-agency set ups thus the need to develop strategic partnerships with like minded agencies in programme delivery and the development of consortia applications for joint funding. Diakonia enjoys positive relations with current consortia or alliance members however these need to be further developed as well as expanded to other agencies, many of whom are keen to engage.

8. Through this study, many of the peer agencies identified are already taking lead in managing consortia funding at several levels. Diakonia has also had the experience of lead agency for EC funding, however, it should continue to position itself to take on more similar roles.

9. While various funding options are available, given the investment required in pursuing each option, a select number of funders should be pursued based on criteria that may include funding levels, co-financing requirements, potential for long term relationship, competitive advantage, compatibility of principles, among others.

10. Diakonia’s Partners in Somalia have varying capacities and experiences in accessing and managing external funding and would require considerations of their suitability for new funding prior to engaging with new potential funders.

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11. There is an increased interest and focus on funding for local CSOs working in Somalia although capacity of these organizations is considered limited. Diakonia Partners will do well to raise their profile as well as address specific capacity gaps in order to position themselves to access funding directly or as consortia leads.

12. Diakonia has key strengths to offer in a funding relationship as indicated in the identification of niche areas or Unique Selling Points but is deficient in strong inter-agency partnerships and broad sectoral visibility and profiling which are critical to expanding its funding base through relationships and access to information.

Somalia SunsetPhoto: Diakonia

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RECOMMENDATIONS

The Donor Mapping Exercise involved the assessment of a number of factors that would contribute to Diakonia’s successful resource mobilization for the Somalia programme. While the scoping of donor funding opportunities was at the core of the study, Diakonia’s own programme and organizational approach was considered, along with that of its implementing partners as well as peer agencies operating in the same area. From the information gathered, Diakonia is well positioned to seek out and secure new funding opportunities that would strengthen and diversify its funding base, through a carefully considered strategy. We offer the following recommendations to Diakonia and partners to guide these next strategic steps.

1. Partnership, partnership, partnership! Diakonia must prioritise the pursuit and structuring of strong relations and linkages with international NGOs, consortia, cluster working groups, UN inter-agency fora, among others. This will enable Diakonia to contribute to strategic thinking and programme planning as well as identify and shape funding modalities and opportunities at this level. This may be done through follow up meetings or joint sessions with potential partner agencies identified in this study for consortia working and agree on ‘modus operandi’ or MoU arrangements in anticipation of calls for proposals as opposed to waiting for the calls then acting. Diakonia should also increase contact with UN agencies in country as funding is not directly open to all agencies.

2. Grant management. Several pooled funds available for Somalia development are managed through consortia or networks or sub-granting agencies. For instance, Save the Children and World Vision hold similar roles although with agencies they normally work with. The role of grant manager or fund administrator may be of consideration to Diakonia, particularly given its strength in partnership management as well as its strong internal programme and financial management skills and systems. Diakonia’s history with SIDA could present such an opportunity and should be discussed further. These include ongoing discussions around the opportunity for Diakonia to manage the Swedish Embassy pilot Somalia Rapid Response Mechanism – a quick impact project fund aimed at providing short term critical projects that can provide immediate benefit to communities in Puntland and Jubaland.

3. Consortia working. As a commonly used approach to programme and funding delivery, Diakonia should ensure that its internal mechanisms can facilitate this collaborative approach. Some factors to consider include financing mechanisms, use of Memoranda of Understanding, donor engagement protocol, compatibility of programme approaches, demonstrable value addition, to name a few. To take this forward, consider deepening engagement with current select ACT Alliance or NGO Consortium members and identifying common programme focus areas around which joint applications may be made when opportunities are identified. Diakonia should further enhance its presence alongside its peer agencies.

4. Working with Partners: Identify and work with partners that demonstrate strong capacity to absorb and manage external funds and where necessary focus on capacity strengthening of these organizations to build this capability. This should be captured within the Capacity Development Plan scheduled for development in 2014.

5. Sustainability: Build in strong exit planning at the beginning of the strategic period to enable partners reduce reliance on Diakonia over time. Currently budget provisions allow for strong sustained support over the next 4.5 years but should Diakonia and its back donors be unable to support these organizations at the end of the period, they will struggle significantly to maintain their operations thus jeopardizing overall impact of initial investments.

6. Funding Focus: Consider focusing resource mobilization efforts on actions in Puntland more than in Jubaland for the first 2 years to enable Diakonia establish itself better using less restrictive funds. However, this also provides an opportunity for donor funding in areas where other agencies may be less involved. The opportunities and risks must be carefully considered and weighed accordingly.

7. Core funding for Partners: Diakonia’s approach to building partners with core funding will be advantageous to partners in funding and programme flexibility and reduce administrative advantages. However, this needs to be balanced well with the need to be prepared to handle donor funding that has more stringent rules and requirements and limits on flexibility. The distinction needs to be made early and partners well prepared for this scenario.

8. Strategic and Selective Resource Mobilization: A range of funding options has been identified through this study that Diakonia and/or its partners may consider. However,

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it is recommended that the organization focuses on a few, selected options and pursues these relationships strategically and effectively. It is proposed that Diakonia selects up to five (5) potential donor agencies for follow up. Further reference may be made to the Donor Rating provided. Diakonia’s Resource Mobilization Strategy should further distinguish between priorities for local partners and those for Diakonia as a whole.

9. Innovative programming: a major factor of consideration for all donors establishing new relationships is in the value proposition a partner presents. Diakonia’s niche areas already form a strength, however, innovations in programming need to come to the fore when engaging with potential funders as well as peers in the sector. Diakonia and its partners’ work needs to stand out. The Somalia programme team may even consider drawing concepts or approaches from other Diakonia country programmes and introduce these to local initiatives. This will go a long way in leveraging new funding.

Additional recommendations or comments are made for the development of the Somalia Programme Strategic document in relation to funding and resource mobilization.

10. Programme Document: The document presents a clear and well packaged framework for the programme over the next 4.5 years. This can be turned into a fundable proposal document to initiate discussions with new funders or peer agencies, with a few considerations: o Scope of Programming – for its intended purpose, the document is broad but comprehensive. For fundraising, however, Diakonia will need to determine which thematic

areas are priority for external funding and set aside those more difficult to raise funds for to be covered by Diakonia’s flexible funding or unrestricted income. o Timeframe: Considering narrowing this down to 3 year specifics while maintaining a 5 year projection. This will ease the process of reworking the document for funding

proposals. o Information: While this is a largely internal document, it can be enhanced for relevance to external readers. For instance, provide a strong introduction and background

summary on approaches used and notable achievements to date to bring out Diakonia and partners’ strategic advantage and unique selling points. o Context Analysis: The analysis provided is strong and can form the basis of many proposals. It will simply require tailoring to suit the application focus. o Information on Transition: Clarity on the transition from a strong education emphasis to the current strategies and how Diakonia is building on this would be useful to

less familiar readers. It would further assist in demonstrating Diakonia’s strengths and achievements. o Gender analysis: While gender is presented as an important and cross cutting theme, the Gender analysis could be improved upon and direct strategic linkages drawn

for each intervention area. o Budget: The budget as presented is fairly clear and straightforward as well as realistic, particularly in relation to funding available for the thematic areas. It is anticipated

that budgetary breakdowns will be developed on a case by case basis. Please note earlier observations on presentation of budget ratios.

11. Next Steps to Resource Mobilization Strategy: The findings of this study are intended to form the basis for the development of a clear RM strategy. It is recommended that Diakonia reviews this document together with its partners and prioritises key approaches to accessing the funding opportunities available in a participatory process that offers a role to all involved. Given that partnership has been identified as critical to this success, relationship building on the ground will be absolutely necessary. Clear strategic direction in doing so must therefore be guided and agreed upon.

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APPENDIX

a. Terms of Reference

b. Key Information Sources

i. List of Interviewees / Individuals Contacted

1. Abdikadir Warsame, SAMO2. Abdulrashid Ali, SFS3. Ahmed Ali Jama, Diakonia4. Amir Manghali, Islamic Relief5. Hanina Ben Bernou, European Commission6. Ashebir Debebe, Save The Children, Somalia7. Ed Pomfret, Oxfam Novib8. Elvira Kamau, Diakonia9. Josephine Wambui, Oxfam Novib10. Leif Newman, Diakonia11. Minyu Mugambi, ADRA Somalia12. Mohamoud Hamid, KAALO13. Robert Torlind, Diakonia14. Rory Brown, Adam Smith International 15. Rosemary Mutie, Trocaire16. Saida Hersi, Diakonia17. Simon Nzioka, DRC18. Solomon Ngari, Australian High Commission19. Stephen Ndichu, Diakonia20. Tonny Omondi, World Vision21. Zeinab Mwazige, WAWA

c. Reference Materials and Online Information Sources• ACT Alliance Somalia Forum Emergency Preparedness and Response Plan, ACT Alliance, 2012• Adventist Development and Relief Agency, Somalia: www.adrasom.org• Australian High Commission Department of Foreign Affairs and Trade: www.ausaid.gov.au• Care International: www.care.org/somalia

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• Carnegie Corporation: www.carnegie.org• Common Humanitarian Fund: http://www.unocha.org/somalia/financing/common-humanitarian-fund• DANIDA – Ministry of Foreign Affairs Denmark: http://um.dk/en/danida• Danida Somalia Programme Concept Note: Ministry of Foreign Affairs, Danida, 2014: • DFID Development Tracker: http://devtracker.dfid.gov.uk/countries/SO/index.html• DFID Girls Education Challenge Business Case, DFID, June 2012. • DFID Operational Plan 2011 – 2015, DFID Somalia, updated June 2013. • DFID Somalia Accountability Programme Business Case, DFID, October 2013. • DFID Somalia Humanitarian Business Case 2013 – 17, DFID 2013. • DFID’s approach to Value for Money, DFID, July 2011. • DFID’s Strategy For Payment By Results: Sharpening Incentives to Perform, DFID, October 2013. • Diakonia Conflict and Justice Guidelines, Draft, Anna Akerlund, November, 2013 • Diakonia Disaster Risk Reduction Guidelines, Draft, Diakonia, April, 2014. • Diakonia Partner Funds Allocations (2011 – 2014), Diakonia Somalia, 2011.• Diakonia Somalia Country Strategy 2012 – 2014, Diakonia, 2012.• Diakonia Somalia Rights Programme 2014 – 2018 Programme Documents (Logical Framework, Budget, Programme Implementation Plan, Benchmarks for Inception),

Diakonia, 2014.• Diakonia Sweden List of Somalia Partners 2012, Diakonia 2012.• Diakonia Sweden: www.diakonia.se• Embassy of Sweden: www.sida.se/english• European Commission Humanitarian Office (ECHO) Somalia Fact Sheet, Humanitarian Aid and Civil Protection, February 2014.• European Commission Humanitarian Office (ECHO): http://ec.europa.eu/echo• Forum for African Women Educationalists – Somalia – FAWESOM: www.fawe.org/region/east/somalia• Funding for NGOs: www.fundsforngos.org• Global Institutional Philanthropy: Preliminary Status Report, Authored By Paula D. Johnson , The Philanthropic Initiative, Inc (Tpi), 2011• Implementation of the Paris Declaration and Accra Agenda of Action: impact of emerging donors’ trends on civil society; Briefing prepared by APRODEV for the ACT

Alliance working group on Development Effectiveness – October 2010• International Labor Organization- - Somalia: www.ilosomalia.org• Interpeace: www.interpeace.org• Intrac Policy Briefing Paper No.31: Understanding private donors in international development Brian Pratt, John Hailey, Michela Gallo, Rebecca Shadwick, and Rachel

Hayman, July 2012• Irish Aid Department of Foreign Affairs and Trade: www.irishaid.ie• Local Partner Allocations 2009 – 2010, Diakonia Somalia, 2009. • Norwegian People’s Aid: www.npaid.org• Save the Children, Somalia: www.savethechildren.org.uk• Somalia Country Programme Funding 2008 – 2014, Diakonia, 2008.

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• Strengthening Civil Society in Somalia: Developing a Comprehensive Strategy: Final Report. The EU Somalia Unit and DFID, Rob Watson and Gianfrancesco Costantini, March 2012.

• The ACT Alliance: www.actalliance.org• The Foundation Center: www.foundationcenter.org• Turkey International Cooperation and Development Agency: www.tika.gov.tr• Turkish Development Assistance Report 2012, Prime Ministry, TIKA, 2012. • UAE Ministry of International Cooperation and Development: www.micad.gov.ae• UN Democracy Fund: www.un.org/democracyfund • USAID Somalia: www.usaid.gov/somalia• Wallace Global Fund: www.wgf.org• World Vision Somalia: www.wvi.org/somalia

d. DONOR INFORMATION SHEETS

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TERMS OF REFERENCE: DONOR MAPPING OF THE DIAKONIA SOMALIA PROGRAMME

Background

Diakonia is an international development organization founded in Sweden by independent churches. The organization currently works in almost 34 countries in Africa, Latin America, Middle East and Asia by supporting local partners. Diakonia’s vision is a world where all people live in dignified circumstances in a just and sustainable world free from poverty. Our mission is to change unfair political, economic, social and cultural structures that hinder women and men from living their lives in dignified circumstances.

Diakonia focuses on 5 thematic areas namely Human Rights, Democracy, Peace and Reconciliation, Gender Equality and Social & Economic Justice with HIV and AIDS, Gender and Environment as mainstreamed themes.

The Somalia Country Programme started in 1994, working with the civil society and the local authorities, largely in Puntland and Central South Somalia, in the areas of education, democracy and human rights. The mainstay of the Somalia Country Programme funding comes from the SIDA, with other funding coming from the European Union and UN Agencies.

The current work of Diakonia Somalia Programme focuses on Puntland and Jubaland States of Somalia.

The country programme currently has an office in Garowe, Puntland state of Somalia, with 18 full time staff in the field office, a finance support staff and Country Manager at the Regional Office in Nairobi. The programme is further supported by staff from the Regional office based in Nairobi including the Regional Manager, Planning, Monitoring, Evaluation, Reporting & Learning Coordinator and Regional Finance and Administration department. The programme also benefits from technical support from the Head Office in Stockholm.

The current programme focus for the Diakonia Somalia Programme is in the areas of;

Governance and Accountability - Enhanced participation of the citizens in the governance of their societies at local and national levels; Reduced corruption and increased transparency in public administration; Increased provision of adequate basic services by the state; Reduced dependence of public institutions on external resources

Human Rights - Reduced levels of SGBV, including the practice of FGM; Increased respect of the rights of the child; Strengthened respect of human rights of prisoners and detained persons; Improved human rights defence structures; Increased possibilities for victims of human rights violations to access and get justice; Improvement and implementation of human rights legislation

Resilience & Human Security - Improved economic opportunities for women and men, including youth and IDPs and/or refugees; Reduced level of conflicts around natural resources; Enhanced implementation of property rights; Improved rule of law; Increased respect of existing peace agreements and improved conflict transformation; Education activities

In its quest to diversify its funding, the Somalia Country Programme intends to embark on a donor mapping exercise as part of the development of a resource mobilization strategy.

1. Purpose of the study - To identify possible donors for the Diakonia Somalia Programme;- To outline modalities for accessing available donor funds;- To provide recommendations for a future resource mobilization strategy for the Diakonia Somalia Programme.;- To identify particular niches for the Diakonia Somalia Programme that donors might be willing to fund.

2. Expected outcomeThe production of a user friendly document which includes a well researched mapping of possible future donors, their funding requirements and opportunities to access funding for the Diakonia Somalia Programme. The documentation should enable Diakonia to take strategic decisions regarding future work and enable the programme approach new donors.

3. Scope of Worka) Study of Diakonia policy documents and administrative routines;b) Interviews with the programme staff at Country and Regional levels;c) Meetings with an agreed number of like-minded organizations;

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d) Study of possible funding sources such as; EU delegations and Commissions; multilateral agencies and UN trust funds; bilateral agencies and embassies; private foundations; private sector; basket funds; regional funds and non-traditional donors (e.g. Arab/Gulf States, Diaspora, etc);

e) Analysis of possible funding modalities, including possible types of financial management e.g. consortium, alliances, sole applications, co-funding, multi-country and regional projects.

4. MethodologyThe study shall include the use of all relevant information sources: published documents, internet resources, telephonic contact with donor agencies, face-to-face meetings with the most relevant donors, organizations representatives, etc.

Name European Commission - EC

Location & Contact Details EU Delegation to SomaliaP.O. Box 30475 – 00100Nairobi, KenyaTelephone: + 254 020 2712830 / + 254 020 2713250; + 254 020 2713251 / + 254-20-2802000E-mail: [email protected] or [email protected]: http://eeas.europa.eu/delegations/somalia

Key Contact Person(s) National Authorising Officer: EC Delegation – Somalia Operations UnitGovernance Advisor: Anna SchmidtFood Security, Agriculture, Livestock Programme Officers: Ernest Njoroge & Paolo Toselli.

Strategic Funding Focus Areas The EU is aware of the challenges that Somalia faces with regard to maintaining peace and security, establishing democratic processes and institutions, and strengthening human rights. The EU is the largest donor of both humanitarian aid and development assistance in Somalia/Somaliland and is therefore an important driver for change. EU development aid focuses on governance or state building, education, economic growth, and support to food security, health, environment, water and sanitation. The European Union (EU) is currently financing 25 projects under its economic development umbrella in Somalia/Somaliland. Based on its 2008 – 2013 Joint Strategy Paper and with reference to the 2014 Somali Compact11 EU economic development projects center on agriculture, livestock, private sector development, and economic infrastructure.

The Somali Compact is the result of an inclusive process to determine the priorities of Somalia for the next three years (2014-2016). The process, based on the Busan New Deal principles, was initiated in December 2012, by the Federal Government of Somalia (FGS) and the international community. In March 2013, the FGS and representatives of the Somali Federal Parliament, Somali civil society, the United Nations and the lead donor representative (European Union) established the High Level Task Force (HLTF) to guide and support this endeavour, on the basis of mutual accountability. It also established the Somalia Development and Reconstruction Facility, a coordinated funding mechanism through which the Compact will be delivered.

- Food Security: The EU addresses food insecurity through cash-for-work and cash relief interventions with conditional and unconditional cash transfers. - Agriculture: The EU is contributing to rural livelihoods by supporting areas which have demonstrated strong capacity for production. EU assistance in the agricultural

sector aims to support private sector-led economic growth through: Increased productivity; Value addition; Extension; Training; Access to product and input markets; Rehabilitation and maintenance of irrigation and market infrastructure; Water and land information systems

- Private sector development: The EU is supporting and expanding the already dynamic Somali private sector, through initiatives that: Increase productive capacity and employment opportunities; Assist accountable state and non-state institutions to negotiate, prepare, and enable legal and regulatory frameworks that foster private sector growth; Provide basic infrastructure rehabilitation in urban and rural areas; and Provide natural resource management to ensure territorial development.

- Livestock: The EU livestock program is composed of three main areas: Enhancement of environmentally sustainable livestock, livestock products, and marketing practices, value addition, and services provision; Establishment of an internationally recognized

- cost-effective system of animal health surveillance, inspection and certification including public and private veterinary services delivery and Continuous support to livestock sector institutions and sector policies, laws and regulations.

Geographic Scope All

DONOR INFORMATION SHEETS

Name UK Department for International Development - DFID / UKAID

Funding Mechanisms Available The European Commission’s 11th European Development Fund 2014 – 2020 will include specific funding for programmes in Somalia as well as envelopes open to other countries and regions. The EU and Somalia signed in June 2014 its first National Indicative Plan based on the New Deal Compact. It will focus on State building, Education and Food Security.

The following funding instruments are those considered to be most relevant to the Somalia programme: • European Initiative for Democracy and Human Rights (EIDHR) – Global Call• Non State Actors and Local Authorities in Development Thematic Programme – Global Call – may have in-country call. • Thematic Programme ‘Investing in People’ –Global Call, may have in-country call. • Food Security Thematic Programme – Global or Regional Call. • Food Facility – Global or Regional Call, may have in-country call. • Energy and Water Initiative – Global Call. • Instrument for Stability – Global Call, may have region-specific call. • Civil Society Facility Programme – Global Call. • Global Public Goods and Challenges – Global Call• Humanitarian Instrument – ECHO –Open.

Application Requirements Prior registration with the EC online registration platform - PADOR.Specific requirements and eligibilities vary according to each instrument/ Call for Proposals.

Application Guidelines and Deadlines No current calls for proposals have been issued relevant to Somalia. These are expected to begin in the third quarter of 2014.

Funding notices may be tracked online at the Europeaid Grants and Tenders website.

Areas of best fit with Diakonia Somalia Programme areas of linkage with EU funding include human rights and governance work, working with marginalized or minority communities such as prisoners or women; education and food security.

EU Calls for Proposals are significantly competitive particularly when broadly indicated as global calls. Diakonia would be at an advantage to highlight its Somalia-specific work in this case, however, it will stand greater chances of funding if applying within a larger consortium, particularly with those agencies that have a positive track record with EU funding.

Diakonia’s previous interaction with the EU as a grant recipient places it in a strong position to access and manage new funding grants.

Rating based on ‘Best Match’ A

Notes/Comments Any Risks Potential Applicants Data Online Registration (PADOR) Registration required for all ApplicantsCo-financing requirement of 10-25% for all grants from non-EU sources. Turnaround time averages at 9-12 months – requires strategic planning and forecasting.

Co-financing requirements by the EC need forethought and planning, particularly within a consortium context. Prior discussions and negotiations internally and with potential partners will ease the effective roll out of EU grant projects.

Save the Children, Oxfam Novib and CARE Somalia are key implementers of EU-funded projects.

Name ECHO or EU Humanitarian Aid and Civil Protection Department

Location & Contact Details British American Centre (BRITAM) 2nd floor Ragati Road P.O. Box 49991 - 00100 Nairobi E-Mail: [email protected] Tel: +254 20 297 26 01 http://ec.europa.eu/echo/en

Key Contact Person(s) Aldo Biondi – Head of Office

Strategic Funding Focus Areas ECHO’s main focus in Somalia is on life-saving interventions in the areas of protection, food security, health, nutrition, shelter, water/sanitation/hygiene and coordination of aid. These actions focus mainly on the most affected regions of south and central Somalia, where needs are still the greatest. It also addresses pockets of vulnerability in Puntland and Somaliland.

ECHO’s current strategy for Somalia therefore focuses on the following objectives:- Life-saving humanitarian response: the intervention strategy will be addressing the response to essential needs in the sectors of food assistance (including

through in-kind food and cash/voucher modalities), nutrition, health, water and sanitation, shelter, protection and NFIs.- Supporting the recovery of affected population and increasing their resilience through protection of livelihoods. The intervention strategy will focus

on strengthening communities' resilience to natural and man-made disasters. The prevention of livelihood erosion and detrimental coping strategies will be addressed (revitalisation of livelihood and improvement in food security, maintaining productivity and minimizing loss of direct livestock assets).

Geographic Scope South and Central Somalia, Puntland, Somaliland

Funding Mechanisms Available EC adopts yearly a World-Wide Decision which covers all humanitarian aid actions which ECHO anticipates to fund during a given period, as stated in ECHO's Annual Strategy. In the context of the Worldwide Decision, ECHO prepares and publishes Humanitarian Implementation Plans (HIPs) which provide more detailed information on the operational priorities identified in the Worldwide Decisions on the basis of the Annual Strategy. For instance, the 2013 Global Decision allocated Euros 37 million to Somalia.

To benefit from EU humanitarian funding, an interested organization needs to become a partner. A framework partnership agreement is signed between ECHO and the humanitarian partner if the applicant complies with the selection criteria established by Article 7 of the Humanitarian Aid Regulation. Once they sign the partnership agreement, partners can submit project proposals in response to the published Humanitarian Implementing Plans (HIPs) approved by ECHO on a yearly basis.

Further information on Framework Partnership Agreements – See Guidelines

Application Requirements ECHO FPA partners may apply for funding using the electronic or online system. A logical framework, activity schedule and financial overview should be included as part of the proposal. Further guidelines on these documents may be found online at http://ec.europa.eu/echo/partners/humanitarian_aid/etools_en.htm

Application Guidelines and Deadlines While ECHO’s annual work plans are set out, the very nature of the unit enables quick and responsive actions and therefore applications for funding are reviewed on a rolling basis, as per need.

Areas of best fit with Diakonia Somalia Suitable for Humanitarian Actions. Diakonia would need to hold an FPA arrangement with ECHO or work with partner agencies who do, such as DRC, NRC, Save the Children, among others.


Notes/Comments Any Risks Does Diakonia have a Framework Partnership Agreement with ECHO?

Name DANIDA

Location & Contact Details Ministry of Foreign Affairs of Denmark : DanidaAsiatisk Plads 2DK-1448 Copenhagen K Tel. +45 33 92 00 [email protected]

ROYAL DANISH EMBASSY: Kenya13 Runda Drive, RundaP.O. Box 40412-00100NairobiTel: +254 20 4253000Email: [email protected]

Key Contact Person(s) The Embassy of Denmark in Nairobi has overall responsibility for the Somalia Country Programme.Deputy Head of Mission: Kira Smith SindbjergHead of Office - DANIDA Programme Office, Hargeisa: Søren Skou Rasmussen

Strategic Funding Focus Areas The Danish engagement with Somalia is guided by the Danish Policy Paper (2014-2017), with the vision to support the people and the Government of Somalia in building a stable society capable of enhancing peace, security, social and economic development. Three strategic areas support this vision:

i) state building based on inclusive politics, ii) security and the rule of law and,iii) poverty reduction, economic growth and improved livelihoods.

The Somalia Country Programme 2014-2017 will be designed around two thematic programme interventions derived from the strategic objective of the Policy Paper; Governance and Inclusive Economic Growth. The Governance Programme will contribute to strengthen legitimate and democratic institutions to enable delivery of key services to the people of Somalia, which will contribute to a secure, stable and democratic state. The Inclusive Economic Growth Programme will contribute to reducing poverty, creating employment and increasing resilience, which include support to investments and value chains as well as development of economic strategies. Both thematic programmes will have a particularly focus on gender equality and inclusion of youth. 2

Geographic Scope Somalia, Somaliland.

Name DANIDA

Funding Mechanisms Available The overall Danish engagement for 2015-2017 will be addressed through three different funding frames:1) Somalia Country Programme managed by the Embassy in Nairobi through the bilateral country frame.2) Humanitarian assistance administered through partnership agreements with Danish and international organizations managed by the Department for Humanitarian Action, Civil Society and Personnel Assistance (HCP) in close cooperation with the Embassy in Nairobi.3) Stabilisation efforts within the regional Whole of Government Stabilisation Programme for the Wider Horn of Africa from the Peace and Stabilisation Fund and managed jointly by the Ministry of Foreign Affairs and Ministry of Defence in close cooperation with the Embassies in Nairobi and Addis Ababa.•The governance programme will go through the UN Multi Partner Trust Fund support the UNICEF Go-2-School-Initiative in re-building the

education sector in seven districts in South Central and possibly expand even further as the security situation allows. •Funding to the Joint Programme for Local Governance will continue efforts to strengthen institutions at district level in delivering services throughout

Somalia. •UNDP Gender will further advance the existing activities under UN projects (including Rule of Law) and gender transformative action (e.g. quota for

government political institutions) and gender based violence in all areas of Somalia, including support to Somali Women’s NGOs.•With the aim to integrate a resilience approach and in support of reintegration of internally displaced persons the programme will support activities

under the NGO Consortium for Somalia Resilience Programme (SomRep).

DANIDA further gives support to Somalia through two mechanisms – to Federal Government of Somalia and through the Somalia Stability Fund with other donors3. i) The Federal Government of Somalia (FGoS) Funding Mechanism aims to channel assistance to FGoS to fund their national priorities. Interventions

and funding principles will be agreed upon by a Joint Steering Committee (JSC).ii) Funds will be transferred through an existing Financial Management Agent (Price Waterhouse Coopers (PWC)) with a view to utilise its current

contract with FGoS not only to ensure safe transfer of funds, but also to include oversight and capacity development of the Ministry of Finance. This component will be the main driver of the New Deal Principles.

iii) Somalia Stability Fund (SSF) - a joint donor initiative allowing for rapid and flexible support to the newly liberated areas, including rebuilding district level institutions. SSF will adopt a locally differentiated approach, working from the grassroots level up through community institutions, coherent with regional, zonal and national processes. This is administered by Adam Smith International.

Application RequirementsDANIDA increasingly requires that all development funding for civil society goes through Danish-registered organizations. DANIDA has identified 8 – 9 international or Danish NGOs with whom it expects to work during the upcoming strategic period. Some funding may be available for case-by-case negotiations, where an untargeted opportunity exists.

Application Guidelines and DeadlinesCountry Programme Documents and Budget Approvals expected in May 2015. Consultations ongoing. DANIDA General Grant Administration Guidelines:

Areas of best fit with Diakonia SomaliaDANIDA has traditionally had a strong human rights based approach towards its work and this would work well with Diakonia’s own HRB actions. It is well matched with all three of Diakonia’s main thematic focus areas of Governance and Accountability, Human Rights and Resilience and Human Security. Diakonia Somalia would best seek to engage with DANIDA through partnerships with Danish agencies including Danish Refugee Council, Save the Children – Denmark. Interpeace is also a strong DANIDA partner. For instance, Interpeace is the lead agency for funding on Democracy (Elections) and Peace Building. World Vision Somalia is the lead agency for the Somalia Resilience Programme through SomRep, a consortium of development agencies.


Notes/Comments Any Risks --

Name Swedish International Development Agency - SIDA

Location & Contact Details

Embassy of Sweden - SIDAP.O. Box 30600-00100NairobiTel: +254 20 4234000E: [email protected]; www.sida.org

Key Contact Person(s) Mr Urban Sjöström, Counsellor - Head of Somalia Development Cooperation

Strategic Funding Focus Areas

The Swedish strategy for Somalia focuses on crisis management, democracy, human rights and job creation.In July 2013, the Swedish government adopted a new, ambitious results strategy for development assistance to Somalia with the goal to strengthen poor people's ability to resist and handle new crises, support the fragile democracy, strengthen the respect for human rights and increase job opportunities. New areas of cooperation in the strategy mainly concern support to job creating efforts and to the media, but the strategy also brings a clearer focus on gender equality and human rights and continued support to health, particularly maternal and child health care. The new results strategy has also got a focus on the diaspora’s role in development cooperation.Swedish support will be aligned to the “New Deal” framework for fragile and conflict affected states.SIDA continues to provide annual humanitarian aid to Somalia through the CHF, The Red Cross, UNHCR and UNICEF.

Geographic Scope Somalia, Somaliland

Funding Mechanisms Available

Most funding channelled through multi-donor funding mechanisms and UN agencies. Some direct funding may be negotiated based on previous partnerships. SIDA is a main contributor to the Somali Stability Fund.Diakonia’s Framework Arrangement with SIDA provides the basis for access to broader funding options. While not explicitly stated, Diakonia’s relationship with SIDA and partnership approach may offer an opportunity to manage small grants on behalf of SIDA. SIDA periodically issues Calls for Proposals for projects in the region which can be tracked via their website

Application Requirements --

Application Guidelines and Deadlines Direct Consultation with SIDA recommended.

Areas of best fit with Diakonia Somalia

Grant ManagementGovernance and AccountabilityHuman RightsLivelihoods, Human Security


Notes/Comments Any Risks Other agencies supported by SIDA include UNDP, Interpeace DRC, Forum Syd, IOM.

Name UK Department for International Development - DFID / UKAID


DFID SomaliaDFID Mogadishu, British Embassy, Mogadishu International AirportOR British High Commission, Upper Hill Road, Nairobi, Kenya Email [email protected] Tel +254 (0)20 287 3000 DFID also has an office in Hargeisa.

Key Contact Person(s) Mr. Phil Evans, Head of DFID Somalia.


1. Wealth Creation; 2. Governance & Peace Building; 3. Health; 4. Humanitarian Support.

These include creation of jobs, performance of local governments and citizen engagement; reproductive, maternal and newborn health; poverty, vulnerability, nutrition and hunger. DFID also places strong emphasis on support to women and girls particularly in the areas of health, job creation, protection in armed conflict, education and inclusion in the political process. 4

DFID will no longer focus on Education in Somalia as the EU is expected to address this.

Geographic ScopeSomalia and Somaliland. In Puntland, focus will be on employment and health. In South Central Somalia, focus will also be on employment and health although humanitarian support will remain key. Governance results will focus on peace building, strengthening communities at local level while supporting national level efforts for political settlement and reconciliation.


DFID’s funding in Somalia is provided through various channels. While it does not directly fund the Somalia government, it works closely with Somaliland authorities in aligning their National Development Plan and supports them through a Donor Fund. It also works with Puntland authorities in their National Development Plan.

Through joint donor cooperation mechanisms, DFID works closely with Denmark, Sweden, Australia, EU and the US. The majority of its funds, however, are channeled through UN agencies to include FAO, ILO, UNDP, OCHA, UNFPA, UNICEF and WHO. It also works with the World Bank in private sector development and public finance management.

The UN Joint Programme on Local Governance and Decentralised Service Delivery (JPLG) is funded by DFID, Denmark, EU, SIDA, USAID, Italy, Norway, Switzerland, UNDP and UNCDF and implemented by UNDP, UN-Habitat, UNICEF, UNCDF and ILO. The programme began in 2008 and is expected to culminate in 2017 with focus primarily in Somaliland and some parts of Somalia. Its aim is to increase civil servants’ capacity, while developing processes and systems that more effectively deliver services to their constituents. Areas of focus include decentralization, land management, municipal finance, local economic development, service delivery, social accountability, planning and budgeting and fiscal transfers. The main partners are the Federal Government of Somalia, Somaliland Government and Puntland State Government of Somalia.

For humanitarian assistance, DFID works through the UN Common Humanitarian Fund. Support is channeled through Cluster arrangements.DFID’s funding to civil society is through international NGOs which are, in turn, expected to work with local Somali NGOs. For administrative reasons, DFID increasingly relies on the use of managing agents to deliver its aid programmes. While DFID no longer funds education directly, its global Girls Education Challenge fund extends to Somalia. More information available here

Somalia Stability Programme: The Somalia Stability Programme (SSP) was originally a three year £30m programme (September 2012 – September 2015). It was given a cost and time extension in August 2013, with a new end date of December 2016 and an additional £9.5m, raising the overall budget to £39.5m. The SSP has two components:1. Support to the multi-donor Somalia Stability Fund (SSF) - £34m 2. Bilateral financing for high risk projects / reconciliation - £5.5mComponent 1 is DFID’s contribution to the Somalia Stability Fund (SSF). This is a multi-donor fund involving DFID, DANIDA, Netherlands, Norway and United Arab Emirates. DFID is the largest contributor giving £34m. The other donors are all giving £1.3 - £1.8m each. The SSF is administered by a Fund Manager (Adam Smith International). More information on the SSF is provided separately. Somalia Accountability Programme (2013 – 2019). This is a 6 year programme which will cover all administrations in Somalia including those already existing (South Central, Puntland and Somaliland) and those emerging (e.g. Interim Administration of Jubaland) and will work at all levels of the administrations i.e. community, district, provincial, regional and federal. It is intended to: support civil society to be more empowered and increase the demand for accountability; support the development of key institutions to promote accountability, notably the parliament; provide support for an inclusive Constitutional Review process; and increase the evidence base of “what works” in Somalia in the area of accountability. A management agency or consortium arrangement is being established to manage grant applications and disbursements for NGO participation. More information available here: DFID DevTracker.

Application RequirementsDFID’s funding in Somalia is mainly channeled through multilateral agencies, management agents or INGO consortia. Calls for proposals or tendering procedures for supplier contracts are issued as opportunities become available and are published on the UK Government website as part of their commitment to transparency. View http://devtracker.dfid.gov.uk.

Application Guidelines and Deadlines See above.

Areas of best fit with Diakonia SomaliaDiakonia Somalia is eligible for DFID funding through established funds for which calls for proposals are made. It may also consider applying for the Somalia Accountability Programme once the FMA is determined. Diakonia’s programme areas of similarity include Governance and Accountability and Peace Building.


Notes/Comments Any Risks

DFID has a strong evidence-based and value for money approach which partners are expected to adopt. Results-based planning and implementation will require strong monitoring and evaluation approaches as well as concrete baseline analysis.

Diakonia should consider partnering with Oxfam, DRC, Finnchurch Aid and Save the Children in Somalia as they have an established relationship with DFID.

Name UNDP Somalia


Nairobi Liaison Office:Email: [email protected]: +254 20 4183640/2Garowe: Email: [email protected] T: +252 545 3105

Key Contact Person(s)

Philippe LazzariniUN Resident Coordinator and UNDP Resident RepresentativeEmail: [email protected] ConwayUNDP Somalia Country Director (CD)Email: [email protected] Sanchez: Programme Manager, Governance and Rule of Law Programme (Nairobi)[email protected]


UNDP Somalia is a major actor in the development and humanitarian sector in Somalia and acts as primary fund management agency for several donors. UNDP collaborates with a large number of bilateral and multi-lateral partners, and has received contributions from Central Emergency Relief Fund (CERF), Danida, UK Department for International Development (DFID), European Union (EU), Germany, Greece, Italy, Japan, Norway, South Korea, Sweden, UAE and USAID.

UNDP Somalia has set up partnership agreements with some of these donors which allow for flexibility in fund allocation to individual projects, multi-year funding and reduction of transaction cost through consolidated reporting and review at policy level. Donor consultations are organized on a regular basis and focus on overall performance under the partnership as well as a shared risk analysis.

UNDP Somalia focuses on the following key areas: peace building and conflict management, people-centered governance and law, economic recovery and environmental protection, and protecting and empowering women. It carries out its work through two main programmes: Governance and Rule of Law (GROL) and Poverty Reduction and Environmental Protection (PREP). UNDP Somalia also incorporates issues of peace building, HIV/AIDS, and gender across all its work.

Here UNDP works with local partners (e.g. NGOs, civil society and government) towards a peaceful and secure nation for all Somalis and works with 23 other UN agencies.

Geographic Scope Somaliland, Puntland, South Central Somalia

Name UNDP Somalia


UNDP Somalia implements a range of projects relating to Poverty Reduction, Democratic Governance, Crisis Prevention and Recovery, Gender and Inclusion, HIV and Development Environment and Energy and Human Development. A selection of projects relevant to Diakonia and partners’ focus areas are listed below:

• Local Economic Development ProjectThe Local Economic Development (LED) project addresses the urgent need for income generation and job creation in Somalia through community based approaches. It aims to provide more knowledge to local communities towards contributing to peacebuilding, reconciliation and socio-economic development through building the capacity and raising awareness of local communities while engaging them in all stages of the project. Covers Somaliland, Puntland, South Central Somalia. End Date December 2015.

• Access to justiceUNDP supports the Somali people in creating an enabling environment for stability, rule of law and good governance – starting with the strengthening of legal institutions in order to increase competency, efficiency and accountability. Covers Somaliland, Puntland, South Central Somalia. End Date: 2015.

• Somali Institutional Development ProjectSustainable progress for the Somali people is only possible if government and public institutions function more effectively and respond to its citizen’s needs. The Somali Institutional Development Project (SIDP) focuses on supporting the government in becoming better at improving people’s lives – from managing its money to learning how to better serve the Somali people. End Date: 2015

• UNDP Somalia Constitution Support ProjectThe Somalia Constitution Making Support Project (SCMSP) promotes reconciliation, peace and stability through a constitution-making process at the federal level, in line with the stipulations of the Transitional Federal Charter. Estimated end date: 2015

• Community Security ProjectBringing civil society on board to build a safe environment provides a crucial foundation for recovery and long-term peaceful development. Local government, police forces and prosecutors cannot function sustainably without involving their communities and addressing concerns and needs of the people. The guiding principle of UNDP’s work is connecting local and national governments, the police and justice systems with civil society to improve safety and security in communities. Suitable for Partners. End date 2015.

• Gender Equality and Women's Empowerment Project Somali authorities have identified empowerment of women, through greater asset ownership and participation in decision-making processes, as a priority for peace and development. To facilitate Somali stakeholders to achieve this, in 2012 UNDP initiated a new project on Gender Equality and Women’s Empowerment (GEWE) in Somalia focusing primarily on advocacy initiatives in partnership with civil society and public institutions in Somaliland, Puntland and South Central Somalia. End Date: 2015

• Environment and Natural Resources Management ProjectThe Environment and Natural Resources Management project aims to develop institutional capacities to manage the environment and reduce disaster risks (in the context of climate change) across all levels of government and non-government organizations.Other funds that may be accessed through the UN are held by UNFPA and UN Women. Calls for Proposals are issued periodically and may be tracked online.


Application Guidelines and Deadlines UNDP Somalia prepares and issues calls for proposals in consultation with partners. Each project area has specific guidelines and timeframes. Calls may be seen on the website www.so.undp.org or Procurement Notices

Areas of best fit with Diakonia SomaliaAs the UNDP focuses on several sectoral areas, Diakonia’s thematic programmes may be matched at different levels. It is important for Diakonia to engage with UNDP in country as well as participate in civil society fora which are convened by UNDP. Most of the ongoing programmes are scheduled to end in 2015. This offers an opportunity to engage around the next strategic period.

Rating based on ‘Best Match’ ANotes/Comments Any Risks --

Name BIG Lottery Fund


1 Plough PlaceLondonEC4A 1DETel: 0207 211 1800 or 0300 500 5050

Key Contact Person(s) N/A

Strategic Funding Focus Areas Primary education; health; access to and use of natural resources; human rights, livelihoods (rural and urban). Geographic Scope Sub-Saharan Africa

Funding Mechanisms Available The International Communities programme. Open to UK based non-governmental organizations working with overseas partners in Africa.Funding grants range from Stg 50,000 to 500,000 over 2 to 5 years.

Application Requirements Open to UK Based organizations. Diakonia will need to partner with a UK organization to access this funding.

Application Guidelines and Deadlines

The application process involves two competitive stages. To apply for a grant read guidance notes and complete a stage one application form. Once received it usually takes three months to assess and make a decision. Applicants have six months to complete a stage two application form and prepare a detailed business plan which takes another three months to assess and make a decision.

There are currently no open calls with the last applications being considered in March 2014. International Communities Information site - for updated information on upcoming calls.

Areas of best fit with Diakonia Somalia All programme areas may be considered under this fund, however focus will be dependent on partnership established with UK organization.

Rating based on ‘Best Match’ BNotes/Comments Any Risks Partnership with UK based organization a requirement.

Name Carnegie Corporation of New York


Carnegie Corporation of New York437 Madison AvenueNew York, NY 10022 Phone: (212) 371-3200

Key Contact Person(s) --


Carnegie’s International Program focuses on two main areas: • Reduce threats to international peace and security by seeking to generate and apply expert knowledge to address critical challenges related

to nuclear security, global power dynamics, and states in transition.• Strengthen higher education and libraries in selected countries in Africa by seeking to enhance postgraduate training, research, and

retention.Relevant to Somalia is its focus on States in Transition where its objective is to strengthen peacebuilding in fragile states in Africa and elsewhere by bringing local context and knowledge to bear on promoting sustainable peace. The Corporation’s work aims to cultivate in-countries expertise on peace, security, and development, and bring it to the attention of the international community and governments.

Geographic Scope Various – Somalia included.Funding Mechanisms Available International Programme: States in Transition Grants

Application Requirements Letter of Inquiry


All grantseeekers must submit a Letter of Inquiry online via the Corporation’s website. Letters are accepted on a rolling basis. Applicants will be notified via email if their Letter of Inquiry is declined, or if they have been invited to submit a full proposal. This process usually takes 4-6 weeks. Only full proposals that have been invited will be considered.

The corporation does not fund unsolicited proposals

Areas of best fit with Diakonia Somalia Diakonia’s work relating to peace and human security may fit in well with the Corporation’s focus. A ‘stand out’ initiative led by a partner would be well suited to this fund.

Rating based on ‘Best Match’ B


Name International Labour Organization (ILO)


ILO Somalia ProgrammeUN Complex, Gigiri UN Avenue, NairobiNairobi, KenyaTel:+254 20 5121150Website:www.ilosomalia.orgEmail:[email protected]



• Strengthening local governments and decentralised service delivery - Supporting the development of policy, legal and institutional frameworks and capacity and local government for decentralised public works investment and service delivery.

• Improving livelihoods through Employment Intensive Infrastructure Investment programmes (EIIP) - Through the dual output of improved national infrastructure and creation of employment opportunities during implementation and subsequent maintenance of the created infrastructure assets. This include, for example, the repair and rehabilitation of urban and rural infrastructure such as roads, water, markets, irrigation schemes and environmental works deliberately executed by Labour-Based Methods (LBM) and hence creating massive immediate, cost effective, employment. As well as injecting cash into local economies through wages, EIIP assists in reintroducing the work ethic, reinvigorates the community, and provides a very visible and tangible peace dividend.

• Promoting Small and Medium Enterprises (SME) – SMEs enhance peoples’ skills and organizational capacity for employment opportunities, particularly through self-employment, and expansion of enterprises and enhanced income earning of families. The promotion of SMEs has become a conduit, granting life skills to the youth, who in turn acquire a renewed sense of purpose to either achieve peace or consolidate the peace they have thus far constructed for themselves.

• Access to financial services - ILO assists to develop creative systems for facilitating access to a broad range of financial services for different segments of the population, building on the existing informal arrangement such as the remittance based (Hawala Companies) and Mudaraba (trustee financing) and Musharaka (equity participation).

Geographic Scope Somaliland, Puntland and south central Somalia

Funding Mechanisms AvailableThe ILO has provided access to funding through Calls for Proposals under its focus area programmes. E.g. a current call has been issued for the Youth for Change Initiative: Employment And Skills Development Services In Gardo & Bosaso, Puntland for which Diakonia Partners are eligible. Other similar opportunities may be tracked on the ILO Somalia website or Facebook page.


Application Guidelines and Deadlines See above.


Diakonia’s work with youth, employment, livelihoods in the context of Resilience and Human Security may present a positive match with ILO programmes. Partners are also well placed for the same.


Notes/Comments Any Risks Clear application guidelines and opportunities for ILO funding are not readily available and therefore dialogue with their representatives in country may prove useful.

Name Norwegian Agency for Development Cooperation - NORAD


Ruseløkkveien 26 0251 Oslo, Norway Pb 8034 Dep. 0030 Oslo, NorwayTel: +47 23 98 00 00E-mail: [email protected]



NORAD’s focus in Somalia has been largely around providing humanitarian support and related longer term programmes. Priority areas are:• rebuilding• good government• support to local capacity building• prevention of humanitarian catastrophes• peace and reconciliation

Geographic Scope Somalia, Somaliland

Funding Mechanisms Available Funding to civil society is largely through UN structures and Norwegian NGOs which include Norwegian Church Aid and Norwegian Refugee Council.

Application Requirements Linkage with UNDP or Norwegian NGOs.

Application Guidelines and Deadlines Varies based on Calls for Proposals and agreements with Norwegian NGOs.

Areas of best fit with Diakonia Somalia Human Security, governance, peace building, institutional strengthening.Rating based on ‘Best Match’ B

Notes/Comments Any Risks Recipients of Norwegian government/ NORAD funding include NCA, NRC, ADRA, Save the Children. Diakonia may consider partnering with these agencies for collaborative funding.

Name The Somali Stability Fund


Fund Management by Adam Smith InternationalAdam Smith International 2nd Floor, Cavendish, 14 RiversidePO Box 26721-00100Nairobi, KenyaTel: +254 20 444 4388http:stabilityfund.soT: @stability_fund

Key Contact Person(s) Mr. Rory Brown


The Somalia Stability Fund is a multi-donor fund which supports peace and stability in Somalia. It is designed to strengthen local stability, improve the co-ordination of international support and enhance its delivery, in accordance with the New Deal for Engagement in Fragile States. The Stability Fund’s objectives are to: Support representative and responsive local governance; and Support the resolution and mitigation of conflicts. The Stability Fund prioritises support to Somali-owned organizations and networks, Somali private sector and government entities. It will also work with international for profit and non-profit organizations.The Stability Fund will make targeted investments which support representative and responsive Somali governance, as well as the mitigation and resolution of conflict. The Stability Fund will invest in a broad range of initiatives across Somalia and is open to working with an array of partners, from national and international non-profit organizations to private enterprises.Existing investments include community driven development programmes, youth empowerment projects, and peacebuilding and community safety initiatives. However, with the exception of humanitarian assistance, the Stability Fund is able to invest in any initiative than can make a significant contribution to the Stability Fund’s broad objectives and principles.

Geographic Scope Somalia: SSF invests in locations where local governance is at its weakest and security is poor, but where there is potential to make progress. This includes the newly-recovered areas of Somalia and other conflict-affected locations.


All funding is issued through open Calls for Proposals. For example, at present, the Stability Fund is seeking a Somali-owned and managed, and Somalia-based implementing partner (or partners in consortium) to:1. Develop and implement an initiative that promotes Somali culture. View Call2. Administer grants and/or loans to young Somali entrepreneurs. View CallAn independent evaluation panel including Stability Fund staff and external experts review all applications. The panel scores according to criteria published on each call for concept note.However, in some instances, unsolicited proposals may be considered.

Application Requirements See above.


The Stability Fund is governed by the Fund Manager and overseen by the Secretariat Office. The Secretariat Office is overseen by the Joint Donor Committee and advised by the Advisory Board. Several donors have made contributions to the Fund totalling approximately $58 million to date. These donors are: Denmark, Netherlands, Norway, UAE and the UK. The Fund is open to further funding from a range of donors.The Stability Fund is currently able to fund projects through to end December 2015.


Diakonia’s best link to the SSF is through work with partners on Governance and Accountability or Peace Building actions. The Fund is inclined to support local organizations and therefore strong partners should be encouraged to apply as per calls available.

Rating based on ‘Best Match’ BNotes/Comments Any Risks --.

Name Turkish Government: Turkish Cooperation and Coordination Agency (TIKA)


Mogadishu PKO Lido AreaMogadishu / SomaliaTel : +252 6868 487 - 699 322 233E-mail : [email protected]



Turkish Development Cooperation is led by the Turkish Cooperation and Coordination Agency – TIKA. Fairly new in development cooperation and aid, TIKA’s project focus includes the provision of financial and technical assistance in the areas of social and economic infrastructure; enhancement of production sectors; and the protection of social peace. The projects are comprised of education, restoration, water and sanitation projects, e- government projects, projects in the field of institutionalization, agricultural development, combating poverty and increasing the employment of women. Others consist of providing financial support for infrastructure projects such as irrigation, health and transportation projects and constructing schools and hospitals as well as restoring architectural structures that have been determined to be cultural heritage.

TIKA also coordinates humanitarian assistance as an urgent solution in times of crisis. Turkish aid tends towards hardware and humanitarian support. For instance in Somalia it has built and renovated schools and most recently built a 200-bed hospital in Mogadishu. It has also trained Somali students on transport infrastructure. Somalia was its second largest recipient of humanitarian aid in 2012, after Syria. Somalia was, however, the largest recipient of NGO-led funding by Turkish NGOs in 2012. 5

TIKA is still at the very early stages of engaging civil society in Turkey and abroad. To date, only a very limited group of NGOs has engaged with TIKA in the delivery of aid. TIKA also lacks a strategy to engage local NGOs as partners in development programs, nor do they have a targeted program and allocated budget to strengthen civil society (in aid recipient countries). This is, therefore, still an area under development.

Geographic Scope Global – includes Somalia.

Funding Mechanisms AvailableTIKA’s overseas aid is managed by field Programme Coordination Offices (PCOs). In the region, PCOs are based in Mogadishu and Nairobi. Humanitarian support is coordinated by the Disaster and Emergency Management Presidency – AFAD. The Turkish Red Crescent also provided humanitarian aid in Somalia.

Application Requirements N/A

Application Guidelines and Deadlines N/A

Areas of best fit with Diakonia Somalia TIKA would be a potential funding partner for hardware initiatives, particularly in SC Somalia. However, partnership with an agency that has previously engaged with Turkish Funding would be the recommended entry point. These may include ADRA, CARE, Oxfam, Islamic Relief.



Name UN Office for the Coordination of Humanitarian Affairs (OCHA) Somalia - Common Humanitarian Fund (CHF):

Location & Contact DetailsOCHA Somalia Staff Contact ListCluster Group Contact ListGeneral: [email protected]

Key Contact Person(s)

Cluster coverage:Food Security, Protection & Logistics, Education, and Enabling Programmes: Afifa Ismail, Eva Kiti Health, and Nutrition: Patricia Nyimbae Agwaro, Umikalthum Noor WASH, Shelter & Non-Food Items: John Ndiku, Mary-Bernadette Obadha


OCHA Somalia operates around Eight clusters: Food Security, Education, Health, Protection, Logistics, Nutrition, Shelter, and Water, Sanitation and Hygiene. It is also the agency under which the Common Humanitarian Fund is operated.

The Common Humanitarian Fund (CHF) for Somalia, established in June 2010 by the Humanitarian Coordinator, is an important country-level finance tool which provides quick, predictable and strategic funding to UN agencies, international and local NGOs working in Somalia.

The Humanitarian Coordinator (HC) for Somalia manages the CHF with support from OCHA as the CHF Secretariat and Managing Agent, and the UNDP Multi-Partner Trust Fund Office as the Administrative Agent of the Fund. Clusters review and recommend proposals submitted to the CHF.

An Advisory Board consisting of four NGOs, four UN agencies, and donor agencies provide strategic and policy guidance of the Fund to the HC. The CHF was upgraded from the Humanitarian Response Fund in order to provide larger and more strategic funding to high-priority, under-funded projects in the Consolidated Appeal through biannual standard allocations to support aid agencies in response to the most urgent humanitarian needs.

Geographic Scope Somalia

Funding Mechanisms Available CHF

Name UN Office for the Coordination of Humanitarian Affairs (OCHA) Somalia - Common Humanitarian Fund (CHF):

Application Requirements

Criteria for allocation of CHF funds: The CHF allocation strategy is closely aligned to the CAP 2013-2015 strategic priorities and therefore responds to the highest humanitarian needs in Somalia. Priority Focus areas are:Strategy I: Support to IDPs and host communities: IDPs constitute 75 per cent of the most vulnerable households in Somalia, with the majority living in deplorable conditions and lacking basic services. The response to IDPs should focus on the provision of an integrated package of basic services while taking into consideration the needs of host communities. The priority regions are Bay (Baidoa), Gedo (Luuq), Mudug (Galkacyo) and Lower Juba (Kismayo) due to the large number of protracted IDPs whose high malnutrition rates are exacerbated by limited livelihood options and inadequate health and WASH services. The need to ensure a protective environment is also critical in the selected regions. 50 per cent or $12 million will be allocated to this strategy. The clusters prioritised are Education, Food Security (livelihood activities only), Health, Multi-sector for Refugees (IDP returns), Nutrition, Protection, Shelter and WASH. Clusters are encouraged to coordinate their activities and ensure that services provided are integrated. Strategy II: Action to address chronic humanitarian crises/disasters. This could include community led initiatives to anticipate, mitigate, cope and overcome risks as well as ensure longer term mitigation measures. The priority regions are Bay (Baidoa and Dinsor), Bakool (Ceel Barde, Rab Dhuure, Xudur and Tiyeglow), Gedo (Luuq), Hiran (Beletweyne and Mataban) and Lower Juba (Kismayo). The allocation aims at: a) preventing people in stress from slipping into emergency and crisis through strengthening their capacity to absorb shocks b) contributing towards the reduction of chronic acute malnutrition rates c) responding to the needs of people who are highly vulnerable to floods, drought, and communicable disease outbreaks such as acute watery diarrhoea (AWD). $9.4 million, or 38 per cent, will be allocated to Food Security (livelihood activities only), Health, Nutrition, and WASH clusters. These clusters will be required to, where possible, coordinate their activities in the selected regions/districts. The Multi-sector for refugees cluster will have the flexibility to implement their interventions for IDP returns in priority regions where it can maximise impact. iii) Common Services: Specific activities included under ‘Enabling Programmes’ in the CAP will be supported through an envelope of US$3 million. This includes support to: UN Humanitarian Air Services (UNHAS); Cluster coordination; Other common services projects mainly FSNAU, Radio Ergo and NGO Consortium costs and NGO Safety Program (NSP).OCHA is designated to coordinate the review of common services proposals.


CHF Standard Allocations for 2014 were made based on applications in January with final disbursements made in June. NGOs engage with the CHF through registration on the CHF Database through which applications for funding are made.Agencies’ eligibility for funding is based on a Capacity Assessment conducted by the CHF. The process by which a tranche of funding is prepared and assigned by the CHF is as follows: Step 1: Standard Allocation Document - HC publishes Standard Allocation Document with funding envelopes to launch process; Document based on CAP, FSNAU with inputs from IASC, ICWG and review by Board.Step 2: Project Prioritization - Clusters invite organizations with CAP projects to submit CHF proposals. Cluster Review Committees prioritize proposals and submit them via OCHA to the HC.Step 3: Review and Approval - OCHA conducts formal review of proposals submitted by Clusters. HC reviews proposals recommended by clusters and OCHA and makes final decision.Further Guidance on How to Apply is provided here.


Diakonia’s humanitarian work in Somalia may be supported through the CHF however it must regularly demonstrate capacity to provide rapid responses and delivery based on humanitarian standards.


Notes/Comments Any RisksRecipients of the 2014 CHF Allocation include agencies such as Oxfam, DRC, NCA, Care Somalia, Save the Children. Through OCHA, Clusters meet regularly, usually monthly, in Nairobi and in the field. A central Inter-Cluster Working Group (ICWG) meets once every two weeks in Nairobi, and a Mogadishu-based ICWG also meets once every two weeks. ICWGs also operate in Somaliland and Puntland.

Name UN Democracy Fund


1 United Nations Plaza, Room DC1-1300 New York, NY 10017, USA Tel: +1 212 963 3399, Tel: +1 917 367 8062 Email: [email protected], www.un.org/democracyfund

Key Contact Person(s) Managed by Annika Savill – Executive Head.


UNDEF was established to support democratization efforts around the world that strengthen the voice of civil society, promote human rights, and encourage the participation of all groups in democratic processes. The large majority of UNDEF funds go to local civil society organizations -- both in the transition and consolidation phases of democratization.UNDEF projects are two years long and fall under one or more of six main areas: Community development; Rule of law and human rights; Tools for democratization; Women; Youth; Media

Geographic Scope Global

Funding Mechanisms Available UN Democracy Fund: UNDEF grants range from US$50,000 to US$400,000. Project proposals are subject to a highly rigorous and competitive selection process, as UNDEF receives an average of about 2,000 proposals a year and only some 50-60 are selected. UNDEF projects are two years long.


The United Nations Democracy Fund invites civil society organizations to apply for funding for projects to advance and support democracy during the annual proposal window, which is open only from 15 November to 31 December. Only on-line proposals during this period, in either English or French, will be accepted.

The stages of the process are:1. Online Project Proposal System The on-line project proposal system can be accessed at the UNDEF website at www.un.org/democracyfund, only during the annual window. Read an example of an application form, project proposal guidelines, lessons learned for applicants, frequently asked questions and summaries of existing projects. 2. Long ListProposals are subjected to a thorough process of assessment, quality control and due diligence. An initial examination by a team of independent assessors is conducted, a process in which all applications are judged on their inherent quality and scored according to set criteria.3. Short-ListThe long list produced by the team of independent assessors is then examined by the Fund’s Programme Consultative Group in consultation with United Nations Resident Coordinators in the field.4. UNDEF BoardThe Programme Consultative Group review yields a short list which is reviewed by the UNDEF Advisory Board -- comprising Governments, civil society and individuals. 5. UN Secretary-General The final short list is then submitted to the UN Secretary-General for approval, usually in May or June.6. Project DocumentOnce the short list is approved by the Secretary-General, the proposal moves into the final stage in the selection process: the negotiation of a project document, which is in effect the contract between UNDEF and the grantee. This negotiation requires the applicant to provide a more elaborated project design, and involves detailed input from both UNDEF and the applicant, as well as scrutiny and due diligence enquiries by UNDEF. Only upon successful conclusion of the project document, and its approval by the United Nations Controller, will the project proposal formally be approved for funds disbursement. This is expected to happen in September at the earliest.

Application Guidelines and Deadlines UNDEF Application GuidelinesCurrently no calls open. Next call expected in 2015.

Name UN Democracy Fund

Areas of best fit with Diakonia Somalia Diakonia’s work on governance, accountability and human rights would fit with UNDEF’s focus in its breadth.


Notes/Comments Any RisksThis is an extremely competitive fund which will require any Diakonia application to stand out strong. Recent projects show limited actions in Somalia. This may present an opportunity for Diakonia to submit a unique or ‘stand out’ project. However, Diakonia must remain realistic about the chances of approved funding.

Name USAID


USAID / East Africa, Somalia UnitPO Box 629Village Market 00621Nairobi, KenyaTel: 254-20-862-2000email: [email protected]://www.usaid.gov/somalia



Agriculture and Food SecurityWorking in Crises and ConflictDemocracy, Human Rights and GovernanceEconomic Growth and tradeEducation



In Somalia, the US contributes to joint funding mechanisms which are referred to elsewhere in this report. It also directly funds initiatives. USAID funding is provided through competitive processes of Requests for Applications based on each sectoral approach.

Development Alternatives Inc (DAI) is also a notable (fund) manager of USAID programmes in Somalia.


All contract opportunities are publicized on ‘FedBizOpps’ (www.fbo.gov) for all business opportunities.

Opportunities for grants and cooperative agreements are publicised at FedGrants (www.grants.gov) through which agencies announce their Requests for Applications/Proposals or RFAs/RFPs.

Search here for new Partnership Opportunities


Prospective applicants make their applications in response to published RFAs/RFPs and grants are approved through a competitive process to ‘Prime partners’ or recipient organizations who may in turn grant funding to other CSOs or sub partners or sub recipient organizations/contractors.

Each RFA presents different guidelines and application deadlines. There is a continual cycle of announcement which can be found on the USAID websites.

Unsolicited proposals are rarely accepted.

There are currently no open Requests for Proposals for Somalia.

Areas of best fit with Diakonia Somalia B

Name USAID

Rating based on ‘Best Match’

USAID funding offers large and long term funding for its partners. However these grants are complex, heavily engaging and time-consuming as each grant comes with a specific detailed set of guidelines and application criteria which must be adhered to, followed by a rigourous process of grant management. This must be taken into account when considering a response to an RFA to ensure the availability of adequate organizational capacity.

Diakonia Sweden will need to determine the extent to which it will seek USAID funding,based on its internal policies and in particular, given the Somalia context.

Diakonia is advised to enter into partnership with existing ‘prime’ recipients of USAID funding given its limited experience with USAID. It may consider working with World Vision, CARE Somalia or ADRA Somalia.

Notes/Comments Any Risks USAID provides virtual training on working with the agency.

Name Wallace Global Fund


Wallace Global Fund, 2040 S Street, NWWashington, DC 20009Tel: 202.452.1530www.wgf.org



The mission of the Wallace Global Fund is to promote an informed and engaged citizenry, to fight injustice, and to protect the diversity of nature and the natural systems upon which all life depends.

The Fund supports initiatives related to environmental resource depletion and system collapse, corporate abuses and the concentration of corporate power, planetary carrying capacity, sustainable human population, women’s human rights, with an emphasis on ending female genital mutilation, civic engagement, civil liberties, equal justice, independent media, and media policy.The Fund seeks to further its mission generally through systemic change as well as fundamental public policy shifts. The Fund strongly believes in access to information for furthering democratic participation and in supporting bold, new, progressive ideas.

Geographic Scope Global – open to Somalia.

Funding Mechanisms Available General Project funding: $50,000 – 100,000 p.a. general range


The Fund supports activities at the global and national level, and will consider significant local or regional initiatives offering the potential to leverage broader national or global impact. It will consider proposals for either core or project-specific support. It does not fund purchase of land, capital construction, profit-making businesses, debt reduction, endowment campaigns, fundraising drives/events, or scholarships, tuition assistance or other forms of personal financial aid.

Applicants based in the United States must be registered 501(c)(3) non-profit educational organizations. Applicants based outside the United States must show 501(c)(3) equivalency under U.S. law and, if invited to submit a proposal, will be asked to sign an affidavit stating this equivalency. Potential grantees without 501(c)(3) status will be asked for further documentation regarding the charitable purpose of the activity.


Application Process: All applicants must submit a letter of inquiry of no more than two pages briefly describing the mission and history of the applying organization, goals of the initiative(s), specific objectives, and accompanying strategies. The letter must also state the organization’s current annual operating budget and primary sources of income. The Fund has an online application system which can be accessed by clicking here for Non-US Organizations with no Fiscal Sponsor.Applicants will be informed if a full proposal is warranted, at which time prospective grantees will be asked to submit additional materials, including a proposal narrative and detailed financial documentation. Unsolicited proposals will not be considered.Grants are reviewed on a quarterly basis in March, June, September and December.WGF Online Application Information


Consider linkage with local partners on citizen engagement for governance and human rights or women’s rights programmes. May apply directly or partners to apply.



Name Arab Human Rights Fund


An-Nakheel Building, 8th Floor, Bahrain Street, Caracas DistrictBeirut, LebanonTel: +961 1 342 900Email:[email protected]; www.ahrfund.org



The AHRF supports activities that protect and promote human rights in member countries of the Arab League, which Somalia joined in 1976. It encourages applications for projects that:•Have a sound rationale and Promote social change and defend the rights of marginalized communities•Have potential to be carried to work in other countries, for other constituencies, or other rights issues•Have the capacity to be implemented in partnership with one or more organizations in the Arab region•Have the potential to contribute to the strategic and effective strengthening and enjoyment of human rights in the region as a whole.

The Fund supports the promotion, protection, and advancement of the full spectrum of human rights – civil, political, economic, social, and cultural -and of all constituencies, e.g., women, children, minorities, persons with disabilities.The Fund supports primarily actors who would elsewhere be ineligible for funding or for reasons of capacity or otherwise have difficulty securing funding from sources outside the region. Grantees may include Non-governmental human rights organizations, networks, and coalitions; Human rights programs and initiatives by other actors’ i.e. local development and other civil society groups, educational institutions, national human rights institutions, duty bearers, professional associations, etc; Nascent civil society organizations; Well-established civil society organizations with a demonstrated record of outreach to emerging actors; Informal groups that show potential to carry out important initiatives; Organizations and individuals carrying out human rights work in enforced exile; Individuals working in the public sphere.Projects may include: Support to underfunded and new issues/constituencies/actors/methods; Support to grass root interventions aiming at mainstreaming human rights within social norms; Support to long-term investment in human rights work; Enhancing capacity of civil society’s human rights infrastructure.Supported activities may include: Documenting and reporting on human rights violations; Advocating for government adherence to human rights standards; Public education to inform people about their human rights and how to exercise them; Networking and coalition building to carry out human rights campaigns; Litigating human rights cases before domestic, regional national and/or international courts.The Fund will not support: Endowments, Purchase of real estate or construction of buildings, Partisan politics, Religious activities, International organizations directly (can fund local partner organization); For-profit activities or enterprises, unless related to organizational sustainability.

Geographic Scope Arabic-speaking region and Arabic-speaking communities in adjacent countries. The Fund defines the “Arab region” as the 22 members of the Arab League, (including Somalia).

Funding Mechanisms Available The Fund makes grants up to $60,000 per grant, per year. The Fund also makes multi-year grants for up to three years, based on satisfactory reporting and evaluation.


AHRF has a two-step application process:• Initial submission of a letter of inquiry (template) that summarizes information about the applicant and the proposed action for which they seek

funding.• After reviewing the letter of inquiry, the grants team will invite promising applicants to apply for a grant.Grantees are required to submit narrative and financial reports on their projects: an interim progress report and a final report upon completion of the grant period.

Name Arab Human Rights Fund

Application Guidelines and DeadlinesThe Arab Human Rights Fund accepts letters of inquiry on a rolling basis throughout the year. These are reviewed for eligibility and strong applicants are invited to submit a full application. Grant decisions are made twice annually—in Spring and Fall. The Fund accepts grant requests submitted only through its Grants Portal through which grants may be tracked and managed. Those not submitted through the Grants Portal will not be reviewed.

Areas of best fit with Diakonia Somalia Best suited for local partners in Somalia.

Rating based on ‘Best Match’ C

Notes/Comments Any Risks A small but useful fund to consider, particularly for local partners working on specific human rights issues in country.

Name Australian High Commission –Department of Foreign Affairs and Trade (DFAT)


DFAT Regional OfficeRiverside DriveNairobi, Kenya Tel: (+ 254) 20 4445034/39 (ext 118) Email: [email protected] Website: www.ausaid.gov.au

Key Contact Person(s) Solomon Ngari – Senior Programme Manager (Humanitarian)


DFAT (formerly AUSAID) is the agency of the Australian Government responsible for managing the country's development aid programme. Its broad focus areas are: Education, Health Care, Water supply and Sanitation, Agriculture and Food Security, Income generation, good governance, Sustainable management of the environment and natural resources, renewable energy and appropriate technology. Community health initiatives, Promotion of women’s rights and equal access to goods and services; and Promotion of skills development and employment for youth. Some support to Disaster Risk Reduction and Humanitarian needs on a case-by-case basis.In Somalia, its main funding support has gone to humanitarian assistance and emergency relief.

Geographic Scope Global.


Through the DFAT, most of Australia’s support to Somalia comes in the form of humanitarian assistance and resilience-building programmes and less in the form of development assistance. It works in collaboration with other bilateral and multilateral agencies or consortia such as SomRep, CHF, WHO, UNHCR, WFP, among others. Funding would therefore be accessed through these channels, where relationships have been established.

In the region, other funding mechanisms exist, such as:

The Australia Africa Community Engagement Scheme (AACES) which supports community-based activities across Africa. Funding is open to non-government organizations for projects that promote sustainable economic and social development. Funding under AACES is available for selected activities in all African countries. Partnership is required with Australian NGOs e.g. CARE Australia, Caritas Australia, Plan International Australia, World Vision Australia etc. Funding available averages between AUD150,000 – 300,000 per year.

The Direct Aid Programme offers grants of AUD 5000 – 30,000 for humanitarian actions. In selecting projects to fund, Post DAP Committees ensure that projects have developmental outcomes, and are consistent with the international relations and public diplomacy objectives of the Post. Attention is given to projects providing direct benefits to those most in need in the local community, including vulnerable or disadvantaged groups, children and youth. Eligible activities include community health, education, small scale infrastructure, sanitation, rural development, environmental development, gender equality, conferences and training activities, and cultural and sporting activities. All such projects must have a developmental outcome and be implemented within a relatively short period of time. In certain cases, consideration may be given to contributions to disaster relief operations.


Proposals must come from reputable non-government or community-based organizations which meet the registration requirements of the country in which they operate and which undertake development work on a not-for-profit basis; Target communities must be involved in the design, management and implementation of the activities; Organizations must be able to demonstrate they have the capacity to effectively implement the proposed project and that they have a strategy for ensuring sustainable outcomes; and Proposals must have a clear poverty reduction focus and incorporate gender equality, disability inclusiveness and environmental awareness.



Direct Aid: Open on a rolling basis. Applications should be directed to, and are considered at, Posts. Applications for Somalia would be considered through the Australian High Commission in Kenya. The DAP is overseen by the Ambassador or High Commissioner and supports projects in line with the strategic plan on the Australian Embassy or High Commission. Special attention is given to projects providing direct benefits to those most in need, including concerning gender issues, children and other disadvantaged groups, and to projects with environmental benefits. Funding requests are accepted throughout the year but selection and screening of applications only take place periodically during the year.

AACES Guidelines: http://www.kenya.embassy.gov.au/files/nair/AACGS%20guidelines.doc


Diakonia’s work around resilience and humanitarian programming may fit in well with DFAT’s focus however it would need to engage through established mechanisms into which Australian has channeled its funds or link in with Australian NGOs eligible for funding. Local partners may engage through the DAP for smaller funding options around human rights etc.


Notes/Comments Any Risks Recent shifts in funding for development aid to Africa by Australia has led to the reorganization and restrategizing of this agency’s programmes therefore altering the types of funds available to INGOs such as Diakonia.

Name CIDA


CIDA - High Commission of CanadaLimuru Road, GigiriP.O. Box 1013 - 00621- Nairobi, KenyaTel: (254-20) 366 3000, (+254) 734 420 366.Email: [email protected]



• Stimulating sustainable economic growth;• Increasing food security;• Creating opportunities for children and youth;• Advancing democracy, and;• Ensuring security and stability.Special emphasis on advancing democracy and ensuring security and stability, which includes: democratic governance; conflict prevention and resolution; broad support for human rights; interfaith collaboration and understanding, and; promotion of and respect for the rights for women and girls.



The Canadian Department for Foreign Affairs, Trade and Development does not maintain a significant international development assistance program in Somalia, but does provide substantial support to humanitarian efforts as well as multilateral and global programmes that engage with Somalia. Canada channels most of its funding through multi-donor funding mechanisms and through Canadian organizations. While it recently offered support to regional programmes for Southern and Eastern Africa, it has since restructured its operations and no longer offers grants under this program. It continues to provide limited support through the Canada Fund for Local Initiatives for which Somalia is eligible. The CFLI recently launched a call for proposals for 2014, now closed. It is expected that a similar call will be made for 2015. The call for proposals is provided for individual projects that are of a maximum duration of three months. Requests for core funding will not be considered. The average contribution is expected to be in the range of CAD $15,000-$20,000 for each individual project. Larger projects may be considered with appropriate justification for use of funds.

Application RequirementsLocal civil society organizations (including non-governmental organizations) and other institutions working at the local level are encouraged to apply for the CFLI. Other entities, such as international, intergovernmental, multilateral and regional organizations can be eligible for a contribution, provided that they are working with local partners and on local projects that are consistent with Canada’s five development priorities.

Application Guidelines and Deadlines For the CFLI, interested parties should request a project application form which will be provided by the High Commission. For further details consult the CIDA website – www.acdi-cida.gc.ca.

Areas of best fit with Diakonia Somalia Best for partners working on local governance and human rights issues.


Notes/Comments Any Risks Suitable for local partners.

Name Irish Aid


Department of Foreign Affairs and TradeIveagh House, 80 St. Stephen's GreenDublin 2Tel: +353 1 408 2000Irish Aid offices in the region are located in Uganda, Tanzania and Ethiopia. Irish Aid - Embassy of IrelandP.O. Box 7791, Kampala, UgandaTel: +256 41 344 348www.embassyofireland.ug



• Livelihoods and hunger: tackling hunger through better agricultural production and market access for the rural poor, leading to increased income• Water and sanitation: working with communities to improve and manage water resources and sanitation infrastructure and hygiene practices• Women’s empowerment and gender equality: improving women’s control over decision making, economic opportunities and access to public

services• Education: working with governments to increase student enrolment, retention and completion rates in schools, and promoting teaching quality and

a favourable learning environment• Health: improving maternal and child health and reducing malnutrition through working with governments to improve health services• HIV and AIDS: reducing the spread of HIV and AIDS, and assisting those affected by improving prevention, mitigation and treatment interventions• Human rights: working to ensure human rights defenders are protected from human rights abuses and violence, and promoting access to justice and

human rights for vulnerable groups• Governance: empowering poor and marginalised groups to influence decisions that affect them whether at local, regional or national levels• Disaster Risk Reduction: increasing the resilience of communities to economic and environmental shocks and improving their ability to respond to

disasters

Geographic ScopeIn Sub-Saharan Africa, Irish Aid’s priority countries are Ethiopia, Lesotho, Malawi, Mozambique, Sierra Leone, Tanzania, Uganda and Zambia, for long term development programmes. Some support may also be given to Liberia, South Africa and Zimbabwe. Irish Aid also supports countries faced with conflict and has, in the past, provided funding to Somalia as humanitarian assistance and for initial recovery programmes. 6



1. The Civil Society Fund (CSF) provides annual and multi-annual grants to NGOs for small to medium-sized projects in some of the world’s poorest regions. This grant enables NGOs to undertake innovative development projects in a range of areas including human rights, health, education, gender, water and sanitation, food security.

2. The Emergency Humanitarian Assistance Fund (EHAF) gives funding support through a number of Irish and international NGOs in order to save and protect lives in acute crisis situations. Its focus is on meeting the most urgent needs and delivering results for poor households and communities experiencing humanitarian crisis. EHAF funding can be used to finance activities that provide protection for civilians, the delivery of clean safe water, sanitation services, food, shelter, healthcare, or other forms of assistance necessary to keep people alive. Support through EHAF also recognises the importance of engaging with longer-term development processes for sustainable change.

3. The Emergency Preparedness and Post-Emergency Recovery Fund (EPPR) supports interventions that are designed to assist vulnerable people to re-establish their lives and livelihoods after an emergency. Typically, EPPR-funded programmes require medium to long-term engagement on the ground and may include activities such as food production, community capacity building, permanent housing, infrastructure reconstruction, or social protection. The EPPR fund is also designed to support distinct disaster risk prevention, mitigation or reduction activities to make communities more resilient to future disasters where these cannot be incorporated into longer-term development programmes.

4. The Emergency Response Fund Scheme (ERFS) enables key selected NGO partners to respond quickly and appropriately to humanitarian crises. The scheme, which draws on the EHAF fund, is particularly geared towards the initial weeks after the onset of an emergency when the bulk of the expenses for the immediate response phase for the agency are incurred. Agencies must have an established funding relationship with Irish Aid for humanitarian sudden-onset response.

Application RequirementsIrish Aid issues an annual call for project grant proposals. The CSF scheme is open to Irish-based organizations and invited International organizations only.

Grants are allocated for projects and the maximum ceiling is €200,000 per year for up to 3 years.


The CSF 2014 window is now closed. A new Call for Proposals for 2015/16 has yet to be issued. Sample Guidelines for CSF Applications:

Funding for emergency interventions is open on a rolling basis, however, eligibility requirements must be met: Eligibility Criteria for Emergency Funding:


While Diakonia is not currently eligible to apply for Irish Aid funding directly, it may partner with Irish agencies to access funding for humanitarian work in Somalia as well as initiatives on resilience.


Notes/Comments Any Risks

Irish agencies working in Somalia that receive Irish Aid funding and are suitable partners for Diakonia include Trocaire, Christian Aid (Ireland), World Vision (Ireland) and Oxfam (Ireland).

Irish Aid places strong emphasis on results-based programming and expects direct monitoring of the same.

Name United Arab Emirates


UAE Ministry of International Cooperation and DevelopmentAbu DhabiUnited Arab Emirateswww.micad.gov.ae/en



The UAE Government has steadily increased its humanitarian assistance to Somalia over the past 6 years and recently contributed to development initiatives through a pooled funding initiative with 4 other donors in the Somali Stability Fund. Beyond direct government assistance UAE Foreign Aid sector is comprised of a number of development, humanitarian and charitable foundations. There are more than 30 organizations engaged in foreign aid activities globally, including a number of ministries, and government entities and departments. The UAE’s foreign aid sector has made significant progress in recent years, as established humanitarian, development and charity organizations aim to meet emerging needs and challenges. Some organizations were established to tackle specific issues; for example, the Abu Dhabi Fund for Development gives loans and grants towards infrastructure projects in developing countries, the UAE Red Crescent Authority provides humanitarian aid, Dubai Cares supports the Millennium Development Goal of achieving universal primary education, Noor Dubai aims to eliminate some of the causes of blindness, among others.

Geographic Scope UAE, Various other countries with an inclination towards Arabic-speaking nations.

Funding Mechanisms Available Note below.

Application Requirements See below.

Application Guidelines and Deadlines N/A


Diakonia may consider accessing UAE funding through other partners such as Save the Children, Oxfam or Islamic Relief or through the joint funding mechanism of the Somali Stability Fund, for instance. It is, however, unlikely to gain direct access to this funding at present given the focus and mode of operation of most UAE foundations which would support Somalia initiatives.


Notes/Comments Any RisksMost UAE foundations supporting international work tend to support humanitarian, relief and welfare activities. For instance the Khalifa Bin Zayed Al Nahyan Foundation provided relief aid to Somalia in 2010 and also provides dates or related items during Ramadhan. It has partnered with Save the Children and Oxfam in Afghanistan in the construction of health and education related structures.